根据多伦多市政府公布的选举安排，本届市政选举投票日为10月26日，提前投票将于10月6日至11日举行。唐炜臻曾参加2010年多伦多市长选举，并于2023年市长补选中再次参选。多伦多市政府公布的2023年正式选举结果显示，他在当年的补选中获得125票。
唐炜臻此次竞选的核心观点是，多伦多面临的许多严重问题，并不只是由资源不足造成，而是因为市政府未能将已经拥有的资源转化为可以衡量的实际成果。
“多伦多面临的不是资源危机，而是执行力危机。”唐炜臻说，“这座城市拥有资金、住房和人才，但这些资源往往被困在不同部门、不同法规和彼此竞争的利益之间。”
唐炜臻的竞选纲领包括五个彼此关联的方向：将商业管理和资本效率原则引入市政运作；运用系统理论与生态模型研究住房、交通、公共安全和商业之间的关系；引入他所称的“制度文献”（Institutional Literature），作为评估政府权力和问责机制的框架；改善社区治安，同时恢复房东与租客之间的平衡；以及吸引国际投资，支持本地中小企业发展。
2026年8月28日，唐炜臻在多伦多市中心中国城。
在这些主张中，住房和无家可归问题，是唐炜臻目前阐述得最为具体的竞选内容。
“住房是多伦多最核心的问题之一，甚至可能是最重要的问题。”唐炜臻在采访中说，“很多人认为多伦多只是没有足够的住房，但这并不是问题的全部。城市里存在空置房产、陷入财务困境的房屋，以及长期无人管理或任由其逐渐损坏的建筑。真正的问题是如何让这些房产重新得到利用。”
唐炜臻提出，由市政府协助寻找符合条件的空置住房和闲置房间，支持完成必要的维修和消防安全改造，再把这些住房资源与无家可归者连接起来，其中包括正在领取安大略省残障援助计划（Ontario Disability Support Program，ODSP）或安大略省工作救济计划（Ontario Works，OW）补助的人士。
按照这一构想，符合条件的住房补助可以直接支付给房东，降低拖欠租金的风险，同时让租客获得一个固定地址，以此作为重新建立生活的起点。
安大略省现行的OW和ODSP政策，已经允许在特定情况下把住房费用直接支付给房东或其他第三方。唐炜臻希望这一制度能够更加稳定，并加强市政府、房东、社会服务机构和租客之间的协调。
他认为，这种模式可以为参与计划的房东提供较为稳定的租金收入，防止空置房屋继续损坏，让陷入困境的房产重新发挥作用，并为目前依赖庇护所、酒店及其他临时住宿的人士提供固定住所。
多伦多的紧急庇护系统目前仍承受着沉重压力。市政府2026年8月26日的数据显示，全市庇护及夜间住宿系统共安置7,601人，其中面向家庭和单身成年人的酒店安置项目，当日使用率均接近或达到百分之百。
唐炜臻的竞选材料把私人房间每月约800加元的租金成本，与部分每晚可能达到数百加元的紧急住宿项目进行比较。
这一成本范围并非全无依据。多伦多审计长的一项审计发现，部分取暖中心实际报告的每床每晚成本为321至491加元，冬季临时休息项目实际报告的每床每晚成本则为142至311加元。不过，这些费用可能包括全天候工作人员、膳食、保安、医疗保健及其他支援服务，因此不同于单纯租用私人房间的成本。唐炜臻所预计的成本节省幅度，仍需采用统一的核算标准，并通过实际项目进行验证，才能作出直接比较。
唐炜臻表示，他的方案并不是要取消消防、建筑或基本居住安全标准，而是认为市政府在发现问题后，不应只是发出整改命令和罚单。
“一个烟雾报警器大约只需要20加元。”他说，“市政府可以批量采购并协助安装。发现基本安全问题时，第一反应不应该永远是处罚，而应该先思考如何迅速并以合理成本解决问题。”
唐炜臻把住房视为房东、租客和市政府三方之间的关系。他认为，市政府不应把自己的角色局限于监管者、裁决者或执法者。
单个房东可能拥有可以出租的房间，却缺少完成维修的资金，或者没有能力为需要额外支援的租客提供相应协助。租客可能急需住房，却缺乏足够收入、良好信用记录或获得社会服务的渠道。相比之下，市政府掌握公共资金、住房政策、社会服务计划、消防安全资源以及跨部门协调能力。
2026年8月28日，唐炜臻出席在多伦多市政厅举行的Trinbago Toronto Festival（多伦多特立尼达和多巴哥文化节）。
2026年8月28日，唐炜臻出席在多伦多市政厅举行的Trinbago Toronto Festival（多伦多特立尼达和多巴哥文化节）。
因此，唐炜臻认为，市政府既有资源，也有介入和解决问题的空间，可以在一项住房安排失败之前主动采取行动。市政府可以帮助房屋完成必要维修，建立更加可靠的租金支付制度，为租客连接医疗、就业和社会服务，并明确房东、居住者和政府机构各自应承担的责任。
按照他的构想，房东不需要独自承担提供住房和社会支援的全部责任；租客也不应仅仅因为贫困、残障、信用不佳或曾经无家可归，就被排除在正常租赁市场之外。
多伦多自2024年3月31日起，已经在全市实施多租户住宅统一监管制度。多租户住宅也就是通常所说的分租屋或房间出租屋。经营者必须取得执照，把房屋改为多租户用途时可能需要申请建筑许可证；居住人数超过四人的物业，还必须提交消防安全计划。
市政府也已经设立多租户住宅翻修与维修计划，帮助符合条件的房产完成取得执照和达到法规标准所必需的工程。
唐炜臻的方案将以现有制度的部分内容为基础，但会更加直接地把私人拥有的空置房间与无家可归者安置、社会援助住房补贴直接支付，以及就业或社会服务支援结合起来。
这一方案能否落实，不仅取决于是否存在可以使用的空置房间，还需要处理省级收入补助政策、多伦多多租户住宅管理规定、建筑及消防法规、物业保险、租客保障、租金标准、社会支援服务和公共资金监管等问题。
唐炜臻认为，稳定住房不应被视为一个人在解决所有其他问题后才能获得的奖励，而应成为处理失业、成瘾、心理健康问题和社会孤立的起点。
“一个人没有固定地址，就更难找到工作、接受治疗或者重新建立正常生活。”他说，“解决住房问题不只是给一个人一张床，也可以减轻公共安全、医疗系统和社会服务所承受的压力。”
唐炜臻的住房理念，也体现在三名曾经或目前与他有直接住房联系人士的经历中。连同唐炜臻本人，四名受访者分别谈到了他的具体做法，以及多伦多应当如何处理无家可归问题。
出生于多伦多的克里斯汀（Kristine）说，她此前居住在他人家中，当执法人员到达并要求所有人离开时，她在毫无准备的情况下短暂陷入无家可归状态。
当时是2025年11月下旬，冬季刚刚开始。克里斯汀身边还有一只患有小脑发育不全的残障犬，这种疾病有时也被称为“摇晃犬综合征”（shaky dog syndrome）。
克里斯汀说，一名同样经历过无家可归的朋友把她介绍给唐炜臻。大约一周之内，唐炜臻帮助她找到住所、完成租约文件，并开车送她前往有关地点办理手续。
“他救了我，也救了我的残障犬。”克里斯汀说，“他救了我的这个小家庭。如果没有他，我们不可能度过那个冬天，我很可能不得不放弃我的狗。”
她形容唐炜臻始终保持积极态度，并专注于寻找实际解决办法。
“他脸上总是带着笑容。”她说，“即使他没有笑，你也可以看出他正在专心寻找解决办法，或者思考下一步应该做什么。他是真的关心别人。在开始竞选之前，他早已在做这些事情。”
克里斯汀还认为，多伦多市长和市议会应当为曾经亲身经历无家可归的人创造更多就业机会，尤其是让他们参与社区外展服务。
“他们最了解这个群体，因为这些是他们每天亲身面对的问题。”她说，“聘用他们去帮助其他无家可归者，既可以创造工作机会，也可以让服务真正回应人们的实际需要。”
她反对把无家可归者或有成瘾问题的人一概描述为危险人物。
“绝大多数人不是坏人。”她说，“他们需要帮助，也需要有人真正倾听，而不是会议一结束，他们提出的想法也随之消失。”
另一名受访者杰森（Jason）称唐炜臻为自己目前的房东，并表示两人认识已有一年多。
“他是一个非常好的人，总是愿意帮助别人。”杰森说，“无论是有人需要搭车，还是生活中有小问题需要处理，他都会照顾这里的租客。住在这里很平静，我没有什么可以抱怨的。”
托马斯（Thomas）说，自己在一场法律纠纷中失去住房，已经经历了四年无家可归的生活。
“唐先生有一颗非常宽厚的心。”托马斯说，“我感谢他以友善、尊重和平等的态度对待每一个人。”
克里斯汀、杰森和托马斯的讲述属于个人经历和个人评价，不能代替对一项市政住房计划的成本、法律要求和长期效果进行系统评估。不过，这些经历反映出唐炜臻竞选主张中的一个重要原则：不能仅仅因为信用记录、过去的住房不稳定经历或社会标签，就把一个人排除在住房之外。
唐炜臻把稳定住房与公共安全联系起来，但他表示，这并不意味着应把无家可归者等同于犯罪者。他的观点是，长期无家可归可能使人更容易受到成瘾、疾病、剥削和违法行为的影响，最终给整个社区带来更加广泛的后果。
“社会稳定要从最底层开始。”他说，“当人们没有地方睡觉、没有东西吃，也看不到出路时，整个社会都要承担后果。住房不是一个孤立的问题，它与公共安全、健康、就业和人的尊严联系在一起。”
除住房外，唐炜臻还主张为市政项目设立更加明确的绩效指标，减少市政府不同部门之间的重复工作，并采用系统化的治理方式，把多伦多视为一个彼此关联的城市生态系统。
他的竞选纲领还包括提高行政透明度，加强对程序权利和《加拿大权利与自由宪章》所保障权利的保护，更快处理房东与租客之间的争议，支持中小企业，并加强多伦多多元文化商业社群与国际市场之间的联系。
根据其竞选团队提供的个人履历，唐炜臻1982年毕业于中国中南林业科技大学，随后曾任微生物学助理教授。自1987年起，他曾以访问学者身份在美国俄亥俄州立大学从事研究。
移居加拿大后，唐炜臻于1992年获得滑铁卢大学生物学硕士学位。此后，他曾在多伦多综合医院和多伦多病童医院研究所从事人类遗传疾病研究，随后进入金融领域。他著有中文书籍《我的巴菲特财富之路》和英文书籍《Chinese Buffett》。
从政策角度来看，唐炜臻的住房方案仍有一系列问题需要回答：哪些房产符合计划条件，由谁负责检查和维修，租金及补贴标准如何确定，出现拖欠租金或安全问题时由谁承担责任，租客如何获得医疗和社会服务，以及通过什么保障机制保护租客、业主和公共资金。
任何市政计划还需要与安大略省政府协调，因为OW、ODSP、住宅租赁法律、建筑标准以及部分社会援助制度，全部或部分属于省政府管辖范围。
尽管如此，唐炜臻认为，问题的复杂性不应成为不采取行动的理由。
“太多人只谈论问题，却不愿意采取实际行动。”他说，“我想做的，是用最简单的方法解决真实问题——帮助一个人找到住所，让一处空置房产重新得到利用，然后再根据实际结果作出判断。”
2026年8月28日，唐炜臻在多伦多第一加拿大广场（First Canadian Place）。唐炜臻集团曾于2009年在该大楼设有办公室。
加拿大、美国和全球英文媒体报道：Weizhen Tang Enters Third Toronto Mayoral Race With Plan to Activate Vacant Housing and Address City Hall’s “Execution Crisis”
]]>According to the City of Toronto’s election schedule, election day is Oct. 26, with advance voting scheduled from Oct. 6 to 11. Tang previously ran for mayor in 2010 and again in the 2023 mayoral by-election. The City’s official 2023 results show that he received 125 votes.
At the centre of Tang’s campaign is his argument that Toronto’s most serious problems are caused not simply by a shortage of resources, but by the city’s inability to convert its existing resources into measurable results.
“Toronto does not have a resource problem; Toronto has an execution problem,” Tang said. “The city has money, housing and talent, but those resources are often trapped between different departments, regulations and competing interests.”
Tang’s campaign platform is organized around five interconnected areas: applying business discipline and capital-efficiency principles to municipal operations; using systems theory and ecological modelling to examine the relationships among housing, transit, public safety and commerce; introducing what he calls “Institutional Literature” as a framework for evaluating government authority and accountability; improving neighbourhood safety while restoring balance between landlords and tenants; and attracting international investment while supporting local small and medium-sized businesses.
Of those proposals, housing and homelessness have emerged as the most detailed components of his campaign.
“Housing is one of Toronto’s core issues—perhaps the most important one,” Tang said in an interview. “Many people believe Toronto simply does not have enough housing, but that is not the whole picture. There are vacant properties, homes under financial distress and buildings left unmanaged or allowed to deteriorate. The question is how to bring those properties back into use.”
Tang proposes that the City help identify suitable vacant homes and unused rooms, support necessary repairs and fire-safety improvements, and connect those spaces with people experiencing homelessness, including recipients of the Ontario Disability Support Program, or ODSP, and Ontario Works, or OW.
Weizhen Tang in Chinatown in downtown Toronto on Aug. 29, 2026.
Under the proposal, eligible housing assistance could be paid directly to landlords, reducing the risk of missed rent while giving tenants a stable address from which to rebuild their lives.
Ontario’s existing OW and ODSP policies already allow direct payments to landlords or other third parties under certain circumstances. Tang wants the system to become more reliable and better coordinated among the City, landlords, social-service agencies and tenants.
He argues that such a model could create more stable rental income for participating property owners, prevent vacant buildings from deteriorating, return distressed properties to productive use and provide permanent addresses for people who otherwise remain dependent on shelters, hotels or other temporary accommodations.
Toronto’s emergency shelter system continues to operate under heavy pressure. City data for Aug. 26 showed that 7,601 people were being accommodated across the shelter and overnight-service system, with hotel-based programs for families and single adults operating at or close to full capacity.
Tang’s campaign materials compare the cost of a private room—estimated at approximately C$800 a month—with the cost of some emergency accommodation programs, which can reach several hundred dollars per night.
That general cost range is not without precedent. A Toronto Auditor General review found that reported costs for some warming centres ranged from C$321 to C$491 per bed-night, while reported costs for winter respite programs ranged from C$142 to C$311. However, those figures can include 24-hour staffing, meals, security, health care and other support services, making them different from the cost of renting a private room. Tang’s projected savings would therefore require consistent accounting standards and real-world testing before a direct comparison could be made.
Tang said his proposal is not intended to eliminate fire, building or basic habitability standards. Instead, he believes the City should do more than issue orders and fines after problems are discovered.
“A smoke alarm costs about C$20,” he said. “The City could purchase them in bulk and help install them. When a basic safety problem is identified, the first response should not always be punishment. The first question should be how to solve it quickly and affordably.”
Tang views housing as a three-way relationship among landlords, tenants and municipal government. In his assessment, the City should not limit itself to acting as a regulator, adjudicator or enforcement authority.
Individual landlords may have available rooms but limited financial capacity to complete repairs or manage tenants who need additional support. Tenants may have an urgent need for housing but lack sufficient income, credit history or access to support services. The City, by contrast, controls public funding, housing policy, social-service programs, fire-safety resources and interdepartmental coordination.
Weizhen Tang attends the Trinbago Toronto Festival at Toronto City Hall on Aug. 29, 2026.
Weizhen Tang attends the Trinbago Toronto Festival at Toronto City Hall on Aug. 29, 2026.
Tang therefore argues that the City has both the resources and the room to intervene before a housing arrangement fails. It could help properties complete necessary repairs, establish more dependable rent-payment systems, connect tenants with health, employment and social services, and clarify the responsibilities of landlords, occupants and government agencies.
Under his approach, landlords would not be expected to shoulder the full burden of providing housing and social support, while tenants would not be excluded from the rental market solely because of poverty, disability, poor credit or a previous period of homelessness.
Toronto has operated a citywide regulatory framework for multi-tenant houses, commonly known as rooming houses, since March 31, 2024. Operators are required to obtain licences, and converting a property to multi-tenant use may require a building permit. Properties with more than four tenants must also submit a fire-safety plan.
The City has also established a Multi-Tenant Houses Renovation and Repair Program to help eligible properties complete work required for licensing and compliance.
Tang’s proposal would build on parts of that framework but would more directly connect privately owned vacant rooms with homelessness placement, direct payment of social-assistance housing benefits and employment or social-service support.
Its implementation would depend on more than the existence of vacant rooms. It would also have to address provincial income-support policies, Toronto’s multi-tenant housing regulations, building and fire codes, insurance, tenant protections, rent levels, support services and oversight of public funds.
Tang said stable housing should not be treated as a reward provided only after every other problem has been resolved. Instead, he sees it as the starting point for addressing unemployment, addiction, mental-health challenges and social isolation.
“When people do not have a fixed address, it becomes much harder to find work, receive treatment or rebuild a normal life,” he said. “Solving housing problems is not only about giving someone a bed. It can also reduce pressure on public safety, health care and social services.”
Tang’s housing philosophy is also reflected in the experiences of three people who have had direct housing-related contact with him. Together with Tang, the four interviewees described both his approach and their views on how Toronto should respond to homelessness.
Kristine, who was born in Toronto, said she experienced a brief period of homelessness after the sheriff arrived at a home where she was staying and required the occupants to leave. She said she was caught completely unprepared.
It was late November 2025, at the beginning of winter, and Kristine was caring for a disabled dog with cerebellar hypoplasia, sometimes known as “shaky dog syndrome.”
Kristine said a mutual friend who had also experienced homelessness introduced her to Tang. Within approximately one week, she said, Tang had helped her find a place to live, complete her lease documents and travel to appointments needed to finish the paperwork.
“He saved me and my disabled dog,” Kristine said. “He saved my little family. We would never have made it through the winter without him, and I probably would have had to give her up.”
She described Tang as consistently positive and focused on practical solutions.
“He always has a smile on his face,” she said. “Even if he is not smiling, you can tell that he is focused on finding a solution or figuring out what to do next. He actually cares. He was doing this work long before the campaign.”
Kristine also said Toronto’s mayor and City Council should create more employment opportunities for people with lived experience of homelessness, particularly in outreach services.
“They know the community best because they live these problems every day,” she said. “Hiring them to help other people experiencing homelessness would create work and make the services more responsive to what people actually need.”
She rejected the tendency to portray people who are homeless or experiencing addiction as inherently dangerous.
“The majority are not bad people,” she said. “They need help. They need someone to listen to them and not let their ideas disappear as soon as the meeting is over.”
Jason, another interviewee, described Tang as his current landlord and said he had known him for more than a year.
“He is a really good guy and is always willing to help,” Jason said. “Whether someone needs a ride or has a small problem to sort out, he looks out for the tenants. Living here is peaceful. I could not ask for more.”
Thomas said he lost his housing during a legal dispute and has experienced homelessness for four years.
“Mr. Tang has a very big heart,” Thomas said. “I am grateful to him for treating everyone with kindness, respect and equality.”
The accounts provided by Kristine, Jason and Thomas are personal experiences and individual assessments. They do not replace a systematic evaluation of the cost, legal requirements and long-term effectiveness of a municipal housing program. They do, however, illustrate an important principle behind Tang’s campaign: people should not be screened out of housing solely because of their credit history, previous housing instability or social labels.
Tang links stable housing with public safety, but said that does not mean people experiencing homelessness should be equated with criminals. His argument is that prolonged homelessness can leave people more vulnerable to addiction, illness, exploitation and illegal activity, creating broader consequences for the entire community.
“Social stability begins at the bottom,” he said. “When people have nowhere to sleep, nothing to eat and no path forward, society as a whole bears the consequences. Housing is not an isolated issue. It is connected to public safety, health, employment and human dignity.”
Beyond housing, Tang proposes clearer performance measures for municipal programs, less duplication among City departments and a systems-based approach that treats Toronto as an interconnected urban ecosystem.
His platform also calls for greater administrative transparency, stronger protection of procedural and Charter rights, faster resolution of landlord-tenant disputes, support for small businesses and deeper engagement with Toronto’s multicultural and international business communities.
According to the biography provided by his campaign, Tang graduated from China’s Central South University of Forestry and Technology in 1982 and later served as an assistant professor of microbiology. He conducted research as a visiting scholar at The Ohio State University beginning in 1987.
After moving to Canada, Tang earned a master’s degree in biology from the University of Waterloo in 1992. He later worked in human genetic-disease research at Toronto General Hospital and the Hospital for Sick Children Research Institute before entering the financial sector. He is the author of the Chinese-language book My Buffett Path to Wealth and the English-language book Chinese Buffett.
Tang’s financial history is also part of the public record relevant to voters assessing his claims about capital efficiency and municipal management.
According to the Supreme Court of Canada’s case summary, Tang was convicted by an Ontario Superior Court jury in 2012 of one count of fraud over C$5,000. His appeal against the conviction was dismissed by the Ontario Court of Appeal.
In 2016, Ontario’s capital-markets regulator issued an order permanently prohibiting Tang from trading or acquiring securities and from acting as a director, officer, registrant, investment fund manager or promoter in Ontario.
Tang has continued to challenge the investigation, prosecution and regulatory process, arguing that his case involved administrative overreach, procedural unfairness and inadequate institutional accountability. Those are Tang’s positions and do not alter the standing court judgment or regulatory order. He says the experience has shaped the portions of his campaign devoted to procedural justice, Charter rights and institutional accountability.
Weizhen Tang at First Canadian Place in Toronto on Aug. 28, 2026. Weizhen Tang Group maintained an office in the building in 2009.
From a policy perspective, Tang’s housing proposal still leaves major questions to be answered: which properties would qualify, who would inspect and repair them, how rents and subsidies would be determined, who would be responsible when there are missed payments or safety problems, how tenants would receive health and social services, and what safeguards would protect tenants, property owners and public money.
Any municipal program would also require coordination with the Ontario government because OW, ODSP, residential tenancy law, building standards and parts of the social-assistance system fall partly or primarily under provincial jurisdiction.
Tang nevertheless argues that the complexity of the problem should not become an excuse for inaction.
“Too many people talk about problems without doing anything practical,” he said. “What I want to do is use the simplest possible methods to solve real problems—help one person find a home, bring one vacant property back into use and then judge the results.”
Media contact:
Steven Zhao
Canada & World Report
zhao@canadanewsreport.com
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本届展览由士嘉堡宝石与矿物俱乐部（Gem and Mineral Club of Scarborough，GMCS）主办，多伦多大学士嘉堡校区环境与物理科学学生协会（Environmental and Physical Sciences Students’ Association，EPSA）共同参与举办。根据主办方公布的信息，展览将于9月12日星期六上午10时至下午6时、9月13日星期日上午10时至下午5时，在校内Highland Hall举行。
把一块看似沉默的石头放在手心，地质学家看到的也许不是一块普通石头，而是一页由晶体、颜色、裂隙和包裹体共同写成的地球档案。它可能记录过岩浆冷却、热液流动和海洋变迁，也可能保存着数千万年前的一片树叶、一只三叶虫，甚至一段来自太空的旅行。
在地质学中，“矿物”“岩石”和“矿石”并不是同一个概念。矿物是天然形成、具有相对固定化学组成和有序内部结构的无机固体；岩石通常由一种或多种矿物组成；矿石则是能够从中提取具有经济价值矿物的天然物质。此次展览的内容涵盖宝石、矿物和化石标本，因此将其称为“宝石与矿物展”更为准确。
矿物为什么会呈现立方体、六棱柱、片状或针状结构？答案隐藏在肉眼看不见的内部。晶体由大量原子按照重复而有规律的方式排列，在适宜的生长条件下，这种内部秩序会影响矿物的外部形态。黄铁矿常出现近似立方体的晶形，石英则经常形成六方柱状晶体。人们看到的几何之美，并非天然雕刻师偶然削出的形状，而是物质内部结构在外部世界留下的投影。
本届展览将集中展示宝石、矿物和化石标本，并安排专家讲解、现场工作坊、拍卖及儿童互动活动。观众不仅可以欣赏不同颜色和形态的晶体，也可以进一步了解标本的产地、化学组成、形成条件和地质年代。
根据主办方公布的现场拍卖清单，两天的拍品仿佛组成了一张袖珍的世界地质地图，其中包括来自澳大利亚库伯佩迪（Coober Pedy）的欧泊、安大略省科巴尔特（Cobalt）的自然银、墨西哥奇瓦瓦州的“沙漠玫瑰”、马达加斯加的石英晶簇，以及来自美国蒙大拿州、距今约6000万年的古新世植物叶片化石。
“沙漠玫瑰”虽然名字浪漫，却既不是花，也不是植物化石，而是石膏等矿物在干旱环境中形成的玫瑰状晶簇。“自然银”则是以自然元素形态存在于岩石中的银，并非经过熔炼和加工的银制品。一件矿物标本的魅力，往往不只在于它的颜色、大小和价格，更在于它从哪里来、怎样形成，以及在抵达展柜之前经历了多长时间。
本届展览也将把地质课堂搬进展厅。主办方公布的讲座日程包括南安大略地质史、陨石、硫元素、橙色矿物与宝石、三叶虫入门，以及适合儿童参加的“米洛与午夜陨石”等主题。
这些讲座将帮助公众寻找一系列看似简单却并不容易回答的问题：多伦多脚下的岩层从何而来？陨石与地球上的普通石头如何区分？已经灭绝数亿年的三叶虫，为什么能够在岩石中留下清晰形态？不同矿物的颜色，又与其化学成分、晶体结构和微量元素存在怎样的关系？
现场工作坊则让矿物知识从“观看”进入“动手”。活动包括晶体培育、锁子甲编织、鳞甲吊坠制作和手链制作等项目。其中部分课程需要付费或提前报名，并设有人数限制。根据工作坊安排，晶体培育和锁子甲制作等非固定时段体验将在两天展期内持续进行。
活动资料显示，现场还将提供宝石初步识别服务，每人限带两件。此类现场服务主要帮助观众了解标本的材质和基本特征，通常不等同于专业实验室出具的商业鉴定证书或估价报告。
53届资料图片。
辨认矿物也不能只看颜色。晶体形态、光泽、条痕、硬度、解理、密度和磁性等，都可能成为判断矿物种类的重要线索。同一种矿物可能因为微量元素、晶体缺陷或包裹体而呈现不同颜色；外观相似的两块标本，也可能具有完全不同的化学组成。颜色最耀眼的未必最珍贵，外表最普通的标本也可能保存着极具价值的地质信息。
士嘉堡宝石与矿物俱乐部成立于1963年，长期开展矿物学、古生物学、宝石学、珠宝制作、石材切磨、野外采集和公众教育活动。俱乐部还设有矿物、陨石、宝石学及石材加工等兴趣小组，让收藏不只停留在“拥有一块漂亮石头”，而是进一步了解其形成、分类和科学意义。
展览地点为多伦多大学士嘉堡校区Highland Hall，地址是1265 Military Trail，靠近Ellesmere Road与Morningside Avenue。成人现场门票为6加元，通过二维码预购的成人优惠票为5加元；5至17岁儿童及青少年票价为1加元，5岁以下儿童免费。多伦多大学士嘉堡校区学生出示有效学生证可免费入场。
驾车前往的观众可在现场领取G停车场优惠停车凭证，Highland Hall旁的A停车场设有无障碍停车位。由于讲座、工作坊及其他现场安排仍可能调整，观众可在出发前通过士嘉堡宝石与矿物俱乐部官网确认最新信息。
在这里，一块石头不再只是一块石头。它可能是一场火山活动留下的余温、一片远古海洋形成的沉积、一段生命消失之后保留下来的轮廓，也可能是一封跨越亿万年、直到今天才被人类打开的地球来信。
Organized by the Gem and Mineral Club of Scarborough (GMCS) and co-hosted by the Environmental and Physical Sciences Students’ Association (EPSA), the show will be held at Highland Hall. According to the organizer’s website, it will run from 10 a.m. to 6 p.m. on Saturday, September 12, and from 10 a.m. to 5 p.m. on Sunday, September 13.
Place an apparently silent stone in the palm of a geologist, and it may no longer appear to be an ordinary rock. Instead, it becomes a page in Earth’s archive, written in crystals, colours, fractures and inclusions. It may record cooling magma, flowing hydrothermal fluids or changing oceans. It may also preserve the outline of a leaf from millions of years ago, the remains of a trilobite or evidence of a journey through space.
In geology, the terms “mineral,” “rock” and “ore” are not interchangeable. A mineral is a naturally occurring inorganic solid with a relatively consistent chemical composition and an ordered internal structure. A rock is generally composed of one or more minerals, while an ore is a naturally occurring material from which economically valuable minerals can be extracted.
Why do some minerals form cubes, hexagonal prisms, plates or needles? The answer lies in structures too small for the human eye to see. Crystals consist of atoms arranged in orderly, repeating patterns. Under suitable growth conditions, this internal order influences the mineral’s external form. Pyrite often develops nearly cubic crystals, while quartz commonly grows as six-sided prisms. Their geometric beauty is not the result of accidental natural carving, but an outward expression of order at the atomic level.
This year’s show will bring together gemstones, minerals and fossils, along with educational talks, live auctions, workshops and activities for children. Visitors will be able not only to admire the colours and forms of the specimens, but also to learn about their origins, chemical compositions, formation environments and geological ages.
The live auction catalogue resembles a miniature geological map of the world. Items include opals from Coober Pedy, Australia; native silver in matrix from Cobalt, Ontario; gypsum desert roses from Chihuahua, Mexico; quartz crystal clusters from Madagascar; and fossilized Paleocene leaves from Montana dating back approximately 60 million years.
Despite its romantic name, a desert rose is neither a flower nor a plant fossil. It is a rose-shaped crystal cluster, commonly formed from gypsum in an arid environment. Native silver, meanwhile, refers to silver occurring naturally in elemental form within its host rock, rather than silver that has already been refined and made into an object.
The appeal of a mineral specimen therefore lies in more than its colour, size or market value. Its origin, formation process and immense age may be just as fascinating as its appearance.
The show will also turn part of Highland Hall into a geology classroom. According to the published speaker schedule, presentations will cover the geological history of southern Ontario, meteorites, sulfur, orange minerals and gemstones, and an introduction to trilobites. A child-friendly presentation titled “Milo and the Midnight Meteorite” is also scheduled.
The talks will explore questions that may sound simple but have surprisingly complex answers: Where did the rocks beneath Toronto come from? How can a meteorite be distinguished from an ordinary terrestrial rock? How were trilobites, which disappeared hundreds of millions of years ago, preserved so clearly in stone? How do chemical elements, crystal structures and trace impurities affect the colours of minerals?
Hands-on workshops will move the experience from observation to creation. Activities will include crystal growing, chainmaille, scale-maille pendant making and bracelet making. Some workshops require advance registration or an additional fee and have limited capacity. The workshop schedule indicates that informal crystal-growing and chainmaille activities will be offered throughout both days.
Event materials also indicate that a gem identification service will be available, with a limit of two items per person. This type of on-site service is generally intended to help visitors understand the likely material and basic characteristics of a specimen. It should not be considered equivalent to a commercial gemological laboratory report or a professional appraisal.
Colour alone is rarely enough to identify a mineral. Crystal form, lustre, streak, hardness, cleavage, density and magnetism may all provide important clues. The same mineral can display different colours because of trace elements, structural defects or inclusions, while two specimens that look nearly identical may have entirely different chemical compositions. The brightest specimen is not necessarily the rarest, and an unremarkable-looking rock may contain scientifically valuable evidence of Earth’s past.
Founded in 1963, the Gem and Mineral Club of Scarborough has long promoted public education and activities related to mineralogy, paleontology, gemology, jewellery making, lapidary arts and field collecting. The club also supports interest groups devoted to minerals, meteorites, gemology and lapidary work, encouraging participants to move beyond simply owning an attractive stone and learn how it formed, how it is classified and what it can reveal.
The show will be held at Highland Hall, University of Toronto Scarborough, 1265 Military Trail, near Ellesmere Road and Morningside Avenue.
Admission at the door is C$6 for adults, while advance adult tickets purchased online through the event’s QR code are C$5. Admission is C$1 for children and teenagers between the ages of five and 17, and free for children under five. University of Toronto Scarborough students may enter free with valid student identification.
Reduced-rate parking vouchers for Parking Lot G will be available at the entrance. Accessible parking is available beside Highland Hall in Parking Lot A. As presentation times, workshops and other program details may still change, visitors are encouraged to consult the Gem and Mineral Club of Scarborough website before attending.
At this show, a stone is no longer simply a stone. It may be the cooled remnant of volcanic activity, a deposit formed beneath an ancient sea, the preserved outline of a vanished form of life or a letter from Earth’s distant past—written over millions of years and only now opened by human hands.
走在道森市前街（Front Street）上，红底白字的停车标志格外引人注目。同一块标牌上，并列写着英文“STOP”和Hän语“HO’INJE”，意思都是“停”。这是北阿萨巴斯卡语系Hän语重新进入公共生活的一个缩影，也是道森推进原住民语言保护与文化和解最直观的公共注脚。
在道森，时间仿佛有两种刻度：一种由淘金热刻下，记录着黄金、迁徙与喧嚣；另一种则来自Tr’ondëk Hwëch’in（特隆德克赫韦人）世代相传的记忆，延续着苔原、驯鹿、河流与季节更替的古老节律。如今，后一种时间正以Hän语的名义重新被听见，并逐渐改变这座城市的文化肌理。
Hän语曾是Tr’ondëk Hwëch’in人与土地、家族和传统相连的重要纽带。然而，随着克朗代克淘金热带来大规模外来人口，加之寄宿学校制度和长期同化政策的影响，Hän语使用者不断减少，代际传承一度濒临中断。
据Tr’ondëk Hwëch’in的历史资料记载，淘金热时期，艾萨克酋长（Chief Isaac）带领族人迁往道森附近的Moosehide，并将部分歌谣、舞蹈和传统知识托付给居住在美国阿拉斯加州伊格尔（Eagle）一带的亲族保存，希望这些文化记忆能够避开外界冲击，继续流传。
自20世纪80年代至90年代，当地族人开始重新寻找、整理和学习这些文化遗产，Moosehide Gathering也逐渐发展成为每两年举行一次的重要文化聚会。语言复兴不再只是对往昔的追忆，而成为社区重新确认身份、连接不同世代的一项长期行动。
2024年，25块新的英—Hän双语停车标志被安装在道森主要街道和学校周边。它们既是普通的市政设施，也像一座座没有基座的微型纪念碑，提醒来往行人：在淘金者抵达之前，这片土地早已有自己的名字、语言和记忆。
2019年生效的加拿大联邦《原住民语言法》（Indigenous Languages Act），以及联合国推动的“国际原住民语言十年（2022—2032）”，为加拿大第一民族、因纽特人和梅蒂斯人自主开展语言保护与复兴工作提供了更广泛的政策背景。道森的实践，则让这些宏观政策落实为街头可以看见、课堂可以听见的日常生活。
走进道森博物馆，人们能够更直接地感受到这种语言的生命力。伴随着老式录音设备转动，耳机里传来与艾萨克酋长及Hän传统歌谣有关的历史声音。站在展柜前便会意识到，这些录音并不是静止的“文物”，而是一个民族曾被迫中断、如今正在重新接续的文化脉搏。
博物馆因此不再只是收藏过去的场所，也成为语言“回家”的一站。Hän语曾是族人血脉中的日常低语，却险些消失在淘金热的喧嚣和寄宿学校的沉默之中。如今，它正以缓慢而坚定的方式重新生长。
这种生长也发生在校园里。1991年，Robert Service School开始将Hän语带入课堂。三十多年过去，语言教学早已不再局限于课本、单词和语法。
低年级学生通过“Hän语宾果”等听力配对游戏，在欢笑中辨认词语和音节；“Hip-Hop Hän”则把传统语言融入现代音乐节奏，让孩子们用熟悉的方式接近祖辈的声音。对他们而言，Hän语不再只属于博物馆和历史档案，也可以出现在游戏、歌声和日常交流之中。
高年级学生则走进名为Lenähjin Tr’ëdëk的户外林地课堂，跟随长老辨认当地草木，了解季节变化，并在Moose Camp等传统文化活动中学习狩猎、生存技能以及人与土地相处的方式。部分相关学习内容还被纳入高中课程和学分体系，使祖辈留下的知识在现代教育制度中重新获得位置。
新冠疫情期间，校方曾将Hän语“Hǫzǫ łëkʼä̀trʼë̀nòcha”印在口罩上，意思是“我们彼此照顾”。这句话既是特殊时期的相互提醒，也道出了语言复兴更深层的意义：保护一种语言，不只是保存词汇和发音，更是在维护人与人、人与社区以及人与土地之间的关系。
如今，这句话所表达的精神已经从校园延伸到街道。道森没有宣称创造了语言复兴的奇迹，它只是让一种曾经被压低的声音重新获得呼吸的空间。
在这里，语言复兴并不意味着简单地回到过去，而是让古老智慧进入今天的生活，并陪伴年轻一代走向未来。当人们在博物馆听完历史录音，再走上街头，在路牌、课堂和年轻人的歌声中重新看见、听见Hän语，便会更加理解那句话的分量：
“Hǫzǫ łëkʼä̀trʼë̀nòcha”——我们彼此照顾。
语言从来不是孤立的符号。它是一代人与另一代人之间的传递，也是人与土地之间最深沉的牵绊与回响。
展览信息
展览日期：2026年8月15 – 22日
展览开幕式：2026年8月15日17:00-19:00
展览地址：VenueCalle del Bastion 2498, Venezia, Italy
参展艺术家：Mikhi Dacus，栗伟正，林洪年，罗自然，宋恺欣，孙立军，王仁祥，魏子莹，熊琳瑞，赵军，赵桂虎
展览策展人：房婷婷
主办单位：亚洲艺术研究院
策展人陈述：
什么能够被听见，谁能够被听见，以及一种声音如何进入公共感知，始终受到文化、社会与制度结构的影响。谁拥有发声的机会，谁的表达能够被理解，谁能够进入展览、机构、历史与知识体系，这是一场持续发生的协商与筛选。因此，在特定空间中放大一种声音（Amplify），也意味着需要重新思考一种声音是在怎样的条件下被组织、被观看、被理解，以及最终被听见。
受第61届威尼斯双年展主题“小调（In Minor Keys）”的启发，本次展览以“倾听”作为一种感知方式，关注由具有不同文化背景、社会经验与创作路径的艺术家共同展开的多元表达。当注意力投向细微处，那些未被充分意识到的经验，便开始逐渐显现。有的艺术家通过材料、自然与时间的变化，倾听物质自身所蕴含的生命力量；有的艺术家将身体、语言、记忆与身份作为创作现场，回应个人经验如何在社会结构之中不断被建构与重写；也有艺术家以人工智能、算法与数字媒介进行艺术实践，探索现实如何在技术转换中被重新理解。这些表达在同一空间中并置、交流，共同构成一组彼此独立却相互回应的“倾听方式”。
倾听始终发生于具体文化、社会与关系之中，也因此不断生成新的连接方式。观众进入展览，迎接他们的是一系列不断发生的相遇：人与作品、作品与作品、文化与文化、技术与身体、经验与经验。在这些相遇之中，观看成为一种倾听，倾听成为一种理解，理解也成为一种不断生成的关系。
展览中的作品以不同的媒介与各自的视角展开表达，在个体、社会、文化与技术之间形成多重回应，也共同构成了展览中彼此独立而相互交织的“声音”。参展作品呈现出对当下社会与个体经验的多重思考：有的关注女性对生命与存在本身的珍视；有的融汇古今、中西，在向内探索与向外的现实处，有的表达境拓展之间寻找新的可能；也有作品将抽象的计算转化为具象的触碰。不同的视角在展览中彼此交汇，也让一个个独立的声音被看见、被听见。
展览期间，来自多个国家和地区的观众陆续走进展览空间，在作品前驻足、观看与交流。不一样的文化背景与生活经验，也让观众对作品产生各自的感受与理解。他们或讨论色彩，或讨论创意，或惊于作品的寓意，或因某刻的视觉冲击而停留。随着一次次观看与交流的发生，展览空间不再只是作品呈现的场所，也成为艺术家、作品与观众之间建立连接的平台，让不同的声音在这里相遇，并产生新的回应与对话。本次展览策展人，亚洲艺术研究院院长房婷婷亦来到现场与参展艺术家和观众进行交流，让展览从策展思路到作品本身的表达，延伸至观众之间的观看、交流与理解之中。
展览策展人，亚洲艺术研究院院长——房婷婷。
到场的参展艺术家熊琳瑞在接受采访时说到：“这次参展，对我而言不仅是一次作品在威尼斯的展示，也是一次重新观看作品、观看他人创作，以及与不同文化背景的观众交流的经历。这次展览让我很惊喜，尤其让我印象深刻的是，展览中的作品并没有试图用单一的方式回应“小调”这一概念，而是在传统与当代、个人经验与文化记忆之间，保持着各自鲜明的创作语言。不同作品在同一空间中并置，也因此产生了有趣的对话。而对我自己而言，这次参展最特别的部分，是能够让作品真正进入一个陌生的文化与观看环境之中。我的作品《Algorithmic Shadow》讨论的是人工智能、现实世界与人的感知之间的关系。当作品来到威尼斯，与来自意大利以及不同国家和地区的观众相遇时，我开始意识到，同一件作品在不同文化背景下可能会产生完全不同的阅读方式。与当地观众的交流也让我重新思考了“观看”本身。观众并不一定按照艺术家预设的方式去理解作品，他们会从自己的生活经验、文化背景甚至身体感受出发，与作品建立关系。也正因为如此，我越来越觉得，展览并不是作品完成之后的终点。当作品离开工作室，进入一个真实的公共空间，它才真正开始与他人发生关系。不同艺术家的声音在这里相遇，而观众的观看、回应与讨论，又不断为这些声音增加新的层次。能够在威尼斯双年展期间参与这次展览，对我而言是一段非常珍贵的经历。它让我看到，不同文化、媒介与个人经验之间并不一定需要被统一成某一种声音。相反，那些细微、独立而彼此不同的表达，恰恰可以在相遇之后形成新的回响。”
《众声回响：宣言》展览既呈现了11位艺术家各自独立的创作实践，也让不同文化，媒介与经验在威尼斯相遇。展览所关注的并非寻找一种统一的声音，而是让差异得以共存，让那些细微而持续的表达拥有被看见，被倾听与被理解的可能。在一次次作品与观众的相遇之中，“声音”也由个体表达逐渐延伸为人与人之间不断生成的交流与连接。
]]>Presented in Venice, Italy, from 15 to 22 August 2026, Voices, Amplified: A Manifesto explored ideas of “voice,” “listening,” and individual expression through painting, moving image, digital media, and other artistic forms. The participating artists brought distinct cultural backgrounds and creative approaches to the exhibition, which comprised two sections: a presentation of physical artworks and a programme of digital moving-image works.
Drawing inspiration from In Minor Keys, the title and curatorial framework of the 61st International Art Exhibition of La Biennale di Venezia, the exhibition turned its attention towards voices that are subtle and persistent, yet not always readily noticed. In the title, “Amplified” does not simply refer to making a voice louder. Rather, it raises a broader set of questions: What can be heard? Who can be heard? And how do different forms of individual expression enter our fields of perception and understanding?
Exhibition Information
Exhibition: Voices, Amplified: A Manifesto
Dates: 15–22 August 2026
Opening reception: 15 August 2026, 17:00–19:00
Venue: Calle del Bastion 2498, Venice, Italy
Participating artists: Mikhi Dacus, Li Weizheng, Lin Hongnian, Luo Ziran, Song Kaixin, Sun Lijun, Wang Renxiang, Wei Ziying, Xiong Linrui, Zhao Jun, and Zhao Guihu
Curator: Fang Ting Ting
Organised by: Asian Academy of Arts
Curatorial Statement
What can be heard, who can be heard, and how a voice enters public perception are always shaped by cultural, social, and institutional structures. Who has the opportunity to express themselves, whose forms of expression are understood, and who gains entry to exhibitions, institutions, histories, and systems of knowledge are all determined through ongoing processes of negotiation and selection. To amplify a voice within a particular space, therefore, is also to reconsider the conditions under which that voice is organised, viewed, understood, and ultimately heard.
Drawing inspiration from In Minor Keys, the curatorial framework of the 61st International Art Exhibition of La Biennale di Venezia, this exhibition approaches “listening” as a mode of perception. It focuses on diverse forms of expression created by artists with different cultural backgrounds, social experiences, and artistic paths. When attention is directed towards subtle details, experiences that have long existed but have not been fully recognised begin to emerge.
Some artists listen for the vitality contained within materials by tracing changes in matter, nature, and time. Others use the body, language, memory, and identity as sites of artistic exploration, examining how personal experiences are continually constructed and rewritten within social structures. Still others engage with artificial intelligence, algorithms, and digital media, exploring how technological transformation reinterprets reality. Placed together within the same space, these forms of expression create a series of independent yet interconnected modes of “listening.”
Listening always takes place within particular cultural, social, and relational contexts and therefore continually generates new forms of connection. As visitors enter the exhibition, they encounter a series of evolving relationships: between people and artworks, among artworks, across cultures, between technology and the body, and between different lived experiences. Within these encounters, viewing becomes a form of listening, listening becomes a form of understanding, and understanding becomes a continuously evolving relationship.
—Fang Ting Ting, Curator
The works presented in the exhibition articulated their perspectives through different media, creating multiple points of dialogue across questions of the individual, society, culture, and technology. Together, they formed a series of voices that remained distinct while becoming intertwined within the exhibition.
The participating works reflected on contemporary society and individual experience from multiple perspectives. Some examined women’s attentiveness to life and existence itself. Others brought together past and present, East and West, seeking new possibilities between inward exploration and outward engagement with reality. Still others translated abstract computation into tangible encounters.
As these different perspectives intersected within the exhibition, individual voices were given the opportunity to become both visible and heard.
Throughout the exhibition, visitors from different countries and regions entered the space, pausing before the works, looking closely, exchanging ideas, and engaging in conversation. Their varied cultural backgrounds and lived experiences gave rise to different interpretations and responses. Some discussed colour, while others focused on creative approaches. Some were struck by the meanings embedded within particular works, while others lingered because of an immediate visual encounter.
Through these repeated acts of looking and exchange, the exhibition space became more than a site for displaying artworks. It developed into a platform for connections among artists, artworks, and audiences, allowing different voices to encounter one another and generate new responses and conversations.
Fang Ting Ting, curator of the exhibition and dean of the Asian Academy of Arts, was also present, engaging with participating artists and visitors. Through these conversations, the exhibition extended beyond its curatorial framework and the expressions embodied in individual works, unfolding through the acts of viewing, discussion, and interpretation that took place among its audiences.
Fang Ting Ting, exhibition curator and dean of the Asian Academy of Arts.
Participating artist Xiong Linrui, who attended the exhibition in Venice, reflected on the experience:
“For me, participating in this exhibition was not only an opportunity to present my work in Venice but also a chance to reconsider my own practice, encounter the work of other artists, and engage with audiences from different cultural backgrounds.
“What surprised me most was that the works in the exhibition did not attempt to respond to In Minor Keys through a single approach. Instead, each retained its own distinctive artistic language while moving between tradition and contemporary practice, personal experience and cultural memory. Bringing these different works together within the same space created unexpected and compelling dialogues.
“One of the most meaningful aspects of the exhibition was seeing my work enter an unfamiliar cultural and perceptual environment. My work, Algorithmic Shadow, explores the relationship between artificial intelligence, the physical world, and human perception. When the work arrived in Venice and encountered audiences from Italy and elsewhere, I began to realise that the same artwork could generate entirely different interpretations within different cultural contexts.
“Conversations with local visitors also prompted me to reconsider the act of looking itself. Audiences do not necessarily understand a work in the way an artist anticipates. They establish relationships with it through their own lived experiences, cultural backgrounds, and even bodily perceptions.
“Because of this, I increasingly feel that an exhibition is not the endpoint of an artwork. When a work leaves the studio and enters a real public space, it truly begins to form relationships with others. Different artistic voices encounter one another, while the ways in which audiences look, respond, and engage in discussion continually add new layers to those voices.
“Participating in this exhibition in Venice during the Biennale has been an extremely valuable experience for me. It has shown me that different cultures, media, and individual experiences do not need to be unified into a single voice. On the contrary, subtle, independent, and distinctive forms of expression can generate new resonances precisely through their encounters with one another.”
Xiong Linrui and Mikhi Dacus, Algorithmic Shadow, interactive audiovisual installation, 2026.
Voices, Amplified: A Manifesto presented the independent artistic practices of 11 artists while creating a space in Venice where different cultures, media, and experiences could encounter one another.
Rather than seeking a single, unified voice, the exhibition allowed differences to coexist, creating opportunities for subtle yet persistent forms of expression to be seen, heard, and understood. Through successive encounters between artworks and audiences, “voice” extended beyond individual expression and became part of an evolving process of communication and connection among people.
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Steven Zhao
Canada & World Report
zhao@canadanewsreport.com
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2026年8月22日，加拿大总理马克·卡尼宣布暂停与美国的贸易谈判，理由是美方最新提出的条件在经济上不合理、不公平，并可能削弱加拿大从协议中获得的整体利益。加拿大同时宣布，将针对美国新一轮关税采取等值反制措施。这个发生在加美边境两侧的现实事件，使一个贯穿加拿大近180年历史的问题重新变得迫切：一个经济高度依赖对外贸易、又与世界最大经济体共享漫长边境的国家，究竟能否真正实现贸易市场多元化？
加拿大国际事务研究所与卡尔加里大学公共政策学院联合发表的政策论文《加拿大寻找贸易市场的历史历程》，把这一问题追溯至19世纪40年代。论文作者、加拿大军事与外交史学者大卫·伯库森认为，加拿大寻找海外市场的历史，实际上也是一部不断在英国帝国体系、美国大陆市场、国内东西向经济联系与全球多边贸易之间寻找平衡的历史。
19世纪中叶以前，今天加拿大所在的英属北美殖民地，包括上加拿大、下加拿大、新不伦瑞克、新斯科舍、爱德华王子岛和纽芬兰，主要依靠英国市场。英国的帝国优惠制度使加拿大木材、毛皮、粮食和其他天然产品能够以优惠关税进入英国。
1846年，英国废除《谷物法》，转向自由贸易，原有的殖民地关税优惠逐渐消失。加拿大木材突然必须与运输距离更近、价格更低的波罗的海木材竞争。蒙特利尔的船主、银行家、保险商、港口经营者和商人开始迫切寻找新的出口市场。
这种经济压力推动蒙特利尔部分商界人士在1849年发表《合并宣言》，主张英属北美脱离英国并加入美国。其主要目的不是文化认同，而是获得美国市场的自由准入。合并运动最终失败，但它揭示了此后加拿大贸易政策中一个长期存在的现实：政治上，加拿大希望保持独立；经济上，美国市场却具有难以抗拒的地理吸引力。
1854年，英国代表英属北美殖民地与美国签订《互惠条约》，许多天然产品得以免税跨境贸易。殖民地社区开始与距离最近的美国城市做生意，铁路也逐渐跨越边境连接起来。加拿大采用十进制货币制度、统一北美铁路轨距，也在客观上推动了两国经济融合。
美国南北战争期间，美英政治矛盾和美国国内保护主义上升，使该条约在1866年终止。此后，加拿大政治领袖多次试图恢复对美互惠贸易，但均未成功。1867年加拿大联邦成立，除了政治和安全因素，也包含建立英属北美统一市场、取消殖民地之间关税壁垒的经济考虑。
约翰·麦克唐纳政府后来推行“国家政策”，以关税保护加拿大制造业，并建设横贯东西的加拿大太平洋铁路。加拿大试图依靠铁路、关税和国内市场抵消大陆地理所形成的南北贸易引力。然而，保护性关税也促使美国企业在加拿大设立分厂，以绕过进口关税。汽车、电气和电话产业由此逐渐形成跨境生产关系。
1884年，华工在卑诗省山区修筑加拿大太平洋铁路。19世纪80年代，数以千计的华工承担了卑诗省西段最艰险的开山、爆破和铺轨工程，为横贯加拿大铁路贯通作出不可替代的贡献。
摄影：Ernest Brown；图片署名：Boorne & May／加拿大图书档案馆，C-006686B；许可：CC BY 2.0。
1891年，加拿大自由党提出与美国建立关税同盟，但在联邦选举中失败。1911年，威尔弗里德·劳里埃政府再次推动加美互惠贸易，也因加拿大国内对经济并入美国、削弱英联邦联系的担忧而败选。这两次选举说明，对美贸易从来不只是经济问题，还牵涉加拿大国家认同、政治主权和文化安全。
第一次世界大战改变了这种力量结构。加拿大向美国军工产业出口大量原材料，美国超过英国成为加拿大最大的客户。加拿大融资中心也逐渐从伦敦转向纽约。战争结束后，加拿大与澳大利亚、法国、比利时、荷兰、捷克斯洛伐克和加勒比地区签订贸易协议，但这些市场始终无法取代美国。
1930年，美国通过《斯穆特—霍利关税法》，大幅提高进口关税，加拿大出口受到严重冲击。加拿大总理理查德·贝德福德·贝内特一方面采取报复性关税，另一方面试图通过1932年的渥太华帝国经济会议扩大与英国及英联邦国家的优惠贸易。但是，加拿大很快发现，帝国市场仍然无法代替美国市场。1935年和1938年，加美先后签订降低关税的贸易协议，两国经济重新靠近。
第二次世界大战进一步推动北美生产体系一体化。1941年的《海德公园宣言》把加拿大纳入盟国军工生产和美国租借法案体系，两国开始像边境不存在一样协调军工生产。战争结束后，加拿大又积极参与建立《关税与贸易总协定》，成为多边贸易制度的重要支持者。
1947年至1948年，加美曾接近达成自由贸易协议，但时任总理威廉·莱昂·麦肯齐·金担心加拿大因此远离英联邦并在政治上过度接近美国，最终否决了协议。不过，经济融合并未停止。1959年圣劳伦斯海道建成，1965年加美签署汽车产品贸易协定，跨境铁路、公路、能源管道、电力网络和汽车供应链日益紧密。
1989年《加美自由贸易协定》生效，1994年扩大为《北美自由贸易协定》，2020年又被《加拿大—美国—墨西哥协定》取代。到21世纪，加美贸易已经不再只是产品从一个国家出口到另一个国家，而是原料、零部件、技术、资本和服务在边境两侧多次往返。同一辆汽车可能在安大略省和美国中西部之间跨越边境数次，才完成最终组装。
伯库森的论文发表于2021年。当时，他得出的结论相当明确：加拿大可以而且应当寻找美国以外的市场，但这些市场只能补充北美贸易，很难取代美国。他认为，地理位置、基础设施和长期形成的产业联系，已经使加美贸易关系接近不可逆转。
然而，2025年至2026年的关税冲突，使这一判断面临新的检验。经济一体化曾经被视为稳定和繁荣的保障，如今却也可能成为施加政治和经济压力的工具。供应链越集中，市场依赖越深，一方改变关税或市场准入规则时，另一方受到的冲击就越大。
2025年，美国先后对部分加拿大商品以及钢铁、铝和汽车等战略产业采取关税措施。进入2026年，加美围绕关税、原产地规则、乳制品市场准入、数字政策、文化政策和供应管理制度的分歧继续扩大。《加拿大—美国—墨西哥协定》也在2026年进入首次联合审查阶段。
2026年7月，美国又宣布准备对包括曲棍球器材、服装、水泥和啤酒在内的一系列加拿大商品征收50%关税。双方经过密集磋商后仍未达成协议。8月22日，卡尼宣布中止谈判，并表示加拿大将针对美国新关税采取等值反制，涉及钢铁、乳制品、家用电器、农业设备、纸浆造纸和电子产品等领域，具体措施计划在劳工节后的星期二生效。（加拿大总理办公室8月22日声明）
这场冲突并不意味着加美贸易突然停止。加拿大统计局数据显示，2026年6月，加拿大商品出口达到创纪录的775亿加元，连续第五个月增长；对美国出口上升0.3%，从美国进口增长3%，并创下新高。加拿大当月对美国仍保持100亿加元商品贸易顺差。（加拿大统计局2026年6月贸易数据）
这些数字说明，美国依然是加拿大最重要、最便捷、最难替代的市场。任何关于短期“脱离美国市场”的设想，都不符合加拿大企业的现实经营条件。汽车、能源、农业、钢铁、航空航天、金融服务和数字产业已经形成深度跨境联系，强行切断这些联系将给两国企业、就业和消费者带来巨大成本。
但另一方面，加拿大贸易多元化已经不再只是外交口号。加拿大外交部发布的《2026年贸易状况报告》显示，2025年加拿大对美国出口下降3.7%，对美国以外市场的出口则增长11.1%。非美国市场在加拿大出口中的比重从2024年的29.7%上升至32.8%，达到40多年来的最高水平。（加拿大《2026年贸易状况报告》）
这一变化具有现实意义，但也需要谨慎解释。非美国市场出口增长，很大一部分来自黄金、原油和其他资源产品。其中，全球不确定性推高了黄金需求，新的西海岸能源运输能力则帮助加拿大原油进入欧洲和印太市场。因此，出口目的地确实变得更加多元，但产品结构仍然高度集中于资源和初级商品，尚不能证明加拿大制造业已经全面建立美国以外的稳定市场。
加拿大政府提出在未来十年把对美国以外市场的出口扩大一倍。目前，加拿大已有15项生效中的自由贸易协定，覆盖51个国家、约15亿消费者和接近全球三分之二的国内生产总值。除了《加欧全面经济与贸易协定》和《全面与进步跨太平洋伙伴关系协定》，加拿大还在推进与东盟、印度、菲律宾、泰国、南方共同市场和阿联酋的贸易谈判，并推动与印度尼西亚的自由贸易协定在2026年完成国内实施程序。（加拿大外交部2026年国际贸易资料）
2026年1月，卡尼访问北京，这是加拿大总理自2017年以来首次访华。两国就能源、清洁技术、农产品和贸易恢复合作，加拿大提出到2030年把对华出口提高50%。中国降低加拿大油菜籽关税，并取消或暂停针对油菜籽粕、龙虾、螃蟹和豌豆的部分限制，为加拿大农业和海产品出口重新打开空间。加拿大总理办公室加中合作声明
2026年6月，加拿大派出近300人组成的贸易代表团访问日本，促成14项总值超过17亿加元的商业协议，涉及能源、关键矿产、航空航天、海事技术、国防和创新产业。日本在2025年已是加拿大第五大商品贸易伙伴、第四大出口市场。（加拿大赴日贸易代表团成果）
同年，加拿大还加强了与印度、欧盟、中东和东南亚国家的经贸联系。加印两国正在谈判全面经济伙伴关系协定，目标是到2030年把双边贸易扩大一倍；加拿大与沙特阿拉伯在7月签署13项总值超过10亿加元的商业协议和谅解备忘录，涵盖矿业、基础设施、医疗技术、能源、人工智能和国防。
但是，签署贸易协定并不等于企业自然进入市场。2024年，在需要申请关税优惠的加拿大对美出口中，约93%使用了《加拿大—美国—墨西哥协定》的优惠待遇；相比之下，对欧出口利用《加欧全面经济与贸易协定》的比例只有59%。不少加拿大中小企业甚至不了解协定的具体规则，也缺乏海外客户、物流网络、融资、认证和当地市场知识。（加拿大《2025年贸易状况报告》）
这正是加拿大贸易多元化面临的核心困难。美国市场距离近、运输成本低、商业规则相似、语言和消费习惯接近，而进入欧洲和亚洲市场则意味着更长的运输距离、更高的仓储费用、不同的产品标准以及复杂的监管和文化环境。自由贸易协定只打开了大门，却不能代替企业走进大门。
加拿大未来真正需要建立的，不只是更多协议，而是更多能够抵达世界市场的港口、铁路、能源管道、液化天然气设施、数字基础设施和全球营销网络；不是简单把原油、黄金、木材和矿产换一个出口方向，而是提高食品加工、清洁能源、航空航天、人工智能、生命科学、专业服务和先进制造业的出口能力。
服务贸易尤其可能改变加拿大长期受地理位置限制的贸易结构。2025年，加拿大数字化服务出口约为1300亿加元，已经超过服务出口总额的一半；自2010年以来，这类出口增长约200%，增速超过商品出口一倍。软件、金融、工程设计、影视制作、科研、咨询和人工智能服务不需要通过港口或管道运输，更容易同时进入美国、欧洲、亚洲和中东市场。
回望180年的历史，加拿大始终在两种力量之间前行：大陆地理把它拉向南方，美国市场提供规模、效率和便利；国家独立和风险意识则不断推动它建设东西向交通、国内统一市场和全球贸易网络。
2026年的现实说明，加拿大既无法简单离开美国，也不能继续把美国市场的稳定视为理所当然。贸易多元化不是与美国脱钩，更不是以一个新的单一市场取代美国，而是避免任何一个国家拥有决定加拿大经济命运的能力。
过去，加拿大寻找新市场，往往是因为英国取消优惠、美国提高关税、战争改变资本流向或全球经济陷入危机。今天的变化仍然延续着这一历史规律。不同之处在于，加拿大现在拥有更完整的国家制度、更广泛的自由贸易网络、更成熟的企业体系和数字经济能力。
因此，加拿大未来的贸易战略不应在“依靠美国”与“离开美国”之间作简单选择，而应同时完成三件事：维护北美市场中仍然互利的部分，建设更加统一而有韧性的加拿大国内市场，并把欧洲、亚洲、中东、拉丁美洲和数字世界发展成真正具有规模的第二增长空间。
这不是对地理现实的否认，而是对历史经验的回应。加拿大无法改变自己的邻国，却可以改变自身面对世界的方式。
]]>The business was established in 2017 by founder and chairman Shanda “Dave” Lin, its sole owner. Lin’s earlier experience in restaurants, tourism and cabinetry helps explain several operating choices, but ECOWAY’s current news value lies primarily in the company it has built: a Canadian brand seeking to localize smart-bathroom products, support them after installation and transfer that model to a larger North American market.
ECOWAY® founder and chairman Shanda “Dave” Lin at the company’s Toronto-area headquarters.
1. The Business Premise: In Smart Bathrooms, Experience Extends Beyond the Product
ECOWAY’s operating premise is that a bathroom product cannot be judged only by specifications or the moment of sale. Delivery, installation, fit, hygiene, maintenance, parts availability and the response to a complaint all become part of the product experience. That is why the company places unusual emphasis on video diagnosis, installation guidance, local technicians, replacement parts, written warranty terms and liability coverage alongside design and pricing.
The service emphasis is informed by Lin’s earlier restaurant and tourism work in the United States and Canada. Hospitality provided immediate customer feedback, while tourism required coordination across multiple suppliers and service links. Those lessons now support a company system connecting a manufacturer, national platforms, dealers, third-party warehouses, installers, repair technicians and households. The founder’s history is relevant mainly because it helps explain the structure ECOWAY uses today.
2. Understanding the Home: Why Installation Shapes the Brand
A smart toilet is not a stand-alone consumer electronic device. Water pressure, electrical supply, drainage, dimensions, installation quality, maintenance, cleaning practices and local requirements can determine whether the product succeeds in a particular home. ECOWAY therefore treats compatibility and after-sales support as part of product development rather than as issues to address only after a sale.
Lin’s 2008 move into cabinetry and building materials supplied useful knowledge of North American homes, contractors and renovation decisions. Cabinets must match measurements, structures, installation conditions and long-term use; bathroom products face a similar requirement to function within a living system. That background became one source of ECOWAY’s localization approach, but the result is institutional: feedback from homes and tradespeople is returned to the Canadian team and converted into specifications, manuals, parts and training.
3. Founding ECOWAY in 2017: Building a Canadian Brand, Not Simply Importing Products
Lin formally established the company in 2017 with a focus on higher-end smart bathroom products. Its core categories include smart toilets, LED bathroom mirrors, vanities, bathtubs and related bathroom products. The portfolio also extends to a sensor-operated hygienic seat-cover system intended for restaurants and other public locations. When a user activates the device, a sanitary film advances around the seat, reducing the need for manually replaced paper covers.
Lin emphasizes that ECOWAY is a Canadian brand. The products are manufactured in China, but the company says its model is not based on selecting an off-the-shelf item and adding a private label. ECOWAY defines requirements around Canadian and North American spaces, functions, user habits and after-sales feedback. A leading publicly listed Chinese sanitary-ware company works with the brand on design adaptation and production. According to ECOWAY, that manufacturer is its core and currently sole supplier and has an established in-house production and intellectual-property base.
Products enter the market under the ECOWAY name, and their appearance, configuration and functions are iterated according to the brand’s requirements. The point is not to deny the global nature of manufacturing. It is to clarify responsibility: who defines the customer need, who validates the product, who provides service and who remains accountable to dealers and households. ECOWAY’s objective is to combine China’s manufacturing capacity with Canadian product definition, market testing and local support.
“We are not trying to keep changing industries. Bathrooms are our long-term business. We want to bring truly good bathroom products to the local market and complete the service around them.”
– Shanda “Dave” Lin
4. ‘Expect Better’: Making a Better Way of Living More Attainable
ECOWAY summarizes its brand principle in the words ‘Expect Better.’ The phrase applies to design and function, but also to the relationship between affordability and responsibility. A product does not have to be at the top of the price range to provide credible hygiene, comfort, appearance and support. The company says it seeks a balance among modern living, home design, health, sanitation and environmental awareness.
Company materials divide that promise into three themes. The first is environmentally conscious innovation. Water-saving, hygienic and intelligent functions may already exist in premium products, but many households cannot justify a luxury price. ECOWAY seeks to use a scaled supply chain to make smart-toilet technology available to a broader market. The second theme is design. A bathroom is a private space, and the shape, finish, lighting, controls and physical comfort of a product matter alongside reliability. The third is health and hygiene, addressed through washing functions, sensor-based operation and systems designed for easier maintenance.
Lin describes the desired position as ‘mid-market price, first-class quality.’ In the interview, he said key smart toilets ranged from roughly C$500 for entry configurations to more than C$2,000 for premium units, with some high-end models approaching C$3,000. The company is not pursuing the lowest possible price. It wants a broad enough range to serve different households while making mid- and upper-tier products the commercial backbone.
5. A Product Road Map, Not a Static Catalogue
The names in ECOWAY’s catalogue show a pattern of iteration. Deluxe and Deluxe 2.0, or Mono and Mono 2.0, indicate updated generations within the same family. Lux, Lux Pro and Lux Gold address different functions and visual preferences. Smart mirrors named Aurora, Luna, Halo and Stella form a separate line. Lin referred to approximately 11 smart-toilet models in active focus at the time of the interview, while the full list supplied by the company includes additional versions, configurations and related products.
| Category | Named products and product scope |
| Smart toilets | Baby+, Deluxe 2.0, Deluxe, Erie, Huron, Jupiter, Lux Gold, Lux Pro, Lux, Mono 2.0, Mono, Neo Pure, Taheo |
| Smart mirrors | Aurora, Luna, Halo, Stella |
| Other products | Komfy 100, Komfy 150, Neo Flow; bathroom vanities, bathtubs and a sensor-operated hygienic seat-cover system for public settings |
Lin compares the evolution of smart-bathroom products to the evolution of phones: appearances and functions change with consumer preferences. That makes speed important, but it does not eliminate testing. ECOWAY assigns staff to collect market information and customer feedback. When a new product arrives, the team checks whether the real functions match the manual and whether the controls make sense for local users. If a product falls short, the manufacturer is asked to modify and resample it until it meets the expectations set for the Canadian market.
This feedback loop is central to ECOWAY’s localization. Dealers, installers, repair technicians and households use products under different conditions across Canada. Their questions and complaints return to the Canadian team, which can turn them into improvements to specifications, manuals, parts and training. In that model, an overseas market is not merely the final destination of a supply chain; it is the starting point for the next product decision.
6. From Major Online Platforms to Approximately 200 Local Partners
Since 2017, ECOWAY has built a combination of retail and wholesale relationships. According to the company, its products reach consumers through major retail or online channels including Costco, Amazon, Home Depot, Lowe’s and Walmart. At the same time, approximately 200 dealers and partners operate across major Canadian provinces, including British Columbia, Alberta, Manitoba, Ontario and Quebec. The network is most concentrated in Ontario.
National platforms provide reach and recognition; local partners provide display, explanation, installation, repair and word-of-mouth trust. Smart toilets sit between appliances and building products, so both layers matter. A customer can purchase online, but satisfaction depends on whether the product arrives safely, fits the installation conditions and can be serviced when something goes wrong.
The company currently uses a relatively asset-light operating model. About 10 employees are paid directly through the Canadian headquarters, while several dozen contractors and external partners support the wider business. Warehousing and fulfillment are handled through third parties, with a Scarborough facility providing drop shipment. Once an order enters the system, designated staff process it and send it to the warehouse for dispatch. The structure allows the core team to focus on products, channels, customer service and market development while using specialized logistics providers for reach.
Lin says ECOWAY’s sales have grown by more than 20% annually since the company was established, including during the pandemic, and he put 2025 sales at approximately C$5 million. He also offered a rough estimate based on overall toilet sales in Canada and said the company had gained a significant position in the smart-toilet category. Those growth and market-share statements are company or interviewee figures, not third-party audited statistics.
7. One Featured Product Every Month: Building a Brand Through Repeated Visibility
One detail in Lin’s account reveals how the company approaches brand-building: for years, it has selected one product each month for a focused promotion. This is not presented as a short-term clearance strategy, but as a way to keep the brand and its product range in front of consumers. A mid- to upper-tier smart toilet normally priced at about C$1,500, for example, might be promoted at C$1,199, a reduction of roughly 20%.
The cadence gives retail platforms a steady source of promotional activity and helps ECOWAY observe demand at different prices, configurations and times of year. Lin says popular mid- and upper-tier models sometimes generate individual orders of more than 10 units and occasionally around 20. For a bathroom brand grown in Canada, such orders represent more than immediate volume; they suggest that a contractor, dealer or project buyer is prepared to place the product in multiple homes.
What Lin calls a market-tested business model is therefore built from repeated, practical events: a platform continues to carry or promote the brand; a dealer is willing to stock it; installers become familiar with the products; customers choose mid- and high-end configurations; service issues are addressed; and the next generation changes in response. A durable brand is less likely to result from one dramatic launch than from years of steady presence.
8. After-Sales Support as ECOWAY’s Hardest Product to Copy
Lin is more eager to explain the national service process than a single flushing specification. When customers report a problem, they can record a video and send it to the team. ECOWAY uses video to diagnose the issue and provide guidance, and it has created installation and repair videos for customers and local service personnel. When an in-person visit is required, the company can arrange a local cooperating technician on a case-by-case basis and pay for the applicable service.
As the relationships continue, technicians in different regions become more familiar with ECOWAY products. The brand supplies them with ongoing installation and repair work; in return, the company gains a distributed network of people with product knowledge. Replacement parts are dispatched as quickly as conditions allow, with rapid arrival treated as a service objective in regions where logistics make it possible.
Returns demand special caution because smart toilets are hygiene products. Lin says a unit that has been used, or whose sanitary condition cannot be assured, is not returned to the market as a new product. Returned items are evaluated and handled accordingly, while genuinely new and safe components may be retained for future repairs. The approach increases costs, but it protects the level of trust consumers should be able to expect from a bathroom brand.
9. A Burst-Pipe Case and the Boundary of Responsibility
Lin described a case involving a customer from the Home Depot channel and a burst water pipe. The original complaint associated the loss with the company’s product. Information obtained later indicated that the problem involved an external pipe, which did not automatically establish fault on the part of ECOWAY. The company nevertheless referred the case immediately to its insurer for investigation and a formal assessment of responsibility instead of requiring the customer to chase multiple parties.
The example is not proof that a product can never fail. Its significance lies in the way a company handles uncertainty. A customer’s loss needs to be taken seriously, while causation and legal responsibility must be determined by evidence and professional investigation. If a claim falls within covered responsibility, the insurance process responds. If the product did not cause the damage, the conclusion still needs to be documented and explained.
ECOWAY has carried product-liability insurance since entering the smart-bathroom business in 2017. Lin says the current coverage is approximately C$8 million and applies across online and offline channels. Major platforms initially required insurance as a condition of participation, but the company extended that protection across the wider business. Insurance cannot replace quality control, yet it demonstrates that the company recognizes the potential cost of a low-frequency, high-loss event.
10. A Formal Warranty Structure: Turning a Promise Into Executable Terms
ECOWAY’s formal warranty statement provides a more complete structure than a conversational summary. Smart toilets carry a three-year limited warranty. During the first year after purchase, the company may replace a product when a factory defect is confirmed. During the three-year period, the smart bidet-seat assembly and electronic or functional components that can be separated from the porcelain body – including, on applicable models, kick buttons, flush valves and water tanks – are covered under the stated parts and replacement terms. The porcelain base has a limited lifetime warranty that is restricted to one installation and is not transferable.
The warranty applies to the original purchaser, is nontransferable and requires proof of purchase, warranty registration, proper installation and normal use. The full terms apply to qualifying residential installations in North, Central and South America. Commercial use, or installation outside those regions, is subject to a one-year warranty under the supplied statement. Damage caused by natural disasters, misuse, inadequate maintenance, water-system sediment, improper installation, excessive water pressure, electrical surges, the wrong power supply or highly concentrated chlorine cleaners is generally excluded.
Those boundaries may appear technical, but they are necessary when a brand grows. A credible warranty does not make the vague promise that every problem will be covered. It explains what can be replaced, which components can receive parts, how a claim is submitted and when technical or insurance investigation is required. Lin’s shorthand – one-year replacement and three-year parts support – is therefore backed by a more specific three-year limited-warranty framework.
11. Canada as the Base, the United States as an Operating Plan
ECOWAY’s next step is to take the model developed in Canada into the United States. In February 2026, the company established a U.S. operating entity in Florida under the control of the Canadian headquarters. A bank account has been opened, local partners and a working team are in place, and the company says it has ordered inventory for the U.S. market. As of the interview, the goal was to begin first-phase sales around Halloween 2026.
Logistics planning is moving in parallel. A Los Angeles warehouse arrangement was in the process of being finalized to support the western United States, while the Florida team could serve the Southeast. For a central node, the company had considered cities such as Chicago or Atlanta. The final configuration will depend on order density, cost and channel progress, but the question has moved from whether to enter the United States to how to provide fulfillment and service across western, southeastern and eventually central markets.
That distinction matters. International expansion is often presented as a distant aspiration. ECOWAY says it has already completed several foundational steps: company registration, banking, local team formation and inventory arrangements. Expansion still carries risk and will require time to establish local service capacity, but the U.S. initiative has entered an execution phase rather than remaining only an idea on paper.
12. From Europe to the Middle East: Large Goals, Built Market by Market
After consolidating Canada and entering the United States, ECOWAY also sees Europe and the Middle East as longer-term possibilities. Lin said the company was in contact with builders or potential partners connected to Saudi Arabia and Dubai in the United Arab Emirates. In Europe, the brand would seek to adapt the positioning, responsibility practices and service structure developed in Canada, while recognizing that electrical, plumbing, certification and consumer requirements differ from country to country.
Lin has stated ambitious but staged goals. The long-term annual sales target for Canada is C$50 million, roughly 10 times the company-reported 2025 level. He expects the larger U.S. market to offer more potential than Canada, and he has discussed Europe as a possible C$100-million-level market over time. These numbers are company objectives, not achieved results or financial forecasts.
He does not describe those plans as another transformation of the business. Bathrooms are intended to remain the core category. Stabilizing Canada, entering the United States and then evaluating Europe and the Middle East represent extensions of the same business line rather than a series of unrelated pivots.
13. Community Engagement as a Supporting Part of Corporate Identity
Beyond running his company, Lin serves as president of the Canada Fujian General Association and takes an active role in community affairs. When people from Fujian or members of the wider community encounter difficulties and need assistance, he leads the association in responding, mobilizing members and community resources to provide practical support where possible. According to the interview, he also participates in Canada’s public and civic life through campaign-support activities at the federal, provincial and municipal levels and has made donations in support of candidates and related campaigns.
These activities are included as supporting context rather than as the central value of the company story. Their relevance to ECOWAY lies in the same practical requirements that shape its commercial network: long-term trust, coordination among participants and a willingness to respond when difficulties arise. The company’s primary identity, however, remains its smart-bathroom products, Canadian channel base, service system and planned market expansion.
Shanda “Dave” Lin with Ontario Premier Doug Ford.
Better Products Also Require Better Responsibility
ECOWAY today seeks to be more than an importer moving smart-bathroom products from China into Canada. Its intended position is that of a brand defined by the Canadian market, enabled by global manufacturing and supported through local accountability. Its competitive system includes product and pricing, but also approximately 200 channel partners, third-party fulfillment, a national repair network, replacement-parts response, a three-year limited warranty and approximately C$8 million in product-liability insurance.
ECOWAY’s development suggests that the hardest part of a brand to reproduce is often not a model name or a single promotion. It is the operating judgment accumulated across products, channels and service cases: which needs are genuine, which promises must be honored, who responds first when a problem occurs, and which foundations need to be in place before a company expands into a new market.
]]>从美国餐饮业、旅游业到多伦多橱柜建材，再到覆盖加拿大的智能卫浴网络，林善达把一段移民创业史写进了“Expect Better”的品牌承诺。
记者说明：本文依据林善达采访及 ECOWAY® 公司资料整理。销售、市场份额、渠道数量及未来扩张数字均为受访者或公司提供的口径；涉及计划、目标和洽谈的内容，不代表已经完成。
在一个家庭里，浴室往往不是最容易被讲成故事的空间。它没有客厅的社交属性，也没有厨房的烟火气，却与每个人的健康、尊严、舒适和安全密切相关。对 ECOWAY® 创始人、董事长林善达而言，正是这个看似普通、实则最考验细节的空间，成为他在北美创业二十多年后决定长期投入的事业。
他没有从智能马桶或卫浴技术起步。2000年从美国来到多伦多时，林善达首先进入的是餐饮业；在加拿大之前，他也曾在美国从事餐饮与旅游相关业务。2008年，他在加拿大创办橱柜公司，进入家居建材和装修领域。到2017年，他在多年服务业与家居行业经验的基础上正式创办 ECOWAY® 相关企业，开始把产品重心转向智能卫浴。公司由他一人持股，品牌方向、产品取舍与扩张节奏，都带有鲜明的创始人印记。
ECOWAY® 创始人、董事长林善达在多伦多公司总部。
一、餐饮业教会他的第一件事：顾客记住的不是产品参数，而是体验
初到多伦多的林善达，从餐饮业开始谋生。餐饮是最直接也最残酷的服务业之一：食物好不好、出餐快不快、卫生是否可靠、客人遇到问题时有没有人马上处理，都会在同一天得到反馈。它几乎不给创业者留下“以后再改”的缓冲期。林善达后来谈卫浴产品时反复强调售后、零配件、安装视频、当地维修人员和责任保险，这种对服务闭环的执着，并不是2017年才形成的，它可以追溯到餐饮年代。
在美国从事餐饮和旅游业务的经历，又让他看到另一种规模化服务。旅游业连接供应商、交通、时间安排与客人预期，任何一个环节失误，都可能影响整段体验。餐饮让他理解终端消费者，旅游让他理解多环节协同。后来 ECOWAY® 需要同时面对制造商、零售平台、经销商、第三方仓库、安装维修人员和家庭用户时，这些看似跨行业的经验，反而成为一套现实的管理训练。
二、2008年的橱柜公司：从“卖服务”走向“理解一个家”
2008年，林善达在加拿大开设橱柜公司，进入装修建材领域。与餐饮相比，家居建材的交易周期更长、客单价更高，产品还必须与房屋结构、安装条件、空间尺寸和长期使用相匹配。橱柜业务让他开始系统理解北美住宅环境，也让他接触到承包商、安装人员、建材渠道和家庭装修决策。
这一步是他后来转向智能卫浴的关键。卫浴不是可以脱离房屋条件独立存在的消费电子产品：水压、电源、排水、安装、维修、清洁习惯和当地规范，都会影响用户体验。林善达在建材行业积累的并不只是客户名单，而是一种对住宅产品“落地之后会发生什么”的敏感。换句话说，他从橱柜生意中学到，产品售出并不等于交易结束，真正的品牌体验往往从安装那一天才开始。
三、2017年创办 ECOWAY®：不是简单进口，而是打造加拿大品牌
2017年，林善达正式成立公司，专注于高端智能卫浴产品。核心品类包括智能马桶、LED智能浴室镜、浴室柜、浴缸及相关卫浴产品，并延伸到面向餐馆等公共场所的感应式卫生坐垫系统：用户触发感应装置后，坐垫上的卫生膜自动转动更新，减少人工更换纸垫的繁琐。
林善达特别强调，ECOWAY® 是加拿大品牌。产品在中国制造，但并非简单采购现成型号后贴牌销售。公司根据加拿大和北美消费者的空间、功能、使用习惯与售后反馈提出产品要求，由中国头部卫浴上市企业进行设计配合和生产。该制造商是公司的核心、也是目前唯一供应商，拥有较完整的自主生产体系和知识产权能力。所有进入市场的产品均使用 ECOWAY® 品牌标识，外观、配置和功能也会根据品牌需求持续迭代。
这种模式的重点，不在于回避全球制造，而在于明确品牌责任：谁定义用户需求，谁验证产品，谁承担售后，谁对渠道与消费者负责。ECOWAY® 希望把中国制造的产业能力，与加拿大本地的产品定义、市场验证和服务网络结合起来。
“我们不是想不停转型。卫浴就是长期主业。我们要把真正好的卫浴产品带到当地，并且把服务做完整。”
——林善达
四、“Expect Better”：把更好的生活方式做成可以负担的产品
ECOWAY® 将“Expect Better”（期待更好）概括为品牌原则。它既是对设计与功能的要求，也是一种对消费者关系的态度：用户不应因为价格可负担，就必须在卫生、舒适、外观或售后上接受明显妥协。品牌希望在现代生活、家居美学、健康卫生与环境意识之间找到平衡。
公司资料把这一理念拆成三个层面。第一是环保创新。很多节水、卫生或智能技术在高端产品中并不罕见，但普通家庭往往难以承受高价；ECOWAY® 希望通过规模化供应链，把智能坐便与相关技术带到更广泛的家庭。第二是设计。浴室是极为私密的空间，功能可靠之外，产品的外观、触感、照明和使用舒适度都会影响日常体验。第三是健康与卫生。智能清洗、感应操作和更易维护的系统，都是品牌试图解决的真实需求。
林善达把产品价格定位概括为“中端价格、一流质量”。采访时，他介绍重点智能马桶的价格大致从约500加元的入门配置，到2,000加元以上的高端配置，部分高级型号接近3,000加元。公司并不只追求最低价，而是希望用足够宽的价格带覆盖不同家庭，同时让中高端型号成为销量支柱。
五、产品不是静态目录，而是一条持续更新的路线
ECOWAY® 的产品命名体现了持续迭代：Deluxe 与 Deluxe 2.0、Mono 与 Mono 2.0，显示同一产品家族会根据市场反馈更新；Lux、Lux Pro 与 Lux Gold，则覆盖不同配置与审美偏好。智能镜产品以 Aurora、Luna、Halo、Stella 等名称形成独立系列。采访中，林善达将当时重点在售的智能马桶概括为约11款；公司提供的完整产品清单还包括更多配置、迭代版本和相关产品。
| 产品类别 | 主要型号与产品范围 |
| 智能马桶 / Smart toilets | Baby+, Deluxe 2.0, Deluxe, Erie, Huron, Jupiter, Lux Gold, Lux Pro, Lux, Mono 2.0, Mono, Neo Pure, Taheo |
| 智能镜 / Smart mirrors | Aurora, Luna, Halo, Stella |
| 其他产品 / Other products | Komfy 100, Komfy 150, Neo Flow；以及浴室柜、浴缸与面向公共场所的感应式卫生坐垫系统等相关产品 |
说明：采访中提到约11款重点在售智能马桶；公司提供的产品清单同时包含多个迭代版本、配置和其他相关产品名称，实际销售组合会随市场更新。
林善达认为，智能卫浴和手机一样，外观与功能都会随消费者偏好变化。品牌因此需要保持更新速度，但更新并不等于仓促上市。公司设有人员负责收集市场信息和客户反馈，新产品出来后，团队会核对实际功能与说明书是否一致，检查操作逻辑是否符合本地用户习惯；如果不符合要求，就要求制造端重新调整、重新打样，直到达到加拿大市场的预期后才开始销售。
这一反馈机制，也是 ECOWAY® 本地化能力的核心。经销商、安装维修人员和消费者在不同省份使用产品，产生的问题会回到加拿大团队，再由团队转化为产品规格、说明书、零配件或培训内容的改进。品牌并非只把海外市场当作销售终点，而是把它当作产品研发的起点。
六、从主流线上平台到约200家线下合作商：渠道背后是信任工程
自2017年成立以来，ECOWAY® 逐步建立零售与批发合作体系。据公司介绍，其产品通过 Costco、Amazon、Home Depot、Lowe’s、Walmart 等主流零售或线上渠道触达消费者；与此同时，约200家线下代理商和合作商分布在加拿大主要省份，覆盖不列颠哥伦比亚、阿尔伯塔、曼尼托巴、安大略、魁北克等市场，其中安大略省的网络最为密集。
大型零售平台带来品牌背书和全国性流量，地方合作商则解决展示、解释、安装、维修与口碑传播。对智能马桶这类既有家电属性、又有建材安装属性的产品而言，两者缺一不可。消费者可以在线完成购买，但真正影响满意度的，往往是产品能否顺利到货、是否适配安装条件、出现问题后谁能处理。
公司目前采取相对轻资产的运营方式。加拿大总部直接发薪的员工约10人，外部承包和合作人员合计数十人；仓储与履约采用第三方合作模式，多伦多士嘉堡仓库承担一件代发。订单进入系统后，由专人处理并发送至仓库完成出货。这一模式让核心团队把更多精力放在产品、渠道、客户服务与市场扩张，同时借助专业仓储网络提升覆盖效率。
林善达表示，公司销售额自成立以来保持增长，包括疫情期间，年度增长率超过20%。他给出的2025年销售额约为500万加元。对于市场份额，他在采访中以加拿大整体马桶销量作了粗略估算，认为 ECOWAY® 在智能马桶细分市场已经取得显著份额；但这一判断属于公司内部或受访者估算，并非第三方审计统计。
七、六年坚持每月做一款：品牌不是一次爆发，而是稳定出现
林善达谈渠道时提到一个容易被忽略的细节：公司连续多年坚持每月选择一款产品做重点推广。这不是短期清仓，而是让消费者持续认识产品的方式。以一款常规售价约1,500加元的中高端智能马桶为例，推广期价格可能降至1,199加元，折扣接近20%。
这种节奏一方面给平台带来稳定活动内容，另一方面也帮助品牌观察不同价格、配置和时间节点下的真实需求。林善达提到，受欢迎的中高端型号会出现单笔十几台甚至二十台的订单。对一个从加拿大本地成长起来的卫浴品牌而言，这种订单的意义不仅是销量，更代表承包商、经销商或项目客户愿意把产品带进更多家庭。
所谓“经过市场验证的商业模式”，并不是一句抽象判断，而是由一件件重复发生的小事构成：平台愿意继续合作，经销商愿意备货，安装人员逐渐熟悉产品，消费者愿意购买中高端型号，售后问题能被处理，下一代产品再根据这些反馈进行改进。
八、售后不是成本中心，而是 ECOWAY® 最难复制的产品
林善达最愿意详细谈的，并不是某一个冲水参数，而是全国售后怎样运转。客户遇到问题时，可以拍摄视频发送给团队；公司先通过视频进行判断和指导，并把安装、维修等常见问题制作成视频资料，发给客户或当地合作人员。需要上门处理时，公司会按个案安排当地合作维修人员，并支付相应服务费用。
随着合作时间增加，各地维修人员对 ECOWAY® 产品越来越熟悉。对他们而言，品牌带来持续的安装与维修业务；对公司而言，这些本地技术伙伴构成了比单一客服热线更有价值的服务网络。零配件则尽快寄出，在物流条件允许的地区，公司以“今天寄、尽快到”为服务目标，减少用户等待时间。
卫生类产品的退货处理尤其敏感。林善达表示，已经使用或无法确保卫生状态的退回产品，不会重新作为新品投入市场；公司会对退回产品进行评估和处置，可安全保留的全新零配件则用于后续维修。这种做法会增加成本，却保护了消费者对卫浴产品最基本的信任。
九、一宗水管事故背后的责任边界：先接住客户，再调查原因
采访中，林善达讲到一宗来自 Home Depot 渠道客户的水管爆裂个案。初始投诉把损失与公司产品联系在一起，但根据后来掌握的情况，发生问题的是外部水管，并不当然意味着 ECOWAY® 产品存在责任。公司收到个案后，并没有让客户在多个主体之间反复寻找负责人，而是立即交由保险公司进入调查与理赔责任认定流程。
这宗事件并不是用来证明“产品永远不会出问题”，而是说明一个成熟品牌如何面对不确定性：客户的损失必须被认真对待，责任则需要由专业调查确认。若属于承保责任，保险机制依法处理；若并非产品原因，也需要通过证据厘清。对林总而言，进入大型零售渠道以后，企业不能只谈销量，还必须具备处理低概率、高损失事件的能力。
从2017年开始经营智能卫浴业务时，公司就配置了产品责任保险。林善达介绍，目前保障额度约为800万加元，覆盖线上和线下渠道。大型平台最初对保险提出强制要求，但 ECOWAY® 将其扩展为全渠道保障。保险并不能替代产品质量，却能显示企业对潜在责任的正视。
十、正式保修体系：把承诺写进可执行的条款
与采访中的口头概括相比，ECOWAY® 提供的正式保修声明给出了更完整的服务结构：智能马桶产品享有三年有限保修；购买后第一年，如确认属于工厂缺陷，公司可直接更换产品；三年期内，智能坐便盖及可与陶瓷主体分离的电子或功能部件，包括部分型号的脚踢按钮、冲水阀和水箱等，按照条款提供保修与替换零件；陶瓷底座则提供限一次安装、不可转让的有限终身保修。
该保修面向原始购买者，不可转让，并对购买凭证、保修登记、正确安装和正常使用提出要求。北美、中美洲和南美洲的家用安装适用完整条款；商业用途或安装在上述区域之外的产品，保修期按正式声明调整为一年。自然灾害、误用、维护不当、供水杂质、不当安装、超出当地规范的水压、电涌、错误电源以及含高浓度氯的清洁剂等造成的损坏，不属于通常承保范围。
这些限制看似繁琐，却是品牌走向规模化必须建立的边界。真正可信的保修，不是笼统承诺“出了问题都负责”，而是让消费者知道什么可以获得更换、什么可以获得零件、如何提出申请、哪些情况需要专业调查。林善达所说的“一年更换、三年零配件”，在正式文件中由更具体的三年有限保修结构承接。
十一、加拿大是根据地，美国不是一张纸上的计划
林善达的下一步，是把在加拿大验证过的模式带入美国。2026年2月，公司在佛罗里达州设立由加拿大总部控股的美国运营实体，银行账户已经开立，并配置当地合作团队。公司已为美国市场下单备货，按采访时的计划，目标在2026年万圣节前后启动首阶段销售。
物流网络也在同步规划。洛杉矶仓库处于合作落实阶段，用于支持美国西部；佛罗里达团队可服务东南部。对于覆盖中部的节点，公司曾考虑芝加哥或亚特兰大等物流城市。最终布局仍需根据订单密度、成本和渠道进展确定，但构想已经从“是否进入美国”转向“如何在东、西与中部建立履约能力”。
这一区别非常重要。很多品牌把国际化写成愿景，而林善达已经先完成公司注册、银行开户、合作团队和备货安排。扩张仍有风险，也需要时间建立本地服务，但至少已经进入执行阶段。
十二、从欧洲到中东：目标可以很大，路径必须一段一段走
在稳定加拿大并进入美国之后，ECOWAY® 也把欧洲和中东列入长期视野。林善达提到，公司与沙特阿拉伯、阿联酋迪拜等地的建筑商或潜在合作方正在接触。欧洲方面，品牌考虑把加拿大积累的智能卫浴定位、产品责任与售后体系复制到新的市场，但不同国家的电气、给排水、认证与消费者习惯各不相同，仍需逐项完成本地化。
对于规模，他提出了明确而审慎的阶段目标：加拿大市场长期年销售目标为5,000万加元，约为2025年公司口径销售额的十倍；美国市场体量更大，预期空间也会高于加拿大；欧洲则被设想为长期达到约1亿加元级别的市场。这些数字是企业目标，而不是业绩预测，更不代表已经实现。
林善达没有把目标写成“转型”。相反，他希望未来继续以卫浴为主业，把智能马桶、智能镜、浴室柜和相关产品做深。对他来说，稳定加拿大、进入美国、再寻找欧洲和中东机会，是同一条业务主线的延伸，而不是不断更换赛道。
十三、移民创业者的另一重身份：商业之外的社会责任
除企业经营外，林善达还担任加拿大福建总会馆会长，并积极参与当地社区活动。每当福建同乡或其他社区成员遇到困难、需要帮助时，他都会带领福建会馆积极响应，组织会员和社会力量，为有需要的人提供力所能及的支持。与此同时，他也持续关注和参与加拿大公共事务，积极参加联邦、省及市三级的竞选助选活动，并通过捐款等方式支持相关候选人和竞选活动。
社团工作、社区服务和公共参与虽然不同于商业经营，却同样需要长期建立信任、协调不同诉求，并在出现困难时主动承担责任。对于一个依靠合作网络成长起来的品牌创始人而言，这些经历也影响着林善达的经营方式：他不把企业看成一个孤立的商业主体，而是把制造商、零售平台、经销商、服务商、员工、消费者和所在社区视为一个相互联系、彼此依赖的整体。
从2000年进入多伦多餐饮业，到2008年投身橱柜建材行业，再到2017年创办ECOWAY®，林善达的职业道路并不是一条从一开始就被精确设计好的直线。它更像许多移民创业者的真实经历：先在异国他乡站稳脚跟，再从服务客户的过程中发现需求；先解决眼前的问题，再逐步找到值得长期投入的事业方向。
而在每一次跨行业发展中，他都没有完全抛弃此前积累的经验。餐饮业让他形成了以顾客体验为中心的服务意识，旅游业锻炼了他协调不同资源和服务环节的能力，橱柜建材行业则让他深入了解北美住宅、装修、安装和售后体系。最终，这些跨行业经验共同汇入智能卫浴事业，也成为林善达打造ECOWAY®品牌、服务社区并参与加拿大公共生活的重要基础。
林善达和安大略省长福特。
更好的产品，也要有更好的责任
今天的 ECOWAY® 已经不只是一个把智能卫浴产品从中国引入到加拿大的进口商。它试图成为一个由加拿大市场定义、以全球制造能力实现、再由本地服务网络负责到底的品牌。它的竞争力既来自产品和价格，也来自约200家渠道伙伴、第三方仓储体系、全国维修协作、零配件响应、三年有限保修和800万加元产品责任保险。
林善达的故事提醒人们，品牌最难复制的部分，往往不是某一个型号或某一次促销，而是二十多年累积下来的判断：什么需求是真的，什么承诺必须兑现，出了问题谁先站出来，扩张到新市场之前要把哪些基础先搭好。
“Expect Better”（期待更好）最终不是要求消费者相信一句广告语，而是企业每天的行动标准。
ECOWAY® 品牌人物采访结语
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