Business in Calgary - December 2022

THE ART OF CHAINMAKING

www.jvairanderson.com

Geneva Cameron is a Grade 1 teacher at Webber Academy. Born and raised in Calgary, Ms. Cameron grew up dancing competitively and received scholarships across North America. After high school, she attended the University of Calgary and completed a Bachelor of Arts in Political Science. Throughout university, she volunteered at the Alberta Children’s Hospital and at a preschool for children with cancer. These volunteer experiences made her realize the importance of being of service to others. In her third year of university, Ms. Cameron went on a teaching volunteer trip to Fiji. This volunteer trip is what sparked her love of teaching and sent her on the trajectory of becoming an educator.

In April 2022, Ms. Cameron graduated with a Bachelor of Education from Ambrose University focusing on early education. She was one of three recipients in her graduating year to receive the Professional Leadership Award. After graduating, Ms. Cameron became a Grade 2 teacher at Ralph McCall School for the remainder of the year. She prioritizes creating a safe, positive, and encouraging environment where students can flourish academically and develop their passions.

Ms. Cameron’s hobbies include travelling, wellness, volunteering, reading, working out, and diving. Her experiences of volunteering abroad, open-water bull shark diving, and meeting diverse people around the world have shaped who she is today. She is excited to instill a passion for learning in her students. Ms. Cameron is so grateful to be starting her journey at Webber Academy.

Andrew Cornew teaches senior high Geography/History and English Language Arts at Webber Academy. He was born in Johannesburg, South Africa, grew up in Durban, and studied in the Cape. He graduated with a Bachelor of Arts in English and Geography, and a post-graduate certificate in education from Nelson Mandela University in Port Elizabeth. Mr. Cornew’s teaching and extracurricular involvement in rugby and water polo have spanned several schools in South Africa, including Durban Boys High School. He also worked as a Senior Journalist, covering the Zululand area in Kwazulu-Natal and reporting on a wide variety of subjects.

Mr. Cornew went on to teach in South Korea, Hong Kong, and mainland China, giving him the incredible opportunity to collaborate with staff and students from around the world. At his most recent international post in Shanghai, he enjoyed teaching senior high social studies and Cambridge Global Perspectives, a unique cross-curricular IGCSE course.

Mr. Cornew met his future wife Manda whilst they were both teaching in Hong Kong. The two returned to Canada to get married, and then spent the next two years back in Asia, between Hong Kong and Shanghai. Mr. and Mrs. Cornew moved permanently to Canada in late 2019, and their son was born the following January. For the past 18 months, he has been teaching in the humanities department at Penhold Crossing just outside Red Deer. Mr. Cornew and his family are very excited about their move to Calgary and the new chapter in their life as a part of the Webber Academy community.

By Shane Wenzel

By David Parker

Alberta Won the Lottery (Again). What Now?

BY ADAM LEGGE, PRESIDENT, BUSINESS COUNCIL OF ALBERTA

The global economy faces a gloomy outlook, shaped by Russia’s invasion of Ukraine, China’s zero-COVID strategy, and the cost-of-living crisis.

However, amid all these challenges – and, in many ways, because of these challenges – Alberta won the lottery. Some of the same factors weighing on global growth forecasts are supporting higher oil prices. And high oil prices lead to high resource revenues.

The province is expected to bring in $28 billion in resource revenues this year, more than double what was anticipated back in February and more than what was collected between 2015 and 2020 combined. In other words, this is no pocket change.

But, like the lottery, this windfall is temporary, and we cannot count on another one coming our way. So, the question is, what is the best way to spend Alberta’s potentially last large resource windfall?

The first option is for the government to pay down its debt.

As a percentage of GDP, Alberta’s net debt remains small compared to other provinces, but it has grown rapidly in recent years. This year, Alberta will spend $2.7 billion servicing its debt. However, by reducing its overall debt, Alberta could pay less to service what remains. And those savings can be redirected toward capital investment and program spending.

The second option is for the government to invest in the Heritage Fund.

The Fund was established to save a portion of Alberta’s natural resource revenue for future generations. Unfortunately, it has been largely neglected since the late 1980s. Re-prioritizing the Fund allows Alberta to save for less-prosperous times ahead,

and it usually provides a higher rate of return compared to cost savings from debt repayment.

The third option is for the government to re-invest in public services.

Aside from COVID-related spending, the government has practiced relative austerity over the last four years. After accounting for population growth and inflation, program spending has fallen since 2018. However, as an aging population and the energy transition continue to put pressure on healthcare systems and skills needs, increasing investments in public services will ensure we are equipped for the coming challenges.

The final option is for the government to provide for onetime spending on strategic initiatives.

The world is changing, and jurisdictions must position themselves for success. Setting up a one-time investment that kickstarts new industries, creates new export opportunities or commercializes leading-edge innovations could give Alberta a leg up in the future economy. This kind of strategic spending would not generate long-term and ongoing spending obligations for the province.

Of course, these four options are neither comprehensive nor mutually exclusive. And the best use of Alberta’s windfall may be a combination of options. What is important is that the province be thoughtful and strategic about our future.

Winning the lottery was not of our own making. We are simply benefiting from circumstances we had no hand in creating and have little control over. So, this may be our last chance to get it right.

The Impending Farming Crisis

BY SHANE WENZEL

Dutch farmers are fighting for their farms and their livelihood. For weeks they blockaded highways, streets, food warehouses and government buildings with tractors, trucks, hay bales and manure. The Dutch government is imposing new ‘new green’ policies that they acknowledge will put many farmers out of business. All this on the pretext of protecting the environment. Farmers will face fines and rigid restrictions on their use of fertilizer. Many are being ordered to drastically cull their cattle herds; shockingly by 25 to 95 per cent.

Their proposals for tackling nitrogen emissions require a radical cut in livestock. Estimates are that 11,200 farms will have to close and another almost 18,000 farmers will have to significantly reduce their livestock. Although this ongoing Dutch farmer protest is capturing the most world media coverage the entire European Union’s net zero mandates are sparking massive tractor convoys in numerous other European countries. Coming on the heels of the devastating impact of the COVID lockdowns, Holland’s new farm mandates threaten to destroy many Dutch farmers, who are the most innovative and productive farmers in Europe and the continent’s largest agricultural exporters. It is quickly becoming obvious, that the WEF and the UN are singing from the same song sheet when it comes to controlling global “food systems.” Their plans for control do not bode well for human life and freedom on this planet.

Will Canada be next? It appears it just might be. Ottawa has decided it too would jump on the fashionable netzero bandwagon by proposing a 30 per cent reduction in nitrogen fertilizer. Understandably, this discussion has caused Dutch-style fears by Canadian farmers. Clearly such

draconian nitrogen cuts would devastate the farm sector and have dire consequences for food availability and food costs. Canadian farmers produce and export much of the world’s grain products, peas, beans, lentils, soybeans, beef, pork and apples. Reducing fertilizer by 30 per cent will easily reduce profitability to the farmers and impair their ability to stay in business.

While no mention of tractors taking to the streets in Canada have been heard, it is not impossible. There is talk among American farmers to strongly protest as the net-zero policies keep biting deeper. This war on our farmers appear to be an extension of a larger battle because we like to eat.

Food prices are already exploding and adding to the growing inflation problem. What will a reduction in supply bring? People are learning that under inflation they are already paying 12 months of bills with 11 months of income.

Saskatchewan recently introduced provincial jurisdiction over its natural resources under the Saskatchewan First Act, with the intention of protecting the economic growth and prosperity for the people of Saskatchewan. This jurisdiction includes the right to explore non-renewable resources, operate sites to produce electrical energy, regulation of fertilizer use, application, production, quantities and emissions. We should watch their success closely.

Could Canada handle another convoy? Would it be as poorly handled as the Trucker Convoy? However, as we go into our fifth week of investigation into the government handling of the Convoy, it appears the convoy protestors are easily winning more population support than the invoking of the Emergency Act.

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.

Helping Those in Need Without Judgement or Reservation

The Salvation Army 2022 Christmas Kettle Campaign is Now Underway

At shopping malls and retail outlets across the city, dozens of Calgarians will be volunteering at Salvation Army Christmas Kettles, asking for your support. The annual Christmas Kettle Campaign is now underway. “The Kettle Campaign is our most important fund raiser, and it is essential as we strive to meet the need,” says Robert Baldauf, a volunteer and chair of the Army’s Calgary Advisory Board. “The fact is, a growing number of people in our community are turning to The Salvation Army for support and without kettle donations many Calgarians would go without, and not just at Christmas time but throughout the year,”

Funds raised through the local campaign stay in Calgary and go to support dozens of programs including hunger relief for individuals and families through food banks and feeding programs, shelter for people experiencing homelessness and support for those needing housing, rehabilitation for those struggling with substance use disorder, Christmas assistance such as food hampers and toys, after-school programs and children’s camps, school nutrition programs for children and youth, and life-skills classes such as budgeting, cooking on a tight budget and anger management.

The Army is also helping to look after the needs of many new Canadian families who have fled strife and war in their home countries. “We’re helping people from places like Ukraine and Afghanistan, who often arrive with little more than the clothes on their back,” says Baldauf. “They are so appreciative but without support from the community through our Kettle Campaign, it will be a challenge to meet the need,” adds Baldauf.

This year’s Kettle Campaign got a kick-start at the annual Hope in the City luncheon attended by more than five hundred local business leaders and now the Army’s army of kettle volunteers are on shift at malls and stores throughout the community. All the kettles accept cash, or you can tap your donation using a debit or credit card.

The Christmas Kettle Campaign is one of Canada’s largest and most recognizable annual charitable events. There are more than 2,000 kettle locations across the country, thanks to support and cooperation of retail partners. For many Canadians, the Christmas kettles are their only point of contact with The Salvation Army all year and so this is the best opportunity to make a meaningful donation.

To donate online and for more information visit salvationarmy.ca/alberta.

The Statistics are Sobering

by Bill Brooks

Of the estimated 4,000 suicide deaths in Canada each year, close to 75 per cent are men. Men in Canada live on average five years less than women. Two-thirds of men are less likely to visit a doctor than their female counterparts. Of the top 13 causes of death in Canada – including all cancers, cardiovascular disease, accidental and non-accidental trauma men lead women in 12 of the 13 causes. Women tend to die more frequently than men from Alzheimer’s disease/ dementia – with the theory behind this being that men simply don’t live long enough to die as frequently from this disease. Men tend to remain stubborn and stoic about their mental and physical health problems.

Women for Men’s Health (WFMH), a not-for-profit group that works in concert with the Prostate Cancer Center, is striving to change the real inequities that exist in gender health. Dr. Shelley Spaner, a radiologist with Mayfair Diagnostics and Prostate Cancer Centre board member, founded WFMH in 2017. Its mission includes creating awareness around strategies to remove barriers preventing men from living their healthiest lives. WFMH stives to empower and mobilize women as key players in helping shift men’s behaviors towards maintaining their health.

Since its inaugural event in 2017 – an intimate reception for 50 guests aboard the S.S. Moyie – WFMH has made substantial headway. The Gloves on Gala held Feb 2,2018 at Hotel Arts was a resounding success. With 300 guests in attendance, the gala raised more than $150,000. Funds were directed to the expansion of a 2,500-sq.-ft. men’s health clinic at the Prostate Cancer Centre (PCC). The clinic is a unique space dedicated to men’s health. The clinic, in conjunction with the Centre’s MANVAN and Get Checked Program, assesses basic health parameters including PSA testing, BMI, blood pressure, blood glucose and mental health screens – all factors that can impact long-term health.

Never one to rest on her laurels, Spaner reworked the focus –and name – of the gala to reflect the ever-changing landscape of men’s health. The Big Ball, as the signature fundraising effort is branded, has experienced exponential growth. The

2022 iteration, held in March this year at the Hotel Arts, raised more than $230,000. Funds were directed to continue the work of Dr. Jun Kawakami, a Calgarian urologist who lost his life to an aggressive pancreatic cancer in August 2020. Prior to his premature death, Kawakami was building a program in Pre-habilitation Medicine at the Prostate Cancer Centre. This initiative strives to ensure that patients facing challenging medical circumstances receive not only world-class medical care, but the support needed to prepare them for aspects of their healing journeys – physical, mental and emotional.

The fifth annual Big Ball will take place January 27, 2023 at Hotel Arts. Proceeds from the 2023 event will continue to fund the development of the Kawakami Pre-habilitation Clinic and the Men’s Health Centre of Excellence at the Prostate Cancer Centre.

Visit www.prostatecancercentre.ca for tickets and sponsorship opportunities.

About the author

Bill Brooks has covered the social scene for The Calgary Herald/Calgary Sun for more than 30 years. He is a past board member of the Prostate Cancer Centre and founder of the annual Bill Brooks Prostate Cancer Benefit that has raised more than $8.8 million throughout its 19-year run.

ABOVE: DR. SHELLEY SPANER, A RADIOLOGIST WITH MAYFAIR DIAGNOSTICS AND PROSTATE CANCER CENTRE BOARD MEMBER, FOUNDED WFMH IN 2017

THE BUMPY RIDE

THE INTEREST RATE IMPACT ON CONSUMERS AND BUSINESS

BY JOHN HARDY

It continues a bumpy ride for banking. For personal and corporate customers and also for the banks, as they manoeuvre – some say knee-jerk react – to the various strategizing and machinations for managing the Canadian economy.

In mid-October, the Bank of Canada bumped its benchmark interest rate to 3.75 per cent. In the real world, it is the rate that Canada’s retail banks are charged for short-term loans, and it inevitably filters down to the rates banks charge for personal accounts, mortgages and business customers.

It is no longer guesswork or speculation and economists and CFOs agree that the bumpy ride will have to stay high, well into 2023. They track the central bank’s strategy and point out that, after slashing its lending rate to near zero early in the pandemic, the Bank raised its benchmark rate an unexpected six times, since March.

Meanwhile, the Bank openly, boldly and firmly admitted its overarching logic: one of its sharpest tightening campaigns

ever, to deflate Canadian inflation, which has spiked to its highest level in decades, and try to force inflation back to the Bank’s two per cent target.

The bottom line: lower interest rates impact the overall economy, and Canadians have enjoyed historically low interest rates in recent decades, and it has been a boon for borrowers. Low interest rates make it cheaper to borrow money and often result in less urgency around savings, because low interest rates mean lower returns on most savings accounts.

“Rising interest rates reflect an effort to combat inflation,” explains Olympia Baldrich, vice president, Real Estate Secured Lending with TD Bank Group. “The Bank of Canada has increased the benchmark rate, helping prevent high inflation from becoming entrenched. This benchmark rate then serves as a reference point for the interest rates that financial institutions charge to their customers. There are many factors as to why rates will cool following the hikes, including the slowing down of economic growth, bringing inflation back to ideal levels.”

DESIGNING URBAN GREEN SPACES FOR PLACEMAKING

University of Calgary Properties Group (UCPG) is the award-winning developer behind University District (U/D), a thriving mixed-use community in northwest Calgary designed with a people-first approach. The developing community continues to enrich urban living with the growing list of retail and an anticipated 40 acres of green space at its completion. The urban green spaces in U/D enhance placemaking with innovative and scenic spaces for social interactions and recreational activities. One of the most highly anticipated green spaces is the newly completed 3-acre Central Commons Park, a signature destination that is multi-seasonal and mindfully designed.

SIGNATURE DESTINATION

Central Commons Park is a 3-acre green space nestled in the heart of University District. The space is designed to be an active social hub for events, markets, celebrations, and cross-pathway integration. The park is framed by Retail Main Street with south-facing outdoor patios from The Canadian Brewhouse, The Banquet, and Borough Bar + Grill, adding to the vibrancy and energy of the space.

winter. The unique gathering hubs and amenities will attract different demographics and ages to enjoy all year long.

MINDFULLY DESIGNED

Central Commons Park is designed to encourage gatherings and connection with multiple access points to energize the inviting space. Many of the design features were inspired by the Rocky Mountains and the shifting tectonic plates. The design also supports visual triangulation. Visual triangulation is a design principle that allows each amenity to be visible and accessible throughout the entire space allowing for more organic encounters and relaxation.

The completion of Central Commons Park marks a major milestone in the development since the park’s construction began in 2019. The park invites people to connect in meaningful ways as a main gathering point and will become a natural corridor for residents, community visitors, cyclists, and commuters walking to Alberta Children’s Hospital or University of Calgary throughout every season.

MULTI-SEASONAL

Central Commons Park will change with the seasons. Amenities include a splash pad, picnic areas and briquettefuelled barbeque stations in the summer and a temperatureregulated ice rink with button-activated fire features in the

December 4, 2022, marks the official grand opening of Central Commons Park. Explore this unique green space and what University District has to offer. Life works here.

Visit myuniversitydistrict.ca for more information.

There is a dangerous contradiction. When Canadians borrow and spend, the economy does grow. And, while a growing economy is a good thing, it can become unsustainable, because demand outpaces supply, causing inflation to spike.

While the most recent increase was less than the 75-point hike which some economists and investors were expecting, money experts explain that the boosted central bank rate is ultimately intended to help bring down the cost of living, by forcing Canadians to spend and borrow less. Analysts crunch the numbers and warn that it will take some time and that current rates, maybe slightly higher, may last through the end of 2023 to help bring inflation back down.

The experts also explain that the most direct impact of the rate increases has been on the mortgage market. Stats show that the cost of borrowing for a home has almost tripled since this past winter.

For many analysts, it was inevitable. “Forecasters were expecting an orderly elimination of excess economic capacities from the sharp economic downturn in the early months of the pandemic,” notes Patrick Perrier, deputy chief economist with CMHC, “and a gradual rise in interest rates, as the central bank aimed to keep inflation under control. Since then, inflation has risen more than expected and far exceeded targeted rates in several inflation-targeting economies, including Canada.

“The war in Ukraine and the resurgence of COVID infections in China contributed to increasing energy and food prices. As demand continued to grow with the pandemic-related recovery, the global and Canadian economies witnessed more demand and inflation pressures than expected in 2022.”

He points out that Canada’s annual inflation rate in the allitems Consumer Price Index (CPI) was eight per cent in June, which was a four-decade high, and declined to only seven per cent in August, mostly due to decreasing energy prices.

On the flip side, respecting the valid and sound explanations, there is leery criticism that, despite the no pain/no gain theory, higher rates will only increase the pain for consumers and businesses that are already feeling the pinch of inflation and high borrowing costs.

There is definitely a good and a bad about higher interest rates. In some ways, interest rates are a matter of

perspectives. Mortgages. Consumer loans. Business loans. Operating accounts for business.

For consumer lending, high rates mean people pay more for debts, leaving them with less money to spend on goods and services, reducing consumer spending and causing business revenues to drop. Higher interest rates are shown to make people spend more on budget products, while cutting down on luxury and durable products such as cars or houses.

The impact is also a negative for business. When interest rates are high, businesses tend not to borrow money for investment and growth, and companies deal with drops in sales and services. The cost of borrowing increases. Debt payments are higher. Some say high interest rates trigger a

ABOVE: PATRICK PERRIER, DEPUTY CHIEF ECONOMIST WITH CMHC.

“FORECASTERS WERE EXPECTING AN ORDERLY ELIMINATION OF EXCESS ECONOMIC CAPACITIES FROM THE SHARP ECONOMIC DOWNTURN IN THE EARLY MONTHS OF THE PANDEMIC,” NOTES PERRIER.

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vicious circle for businesses. Lower consumer consumption reduces business revenues, which leads to decreasing output and need for staff.

There’s a somewhat convoluted and painful upside. It works, when it comes to shrinking inflation. “Higher interest rates encourage savings and discourage borrowing and, in turn, spending,” Baldrich says. “In response, companies increase their prices more slowly or even lower them to encourage demand. When spending declines, demand will fall and, eventually, so will the price of everyday goods. This reduces inflation and helps steady the economic environment.”

In addition to lower inflation/lower interest rates being good for home building and the real estate market, particularly for first time buyers, lower interest rates are a boost for business. The cost of borrowing decreases. Businesses are incentivised to borrow money for spending or investment. Debt payments are lower. And invariably enables consumers to spend on goods and services and increases consumption. Higher consumption results in more revenues for businesses, which increases their output and demand for labour.

For consumers, aside from the basic discretionary spending, the biggest impact of the higher rates is the affordability of buying a home with a high mortgage rate. “While a fixed rate mortgage is not directly impacted as it is locked into the rate negotiated, at the beginning of the mortgage term,” Baldrich points out. “With a variable rate mortgage, depending on the mortgage agreement, the monthly payments may not change, but more of the overall payment will go towards interest, which will increase the outstanding balance.”

Perrier explains that higher mortgage rates are not only impacting real estate sales and affordability, but they are also a broadside for renters. “The house price decline over Q2 2022 to Q2 2023 will be mitigated by rising demand from population growth, elevated construction costs and limited housing supply. In 2023, normalizing interest rates, the rise in population and households’ income, along with insufficient growth in supply will continue to put upward pressures on prices and rents.

“Higher mortgage rates and reduced household income make it more challenging for renter households to access

ownership, and push others out of ownership. Given limited supply and the pressure on rental markets, rents will likely increase, worsening already challenging rental affordability conditions.”

Economists and analysts agree about a fine line between high and low interest rates. Low interest rates can lead to over-indebtedness of the economy, overvalued asset prices and undervalued risks, and lower overall productivity.

For business, low rates can lead to more spending as both small and large businesses borrow to upgrade equipment, invest in new technology. Some may even buy out competitors.

ABOVE: OLYMPIA BALDRICH, VICE PRESIDENT, REAL ESTATE SECURED LENDING WITH TD BANK GROUP.

“WHILE A FIXED RATE MORTGAGE IS NOT DIRECTLY IMPACTED AS IT IS LOCKED INTO THE RATE NEGOTIATED, AT THE BEGINNING OF THE MORTGAGE TERM,” BALDRICH POINTS OUT.

‘WHERE DID ALL THE MONEY GO?’

BY JAMIE ZACHARY

Sarah Hawco is used to working with people on their worst days.

The co-founder of Hawco Peters and her Calgary-based team specialize in forensic accounting and dispute resolution services, often being called in when there’s suspicion that something’s gone wrong within a business.

“It’s, unfortunately, usually tied back to a trusted individual stealing from a company. It could be paying an employee who doesn’t exist or a misappropriation of some sort. Quite often, the question is, ‘where did the money go?’” says Hawco, a certified fraud examiner.

And as times have gotten leaner, especially during the recent pandemic, these types of economic crimes have become even more visible – and damaging.

Experts say businesses susceptible to growing number of internal fraud, external scams

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“What happens in hard times is poor behaviour rises to the surface. That’s when it becomes apparent there’s been some sort of fraud or misappropriation,” says Hawco, noting she’s seen the theft of everything from wine to copper wire. “When times are booming, it’s easy to miss it.”

Just last year, a former principal at Altadore school pleaded guilty to a charge of forgery in relation to a multi-year scheme that diverted $200,000 from the Calgary Board of Education to a personal bank account he shared with his wife.

Meanwhile, a Lethbridge woman is scheduled to stand trial next year after being charged of falsifying records while as an employee of the University of Lethbridge to conceal the disappearance of more than $500,000.

Hawco notes it’s not always larger companies that are at risk, either.

“Bigger companies have bigger staff, which often means a better segregation of duties. So it can happen at a dental practice,” she says.

David Elzinga, managing director at Froese Forensic Partners, says he’s seen anything from kickbacks and secret commissions to false invoicing and asset misappropriation.

“The misappropriation is usually in the form of getting money out of an organization through some sort of fraudulent means,” says Elzinga, a certified fraud examiner who specializes in investigative and forensic accounting.

Prior to joining Froese earlier this year, Elzinga was manager of investigations in the enforcement division of the Alberta Securities Commission where he was responsible for the conduct of major investigations focused on regulatory fraud and breaches of other Alberta securities law.

It’s not just the threat of internal fraud that business owners need to be aware of. Elzinga notes the digitalization of just about everything is leading to an increase in the size, scope and sophistication of scams from external sources.

In fact, a 2021 Cyberthreat Defense Report by CyberEdge Group found 85.7 of Canadian companies experienced at least one form of cyber attack within a 12-month period – a 7.7 per cent rise in attacks compared to the year before.

Elzinga. “Things like phishing emails,

– that type of stuff has become more common in conjunction with more people working remotely.”

Competition Bureau Canada has identified approximately half a dozen of the most common scams that are currently impacting Canadian businesses. Grants and loan scams, for example, focus on providing businesses with for-fee “special access” to what ends up being non-existent government funded programs.

ABOVE: DAVID ELZINGA, MANAGING DIRECTOR, FROESE FORENSIC PARTNERS.

“I think the pandemic has had some impact on the increase in cyber fraud,” says

malware

“I THINK THE PANDEMIC HAS HAD SOME IMPACT ON THE INCREASE IN CYBER FRAUD,” SAYS ELZINGA. “THINGS LIKE PHISHING EMAILS, MALWARE – THAT TYPE OF STUFF HAS BECOME MORE COMMON IN CONJUNCTION WITH MORE PEOPLE WORKING REMOTELY.”

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The average ransom paid by Canadian organizations was $140,000. However, separate studies have estimated that the average cost of a data breach, a compromise that includes but is not limited to ransomware, is $6.35 million. That can include factors such as downtime, recovery of information and infrastructure rebuilding.

When it comes to combating fraud, particularly internal, Popik says businesses need to get familiar with the fraud triangle of pressure, opportunity and rationalization – a framework often used to explain the reason behind an individual’s decision to commit fraud.

“What an organization must do is break one of those components within the fraud triangle to reduce risk,” says Popik.

Rationalization refers to an individual justifying the fraud. It could be, for example, that the individual was treated wrong or that others are doing it, too – so there’s no harm in doing so.

“It could be everything from stealing office supplies to tools. Organizations need to get away from this nonsense that these are victimless crimes. They’re not. There’s always a victim,” says Popik.

Pressure, or incentive, is someone’s mindset toward committing fraud. It could be a personal incentive – for example, to fund a gambling addition, substance abuse or pay household bills. Or it could be societal pressures, such as meeting investor expectations.

Companies can mitigate pressure by providing employee assistance programs or setting realistic goals for compensation.

Lastly, opportunity often refers to weak internal controls or policies that open the door to fraudulent activity such as inflating sales numbers, false invoicing or even selling proprietary company information to competitors. This could be related to a lack of supervision, poor documentation of processes or inadequate accounting policies.

Popik urges companies mitigate opportunity for fraud by focusing on strengthening internal control such as better asset management or strengthening cybersecurity protocols to take opportunity away from external scammers.

To the opportunity side of the fraud triangle, Hawco also suggests actions such as segregating duties, reviewing payrolls and even something as simple as checking the balance sheets regularly.

“One of the simplest things I advise companies to do is check the bank statement once a week to make sure everything makes sense,” she says. “A lot of business owners just assume the administration is being taken care of. They need to be interested.”

PREMIER

DANIELLE SMITH

HER PLAN FOR ALBERTA’S FUTURE

BY MELANIE DARBYSHIRE

Long before she became Premier of Alberta, Danielle Smith was a voice familiar to many in the province.

Her staunchly conservative influence was wide-ranging and profound: as a popular radio talkshow host; as leader of the Wildrose Party; as a Calgary Herald columnist; as trustee for the Calgary Board of Education; and as advocate for rural property rights. Prior to entering the United Conservative Party (UCP) leadership race, Smith, who is also owner of the Railway Dining Car at High River Station, was one of the most well-known political commentators in Alberta.

Indeed, since graduating with Economics and English degrees from the University of Calgary in 1997 (where she served as president of the campus Progressive Conservative Club) Smith has, almost unceasingly, devoted her life to public policy and politics. They are her passions.

It’s not surprising then that 51-year-old Smith, sworn in as Alberta’s 19th Premier on October 11, hit the ground running. She’s wasted no time implementing her platform, including overhauling Alberta Health Services (AHS) and pushing back against Ottawa with the Sovereignty Act. Smith knows what she wants to do and is determined to do it.

At the same time, she and her party are seeking re-election in May. To win, Smith’s vision for the province – rooted in the protection of free markets, provincial jurisdiction and individual liberties – must ring true for the majority of Albertans.

With so much to accomplish and only seven sure months to do it, Smith’s work is cut out for her. Her first two weeks in office were hardly smooth sailing – she came under fire for

saying the unvaccinated were the most discriminated-against group, and for past comments on the Russian invasion of Ukraine. She clarified the former and apologized for the latter, seemingly unfazed.

“The first few weeks were really good,” Smith reflects optimistically from her Calgary office at the McDougall Centre. “There’s so much to be done with a change of government. I met with caucus, potential cabinet ministers, we had a caucus retreat and our AGM. It was a bit of a whirlwind.”

Integral to Smith’s success is a united and cohesive UCP party (the leadership of which she won on the 6th ballot).

She met one-on-one with each MLA during her first week as Premier, including her opponents in the leadership race, and offered cabinet minister positions to several.

Travis Toews (President of Treasury Board and Minister of Finance), Brian Jean (Minister of Jobs, Economy and Northern Development), Rebecca Schulz (Minister of Municipal Affairs), Todd Loewen (Minister of Forestry, Parks and Tourism), and Rajan Sawhney (Minister of Trade, Immigration and Multiculturalism) are all in Smith’s cabinet.

She created some new ministries, too. Kaycee Madu, who serves as Deputy Premier, has taken the role of Minister of Skilled Trades and Professions. “We’ve got a problem recognizing foreign credentials,” Smith laments. “We also have a problem recognizing the credentials of people travelling across the country. Kaycee is going to be putting a very sharp focus on how we can streamline that so we can continue to attract people with the skills we need to keep our economy going.”

As Deputy Premier, Madu will also be mindful of diversity and inclusion when it comes to hiring within government: “In order to make sure we’re reflecting the great diversity of Alberta, we have to ensure we’ve got members from each of those communities in senior decision making roles.”

Nate Glubish is heading up the newly created Ministry of Technology and Innovation. “We often talk about how are we’re going to diversify the economy, and the economy is already being diversified on the technology front,” Smith points out. “There’s some really excellent groups in Calgary – Startup TNT, Platform Calgary – and a focus on artificial intelligence and nanotechnology in Edmonton. We’ve got a number of unicorns in our province as well, like Mphasis and Infosys. That Ministry will play a prominent role.”

Overhauling AHS

Emerging out of the COVID pandemic, Smith has big changes in store for AHS. Her first order of business is

to fire the entire board. “We left management in charge for a number of years, under the guise that centralization was going to result in greater efficiencies and service,” she explains. “But when COVID hit, we realized that wasn’t the case. It wasn’t that COVID broke the system, rather, we realized the system was broken.”

Management decisions, she adds, have exacerbated the worker shortage and created division, resulting in ineffective ambulance services, emergency room operations and a massive backlog of surgeries. “That’s a management problem and has nothing to do with the front line,” she contends. “I think the front line would love to have new management who put their interests first and created better working conditions. That’s my priority.”

Smith’s plan includes major restructuring and foundational change, beyond the ability of an appointed board. Instead, an official administrator will report directly to the Health Minister and Premier.

“We have to be working week in, week out, to drive the change that needs to happen,” she explains. “At some point

ABOVE: PREMIER DANIELLE SMITH

in the not too distant future, a board will be reinstalled. But we have to do the work first of making sure that we have stabilized the system – shore up the frontline, improve working conditions, resolve issues around ambulance service, resolve issues around emergency room wait times, and begin a process of allowing for enhanced surgical initiatives in all of our hospitals around Alberta.”

While she acknowledges a role for private surgical facilities, Smith would first like to see existing surgical space put to full use. “Everywhere I go around the province we’ve got operating rooms that have been mothballed or never put into service,” she laments. “We’ve spent so much taxpayer money in building those facilities out, let’s offer them up to surgeons so they can bring in their teams and start clearing the backlog.”

The response to her plan has been hugely positive. She says many doctors, nurses, paramedics, nurse practitioners and pharmacists have reached out in support.

“We are very supportive of our frontline professionals,” she reiterates. “Management has created working conditions that are untenable. We can’t have people being forced to work mandatory overtime and being burnt out because we haven’t hired sufficient staff. We need to start pushing decision making down to the local level, hire more frontline staff and reduce the layers of middle managers.”

The Sovereignty Act

The other priority for her government is introducing the Sovereignty Act as the first bill in the legislature. She points

to several proposed actions by the federal government –imposing a cap and trade system on Alberta’s oil and gas industry, imposing arbitrary caps on fertilizer, and asking to use Alberta police resources to confiscate firearms – that underpin the need for the legislation. “These are the kinds of things we need to push back against because Ottawa is firmly encroaching in our jurisdiction.”

“The business community has been waiting for us to fight back against Ottawa,” Smith continues. “The federal government has imposed hit after hit on our industries. We have lost tens of billions of dollars in investment. They’ve created a shattered investment climate, making it very difficult to attract dollars.”

It’s also why she sent Sonya Savage, Minister of Environment and Protected Areas, to COP27 in November. “The best delegation to stand up for Alberta is an Alberta delegation,” she declares. “I have no confidence that federal Environment Minister Steven Guilbeault is going to advocate for the great things we’re doing on the environment, on the hydrogen economy, on carbon technology, on the Pathways Alliance to net zero project. We need an Alberta voice at the table to let the world knows we are committed to meeting environmental targets for greenhouse gas and other emissions reductions.”

Doing so in a way that makes sense for Alberta’s economy and also provides energy security and affordability is what the Sovereignty Act is about. “We need to tell Ottawa to stay in its lane,” Smith continues bluntly. “It’s been encroaching on our exclusive right to develop our resources for far too long. We’re not going to allow that anymore.”

ABOVE: PREMIER DANIELLE SMITH WITH HER NEWLY SWORN IN CABINET, OCTOBER 11, 2022

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Stephen

Her enthusiasm for Alberta’s energy industry is broad. In addition to traditional oil and gas, she highlights the potential for small modular nuclear, geothermal and LNG exports.

She’s also called for cooperation with other provinces on economic corridors and enhanced market access, for example, to the Port of Churchill on the Western shore of Hudson’s Bay in Manitoba. Churchill, Smith explains, provides an opportunity for Alberta, Saskatchewan and Manitoba to work together to address energy and food security issues, including pipelines such as the First People’s Pipeline Project, improvements to existing rail lines and highways, and opportunities to increase the export of crops, fertilizers, critical minerals and other commodities.

Helping All Albertans

The rising cost of living for all Albertans is at the forefront of Smith’s concerns, an issue she blames on the NDP-Liberal Coalition in Ottawa. “They added more to the debt in this short term of the current Prime Minister than during all previous Prime Ministers combined,” she laments. “You cannot print that kind of money without it causing a general inflation crisis. Especially with all the supply chains disrupted during COVID.”

The first thing Ottawa should have done, she argues, is rescind or pause the carbon tax. Instead, the NDP-Liberal coalition has voted to triple it. “We’re going to see a 300 per cent increase on that.”

To address the issue, Smith’s government is putting together a package of supports to help reduce the cost of fuel, address the cost of home heating and electricity, ensure the food banks are supported and support the most vulnerable seniors. “I’ve appointed Matt Jones as our Minister of Affordability and Utilities for that reason, and I’ve tasked him with addressing the whole range of issues,” she explains. “We’ll bring through a package of reforms to help people as we go into the winter season, to make sure that their home heating and electricity bills are affordable.”

Smith is eager to work with the cities of Calgary and Edmonton on reducing red tape when it comes to land titles

and building permits delays. She’s also endorsed the idea of leaving a greater proportion of property taxes generated within a city’s borders in the city for municipal projects.

In Calgary, she appointed MLA Ric McIver to assist in the negotiations for a new arena. “If we can lend a hand in assisting, it’s great,” she says. “I’m more interested in finding areas of agreement than disagreement.”

Conservative Roots

The second of five children who grew up in Calgary, Smith gained her conservative roots from her father, who’s own grandfather had fled communist-controlled Ukraine after World War I. After a grade eight social studies teacher relayed the virtues of communism to her class, Smith’s father took umbrage and went to speak with the teacher. “And then we started talking about politics around the dinner table,” she recalls. “I think the die was cast then. There wasn’t much chance I’d be a socialist after that.”

Years of preparation have given way to the present, and Smith is determined to succeed. “I’ve had some failures,” she reflects, “and when you have failures you spend a lot of time thinking about what you’d differently. One of the things that I want to do is always be in touch with everyday Albertans. Ralph Klein always warned about this ‘dome disease’, where you get a small circle of advisors and stop talking to real people. That was one of my errors in the past. I’m not going to let that happen again.”

“I had six years on talk radio,” she continues. “I love people. I love hearing directly from them about what’s impacting them. I think the job of politicians is to identify problems and solve them. I want to empower my MLAs to do that for their constituencies. I want to empower my Ministers to do that in their ministries. I think that will lead to better outcomes for all Albertans.”

If she can successfully lead the province out of COVID and into an era of economic, social and political prosperity, the job of Premier is Danielle Smith’s to keep. A challenging feat no doubt, but one she’s been preparing for her whole life. Now is her time to shine.

The Calgary Chamber exists to help businesses thrive. As the convenor and catalyst for a vibrant, inclusive and prosperous business community, the Chamber works to build strength and resilience among its members and position Calgary as a magnet for talent, diversification, and opportunity. As an independent, non-profit, non-partisan organization, we build on our 131year history to serve and advocate for businesses of all sizes, in all sectors and across the city.

Unlocking Calgary’s Talent Potential

Today, businesses across all sectors are threatened by a lack of available talent, skills gaps and greater competition for skilled workers. According to the Q3 2022 Business Outlook Survey, 31.5 per cent of Canadian businesses are concerned about labour shortages. With a record 88,000 vacant jobs in Alberta, we simply don’t have enough people available to work. Addressing Alberta’s talent gap requires sustained focus, collaboration, and innovative ideas to grow our talent pool, to ultimately improve businesses’ economic outlook. Together, with input from local businesses, thought leaders and young Calgarians, the Chamber released Unlocking our Talent Potential a four-series report highlighting solution-oriented policy recommendations to mitigate Calgary’s labour shortage. Priority areas include leveraging our immigration policies to grow our talent pool, building an inclusive

and values-driven workforce, strengthening Calgary’s reputation and brand, and lastly, investing in the infrastructure and programming businesses need.

REFINE OUR IMMIGRATION POLICIES TO GROW OUR TALENT POOL

Representing almost 100 per cent of labour force growth nationally, immigration can be leveraged as one solution to Canada’s growing and sustained labour shortage. Yet, fewer than one-quarter of Canadian businesses believe existing immigration systems serves their needs, citing complex rules, application processing delays and costs associated with navigating the system. Immigration is critical to alleviating the labour challenges faced by businesses. Alberta and Calgary are well-positioned to be leaders in leveraging immigration.

Recommendations

• Reform eligibility requirements within federal and provincial immigration programs to expand eligibility for prospective economic immigrants

• Empower businesses to leverage immigration in talent recruitment

• Reduce employment barriers and create meaningful employment opportunities for newcomers

BUILD AN INCLUSIVE AND VALUES-DRIVEN WORKFORCE

Today, organizations seeking talent have a competitive advantage if they embrace inclusion, diversity, equity and accessibility (IDEA) and offer compelling total value packages to their employees. Research by the World Economic Forum supports these trends, showing upwards of 61 per cent of workers now choose their jobs based on their beliefs and values, with nearly one-third believing comprehensive benefits are as important as salary.

This is to the benefit of businesses, as research by LinkedIn suggests an emphasis on IDEA leads to higher retention rates, more innovation, and increased profits. In fact, 80 per cent of employees see inclusion, diversity, equity and accessibility as important when choosing an employer.

With employees seeking organizations that are aligned with their values, a business’ total value package – the benefits it offers to its employees – is critical to attracting and retaining talent. In a competitive labour market, businesses must embrace IDEA as essential to their long-term success.

Recommendations

• Leverage opportunities to incentivize and promote IDEA within Alberta’s workforce

• Address ongoing challenges to the delivery and accessibility of affordable childcare

• Position Alberta businesses as benefits leaders

STRENGTHEN CALGARY’S REPUTATION AND BRAND

With many Canadians facing the consequences of inflation, Alberta and Calgary are turning heads as places where people can enjoy an affordable and high-quality of life. While our marketing campaigns excel at promoting these advantages, branding challenges and existing stereotypes hamper our progress.

We are Canada’s third most diverse major city, with 54 per cent of newcomers to Calgary arriving from outside of Canada. Yet, Calgary struggles with a perceived lack of economic and social diversification. Public opinion research by Maru Public Opinion and Janet Brown Opinion Research indicates that upwards of 50 per cent of Canadians would not feel comfortable living in the province.

How Alberta and Calgary are perceived is critical to attracting and retaining talent. These narratives must dispel misperceptions, accurately depicting the Alberta and Calgary of today: we are inclusive, diverse, opportunity-ready

and future-focused. Amplifying these stories beyond regional echo chambers will attract the talent we require to succeed.

Recommendations

• Develop a unified vision and narrative for Calgary, working with businesses and other partners to promote Calgary’s story nationally and internationally

• Create an authentic Calgary brand by engaging local businesses and Calgarians in telling the story of our city

• Market the Alberta and Calgary of today, focusing on what makes us a desirable place to live, work and play

INVEST IN THE INFRASTRUCTURE AND PROGRAMMING TALENT NEEDS

Calgary’s focus on talent attraction is evident but we face challenges retaining and developing the talent that is already within the city. A lack of investment in creating and

supporting the Calgary of tomorrow is leaving people worried the city could become stagnant, further jeopardizing our ability to retain talent over the long run. Youth between the ages of 15 and 29 account for 18 per cent of the city’s total population, making young Calgarians a key workforce demographic. However, this group has also been the slowest-growing demographic over the last 20 years, emphasizing the need to retain the youth we currently have.

Retaining talent also necessitates we prioritize talent development. Polling by Leger shows 37 per cent of Albertans value opportunities for professional development and growth in their jobs. To retain these employees and prepare them for emerging economic trends, further investments are needed in work-integrated learning, reskilling and upskilling programs, and micro-credentialing. Leveraging these solutions to improve talent development cannot be done without first raising awareness of them amongst prospective employees and employers. Investing in the infrastructure and programming that will help retain and develop Calgary’s talent is an important step toward addressing labour shortages. These investments must be strategic in nature, prioritizing what Calgarians want and need from their city now, and in the future.

Recommendations

• Invest in infrastructure that positions Calgary as a choice destination for national and international talent

• Activate and engage Calgarians through investments in community vibrancy

• Position Calgary as a talent leader through investments in skills development

• Leverage businesses as talent developers

A Welcome Shift to Certainty in 2022

By Lloyd Suchet, Executive Director, BOMA Calgary

In preparing for this year-end column, I refreshed my memory by reviewing my thoughts from the past two years, and in particular identifying the key themes. If 2020 was the year of the “pivot,” while 2021 was char acterized as more of a roller coaster, I would propose that 2022 has finally landed on something resembling certainty. Certainty in 2022 meant we had a clear picture of the future of COVID-19 gathering restrictions, and for the first time in two years could plan signature in-person events that are a hallmark of BOMA Calgary. It also meant certainty for the industry that has weathered countless stop-start cycles in welcoming back tenants and regular operations.

For our part, we sought to create the space to renew old acquaintances and build new connections, including welcoming the industry back to downtown in May with a Member Appreciated Social hosted at Rooftop YYC, as well as the Buckaroo Bash Stampede event, both of which brought together over 200 industry members and is a key part of BOMA’s value proposition. We were also thrilled to once again bring together nearly 300 indus

try members for the ever-popular Bee Clean BOMA Golf Classic hosted at the spectacular Kananaskis Country Golf Course. These social events were complemented by the timely and relevant industry education on topics like leadership development, resilience and public safety.

So while this certainly is what enabled BOMA the abil ity to physically convene the industry, we also were able to build off the significant inroads that we made on government advocacy through COVID-19 and the inter-industry collaboration that it spurred. BOMA was the industry’s voice at the table advocating for the safe removal of the province’s mandatory work from home mandate that was a hindrance in our members return to work planning. The removal of this mandate was key in kickstarting the recovery for many businesses and landlords across Calgary. We have also been a strong voice in addressing the public disorder and safety concerns in downtown, Beltline and East Village that continues to challenge the entire community. While improvements haven’t been quick enough, we continue to liaise with the municipal and provincial government on the need

BOMA Calgary News

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

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Executive Officers

CHAIR

Rob Blackwell, Aspen Properties

CHAIR- ELECT

Candace Clark, Triovest Realty Advisors

TREASURER

Tanya Befus, Cadillac Fairview

PAST CHAIR

Richard Morden, QuadReal Property Group

Directors

Aaron Pratt, Allied Properties REIT

Art Skow

Colin Norris, Insignia Asset Management

Blair Carbert, Carbert Waite LLP

Carla Fedele, Choice Properties

Dan Lindsay, Surety Technologies

Dominik Hubaczek, Oxford Properties

Graham Halsall, ONE Properties

Kevin Morgans, Avison Young

Laurel Edwards, Avison Young

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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.

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for long term solutions, while working tirelessly to provide the industry with short term tools. This will continue to be a key priority as we look to 2023.

cil of Alberta to create a more responsive model of self-regulation whereby commercial practitioners are governed by rules and councils that under stand that aspect of the industry. An important part of this is ensuring that licensing education is updated and relevant, and so we were proud to be partnering with the University of Calgary and the Real Estate Development Institute to develop new Property Management Coursework for pre-licens ing requirements.

deliver on our three pillars of providing exceptional professional network

C M Y CM MY CY CMY K

Looking ahead to 2023, we are excited to build off 2022 to continue to deliver on our three pillars of providing exceptional professional networking opportunities, relevant education and advocating on the industry key issues to all orders of government.

Assuring building owners, managers, tenants and guests operational excellence and best in class service

Certi ed by a rigorous and evidence based audit surveying important areas including liability, workers compensation, business ethics, recruitment, labour planning, payment of wages, infection control and prevention, health and safety, quality control, procurement and inventory planning, environmental commitment and targets, training and competency, legal requirements, and so much more.

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Matrix - The Future of Skilled Trades Staffing… Today

by

Almin Kassamali with photos by Riverwood Photography

There are two types of people in this world, people who accept the status quo and people who redefine it.

Twenty years ago, Shannon Warren, a dissatisfied tradesperson, decided that his industry needed to change. He felt that the skilled trades space was littered with transience, instability, unfair pay and lack of structure. People didn’t take their work seriously because they weren’t taken seriously. Shannon wanted to change that.

Always one to lead by example, Shannon did just that in 2002 when his employer offered him the role of contractor for a new job in Calgary and the opportunity to recruit four carpenters for the project.

“I didn’t have enough to start a company and carry the payroll for the other guys,” says Warren. “I knew there was something here. This was my opportunity to do things differently. I called my dad. He thought it was a great opportunity and helped me set up the company and lent me the $6,000 that I would need to make the first payroll from his credit card.”

The rest is history.

Two decades later, Matrix has contributed more than five million hours of employment to the Canadian economy. The company operates as a highly-respected, well-recognized staffing and payroll company, coast to coast.

“My goal was to professionalize the skilled trades industry. By creating stable and long term employment, paying fair, competitive wages (wage parity – on time, weekly), and offering benefits, apprenticeship training, tuition refunds and opportunities for growth, people now had provisions that they could value and build their lives around. This inspired hard work, reliability, trust and a mutual respect.”

Shannon has built the Matrix culture to focus on employee centricity, proactive recruitment and high performance.

“Happy employees make happy clients. Our business is built around treating our employees well with an open door policy, mutual respect and the expectation of high performance. We are fierce

about competency, punctuality, honesty and trust. We also invest significant time and resources into workplace safety. It’s important for me that our employees feel supported and are equipped with the tools and knowledge to stay out of harm’s way. These foundational elements ensure that we deliver top-tier placements to our clients. I believe that expectations are set through example. How we treat and train our employees is how they will treat our clients.”

Matrix has always taken a proactive approach to recruitment. Often, clients contact Matrix in an emergency knowing the team has the expertise and connections to find them 10 or 15 tradespeople immediately.

“Staffing companies are not always the first call,” says Warren. “Often, we are the last resort. It’s not uncommon for us to get a 911 call from a client requesting quick placements of 10 to 15 people. An emergency on our clients’ side however does not mean compromised deliverable on ours.”

To deliver on the time-sensitive requirements of the construction staffing business, Matrix worked to develop the first true Social Recruitment product.

“As best as we can, clients can expect highquality candidates for every placement. In order to achieve this, we developed a concept called Social Recruitment. This means we are recruiting, interviewing, and segmenting all the time using both traditional channels as well as modern techniques like search engine optimization, automated referrals, social media and Email/ SMS marketing. Every candidate in our platform is ready for immediate placement with the necessary availability, tickets and up-to-date safety training.”

Matrix recognizes the need to put the right people in the right seats, quickly. They deliver this consistently and diligently by investing regularly in marketing and technology. Matrix boasts a “workready” employee database of more than 40,000 employees and more than 60,000 combined social media followers. In November, Matrix will also be adding Avionte into its software stack to significantly improve the velocity of its already industry-best placements.

Matrix assigns a lot of value to its partnerships and accreditations. Matrix has partnered with People 2.0, one of the largest, global providers of EOR (employer of record), AOR (agent of record) and ASO solutions with in-country expertise in 100+ countries globally. With unlimited funding Matrix can take on any size or scope of project.

“This is a game changer for our clients. In tandem with high quality placements, we are now able to offer payroll financing to our clients so that they have the runway and bandwidth to undertake larger projects. Concurrently, we administer payroll, benefits, and manage claims and employee agreements. This suite of offerings, known as EOR (employer of record), allows us to deliver a turnkey, HR department-in-a-box experience so that

clients can focus on what’s important (project work, creating value, building their business) while we take care of the details.”

As the company grows, so do its partnerships and

“We are very proud to be connected with many great communities and organizations,” Shannon says. “As an example, we have partnered with Gitga’at Development Corporation to form Gitga’at Matrix Workforce Services LTD (GMWS). GMWS will help supply trade labour, heavy equipment operators, pipeline workers and general labourers for the projects taking place in Prince Rupert, Terrace and Kitimat. With over $100 billion worth of investment expected in the area over the next 10 to 16 years in the form of LNG plants, pipelines, infrastructure, hotels and homes, GMWS will be able to provide unlimited funding to meet labour demands. It will also offer the local First Nations community job opportunities that provide stability and growth through initiatives like apprenticeships, sponsorships and community development.“

Shannon Warren

Gitga’at Matrix Workforce Services Ltd.

Partnerships and accreditations strengthen Matrix’s offerings while growing its viability and access to opportunities. Matrix is accredited with Complyworks, ISNetWorld, Avetta, OLISS Controlled Goods, COR Certified in Alberta, Saskatchewan and B.C. though Energy Safety Canada. OLISS allows Matrix to place employees on lucrative federal government contracts anywhere in Canada.

Matrix has had an incredible 20-year journey. It has been exhilarating, tumultuous and inspiring. Matrix has successfully navigated through downturns, recessions and most recently the pandemic. The key to Matrix’s sustainability and growth has been the tenacity of the leadership team, trust of its clients, loyalty of its employees and focus on its values and fundamentals.

“We are incredibly grateful to our clients and employees. They are the foundation of our business and the reason for our success.”

The future is inspiring. Matrix is now in Acquisition mode, focusing on growth through acquisitions and mergers with like-minded owners across North America.

“Our M&A play was carefully designed to be a growth hack to secure Matrix’s future and deliver more Matrix to more verticals in our industry. The synergistic value of current opportunities will allow the merged group of companies to offer an expanded suite of services under one roof. The possibilities are endless.”

October 6th, 2022 Dr. M Elizabeth Cannon, Wayne & Eleanor Chiu, Nancy Knowlton and the late Charlie Fischer (1950-2020) were inducted into the Alberta Business Hall of Fame - Southern Alberta.

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SERVICEMASTER OFFERS HIGHER STANDARD OF SERVICE

by Rennay Craats with photos by Riverwood Photography

Since it first started in Chicago in 1929, ServiceMaster has built a reputation for providing incredible cleaning and reconstruction services to a wide range of customers. Entrepreneurs from around the world have joined the ServiceMaster family, and today it operates in more than 3,000 cities across the globe. ServiceMaster made its way to Canada in 1950, and in 1992 three entrepreneurs brought the program to Calgary with franchises for ServiceMaster Clean Commercial Services, ServiceMaster Restore and ServiceMaster Clean Janitorial Management Services.

“I saw an ad for ServiceMaster in a magazine that said I needed less than $10,000 to start, so I phoned the number,” says Rob Ordman, president of ServiceMaster Restore Calgary. “A guy came out and did his dog-and-pony show and I was like, I’m in! I’m a restoration guy now.”

Chris Feist also answered an ad for an account manager’s job and within 18 months the owner decided to leave the area and handed the keys to the ServiceMaster Clean Commercial Services franchise to him. The third, Malcolm Sykes, took advantage of ServiceMaster’s Partner in Progress

program that provided capital to buy the franchise, and within four years he was able to buy out his partner in the Janitorial Management Services franchise and run the business on his own.

Since then the ownership group has carved out a place in Calgary’s cleaning services and restoration industries, building the businesses from scratch to become leaders in their fields. They shared a small office and set out to grow their businesses from one-person operations to thriving companies that manage a growing team of professionals. Today, ServiceMaster Clean Commercial group runs around 20 trucks nightly with up to 35 people serving clients; ServiceMaster Restore employs around 70 full-time staff along with a robust subtrade base of more than 100 tradespeople; and ServiceMaster Clean Janitorial has a combination of 400 full- and part-time staff across the province.

The ServiceMaster brand was built on professional, well-trained staff providing exceptional service, and this ownership group delivers. Their aim is to have the best employees in the business that become specialists in their fields preforming everything from washing windows to deep cleaning to a quick response to build back after a disaster. Clients renew contracts with the teams because of the professionalism and skill of staff, and staff stick around because of the positive, collaborative culture of the companies. That’s why, 30 years in, ServiceMaster continues to be a client’s first choice vendor, and the ownership team is grateful for the hardworking staff that made that happen.

“We didn’t do it on our own. We’re standing on the shoulders of some really good people,” says Chris Feist, president of ServiceMaster Clean Commercial Services.

It is a people-centric business model, and the teams focus on nurturing the relationships both with their staff and with clients in order to succeed. While they operate independently of each other in the same realm, the franchises regularly refer clients looking for services better provided by one of the other divisions.

Malcolm Sykes and partner Kevin Smylie, who rejoined the ServiceMaster team in 2018 to be part of the Alberta expansion, provide clients in Calgary and Edmonton with day-to-day janitorial duties including specialty floor work and post construction and window cleaning with ServiceMaster Janitorial Management Services. They serve multiple verticals including health care, property management, distribution fulfilment centres, manufacturing and retail. After the arrival of COVID-19, the team responded to a heightened need for healthy, safe workplaces by offering advanced sanitizing services, detailed cleaning of high-touch areas and electrostatic disinfection, allowing their clients business continuity during the pandemic. The employees take pride in doing a thorough job so clients can better do theirs.

“What we’re doing is setting the stage so that tomorrow can happen for our clients,” says

Standing: Will Whitehead and Andrew Thomson, account managers

Seated: Malcolm Sykes (president, ServiceMaster of Alberta Janitorial Services), Rob Ordman (president, ServiceMaster Restore of Calgary), Chris Feist (president, ServiceMaster of Calgary Commercial Specialty Services) and Mike Brant, (general manager of ServiceMaster Restore)

For clients needing more specialized cleaning services, ServiceMaster Clean Commercial Services offers a variety of heavy duty cleaning options for Calgary businesses that range from carpet and upholstery care to sanitizing surfaces to maintaining cleanrooms for IT. These welltrained staff are bonded and insured, and clients can be confident that only qualified, certified personnel are in their offices tackling these specialized tasks.

The Commercial Services group has become a trusted partner for clients and manufacturers, offering support that goes beyond cleaning. Recently, the team helped the management of a new high-rise downtown prepare the heavyduty cleaning systems and specifications for the property manager and tenants. They are also often called upon for cleaning-related warranty work by carpet and furniture manufacturers.

Rob Ordman and his partner, Mike Brant, head up ServiceMaster Restore which is dispatched after a disaster or emergency, whether that be a flood, fire, trauma, severe storm or mould and asbestos remediation. The 24/7 team provides prompt restoration and reconstruction services for residential, commercial and industrial clients both close to home and across the country. Around 75 per cent of ServiceMaster Restore’s business lies in heavy construction and reconstruction of disaster

sites. They mobilized hundreds of people to dry out the Stampede ground buildings after the 2013 flood, responded after the Fort McMurray wildfires, and are currently in PEI to help rebuild after the hurricane. These experts use the latest technology like drones to help visualize and calculate damage as well as advanced drying technology that can prevent the need to tear down walls after a flood.

ServiceMaster has local ownership with a global perspective, and that along with its forward thinking and innovative culture helps them not only provide better service to clients but also better products. It aims to Go Green by using certified citrus-based solvents as well as developing principles and products that leave a minimal environmental impact, don’t contain perfumes and VOCs, and are effective at getting the job done.

“The majority of our products have been researched, tested and formulated by home office so we know what’s in the bottle,” says Feist. “To have that level of control over your process is important.”

Over the past 30 years, ServiceMaster has become an institution in the community, earning its reputation for quality service and innovation in the field. From vacuuming the floor to sanitizing an office with scientifically proven products to restoring spaces after a disaster, ServiceMaster introduces Calgary clients to a higher standard of service.

Malcolm Sykes, president of ServiceMaster of Calgary Janitorial Management Services.

Malcolm Sykes (president – ServiceMaster of Alberta Janitorial Services), Rob Ordman (president - ServiceMaster Restore of Calgary) and Chris Feist (president – ServiceMaster of Calgary Commercial Specialty Services).

BY RENNAY CRAATS WITH PHOTOS BY RIVERWOOD PHOTOGRAPHY

Real estate isn’t the only industry where it’s all about ‘Location, Location, Location’. For the past 35 years, the prime location for car shopping has been where Deerfoot and Glenmore Trails meet at the Calgary Auto Mall. Customers enjoy easy access from anywhere in the city thanks to its proximity to major arteries, making shopping or getting a vehicle serviced a breeze. Whether shoppers are looking at new cars or crossovers or shopping for a used SUV or truck, the convenient location and variety of brands represented there starts the car buying process off right. The central location makes it easy for customers to pop in to browse multiple dealerships at one time in between errands; it’s common for families to divide and conquer their to-do lists, reconnecting a few hours later to compare notes.

“Deerfoot Meadows has exploded in the last decade. All of the major commercial spots are right around the corner from us – Costco, IKEA, Nordstrom. You name it, it is in our backyard. This lets families come down and get everything they need to get done all in one day, which can include purchasing their brand new car,” says Christopher Tonkin, president and dealer principal of Straightline Motor Group and president of the Calgary Auto Mall.

The area has grown significantly since the late 1980s when dealerships started migrating from Macleod Trail to the new Calgary Auto Mall. Maclin Ford and Courtesy Chrysler became the first to establish their locations there in 1987 and others followed until it was completely built out around 1996. The Auto Mall has been home to the most popular brands, and as the market evolved and changed so did the dealerships operating there. Today, the Calgary Auto Mall employs about 500 people across the nine dealerships established there, running the gamut of top brands in the industry: Courtesy Chrysler Dodge Jeep Ram, Maclin Ford, Brasso Nissan, Bow Mitsubishi, Jaguar Calgary, Land Rover Calgary, Mini Calgary, Precision Hyundai and Straightline KIA.

The dealerships are independent entities that come together on an Auto Mall board to ensure that the goal of providing an exceptional customer experience is carried through from the first dealership to the last. The board members collaborate on various initiatives, from marketing activities to snow removal and beautiful landscaping, from joint fundraising and charity events to giveaways to support the community that has given so much to them throughout the years.

“Deerfoot Meadows has exploded in the last decade. All of the major commercial spots are right around the corner from us – Costco, IKEA, Nordstrom. You name it, it is in our backyard. This lets families come down and get everything they need to get done all in one day, which can include purchasing their brand new car,” says Tonkin.

Straightline KIA (photo not by Riverwood Photography)

Courtesy Chrysler Dodge Jeep Ram

Precision Hyundai

Maclin Ford

of service in the local community. on

PBS Systems Congratulates the Calgary Auto Mall 35 years

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“Among the Franchise Dealers in the Calgary Auto Mall, there is a true spirit of ‘coopetition’ where we work together for the benefit of our individual businesses and the community as a whole,” says Robinson.

“Among the Franchise Dealers in the Calgary Auto Mall, there is a true spirit of ‘coopetition’ where we work together for the benefit of our individual businesses and the community as a whole,” says Andrew Robinson, dealer principal at Precision Hyundai.

The group of dealerships also supports around a dozen important charities, donating at least $100,000 per year to great causes including Canadian Mental Health Association, the Calgary Food Bank, the Mustard Seed and KidSport.

“The core leadership that forms the Calgary Auto Mall committee is top notch. Such a great bunch of transparent and forward-thinking leaders, which is a testament to why our Auto Mall is top of most consumers’ lists to visit,” says Jonathan McPhee, general manager of Bow Mitsubishi.

To stay at the top, the dealerships have invested in updating their spaces to improve the customer experience as well as ensuring image compliance for their brands. Jaguar and Land Rover operate in brand new facilities and

also recently renovated their stores and Courtesy Chrysler completed a full front-end and showroom makeover.

Some of these renovations are in anticipation of the push toward hybrid and electric vehicles. All dealerships are expanding their EV product offerings to ensure they are on the forefront of the coming electric vehicle wave.

“Courtesy Chrysler has made a significant investment in the facility with a focus on Electric Vehicles. Infrastructure upgrades as well as rapid charge ports have Courtesy Chrysler ready for the future,” says Matthew Thorne, general manager of Courtesy Chrysler.

The knowledgeable dealership professionals can guide customers through the catalog of EVs and gas vehicles as they shop around within the Auto Mall. Many people drive in, park and then walk through the circle from dealership to dealership to test drive and compare the different makes and models before making a decision.

The dealerships have great selections of new vehicles and complete service departments to keep customers on the road. With new car shortages experienced across dealerships over the past years, the Mall’s impressive used car offerings are drawing more attention from shoppers as well.

Brasso Nissan

Whether customers are looking for new or used vehicles, all of the dealerships ascribe to low pressure sales techniques to allow shoppers to relax as they do their research. The Auto Mall dealerships are focused on providing a great experience for customers, and they know life can be stressful but buying a car shouldn’t be.

“Each dealership will stock 50 to 70 pre-owned vehicles, so our Auto Mall has a total of 700+ used vehicles to look at, all in one location,” says Kirby Soon, managing partner of Brasso Nissan.

Whether customers are looking for new or used vehicles, all of the dealerships ascribe to low pressure sales techniques to allow shoppers to relax as they do their research. The Auto Mall dealerships are focused on providing a great experience for customers, and they know life can be stressful but buying a car shouldn’t be. While KIA calls this “Shifting the Experience,” all the Mall dealerships apply their own version of this fun, light-hearted and enjoyable process of selling a car. This positive customer experience is the foundation upon which the Auto Mall was built, and the dealerships have worked together from the beginning to make sure people have a great time while they shop for a great vehicle.

Jaguar Calgary

Bow Mitsubishi

THE SKY’S THE LIMIT FOR DFM

by Rennay Craats

When Diego and Rosa Soto moved from Chile to Toronto in 1976, they were determined to make a great life for themselves in Canada. They found work at a bottle manufacturer in Toronto and transferred to Calgary in 1982 but when the recession swept through Calgary, Diego found himself unemployed.

He found work with the City of Calgary parks department, but a chance encounter introduced him to his life’s work. A Chilean friend asked Diego to translate for him at a job interview and when he heard that the employer needed two people to clean on the weekends at Hillhurst Sunnyside community centre, Diego agreed to fill the other position.

Diego and Rosa Soto. Photo by Riverwood Photography.

Diego set up his own business, becoming the cleaning contractor for the property. Once his seasonal parks job ended, he began to grow the janitorial services company and started another selling cleaning supplies and equipment, which he sold nearly 30 years later. He incorporated Amclean Industrial Cleaning Supplies Ltd. in 1983 and Delta Janitorial Ltd. in 1984, and later changed the name to Delta Facilities Maintenance Inc. which is known today as DFM.

“In October 1982 I got that first contract and then I got another and another,” says Diego Soto, founder, president and CEO of DFM. “The biggest client we had in janitorial was Home Depot, and for 12 years we did cleaning and maintenance for 65 stores across Western Canada.”

The company continued to grow, and Diego earned a reputation for quality work and reliability. Clients knew that the Sotos, including their sons Pablo and Larry, would always show up and get the job done right.

“We give peace of mind to the customer, that we will respond, day or night. As a family, we always try to give the best to customers,” says Rosa.

Their reputation for hard work and quality prompted a friend, who was a WestJet mechanic, to suggest that Diego approach WestJet Airlines to provide grooming services for their aircraft. Diego followed up and it took about a year of discussions before he was given the chance to prove himself in 2005 when DFM started cleaning planes.

“It’s a niche market. It’s called Aircraft Appearance; we not only clean the aircraft but we dress the planes to go back out,” he says. This covers everything from sanitizing surfaces to placing fresh pillows and blankets on seats for the next passengers.

Jim Murphy and Diego Soto. Jim Murphy trusted Diego with his first cleaning contract in 1982 and Jim looks back fondly of working with Diego. “I am very happy to have contributed in a small way to a hard working family who have grown their company into the success it is today.”

Photo by Riverwood Photography.

DFM trains the teams to do thorough yet efficient cabin cleaning and dressing and continues to improve and learn new techniques, whether that involves streamlining workflow or adapting to new challenges like COVID with sanitization and fogging with a highly effective disinfectant. DFM believes in

way in the country they now call home.

“In most big companies, people are just numbers. I preach that no matter what position we are, we’re all working together on the same team,” says Diego. “Without the front line, the people doing the work, we’re nobody.”

The performance of that front line over the years has led to the company’s rapid expansion to airports from Vancouver to Montreal. DFM has the cleaning process down to a science in order to meet their goals and get their clients back in

At the heart of every community, there are hard-working and passionate local business owners, creating jobs and supporting the economy with their innovation and talent.

We are proud to support and celebrate your success.

Canada.

Standing: Larry Soto and Pablo Soto. Sitting: Diego and Rosa Soto. Photo by Riverwood Photography.

the air. As every minute counts, the staff provides quick but exceptional service that allows teams to clean a smaller plane in seven minutes and the colossal WestJet Dreamliner in 35 minutes.

“Airlines get charged by the minute to park there – that’s why the word ‘delay’ is a four-letter word in this business. No one wants to be the reason for being late,” says Larry Soto, owner/operator of DFM.

DFM delivers on time every time, and it has become the go-to company for grooming and commercial janitorial. Today, the company works directly for clients as well as with five of Canada’s biggest ground handlers who are responsible for putting quality airport subcontractors to work. The teams groom approximate 300 planes a day and the business has bases in Vancouver, Edmonton, Toronto, Montreal and the headquarters in Calgary to facilitate that work.

The Sotos continue to build their business as opportunities arise; they recently bought buses in Montreal to start ferrying the flight crew between their hotel and the airport and also began delivering late-arrival luggage to travellers. While on the lookout for new business branches, DFM focuses on growing the core of the business by attracting new clients and then putting the staff and licenses in place to allow them to exceed expectations on the job.

“We’ve expanded a lot in the last few years, and now we need to refit our infrastructure so we’re solid,” says Pablo Soto, owner/operator of DFM. “DFM has become the standard for grooming.”

After 40 years in business, DFM has set the standard high across the country, and the Sotos and their team look forward to raising that standard even higher in the years to come.

Photo by Riverwood Photography.

Once again, we offer our sincere congratulations on such an amazing milestone. Longevity in business only comes because of hard work, dedication, persistence and, above all, honesty, and authenticity. Clearly DFM, and you as its founder and leader, have always understood this. We are fortunate and grateful to be your partner!

Greetings and many congratulations to our important business partner, on this 40th anniversary.

Thank you for not fearing change and for innovating. We are sure that many more anniversaries will come to celebrate their effort and creativity. Happy 40th anniversary.

The social work of your company has been very great; many people have a better life thanks to you. Congratulations on your 40th anniversary and may you have a long and successful life.

With safety as our top priority, we are always innovating and improving working alongside our partners like Delta DFM to ensure the best experience for our guests. From our team to yours, a big congratulations of your 40th anniversary...

WESTJET

On behalf of Swissport Canada we wish to Congratulate Mr. Diego Soto and the hard-working team at DFM for this amazing milestone. We have extended our partnerships across Canada over the years, this has been a benefit for both parties.

Congratulations on this 40th anniversary, we are sure that they will not stop. From here we wish you much success, health, and prosperity.

Your dedication and creativity can only be matched by an insatiable thirst for success. On this very special 40th anniversary, we want to congratulate you all on another great year!

Receive our greetings and congratulations for the 40th anniversary you are celebrating. We know that they will maintain their excellence and achieve all the goals you set for themselves.

You all deserve a big round of applause for all your hard work and unconditional dedication. Congratulations on this 40th anniversary!

110, 7940 - 21 Street NE Calgary, AlbertaT2E 8H2

Tol Free. 1 (888) 313-5566 | Office. (403) 313-5566 www.deltadfm.com

Parker’s Pen

BY DAVID PARKER

Our local sports media can’t be expected to cover everything, but they really missed out on reporting the results of the exciting World Conker Championships.

Held by the Shuckburgh Arms (a village pub near Oundle, Northamptonshire – my home county) the contest was watched by 15,000 spectators.

BBC reported that the men’s world champ is Randy Topolnitsky of Calgary.

Well done – I remember the pain of hitting my thumbs many times playing Conkers when I was a lad.

I naturally love words, their meaning and their usage. Came across one I hadn’t seen for a long time that is quite expressive – stick-to-it-iveness.

I thought about it chatting with George Trutina of Truman Homes who certainly needed to be persistent in facing the challenges in building his very successful development company from a one-man drywaller operation in 1978.

Two big wonders.

Why, when so many flights have been cancelled, do I still get emails a couple of times a week offering me deals on flights?

And how come seniors’ homes spend so much on advertising the benefits of moving into their facilities when most people I know are told ‘no vacancies’ or that they have to take a tiny unit until they can upgrade into a two-bedroom?

Reminds me of a friend’s funeral when her daughter told the story of when her mother first moved into a residence. “You’ll love it here,” one man told her, “And hopefully you will just die in your bed when the time comes.”

“No way,” Betty said, “I wouldn’t have my teeth in!”

It’s a real shame that the quest for more money is tainting the wonderful world of golf. It’s sad to see former golf great Phil Michelson on camera trying to justify his desertion to LIV.

But what worries me is the effect the future of the PGA might have on the millions the organization raises for charities in the U.S.

I’m not having an easy time referring to our zoo as The Wilder Institute/Calgary Zoo but it doesn’t change the pride I have in it becoming a leader in critical wildlife conservation.

It is internationally recognized for its world-class animal care and habitat design practices and educational efforts in telling the importance of biodiversity and conservation to visitors.

The leopard frog reintroduction breeding program for the amphibian considered to be the most endangered frog in B.C., and its hugely supported Wechiau Community Hippo Sanctuary in northeast Ghana are just two of the many ways our zoo is playing a huge part in saving endangered and at-risk species.

From where I’m sitting as I write, watching happy snorkelers off the beach in Maui, it’s good to see people exercising while enjoying the beauties of nature.

Too bad we don’t all get outside more and marvel at the creation we seem to be doing our best to destroy.

When I was a boy, every day was spent among the hedgerows and streams, and I remember a quote I read of a fourth-grader in San Diego who answered, “Why are you playing indoors?” with, “Because that’s where all the electrical outlets are.”

More inspiring from Oglala Lakota writer Luther Standing in 1933 – “Man’s heart away from nature becomes hard.”

Final Words

Knock on the sky and listen to the sound. – Zen Master

Grow