Business & Industry South 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 R

south sask HR FEATURE Recruiting, Retaining and Leading

HOW TO GROW YOUR HUMAN CAPITAL

W. BRETT WILSON

[Reap the rewards of energy efficient lighting.]

EVENTS | TRADE SHOW | CONFERENCE

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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.”

JUNE 11-13, 2014

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.

Estevan, Saskatchewan Affinity Place

KEYNOTES FROM • Honourable Tim McMillian, Energy and Resource Minister • Keith Schaefer, Oil & Gas Investments Bulletin

Ken Nagel Building and Maintenance Manager Ramada Hotel, Regina

• Neil Wildgust, Petroleum Technology Research Centre • Max Ball, SaskPower Clean Coal Technologies • Kirsten Marcia, DEEP Earth Energy Production

TOUR CARBON CAPTURE PROJECT AND POWER PLANTS

• Mike Crabtree, Saskatchewan Research Council • Melinda Yurkowski, Sask Ministry of Economy

EXHIBIT SPACES AVAILABLE CONFERENCE TICKETS AVAILABLE To Book Yours: Call: (306) 634.2828 or Email: admin@estevanchamber.ca

www.estevanenergyexpo.ca

EVENT CALENDAR

SASPO-1822E_Chamber_7x4.5h.indd 1

2013-12-20 4:48 PM

Upcoming Conventions, Trade Shows, Workshops and Events

JANUARY/APRIL 2014 ▶

FEBRUARY 2-5

SUMA Annual Convention and Tradeshow

▶

Queensbury Convention Centre, Regina

▶

MARCH 10-13

SARM Annual Convention Evraz Place, Regina

FEBRUARY 3-5 Sask. Safety Council, 41st Annual Industrial Safety Seminar

▶

FEBRUARY 7

Career Development Conference University of Regina

Prairieland Exhibition Park, Saskatoon

▶

MARCH 13

Regina Women’s Network, An Evening with Arlene Dickinson: Lessons from the Den Delta Hotel, Regina

▶

APRIL 4 Regina & District Chamber of Commerce, 2014 Paragon Awards Queensbury Convention Centre, Regina

BUSINESS AND INDUSTRY SOUTH SASK

CONTENTS

WITH BUSINESS AND INDUSTRY SOUTH 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.

photo by CL Becker

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 was a prime example of this strength (see inside article). 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 photo by Aidan Morgan 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 This edition reflects many of the progressive initiatives going on in the province today. Please enjoy and visit our new website: www.businessandindustry.ca.

Associate Publisher Paul Huber 306.551.6632

BUSINESS AND INDUSTRY SOUTH SASK

paulh@bizmags.ca

south sask

VOLUME 2 ISSUE 4 Editor Michelle Hatzel

michelleh@bizmags.ca

Graphic Design and Layout Brittany Lloy, Brittany Pickrem, Danielle Austin, Elisa Malfitana, Amber Moon, 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, Calvin Fehr, Canadian Light Source, David Stobbe, DeAnne Bell, Diamant Studios, Doug Sully, Greg Huszar Photography, Hans-Gerhard Pfaff, Heather Fritz, Matt Cornell, Paul Austring, Saskatchewan Research Council, Scott Goodwill, University of Regina, Victoria Dillen Contributing Writers Brett Cavanaugh of McKercher LLP Barristers & Solicitors, G. H. Lewmer, Michelle Hatzel, Phil Symchych, Saskatchewan Research Council, Sherry Lee, WorkSafe Saskatchewan Advertising Consultants Debbie Paul Harmony Resler Jake Dietrich Jason Booker Nicole Zielinski Paul Huber

debbie@bizmags.ca harmonyr@bizmags.ca jacobd@bizmags.ca jason@bizmags.ca nicolez@bizmags.ca paulh@bizmags.ca

Business & Industry South Sask is published four times a year. 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 & Industry South Sask is copyrighted 2014 with all rights reserved, except for original articles submitted to Business & Industry South Sask, where copyright resides with the author. No other part of this publication may be reproduced without the written permission of Business & Industry South Sask or its writers. The name Business & Industry South Sask, 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 & Industry South Sask 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.

CANADIAN LIGHT SOURCE 6

Saskatchewan Industry

Regional Economics

Building a Better Foundation for Growth in Saskatchewan

Saskatchewan Business Challenge: Celebrating Entrepreneurship in Saskatchewan

22 Science and Technology Canadian Light Source

Environment

Impact Reporting: A Growing Trend Among Businesses

30 Finance

Best Practices for Small and Medium Enterprises: Positioning Your Company for Success in 2014

32 Entrepreneurship

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

35 Management and Human Resources

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

50 Legal

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

52 Education

Bridging the Gap from Classroom to Career

55 Focus on Philanthropy

Brett Wilson on Capital Appreciation: DEMONSTRATING RESPECT TO BUILD A BETTER BUSINESS

BRIDGING THE GAP FROM CLASSROOM TO CAREER

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

62 Saskatchewan Life

Saskatchewan: Live, Work and Play

BUSINESS AND INDUSTRY SOUTH 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 DIAMANT STUDIOS

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.”

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.

SMS Equipment exclusively carries Komatsu and Wirtgen product lines, both with a reputation in the industry for being extremely well-built and well-engineered.

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.

“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.”

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

ABOVE L-R Keith Uliski, Brian Blondeau, Grant Gardiner, Jenna Miller, Dennis Kasdorf, Clinton Templeton Daylon Mosley, Wally Andrews, Dane Lalonde, Todd Campbell, Danny McDonald, Christian Wiome

BUSINESS AND INDUSTRY SOUTH 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.

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 AND INDUSTRY SOUTH 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 AND INDUSTRY SOUTH 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.

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[ INDUSTRY/OIL & GAS ]

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Serving the oilfield since 1997, Dynamic Disposal Ltd. can handle all of your waste management needs with fast, friendly service and a community-minded approach. Dynamic Disposal Ltd. provides much more than oilfielddriven service; the company can take on residential, industrial and construction services. The group offers specially designed bins, including one that has been developed to perfectly suit the needs of the oilfield. This bin has self-contained sections for used oil, glycol, oil filters and rags, allowing the products to be properly recycled.

Another unique product provided by Dynamic Disposal Ltd. is their MONSTER trailers. These all-in-one units fit all the possible amenities into one trailer, including light towers, generators, heated washrooms, garbage and fuel storage — perfect for construction projects and jobs that are in transit. Dynamic Disposal Ltd. provides service to all areas of the province from their five locations in Gull Lake, Estevan, Carlyle, Lloydminster and Kindersley.

888.847.7778 | www.dynamicresources.ca Serving all of Saskatchewan

In the rough and ready world of natural resource exploration, finding the right individuals with the right company is important in maximizing the investment potential for your business. In the spring of 2007, seasoned oil patch professional, Derek Tamblyn, created DMT Oilfield Specialties based on the fundamental principal of offering his clients a team of integrity-driven specialists committed to experience and quality service. Derek wanted his clients to experience the same foundation for excellence that has shaped Derek both personally and professionally his entire life.

grew up on a farm in northern Manitoba. My parents instilled within me the ethic of hard work and honesty. That’s how they did business, and that’s how I do business. I’ve always thought of it as a foundation for excellence. When I started DMT

“

Oilfield Specialties, I wanted to surround myself with like-minded employees who lived, worked and saw life the same way that I did. I want to ensure that whenever a DMT crew works on a project, they carry the same ethical code as I do.”

As an 18-year-old fresh out of high school, Derek decided to ply his trade in the western Canadian oil industry. Through many years of hard work and thousands of hours of earned experience and invaluable knowledge, Derek built up a considerable network of contacts

ABOVE L-R John Ndamwenge, Jessie Duckarmie, Derek Tamblyn, Cody Callaghan, Arrol Collomb, Matt Wilson, Enrico Unrau BUSINESS AND INDUSTRY SOUTH SASK

in both the technical and administrative levels of the oil and gas industry. Derek quickly discovered through his fellow professionals the commitment and dedication necessary for his business to succeed and flourish. “You learn very quickly that your word means everything in business. When you are able to successfully accomplish a given project on time, on budget, as promised — that, in turn, creates very positive word of mouth for your operations. I’m very pleased that the majority of business that we do is through referrals by satisfied clients. Equally important is that we have the best group of skilled technicians working in the field who are knowledgeable, reliable and approachable. I run seven crews full time, and the feedback I receive from clients regarding their expertise and work ethic is never short of excellent.” DMT Oilfield crews have years of valuable on-site expertise in the set up and day-to-day facility maintenance of new and existing oil pump units all across the southeast. They are conscientious and as thorough as possible to provide all the information needed to determine

the logistical considerations required to make your project work. Their number 1 goal: to offer the technical and production resources necessary to get your equipment up and running in as little time as possible within your required timeline. “We like to see ourselves as specialists in both building to last and providing preventive maintenance for maximum profit for all of our clients. Whenever possible, we like to be with the client at the very beginning of the process, offering our services every step of the way. Whatever their need requirements in relation to the site, we will actualize their requests to establish the pump unit and bring it up to production efficiently and effortlessly. With time, every unit will eventually require some regular maintenance. We offer emergency service and ongoing maintenance supervision.

With our vast and varied experience, we can diagnose and fix mechanical breakdowns very quickly so that the equipment downtime is minimized.” As the demand for new projects and maintenance of expanding fields in the southeast continues to increase, Derek is dedicated to finding and hiring the best and brightest technicians to work alongside him at DMT Oilfield. With all of his years of practical experience working in the field, Derek is quick to identify what he looks for when welcoming a new employee into the company. “First and foremost, I only work with good people whom I trust implicitly. As employees representing DMT Oilfield Specialties, I have complete confidence in my staff knowing that they will give, to the best of their ability, 100 per cent to every project to ensure that the client’s

satisfaction is earned. I’m in constant contact with all of my crews finding out what we can do collectively as a company to become better in what we do. Everyone who represents DMT shares the attitude that the only job worth doing is a job well done. They all strive to be the best in their field… building upon a foundation for excellence.” PO Box 132 Lampman, SK S0C 1N0 306.421.8998

L-R Walter Ayiku, Ryan Tokarchuk, Jessie Duckarmie, Cody Callaghan, Arrol Collomb, Matt Wilson, Derek Tamblyn, Dylan Gonas, Joe Williamson, Enrico Unrau, John Ndamwenge, Missing: Christina Deren, Talon Franko, Bryan Bevan, Scott McKinn, Marc Valliere,Brad Weisgerber

BELOW L-R Melody Tamblyn holding Dace Tamblyn, Derek Tamblyn holding Delaney Tamblyn

BUSINESS AND INDUSTRY SOUTH SASK

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[ REGIONAL ECONOMICS ] 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.

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.

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.

SkBC, formerly the Progress2Capital Provincial Business Planning Competition (P2C), was launched in 2006 in an effort to strengthen Saskatchewan’s economic diversity. “We

“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

SKBC Unveil. Photo by Brian Sklar

BUSINESS AND INDUSTRY SOUTH SASK

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 AND INDUSTRY SOUTH 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 AND INDUSTRY SOUTH 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

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)

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.

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

BUSINESS AND INDUSTRY SOUTH SASK

[ SCIENCE AND TECHNOLOGY ]

THE

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.

CANADIAN

LIGHT SOURCE SASKATOON’S INDUSTRIAL AND SCIENTIFIC BEACON SHINES INTERNATIONALLY

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.”

BY REBECCA SCHNEIDEREIT PHOTOS COURTESY CANADIAN LIGHT SOURCE

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. 22

BUSINESS AND INDUSTRY SOUTH SASK

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 AND INDUSTRY SOUTH 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

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 AND INDUSTRY SOUTH SASK

[ ENVIRONMENT ]

IMPACT REPORTING A Growing Trend Among Businesses

Business is a major driver of socio-economic impact — 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

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environment for the past 10 years. In 2011, SRC submitted and had its first Corporate Social Responsibility (CSR) report verified by the Global Reporting Initiative™ (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.

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$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 AND INDUSTRY SOUTH 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 AND INDUSTRY SOUTH SASK

[ FINANCE ]

Strategy

Marketing

Results

• Clarifying your unique value • Focusing on your competencies • Educating employees & customers

• Identifying the ideal customer • Attracting and retaining customers • Strengthening your brand

• Production • Safety • Financial

• Growth • Client acquisition • Talent development

You’ve achieved success when every employee can explain your strategy in one or two sentences. What’s your strategy?

Marketing

Marketing is about increasing awareness for your company, your products and services. The critical factor is targeting your brand messages at your ideal customers and prospects. Too often, companies waste money on advertising because they haven’t clarified what they’re good at (their strategy), who their ideal buyer is, and how to attract them. The best ways to attract your ideal customers are to educate them and give them valuable advice — for free — in your sales calls, consultations, newsletters and on your website. How effectively do you do these? Don’t sell at your customers; educate them to make better investment decisions and help them achieve their goals.

Results

Best Practices for Small and Medium Enterprises: Positioning Your Company for Success in 2014

developed, sales conversions, new customers acquired, revenues, profits, decreasing total days to cash, increasing business valuation and improving your life. How do your results measure up? Your managers should be evaluating three reports: a daily production report; a weekly flash report showing total production, the sales pipeline, working capital position; and a rolling weekly or monthly cash projection that shows expected results for the next quarter. Which reports would help you? With your strategy position clarified, your marketing energy focused on your ideal customers, and your information systems generating relevant daily and weekly information for your managers, you will be in a great position to take more vacations. And, your business will be more profitable and more valuable. Phil Symchych CA, MBA is the president of Symco & Co., an emerging global leader in dramatic business growth. Symco & Co. supports, energizes and enables entrepreneurs to more rapidly establish vibrant businesses, creating profits, jobs, and stronger communities.

Measuring results and recalibrating strategies are continual processes. Many companies have elaborate systems that record everything (inputs, activities, attendance) but don’t focus on results.

Results include: daily production (this is the most important daily metric), safety, quality, new products and services

Phil Symchych 306.992.6177 phil@symcoandco.com www.symcoandco.com

BY PHIL SYMCHYCH

Do your employees take more vacations than you do? Business owners should definitely take more vacations, but many say they can’t. A vacation involves selecting a destination, evaluating routes, getting there and exploring, all within a budget. Vacation planning sounds like business planning. Businesses that develop and implement plans are more profitable than those that don’t, according to research I read years ago. However, the speed of business has increased so much that a five-year plan is probably four years of wasted paper. The most successful organizations that I’ve worked with don’t blindly follow a

BUSINESS AND INDUSTRY SOUTH SASK

detailed plan, ignoring reality. They do focus on three best practices: strategy, marketing and results.

Strategy I define strategy as the intentional focus and alignment of your resources to provide maximum value to your ideal

customers. Like the sweet spot on a tennis racquet where you hit a perfect shot, your strategy is the sweet spot in your business. Common strategy weaknesses are trying to be all things to all people (that’s the absence of strategy) and not informing customers about your strategy. If you don’t, who will? It’s up to you to inform your market. Some good examples include: • “Making life easier” Knight Archer Insurance • “Safely Providing Quality Services” EMW Industrial • “Providing computer solutions for local governments” MuniSoft

BUSINESS AND INDUSTRY SOUTH SASK

[ ENTREPRENEURSHIP ]

THE WILSON CENTRE’S SIXTH ANNUAL PITCH PARTY: A PHENOMENAL SUCCESS

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.

BY TONYA LAMBERT PHOTOS DAVID STOBBE

The Pitch Party is a celebration of entrepreneurship, a showcase of some of the province’s most

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.

LEFT Brett Wilson, founder of Wilson Centre for Entrepreneurial Excellence TOP RIGHT Attendees personalize and add tiles to the Art Wall

BUSINESS AND INDUSTRY SOUTH 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 AND INDUSTRY SOUTH SASK

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.

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 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.

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 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.

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.

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

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.

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

BUSINESS AND INDUSTRY SOUTH 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 —

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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 AND INDUSTRY SOUTH SASK

[ MANAGEMENT AND HUMAN RESOURCES ] employer appeal by surveying potential so long as Saskatchewan is their principal an employer, value compensation and benefits foremost, and the importance employees from the country’s workforce. place of business. of remuneration has increased from the Ranstad defines the survey as “the largest piece of employer branding research in Last year, Saskatchewan winners ranged in previous year’s survey. Of the top five most the world.” By focusing on 150 of Canada’s size from Saskatchewan Public Service — attractive components of employment, largest companies, Ranstad does not an employer of more than 8,000 personnel potential employees selected salary, work measure the impact of small businesses — to Solvera Solutions, a company of atmosphere, job security and work-life nor the influence of regional and cultural 130. Employers are compared to other balance, followed by convenient location. differences across Canada. According applying organizations in their fields and The survey also differentiates certain priorities based on a to recent listings by the Financial Post, Saskatchewan Of the top five most attractive components variety of demographics. For instance, men prefer corporations barely make of employment, potential employees financially healthy it to the list of Canada’s 150 companies, career largest — only four in 2010 — selected salary, work atmosphere, job prospects and interesting and combined, there are even security and work-life balance, followed work, while women fewer from Manitoba and the give priority to flexible Maritime provinces. by convenient location. working arrangements, Providing a more equitable representation those chosen are honoured as the “most accessibility, atmosphere and work-life of Canada’s best employers, Mediacorp’s progressive and forward-thinking” places balance. Ranstad identified a generation Globe and Mail includes among its to work. As outlined on the competition’s gap by noting that employees over age winners 20 from each province. In website, all applying organizations are 40 look for high quality work in stable partnership with the editors of Regina evaluated on eight criteria: physical companies and younger employees seek workplace, atmosphere, benefits, vacation/ Leader Post and Saskatoon Star Phoenix, time off, employee communications, companies offering career growth and the Saskatchewan Association of Human performance management, training and flexible work arrangements. Resource Professionals chooses its community involvement. Levels of education also influence the winners from the competition’s applicants. Qualifying organizations may be of any In 2013, Randstad identified that perception of value of potential employers. size and from the private or public sector, Canadians, in defining attractiveness of People with higher education typically

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 AND INDUSTRY SOUTH SASK

ach New Year brings a variety of best employer competitions. The most anticipated contests include Fortune magazine’s 100 Best Companies to Work for in America, Globe and Mail’s local top 100 in Canada, and Ranstad’s list, which focuses primarily on employer branding and recruitment in target countries throughout the world. Considered objectively, these contests do not comprise definitive lists of all the good places to work. However, the competitions do provide a human resource perspective on the dynamics of employment strategy and insight into the changing state of workplace culture. Ranstad is a global human resource staﬃng and recruitment service; it ranks

BUSINESS AND INDUSTRY SOUTH SASK

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 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 worklife 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

BUSINESS AND INDUSTRY SOUTH SASK

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.

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.

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.

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 high-efficiency appliances.

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.

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. 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-year mark [of being unemployed]”, which Meehan says does “lasting damage to their employability for the rest of their lives.” 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 benefits. If ever there was an incentive to promote skills development as part of an organization’s recruitment and retention policy, it would rest in the knowledge that young people seek jobs with career growth potential. According to Statistics Canada, in 2012, young people are the largest segment of

BUSINESS AND INDUSTRY SOUTH SASK

Saskatchewan’s population. Youth under 20 years of age represent 25.8 per cent of people, and those aged 20 to 40 years make up 37.7 per cent; 31.8 per cent of the province’s population is aged 41 to 65; those over 65 comprise 14.8 per cent. But as can be anticipated, a workforce which includes multiple generations is itself a management challenge. As highlighted by the Ranstand survey, each generation has differing priorities. Today, in a work culture where those over age 65 are delaying retirements, the 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. We can say that many Saskatchewan companies are deserving of awards for their ability to attract and keep the right

other

employers’ financial health flexible working arrangements interesting job content

EXPERT ADVICE ADVICE

salary 26%

EXPERT

Stats graphics for the designers **please note** source attribution is REQUIRED to avoid copyright infringement

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11%

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15%

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

people. What makes it worth our while to look at the Ranstand awards and Mediacorp’s Top 100 is the glimpse they provide of progressive human resources management practiced in Saskatchewan and Canada now. These awards also draw attention to the variety of values within the current workplace culture.

Being cognizant of the differing needs of personnel will, in years to come, define the best recruitment and retention strategies for developing multi-talented teams. It is an ever-changing system, and the companies that are best able to navigate these changes are the companies most likely to adapt and succeed in the future.

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BUSINESS AND INDUSTRY SOUTH SASK

by Calvin Fehr

Peter Neufeldt President, Peak Performance Consulting 201 - 2161 Scarth Street Regina S4P 2H8 In selecting 306.790.4570 their jobs in 2013, Canadians identified five factors of the job that were a priority peter@peakperformanceconsulting.ca Source: Ranstad www.peakperformanceconsulting.ca www.freetools.lucrativeleadership.com

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

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salary (73%) atmosphere (60%) job security (56%) work-life balance (45%) inding and keeping excellent convenient location employees (39%) is one of the most

challenging parts of a leader’s job. By taking the following steps, CEOs and managers can excel in leadership that gives a strong return on their investment in their people.

Step 1: Get Clear On Job Accountabilities

If the job could talk, what would it say needs to be done extremely well? Leaders must understand why the job exists, what results the job needs to produce, how its success is measured, and how the job is essential to the company’s success strategy. Once these

EXECUTIVE COACHING How to Recruit and Retain Top Employees benchmarks are established, you can begin the hiring process.

Step 2: Assess Candidates’ Behavioural Characteristics

By having candidates take a behavioural assessment, leaders can analyze their characteristics to better understand how they will likely perform. Different behaviour styles require different manager-employee communication and interaction to maximize employee potential. A correct behaviour style fit is crucial for effectively getting the job done and for creating a culture of harmony and productivity.

Step 3: Do a Gap Analysis

Understanding the gap between the job’s benchmark, and the skills and attitudes of the candidate, is vital. Since it’s nearly impossible to find a perfect fit, leaders must identify the candidates’ strengths and weaknesses to immediately begin helping new employees maximize their skills. Though certain core competencies are needed, chances for retention are dramatically increased when candidates are hired foremost for their attitude and fit with the team, and then trained for skills.

Step 4: Check References

Reference checks are key to gaining an understanding of how a potential employee performs and communicates. Taking the time to call a few past employers is critical to narrowing down your candidate list and assisting in your final decision.

Step 5: Provide Ongoing Support

Retention begins on the first day of employment. A clear job description, with specific goals and expectations of the role, is fundamental. It’s important

to show employees how their position is valuable and how it contributes to the company’s vision and goals. Providing ongoing training, coaching and mentoring will help employees continue to develop their skills and keep them engaged in their job. The more engagement they feel, the more likely they are to stay, and make significant contributions.

Step 6: Be a Strong Leader

Leadership effectiveness is measured through the results achieved by your team. It’s essential to inspire and motivate team members with cohesive direction. An effective leader: 1. Communicates a clear vision and creates a belief in the importance of that vision 2. Clearly communicates the “what, why, when” behind every “how” of doing a job 3. Resists solving employee’s problems, but rather works alongside them to help them recognize opportunities and resolve difficult situations themselves 4. Creates a team culture in which everyone supports each other and works to build on each person’s strengths Lastly, it is critical for a leader to create an open environment that supports and encourages experimentation and discovery. These are key ingredients for success. Are you a leader interested in assessing future candidates? I am pleased to provide a complimentary assessment that will give you valuable information regarding behaviour and motivation. Please call me!

BUSINESS AND INDUSTRY SOUTH SASK

[ 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 AND INDUSTRY SOUTH 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 AND INDUSTRY SOUTH SASK

www.worksafesask.ca

www.safesask.com

I BELIEVE IN MISSION: ZERO

EXPERT ADVICE ADVICE

EXPERT

Five Tips to Keep Customers from Leaving Your Website

Jason Orban Think Big Studios 1651 - 11th Avenue Regina, SK 306.205.5048 or 1.877.505.2835 big@thinkbigstudios.ca www.thinkbigstudios.ca

Since I became the first COR-certified autobody shop in Saskatchewan, the growth in my business has been overwhelming. When people feel safe, they feel good. When your employees and customers leave feeling good, that creates talk about your business. Safety is more than just something we do at work. It’s at home; it’s walking down the street. I would tell anyone in any industry: talk to your safety association, hire a safety consultant, sign the Leadership Charter Bobby Krznar, Owner LK Auto Collision Ltd.

ONLINE MARKETING

ouncing sounds fun, doesn’t it? Except when it comes to cheques and your website. Unless you’re intimate with your website’s analytics, you may have no idea that customers are coming to — then immediately leaving — your website. This is called a bounce, and it isn’t good. We want customers to stick around. If they stick around, we can increase engagement and increase sales. Get your bounce rate as low as possible by grabbing a customer’s attention as soon as they get to your site. We can do this by creating an impressive, quick loading website that eliminates confusion and gives customers what they’re seeking upfront.

User-Friendly and Intuitive Navigation

Your site needs to come up quickly, then grab attention.

Start with your navigation. It needs to be clear and easy to read. Your customers want to know where they need to go to find what they want. No one wants to click unlabeled links, guessing where they’ll be led. They’ll leave.

Make Your Site Mobile Friendly

Poor Website Design is No Longer Tolerated People will judge your company by your website the same way they judge a book by its cover. Customers feel most comfortable buying from a company with a professional and clean website with content that speaks directly to them. They want you to solve their problem, and if you have a website that instills trust, you’re going to get a sale.

With so many devices available for consumers to browse your website, you need to make sure you’re at least covering a couple of the bases. Desktop/ laptop and mobile sites are the ones you need to worry about the most; tablets to a lesser degree. With a properly developed responsive design, you can tailor your website to adapt to any screen your customers use. Extra Tip: If you have standalone mobile/standard websites, give the mobile users the option of viewing the full desktop site if they want. Sometimes people want to see the whole thing.

Speed

Make Important Information Easy to Find

Your website needs to load fast. We all have broadband these days, but we live in a society of instant gratification. You’ve got five seconds for your site to load, or your customer becomes someone else’s. This is especially true for consumers searching and comparing products.

Give customers what they’re looking for right away. Don’t make them search for it. Give them buttons, graphics and options to ‘click’ that lead to the products and services you want them to buy. People don’t want to search, so put links to products where they can find them.

Here are our top five tips on how to keep customers on your site and reduce that bounce rate. Join the Mission: Zero movement by signing the Saskatchewan Health & Safety Leadership Charter. Call 306.352.3810 or email info@safesask.com for more information.

BUSINESS AND INDUSTRY SOUTH SASK

[ MARKETING ]

$4.9 MILLION

Since 2008, Conventions Regina has accounted for close to 40,000 hotel person nights.

Conventions Regina’s marketing efforts have had a $4.9 million economic impact (GDP) on the city of Regina

In addition to sales missions across Canada, Conventions Regina attends four tradeshows annually: Tete a Tete, CSAE, Ignite Business Expo and Incentive Works, where they meet with association representatives and meeting planners who are responsible for large, national conferences. “We are on the trade show floor competing against every other city in Canada for business,” says Galloway. “One of the biggest challenges is that people don’t realize how much Regina has to offer. We want people to know that Regina has the hotel capacity to accommodate, the meeting space, the attractions, and easy flight access… Once people are here, they realize what a great option our city is.” Conventions Regina partners with local champions who are interested in hosting their national conference in Regina. Recently BOMA Regina turned to Conventions Regina to seek assistance in assembling a proposal to host its national conference. “The Conventions Team quickly prepared a package that was

both professional and exciting. Thanks to the assistance we received from Conventions Regina, we were chosen to host BOMEX© 2016,” says Carrie Weir, executive director of BOMA Regina. Conventions Regina will work with local champions to gather hotel and meeting space proposals, develop a customized bid package, seek sponsorship from the Regina Hotel Association and provide guidance once it is secured for Regina. Conventions Regina has helped local champions secure the following conferences: Fire Rescue Canada Conference, Canadian Coalition for Women in Engineering, Science, Trades & Technology (CCWESTT) Conference, Canadian Institute of Transportation Engineers Conference, Canadian Mathematical Society Conference and the Association of Canadian Archivists Conference. Conventions Regina #105 - 1919 Rose St Regina 306.546.4285 www.conventionsregina.ca

“Conventions Regina was exceptionally friendly, responsive and supportive, and each member demonstrated a professional understanding of our conference planning needs. Not only was the team efficient, it was always ready to help in any way it could.” – Johan Rudnick, Canadian Mathematical Society

“We couldn’t have met more outgoing or engaging people; passionate about their city and excited about what the future holds and what they can offer meeting planners.”

Bringing Revenue and Reputation to Saskatchewan’s Queen City BY ALYSSA RUDYK PHOTOS COURTSEY OF CONVENTIONS REGINA

Conventions Regina is a volunteer team that champions conference business prosperity for Regina. Their mission is to assist local groups in securing their national conference for Regina, and aid these groups in successful conference planning and professional guidance during venue, accommodation and bid proposals. Since their inception in 2008, Conventions Regina’s marketing efforts have had a $4.9 million economic impact (GDP) on the city of Regina, accounting for close to 40,000 hotel person nights.

e provide the know-how and support for conferences that come to our city every year, and help groups find hotel rooms, meeting space and attractions to visit when they come to Regina,” says Chelsea Galloway, manager of Convention Business Development for Conventions Regina.

“

Conventions Regina is funded through the Regina Hotel Associations Destination Marketing Fund and is comprised of CNT Management Group, EcoParty Adventures, ProAV, the Regina International Airport Authority, Regina Downtown BID, Evraz Place, Events Edge Entertainment and representatives from each of Regina’s convention hotels.

– Anne-Marie de Lavison, Corporate Meetings Network

“The Conventions Regina Team were wonderful to work with and everything was so organized. The city’s meeting and convention facilities were superb, but the big surprise was the wonderful array of unique venues. And then there are those vast, beautiful, yellow-gold canola fields. Breathtaking!" – Brooke Soucier, Hidden Champions, Oakville, Ont

ABOVE Regina is home to Canada’s Largest Tradeshow – Canada’s Farm Progress Show OPPOSITE PAGE - TOP The 2012 Canadian Apprenticeship Forum at the Delta Regina – Saskatchewan Trade and Convention Centre BOTTOM Conventions Regina at Toronto’s Ignite Business Expo promoting the RCMP Heritage Centre as a unique venue and attraction

BUSINESS AND INDUSTRY SOUTH SASK

[ LEGAL ] 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.

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.

BUSINESS AND INDUSTRY SOUTH SASK

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

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.

BUSINESS AND INDUSTRY SOUTH SASK

[ EDUCATION ]

he Co-Op program is administered through the University’s Career Centre and works at building educational and community partnerships between the University and different organizations within Saskatchewan and even outside the province. The program has had a record of 835 career-related placements in 2013; representing a 45 per cent increase over the last seven years. With more than 50 programs to choose from, students from the faculties of Engineering and Applied Science, Arts, Science and Business Administration benefit from an average of 12 to 16 months of supervised work experience by the time they graduate. The Co-Op program has had a high success rate of generating income for student participants. In 2013, the combined earnings of interned students reached $9.7 million. Although income is highly attractive for the students, there are many other aspects of the program that make it desirable. “Not only does it give students the opportunity to ‘earn while they learn’; it allows them to gain experience and job contacts in their field of choice,” states Kevin Fiessel, manager of CoOperative Education and Internships at the University of Regina Career Centre.

BRIDGING THE GAP FROM CLASSROOM TO CAREER BY TOBIE HAINSTOCK PHOTOS COURTESY OF UNIVERSITY OF REGINA

BUSINESS AND INDUSTRY SOUTH SASK

In 1969, the University of Regina’s Co-Operative (Co-Op) Education Program began serving students and employers in the area by matching student interns with employers in their respective fields of study. Today, over 21,000 students have benefitted from this worthwhile program.

Perhaps the strongest drawing point to the program is the opportunity for students to gain practical experience in their chosen careers. The chance to apply their classroom education to a real life work environment can serve as a valuable learning tool. Also, as students acquire realistic on-the-job training; they become attractive assets to employers. Fiessel goes on to say that 75 to 80 per cent of students who participate in the program get jobs right after graduation. The Career Centre markets the benefits of hiring through the Co-Op Program to target employers, and the response has been extremely positive. “Once we get the employers in the door, we match them up with a good student and then the employer almost always

comes back,” says Fiessel. The program has met with such favour from some employers that they will hire only students who have participated in CoOp programs with them. “We know the success of our program based on the feedback from the managers who are coming to us looking for student participants,” he adds. To qualify for the Co-Op Program, students must have a minimum grade average and completed credit hours. Once the students are accepted, they are taught job-seeking skills such as résumé writing, interview skills and job searching. Fiessel notes that there has been a large increase in the number of international students who are enrolled in the program. The Career Centre will assist in any language issues that may be present. With the growing opportunities for employment in Saskatchewan, Fiessel has noticed a change in the focus of the students and where they want to work after graduating. “I’ve seen a shift in the student attitudes about Saskatchewan,” he remarks, “students are now wanting to stay here.” He points out that prior to 2005, 80 to 90 per cent of students wanted to leave Saskatchewan to work; today 80 to 90 per cent prefer to stay in the province. The economic growth of Saskatchewan along with strong recruitment programs and student incentives such as the CoOp Program are enticing local, national and international students to learn, work and live in the province. As the program continues to develop, Fiessel indicates that more disciplines will be introduced and the university is even looking into expanding to graduate programs. For more information about the Co-Operative Education Program visit www.uregina.ca/coop.

BOTTOM Trish Watier, SaskEnergy assistant manager, community relations and Co-operative Education students, Sydney Gossard and Brayden Willenborg with University of Regina President Vianne Timmons and Minister of Advanced Education Rob Norris

BUSINESS AND INDUSTRY SOUTH SASK

[ FOCUS ON PHILANTHROPY ]

Realize. It starts with you.

articipants in the University of Regina's Co-operative Education (Co-op) program earned $9.7 million in wages this year. But it's not just the promise of a paycheck that draws students to the program.

“Being able to practice and experience what you're taught in class and getting paid is the perfect balance,” says Esther Edoho, a third-year student in the Faculty of Business Administration. “Another perk is that you get to work with professionals in your field of study – they have offered me advice on how to progress with my future career and what I will need to know to stand-out when it comes time for interviews,” she adds. Sydney Gossard, who is in her final year of studies with the Faculty of Arts (English) and Centre for Continuing Education (public relations certificate), agrees that the Co-op program provides relevant experience. “My academic experience hasn't been trumped by my Co-op experience, but rather, enhanced; the skills and values I could have only gained from the classroom are put to use in my work placements, and then further adapted into specific tasks and projects,” says Gossard. Since its inception in 1969, the Co-op program has had a record of 835 career-related placements in 2013 – a 45 per cent growth in the last seven years. With more than 50 programs to choose from, students from the faculties of Arts, Business Administration, Engineering and Applied Science and Science are benefitting from an average of 12-16 months of supervised work experience by the time of graduation.

ALZHEIMER SOCIETY OF SASKATCHEWAN

GALA 2013

“I have been able to use skills specifically related to my degree–my writing skills, my communication skills, my creativity,” says Gossard, who is certain this experience will aid her in the future.

BY SHERRY LEE

In addition to the Co-op program Edoho and Gossard have taken advantage of the other services offered at the University of Regina's Career Centre, which offers workshops on resumé writing and interviewing, long-term career goal setting, and career and volunteer fairs.

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.

For both students, the University's Career Centre has bridged the gap from classroom to career.

Esther Edoho

A NIGHT TO REMEMBER:

Sydney Gossard

To learn more about the Co-op program or the University of Regina Career Centre, visit:

www.uregina.ca/careercentre/coop

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 AND INDUSTRY SOUTH SASK

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. 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.” TOP Silent Auction Participant (Photo by

DeAnne Bell) BOTTOM Gala Grand Prize (Photo by DeAnne Bell)

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.

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.

TOP Danica Liske (Photo by Victoria Dillen MIDDLE Memory Lane (Photo by Victoria Dillen) BOTTOM Joanne Bracken, CEO, Alzheimer Society of Saskatchewan (Photo by Victoria Dillen)

BUSINESS AND INDUSTRY SOUTH SASK

[ PROPERTIES AND REAL ESTATE ]

13 employees 4 of whom are journeypersons

JLB Electric has

buildings. Service work is also a big part of what they do, providing 24hour emergency service. There have been times when customers need some advice about what steps to take on a project, and the JLB team is happy to answer questions. Presently, JLB Electric has 13 employees, four of who are journeypersons. Now, with six brightly decaled service trucks in the Regina area, Kayter and his team provide professional service for commercial and residential new builds and renovations. JLB is on the job with a number of developers in the area including projects downtown, Harbour Landing and more. When doing renovations, JLB will do a no-fee consultation and give a free estimate. Rather than setting a flat rate for a project, the team feel it’s fairer to charge time and materials. An estimate of the time that it will take to do the project will be given to the homeowner. Open communication with the client is maintained throughout the renovation. As the time for the project completion

approaches, the client will be alerted and kept updated. When you hire JLB Electric, you get highly skilled professionals with integrity and pride in their work. Whether it’s a major condominium development or a small home repair, JLB clients can count on integrity and service excellence. “The big thing is honesty,” says Kayter. “It’s very important to have open and honest

service provider for the luxurious NuHeat – In Floor Heating. “We do installations as well,” he remarks. NuHeat is ideal for bathrooms or any room. In business, it’s very important to surround yourself with people who will make your company a success. Kayter is quick to give credit where credit is due and acknowledges the true value of

“My commercial and residential managers both have years of experience in the industry and are very knowledgeable.” communication with the customer.” If ever there is an issue in a project or something unexpected comes up, Kayter will be upfront about it immediately and do whatever it takes to make sure everything works out to the best for his clients. Kayter is pleased to say JLB Electric is Regina’s only authorized warranty

his team. He expresses that he doesn’t know how JLB could have achieved as much as it has in the past year without the hard work and support of his crew. JLB is an employee-driven business. “I made it a point to hire the right people for the right positions,” he comments. Kayter handles the service work because that’s his primary area of experience.

An Unforgettable Year BY TOBIE HAINSTOCK PHOTOS SCOTT GOODWILL

Twelve months: 52 weeks, 365 days, 8,760 hours, 525,600 minutes; a year can go by so quickly. What each of us chooses to do with it tells us a lot about ourselves. Some may choose to live it one day at a time and see where life takes them. Others might have the entire year planned down to the minute with set goals to achieve at certain points of the year. There are still others who choose to enjoy each moment as they see fit. Regardless of what we do with it, change is inevitable. No one is exactly the same from one year to the next.

n one short year, Chris Kayter started his own electrical business and built it to a highly successful and very busy company. Kayter always liked the idea of having a trade and working with his hands. He’s found electrical work to be an interesting and challenging career with lots of options available. After nine years of working for someone else, he decided it was time to take the next step and start his own business. Offering a full range of services, JLB Electric works on new build and renovated residential and commercial Above, The JLB Electric team Opposite Page, Neil, Chris and Mitch

BUSINESS AND INDUSTRY SOUTH SASK

Family is extremely important to Kayter. JLB Electric is named after Kayter’s children: Jordyn, Lucas and Blayne. He accredits his success to the love, encouragement and support that he’s received from his wife, Jen, and their children. “Jen is an amazing and incredible woman,” expresses Kayter. “I definitely wouldn’t be here without her support.”

Modernize your Office

A lot can happen in a year. It’s encouraging to think that a business team with a strong work ethic and determination can come so far in one year. By implementing increased technology into his business, as well maintaining a high standard of quality work and service, JLB Electrical has a bright future ahead. JLB Electric 1431 Scarth Street, Regina 306.545.5552 jlbelectric.ca Right, Chris and Jen Kayter and family Below, The JLB Electric Team

With over a thousand stores worldwide, Parkland Carpet One not only has enormous buying power, but they have partners in all of the major brands, mills, and manufacturers. They’ve done the research for you. They offer the largest selection of carpet, hardwood, laminate, ceramic tile, vinyl, window coverings, area rugs and more. Office of PAI Hair Restoration

1600–8th Avenue, Regina | 306.525.9125 www.parklandcarpetoneregina.com

BUSINESS AND INDUSTRY SOUTH 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. “It’s our goal to become one of the top destinations for tourism in the country.”

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.”

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.

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.

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.

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 62

BUSINESS AND INDUSTRY SOUTH SASK

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

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 AND INDUSTRY SOUTH SASK

Wallnuts Expressive Catering just celebrated its

Birthday

“We can do as much or as little as you want. It just depends on what you want, and your budget.” -Laurie Wall service catering company sets Wallnuts apart from the competition. There is nothing better than the luxury of being a “guest” at your own party and after hiring Wallnuts, you can virtually walk in the door and enjoy the day completely stress-free. “Our team can come in and take care of everything… creative catering, bar service, clean-up staff, complete set up and tear down,” says Wall. “We can do as much or as little as you want. It just depends on what you want, and your budget.” Even though Wallnuts is a Regina-based catering company, Laurie and her team travel throughout Saskatchewan to ensure even the small town client can experience the same luxuries that the bigger centres enjoy. A Saskatchewan farm girl, Wall has an abundant garden that she grows for her catering business. It provides her with an excellent stock of herbs and vegetables to use in creating adventurous dishes. She also has a “trust me” menu composed of special dishes that can only be made at certain

times of the year. If you choose this menu for your event, you will get a truly exceptional meal made with the freshest fruit and vegetables of the season aimed at the latest food trends. At its core, Wallnuts is about the celebration. It’s about making your event truly special. “I’m a party girl, but I also love to work hard. That’s why I love the catering industry. It feels great to live your dream and make people happy doing it,” says Wall. From gourmet dinners to appetizer platters, breakfast buffets and afternoon tea events, Wallnuts can help make any occasion a success. The options are truly endless with Wallnuts Expressive Catering. Wallnuts Expressive Catering 232 College Avenue East, Regina 306.543.9255 Wallnuts@accesscomm.ca www.wallnuts.ca RIGHT Laurie Wall, owner

Make Your Event a Celebration BY APOLLINE LUCYK LAURIE’S PHOTO DEANNE BELL

fter working in the catering industry for more than a decade, Laurie Wall knows a thing or two about throwing a party. Her catering company, Wallnuts Expressive Catering, celebrated its 10th anniversary at their College Avenue location this past year, and has gained much local acclaim for their creative, delicious dishes and fantastic event service. Not only is she

BUSINESS AND INDUSTRY SOUTH SASK

a savvy businesswoman who has an eye for detail and a penchant for throwing a fabulous party, but she’s also an accomplished chef. Wall was the first female chef in Saskatchewan invited to compete in one of the most prestigious Canadian culinary competitions — the Olympic Gold Medal Plates — and took home the bronze medal last year for her innovative dish and wine pairing! Laurie has also cooked for many

important figures, including the Prime Minister, Princess Anne and many Premiers from across the country. Wallnuts has extensive catering menus for clients, but is always open to discussing new ideas to personalize an event. Wall loves to create dishes that build off traditional favourites, but with a unique twist, doing a lot of appetizer and canapé style events. Being a full-

BUSINESS AND INDUSTRY SOUTH SASK

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[We need to rebuild our power grid.]

It takes

power to grow

Saskatchewan is enjoying incredible growth. That growth means we need more power. With an aging power grid, it’s an ongoing challenge to meet the needs of today — and tomorrow. We’re hard at work and ready to meet that challenge. Learn more at

saskpower.com