Defaulted real estate loans on the upswing

An upswing in defaulted real estate loans signals a continued downward trend in the market cycle. Developers with in-progress residential condominium projects are particularly struggling with insolvency, but legal specialists who advise both lenders and borrowers report a growing demand for remedies across all types of distressed properties.

“Most discussions I’ve had involve mezzanine lenders, private lenders and those who charge higher interest rates and are more susceptible to these kinds of upsets in the market,” Norman Kahn, a partner with Aird & Berlis LLP’s real estate group, reported during a recent webinar. “But, from calls I’ve had from some of my institutional clients, I know they’re also getting ready, expecting there will be mortgage defaults coming their way.”

Many creditors and debtors are now grappling with the fallout from a largely unexpected change in market conditions over the course of their loan agreements. Kahn noted that his 42-year career has thus far encompassed two real estate recessions, but, tellingly, they occurred in the early 1980s and early 1990s. With a majority of today’s real estate players lacking familiarity with those times, he and other Aird & Berlis colleagues offered something of a crash course in the machinations of power of sale, foreclosure, judicial sale, receivership and workouts.

Beginning with the most precarious market segment, Sam Billard, a partner with Aird & Berlis’ financial services group, stressed that condo projects are most vulnerable to unexpected upheaval during the construction period when their financing has been fixed and they can’t generate income until completion. Typically, developers look to presell about 70 per cent of the units and use deposits from those buyers to secure the remainder of their financing. Prior to 2020, they could generally expect to retain 10 to 20 per cent of total funds from unit sales once they had completed the project and paid off the construction loans, but delays and spiking costs have recently eroded those margins.

Statistics Canada has pegged construction cost inflation at about 80 per cent between the second quarters of 2020 and 2022, which occurred alongside pandemic-related work slowdowns or outright stoppages and supply chain constraints. Even if developers had foreseen that trio of challenges coming, it’s unlikely they could have successfully accounted for it in unit presales.

“When you’re selling on day one, you couldn’t tell people: You have to pay double the (current) market rate to get your condo. Nobody could price that much price increase into a presale contract; you wouldn’t sell it,” Billard observed. “Also, they have been working on slower cycles and delays are rampant. If you start out at 15 per cent recovery on the basis of an 18-month construction cycle and that becomes as 36-month construction cycle, that’s a problem.”

He concludes that most developers in southwestern Ontario are taking losses as they complete projects. For now, that’s primarily flowing through to subordinated debt holders when lenders are affected.

“It hasn’t got up to the senior secured level yet, but it may get there,” Billard mused.

Power of sale unfolds outside the courts

Kahn sketched out the relative merits of power of sale versus foreclosure and some scenarios in which each approach may work best for lenders or borrowers. Either action must begin with a series of required steps to give debtors notification and time to repay the loan, but power of sale is typically faster and less costly because it does not involve court proceedings. Meanwhile, Sanjeev Mitra, a partner in Aird & Berlis’ financial services group, explained that receivership, which involves a licensed third party to oversee all aspects of recovering funds owing, is typically more time-consuming and costly than either power of sale or foreclosure, but is often favoured for complicated insolvencies with multiple creditors.

Through power of sale — which is authorized under Ontario’s Mortgages Act (or equivalent statutes in other provinces) and is generally also contractually stated in mortgages — creditors take possession of and sell a property in order to recoup the debt. This option allows them to recover the defaulted loan amount only and makes them responsible for disbursing surplus earnings from the property sale to other creditors and/or back to the borrower.

On the flipside, lenders have the right to pursue borrowers for the remaining loan amount if the property sale is insufficient to cover the debt. Since creditors don’t take ownership of the insolvent property, they avoid land transfer tax and many obligations that landlords incur, although there are special circumstances for power of sale of a residential complex.

“The other big liability you try to avoid is, of course, environmental issues. So that’s the best way to keep yourself out of it,” Kahn said.

For their part, insolvent borrowers can legally challenge a power sale and require creditors to prove it is valid. Beyond adhering to statutory or contractual requirements for notifying borrowers and providing time to repay the debt, creditors must be able to prove the sale price reflects the property’s market value.

“The best practice would be to make sure that you’ve got at least two appropriate appraisals from appraisers who understand the market, and that you have listed the property with an appropriate real estate broker who markets the property appropriately, advertising it widely to the appropriate audience,” Kahn advised. “If you can establish you’ve done that and sold the property within the appraisal values, you are likely to be okay.”

Foreclosure claims often converted to judicial sales

With foreclosure, creditors take ownership of the property in exchange for the debt. In doing so, they pay land transfer tax, relinquish the right to further pursue the borrower and are entitled to keep all profits from the eventual sale of the property. However, other legal mechanisms to protect borrowers makes this a relatively rare outcome.

Foreclosure is a legal proceeding, which begins when the creditor issues a statement of claim. At this point, the borrower can appeal to the court to convert the foreclosure to a judicial sale. If granted, that will force the creditor to sell rather than hold the property and it will reestablish other creditors’ and the borrower’s entitlement to any surplus proceeds beyond the amount owing. Kahn likened judicial sales to the power of sale process, but with court oversight that eliminates the debtor’s ability to challenge its validity.

“If the lender wants to foreclose on the property and the borrower has good grounds to believe that the property is worth more than the amount of the debt, the bar is low to go to court, within a certain time limit, and require the court to turn that into a judicial sale,” he said. “The reason is, the borrower should have the right to redeem the mortgage to pay it off and get an accounting if there are excess proceeds.”

A straightforward foreclosure is most likely to occur in cases where the debt surpasses the value of property. In this, Kahn speculated there could eventually be a payoff if the new owners hold it until market conditions change.

“If you have patience and patient money, you may think: well this property may turn around in the future and I may take a windfall on it down the road with a redevelopment. Foreclosure, in those circumstances, may make some sense,” he mused. “The reason the remedy is not used very often is because, in most instances, a borrower will require you to sell the property under judicial sale so you’re stuck with selling it anyway, especially if the property is worth more than the value of your mortgage.”

Receivership relies on licensed third-party trustee

Receivership unfolds similarly to a judicial sale, but with the third party receiver administering it. In some cases, a mortgage contract will include authority to appoint a receiver, but, more commonly, receivers are court appointed and act as legal officers of the court.

“Usually when you’ve got an insolvent situation, all the creditors are scrambling to try to get their money back. The receiver focuses first on monetizing the collateral and then taking steps to distribute to the creditors based on the statutory scheme of priorities — property taxes get paid out first; the first mortgagee gets paid out next; there may be CRA (Canada Revenue Agency) trust claims; there may be unsecured creditors; there may be new claimants,” Mitra said. “It’s complicated, but that’s one of the reasons that you have a court supervised process. It’s meant to get priorities and disputes resolved and moneys paid to the correct parties as transparently and efficiently as possible.”

Receivers also oversee any required emergency maintenance and repairs or ongoing property management, as well as the marketing and sales process. Much of the added costliness of the process is for covering the receiver’s professional services, which, along with property tax, take precedence over other claims.

“If you’re going down this route, you want to know that there’s probably enough equity to pay for this process,” Mitra said. “The other reason you might be using a receiver is if there are some environmental concerns and the lender doesn’t want to even risk getting associated with the project — let the receiver and the court make the determination as to how the property should be wound down, decommissioned or sold.”

Workouts derived from lender-borrower collaboration

Alternatively, lenders and borrowers may choose to resolve a default collaboratively through a workout. Such a plan and schedule for remedying the debt could be enacted through amendments to the original loan agreement or a forbearance agreement, which is a new contract stating conditions the borrower must fulfill.

“It’s a lot less risky and more efficient to get a voluntary payout than going through the process of enforcement, but it requires a good level of trust and cooperation between the borrower and lender,” maintained Mistrale Lepage-Chouinard, a partner with Aird & Berlis’ real estate group. “On the borrower’s side, it requires a solid plan to remedy the situation. On the lender’s side, it requires some financial and legal due diligence to determine the strength and weakness of the borrower and the lender’s security.”

Kahn cited a current example in Allied Properties REIT’s recent announcement that it is converting the mezzanine loans it holds on Westbank Corp. developments in Vancouver and Toronto into equity in the projects. The deal, which is expected to be completed next month, will give Allied Properties respective ownership stakes of 90 and 95 per cent — an increase from its previous 50 per cent interest in the Toronto project. “The transactions will reduce Westbank’s debt to Allied materially and afford Allied a large ownership position in two triple-A urban properties as they near successful completion and full lease-up,” the REIT’s announcement states.

“I wouldn’t exactly call it a quit claim, but it’s tantamount to what a quit claim really does and represents,” Kahn submitted. “I assume they think they are better off having an ownership interest than having a debt that is in default.”

Get smarter with your lighting

Managing smart buildings has become more common in recent years, with technology-based security, automation, AI, and more. Lighting is also evolving, and maintenance managers can save money, increase efficiency, boost employee morale, and get closer to ESG goals with just a few lighting upgrades.

Here are some of the benefits maintenance managers can expect from smart lighting:

Financial incentives: With an extended LED lifespan and programmable lighting that only comes on when you need it, energy usage costs are minimized, along with maintenance and repair costs. These upgrades may mean you qualify for government rebates, too, further reducing your expenses and saving your budget.

Sustainable practices: Today’s smart lighting is more efficient, using less energy to offer the same – and in some cases, better – light. This helps maintenance managers reach their sustainability goals by lowering energy use throughout the property. With programmable options, you can rely on natural light in the building to limit usage, programming the lights to come on at dusk or only when needed.

Enhanced security: With programmable lighting, you can set it to turn on in dark places like stairwells or parking lots based on traffic or motion to help keep all areas of your property lit and increase safety.

Improved experience: Lighting affects the happiness and performance of employees within that space. 67 per cent of employees are more productive in an environment that promotes wellness, and comfortable lighting was the second-highest wellness factor cited in the study. Smart technology allows managers to promote a healthy work environment for their staff.

Data collection: Further reduce your costs and accurately build your budget with the data that comes with smart technology for performance monitoring, asset management, and predictive maintenance. For example, smart lighting can use sensors to monitor traffic, create patterns, optimize usage, and establish a custom system that works best for your building.

Smart buildings are becoming more common as technology improves building management and maintenance. Smart lighting offers maintenance managers the opportunity to lower usage, get greener, increase safety, improve the employee experience, and collect data that will help increase energy efficiency.

Henriquez Partners welcomes Toronto principal

Vancouver-based Henriquez Partners Architects announced that Jennifer Mallard, FRAIC, has joined the practice as principal of the firm’s new Toronto studio.

Mallard was previously a partner at Diamond Schmitt, where she developed extensive knowledge of the Toronto market, with 30 plus years of experience leading the design and delivery of civic, residential, educational and institutional projects. She led the National Arts Centre Rejuvenation Project in Ottawa, opening up the 1960s Brutalist building to welcome the city. She also led the Daniels Spectrum and Paintbox residential project in Toronto’s Regent Park neighbourhood. In Vancouver, she led the Allard Hall Faculty of Law project at the University of British Columbia.

“We are excited that our Westcoast perspective is being so warmly welcomed in Toronto to help address the city’s urgent need for a diversity of housing opportunities, and we look forward to working with Torontonians who share our values and aspirations to build inclusive communities where all belong,” said managing principal Gregory Henriquez, FRAIC.

The firm currently has four major projects in Toronto including two significant CreateTO projects.

5207 Dundas Street West will be CreateTO’s first development to start construction under Toronto’s Housing Now initiative with Tricon Residential and Kilmer Group with Henriquez as design architect and G+C Architects as architect of record. The 580,000 ft² project will deliver 507 market rental units and 218 purpose-built affordable rental units.

Henriquez has also been selected to design 2444 Eglinton Avenue East, a mixed-tenure residential project of approximately 1 million ft² near Kennedy Station in Scarborough. This transit-oriented project is a collective effort by CreateTO, C2K, Co-op Housing Federation of Toronto, with Windmill and Civic Developments. The project will be the city’s first new Co-op housing development in a generation adding 900 plus new homes in the GTA.

The other two projects include condominiums at Block 13 with Dream and Kilmer Group, the last site in the Canary District currently in the rezoning phase, and rental housing Mirvish Village currently under construction. Henriquez’s projects in Toronto cumulatively total 4 million ft² of development and will provide more than 3,500 units of housing to help address Toronto’s deepening housing crisis.

Biopesticides Revolutionizing Bed Bug Treatments

Over the last few years, innovations in the pest control industry have made a significant impact on multi-residential communities. Treatment times for bed bugs have been revolutionized by advances in technological approaches and management of the invasive pests, known for wreaking havoc on both the physical and mental state of residents.

Investment and funding into the science and innovation behind pest control products has resulted in considerable advancements in biological pest control — products which use natural predators, parasites or pathogens to control pests. A recently developed eco-conscious product has radically changed the way bed bugs are treated. In turn, it is minimizing the impact on building occupants.

Fast Re-Entry Times

“With traditional treatments, an occupant has to be out of their home for between four to six hours,” says Paolo Bossio, President and CEO of Advantage Pest Control. Bossio says the treatment now takes less than half the time, meaning occupants can come home early. “Now we’re down to a one-hour re-entry and people don’t have to leave for such a long stretch,” he says.

In addition, there’s less prep work. Clean clothes in drawers and closets can stay there, and books don’t need to come off shelves.

Sprayed strategically around bed frames, Aprehend® is a natural biopesticide which works as a long-term residual residual barrier. When a bed bug crosses the barrier to reach their food source, it picks up the spores carried in the product, which then germinate and kill the bug within 3 to 7 days.

A benefit of the Aprehend® treatment is that it doesn’t ‘flush’ bedbugs from one unit to another as can happen with regular chemical treatments. This cuts down on the number of units requiring treatment.

It’s important that the occupants of a unit maintain their normal routine and stay in the home after it has been treated. The carbon dioxide emitted by human breathing is critical to draw bed bug movement across the residual barrier.

Longer Intervals Between Treatments

Further minimizing the impact on building occupants, the number of days needed between treatments is improved. “Where before it was two to three weeks,” Bossio says, “the service interval is now 25 days. It’s a longer period between services.”

Additionally, since the product is a natural biopesticide, it is a safer treatment product for the household.

Bossio, who founded Advantage Pest Control in 2000 following the footsteps of his father who has worked in the industry for decades, warns that there are strict controls in place for use of the biopesticide, and it can only be used by licensed professionals. Additionally, Aprehend® must be stored in moderate temperatures, since it breaks down when exposed to heat or cold.

“It must be temperature controlled to keep it viable,” he explains. “Aprehend® needs to be treated with respect in terms of product storage. We have a warehouse that is held at a constant temperature, and the product is stored there. it needs to be in a stable temperature environment.”

While bed bugs and cockroaches are a staple for the business, Bossio has a warning for 2024: “Because we’ve had such a mild winter, we might see more rodent activity. We’ll know for sure in the next two or three months.”

If you’re concerned about pests in your building, please contact Advantage Pest Control at 416-297-8010, or via email to [email protected] to book a consultation. Visit our website at www.advantagepestcontrol.co.

Paolo Bossio is the President and CEO of Advantage Pest Control Inc., a family-owned and operated business specializing in Dynamic Integrated Pest Management programs.

Innovations in Pest Control Making an Impact

Fast Re-Entry Times

In addition, there’s less prep work. Clean clothes in drawers and closets can stay there, and books don’t need to come off shelves.

Longer Intervals Between Treatments

Additionally, since the product is a natural biopesticide, it is a safer treatment product for the household.

Paolo Bossio is the President and CEO of Advantage Pest Control Inc., a family-owned and operated business specializing in Dynamic Integrated Pest Management programs.

Surrey Memorial acute tower moves forward

B.C. is moving ahead for a new acute care tower at Surrey Memorial Hospital. The tower will add acute and specialized care capacity to the hospital campus, such as medical, surgical, pediatric, perinatal, women’s-health, and mental-health and stroke care. Planning will align with the ongoing improvements to the site.

“Surrey’s quickly growing population needs health care to grow with it,” said Premier David Eby. “People need to know health care is accessible, not after a long wait or a long drive to another community. World-class health care should be available right here in Surrey. Today, I am announcing that a new acute care tower is on the way for the Surrey Memorial Hospital to help meet local needs by adding more hospital beds and more services south of the Fraser River.”

During the next 15-18 months, the project will proceed to the business-planning phase. Consultation to support business planning will soon launch and include engagement with health-care providers, Indigenous partners, the community and local municipalities.

“We’re significantly expanding facility and human-resource capacities to meet the increasing needs of the growing and aging Surrey population head on, and now adding new acute care tower at Surrey Memorial Hospital. We look forward to hearing from health-care workers and community members during this crucial stage of the planning process to get input on the facility,” said Minister of Health Adrian Dix.

The business-planning process determines project scope, budget, timelines and procurement strategy. Once the business plan is complete and approved by government, the procurement process will start and construction will get underway.

In June 2023, the province announced 30 actions to improve access to health care for people in Surrey, which included reviewing site needs at Surrey Memorial Hospital.

Transforming a critical transit corridor

The new $2.83 billion Broadway Subway project is a massive undertaking that will transform one of the most congested and critical transportation corridors in Metro Vancouver.

Construction of the 5.7 km extension of the Millennium Line, from VCC-Clark Station to the Broadway and Arbutus intersection began in 2020. The project scope features a 700-metre elevated guideway section, five kilometres of tunnel and six new stations including an underground direct connection to the existing Canada Line.

The Broadway Subway Project Corporation, a joint venture of Acciona Infrastructure Canada Inc. and Ghella Canada Ltd., is delivering the project under a design-build-finance contract. The subway is anticipated for completion in 2026.

“When completed the Broadway Subway Project will slash pollution and commuter times, bringing safe, comfortable modern transit to one of the busiest transit corridors in Metro Vancouver,” says Carlos Planelles, managing director of Acciona North America.

Crews have been making steady progress on the project with active construction ongoing at the six station sites and the elevated guideway. The focus this year is to continue building the stations, completing the tunnel boring operations and beginning the SkyTrain track installation.

Concrete walls, pillars and floors at the new stations are being carried out in phases. An estimated total of 210,000 cubic metres of concrete will be used for this project.

“Crews at the elevated guideway are currently constructing the parapets on top of the concrete deck, which will run alongside the SkyTrain tracks. Installation of the SkyTrain tracks will begin at the elevated guideway this year,” says Dave Crebo, communications director, the Ministry of Transportation and Infrastructure. “The project’s two TBMs, Elsie and Phyllis, will arrive at Cypress Street this spring.”

TBMS & TUNNELING

The two cylindrical tunnel-boring machines (TBMs), Elsie and Phyllis, are central to the project’s success. Named after two influential women from B.C. history, each TBM is six metres wide and weighs one million kilograms. They were custom designed for the unique geological conditions along the Broadway corridor.

Built in Germany, they were shipped to Vancouver in 2022 (using 40 containers plus 12 oversized pieces) and then assembled on site at the future Great Northern Way-Emily Carr Station. The TBMs were launched separately in October and November 2022. Each TBM is expected to take about a year to carve out the subway’s inbound and outbound tunnels, advancing approximately 18 metres per day. Tunnels are approximately 15 metres below grade to a maximum of 20 metres at Broadway-City Hall.

Both TBMS broke through the Oak-VGH Station late last year, representing the halfway mark. TBM Phyllis began boring towards Arbutus Station (last of the stations) on February 2 while TBM Elsie arrived at South Granville Station on February 8. In total, the two TBMs will install approximately 4,500 tunnel liner rings and excavate almost 760,000 cubic metres of soil.

“There are eight to 12 crew underground in the TBM working 10-hour shifts,” notes Crebo.

STATIONS

From west to east, the five new stations will be Arbutus, South Granville, Oak-VGH, Mount Pleasant and Great Northern Way-Emily Carr.

Broadway-City Hall will be the line’s deepest station at more than 20m underground, allowing the new twin tunnels to be built below the existing Canada Line. Broadway-City Hall will share a name and entrance with the existing Canada Line station.

Designed with “Crime Prevention Through Environmental Design” principles, the stations will include open and transparent layout, good lighting, and state-of-the-art security systems to maximize visibility and safety.

Dialog Design is providing architectural, structural, mechanical, electrical, and planning and landscape services for underground stations and at-grade exits / street interfaces. The firm is responsible for the two stations at the ends of the line: Arbutus and Great Northern Way – Emily Carr.

“The new Broadway Subway Project is a city-building project. When you look at the positive impact of the Canada Line rapid transit line to YVR Airport, it’s easy to see how the new subway will have the same positive effect on the Broadway Corridor and areas as far west as the UBC campus,” says Martin Nielsen, Dialog principal-in-charge.

IBI Group is serving as architect and engineer of record for four of the stations, including the complex Broadway-City Hall Interchange Station. IBI Group will also be providing design services on road alignments, traffic diversions, and road furniture modifications required to support the new subway stations and alignment.

“Our vision for the station design centres on our passenger-first philosophy; to make it easier for Vancouverites to live, work, travel and shop, and to support the continued growth of the Broadway Corridor,” says Charlie Hoang, IBI Group global lead, transit architecture.

Each station will feature unique designs and varying levels of integration with future development, which will help support new transit-oriented communities.

For example, the South Granville Station will be integrated into a new 39-storey mixed-use private development, currently under construction.

“This is the first time that a new SkyTrain station has been integrated into a newly built development constructed at the same time. This is consistent with how rapid transit projects are planned in other major centres,” says Crebo, adding the future Great Northern Way-Emily Carr Station is also expected to be incorporated into a new development.

CHALLENGES

Building a project of this scale and size is already daunting. Then add on top of that a dense urban environment and the technical challenges increase dramatically. Keeping traffic moving on the corridor is a major priority and the biggest challenge.

“We have a commitment to ensure that traffic keeps moving on Broadway, access is maintained to businesses, medical facilities and residences, buses are prioritized and noise and vibration impacts are mitigated as much as possible,” says Crebo.

Minimizing traffic disruption along Broadway required an innovative engineering solution by structural engineers Allnorth Consultants. Five temporary traffic decks were installed at station sites – each four lanes wide, and one to two blocks long – acting as bridges for traffic to pass over worksites. The traffic decks allow four lanes of traffic throughout construction, two in each direction, with priority for buses and emergency vehicles.

Allnorth developed a novel design which allowed for deck installation without halting traffic, while supporting both vertical traffic loads and horizontal soil pressures on station excavation.

Each girder supporting the traffic deck is approx. 20 m long, 1.1 m wide and weighs 20 tons. The largest of the five traffic decks is at the future Arbutus Station and has 58 columns and 29 girders supporting 148 road panels. This is the first time these traffic decks have been used on a large-scale in Vancouver. The decks were also designed to be modular to follow the phased construction sequence.

According to Allnorth, there were continuous challenges due to the extremely busy area that required problem solving and the application of out of the box solutions.
“Installation was a major undertaking,” notes Crebo. “This engineering solution means traffic can flow above completely separated from the construction of the station underneath.”

In addition, working near a myriad of city utilities meant many had to be temporarily relocated for the project or protected in place.

Despite being built during a global pandemic and impacted by a concrete strike in 2022, the project is on budget with the original completion date pushed from late 2025 to early 2026.

FUTURE

Transportation along the Broadway corridor has been studied and discussed for more than 15 years in Vancouver. Now that the Broadway Subway line is set to become a reality, it will mean reduced travel times, less congestion, increased reliability and system capacity in the area and opportunities for housing.

“The Broadway Subway will provide affordable and efficient transit connections throughout the Lower Mainland, and it’s also going to create new opportunities for affordable housing, community amenities, and commercial services along the route,” says Rob Fleming, B.C. minister of transportation.

Given the huge investment of public funds and high expectations attached to the Broadway Subway, delivering a successful project is paramount. Significant coordination and collaboration between the different stakeholders and construction partners have been key, according to Crebo.

Once tunnel boring finishes, crews will complete construction of the underground stations, install the train tracks and supporting systems. The final steps including testing and commissioning of the new line.

Upon completion, the rapid transit line will be operated and maintained by TransLink as part of the regional transit network.

Cheryl Mah is managing editor of Construction Business.

Cold leads transform yesterday’s indifference into today’s engagement

Cold leads may be considered a marketing tactic of the past, but this strategy often represents untapped potential that businesses overlook. For commercial cleaning and maintenance businesses, these targets have previously interacted with a brand but did not progress through the sales funnel to conversion.

While many might consider cold leads a lost cause, a deeper understanding reveals their underlying value. Revisiting cold leads is not merely an act of desperation but a strategic move to reignite interest among prospects who have already shown a level of interest in your product or service.

By carefully analyzing why these leads turned cold and tailoring your approach to address those reasons, commercial cleaning and maintenance companies can unlock significant opportunities hidden within this group, transforming yesterday’s indifference into today’s engagement.

Strategy #1: Utilize personalized communication to re-engage

One effective method to breathe new life into cold leads is by implementing personalized communication. This strategy hinges on crafting messages that resonate personally with the recipient. By leveraging data collected during initial interactions, businesses can tailor their outreach efforts to address their leads’ specific needs, preferences, or past behaviors.

Personalized emails, direct messages, or even phone calls can reignite interest by reminding the lead of the potential value your service or product offers, paving the way for renewed dialogue and potentially converting a cold lead into an active customer.

This approach demonstrates a genuine understanding and concern for the lead’s unique situation and significantly increases the likelihood of re-engagement.

Key tactics for personalizing your outreach messages

In revitalizing cold leads, the cornerstone lies in personalization. It’s not just about remembering their name or the last point of contact. Dive deeper into the nuances of their needs and past interactions. Use data to tailor your message, highlighting how your solution aligns with their evolving challenges or goals. Mention specifics about your commercial cleaning and maintenance businesses from previous discussions to demonstrate genuine engagement and understanding.

Moreover, leverage new insights or developments in your offerings that could reignite their interest. Crafting a customized message that directly speaks to their current situation can transform indifference into intrigue, making them more receptive to rekindling the conversation. This approach showcases persistence and thoughtful consideration of their unique circumstances and requirements.

Strategy #2: Offer value through educational content

Rekindling interest in cold leads necessitates a strategic approach emphasizing value creation over mere promotional outreach. A pivotal strategy involves leveraging educational content to reengage these dormant prospects.

This method hinges on crafting and sharing insightful, informative content tailored to your target audience’s specific needs, challenges, or interests. By offering valuable knowledge that empowers them or solves a problem, you position your brand as a trusted partner and advisor in your industry.

When reengaging cold leads for your commercial cleaning and maintenance businesses, tailoring content to their specific needs and interests can significantly increase your chances of reigniting their interest. For example, using social media platforms to share customer success stories or testimonials can create a sense of trust and reliability around your brand, subtly encouraging cold leads to reconsider engaging with your business.

Strategy #3: Leverage social media for soft re-engagement

Engaging cold leads through social media requires a nuanced approach that respects the boundaries of your audience while rekindling their interest in your offerings. Best practices involve creating content that adds value to their feed, such as industry insights, helpful tips, or entertaining posts relevant to their interests and needs. Personalization is crucial; addressing them by name or tailoring content based on previous interactions can make them feel seen and valued.

Initiating conversations through comments or direct messages should be done thoughtfully, avoiding hard sales pitches in favor of genuine inquiries about their current challenges or interests. This strategy fosters community and trust, gradually warming up cold leads for future engagement opportunities.

Maximizing conversion opportunities with cold leads

Revisiting cold leads is not an exercise in persistence but a strategic approach to unlocking potential opportunities that were once deemed dormant. By employing empathetic follow-up, leveraging updated information, and cultivating a sense of urgency, your commercial cleaning and maintenance business can reengage with these prospects in a personal and relevant manner.

With these strategic approaches, you can significantly enhance your conversion rates, turning cold leads into active engagements and loyal customers. Maximizing conversion opportunities with cold leads requires patience, insight, and a commitment to personalized communication—a trifecta that can transform overlooked contacts into valuable assets for your business.

These strategies underscore the importance of understanding the evolving needs of your leads and positioning your offerings as solutions to their current challenges.

Jeff Schaffer is the Master Franchise Owner for Anago of Cleveland, part of the Anago Cleaning Systems brand supporting over 1800 franchises across the U.S. and Canada. For more information about Anago of Cleveland, visit www.AnagoCleaning.com/Cleveland/

30,000 Ontario landlords unite against failing LTB

More than 30,000 Ontario landlords have signed a petition urging the Ford government to implement a “simple solution” that would address delays at the Landlord and Tenant Board (LTB) and expedite long-overdue evictions for non-payment of rent.

Specifically, the petition calls for new legislation that would implement a process whereby an application made by a rental housing provider to the LTB tribunal for eviction of a tenant for non-payment of rent shall be automatically ordered ex parte without a hearing, subject to proof provided to and deemed satisfactory by an appropriate judicial body, similar to the process currently used in BC.

“We estimate that Ontario rental property owners collectively lost upwards of $1 billion in irrecoverable rent arrears (not including property damage, extortionate “cash for keys” schemes, legal costs, etc.) annually due to the LTB delays to process evictions for non-payment of rent,” the open letter to Doug Ford reads. “We further estimate that you instantly obliterated $2.23 billion in rental property equity when you froze the annual rent increase at 0% in 2021.”

According to Ontario landlord Christopher Seepe, who submitted the petition on behalf of the sector, this is arguably one of the most significant displays of housing provider solidarity ever witnessed within the Ontario rental property community.

“It calls for the Ontario government to implement an elegant, simple and quick solution that can directly add thousands, if not tens of thousands, of rental units to Ontario’s rental housing inventory within six months or so,” he asserts. “It will also significantly improve each tenant’s ability to qualify for a rental unit without being subjected to a disproportionately high level of qualification.”

As Seepe points out, Ontario is the only province that lost more rental housing than it produced in 2023, resulting in a net inventory loss of over 6,500 units last year alone. The petition and accompanying open letter were sent to Premier Ford, the Attorney General’s office, Ministry of Housing and all 124 MPPs, on February 29^th and continues to grow with new signatures daily.

“Tenants don’t build or operate rental housing. They don’t collect and remit tens of billions of dollars in municipal property taxes annually, nor do they risk their life savings by taking on extraordinary financial, legal and emotional risks to provide a fundamental service to society without which no municipality can grow,” the petition states. “To quote Quebec’s Housing Minister, France-Élaine Duranceau in her defence of Bill 31 in June 2023, ‘The landlord owns the building, they invested in it and took the risks, and it should be up to them to decide who lives there.’”

Ontario landlords are urging the Ford government to consider implementing legislation similar to BC’s, which grants housing providers the ability to issue a 10-day eviction notice after it has been deliberated upon and approved by an adjudicator. According to Seepe, this approach has helped solve arguably 80 per cent of province’s issue.

“Ontario’s Residential Tenancies Act and the LTB’s Tenant Responsibilities brochure clearly state that a tenant cannot withhold rent for any reason, so there’s nothing for an LTB adjudicator to deliberate,” he adds. “We estimate that fulfilling this demand will immediately reduce the LTB’s current caseload by 41 per cent and reduce the multi-year case backlog by perhaps 50 per cent. It will also substantially decrease current extortionate “cash for keys” schemes.”

The petition can be found here: www.change.org/auto-evict

Honeywell fire alarms recalled

Honeywell is recalling defective System Sensor-L low-frequency fire alarm sounders, sounder strobes, and compact sounders due to a failure to alert users to a fire. The recall applies to about 29,000 units, including unit numbers HWL-LF, HWL-LF-BP10, HRL-LF, HRL-LF-BP10, HGWL-LF-BP10, P2WL-LF, with date codes 3034 and 3035.

The sounder and strobes are square with red and white plastic housings that are meant to be wall-mounted, measuring about 5.6” by 4.7” and the compact sounder measures 5.3” by 3.5”. The units, often installed in commercial buildings, were sold and installed between March and April 2023.

The recall comes after two reports of no and low sound from users, with no injuries reported. The safety issue should be addressed promptly by facility and maintenance managers.

According to Honeywell, the warranty return policy for the products listed above will be honoured, and the applicable products and date codes listed should be returned through normal channels.

For more information on the recall, please visit the U.S. Consumer Product Commission.

Cleantech start-ups tapped for Sask tax credit

Cleantech start-ups in Saskatchewan are now included in a provincial incentive program that conveys up to $225,000 in non-refundable tax credits per annual investment to their investors. The newly released 2024-25 Saskatchewan budget doubles available annual funding for the Sustainable Technology Start-up Incentive, opens it up to new kinds of ventures and extends the program for an additional year, taking it to March 31, 2027.

Previously, Saskatchewan-based companies specializing in agricultural or digital technologies could qualify for the program, which provides tax relief on up to $2 million worth of their investors’ capital. Beginning in April, developers of clean technologies related to energy efficiency, reducing greenhouse gas (GHG) emissions or mitigating the environmental impacts of existing industrial processes will also be eligible.

Under program rules, participating companies must be headquartered in Saskatchewan, have fewer than 50 employees, including part-time and contract workers, and have previously raised no more than $5 million in equity capital. Investors must pay taxes in Saskatchewan and be an accredited investor.

Qualifying investors can attain a non-refundable tax credit for up to $225,000 per annual investment in an eligible start-up, which can be claimed over a seven-year period with a maximum claim of $140,000 in any single tax year. The Saskatchewan government provides the credits on a first-come, first-served basis to a maximum cap, which will be lifted to $7 million (up from $3.5 million) for the 2024 tax year.

The 2024 budget also extends a tax concession for small business that was introduced as a pandemic-related relief measure in 2020. The corporate tax rate was set to return to the pre-pandemic 2 per cent rate on the first $600,000 of eligible business earnings beginning on July 1 this year, but the schedule has now been revised to leave the rate at 1 per cent for an additional year, until June 30, 2025.

“From the time the small business rate was lowered in the fall of 2020, Saskatchewan’s small businesses will have saved an estimated $416 million in corporate income tax,” Saskatchewan’s Finance Minister, Donna Harpauer, stated in her budget speech. “The amount of eligible business income on which the small business tax rate applies will remain at $600,000 — the highest threshold in Canada. That means,Saskatchewan will continue to have the second-lowest small business tax rate in Canada.”

Promoting the ‘value of clean’ and supporting staff during International Cleaning Week

SC Johnson Professional, a leading provider of skincare, cleaning, and hygiene solutions for institutional and healthcare users, shares tips for promoting the ‘value of clean’ to commemorate International Cleaning Week from March 24-30. International Cleaning Week is designed to raise public awareness of the value of cleaning and honour industry professionals.

Tips for promoting cleaning efforts and showing appreciation to cleaning staff include:

Offer opportunities for feedback on facility cleanliness – Ask building occupants for regular feedback on the cleanliness of the facility. This will allow for issues to be addressed swiftly, and people may feel valued if they can share their priorities around facility hygiene. Establish a dedicated email and phone number for sharing feedback and promote them throughout the facility in signage. By creating opportunities to share feedback, an organization can further demonstrate its commitment to creating a healthy facility.
Communicate cleaning efforts – Educate customers on cleaning and disinfecting practices. Create logs that document each area’s cleaning schedule and post them on doors or walls, so they are highly visible. Consider promoting cleaning and disinfecting efforts on social media, wall posters, website, and tabletop signage.
Give gifts of appreciation – Show gratitude to your cleaning staff by providing gifts such as a catered lunch, gift cards, or additional paid time off (PTO) days. These gestures acknowledge their dedication to upholding a facility’s hygiene standards daily.
Recognize custodial staff externally – Spotlight cleaning staff on social media. For example, call out everyone’s fifth or 10th anniversary in a given quarter and spotlight a cleaning professional who goes above and beyond in their job. This can be done via a company blog that is promoted across social media.

SC Johnson Professional supports the mission of International Cleaning Week by helping spread awareness about the importance of facility cleanliness and by providing innovative cleaning solutions.

For information about SC Johnson Professional, visit www.scjp.com/en-us.

Ensuring Preparedness: Make Remediation Response a Facility Priority

Canada’s four distinct seasons make building maintenance a never-ending cycle of problems, often involving water. Facility managers face difficult yearly challenges. Establishing a plan in response to maintenance threats ensures swifter remediation. The better prepared you are, the faster you can act.

The Importance of Fast Response

“The first 24 hours after a disaster will influence how that project will be handled,” says Curtis Azevedo, Branch Manager for FIRST ONSITE Property Restoration, Edmonton, Alberta. “When we are called to the property as soon as possible, it can make a significant difference.”

Having an emergency restoration company on speed dial is an important part of stopping escalating damage, but to ensure the quickest response time possible, Azevedo recommends building managers install Internet of Things (IoT) water monitoring and leak technology devices.

“Something very simple managers and owners can do is install water sensors,” he suggests. “These are plugin devices that will send a notification or create an alarm to alert you to a leak, allowing you to react to the situation promptly.”

If water issues are not treated quickly, mould spores can develop—this is especially true in hot and humid climates. Azevedo emphasizes the importance of always acting as fast as possible.

“In ideal conditions, mould can develop as soon as 24 hours after the initial leak. If you leave things for a couple of days, it’s common that construction materials need to be completely replaced.”

Priority Response Emergency Plan

Every facility is individual and will have slightly different building materials and insulation levels, and each should have an individual emergency action plan.

First Onsite has developed a Priority Response Emergency Plan (PREP) partnership for commercial clients to help them fully prepare before disaster strikes. “We complete a full site inspection and walkthrough and take a full assessment of potential issues,” he explains. “We want to be aware of where all the building’s water, HVAC, plumbing, gas and electricity shut-offs are located, and understand how to shut them down in the event of an emergency.”

Having a thorough understanding of each facility means shorter response times and quicker remediation. PREP clients receive preferred pricing rates with no stipulated contract period, zero program participation fees, and reduced losses and insurance claims since attendance by the First Onsite team is treated as a priority.

“We have an immense amount of experience with emergency preparedness plans,” says Azevedo. “This allows us to take quicker action when we arrive since we understand the building’s stabilization procedures.”

In addition, managers and owners with facilities in different provinces may be interested in securing a national contract with First Onsite. This allows facility managers across more than one province to access competitive standardized pricing rates, a significant benefit for larger management firms. “Knowing that you’re not going to see a difference in service costs (prior to taxes) between Alberta and Ontario provides peace of mind for some of our larger clients.”

Establishing a relationship with a mitigation and restoration team is becoming a standard practice for facility management operators. Over the years, First Onsite has adapted their capabilities to the needs of the changing environment.

“We are a full-service company that can offer any type of disaster remediation or restoration,” he summarizes. “We provide the whole gambit.”

To learn more about First Onsite’s Priority Response Emergency Plan (PREP), contact them today at 1.877.778.6731.

New Brunswick confirms funds for private renters

The newly released 2024 New Brunswick budget confirms funds to assist tenants in the private rental housing market. That includes: $22 million to launch the direct-to-tenant rental benefit, which was promised in a provincial housing strategy released last year; an $8.9 million top-up for the existing rent supplement program; and $3 million for the rent bank, which provides qualifying recipients with grants to help cover damage deposits and/or overdue rent and utility bills.

As outlined in the housing strategy, approximately 3,000 households are to receive the direct-to-tenant rental benefit to subsidize their rents in the private market, keep them “affordably housed” and off New Brunswick’s extensive waiting list for subsidized public housing. Families, seniors and people with disabilities who qualify as being in “core housing need” will be eligible.

The strategy indicates there will be an ongoing funding commitment, with $22 million annually earmarked for the next three years. As of year-end 2023, rollout of the program was reported to still be in progress, whereas the rent bank was one of the strategy’s first enacted measures.

The latter provides up $2,750 or the equivalent of two months’ rent, whichever is the lower amount, per eligible recipient. Through the rent bank, these funds are paid directly to creditor landlords or utilities on owing tenants’ behalf. Childless households with a total yearly income no greater than $50,500 or tenant families with annual incomes of no more than $85,000 are eligible for assistance one time per year, although they can receive the maximum $2,750 amount only once in a 24-month period.

In announcing a $3 million funding allocation for 2024-25, New Brunswick’s Finance Minister, Ernie Steeves, noted: “This support will help up to 750 rental households avoid eviction or retain new rental accommodations annually.” However, $3 million parcelled out in maximum allotments of $2,750 should stretch out to at least 1,090 recipients.

Steeves also reported that the $8.9 million additional injection towards 5,000 existing rent supplements for private sector housing is “in recognition of rising rents around the province”.

How commercial cleaners can help customers achieve their ESG goals

Companies are increasingly focused on achieving their environmental, social, and governance (ESG) goals in today’s business landscape. Commercial cleaning services can be pivotal in helping organizations meet these objectives by implementing sustainable practices that minimize environmental impact, enhance employee well-being, elevate brand reputation, and optimize supply chains.

The importance of reducing industrial environmental impact

Commercial cleaning services can significantly contribute to reducing a business’s environmental impact. Companies can minimize their carbon footprint and help protect the environment with eco-friendly cleaning products and practices. These products are often biodegradable, non-toxic, and free from harsh chemicals, reducing the release of harmful substances into the ecosystem. Commercial cleaning services can also utilize energy-efficient cleaning methods and equipment, reducing energy consumption and lowering greenhouse gas emissions.

Commercial cleaning services can also help businesses by minimizing their water usage with optimized cleaning processes and water-efficient technologies. This conservation effort reduces the strain on water resources and lowers the associated costs for businesses.

Moreover, implementing effective waste management strategies can substantially reduce landfill waste, promoting a circular economy and diverting valuable materials from becoming harmful pollutants. By embracing these sustainable practices, commercial cleaning services empower businesses to operate in an environmentally responsible manner, aligning with their ESG goals, and contributing to a healthier planet.

Improved health and well-being of communities, employees, and customers

Commercial cleaning services can help businesses improve the overall health and well-being of their customers, employees, and community by reducing exposure to harmful chemicals and pollutants, improving indoor air quality, enhancing hygiene practices, and reducing the risk of illness and infection. By using eco-friendly cleaning products and practices, commercial cleaning services minimize the use of harsh chemicals that can cause damaging irritation to the human body.

Proper ventilation and air circulation improve indoor air quality and overall health. Additionally, commercial cleaning services prioritize maintaining a clean and hygienic environment by regularly disinfecting surfaces, equipment, and common areas, reducing the spread of germs and bacteria. This proactive approach helps create a healthier workplace, reducing illness-related absences and fostering a more productive and energized workforce.

Enhanced brand reputation in a world that values sustainability

Commercial cleaning services can help businesses enhance their brand reputation by demonstrating a commitment to ESG practices. This can lead to positive publicity and recognition for green initiatives, attracting environmentally conscious customers, employees, and investors. Building trust and loyalty among stakeholders is another benefit of having a strong ESG profile.

Customers and large corporations increasingly demand that organizations they choose to conduct business with operate responsibly and sustainably. Commercial cleaning services can help companies meet these demands by applying sustainable practices and demonstrating a commitment to ESG principles.

In addition, commercial cleaners can help businesses improve their relationships. By implementing sustainable practices, companies can reduce their environmental impact, leading to enhanced relationships with regulators and the community, benefiting businesses in several ways, such as reduced regulatory scrutiny and increased public support.

Commercial cleaning services can help businesses achieve ESG goals and improve their overall success. By implementing sustainable practices and demonstrating a commitment to ESG principles, companies can enhance their brand reputation, attract new customers and investors, improve their relationships, and minimize their environmental footprint.

Enterprise solutions for sustainable supply chains

Commercial cleaning services can help organizations achieve ESG goals by providing enterprise solutions for sustainable supply chains. This includes comprehensive waste management programs, energy-efficient cleaning equipment and practices, green cleaning products and techniques, supplier diversity programs, and fair labour practices.

For instance, comprehensive waste management programs can help businesses segregate, recycle, and compost waste, reducing landfill waste and the use of incinerators. Energy-efficient cleaning equipment and practices can help companies reduce energy consumption and carbon emissions. Green cleaning products and techniques can help them reduce their use of harmful chemicals and improve indoor air quality. Supplier diversity programs can help companies support small and diverse businesses. Fair labour practices can help enterprises guarantee workers are treated fairly and paid a living wage.

In addition to these direct environmental and social benefits, sustainable supply chain management can help businesses improve their financial performance. Companies can reduce operating costs by reducing waste, energy consumption, and the use of harmful chemicals. By supporting small and diverse companies, businesses can build stronger relationships with their suppliers and gain access to new markets. And, by ensuring that their workers are treated fairly, companies can improve employee morale and productivity.

In today’s competitive business environment, it is more important than ever for businesses to prioritize ESG goals. Commercial cleaning services can help companies achieve their ESG goals by providing enterprise solutions for sustainable supply chains. By implementing these solutions, businesses can reduce environmental impact, improve social responsibility, and enhance financial performance.

Corporations demand ESG accreditation during the RFP process

Corporations increasingly demand that their suppliers and partners have strong ESG credentials as part of their procurement processes. This is driven by several factors, including growing mindfulness toward the importance of ESG issues among consumers and investors, increased regulatory pressure on companies to improve their ESG performance, and the need to mitigate the risks associated with climate change and other ESG issues.

By requiring their suppliers and partners to meet specific ESG standards, corporations can help to ensure that their operations are sustainable and responsible. This can lead to several benefits, including improved brand reputation, reduced costs, and increased access to capital.

In addition, demanding ESG accreditation during the RFP process can help corporations identify and partner with suppliers and associates that share their values and commitment to sustainability. This leads to deeper relationships and more successful, long-term collaborations.

Some specific examples of practices that businesses might be looking for in their ESG partners include:

Using green cleaning products and practices that reduce harmful chemicals and pollutants
Introducing water conservation measures to reduce water usage
Recycling and composting to reduce landfill waste
Using energy-efficient cleaning equipment to reduce energy consumption
Providing ongoing training and certification protocols to employees on sustainable cleaning practices

Sustainability is part of an intelligent business strategy

Companies prioritizing ESG as a core pillar within their value system are more likely to attract and retain top talent, improve their overall success, and be considered responsible and trustworthy by consumers and investors.

ESG is essential for businesses in today’s landscape. Why? First, it can help them reduce costs. For example, by implementing energy-efficient cleaning practices, businesses can significantly decrease energy use and save money on utility expenses.

Second, ESG can help businesses improve their brand reputation. Consumers are increasingly interested in doing business with companies committed to sustainability, and a strong ESG performance can help businesses attract and retain customers and staff.

Third, ESG can help businesses mitigate risks. For example, with a robust environmental management program, companies can reduce their risk of environmental accidents and liabilities.

In addition to the reputational and financial advantages, ESG can help businesses improve their performance. By creating a more sustainable workplace, companies can boost employee morale, professional pride, and productivity, while also reducing absenteeism and turnover. This can lead to increased profits and enhanced shareholder value.

Overall, ESG is an essential factor for smart businesses, and commercial cleaners can help make a difference. By prioritizing ESG, companies can improve their financial performance, reduce risks, enhance their brand reputation, and attract and retain top talent.

Peter J. Sheldon Sr. is the Chief Strategy Officer at Anago Cleaning Systems and facilitator of the company’s system wide ESG implementation program. Anago Cleaning Systems was recently awarded an EcoVadis Silver Medal Sustainability Rating, placing the brand in the top 25 per cent of companies within the facility services industry focused on ESG initiatives, based on a scoring system in environmental practices, ethics, labour, human rights and sustainable procurement.

Langley approves Smith Athletic Park Phase 1

The new Smith Athletic Park – Youth Soccer Campus, located in Willoughby, received Township of Langley Council approval to proceed with Phase 1 supported by $60 million in funding. The Smith Athletic Park project will create a place in the community for the enjoyment and development of youth soccer.

Phase 1 will include the construction of needed access roads, utilities, site preparations, three new playing fields, a dog park, and a playground. The addition of three new playing fields is needed to address the growing demand on user groups, like Langley United Soccer Association, for youth sport participation.

“Hundreds of kids in Langley are on waiting lists to play soccer, and the list is only getting longer. We are addressing that head-on. We have to create more recreational capacity to keep up with growth, in our community. We have to make sure that anyone in the Township of Langley that wants to play sport, especially our youth, can do so,” said Mayor Eric Woodward.

The project will also include work to confirm the final design of multiple roads needed to connect the site in the community, including: 208A Street from 76 Avenue to the 212^th Connector, 76 Avenue from 208^th Street east, and the 212^th Connector from 208^th to 210^th Street.

As directed by Council, the costs for this project will be borne solely through Community Amenity Contributions and Development Cost Charges.

Phase 2 of the project, which will include a fourth field and enclosed building and potentially underground parking, will be considered by Council at a future date.

All grocery retail segments gaining in Canada

Canada outpaced the United States in adding per capita grocery retail space last year. JLL Retail’s recently released North American Grocery Report shows Canada’s major food retailing chains collectively expanded into 68 new locations in 2023, while their U.S. counterparts opened 253 new stores in a country with more than eight times as many residents.

In Canada, Loblaw opened the largest share of new stores, with 25 new Maxi outlets and seven new No Frills venues. Both are in the discount segment of Loblaw’s multi-brand portfolio and JLL analysts suggest the 2023 additions are reflective of the parent company’s increasing focus in this area. That includes a phased switch-out of full-service Provigo stores with Maxi replacements across Quebec.

Metro also augmented its discount brands last year, opening four new Super C locations and two new Food Basics stores, while Canada’s third major player, Empire, added six additional FreshCo stores. However, JLL analysts suggest Empire is now more strategically focused on its existing full-service lineup.

“Companies have witnessed strong performance from their discount banners and products, leading to increased same-store sales, footfall, loyalty membership, and market share,” they observe. “On the other hand, Empire believes that focusing on full-service stores will position it favorably in the future. By maintaining its full-service approach, Empire is banking on a period of decreasing inflation and interest rates, when customers might prioritize the shopping experience over steep discounts.”

Ontario-based M+M Food Market was most prominent among the handful of smaller players that expanded their portfolios last year. The frozen meals specialist opened 11 new stores, while Vancouver-based Asian food specialist, T&T Supermarket, opened four new locations.

In the U.S., Aldi led the expansion, opening 109 new stores representing nearly 2.5 million square feet of additional retail space. Publix, the next most active player, opened a smaller number (38) of a larger venues, collectively comprising nearly 1.9 million square feet of retail space.

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