This can be your future in the next one or two years. Discover over 35 programs in business and technology and start the journey to your career today.
Chiu School of Business
Accounting
Administrative Professional
Business Administration
Esports Management
Human Resources
Financial Planning
Medical Office Assistant and Unit Clerk
Integrated Marketing Communications
Legal Assistant
Insurance and Risk Management
Supply Chain Management
Veterinary Office Assistant
School of Technology
Cloud Computing Cybersecurity
Digital Design
Digital Marketing Information Technology Systems
Interior Decorating and Kitchen and Bath Design Software Development
Bow Valley College
Centre for Entertainment Arts
Advanced 3D Animation and 3D Modelling
Advanced Entertainment Arts
Production Management
Advanced Film Production
Advanced Game Development
Advanced Visual Effects
Foundation in Entertainment Arts
Explore these and other options at bowvalleycollege.ca
QCan I buy a house for my adult child? How can I assist them to achieve home ownership?
As a parent, it is natural to want the best for your children including wanting them to have a home to call their own. Young adults are often challenged when buying their first property because of high housing prices and tighter lending standards. Students sometimes have difficulty finding an appropriate house to rent near campus. More and more I am working with parents who are supporting their adult children by helping them purchase real estate. Here are a few ways you can give them a helping hand on their way to home ownership.
Many parents prefer to transfer their wealth to their children when their incomes are lower and costs to raise a family are higher than to make them wait for an inheritance when they are older. Some parents choose to provide the downpayment or top it up to reduce monthly mortgage payments or avoid CMHC surcharges. Keep in mind that the funds will need to be in your child’s account a few weeks before closing day. Also, the lender may require a letter outlining where the money is coming from and that it is a gift.
If you are planning on downsizing and your children want to keep the homestead in the family this might be a good option. You can sell your home to your children at a discounted price.
In this scenario, you get to expand your investment portfolio while helping your kids at the same time. Make sure to set out expectations clearly and do it in writing to avoid strife in your relationship.
You don’t just take on the liability, you take on the asset too. But remember the risks. The entire loan will become your responsibility if they do not make payments, it can impact your credit rating, and it may affect your ability to borrow from lenders.
There are legal fees, moving fees, cleaning expenses, and renovation costs that you can assist your child with. Another way to help is to provide the deposit required if your child’s money is not liquid and available when an offer to purchase is made.
There are lots of ways you can assist without making a withdrawal from the bank of Mom & Dad! Suggesting a real estate agent that you trust, lending a hand with moving, doing some minor repairs around the new place or sharing your knowledge of the process are all wonderful ways to contribute to their success. This is an exciting time for your children so remember you are there to support, not steer the ship.
Whatever you decide, make sure to carefully consider the legal and financial implications. Lay out your expectations and how you expect to be involved in the process. Do it in writing to avoid personal distress between you, and lastly, make sure you can afford to help out.
ARE YOU READY TO SUPPORT YOUR CHILD’S JOURNEY TO HOME OWNERSHIP?
LET’S CONNECT AND SET UP AN ACTION PLAN!
WEST SPRINGS | $259,000
Maintenance free living at a great price! Enjoy the proximity of restaurants, markets, boutiques and services in nearby West 85th and Aspen Landing. This one bedroom, one bathroom unit in West Springs is ideal for a first time buyer or a real estate investor looking to add to their rental portfolio. The clean, modern interior features an open concept kitchen and living room with 9 foot ceilings and easy-to-care-for luxury vinyl tile flooring. The efficient kitchen has stainless steel appliances, contemporary subway tile backsplash, a pantry, and quartz countertops. Access the main floor patio from the living room where you can enjoy warm summer days. The bedroom is connected to the 4-piece ensuite and has views out to the patio. This unit has an in-suite stacked washer dryer, one titled heated underground parking stall that offers direct access to the unit, and bike storage in the parkade. Public transit is nearby making it easy to get into the downtown core or universities. This property offers great value and a fantastic location with amenities at your fingertips!
SOUTH CALGARY | $595,000
Introducing the perfect urban retreat in the heart of Marda Loop - a stunning 2 bedroom, 3 bathroom top floor condo spanning over 1080 square feet. This stylish unit is the epitome of chic city living, featuring a wall of windows that spans the length of the open concept living, dining, and kitchen area. The sleek kitchen boasts modern cabinetry, a pantry, quartz countertops, and stainless appliances. Enjoy cocktails on your private rooftop patio overlooking the landscaped courtyard before heading out for a night on the town. The primary bedroom contains a walk-in closet and ensuite with dual sinks and a large shower. At the opposite end of the unit is the second bedroom with its own walk-in closet and ensuite. The den is an ideal spot for a home office or yoga retreat. Additional conveniences include a/c, 2 underground parking stalls, a storage locker, pet wash, bike room, and lobby. This condo is a great fit for a first time buyer or student who want to share with a roommate. Don’t miss out on this rare opportunity to own a piece of the vibrant Marda Loop community!
ALTADORE |
Inspired by the brownstones of New York City, this townhouse has a gorgeous brick exterior and is located on the West corner of the property. The open concept main floor with 10’ ceilings and wide plank hardwood floors features a classic white kitchen with quartz counters, subway tile and stainless steel appliances, a large dining room with ample storage for dinnerware, and a living room fireplace clad in black marble. Dine al fresco on the outdoor patio off the dining room. Upstairs, the primary bedroom contains a walk-in closet and timeless ensuite. A second bedroom, bathroom and laundry room round out this level. The third floor is a versatile space that can be used as home office, media room, or art studio and has a sunny south facing rooftop patio. A fully developed basement contains the third bedroom and bathroom, perfect for guests, and a family room for TV night. Additional conveniences include a single detached garage and air conditioning. This property combines classic design with modern amenities and is the perfect blend of luxury, convenience and comfort.
Hollywood’s stereotypical 1980s plaid-clad used car salesman was a pushy, shady character who did anything for a sale. Even when Gerry Wood opened Woodridge Ford Lincoln, his first dealership in the Wood Automotive Group (WAG) in 1983, these stereotypes weren’t welcome on his lot. And today, the seven dealerships operating under that umbrella are as far from stereotypical as they could possibly get.
Today’s preowned departments call for tech-savvy salespeople who know the features and history of their cars inside and out, no matter the make or model. Where customers used to have to visit multiple lots to ferret out used car deals, all of that running around is now done virtually. This allows buyers to scour dealerships and online marketplaces, filtering for the features they are looking for, all without leaving the couch.
“The internet changed everything to the point where customers have as much or more inventory knowledge as the dealers,” says Glen Barreth, former general manager at Big 4 Motors.
The dealerships support this by updating their websites every 24 hours so customers are searching the most current inventories. They provide everything a buyer would want to know, from mileage and price points to Carfax reports that outline the vehicle’s history. Customers are confident that, as every preowned vehicle undergoes rigorous inspection and detailing, their new-to-them car reflects WAG’s quality standards, roof to chassis.
After all, it’s WAG’s reputation for service, integrity and quality that attracts customers to its dealerships, and the team prides itself on turning every first sale into a lifelong relationship. As customers are researching available products and determining their used car’s valuation online, instead of information they are looking to the sales teams for support and a personal connection to a dealership they can trust. For the past 40 years, the WAG team has delivered just that.
While each dealership boasts a preowned department dedicated to getting drivers behind the wheel of quality vehicles, WAG took it a step further in 2015 with the introduction of Driverz Auto. This unique operation focuses exclusively on preowned sales and financing, providing incredible personalized service and a wide selection of cars, from a student’s first set of wheels to a luxury SUV and everything in between. The team never wants customers to settle and Driverz Auto shows the Group’s commitment to helping customers find their perfect used car for a great price.
“Driverz started off having off-make vehicles that our manufacturer dealerships wouldn’t normally stock. It would allow
TOP: DRIVERZ AUTO IS THE WOOD AUTOMOTIVE GROUP PRE-OWNED SPECIALTY STORE. MIDDLE: U.S. BUYERS HAVE PUT A PINCH ON PRE-OWNED INVENTORY IN CANADA/DICK LAU, CHIEF OPERATING OFFICER, WOOD AUTOMOTIVE GROUP.
BOTTOM: CUSTOMERS HAVE AS MUCH OR MORE INVENTORY KNOWLEDGE AS THE DEALERS/ GLEN BARRETH, FORMER GENERAL MANAGER AT BIG 4 MOTORS.
us to have a different variety compared to the Ford, Chrysler Ram Jeep, Honda and now VW, and at a lower price point,” says Cailean Wood, WAG vice president Sales and Marketing. “Sometimes used vehicle managers tend to stock certain makes or models based on their own preferences – Driverz has been able to stock a wide selection of what the customers want.”
That is no small feat, especially given the challenges of today’s strained used car market. The microprocessor shortage that manufacturers have experienced over the past few years has brought with it a more limited new car stock and a resulting surge in used car demand across North America aimed at filling the void.
“In the last number of years, the United States market has grown and because they have such a large market, they really
feel the pinch. A lot of the vehicles that we have in Canada are being purchased by U.S. buyers,” says Dick Lau, chief operating officer at WAG.
This adds another layer to the already tight used car market, but the WAG dealerships are constantly on the lookout for ways to combat this cross-border competition to better service customers. The team casts its net wide, supplementing the lease returns and trade-ins that come in on the new car side with vehicles from auctions and private listings not just in Calgary but across the country. WAG does everything possible to secure strong used car inventories to make the buying process easier and more satisfying for customers.
“The supply chain has handcuffed us in some ways,” says Rory Wood, WAG vice president, Parts and Service. “And with that, it has driven up the price of used cars depending on the product.”
With multiple dealerships and incredible connections in the industry, WAG’s preowned sales teams can draw from the impressive inventory databases across the organization to help get customers the vehicles they want without breaking the bank. As the market adjusts to the new challenges in preowned sales, WAG will continue to provide customers with the best quality used cars just as they have for 40 years – with no pressure, no pretenses and definitely no plaid.
ABOVE: CALGARY MEGALOT IS THE WOOD AUTOMOTIVE GROUP’S PRE-OWNED ONLINE STORE WHICH FEATURES EVERY PRE-OWNED VEHICLE AVAILABLE AT ALL OUR DEALERSHIPS
TOP LEFT: THE SUPPLY CHAIN HAS HANDCUFFED US IN SOME WAYS/RORY WOOD/VICE PRESIDENT PARTS AND SERVICE/WOOD AUTOMOTIVE GROUP.
BOTTOM LEFT: AT DRIVERZ AUTO WE FOCUS ON THE PRE-OWNED VEHICLE THAT CUSTOMERS REALLY WANT/CAILEAN WOOD/VICE PRESIDENT SALES AND MARKETING/ WOOD AUTOMOTIVE GROUP
In 2023 the Wood Automotive Group celebrates its 40th anniversary. In this edition and in the coming months, Wood Automotive Group Founder and Executive Chair, Gerry Wood and his team will recollect how vehicles have changed in the past 40 years and how serving customers continues to evolve. In this issue we focus on used vehicle sales.
Gerry Wood - Founder and Executive Chair Wood Automotive Group
Powered by Wood Automotive Group
Some anniversaries are more special than others. Especially when it celebrates grit, determination, business acumen, decades of hard work, a flair for people and earning an iconic reputation.
It is the special milestone that is the 40th anniversary of Lammle’s Western Wear, proudly family owned and operated in Calgary.
Barry Lammle, the former rancher and savvy retail entrepreneur who transformed a daring bright idea into a successful lifestyle brand, is passionate about Lammle’s success. “In 1983, we saw an opportunity in the retail market and opened our first three stores in Calgary, with a basic and simple goal. The practical needs of everyday Albertans, looking for a source of western clothing and friendly, good service.
“We could never have anticipated that our products and service would resonate quite so deeply,” the personable Lammle explains.
He flashes a broad, warm smile and reflects on the personal and business significance of the 40th anniversary. He mentions the importance of constantly keeping up with shifting fashion, and consumer and business trends. He credits the 350+ Lammle’s staff for the business’ steady growth, the 24 brick-and-mortar stores and the dynamic Lammle’s website.
Today, as Barry and his oldest son Jeff take the respected family business into the next decade, they emphasize that, while product quality and service are the undisputed keys to retail success, changing trends and styles do impact the Lammle’s focus.
“Our core products are a reliable constant. The jeans. The boots. The cowboy hats. The jackets, sweaters and hoodies,” Jeff explains. “With some of our top brands being Ariat, Wrangler, Roper, CINCH and Boulet.
“Suppliers constantly adjust and elevate their products. New types of denim. Different patterns, cuts or colours. Leather bags with whipstitched details. Turquoise and sequins. Western is a hot style trend right now.” He underscores the practical and enduring everyday western lifestyle tradition, which continues to earn the exceptional Lammle’s reputation. He also admits that western wear – like other genres of fashion – is often affected by the whims of consumer trends.
Whether pop culture calls it Westerncore or the Yeehaw effect, there’s no denying that TV, movies and social
media are adding a new dimension of consumer demand. The Yellowstone rage of the John Dutton, Beth and Rip Wheeler looks, or TikTok videos of Beyonce and Lil Nas X with cowboy hats and embroidered boots.
Technology and ecommerce are vital factors in contemporary business. They are also key components of Lammle’s transition into its fifth decade of tradition, growth and success.
The popular (lammles.com) website is a significant business boost, not only growing the Lammle’s customer base but extending the reach and potential of the brand. It tracks the unique Lammle’s story, galleries showcase the wide selection of Lammle’s western wear, and it offers consumer tips and information, like the Measure Guide, the Cowboy Boot Fit Guide and a helpful section about essential Cowboy Boot Care: Clean, Condition, Polish and Protect.
While Barry is humbled with the success of Lammle’s ecommerce business, he maintains a soft spot for the traditional in-store experience that started it all. Lammle’s is preparing to open a new 8,000-square-foot flagship location at the prominent Calgary corner of McLeod and Glenmore Trails.
Barry Lammle and his son Jeff.They both credit the importance of the in-store customer experience to the knowledgeable and friendly Lammle’s staff. “When you get right down to it, our growth and our success is all about people,” Barry adds with affection. “Our customers and our tremendous staff. They make it happen.”
Lammle’s project manager Brian Gamberg retires next year, after 41 memorable years in the family business. “They just call me #4. Lammle family members make up employees #1 through #3,” he chuckles. Of course, their working relationship long ago became a kibbitzing and ice fishing friendship, and Barry Lammle endearingly refers to him as “not only a hard worker but a smiley face. Brian is a great example that friendliness suits the lifestyle of our products.”
“It is truly unique,” Gamberg beams. “The business is all about western heritage and hospitality. The culture of informality and friendliness is such an important part of who we are. We want the customers to come back, and we also want our employees to always feel like they are vital parts of the business.”
Barry is charmingly mellow and gratifyingly reflects on the business and personal dimensions of his remarkable family business success story. About his 47-year marriage to Marie, their three grown children –Kari, Jeff and David – and their four grandchildren.
He smiles with warmth and pride about working with Jeff, the second generation of Lammle’s Western Wear, and their commitment to enjoying the western lifestyle. And he savors the 40th anniversary of building the Lammle’s brand. “Ultimately, it is all about the Lammle’s customer experience. Welcoming people from all walks of life.
“Our business requires staying true to tradition, but also being up-to-date and contemporary. A healthy and successful business must look forward and keep expanding to stay healthy and successful.”
Scott Orban
PUBLISHERS
Pat Ottmann & Tim Ottmann
EDITOR
Melanie Darbyshire melanie@businessincalgary.com
COPY EDITOR
Nikki Mullett
ART DIRECTOR
Jessi Evetts jessi@businessincalgary.com
ADMINISTRATION/ACCOUNTING info@businessincalgary.com
REGULAR CONTRIBUTORS
Shane Wenzel
David Parker
THIS ISSUE’S CONTRIBUTORS
Melanie Darbyshire Rennay Craats
Jamie Zachary
John Hardy
Becky Zimmer Erlynn Gococo
PHOTOGRAPHY
Cover photo courtesy of EWAN PHOTO VIDEO
ADVERTISING SALES
Evelyn Dehner 587-774-7615 evelyn@businessincalgary.com
DIRECTOR OF CUSTOM PUBLISHING
Courtney Lovgren 587-774-7613 courtney@businessincalgary.com
Melissa Mitchell 587-774-7601 melissa@businessincalgary.com
Brittany Fouquette 587-774-7624 brittany@businessincalgary.com
EDITORIAL, ADVERTISING & ADMINISTRATIVE OFFICES 1025, 101 6th Ave. SW Calgary, AB T2P 3P4 Tel: 403.264.3270 | Fax: 403.264.3276 Email: info@businessincalgary.com
SUBSCRIPTIONS
Online at www.businessincalgary.com
Annual rates:
$31.50 CDN | $45 USA
$85 International | Single Copy $3.50
Business in Calgary is delivered to over 33,500 business people every month including all registered business owners in Calgary, Banff, Canmore, Airdrie, Okotoks, Cochrane and the Calgary Chamber members.
The publisher does not assume any responsibility for the contents of any advertisement, and all representations of warranties made in such advertising are those of the advertiser and not of the publisher. No portion of this publication may be reproduced, in all or in part, without the written permission of the publisher. Canadian publications mail sales product agreement No. 41126516.
Return undeliverable Canadian addresses to circulation dept. 1025 101 6th Ave. SW Calgary, AB T2P 3P4 info@businessincalgary.com
Once again, the Senate has bailed on Canadians and proven themselves irrelevant by not stopping Bill C-11 in its tracks. Why are they even a body? What are their roles and who sets their expectations for delivery?
I thought the Senate is considered the ‘second non-partisan look’, but at this point they appear fairly irrelevant. They did make some amendments after first reading and sent it back to the House. Their suggested amendments were ignored, and Bill C-11 passed. It appears they were just practicing how to ask for an amendment to see if their opinions were considered relevant. Being dealt any opposition must have been a shock to the Coalition group so they played the chess game and won. So, do we really need a Senate?
I took some time to determine who sits on the Senate and found the three prairie provinces hold six seats each with more than one million each in population, along with B.C. sitting at five million in population still holding only six. Ontario and Quebec each hold 24 seats, while New Brunswick and Nova Scotia each hold 10 seats with much smaller populations than any western province. This imbalance in the numbers needs a serious review.
Freedom of speech in Canada is facing the greatest threat with the passing of Bill C-11. I fear this is only the beginning. While they deny it to the still-standing press, the government is gaining influence over newsrooms and TV along with certain programming. The next step is to gain control over social media, the newsrooms and talk TV. When Liberals demand social media censorship, free speech is in trouble.
This fulcrum point in history is where we were always heading. There have been just too many signs for too many years. People are still looking aghast that their government is so brazenly trampling on their liberties. This is not how the story is supposed to go! Our refusal to relinquish what is our right will help ensure future generations will still know freedom. The Trudeau government will argue they are preserving Canadian content and other forums, but we know it will not stop there. They will say outside interests will have to pay to be heard or seen in Canada. I say, “What does that even mean?”
Most believe that all people have the right to speak their minds however objectional their comments. However, my worst moment as a taxpayer, citizen and businessperson after the thousands of names on petitions, letters and emails that we all in some way may have participated and sent to MPs and Senate members but have gone ignored.
I feel the movement to constrain freedom of speech, and what we see and hear, will ease off with enough objections. From what I understand, there will be plenty of ‘hoops to jump through’ for the government to determine how this first element of censorship can proceed. We must continue to struggle to protect our freedoms by convincing others that censorship against anyone inevitably leads to censorship against everyone.
This time it is not just about Alberta!
JA programs inspire and educate young Albertans to succeed in the global economy by developing their entrepreneurial, financial literacy, and leadership skills. Thank you to our generous program donors* who have enabled us to reach over 50,000 youth this year.
$50,000+
$20,000-$49,999
*Donations from July 2022-June 2023 exclusively for programming
$10,000-$19,999
$5,000-$9,999
Community Futures of Southeastern Alberta
Medicine Hat FCSS
Rideau Hall Foundation
Special Areas Board
up to $4,999
Adam Legge
Amanda Hamilton Interior Design
Alberta Allied Roofing Association
Avanade
Bow RiversEdge Campground Society
Brian Felesky
Buy-Low Foods
Circle CRM Group
City of Chestermere
City of Medicine Hat
Claresholm FCSS
CNA Canada
Cochrane Lions Club
Town of Cochrane
Town of Strathmore
United Way of Southeastern Alberta
Wheatland County FCSS
Z Zurich Foundation
EY Canada
Fairstone
Foothills County FCSS
Heninger Toyota
High River FCSS
Jessica Bergen
Kneehill County
Okotoks FCSS
Rotary Club of Cochrane
SAIT School of Construction
Stikeman Elliott LLP
United Way of Central Alberta
Richard & Lois Haskayne Yuill Family Foundation
Rotary Club of Calgary, Lou MacEachern
Jack & Joan Donald
Dr. M. Elizabeth Cannon
The company will offer employers comprehensive solutions that combine mental health and resilience upskilling with interactive certification courses
headversity, a leading provider of preventative mental health training technology for employers, today announced it has acquired Respect Group Incorporated (Respect), which offers interactive training courses aimed at preventing bullying, abuse, harassment and discrimination (BAHD). The two organizations will provide comprehensive tools and training needed to create psychologically safe work environments and ultimately establish a more resilient, inclusive workforce.
Respect joins headversity as a market leader in building an inclusive, safe and respectful work culture, offering online certification training solutions that have upskilled more than 2.1 million leaders across North America. By adding Respect’s solutions to headversity’s preventative assistance platform (PRE.A.P.), the combined brand will provide employers with a comprehensive solution that blends mental health and resilience upskilling with interactive certification courses – empowering them to build and maintain cultures of mental wellbeing and respect.
“We founded Respect almost 20 years ago to eliminate BAHD by inspiring a global culture of respect,” said Sheldon Kennedy, co-founder of Respect and former NHL hockey player. “We are proud of the company we have built and the customers we have served, and look forward to this next chapter in our story with headversity.”
According to an AllVoices survey, 44 per cent of employees have experienced harassment at work, which has a direct impact on their mental wellbeing. Mental health issues not only take a toll on the employee, but also on their employer: the World Health Organization estimates that anxiety and depression cost the global economy $1 trillion each year in lost productivity.
headversity’s PRE.A.P. tackles this problem head-on. The platform offers micro-training experiences and daily practices that can be utilized at work with colleagues or at home with family. The training focuses on preventing
employees from reaching the stage of crisis and has been proven to be effective when used as little as five minutes per week. headversity has impacted the lives of more than three million employees across organizations of all sizes, including the Denver Broncos, Shell, the Detroit Pistons and London Drugs. This customer base will expand with Respect’s network, which includes various organizations such as the NHL, MNP and Hockey Canada.
“Poor mental health is plaguing our workforce – creating problems for our people that in turn create problems for the businesses they work for,” said Dr. Ryan Todd, CEO of headversity. “Respect and headversity share an aligned mission and culture, and we are thrilled to come together to accelerate the path toward a more resilient and inclusive workforce.”
“On behalf of the full Respect team, we’re excited to bring the power of our collective offering to even more people to create more impact and culture change,” said Wayne McNeil, co-founder of Respect. “Sheldon and I look forward to joining headversity to help more organizations create psychologically safe, resilient and respectful environments.”
Says Charron Ungar, CEO, Homes by Avi, “We are so pleased to launch another unique residential offering in the award-winning community of University District. The initial feedback we have received is outstanding, and Autumn will provide incredible condominium living as well as access to amenities that allow residents to work, live and play in University District.”
University District is a nationally acclaimed award-winning community recognized as Canada’s Best Growing Community in 2022 from the Canadian Home Builders’ Association National Housing Excellence Awards.
Says Maureen Henderson, Vice President of Community Experience, University of Calgary Properties Group, the developer of University District, “We applaud Homes by Avi for designing another incredible residential building in the community, and we are pleased to have additional residential inventory on offer to discerning buyers. Last year, U/D’s residential sales were more than 120 per cent of our projections, signalling a significant demand from buyers who are eager to call University District home.”
University District and Homes by Avi are pleased to announce a new residential offering in University District, called Autumn. Located at University Avenue and McCaig Street NW, the six-storey condominium project offers 162 residential units including studio, one- and two-bedroom units set atop the Retail Main Street, footsteps away from a diverse array of options including Cineplex VIP Cinemas, The Canadian Brewhouse, The Banquet, Borough Bar + Grill, Staples, Orangetheory Fitness, Village Ice Cream and the three-acre, four-seasons park – Central Commons Park. This marks the third major residential project by Homes by Avi in University District with their first project, August, and second project, Argyle, now completely sold out.
The project officially launched on May 6 with a public event at the University District Discovery Centre located at 4410 University Avenue NW. This unique celebration included live music from Earl Stevenson, a former Canadian Idol finalist, light refreshments from Kindling Food Co., a hands-on leather keychain stamping activation with Lethrbar, self-serve coffee from Monogram Coffee, a chance to win an Apple Watch and the reveal of their new show suite.
Says Charron Ungar, CEO, Homes by Avi, “We are so pleased to launch another unique residential offering in the awardwinning community of University District. The initial feedback we have received is outstanding, and Autumn will provide incredible condominium living as well as access to amenities that allow residents to work, live and play in University District.”
Homes by Avi, a renowned home builder and community developer with over 45 years of experience, has made it their mission to go beyond building homes – they build communities. With a strong focus on quality and customer satisfaction, Homes by Avi has built over 20,000 homes in 140 exceptional communities across Calgary, Edmonton, and Austin, Texas. Founder Avi Amir set high standards to ensure the company went above-and-beyond, with a commitment to customer satisfaction. Best known for their quality and affordable single-family homes, Homes by Avi recognized a demand for innovative multi-family developments, and launched their multi-family division alongside Avi Construction, in 2000. The company has earned multiple Multi-Family Builder of the Year awards, adding to their single-family accolades. Homes by Avi offers a range of communities, including modern live/work, inner-city developments, street-oriented row housing, and master-planned front drive, laned, townhome, duplex, and apartment communities. In 2018, the company added Blue Jean Management, delivering top condo and property management services. Throughout Homes by Avi’s successful growth, they remain true to
University District is a nationally acclaimed award-winning community recognized as Canada’s Best Growing Community in 2022 from the Canadian Home Builders’ Association National Housing Excellence Awards.
Autumn offers buyers a combination of comfort, convenience and urban condo living in the centre of University District. In addition to 18 different floor plan options, the building offers amenities such as a sixth-floor owners’ terrace featuring outdoor BBQs, fire tables and community garden, an indoor amenity room, storage units on every floor, heated underground parking with bike storage, A/C in every unit, a bike washing station, co-work/entertainment lounge, visitor parking and more.
Says Maureen Henderson, vice president of Community Experience, University of Calgary Properties Group, the developer of University District, “We applaud Homes by Avi for designing another incredible residential building in the community, and we are pleased to have additional residential inventory on offer to discerning buyers. Last year, U/D’s residential sales were more than 120 per cent of our projections, signalling a significant demand from buyers who are eager to call University District home.”
Logel Homes took home the Grand Award for Multi-Family Large Volume Builder of the Year at the BILD Calgary Region 2022 Awards for the third year in a row on Saturday, April 22. The team won in four additional categories: Best New Multi-Family Home Design – 600 to 899 sq. ft. for The Pratt; Best New Multi-Family Home Design – 900 to 1,199 sq. ft. for The Cohen 2ES; Best Apartment Style – up to $230,999 for the Carr 2; and Best Apartment Style – $331,000 to 430,999 for the Cohen 2. The highly anticipated BILD Calgary Region (BILDCR) Awards showcase exceptional work within the development, renovation, and home-building industry in Calgary. Logel Homes continues to demonstrate
excellence in design coupled with outstanding customer experiences, the culmination of which has resulted in these wins.
“I attended my first BILD Calgary Region awards in 1988, so it is a dream come true for me to be awarded the MultiFamily Large Volume Builder of the Year Grand Award for the third year in a row,” says Logel Homes president and CEO, Tim Logel. “After working in the industry for four decades, it’s both an honour and reward to be working with a dedicated, talented team that is focused on quality, exceptional floorplans, and providing positive experiences for our customers.” Logel Homes is focused on providing
housing solutions to a diverse group of customers with a variety of ever-evolving needs, wants, and price ranges, in the best locations in Calgary. The Logel Homes team is passionate about building each home with thoughtfully designed layouts, affordable luxury and environmental sustainability in mind. For instance, each Logel Home is outfitted with an energy-efficient Energy Return Ventilation (ERV) system, and they are a long-standing member of Built Green Canada.
It comes as no surprise that Logel Homes’ condos are best-in-class when it comes to the building industry which is why they received 12 finalist nominations in categories spanning from Best Apartment Style and Best New Multi-family Home Design, to Sales Team of the Year and Best Sales and Information Centre. Some of Logel Homes’ exciting new projects include Livingston Views Condos and Towns, Sage Walk Condos and Towns and Seton West Condos, with their newest addition being Street Towns in Silverton. The BILDCR Award winners are selected through a merit-driven process by highly qualified judges from Calgary and the region, who are chosen for their expertise in their respective fields. Logel Homes plans to open three new exciting projects this fall.
It is with great pleasure that we announce that Ogilvie LLP has acquired Masuch Law LLP effective January 1, 2023.
A pillar of the Edmonton law community, Ogilvie is now a leading provincial Firm of Choice integrating the trusted and established Calgary office.
www.apexmediaworks.ca
BY JAMIE ZACHARY
Barbara Palmegiani recalls her “a-ha” moment several years ago.
Prior to joining BDO Canada as partner and national CFO services leader, she spent more than a dozen years helping lead several different small and medium-sized companies through everything from financial growth to operational restructuring.
WHY MANY CALGARY BUSINESSES ARE NOW OUTSOURCING THEIR FINANCIAL LEADERSHIP ROLES
“What I saw was that, traditionally, many organizations treat the finance function as more of day-to-day accounting: keep the lights on, pay the bills, manage the cash – those types of things,” she says. “Yet at the same time, they recognize that they needed to do things differently, whether that was due to a disruption in the workforce or disruption as a result of technology evolution.
“The challenge is, many of these organizations aren’t necessarily of the size where they need a full-time CFO, nor do they want
to pay for one. That’s where I saw the part-time or interim option coming in as a way to allow companies to upskill their finance function in a cost-effective way.”
Today, Palmegiani’s prediction appears to be prophetic as many companies are now adopting fractional chief financial officer models offered by firms such as BDO.
On a wider scope, a recent global outsourcing report by Deloitte found that service providers are increasingly being relied upon to provide on-demand access to hard-to-source talent and expertise on technology and transformation that keeps pace with the continuously evolving business environment.
This shift toward “operate services” signals the desire to deliver core capabilities in collaboration with service providers, aiming for elevated business value creation, noted the report’s authors.
When it comes to outsourcing financial functions, Palmegiani says she’s seeing this shift primarily with small and medium-sized businesses that want to better transition to unexpected business opportunities, realize cost efficiencies or simply weather swings in the market.
“Companies are absolutely pivoting more quickly. They’re much more open to taking a creative approach to talent management that we absolutely were not seeing before,” she says.
“There’s just so many examples post-pandemic of businesses that have bounced back from ‘Survive, Revive or Thrive’ mode and are now seeking a higher skilled more seasoned finance professional to work alongside them and help get them where their agenda wants them to go.”
Clayton Achen, co-founder of Calgary-based accounting and tax firm Achen Henderson, has similarly seen a change in how companies are approaching its financial functions.
“Our biggest customer right now is an oil and gas services firm. And, of course, the last several years have been very tricky in that industry. It’s had ebbs and flows. So, they scaled back. And then, more recently, started scaling back up. And we’ve been able to scale with them.”
IDEA THAT A BOOKKEEPER NEEDS TO ALSO BE A CFO IS LIKE TRYING TO FIT A SQUARE PEG INTO A ROUND HOLE. IT JUST DOESN’T WORK.”
Yet that’s not the only reason Achen believes many companies are shifting toward fractional CFOs. He believes it stems from many entrepreneurs not getting what they need from traditional models.
“A bookkeeper, controller and CFO, these are all very different roles,” he says. “The idea that a bookkeeper needs to also be a CFO is like trying to fit a square peg into a round hole. It just doesn’t work.”
As a result, Achen believes there’s a huge disconnect in the marketplace between what companies want and the money they’re willing to spend.
“It’s pervasive in this $1-million-to-$20-million sales range,” he says. “They want to have the big sales and big
“A BOOKKEEPER, CONTROLLER AND CFO, THESE ARE ALL VERY DIFFERENT ROLES,” ACHEN SAYS. “THEABOVE: CLAYTON ACHEN, CO-FOUNDER OF CALGARY-BASED ACCOUNTING AND TAX FIRM ACHEN HENDERSON.
results but are not willing to spend two or three per cent of those sales on their accounting functions. They want to spend a fraction of that. And yet, they can’t understand why they’re not getting the results.
“What we try to do then is have conversations with those entrepreneurs to get over that hump of understanding that they have to make these investments in their business in order to get the results that they want.”
Calgary CFO Consulting Services president Andrew Jonsson is similarly seeing many of these situations play out first-hand: “a bookkeeper who has turned into a controller and hit a ceiling. It then turns into a situation where the organization starts flying blind, and they end up making decisions without the insight they need.”
These days, Jonsson finds himself helping companies be proactive when it comes to their financial functions – and it’s led him to working a lot with early-stage organizations doing what he calls everything from “A-Z.”
“It’s dealing with board of directors, banks and key stakeholders, budgeting, cash-flow management, business plans and strategic plans,” says Jonsson, who currently serves as a fractional
“I WOULDN’T SAY THERE’S A COMMON THREAD IN WHAT’S COMMONLY LED COMPANIES LIKE THESE TO ME. IT’S A LITTLE BIT OF A BLEND … FROM TRIAGING CERTAIN SITUATIONS TO HELPING THEM LOOK DOWN THE ROAD AND GET THEIR HOUSE IN ORDER SO THEY CAN PROPERLY EXECUTE BUSINESS PLANS,” SAYS JONSSON.
CFO for companies in the green hydrogen, agriculture technology and medical technology sectors.
“I wouldn’t say there’s a common thread in what’s commonly led companies like these to me. It’s a little bit of a blend … from triaging certain situations to helping them look down the road and get their house in order so they can properly execute business plans.”
For organizations considering outsourcing their CFO functions, Achen says don’t fall for a one-size-fits-all solution.
“If you get in with anybody who comes out and says, ‘I’ve got this rigid program and these are the services that I’m going to provide to you,’ they’re doing that before they understand the needs of the business owner. You’ve probably found the wrong person. That’s not going to work,” says Achen.
JONSSON, MEANWHILE, SUGGESTS BUSINESS
OWNERS DO THEIR HOMEWORK ON THE TYPE OF HORSEPOWER AND EXPERIENCE THAT THEY’RE LOOKING TO BRING ON.
NOW
PHOTODYNAMIC RED LIGHT THERAPY (PDT)
“Fractional CFO is not as scalable as bookkeeping is. It requires a personal touch.”
He also notes a fractional CFO model works for companies of all sizes.
“Whether you’re a solopreneur construction person or a marketing person with two people on your team, we’re going to start off with the same building blocks as we would start off with the bigger company,” he says.
Jonsson, meanwhile, suggests business owners do their homework on the type of horsepower and experience that they’re looking to bring on.
“Have a really good understanding of where you think your business gaps are,” he says.
In fact, Palmegiani says many clients don’t know what they need because they haven’t worked with a seasoned CFO in the past.
“So, it’s very important that we get an understanding of their business,” she says. “The size of their business matters. The industry that they’re in matters. The complexity of their business matter. And so, it’s a very bespoke, collaborative approach to determining their needs.”
Palmegiani also suggests organizations don’t see this as being outsourced. “We’re actually becoming the continuity in organizations.”
Lastly, look for those “a-ha” moments.
“I think ‘a-ha’ moments are a good way to measure the value of your CFO,” says Achen. “If there’s light bulbs turning on and you’re making decisions in your business because of those ‘a-ha’ moments, you probably found the right person.
“And I don’t think it should take six months to get there. A good CFO will have you changing your thinking and making decisions within weeks. This doesn’t mean you’re going to turn around your business within weeks, but you should feel really good about the relationship – and you should be making what were previously very uncomfortable decisions.”
(PDT) is a highly sophisticated and innovative two-stage treatment. Using red light energy and a photosensitizer to target and destroy precancerous and cancerous cells.
In its 70th year of operation, Pembina Pipeline Corporation has existed almost as long as the oil and gas industry it serves. Incorporated in 1954 as an oil transporting pipeline system within the Pembina field (at Drayton Valley), the company remains one of the most important pipeline companies in the Canadian energy sector today, operating approximately 18,000 kilometres of conventional, transmission, oil sands and heavy oil pipelines across North America.
Of course, Pembina in 2023 looks very different from its original version. In addition to a vast pipeline business, the company owns gas gathering and processing facilities, and an oil and natural gas liquids infrastructure and logistics business. Today, Pembina can provide a full slate of midstream and marketing services to its customers.
“Over time we extended the value chain,” explains CEO Scott Burrows. “Now we can offer our customers gas processing, pipeline, transportation, fractionation and marketing. We think of it as a one-stop shop. We can solve all our customers’ infrastructure needs.”
Burrows has been at Pembina since 2002. He was appointed CEO last February after serving as CFO for seven years.
“Our business over the last year has been very strong,” he says. “We had a couple big wins in 2022. We did a pretty unique transaction with KKR where we merged three different gas processing businesses into one large joint venture. Operationally, we had our best year ever – record EBITDA and volumes.”
Pembina’s business is comprised of three distinct divisions: pipelines (roughly 60 per cent), facilities (roughly 30 per cent) and marketing (roughly 10 per cent).
“Our pipelines division starts with our conventional pipeline system, which is the backbone of Pembina and continues to be a driver of growth for us,” Burrows explains. The system is a large gathering network which gathers crude oil condensate, ethane plus and propane plus from northeast B.C., through the deep base and into Edmonton. “Our first pipeline originated in Drayton Valley and is still in service today at the highest volumes it’s been in a decade.”
The pipelines business also includes oil sand pipelines and Pembina’s tankage system, as well as the transmission business unit. “These are our long haul cross-border pipelines,” Burrows says. “Our Cochin and Alliance pipelines, which transport condensate and liquids rich gas.”
Pembina’s facilities division was born in 2009 with the purchase of the company’s first gas plant. “It wasn’t necessarily about getting into gas processing,” Burrows notes, “it was about getting into liquids capture. Getting the liquids out of the streams and into our pipelines and fractionation facilities.”
The gas processing business has grown significantly, from 300 million to 5.4 billion cubic feet per day. “A very, very significant footprint in gas processing, as well as straddle plants that sit on some of the main lines to extract liquids from those pipelines,” Burrows points out. The facilities division includes approximately 260,000 barrels per day in
fractionation and two export terminals on the west coast, at Prince Rupert and the Vancouver Wharfs.
Pembina’s marketing division sits on the back end of its other businesses, marketing NGLs and crude from the company’s facilities.
In addition to its main operations, Pembina is also part of several strategic partnerships. “We love our core business and will continue to invest in it,” Burrows reiterates. “We also believe that in order to thrive there’s opportunity to invest in the energy transition and improve the basins in which we operate. We’re always looking at opportunities to decarbonize our assets and make them more competitive in the future.”
One such opportunity is the Alberta Carbon Grid project, in which Pembina has partnered with TC Energy. The project, still in proposal stage, aims to capture up to 20 million tons of CO2.
“We also look to meet global demand,” Burrows continues. “World energy demand is growing or declining slower in
world markets. There are many places where people still live in poverty. They need energy to emerge from that. And we think we can help solve that problem. So we’re pretty focused on getting our products out of Canada and into world markets.”
B.C. LNG in particular, he points out, is some of the lowest emissions gas in the world and has the potential to replace coal in Asia.
To this end, Pembina has formed a partnership with the Haisla Nation to develop the proposed Cedar LNG Project, a three million ton per annum floating LNG facility strategically positioned to leverage Canada’s abundant natural gas supply and B.C.’s growing LNG infrastructure. In March, Cedar LNG received its Environmental Assessment Certificate from the B.C. Environmental Assessment Office and a positive Decision Statement from the federal Minister of Environment and Climate Change.
“We still have a lot of work to do on that before we get to a final investment decision,” Burrows notes. “We signed
an MOU for half of the capacity with ARC Resources. And we’re still working on the engineering, project finance and commercial streams of the project. But I’m feeling good about it, there’s a lot of momentum behind it. Not only is it a great project for Pembina, but it’s a game changer for the Haisla Nation. The relationship we’ve developed with Chief Councillor Crystal Smith, the other Councillors and the community has been pivotal to our collective success.”
Pembina is also part of Chinook Pathways, a partnership with the Western Indigenous Pipeline Group (WIPG), to explore the potential acquisition of Trans Mountain pipeline, upon completion of construction of the Trans Mountain Expansion. “We continue to work with WIPG, who are working closely with many of the communities along the pipeline routeway,” Burrows explains. “This is an important relationship, and we are very optimistic about the opportunity for Chinook Pathways.”
“We’re very bullish on Canadian energy,” he continues. “We think there’s still a significant amount of growth to
come from the Montney resource. And we’re extremely well positioned to capture that.”
Born and raised in Penticton, B.C., Burrows – who at 43 is the youngest CEO in Pembina’s history – majored in finance at UBC before landing his first job at GE Capital in Vancouver. An interest in investment banking led him to apply for a job with Scotia Capital in Calgary in December 2002. “I got the job and moved out here not knowing a single person in this city,” he reminisces. “It was quite the change from Vancouver.”
At Scotia, Burrows developed a close working relationship with folks at Pembina. “Ultimately, Pembina wanted to grow, and I had the skills – finance, investor relations – that matched their needs,” he says. “I was also at a time in my life where I wanted more work-life balance, to spend more time with my wife and newborn son. It was a great match.”
Burrows’ first role was manager of Corporate Development. From there, he quickly rose Pembina’s ranks. “When I joined in 2010 we were a roughly $4 billion dollar company,” he reflects. “We are a $40 billion company today. It’s been a good balance of organic growth, extending off the business we have today, and some pivotal mergers and acquisitions.”
One of his first tasks as CEO was to lead Pembina out of COVID. “I spent a large part of the first year focusing on customers and employees,” he says. “I really wanted our employees to feel like they were part of something. After two years of the pandemic, it felt like we were disconnected and so bringing back that employee experience was a big focus. And ultimately we’re in the customer service business. So making sure I got in front of customers, listened to them and understood their priorities was critically important to me.”
One major piece of work was to revive Pembina’s purpose: “We deliver extraordinary energy solutions so the world can thrive,” Burrows recounts. “It was really important for us to be proud of the industry we work in, and also to recognize that the world cannot thrive without hydrocarbons and the business we do.”
The company also took the opportunity to enumerate its five core values of safe, trustworthy, respectful, collaborative and
After a three-year hiatus, the BOMA Calgary Excellence awards came surging back in 2023. On May 4, the Building Owners and Managers Association (BOMA) of Calgary was thrilled to recognize industry leaders that work in commercial real estate. Excellence is more than a word in our industry, it’s about continuing to improve
as both an industry, and with the world as it evolves around us. Excellence means that we are continually striving, improving, and working towards an ideal. Our awards are aimed to recognize those who have pushed themselves, against other priorities and deadlines, to show themselves and the industry that they are part of a group that strives for excellence.
The award recipients were as follows:
Building Operator of the Year Award celebrates the success of individual building operators and recognizes how their contributions support their company’s accomplishments.
The recipient was Juanito Mercado, GWL Realty Advisors Inc. (Stantec Centre).
Chief Engineer of the Year Award recognizes operations leaders who through their work raise the standards of the industry and demonstrate excellence to their peers.
The recipient was Mohammed N. Uddin, The Cadillac Fairview Corporation Limited (Calgary City Centre).
BOMA Calgary News is a co-publication of BOMA Calgary and Business in Calgary.
Business in Calgary 1025, 101 - 6 Ave. SW, Calgary, AB T2P 3P4
Tel: 403.264.3270 • Fax: 403.264.3276 info@businessincalgary.com www.businessincalgary.com
BOMA Calgary
Suite 225, 550 11th Avenue SW, Calgary AB, T2R 1M7
Email: info@boma.ca • Web: www.boma.ca Tel: 403.237.0559 • Fax: 403.266.5876
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
Keri Cormier, QuadReal Property Group
Talia Purdy, BentallGreenOak
Giovanni Worsley, MNP LLP
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
The Building Operations Team of the Year Award acknowledges that it takes a team of dedicated operators to effectively run a building and looks at all aspects of operations including tenant services, emergency preparedness, workplace safety, energy and waste management. The recipient was the team from Bankers Hall, Brookfield Properties.
The Pinnacle Award for Innovation allows BOMA Calgary to recognize the innovative offerings of the service and supply side of the industry. This year’s recipient was Bee-Clean Building Maintenance Inc.
The Pinnacle Award for Customer Service recognizes and promotes service excellence in the commercial real estate industry. This year’s recipient was ServiceMaster Restore of Calgary. Services for their industry leading approach to customer service.
GDI Integrated Facility Services is your one call destination for expert facility maintenance across Canada. With thousands of team members, decades of unrivalled experience, the ability to service national and multi-regional property portfolios, and a commitment to health and safety; you can trust us to ensure ongoing customer satisfaction by creating clean and welcoming work and leisure environments.
Join us in the great city of Edmonton for three days of dynamic learning, connecting, world-class tours, and networking.
BOMEX is an integral part of Canadian commercial real estate, and our nine-year involvement is a testament to the continued growth and success of the conference.
Fred Edwards CMO, GDI Ainsworth
Year Award recognizes the people who make a difference every day and go above and beyond to ensure their tenants and the public have access to well-maintained spaces.
The winner was the team from Brookfield Place Calgary, Brookfield Properties.
The Emerging Leader of the Year Award recognizes individuals in the Commercial Real Estate Industry who have demonstrated excellence, inspired their team members and are well on their way to becoming the next leaders in the profession.
This year’s recipient was Matthew Kryczmanik, ONE Property Management.
The Malcolm Bryce Staff Member of the Year Award recognizes individuals in the Commercial Real Estate Industry who have demonstrated leadership, initiative, exceptional volunteerism and/or service to the commercial real estate community.
This year’s recipient was Parnell Lea, Brookfield Properties.
The newly minted BOMA BEST Award celebrates high scoring achievements in industrial, retail, and office properties that were verified within the past year.
BOMA BEST Industrial Property –1802 Centre Avenue, Jones Lang LaSalle
The Outstanding Building of the Year (TOBY) Awards looks at all facets of a building’s operation and recognizes quality in commercial real estate buildings while rewarding excellence in building management. The category winners were:
The brand-new Health and Safety Awards recognizes leaders who strive to make health and safety best practises part of their organization’s culture, and/or are innovative in the interpretation and implementation of health and safety practices. The award is presented to both a proprietary and associate member.
Our final new award this year is the Security Team of the Year Award. This award recognizes those in the industry who have demonstrated strong operational foundations, innovation, and resiliency in the profession. It recognizes teamwork, initiative, and service towards safety and security for the industry and its stakeholders.
This year’s recipient was Eau Claire District Security Group, Oxford Properties Group.
Every kid loves a big truck, but very few get to grow up and work with them every day. Greg Stahl learned about trucks – and business – on his father’s shop floor in Edmonton and after college his love for trucks took him throughout the United States working with huge players in the industry including Cummins, Freightliner and Detroit Diesel. Then he returned to Alberta and entered the market here with the acquisition of the Southern Alberta Freightliner dealers Calgary Freightliner and Lethbridge Freightliner in 2008.
Stahl was eager to build the business and envisioned the limitless range of his new enterprise. As he introduced his company, renamed New West Truck Centres, to the market, he set out to put together an incredible team to help him soar in the booming economy. But as is all too common in Alberta, that boom turned bust not long after Stahl took over.
“I picked a hell of a time to buy a truck dealer: oil was at $145 a barrel and then it tanked to $28 a barrel less than six months later. We were in a facility that we had already outgrown and our customer base was fairly impatient about the service levels we were able to give out of a smaller facility,” says Greg Stahl, owner and CEO of New West Truck Centres (NWTC).
Despite the challenges, Stahl hunkered down and used the first two years to fix the things that were broken, bring people on board to create the kind of management team that he wanted, and then build onto that strong foundation to make NWTC a force in the industry.
New West Truck Centres on 15 years of business relation!
It is a remarkable milestone that speaks volumes about our commitment to maintaining long-term partnerships and our ability to navigate the ups and downs of the business world. Our dedication to building strong relationships and providing excellent service has undoubtedly been a key factor in our success together. It has been an honor to work with New West Freightliner and to be a part of the journey over the past 15 years.
New West Freightliner’s unwavering commitment to forging strong and lasting relationships with customers and suppliers alike has resulted in a culture, where everyone at the company considers us as their valued friend and partner.
We look forward to many more years of collaboration and growth together.
With top-notch service and unsurpassed quality, Ward Tirecraft has become the premier tire dealer and auto repair shop in the Calgary area. Tire brands we offer include Michelin, BFG, Toyo, Falken, Hankook and many others!
www.wardtires.com
“The survive mode was the first few years trying to scrape by, and then we had a drive phase where we started to actually measure things like metrics and key indicators about whether or not we were proficient, and now it’s the thrive phase,” he says.
And the company is definitely thriving. Stahl nurtured it from the start, adding fertilizer and water so he could reap the harvest down the road as the company grew.
“Greg has reinvested everything back into the company,” says Adam Asplund, president of New West Truck Centres. “He has been willing to take risks so we were able to grow segments that never would have grown. Not everybody would have been that aggressive in those start up days.”
He was equally aggressive with building the reputation of the company. The team got to know the customer base well and implemented ways to better meet their needs, all the while broadening the company’s scope and reach. After five years in the business, New West joined the Elite Support program and five of its current locations are certified with that program with plans to have all eight on board this year. Daimler Trucks North America’s collaborative program focuses on improving the customer experience at dealerships by delivering fast diagnostics, rapid turnaround and effective communication. With 330 dealerships under the Elite Support umbrella, New West’s clients benefit from that network of professionals across the U.S. and Canada.
Now after 15 years in the market, New West Truck Centres and its unparalleled leadership team have earned a stellar reputation for their commitment to quality and service and NWTC has become a trusted leader in the industry.
Stahl knew he needed to surround himself with the best people to be successful. Since day one, he’s relied on his vice president of sales, Bryan Hutchinson, to help him build the company. Then the addition of Adam Asplund, who is now New West Truck Centre’s president, nine years ago really set in motion the changes that needed to occur to get where they wanted to go.
“Adam was the catalyst for inspiring amazing growth within the company and building a cohesive senior team,” says Stahl.
The leadership team is rounded out by vice president Manny Sidhu, director of Parts Dean Pavlik, chief financial officer Dave Aikenhead and director of Corporate Services Bronaugh Curley. This collaborative group represents a merger of complementary skillsets to create an effective team that’s perfectly aligned with the company’s mission and culture. The norm is to promote from within to fill managerial and ultimately executive leadership positions whenever possible, so everyone in the room believes in the vision completely and is dedicated to bringing that vision to life.
“The nice thing about promoting these people internally to leadership positions is we know they are part of the culture, and we know that we’re not bringing someone in who is going to change that culture or who doesn’t fit. It’s so important,” says Dean Pavlik.
It is no surprise that most of the senior leadership team also worked their way up in the company and are proof that hard work, drive and a great attitude pays off. While the
majority of the senior team has been with New West for more than five years, Dave Aikenhead is coming up on his one-year anniversary as CFO and is the rare example around the table of an outside hire. He fit in well from the start and he felt the difference between New West and previous employers right away.
“When I met with Adam and Greg and the rest of the leadership team, I felt that I was coming to a place where my opinions would be valued and that I would be part of the strategy,” Aikenhead says. “In finance sometimes you get shuffled off to the side and told ‘you deal with the dollars, we’ll do the rest.’ I didn’t get that sense from them. I’ve worked for 10 organizations and it’s not that common.”
That’s fitting, as New West is anything but common. The leadership team is driven to succeed and grow the company in a thoughtful, caring way that elevates people over profit. The past 15 years are the proof that this philosophy is a successful one.
The entire team at NWTC has been carefully curated to ensure the positive, collaborative culture Stahl envisioned when he started is embraced and protected. The values of the company inform everything employees do every day, and a “we not me” attitude is something that is preached from the top down. In the early days, Stahl did the hard work of digging into exactly what he wanted from the company and how he wanted to achieve his goals, and he came up with the acronym P.R.I.D.E. to express his expectations for himself and his team: Professionalism, Responsiveness, Integrity, Dedication and Energy.
New West operates in a professional environment where the team finds innovative solutions for clients and staff is responsive, always answering the phone and responding quickly to clients. The team acts with integrity, doing the right thing even when no one is watching, is dedicated to providing the best possible service and brings energy and a positive attitude to the work every day to ensure clients have a great experience. Through the application of P.R.I.D.E., employees feel connected and invested in the company’s success, which in turn elevates the customer service levels to create strong connections with clients.
“New West has been and continues to be industry leaders in employee and customer
satisfaction. We take great pride in building long-term relationships with our customers and employees,” says Bryan Hutchinson.
The leadership team is meeting with a professional facilitator to revisit and finetune its core values to ensure the company is best equipped to continue on its current trajectory and maintain those high levels of service and satisfaction.
“It’s the little things that make a big difference,” says Stahl, and that difference has helped facilitate the incredible growth of the company.
Stahl’s vision has always been set firmly on growth and it started with a name change. He saw his as a company with no boundaries that would be built on the strength of the team operating it, not any one individual. He didn’t want to name the company after himself, as he intends to have the dealership live on long after he’s gone. With a new name but the same strong relationship with Freightliner and other manufacturers, Stahl set out to have New West Truck Centres be the go-to company for the gamut of truck, service and parts needs across the region.
“I wanted to be beyond the envelop of Southern Alberta and really open it up to a broader potential market. We talk about our goals, and originally it was 20 rooftops in 10 years. That’s our current BHAG,” he says.
Congratulations to Greg, Adam and your team for 15 years in business!
Incredible company and we take pride in being your real estate service provider.
www.lee-associates.com/calgary
New West is well on its way, and that goal isn’t nearly as audacious as it seemed when the team was sitting around the boardroom articulating their vision for the company. On top of its Calgary head office and body shop, New West has locations in Red Deer, Lethbridge and Medicine Hat as well as its first British Columbia branch in Cranbrook and a brand-new location in Balzac.
The company is nimble, and its quick decision-making leads to great value for clients. The new Balzac location is a great example. That location came to fruition after a discussion about the millions of square feet of warehousing that had been built north of Calgary
because of the airport’s expansion to include a runway accommodating massive cargo planes. As more of New West’s customer base was relocating to Balzac, the team identified the value of a parts and service outlet there to make it more convenient for those clients to come see them. They had the real estate agent on the phone that afternoon and established its Balzac location shortly after.
“We’ve been growing so fast that it has forced us to be more disciplined with our strategic planning. We are spending more time around the table having thoughtful discussions about strategic planning so we can map our future, because we do have big plans,” says Asplund. Those plans include opening a new body shop to better accommodate the company’s increased workload. NWTC opened the current body shop across the street from the head office in September 2019 and they quickly outgrew the space. The team found a new space down the street and is in the process of developing a state-of-the-art 25,000-square-foot shop that will have everything required to complete body work for clients, from new paint to frame straightening. New West will double its current body shop staff of 15 in the new space, and the old location will be converted into a pre-delivery inspection centre for New West’s trucking products. The leadership team is always looking for ways to improve efficiencies in the business in order to provide the best services to its client base.
Clients appreciate the expertise of a full-service heavy duty truck dealership that specializes in new and used truck sales, has a comprehensive parts department and performs collision repair and service for all models and types of heavy vehicles. The licensed technicians have the experience to do almost anything a customer could want onsite, whether that is a custom paint job or a total engine overhaul and anything in between.
On the sales side, NWTC’s main segment is truckload carriers, but the company also meets the needs of clients operating with any vocational application including dump trucks, utility service vehicles, refuse, hydrovac, highrail, cement mixing trucks and pick-up and delivery vehicles. The company has a great relationship with Daimler Truck Financial and can offer clients incredible financing and leasing options to make it easier for them to get behind the wheel of a NWTC vehicle.
The company stocks heavy trucks from the best manufacturers in the business including Freightliner, Autocar and SportChassis, and before COVID ushered in supply chain issues, New West was one of the largest stocking dealers in Canada; the team intends to get
back to that level as supply chain challenges abate. While customers can see the inventory that’s in stock online, most prefer to work directly with the knowledgeable NWTC sales professionals who understand the intricacies of these sophisticated products and can find them the perfect piece of equipment for their business. Whether the client is new or a long-time partner, a major player in the industry or a modest operation, New West makes each one feel valued.
“We serve a broad client base, from large companies to a one- or two-truck operator. It doesn’t matter the size of the customer, we give them the level of care and attention that every customer deserves,” says Stahl.
The team understands that a client’s truck is their revenue stream. At New West, the sales professionals go above and beyond to ensure that they deliver products quickly to get that truck on the road and that the shop performs efficient service and repairs to minimize downtime that eats into the client’s bottom line. Organization wide, the sales and shop teams have the knowledge and experience to deliver superior results.
The best and only way to get these results is through quality employees. New West invests in finding the best people for the positions, training them thoroughly and then giving them the experience, opportunity and even formal education to climb the ranks. Employees are treated like family and while they work hard and are serious about what they do, they have a lot of fun too. NWTC experiences little turnover, and the team is proud to be an industry leader and the employer of choice across the region.
“We interviewed some people about what’s important at New West and why they’d want to work here, and we came up with three things: our employees are treated well, trained well and paid well. That’s what a new person looking for a job or looking to move companies is looking for, and we’re able to offer that,” says Bronaugh Curley.
As the company grows, New West is always looking to find smart, enthusiastic, ambitious newcomers to join
the team. The company has strong relationships with trade schools and supports their programming and student body through scholarships and work placements. Every year, NWTC offers summer student programs along with co-op and practicum opportunities for business students in the office with HR, sales and marketing and for trades and supply chain students looking for experience in the shop and warehouse. Many of these students return to New West after graduation to launch their careers.
“We have relationships with basically every trade school in every market area, but the relationship specifically with SAIT is very strong. We hire up to 20 per cent of their graduating class each year,” says Sidhu.
The company won the 2023 award for Canada’s Best Employers for Recent Graduates and was nominated as a top company for women in transportation in 2022 and 2023. One female up-and-comer is Greg Stahl’s wife and rock, Ashleigh, who is completing the dealership management program at SAIT to learn the business so she can help her husband grow the company. She will be in good company. About 16 per cent of New West’s team are women, and the executive leadership team is committed to not only getting more women into the industry as the company grows but to promoting more women into well-deserved managerial and leaderships positions. It is a diverse group of employees, and they all bring different skillsets that keep New West ready for future growth.
That growth will only come if the industry stays strong. To ensure the industry thrives, members of the leadership team remain active on industry boards and committees. Manny Sidhu has been on the advisory committee of SAIT’s school of transportation for almost a decade and chaired it for three years, and Greg Stahl is the first vice chair of the Motor Dealer Association (MDA) to come out of the heavy-duty truck industry.
This involvement allows them to stay abreast of changes and innovations in technology, government regulations and environmental initiatives. New West is staying on the cutting edge of the technology, especially as it explores cleaner energy options. The company supplied chassis to Alberta Zero Emissions Truck Electrification Collaboration (AZETEC), which is testing the long-range fuel cells operating in two hydrogen-powered trucks. As the industry leans into the adoption of electric trucks, NWTC is committing to electrification as they procure new equipment starting with its first electric forklift in the Balzac location.
The company is also operating as greenly as possible in the office. Solar panels take up about half of the roof at the head office to help generate their own electricity and they are installing smart thermostats throughout the organization to reduce energy waste and limit the company’s carbon footprint.
“We’ve just drafted our first environmental sustainability policy so there will be a lot more to come on that,” says Sidhu.
New West cares about the environment and the people in it, and it’s important that the company gives back to the community that has supported them over the years. The company supports a variety of philanthropic causes that are important to the team including donations and toy drives for the Alberta Children’s Hospital, support for the service animals at Dogs with Wings, donations and a truck to the food bank and fundraising along with a van for Janus Academy to help enrich the lives of autistic children.
New West has also been a sponsor for the Calgary Flames and the Calgary Stampeders, and Stahl is an ambassador for the Stampeders Foundation to ensure all kids have the chance to play sports. This spirit of philanthropy goes beyond corporate responsibility; Greg Stahl leads by example personally, too. When he won a sizable 50/50 prize at a Stampeders game, he donated it back to the Calgary Colts and Calgary Bantam Football organizations so more kids could fall in love with the game like he did.
As a former college football player, Greg Stahl’s philosophy is drawn from Notre Dame football coach Lou Holtz, and everyone lives those tenets every day at New West: “Ability is what you’re capable of doing, motivation determines what you do, and attitude determines how well you do it.” And as ability meets motivation and attitude, there will be no stopping the New West Truck Centres team.
The federal government’s targets for greenhouse gas emissions currently include a 30 per cent reduction in nitrous oxide emissions by 2030, which the government called both “ambitious and achievable.”
However, Canadian farmers and agriculture organizations across the country have doubts about this target. Western Canada already ranks fairly high on the global nitrogen use efficiency scale, according to Rob Saik, founder and CEO of AGvisorPRO, but there are always reasons to keep improving. Saik and other industry leaders all agree there are already some extensively researched best practices that farmers can introduce on their operation, but more needs to change for adoption incentives and cost sharing.
For Saik, the first step in adopting efficiency practices are farmers knowing the basic agronomics of their field. While there are a lot of blanket approaches or recommendations,
each region – even every field – has its own soil makeup, nutrient levels, hydrodynamic needs, etc. Moving from one field to another could mean drastic changes in what practices would be the most effective.
The majority of Western Canada soils have not been soil tested, but if this became common practice, individual farmers would have vast amounts of information on what is in their field, from the level of organic matter to nutrients; including nitrogen and other essential nutrients like phosphorus, potassium and sulphur that are also vital for plant growth. This can be used to formulate an efficiency plan for the growing season with agronomic recommendations also being used to demonstrate and measure emission reductions and efficiencies, says Saik.
Saik also notes that volatilization, nitrification and leaching cause the biggest losses of nitrogen, one through evaporation and the other two through water movement. These losses can be significant.
“They can be anywhere from five to 15 per cent, and in high pH soil conditions, that volatilization can be as high as 30 per cent,” says Saik. “So, think about at 100 pounds of nitrogen per acre, and losing 10 per cent of that nitrogen to the atmosphere as free ammonia to the volatilization.”
Knowing the agronomics of their field can help farmers take action to reduce these losses, he notes, but more incentive policies could be put in place to help farmers. “Can we get some sort of an incentive for adopting technologies that would reduce volatilization and leaching, thus resulting in a reduction of nitrous oxide emissions?”
4R nutrient stewardship – right source, right rate, right time, right place – has become a mainstream practice over the last few years, and research institutions have been working on it for the last decade, according to Mario Tenuta, senior industrial research chair of 4R nutrient stewardship at the University of Manitoba. The program itself is done in partnership with Natural Sciences and Engineering Research Council of Canada, Western Grain Research Foundation
and Fertilizer Canada with the sole purpose of finding ways of reducing nitrous oxide emissions in Canadian farming practice through extensive field research.
Farmers have always practiced 4R stewardship in some form, Tenuta says, but now they are working on tracking the full extent of these practices and the difference they are making in nitrous oxide emissions reduction.
Through their research, they are seeing more reductions when fertilizer is applied at the very end of October or beginning of November, even early spring. However, through split applications of fertilizer applications being included in the growing season, Tenuta says they are finding upwards of a 60 per cent reduction of nitrous oxide emissions when, for example, application is done to kneehigh grain corn in Manitoba.
“We’re primarily looking at more early growing season applications in the nitrogen rather than later in the season,” he says, “which is a bit riskier, especially as you get more and more arid to the west and southwest.”
Wetter conditions make for higher emission rates through those nitrification and leaching processes, so Tenuta admits this is a balancing act for finding the right time.
The simplest practice that Tom Bruulsema, chief scientist with Plant Nutrition Canada, notes for farmers to adopt is a nitrification inhibitor. There are a number of products available that will slow down nitrification and therefore reduce emissions from anywhere between 20-50 per cent. However, there are some difficulties in measuring the absolute effect since reduction levels are dependent on a few factors.
“In Western Canada, emissions are smaller, so the emissions reductions are smaller, as compared to Ontario, and Quebec,” says Bruulsema. “And then, specifics of the farm – the soil texture, the landscape and the drainage of the soil – also has effects.”
There is also value to the grower in investing in inhibitor products since it will increase fertilizer efficiency which will increase yields by a small amount without much cost savings.
Despite having the world's fifth largest potash reserves, the United States imports 95% of its potash, exposing the nation to unnecessary food security risks as global supply chains falter in the aftermath of the Covid-19 pandemic and recent political sanctions. Sage Potash Corp., a recently-listed potash exploration company on the Toronto Stock Exchange (TSXV:SAGE), aims to eliminate these issues by developing a cost-effective sustainable supply of potash locally in the US.
Sage values local, accessible, and efficient potash production to eliminate the costly shipping fees, import charges, and food security risks that come with outsourcing this essential mineral. North American citizens and farmers alike are positioned to benefit from the implementation of an American potash production operation as it would promote cost consistency that American farmers can rely on.
Located in the Paradox Basin in Utah, Sage is optimally positioned to tap into a high-grade and large-scale resource deposit. The Paradox Basin is believed to contain more than 25% of US potash, yet it only produces 3.5% of US demand. The US government has already approved a spending plan of 1 Billion USD aimed at increasing American potash and fertilizer production, further highlighting the essentiality of local potash production, particularly in a region so rich with resources.
Sage's innovative approach involves solution mining, a process that is far more efficient, cost-effective, safe, and environmentally friendly than traditional mining practices. This technique involves injecting a salt saturated brine solution underground to access potash reserves. The upfront capital cost of a solution-mining operation is typically far lower than its conventional mining counterpart, while also allowing for
extraction from far greater depths.
By establishing a local and reliable potash supply chain for the US, Sage is dedicated to protecting North Americans from food security risks.
Sage Potash Corp. provides an opportunity to satisfy the growing demand for locally produced potash in the US while simultaneously keeping food production high and food security concerns under control. Its advanced solution-mining technologies, access to large-scale and high-grade potash resources, and short timeline to production make it an attractive investment opportunity for farmers and investors alike.
Head to www.sagepotash.com for more information, or scan the QR code below.
Reliable information informs policy and is valuable to researchers who are trying to measure practice efficiencies. Bruulsema knows this can be controversial for farmers, but more data needs to be collected and shared, even just with a trusted aggregate rather than a government organization.
“Someone needs to know what’s been done where, so that the science-based models used to estimate greenhouse gas emission have reliable information on what’s been done so that they can predict what the benefit of those practices is in terms of mitigating environmental problems.”
Federal nitrogen reduction policy has been keeping Bruulsema busy for the last few years. The government announcement in December 2020 was the first anyone in the fertilizer industry heard about plans to set a reduction target, and collaboration with the industry evolved rather slowly.
“We’ve successfully had some good meetings where we exchanged perspectives on how realistic that target was to achieve and what were the obstacles in reaching that target,” he says.
The government has already recognized the cost-sharing potential of nitrogen inhibitors since there are large reductions of emissions without the direct benefit to farmers.
“Nitrous oxide doesn’t have any negative effects directly, specifically on that farm, so it’s really a societal benefit by reducing nitrous oxide emissions. Those are products that are worthy of cost sharing,” says Bruulsema.
Further discussion is happening on which nitrogen inhibitors would be chosen for a cost-sharing program. “Not every product on the market that has the claim to be a nitrification
inhibitor is necessarily as efficacious as another. So, there’s a lot of work to be done to sort out some of those questions.”
If farmers are going to reduce their nitrogen inputs, it must be done without “jeopardizing product productivity and profitability of farmers,” says Tenuta. They are working at the University of Manitoba to understand how these costs become barriers to adoption.
Another barrier to adoption is government mandates. This does not sit well with farmers, he says, but if adopting a practice will help farmers save money on their fertilizer bill, that becomes more of an incentive for adoption.
While fertilizer reduction practices have been important to profitability and minimizing losses, Bruulsema also encourages other indirect emission reduction practices, like planting timing, controlling weeds, nitrogen-fixing plants in the crop rotation and avoiding soil compaction.
One other point Bruulsema stresses is that the industry itself is focused on sustainable and environmentally friendly fertilizer production. Development of green and blue ammonia products have become a focus of the industry, with the production process getting its own carbon footprint overhaul through renewable energy sources. There is no clear date for their release into Canadian markets, but Bruulsema is expecting new products in the next three to five years. However, availability and effective pricing has already been a challenge for the industry.
“We need to be prepared for a future where we’re not just simply using the same products that we are used to using now, particularly urea.”
Despite the practical necessity for workplace health and safety rules and guidelines to be detailed, complex, sometimes convoluted but comprehensive and strict, they are also a vital business priority. Because, ultimately, effective workplace health and safety is all about – people!
In all businesses, whether employees work at desks and computer screens – and particularly in industry, manufacturing, contracting and construction and many other workplaces which specifically involve physical functions – health and safety continues to be a crucial priority.
“Workplace health and safety is critical for businesses, because it protects the business’ most valuable asset – its people!” says Riane Marrs, occupational health and safety specialist with Canadian Centre for Occupational Health and Safety (CCOHS). “When people spend so much of their time in the workplace, it is important to keep them healthy, safe and thriving.
“It is also important to not just focus on the physical aspects of health and safety. In addition to the risk of injury and illness, health and safety issues can have a serious impact on the psychological health and safety of employees.
“There are psychological impacts of unsafe working conditions that can lead to decreased morale, productivity and absenteeism. There are also considerations if an incident does occur, how it affects others in the organization. Addressing and resolving health and safety issues before an incident occurs is critical,” she points out.
“Employers, workers and health and safety committees or representatives working collaboratively to address health and safety issues can help increase morale and make employees feel valued.”
They key is having a strong health and safety program that engages everyone in the organization. It has been documented by survey after survey. “When health and safety are part of the overall culture of an organization, the company is building a solid safety culture based on trust.”
The Occupational Health and Safety (OHS) program at the University of Calgary Continuing Education is a comprehensive, 800-hour laddered program consisting of OHS Fundamentals, OHS Advanced and an OHS Diploma. The program offers competencies regulated by the International Network of Safety & Health Professional Organisations (INSHPO).
According to Denise Howitt, senior manager of EHS Systems and Compliance of UCalgary’s OHS program, “Employees are by far the most significant asset of any workplace. When they feel safe and secure, they can focus on delivering their best, and it leads to better performance and a lower risk of incidents, injuries and illnesses.
“Safety also pays off by fostering a culture of continuous improvement, where employees are empowered to speak
up and suggest ways to make workplaces even safer and more productive.”
The contemporary workplace trending shows that, in addition to looking after the physical and mental health of employees, strategic and effective workplace health and safety programs are also important for the business of business.
“SAFETY ALSO PAYS OFF BY FOSTERING A CULTURE OF CONTINUOUS IMPROVEMENT, WHERE EMPLOYEES ARE EMPOWERED TO SPEAK UP AND SUGGEST WAYS TO MAKE WORKPLACES EVEN SAFER AND MORE PRODUCTIVE,” SAYS HOWITT.ABOVE: DENISE HOWITT, SENIOR MANAGER OF EHS SYSTEMS AND COMPLIANCE OF UCALGARY’S OHS PROGRAM.
ALTHOUGH EMPLOYEE MENTAL HEALTH HAS BECOME WIDELY ACCEPTED AS A MUCH TOO COMMON WORKPLACE HEALTH AND SAFETY ISSUE, PHYSICAL RISKS AND INJURIES DO CONTINUE GETTING MUCH OF THE STEREOTYPICAL WORKPLACE HEALTH AND SAFETY ATTENTION.
It is undisputed that workplace health and safety programs positively impact the business’ bottom line.
“Workplace health and safety programs reduce operational costs, boosts retention, maximizes productivity and morale, attracts top talent, and it also enhances a company’s reputation as a responsible and caring employer,” she emphasizes.
Although employee mental health has become widely accepted as a much too common workplace health and safety issue, physical risks and injuries do continue getting much of the stereotypical workplace health and safety attention.
According to Alexander Shevalier, president of the Calgary and District Labour Council, “Workplace health and safety remain critical, because every year, about 1,000 people are killed on the job. Additionally hundreds of thousands are injured.
“The unconditionally key priority is that everyone should go home safe and healthy. But business also pays a price. A big price. Workplace injuries cost the economy an estimated $29.4 billion, with more than $20 billion being in direct health costs.”
Occupation health and safety stats and regulations now embrace the incidence of mental health in the workplace. OHS surveys underscore that employers now recognize the importance of managing psychological health and safety in relation to business success. Not addressing psychological health and safety in the workplace is a significant cost to the Canadian economy.
The stats are undisputable and warn that some impacts of workplace mental health problems and mental illnesses are:
• approximately 30 per cent of short and long-term disability claims
• among the top causes of disability claims by over 80 per cent of Canadian employers
• the leading cause of disability, absence and presenteeism
SAFETY INSPECTORS HAVE THE LATITUDE
HAND
TICKETS
SPOT,
FROM
TO
FOR COMMON VIOLATIONS SUCH AS FAILING TO WEAR FALL PREVENTION GEAR OR KEEPING A WORKSITE FREE FROM SLIP HAZARDS. THE PROVINCE CONTINUES TO AGGRESSIVELY RAMP-UP UPDATED AND FOCUSED ATTENTION ON WORKPLACE HEALTH AND SAFETY, AND UPGRADED ALBERTA OHS LEGISLATION AND CHANGES WERE IMPLEMENTED THIS MARCH.
“First and foremost, everyone should feel safe when coming to work,” says the dynamic Janyce Rideout, human resources business partner with Salopek & Associates, the Calgary-based and award-winning team of business and human resource consultants specializing in strategy, human resources and board governance. “This includes both physical safety and psychological safety. And physical safety at work has been linked to worker’s mental well being.”
Chris Butler is a knowledgeable and experienced Salopek & Associates health and safety professional, with 20+ years of providing expertise to sectors such as education, healthcare, telecommunications, oil and gas, and municipalities. “Common characteristics of a psychologically healthy and safe workplace include supportive managers and coworkers.
“Also a culture that values the individual’s well-being, skilled people-leadership, respectful working relationships, support for employees’ personal growth and development, and the resources needed to manage workloads. It is also important to have employee involvement in decisions, as well as recognition for contributions.
“Most importantly, a key to mental health in today’s workplace is employees having the flexibility needed to achieve a work-life balance,” Butler adds.
“Last year, a report from Alberta Occupational Health & Safety (OHS) tracked that those that feel mentally and physically safe at work have been found to be more productive, have higher morale and job satisfaction, decreased turnover, interpersonal conflict, WCB claims, legal risk, sick leave and LTD,” Rideout points out.
Although Alberta’s OHS rules and guidelines are pro-active, focused and itemized, many consultants, analysts and
labor leaders continue to beat the drums about provincial enforcement and business compliance.
Alberta safety inspectors have the latitude to hand out tickets on-the-spot, with fines ranging from $100 to $500 for common violations such as failing to wear fall prevention gear or keeping a worksite free from slip hazards. The province continues to aggressively ramp-up updated and focused attention on workplace health and safety, and upgraded Alberta OHS Legislation and changes were implemented this March.
“Challenges employers often face when dealing with workplace health and safety are questions around understanding how to be compliant with legislation,” Rideout adds. “Including what compliance is required from businesses of various sizes. Creating an OHS Safety Program, establishing an OHS Committee and creating Employee Engagement and buy-in with OHS.”
In many cases, compliance is proportionate to awareness. “Many organizations are not aware that they meet the threshold, based on number of employees, for requiring a health and safety program, as well as a joint Health and Safety Committee or Health and Safety Representative,” she says. “From an HR perspective, we often see non-compliance for the Workplace Harassment and Violence Prevention policies and processes, including training.”
UCalgary’s Denise Howitt cites Todd Conklin, a world renown expert in the field of workplace safety and human and organizational performance. “Conklin has dedicated his career to improving health and safety in high-risk industries,” she notes. “And he consistently emphasizes the role of organizational factors in creating and preventing accidents.
“He defines safety as not the absence of events, but the presence of defenses.”
In recent years, the Calgary real estate market has experienced fluctuations, with factors such as a pandemic and increased mortgage rates contributing to these changes.
Today, the market is experiencing a “significant boom,” says Plintz Real Estate realtor, broker and owner Dennis Plintz. “It’s like nothing we’ve ever seen before. It’s like a wild stallion where buyers and sellers alike are struggling to stay in the saddle. But don’t let the excitement and frenzy fool you, there are still important things to keep in mind when navigating a booming market.”
Plintz says that inventory levels are at their lowest in almost two decades. “It is unequivocally a sellers’ market. Despite higher interest rates, real estate prices in Alberta are still on the rise and expected to continue on an upward trajectory. In fact, more people moved to Alberta in 2022 than any other province in Canada, topping out at about 160,000 people.”
He adds, “At the end of 2022, we saw some of the lowest vacancy rates in a decade at about 2.7 per cent in Calgary.”
Calgary Real Estate Board (CREB®) chief economist AnnMarie Lurie agrees that it is a sellers’ market and says, “The main challenge has been related to supply levels. New listings were expected to ease as higher lending rates would make it more difficult for the move up buyer. However, the pace of decline in new listings has exceeded expectations.”
PLINTZ SAYS THAT INVENTORY LEVELS ARE AT THEIR LOWEST IN ALMOST TWO DECADES. HE ADDS, “AT THE END OF 2022, WE SAW SOME OF THE LOWEST VACANCY RATES IN A DECADE AT ABOUT 2.7 PER CENT IN CALGARY.”ABOVE: PLINTZ REAL ESTATE REALTOR, BROKER AND OWNER, DENNIS PLINTZ.
CREB®’s most recent housing market report reveals a decline in sales activity in the first quarter (Q1) of 2023. New listings in Q1 declined by 40 per cent, preventing any significant shift in supply levels given the relatively strong sales. Calgary inventory levels averaged 2,812 units in Q1, 21 per cent lower than last year’s levels, and over 42 per cent below long-term Q1 trends.
“With a sales-to-new-listings ratio of 71 per cent and a months supply of under two months, conditions continue to favour the seller,” says Lurie.
“WITH A SALES-TO-NEW-LISTINGS RATIO OF 71 PER CENT AND A MONTHS SUPPLY OF UNDER TWO MONTHS, CONDITIONS CONTINUE TO FAVOUR THE SELLER,” SAYS LURIE.ABOVE: CREB® CHIEF ECONOMIST, ANN-MARIE LURIE.
PLATEAU AND HAVE SEEN SOME NOMINAL DECREASES.”
The report also indicates that the real estate market experienced extremely tight conditions in the beginning of last year, resulting in significant price increases that peaked at $544,733 in Q2. Although the supply and demand balance remained tight throughout 2022, prices did decrease in Q3 and Q4, partially correcting for the rapid rise earlier in the year.
However, a further tightening of the supply-demand balance in Q1 halted the declining trend in prices. The quarterly benchmark price rose by almost two per cent compared to Q4, reaching $531,200, but remaining below the peak in Q2.
Sales activity at the start of 2023, says Lurie, has performed as expected. “Over last year’s all-time record high performance in Q1, sales activity has slowed by 43 per cent. The steeper decline in Q1 was expected, given the upswing in sales last year that occurred as buyers were eager to get into the market ahead of expected rate gains.”
So far this year, Lurie says that no further rate gains have occurred, however, higher lending rates have affected sales, somewhat. “Despite the decline, sales activity has remained well above pre-pandemic levels, thanks to recent gains in migration coupled with a stronger employment market.”
Calgary-based Mortgage Connection Broker Skye McLean says, “Variable mortgage rates have increased by about 4 per cent since February 2022, with the Bank of Canada holding the overnight rate steady in their April 2023 announcement. We are seeing the variable mortgage rates offered by banks start to stabilize but not decrease or have deeper rate discounts yet.”
She adds, “Fixed mortgage rates, mainly the standard five-year fixed rates, have more than doubled since the fall of 2021, but since peaking in March 2023, these fixed rates have started to plateau and have seen some nominal decreases.”
McLean also points out that the Canadian mortgage market has become, over the last few years, increasingly more competitive. “Various lenders and banks offer more specialized products. With all these competing lenders and options to choose from, leveraging a mortgage broker to navigate the mortgage market is more important than ever to get the best product and rate.”
“For the second half of 2023,” says Plintz, “prices will rise, and inventory will slightly increase. Not necessarily because of new home construction, which is more expensive than ever relatively speaking, but because of the number of clients potentially moving outside of Alberta and/or resurfacing to go on the market now that we have a stronger market. Demand will outpace supply for the remainder of the year.”
Given what happened last year, Lurie says some of the fluctuation in price was expected.
“However, price growth to date has been stronger than expected. Given the limited supply currently on the market, we could expect to see some stronger price growth through spring, potentially supporting a modest annual gain in 2023.”
MCLEAN ADDS, “FIXED MORTGAGE RATES, MAINLY THE STANDARD FIVEYEAR FIXED RATES, HAVE MORE THAN DOUBLED SINCE THE FALL OF 2021, BUT SINCE PEAKING IN MARCH 2023, THESE FIXED RATES HAVE STARTED TO
Although Calgary is faring much better than some other major Canadian areas, the impact of immigration on Canadian housing is significant, urgent but not very complicated. “Where will they all live?”
According to Canada’s latest Immigration Levels Plan for 2023-2025, the country hopes to welcome a record-breaking number of immigrants over the next three years. The annual targets are 465,000 permanent residents in 2023; 485,000 in 2024; and a milestone goal of 500,000 in 2025.
Last year, the top three countries of origin for new immigrants were India (108,080), China (28,700) and the Philippines (20,110).
While immigration occasionally flares up as a sometimescontroversial hot topic, impartial and unbiased demographers, economists and current and former federal governments emphasize the upsides. High numbers of immigrants are good, important and necessary.
The summarized consensus of the vital positives is: the high targets are in place to help Canada compensate for its aging population and low fertility rate, which continue to compromise the country’s available labour force. The experts make the case for Canada’s high immigration targets as an essential boost to sustain the Canadian labour market and ensure that Canada’s economy remains strong.
On the flip side, some economists, major municipalities, social service providers, lenders, developers and landlords voice cautious concern. Will Canada be able to house all the immigrants it hopes to welcome by 2025? And, with complex industry trends and projections, “where will they live?”
Some analysts share concerns that, although the immigration target numbers may be high, it may also be an undercount when compared to Canadian reality. Because, while the focus is often on new immigrants arriving in a given year, many newcomers are already in Canada as nonpermanent residents, and Canada often underestimates the actual totals in its immigration data.
A recent CIBC Economics study, the government may have underestimated numbers by more than 100,000 just in 2022. The study also points out the challenges of estimating newcomer impact on housing.
Not only economists and experts but immigrants and Canadians alike are worried that this country may not be able to handle the housing needs of the immigrants Canada will welcome in the next three years, and beyond. Particularly given Canada’s already problematic housing crisis.
Earlier this year, Victor Dodig, chief executive of CIBC warned that that the influx of immigrants will set off the
largest social crisis over the next decade, if something is not done to correct the housing shortage.
“Canada wants 1.5 million more immigrants by 2025,” notes the plugged-in and experienced Randall Bartlett, senior director of Canadian Economics with Desjardins Group. “That influx will increase home prices and lower affordability, unless the country moves swiftly to build much-needed accommodation.
“The bottom line is that Canada must immediately boost housing starts by almost 50 per cent, just to keep fundamental demand for housing from racing ahead of supply.”
Bartlett, the co-author of the Desjardins Group report, estimates that that nationally housing starts will need to increase by an average of 100,000 units, from their base case of 210,00 this year on an annualized basis, and a base case of 215,000 in 2024.
“That rate of construction would set a record for the fastest pace of housing starts in Canadian history, he says. “And I am not so confident that it will happen. Using history as a guide, the supply response is likely to be insufficient to prevent an increase in prices and an erosion of affordability,” he says.
The Desjardins report also cautions about the housing impact of the targeted high numbers of immigrants projected for the next three years. “Leaving immigration at 2018-2021 levels would have a much more pronounced impact on keeping home prices lower, and minimizing the erosion in affordability,” the report warns.
Facts are facts. Canadian home prices fell for an 11th straight month as rising interest rates continued to limit what prospective buyers can afford, ramping up pressure on the country’s housing market.
Earlier this year, according to the Canadian Real Estate Association, the national benchmark price for a home declined 1.9 per cent to $714,700 ($532,060). Down 15 per cent from last year’s peak.
The Canadian housing market has seen an abrupt reversal from its frenzied pandemic days, as the central bank started raising interest rates last year to combat inflation. The fast rise in borrowing costs has priced-out buyers, squeezing
“THE BOTTOM LINE IS THAT CANADA MUST IMMEDIATELY BOOST HOUSING STARTS BY ALMOST 50 PER CENT, JUST TO KEEP FUNDAMENTAL DEMAND FOR HOUSING FROM RACING AHEAD OF SUPPLY,” SAYS BARTLETT.
The overall housing situation is aggravated by rising interest rates that have made buying a home unaffordable for many people, pushing them into the market for rental properties. And although experts and analysts caution about the impact of immigration on all levels of housing – real estate markets and new builds – the crunch is particularly for rentals.
While various experts caution about the undercount of actual immigrants who urgently need a place to live, many housing sector insiders outright warn that, with a few exceptions like Calgary, the situation is serious and dire, especially for immigrants needing apartments.
The numbers and the trends do not lie. Canada is experiencing its fastest population growth since the 1970s, and apartments have become extremely hard to find. The national vacancy rate on rental buildings is below 2 per cent, the lowest since 2001.
In some ways, Calgary is a bit of a positive, at least stable, anomaly, compared with some other major Canadian areas.
Shamon Kureshi, a board member of the Calgary Residential Rental Association (CRRA) and president and CEO of Hope Street Management Corporation, points out: “A cursory review of CRRA members highlights the trend of increasing demand from those persons who have recently arrived in Calgary. Of note, we seem to find many such persons originate abroad but arrive in Calgary as a second stop. Recent trends seem to suggest that many overseas immigrants arrive in one of Canada’s bigger cities, but eventually arrive in Calgary.
“We attribute this to our edge in housing affordability – rents in Calgary are among the lowest in Canada’s big cities – and our buoyant jobs market. One reason for this trend in improved affordability is our province’s regulatory environment. Alberta does not have a regime of rental price regulation, instead relying on free market factors like supply and demand.
“These factors encourage investment from landlords,” he adds, “which improves an already tight supply of rental homes and keeps Calgary’s rental rates among the lowest in Canada.”
Whether it is new Calgary immigrants or significant interprovincial migration of people from other parts of Canada opting for the Calgary good life, Calgary housing, particularly rentals, fare very well by comparison.
“Conversely, regulated rental markets like Vancouver or Toronto have an effect of scaring off investment from landlords, reducing supply considerably,” notes Kureshi. “This leads to sky high rental rates in regulated cities like Vancouver and Toronto, where a mere one-bedroom unit can fetch as much as $3,500 per month, nearly double Calgary’s average.
“There’s no doubt immigration is causing a Canadian housing problem but, at least here in Calgary, we’re in pretty good shape.”
“CONVERSELY, REGULATED RENTAL MARKETS LIKE VANCOUVER OR TORONTO HAVE AN EFFECT OF SCARING OFF INVESTMENT FROM LANDLORDS, REDUCING SUPPLY CONSIDERABLY,” NOTES KURESHI.
Golfers often search for the answer before they finally go to a PGA Professional for help. The internet certainly gives us a lot of videos and tips to navigate for the answer. This can be helpful, but it can also hurt your progress.
When I’m working with a client one change does not lead to a solution. This is because the golf swing is made up multiple parts contributing to the whole golf swing. If you change one piece of your swing machine, then other pieces and the timing mechanism also need to adapt to this change. Complicated?
In my teaching experience I learned that golf swing changes happen in multiples of two – i.e., if the golfer has a swing path that is outside-in of the target line, the golfer will need an open clubface to hit the ball in the direction of their target. Thus, if I help a golfer learn how to square clubface, and he/she doesn’t change their path, then the ball flight will be a dead pull (to the left for a right-handed golfer.)
It would be wonderful if I helped a golfer with this swing change and then automatically their path cured itself. This can happen, but it’s a long process. It is my job to help coach the golfer through the process and the frustration of learning the motor skill. It’s my job to predict what’s going to happen in the practice sessions, so that client believes in themselves and can see the benefits of the end goal.
A good swing lesson starts with a proper swing analysis. There’s never been a better time in the history of golf teaching that we can have concrete data to show our students exactly what their golf club is doing through the impact zone which directs the ball’s flight. Video analysis allows the PGA Golf Professional to show and explain how the golfer’s personal swing is affecting the ball’s flight. Prescribing the right drill or solution is an art, and students then need to learn and
HTTPS://WWW.MCKENZIEMEADOWS.COM/ACADEMY/GOLF-TIPS
perfect a drill. This takes work, patience and understanding as it is difficult to learn a motor skill. Finally, the golfer needs to incorporate and trust the change achieving balance, rhythm and timing in their swing; freeing their mind of conscious thought associated with the drill.
The golf swing is a complicated motor skill. So the next time you are searching for the answer on YouTube ask yourself a few things:
1. Have you analyzed yourself properly?
2. Is the drill the solution to your problem?
3. Are you doing the drill correctly?
Assuming you have all these things correct, it’s important to know that some other pieces in your swing machine are going to have to adapt to this change. This is going to take time, patience and perseverance. So you better hope number one, two and three are correct, or you may find golf improvement frustrating.
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.
With the provincial election wrapped up, several businesses will be asking themselves, what now? Following an election – regardless of which party succeeds – a new government will be formed to represent those who are newly elected. With that, there are several changes that businesses need to be aware of. These changes can impact a business’ operations, regulations and policies, so it is important to stay informed and be prepared. The below information is applicable, regardless of who wins an election.
To summarize the process, during a provincial election, the candidate in each constituency who wins the most votes becomes the constituency representative as Member of the Legislative Assembly or rather, an MLA. The Legislative Assembly, located in Edmonton, is where elected representatives from the 87 constituencies across the province will meet to determine and debate government priorities over the next four years. Each new session of the Legislative Assembly –regardless of whether it is the same party or a new
political party – will open the session with a Speech from the Throne, which outlines the broad goals and direction for the elected government.
The elected government will also choose a cabinet. Cabinet ministers are MLAs in charge of leading specific government ministries. Several ministries make up the Alberta government, which deliver programs and services to Albertans. Cabinet ministers will receive mandate letters from the Premier, indicating the directive and priorities for their department. Promises made during the campaign trail help inform the mandate letters.
The election of a new government can lead to changes in taxation, labour laws, environmental regulations, and other policies that can directly impact businesses. These changes can either provide new opportunities or create challenges for your business. Which is why it is important to monitor the elected government’s legislative agenda and stay informed of any changes that could affect you.
Businesses should stay informed about the government’s policies, announcements and legislative agenda. One can do this by reading news articles, attending events and following government social media accounts.
As government mandate letters and priorities are shared, businesses should assess the impact of new policies on their operations, financials and other areas. Businesses should review their contracts and agreements to ensure compliance with any new policies or regulations.
By understanding what each ministry is focusing on, businesses can strategically position themselves with the elected government. To share business priorities, challenges and solutions, one should send congratulatory letters – on behalf of the organization – to newly elected ministers and relevant ministries.
If the MLA in your riding has changed, it is important to connect with your newly elected official. Businesses should plan to interact with the government regularly and make any necessary changes to strategies to adapt to new policies.
Being prepared for any changes brought on by a new government is important for businesses to maintain their competitiveness and respond to policy changes. It is crucial for businesses to stay informed and act proactively to adapt to new policies.
The Calgary Chamber is dedicated to advocating on behalf of businesses of all sizes, in all sectors and across the city on the most pressing issues facing your business. If there are specific challenges you would like to address with the government, reach out today and become a member with the Calgary Chamber at calgarychamber.com/membership.
Get it all. With Ewan. It’s simple: storytelling matters. So trust Ewan. Ewan has the experience, creativity and capability to bring every story to life.
Paula Lestinho learned about hard work and gratification from her parents. Growing up in Portugal and arriving in Canada in her early teens, she had to learn a new language and culture and overcome the challenges that come with that. Years of helping her parents clean commercial offices every evening for extra income sparked her entrepreneurial drive to create an outside-the-box cleaning company with an amazing reputation and unique way of doing business.
To make this happen, after graduating from Father Lacombe High School she enrolled in the business management program at S.A.I.T. and in 1992, she launched her own cleaning business, White Spot Janitorial, now celebrating 30 years in business.
Being an owner in an industry dominated by men, Lestinho brought something new to the market. Potential clients liked the idea of a woman looking after their cleaning needs. Starting out, she wore multiple hats. She handled business development, human resources and supervising, as well as executing day-to-day tasks on top of being a mother and wife. She worked hard and proved herself in the marketplace. As her reputation for quality grew, so did her business. Now she employs more than 200 people serving more than 75 valued clients with services in day, evening and weekend shifts cleaning over 10 million square feet of space every week.
on and productive on every decision as she fulfils contracts in retail, offices, educational institutions, medical facilities and transportation facilities. The team is well trained, committed, bonded and certified, and the custodians take pride in providing exceptional quality service.
“The key to a successful business is its people. That is the biggest asset; if we take care of the staff, they’ll take care of your
Congratulations White Spot Janitorial on 30 years!
We are proud to be a part of your success.
appreciative of them and how they represent my company.”
Lestinho has been on the other end of the mop and understands what it takes to get the job done to her exacting standards. She offers continual education and support to not only facilitate staff in doing their job well but to inspire them to move up in the company. In a transient employee business, White Spot has great retention and retains a wealth of industry
With over 15 years of experience in IT infrastructure design, implementation, management, and support.
We can take your business to the next level.
www.itomni.com
Calgary based
managed services provider, consulting and support.
experience on the teams. When leaders create an environment where people feel seen, heard and understood, transformative outcomes become second nature.
It is important for Lestinho to show both her staff and her clients how important they are. She holds custodian recognition events that reward hardworking individuals to keep her staff motivated and empowered, and she maintains customer appreciation platforms that allow clients to engage with the company through feedback to ensure they receive everything they need from their cleaning company.
White Spot is always trying to do better, from implementing enhanced cleaning practices to keeping up with the latest industry techniques in this changing world. The team strives to eliminate bacteria and viruses in clients’ workplaces, delivering on its mission to provide that “wow factor” for both clients and staff. This year, White Spot was recognised by one of its suppliers (Dustbane Products Ltd.) on National Cleaning Week with 1,000 trees planted in the company’s name, which is a huge accomplishment for our planet.
“I have deep gratitude for this opportunity to serve Calgary, meeting many amazing individuals and diverse cultures that created a sustaining life in the most significant way,” she says. “Thank you to all that have been a part of my journey and remember that if you are looking for an amazing cleaning company, please call us.”
It has been an incredible journey of determination and persistence for Janice Larocque, founder and president of Spirit Omega, every step of the way.
Larocque’s company, along with subsidiary Fast Labour Solutions (FLS), is an award-winning recruitment service provider, specializing in Indigenous recruitment, community engagement and consultations. Omega’s team is passionate about addressing the lack of diversity and Indigenous representation across the nation. Their aim is to break down the barriers faced by all minority populations trying to enter into the workforce.
A well-defined mission has guided Larocque from the start. “It was important to me that Indigenous peoples
had access to the job market - good salaries and safe jobs,” she explains. “I was determined to build a bridge to close the gap between Indigenous peoples and corporate Calgary.”
Spirit Omega began operations in 1998, a monumental feat for Larocque who, at the time, was a single mother with limited resources.
A Métis woman from a small community in Manitoba, Larocque is no stranger to barriers. As the manager of an Indigenous Career and Employment centre in 1990, she swam upstream against an overwhelming tide of barriers that prevented Indigenous peoples from finding good jobs or launching careers. But while she could do nothing
PUBLISHED BY BRITTANY FOUQUETTE | PHOTOS BY APEX MEDIA WORKSto undo the systemic and complicated issues that made employment difficult for her clients in the past, Larocque saw a future full of possible change.
She took her business plan to various banks but could not secure a loan, even though the business was in operation. She attempted to get entrepreneurial training, but was turned away from the classroom. Undeterred, Larocque pressed on.
She reached out to good friend and small business advocate Helen Turchen, now deceased. Turchen agreed to help Larocque finance the business. Larocque also received support from The Congress of Aboriginal People and from Alberta Women Enterprises. “Alberta Women Enterprises supported us 100 per cent,” she says. “We secured five business loans as we advanced the company.”
In time, the company’s fortunes continued to improve. “Although I was turned away from traditional banks and declined access to entrepreneurial education, Husky Energy (part of Cenovus Group of Companies) and Canadian Pacific Railway (CP) said yes to me,” Larocque reminisces. A significant barrier had been broken and Spirit Omega had an “in” with two large, very well-known corporations. More than 20 years later, both Husky and CP, and many others that followed their lead, continue to rely on Spirit Omega to provide qualified workers.
With that bridge in place, demand continued to grow.
“In 2000 we opened Fast Labour Solutions (FLS) to keep pace with the services needed in the industrial sector,” Larocque explains. “In 2001 we added our safety and training division so we could provide even more comprehensive solutions for our clients.”
The global financial crisis of 2007 did not spare Alberta, Spirit Omega and FLS included, yet both stood strong on the bridges they had built. “Of course, we were affected by the slump in 2007,” Larocque admits. “However, by 2008 we were back on track and sales reached nearly $2 million.”
How? Diversity. Inclusion. Reconciliation. Tenacity. Grit. When there was no path, Larocque created one. When someone said no, she found someone that said yes. She built a team of likeminded individuals determined to make the world a better place. And she directed the team’s focus beyond job placement and career training for everyone (the
As an Indigenous woman-owned company, our niche has been and continues to be diversity recruitment for contingent workforce management solutions. For over 20 years we’ve led the way in Indigenous employment, offering services like Indigenous Recruitment, Indigenous Consulting and Community Engagement, setting us apart from our competitors.
firm supports all nationalities and genders), to giving back to people and communities.
“Our companies provide natural disaster services,” she notes. “In 2013, when Calgary and the surrounding area experienced devastating floods, we reacted quickly. We recruited over 300 workers and had them out helping to clean up and rebuild in Calgary, Canmore and High River within a few days. It was important for us to support our community during this tough time.”
Similarly, in 2016 when the wildfires devastated many communities and companies in Fort McMurray, Spirit Omega and FLS responded. “We didn’t hesitate to send more than 600 workers to aid in the recovery efforts,” Larocque says proudly.
In 2020, when Fort McMurray experienced major flooding, the company hired over 200 community members to advance the cleanup. “We were the only agency that hired locals,” Larocque points out, “many of whom had lost their jobs.”
Disaster assistance is just one way the teams at Spirit Omega and FLS give back to the community. They also volunteer their time and donate their money to many causes.
The brands’ growth remains strong. In 2017, Spirit Omega signed contracts with ExxonMobil, Imperial Oil and Syncrude.
Ken Olausen, VP General Manager, elaborates: “Today, Spirit Omega has surpassed more than $25 million in annual sales while continuing to grow into new markets nationwide. We have placed several thousand people into the workforce, carrying a much larger talent pool than most realize. Not only are we a leader in workforce diversity solutions, we are also one of Canada’s first and most successful woman-owned Indigenous employment agencies.”
In recognition of their hard work, determination and commitment to diversity and inclusion, Spirit Omega, FLS, and Larocque have been honoured over the years with several awards.
In addition to the RBC Woman of Influence - Telus Trail Blazer Award, recognitions include:
· Alberta Chamber of Commerce - Aboriginal Women Entrepreneur
· Calgary Chamber of Commerce - Aboriginal Entrepreneurship
· Global TV’s - Women of Distinction (Business)
· Shell Canada’s - Vendor of Excellence
· Métis Nation of Alberta - Skilled Métis Labour Force
· CANDO - Economic Developer of the Year, Aboriginal Private Sector Business
· CAMSC - Small Business of the Year
· Esquao - Institute for the Advancement of Aboriginal Women (Business)
· The Ivan Ahenakew Award - Business Métis Entrepreneurial Leadership Award
· The Minister’s - Award for Excellence
“I created our slogan - Leaders in workforce diversity solutions! - 25 years ago,” Larocque reflects. “I wanted to set a trail where everyone is treated equally, no matter their gender or culture. That ideal has never changed. We support everyone in their career endeavours.”
At the same time, Larocque cherishes the unique service her company provides: “I am very grateful to continue to specialize in placing Indigenous peoples in quality jobs. Our presence is national. We hold Master Service Agreements with multinational corporations and have provided services to hundreds of private, public, and not-for-profit organizations.”
“I would like to acknowledge and thank all our employees and customers that helped contribute to our incredible growth and success over the last 25 years,” she continues humbly. “We would not have accomplished this milestone without you.”
Having met and broke every barrier she encountered, and having built countless bridges in their places, Larocque is not yet done. As truth and reconciliation continue to help Canadians understand Indigenous cultures and the many things they offer, Larocque knows that the difficult conversations and meaningful changes are just beginning.
Larocque’s journey, whatever it holds, will continue to pave the way set forth by those who forged the path of inclusion and diversity before her. But this time, she won’t journey alone. She’ll have the strength of Spirit Omega behind and beside her – a powerful team, a growing legacy, committed clients and a nation that is embracing change.
by Rennay Craats | Published by Brittany Fouquette
What started with one truck, a tiny office, a staff of four and an abundance of ambition and drive has grown into a multi-generational Calgary success story. Ray Davidson and Bill Enman merged their talents and their names to create Davidson Enman Lumber in 1948, first in Lethbridge and then expanding to Calgary three years later. As their reputation for integrity and quality products grew, their business grew alongside it; by 1959 they had outgrown their Macleod Trail location, so they built their new headquarters on 42 Avenue SE where it sits today.
“This was just about out of the city back in those days. People thought he was crazy to start way out in the sticks, but look at us now,” says Dan Davidson, co-owner of Davidson Enman Lumber.
By 1960, Davidson Enman Lumber (DE) left Lethbridge and focused on serving its growing customer base in Calgary. Ray bought his partner out of the business in 1963 and set out to establish the supplier as the go-to company for contractors and professional home builders. Since then, Ray Davidson passed the company to his sons, Doug and Greg, who continued to grow the company and welcomed the third generation of Davidsons to the ownership core when Greg retired in 2017. Now brothers Jeff and Dan Davidson
head up the day-to-day operations of the company with support from their father, Doug, as he nears retirement.
“If you took a time machine back to the late-40s and told our grandfather that in 2023, DE’s not only still around, but it’s thriving under the management of his grandsons, I think he’d be pretty proud of that. And so are we,” says Dan.
There is plenty to be proud of. The full-service supplier offers a complete line of products including Spruce, Fir and treated lumber as well as various sizes of Spruce, Fir
and concrete forming and fire rated plywood. DE also has a catalog of building supplies including rebar, fibreglass insulation, poly and bagged concrete. Along the way, the company brought on a selection of finishings like door hardware, mouldings and panels to afford clients the convenience of getting everything they need in one stop.
In the 1980s, Davidson Enman added a truss division located on 44 Street SE that is staffed by talented techs who assist clients with truss and flooring system designs. There is an amazing team in place that runs the division when the management is at the head office, but Jeff and Dan have their eyes on growth and efficiency that could bridge the divide.
“The next five-year plan would be to try to join our truss division and our lumber division together in one location and become a bigger, stronger sales force with more buying
power to be able to better supply Calgary in the future,” says Jeff Davidson, co-owner of DE.
After all, the key to Davidson Enman’s 75-year success is the company’s commitment to customer service for its list of long-time clients. The company has established a solid reputation in the industry, earning the repeat business of many of its loyal customers over the course of several
Photos by Riverwood Photography
decades. Whether the team is supplying products for large construction services firms, general contracting companies, major home builders in the city or a walk-in looking to build their own garage or deck, DE is dedicated to exceeding expectations to ensure that customers leave happy and will return for their next project.
And there have been countless projects. Davidson Enman has been involved in many of Calgary’s iconic building projects, and you’d be hard pressed to find a large development that didn’t have DE’s fingerprints on it somewhere. From sourcing antique moulding and doors to keep the Heritage Park restoration accurate to being involved with building infrastructure to facilitate the 1988 Olympic Games, from helping get the Ring Road built to providing services to get the South Health Campus hospital finished, DE has gone above and beyond to help clients build Calgary into the worldclass city it is.
“We want to continue to make our mark on Calgary even bigger. We helped build the Calgary Tower, the Saddledome, the Stampede grandstand, and we plan to keep being involved in those big projects around the city in the future,” says Jeff.
Whether projects are large or small, the team does everything possible to fulfil and complete customers’ orders quickly and get them out for delivery often within a day or two; they never want to be the reason for a client to be behind schedule. Ray Davidson built the company on service and the generations that followed him have continued to hold customer service as a critical core value.
“What’s got us here is exemplary customer service,” says Dan. “We hang our hat on the service end of it, that personal touch that people really appreciate. I think that’s what has gotten us to 75 years.”
The Davidsons credit their fantastic teams at both locations for maintaining those high service standards. From the management staff to the delivery professionals on the road, the family has taken the time to build great relationships with the stellar team of around 80 employees, which in turn encourages staff to build great relationships with customers. Since Ray started building his company in the 1940s and 1950s, the family has tried to attract like-minded service-
oriented people and treat them well to ensure they want to stay. The result is a team of many long-tenured employees who love their jobs and are invested in seeing the company grow and succeed.
There is a great balance between younger staff just launching their careers and more seasoned employees who are happy to pass along the knowledge they’ve acquired over their decades with DE. The Davidsons are grateful for the expertise held by the amazing group of dedicated professionals at the company, and they know it’s the staff’s hard work and dedication that has contributed greatly to the success and longevity of Davidson Enman Lumber.
To show their appreciation for the years of service and dedication to building the company, the Davidsons are hosting a golf tournament in Banff for staff and customers as well as throwing a barbeque bash for staff and their families to celebrate the 75th anniversary.
“Operating for 75 years is a significant amount of time for any business let alone a family business. I think it’s a testament to our strength that we’ve weathered the ups and downs in the market, different economic conditions, successfully navigated through industry changes and a pandemic, too. To last this long and to have key employees stay with us through thick and thin has been incredible,” says Jeff.
To have a locally-owned family business survive and thrive for 75 years is remarkable, but that history is a mere steppingstone not a finish line as the third generation of Davidsons continue to carry on the family legacy at Davidson Enman Lumber.
Everything Wayne Gamester needed to know about success he learned from his parents on their PEI potato farm. They instilled a strong work ethic in their nine children who grew up helping others in their community.
“We didn’t have money growing up, but we had better than that. Our parents instilled good values in us. They told us if you treat people the way you want to be treated, you’ll go places,” says Wayne Gamester, founder of Alberta Fire & Flood. “We grew up learning how to work.”
Armed with little more than those life lessons and the $1,000 he’d saved working for the county, Wayne and a friend headed west in 1981. His friend’s mother contacted a school friend named Lou MacEachern who agreed to hire
the boys at his restoration company in Calgary. The day they arrived in Alberta, they started working.
Lou and his partner, Eldon Hardy, mentored Wayne, teaching him every aspect of the restoration business over the next two decades. Wayne was eager to build something of his own so in 2003 he started Alberta Fire & Flood (AFF) in his garage.
“I took a little leap, contacting some people I knew in the industry to see if they’d give me some work and they promised they would. They did! Our customers have been faithful ever since,” he says.
Wayne applied his east coast work ethic to the task of building a company from the ground up. The staff of three
worked out of their 600-square-foot garage, and with the support of his wife, Pam, he established himself in the industry. Before long they outgrew the garage and rented their first warehouse and then a larger one, and finally moved into their current 34,000-square-foot office and warehouse on Farrell Road SE in June 2015. With every move, AFF added more staff to accommodate the increased workload and today the company boasts a dedicated team of 36 employees ready to serve their residential and commercial customer base.
For 20 years, Alberta Fire & Flood has been the first call when emergencies happen, and spaces and contents need to be restored after water, fire or smoke damage. The team is also proficient in treating asbestos and mould, sewage back-ups and storm damage, and is certified to deal with biohazards and forensic clean up at crime scenes and unattended deaths. AFF has a small carpentry shop onsite and minor rebuilds have become a major part of the business.
AFF has a wealth of experience from trained and certified staff that it can draw on and it has become a preferred vendor for insurance companies helping their clients navigate the restoration process after emergencies.
Alberta Fire & Flood is now extending its scope to include offering emergency restoration and treatment of building envelop failures to commercial clients in property management and larger tenant condominium management companies.
While the company is focused on Calgary and the surrounding areas, when major events occur across the province, it’s all hands on deck. Alberta Fire & Flood is proud to mobilize a team and do all they can to help.
“Every disaster that has hit, from the Slave Lake fires in 2011 to the flooding here and in High River in 2013, the fires in Fort McMurray in 2016 and the floods in Fort Vermilion and Fort McMurray in 2020, we’ve gone to them all,” Wayne says.
We are a full service general contracting company that has been working with the restoration industry since our inception. Our services extend through all areas of construction and include all stages of the build process.
We specialize in custom millwork and cabinetry as well as structural repairs. Our ability to be a multifaceted company is what sets us apart from others in our industry and our attention to detail and quality is our foundation.
info@trulinecontracting.ca | 403-465-0137 | www.trulinecontracting.ca
Main Plant: 402-53 ave SE. Calgary, Alberta
Ph: (403) 262-3791 • Email: info@towercleaners.ca
www.towercleaners.ca | crdn.ca
After the wildfires in Fort McMurray, AFF assembled a team of 200 made up of staff and temporary employees, liaised with an oil company to have them create a camp for the restoration team using prefab modular buildings, and then they got to work. They spent about five months in the area treating smoke, soot and fire damage to allow people to move back into their homes.
“We had to split our staff because you still have to run things here in Calgary and look after your clients that look after you here every day,” Wayne says.
The staff does whatever it takes to look after clients on every job. Wayne and Pam Gamester appreciate and value their hard work and look after their employees in return, from providing an onsite gym for staff to offering attractive wages with the option of commission packages for those
with more drive. The Gamesters strive to promote from within and many of their project managers started out as frontline staff. This has helped them retain the high experience levels in the company and protect the positive culture they have built over two decades.
While they are working in terrible, challenging circumstances, the team still has fun together on and off the clock. They have regular potlucks and social events, and the senior leadership team checks in at job sites to make sure everyone has what they need or to bring meals to support them and give them one less thing to worry about.
“They are more like family than employees. They are loyal and hardworking people, and we really are a tight knit group,” says Pam Gamester.
Family is what drives the team., The Gamesters’ daughters, Chelsa and Emily, “helped with inventory” as kids and now their husbands work at the company. Restoration is also the Templemans’ family business and Rick’s daughter, Brooke, joined AFF to help her dad grow the company. The owners take care of the community as well as they do their work family. They support Women in Insurance Cancer Crusade (WICC) with an annual Stampede fundraiser that last year netted $21,000 for the cause. They also donate to the Alberta Children’s Hospital and host food and clothing drives for veterans while also supporting their industry through scholarships for insurance programs.
The staff does whatever it takes to look after clients on every job. Wayne and Pam Gamester appreciate and value their hard work and look after their employees in return, from providing an onsite gym for staff to offering attractive wages with the option of commission packages for those with more drive.
Community, family and integrity are the pillars of AFF, and the Gamesters brought on three like-minded partners over the years in Fletcher Armstrong, David Smith and Gary Wellon to help them build the business. Fletcher and David retired, and the tragic passing of Gary left a void that is being filled by Rick Templeman since bringing his 44 years of experience in the industry to the team in July 2022. Rick is poised to take over the company in the next five years so the Gamesters can retire.
“I’m looking forward to building the business and bringing my family into it – the whole family is in restoration,” says Rick Templeman, general manager of Alberta Fire & Flood.
“I’m excited for the opportunity.”
The Gamesters know he will grow and better the company they poured their hearts into for the past 20 years, and they are sure that Alberta Fire & Flood couldn’t be in better hands.
Growing up with the delivered Daily Herald while feasting on the likes of George Orwell’s Road to Wigan Pier, I was well acquainted with the plight of coal miners and the bleak conditions of the working class of northern England. They sure needed a voice, and it was thanks to the unions that they were able to enjoy a better living for their families.
Move on to today, and I am no more sympathetic. It seems that greed shows up in the constant ask for more money and benefits that some deem it necessary to take strike action.
Let there be reasonable agreements, but do they not understand that strikes do not bother the executives too much, it’s the you and I that suffer.
A good example was pilots threatening to strike over last month’s long weekend. Plans by people to visit families caused nerve-wracking waits, vacation plans had to be put on hold for fear of not being able to return to work.
Workers causing chaos with the working class – doesn’t seem right.
And thinking of air travel, what a shame that the Calgary International Airport has decided to decommission the wind-up sculptures that have been a star attraction for the past 10 years.
Waiting to board planes gets to be pretty tiring so watching young children wind up the six-metre-high sculptures by Calgary artist Jeff de Boer, and look in amazed awe at the toy versions of historical planes carouseling around the towers, took some of the dreariness of airport waits and delays away.
Spring has finally sprung, and so has the number of scooters dashing around the downtown core.
Must be somewhat exhilarating for riders, and so cheap and convenient, but let them beware. Don’t scare pedestrians
and don’t ignore stop signs and red traffic lights – or we just might follow Paris where 90 per cent of voters in a referendum wanted to ban rental battery-powered scooters. And on the subject of battery-powered transport, I was interested in a Letter to the Editor in the Herald that questioned why electric powered cars get away without paying a tax like we have to every time we fill up at the pumps.
Canada has had some wonderful cartoonists supplying works of art on a near daily basis; Duncan Macpherson and Terry Mosher are two of the best.
Locally we have enjoyed a very talented team including Tom Innes, Sid Barron and, in my opinion, the best in drawing talent with a great sense of political irony, Vance Rodewalt.
Reading that our fine leaders at city hall are back discussing the rules and regulations for keeping chickens in the back yard, I would like to see Rodewalt take on planners working hard to design the perfect – and to be followed to the nail –chicken coop suitable for all neighbourhoods.
Just might need a couple of cans of Prairie Lube to follow them.
Guess it’s rather obvious that I am a lover and promoter of the printed word. I avoid many TV commercials thanks to PVR, but find some very creative (i.e., expensive), however I have a couple of problems with today’s showings.
They run into each other so fast I can’t move quick enough from hives to hamburgers to Huggies. And I think it’s a crime that so many car ads seem to glorify urban racing with vehicles speeding through city streets – not a good example for anyone with a hot foot.
Anticipation is the sweetest of pleasures.
