Business in Calgary - December 2021

DECEMBER 2021 | $3.50 BUSINESSINCALGARY.COM

LEADING

THROUGH CHALLENGE

PM41126516

DR. MISHECK MWABA, PRESIDENT & CEO OF BOW VALLEY COLLEGE, REFLECTS ON THE PAST AND THE FUTURE

B OMA CALGARY NEWS - WINTER 2021

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The Community Knowledge Centre connects Calgarians to hundreds of local charities and not-for-profits, making it easy to support the causes you care about most.

Visit ckc.calgaryfoundation.org to learn more.

TACADA:

WE GOT HERE BY BEING INTENTIONAL

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acada is a family real estate company with a responsibility to last generations. Launched in 1993, the company has grown to be one of Western Canada’s largest builders, having built more than 10,000 homes and developing in excess of 4,200 lots in addition to many quality properties throughout the west.

“My father, Ralph, has been in the home building business, or as he calls it ‘the shelter business,’ since the late 60s,” explains Casey Hutchinson, chief strategy officer. “He founded Daytona Homes in Edmonton. When I joined in 2005, we had two corporate groups: Daytona Homes and Hutchinson Acquisition Corp. I was part of the acquisition group.”

In 2019 the two groups merged to form Tacada. He calls the outcome “exciting,” saying that, “This allowed us to optimize our resources with a focus on our core competency in real estate and to set a course for the long haul, diversified in both asset class and geography.”

Through the years the family business has realized a number of milestones including transitioning leadership through

succession and significant expansion outside of Edmonton.

Today Tacada, with it’s six unique brands, is active in Calgary, Grand Prairie, Lethbridge, Regina, Saskatoon, Winnipeg and more recently, Vancouver Island and the Okanagan.

“There has been some international development as well, adds Hutchinson. “We learned how to scale our business to different geographic areas in pursuit of opportunity and sustainability.

Our advisors urged us to continue to work at this, so we found an opportunity overseas.”

The growth and success of Tacada is in no way accidental. It has always been underpinned by strategic planning and intention.

Hutchinson says, “There is a line my father has entrenched, ‘if it is to be, it’s up to me.’ This really defines our entrepreneurial drive. We have a true passion and care for the ‘shelter business’ and delivering to the needs of the consumer, along with a genuine curiosity to advance and learn and grow. Behind the entrepreneurial spirit is a discipline that has truly evolved.

That discipline has allowed us to build homes and properties at the scale that we do in terms of numbers or geography and

TOP: CASEY HUTCHINSON – CSO, RALPH HUTCHINSON – CHAIRMAN AND TALLY HUTCHINSON – CEO. RIGHT: TOGETHER WITH JOEY MOSS, THE EDMONTON DOWN SYNDROME SOCIETY, AND WINNIFRED STEWART ASSOCIATION, DAYTONA HOMES AND ITS TRADE PARTNERS BUILT JOEY’S HOME TO PROVIDE A SAFE, COMFORTABLE, AND AFFORDABLE ENVIRONMENT FOR YOUNG PEOPLE WITH DEVELOPMENTAL DISABILITIES TO LIVE ON THEIR OWN, BUT STILL HAVE THE COMFORT OF HAVING SOMEONE AVAILABLE IF NEEDED AS WELL AS ASSISTED-LIVING FOR SENIORS.

to always do so with quality. We got here by being intentional and never wavering from the things that mean the most to us – defined family principles, engraved philanthropic values, an entrepreneurial DNA, and the commitment for sustainable stewardship over generations.”

“Our biggest challenge with this commitment for sustainable stewardship over generations is to meet the changes ahead with the continued ability to learn, adapt and grow,” he continues. “The world is changing. We must take a proactive stance for the needs of housing, community, partners, and other factors like social shifts, economics and even business succession. We need to be adaptive and open minded.”

Giving back forms a very large part of the corporate culture.

“Giving back is part of our DNA” says Hutchinson. “We set a targeted percentage annually to give back and have donated time and funds to a variety of interests, including the Winnifred Stewart Association. We have donated close to $1 million over the past 24 years to the Edmonton Down Syndrome Society and support youth and children’s hospitals and education.”

He continues, “Today’s ESG elements (environmental, social, governance) have been embraced, with the same attention and planning as other parts of our business, resulting in a road map for giving back. It helps us be thoughtful and effective in our activities. I’d like to say we have been very proactive. We don’t have it all figured out but we are learning and have the engagement of our entire staff. ESG matters to us, not just in our charitable interests, but for the environment and our people as well. Tacada and it’s brands are recognized as ESG leaders and that means a lot to us.”

wherever we grow. They understand our business and needs because they take the time to develop a personal relationship alongside the business relationship. The fact that they are forward thinking like we are also aligns well.”

Hutchinson feels that ATB focuses on Alberta businesses with a deep understanding of the province’s business culture, resulting in seamless processes and resources to help those companies grow locally, and beyond.

On behalf of the ownership and management, Hutchinson says a very big thank you to the team.

“I could go on forever about how passionate and caring our staff and people are in their efforts to build homes in all forms.

We are also very grateful our clients have chosen Tacada and our brands, and that enables great people to do what we do best. Thank you!”

Moving forward, Tacada is excited to continue learning, adapting, and growing.

“We will continue to expand our offerings as a home builder and property developer. Housing forms are changing, and we must change with them while always living up to and exceeding expectations of environmental and social stewardship.”

Learn more at tacada.ca.

ATB is part of Tacada’s growth and journey.

“Working with ATB has been extremely positive,” says Hutchinson. “They have always been there to support us with lending as we expanded, not just in Edmonton or Alberta but

ATB is pleased to present a 2021 profile series on the businesses and people who are facing challenges head-on to build a strong Alberta.

STORY TITLE // SECTION

Supporting the visions of entrepreneurs one story at a time.

Volume 31 | Number 12

REGULAR COLUMNS

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Canada a Climate Leader in an EnergyStarved World

By Cody Battershill

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A Climate Emergency or an Economy Emergency?

By Shane Wenzel

CONTENTS

83 94

Calgary Chamber of Commerce Parker’s Pen

By David Parker

COVER FEATURE

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Leading Through Challenge Dr. Misheck Mwaba, President & CEO of Bow Valley College, reflects on the past and the future

By Melanie Darbyshire

ON OUR COVER: ABOVE: DR. MISHECK MWABA, PRESIDENT & CEO OF BOW VALLEY COLLEGE PHOTO SOURCE: BOOKSTRUCKER

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“IF YOUR ACTIONS INSPIRE OTHERS TO DREAM MORE, LEARN MORE, DO MORE, YOU ARE A LEADER” – John Quincy Adams

LEADERSHIP HAS A LASTING LEGACY. Building community is something we love to do. As a support partner for the Business in Calgary Leaders Awards, University of Calgary Properties Group would like to congratulate Cole Harris as the recipient of the 2021 Legacy Leadership Award. As someone who has demonstrated a sustained impact on the fabric of our city through outstanding leadership and stewardship in community building we are proud to recognize and honour his ongoing contributions.

COLE HARRIS President & COO Centron Group

ucpg.ca

STORY TITLE // SECTION

Supporting the visions of entrepreneurs one story at a time.

Volume 31 | Number 12

33 20

CONTENTS COMPANY PROFILES

33 87

THIS MONTH’S FEATURES

Whissell Contracting

Celebrates 50 Years

20 65 71

The Gentlemen Pros

Celebrates 20 Years

Canada’s Trucker Crunch Business, the economy and supply chains worry

By John Hardy

B OMA Calgary News Winter 2021

The Changing World of Continuing Education Changing with the changes

By Dan Cooper

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FinTech: The Future is Now Fintech leaders and Canadian government collaborate to keep businesses competitive and protected

By Natalie Noble

Ain’t no mountain high enough Persistently strong demand drives Calgary’s housing market to record highs in 2021

By Jamie Zachary

55 years and still growing...

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CANADA A CLIMATE LEADER IN AN ENERGY-STARVED WORLD // CODY BATTERSHILL

Canada a Climate Leader in an Energy-Starved World

BY CODY BATTERSHILL

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y the time you read this column, thousands of politicians, staffers, celebrities, royals, journalists, photographers, activists and hangers-on will have boarded aircrafts – many of them private – and flown home from Glasgow International.

To say COP26, which wrapped up November 12 following two weeks of speeches, corridor discussions and photo ops, cracked the case on ensuring clean, reliable energy to the world would be a vast overstatement.

Let’s review: Global energy demand is steadily rising, and that includes a sharp increase in world demand for oil and gas. And as Calgarians know, Indigenous communities are often keen to participate in solving that issue – through partnering in LNG pipeline projects and many other energy services.

Equally important, the sharp increase in world demand for oil and gas has had some alarming consequences. Europe faces soaring gas prices. And China, hindered from powering its manufacturing sector with, for example, comparatively clean LNG from Canada, is satisfying domestic energy demand largely by commissioning coal-fired power plants.

Meanwhile, we have an abundance of natural resources, an educated workforce and a research and development network that is the envy of the world.

What’s clear to me is that Canada should be a preferred global supplier of our energy and other resources.

We lead the planet in emission intensity reductions, water recycling, carbon capture utilization and storage, methane emission reductions, renewables, clean-tech and innovation, and we’re one of only a few global oil and gas producers with carbon pricing.

But a continuing global energy crisis means more inclusive energy strategies are necessary if only because reliable access to affordable energy underpins modern life for billions of people on the planet.

For those who continue to be skeptical of Canada’s current leadership on climate action, you don’t have to take my word for it. A study in the journal Science found that if all global oil producers adopted Canadian flaring and methane standards, the emissions from producing a barrel of oil would drop by 23 per cent, equivalent to taking 100 million cars off the road.

There are many other examples of Canadian energy leadership on climate – Canada is among the first countries in which a majority of the oil and gas sector has committed to net-zero emissions by 2050, and we’re also one of the few oil-producing nations where detailed disclosures are publicly available on climate and environmental-related risks.

And of the world’s top 10 oil exporters, Canada ranks first on at least 10 environment, social and governance indices, from 2020’s Environmental Performance Index to the Sustainable Development Index 2020.

Can Canada play a vital role in providing global leadership on climate action? The answer is within the reach of anyone who follows progress on the ground. Not only do we have a role, but we’re already playing it.

Cody Battershill is a Calgary realtor and founder / spokesperson for CanadaAction. ca, a volunteer-initiated group that supports Canadian energy development and the environmental, social and economic benefits that come with it.

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // DECEMBER 2021

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A CLIMATE EMERGENCY OR AN ECONOMY EMERGENCY? // SHANE WENZEL

A Climate Emergency or an Economy Emergency?

BY SHANE WENZEL

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or several decades we have heard words of doom and gloom about global warming, and calls against fossil fuels, methane and other gases. We have been accused of being selfish for driving cars, air-conditioning our homes, and just living our lives. Even our cows are being accused of contributing for eating a vegan diet, regardless that alternative feeds have been developed. The whole climate topic has accumulated various names when predications failed. It appears to have now settled on climate change as a ‘catch all’ for every weather turbulence. It continues, even though hurricanes and earthquakes have created an abundance of damage since 1727, long before ‘planes, trains and automobiles’.

Fast forward to 2021 and the civic election where an indepth study revealed that day-to-day living and cost of living held the highest concern by 59 per cent of Calgarians. They rated taxes the highest concern at 17 per cent followed by affordable housing, cost of living, public safety and others, while environment and climate change rated 3 per cent. The next greatest concern was the economy at 39 per cent. I was completely surprised the evening of the election to learn that claiming a climate emergency was the first order of business for the new council. Because I believe in numbers and what I see happening around me, I decided to stay away from the emotion and personally rate an economy emergency as a Calgary priority.

I follow some very accomplished economists and have learned there are two types: those who see only what immediately strikes the eye, and those who look beyond at the longer and indirect consequences. As we all know, Calgary has suffered great loses in our economy since 2014 primarily due to long running anti-fossil fuel policies which resulted in lost businesses, bankruptcies and the human disaster of thousands of lost jobs.

“FAST FORWARD TO 2021 AND THE CIVIC ELECTION WHERE AN IN-DEPTH STUDY REVEALED THAT DAY-TO-DAY LIVING AND COST OF LIVING HELD THE HIGHEST CONCERN BY 59 PER CENT OF CALGARIANS.” Governments like to blame private industry and believe their own increased spending is a panacea for recovery, which by fact always leads to runaway inflation. Needless to say, the unexpected pandemic resulted in more lost businesses and sadly more jobs. It is encouraging to hear there are jobs opening up but going unfilled. Where did all the people go?

Are the good jobs lost forever along with real investors? And will those office towers and streets ever return to a buzz of activity? Not if the COP26 crowd have their way!

I amusingly listen to our own leaders at the ‘anti-fossil fuel’ gathering in Scotland including the well-known European failures that led the way to discover there is no wind or other renewables without fossil fuel. Every stage of manufacturing wind turbines involves fossil fuels or its derivatives, not to mention their reliance as backup energy. I believe we need to continue to develop our clean fossil fuel technologies to help reduce other countries emissions. I can’t not remind readers of our complete reliance on everything medical during COVID – all of which is made with and by fossil fuels.

Let’s get our key industry back on track and the economy and jobs will follow.

Shane Wenzel is president of the Shane Homes Group of Companies. Follow him @shanewenzel on Facebook, Twitter, LinkedIn, Instagram and YouTube.His column is written for the Alberta Enterprise Group, @AEG on Facebook, Twitter and LinkedIn.

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BBB: A legacy brand that resonates in today’s evolving digital marketplace

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xpanding digital footprint and Better Business Bureau.

It’s not what you expect to hear about a legacy brand in existence since 1912. Founded to create an ethical marketplace where buyers and sellers can trust each other, BBB does that and so much more.

“BBB remains relevant because it continues to be of the times,” says Mary O’Sullivan-Andersen, President and CEO of BBB Serving Southern Alberta and East Kootenay.

Backing up this statement are BBB’s robust social media channels and a website (BBB.org) which has more than one million page views (locally) every year. There, consumers can read thousands of business profiles and vetted reviews.

“We provide this service free to consumers so that they can find trusted, local businesses. Being able to access trusted information, drives consumer confidence, which in turn, supports local business.” say’s O’Sullivan-Andersen.

At the pinnacle of this group are businesses who meet BBB’s eight standards and become accredited.

“Not every business becomes an Accredited Business,” says O’Sullivan-Andersen. “And once they are accredited they must ensure the standards are maintained.”

Continuing with the myth-busting, O’Sullivan-Andersen notes that BBB Accredited Businesses include a diverse range from a wide array of industries.

“This covers everything from the sole operator in the trades to large tech companies involved in Artificial Intelligence and cybersecurity.”

She adds, “The common denominator is that BBB Accredited Businesses meet and typically exceed those eight standards, which is signified when they display the BBB seal in the form of a digital asset for use on a website, or a physical seal proudly displayed on doors and vehicles across our service area and North America.”

BBB Accreditation Standards Build Trust Establish and maintain a positive track record in the marketplace.

Advertise Honestly Follow established legal and ethical advertising and selling practices, including, but not limited to, the BBB Code of Advertising.

Tell the Truth Honestly represent products and services, including clear and prominent disclosures of all material terms.

Be Transparent Openly identify the nature, location, and ownership of the business, and clearly and prominently disclose all material facts that bear on a customer’s decision to buy.

Honour Promises Fulfil all contracts, commitments and representations.

Be Responsive Address disputes forwarded by BBB quickly and in good faith.

Safeguard Privacy Protect any data collected against unauthorized disclosure and fraud, collect personal information only as needed, and respect the preferences of customers regarding the use of their information.

Embody Integrity Approach all business dealings, marketplace transactions and commitments with integrity, good faith and intent to do what is reasonably expected.

*Trademark(s) of the International Association of Better Business Bureaus used under License.

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The Plan: Oil and Gas and Climate Change The world’s oil and gas producers and energy associations get it! They walk the walk. They are committed to combating climate change and working collaboratively with governments to meet greenhouse emission reduction goals.

And Canada is acknowledged and respected as a dynamic and innovative key player.

Last month, the Canadian Association of Petroleum Producers (CAPP) joined energy associations from around the world, calling for policy makers at the COP26 climate summit in Glasgow, to recognize the necessary role for natural gas and oil to meet growing global energy demand, positively impact climate change and meet the goals of the Paris Agreement.

“As we watch nations around the world struggle to provide energy to their citizens, Canada must step up and offer a safe haven for oil and natural gas investment, so our trading partners have access to reliable, affordable and responsibly developed oil and natural gas,” urged Tim McMillan, CAPP president and CEO.” McMillan and other world delegates underscored the strategy of a transition, not an elimination of energy resources. The climate summit made the point that, although the reduction and elimination of fossil fuels is a popular movement, it is also a somewhat unrealistic and impractical global plan. Some countries either can’t afford the switch nor do they currently have the necessary alternative energy resources.

One example is Africa. According to the senior vice president of the African Energy Chamber, “Today in Africa there are 580 million people who lack access to any kind of electricity. That number is expected to grow exponentially in the next decade. He noted, as the cost of energy increases globally, African nations would be left behind in the energy transition, should they be asked to undergo a catastrophic and rapid transition.

“The continued evolution of the world energy system must maintain access to reliable and affordable energy for the world’s over seven billion people,” MacMillan said. “Today, both developed and developing nations face rising energy insecurity in a context of poorly designed energy and climate policies. Developed nations that once benefited from stable energy supplies are facing energy shortages, price volatility and a lack of infrastructure capable of bringing additional base energy online.”

The summit emphasized the reality that many world countries still experience serious energy poverty. They do not have the ability or the resources to supply affordable and reliable energy to their populations to meet the most basic of human needs. Many are being forced to turn to higher emission sources, as evidenced by the rapid rise of coal demand, to try and meet their energy needs.

MacMillan added that the group of natural gas and oil associations is calling for an inclusive approach in achieving the goals of the Paris Agreement which requires increasing – not restricting – energy access, including access to responsibly produced and lower emission natural gas and oil.

“Responsibly produced natural gas and oil can help countries, especially developing countries, make progress towards ambitious emission reduction targets.”

ABOVE: TIM MCMILLAN, CAPP PRESIDENT & CEO.

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A M IC A .C A /BR I TA N N I A

S E E F O R Y O U R S E L F. B O O K Y O U R P R I VAT E T O U R T O D A Y.

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Welcome home to a Calgary first!

“New Urbanism” is an exciting new community planning and design concept based on the principles of walkable blocks and streets, housing and shopping in close proximity, and accessible public spaces. New Urbanism focuses on human-scaled urban design and is catching on in North America, with new urbanist developments in-demand and popular in Austin, Texas, Salt Lake City, Utah, Denver, Colorado and now, Calgary.

In late October, when successful Canadian builder, Dream Unlimited, revealed the first seven of 13 show homes in the grand opening of its 646-acre, mixed-use, “new west” Alpine Park neighbourhood, was Calgary’s first chance to see how a next-generation greenfield development – on the forefront of the new urbanism movement – will improve the way neighbourhoods feel.

Urban planners explain that modern urbanism design and development principles can be applied to new development, urban infill and revitalization, and preservation and also applied to all scales of development in the full range of places including rural Main Streets, booming suburban areas, urban neighborhoods, dense city centers, and even entire regions.

New Urbanists want to see the return of human-scale neighborhoods. They create tools to reform zoning and street design and develop underutilized building types – like shopfront houses and courtyard units – that contribute to diverse neighborhoods. They also advocate for villages, towns, and cities consisting of neighborhoods designed around a five-minute walk from center to edge.

Basics of the new planning and design concept are streets designed for people – rather than just cars accommodating multimodal transportation including walking, bicycling, transit use and driving and providing plazas, squares, sidewalks, shops and cafes.

And it is a Calgary first! “To have a community of this scale and calibre in our own backyard is exciting as a Calgarian,” says Tara Steell, general manager of Dream’s Calgary Land division. “It’s such an inherently appealing concept, and residents will absolutely fall in love with the tree-lined streets, charming porches, and incredible public spaces.”

The architectural styles of Dream’s Alpine Park show homes are all uniquely Calgary-inspired and range from Craftsman and Contemporary to Farmhouse, Châteauesque, Prairie and Urban Mountain.

The timing of Dream’s Alpine Park is not coincidental.

Momentum has been building for a few years. The opening of the Southwest Calgary Ring Road, a pivotal access to the community, and following City council’s unanimous approval of Stage 2 of the project, which includes the construction of the community’s Village Centre, an innovative naturalized stormwater wetland and a proposed sports and wellness campus, Calgary’s “new urbanism” neighborhood was ready.

“The Village Centre is the hub of Alpine Park and a big part of our community vision,” Steell points out. She also notes that, overall development of Alpine Park will create 1,700 direct and indirect jobs per year, for a total of more than 20,000 new jobs over the 15-year lifespan of the project.

And on completion, Alpine Park will be home to more than 12,000 residents and create a projected 4,000 ongoing jobs throughout the commercial, retail, industrial and institutional areas integrated within the neighbourhood.

ABOVE: DREAM’S ALPINE PARK.

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Alberta and Saskatchewan securities regulators adopt new small business financing prospectus exemption

The Alberta Securities Commission (ASC) and the Financial and Consumer Affairs Authority of Saskatchewan (FCAA) today adopted a new prospectus exemption designed to facilitate greater access to capital for Alberta and Saskatchewan businesses.

“This exemption joins the self-certified investor prospectus exemption adopted in March 2021, and is the next step in our broader efforts to support innovation and diversification in our provinces,” said Stan Magidson, chair and CEO of the ASC. “This initiative is intended to address challenges faced by small and early stage businesses in accessing capital, while still addressing investor protection,” added Roger Sobotkiewicz, chair and CEO of the FCAA. The new small business financing prospectus exemption allows Alberta and Saskatchewan businesses to raise up to $5 million from the public using a simple, streamlined offering document. The exemption has tiered offering limits depending on whether financial statements are provided to investors. To mitigate the risks to investors, investments are limited, with higher limits possible if financial statements are provided or if the investor either has a certain minimum income or has received investment advice from a registered dealer. The investment limits do not apply to investors who qualify to invest under certain other common prospectus exemptions.

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The exemption is being implemented on a three-year pilot basis. Details of the new exemption are set out in CSA Multilateral Notice of Implementation 45-539 Small Business Financing available on the websites of the ASC and the FCAA. The CSA, the council of the securities regulators of Canada’s provinces and territories, co-ordinates and harmonizes regulation for the Canadian capital markets.

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CANADA’S TRUCKER CRUNCH // TRUCKING

CANADA’S TRUCKER CRUNCH BUSINESS, THE ECONOMY AND SUPPLY CHAINS WORRY

BY JOHN HARDY

T

here are certainly several crucial speedbumps for the trucking industry as Canadian business and the backlogged supply chain are sounding the alarm: Canada must keep on truckin’!

While there are faulty assumptions that the recent North American supply chain crisis implicates trucking as a cause, the logistics reality is that delays, backlogs and unloading of shipped cargo are the culprits. Trucking is a well known and high-profile modality for moving merchandise and materials including backed-up supply chain cargo to its destinations.

The simplified and accurate trucking business bottom line causing a trucking crisis is that the trucking industry has lots of work, but not enough workers!

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Trucking companies are confronting the urgent fact of Canadian trucking industry life that, for several years, there has not only been a festering driver shortage, the situation is now worse and critical. “The latest labour market research indicates that in the second quarter of 2021, there were over 18,000 driver vacancies,” explains the knowledgeable Matt Faure, president and CEO of the Calgary-based Trimac Transportation, one of the largest transportation service companies in North America.

“We saw a driver shortage surge in 2018, which levelled off in 2019. When the pandemic hit, a lot of businesses were negatively impacted and that trickled down to less trucking activity as well, so we needed fewer drivers. At first people

// TRUCKING

“THE LATEST LABOUR MARKET RESEARCH INDICATES THAT IN THE SECOND QUARTER OF 2021, THERE WERE OVER 18,000 DRIVER VACANCIES,” EXPLAINS FAURE. thought this could solve the driver shortage issue. Then the economy kicked back up in to high gear quicker than most people predicted and many drivers who left the profession in the downturn are gone and have not returned.”

He notes that, because there isn’t just one cause for the shortage problem, there can’t be just one solution. But there is industry consensus. One key factor causing Canada’s driver shortage are demographics – age and gender.

“Compared to other industries, trucking has a higher average age. Thirty-one per cent of drivers are over 55 years old. The national average for all workers in all employment categories is 22 per cent over 55,” he says.

“The trucking sector was already having a hard time attracting the next generation of drivers at a pace that could keep up with the number of people retiring, and then the pandemic hit.”

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ABOVE: MATT FAURE, PRESIDENT AND CEO OF TRIMAC TRANSPORTATION.

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // DECEMBER 2021

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// TRUCKING

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“SOME OF THE KEY EXPECTATIONS OF TODAY’S DRIVERS ARE PROFESSIONALISM, BETTER WAGES, A BALANCED WORK AND HOME TIME AND HAVING CLEAN RELIABLE EQUIPMENT. ANOTHER VITAL ASPECT IS HAVING MORE COMPANIES OFFERING A TRAINING PROGRAM FOR NEW DRIVERS,” SAYS ALAARIDHY. (AMTA) agrees that the trucking industry is struggling to attract both young drivers as well as women drivers.

“The average age of a driver is 46 years old in Canada (Conference Board of Canada). The employers’ cost to onboard drivers can on average cost $10,000.

“Drivers are leaving for retirement or for other opportunities,” he says, “and it can be difficult attracting new people, particularly young people, to the industry.

With the high cost of insurance, it’s difficult to bring young people (25 and under) into the industry.”

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Trimac’s Matt Fauer emphasizes that the generation gap plaguing the trucking industry is aggravated by an occupational Cath-22. “Attracting new, young drivers is difficult enough but it’s compounded by the requirement to be 21 years old to get a commercial driver’s license.” He explains that most major trucking firms require experience but, as with many other employers, getting experience takes

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ABOVE: HAMZA ALAARIDHY, OWNER AND MANAGER OF CALGARY’S DEREK BROWN’S ACADEMY OF DRIVING.

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DECEMBER 2021 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

time. “By then, many find a trade or other profession to go into and they are set on a different career path.

It’s hard to change professions once somebody starts earning a stable living doing something else.”

On the Calgary front line, Hamza Alaaridhy, owner and manager of Calgary’s Derek Brown’s Academy of Driving, considered southern Alberta’s leader in driver education, has tremendous expertise about all aspects of the trucking industry, as well as unique empathy and people skills to understand the wants, needs and expectations of professional drivers. “The biggest issue today is that new drivers can’t find jobs, since they do not have experience. And they don’t have experience, because they can’t find a job!

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“Some of the key expectations of today’s drivers are professionalism, better wages, a balanced work and home time and having clean reliable equipment. Another vital aspect is having more companies offering a training program for new drivers.”

Faure points out that, accurate or misleading, the misunderstood perception of truck drivers – like the stereotypical dilemma in howyou-gonna-keep-‘em-down-on-thefarm agriculture – is an essential factor of the truck driver shortage.

“The profession doesn’t seem have the respect it once had, when it was glamorized in TV shows and movies. Younger generations are finding other trades or the technology industry easier to get in to or more appealing.”

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // DECEMBER 2021

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CANADA’S TRUCKER CRUNCH // TRUCKING

The AMTA’s Chris Nash emphasizes the trucking industry’s difficulty attracting women. “In Canada, only three per cent of commercial drivers are women. In the United States that number is 10 per cent, an increase of 2.2 per cent compared to just three years ago. For women drivers especially, COVID affected labour in industry.

“Trucking HR (the influential non-profit organization advancing Canadian HR solutions for the trucking and logistics workforce) reported that women accounted for only 3.7 per cent of driver employment in the first half of 2020, but 15.9 per cent of the decline of driver employment in the second quarter of 2020. The numbers showed that the labour force for female truck drivers had recovered to prepandemic levels by June 2021.”

Faure urges that the industry needs to continue encouraging young people and women to enter the profession. “We can do that by innovating our operations and equipment to attract a younger audience that is used to – and expects – high tech in their lives. It may be a cliché but the thinking used to be that women do not enter the profession as they do not want to be away from home too long. The research suggests that being away from home is actually more important to men than women. Women are more concerned about being safe, especially when they are driving alone.

“It’s why the industry must continue to invest in safety and also get creative with our customers to dispatch differently to have everyone home much more often. And it would be extremely important if the federal government would recognize truck drivers as a professional trade. They currently do not,” he notes.

“It not only continues to tarnish the reputation of the hard working, safe, diligent men and women in this industry, who see themselves as not just drivers but as professionals.”

“The driving pool is shrinking,” Nash says with urgency. “The aging work force is compounded by more people – young, old and underrepresented – exiting the profession and it’s why we’re seeing the driver shortage continue to grow. At the same time, the problem is exacerbated even more by the growing demand for goods to be transported.

“As the economic recovery continues, the demand for transportation will grow and the supply chain capacity diminishes without drivers.”

“THE DRIVING POOL IS SHRINKING,” NASH SAYS WITH URGENCY. “THE AGING WORK FORCE IS COMPOUNDED

BY MORE PEOPLE – YOUNG, OLD AND UNDERREPRESENTED – EXITING THE PROFESSION AND IT’S WHY WE’RE SEEING THE DRIVER SHORTAGE CONTINUE TO GROW. Trucking industry experts are concerned that it is crunch time. An increasing number of drivers are entering the age of retirement and, they urge that it’s up to the trucking industry to showcase the vast number of career opportunities and opportunities for growth in the industry, including those behind the wheel.

“Commercial transportation has lived with a negative stereotype, and AMTA and industry has been working to highlight just how rewarding a career in transportation can be. Carriers are now including competitive salaries and benefit packages, supporting flexible schedules, and ensuring that the mental health and wellness of employees is at the forefront. Tech disruption such as ELDs and newer equipment are increasing driver comfort, safety, and the ability for a good work/life balance.”

ABOVE: CHRIS NASH, PRESIDENT OF THE ALBERTA MOTOR TRANSPORT ASSOCIATION (AMTA).

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DECEMBER 2021 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

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LEADING THROUGH CHALLENGE // COVER

LEADING

THROUGH CHALLENGE DR. MISHECK MWABA, PRESIDENT & CEO OF BOW VALLEY COLLEGE, REFLECTS ON THE PAST AND THE FUTURE

BY MELANIE DARBYSHIRE

W

hen Dr. Misheck Mwaba became president and CEO of Bow Valley College (BVC) in November 2020, he knew a challenging road lay ahead. Eight months into a global pandemic, with lockdowns and other health measures in full gear and much uncertainty on the horizon, the job of leading the 56-year-old college would not be easy.

However, Mwaba, fortified by a lengthy, varied and international career in both academia (including as vice president Academic at BVC since 2017) and industry, and eager for his next chapter, embraced the role with gusto. He quickly laid out four priorities (reviewing prior accomplishments, refocusing efforts, reaffirming priorities and re-energizing the college) and affirmed the college’s commitment to the Open Doors - Open Minds strategic plan.

One year later, he is both satisfied with what he’s accomplished so far and looking ahead with anticipation.

“It has been an interesting year as you can imagine,” he begins, “filled with both challenges and opportunities.

Challenging for our college community because it has taken away our ability for in-person interactions. This has made it extremely difficult for me to effectively engage with internal and external stakeholders.”

Indeed, shortly after assuming his role, Mwaba identified five priorities for the year, the first of which was to engage internal and external stakeholders. Health restrictions notwithstanding, he has made do, forming many solid connections within the BVC community. He is eager to make more.

“As the new president and CEO, it was extremely important for me to build trust with key stakeholders very quickly in my tenure,” he continues. “I wanted to develop strong relationships with the government of Alberta, the business community in Calgary and the surrounding areas.”

Today, BVC has five campuses outside Calgary – High River, Okotoks, Airdrie, Cochrane, Banff and Strathmore (planned to be closed). Mwaba has also built relationships with the Advanced Education Minister’s office, and with other ministers (for example, the Ministers of Labour and Jobs, Economy and Innovation) which have an impact on what BVC does.

To engage with the approximately 1,000 BVC employees, he held many town halls and listening tours.

“My engagement with internal and external stakeholders is not 100 per cent where I would want it to be, but I’ve made progress and I’m really looking forward to the new normal and finding out how we can solidify that,” he reflects.

Mwaba’s second priority was to participate in Alberta 2030 – a government of Alberta initiative aimed at transforming the adult learning system to focus on providing the high quality education, skills and training needed for Alberta’s future.

“We started talking about work integrated learning in 2018,” he says, “and at that point made a bold decision: every student graduating from BVC in five years is going to have an opportunity to do work-integrated learning. We’re currently developing a roadmap of how to implement the Alberta 2030 recommendations within our current strategic plan of Open Doors - Open Minds.” He notes that the college had lobbied

RIGHT: DR. MISHECK MWABA, PRESIDENT & CEO OF BOW VALLEY COLLEGE. PHOTO SOURCE: BOOKSTRUCKER

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DECEMBER 2021 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

LEADING THROUGH CHALLENGE // COVER

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // DECEMBER 2021

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LEADING THROUGH CHALLENGE // COVER

“WE HAD STUDENTS IN OUR ONEYEAR PROGRAMS WHO DID THE ENTIRE PROGRAM VIA REMOTE LEARNING,” HE SAYS. “THEY’LL BE GRADUATING ON DECEMBER 1, AND IT WILL BE THE FIRST IN-PERSON CONVOCATION SINCE FEBRUARY 2020.

WE’RE LOOKING FORWARD TO THAT.” The college’s ability to pivot quickly to an online offering for its roughly 14,000 students at the start of the pandemic was the result of pre-pandemic initiatives, including the delivery of courses to students in China using Microsoft Teams. “So when the pandemic was declared we shut down for only 10 days, and when we resumed operations we had a 98 per cent success rate in offering remote learning,” he says.

It’s been the way of life at the college since then. “We had students in our one-year programs who did the entire program via remote learning,” he says. “They’ll be graduating on December 1, and it will be the first in-person convocation since February 2020. We’re looking forward to that.”

for apprenticeship type of delivery and was very pleased when the government expanded the use of apprenticeships to a wider variety of jobs in April.

His third priority was to develop and implement strategies to navigate the COVID-19 challenges. “Our strategy was threefold,” Mwaba explains. “One was to ensure that we enhance remote delivery options to support efficient working and effective teaching and learning. We also wanted to complete a modern classroom pilot and expand it. And then we needed to roll out a re-entry plan.”

The pandemic also forced the college to accelerate the roll out of its high flex model of delivery, which had been in the works. The hybrid model sees some students at the college in the classrooms while others joining remotely from wherever they are. “We identified 25 classrooms and retrofitted them with technology,” Mwaba explains. “We call them modern classrooms. We have instructors piloting this type of delivery, so we can roll it out to more classrooms over time.

It’s been very useful for our international students, because they are able to join a community of students even though they’re far away.”

BVC also began piloting flexible working arrangements, where some staff work remotely and others do a hybrid model (some days at the college, some days at home).

Starting in January, the plan is to have all those students who should be on campus back on campus: “Because TOP: MWABA ATTENDING UNIVERSITY OF ZAMBIA’S MAIN CAMPUS TO STUDY MECHANICAL ENGINEERING. BOTTOM: MWABA (RIGHT) AND SOME OF HIS EIGHT SIBLINGS IN NDOLA, ZAMBIA.

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DECEMBER 2021 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

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LEADING THROUGH CHALLENGE // COVER

realistically, this is going to be the new normal where we are going to be working with masks on, so we can start practicing how that looks.”

Mwaba’s fourth priority was to identify initiatives from the Open Doors - Open Minds strategy that can be built upon.

One area he has focused on is positioning BVC as a leader in competency-based education and micro-credentials. The other focus is on the international strategy.

“A large portion of our enrolment is from international students,” he offers. “Pre-pandemic about 21 per cent of our students were international. Now we’re looking at how we can diversify and create new markets to capture those students who are looking to upskill and reskill but don’t want to come to Canada.”

Pivot Ed. is another initiative Mwaba and his team have spearheaded, which is aimed at quickly and effectively helping companies upskill and reskill. Last year, the college received $1.5 million from the Future Skills Centre and is working on a digital platform where employers can identify the competencies they’re looking for and job seekers can take assessments in order to identify gaps.

Another goal was to grow the college’s applied research, to eventually be in the top 20 applied research colleges in Canada. “We are in the top 45 now,” Mwaba says proudly.

His fifth priority was to ensure the college is on sound financial footing. Funding cuts and enrolment uncertainties have made the priority challenging, but BVC’s leadership was still able present a balanced budget to the board.

“Importantly, we have got a plan for alternative revenue streams,” he explains, “because the reality is that budget cuts will continue. We’re talking a combination of corporate partnerships, licensing models, and engagement with international organizations.”

Practical nursing remains BVC’s most popular program, while the business administration diploma in the Chiu School of Business comes in second. “We started the technology programs in 2017 and they have become very, very popular as well,” Mwaba notes. “Our short courses – upskilling and reskilling – and our core areas of high school upgrading, and English language learning also remain very popular. We have

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DECEMBER 2021 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

LEADING THROUGH CHALLENGE // COVER

“I REALLY HAVE A VISION TO TAKE BVC TO THE WORLD,” HE CONTINUES. “I DON’T MEAN RELOCATING FROM CALGARY. RATHER, THAT BVC SHOULD BE RECOGNIZED OUTSIDE CALGARY, WITHIN CALGARY, AND OUTSIDE CANADA, FOR OUR BROADENED VIEW OF ACCESS THAT INCLUDES UPSKILLING AND RESKILLING. students who don’t have high school diplomas, and we’ve got students in post-diploma programs. Some have Master’s, a few have PhDs. We are a very diverse institution.”

It’s his own diverse background which makes Mwaba so well suited to lead the college.

Born and raised in Zambia, in a city called Ndola, Mwaba was the first born of eight children. His family’s home had no electricity, and their water came from a communal tap.

He went to school which was the norm and played outside with handmade toys and games. “We made soccer balls using paper, plastics, then we added the rubber from disposed bicycles or inner tubes so they would bounce,” he recalls. “We made cars using wires. We played games by drawing on the ground, on cardboard. We raced using disposed car tires.”

His mother was trained as a teacher and always emphasized the importance of school to have a better future. “I got that message very early on,” Mwaba recounts. “I started writing a sentence in bold on the cover of my books that said, ‘Education is the golden key to a better future.’ I took school very seriously and I was either the top or second in class.”

Though his early aspirations were to be an accountant, he ended up being accepted into the University of Zambia’s main campus to study mechanical engineering. After graduating he worked for Zambia Consolidated Copper Mines as a vibrations engineer for one year, then returned to the university as an assistant professor. He traveled to the UK to complete his Master’s degree in mechanical engineering focused on solid mechanics, and eventually completed his PhD, partly in the Netherlands and partly in Zambia.

In 2003, Mwaba and his wife and two sons arrived in Canada at Ottawa’s Carleton University where he studied TOP: MWABA CONGRATULATING GRADUATING STUDENTS AT CONVOCATION. MIDDLE 1: MWABA LEADING BOW VALLEY COLLEGE’S SUPPORT AND SPONSORSHIP FOR PRIDE YYC. MIDDLE 2: MWABA PRESENTING AN AWARD FOR ACADEMIC EXCELLENCE TO A STUDENT. BOTTOM: MWABA SHOWCASING THE COLLEGE’S PRACTICAL NURSING VIRTUAL REALITY (VR) LABS.

as a postdoc fellow in energy technology. After finishing his postdoc he took a job with Atomic Energy of Canada as a mechanical research engineer. “My work there was to combine simulations and experimental work,” he says.

“Basically provide programs to test the safety aspects of the CANDU nuclear reactor.”

He then took a position at Algonquin College as chair, Mechanical and Transportation Technology, responsible for the engineering, trades in automotive and electrician programs. From there, he moved to Niagara College as dean of Media, Trades and Technology.

“In 2017 I had an opportunity to compete for vice president Academic at BVC and I was the successful candidate,” he says happily. “Two things impressed me when I came here: one was how diverse the institution was and continues to be. The second is how innovative the college was. What depressed me was how, despite the innovation, BVC is a very shy institution. People don’t want to talk about their achievements. So I made it a personal goal that people hear about the good things that BVC does. To elevate the profile.”

“I really have a vision to take BVC to the world,” he continues. “I don’t mean relocating from Calgary. Rather, that BVC should be recognized outside Calgary, within Calgary, and outside Canada, for our broadened view of access that includes upskilling and reskilling. We take a leadership role in micro-credentials. We also want to be known for innovative program delivery and student support services.”

With his wealth of knowledge and experience, Mwaba is the steady-hand guiding BVC through difficult and changing times. His optimism and determination are just what it needs to make it through stronger than ever. The college, under his watch, will continue to be a leading post-secondary institution in Alberta, Canada and the world.

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // DECEMBER 2021

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Gus Stamm, Brian Whissell, Allan Boswell, Bill Hetherington, Gary Yamada and Jarrad Whissell.

CONTRACTING Leading the Way in Civil Construction Industry

by Rennay Craats

Whissell Contracting Ltd. | 50 years |1

Photo by Riverwood Photography

WHISSELL

33

T

o make it in business, entrepreneurs need to not only have a great product but also to be ready to identify opportunities and fearlessly pursue them in order to grow their company. That’s exactly what the Whissell family has done as it has grown Whissell Contracting from a small operation into a leader in the industry over the past 50 years.

Photo by Riverwood Photography.

Brian L. Whissell joined his brothers’ small construction business that was installing small water lines for local farmers around Westlock, Alberta in the early 1960s. Over the next several years, the family grew the company and expanded its scope of work. Soon it was taking on small sewer and water projects across central and northern Alberta and eventually embarked on larger projects in Saskatchewan, British Columbia, Northwest Territories and northern Alberta.

By the end of the 1960s, Alberta was positioned for incredible growth in the energy sector, which would open opportunities for a variety of construction professionals across the province. Opportunities in Calgary came calling and Brian answered them, moving from Edmonton to Calgary in 1970 and starting what would become Whissell Contracting Ltd. “In 1970, as the Alberta economy was experiencing rapid growth, particularly in Edmonton and Calgary, we decided to open an office in Calgary, and that’s what started our ‘50 years of business in Calgary’,” says Brian Whissell, CEO of Whissell Contracting.

Whissell’s first project was a water and sewer contract with Carma Developers (now Brookfield Residential) for a residential subdivision in Huntington Hills.

Brian’s work there quickly earned him a reputation for

Brian L. Whissell, CEO of Whissell Contracting.

quality, and that reputation brought him more projects that helped him grow. Within a year, Whissell opened an office on 16 Avenue NW and by 1972, the company had outgrown the space and relocated to an office and shop on McKnight Boulevard. The company operated in civil construction in that location for 25 years and continued to expand its offerings and its service areas until it outgrew that space as well.

Huntington Hills Phase 6, Carma Developments, 1970.

Whissell Contracting Ltd. | 50 years |2

PROUD PARTNERS OF WHISSELL CONTRACTING LTD. FROM THE VERY BEGINNING

Congratulations on 50 years. Here’s to 50 more building our community together.

In 1999, Brian purchased land in Douglasglen and built a new, larger office and shop with a yard that could accommodate the company’s growing fleet of equipment. Whissell Contracting still operates out of that space today, with an impressive 20,000 square feet of shop space supported by 9,000 square feet of offices on six acres of land. The Calgary site serves as Whissell’s corporate headquarters which coordinates the operation of its branch and satellite locations in Alberta and British Columbia.

LEADING THE WAY WITH EQUIPMENT Photo by Riverwood Photography.

Over the past 50 years, Whissell Contracting has significantly expanded in size, markets and territory.

What started out as a small operation has expanded to include around 400 employees during peak construction times and boasts about 250 pieces of yellow iron equipment and a few hundred pieces of support equipment like pick-up trucks and trailers.

Whissell is forward thinking and proactive, always seeking out the best products that will help the team better serve its valued clientele.

“We’re innovative with our equipment. We’re always looking at the newest equipment coming out and asking what’s the advantage? Does it give us an advantage to get a project? How does it give our customer an advantage to get their project done?” says Jarrad Whissell, Brian’s son and president of Whissell Contracting.

Since the beginning, Whissell has been ahead of the technology curve, whether that was entering the Calgary market with a Long 5-in-1 backhoe that allowed the team to unload concrete pipe using forks, using

Jarrad Whissell, President of Whissell Contracting.

cutoff saws years before the competition adopted the technology, introducing lasers to get the grade and alignment of the pipe set before other local contractors, or keeping the fleet current to ensure the team could tackle any job.

“I remember working at sites where people were still cutting pipe with a pipe cutter and using a hand file, and

1970s 1973 & 74 The Boulevard Sanitary Sewer Trunks Phase 3 & 4

Whissell Contracting Ltd. | 50 years |4

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CONGRATULATIONS TO WHISSELL CONTRACTING ON 50 YEARS OF EXCELLENCE!

To learn more about how Shell Lubricant Solutions can help improve your equipment reliability, visit: WWW.SHELL.CA/LUBRICANTS © Shell Canada Products 2021. All rights reserved. CE17400-01

Photo by Riverwood Photography.

East Calgary Landfill Cell 9.

we had cutoff saws. And other people were unloading pipe by hand and we had a machine with forks that would pick it up. Everybody does it now but back then we were years ahead of the competition,” says Bill Hetherington, retired VP of operations and current consultant for Whissell Contracting.

Whissell was one of the first companies in the province

to purchase a 48-wheel combination for trucking and was recently the first in Western Canada to purchase Caterpillar’s 395 Hydraulic Excavator for increased productivity, durability and performance.

“We believe that helps give us an edge on beating our competitors. It’s having the latest, most powerful pieces of equipment to do a job,” Jarrad says.

1980s 1984 Forty Mile Coulee

Whissell Contracting Ltd. | 50 years |6

Congratulations on an amazing 50 Years!

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Congratulations on 50 Years!

Whissell Contracting Ltd. | 50 years |7

210 Avenue River Crossing, 2008.

While the Whissell fleet produces optimum results on job sites, it also makes a powerful impression on the road; operators ensure their equipment is always well maintained and clean. Clients appreciate that and expect to see the bright orange Whissell trucks, immaculate with the chrome polished to a mirror shine, pulling the best equipment available. The Whissell brand is one of quality, professionalism and innovation, and that reputation for excellence has guided the company throughout its 50-year history in Alberta.

A HALF-CENTURY OF GROWTH The company has experienced the best and the worst that Alberta’s economy has to offer businesses, and Whissell Contracting has ridden the boom times and survived the downturns, all by adapting to the times. To prepare for the ebb and flow of business in Alberta, Whissell has diversified its offerings with new growth areas.

1990s 1991 Sam Livingston Fish Hatchery

Whissell Contracting Ltd. | 50 years |8

CONGRATULATIONS ON YOUR 50TH ANNIVERSARY, WHISSELL GROUP!

Thank you for your partnership and demonstrated success in scheduling, quality and value, in laying the foundation that we built on.

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Whissell Contracting Ltd. | 50 years |9

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While the company originally focused primarily on the Calgary area, much of Whissell’s growth has been organic, often resulting from capitalizing on opportunities that arose in other markets. The 1980s were a challenging decade and times were lean, so Whissell had to be creative to remain strong. Then as the economy improved in the 1990s, Whissell was awarded a contract with the City of Calgary to supply a few machines to the landfills. By 2003, that agreement grew into a full landfill contract, which led to additional landfill contracts in Drumheller, Red Deer and more recently British Columbia — and it became a significant element of Whissell’s business portfolio.

Whissell also organically expanded into heavy and oversized hauling and transportation services. Early on, Brian knew he did not want to outsource hauling so he ensured that the company had the capacity to move its own equipment. This opened more opportunities for Whissell’s product and service lines.

“Our heavy haul transport side was an offshoot because we like to do things ourselves. We’ve always had large trailers for hauling our own equipment, and we would basically put that equipment out to hire through the years to other businesses,” says Jarrad.

While Whissell Contracting could do work across Alberta, it did so with the Calgary office as a base. Then in 2012 Whissell was awarded a project on Bridge Drive in Lethbridge and the team proved itself in southern Alberta by exceeding expectations across the board.

Evergreen Offsite, Phase 2, 1989.

1990s 1991 Patterson Heights Sanitary and Storm Trunk Lines Whissell Contracting Ltd. | 50 years |10

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Congratulations to Whissell on your 50th anniversary!

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Bonnybrook Waste Water Treatment Plant - Outfall, Early Works, 2018 - 2019.

“It was a very complex project with a tight timeline and we were successful in delivering it ahead of schedule and under budget,” he says. “When we were in that market, we also realized that there was a lot of work going on in the Lethbridge region.”

In 2012 Whissell purchased a Lethbridge company

called GW Cox Construction and rolled the company into Whissell Contracting, allowing them to set up a permanent office in Lethbridge. This acquisition also facilitated the company’s creation of an earthworks division using the resources from GW Cox and supplementing the fleet with additional new specialized equipment required to best service these projects.

2000s 2003 Rundle/16 Avenue Storm Water Duct Project Whissell Contracting Ltd. | 50 years |12

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Congratulations, Whissell on 50 years!

Within these 50 years, Whissell and Associated have enjoyed a long-standing working relationship for over 25 years! We have collaborated on many important local municipal infrastructure and land development projects that have contributed to local economies and improved the communities in which we live and work.

Associated Engineering is also celebrating a milestone this year! It’s our 75th anniversary of being in business as an employee owned, Canadian consulting firm working with public and private sector clients.

We value our long term relationship with community building partners like Whissell and wish them great future success.

Whissell Contracting Ltd. | 50 years |14

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New 2021 Caterpillar 637K Scraper.

PARTNER. PERFECT. COLLABORATION IS THE LEDCOR WAY. Congratulations to Whissell Contracting on 50 years of growth and success. Ledcor values our ongoing partnership and is proud to have teamed up with you to build Project Maverick Fulfillment Centre.

Whissell Contracting Ltd. | 50 years |15

2000s 2005 Pine Creek Wastewater Treatment Plant Project Whissell Contracting Ltd. | 50 years |16

Castlerock.Riverview Wind farm, 2020.

2000s 2008 Metis Trail Sanitary and Storm Trunk Lines Whissell Contracting Ltd. | 50 years |17

CONGRATULATIONS

to Whissell for 50 years of service from ARHCA, the largest heavy construction association advocating for business for 65 years

50

TH

ANNIVERSARY

“We’re a general contractor for civil construction specializing in deep utility installations, earthworks, landfill construction and operation, renewable energy construction projects, environmental work and heavy haul transportation,” says Jarrad.

“We’re fairly diversified.”

Then in 2014, Whissell was called in to complete a difficult project for a client in Edmonton and after the success of that project the company established a permanent Edmonton office as well. At the same time Whissell started a B.C. Waste Management division starting with a landfill contract in Chilliwack and now operates six landfill sites in British Columbia. Alberta’s equivalent, Whissell Waste Solutions has another six landfill contracts. On top of the three offices, Whissell also has a construction operation in the Okanagan.

Happy 50th Anniversary Whissell!

Thank you for your business.

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WHISSELL CONTRACTING: READY TO SERVE While Whissell started out small, today’s company offers an impressive portfolio of services to its client base.

“We’re a general contractor for civil construction specializing in deep utility installations, earthworks, landfill construction and operation, renewable energy construction projects, environmental work and heavy haul transportation,” says Jarrad. “We’re fairly diversified.”

The company also has a rental division that rents out equipment in slower times, but the current market doesn’t allow for that area of business. In fact, the Whissell teams are finding that they are using all their equipment and in some cases have to rent equipment from others to keep pace with their own projects.

Whissell Contracting is keeping busy with clients working in everything from the energy sector to civil infrastructure to residential development, proudly serving private and government clients in an array of

Whissell Contracting Ltd. | 50 years |18

Congratulations to Whissell on this great Milestone areas. It is growing its landfill business and construction operation in British Columbia while continuing to serve diverse clients across Western Canada.

One growth area is environmental projects, and Whissell has specialized experience in wind and solar projects for renewable energy companies.

Over the years it has done a number of challenging environmentally-sensitive projects including complex river crossing projects as well as flood mitigation and river restoration work after the 2013 flood.

The company’s environmental expertise comes in part from employees’ internal training, which involves a variety of topics including spill response, soil monitoring and testing, slope protection and stabilization, air quality testing, emergency response procedures and ground disturbance. Whissell takes its environmental responsibilities and stewardship seriously and ensures all staff are educated before heading into the field.

Whissell has found success in the hands of its knowledgeable staff — a diverse team comprised of experts in project management, road construction, infrastructure upgrading and rehabilitation, augering and tunnelling, landfill services, and residential and commercial subdivision servicing. Whether clients are looking for pond, container and liner installations or building excavation, lift stations or deep utility installation, cofferdam and river crossing construction or oversized loads hauling to remote areas, Whissell has professional teams available to do whatever job is required — the more challenging, the better.

We are proud to be a part of your journey.

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Congratulations WhiSsell on your 50th anniversary

ANOTHER “WHISSELL JOB” BY THE INDUSTRY’S BEST Over the past 50 years, these challenging jobs have come to be known as “Whissell jobs” in the industry, and the company’s unique team is perfectly suited to deliver. The employees have diverse backgrounds and experiences, and Whissell takes pride in using those assets to produce quality results efficiently, quickly and safely.

“I think that comes from the fact that we think outside the box on a lot of these projects. With some of the older employees we have and the input we get from all our people, we come up with unique strategies that

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Whissell Contracting Ltd. | 50 years |19

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“It’s a team at Whissell, collaborating to get projects tendered,” says Gus Stamm, senior project manager/ estimator for Whissell. “It also has a family-oriented way of doing things.” other people just don’t see. We’re really innovative,” says Allan Boswell, Whissell Contracting’s general manager for Calgary.

JON C. MOOK,

EMILY GOODMAN, B.COMM

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Congratulations on 50 plus years to Whissell Contracting Ltd. It has been an honour to supply your Municipal casting needs for the past 44 plus years. Our success is due in part to your partnership and support. It has been a pleasure to see you grow to the mega construction company you are today.

After 50 years of tackling the unique, challenging and often ugly jobs, Whissell has amassed an impressive reservoir of knowledge that can be tapped both to solve the expected challenges and the unknown ones that arise over the course of a project.

Team members develop unique skillsets during these jobs and share them with their colleagues to build a broad, expansive internal database for future projects. And clients know that if there is a particularly challenging aspect to a job, Whissell is the first-choice contractor to bring on board.

One of the main reasons for the company’s success lies with the incredible, innovative people Whissell has attracted and retained over the long term.

“It’s a team at Whissell, collaborating to get projects tendered,” says Gus Stamm, senior project manager/ estimator for Whissell. “It also has a family-oriented way of doing things.”

The family company takes care of people, whether that means going above and beyond for clients, empowering staff in their jobs or giving back to the communities in which they operate.

Best of success for the next 50.

Whissell has built or contributed to several community playgrounds to support the kids in their communities and builds its annual Whissell Spirit Christmas Fund by selling raffle tickets to raise money for local charities.

Typically, the team supports the food banks in the cities where they have offices and then also chooses another cause that is significant to a member of the staff at the

mmcphail@trojanind.ca trojanindustries.ca Whissell Contracting Ltd. | 50 years |20

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time; if an employee or an employee’s family member is fighting an illness or challenge, Whissell will direct their fundraising to the charities that support those causes.

In keeping with the company’s environmental focus, the staff is involved with river clean up every year as well.

Whissell pays the waste management group to join the weekend river clean up crews across the province and then provides a bin truck to haul the waste away at the end of the day. The team is invested in its staff and in the community at large and is proud to give back however they can.

The strong values the family instilled at the company are what drives the positive culture at Whissell. Fifteen years ago, the management team participated in strategic planning to identify just what was at the core of the company. The values they discovered were represented by the apt acronym S.P.I.R.I.T. — Safety, People, Integrity, Respect, Innovation and Teamwork — and those values guide all Whissell employees in their day-to-day interactions with clients, suppliers and colleagues. As a family business, the Whissells treat employees like part of their extended family and appreciate the commitment to growth and collaborative spirit that the staff has shown over the years.

“I think to be able to celebrate 50 years in business is quite amazing and it’s a credit to our employees,” says Brian. “We’re pretty thankful for our staff. They are what got us here. It’s been quite a ride and it’s really a result of hard work and having the opportunities to work with amazing customers.”

“I think to be able to celebrate 50 years in business is quite amazing and it’s a credit to our employees,” says Brian. “We’re pretty thankful for our staff.

They are what got us here.

It’s been quite a ride and it’s really a result of hard work and having the opportunities to work with amazing customers.”

HAPPY 50TH ANNIVERSARY TO OUR FRIENDS AT WHISSELL

Congratulations on 50 years of industry leadership

403-452-7677 • info@pasquini.ca www.pasquini.ca

Whissell Contracting Ltd. | 50 years |21

Metis Trail Deep Utilities, 2008.

The staff appreciates the respect, growth opportunities and great work environment at Whissell so much that once employees sign on they don’t leave. Many of the company’s staff have stayed with Whissell for decades. Bill Hetherington joined the company 47 years ago and is now semi-retired, working for Whissell as a consultant; Allan Boswell celebrated 43 years

with the company; Gus Stamm has been with the company for 42 years; and across the company there are superintendents with more than 15 years with the company and operators with decades of experience at Whissell. This wealth of experience and loyalty have contributed to Whissell Contracting’s success and incredible growth.

2010s 2012 Bridge Drive Utility Corridor

Whissell Contracting Ltd. | 50 years |22

Photo by Riverwood Photography.

Top – left to right: Bill Hetherington, Allan Boswell and Gary Yamada.

Bottom – left to right: Gus Stamm, Jarrad Whissell and Brian Whissell

Congratulations to Whissell on

50 years of service!

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Whissell Contracting Ltd. | 50 years |23

GETBARRICADES.COM

New Caterpillar 390D Excavator on 76 Wheel trailer at Lethbridge Office, 2012.

INVESTING IN SUCCESS Whissell has always invested greatly in its employees.

It was one of the first contractors in the city to have an integrated safety program, complete with full-time safety manager, back in the mid-1980s and later to be a member of construction safety associations in the 1990s.

“We started safety when the other guys weren’t even talking about it. I think a lot of companies started after we did because the government mandated it but it was easier for us because we were involved from the getgo,” says Brian.

Every day starts out with crews addressing Whissell’s three pillars — Safety, Quality and Efficiency — as they relate to the day’s job. They assess the job hazards, talk about what

2010s 2018 Riverview Wind Farms (Pincher Creek)

Whissell Contracting Ltd. | 50 years |24

Whissell staff at annual client/ employee Stampede Breakfast.

Top 2006. Bottom 2004.

Whissell Contracting Ltd. | 50 years |25

Congratulations Whissell on 50 years!

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“All those other things have to come second because hitting your productions is easy if you don’t pay attention to quality and safety,” says Jarrad. “It’s easy to just go fast but it’s harder to do your job right when you have to work within the confines of safety and quality to give the right product, and to have everybody go home safe at the end of the day.” work they have to do and identify the key notes for quality to ensure it is completed well, and discuss how the crew can work efficiently to meet their productions.

“All those other things have to come second because hitting your productions is easy if you don’t pay attention to quality and safety,” says Jarrad. “It’s easy to just go fast but it’s harder to do your job right when you have to work within the confines of safety and quality to give the right product, and to have everybody go home safe at the end of the day.”

They carried that dedication into 2020 when COVID-19 changed how the world did business. Whissell was deemed an essential service so was somewhat insulated from major business disruptions during lockdown, but it still had to determine how to operate in this new environment. The management team spent a great deal of time putting together COVID protocols that would adhere to government health mandates and protect staff both in the office and out in the field. Management even brought in an occupational hygienist to assist the company with compiling COVID practices that would help keep people safe.

Whissell has always been a safety leader and that leadership is apparent in the unique training program at the company. Unlike other trades disciplines, there isn’t any formal, regulated training in which a person could

Whissell Contracting Ltd. | 50 years |26

earn a ticket in underground construction and become a journeyman pipelayer. Being innovators, Whissell worked the problem and crafted a solution. To ensure staff was safe and effective on the job, Whissell developed an extensive in-house training program to give staff the tools needed to execute their job well and to do it safely.

No one can operate equipment or get behind the wheel of a heavy haul vehicle without not only undergoing the training specific to that piece of machinery but meeting the competency standards the company sets.

“We really had to develop our own training system in-house to train our workforce. We have a training program called the Whissell Integrated Training program, and it is a competency-based training program for all of our equipment operators, foremen, pipelayers and lead hands for various tasks on our site,” says Jarrad. “That’s something that sets us apart. I don’t think there is a competitor in our direct industry that has the level of training program that we have.”

This in-house apprenticeship aims to clearly define roles and performance expectations as it provides measurable progression throughout the training program. Training is critical, as Whissell Contracting has been involved in a wide range of projects that require a varied skillset to complete.

Congratulations Whissell on your 50th anniversary!

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BUILDING THE WHISSELL LEGACY The portfolio of Whissell projects is impressive and diverse. Over five decades of being in business they have completed more than a thousand projects. Some of their major projects showcase just how much the team of professionals has done and can do.

In the early ’70s, two contracts back-to-back for The City of Calgary were The Boulevard Sanitary Sewer Trunks

“That’s something that sets us apart. I don’t think there is a competitor in our direct industry that has the level of training program that we have,” says Jarrad.

In 1970, three notable things happened.

The world said farewell to the swingin’ 60’s, the Beatles broke up and Whissell Contracting began doing business.

Congratulations on 50 years of safety, quality and efficiency.

Whissell Contracting Ltd. | 50 years |27

Another early “Whissell job” was the Sam Livingston Fish Hatchery in 1991. The team had to be innovative with methodology and equipment modifications in order to refresh the drainage and filter media in the lower portion of the hatchery.

“We came out after two months white as a sheet and smelling like canned salmon,” says Bill. “It was outside our box, and it was a really different project for us.”

Phase 3 and 4, which involved the installation of nine kilometres of 1,800 millimetre, 1,750 millimetre and 1,600 millimetre concrete pipe on the north side of the Bow River from Centre Street to Shouldice Park.

These projects were extremely difficult as they were down existing streets and required a high degree of dewatering due to proximity of the river.

to remove the old filter beds and replace them. At a time when work was scarce, this complicated, labourintensive project kept the company busy.

In 1984, the Forty Mile Coulee project was a huge undertaking that had the team supply and install a twin Hyprescon pipeline to act as an inverted syphon for the irrigation district across a coulee on St. Mary’s River Irrigation District Main Canal south of Bow Island. This involved cast-in-place inlet and outlet structures and earthworks required to realign the canal to flow through the new syphon crossing. This was one of the largest projects of the era and a feather in Whissell’s cap.

In 1991, Whissell also provided the sanitary and storm trunk mains for the new development of Patterson Heights. The sanitary connected to an existing main in the Shouldice area on the north side of the Bow River, with the storm to outfall into the river on the west side of the Shouldice Bridge. It was installed across the river with the excavator mounted on elevated tracks for additional clearance to traverse the river. The storm outfall was a cast-in-place structure to accommodate a 1,650 millimetre diameter storm pipe. From the location of the outfall, both trunk mains followed Bowdale Crescent over to Sarcee Trail, the mains crossed the north-bound lanes of Sarcee Trail into the median and were installed in the median of Sarcee Trail for approximately 900 metres. They then crossed the south-bound lanes of Sarcee Trail to service the lands

Another early “Whissell job” was the Sam Livingston Fish Hatchery in 1991. The team had to be innovative with methodology and equipment modifications in order to refresh the drainage and filter media in the lower portion of the hatchery. Whissell imported materials like oyster shells and limestone, and fabricated conveyors

“We came out after two months white as a sheet and smelling like canned salmon,” says Bill. “It was outside our box, and it was a really different project for us.”

2020s 2021 Imagine Jasper Avenue

Whissell Contracting Ltd. | 50 years |28

Roll-off Bins | Porta-Potties | Security Fencing | Storage Containers

Congratulations Whissell on 50 Years!

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Congratulations to Brian, Jarrad and the team at Whissell.

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Congratulations Whissell on 50 years!

To the Whissell team, Congratulations on 50 years of building the best projects every time!

Congratulations to WHISSELL on 50 years of business success from the promotional marketing team at LEVEL 2.

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Whissell Contracting Ltd. | 50 years |29

“It is an example of our innovation because it was done by our Edmonton office but we brought Bill in to help organize the cage, work on the trench box system we were going to use, and we got feedback from a Calgary superintendent to collaborate on the build,” says Jarrad. that comprise Patterson Heights. The project included approximately 1,800 metres of trench ranging from four to eight metres deep and included a river crossing, tunnelling of the CPR railway tracks and auger crossings of the north-bound and south-bound lanes of Sarcee Trail while maintaining traffic.

Whissell was then part of the Rundle/16 Avenue Storm Water Duct project in 2003 that saw them supplying and installing 547 metres of a double box culvert up to nine metres deep in the median of the TransCanada Highway between 36 Street and 52 Street NE. They installed two cast-in-place maintenance manholes at the ends of the twin storage ducts to allow for cleaning with skidsteer loaders. This was a “Whissell job” as work had to be contained to the median.

“We had to leave two lanes of traffic both east and west, so we came up with an innovative approach to the project. We used a very large trench box (Big Moe) to contain the excavation and a unique installation system where the previously installed box culverts supported the crane as it continued installing boxes as the excavation proceeded along,” says Bill. “It worked very well and there were very few traffic disruptions.”

The Pine Creek Wastewater Treatment Plant project in 2005 transferred treated effluent from the ultraviolet building into the bed of the Bow River. To achieve this, Whissell had to construct a cofferdam into the river to accommodate the installation of precast pipe with galvanized diffusers to allow the flow to be dispersed into the bed. They also installed

500 metres of precast pipe and a cast-in-place diversion structure (which included power actuated slide gates and stop log channels) and an emergency outfall structure. Whissell won an environmental award from the Alberta Roadbuilders and Heavy Construction Association for the innovation of “instream” work on this project.

“Pine Creek was the one that started the ball rolling [with environmental projects],” says Jarrad. “Prior river projects had little if any environmental controls required or designed into them. We built a watertight cofferdam in the Bow River. We then installed 1,800 millimetre diameter perforated concrete pipes in the riverbed and encased them with drainage rock allowing the treated effluent to slowly release upwards into the river versus a large pipe jetting directly into the river.”

In 2018, the team took on another renewable energy project in Pincher Creek at the Riverview wind farms.

They worked on 27 towers and their job included excavating the tower bases, installing the roads leading to them, and land remediation at the end.

In the recent Imagine Jasper Avenue project in Edmonton, part of this project was designed to mitigate flooding between 109th and 110th Streets.

The team installed an underground storm water system that could handle more than 1,800 cubic metres of water using a structure measuring 3.66 metres by 3.66 metres by 139 metres. The Whissell team changed the original round-pipe design to a larger square box pipe in order to shorten the line down and keep it within two city blocks, and this avoided a difficult utilities crossing and allowed it to be done quicker thus reducing the traffic impact and saving the client more than $120,000. Whissell also completed related work in new catch basin installations and new manholes.

“It is an example of our innovation because it was done by our Edmonton office but we brought Bill in to help organize the cage, work on the trench box system we were going to use, and we got feedback from a Calgary superintendent to collaborate on the build,” says Jarrad.

Teamwork, innovation and quality have kept Whissell Contracting busy for 50 years, and the team is looking forward to being part of more outside-the-box “Whissell jobs” in the future.

Whissell Contracting Ltd. | 50 years |30

CONGRATULATIONS

ON YOUR 50TH ANNIVERSARY!

Proudly serving Alberta’s contractors since 1966.

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Congratulations to our friends at Whissell Contracting on their 50th anniversary!

CONGRATULATIONS TO WHISSELL ON 50 YEARS OF SUCCESS! Calgary 403-244-9710 | Edmonton 780-732-7800

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Congratulations to the Whissell team on their 50th anniversary!

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Happy 50th Whissell!

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imparting their experience and unique skillsets so these resources can continue to contribute to the success of the business.

LOOKING TO THE FUTURE Whissell Contracting is looking forward to continuing to be an industry leader, keeping ahead of the curve on technology and innovating solutions as the world around them changes. The team is committed to growing its services, divisions, and innovating renewable energy solutions to a transitioning industry.

The company itself is transitioning too. It has an incredible staff of long-time employees who are starting to retire and the team is facing the exciting, yet scary, challenge of building the company up as these trailblazers move on. The strong leaders who have been with the company for decades are mentoring the younger employees who are still learning the ropes,

“It’s fantastic to have that to set us up for another 50 years, and hopefully the employees that we’re mentoring and training today will be 40-year employees in 30 years from now. That’s what’s exciting. It’s a huge challenge but I can also see how our plans are coming together and we’re setting ourselves up to have that continued future in the construction industry in western Canada,” says Jarrad.

Whissell Contracting has been a pillar of the civil construction industry for decades and with the experience and solid reputation it has, it will continue to lead the way in innovation and quality in Alberta and beyond.

Photo by Riverwood Photography.

Bill Hetherington, Allan Boswell, Jarrad Whissell, Brian Whissell, Gary Yamada and Gus Stamm.

CALGARY OFFICE 200, 2500 – 107 Avenue SE Calgary, Alberta T2Z 3R7 Main: 1.403.236.2200 Fax: 1.403.236.8834 Heavy Haul & Transportation: 1.403.236.8000 Parts Fax: 1.403.236.8027

LETHBRIDGE OFFICE 3391 – 32 Avenue N, Lethbridge, AB T1H 7A4 Main: 1.403.328.1346 Fax: 1.403.328.0350

LEDUC OFFICE 6703 – 41 Street, Leduc, AB T9E 0Z4 Main: 1.780.986.7274 Fax: 1.780.612.6730

www.whissell.ca

Whissell Contracting Ltd. | 50 years |32

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Page 1 - Enhancing the Value Proposition Page 4 - BOMA Insider

NEWS WINTER 2021

By Lloyd Suchet, Executive Director, BOMA Calgary

Enhancing the Value Proposition

T

o say 2021 had its ups and downs would be a tremendous understatement. If 2020 was the year of the “pivot”, 2021 was something different entirely as we as Calgarians and Albertans experienced something of a roller coaster ride. As the representative body for the industry, we at BOMA have sought to provide value to our members, and to provide them with timely and relevant programming to support the work they do. We operate under three key pillars: education, advocacy, and professional networking.

While the educational line-up in 2020 was more focused on the adapting buildings for a COVID-19 world, 2021 saw a return to more typical sessions as we hosted development updates on exciting projects from across the city, including Tsuu Tina’s ambitious Taza developments, as well as Aspen’s redevelopment project in the Ampersand. Health and safety also remained a priority as sessions touched on such key topics as Managing Indoor Air Quality, and Strategies for Managing Stress in Challenging Times, where participants were introduced to management frameworks to support their teams and their tenants. We also hosted engaging discussions with key decision makers like the Honourable Doug Schweitzer, Alberta Minister of Jobs, Economy, and Innovation, and Susan Henry, Chief at the Calgary

If 2020 was the year of the “pivot”, 2021 was something different entirely as we as Calgarians and Albertans experienced something of a roller coaster ride.

Emergency Management Agency. Finally, in an exciting first, together with BOMA British Columbia and BOMA Manitoba we offered a joint educational series focusing on leadership development. This was an opportunity not only to further careers, but also to engage with industry professionals from other markets and is something we look forward to offering more of going forward.

These unprecedented times have also meant an unprecedented level of cooperation and partnership with all levels of government has been necessary to ensure we can effectively represent our members and the community’s best interests. That is why from early on BOMA Calgary was at the table as the City of Cal-

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BOMA Calgary News

BOMA Calgary News is a co-publication of BOMA Calgary and Business in Calgary.

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Executive Officers

CHAIR Richard Morden, QuadReal Property Group CHAIR-ELECT Rob Blackwell, Aspen Properties SECRETARY TREASURER Candace Walker, Triovest Realty Advisors PAST CHAIR Lee Thiessen, MNP LLP

Directors

Aaron Pratt, Allied Properties REIT Art Skow Blair Carbert, Carbert Waite LLP Carla Fedele, Choice Properties Dan Lindsay Kevin Morgans, Avison Young Tanya Befus, Cadillac Fairview

The Building Owners and Managers Association of Calgary publishes BOMA Calgary News quarterly. For advertising rates and information contact Business in Calgary.

Publication of advertising should not be deemed as endorsement by BOMA Calgary. The publisher reserves the right in its sole and absolute discretion to reject any advertising at any time submitted by any party. Material contained herein does not necessarily reflect the opinion of BOMA Calgary, its members or its staff. © 2015 by BOMA Calgary.

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gary developed the Greater Downtown Plan - an ambitious document that charts a path to revitalizing and renewing our downtown core. Included in this plan is the Downtown Calgary Development Incentive Program that offers grants to convert vacant office space into residential and other uses.

We also continued to advocate for the Green Line LRT project as it faced final approvals from both the City and the Province, and were pleased to see it receive broad support and government approval. As the City and Council shifted focus towards the recent municipal election, BOMA Calgary and our partners ensured that our members and our industry had a voice in the democratic process as candidates sought support and votes. While we hosted numerous sessions with candidates, our election work was capped off with the very successful VibrantYYC Mayoral debate co-hosted by ourselves, the Calgary Downtown Association, Arts Commons, and Creative Calgary. Through this debate we engaged the Mayoral front runners on key issues around downtown renewal, taxation, economic growth, public safety, and how the arts and real estate communities can partner in enhancing the vibrancing of our neighbourhoods.

We also further our engagement with the Provincial government, and early in the year commenced high level meetings with provincial officials including Jobs, Economy, and Innovation Minister Schweitzer to update them on the state of the commercial real estate sector and to identify areas of collaboration.

Finally, the COVID-19 Pandemic brought with it significant new programming from the Federal government that has major impacts on the industry, particularly the Canada Emergency Commercial Rent Assistance program (CECRA), and its successor the Canada Emergency Rent Subsidy (CERS) that provided rent support to commercial tenants. From early on an industry coalition that included BOMA, NAIOP, and RealPAC engaged with federal officials to share concerns and potential areas for improvement within the program, especially the need to make supports more broadly available to hard-hit tenants. While our advocacy has yielded some results, we remained steadfast in our commitment to work with the federal government to improve the programs, including seeking retroactive changes to support a stronger economic recovery.

The third pillar, professional networking, has clearly been the most difficult to deliver on in times of social distancing and gathering restrictions, but with some creativity and the hard work of staff and volunteers we were able to bring together industry members. In the spring, young professionals from BOMA Calgary and BOMA Vancouver got together virtually for a Tropical Staycation Trivia event that built industry connections in a fun and relaxed event. But perhaps the networking highlight of the year was the successful running of the Bee-Clean BOMA Golf Classic and Kananaskis, the Crown Jewel on our social calendar! Two groups of 144 golfers each joined us in Septemberwhere we were able to finally convene the industry together for a day of building connections with colleagues both old and new, and of course golf and plenty of sun.

So while 2021 challenged us all in new and different ways that before, the industry and its professionals continue to rise to the challenge with that trademark perseverance and hard work. We at BOMA thank you not just for the work you do day in and day out to support your tenants, but for continuing to support BOMA Calgary in our mission to further your organizations, your careers, and the industry at large.

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THE CHANGING WORLD OF CONTINUING EDUCATION // CONTINUING EDUCATION

THE CHANGING WORLD OF CONTINUING EDUCATION CHANGING WITH THE CHANGES

BY JOHN HARDY

S

ince the sudden scrambling and the many changes triggered by the pandemic lockdowns, people, business, work, school, shopping, recreation, socializing – and continuing education – are adjusting to all kinds of new normals.

Just 25 years after the Internet became commercially available, continuing education (alias post-high school learning) is now a lifelong endeavor for many adults as well as a constantly evolving and diverse ecosystem of options.

It was only a couple of years ago that the digital transformation of the economy and labour market took a giant leap forward. At just about the same time, online education went mainstream as continuing education providers at all levels, including colleges and universities, were forced to experiment with remote learning, a preferred and cost-efficient format for part-time students to pursue and earn alternative credentials.

As the momentum of new continuing education (CE) options and formats were gaining popularity, the abrupt COVID-19 restrictions hit and turned the initially gradual development of digital CE from a developing option into an urgent necessity. The economic dislocations caused by the pandemic accentuated the timely need for worker reskilling and upskilling. Now more than ever, CE is a vital priority.

The dynamic CE sector, particularly at Calgary’s Bow Valley College, University of Calgary and Mount Royal University, had been updating and transitioning CE formats for several years. From curriculums, enrollment and instructor delivery to student expectations and routines. The sudden COVID scramble just accelerated things.

“We have been offering certificate and diploma programs for the non-traditional adult learner for decades,” says Sheila LeBlanc, director of Continuing Education at the University of Calgary. “This includes responsive, workforce development

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programs. Over the past five years, we have started to see digital disruption impact all fields of our practice, which has significantly increased the demand for short-cycle training for mid-career professionals. These short-cycle training programs, or what is now often referred to as microcredentials, have enabled learners to advance or stay current in their careers through upskilling or reskilling.

“The pandemic has amplified the need for online learning.

It has pushed us forward five to 10 years in the adoption of online learning. We are responding with new and creative programs which are proving necessary not only to provide learners and employers with the training and development they need, but also to help sustain ourselves financially.

She underscores the fast-track of the transition with stats showing that, prior to the pandemic, UCalgary delivered approximately 25 per cent of courses online. Once the pandemic happened, the University quickly moved every course it could to remote teaching. “This past year, over 92 per cent of our courses were offered online,” she says. “We were able to accomplish this major transition quickly and effectively because we had experience with online teaching practices and access to video conferencing tools and a solid learning management system.”

At Calgary’s state-of-the-art Bow Valley College (BVC), there have also been dramatic CE changes made. “We have adjusted the type of courses to include more business and technology courses, addressing current market realities,” details Suhayl Patel, BVC’s associate dean of Learning Innovation. “We have also expanded our delivery.

Traditionally, we offered many courses in a face-to-face environment and now the bulk of our courses are offered online asynchronous (courses with some or no live conferencing sessions) supporting professionals unable to meet in a weekday classroom.

“And we have expanded the credential options. Although we still have certificates of achievement and participation, we now include assessment-first competency-based microcredentials, enabling learners to demonstrate previously acquired skills.”

As in most aspects of life and business, timing is important.

“THE PANDEMIC HAS AMPLIFIED THE NEED FOR ONLINE LEARNING. IT HAS PUSHED US FORWARD FIVE TO 10 YEARS IN THE ADOPTION OF ONLINE LEARNING. WE ARE RESPONDING WITH NEW AND CREATIVE PROGRAMS WHICH ARE PROVING NECESSARY NOT ONLY TO PROVIDE LEARNERS AND EMPLOYERS WITH THE TRAINING AND DEVELOPMENT THEY NEED, BUT ALSO TO HELP SUSTAIN OURSELVES FINANCIALLY,” SAYS LEBLANC. At Mount Royal University, the repercussions of the sudden COVID lockdowns shifted the continuing education from a transition into a fast-track. “MRU CE was well-positioned to transition to virtual learning at the start of the pandemic,” explains Brad Mahon, dean of MRU’s Faculty of Continuing Education. “We were already offering more than 30 fully online programs and a number of blended learning options.

ABOVE: SHEILA LEBLANC, DIRECTOR OF CONTINUING EDUCATION AT THE UNIVERSITY OF CALGARY.

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“With our infrastructure already in place, we were able to transition about 20 additional programs to a fully online format with relative ease. For several years, MRU offered more than 100 CE programs and over a thousand courses to support a breadth of personal and professional development areas.

In the past four years, we refined our focus and streamlined our programming to align with the needs of emerging and in-demand labour gaps.

“MRU continuing education aspires to be part of the future economy of Calgary, southern Alberta and beyond,” Mahon notes. “We now offer 70 programs, 50 of which can be completed entirely online.

Moving forward, we expect to offer some programs with in-person, online or blended delivery. Other programs may continue to be offered fully online.”

The sudden transition to virtual learning also turned out to be a perfect opportunity to review CE curriculums and update courses and programs.

LeBlanc points out that UCalgary’s Business Management programs continue are very popular and cover a broad spectrum of topics taught by experts in the field – including occupational health and safety, human resources, leadership and professional management. UCalgary currently offers over 50 CE certificate and diploma programs, in 12 different program areas.

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“The speed of digital disruption appears to be accelerating, creating an increased demand for both foundational and advanced digital skills,” she adds. “There is an increased demand for our digital technology programs, including software development, data analytics and machine learning.

We also developed a technology management series of courses designed primarily for non-technical individuals who need to learn the language, have an awareness of the latest technology and its potential applications in the workplace.”

Mahon highlights the most popular MRU programs: technology related, such as Cyber Security, User Experience (UX) Design, and Digital Media Marketing; essential business skills, such as Organizational Change Management, Conflict Resolution, Leadership Development, Business Analysis and Technical Writing; and new emerging areas, such as Cannabis Education and eSports.

“Overall, we are seeing an increase in demand for programming that supports career enhancement or career change, and a decrease in demand for previously popular personal development or hobby courses.”

Suhayl Patel explains that, even before the lockdowns forced courses to go virtual, the BVC curriculum was already being reviewed and re-defined. “Our most in-demand CE certificates and credentials now include Business and Management, Maintenance Management, Bookkeeping, Administrative Assistant, Payroll Professional, Human Resources, Accounting Applications and IT, such as Database Administration, Predictive Analytics, Business Intelligence Analyst and Microsoft Office. Some CE programs which have faded include Home Inspection, Petroleum Industry Management, Production and Inventory Management, Purchasing and Sales.”

SUHAYL PATEL EXPLAINS, “OUR MOST IN-DEMAND CE CERTIFICATES AND CREDENTIALS NOW INCLUDE BUSINESS AND MANAGEMENT, MAINTENANCE MANAGEMENT, BOOKKEEPING, ADMINISTRATIVE ASSISTANT, PAYROLL PROFESSIONAL, HUMAN RESOURCES, ACCOUNTING APPLICATIONS AND IT, SUCH AS DATABASE ADMINISTRATION, PREDICTIVE ANALYTICS, BUSINESS INTELLIGENCE ANALYST AND MICROSOFT OFFICE.”

Although business and workplaces are moving on and managing the various new normals caused by the pandemic lockdowns, it is impossible to properly measure the actual impact on organizational aspects, the future of workplaces, prioritizing skills, employee expectations and work trends, credentials, qualifications and the role of continuing education.

The lockdowns have not only accelerated the role of technology in the design and delivery of CE programs and courses but it is re-defining the skills and credentials that job hunters need and employers expect.

“The pandemic put a spotlight on the disparate levels of digital literacy and skillsets of all individuals,” Sheila LeBlanc cautions. “We had to recognize how COVID and remote work trends have affected a variety of equity-deserving groups.”

“The analogy I’ve heard many times and one the resonates for me is, ‘We have all been in the same storm, but not in the same boat. Some have a yacht, while others are barely afloat with a leaking rubber dingy.’”

ABOVE: SUHAYL PATEL, BVC’S ASSOCIATE DEAN OF LEARNING INNOVATION.

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FINTECH: THE FUTURE IS NOW // BANKING

FINTECH: THE FUTURE IS NOW Fintech leaders and Canadian government collaborate to keep businesses competitive and protected

BY NATALIE NOBLE

T

he gradual growth of fintech product and service adoption in Canada over the last decade is poised to take off. Accelerated by the pandemic’s overhaul to the ways business is conducted, these technologies are creating a decentralized financial world that gives consumers more control over their finances. It’s become apparent that embracing opportunity over resisting change is critical and industry leaders are collaborating with the Canadian government to keep Canadians competitive and protected.

“The pandemic has highlighted to most businesses how important scalability and adaptability are,” says Adam O’Brien, founder and CEO of Bitcoin Well, the longestrunning, founder-led Bitcoin ATM business in Canada. “From the perception of the consumer, it identified the gap that exists in how reliant we are on legacy styles of banking and the traditional custodial model. The consumer’s eyes have certainly opened up to what our money can do.”

PHOTO SOURCE: MOGO

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That realization has people seeking more control over their financial data, such as with open banking. “The essential premise is to give consumers and small businesses alike control over their financial data by consenting and directing their banks to release their data to a specified third party,” says Alice Davidson, chief legal officer at Mogo, one of Canada’s first established fintech businesses providing a full suite of digital financial product and services accessible within the free Mogo app.

Canada’s Department of Finance is also taking steps to ensure proper regulations are in place to protect individuals and businesses. Recently released, their Final Report, Advisory Committee on Open Banking suggests Canadians can expect more security and portability in third-party financial data sharing as soon as 2023. “I welcome this report with open arms. It’s been slow moving in Canada, but it’s on the horizon,” says Davidson. “I commend the Department of Finance for working closely with our industry in the consultation process to generate that final report.”

Amongst other industry leaders, Mogo assisted the advisory committee and pushed for the government-industry stakeholder hybrid model outlined. “The government requires industry expertise around all the moving parts of an open banking framework – the technology, the data standards, the security requirements, the design, the consent and liability pieces,” says Davidson.

Developing the framework is a response to increased consumer desire for innovative products, more choice, and the ability to share their financial data on their own terms. “Open banking is a more secure and standardized way to do this,” says Davidson. “There’s going to be a regulatory regime around it and anyone participating will need to be registered. There will be security safeguards in place, including a liability regime and recourse for any breaches.”

It’s an option that’s been a long time coming for Canadians. The U.K., the E.U. and Australia have been up and running with open banking for years. “We need to move fast and ensure we don’t continue to lag behind and instead make Canada a competitive, leading nation in the field of financial services,” says Davidson.

That open and direct flow of financial information helps business-to-consumer (B2C) and business-to-business (B2B) companies by removing barriers such as intermediary parties or competing businesses for information. “Without open banking, the only way people can currently share their financial data is by sharing their banking credentials with data aggregators, which is often unreliable given banks’ efforts to thwart this,” says Davidson. “It also raises security concerns and privacy issues.”

It also reduces reliance on credit bureau scoring by allowing lenders to make underwriting decisions based on the borrower’s cash flow, savings, and outside contributions. “It gives a more holistic view of the individual’s financial situation,”

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FINTECH: THE FUTURE IS NOW // BANKING

“WE MUST NOW ADHERE TO REQUIREMENTS SET OUT BY OUR PROVINCIAL AND FEDERAL GOVERNMENTS. EVERYTHING FROM OUR PROCEDURES TO HOW WE ONBOARD CUSTOMERS AND HOLD ASSETS WILL BE OVERSEEN BY THESE REGULATORY BODIES,” SAYS BINNS.

says Davidson. “Having direct access to the business’ financial data and transactions enables the lender to make more informed decisions with better efficiency.

The opportunities in open banking are endless in terms of innovation and the ability to create innovative products and services.”

The open banking framework isn’t the first collaboration between the Canadian government and the fintech industry. In 2018, industry associates in the crypto currency space initiated conversations with the Canadian Securities Administrators (CSA). “We wanted to be proactive in forming a regulatory framework while having input on the regulatory process,” says Mark Binns, CEO of Netcoins, Canada’s first publicly owned, fully regulated crypto trading platform. “We must now adhere to requirements set out by our provincial and federal

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FINTECH: THE FUTURE IS NOW // BANKING

governments. Everything from our procedures to how we onboard customers and hold assets will be overseen by these regulatory bodies.”

Binns agrees that Canada’s fintech progression became especially interesting when the pandemic hit. “We saw a decline of the global economy. At the same time, Canadians started to look outside of traditional investments like stocks, currencies and commodities in search of alternative store holds of value, like bitcoin,” he says. “As the crypto industry continues to mature, we’ll see more crypto-related products like lending and borrowing of crypto assets, crypto loans and interest rates, and more. In the end, everyone – from retail investors to businesses – will have a relation to, or dependence on, crypto.”

With regulation comes compliance, which helps instill consumer confidence. For bitcoin and other crypto currencies, pricing action and legitimacy in the U.S. are also expanding north of the border. “That legitimacy is going to open it up and continue to unveil the benefits of a society that uses bitcoin,” says O’Brien.

Canada has introduced a dual-model bitcoin system where bitcoin can be purchased in either the custodial or noncustodial model. O’Brien describes the custodial model as similar to traditional legacy banking. “You give someone else your money, you tell them which kind of trades to make, that person makes the trades on your behalf and then hopefully gives the money back later,” he says. “I say, ‘hopefully’ gives the money back later because that’s a real thing that’s happened in the past. Custodians in this business can make a ton of mistakes.”

Operating in the non-custodial business model allows consumers to control their own finances and realize the benefits of decentralized currency and financial services.

“The differences between custodial and non-custodial models can seem small, but they are really important,” says O’Brien.

“Society right now only knows a custodial financial system.

You cannot buy a house, a car, or make a payment, without a custodian unless you’re using cash in your day-to-day dealings, which can tend to be frowned upon. Those who use bitcoin enjoy the capability and security of holding their value – their money – themselves.”

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While this system provides options, it’s confusing for many.

The main distinction to keep in mind is this: custodial service providers must register with the CSA and non-custodial businesses cannot. “We need clearer guidance and better communication from the government and regulators to the public as far as who they’re regulating and why regulation is needed in those cases,” says O’Brien.

For instance, the technology is available for realtors or car dealerships to use bitcoin for home or vehicle purchases, but the first question people have when O’Brien discusses the possibility is, “is this legal?” “The fact that that’s the first question demonstrates that the regulators have work to do and they’ve scared people into thinking bitcoin is illegal and using it is scary. That needs to change,” he says.

More optimistically, the Retail Payment Activities Act (RPAA) recently passed including a federal regulatory framework to oversee payment service providers (PSPs).

Its penultimate goal provides PSPs with direct access to the real-time rail (RTR), Canada’s real-time payments system.

“The innovation and growth coming out of this development for the consumer and B2B spaces is huge,” says Davidson.

“It’s going to take time but it’s happening, with the requisite technology and oversight being put into place.”

Meanwhile, the fintech products and services set to open up over the next three-to-five years are positioned to put consumers into the driver’s seat in terms of what they want, where their money goes, and why it’s important. “We are creating products and services focused on the fact that the consumers who are using them today and those who will use them in five years are going to be different,” says O’Brien.

“Everything is only going to become more user-friendly, safer, and more affordable for everyone.”

AIN’T NO MOUNTAIN HIGH ENOUGH // REAL ESTATE

AIN’T NO MOUNTAIN HIGH ENOUGH PERSISTENTLY STRONG DEMAND DRIVES CALGARY’S HOUSING MARKET TO RECORD HIGHS IN 2021

BY JAMIE ZACHARY

S

hock and awe: That’s the best way many Calgary real estate experts are summarizing the 2021 housing market, which continues to defy expectations as we approach the new year.

“And there’s still and optimism that there’s some strength left going forward – especially given Calgary has, relative to other markets across Canada, a very competitively priced housing market. People will want to come here.”

“It’s defied prediction,” says Brian Hahn, CEO of BILD Calgary Region, which represents the local building industry.

“Many members expected demand, and business, to fall off the edge. And while there was a period where that occurred in 2020, it’s bounced back with a strong end to the year and a similarly strong 2021.

In the residential resale market, persistent demand-tosupply imbalance created sellers’ conditions in virtually all segments of the market.

Ann-Marie Lurie, chief economist at both CREB and the Alberta Real Estate Association (AREA), notes there has,

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Calgary’s detached, semi-detached and row segments all saw healthy year-to-date price gains of six to nine per cent in 2021. The apartment condo sector, however, saw a more modest three per cent.

“While we’re in selling marketing conditions for detached homes, that’s not the case for apartment condos. It’s been a day-and-night difference,” says Lurie. “While the conditions are better than what they’ve been, it’s much more balanced. There’s still a lot of supply in the condo market to get through.”

“PEOPLE WHO WEREN’T IMPACTED

BY THE PANDEMIC ALSO WERE NOT SPENDING ON THINGS SUCH AS TRAVEL. SO SAVINGS LEVELS ACTUALLY IMPROVED FOR MANY PEOPLE, AND SOME OF THAT IS TRANSLATING INTO IMPROVED ACTIVITY IN THE HOUSING MARKET,” SAYS LURIE. “just not been enough supply to meet the stronger-thanexpected demand. In fact, the results would have likely been stronger if the supply was there.”

Despite a slight cooling off over the later part of the year, the average price of a home in Calgary earlier this fall was up nearly eight per cent year over year to $484,302 – driven by a year-long spike in sales activity. More than 23,000 units sold as of the end of October, up 76 per cent from the same period last year and well above the 10-year average.

“People who weren’t impacted by the pandemic also were not spending on things such as travel. So savings levels actually improved for many people, and some of that is translating into improved activity in the housing market,” says Lurie.

“It’s also been driven by the fact that rates have been so low.

It’s made homeownership really appealing.”

Lurie points to several additional dynamics that have occurred during the pandemic, notably the fast pace of sales activity outside of Calgary.

Satellite communities such as Airdrie, Cochrane and Chestermere hit record highs in sales activity this year. In CREB’s Q3 update, for example, Lurie noted sales activity in Airdrie hit record highs in all three quarters of 2021, while the sales-to-new-listing ratio peaked at 95 per cent.

And with persistent sellers’ market conditions showing no signs of letting up, it’s led to significant price gains in that city of 13.65 per cent year over year to a benchmark price of $388,767.

Similarly, Cochrane similarly saw its third-quarter benchmark price jump 12.20 per cent to $452,367, while Chestermere jumped 10.53 per cent to $531,267.

“It’s been tighter market conditions outside of the city than what we’ve seen in Calgary,” says Lurie. “Even within Calgary, while we’ve certainly seen sales improve in the city centre, it’s not as high as what we’re seeing in outlying areas such as the city’s north district.”

The new home market has seen a similar uptick in activity.

Canada Mortgage and Housing Corp. (CMHC) reported year-to-date starts as of the end of September was 10,415, up from 6,461 the year prior, while completed and absorbed levels remained relatively consistent.

The average price of an absorbed single detached home in Calgary was $626,707 at the end of September.

CMHC senior economics analyst Michael Mak traces strong demand in the Calgary’s housing market as far back as mid

ABOVE: ANN-MARIE LURIE, CHIEF ECONOMIST AT BOTH CREB AND THE ALBERTA REAL ESTATE ASSOCIATION.

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AIN’T NO MOUNTAIN HIGH ENOUGH // REAL ESTATE

THE RENTAL MARKET, MEANWHILE, 2020 when the initial lockdowns due to the COVID-19 pandemic started gradually opening up again.

CONTINUES TO GO THROUGH A

“We saw sales initially pick up in summer 2020 and continue into 2021 as people who would have originally bought in Q1 last year made their home purchases slightly later,” says Mak, who echoed Lurie in noting record-low mortgage rates has further encouraged sales activity.

CALGARY RESIDENTIAL RENTAL

“We also saw the demand profile shift due to the disproportionate effect of the pandemic between higher earners who were more likely to keep their jobs and service workers who were largely affected by lockdowns. Starting in late summer, early fall 2020, we started to see increased demand in single-detached homes … particularly in the $1-million-plus segment.”

Specific to the new home market, Mak further noted strong demand throughout 2021 has dropped new housing inventory levels below what CMHC qualifies as excess levels.

In a housing market assessment for Calgary released earlier this fall, CMHC reported that the total inventory of unsold units continued to fall from a record high in 2020 with 1,236 units remaining unsold, a level last seen in 2016.

Upon completion, close to 90 per cent of single-detached homes were absorbed in the first half of 2021, compared with 80 per cent in 2020.

After having uncharacteristically high inventory levels for the past several years, CMHC noted the new condo sector has seen the highest absorption gains as unsold inventory levels dropped by 44 per cent from 911 to 566 units by the end of Q2.

“Based on the four factors of overheating, price acceleration, overvaluation and excess inventories, Calgary’s housing market is still exhibiting moderate since of market vulnerability,” says Mak. “The main factor that’s driving that is excess inventories that, while not as high anymore, but continues to be moderate.”

Hahn of BILDCR says there’s cautious optimism among the association’s members heading in 2022. He points to supply chain challenges as being something many in the industry are keeping a close eye on.

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ROLLER-COASTER RIDE TO WHAT ASSOCIATION EXECUTIVE DIRECTOR GERRY BAXTER HOPE WILL BE A LIGHT AT THE END OF THE TUNNEL AS THE NEW YEAR QUICKLY APPROACHES. “There are still challenges such as costs and availability of materials. Yet overall, our members are very optimistic about our community going forward,” he says.

The rental market, meanwhile, continues to go through a roller-coaster ride to what Calgary Residential Rental Association executive director Gerry Baxter hope will be a light at the end of the tunnel as the new year quickly approaches.

Baxter notes factors such as the economic downturn, lockdowns, out-migration from the province and excess new home inventory has created more supply than demand in the local rental market over the past few years. Yet he is hopeful now that with many pandemic lockdown measures have been removed and interprovincial migration and international immigration trends are resuming to normal.

“Since this past summer, conditions have improved somewhat. Many of the incentives that landlords previously offered almost universally in the marketplace are either no longer being offered or have been reduced,” says Baxter, noting the exceptions are downtown and the Beltline, where vacancy rates continue to outpace the rest of the city.

He goes on to note that turnover surveys have surprisingly remained unchanged during the pandemic, with outgoing tenants continuing to indicate their main reason for leaving is to purchase homes.

“We’re seeing that in the housing market, with record sales this past year. Many of those people are coming out of rental properties,” says Baxter.

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THE RIGHT CONNECTIVITY PARTNER HELPED THE BRO’KIN YOLK PRIORITIZE ITS CUSTOMERS

rothers Jeff and Gil Carlos grew up knowing they wanted to be entrepreneurs, and in 2015 they made that dream a reality with their restaurant The Bro’Kin Yolk. Even the name of the business tells a story: “Bro” for the brothers who run it, “Kin” for the family atmosphere they foster, and “Yolk”…well, they love eggs.

Fast forward six years, The Bro’Kin Yolk now has over 100 employees with three locations in Calgary and a new location in Edmonton. Like many small-medium business owners, Jeff and Gil were impacted by the pandemic, having to pivot with new restrictions and guidelines to keep their business running. “For us, it’s not just about the food, it’s about bringing people together, so when we had to close our doors and move to serving our customer online, it was definitely not something we felt prepared for,” says Gil. Ready or not, The Bro’Kin Yolk’s online orders more than doubled in the early days of the pandemic, which required them to upgrade their internet connection, and invest in strong in-store WiFi and network security tools. And when doors opened again, managing capacity became their top priority. “Our waitlist system is probably one of the more trusted systems in our company,” says Gil. “We train our team on the actual accurate wait times, so if we tell you your wait time is 45 mins, you’re getting in at 45 minutes.”

Being able to use the Call Queue feature with Shaw Business’ SmartVoice changed everything for the team. “We use it for our waitlist system—we didn’t have a queue system before,” says Carly Mckenzie, the regional manager who’s been with the company since day one. “It allowed us to help more people in a shorter time span.”

With COVID-19 restrictions in place, The Bro’Kin Yolk, like all other restaurants, had to do away with their traditional menus in favour of a QR code that customers could scan on their mobile device to access the restaurant’s menu. For the brothers, this made offering reliable WiFi through Shaw Business’ SmartWiFi in the restaurant that much more important. “We’re asking our customers to use their phones and their data when they’re with

The Bro’Kin Yolk, Signal Hill Location. Credit Ambedo Agency.

us in our restaurant. Being able to provide them with WiFi means they don’t need to use their data to order from us,” says Gil. Adapting new business technologies and practices to rebound from the pandemic is not unique to Jeff and Gil. According to a September 2021 Abacus survey of small business leaders commissioned by Shaw Business, 73% of businesses say that being connected and using technology tools has helped their business adapt their operations during the pandemic, and 80% said that they are now in a better position to compete and thrive because of those tools.

“The ingenuity shown by small businesses during the pandemic was incredible. We saw our customers across the country – from shops and restaurants to local charities – integrate new technologies to completely redefine how they interact with their customers,” said Katherine Emberly, President, Shaw Business.

“Most importantly, we’re seeing these customers leverage the benefits of this technology to digitize their business, find efficiencies in their operations and help keep their data safe, which will help them stay competitive as our communities reopen.”

A trusted relationship like that gives Gil and Carly confidence when they embark on opening a new location. “We’re very happy with Shaw Business,” says Gil. “Whenever we go into a new location, one of the first questions we ask the landlord is what provider they use.” They’ve even asked properties they had their eye on to make the switch. “We couldn’t run without Shaw Business,” says Carly.

The Calgary Chamber is proud to partner with Shaw Business to feature stories of impact to Calgary’s small business community.

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HOW SUPPLY CHAINS STOLE CHRISTMAS And how supporting local can make this season’s gifts truly one-of-a-kind

W

ith unprecedented traffic jams at major shipping ports, a grounded container ship causing backlogs on the Suez Canal and retailers forced to charter their own smaller vessels to bypass log-jammed ports, we saw early indications supply chain issues would have far-reaching impacts, influencing what’s under the tree this year and shaping consumer habits well into 2022.

Experiences, experiences, experiences!

The usually hidden logistics of transforming raw materials into products and getting them from the factory to store shelves has become more visible to consumers, and the weaknesses of our just-in-time supply chains exposed like never before.

Consider a gift that will encourage your friend or loved one to explore Calgary like a tourist. Gifting an experience of tickets to a local attraction like the Calgary Tower, Telus Spark Science Centre, or Contemporary Calgary is a win-win, giving your loved ones a chance to explore the best of Calgary and a great excuse to get out of the house while staying warm!

Economists caution there will be fewer toys on the shelves, electronics in stores and clothing on racks. Cost of goods is likely to see an uptick too, with increasing inflationary pressures, labour challenges and shortages caused by – you guessed it – supply chain issues. The reality? Chances are high the in-demand product you seek this holiday season may be stuck on a boat or in a shipping container into the new year. And if you are lucky enough to get your hands on that perfect gift, it may end up costing more than you budgeted.

You don’t have to look hard to find a wealth of unique and memorable experiences in Calgary – which can often be the perfect gift for the hard-to-please person in your life. From ZOOLIGHTS at the Calgary Zoo to comedy and entertainment acts like Chelsea Handler at the Jack Singer Concert Hall, local experiences for all interests and ages are at your fingertips.

The holiday season is a feast for the senses with an abundance of options to enjoy and explore the arts in Calgary. Alberta Theatre Projects launched its new season, Calgary Opera launches a new main stage season in January and Arts Commons offers plenty of giving choices for visual and performing arts experiences.

SILVER BELLS AND SILVER LININGS Local businesses have done what they can to respond, placing large orders much earlier than usual. Retailers are investing hardwon dollars to stock up on inventory to prepare for what they hope will be a lucrative holiday season.

It bears repeating: these businesses have endured nearly two years of struggle. Most have needed at least one form of government support – from wage subsidies to programs that ease the burden of fixed operational costs. In addition, difficulties hiring and training workers through the past 20 months has exacerbated the challenges that, when combined, create a perfect winter storm, impeding the ability to turn a profit and keep people employed.

The good news is there are great ways to thrive in this season of giving while supporting the local businesses that have struggled.

This holiday season, give a gift that makes a real difference: invest in your local economy, help keep your neighbours employed and favourite businesses open – and ensure the thoughtful gifts you choose for your loved ones arrive on time.

Here are some ideas for how you can buck the supply-chain blues and support local this holiday season:

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Give someone you love a night out worth talking about with tickets to live music or arts performance.

Musical mainstays like Calgary Philharmonic Orchestra and venues like MacEwan Hall and King Eddy have a variety of exciting acts coming up in 2022 for all ages and musical interests. And if you’re interested in adding some nostalgia to your gift, consider tickets to a seasonal classic from Theatre Calgary: A Christmas Carol runs until December 24.

For the sports fanatic, experiences are plentiful. Tickets to the Calgary Flames, Stampeders, Cavalry FC and countless other local sporting events are a sure way to satisfy the sports fan in your life.

Christmas event space available

Grow your business and connect with other professionals at the premier club for Calgary business.

There is no better time to join.

• New Member pricing incentive in place until December 31, 2021 • Transferable Corporate Memberships • 15 meeting & event spaces, with physical distancing capabilities • Exclusive Member networking events • Business Centre & Brew 319 workspaces to get you out of the office • Connected to the +15 keeping you warm through winter with easy access to the club • Award wining Executive Chef, Geoffrey Miller with 20 yrs. culinary experience • 70+ Affiliated clubs to access You Belong Here The Calgary Petroleum Club has been a venue of choice for me both corporately and personally. My early memories are related to the Family Christmas party – which is the first event in December that kicks off our Christmas Season every year!

For me, the club has been an excellent venue to meet clients, network and host events. The staff are friendly, professional and offer a high level of service. The food is excellent. The Calgary Petroleum Club provides the best of what a private club can offer – a beautiful environment, top notch service, exclusive member events for family & business and most importantly an award-winning menu.”

- Cathy Orr, President & CEO, RGO Products Ltd.

For the foodie, consider giving a unique culinary experience like dinner in the dark, served up by visually impaired guide servers, at Dark Table. For the beer connoisseur, a behind-the-scenes experience like a tour or tasting with Wild Rose Brewery is sure to satisfy.

Barre Body Studio, a package of spin classes from a local studio like YYC Cycle or a trial membership to a fitness studio offering a variety of class options like CrushCamp.

For the at-home chef, a hands-on experience with a cooking class from ATCO Blue Flame Kitchen or The Cookbook Co. Cooks will get the creative culinary juices flowing. Classes are tailor-made to help your aspiring chef sharpen their skills in a fun and interactive environment.

BUCKING THE SUPPLY-CHAIN BLUES: FIVE MORE THINGS

Help make a family’s day, and maybe even some treasured memories, with tickets to a local recreation centre or play place.

A drop-in or monthly pass to family fun destinations like The Beach YYC, The Big Box, Flying Squirrel, B-Line indoor Bike Park are all great options to stay active, hone athletic skills and have fun during the winter months.

For families with slightly older children, tickets to a unique site like The Hangar Flight Museum or Studio Bell National Music Centre are options that will mean hours of fun, learning and family memories. Another creative idea for families or couples: hire a local photographer like Photos with Finesse to capture a special occasion.

When it comes to matching an experience with each person on your list, Calgary businesses offer something for everyone.

Along with unique and authentic experiences, here are a few other creative ways to switch up your holiday gifting routine: 1. Make a donation Many non-profit organizations are suffering from declines in charitable giving and other challenges. Consider finding a local non-profit your friend or family is passionate about and make a donation in their name.

2. 100-mile challenge You may have heard about the 100-mile diet challenge when it comes to eating local, but this year could be a chance to borrow the idea to give local. Challenge family, friends and colleagues to a “buy-local” gift exchange, asking each participant to purchase gifts available within city limits.

3. Best of Calgary gift box For a thoughtful and personalized gift, consider putting together your Calgary-based favourites to share with a friend. From textile options like Local Laundry and HippoHug, to locally made goodies from Cococo Chocolatiers and Cookie Occasion, you’ll have endless options to create custom, one-of-a-kind local gift boxes.

4. Gift cards

Interactive and educational experiences like a local cooking class or skills workshop is a tailored, memorable gift for that special person on your list this year.

For the learner in your life, consider the gift of a class, course or workshop. Here are just a few of the options available right here in Calgary: •Winsport offers women’s mountain biking clinics and women’s group ski lessons •Neon Milkshake Art Studio gives hands-on instruction with adult drawing and painting classes •Calgary Climbing Centre runs specialized climbing programs along with private climbing lessons •The Apothecary in Inglewood has a variety of aromatherapy classes and workshops For those with fitness goals, consider introducing a new fitness experience like a subscription to Barre Body OnDemand from

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If you can’t find that perfect gift, a gift card from a local business may be the right option this year. Gift cards can be redeemed throughout the coming months, and as supply chains are fully restored, give businesses a bit of extra time to fully replenish their inventory and welcome customers back to stocked shelves in 2022.

5. The gift of membership Consider a Chamber of Calgary membership or other association membership as a great B2B corporate gifting option.

Benefits like member pricing for industry and networking events, membership discounts for products and services like office supplies and insurance, plus access to preferred pricing on employee benefits through the Chambers Insurance Plan are just some of the perks. An annual Chamber of Calgary membership is a gift that keeps on giving…all year long!

The possibilities for unique Calgary experiences, products and services are nearly endless. So, if the shelves look a little bare at your favourite retailer and you are in need of some inspiration, consider giving a bit differently this holiday season. Knowing you’re supporting a local business is icing on the fruit cake.

Service with Style The Gentlemen Pros Celebrate 20 Years

By Nerissa McNaughton

T

he Gentlemen Pros are your one-stop source for all your home’s plumbing and heating needs. The name, “gentlemen” is incredibly deliberate. You can count on every interaction, from the call centre where a real person picks up the phone to the technician that arrives at your home, to act with professionalism and integrity.

Brham Trim founded The Gentlemen Pros in 2001; but, although his father and grandfather were both plumbers, he had no intention to following the trade. At least, not at first.

“At a young age my dad would wake me up and say, hey we are going to work! Aw, dad… do I have to?” Trim reminisces. “While my friends played, I worked. Looking back now, however, I am grateful for what he taught me.

At the time, though, when I got out of school I decided to pursue dentistry.”

A few years into his dentistry studies, Trim felt something was off.

“I realized dentistry just wasn’t for me. It wasn’t feeding my drive or passion. I shared that with my dad and he said, why not open a plumbing company? I said I never got indentured or signed up in the trades, but dad reminded me that I already had the hours necessary. All those times working with him counted. He encouraged me to challenge the journeyman test.”

The Gentlemen Pros’ fearless leader and president, Brham Trim and general manager, Trevor Greenwood.

At that time Trim was 22 and newly married. He discussed it with his wife, and they decided to give it a go.

The Gentlemen Pros • 20 Years 87

He passed the test and registered the business, Action Auger, in 2001. The Yellow Pages were still the main search medium at that time. Having companies that started with “A” was the original way to land on the first page of the book!

However, despite the name, Trim always had the word “gentlemen” in mind.

“One of the reasons I didn’t want to be a plumber, originally, was because I saw how crass some of the plumbers could be. I saw customers getting taken advantage of. There was a real negative connotation associated with those in the industry. So, we were Action Auger, but our tagline was “gentlemen plumbers” because that is what we wanted to be. Being a gentleman meant being kind, friendly, prompt, and professional.”

In time, the tagline outperformed the company name.

“In 2008,” says Trim, “I was walking through the call centre and noticed one of Andrew Pringle (service manager), Mauri Stiff (call center manager), Brham Trim (president), Trever Greenwood (general manager) and Rodrigo Hernandez (financial manager). the operators pick up the phone then quickly say, ‘okay, bye.’ I wanted to know what name again. We became The Gentlemen Pros: happened. She said it was a wrong number. On a Plumbing, Heating, Electrical.” hunch, I asked her to call back. The customer was looking for the gentlemen plumbers. I immediately Through it all they were growing geographically thought, that is so much better as our main name! too. The company had launched in Calgary, The Yellow Pages were on the decline, the internet expanded into Edmonton, then opened up in Red was on the rise; it was time to make the change.

Deer, Lethbridge, and Medicine Hat. That is how Action Auger became The Gentlemen But it wasn’t all smooth sailing.

Plumbers in 2008.”

That wasn’t the only time the name would change.

Trim continues, “We focus on the big picture so we can handle all the major plumbing, heating, and gas issues that could go wrong in a home.

For us, being in the service industry is taking care of people. That is why we decided, after growing from plumbing to include HVAC, why not add electrical? That division was added in 2019. With this evolution we knew we had to change the

“Obviously in my early 20s I knew everything!” jokes Trim. “The reality was, I knew how to work hard but not how to run a business. I was paying myself peanuts and owed a lot of money to wholesalers. My pricing was based on calling up other plumbers to see what they charged. The cheapest one was $70/hour. I thought, hey if they can do that, I can do that. But they were all more established and could command that rate. I had to figure out what I was doing wrong.”

The Gentlemen Pros • 20 Years • 2

As he was contemplating these things, a postcard arrived in the mail.

The verbiage was along the lines of, “do you want more time with your family? Are you underpaying yourself? Are you always behind on your payments?” For Trim, it was “yes” to all of that, so he went to the meeting advertised on the card.

That is how he was introduced to Success Group International (SGI).

“I brought my dad to the meeting.

We learned SGI was selling systems and procedures on how to take care of your customers, take care of your employees and make a profit... basically everything needed to run a plumbing company. This is what I really needed! Then we found out it was $20,000 to take the course and $1,000 per month thereafter. My heart sunk. I got up to leave, but dad said, wait.

“Dad pointed out two things. He had an unused credit card with $20,000 on it and the course had a 100% money back guarantee. We went for it.”

Trim smiles, “That changed everything.”

“We started to make money. We started to have fun.

We provided customer service more in line with my original vision. We continue with SGI today.”

Later, in 2015 Trim had the opportunity to get his MBA and quickly realized the training he received through SGI was the same high caliber of education, but curated directly for the plumbing, heating and electrical industry.

“I was so grateful to learn, grow, and have that help.”

PLUMBING

HVACR

INDUSTRIAL

WATERWORKS

SHOWROOM

EMCO Plumbing and Hydronics would like to congratulate The Gentleman Pro’s on 20 successful years in business.

PLUMBING & HYDRONICS 7110 44th ST SE, Calgary, AB T2C 2V7 Phone: 403-252-6621 emco.ca

In 2007 things were going so well Trim decided to expand The Gentlemen Pros into British Columbia.

Fourteen new trucks were ordered, doubling the fleet. Then, on the morning of Thanksgiving he got a call at 2 a.m.. The policeman on the other end of the line told him to hurry to the shop.

It was on fire.

“I was not prepared for what I saw,” says Trim.

“The whole building was fully engulfed. One of the great blessings the good Lord gave me at that time was the only thing that was not destroyed: our server.

“We picked up the pieces and moved on, but it was hard! The next month was when the trucks were to arrive and the lease payments for them started. We had to really rally as a group, not just me but the whole family and team.”

The gentlemen values of everyone on the team shone through, as did Trim’s vast support network that he unconsciously grew over the years. Staff,

The Gentlemen Pros • 20 Years • 4

vendors, customers, suppliers, friends and family rallied around The Gentlemen Pros. The brand came back, stronger than ever.

As time marched on Trim’s drive and passion for The Gentlemen Pros never waivered. However, it wasn’t just the business that was growing. It was his family too. Trim started to miss seeing his four children grow up because he was on the road constantly visiting the satellite offices. To achieve better balance, in 2011 the decision was made to close the B.C. market, especially since growth was still ongoing in Alberta. During the COVID pandemic, he took the opportunity to consolidate and streamline operations even further.

Trim says, “If our clients could be a fly on the wall every morning when our team comes in to discuss the work for the day, train, or get ahead of issues, our clients would clearly see the love and passion for what we do and how we take care of our customers.”

“The future is exciting for us!” Trim concludes. “We want to continue our growth. I joke that I want to take over the world when it comes to plumbing, HVAC and electrical, but I’m kind of serious. That is where I want to go. We have a lot of great people. I know we can get there.”

Congratulations, Gentlemen Pros Hats off to 20 years of exceptional client service — and many more to come!

Shaun Pilling , CPA, CA, CAFM | 403.537.7627 | Shaun.Pilling@mnp.ca MNP.ca

Congratulations to The Gentlemen Pros on 20 years of business from your partners at Wolseley Canada.

Congratulations to The Gentlemen Pros for 20 years of serving customers.

5355 8 Street NE Calgary, AB T2K 5R9 587-333-3333 www.thegentlemenpros.com

CONGRATULATIONS TO OUR FRIENDS

THE GENTLEMEN PROS

ON 20 YEARS OF EXCELLENCE!

We're so proud to be a small part of your success!

For 22 years we've helped Independent Contractors earn more money, enjoy freedom of time, and build more success in their business.

BOOK A 1-ON-1 CONSULTATION TO SEE HOW SGI CAN HELP YOUR CONTRACTING COMPANY GROW!

Clark Davies Senior Commercial Insurance Specialist Tel: 403-254-8500 clark.davies@federated.ca

CONGRATULATIONS TO

The Gentlemen Pros on your

20th Anniversary From Your Friends at:

HTTPS://YOURSGI.COM/

403-720-6604

industrialgraphics.ca

The Gentlemen Pros • 20 Years • 5

DAN EVANS PHOTOGRAPHY

Skiers’ Dreams Comes True at Great Northern Snowcat Skiing

by Rennay Craats

T

he famous powder triangle of British Columbia attracts adventure-seeking skiers from around the globe, and Great Northern Snowcat Skiing turns skiing this region into an experience of a lifetime.

“This is our 43rd season – so we’ve got it figured out,” says Billie-Lou Laskosky, reservations manager for Great Northern Snowcat Skiing.

“There’s nowhere better than this for bucket-list ski days.”

The outfit offers an all-inclusive skiing experience with packages accommodating a maximum of 24 people per tour for three-, four- or seven-day stays. Guests don’t need to be black diamondlevel pros though; guests from 12 to 80 years old who can ski have enjoyed the experience. Great Northern offers guests a unique exceptional ski experience, lodging, gourmet cuisine, knowledgeable friendly staff and accredited guides to see you through another best day of skiing bottomless powder snow.

“We are in a snowbelt so we tend to get a lot of snow every year, deep snow. We get over 1,500 centimetres of snow each year with little wind. Skiing untracked powder is the ultimate experience,” she says.

The Selkirk area just south of Revelstoke is known for its snow, and Great Northern offers guests 75 square kilometres of snow-forest perfect for carving fresh tracks. Guests can experience the amazing and varied terrain of the outfit’s two mountains – Great Northern and Mount Thompson.

As packages are measured by days not by runs or feet, guests enjoy the slopes for as long as the sun, or their energy, lasts. At the end of the day, the guests return to the lodge to relax and socialize.

The beautiful lodge features 18 cozy rooms, each with a private bathroom, and guests enjoy amazing food prepared by the lodge chefs. Skiers can take a break on the slopes for lunch or a snack and a warm beverage, all provided by the Great Northern staff. While wi-fi is available at the lodge, guests are encouraged to unplug and enjoy the spectacular surroundings.

With legendary snow conditions from December to April, Great Northern Snowcat Skiing adventures book quickly, and skiers are urged to make arrangement for this amazing experience early at www.greatnorthernsnowcat.com. For exclusive skiing in unbeatable powder in the beautiful Selkirk wilderness, fantastic accommodations and memories to last a lifetime, Great Northern Snowcat Skiing delivers.

5400, Highway 31, Trout Lake, B.C. | Phone: 403-932-4441 Toll-Free U.S.A./Canada: 1-800-889-0765 | info@greatnorthersnowcat.com www.greatnorthernsnowcat.com

// SKI & SNOWBOARD

CLEAR YOUR CALENDAR!

Visit skibanff.com, or call us at 1-87-SKIBANFF 1.877.542.2633

We’re a bit different.

Ski for yourself.

DAN EVANS PHOTOGRAPHY

The last three weeks of March have been known to be some of the best midseason like conditions with extra-long days for bonus runs!!

Please visit www.greatnorthernsnowcat.com for available dates or call 1-800-889-0765 5400, Highway 31, Trout Lake, B.C. Phone: 403-932-4441 | info@greatnorthersnowcat.com

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // DECEMBER 2021

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PARKER’S PEN // DAVID PARKER

Parker’s Pen

BY DAVID PARKER

H

eights really bother me. I don’t even like step ladders, so when I was invited to ride in a cage on the outside of the under-construction Dorian Hotel right to the recently topped-off 27th floor, I was in a bit of a of a predicament.

Too scared to accept – too proud to decline.

But I made it, staring at the hotel wall that registered each floor number and then got worried about going down again. Never did look out over the downtown skyline, but did marvel at the amount of concrete, piping, ducts and electrical outlets and how they are designed to make the building work.

And then I remembered that the design of what will be a luxurious 308-room first class hotel, was designed by Calgary’s Gibbs Gage Architects. Kudos to Patricia Phillips and her team at PBA Group of Companies for selecting local talent.

Which leads me to my first gripe in the award of the position of prime architect for the design of the new theatre by Arts Commons on part of the Olympic Plaza site, I hear, to a Toronto architect.

Trouble is all of the local firms who bid for the project teamed up with out-of-town ‘starchitects’ because they felt that they wouldn’t stand a chance of making the short list on their own experience; no matter that we have several in this city more than qualified to do the job.

More taxpayer’s money leaving the city. Surely any project funded by the City, CMLC, the Stampede, the arts and educational institutions should list the use of local companies in their criteria.

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Hats off to Wayne Chiu and his Trico Group for all of the ways in which he shows he is a caring and supportive Calgarian.

Much of that Wayne and his wife Eleanor support through their philanthropic Trico Charitable Foundation goes unheralded; it is also in the vision he has in the health and betterment of citizens that marks him as a compassionate businessman.

Trico LivingWell at Kingsland Junction is an aging with purpose active community being built by Trico on its Macleod Trail campus of five buildings. The Chius were the major donors of the Chiu School of Business at Bow Valley College and Wayne is marrying his connection with the college in a partnership that has LivingWell sitting on the college’s nursing program curriculum advisory committee as well as providing opportunities for its student internships.

We were all looking forward to a new council that was a little more collaborative than the previous team. They certainly came together quickly to dump all over Councillor Chu, even before they were sworn in or had all of the facts. And our new mayor led the charge by saying she would not participate in his swearing in.

I see the Coronet but where is the Kind Heart.

Further punishment came with keeping him off committees.

“Let him who has not sinned cast the first stone.”

Final Words When it’s dark enough you can see the stars.

Leasing Information: Guy Priddle 403.571.2528 guy.priddle@cadillacfairview.com

Grow your Business with our Experience Cadillac Fairview offers a diverse real estate portfolio complemented with comprehensive property management services. Through the strength of ownership, strategic acquisitions, and development, Cadillac Fairview provides innovative, sustainable and functional facilities that are able to deliver exceptional solutions to tenants.

SHELL CENTRE

CALGARY CITY CENTRE

400 4TH AVENUE SW

215 2 STREET SW

A LEED Gold building serving a global tenant. Shell Centre is connected to the core via +15 walkways and blocks from Eau Claire and Calgary’s extended bike lanes.

• LEED Gold Certified • Class A Office • 33 Floors • Retail Space Available • Close to Eau Claire • Global Tenant • Energy Star Certified

This LEED Platinum building opened the doors in 2016.

Calgary City Centre is anchored in Calgary’s remarkable Eau Claire area.

The building has a first-class fitness facility, professional conference centre and more.

• LEED Platinum Certified • Class AAA Office • 36 Floors • 26,695 sf Floorplate • Fully Connected to the Core via +15 Walkways • Breathtaking Finishes • Energy Star Certified

ENCOR PLACE

635 8TH AVE

645 7TH AVENUE SW

635 8TH AVENUE SW

Unbeatable location with easy access, in and out of Calgary’s core. Encor Place offers an efficient floorplate providing prominent layouts for all sized tenants. The building’s lobby is finished with stunning marble and granite making it bright and welcoming.

• Class A Office • 29 Floors • BOMA BESt Certified • Located on Calgary’s LRT Line • Connected to the Core via +15 Walkways • Energy Star Certified

This vibrant building has a premier location offering effortless access, in and out of Calgary’s core. 635 8th Avenue is situated on Calgary’s intricate bike lanes.

The building offers efficient floorplates and an energetic atmosphere.

• Class B Office • 25 Floors • BOMA BESt Certified • Cogeneration System • Located on Calgary’s bike lanes • One block from the LRT Line • Energy Star Certified • +15 Connected