THE ASHER FAMILY BUSINESSES Ali saw the family's business interests as having six components: (1) construction projects for private clients; (2) a parcel of undeveloped land in Kamloops, British Columbia; (3) residential income properties in Vernon, British Columbia; (4) a commercial income property based in a retail strip mall in Langley, British Columbia; (5) an income property in Port Moody, British Columbia, with a house of worship under a long-term lease; and (6) the property of the Asher family residence in Richmond, which included a significant amount of undeveloped land with development potential. Each of these components needed to be considered individually as they all had different cash-flow generating abilities, different levels of debt, different capital gains potential, and different ownership structures. Langley Square, a strip mall with 1,300 square metres of commercial space, was viewed as the "crown jewel" in the Asher family's real estate portfolio. It was situated close to the US border and was only 60 minutes (48 kilometres) from downtown Vancouver. The rapid rise in real estate prices in Vancouver had led many of the city's long-term residents to move further south and east, increasing demand for real estate in suburbs like Langley. Three years earlier, the market value for Langley Square had been less than $3 million, but it was now believed to be worth much more. Langley Square was valuable because it generated free cash flows for the family. It had revenues of around $25,000 per month and expenses of around $15,000 per month, leaving around $10,000 in net profit. This had not always been the case. When the family acquired the property in 2010, it had about $12,000 in revenue and 40 per cent vacancy. Occupancy and profitability had improved over the last two years as a result of hard work by Aziz. Looking to the future, Aziz had remarked that he would only sell the property for "an obscene amount of money." Even at a sale price of $8 million and a capital gain of $6 million, Aziz was unlikely to sell the property because of the tax implications. As a result, this property was viewed as a long-term hold for the family because of both its earming potential and the scope for future development. Ali believed that his father would consider transferring ownership of Langley Square to Aleem, either gradually or upon Aziz's death, because Aleem had originally invested $300,000 of his own funds towards the \$2-million purchase price. Aleem was also assisting Aziz with the ongoing maintenance and upkeep of the mall. The burden of finding and managing tenants, however, fell primarily to Aziz. Nevertheless, Aleem had on more than one occasion expressed the desire to own Langley Square and manage it autonomously. This was a key issue to consider in succession and estate planning for the family. 3. What are the relevant criteria for evaluating the different alternatives? The criteria specifically considered are short-term effectiveness, long-term effectiveness, permanence, and compliance with applicable laws and regulations. Each alternative should address how each source of contamination is to be eliminated, reduced or controlled, and how site risk is to be reduced