Business & Industry North Sask Winter 2013 by Business & Industry

GROWING SK INFRASTRUCTURE

CANADIAN LIGHT SOURCE

WINTER 2013 | VOLUME 2 ISSUE 4

ACADEMICS AND PRACTICE AT THE U OF S

north sask HR FEATURE Recruiting, Retaining and Leading

HOW TO GROW YOUR HUMAN CAPITAL

W. BRETT WILSON

[Reap the rewards of energy efficient lighting.] [Reap the rewards of energy efficient lighting.]

POWERFULSAVINGS SAVINGS POWERFUL FORYOU YOU FOR Ken Nagel is saving Regina’s Ramada Hotel about $3,200 a year after switching to energy efficient lighting. “The (Commercial Lighting Incentive Program) pays for itself… on top of the savings we’ll realize year after year,” says Ken. “Our distributor looked after it for us and there was really no administrative work for us at all.” See how SaskPower’s Commercial Lighting Incentive Program can help your business save money by visiting Efficiency Programs and Tips on saskpower.com or call 1-888-757-6937.

Ken Nagel Ken Nagel Building and Maintenance Manager Building and Maintenance Manager Ramada Hotel, Regina Ramada Hotel, Regina

EVENT CALENDAR Upcoming Conventions, Trade Shows, Workshops and Events

FEBRUARY-APRIL 2014

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FEBRUARY 3-5

Sask. Safety Council 41st Annual Industrial Safety Seminar Prairieland Exhibition Park, Saskatoon

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FEBRUARY 2-5

SUMA Annual Convention and Tradeshow

FEBRUARY 2 – 5

Queensbury Convention Centre, Regina

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FEBRUARY 12

Greater Saskatoon Chamber of Commerce luncheon Bernard Lord, President & CEO, Canadian Wireless Telecommunications Assn., Radisson Hotel, Saskatoon

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MARCH 4

Business & Professional Women of Saskatoon International Women’s Day Dinner Featuring Mme. Michaëlle Jean

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MARCH 4

MARCH 10-13

SARM Annual Convention Evraz Place, Regina

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APRIL 8-9

6th Annual Sask. Mining Supply Chain Forum and Tradeshow TCU Place, Saskatoon

APRIL 8 – 9

BUSINESS & INDUSTRY NORTH SASK

WITH BUSINESS AND INDUSTRY NORTH EDITOR MICHELLE HATZEL

y the end of 2013, Saskatchewan’s population reached 1.1 million residents, the highest it has been. Rapid population growth has brought us into a cycle of expansion, where development and need creates more development and need, and proceeding requires a plan. SUMA, fostering relationships between industry, business and community, connects municipal governments mutually seeking solutions to demands for services and infrastructure. RROC and SREDA, through Sask Business Challenge, combine their resources in a program to encourage individuals to respond to community need with entrepreneurial initiatives. Growth is a process, one which takes planning and knowledge, and above all, commitment to people. In business today, we enjoy a wealth of intelligent leadership strategies to help develop human resources by attracting new people and cultivating home-grown talent. W. Brett Wilson, in our cover story, summarizes, “The most important asset you will ever have, and the one that appreciates the most, is the human capital you hire, develop and retain.”

/ WELCOME / Business and Industry

It isn’t the resources. It isn’t the market. It isn’t the government. It’s the people. This is the secret ingredient manifesting a rise in our province. It all comes back to our human capital and the potential we have to unleash our incredible strengths. I’m always impressed with the innovation and wherewithal of Saskatchewan people. The Wilson Centre Pitch Party at the U of S is a prime example of this strength (see inside article).

north sask

VOLUME 2 ISSUE 4 Editor Michelle Hatzel

michelleh@bizmags.ca

Graphic Design and Layout Amber Moon, Brittany Lloy, Brittany Pickrem, Danielle Austin, Lisa Redden, Natasha Burkholder Staff Writers Alyssa Rudyck, Apolline Lucyk, Courtney Tait, Rebecca Schneidereit, Tobie Hainstock, Tonya Lambert, Tori Stafford, Trina Annand Photography Cover photo courtesy of W. Brett Wilson, Prairie Merchant Corp.; photo by Heather Fritz Brian Sklar, Canadian Light Source,David Stobbe,DeAnne Bell, Gabriel Dumont Institute, Greg Huszar Photography, Hans-Gerhard Pfaff, Heather Fritz, Lisa Landry, Matt Cornell, Megan Antoniuk Photograhy, Paul Austring, Saskatchewan Research Council, University of Saskatchewan, Victoria Dillen Contributing Writers Brett Cavanaugh of McKercher LLP Barristers & Solicitors, James Oloo, Michelle Hatzel, Saskatchewan Research Council, Sherry Lee, WorkSafe Saskatchewan, Byron and Shannon Briske of Assante Wealth Advertising Consultants Crystal Reich Debbie Paul Jason Booker Paul Huber Associate Publisher Paul Huber

crystal@bizmags.ca debbie@bizmags.ca jason@bizmags.ca paulh@bizmags.ca paulh@businessmags.ca

This edition reflects many of the progressive initiatives going on in the province today. Enjoy and please visit our new website: www.businessandindustry.ca.

Business Saskatoon is published four times a year by Business Saskatoon. We reserve the right to edit any materials chosen for publication including photographs. We reserve the right to reject or accept any article, photograph, image or advertisement. All contents of Business Saskatoon is copyrighted 2014 with all rights reserved, except for original articles submitted to Business Saskatoon, where copyright resides with the author. No other part of this publication may be reproduced without the written permission of Business Saskatoon or its writers. The name Business Saskatoon, its logo and material cannot be reproduced without the written consent of the publishers. The views and opinions expressed in the expert advice columns herein are those of the authors and do not necessarily represent the views and opinions of Business Saskatoon or the companies it represents. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation.

Associate Publisher Paul Huber 306.551.6632

Canada Post Publication Agreement #41818060 Return Undeliverables to: 3440 Balsam Grove; Regina, Sask; S4V 1H1

Another source of inspiration is our youth and their vision for the future. I have come across many progressive thinkers, and it is refreshing and exciting to think of the impact they are going to have in the years to come. “Life is change. If you aren’t growing and evolving, you’re standing still, and the rest of the world is surging ahead.” — Louise Penny

BUSINESS & INDUSTRY NORTH SASK

paulh@bizmags.ca

CONTENTS GROWTH IN SASKATCHEWAN 6

Industry

Regional Economics

Science and Technology

Building a Better Foundation for Growth in Saskatchewan

Saskatchewan Business Challenge: Celebrating Entrepreneurship in Saskatchewan

Canadian Light Source

22 Environment

Impact Reporting: A Growing Trend Among Businesses

32 Entrepreneurship

The Wilson Centre’s Sixth Annual Pitch Party: A Phenomenal Success

35 Management &

Human Resources

Ranking the Workplace: What Will Define Best Employer Practices in 2014?

54 Education

Bridging the Gap: Learning, Living and Working in Saskatchewan

57 Legal

Recruiting Foreign Workers Legally? New Saskatchewan Legislation May Expose Your Company to Risk

60 Focus on Philanthropy

A Night to Remember: Alzheimer’s Society of Saskatchewan Gala 2013

W.BRETT WILSON ON CAPITAL APPRECIATION: DEMONSTRATING RESPECT TO BUILD A BETTER BUSINESS

CANADIAN LIGHT SOURCE

64 Sask Life

Saskatchewan: Live, Work and Play

BUSINESS & INDUSTRY NORTH SASK

[ INDUSTRY AND INFRASTRUCTURE ]

Building a Better Foundation for Growth in Saskatchewan by Trina annand

askatchewan has built a name for itself over the years as a treasure trove of natural resources, whether it is agricultural or subterranean riches. Today’s reality is that only 5.8 per cent of 2012’s gross domestic product (GDP) was produced by agricultural means. Traditionally thought of as an agricultural powerhouse, the province is now becoming best-known for what it harvests from under the fertile soil: oil, gas, potash, salt and uranium. With this influx of ever-expanding industry comes new challenges for Saskatchewan’s cities and towns: creating and maintaining the infrastructure needed to sustain the booming communities.

BUSINESS & INDUSTRY NORTH SASK

Over the last few years, municipalities have developed an asset management system much like any business would. “Traditionally, municipalities only accounted for their above-ground assets, now every metre of pipe is accounted for. It used to be that subterranean infrastructure was ignored until a problem arose,” notes Laurent Mougeot, CEO of Saskatchewan Urban Municipalities Association (SUMA). With this system, municipalities know the age of their underground infrastructure, as well as its useful life and can now plan ahead, saving money for the project, which could even be scheduled earlier when roadwork is occurring. “We need to consider the implications of not being proactive. Money spent now has long-term benefits,” says Malcolm Eaton, mayor of Humboldt. By taking inspiration from the business world, municipalities are not only able to better maintain their systems, but can foster a better working relationship with business and industry. When a large business or industry moves to a community, there is a blossoming effect on the town and its infrastructure. Not only are new homes needed, but roads, pipes, arenas and recycling facilities must also expand to encompass the new arrivals. A chain reaction takes hold in the community; the more people that are drawn because of large business, the more service-oriented businesses come to the community, causing further stress on infrastructure. While mining and petroleum account for 22 per cent of the GDP, service-related industries have skyrocketed to more than 57 per cent of the GDP of Saskatchewan. This expansion is even more complicated by a water or sewage system that was designed to handle twice the residents, but not three or four times, as is happening with the current boom. For Eaton, collaboration is fundamental to a community’s success. “We view our business community as partners. We rely on their support and constructive input in the budgeting and decision making processes. We want to attract employees and families to support the labour needs of these partners, creating a community of choice for other businesses and residents to call home.” This reciprocal relationship can also mean the local

BUSINESS & INDUSTRY NORTH SASK

Mining and petroleum

Mining and petroleum account for 22 per cent of the GdP, service-related industries have skyrocketed to more than 57 per cent of the GdP of Saskatchewan

Service industries

well as parts of the United States. At one million square feet, the GTH has created more than 800 jobs and handles 3,600 truck movements weekly. “The GTH is an extreme example of what can be achieved when industry and all levels of government work together. We need to learn to work together and take advantage of the technology and opportunities our industry partners have to offer,” says Mougeot. Over the past 30 years, funding for infrastructure has completely shifted for local governments. Systems that were funded and created by the federal and provincial governments are now the responsibility of the municipality, which carries 80 per cent of the funding. Infrastructure that was put in place to accommodate the baby-boomer generation is now falling into disrepair, and municipalities are challenged with replacing or augmenting it, as well as maintaining other annual infrastructure concerns. This shift has caused strain on a system that is funded entirely by property taxes. SUMA, along with the Federation of Canadian Municipalities (FCM), is currently seeking to reestablish partnerships with both levels of government so that municipalities are not running under a continuous and ever-growing deficit.

council is able to plan ahead, attracting new business because their community is a place where people want to live. Plus, any money invested in a community by industry and business will be an investment in their own future. By creating a cyclical relationship between business, industries and municipalities, planning for possible influx — whether through employees or a large facility — can be much simpler,

BUSINESS & INDUSTRY NORTH SASK

as was the case in Regina for the Global Transportation Hub (GTH). The 1,700acre development that the GTH occupies was created through a partnership between industry, municipal, provincial and federal governments. With its own series of roads and interchange, the facility reduces shipping backlog on British Columbia ports and creates jobs in Saskatchewan by handling the distribution of products imported from Asia throughout western Canada as

During the first annual Municipal Infrastructure Conference held in Saskatchewan in April of 2013, municipal leaders came to Humboldt to brainstorm solutions for the challenges they face. By sharing challenges with each other, municipalities can find mutually beneficial solutions, which may reduce overhead and create standardized practices and tools that will work in their unique prairie communities. “The conference highlighted the need for smaller communities to work together. Joining together on projects and plans creates an entirely new set of options,” notes Eaton. At the 2014 conference in Kindersley, innovation and collaboration will yet again be the means for ushering Saskatchewan into a new era of prosperity while minimizing the growing pains.

What if we resolved to be as resilient as the farmers we serve? Like the farmers we serve, our vision is to help feed a growing world. We are as committed to that vision as we have ever been, and we believe our crop nutrients are vital to achieving it. To that end, we will continue to be one of the largest employers in our province, to support the communities where we live and work, and to serve our customers so farmers around the globe can keep pace with the food demands of a rapidly growing world population. Because like those farmers, we’re proud of what we do — and we’re in it for the long haul.

PotashCorp.com

BUSINESS & INDUSTRY NORTH SASK

[ INDUSTRY ]

SMS Equipment – Leaders in Industry Technology SMS Equipment was founded in 2008 through the merger of Federal Equipment, Coneco Equipment, Terratech and Transwest Mining Systems. BY ALYSSA RUDYCK PHOTOS MEGAN ANTONIUK PHOTOGRAPHY

ith 38 locations nationwide and branches in every province, SMS Equipment has quietly become one of the largest Komatsu distributors on the planet, providing machinery, parts and service for industrial construction, contracting, paving, highway construction and mining projects, and everything in between. “We are competitive in our product lines, [because] even though we offer a superior product, we offer it to the customer at competitive pricing,” says Grant Gardiner, operations manager of SMS Equipment in Saskatoon. Along with supplying customers with the most advanced technology in the market, SMS Equipment prides themselves on providing clients with impeccable customer service.

“We are here solely to support the customer. I firmly believe that,” says Gardiner. “Our goal is to keep our customers productive, satisfied with their purchase, and ultimately keep them earning money. At the end of the day we know that customers appreciate the quality of our machines and the service that they get from us.” SMS Equipment exclusively carries Komatsu and Wirtgen product lines, both with a reputation in the industry for being extremely well-built and well-engineered. “Those are the only two names we handle, and there is a reason for it,” Gardiner explains. “[They] are top-ofthe-line, world class products.”

ABOVE L-R Brad Heggestad, Larry Kuznitsoff, Grant Gardiner, Jeff Felix, Todd Martin

BUSINESS & INDUSTRY NORTH SASK

Komatsu is a global leader in manufacturing construction equipment, known for their engineering prowess, innovative designs and intelligent technology. They build every component of their products themselves, to ensure quality standards. One of Komatsu’s many notable developments is the KOMTRAX system, which is used to monitor and manage their equipment. KOMTRAX has the capability to track and report on multiple factors while a machine is in use, such as its location, fuel consumption, if the operator is working the machine, and a number of other features that help the customer achieve better control over equipment productivity and costs. It also allows service technicians to diagnose certain problems over the phone, instead of travelling into the field to retrieve the information. Another exciting innovation from Komatsu is their new Tier IV Interim Engine, implemented to effectively reduce the output of harmful emissions.

“All heavy equipment sold in North America has to go to Tier IV emission standards by 2015, [which is] roughly two per cent of what we used to push into the atmosphere 15 years ago,” explains Gardiner. Komatsu’s approach has been to offer complimentary regularly scheduled maintenance for all Tier IV machines, including scheduled oil changes over three years, or 2,000 hours of operation. Along with providing customers with additional service, this regular maintenance allows Komatsu to monitor the Tier IV equipment in the field, and to ensure it is performing as designed. SMS Equipment’s other main brand, Wirtgen, is built by a German company that specializes in Wirtgen milling machines, Vögele pavers, Hamm rollers and Kleemann crushers. “Wirtgen is a world leader in the latest technologies,” says Gardiner. “They are extremely focused on engineering, [and] put large percentages of profits

back into research and development which is why they are so far ahead of everyone else.” One of the contributions that Wirtgen has made to industry development is their slipform paver, a string-less paver that controls its movements by satellite, and follows pre-programmed routes that have been designed by site designers. Along with guaranteeing customers access to most cutting-edge industry technology at competitive prices, SMS Equipment also offers custom alterations on machinery, prompt product delivery, and a promise to deliver cost-effective solutions to customers through sincere, reliable service. They are currently seeking out new customer opportunities. 2907 Millar Avenue, Saskatoon Highway 1 East, North Service Road, Regina 306.931.0044 (Saskatoon) 306.359.3121 (Regina) smsequip.com

BUSINESS & INDUSTRY NORTH SASK

[ INDUSTRY ]

210

210 Aboriginal clients placed with employers

93%

93% of participants were male

GDI Apprenticeship Program Exceeds Targets Gabriel Dumont Institute Training and Employment (GDIT&E) is one of 79 holders of the Aboriginal Skills and Partnership Fund (SPF) across Canada. SPF is a demand-driven, partnership-based program that funds projects contributing to skills training for Aboriginal workers leading to gainful employment. GDIT&E administers the fund in the form of Aboriginal Apprenticeship Initiative. BY JAMES OLOO PHOTOS COURTESY OF GABRIEL DUMONT INSTITUTE

ess than three years ago, the Aboriginal Apprenticeship Initiative was started at GDI following an agreement between Human Resources and Skills Development Canada (HRSDC) and GDIT&E. The goal was to increase Aboriginal participation in apprenticeship to at least 120 clients, and to establish at least 60 partnerships with employers in 17 or more different designated trades in Saskatchewan.

BUSINESS & INDUSTRY NORTH SASK

In 2011, new employees, including a research coordinator and an apprenticeship coordinator, were hired to help meet the goals of the SPF. As the program begins to wind down, this article looks at key highlights in the journey as of December 31, 2013. One of SPFâ&#x20AC;&#x2122;s earliest actions was to meet with potential employers and apprentices and explain the program. They held open houses across the province and placed ads in newspapers and on social media sites. There was also constant communication among GDI staff who worked with existing clients and employers. SPF surveyed clients and employers to learn how to make the program more effective. They also used the survey

results to prepare more than 10 reports to Service Canada. Four more reports are due by May 2014. A total of 210 Aboriginal clients — 120 Métis and 90 First Nations — have been placed with employers since the Aboriginal Apprenticeship Initiative program began. Many who expressed interest in the program did not have the required qualifications, including high school diploma, and were not accepted to the program. The overwhelming majority of the clients are male (93 per cent). SPF’s goal was to have these clients placed in at least 17 different trade areas. To date, we have met this goal. The top five most popular trades are carpenter, electrician, welder, plumber and heavy duty mechanic, making up over 80 per cent of the placements (or 169 clients). The bottom five — meat cutter, locksmith, sheet metal worker, industrial mechanic and pipefitter — account for four per cent or eight of the placements.

After the clients have worked for about six months in a particular trade, they are indentured with the Saskatchewan Apprenticeship and Trades Certification Commission as registered apprentices in the province. A goal of the program was to have at least 120 indentured clients by January 2014. To date, SPF has 125 indentured clients. Another goal was to have at least 60 employer partnerships. To date, they have signed 263 partnerships and their project partners have consistently stated that they find the partnerships useful in meeting the goals of the program and that they are happy with the support they receive from GDI. The 263 partnered employers include those who have offered placements for our clients and those who have not yet, but are willing to do so when they need an apprentice. At the GDIT&E all-staff meeting in October, Patty Reinhardt, co-owner of Reinhardt Plumbing & Heating, a company which has employed three of our clients stated, “One of the biggest challenges to small businesses

in Saskatchewan today is attracting and retaining quality employees. The GDI has enabled us to hire hardworking and dedicated apprentices, and helps us meet the cost of their wages.” Thus, the GDI Aboriginal Apprenticeship Initiative has met and / or exceeded its targets, as laid out in the agreement between GDI and HRSDC. GDIT&E Director Lisa Bird-Wilson says “this success would not have been possible without our employer partners.” Partly because of this success, the SPF agreement was amended in October 2013. Under the new agreement, GDI will get additional funding from HRSDC and is expected to have at least 140 indentured apprentices by March 31, 2014. This is an increase from 120 indentured clients by January 31, 2014. GDI is pleased to continue moving forward with this successful program. Gabriel Dumont Institute 917 22nd St. West, Saskatoon 306.657.2251 www.gdins.org

OPPOSITE Cody Stewart ABOVE L-R Lyndon MacDonald, Valine Gaudet, Jocelyn Cosh

BUSINESS & INDUSTRY NORTH SASK

[ REGIONAL ECONOMICS ]

SASKATCHEWAN BUSINESS CHALLENGE: CELEBRATING ENTREPRENEURSHIP IN SASKATCHEWAN BY APOLLINE LUCYK PHOTOS COURTESY OF RROC

he Saskatchewan Business Challenge (SkBC), an annual Saskatchewan-wide business challenge facilitated by the Regina Regional Opportunities Commission (RROC) and the Saskatoon Regional Economic Development Authority (SREDA), will be accepting applications for its ninth annual challenge in mid-January 2014. SkBC cultivates relevant business skills in budding Saskatchewan entrepreneurs through programming and mentorship. SkBC, formerly the Progress2Capital Provincial Business Planning Competition (P2C), was launched in 2006 in an effort to strengthen Saskatchewan’s economic diversity. “We SKBC Unveil. Photo by Brian Sklar

BUSINESS & INDUSTRY NORTH SASK

an evolving narrative of ‘wow, this is a great place to do business.’ So, it was just a great time for us to work together, to raise the profile of entrepreneurship in Saskatchewan.” SkBC takes entrepreneurs, who are in the early phase of their businesses, and helps them strengthen the skills they already have to become successful business owners. “Entrepreneurs are a very unique set of people,” says Okochi, “highly intelligent, courageous, and driven. So, we are trying to leverage their energy and creativity to help build the ideas they have by connecting them with established business leaders in the community and through various programs that help develop those skill sets. And hopefully at the end of the day, they are able to create successful businesses which will thrive in the province.” The challenge spans from January to June, beginning with the call for applications in mid-January 2014, and ending with the awards banquet that celebrates the challenge participants, and other Saskatchewan entrepreneurs, in June 2014.

have an economy which is very strong, largely based on our resource-rich opportunities, but we also understand the cyclical nature of a thriving resource economy,” says Meka Okochi, vice president of economic development at RROC. So after investigating opportunities for long-term prosperity in Saskatchewan, RROC developed an annual competition to support and strengthen business diversity and the spirit of entrepreneurship in Saskatchewan. “We wanted to raise the profile of entrepreneurship in Regina and Saskatchewan,” says Okochi. “When we started the P2C competition in 2006, it was to help people get their business

ideas off the ground, and at that point, the program was solely delivered from Regina.” Last year, RROC saw the opportunity to expand the competition into a Saskatchewan-wide event. “Getting into our eighth year in 2012, we worked with the Ministry of Economy and the Saskatoon Regional Economic Development Authority (SREDA) to explore the greater partnerships.” Due to the strength of our economy, it was the perfect time to expand the competition to a province-wide challenge. “More people were becoming entrepreneurs. We started to hear about success stories. Many of the Alumni of the competition were also doing well, and you could see

The six-month challenge is comprised of a variety of opportunities for entrepreneurs to develop their business skills. One of the more significant initiatives of the challenge is the design weekend. At the design weekend, the top 20 participants are invited to spend a weekend collaborating with their business mentors to fine-tune their business models. “This is essentially a weekend where entrepreneurs have the opportunity to interact with business leaders, with mentors and with coaches,” says Okochi.

“They work for two days non-stop on developing and improving their business models.” The design weekend is held both in Regina and Saskatoon to accommodate participants from around the province. Once participants have been through the design weekend, they advance to entrepreneurial boot camp. In the boot

TOP P2C Limo Pitch; BOTTOM L–R Michael Lockerbie, Meka Okochi, Ian Meier. Bitstrata wins P2C, Photo by Chidi Igwe

BUSINESS & INDUSTRY NORTH SASK

camp, they learn some essentials of business — including what one needs to run a financially viable business, things to consider when developing a business plan, what kind of human resources will be needed to achieve their goals and legal considerations to keep in mind when starting their business. Business leaders from different sectors come during this time to teach participants about the many aspects of running a business. The boot camp is followed by a period of one-on-one mentoring, which gives participants the chance to prepare their final business plans for submission. Another highlight of the program is the limo pitch challenge, which follows the submission of the final business plans. The limo pitch is designed to help business owners learn how to successfully pitch their business plan to potential investors. Okochi explains that in order to find investors for a company, “you have to be able to effectively lay out your value proposition in a very short period of time, and that involves capturing the investors’ interest from the word ‘go.’” So in the limo challenge, participants get into a limo with a panel of judges, acting as potential investors for their business, and must successfully pitch their business model to them in a very short time.

for in a very short amount of time, so making your idea and your thoughts very concise was imperative.”

“There was a set of judges that were looking to gauge the entrepreneurial spirit of the team,” says Michael Lockerbie, co-owner of Bitstrata Systems Inc., an exciting new company based out of Saskatoon that participated in the challenge just last year.

When the challenge is over, winners are awarded with a wide range of prizes intended to help them with their business, from cash prizes to one year of free office space at Innovation Place and other exciting prizes donated by local sponsors.

“It was an exciting experience, trying to cram all of that information that you want to get across to potential investors in about a three to five minute time frame.”

The competition has proved very successful. About 50 per cent of businesses that have competed in the challenge over the last nine years are still thriving today, which is very impressive in the cutthroat world of entrepreneurship.

Rachel Mielke, founder of the renowned Regina-based jewellery company, Hillberg & Berk, says, “I found the limo pitch most useful because it was really important to be able to articulate what it was that you are doing and are looking

BUSINESS & INDUSTRY NORTH SASK

Mielke reflects, “I’ve definitely been a part of a lot of entrepreneurial award programs in Saskatchewan, and in Canada, but nothing quite like the Progress2Capital program. For most things, you just apply for the award, and you win or you don’t, but Progress2Capital really takes you through the whole business design process, which is very unique to their

program. It was beneficial to me, and it would be beneficial to any new entrepreneur getting into business.” The Saskatchewan Business Challenge will be accepting applications from Jan. 15 to Feb. 15, 2014. All Saskatchewan entrepreneurs in their first year of business are eligible to apply.

Regina Regional Opportunities Commission (RROC) is the economic development and tourism agency for Regina and the surrounding region. Saskatoon Regional Economic Development Authority (SREDA) is the economic development agency for Saskatoon and the surrounding region.

Regina Regional Opportunities Commission (RROC) 1925 Rose Street, Regina 306.791.4694 www.reginaroc.com Saskatoon Economic Development Authority (SREDA) 103 - 202 Fourth Avenue N.,Saskatoon 306.664.0720 www.sreda.com ABOVE 2013 P2C top 10; LEFT Design Weekend Photos by Lisa Avery

BUSINESS & INDUSTRY NORTH SASK

[ SCIENCE AND TECHNOLOGY ]

THE

CANADIAN

LIGHT SOURCE SASKATOON’S INDUSTRIAL AND SCIENTIFIC BEACON SHINES INTERNATIONALLY BY REBECCA SCHNEIDEREIT PHOTOS COURTESY CANADIAN LIGHT SOURCE

BUSINESS & INDUSTRY NORTH SASK

he only institution of its kind in the country, the CLS was decades in the making. Jeff Cutler, the synchrotron’s director of industrial science, traces its genesis to the mid1970s. By the 1990s, synchrotron plans had advanced sufficiently for planners to select a location. Both the University of Saskatchewan and the University of Western Ontario were considered to house the technology, Cutler notes, but factors such as the erstwhile existence of the Saskatchewan Accelerator Laboratory (SAL) helped cement the CLS’s prairie home. Funding arrangements for the synchrotron took precedence after site selection. “In 2003, we had the first light out of the accelerators,” Cutler recounts. “Two years later, in 2005, we had our first […] official, real users coming into the facility from outside.” The CLS has now been illuminating scientific progress for more than a decade, and expansions are still in the works. “We’re always under construction in some way,” says Cutler. “Right now, we have 16 operational beamlines, and we have another five to six in various stages of construction […] we can probably fit 25 experimental stations.” The CLS is a fair-sized employer: “we’ve got about 200 staff here right now,” says Cutler. Furthermore, in addition to core CLS personnel, “there’s quite a number of Canada research chairs, senior academic professors, who would not be at the University of Saskatchewan if it was not for the Canadian Light Source.”

In Saskatoon, at 44 Innovation Boulevard, you’ll find a cutting edge scientific facility dubbed the Canadian Light Source. Billed by the University of Saskatchewan’s website as “Canada’s Brightest Light for Innovation,” the Canadian Light Source (CLS) is a synchrotron, a laboratory facility which harnesses the research power of extraordinarily intense light.

The facility’s visitor estimates are impressive. In late 2013, Cutler projected “about 1700 users this year […] we strive for 5000 hours of user operation a year.” Those research hours upon research hours have led to tangible results. “We’re estimating right now to have over 200 peer review publications out of the facility, per year.” A subset of visitors consists of industry people, thanks to the CLS’s emphasis on practical business applications, in addition to academic research. That emphasis creates twofold rewards, says Cutler. One: “It generates revenue.” Two: “It’s interesting stuff […] their problems LEFT Canadian Light Source facility

BUSINESS & INDUSTRY NORTH SASK

are not easy,” he explains. “It really requires us to stretch our imaginations a bit on how we can help them.”

A Synchrotron’s Function “We take charged particles — in this case, electrons — very close to the speed of light,” explains Jeff Cutler, the CLS’s industrial science director. “They radiate light, and it’s that light we actually use to probe materials.” The technology “came out of accelerator physics,” as an experimental byproduct: “It blossomed from there, because chemists and physicists around the world said ‘you know, we can do some really hot science with this.’” The CLS funnels its light to observation areas called beamlines. “The first real, operational synchrotron was built in the 60s,” notes Cutler, estimating that a scant dozen thirdgeneration synchrotrons exist. “The CLS would be a part of that group.”

One of the Canadian Light Source’s many commercial clients is Shutout Solutions, successful Saskatoon manufacturers of predominantly silver-based cleaning products. “These two guys showed up in my office one day, five years ago or so,” Cutler recalls. The ‘two guys’ were Chad Fischl and Dan Robinson, Shutout Solutions’ founders; they wanted information on the integrity of the silver products on which they were considering to build their brand. “Chad [Fischl] and I were both graduates of the University of Saskatchewan,” explains Dan Robinson. The pair were “trying to find something that would deal with [… cleaning] sports gear, and one researcher at the U of S that we know had mentioned the idea of nanosilver.” Robinson “knew they [the CLS] dealt with nanomaterials and nano research,”

making the facility a natural stop for Shutout Solutions. “The first prototype we ever made, actually, we took over to them and had tested, just to make sure the silver particles were behaving how we wanted them to,” says Robinson. “They helped us design a set of tests, carry out the tests, and interpret the results” — which were not only promising, but were also able to direct them towards possible refinements. Shutout Solutions is now a rising national brand: their products are used by athletes and sports organizations (including the Saskatchewan Roughriders), hotels, mining enterprises, and other clients. Shutout Solutions continues to rely on CLS research in maintaining product excellence. “We’re actually starting to work with them more and more heavily all the time,” Robinson confirms. Uranium supplier Cameco also enjoys a longstanding connection to the Canadian Light Source. Cameco has been conducting synchrotron-based

ABOVE A section of new beamline is tested before it is installed INSET Radiation testing on the BioXAS beamline

BUSINESS & INDUSTRY NORTH SASK

studies for about a decade, but the CLS allowed them to move that research — previously outsourced — closer to home. Presently, the Canadian Light Source helps Cameco examine tailings, a mining byproduct. “When you mine, you produce a waste product, and that waste product is the tailings,” explains Cameco geochemist Jeff Warner. “We have a program called ‘Engineered Tailings,’ where we basically try to put the elements of concern back underground in a stable chemical form.” Tailing stability is tested via a number of routes, Warner says, including at the Canadian Light Source. Cameco’s research occasionally places CLS technicians directly in the field. “Just this past fall […] we actually flew some Light Source employees to site,” Warner recounts. “As the samples came out of the drill rig, they basically prepared and mounted them into sample holders, they were frozen, and then they helped ship the samples back to the Light Source […] they were involved from start to finish.”

When it comes to economic impact, the Canadian Light Source’s benefits can’t be overstated. “The operations of the CLS directly contribute about 90 million to the GDP,” says Cutler, noting that additional millions are attributable to the CLS’s indirect effects. “We look at it as a one-to-three multiplier […] every dollar that comes into the CLS, there’s about three output, from an economic impact perspective.” The CLS also offers more intangible cultural rewards, having hosted both a painter and a writer-in-residence. Synchrotron technology can be applied to art history as well as traditional sciences; forgeries and unknown masterpieces alike have been investigated at synchrotrons elsewhere. From any point of view — cultural, industrial, or scientific — the Canadian Light Source is of vital importance locally and internationally. The facility’s true academic and industrial potential will continue to be realized in the exciting years to come.

‘Suitcase Scientists’ No More “Canadians, for many, many years — myself included — were known as ‘suitcase scientists,’ because we travelled the world doing

synchrotron

experiments,”

says

Cutler. “There was no facility in Canada.” The Canadian Light Source hasn’t merely allowed the ‘suitcase scientists’ to unpack their bags. “It’s also helped us build on the scientific reputation […] of Canada as a whole,” Cutler says — and gathered ‘suitcase scientists’ of its own. “We know of several users who, on the way to the airport, drive past the synchrotron effectively in their neighbourhood, to come here.” BELOW The CLS has over 200 full-time employees

BUSINESS & INDUSTRY NORTH SASK

[ ENVIRONMENT ]

IMPACT REPORTING A Growing Trend Among Businesses

Business is a major driver of socio-economic impact â&#x20AC;&#x201D; and socio-economic impact is said to be a major predictor of business success, especially in the long term. BY THE SASKATCHEWAN RESEARCH COUNCIL

s a result, companies are increasingly interested in measuring their socio-economic impact for a variety of reasons, ranging from reducing cost and risk to creating and capturing new opportunities.

The Saskatchewan Research Council (SRC) has been measuring its impact on both the Saskatchewan economy and the

BUSINESS & INDUSTRY NORTH SASK

environment for the past 10 years. In 2011, SRC submitted and had its first Corporate Social Responsibility (CSR) report verified by the Global Reporting Initiativeâ&#x201E;˘ (GRI), which sets international guidelines for sustainability reporting. SRC led the way in this respect as one of the first Saskatchewan-based companies to submit a sustainability report to GRI.

This past fiscal year in 2012-13, SRC continued to lead the province and the country with its reporting, obtaining a Level B from GRI — its second highest reporting level. SRC’s vice-president of Business Ventures and Communications, Wanda Nyirfa, opens up about this year’s numbers and why SRC has put such an emphasis on measuring its impacts. Q: In a time when no other Saskatchewan businesses and no other research and technology organizations in Canada were reporting on sustainability, SRC stepped out and began to measure its impacts. Why was this something that SRC saw as so important? A: In 2010, SRC launched a new strategic plan which has Corporate Social Responsibility as one of its key

goals. We had already been measuring the economic, environmental and social impacts of our work for years, but wanted to take it a step further to measure impacts of our operations. We looked to find a standard to report against, pursued it, and were the first company in our class in Saskatchewan to report to the Global Reporting Initiative™. It helps to confirm that we are walking the talk when it comes to Corporate Social Responsibility. Q: Economic impact sounds like a tricky number to measure. How does SRC come up with its measurements and how can you ensure accuracy? A: When we first began to look at how to measure our economic impacts, we looked to what other organizations were

doing. Some were measuring inputs, some were measuring outputs, while others were measuring activities. We found that none of these models suited the type of research and technology work that SRC does, so we adopted the most appropriate existing model and then adapted, expanded and enhanced it to meet our needs. As part of this process, we go right to the client and have a face-to-face interview to get their feedback on the impacts our work has had, or is having on their business. The voice of our clients is the heart of the process. Because there’s no one model or assurance standard for economic impact reporting, we regularly look for continuous improvement and third party reviews of the process to ensure accuracy.

BUSINESS & INDUSTRY NORTH SASK

$559M

SRC’s total impact on provincial economy

44 million kWh/year in energy savings and 22 thousand tonnes in Greenhouse Gas reductions

at creating positive environmental and social impacts. Some companies pursue CSR because they have been ordered to or they have to for regulatory purposes. There’s no standard definition of CSR, but At SRC we choose to prioritize CSR it often is referred to as the triple bottom not because we have to, but to make us a better “We had already been measuring company, and as our our economic, environmental and mission states, “create a social impacts of our work for years, better world.” Q: What does Corporate Responsibility mean to SRC?

Social

but wanted to take it a step further to measure impacts of our operations.” line — the economic, the environmental and the social impacts that we are having. SRC looks at CSR this way, but includes the sustainable services we offer. For example, in 2012-13, SRC undertook more than $36 million in projects aimed

BUSINESS & INDUSTRY NORTH SASK

Q: The Saskatchewan economy has been booming over the past few years. Can you give some detailed examples of how/ where SRC has contributed to this boom? A. Our numbers for 2012-13 show an impact in Saskatchewan of more

1:29

Every dollar invested in SRC by the province, SRC’s work contributed to at least 29-times return to the growth of Saskatchewan’s economy

than $559 million and that more than 2,700 jobs were created or maintained as a result of SRC’s work with and for our clients. For specific examples, I would have to say that our work in both the energy and mining sectors have helped to make Saskatchewan industry more competitive. The interesing thing about research and technology work is that the impacts aren’t always immediate as technologies are proven and implemented over time, and they don’t occur at a single point but often go on. For example, the work we have done for the petroleum industry with techologies such as horizontal wells to access new oil producing zones, and CO2 enhanced oil recovery to improve recovery factors,

SRC contributed $18M to create positive environmental impacts

have enabled Saskatchewan oil fields to be more productive and to remain in production for many more years than would otherwise have been the case. Similarly, our Geoassay labs, which we built based on industry demand, are helping potash, uranium, and diamond companies focus and improve their exploration, mining, and extraction operations. Our clients tell us that we are the best in the world in these areas. Q: Where does SRC go from here? A: The journey continues. On the economic-impact front our culture of continuous improvement keeps us moving forward. We are finding that more and more organizations are approaching us about our economic impact assessment process in particular,

SRC contributed $18M to create positive social impacts

2700

Number of jobs SRC has assisted in creating or maintaining in Saskatchewan, which has a value of $169M

and we have been asked back for a second year to present our work at Canada’s Innovation School™. For our CSR program we have just launched a volunteer program where our employees have up to eight hours per year of paid time they can use towards a company sponsorship activity — this year we are doing the Great Canadian Shoreline Cleanup and helping at Food Banks in the communities where we work and live. We are also advancing our work on the Global Reporting Initiatives by gearing up to become one of the first public agencies in North America to adopt the latest G4 standard.

OPPOSITE Wanda Nyirfa, vice-president of Business Ventures and Communications

BUSINESS & INDUSTRY NORTH SASK

Capital Dividend Accounts Growing Assets Tax-Free Under the Provisions of the Income Tax Act BY SHANNON AND BYRON BRISKE PHOTOS HEATHER FRITZ

ne of the areas of support relates to how life insurance is treated when owned by your corporation.

The first significant advantage is the “after tax” cost of holding insurance in your corporation or related holding company. In Saskatchewan, the top marginal tax rate for personal income is 44 per cent;

BUSINESS & INDUSTRY NORTH SASK

your business, if it qualifies, is taxed at 13 per cent. Because both personally and corporately owned insurance are paid for with after tax dollars, your corporation needs to earn less money than you would personally to pay for the same after tax premium the insurance requires. As an example, to personally pay for a life insurance policy that costs $1,000, you would

As a business owner you take calculated risks for the opportunity to be successful. You also help drive the Canadian economy. For that reason the tax laws of Canada are supportive in many ways. need to earn $1,800. Conversely, your corporation need only earn $1,150 to pay for that same policy. This may beg the question, “If the policy is owned corporately, how will my family receive the benefits of that insurance?” That question leads to the second important advantage of owning your insurance inside the corporation.

There is a provision in the Income Tax Act (ITA) referred to as Capital Dividend; the CDA is defined in subsection 89(1). It is a notional tax account that tracks various tax-free amounts accumulated by a private corporation. Such accumulated amounts may be distributed to a corporation’s Canadian-resident shareholders on a tax-free basis. One of those amounts is life insurance proceeds. That means that the proceeds of an insurance policy owned by your corporation and paid to your corporation if you decease would increase the Capital Dividend Account by an amount equal to the proceeds less the Adjusted Cost Base. In most cases, the ACB is very small relative to the overall death benefit. After the amount is recorded with Canada Revenue Agency, the surviving spouse or other family shareholders can elect to pay the proceeds to themselves personally on a tax-free basis. It is important to get professional advice when examining the mechanics of the Capital Dividend Account.

event into a non-taxable event. This strategy can pass significant assets of your life’s work to the next generation on an extremely tax-advantaged basis. Please call us to assess if this strategy is right for you and your business. Shannon and Byron Briske are Senior Financial Planning Advisors with Assante Financial Management Ltd. Insurance; products and services are provided through Assante Estate and Insurance Services Inc.

Cost-savings of Corporate Insurance To personally pay for a life insurance policy that costs $1,000, you would need to earn $1,800. Conversely, your corporation need only earn $1,150 to pay for that same policy.

$1800 $1150

Assante Wealth Management 301 – 500 Spadina Cresent East, Saskatoon 306.665.3244 www.thebriskefinancialgroup.com BELOW Shannon & Byron Biske

The concept of the Capital Dividend Account and life insurance can be expanded even further, relating to the ability to “use” insurance inside the corporation to move assets to the spouse or next generation on a taxadvantaged basis. Typically, any investment assets held inside a corporation are extracted after the main shareholder’s death as a traditional dividend in the remaining shareholder’s hands. The whole exercise can be very costly. First, the estate pays tax on the value of the shares, then the heirs must pay dividend tax to extract the residual value. In essence, the heirs are paying a “double tax.” The ability to avoid this double taxation is accomplished by using a type of insurance that allows for the accumulation of assets inside the policy. The Income Tax Act allows for significant assets held inside your corporation to be sheltered within these policies. These assets grow tax-free until they are withdrawn or the shareholder deceases. If they are held until the shareholder deceases then the entire amount is eligible for the Capital Dividend Account. What is accomplished, in essence, is turning what was a taxable

BUSINESS & INDUSTRY NORTH SASK

[ FINANCE ]

10%

Exports in the province increased from

$29.6 billion to $32.6 billion

Building a Better Working World BY TONYA LAMBERT PHOTOS MEGAN ANTONIUK PHOTOGRAPHY

Growing with Saskatchewan

askatchewan is booming. Over the last few years, we’ve seen remarkable growth across the province. As our community flourishes so, too, do the demands on local businesses. Now is the time for companies to raise the bar when it comes to attracting and retaining talent, strengthening community ties, and breaking down borders to new economic opportunities for the province. EY is one company that has demonstrated its commitment

to supporting local businesses as they embark on their next stage of growth. The firm is celebrating 150 years of business excellence in Canada — an impressive accomplishment in a century-and-a-half that has seen unprecedented change at an everincreasing pace. It’s a testimony to the firm’s flexibility, adaptability and forward thinking that it has not only survived the ups and downs of the turbulent 20th century, but has continued to expand and thrive well into the 21st.

Just two years ago, EY merged with Hergott Duval Stack LLP — the province’s largest independent accounting, tax and business advisory firm — and that was just the beginning. Less than a year later, EY added SRED Automation to its family, a boutique firm specializing in navigating Scientific Research and Experimental Development (SR&ED) tax incentive programs. EY now offers clients access to variety of services that span from SR&ED tax credit support to crossborder taxes.

ABOVE L - R Ryan Ball, Partner-tax leader and Evan Shoforost, Managing Partner, Saskatchewan RIGHT Tom Stack, tax consultant

BUSINESS & INDUSTRY NORTH SASK

These services are more important than ever as Saskatchewan continues its unparalleled growth. The province’s population topped the 1.1 million mark for the first time ever in July 2013 — growing by more than 100,000 people in the last six years, according to the provincial government’s most recent Saskatchewan Plan for Growth progress report. The report also details how Saskatoon and Regina are projected to have the strongest economic growth among Canadian cities. “It’s an exciting time in Saskatchewan,” says Evan Shoforost, EY’s Saskatchewan managing partner. “Our rich natural resource base and agricultural production is attracting the attention of players the world over. There’s a profound opportunity for companies to thrive along with the economy. That’s why we’re dedicated to continually expanding our depth of experience and service offerings for our clients.” The firm points to a number of trends taking place in Saskatchewan and how

local companies can embrace change to lay a foundation for future success.

Breaking Down Borders Globalization is expanding horizons for companies across Saskatchewan. Trade, technology and investment increasingly connect countries and

increase. There’s the distinct advantage of proximity to the U.S., too. But that’s not all. As Saskatchewan continues to attract big business and expand its resource industry, more and more global players are taking notice. Companies undertaking new growth and expanding outside of Saskatchewan

“It’s our primary goal to provide today’s business owners with the advice and support necessary to succeed in a booming economy.” companies around the world. It’s also compressing time and distance as people and products move faster than ever before. The Government of Saskatchewan is focused on connecting the province with the rest of the world — and so is EY, with its local ties and global reach. Exports in the province increased from $29.6 billion in 2011 to $32.6 billion in 2012. That’s a 10 per cent

require a unique set of services and support. EY is leading the charge and connecting local business with the world. “In our global world, a company’s strategic advantage is tax. We’re proud to build on Hergott Duval Stack’s innovative tax practice and continue leading local companies through, often, unchartered territory by offering crossborder tax services,” says Ryan Ball, partner and EY Saskatoon tax leader.

BUSINESS & INDUSTRY NORTH SASK

“It’s our primary goal to provide today’s business owners with the advice and support necessary to succeed in a booming economy.” EY also currently serves companies in more than 150 countries and territories, a major differentiator in the local market. There are few organizations with the geographic reach and depth of talent that EY encompasses, and they’re committed to growing this talent and fostering greater collaboration globally.

Broadening the Workforce Thriving industry is attracting talent from around the world to Saskatchewan — and EY. Today’s workforce is more diverse than ever. And with that diversity comes new skills and experiences to help propel companies forward. Yet many companies fall flat in understanding how to tap into and capitalize on that diversity. EY believes their people are their greatest asset — and it shows. The company embeds inclusiveness into every policy and program they create. The firm is encouraging others to adapt a similar mindset and embrace the vast diversity available in Saskatchewan. Failure to address inclusiveness issues can hinder a company’s ability to innovate, attract clients and partners, or keep pace with industry. “Inclusiveness means creating a workplace where all our people are comfortable speaking up and sharing their opinion, even when it differs from the wider group,” says Shoforost. “This is the key to fostering creativity and innovation in our province. We are the strength of all parts, and at EY we’re really strong,” he adds.

Taking Time for Community Corporate social responsibility is more than just a buzzword. It’s an essential part of business success. Stakeholders are putting more pressure on companies to invest in the areas where they work and live. The benefits of giving back are beyond measure. For EY, it’s about building a better working world — in other words, helping create a thriving community

BUSINESS & INDUSTRY NORTH SASK

able to protect its environment, educate its children and become prosperous by fostering innovation and generating new businesses. In Saskatoon, the partners and staff members give back in a number of ways, but their milestone event is undoubtedly EY Connect day.

repair work and clean. EY employees also participate in classroom activities and give presentations at the school throughout the year. By helping out in numerous charitable endeavours, EY Saskatoon is helping to build a stronger community for all its residents.

EY Connect is all about giving back to the community at large and giving staff the opportunity to donate their time. EY Saskatoon has developed a special partnership with Princess Alexandra School, an inner city school, for their EY Connect. Every year, EY closes its office for a day and staff members join teachers and administration at the school to cook, paint, conduct

Keeping the Momentum Going Saskatchewan’s economic engine shows no sign of slowing, and EY is excited to be helping to fuel that growth. Market forces may be challenging companies to embrace unfamiliar business practices, but EY proves the value of embracing globalization, cultural diversity and expanding communities.

“Opportunities abound for companies growing alongside our great province,” says Shoforost. “And we’re honoured to bring the richness of our global networks to our local clients and offer a variety of services that make their growth ambitions a reality.” EY 1200-410 22nd Street East, Saskatoon S7K 5T6 ey.com/ca | | | LEFT photos courtesy of EY TOP Princess Alexandra School, making centre pieces for the Friendship Inn’s Thanksgiving Dinner BOTTOM Sue Holowach cleaning up the school yard.

BUSINESS & INDUSTRY NORTH SASK

[ ENTREPRENEURSHIP ]

THE WILSON CENTRE’S SIXTH ANNUAL PITCH PARTY: A PHENOMENAL SUCCESS BY TONYA LAMBERT PHOTOS DAVID STOBBE

If there was ever any doubt about the incredible amount of entrepreneurial talent in Saskatchewan, that doubt was put to rest at the Sixth Annual Pitch Party on November 14.

osted by the University of Saskatchewan’s Wilson Centre for Entrepreneurial Excellence, the soldout event was a smashing success with more than 700 entrepreneurs, business people and their supporters in attendance. The Pitch Party is a celebration of entrepreneurship, a showcase of some of the province’s most LEFT Brett Wilson, founder of Wilson Centre for Entrepreneurial Excellence TOP RIGHT Attendees personalize and add tiles to the Art Wall

BUSINESS & INDUSTRY NORTH SASK

innovative, up-and-coming talent as well as a great opportunity to network. This year, the format of the event was switched around with the program coming first in the evening and the networking afterwards. This was done to provide an introduction to the entrepreneurs whose business projects were featured in the booths at the networking session later. Saskatchewan is a province that was built by entrepreneurs. The farmers and business people who came here to settle brought with them dreams of a better future, a willingness to work hard, a propensity to be resourceful and a determination to succeed. These are qualities that have been passed on in the generations that followed, and

are part of what makes this province a leader in creative business ideas in this country. The Wilson Centre was established in 2007 with a $1 million gift to the University of Saskatchewan from W. Brett Wilson, one of this province’s most successful entrepreneurs. The Wilson Centre is a resource facility that helps entrepreneurs along every step of their journey from idea to sustainable business by providing general guidance, educational programs and networking opportunities. Another way in which the Wilson Centre provides supports for young entrepreneurial students is by holding the annual i3 competition. All students at the university are eligible to submit a proposal

and 2013 was the first year in which a student from every faculty applied. The three winners receive financial aid and business guidance to help them get their ideas off the ground. The winners are announced in May; at the Pitch Party in November, the winners report on their progress and each hosts a booth where attendees can learn more about their business ventures. This year first place went to Onatha Studios, which has designed a therapeutic gaming device for use by young cystic fibrosis patients. The second place winner was Farm at Hand, designer of an app which will allow farmers to manage all aspects of their business. Frozen Gear Design took third place with an app that will make it easier for farmers to identify weeds in their fields.

CLOCKWISE FROM TOP LEFT Dylan Hergott, 4th year Edwards School of Business student, pitching “Recrilo Technologies”; Arts and Science student Ndon Nyong demonstrates his app, “Service Hours”; Jeff Wandzura, 2012 Cohort of “The Next 36,” one of Canada’s most competitive programs for young entrepreneurs; 4th year Arts and Science student Anastasia Szalasznyj poses with the evening’s MC, Lyndon Lisitza, after being voted “Best Student Pitch” by the audience for her business “Canadian Girl Boots & Accessories.” BUSINESS & INDUSTRY NORTH SASK

Wilson himself is a strong proponent of Twitter as a free but highly effective form of marketing.

Brett Wilson is a businessperson who believes strongly in giving back to the community. As one of the country’s leading philanthropists, Wilson spoke to attendees at the Pitch Party about the importance of supporting worthwhile causes. Wilson himself has always viewed charitable giving as a great form of marketing and encouraged others to do so, as well. A panel discussion on Entrepreneurship with a Social Purpose was added to this year’s program. Panelists from Ten Tree Apparel, OneStory, Brainsport and Athabasca Basin Security spoke about the various ways businesses can help others, both at home and across the globe. OneStory provides an on-line forum where people can share their stories. Ten Tree Apparel plants 10 trees for every item

BUSINESS & INDUSTRY NORTH SASK

of clothing purchased, thereby helping the environment and creating jobs. Brainsport collects and distributes new and gently used footwear. Athabasca Basin Security is owned by seven First Nations communities in the Athabasca Basin and works to enrich their lives in a variety of ways. The panel also discussed the importance of social media as a marketing tool. Wilson himself is a strong proponent of Twitter as a free but highly effective form of marketing. This year’s Pitch Party saw the continuation of student pitches and audience textvoting, which were introduced at last year’s event. Each of the five students as well as the six audience members giving pitches were allotted one minute

in which to sell their business idea. The diversity of the ideas presented bodes well for Saskatoon’s economic future. In the end, the audience chose Canadian Girl Boots and Accessories as the winning student pitch. The networking session which followed the program was pulsating with energy and enthusiasm. People mixed and mingled, made connections and learned more about some of the city’s newest business ventures. The strong turnout for this year’s Pitch Party is further evidence of the dynamic nature of Saskatoon’s thriving business community. ABOVE W. Brett Wilson discusses “entrepreneurship with a social purpose” with the co-founders of Ten Tree Apparel L–R Derrick Emsley, Kalen Emsley and David Luba

W. BRETT WILSON on Capital

[ COVER FEATURE ]

Appreciation Demonstrating Respect to Build a Better Business BY TONYA LAMBERT PHOTOS HEATHER FRITZ, COURTESY OF PRAIRIE MERCHANT CORP.

Canadian entrepreneur, philanthropist and investment banker, W. Brett Wilson believes that respect is a key ingredient to success in all areas of one’s life — personal and professional. According to Wilson, to be treated with respect is a basic human desire, and people soon lose interest in relationships where this is lacking. Indeed, Wilson writes that a lack of respect in the workplace is the most common reason people will leave a job. “The most important asset you will ever have, and the one that appreciates the most, is the human capital you hire, develop and retain,” says Wilson. In other words, if you want to grow your business, you need to attract and retain good people, and to do that, you need to establish a work environment that is based upon mutual respect.

BUSINESS & INDUSTRY NORTH SASK

are trustworthy by honouring their commitments. Wilson believes that a person’s word and handshake should mean something, and he often closes a deal on that very basis. Leaders also need to set an example by being honest. He advises that if you do not know something, admit it; but also be sure to let people know that you are taking steps to acquire the information. If you make a mistake, admit it and learn from it. Wilson believes mistakes are opportunities for learning, and that a mistake is only a failure when you do not learn from it.

“Respect is an essential part of a successful company. It’s the responsibility of a business leader to foster an environment of respect in the workplace so that line managers in turn treat their employees with courtesy and appreciation.”

ilson chooses what he says carefully, demonstrating both a love of words and a respect for their power. He expresses a belief that everyone should understand their own definition of important words, and know what success and respect means to them. He gives as an example a person’s definition of success, which will reflect their values and determine their approach to everything in life, including business. Whether their definition of success is a large bank account or being a great dad, it will be reflected in personal choices. Without a clear understanding of what key words and concepts mean to you, he says, you will be directionless and your business and relationships will flounder. Wilson’s book, with its reflective title — Redefining Success: Still Making Mistakes —

BUSINESS & INDUSTRY NORTH SASK

is a thoughtful consideration of definitions. He writes, “For me, respect is the ability to value another person and their perspective. It involves treating people with courtesy and kindness. Respect is not the same as agreement. In fact, it is a basic sign of respect to trust people enough to tell them when you disagree. But respect should dictate how you express your opinion.” Wilson says that attitude is everything. He has no interest in doing business with someone whose attitude is winat-all-costs; he chooses, rather, to deal with those who treat others fairly and respectfully. This approach is geared towards long-term success rather than short-term gain. Trust, he says, is a key component of respect; you cannot respect someone whom you cannot trust. Business leaders need to ensure that their employees, partners and clients know that they

Employees and clients need to be able to trust that business owners and managers will deal with problems in a timely and respectful manner. According to Wilson, it is the rare employer who deals with an under-performing employee in a timely fashion. Most employers will allow problems to continue on a lot longer than they should because most people by nature avoid conflict. Unfortunately, such delays undermine a sense of trust in management. Furthermore, Wilson advises that once an issue has been dealt with, it should be left alone; do not go picking at scars. Another way to create respect in the workplace, Wilson advises, is through establishing mutual interests. This can be done in many ways. First, everyone needs to know the company’s aims and the plans in place to achieve them; that way, everyone feels they are a part of things. One way that Wilson achieves this is by beginning each day with everyone gathered together for what he terms “the office huddle.” Second, if people understand the company’s goals and plans, they can then contribute to their attainment by voicing their concerns about what is not working and sharing their ideas on how to improve performance. Listening to the ideas and concerns of your staff and acting on them when deemed appropriate, Wilson adds, fosters feelings of mutual interest and respect. This leads to the third and, possibly most important, component to establishing respect in any relationship: communication. Leaders need to convey their ideas, thoughts, feelings and concerns to others in a constructive manner, while at the same time listening to their ideas, thoughts, feelings and concerns in an open, thoughtful, non-judgmental way. Wilson says that a willingness to communicate shows that you value the other person.

An employee who feels valued will work harder and more creatively, be loyal to the company, and contribute to an overall positive atmosphere at work. Wilson advises companies to participate in team-building exercises to help build trust and mutual interests, as well as to foster better communication. In his own companies, staff have participated in a variety of activities — often outdoors — which require them to work together to achieve a goal. If you place people first, Wilson says, you will have a better chance of success; this is true in your personal life, as well as in the business world. The tagline of FirstEnergy, an energy-focused investment bank that Wilson co-founded in 1993, is “Our focus is energy, but our passion is people.” The huge success achieved by this company is proof that people are a company’s number one asset and that investing in them is of the utmost importance. Wilson writes, “When you’re investing in someone, think of it as a relationship rather than a transaction. The best relationships are based on trust, respect and mutual interests. And those relationships are the best way to make money.” Demonstrate respect to others — business partners, employees, clients and even competitors — and you will not only earn their respect in return, but also see your capital appreciate. W. Brett Wilson has earned the distinction of being one of Canada’s top investment bankers; FirstEnergy is a globally recognized energy-investment firm, of which Wilson was a founding member. His success as an entrepreneur has led Wilson into the Canadian spotlight where he has been a co-star of The Dragon’s Den and host of Risky Business. Wilson is also widely known for his philanthropy, a focus in his life to which he lends his energy, marketing expertise and mentorship. Wilson hails from North Battleford, Saskatchewan. His book, Redefining Success: Still Making Mistakes (2012) is published by Penguin Group, Canada and widely available in bookstores. Wilson speaking with attendees of the sixth annual Pitch Party on November 14, hosted by the University of Saskatchewan’s Wilson Centre for Entrepreneurial Excellence, Photos by David Stobbe

BUSINESS & INDUSTRY NORTH SASK

[ MANAGEMENT AND HUMAN RESOURCES ]

RANKING THE WORKPLACE What Will Define Best Employer Practices in 2014? BY MICHELLE HATZEL

“We say that owners care, and I believe that to the depths of my heart… When our employees care enough to look after our customers, our customers then return to purchase more tickets. This then results in the stock price going up, which makes our employees happy. If you take care of your people then the rest takes care of itself.” Gregg Saretsky, president and CEO of WestJet, sharing his vision for employee engagement with radio host, Bill Good, at the Segal Graduate School at Simon Fraser University in April 2013. WestJet has topped the Ranstad Canadian survey for the past two years, ranking the airline as the most desirable organization to work for in Canada. 38

BUSINESS & INDUSTRY NORTH SASK

ach New Year brings a variety world.” By focusing on 150 of Canada’s Leader Post and Saskatoon Star Phoenix, of best employer competitions. largest companies, Ranstad does not the Saskatchewan Association of Human The most anticipated contests measure the impact of small businesses Resource Professionals chooses its include Fortune magazine’s 100 nor the influence of regional and cultural winners from the competition’s applicants. Best Companies to Work for in America, differences across Canada. According Qualifying organizations may be of any Globe and Mail’s local top 100 in Canada, to recent listings by the Financial Post, size and from the private or public sector, and Ranstad’s list, which focuses primarily Saskatchewan corporations barely make so long as Saskatchewan is their principal on employer branding and recruitment in it to the list of Canada’s 150 largest — place of business. target countries throughout the world. only four in 2010 — and combined, there Considered objectively, these contests are even fewer from Manitoba and the Last year, Saskatchewan winners ranged in size from Saskatchewan Public Service do not comprise definitive lists of all Maritime provinces. — an employer of more the good places to work. than 8,000 personnel — However, the competitions Of the top five most attractive components to Solvera Solutions, a do provide a human resource company of 130. Employers perspective on the dynamics of employment, potential employees are compared to other of employment strategy and selected salary, work atmosphere, job applying organizations insight into the changing state in their fields and those of workplace culture. security and work-life balance, followed chosen are honoured as Ranstad is a global human by convenient location. the “most progressive and resource staffing and forward-thinking” places recruitment service; it ranks employer Providing a more equitable representation to work. As outlined on the competition’s appeal by surveying potential employees of Canada’s best employers, Mediacorp’s website, all applying organizations are from the country’s workforce. Ranstad Globe and Mail includes among its evaluated on eight criteria: physical defines the survey as “the largest piece winners 20 from each province. In workplace, atmosphere, benefits, vacation/ of employer branding research in the partnership with the editors of Regina time off, employee communications,

BUSINESS & INDUSTRY NORTH SASK

performance management, training and community involvement. In 2013, Randstad identified that Canadians, in defining attractiveness of an employer, value compensation and benefits foremost, and the importance of remuneration has increased from the previous year’s survey. Of the top five most attractive components of employment, potential employees selected salary, work atmosphere, job security and worklife balance, followed by convenient location. The survey also differentiates certain priorities based on a variety of demographics. For instance, men prefer financially healthy companies, career prospects and interesting work, while women give priority to flexible working arrangements, accessibility, atmosphere and work-life balance. Ranstad identified a generation gap by noting that employees over age 40 look for high quality work in stable companies and younger employees seek companies offering career growth and flexible work arrangements. Levels of education also influence the perception of value of potential employers. People with higher education typically look for more interesting jobs, potential for career growth, and places that offer a better work-life balance. On the other hand, job security, training and accessibility to work are of greater importance to those with lower degrees of education. For its second year in a row, WestJet Airlines won the Ranstad, with Transat A.T. Inc. and IBM Canada Ltd. sharing second. Speaking to radio host, Bill Good, at the Segal Graduate School at Simon Fraser University in April 2013, Gregg Saretsky, president and CEO of WestJet, states that last year WestJet received 100,000 applications for 1,000 openings in the company. “I’ve heard the statistic for what percentage of people get into Harvard School of Business,” Saretsky says. “It’s as hard to get into WestJet as it is to get into Harvard.” Saretsky explains that it is a business model of hiring good people, empowering them to take initiative in customer care and rewarding them that makes WestJet a desirable employer. A shared stock

BUSINESS & INDUSTRY NORTH SASK

purchase plan enables WestJet employees to become company owners, creating a level of dedication among its personnel that accounts for its profit in an industry prone to financial loss. This sort of onus on employee compensation is becoming a standard in many Canadian companies. A significant focus of Globe and Mail’s best employment practices is given to compensation packages, especially bonus payments and profit sharing. Saskatchewan winners which offer financial incentives include Alliance Energy Ltd., Cameco Corporation, Co-operators Life Insurance Company, ISM Canada, Mosaic Company and Solvera Solutions. Benefits plans are important components of compensation packages. Benefits can have high value, like Cameco’s phased-in retirement and progressive health benefits plan which extends beyond employee retirement, without age restriction. SaskTel offers scholarship plans for employees’ children and flexible benefits accounts. The Ranstand survey, which reports work-life balance as a priority for many, makes family-friendly benefits important to many employees. Saskatchewan Government Insurers’ (SGI) provides compassionate leave that allows employees to receive full salary up to six weeks while caring for a gravely ill family member. Saskatoon, Prairie North and Prince Albert Parkland Regional Health Authorities, Solvera Solutions, University of Regina, Saskatoon Police Service, Ranch Ehrlo Society, Cooperators Life Insurance Company, Information Services Corporation, ISM Canada and Potash Corporation all offer maternity/parental leave top-up payments. Mosaic Company, in addition to maternity leave benefits, provides a subsidy for in-vitro fertilization. Workplace wellness plans, according to the Globe and Mail, offer value to employment and include access to special amenities such as fitness facilities at SaskTel, University of Saskatchewan and University of Regina; quiet rooms at the Saskatoon Police Service; and

healthy food and special dietary options at City of Saskatoon’s cafeteria. Companies such as ISM Canada, which offers flexible work options for employees returning to work after parental leaves, responds to the importance of flexibility for employees with families. Mosaic Company and Solvera Solutions offers telecommuting, shortened and compressed workweek options and paid days off.

An increasingly important aspect of the work culture atmosphere is corporate responsibility and community involvement. Alliance Energy Ltd., Saskatchewan Public Service and City of Saskatoon are among several employers who support employees’ charitable initiatives through paid volunteer days off. The Globe and Mail reports that SaskTel employees have earned a reputation for being a national leader for donating time to community projects.

BUSINESS & INDUSTRY NORTH SASK

Perhaps less well profiled, but of high value in the workplace culture, are Saskatchewan employer environmental initiatives. Information Services Corporation was mentioned in the Globe and Mail for its paper-free online submissions process. SaskTel earned note for its benefits program, which allows staff to apply flex dollars toward environmental purchases such as transit passes, solar panels and highefficiency appliances.

other

employers’ financial health flexible working arrangements

interesting job content

salary 26%

7% 9%

work-life balance

11%

15%

Saskatchewan companies currently dominate the nation as diversity employers, according to the Globe and Mail, because of their ability to draw from a variety of talent in the province’s growing communities. Cameco Corporation, Information Services Corporation, SGI, and SaskTel have introduced employment equity strategies into the workplace. City of Saskatoon and SaskPower have earned mention for their education initiatives on issues of diversity. Saskatoon Regional Health Authority has introduced a strategy to promote the retention of current and future internationally educated health care professionals. Working with the Saskatoon and Regina Open Door Societies, SaskPower provides work placements to new Canadians. All these initiatives foster inclusion, an important factor for creating a healthy workplace atmosphere.

year mark [of being unemployed]”, which Meehan says does “lasting damage to their employability for the rest of their lives.”

Perhaps most important to any employer is having a staff capable of managing the work of the organization. Employees, especially those who are young or without post-secondary training, seek employment which offers training and skills development. In 2013, the Mediacorp competition ranked professional development as one of the most important initiatives of progressive HR strategies. Citing unemployment rates for untrained labour, Tony Meehan, publisher of Mediacorp Canada’s Top 100 Employers, argues there is a need for accessible education in Canada. He states that skilled workers have a much higher rate of employment and experience shorter periods of joblessness than the untrained. “Governments and private industry need to be more proactive in preventing younger workers from hitting that one-

We can say that many Saskatchewan 56% companies are deserving of awards for their ability 45%to attract and keep the right 40 people. What makes 39% it worth our while According to Statistics 30 Canada, in 2012, to look at the Ranstand awards and young people are the largest segment of Mediacorp’s Top 100 is the glimpse they 20 Saskatchewan’s population. Youth under provide of progressive human resources 20 years of age represent 25.8 per cent 10 management practiced in Saskatchewan of people, and those aged 20 to 40 years 0 and now. wo co These awards also jo Canada make up 37.7 per cent; 31.8 per centatof m b r draw k- tonvthe se attention en variety of values the province’s population is aged 41 to 65;osp lif c e ie hewithinur the current workplace culture. nt ba those over 65 comprise 14.8 per cent. ity re l l Being cognizant ofanthe differing needs of oc at c personnel will, in yearse to come, io define the But as can be anticipated, a workforce n best recruitment and retention strategies which includes multiple generations for developing multi-talented teams. is itself a management challenge. As It is an ever-changing system, and the highlighted by the Ranstand survey, companies that are best able to navigate each generation has differing priorities. these changes are the companies most Today, in a work culture where those over age 65 are delaying retirements, the likely to adapt and succeed in the future.

Mediacorp’s Saskatchewan top 20 offer this message: come for the job, stay for the career. Nineteen of the award winners offer training, mentorship, scholarship and tuition reimbursement 80was an incentive to benefits. If ever there promote skills development as part of an 70 73% organization’s recruitment and retention 60 policy, it would rest in the knowledge 60% that young people 50 seek jobs with career growth potential.

BUSINESS & INDUSTRY NORTH SASK

job security

Last year Canadians identified the most important factor for choosing employment Source: Ranstad

work atmosphere

transition between generations spreads over several years instead of lasting only two or three. “Employers are having to manage the complexities that arise from an intergenerational workforce,” says Meehan. Knowing how to balance the differing needs of employees, perhaps more than anything, is likely to make the difference between keeping and losing staff during these times of provincial growth and skilled labour shortages.

www.worksafesask.ca

www.safesask.com

I BELIEVE IN MISSION: ZERO

“

”

Safety and quality are synonymous for us. As safety goes up, our quality goes up. When our workers feel safe, they feel better about themselves and provide better service. We don’t think of investing in safety as a cost, we view safety as an improvement. It’s just good business. When it comes to injuries, we believe in Mission: Zero.

Terry Ortynsky, Dealer Principal –Terry Ortynsky’s Royal Auto Group

Join the Mission: Zero movement by signing the Saskatchewan Health & Safety Leadership Charter. BUSINESS & INDUSTRY NORTH SASK 43 Call 306.352.3810 or email info@safesask.com for more information.

[ SAFETY ]

The Importance of

LEADERSHIP IN HEALTH AND SAFETY BY WORKSAFE SASKATCHEWAN PHOTOS BY GREG HUSZAR COURTESY OF WORKSAFE SASKATCHEWAN

orkSafe Saskatchewan, a partnership between the Saskatchewan Ministry of Labour Relations and Workplace Safety, and the Saskatchewan Workers’ Compensation Board is focused on eliminating workplace injuries in our province. The primary goal of WorkSafe is Mission: Zero. We believe all injuries are predictable and, therefore, are preventable. Through WorkSafe, we provide injury prevention programs, information and support to workers and employers in Saskatchewan. Our ambitious goal is zero injuries, zero fatalities and zero suffering. We believe that achieving excellence in anything requires the pursuit of perfection. Vince Lombardi said, “Perfection is not attainable, but if we chase perfection we can catch excellence.” More than 350 Saskatchewan business leaders have publicly declared they are in pursuit of Mission: Zero perfection, and are achieving safety excellence.

So how do we achieve safety excellence? You need three basic ingredients: • a rigorous safety management system • good technical information • a supportive culture A safety management system and solid technical information allows you to effectively identify and control your workplace hazards to achieve safety excellence. Safety programs include training, audits, investigations and inspections and sound technical information (i.e. noise level testing, ventilation and ergonomics) but it’s not the whole picture.

Saskatchewan is experiencing an era of prosperity and positive growth. With growth comes challenges, like hiring and retaining employees who match your workplace needs. 44

BUSINESS & INDUSTRY NORTH SASK

The best equipment and information won’t be put to use if they aren’t provided within a supportive culture. Companies can invest thousands and thousands of dollars in training and sophisticated programs to manage health and safety; however, the information and programs will not be effective if there is no motivation to use them properly and consistently.

A corporate culture that truly values health and safety as much as it values productivity, quality and profitability will generate world-class safety results. Creating a safety culture in your workplace is similar to creating a safe home and healthy habits. It starts with where you place your value. You may need new safety equipment — a new car seat when a baby joins the family or a bike helmet. You may need practice to use the equipment. But it is the value you place on the outcome that determines whether you use the equipment or adopt the practice. It is your sheer desire that helps you make smart decisions to keep your family healthy and safe. The root secret to building a safety culture and keeping workers safe is just as simple. It starts with you.

Leading edge research from the Institute for Work & Health, the Centre for Management Development at the University of Regina, and the CN Centre for Occupational Health and Safety at Saint Mary’s University shows that culture has a significant effect on preventing injuries. We also know from this research that one of the leading indicators of both safety culture and injury rates is leadership. When it comes to the health and safety of workers, leadership matters. Leaders who engage managers, supervisors and workers on a regular basis regarding health and safety have better safety records. While research has shown this to be true, we have also seen this within Saskatchewan. The business leaders who have committed to Mission: Zero by signing the Saskatchewan Health and Safety Leadership Charter have been dropping their total workplace injury rate faster than the provincial workplace injury rate for the past three years. While there are likely many reasons for this positive change, it is another indicator that when leaders become engaged in health and safety they have a powerful and positive impact on injury prevention. An engaged leader means fewer people get hurt at work.

So what can you do to start developing a stronger safety culture in your business? • Be seen • Leaders need to spend time on the “shop floor” and ask workers relevant safety-related questions • Collect and review all incidents • Leaders need to follow-up with people who are directly affected by workplace injuries • Hold managers and supervisors accountable for safety activities AND outcomes • Leaders need to regularly review safety management metrics (measure your activities and outcomes) • Leaders need to periodically review safety culture metrics through surveying Saskatchewan is a great place to do business. Let’s make it the safest and most productive place to work and do business, too. Visit worksafesask.ca. Learn more about effective safety management systems at www.worksafesask.ca/training/ jic-certification. Contact Safe Saskatchewan at 306.352.3810 or info@safesask.com to learn more about the Saskatchewan Health and Safety Leadership Charter.

BUSINESS & INDUSTRY NORTH SASK

F O O R P WLF Medical’s Corporate Plan Educating Employees on Weight Loss Surgery and Saving You Money Obesity is a medical condition that, based on a recent study conducted by Statistics Canada, affects over 50 per cent of the national population. Individuals living with obesity struggle everyday to find normalcy in their lives, often suffering from additional medical health problems, as well as psychological issues that stem from negative body image. BY ALYSSA RUDYCK PHOTOS BY HEATHER FRITZ

hile these factors can be extremely detrimental to the overall wellness of the individual, obesity affects the workplace as well. While dieting and exercise are two important aspects of healthy living, for many people who struggle with obesity

these tools alone are often not enough — which is where WLF Medical steps in. WLF Medical is a bariatric program that offers weight loss and cosmetic surgery, and provides patients with comprehensive educational and followup programs.

“We change people’s lives,” says Melanie Wildman, president and CEO of WLF Medical in Saskatoon. “People who suffer from [obesity] face discrimination every day, as well as health problems such as type two diabetes, hypertension, and fertility problems. Even cancer rates are higher. [Weight loss surgery] transforms people’s health. It gives them a healthy future to look forward to, and on top of all of that there is also the emotional and psychological wellbeing that comes from feeling normal. You get your life back.” As a business owner who struggled with obesity herself for many years before undergoing bariatric surgery, Wildman not only has an intimate understanding of the physical and emotional repercussions of being overweight, but of the economic impact that obesity can have in the workplace as well. ABOVE RIGHT Melanie Wildman, owner WLF Medical

BUSINESS & INDUSTRY NORTH SASK

“For any business that has three or more employees, the odds are that one of those employees will have a weight problem...” Gender

Average sick days Normal Weight

Average sick days Obese

3.4

8.2

3.1

Saskatoon physician, Dr. Carl le Roux after losing over 91 lbs. with WLF Medical

F O O R P

Productivity goes up by over 30 per cent for employees who are no longer obese, representing a significant cost savings.

Employee base salary

30,000

BEFORE

“For any business that has three or more employees, the odds are that one of those employees will have a weight problem,” Wildman states. “What a lot of small or medium business owners and HR professionals don’t necessarily understand is the cost that companies bear when their employees suffer from obesity. For example, companies could see significant savings in plans and packages, because employees who have weight loss surgery access those plans less often for things like sore knees, sleep apnea, depression and migraines [which] cause the overall cost of the plan to become more affordable not only for the employer, but for other employees as well.” “A regular-weight woman, for example, will on average miss three days of work a year, [while] someone who suffers from obesity will miss more than eight,”

40,000

Wildman attests. “We also know that productivity goes up by over 30 per cent for employees who are no longer obese, simply because they feel better and have a more positive outlook on life. They are [no longer] weighed down by sore knees or carpal tunnel syndrome or migraines, so they are healthier and more engaged at work. If you put all that together, then there is a significant cost saving for employers.” Wildman strongly believes that implementing a program to educate employees on the benefits of weight loss surgery is mutually beneficial for employers, which is why WLF Medical offers a corporate plan, and why she chooses to offer it to employers free of charge. “There is no cost to employers to participate in the program,” Wildman

Cost savings

9,000

12,000

emphasizes. “It is an educational tool, as well as a benefit that they can offer, at no charge, to their employees. If they have four or more employees and they are part of the corporate program, then they can also access WLF services at a discounted rate.” Please contact WLF Medical for more information on corporate programs and how to include WLF Medical services in your company’s benefits plan.

WLF Medical 820 - 51st Street East Saskatoon 306.665.8891 www.wlfmedical.ca

BUSINESS & INDUSTRY NORTH SASK

[ MANAGEMENT AND HUMAN RESOURCES ] VCM employs up to 150 people

Constructing Relationships and Building Trust A family can be defined as a group of people who share common interests, values and goals and who work together to achieve these goals. “VCM Construction is like a family. You feel like you belong; you are part of the team, part of the family.” BY TONYA LAMBERT PHOTOS HEATHER FRITZ

ith a larger company, you feel like a number. At VCM, there is a family atmosphere. It is playful, fun. There is a sense of camaraderie,” says Kirk Byers, preconstruction manager. It is a sentiment which is heard again and again from

“

BUSINESS & INDUSTRY NORTH SASK

the management, staff and crew of this Saskatoon-based company. Like all families, VCM Construction started out small with just five people in 1996 and has slowly grown to include upwards of 150 people in the busy season. The pictures of every employee

are proudly displayed along a hall in the company’s office building, much like the photos of family members are hung on the walls of many homes. While VCM does hire some workers on a short-term basis as do all construction companies, company president Raymond Van De Woestyne is proud of the large number of long-term employees that form the core of his corporate family: “At VCM, there is an atmosphere of mutual support and respect between management and employees.” Office manager Shannon Hosegood agrees, saying, “I feel valued and taken care of as an employee and as a person.”

BUSINESS & INDUSTRY NORTH SASK

“Working at VCM has allowed me to maintain a great work-life balance.”

Van De Woestyne values family very highly, whether it is his corporate family or his personal family. Photos of his wife, three children and six grandchildren can be seen throughout his office. His daughter, Stefanie Swan, is a civil engineer like her father and works with him every day at VCM. His son, Andrew is in his third year of engineering and will be joining the company when he finishes his studies. It is this love for and commitment to his own family that led Van De Woestyne to make some rather unusual decisions as an employer which enable his employees to strike a healthier work-family life balance than is the norm. “Working at VCM has allowed me to maintain a great work-life balance,” notes Colby Munshaw, a superintendent. When VCM Construction undertakes a project that will require workers to be away from home overnight, employees are given the option of joining this team: no one is forced to work far away from their families. VCM Construction work hours are fairly flexible to accommodate the

BUSINESS & INDUSTRY NORTH SASK

needs of employees and their families. And, of course, VCM Construction provides its employees with an excellent health benefits package and pension plan. “I went to work for another company briefly, but now my girlfriend is so happy that I am back with VCM!” says carpenter Nick Furlong. An excellent example of VCM Construction’s commitment to its employees occurred this past winter. Business was slower than usual in the construction industry and like other companies VCM faced the problem of having not enough work for all its employees. Rather than layoff its longterm employees, VCM management, spearheaded by Stefanie Swan, made the decision to pay these employees to work for several weeks for Habitat for Humanity, an organization that enables low-income families to own their own home by providing interestfree mortgages and constructing houses largely through volunteers, like VCM Construction. By helping Habitat for Humanity build homes for Saskatoon

families, VCM was honouring its commitment to both the community and its own corporate family members. VCM Construction has worked hard over the years to establish strong ties with its extended family of clients, subcontractors and consultants. The company’s success can be measured by the fact that it has completed over 500 projects, ranging from $50,000 to $150,000,000, for only 50 clients over the past 17 years. Like its employees, VCM’s clients from across western Canada and northwestern United States trust the company’s loyalty, integrity and commitment to finding a win-win solution to challenges. One of the methods VCM uses to find innovative solutions is to encourage and value input and creative ideas from all its employees no matter what their position is within the company’s hierarchy. “It is not a common thing in the construction industry to be able to speak with the owner. At VCM, I am able have input and voice my ideas, and know they will be taken seriously,” comments Rich Lang, a site superintendent.

VCM Construction specializes in industrial, institutional and commercial construction. The company is a fullservice provider of project planning, conceptual design and construction services. In addition, they do designbuild, EPCM, plant maintenance, and special projects, such as renovations and retrofits. VCM Construction strives to assist clients from start to finish, from the idea stage to the operational and occupancy stage. Existing projects are in various stages of completion and new projects are always being added to the roster. As a result, VCM Construction is looking to grow its corporate family by adding bright, hard-working members to its team.

“Everyday there is hearty laughter in the office.” If you are a skilled labour or tradesperson looking to join a company that will allow you to grow professionally and personally, VCM Construction would like to hear from you. You can email your resume to vcminfo@vcm.ca or drop it off at the office. “It is a great place to be,” says Rick Steer, senior construction manager. In February 2014, VCM Construction will be moving into its new office and shop in the Marquis industrial area. Come and check out the new 15,000-square-foot office and shop at 4003 Arthur Rose Avenue when it opens. It is a proud testament to a bright and long future for VCM Construction in Saskatoon. VCM wishes to thank all its faithful clients for their ongoing support in 2013, and their construction family wishes your family a healthy and prosperous start to 2014. VCM Construction 3038 Faithful Avenue Saskatoon 306.664.0007 vcminfo@vcm.ca www.vcm.ca

OPPOSITE Colby Munshaw TOP L-R Shannon Hosegood, Kirk Byers MIDDLE Rick Steer Bottom L-R Stefanie Swan, Andrew Van De Woestyne

BUSINESS & INDUSTRY NORTH SASK

[ MANAGEMENT AND HUMAN RESOURCES ]

Attracting and Retaining

Good EmployEEs

through Business Clarity and the Culture of Three A’s by Tonya LamberT phoTos megan anToniuk phoTograhy

very business is the sum total of the performance of all the people in it,” notes world-renowned business speaker Donald Cooper. If you want to operate a successful business, you need to attract and retain great people who work well individually and collectively. Recruiting and keeping great staff are becoming increasingly difficult to do in today’s mobile world, and yet, it is important to remember that some companies are able to do so: “People say that you can’t get good help anymore, yet the best people have to work for somebody. The challenge is making them want to work for you.” If you want to attract and keep great staff members, figure out what type of businesses these people work for and how you can become that type of business.

“

As former director of Cooper Canada and former president of Alive & Well, a ladies’ clothing store in Markham, Ontario, Cooper shared years of experience in Saskatoon on October 25. Presenting at a business seminar hosted by Kevin Hegedus and Kevin Haakensen of Prairie Wealth Management, Scotia Capital Inc., Cooper spoke to improving business management by creating clarity of purpose, commitments and procedures. Cooper stated that there are 11 possible reasons why a business’s staff members are not performing and the responsibility of rectifying nine of these are that of the business owner and manager, not the staff. Each of these nine reasons is directly related to a lack of clarity. Cooper stated that many businesses lack a clarity of purpose altogether. Business owners and managers may be clear on

BUSINESS & INDUSTRY NORTH SASK

Donald Cooper, speaking at a prairie Wealth management, scotia Capital inc. business seminar in saskatoon

problems in business today,” says Cooper. “Remember, good people leave because bad people are allowed to stay.” Before dismissing an employee for nonperformance, though, an employer needs to learn why that person is failing to perform. Is there some problem in their personal life that is temporarily distracting them from their work, and if so, is it something which the company and other employees are willing to support them through or not? Does that employee have skills that would be better suited to fulfilling a different role within the company? Is the job simply beyond the mental or physical abilities of that person? Does the employee have a poor work ethic or bad attitude? Do not make the mistake of getting rid of a potentially good employee when a little support or a transfer to a different position is all that is needed for them to perform well and contribute to the success of your business. On the other hand, do not retain employees who either cannot or will not perform their required duties. “Every person on your team is part of your value or part of your problem,” says Cooper. “Before dismissing a problem employee, see if there is a way to rescue them.”

their company’s purpose, commitments and the means to achieving them; however, they have failed to pass this knowledge on to their staff members, who are left operating blind and possibly at odds with management and other staff members as a result. In other cases, management thinks only in parts, lacking a clear over-arching purpose and commitment. This means that each section of the company is operating with different ideas and goals which are not always in sync. It is of primary importance that everyone — staff and management alike — know the purpose, commitments and procedures of the business; otherwise, they will never be met. It is the responsibility of the owner and management to ensure that every staff member not only knows the purpose and commitments of the company but also to provide each person with the skills, information, tools, time and power to meet these objectives. Processes need to be put in place to ensure that employees are able

to successfully perform their commitments in a consistent fashion; without these processes, results will be hit and miss. Furthermore, each staff member should know specifically what their job is and why it is important to the overall functioning of the company. If an employee understands why their work is valuable, they will feel more inclined to do it well.

Finally, invest in your team and they will invest in you. If you are establishing a website, introduce your staff members to your potential customers. Let people know why each member of your team is qualified to serve them while also telling them a bit about each staff member as an individual. This creates a connection, a sense of comfort and familiarity, which makes customers more confident in doing business with your company. It also shows employees that they have a real stake in the success of the company.

Businesses who wish to attract and retain good employees must establish a culture of the “Three A’s:” acknowledgement, appreciation and accountability. Management that acknowledges good performance by employees will retain those employees. Everyone wants to feel valued and appreciated. Reward employees with decent pay and benefits, bonuses, promotions, verbal and written recognition, and rewards in direct proportion to their level of performance. Of course, this also means dealing swiftly, fairly and firmly with non-performance. “Failure to deal with non-performance is one of the biggest

By clarifying your company’s purpose, commitments and plans, including the role of each individual in achieving them, and by establishing a culture of the Three A’s — acknowledgement, appreciation and accountability — you will create a business team where everyone is on track, committed to success, and willing and able to step in to ensure that every task is completed and every customer satisfied. “Businesses don’t die from a single shot to the head. They die slowly but surely from a thousand uncompleted tasks,” says Cooper. With everyone working together like a well-oiled machine, your business is sure to grow and prosper.

BUSINESS & INDUSTRY NORTH SASK

[ EDUCATION ]

Bridging the Gap Learning, Living and Working in Saskatchewan by Tobie HainsTock

he University of Saskatchewan (U of S) Student Recruitment Program strives to attract students from all over the country and abroad to its campus. By drawing an education-seeking population into the province, Saskatchewan post-secondary institutions play a key role in recruiting and training people to meet provincial employment and business demands. Providing out-ofprovince students with services and support once they arrive, and introducing them to local opportunities after graduation, the U of S fulfills an important role in growing Saskatchewanâ&#x20AC;&#x2122;s workforce.

BUSINESS & INDUSTRY NORTH SASK

their website, explore.usask.ca, students are given information about the advantages of studying in Saskatchewan.

Offering Support Once students arrive, they are provided the best possible support system to assist with adjusting to a new learning and cultural environment. Through the programs of the Language Centre and other resources, conscious efforts are made to help international students transition smoothly into campus life. The International Students and Study Abroad Centre offers complete guides for pre-arrival and arrival, aimed at informing students about housing, permits and other necessary information for living in Saskatchewan. “As soon as a student arrives, he or she has our provincial medical coverage,” says Seneker. He explains that orientation programs are offered to international students to teach them how to function day-to-day. “Students are shown how to perform regular tasks such as banking and how to shop.” The goal is to provide support and peace of mind for students and to make life at the University of Saskatchewan a rewarding and fulfilling experience.

Bringing Students and Employers Together

aboVe U of s mascot, Howler the Huskie, poses with cameco representatives at the secc’s campus career expo. PHoTo University of saskatchewan

Studying in Saskatchewan Promoting the University of Saskatchewan on a global scale and actively recruiting out-of-province students has increased enrollment at the university over the past several years, says Dan Seneker, manager of student recruitment. This increase has created more diversity on campus and has helped maintain student programs. Student recruitment is based upon offering more than study opportunities; successful recruitment also provides several student support services on campus and

goes beyond the university to promote opportunities within the province. “We reach out to international and national students and provide them with information about what Saskatchewan has to offer; once they see this, they are eager to come,” says Seneker. Marketing to international students has become a focus of the recruitment strategy. Making them aware of the many resources available to them helps to make the idea of attending the University of Saskatchewan more attractive. Through presentations, videos, brochures and

In the effort to encourage students to stay in the province and assist in filling the workforce gap, the Student Employment and Career Centre (SECC) offers counselling and work placement opportunities. “We are more than just a placement centre,” explains manager John Ault, “we offer a holistic approach and strive to empower students by helping them learn what’s out there for careers.” The SECC is open to any student who is looking for assistance in career guidance. “We encourage people to keep an open mind, to explore their passions and look for opportunities available within those passions,” says Ault. By offering career exploration services such as consultations, online resources, workshops and more, this studentfocused facility is able to assist students in developing their career path.

BUSINESS & INDUSTRY NORTH SASK

Bringing students and employers together is a big part of what the SECC does to assist both parties in fulfilling their needs. One of the ways this is done is through the facilitation of career fairs. According to Ault, the SECC hosts five career fairs per year which bring in about 10,000 students and 300 employers. “The employers are local, regional and national,” he says. Participating employers include the top 100 companies in Saskatchewan, a list of organizations compiled by SaskBusiness Magazine based on profit, growth and giving back to the province; it is used by many other organizations, including Enterprise Saskatchewan and the Better Business Bureau, to identify companies of note in the province. Ault points out that the SECC has put together some strong marketing strategies to reach out to these businesses. The efforts are paying off: five years ago, 42 per cent of the businesses used the SECC; in 2012, 76 per cent used their services. Ault says it is up to the employers as to how involved they want the SECC to be. Some organizations may request to host events on campus, and SECC will assist in promotion and facilitation of them. Others use the Centre’s website to post career opportunities. The sectors served by the SECC in this capacity include: • • • • • •

sales and marketing mining, oil and gas science and technology energy and environment government health care

The SECC programs ensure that students have the skill sets needed to search for jobs. They are also instrumental in meeting the needs of employers. It is clearly a “win-win” situation.

ToP PHoTos University of saskatchewan. boTToM Pitch Party iV at the Wilson centre PHoTo David stobbe

Entrepreneurship

The Wilson Centre offers a mountain of support to students looking at this career path. From helping with research and a business plan to sending students out with people in their industry of choice, students are guided through the process of establishing a realistic plan for their future.

For those students planning to go into business for themselves, the W. Brett Wilson Centre for Entrepreneurial Excellence offers training, networks and tools to start a business. According to Stephanie Yong, director, entrepreneurship has become a very popular and viable career choice.

For an economy that’s growing at the rate of Saskatchewan’s, the development of new businesses almost seems to be the natural order of things. “Saskatchewan entrepreneurs want to stay in Saskatchewan,” says Yong. She explains that sometimes resources aren’t always available when entrepreneurs are first

BUSINESS & INDUSTRY NORTH SASK

starting out; when this happens, young businesses leave the province, returning only after they are better established. With the continuing growth of the province’s economy and its population, it is hopeful that all necessary resources will become available to entrepreneurs looking to start businesses in Saskatchewan. As Saskatchewan becomes better known globally, the awareness of what it has to offer young people is increasing. Many find the way of life attractive and look to our province as a great place to learn, work and live.

EXPERT ADVICE ADVICE

EXPERT

PURCHASING BONDS Why Bonds are Necessary in Contracting and Construction of qualified labour or the death of an important person in the organization. If the unfinished job is bonded and a surety guaranteed the job would be completed, the owner of the project would initiate a claim with the surety.

Photo Megan Antoniuk Photograhy

Bill Schwandt-CAIB Hoffmann Kool Insurance 5-75 Lenore Drive, Saskatoon, SK 306.934.1999 bill@hoffmannkool.com www.hoffmankool.com

hether you are a large contractor or a small construction company just starting out, sooner or later you’ll likely be interested in bidding on jobs that require contract bonds. Hoffmann Kool has the expertise to understand what is required in order to obtain contract bonds and can help you access bonds from several provincial and national surety providers.

What is Bonding? A Surety Bond is a guarantee by the bonding company that a contract will be fulfilled by a contractor. The surety gives the owner of a project a sense of security that a contractor will perform the work that has been promised. Sometimes a contractor cannot finish a job because of financial problems, lack

Because bonding is really an extension of credit to an individual or a company, the surety will only issue a bond if they are very sure that the contractor can and will complete a project.

What is a Bid Bond? When a contractor bids on a project, the Bid Bond accompanies the tender. It guarantees the owner of the project that if the contractor is the low bidder, the contractor will honour the bid, sign a contract to do the work and provide any further bonding that is required to fulfill the contract. Often a contract will ask for Performance Bonds and Labour and Material Bonds to be provided by the successful bidder. These final bonds are also provided by the surety as a guarantee that the contractor will perform the work and will pay the suppliers of labour and material used on the project and covered by the bond.

We’ll guide you through the process and make it as seamless as possible.

What other types of bonds are available? License Bonds are required by governments as a prerequisite to receiving a license, such as gas-fitter, electrician or personal care home. Court Bonds are required by the court when persons are entrusted with the care of other’s property. Examples of these fiduciary bonds include Administrator and Guardianship Bonds. Miscellaneous Bonds for various other commercial bonding situations such as Janitorial Services Bonds, Home Care Services Bonds and Private Investigators Bonds. There are many other situations that could require bonds of various types — Hoffmann Kool can help you find the right kind of bond for your situation.

Hoffmann Kool can help contractors establish a bond facility that will make all types of contract bonds available to you. There is a large amount of information and documentation that a surety will require to set up a bond file and this process can take up to several weeks to establish — so if you are interested in bidding on jobs that require bonds, come and talk to us as soon as possible in order for us to begin building your bond file and work towards getting a bonding facility set up for you.

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[ LEGAL ]

Recruiting Foreign Workers Legally? New Saskatchewan Legislation May Expose Your Company to Risk

Saskatchewan companies facing labour shortages increasingly turn to foreign workers. With lengthy processing times, many reading this will have applications in progress. Employers need to know the recruitment rules have changed and it is time to evaluate company policies. BY BRETT J. CAVANAUGH

n October 11, 2013 the Saskatchewan Government proclaimed The Foreign Worker Recruitment Immigration Services Act. Minister Bill Boyd highlighted its laudable goal to “protect newcomers to the province who may be vulnerable to exploitation because of their language ability or lack of knowledge about law or culture.” Achieving this goal meant imposing new obligations on employers, particularly in the area of recruiting. The biggest change is that recruiters must now be licensed. Federal legislation already required those providing paid immigration advice be licensed consultants or lawyers.

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There was no licensing requirement for people who put employers and foreign employees together. Under the new Act, any person assisting a foreign national in finding employment in Saskatchewan or assisting an employer in the hiring of a foreign national is deemed to provide “recruitment services” and requires a license. Many employers have no choice but to turn to a recruiter. Foreign workers are considered in the first place when companies cannot source the job locally. Those hiring usually do not know a welder in the Philippines or a Ukrainian mechanic. Recruiters are needed to match employer demand to worldwide labour supply. Companies simply

need to more carefully scrutinize their recruiters going forward. Employers should not work with an unlicensed recruiter now, and certainly not after January 8, 2014, the extended deadline for existing recruiters to apply for a license. New recruiters have to become licensed before providing recruitment services. Recruiters have to provide the government a $20,000 security deposit, meaning many will not be able to continue their line of work. In-house recruiters do not need to be licensed. Recruiting foreign workers for one’s own business or one’s employer is exempt, as are family members and those acting for certain educational institutions. The Act targets third party recruiters. The cost of recruitment services must be borne solely by the employer. The term of any contract providing otherwise is void, and no employer can reduce a worker’s wages to recover recruitment costs. The Act lists other new prohibited practices, contractual and record keeping requirements. Importantly, employers themselves must now register with the government before hiring a foreign worker. There are carved-out exceptions, such as employers hiring certain types of workers or those already registered with the Saskatchewan Immigrant Nominee Program, but employers would be wise to consider whether they need to register. Penalties under the Act are significant. Individuals can be fined up to $50,000 and face prison terms. Corporations can be fined up to $100,000. Employers should therefore evaluate current recruitment practices against the Act and its regulations carefully, seek advice as needed, register with the government and ensure third party recruiters are licensed, to comply with Saskatchewan’s onerous new standards. Brett Cavanaugh is a corporate, commercial and employer-side immigration lawyer in the Saskatoon office of McKercher LLP.

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[ PHILANTHROPY ]

A NIGHT TO REMEMBER: ALZHEIMER SOCIETY OF SASKATCHEWAN

GALA 2013 BY SHERRY LEE

A sellout crowd gathered October 17th in the Casino Regina Show Lounge for the Alzheimer Society of Saskatchewan annual Fall Gala. Attendees bid on silent auction items and other live auction prize packages, enjoyed a champagne reception and delectable prime rib dinner and, later, the big band sounds of Stephen Macguire and Memory Lane.

ut it was young Danica Liske who made the biggest impact of the evening, relaying the story of her father’s diagnosis and decline at an early age. Danica’s words clearly hit home: Alzheimer’s and other forms of dementia have a severe

and long-lasting personal, financial and social impact. More resources and help are needed. Joanne Bracken, CEO of Alzheimer Society of Saskatchewan, reinforces the importance of understanding the

growing impacts of this disease. “It does affect younger people, but one of the risk factors is age…. and once you turn 65, every five years your chance of developing dementia doubles. In people over the age of 85, one in three will develop a dementia of some type,”

ABOVE 2013 Gala at Casino Regina (Photo by DeAnne Bell)

BUSINESS & INDUSTRY NORTH SASK

says Bracken. “In Saskatchewan that’s particularly alarming, because one of the fastest growing segments of our population is people over the age of 65. In 2011, ‘baby boomers’ started turning 65, and that’s why we’re starting to see this disease become more and more prevalent… our largest demographic has moved into the age of highest risk.” At the same time, Bracken says the “The ‘baby boom’ generation wants answers… they are more determined to seek out a diagnosis.” Bracken says it is important, but often difficult, to get a correct diagnosis. Fortunately, the Alzheimer Society offers many support programs and services to assist those in need. “One of the key things that we do is to support people who are living with the disease and their family caregivers… we often get contacted by the ‘worried well’: people contact us because they feel they are experiencing some of the warning signs.” Examples of support include the First Link program, First Step learning series and linking people to home care and support groups. Using Telehealth technology in partnership with the Rural and Remote Memory Clinic expands their reach. “This builds additional support networks for people… a link to other agencies and organizations that can also provide support.” The Society also hosts the annual Heads Up for Healthier Brains Forum, community presentations and helps fund collaborative research efforts across Canada that focus on the cause and cure, as well as quality of life for those living

with the disease. Four new resource centres have recently opened in Swift Current, Weyburn, North Battleford and Prince Albert to serve those health regions, and Telehealth provides access to services across the province. Alzheimer Society staff members are available during the day at 1.800.263.3367, and many resources can be found at www.alzheimer.ca/sk. It takes money to carry out these efforts, and this year’s gala was one of their most successful ever. Other fundraising events through the year include Coffee Break during the fall (to align with World Alzheimer Day on September 21) and Walk for Memories, set for January 19, 2014. An annual giving campaign, major gifts campaign and planned giving program also run during the year. “In addition to events like the gala, the Society relies on donations from individuals and corporations to support the important work that we do across Saskatchewan, to provide support for people and families living with all types of dementia,” says Bracken.

In people over the age of 85, one in three will develop a dementia of some type.

Once you turn 65, every five years your chance of developing dementia doubles.

Bracken wants the Society’s message to get out there. “There are still a lot of people who don’t understand who we are as an organization, and what we can do to help families,” she emphasizes. “Once the diagnosis is there, they can learn about the disease. There are many things that we can do to help you live life better with Alzheimer’s disease or other dementias.” RIGHT Joanne Bracken, CEO, Alzheimer Society of Saskatchewan (Photo by Victoria Dillen); BELOW Danica Liske (Photo by Victoria Dillen) BOTTOM RIGHT Silent Auction Participant (Photo by DeAnne Bell)

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Reduce Costly Down-Time with a Preventative Maintenance Plan BY TOBIE HAINSTOCK PHOTOS MEGAN ANTONIUK PHOTOGRAHY

For many service businesses, delivery and sales force vehicles are key assets used to bring in income. Vehicle down-time can cost a business thousands of dollars in repairs and lost revenue. That’s why it’s important to practice preventative maintenance on fleet vehicles.

reventative maintenance plans are more than regular oil changes; they consist of scheduled servicing, inspections and repairs to prevent potential problems maximizing vehicle performance and availability. Vehicles that are frequently unavailable due to breakdown are costly liabilities. Preventive maintenance is used to proactively avoid or reduce vehicle breakdowns and is based on time,

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mileage, engine hours, pulling a trailer and the amount of weight being carried. Maintenance actions include vehicle inspection, lubrication, adjustment, cleaning, testing, repair and the replacement of worn parts. “At Crestview Auto Service, we offer preventative maintenance plans for your company vehicles and private vehicles,” states Kurt Blight, owner and service advisor. These preventative maintenance plans can be customized

according to the type of vehicle and how they are being used. According to Blight, regularly planned maintenance appointments are vital to maximize the lifespan of your fleet vehicle. “A well-maintained vehicle will save you valuable time and money,” he says. Under-maintained vehicles will be prone to excessive breakdowns, requiring expensive repairs, and resulting in vehicles being out of service when least expected — and possibly

— when needed most. Crestview Auto understands that vehicle down-time can mean lost revenue for your business. They will work promptly to solve any issues so you can get back to business. Without preventative maintenance, vehicles may also become unsafe. Proper vehicle maintenance is a very important part of driver safety. Something as simple as the driver walking around the vehicle doing a quick visual, looking for fluid leaks and proper tire pressure before starting the day, can prevent a breakdown and work-stoppage later in the day. Blight notes that, at Crestview Auto Service, you will always be advised ahead of time of the cost of any repairs. There are never any surprises at the end of the day when you pick up your vehicle. You will always be in control of the money you spend. By using top line NAPA AutoPro parts, you know that you are getting

reliable parts that will last a long time. Crestview Auto Service offers a minimum one-year, 20,000 kilometre warranty on parts and labour. Blight adds that the goal of everyone at Crestview Auto Service is to help individuals and companies stay on top of their maintenance so they don’t have any surprises costing them a lot of money. It’s the dedication to this goal that has earned Crestview Auto Service credibility in their field. A member of the Trusted Saskatoon network of industries, Crestview Auto Service is located at 24 – 23rd Street East in Saskatoon and is open Monday to Friday, 7:30 a.m. to 5:30 p.m. For an appointment or to discuss a preventative maintenance plan, call 306.244.6522 or visit www.crestviewautoservice.ca. Crestview Auto Service 24-23rd Street East Saskatoon 306-244-6522 crestviewautoservice@sasktel.net crestviewautoservice.com

RIGHT Kurt (owner / service advisor) BELOW Don (owner) Photo by Lisa Landrie

BUSINESS & INDUSTRY NORTH SASK

[ SASK LIFE ]

Targeting a 25 to 65-year old demographic

Saskatchewan: Live, Work and Play As a vacation destination, Saskatchewan offers visitors opportunities to experience art, entertainment and recreation all year long.

BY TOBIE HAINSTOCK PHOTOS COURTESY OF TOURISM SASKATCHEWAN

Tourism Saskatchewan. By building an awareness of the province both nationally and internationally, it is the plan to attract more and more visitors to Saskatchewan. Tourism Saskatchewan, as a Treasury Board Crown Corporation, was given a mandate to follow, says Pat Fiacco, CEO. “Our mandate includes marketing, visitor services and product and industry development. It’s our goal to become one of the top destinations for tourism in the country.”

t’s no secret that Saskatchewan’s economic boom has also affected the tourism industry. There has been much talk about the growing concern that the province doesn’t have enough workers to fulfill the needs of our increasing population

By reaching this goal, it is the intention that visitors will get a taste of the Saskatchewan lifestyle and see firsthand all that we have to offer. This increased awareness will cause a ripple effect and entice vacationers to come back to visit and even stay permanently.

Whether flying in to an exclusive fishing resort, snowmobiling along one of the many groomed trails, attending Shakespeare on the Saskatchewan, getting your groove on at the Craven Country Jamboree, relaxing at one of the many mineral spas or enjoying the classical sounds of a symphony performance, Saskatchewan vacation spots will both surprise and delight any visitor.

I 64

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and emerging economy. So what are some of the ways that we can attract people to our province to fulfill our workforce needs? This is an item on the agenda of many of our Crown Corporations, including

“It’s our goal to become one of the top destinations for tourism in the country.” There are many ways that Tourism Saskatchewan is already going about this. Targeting their marketing campaigns to the 25- to 65-year old demographic is one of these methods. By focusing on our amazing natural landscapes in areas such as Cypress Hills, Waskesiu and Nipawin, nature lovers looking for a more active lifestyle are more aware of the many beautiful lakes and forests they can enjoy during leisure time. For those looking for events, the new stadium being built in Regina is a major attraction for people of all ages. “We are also partnering with communities to promote the various smaller festivals that offer so much to the culture of our province,” Fiacco adds.

Building tourism and fulfilling the needs of the province is all about partnering with the right people. “We have partnered with the Ministry of Economy and developed a new campaign that focuses on what a great place Saskatchewan is to work, live and play,” says Fiacco. Other partnerships that Tourism Saskatchewan has developed include Canadian Council on Tourism, Tourism Regina, Tourism Saskatoon,Saskatoon Regional Economic Development Authority (SREDA), Regina Regional Opportunities Commission and more. Fiacco remarks that they are even working with the Saskatoon and Regina Airports to improve the province’s air travel to make Saskatchewan more accessible on a global scale.

With a strong mixture of landscape, culture and natural resources, combined with an economy that continues to grow at a strong and steady rate, Saskatchewan is truly a great place to thrive. For more information about Saskatchewan’s many attractions check out TourismSaskatchewan.com. OPPOSITE Scott Lake Lodge; photo by Matt Cornell, Right Image Photo TOP L-R Narrow Hills Provincial Park; photo by Greg Huszar Photography, Churchill River; photo by Hans-Gerhard Pfaff BOTTOM L-R Snowmobiling, Elk Ridge Resort; photo by Greg Huszar Photography, State & Main, Saskatoon; photo by Greg Huszar Photography, Paddle boarding, Cypress Hills Interprovincial Park; photo by Paul Austring

BUSINESS & INDUSTRY NORTH SASK

[ SASK LIFE ]

Atmosphere, Food and Service to Make Your Ofﬁce Smile Saskatoon businesses are discovering that Smiley’s Buffet & Events Centre – a licensed Saskatoon mainstay established in 1983 – is perfect for board meetings, corporate receptions, and more. Smiley’s offers a variety of hot entrees daily, plus salads and homemade desserts.

t is also conveniently located, with plenty of free parking, and three private rooms available for reservation.

Smiley’s private banquet rooms can host groups of a few, up to 200 people. The main floor’s two large, newlyrenovated banquet rooms feature massive projection screens and HD data projectors, and the full-service “loft” space is perfect for smaller board meetings. Audiovisual equipment

BUSINESS & INDUSTRY NORTH SASK

may be rented, and Wi-Fi is available throughout the restaurant. Smiley’s can provide functions with a private buffet or table service (on request), and can also accommodate special dietary needs. Business hours are flexible, making it easy to host an earlymorning breakfast function at Smiley’s, or allow guests to linger into the evening. When leaving the office isn’t an option, Smiley’s catering/delivery menu can

keep your workplace fed. With just 24 hours’ notice, groups of 20 or more can have Smiley’s lunch or dinners delivered; smaller groups may place orders for pickup. Smiley’s online ordering system means that, whatever your preference (perhaps borscht, Chinese food, lasagna, or the legendary Smiley’s fried chicken) you’ll have your meal quickly, with minimum effort. If variety is key, buffet packages from their catering menu are also available. Smiley’s staff are happy to help plan events – but if you hope to hold a holiday gathering at Smiley’s, you’ll want to secure space in advance. It’s not easy to find a location that combines convenience, affordability, and fantastic food.

Smiley’s 702 Circle Drive East, Saskatoon 306.955.1926 www.smileysbuffet.com

[ MARKETING ]

Make Your Next Tradeshow a Banner Event with Abacus Signs BY TONYA LAMBERT PHOTOS LISA LANDRIE

pring tradeshow season is not far off. If done properly, tradeshows are great forums for showcasing products and getting publicity. When preparing a booth, it is important to consider its location, both in relation to what is occupying the neighbouring spaces and traffic flow, to maximize the number of people passing your location. Having chosen the best spot, you need to focus on making it neat, professional and attractive. An eye-catching banner will make people stop and take a closer look. With large-format digital printers, the staff at Abacus Signs of Saskatoon can create attention-grabbing banners in any colour and length, horizontal or vertical. Abacus Signs also offers display stands for easy storage, transport and display of your banner.

Once you have captured peopleâ&#x20AC;&#x2122;s attention, you will want to direct it to your products. Abacus Signs has a large selection of in-stock metal and plastic display units perfect for showcasing merchandise. These units can be dismantled quickly and stored when the tradeshow is over. Doing your tradeshow preparation now, and with help from Abacus Signs, there should be little else to pack up and take away with you. Let Abacus Signs of Saskatoon help make your next tradeshow a banner event!

Abacus Signs 331 â&#x20AC;&#x201C; 103rd Street Saskatoon S7N 1Z1 306.477.1900 www.abacussigns.com |

BUSINESS & INDUSTRY NORTH SASK

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Are you sure? Chances are, your servers are not as safe as they could be, and they might be exposed to threats like fire, water damage, and theft. Thatâ&#x20AC;&#x2122;s a problem. And the solution is SaskTel Colocation service. Lease space in our Data Centre, and your servers benefit from a secure, stable environment with 24/7 monitoring. Protect your critical data with SaskTel Colocation service.

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