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Honouring 85 years of excellence in food and beverage processing
On the occasion of Food in Canada’s 85th anniversary, I’d like to take a moment to reflect on the remarkable journey of the food and beverage processing industry in Canada.
In this anniversary-focused issue, my team has curated a collection of articles and columns celebrating the rich history and achievements of Canada’s F&B processing industry. On page 13, we take in-depth look at how World War II and the years after shaped the industry. We also spotlight some of the companies that have been in operations for 85+ years, including Lassonde (pg 18), Harvest Meats (pg 22) and Purdys Chocolatier (pg 25). Additionally, our esteemed columnists offer valuable insights into various aspects of the industry: food law (pg 9), food regulations (pg 10), food innovation (pg 11) and food packaging (pg 30).
Interesting facts
As we delve into the history of the food and beverage processing in Canada, here are some fascinating tidbits from the time Food in Canada started to cover the industry:
• The first tomato juice was packed in 1930.
• Foodstuffs were often packaged in tins in the 1930s.
• Canada supported 9,000 food plants in 1938.
• The total value of shipments reached $1,440,605,337 in 1942.
• The Wartime Prices and Trade Board implemented price freezes and wage stabilization programs during World War II.
• In the 1940s, plans were put in motion to convert some milk drying facilities into powdered egg processing plants to meet the high demand of eggs from the U.K.
• In 1941, Great Britain was sent twothirds of Canada’s salmon pack.
• The 28-oz size became the standard size of canned foods in 1942-’43. The traditional size of cans before that was 26-oz.
• The quantity of bacon shipped to the U.K during the five war years totalled a little over 2.7 billion lb and almost equalled the total volume shipped between 1916 and 1939.
• Consumer rationing of meats, price controls and the practice
Nithya Caleb
of having meatless days in public eating places ended in 1947.
• In 1947, Canadian breweries produced 160.9 million gal of beer, ale, stout and porter.
• In the late 1940s, the introduction of four and six bottle carry-home cartons bumped up the sale of soft drinks.
• Canada banned the import of frozen food products from the U.S. in 1948-’49.
• In 1948, creamery butter production declined by 6 million lb, so Canada imported 15.5 million lb of butter from Australia, New Zealand and Denmark.
• Margerine became a permanent fixture in the Canadian market by 1949.
• Canada’s first continuous buttermaking machine went into production in 1951 in Edmonton.
• The first ‘food freezer plans’ started to surface in 1952, allowing consumers to buy frozen foods in bulk or case lots.
• In 1952, retail sales of frozen foods increased by 150 per cent over the previous year, with a similar gain seen for 1953.
As we celebrate this milestone, I invite you to join our team in reflecting on the past, celebrating the present and looking forward to the future of the food and beverage processing industry in Canada. Thank you for being a part of this incredible journey.
Nithya Caleb ncaleb@annexbusinessmedia.com
Coca-Cola enters the prebiotic soda market
Coca-Cola debuts Simply Pop, its first prebiotic soda. Aimed at wellness-focused Gen-Zs and Millennials, Simply Pop includes no added sugar, 6 g of prebiotic fibre and 25 to 30 per cent real fruit juice from concentrate. The soda is available in five flavours — strawberry, pineapple mango, fruit punch, lime and citrus punch — and will be offered in 12-oz., shelf-stable cans, initially in the U.S.
News> file
Nutri Group acquires new facility
The Nutri Group, a Quebec-based egg grader and processor, acquires a building in the Olivier-Chalifoux industrial park, St.-Hyacinthe, from Saint-Hyacinthe Technopole. Located next to its current facilities, the approx. 83,150-sf building will be used to carry out several developmental activities, which haven’t been fully spelt out by the company.
Sébastien Léveillé, CEO of Nutri Group, Claudia Désilets, Nutri Group board chair, Karine Guilbault, general manager of Saint-Hyacinthe Technopole and Patrick Malo, president of Saint-Hyacinthe Technopole near the new facility.
KEY ACQUISITIONS
PIC launches supply chain program
Protein Industries Canada introduces the $3-million Strengthening the Canadian Supply Chain Program to support Canadian companies in the development or reformulation of products for the domestic market. The program aims to help ingredient manufacturers and food processors remain competitive amidst ongoing trade uncertainties with the U.S. The program will reimburse up to 75 per cent of eligible costs up to a maximum project cost of $200,000. The projects are required to use Canadian feedstocks or ingredients.
Amalgamated Dairies granted up to $12M
The Atlantic Canada Opportunities Agency makes an investment of up to $12 million in Amalgamated Dairies, Summerside, P.E.I. The funding will help the dairy farmer-owned co-operative modernize its milk receiving and processing operations and invest in new automated cheesemaking equipment. The co-operative processes about 120 mL of local milk per year.
> PepsiCo acquires prebiotic soda brand Poppi for US$1.95 billion, including US$300 million of anticipated cash tax benefits for a net purchase price of US$1.65 billion.
> Celsius enters into a definitive agreement to acquire Alani Nutrition for US$1.8 billion. The transaction will combine two growing, scaled brands in the energy drink category. Alani Nu will operate within Celsius, and some members of the Congo Brands’ (which used to operate Alani Nu) leadership team have agreed to continue as advisors to Celsius.
> Sammontana Italia Group, through its newly formed North American entity, Sammontana North America, signs an agreement to acquire La Rocca Creative Cakes. Operating from its Toronto facility, La Rocca Creative Cakes produces over 120,000 premium cakes each week on average, supplying retail stores across North America. In 2024, La Rocca generated over $70 million in revenue.
CFIA suspends Booby Food’s licence
The Canadian Food Inspection Agency (CFIA) suspends Calgary-based Booby Food’s Safe Food for Canadians licence. The suspension prohibits the company, which freeze dries breastmilk, from conducting any activities under licence # 6GLGM9X4. The suspension stems from the company’s failure to meet several regulatory requirements. If the company fails to take corrective action within 90 days, CFIA may cancel the licence.
Nortera expands Ontario warehouse
Nortera expands its frozen warehouse in Strathroy, Ont. The 100,000-sf expansion at the cost of $25 million increases Nortera’s capacity to store, process and transport frozen vegetables across Ontario. As part of the project, 8,705 pallet positions of new double-deep racking systems were installed to improve operational efficiency.
Health Canada permits use of new lipase enzyme
Health Canada authorizes the use of lipase from Komagataella phaffii (K. phaffii) LALL-LI2 in bread, white flour, whole wheat flour and unstandardized bakery products. This follows a pre-market premarket safety assessment of lipase from K. phaffii LALL-LI2 for use as a food enzyme upon receiving a petition to use this enzyme at the level of “Good Manufacturing Practice,” which has been granted.
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UFood safety in a time of uncertainty
Dr. Amy Proulx
ncertainty is one of the most certain things in our current political and regulatory landscape. Many food companies face significant dilemmas: tariffs, shifting import and export requirements, uncertainty in inspection from U.S. partners and economic uncertainty affecting costs. Within the U.S. alone, drastic changes have been made to food safety systems, and this impacts the Canadian sector. So it is crucial for us to stay informed.
Reduced inspections and oversight
Cutbacks have hit food inspection regulators in the U.S. With fewer USDA and FDA staff, there will be fewer inspections of food production facilities, less monitoring of safety protocols and potentially longer intervals between audits. This could increase the risk of contaminated or unsafe food reaching the market. A lack of oversight could heighten risks of microbiological hazards and allow for an increased probability of recalls.
Delays in regulatory approvals and guidance
With government staff cuts, there’s likely to be a slowdown in reviewing food safety management plans, processing permits and providing technical guidance. The U.S. traditionally had one of the world’s best government-funded agri-food extension and education systems, but cutbacks to the National Institute of Food and Agriculture will reduce food safety extension programming. Cutting government experts will slow progress and limit new product launches.
Inconsistent enforcement
When agencies lose experienced personnel, the consistency and quality of regu-
Canada’s reputation for safety and stability is our strength in this uncertain time.
latory enforcement can suffer. Different inspectors may interpret guidelines differently, leading to confusion and inconsistent compliance expectations. Companies exporting to the U.S. may be challenged, as aligning with FSMA or USDA requirements could become more complicated if the standards aren’t enforced uniformly. Weaker oversight increases the chance of undetected food safety issues. If a company’s product causes an outbreak or recall due to insufficient monitoring or guidance from regulatory bodies, the financial and reputational damage could be severe.
Impact on international trade
Canada is already noting reduced confidence in U.S. imports, while Canadian exports have temporarily remained strong because of the current low value of the Canadian dollar. In terms of international exporting, the United States provided some of the most widely adopted food safety assurances. If USDA and FDA oversight weakens, other nations may question the safety of American food products, leading to additional scrutiny, testing or trade restrictions. This could complicate export opportunities for U.S. food companies.
Staying the course
When food companies are facing financial uncertainty, high-cost activities are often
cut. Finance professionals view food safety as an expense but that is wrong. Food safety and QA reduce manufacturing errors, waste and the risk of costly recalls. By reducing errors, productivity increases, thereby improving profitability. Food safety and QA teams should reflect on their own productivity to continue demonstrating their value to the company.
As a less populous country with a disproportionately large emphasis on agriculture and food products for export, Canada often relies on its largest trading partners to inform food safety and regulatory frameworks. In the current political climate, we cannot be reliant on the U.S. for consistency and steadiness in policy.
Building new collaborations
The system functions because the scientific community builds consensus across a diversity of expert opinions and research from global organizations. Historically, the United States played a major role in defining our consensus for food safety, but it’s time for Canada to step up and fill the void. In today’s unstable government landscape, we must collaborate with our allies in the European Food Safety Authority, the United Kingdom Food Standards Authority, Food Standards Australia New Zealand and other industrialized countries, along with the United Nations World Health Organization and Food and Agriculture Organization. Canada can take a major leadership role in this time. Our reputation for safety and stability is our strength in this uncertain time.
Dr. Amy Proulx is professor and academic program co-ordinator for the Culinary Innovation and Food Technology programs at Niagara College, Ont. She can be reached at aproulx@niagaracollege.ca.
CReflections on the evolution and future of food law
Katrina Coughlin
ongratulations to Food in Canada on its 85th anniversary. It’s an impressive achievement and one that makes the publication older than Canada’s Food and Drug Regulations, which came into force in May 1949. That said, the development of the regulations started 29 years earlier, in 1920, the same year the Food and Drugs Act was first introduced, replacing the Act to Prevent the Adulteration of Food, Drink and Drugs, which was in effect since 1875.
In the decades that have followed, food law in Canada has evolved, adapting to changing consumer demands, industry advancements and shifting government priorities. While some of the most substantial changes occurred in the last three decades, the coming decades may prove even more significant. As new challenges and opportunities arise in the agri-food industry, Canada’s laws and regulations must be able to keep pace.
Consumer focused approach
One of the first major developments in food law was the shift from legislation focused on adulteration and food standards to a more consumer-oriented approach centred around labelling and informed purchasing decisions. This trend continues to this day with the relatively recent changes to nutrition and ingredient labelling and the introduction of front-of-pack nutrition symbols. In today’s digital world, where consumers have access to more information, misinformation and disinformation than ever before, clear, meaningful food labels will be essential to promoting the health and safety of Canadians.
The creation of the Canadian Food
Inspection Agency (CFIA) in 1997 heralded another shift in Canada’s approach to food regulation, with an increased focus on food safety and regulations for recalls. Canada took an innovative approach with CFIA by having one agency for food safety, plant protection and animal health. This integrated approach has allowed for a broad view of Canada’s food supply and co-ordinated response to issues such as BSE and avian influenza, which will continue to benefit the industry as new risks emerge across the food supply chain.
More recently, Canada’s food law framework underwent a significant overhaul with the introduction of the Safe Food for Canadians Act and Regulations The Act includes enhanced compliance and enforcement measures to address unsafe food. It also provides for recognition of foreign food safety systems. It does not, however, create the type of international harmonization of food laws and regulations that some in the industry have long been calling for.
Ron Doering, counsel to Gowling WLG, observes, “Looking back over the 22 years since I started this column, it is remarkable to see how many topics kept recurring. One of these is the issue of regulatory harmonization with the U.S. American multinational companies were surprised to learn we have different laws and couldn’t understand why we didn’t just adopt all U.S. regulations. Over the years, I wrote seven articles on the topic including one titled ‘Canada: not the 51st state’. The issue is not going away, and with the arrival of Trump, it has no doubt taken on a whole new complexion.”
While harmonization may seem like an attractive option to reduce regulatory
burden and increase market access, it remains unclear whether the risks outweigh the rewards. Canada has proudly promoted its science-based approach to food regulation and policy and will not lightly cede any responsibility or authority as it relates to food safety.
Agri-food law scholar Dr. Don Buckingham notes, “[As] new food products hit the market—like cellular agriculture food, designer CRISPR technology foods and mycoproteins—new regulations will be required to assess the safety of these products. Government regulators will need to be vigilant to keep up with regulations that will keep the food supply safe and yet capable of being innovative.”
Canadian food law has evolved significantly over the past 85 years and there is no end in sight. Consumer demands, scientific developments and innovation will continue to push the boundaries within our food supply, and with it, our approach to food regulation.
Katrina Coughlin is a partner in the Ottawa office of Gowling WLG, specializing in food and drug regulatory law. Contact her at katrina.coughlin@gowlingwlg.com.
HA historical perspective of Canada’s food regulations
Gary Gnirss
istory is a tapestry woven by the threads of life. As Food in Canada magazine celebrates its 85th year, we reflect on the key events that have shaped our present. In 1942, Canada released its first food guide, known as ‘Canada’s Official Food Rules,’ which became known as ‘Canada’s Food Guide’ in 1961. The 2019 version saw significant changes, such as moving away from recommended serving sizes.
In the 1950s, Canadian food laws began transforming into the form we can recognize today. The Food and Drugs Act (FDA) came into force on July 1, 1954. This foundational food law would continue to evolve, particularly in the 1960’s effort to modernize the governance of food additive, the repeal of voluntary fortification of wheat flour in mid-1970s and its reconsolidation in the 1980s. The most recent significant amendment occurred on Dec. 18, 2024, which, among other changes, repealed food standards and incorporated them by reference into the Canadian Food Compositional Standards.
Modernization efforts
The Guide for Food Manufacturers and Advertisers was introduced in 1961. It served an essential role for decades, broadening the understanding of food regulations. In 2014, the Guide was retired. However, a large part of it made its way into the Canadian Food Inspection Agency’s (CFIA’s) webbased Industry Labelling Tool, where it continues to evolve.
Consumerism was perhaps the story of the 1970s. The Consumer Packaging and Labelling Act (CPLA) came into force in 1974. It consolidated 15 labelling-related
statutes. Metrication was a feature of these new rules. On Jan. 15, 2019, food regulations s were withdrawn from CPLA and assumed under the Safe Food for Canadians Act and Regulations
updated nutrition labelling. Its influence on front of package nutrition symbol labelling (sugars, sodium and saturated fat), introduced in 2022 and will be implemented in 2026, is also apparent. In 2022, new supplemented food regulations also came into force. These rules provide for discretionary addition of supplemental ingredients to foods, including certain vitamins, minerals, amino acids and other substances such as caffeine.
Consumerism was perhaps the story of the 1970s.
Federal laws challenged
The constitutional authority of federal food laws was challenged in the now infamous 2018 ‘Free the Beer’ case when Canada’s breweries convinced the Supreme Court the federal government had no authority to enforce standards, as beer couldn’t be sold across provincial borders.
Labelling laws
Perhaps the most significant event in the 1990s, other than the pent-up fears of Y2K, was CFIA’s creation in 1997. This consolidated the inspection and enforcement activities of several federal departments, such as those under Health Canada, Fisheries and Oceans and Agriculture Agri-Food Canada. The various commodity laws were not consolidated until 2019, when Safe Food for Canadians Act (SFCA) came into force.
The new millennium began with one of the most significant changes to food labelling in Canada in decades—the introduction of mandatory nutrition labelling in 2002. The level of prescription of these rules has set the tone for subsequent rules including those in 2016 that revised ingredient labelling and
In 2011, FDR was amended to require foods to be labelled for priority food allergens, gluten sources and sulphites. In 2012, FDA was amended to provide for the creation of marketing authorizations (MAs), which were then used to modernize the governance of food additives. Fifteen food additive tables were set up. These were incorporated by reference under their corresponding MA. These MAs were repealed in Feb. 2025 following the incorporation by reference of and the updating of food additive tables on Dec. 18, 2024.
History’s threads that are woven through time connect the past to the present. It should also be obvious that change does not occur quickly. While we are currently in a dynamic period of regulatory change, those are the results of past efforts. Currently, CFIA is considering the modernization of outdated food standards. There are also proposed regulations on enhanced food labelling from 2019 that CFIA will one day consider reintroducing. They targeted modernizing best before dates, the presentation of information on labels, flavour and highlighting ingredient labelling, among other things. CFIA has in the past also been thinking of revising its guidance on ‘Product of Canada’ and ‘Made in Canada’ claims. Perhaps this might become a front burner due to the current trade war with the U.S.
Gary Gnirss is president of Legal Suites, specializing in regulatory software and services. His email ID is president@legalsuites.com.
F85 years in food innovation
Dana McCauley
rom wartime rations to labgrown meat, the last 85 years have been a wild ride for food innovation. What we eat—and how we produce it—has transformed beyond recognition, driven by science, technology and a hunger for a better future. As we chart our course toward the future, it may inspire us to look back on some of the most transformative innovations that shaped the food industry’s modern era.
The World War II era
During the 1940s, Clarence Birdseye created the equipment and processes needed to enable quick freezing at an industrial scale. His ingenuity made it possible to transport and store food for long periods.
Lesson for the next 85 years: By finding inspiration in everything from Inuit preservation techniques to cutting-edge industrial production systems, Birdseye facilitated the creation of the entire frozen foods industry. The influence of this innovation during a period of widespread food insecurity is hard to overstate, and it evolved out of Birdseye’s openness to experimentation and systems thinking— qualities that today’s food innovators should seek to emulate.
The post-war era
The 1950s and ’60s saw the advent of the ‘one-stop-shop’ supermarket and quick-service restaurants. Both models took cues from wartime advancements in logistical efficiency and economies of scale to make food cheaper and more accessible than ever, helping to establish abundance and convenience as key defining values of the contemporary North American lifestyle.
Lesson for the next 85 years: As we move into the future, food innovators should continue to emphasize affordability and accessibility while striving to deliver a greater commitment to health and sustainability so that we can offer consumers a win-win value proposition.
giants like IBM, and the collective buy-in of the diverse and intensely competitive food manufacturing and retail sectors. Its success serves as a reminder that broad and ambitious cross-sector collaboration is not just possible but an essential ingredient in solving the innovation problems that await us.
The sustainability era
The past 85 years of food innovation stand as proof of our ability to create groundbreaking solutions, offering both inspiration and optimism for the worldchanging advancements yet to come.
The IT era
On June 26, 1974, at 8:01 a.m., the first universal product code (UPC) on a retail item was scanned at a supermarket in Troy, Ohio. By the end of the 20th century, the UPC system was already living up to its name, enjoying nearuniversal adoption rates throughout the food sector and beyond. This innovation, so ubiquitous now that we take it for granted, facilitated drastic improvements to inventory control, reductions in food waste and lower distribution costs throughout the entire food value chain. Lesson for the next 85 years: The success of the UPC system required the vision of innovators like Joe Woodland (who first conceptualized the UPC barcode back in the 1940s), the technical expertise of IT
In 2013, researchers at the University of Maastricht produced (and ate!) the world’s first lab-grown beef burger. This sparked broad public conversations around sustainable alternatives to animal proteins. It also ushered in a new golden age of food science as work on cellular agriculture, precision fermentation, and plant-based meat analogues quickly began to proliferate.
Lesson for the next 85 years: The 21st century has challenged us to re-examine our relationship with food, given its unique position at the nexus of sustenance, taste, culture, ethics, health and sustainability. Efforts to shift diets to align with a sustainable future will depend largely on our success in creating alternative proteins with the taste, texture and price point that can compete with conventional meat.
The foodtech era
The food landscape is being reshaped by groundbreaking technologies—from artificial intelligence-driven analytics and autonomous foodservice robots to biotech-enabled personalized nutrition and cell-cultivated coffee. Predicting where today’s innovations will take us is no easy task, and history suggests we’ll never get it exactly right. But one thing is certain: as transformative as the last 85 years have been, the next 85 will be even more remarkable.
Dana McCauley is CEO of the Canadian Food Innovation Network, which funds foodtech projects, stimulates collaboration, and fosters a growing community of F&B professionals. Visit www.cfin-rcia.ca to become a member for free.
FFrom talk to action: Fixing Canada’s innovation gap
Andreas Duess
or decades, Canada’s food and beverage industry has grappled with a persistent challenge: lagging productivity that threatens our global competitiveness. According to Andrew Coyne of Globe & Mail, our productivity sits at just 70 per cent of the U.S. level. Peter Morand, former dean of science and engineering, University of Ottawa, pointed out in a recent LinkedIn post out that our government has tried to overcome this problem by pouring money into ‘innovation initiatives’ run by government programs and higher education. We’re still falling short.
The real issue isn’t a lack of innovation. The problem is implementation.
Where Canada gets it wrong
Coyne rightly points out that we invest heavily in higher education and research but see little return in productivity gains. That’s because innovation isn’t just about knowledge creation—it’s about applying that knowledge effectively. And in food and CPG, this gap is painfully clear.
For years, the food industry has been told to ‘innovate’ without clear, actionable pathways. Government grants and post-secondary partnerships exist, but they often lack real-world application. Meanwhile, SMEs—the backbone of our industry—struggle to turn data, research and technology into tangible growth. Instead of enabling business-led innovation, Canada has created a system where R&D is often outsourced to academic institutions that are disconnected from the realities of commercial markets. Canada’s policy framework doesn’t prioritize business-led innovation unlike the U.S. and the E.U.
The path forward
If we’re serious about closing the productivity gap, we need a radical shift in how we think about innovation.
Empower SMEs to lead innovation: Instead of pushing R&D funding toward universities with little commercial accountability, we need programs that incentivize businesses—especially SMEs—to adopt and deploy new technologies in real-world settings.
Bridge the gap between research and market execution: More public-private partnerships should be structured like
The companies that will survive and thrive aren’t necessarily the ones with the best product ideas—they’re the ones that can use data and AI to rapidly adapt to consumer demand, optimize production and make better decisions faster. Yet, many Canadian food businesses still rely on intuition over insights, gut feelings over algorithms. The result? The majority of newly launched products fail.
According to Aaron Skelton, CEO of the Canadian Health Food Association, “We see new brands join our organization and work incredibly hard to succeed in market. Sadly, the average time many last is just around two years, when they don’t renew their membership and disappear.”
Imagine if we treated data and AI as the foundation of business strategy rather than a niche tool. Here’s what that would look like:
If Canada wants to compete on a global scale, we need policies and investments that turn research into realworld business outcomes.
venture-backed innovation labs, where new ideas aren’t just researched but rapidly prototyped, tested and launched.
Rethink productivity metrics: Right now, we measure innovation in terms of patents, research papers and academic output. We should be measuring it in terms of commercialization success, such as new products launched, efficiency gains and revenue impact.
Make AI adoption a priority
The future of food is driven by AI and data. Canada should treat AI-powered food innovation as a strategic sector, much like biotech or clean energy, and provide dedicated support.
AI-powered product innovation: Instead of guessing which new flavours or formulations will succeed, AI can analyze consumer sentiment and purchasing trends to predict demand before a product hits shelves.
Hyper-personalization: As consumer expectations shift toward individualized nutrition, AI can help brands develop highly targeted offerings that cater to evolving needs.
Data-driven market entry: Many food brands launch products based on anecdotal evidence. AI can remove the guesswork, using real-time consumer behaviour insights to determine exactly where and how to launch.
Canada has no shortage of talent or ideas. But they alone don’t build a knowledge-based economy. Execution does. If Canada wants to compete on a global scale, we need policies and investments that turn research into realworld business outcomes.
Andreas Duess, CEO of 6 Seeds, is on a mission to help the food sector thrive in a world transformed by AI, data, and shifting consumer behaviours.
THE INDUSTRY’S JOURNEY THROUGH war and peace
How World War II and the years after shaped Canada’s F&B processing industry
—
BY NITHYA CALEB —
We continue our 85th anniversary coverage by going back to the beginning. Our first issue was published in 1940, when the world was in the middle of a devastating global war. While the first issue is lost to history, subsequent editions provide valuable insights into the evolution of the Canadian food and beverage processing industry. Since 85 years is a long time to compress into a couple of pages, this article will focus on the period between 1940 and 1953. This era witnessed significant advancements in technology, shifts in consumer preferences and, of course, the impact of World War II.
IMPACT OF WORLD WAR II
World War II had a profound effect on the Canadian food and beverage processing industry. The war increased demand for food products, leading to a surge in production and sales. In 1939, the total value of shipments reached $879,291,775, climbing to $1,440,605,337 by 1942. The Wartime Prices and
Trade Board implemented price freezes and wage stabilization programs to manage the industry’s growth. During the war, Canada signed a bacon contract with Britain, which required the shipment of 425 million lb of bacon to England in 1940-41. To ensure sufficient quantities for export, the Canadian Bacon Board restricted domestic consumption.
TECHNOLOGICAL ADVANCEMENTS
Food was often packaged in tins in the 1930s. During the war years, paperboard packaging became dominant as aluminum was in short supply. The late 1940s and early 1950s saw significant technological advancements in food processing. Canada’s first continuous buttermaking machine went into production in 1951 in Edmonton. Continuous vacuum stuffers and highspeed cutting machines were introduced, revolutionizing the industry. These innovations reduced clean-up time, maintenance costs and operator fatigue while increasing productivity and product quality.
GROWTH OF THE FROZEN FOOD INDUSTRY
The frozen food industry experienced substantial growth during this period. In 1948, the total pack of frozen vegetables increased from 30,060,000 lb in
1955 to 32,480,000 lb in 1956. The frozen fruit pack also grew, from 27,681,000 lb to 29,000,000 lb. The introduction of new fluid milk products, such as two per cent partly skimmed milk, became an overnight success with Canadian consumers.
The industry faced challenges with imports, particularly from the United States. Prior to 1951, Canada produced 90 per cent of U.S.’s frozen vegetable requirements, with only 10 per cent being picked up by imports. By 1956-57, imports from the U.S. took 58.5 per cent of the domestic market, with the remaining 41.5 per cent supplied by Canadian frozen vegetable processors.
DAIRY INDUSTRY DEVELOPMENTS
The dairy industry also saw significant changes during this period. In 1948, overall milk production amounted to 16.6 billion lb, with Canadians consuming the equivalent of 16.4 billion lb of milk in all dairy products. Creamery butter production declined, necessitating imports from Australia, New Zealand and Denmark.
Cheddar cheese production totalled 86.7 million lb, with 50 million lb going to the U.K. to meet the commitments of
a cheese contract between Canada and the U.K. Ice cream production in 1948 was up by 7.3 per cent over the previous year, reaching more than 25 million gallons.
CONFECTIONERY INDUSTRY CHALLENGES
The confectionery industry faced significant challenges due to heavy taxation. During the war years, the sector was hit with a 30 per cent excise tax on top of an eight per cent sales tax. After the war, the tax burden was eased, but in September 1949, the government reimposed them. The industry received some relief with a reduction of the excise tax to 15 per cent, but the sales tax was increased to 10 per cent.
Despite these challenges, the confectionery industry demonstrated good growth. In 1957, the industry’s sales action was estimated at over $30 million.
CANNED FOODS GROWTH
A steady increase in the consumption of canned foods was evident during this period. The Canadian canned soup industry saw rapid growth, with the volume of soup cans utilized increasing from 128 million in 1936 to 300 million by 1946.
From our archives: Old issues of Food in Canada including an article about Rolite covers replacing netting. Remember that?
The total Canadian production of canned foods grew from 112 million cans in 1923 to over 1 billion cans by 1947. This remarkable growth in canned food consumption was driven by the industry’s efforts to meet changing consumer preferences and the introduction of new products. The sector did face import pressure, with the production of processed fruits in Canada increasing by 51 per cent while imports climbing by 380 per cent.
CONSUMER PREFERENCES, MARKET TRENDS
Consumer preferences and market trends played a significant role in shaping the industry during this period. The introduction of frozen orange concentrate in 1949 was an instant market success. In 1950, the frozen food industry went truly national, with western frozen food operators entering the eastern market and eastern plants starting to ship to the Prairies and B.C. By 1950, every frozen food processor carried a fro-
zen Florida or California orange concentrate, expanding their juice lines to include lemon, grapefruit, grape and lemonade. The first ‘food freezer plans’ started to surface in 1952, allowing consumers to buy frozen foods in bulk or case lots. Retail sales of frozen foods increased by 150 per cent over the previous year, with a similar gain seen for 1953.
The food and beverage processing industry in Canada during this period was diverse, encompassing various sectors such as dairy, fruit and vegetable processing, baking, confectionery, and brewing. The industry saw significant investments in plant construction, renovation, and rationalization programs, which contributed to its growth and modernization. The elimination of price controls and consumer rationing of meats in 1947 marked a shift towards a more market-driven economy.*
* This article was written using data sourced from previous issues of Food in Canada
AGILITY IN ACTION
How Canadian beverage manufacturers can embrace flexibility and navigating changing trends and regulations.
As consumer preferences shift, so too must Canadian beverage manufacturers. From healthier options and speciality ingredients to sustainability and automation, adapting to new customer and market trends must now be a core business component. Marisha BenTchavtchavadze, Process Engineer and Partner at LAPORTE Consultants, co-leading the food and beverage team in the Montreal office, and Corey Hiller, Partner and Process Lead, based in Toronto, share their engineering insights on how Canadian beverage producers can accommodate the changing industry while balancing innovation and compliance.
What are some of the key trends currently shaping the beverage manufacturing industry?
MBT / Diversification is an important trend. Customer tastes are rapidly shifting, and manufacturers require their production facilities to quickly adapt to meet market demands. This inherently requires facilities to be more flexible and agile – for example, having a dedicated production line for each SKU would be operationally and financially
inefficient. Production lines need to be designed to produce multiple SKUs and accommodate future beverage trends with minimal investments. Functional ingredients have become a trend as well. How do you make beverages that are more attractive to a population that really wants to know about performance? The impact of new ingredients on product design must always be taken into consideration.
Aseptic design is increasingly in demand. This highly regulated process requires sterility to be maintained from the thermal step to the packaging step. Beverage facilities adopt aseptic design to ensure product safety and to provide shelf-stable products that do not require refrigeration as well as extend shelf-life.
CH / Environmental sustainability has also come to the forefront. Companies are willing to invest in sustainable projects because they see the environmental benefit –it’s not just about the traditional ROI. Food and Beverage Production facilities have incredible potential to increase sustainability to reduce their environmental footprint, meet regulatory requirements, and appeal to eco-conscious consumers.
How important is flexibility in modern beverage manufacturing?
CH / Manufacturers are replacing equipment to increase flexibility and accommodate a larger variety of products. Facilities need to have sanitary modular designs to be able to quickly switch products, minimize product loss and cleaning time in between production runs. Downtime has cost, so it must be minimized.
What challenges do manufacturers face when introducing new products?
CH / The most successful facilities involve all stakeholders – owners, managers, operations, quality, maintenance, etc – from the initial conception to final execution. All must work closely with the engineering team to
MARISHA Ben-Tchavtchavadze P.Eng, M.Sc.A. / Partner and Process Engineer
Hiller Partner and Process Lead
ensure the systems they install are reliable and flexible to the market demands.
MBT / Modifying a plant to introduce new products implies investment and time. A welldefined scope with stakeholder alignment will help to mitigate challenges. It sounds simple but it’s the foundation of all projects, and it’s surprising how this initial step is often overlooked.
What should food and beverage businesses prioritize when designing and upgrading their facilities?
CH / Globalization and a wider distribution area has design implications. For example, if a Canadian company wants to sell dairy in the United States, they must follow different regulations. Big-box stores may also have specific sanitary and traceability requirements that need to be considered in the design of the facility.
MBT / Sanitation programs are more stringent and pharma-like than ever, from floor material to minimizing areas where dust and dirt can accumulate. Everything must be easily cleanable – not just with the internal manufacturing process, but throughout the facility. Higher-quality standards protect the consumer. It also brings better engagement from all parties that work within the plant when a company is investing in a clean, safe environment – if it’s
Bringing in engineering experts to help guide you down that path will add value in the long run.
not maintainable, staff won’t make the effort.
How can companies navigate changing regulations and trends while maintaining operational efficiency?
MBT / We can’t predict the future, but having a five-year plan will help guide decisions and maintain operational efficiency. This also applies to forecasting production growth during the design phase – it would be a good investment to have equipment that can produce a larger capacity requirement now to reduce costs and downtime down the road. Supply chain is an important factor that needs to be considered; when there are shortages or disruptions, how can you do things differently? Identifying risks and how to mitigate them is always a good idea.
What advice would you pass on to plant and facility managers and owners as they navigate the next 5 to 10 years of production?
CH / The trends over the last few decades have been automation and flexibility. When we’re upgrading equipment, systems or installing new technology, automation and controls are always top of mind. Automation can help production efficiency or even reduce errors. These will continue to be driving factors, so understanding how to design new or modify existing systems for the future will help facility managers and owners adapt to changes within the market. Bringing in engineering experts to help guide you down that path will add value in the long run.
MBT / AI will help with identifying production issues quicker due to its rapid data analysis and processing capabilities. But front-end engineering should always be considered in terms of project execution – having a human go through the design as early as possible and highlight any potential gaps or challenges makes a huge difference.
LAPORTE is a consulting engineering firm specializing in agrifood, pharmaceutical, industrial biotech and industrial plant processes. With offices across Canada, the United States, France, Switzerland, and Belgium, the firm has been serving clients worldwide for more than 25 years. LAPORTE offers a range of services in the disciplines of processes, utilities, automation, packaging, and regulatory compliance. Learn more at laporteconsultants.com.
COREY
Enjoying the fruits of their labour
Lassonde
and
to producing a variety of foods for a global market —
Motivated by a desire to help local farmers with their surplus crops, Aristide and Georgianna Lassonde, founders of Lassonde Industries, built a cannery in the rural community of Rougemont, Que., in 1918. At first, the Lassonde cannery was used to preserve tomatoes and beans from nearby farms, which were then sold locally. However, the company produced enough canned goods to sell in Montreal by 1925.
The company continued to grow, and in 1944 the second generation of the Lassonde family took over with Willie Lassonde at the helm. By the late 1950s, he was looking for ways to optimize the cannery so that his employees could keep working after tomato season ended in September.
Making apple juice seemed like a logical solution, but there was one significant challenge: While freshly picked apples
BY JACK KAZMIERSKI —
were popular with Quebec consumers, apple juice wasn’t. Apples unfit for consumption were typically discarded in Quebec. Willie Lassonde decided to try selling apple juice. His gamble paid off. In the fall of 1959, the company produced about 50,000 cases of apple juice. The product proved to be a significant turning point for the company, leading to a greater focus on fruit juices and drinks.
Major M&As
Lassonde Industries has expanded over the years, acquiring several brands and companies. In 1981, three years after discontinuing the production of canned vegetables at their Rougemont plant, Lassonde acquired St-Damase-based Produits Ronald, which would become Lassonde Specialties.
Several years later, the assistant chef at a major hotel in Quebec City contacted Lassonde’s management about canning his own broth recipe for Chinese fondue
(Chinese hot pot) in order to sell to local restaurants. Lassonde countered with an offer to buy his recipe and a deal was eventually struck. In the 1980s, Lassonde launched Canton Chinese fondue broth, which was soon followed by a whole line of fondue sauces—Chinese, Oriental and Bourguignonne.
In 1991, Lassonde bought Cobi Foods. This first subsidiary was christened Great Valley Juices. Its Port Williams plant in Nova Scotia served the Maritime provinces with its Graves and Allen’s brands.
Between 1996 and 2004, Lassonde acquired three more companies: MarBrite Foods, Golden Town Apple Products and Alfresh Beverages Canada, which was the result of a merger of Sunlike Juice and Fairlee Fruit Juice. Operating under the name Lassonde Beverages Canada, the subsidiary produced and marketed several brands—Everfresh, Sunlike, Fairlee, Tropical Grove and Rich n’ Ready.
A bottle of wine in a Tetra Pak container
went from canning tomatoes
beans
Lassonde’s plant in Rougemont, Que., contains a 200-ml Tetra Pak production line.
brought back from Italy sparked the idea for Arista Wines, which was launched in 2006. The brand name was inspired by Lassonde’s founder, Aristide.
In 2007, Lassonde acquired Mondiv, the producer of Antico pasta sauces. That same year, Lassonde completed their Canadian expansion with the inauguration of Lassonde Western Canada, formerly McCain Foods’ juice division, in Calgary. In 2020, Lassonde acquired Sun-Rype Products, a fruit-based snack and beverage manufacturer founded in 1946 and based in Kelowna, B.C. It also operates two other facilities in Selah and Wapato, W.A.
China operations
Lassonde has a presence in the U.S. with
nine plants. It even operated a business in China for several years. In the 1990s, China was opening its doors to Western investors. Lassonde formed a Hong Kongbased consortium with a local company and a foreign investor. The goal was to run joint venture companies with local part-
ners in the fruit juice and nectar sectors. They opened a factory in Beijing. However, the time difference, culture, language and significant differences in understanding of the local market proved to be major hurdles, so Lassonde ceased its operation in China after 10 years.
Aristide and Georgianna Lassonde, founders of Lassonde Industries.
Shaping the industry
With a rich history that spans more than 100 years, Lassonde has helped shape the food industry with many innovations. For example, in 1981 Lassonde’s R&D team came up with a unique clarification process, which came to be known as Clarifruit. While researching a way to improve the clarification of apple juice, the R&D team noticed that air bubbles forced particles of pulp to the surface when household electric beaters were used to agitate the juice. That’s how the concept of adapted flotation was born.
Prior to the development of this new process, all juice producers in North America and Europe used the traditional decanting process, commonly known as the batch method. This process was cumbersome, as producers needed at least six
Our team is committed to innovating and transforming our portfolio to create a balanced, diverse and appealing range of products and packages that meet a wider range of consumer and customer needs.
– Pierre Turner
ABOVE: A Sidel production line in Lassonde’s flagship Rougemont plant.
RIGHT: Apart from juices, Lassonde manufactures sauces and soups under the Canton brand.
hours of decantation and filtration of solid particles to achieve an adequate level of clarity. It caused regular hold-ups in the production line and required large sediment basins. With this new air injection system and a series of tubes equipped with filters, apple juice could now come out perfectly clear in only 40 minutes.
In 1985, developers at Lassonde wanted to get away from individually portioned cans that dominated the market then. They looked to Europe for inspiration. They used the Erca technology to package 170-ml portions of ready-to-drink Oasis juice in a supple, rounded, multi-layered container. While the container itself wasn’t innovative, the technology was. Lassonde was the first in the world to use aseptic packaging for fruit juice.
Secret to success
Today, Lassonde Industries continues to thrive. Their ability to respond quickly and creatively to changing market conditions is one of their greatest strengths and has been a hallmark of Lassonde Industries for more than 100 years.
“Innovation has always been one of the secrets to Lassonde’s success,” said Pierre Turner, senior VP of innovation, quality and sustainability at Lassonde Industries. “It’s an integral part of our DNA and is a significant part of our long-term growth and sustainability strategies. Our team is committed to innovating and transforming our portfolio to create a balanced, diverse and appealing range of products and packages that meet a wider range of consumer and customer needs.”
The next 100 years
Since 1918, the Lassonde family has been an integral part of the business. Today, Nathalie Lassonde, Aristide’s great-granddaughter, and her father, Pierre-Paul Lassonde, serve on the company’s board.
As the family and company stakeholders look towards the future and
the next 100 years, Lassonde Industries has a clear goal: to be a stronger, more diversified North American agri-food and beverage player. Their objective is to reach $3 billion in sales by 2026, while improving margins.
In order to reach this goal, Lassonde is investing in a new plant in New Jersey. Last year, Lassonde began operating a new production line in North Carolina where they produce aseptic single-serve formats, a first for Lassonde U.S. Additionally, Lassonde is making headway with plans to expand their Mont-Rouge plant in Rougemont and warehouses. These strategic investments will allow Lassonde to meet growing demand and to increase market presence.
As was the case in the past, the company continues to grow through strategic acquisitions. Many family businesses joined Lassonde over the last decade, and currently, the company is focused on finalizing the integration of its most recent acquisition: Summer Garden Foods in Ohio. Lassonde is once again welcoming another family-owned company that shares a similar culture, values and an entrepreneurial spirit, as well as a strong commitment to employees, customers, consumers and the surrounding communities. As the company continues to grow and tackle new challenges, they look forward to the next 100 years, which are sure to be just as exciting as the last.
Lassonde was one of the first companies in Canada to launch paper straws.
A snapshot of some of the products
Lassonde Industries manufacturers across North America.
A century OF QUALITY
With a focus on high-quality meat and a deep connection to its community, Harvest Meats is poised for continued success
— BY ANDREW HIND —
It’s not every day that you get to run the company your great-grandfather started more than a century ago—and Geoff Propp plans to make the most of the opportunity.
Propp serves as the president of Yorkton, Sask.-based Harvest Meats, a company that was family owned for three generations prior to being sold to Premium Brand Holdings. Rather than being handed the reins to the company by deign of birthright, Propp has worked his way up the corporate ladder over the course of 19 years. The journey only makes the opportunity to guide Harvest Meats—the fourth generation of Propps to do so—that much sweeter.
“It’s an amazing honour to be president of Harvest Meats, not just because of my family connection, but also because we are a proud Canadian company with deep roots in our community,” Propp says. “My job—and it’s one I take seriously—is to guide Harvest Meats into it’s second century of serving Canadians the best meat products on the market.”
Early years
Harvest Meats traces its roots back to the early 1900s in the Saskatchewan hamlet of Rhein. Alexander Propp, a Russian immigrant and Lutheran minister, opened an abattoir catering to local farmers and hunters. In between butchering meat for customers, Alexander began making sausages.
“My great-grandfather began the business with the simple idea that he would focus on quality sausages to provide his customers with the very best product,” says Propp. “That philosophy has guided Harvest Meats throughout its history and remains our
focus today.”
In 1928, Alexander moved his family and business to Yorkton, some 35 km southwest of Rhein. There, he went retail by opening Propp’s Meat Market and Groceteria on Betts Avenue. Alexander continued to butcher his own meats, while expanding his product line. In time, he was joined in the business by his sons.
In the decades that followed the business continued to thrive. The growth allowed the second generation of Propps to expand with a standalone meat processing facility in 1954 called Midwest Packers. The finished products were given the name Harvest Brand.
President emeritus Kenn Propp with president and general manager Geoff Propp.
Harvest Meats produces a variety of meat products including sausages, hotdogs, bacon, bologna, pepperoni and ham.
In 1974 Kenn Propp, Alexander’s grandson, graduated from the University of Saskatchewan with big plans for the family business. He returned to Yorkton and convinced his father, Edward, to buy out his seven brothers to consolidate ownership of Harvest Meats. Kenn and Edward expanded the company’s offerings. Even as Harvest Meats evolved, neither father nor son lost sight of what values underwrote the company’s enduring appeal. Focus remained firmly on quality and consistency.
Sadly, there wasn’t a fourth generation of Propp ownership. In 2014, Harvest Meats was sold to Premium Brand Holdings, joining a wide range of specialty food manufacturing and food
distribution businesses. The transition was eased by Propp family members who remained in key positions for many years.
Geoff Propp has absolutely no bitterness that the company was sold to corporate interests. Just the opposite; he is effusive in the praise for what the change meant for the business.
“The transition from family business to corporate was the most consequential turning point in our history,” he says. “My father found it difficult to build brand equity in the 1980s and 90s, and to get the financing to make changes he wanted. The investment capital that came with going corporate allowed us to do important things for the growth of the business. Harvest Meats is realizing my fathers’ dreams.”
Deep roots in community
The company is still based in Yorkton and prides itself on producing high-quality meat products, ranging from sausages and hotdogs to bacon, bologna, pepperoni and ham. As many as 50 recipes that have been used for generations—about a third of the company’s offerings—remain in production today, a testament to their enduring appeal and an interest in products made the traditional way with a focus on value.
“We use select cuts of meat—much of it sourced here in the west—and never use meat fillers or by-products,” notes Propp. “All of our smoked products—we have many—are naturally smoked using real hardwood chips, not artificial chemical dips or sprays. We hold our product to the highest standards.”
Harvest Meats’s primary sales territory is in western Canada, where it has deep market penetration and brand recognition. A partnership with Costco sees the retail giant carry several SKUs nationwide with positive results in the east.
While Propp is certainly brimming with pride in the company’s fiscal success, he’s perhaps most effusive about the corporate culture. The continuity provided by four generations of family management and a century of operating in the same small community has imbued Harvest Meats with a uniquely intimate relationship between management and its 300 employees.
“Our employees are like extended family members. Those values are central to who we are, and it wouldn’t exist if there were outside management,” Propp explains. “The company is very family oriented. It’s in our DNA. We have people who are second or third generation employees, and there are lots of families— husband-and-wife or mother-and-daughter pairs—among our team. Even my own son is excitedly looking forward to working here as soon as he is old enough”.
Complementary to Harvest Meats’ drive to create a positive work environment is a desire to be a good corporate citizen. Harvest Leans In is an initiative for giving back to the community by addressing food insecurity in vulnerable populations. On average, the company donates 30,000 lb of food. The fact that the
Product quality and consistency are critical food safety goals for Harvest Meats.
program also reduces food waste is a bonus, and part of Harvest Meats’ commitment to sustainability.
Despite being traditional in many ways, Harvest Meats has never allowed itself to become complacent or stagnant. The company embraces innovative new technologies. It was the first company in Canada, for example, to integrate hot boning technology. Harvest Meats also continues to investigate new product offerings, retail partnerships and markets.
To that end, Propp has big ambitions for Harvest Meats. “To maintain our growth trajectory, we want to go from a regional to a national brand with recognition and a strong customer base coast to coast,” Propp says.
Harvest Meats hasn’t yet invested much capital or strategic planning in such ambitions. The primary reason is geography.
“Canada is a vast nation,” Propp explains. “There are many metropolises in the United States that are closer to us than any of eastern Canada’s large cit-
My great-grandfather began the business with the simple idea that he would focus on quality sausages to provide his customers with the very best product. That philosophy has guided Harvest Meats throughout its history and remains our focus today.
– Geoff Propp
ies, so until now we have naturally focused on closer markets.”
There are other factors as well. The entrenched position of other brands in eastern markets—both Canadian and American—makes penetration challenging. And there is the matter of differing market tastes and expectations. In the east, hotdogs come pre-peeled, whereas in western Canada they still have their skins on when purchased at the supermarket. It’s a small surmountable matter, but emblematic of the types of differences between the two markets.
Challenges aside, Propp asserts that in the face of the current American administration’s mercurial trade policies it is time to look east.
“The uncertainty with the United States on the matter of tariffs makes any investment there currently a risking proposition. Instead, with a rising ‘Buy Canadian’ sentiment, it’s the right time to realize plans to expand further in our own country,” he says.
For Harvest Meats, the challenge is not just expanding into new territories. The company must work to capture consumers who previously only knew eastern Ontario or leaned toward American brands, and to convince them to make the switch permanently.
“We’re not sure how long the ‘Buy Canadian’ movement will last but it represents an opportunity to introduce our brand to new customers in eastern Canada,” Propp says. “We’re confident in our product. It’s a big opportunity for us.”
A century of success suggests Harvest Meats will be successful in carving out a place for itself in eastern Canada, or any market it looks to invest in.
TOP: Geoff Propp rightly recognizes the ‘Buy Canadian’ movement as a big market expansion opportunity for Harvest Meats.
RIGHT: Several motherdaughter, husbandwife pairs work at Harvest Meats, which has 300 employees.
CRAFTING SWEET SUCCESS
This 118-year-old chocolatier is committed to providing Canadians with top-quality treats
— BY JACK KAZMIERSKI
—
Quality has always been a hallmark of Purdys Chocolatier. Back when the company was established in 1907 by Richard Carmon Purdy, the founder insisted on using only the freshest and highest-quality ingredients. This commitment to quality has been a mainstay of the Purdys brand ever since.
Today, Purdys still insists on using the finest ingredients to make treats that have delighted many generations of Canadians.
“We have no palm oil in any of our products. We have a clean ingredient deck and no preservatives or additives,” said Lawrence Eade, president of Purdys Chocolatier. “We also hold ourselves to a very short shelf life, which is another reason why we only sell through our own channels, and it’s an indication of the quality and freshness of our products.”
From one kitchen to 88 stores
Like many success stories, Purdys Chocolatier had humble beginnings. When Richard Purdy started his candy business over 118 years ago, he would handcraft sweet treats in his own kitchen and then sell them in the streets of downtown Vancouver.
By 1910, demand for his chocolates grew to the point where his kitchen could no longer produce the required amount of chocolates. Purdy had to hire more staff and expand his production facility.
Although the company continued to
grow over the next 115 years, it did see its fair share of ups and downs, and the Purdys brand changed ownership a few times over the years. In 1963, when the company was last put up for sale, the Flavelle family took note, and today Purdys Chocolatier is owned by Karen Flavelle.
“Purdys started in Vancouver, and we’re still in Vancouver,” said Eade. “Back in the early 1960s, we had four locations, all in Vancouver, and today we have 88 locations across Canada, from British Columbia to Ontario.”
Innovation and vision
The 1960s, according to Eade, marked the
beginning of a new era for the brand, and in the following decades, Purdys would lead the industry with a number of notable innovations and firsts.
“We were the first to use milk chocolate in the ‘60s,” said Eade. “Before then, everything was made with dark chocolate.”
Another key development in the brand’s history is its support for communities that supply the raw materials needed to make chocolate treats, including cocoa. “There is a lot of talk about sustainable cocoa,” said Eade. “About 70 per cent of the world’s chocolate comes out of West Africa, and Purdys has been doing work there for over 30 years.”
Purdys sells chocolates through its 88 stores across Canada.
This work, according to Eade, includes training and education.
“The family put up schools and education centres there, along with training for women entrepreneurs,” he said. “Nowadays, a number of chocolate brands are built around sustainable cocoa, and that’s great, but we were there over 30 years ago.”
While much has changed since Richard Purdy first sold his homemade chocolate creations in the streets of Vancouver, much has also stayed the same.
“When you look at our caramel recipe, we’ve been making it the same way since 1907,” said Eade. “We have been using the exact same recipe for 118 years.”
The classic caramel recipe may have never changed, but Purdys has seen the need to innovate and develop new products designed to cater to evolving consumer demands.
For example, in the 1950s, Purdys came out with what they called a ‘Yardlong’ box, which was a long, skinny box filled with
chocolates that people could later reuse as a gift box for ties.
In the early 1990s, Purdys introduced the Hedgehog: a mixture of chocolate and hazelnut paste pressed into a mould shaped like a tiny hedgehog.
“We also came out with our Himalayan Pink Salt Caramel, a line of vegan products and our No Sugar Added collection,” said Eade.
Quality control
According to Eade, more than 95 per cent of Canadians enjoy chocolate. To satisfy this massive demand, many chocolate manufacturers distribute their products through grocery stores, corner stores and even gas stations; but not Purdys.
“We only sell through our own channels,” he said. “So, you can only buy Purdys through our digital channels or in one of our stores located across Canada, from Victoria to Ottawa.”
Controlling the sales channel allows
Purdys to control the quality of their products. “Typically, our products have a shelf life of 16 to 20 weeks, whereas some of our competitors have a best-before date that’s about a year,” said Eade.
Selling chocolates that have been sitting on the shelf for almost a year is simply not an option for Purdys.
“When a customer comes in and sees our chocolates, there’s a certain level of assurance that those chocolates are the highest quality,” he said.
Made in Canada
Everything Purdys sells is made in their factory in Vancouver where the company employs over 200 individuals, some of whom have been with Purdys for decades.
“We had a candy maker with us for 40 years until he retired recently,” said Eade.
Blast from the past: Chocolate making in the early years of Purdys Chocolatier.
“We calculated that over the 40 years he was with us, he must have made over 400 million caramels.”
This particular candy maker, Eade added, is still part of the Purdys family.
“Although he’s retired, he still comes by to help train the next generation of candy makers,” he said.
While the vast majority of the brand’s customers are Canadian, Eade said that the company’s online presence allows them to sell abroad as well. However, that’s easier said than done. The challenge, Eade noted, is that it’s difficult to sell food online to consumers who have never tasted it.
“People generally won’t buy things online that they haven’t eaten before,” he said. “You might be willing to buy a shirt that you haven’t worn, but you’re not going to buy food products in the same way.”
So, when it comes to the brand’s online store, Eade said that it’s only there to give their existing customers more access and flexibility, making it easier for them to purchase Purdys chocolates without having to go to an actual store.
Trouble with tariffs
Looking at the current tariff situation here in North America, Eade noted that
like most other businesses, Purdys will have to deal with higher prices, but only in a limited manner.
“We don’t export much, so there won’t be too many challenges there,” he said. “But we do bring up nuts from the United States, so that will be an issue.”
One of the brand’s signature products is the Sweet Georgia Brown, which is made with caramel, chocolate and pecans that are imported from the state of Georgia. “We’re not going to be replacing those Georgia pecans because that’s what the product is,” said Eade.
While Purdys could cut costs by reducing the number of pecans that go into each Sweet Georgia Brown, or they could ask their customers to pay more to offset the cost of the tariffs, Eade said the company isn’t willing to do either. Instead, Purdys plans to absorb the cost of the tariffs and hopes the trade war ends soon.
Eade recognized that tariffs are going to add to the cost of production at Purdys, as well as limit consumer spending overall.
“There’s a broader economic impact because our customers are going to have a little less to spend, which will affect sales in the long term,” expressed Eade.
However, Eade was quick to point out that the tariff situation may have created
a silver lining that could improve sales for Purdys after all.
“People want to buy Canadian things, and that’s us,” he said. “So, when you’re looking for chocolates, there’s not a lot of ‘Made in Canada’ products available. Our biggest competitors are usually European or American, so if people are looking to make an impact with their dollars and support Canadians, we’re probably their best choice in this industry.”
Future endeavours
With 88 stores across Canada, Eade said that the next step is for Purdys to open stores in Quebec and the Maritimes.
“I know that people in the Maritimes really want us to come there, and we’re looking at how and when that might work,” he said. “We don’t want to jump in and do it incorrectly. The same can be said for Quebec. We’re looking at where we can get into Quebec and how and when that might make sense.”
As the company continues to grow and evolve, one thing will never change: its focus on quality.
“We don’t compromise on quality,” said Eade. “When we make a chocolate product, it is a very high-quality product with very good ingredients, and that’s something we’re never going to jeopardize.”
In 1914, Purdys was officially incorporated. Its first corporate office was in downtown Vancouver.
Chocolate scales that were used in the early years of Purdys.
NEW PRODUCTS
PPM Technologies introduces continuous frying system
PPM Technologies launches the CookWright continuous frying system, offering customizable heating, belt and filtration configurations to accommodate a range of food products, including chips, snacks, nuts, proteins and appetizers. The fryer features temperature management, multiple heating options, such as direct-fired immersion tubes, gas-fired heat exchangers, and thermal fluid exchange, and single or multi-zone configurations. CookWright is equipped with sensors and controls that collect operational data like temperature logs and fault histories. The system integrates with monitoring networks and includes CIP functionality. It incorporates high-temperature bearings, stainless-steel components, and washdown-resistant motors. www.ppmtech.com
Fortress launches easy-clean conveyor range
Fortress Technology introduces an easyclean conveyor range designed to simplify sanitation procedures in food processing.
Traditional conveyor belts require frequent disassembly for cleaning, which can lead to belt tension issues and wear. The new design allows tool-free disassembly. Each conveyor consists of three main components: a deck with a motor and drive roller, an end roller assembly and the conveyor belt. The Vector Sanitary Conveyor, an extension of this concept, incorporates angled framing and an open structure to withstand washdown environments.
www.forttresstechnology.com
GEA unveils carbon-free dairy evaporator
GEA Group introduces Dairy Evaporator eZero, a zero-CO2 emissions evaporator for dairy processing. The eZero evaporator integrates an ammonia heat pump, which transfers heat from the vapour at the condenser to a low-pressure steam generator, creating heating loops. It is compatible with MVR systems and can be adapted to convert thermal vapour recompression evaporators to MVR. This allows dairy processors to cut reliance on fossil fuels, reduce CO2 emissions and improve sustainability.
www.gea.com
Emerson releases PAC Machine Edition 10.6 with PLC simulator
PAC Machine Edition 10.6 introduces updates to Emerson’s integrated development environment for configuring and managing PAC systems programmable logic controllers (PLCs) and related devices. The release includes a simulator, enabling users to write, test, and troubleshoot control logic in a PLC emulator before deploying on hardware. The new data monitor provides improved visualization and analysis of live and simulated data, aiding in diagnosing logic issues. Connectivity improvements include the OPC-UA PAC Server that doubles tag capacity, speeds up startup times, and enhances processing efficiency. Programming updates improve data handling with higher User-Defined Types, ensuring consistency while reducing setup time.
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A journey through time: 85 years of packaging
In 1940, we were dealing with the challenges of living through World War II. Packaging focused on practicality and availability. Today, packaging innovation is being driven by sustainability, technology and changing consumer preferences.
During the war there were significant shortages of packaging materials such as metal and glass. Alternate materials like cellophane were therefore introduced. Paper and boxboard saw an increase in use. There were no plastic packages 85 years ago. The evolution of plastics led to the invention of new materials (LDPE, HDPE, PP, PET etc.) and the creation of new package formats (e.g. bottles, jars, pouches, squeeze tubes).
Over time, advances in printing made packaging much more colourful and expressive with design becoming an integral part of the brand. The package’s visual elements of shape, colour, graphics and imagery helped provide an emotional
connection with consumers.
Advent of plastic
The widespread adoption of plastics created a ‘use and throw away’ behaviour. The environmental impact of packaging waste soon became apparent. Sustainable packaging became a popular issue leading to initiatives such as the 3R’s (reuse, reduce, recycle), compostable and bio-based packaging. Now the focus is not only to reduce or eliminate packaging, but also to adopt circular economy practices and extended producer responsibility programs. Packaging is being developed for reuse or recycling with safe and efficient delivery of products to the consumer. Ironically, during World War II material shortage and conservation efforts resulted in recycling of cans as well as refilling and reusing of glass bottles.
Only basic safety programs for food processing were in place in 1940. Today strict regulations ensure food safety, with specific labelling requirements and standards for food contact materials. Food contact packaging materials and chemicals of concern continue to receive global attention regarding their negative health effects. Currently, the safety of PFAS and microplastics are prominent issues.
Future of packaging
Packaging trends have followed food trends. Technologies such as the microwave led to the invention of microwaveable packaging. The desire for convenience has led to on-the-go packaging. The movement for a healthy lifestyle has been translated into package designs that are simplistic, yet provide consumers with product clarity and transparency. With the popularity of online shopping, packaging is a vital part of protection and delivery.
The future of packaging is being shaped by a convergence of regulatory changes, sustainability, technology and consumer demands. We will see the growth of active (anti-microbial) and intelligent packaging (track and trace, authentication, indicators of freshness), edible packaging, nanotechnology, bioplastics and digital integration (QR codes, NFC [near field communication] tags).
Augmented reality is expected to enhance consumer experience by providing more information and interactivity. The focus on sustainability will not only influence packaging materials, but also encompass the entire process from design and production to disposal. Artificial intelligence applications will advance automation of production and supply chain operations. The future of packaging is indeed exciting with lots of innovative solutions on the horizon.
Zweep is packaging researcher at Conestoga Food Research & Innovation Lab, Conestoga College.
Carol
Carol Zweep
From our archives: Examples of packaging in the 1940s.
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