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Lee & Associates expands presence in Canada

The largest broker-owned commercial real estate firm in North America, Lee & Associates, opens its first office in Ontario.

Lee & Associates Toronto will be headed by Mark Cascagnette and is the firm’s second office in Canada.

Cascagnette brings over 28 years of diversified commercial brokerage and corporate real estate management experience, most recently as one of Cushman & Wakefield’s National Top 10 Brokers in Canada and its Top Industrial Producer in 2018.

“I’ve done my homework, seen the results, and listened to our clients,” Cascagnette said in the firm’s press release.

“Lee & Associates provides the best, most entrepreneurial, and progressive structure in our industry. The brokerage community has been waiting for a company designed to best service brokers and clients alike,” he added.

“We plan to become a regional commercial brokerage player and will recruit and train the best and brightest professionals in all service lines starting with industrial, office, land, and investment sales. We are so excited about tapping into Lee’s long-established national operation in the U.S., and along with our Vancouver partners, will help build a strong Canadian presence.”

Lee & Associates is celebrating its 40th anniversary this year.

“Our focus continues to be enhanced client services in North America, and we are always looking for markets that we can expand into to better serve our clients,” said Lee & Associates CEO Jeff Rinkov in the firm’s press release.

Canada invests $277M in Arthur Meighen Building

The Government of Canada is providing $277-million to transform Toronto’s Arthur Meighen building into an energy efficient, low-carbon asset – cutting its annual greenhouse gas emissions by up to 80 per cent and reducing the building’s operating costs.

The renovation project is participating in the Zero Carbon Building Pilot Program, through the Canada Green Building Council (CGBC).

The building’s electrical, mechanical, plumbing and safety systems will all be replaced with modern, energy-efficient systems. Roof-top solar panels, a geothermal heating and cooling system, triple-glazed windows and efficient smart lighting will all contribute to the energy and cost savings. The project will maximize space and natural light for an improved user and visitor experience.

According to the Public Services and Procurement Canada press release, the building will also be retrofit to meet all federal accessibility standards, as well as include innovative features such as electronic beacon devices to help people with visual impairments navigate the building.

“Through this project, our government is greening government operations and removing barriers for all occupants, while creating good jobs, investing in communities and stimulating the economy. This renovation project is another example of how the modernization of our real property assets is good for the environment, good for Canadians of all abilities and good for the economy,” said Carla Qualtrough, minister of public services and procurement and accessibility in the press release.

Once the renovations are complete, the Arthur Meighen Building located at on St.Clair Avenue East will be the Government of Canada’s flagship federal building in the Ontario Region with offices of the Canada Revenue Agency, Canada Border Services Agency and Immigration and Refugee Board.

The project is underway and is expected to be completed in 2022.

Photo courtesy of Public Services and Procurement Canada.

New apartment development planned for Kingston, Ontario

Secure Capital Partners Inc. of Toronto, Blue Vista Capital Management of Chicago,  and Podium Development Corp. of Toronto, announced that they have partnered with a major Ontario-based pension fund to build a new apartment development in Kingston, ON.

The new apartment development will include three multi-res buildings comprised of 788 units and over 600,000 square feet of total area, including 26,000 square feet of retail space.

According to David Ogden, a Managing Partner of Secure Capital: “This three phased build-to-core multi-family development is truly unique in the Canadian landscape. New core multi-family assets are in very short supply and are arguably the most sought after commercial real estate asset. We are a firm believer that developing to core in this market is a sound strategy that will create solid long-term returns. These modern assets will outperform older, existing buildings and achieve higher occupancies and rents.”

The first building, located at 333 University Ave., will be completed in May 2021 with the two subsequent buildings expected to be completed in the spring of 2022 and 2023, respectively. Located along Princess St. near University Ave., the buildings have immediate proximity to Queen’s University and Downtown Kingston.

“We’re delighted to have outstanding partners on this portfolio of luxury apartments that will fill the tremendous demand for rental accommodations in Kingston and to provide our investors with long-term, stable and recession-resistant income,” said Brent Chapman, a Managing Partner of Secure Capital.

“There is no better residential market than Kingston for our latest development because of its high barriers of entry and exceptional demand for quality apartments,” added Patrick Flaherty, Blue Vista Senior Vice President, Student Housing. “We are pleased to collaborate with experienced partners who understand the landscape and share our vision of innovation in this sector.”

“These projects were carefully assembled and planned over several years and will include best in class amenities, technology and design,” said Bernard Luttmer, Podium Developments Managing Director. “We look forward to delivering these excellent housing options to the Kingston community”

Ontario Fire Code to add steeper fine bracket

A second Fire Code violation will push Ontario property owners, managers, corporate officers and directors into a steeper fine bracket under proposed amendments to the Fire Protection and Prevention Act. New legislation tucked into the 2019 Budget Measures Act introduces a distinct slate of penalties for “a subsequent offence” and clarifies that any conviction under the Act or its regulations will count as a first offence.

Fire departments will also have more time to prosecute infractions with the addition of a new section to authorize action within one year of implicating evidence coming to light. Until now, the Act has been silent on timelines for prosecution so fire officials have had to default to the parameters of the Provincial Offences Act, which gives them just six months from the time an incident occurs.

“That timing was extremely problematic for us,” says Jim Jessop, deputy chief with Toronto Fire Services. “These amendments will absolutely increase our ability to enforce the Ontario Fire Code and to deal with and mitigate other safety hazards not addressed in the Fire Code.”

For example, complicated investigations in the aftermath of a fire can take months to uncover all the contributing factors and related safety inadequacies. “Because of the timing, we were not able to move forward with dozens of prosecutions in cases where building owners had failed to comply,” Jessop advises.

The extended period for prosecutions, more stringent fines and additional flexibility for the province and municipalities to recover costs from property owners are set to come into force 30 days after the Ontario legislature adopts the Budget Measures Act, but there has been little formal communication of the government’s intentions. They were revealed in the final chapter of the provincial budget — entitled Details of Tax Measures — in a list with nine other planned legislative initiatives, and have received scant attention.

“We were not consulted,” reports Tony Irwin, president and chief executive officer of the Federation of Rental-housing Providers of Ontario (FRPO).

“Nobody has really picked up that this is in the works. Even our (life-safety) service providers weren’t really aware that this is happening,” concurs Randy Daiter, vice president, residential properties, with M&R Property Management. “There seems to be a growing trend to adopt an enforcement approach that’s geared toward generating revenue for government agencies.”

Subsequent offence category brings hefty cost hit

Monetary penalties will jump significantly for the new subsequent offence category. Notably, corporations are currently subject to fines of up $100,000 for contravening the Act or any of its regulations. That cap will rise to $500,000 for a first offence and to $1.5 million for a subsequent offence.

For individuals, conviction for any offence under the Act, not just those related to the Fire Code, will come with a first-time fine of up to $50,000. Subsequent offences will trigger fines of up to $100,000. The same increments apply for fines imposed on directors or officers of a corporation who are aware that the corporation has violated the Fire Code, or who knowingly commit an offence under the Act or any of its regulations.

This will match maximums already in place for offences under the Ontario Building Code Act. The Building Code Act further authorizes fines of up to $10,000 per day for a continuing offence when convicted parties fail to bring their buildings back into compliance with a chief building official’s order — a penalty that is not paralleled in the amendments to the Fire Protection and Prevention Act.

The current $2,000 maximum fine for tampering with or removing a posted notice from the Fire Marshal will take the most extreme upswing as it, too, will be pegged at $50,000 for a first offence and $100,000 for a subsequent offence. Fire departments can also begin to pass through costs when it is necessary to close properties considered an immediate threat to safety.

“In cases where the building owner is either unwilling or unable to comply with the Fire Code, we have the ability to request authority (from the Fire Marshal) to close the building. We get permission to literally go in and change the locks and close the building,” Jessop explains. “In the past, the costs of everything from staff time to locksmiths to erecting fencing to keep the public out were borne by the municipality, which we do not think is appropriate.”

Tenants and service providers play a role in compliance

The Fire Code’s oversight of existing buildings makes it a more common compliance challenge for landlords and their property managers than the Building Code’s more scoped application to new construction and major renovations. That’s particularly true in the residential sector where tenants can inadvertently or purposely compromise life-safety protections — propping open fire doors, disabling smoke detectors in their own units or even vandalizing equipment. Industry insiders predict the new fine regime will come with a hefty cost hit.

“That first offence could be something like a door closer not working properly and now it puts you in line for a substantial fine,” Daiter notes.

“Landlords are often held responsible for tenants’ actions simply because it’s easier to charge and fine a landlord than it is a tenant. Similarly, under the current rules, many landlords would plead guilty and pay the fine, largely because it’s easier to do that than to go to court to try to defend against the charge,” Irwin says. “This is really going to change how they approach these types of matters.”

Reputable landlords and property managers endorse fire departments’ efforts to deal with what Jessop terms “a minority of owners who are wanton and reckless, and are endangering tenants, occupants and responding firefighters”. However, Irwin and Daiter reiterate that tenants and service providers also play a role in fire safety.

“With elevators, the TSSA (Technical Standards & Safety Authority) has made the elevator contractors more responsible and, that way, they are getting better results,” Daiter submits. “Maybe there should be a similar mechanism to make sure service providers are really ensuring Fire Code compliance with professional rigour.”

Nor is it a given that steeper fines will temper wanton and reckless behaviour. “If people aren’t motivated to do the right thing in fear of a $50,000 fine, they likely won’t change their ways at the threat of a $100,000 fine,” Daiter maintains.

Barbara Carss is editor-in-chief of Canadian Property Management.

VICA celebrates inaugural award winners

The Vancouver Island Construction Association (VICA) recognized construction excellence at its inaugural Awards gala held at the Ocean Pointe Resort in Victoria.

The VICA Awards are designed to recognize the work its members do within the industrial, commercial, institutional, civil, and multi-family residential construction sectors across Vancouver Island, the Gulf Islands, and coastal areas of British Columbia.

More than 50 submissions were reviewed by the judges for the prestigious awards in various categories.

“We are proud to showcase and celebrate the contributions and achievements of VICA member companies with our inaugural awards,” says Rory Kulmala, CEO of the Vancouver Island Construction Association. “This year, we saw over 50 exceptional submissions. The 2019 VICA Award recipients have demonstrated their commitment to our industry and local communities by embracing quality, innovation, and client satisfaction.”

The winners are:

VICA MEMBER OF THE YEAR
Robert Tournour Masonry Ltd.

GENERAL CONTRACTOR OVER $10 MILLION
Kinetic Construction Ltd.
Project: 819 Yates Street, Yello on Yates

GENERAL CONTRACTOR UP TO $10 MILLION
Saywell Contracting Ltd.
Project: Nuutsumuut Lelum (Nanaimo Passive House)

TRADE CONTRACTOR
Olde Country Masonry Ltd.
Project: Union Club Building Renovation

ELECTRICAL CONTRACTOR
Houle Electric Ltd.
Projects: North Island Hospitals (Comox Valley Hospital); Victoria International Airport, HBS Recapitalization

MECHANICAL CONTRACTOR OVER $3 MILLION
Trotter & Morton Group
Project: Vancouver Island University (VIU) Health and Sciences Centre

MECHANICAL CONTRACTOR UP TO $3 MILLION
Erb Technical Contracting Ltd.
Project: Brentwood College Foote Athletic Centre

MANUFACTURER & SUPPLIER
Longhouse Forest Products
Project: Pacific Centre Family Services

Construction Business will be featuring all the winners in the May issue. 

 

Anvil International to merge with SCI

Anvil International (Anvil), a designer, manufacturer and provider of products that connect and support piping systems, and Smith-Cooper International (SCI), a designer and provider of branded pipes, valves, and fittings, today announced they have entered into a definitive agreement to merge.

The combined company will be majority owned by Tailwind Capital and will design and manufacture products that connect and support piping systems and offer a more comprehensive product portfolio to national, regional and local distributors across North America serving the industrial, commercial, fire protection, energy and mining end markets.

“This transaction combines two phenomenal businesses and management teams to create a world-class platform that can comprehensively serve the pipe, valves and fittings market,” said Jeff Calhoun, Partner at Tailwind. “We look forward to supporting Jason, Tom and the entire leadership team as they continue to pursue strategic growth opportunities.”

Upon closing, Jason Hild, chief executive officer of SCI, will serve as CEO of the combined company, and Tom Fish, president and CEO of Anvil, will serve as chairman. All additional members of Anvil’s and Smith-Cooper’s senior management teams will remain with the combined company.

JP Morgan and BlackArch Partners served as financial advisor and Dechert served as legal advisor to Anvil. Barclays served as financial advisor and Davis Polk & Wardwell served as legal advisor to Smith-Cooper.

The transaction is expected to close in the second quarter of 2019 and is subject to customary closing conditions. Terms of the transaction were not disclosed.

QPAREB names president of the board of directors

The Quebec Professional Association of Real Estate Brokers (QPAREB) announces the appointment of Nathalie Bégin as president of its 2019-2020 board of directors. Bégin has over 30 years of real estate experience, including 20 years as a real estate broker.

Bégin was a member of the board of directors of GMREB since 2012 and was named president in 2018. Bégin was co-president of the QPAREB’s transitional board of directors since its inception on Jan. 1, 2019.

“There are several major projects ahead of us and I look forward to aligning our efforts in order to promote the real estate brokerage profession and serve the interests of our members, particularly in a context where real estate transactions are increasingly complex and consumers have every advantage in teaming up with a real estate broker,” Bégin said in the press release.

Bégin also sits on the board of directors of the Regroupement des gestionnaires et copropriétaires du Québec (RCGQ), a role she has held since 2016.

Anouk Vidal appointed vice-president
Vidal has more than 10 years of experience as a real estate broker. She was a member of the board of directors of the Chambre immobilière des Laurentides since 2011 and became president of the board in 2018.

Until recently, she was co-president of the QPAREB’s transitional board of directors. She also sits on the board of directors of the Collège de l’immobilier du Québec and has been a member of the OACIQ’s Discipline Committee since 2014.

Members of the 2019-2020 QPAREB board of directors:

  • Ginette Beardsell,Montreal
  • Éric Bilodeau, Lanaudière
  • Martin Bilodeau, Montérégie
  • Sylvie Blouin, Montérégie
  • Robert Bouchard, Lanaudière
  • Serge Brousseau, Montreal
  • Bertrand Côté, Chaudière-Appalaches
  • Daniel Dagenais, Montreal
  • Michèle Fournier, Capitale-Nationale
  • Fadi Kaouk, Montreal
  • Éric Léger, Laurentides
  • Christiane St-Jean, Chaudière-Appalaches

Greenwin Inc. and Choice Properties complete acquisition of Toronto land parcel

Greenwin Inc. and Choice Properties REIT have completed the acquisition of 26 Grenville St. and 27 Grosvenor St. in downtown Toronto, paving the way for an expansive revitalization of the 0.9-acre property.

The planned two-tower development near the intersection of Yonge St. and College St will feature 700 purpose-built rental units, 30 per cent of which will be maintained as affordable rental housing for a period of 40 years.

The property was acquired by Greenwin Inc. and Choice Properties as part of the Provincial Affordable Housing Lands Program, established to leverage provincial land assets for development of market and affordable housing across Ontario.

“Today is an important milestone in Toronto’s development history,” said Cary Green, Chairman, Greenwin. “An investment in affordable housing is an investment in a brighter future for those who need it most. Together, with our partner Choice Properties, we are excited to bring sustainable, affordable housing in a mixed-income setting to the heart of the City of Toronto.”

Stephen Johnson, President and CEO of Choice Properties, said: “We are delighted to enter into a partnership with Greenwin to develop this well-located property and to create a significant number of affordable units.  Our intent is to create a landmark project that will make a positive contribution to the community.”

“It’s a win-win situation,” added Kris Boyce, CEO, Greenwin Inc. “Working to address Toronto’s rental housing shortage through the transformation of an underutilized space into a vibrant community is a unique and exciting opportunity.”

 

SFU opens new sustainable energy building

The $126 million Simon Fraser University (SFU) Sustainable Energy and Environmental Engineering Program (SE3P) building was officially opened this April.

Designed by the late Bing Thom, and delivered and executed by Revery Architecture (formerly Bing Thom Architects), the five-storey, LEED-gold-certified building is adjacent to the current SFU campus at Surrey’s Central City Mall complex. Surrey’s newest landmark features modern wet and dry teaching labs, classrooms, study spaces, offices, a large light-filled central atrium space and a 400-seat lecture hall to serve SFU as well as the broader Surrey community. The building’s façade is designed to represent ‘circuit board’ imagery symbolic of the technological subject matter that will be taught.

In September, students will be able to train, for the first time, in new state-of-the-art facilities for sustainable energy engineering, a program unique to Western Canada.

“Investing in clean tech innovators here at SFU Surrey will help build a cleaner, brighter future for everyone in B.C.,” said Premier John Horgan. “The skills and experience students gain in this new building will help them succeed in B.C.’s growing clean tech sector and become leaders in the low-carbon economy of the future.”

The new 20,458 square-metre facility creates better access for prospective tech students throughout the Lower Mainland. It accommodates 440 new full-time equivalent (FTE) student spaces and 40 faculty and staff for SFU’s new sustainable energy engineering degree programs. It also gives SFU the physical space to relocate its current 75 graduate mechatronics students to new and improved facilities.

The sustainable energy engineering programming provides an interdisciplinary approach to energy engineering by integrating science, environmental and business courses. The programs will prepare students to work in clean technology sectors, such as smart cities, clean power generation and sustainable food and water solutions.

Fronsac REIT acquires three properties

Fronsac Real Estate Investment Trust (Fronsac REIT or Fronsac) is pleased to announce three acquisitions, two in the province of Quebec and one in Nova Scotia.

According to the press release, the first acquisition is a restaurant property operated under the Mikes banner. It is located in Sept Iles, Que, on Laure Boulevard. The transaction was settled in cash with total consideration paid for the property $1,450,000 (excluding transaction costs).

The second acquisition is a property to be redeveloped in a joint venture with partner Odacite Immobilier Inc. It is located on Shawinigan-Sud boulevard in Shawinigan, Que. The property will be demolished and a new Esso service-station with a McDonald’s and Subway restaurants will be built.

Construction is set to begin in May and total costs are expected to be approximately $2.4 million. Fronsac REIT will retain a 25 per cent interest in the project.

The third acquisition is a Sobeys service-station in Yarmouth, N.S., leased under a ground lease agreement. Total consideration paid for the property was $1,000,000 (excluding transaction costs) and was settled in cash.

AHIP appoints new VP, asset management and CEO

Bruce Pittet has been appointed senior vice-president, asset management and chief operating officer of American Hotel Income Properties REIT LP (AHIP or the company).

According to the press release in this role, Pittet will be responsible for AHIP’s hotel profitability through working with its independent hotel manager; leading AHIP’s hotel renovations program – including the allocation of reserve capital towards hotel projects; and brand relations with AHIP’s hotel brand partners: Hilton, Marriott, IHG, Choice and Wyndham Hotels.

“The breadth of his hotel management expertise and his strong familiarity with our hotel portfolio will be invaluable as we continue driving organic growth through our 112 properties – including those that have recently received significant renovations. Bruce’s role will be focused on driving higher margins and income from our hotels through our third-party manager, overseeing AHIP’s hotel renovation strategy, and working closely with our brand partners to further align our interests,” said John O’Neill, CEO in the press release.

Pittet brings more than 30 years of hotel management, planning and operating experience across North America, with the last 20 years spent in the U.S. Previously, Pittet completed hotel development and operations consulting work for Starwood Development and held various roles at Intrawest, including general manager/vice-president for Snowshoe Mountain and later, regional vice-president of lodging – where he oversaw the operations and development of 12 Intrawest resort lodging business across North America and Europe.

In his most recent role, Pittet was senior vice-president at ONE Lodging, which is now part of Aimbridge Hospitality – North America’s largest hotel management company and AHIP’s independent hotel manager.

Pittet will join AHIP on May 1, 2019.

CRB Program’s Six Disciplines, Explained

Membership in the Certified Rental Building Program (CRBP) is an effective means of maintaining a high standard of quality when managing your building or working with residents (tenants). When prospective or existing tenants see the familiar green CRB Program logo on your property, they will immediately know that they will be able to Rent with Confidence.

The CRB Program, North America’s only multi-residential certification program, was founded under six disciplines which all affiliated property managers must comply with in order to receive the certification for their buildings. In this six-part series, we will examine each of the disciplines in detail and explain their importance to the program.

Discipline 1: Building Operations

At the forefront of the CRB Program’s six disciplines is building operations. Both prospective and existing residents have the right to live in a safe, properly maintained building. As the property manager, the onus is on you to ensure that your properties are up to the CRBP standards.

Any property that wishes to apply for the certification or already has it in place must (to name just a few of the requirements):

  • Maintain strict adherence to indoor/outdoor cleaning schedules (daily, weekly and monthly)
  • Ensure documented policies/processes/procedures in place related to regular inspections of the building
  • Strict adherence to all aspects of the Ontario Fire Code
  • Building Emergency Plans in place
  • Documented vendor approval process including a Contractor Code of Conduct
  • Ensure doors and building security measures are being adequately maintained

If your buildings are able to comply with these practices, not only will you be able to retain your existing tenant base; you will also be able to attract new tenants.

It is vital to perform regular inspections around your properties to ensure your building operations are up to par. If you encounter any issues during your inspection, make note of them and be sure to have them corrected as soon as possible. Your tenants expect a certain level of professionalism when it comes to property management and maintenance issue resolution. If left to linger, these problems could lead to negative experiences.

If your tenants report any issues within their units or elsewhere in the building, be sure to follow up with them before, during and after the issue is addressed. Maintaining open lines of communication with your tenants not only ensures quick resolution of issues; it also proves your dedication to maintaining the building’s operations.

For example, if one of your elevators is not functioning properly, be sure to contact your licensed maintenance provider immediately to schedule maintenance/repair. Elevators are a key aspect of accessibility, and if a faulty one is not addressed, it could have a serious impact on your tenants’ mobility and ease of access in and out of the building. Also ensure your Emergency Assistant List is up to date and being checked monthly to ensure it is current.

Regular dedication to building operations helps your properties maintain the standards involved with being a CRBP affiliated property manager while providing a safe and clean environment for your residents. This type of approach defines professionalism for multi-res property managers, and peace-of- mind for renters

In the next part of our series, we will discuss the importance of effective human resources management and ensuring your apartment buildings are being professionally managed. For further information about the CRBP and how to apply for the certification, please contact Federation of Rental-housing Providers of Ontario (FRPO) or visit our website today www.frpo.org.

Cadillac Fairview breaks ground on 160 Front Street

Construction on Cadillac Fairview’s 160 Front Street West office tower is officially underway. Last week, CF announced the completion of leasing for its new development.

“Closing out our leasing efforts with our long-standing partner, TD, is a significant occasion for our two companies,” said Wayne Barwise, executive vice-president, development, Cadillac Fairview. “Together, in 1967 CF and TD took a bet on the Toronto skyline with the opening of Toronto-Dominion Centre, forever changing the intersection of King and Bay Streets. I’m thrilled that over 50 years later we continue to collaborate, grow and innovate together.”

TD Bank Group will occupy 840,000 square feet across 33 floors of the 46-storey tower,  joining the Ontario Teachers’ Pension Plan as major tenants of the building.

Designed by Adrian Smith + Gordon Gill Architecture, in collaboration with B+H Architects, the development features 1.2m square feet of office space, 339 parking stalls, 12,290 square feet of retail space and is slated to open in the fall of 2022.

Photo Courtesy of Cadillac Fairview.

(Left to right: Norie Campbell, Group Head, Customer & Colleague Experience, TD Bank Group, Ron Mock, President & CEO, Ontario Teachers’ Pension Plan, Rosemarie McClean, Chief Operating Officer, Ontario Teachers’ Pension Plan, John Sullivan, President & CEO, Cadillac Fairview, Bert Clark, President & CEO, IMCO, Bharat Masrani, CEO, TD Bank Group, Mayor John Tory, Wayne Barwise, EVP, Development, Cadillac Fairview)

History and innovation blend at Hotel X Toronto

The personality of a hotel speaks volumes about the type of experience it offers guests. For Hotel X Toronto, a new urban resort from the Library Hotel Collection, intimate is the personality of choice, and it comes across in all facets of the space.

While it sounds difficult to make a 750,000-square-foot hotel intimate, Stephen B. Jacobs Group, PC/Andi Pepper Interior Design, in partnership with NORR Limited, was able to do just that through the concept of deconstructionism. They used this concept of taking something, breaking it apart and putting it together in a different way in order to create a sense of warmth and intimacy in the lobby, corridors and guest rooms, among other spaces in the hotel.

The 406-guestroom hotel is located on the Exhibition Place grounds, southwest of downtown Toronto and overlooking Lake Ontario, on the site of a former enlisted men’s barracks.

Construction began with archaeological excavations, at which time many artifacts and the foundations of the former barracks were unearthed. The design team created a glass reconstruction of the barracks complete with glass floors to display the found artifacts and foundations of the original barracks. Displays at the hotel entrance also showcase replicas of the various uniforms worn by the regiments stationed at the site.

Designing intimacy

hotel x torontoHotel X Toronto joins the Library Hotel Collection hotels in New York City (Library Hotel, Hotel Giraffe, Hotel Elysée and Casablanca Hotel), Prague (Aria) and Budapest (Aria), all established by Henry Kallan, founder of the brand. However, the previous hotels in the collection are boutique-style in both personality and size, making this hotel something of an outlier.

“We had a very big challenge when we confronted the Hotel X Toronto: how to translate the operating style of the Library Collection to a hotel that was as immense as this one is,” said Stephen B. Jacobs, design architect on the project. “Our approach was to break it down into smaller components.”

In order to infuse the large lobby with intimacy and warmth, Jacobs and Andi Pepper, interior designer on the project, used eclectic elements to generate excitement within the space. The hotel’s neutral colour palette is splashed with vibrant pops of royal blue and magenta. Laser-cut Moroccan-style metal discs are suspended from the ceiling next to a modern marble staircase.

Contrasting styles and finishes were used to create interest, such as the floor tiled in highly contemporary polished concrete and mosaic tiles, arranged in an eye-catching pattern. Matt Black, director of brand management at Hotel X Toronto, finds the combination symbolic.

“The lovely stonework, much like Toronto and Canada, is a cultural mosaic,” he said. “This stone is brought together from Asia, Africa and North America. It’s very indicative of the country and city.”

The lobby was separated into secluded seating groups, or ‘living rooms,’ created so guests don’t feel lost in the grandness of the lobby, according to Black. Seating groups are furnished with custom creations by JIS Contract Furniture (which also supplied furniture for the guestrooms) in varying textures and finishes. Potted trees were placed around seating groups to divide up the space and create a sense of privacy.

“Seating groups with higher-backed sofas prevent sound from travelling, and create intimacy,” said Pepper. “For walls, we used mohair cover panels, which look great, but we used them for the soundproofing.”

Over 800 landscape images by Neil Dankoff, a Canadian photographer, can be found throughout the hotel, including a strikingly large piece in the lobby. The hotel’s Kandy Gallery exclusively showcases more of Dankoff’s work.

The main focal point of the lobby is the green wall, which houses over 2,500 individual plants, located behind the reception desk. “The purpose of the green wall is the key to the narrative of all of the live plants that have been brought into the interior,” said Jacobs. “This whole project started with putting a hotel in a garden, so we brought the garden inside. We’re using live plants throughout the hotel, which is an iconic element of what a Library Collection hotel is.”

A roof to remember

Jacobs and Pepper, who are partners both in and out of the office, first met while working on the Gotham Hotel, now the Peninsula, in New York City. Their design for that property included a major rooftop feature, which has become something of a signature for their designs.

Pepper noted the decision to add a rooftop feature to Hotel X Toronto was, “kind of a no-brainer because on all rooftops, you hopefully have good views, but here, not only do you have a fantastic view in every room, but on the rooftop, the view is spectacular.”

Not only does the three-level, 10,000-square-foot rooftop on Hotel X Toronto feature multiple social options for guests, including the Falcon SkyBar (a bar and lounge that is also open to the public), an indoor-outdoor pool and a hospitality suite, but there is also a lawn perched atop the hotel, which is a new feature for Jacobs and Pepper.

“You go up on the roof and see all this greenery, you can put a blanket down and have a picnic. It’s a nice addition that you wouldn’t expect on the roof; an inclined park,” said Pepper. “It’s quite an experience.”

Sustainable mindset

In addition to the aforementioned green roof, which covers over 50 per cent of rooftop space at Hotel X Toronto, the hotel was constructed with sustainability in mind. Drought-resistant plants, which are irrigated using harvested rainwater, were used for landscaping.

hotel x torontoDesigned to LEED Silver standards, Hotel X Toronto features custom LED lighting fixtures by Illumination Lighting throughout the resort to reduce energy consumption, along with DXV low-flow plumbing fixtures to cut down on water usage. Lighting and heating functions are on individual controls to increase their performance and efficiency.

The building was insulated using local and recycled content wherever possible. In addition, low-emitting VOC adhesives, sealants, carpets and flooring were specified.

Parking for the hotel is located underground to reduce the heat island effect. Bicycle parking and storage are also offered on-site to encourage those who prefer not to drive. Electrical charging stations will be installed in the coming months, and there are bicycles for rent offered as well.

Resort-style amenities

Hotel X Toronto is described as an urban resort because of the wide array of amenities it offers to hotel guests. It not only features amenities typical to a hotel such as meeting rooms, ballrooms and other standard spaces but also boasts a 24-hour fitness centre, TEN X TORONTO, which spans over 90,000 square feet. For an extra fee, guests can make a reservation at one of nine squash courts, four indoor tennis courts or a golf simulator.

Canada’s first Guerlain Spa will open this Summer at Hotel X Toronto, enhancing the wonderful athletic and wellness offerings available at Ten X Toronto, which will also be adding a Junior Olympic sized pool in the coming year.

“There’s also 3,000 square foot Play Centre and events for children. It’s inclusive in that way,” added Pepper. “Not only is there a sports complex attached to it, but there’s also one regular movie theatre and one large screening room, along with restaurants. You don’t even have to leave if you don’t want to,” she jokes.

Of course, a hotel in the Library Hotel Collection would not be complete without a library; Hotel X Toronto has two, which are well-stocked with books available for hotel guests to borrow. A selection of books is also provided in each guestroom.

“I am not aware of another building in an urban context that has combined all these features under one roof,” said Jacobs. “There is no question that it is an urban resort.”

Hotel X Toronto opened its doors to guests in March 2018, with grand opening celebrations set to take place later in 2019.

Kavita Sabharwal-Chomiuk is the editor of Canadian Facility Management & Design.

Want more smart buildings? Amp up the collaboration

“Smart technologies are defined by their interconnectedness,” points out an ACEEE report on the smart building markets. The companies that buy and sell them, however, are defined by their disconnectedness.

Intelligent buildings have been a concept for decades (a quick search turns up a research report from 1991). Sustainability thinkers have been advocating them for years, and they’re a hot topic in building trade publications. So why is it that the brightest thing about most buildings remains their always-on lights?

There are many answers to that question: misaligned incentives, lack of accountability for energy costs, the fact that some professionals in the building maintenance sector see standardization and automation as threats to their livelihoods. Those are all topics of discussion, if not sufficient action. But there’s another core issue that’s been largely overlooked: every actor in the smart buildings universe is an island. Here are some of the culprits:

  • Corporations looking to control their energy destiny and improve sustainability often aren’t structured to drive action across the enterprise. Energy-related decision making is decentralized, and local purchasers typically lack the time and expertise needed to make sense of an onslaught of new technologies.
  • Emerging companies in smart building and energy technologies burn through precious capital waiting out the resultant long purchasing cycles and building large sales and business development teams to reach the many levels of decision makers.
  • These teams all target the same commercial and industrial customers with siloed solutions.
  • Established energy service and building technology conglomerates know customers want integrated, comprehensive solutions, but they’re structured to market individual portfolio company products and often hesitate to cross organizational boundaries.

One way to break down these boundaries is to adopt a collaborative business model akin to those sustainability leaders have used to advance fair trade and resource conservation.

What does collaboration look like?

A shared services organization that is customer focused and solutions oriented, and that receives active support from commercial customers seeking integrated solutions and willing to provide needed data, could be the answer. This model would enable emerging companies to go to market more efficiently and could incorporate a vetting component that makes technology capabilities and comparisons transparent for corporate buyers.

We can take a cue from the food world, where various forms of pre-competitive collaboration are increasingly common. Industry organizations in coffee, chocolate, seafood and other sectors bring together key players in the supply chain—importers, processors and retailers, say—to support projects that ensure a sustainable, high-quality supply chain that benefits all participants. Smart building owners and vendors can achieve similar results by working together as an ecosystem.

Many of the products and solutions that smart building technology companies offer are complementary. These companies spend a considerable amount of time and money on marketing and sales, going after the same customers at the same companies. A highly skilled and trusted shared services organization that marketed members’ products in a fair way would get technologies and services to market more efficiently.

It would also address barriers that prevent large corporations from moving forward on energy initiatives: complexity, a lack of familiarity with the technology, and trust. A shared services organization could develop a checklist of everything in a building that uses energy or water; technologies and practices that will make building systems maximally efficient; and specification, purchasing and use guidelines.

In concert with this planning and education tool, the organization could present integrated solutions that meet an enterprise customer’s particular financial, operational, and sustainability goals—for example, a suite of lighting, HVAC optimization, and demand management technologies that shrink the electric load; distributed renewable energy resources that reduce each facility’s dependence on the electric grid along with its carbon footprint; and a control dashboard that orchestrates the whole thing while providing business intelligence.

Who should lead this effort, or something like it? The utility industry is ideally positioned to take this on (and I say this as a former utility executive): they run the backbone energy systems and they have relationships with technology providers and commercial users. Enterprises could also lead by actively seeking integrated solutions, encouraging collaboration among technology companies and service providers, and materially supporting a collaborative approach.

Think forward, not backward
It’s easy to come up with reasons a collaborative approach wouldn’t work, but they’re all based on a status quo mindset positing that something can’t happen because it hasn’t already. The model could take off if we start with an initial commitment to not waste time creating elaborate contractual structures focused on “what if it doesn’t work?” We can find ways to maintain each participant’s intellectual property. If we don’t bog it down from the beginning with nuclear disarmament–level negotiations, we can create a collaborative structure that benefits emerging technology companies, energy conglomerates, corporate enterprises, and the world at large.

A collaborative effort can scale faster, deploy technology faster, and drive innovation into the DNA of an organization faster. If we are willing to work together, we can create the intelligent buildings we’ve all been seeking, but somehow always remain in the future. We just have to care enough to invest the effort.

Bert Valdman is a board member and former CEO of Optimum Energy. This article was reprinted with permission from him and FacilityManagement.com, where it originally appeared.

Ceremonies across B.C. to honour lost workers

British Columbians are remembering workers who lost their lives on the job, at more than 35 Day of Mourning ceremonies around the province on April 28.

Sunday’s Vancouver ceremony begins at 10:30 a.m. at Jack Poole Plaza, preceded by the lighting of the Olympic Cauldron at 10 a.m. Among those speaking in Vancouver are Sadaf Abdul, who will tell her father’s tragic story, and Mike Shaw, who will talk about his life-changing injury on the job.

Presentations from the Ministry of Labour, the BC Federation of Labour, Business Council of British Columbia (BCBC), and WorkSafeBC will honour lost workers. The ceremony, emceed by the Vancouver & District Labour Council, will conclude with a moment of silence, followed by a piper-led honour-guard procession and the placing of roses as a symbol of remembrance.

In 2018, WorkSafeBC accepted 131 work-related death claims, 66 as a result of occupational disease and 65 from traumatic injury, including 24 claims involving motor-vehicle incidents. The highest numbers of work-related deaths by industry subsector were in general construction (30), transportation and related services (20), and public administration (14).

This marks the 22nd year the BC Fed, the BCBC, and WorkSafeBC have jointly hosted a public commemorative ceremony for the Day of Mourning in Vancouver.

“On April 28 every year, we commemorate the workers who have been killed, injured, or become ill because of their work. In 2018, 187 workers did not return home or passed from work-related illnesses. That’s nearly four workers every week,” says Laird Cronk, President of the BC Federation of Labour:

“The National Day of Mourning is a day for sombre reflection, but also a collective call to action. We must do more to protect workers in B.C.”

M.C. Janitorial Systems: All in the Family

For years, Canada has lived in the shadow of the United States as the land of opportunity despite the fact it’s one of the most open countries to immigration in the world, boasting the highest proportion of foreign-born inhabitants of all the G7 member nations. Immigrants have historically chosen Canada as their new home because it offers a safe haven and economic opportunity. The latter, combined with the country’s obligations within the newly created North Atlantic Treaty Organization (NATO), was behind the second and largest wave of Italian immigration in the 20th century. Between 1950 and 1970, Canada welcomed nearly half a million newcomers, which came to comprise 70 per cent of the Italian Canadian population. Among them was Joe Mastroianni and his wife of one year, Irma, who arrived in Toronto in 1958.

“We travelled here to improve ourselves,” says Joe, who originates from Calabria, Italy.

But shortly after their arrival, Joe longed to return to his hometown of San Mango D’Aquino in the province of Catanzaro, believing at the time that he had left a better life behind.

“It took us a month to find a room to rent and I (initially) had no job,” he explains, adding they relied on the goodwill of a local church-run food pantry for weekly groceries. “All I wanted to do was make $500 and leave.”

Though dismayed by his circumstances, Joe was determined to land work. Like many who immigrated to Canada after the Second World War, he found employment in a physically labourious field – construction. Earning just $1 an hour, Joe knew it would take some time to meet his monetary goal, so he quickly looked to supplement his income. With little formal education and English his second language, Joe’s options, however, were limited.

“I took whatever work I could get,” he says.

This included helping a realtor show houses, selling oil furnaces and then stainless steel cookware for Cook-O-Matic. By this time, Joe had settled into his new life in Toronto, having welcomed a daughter in 1961. But his sales abilities proved successful and the company relocated him to Australia, where he remained for three years. Soon after his return,
Joe parted ways with Cook-O-Matic when his job became solely commission-based and joined Canada Foil. Little did he know at the time that the move would be life-changing.

“I asked a guy in the factory (who also worked elsewhere) if he needed help with anything, and he threw a couple cleaning jobs my way,” says Joe.

Armed with a new skillset and fuelled with a desire to better support his family, Joe actively sought out his own clients. One of the first persons he approached was the owner of Wycliffe Property Management Ltd., who awarded him a contract in 1972, to clean a medical building. With time and the assistance and support of his wife, Joe took on all of Wycliffe’s cleaning needs, which he has sustained to this day.

“After the medical building, I was asked to clean a bunch of model suites and then the subdivisions before occupancy, totalling about 7,000 homes,” he says.

Throughout the ‘70s, Joe, who had branded his newfound business East-West Contractors, saw success, which allowed him to leave his job at Canada Foil; however, it was a second big contract that took his flourishing janitorial company to the next level. In 1978, he was hired by Tridel to clean its newly built Village by the Grange, a mixed-use condominium development that required him to staff up. Joe’s relationship with the real estate developer, established five years prior when he was first hired to clean the project’s construction offices and model suites,
was key to nabbing the job.

As the years went on, Joe’s cleaning team and clientele grew along with his family. Though his wife is no longer involved in the business, his daughter (and sole child), Tina, and son-in-law, Mike, play prominent roles, serving as the company’s vice-president and head of post-construction and floor maintenance, respectively. But it’s his granddaughter, Claudia, who he sees inheriting the business, so much so that he changed the company’s name to M.C. Janitorial Systems in 1996, when she was just a toddler.

“I have two granddaughters, Marisa and Claudia, and I renamed the company after them because they are the best people in my life,” says Joe proudly. “At that time, I hoped one day one or both would take it over, though I never pushed. The choice was always theirs.”

While Marisa has pursued another path, Claudia is now a leading figure in the company having quickly moved up the ranks from office assistant to assistant managing director. Her decision to fulfill her grandfather’s dream came in Grade 12, and was a bit of a shock, albeit a good one, to her family.

“I think my parents and grandfather thought I was joking when I first told them because it’s not something a typical 18-year-old would say,” says Claudia with a laugh. “Once I explained I wanted to be part of a company that not only supported me but my immediate and extended family, as well as more than 100 employees, they realized I wasn’t kidding.”

Having a plan in place also substantiated she was serious about her chosen career path; Claudia had already applied to one of the top business schools in Canada – Ted Rogers School of Management at Ryerson University. To her delight, she was accepted to the prestigious institution where she studied business law and entrepreneurship. In 2014, she graduated with a bachelor of commerce, which prepared her to join M.C. Janitorial Systems full-time.

Now, five years later, Claudia’s formal schooling is well behind her, though her education hasn’t ended. She recognizes lifelong learning is key to the company’s continued prosperity.

“If you’re not regularly improving your knowledge and skills, then you risk not being able to adapt to the ever-changing needs of existing and potential clients, as well as stagnant business growth and possible failure,” she says.

This is a real possibility given the Toronto commercial cleaning industry is oversaturated, though M.C. Janitorial Systems is in a good position to actually gain more market share. With an established customer base that still includes Wycliffe and Tridel, as well as Tridel-affiliate DelSuites, Bayview Summit Realty Inc., Metrus Properties Ltd. and Condor Properties Ltd., among others, the business service contractor has garnered a reputation for its strong work ethic, first-rate customer service, and well-trained and loyal staff, some of which have been with the company for upwards of four decades. Administrator Maria Toro is one such person. Both Joe and Claudia consider her part of the family and recognize her years of service have contributed to the company’s overall achievements. Today, M.C. Janitorial Systems maintains more than 2 million square feet of cleanable space in the Greater Toronto Area (GTA). Its clients span the commercial, industrial, condominium and hospitality sectors, with 20 per cent of business deriving from DelSuites’ corporate housing – a hotel alternative for business people travelling for an extended period of time, usually 30 days or more.

“In 2018, we hit a milestone of servicing about 400 of these furnished rental suites in the GTA,” notes Claudia.

Over the next five years, M.C. Janitorial Systems aims to strengthen its foothold in the commercial building industry, specifically among medical office centres. While geographic growth is not a major goal at this time, Claudia says the company would entertain it if the right opportunity presented itself. As for the company’s succession plan, there’s no finite date that Joe will officially hand over the reins, nor does he ever intend to not come into the office.

“Who created me will decide when I retire,” says the soon-to-be 83-year-old. “If you love what you’re doing and your mind still works, why stop? Age is just a number.”

Clare Tattersall is the editor of Facility Cleaning & Maintenance.

Photos by Miguel Hortiguela.