November 2011 Business in Calgary by Business in Calgary

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Business

Hall of Fame Junior Achievement celebrates Calgary’s 2011 Business Hall of Fame Laureates

• manufacturing • Calgary’s Top industries • Financial Planning

Perspective Newsletter Page 61

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Contents PuBLisheRs

Volume 21 • Number 11

on our cover…

Tim Ottmann & Pat Ottmann

eDiToR

Derek Sankey

P. John Aldred | Jack C. Donald | Sydney Kahanoff (Posthumously)

coPY editoRs

Lisa Johnston & Nikki Mullett

NOVEMBER 2011 $3.50

Cher Compton cher@businessincalgary.com

contRiButinG desiGneRs Kenji Doshida Jessi Evetts

www.businessincalgary.com

ART DiReCToR

administRation

Nancy Bielecki nancy@businessincalgary.com Ashley Nicol ashley@businessincalgary.com

ReGuLaR contRiButoRs Richard Bronstein Frank Atkins David Parker Lonnie Tate Mary Savage

this issue’s contRiButoRs Nikki Mullett Shannon Clive Anthony Forman Gord Hawker Andrea Mendizabal Stewart McDonough Mike Fotheringham Marek Drywa

Business

Hall of Fame

Junior Achievement celebrates Calgary’s 2011 Business Hall of Fame Laureates

PhotoGRaPhY

Cover photos courtesy of Junior Achievement of Southern Alberta

adveRtisinG saLes

Bobbi Joan O’Neil bobbi@businessincalgary.com Brent Trimming brent@businessincalgary.com Carla Wright carla@businessincalgary.com Evelyn Nykyforuk evelyn@businessincalgary.com Rachel Katerynych rachel@businessincalgary.com

• Manufacturing • Calgary’s Top Industries

editoRiaL, adveRtisinG & administRative oFFices

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Online at www.businessincalgary.com Annual rates: $31.50; $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, and Canmore, and the Calgary Chamber of Commerce 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

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Newsletter Page 61

• Financial Planning

diRectoRs oF custom PuBLishinG

Bernie Cooke bernie@businessincalgary.com Kim Hogan kim@businessincalgary.com Tiffany Smith tiffany@businessincalgary.com

Perspective

COVER 29 • Business hall of Fame

Junior Achievement celebrates Calgary’s 2011 Business Hall of Fame Laureates: P. John Aldred, Jack C. Donald, Sydney Kahanoff (Posthumously) By Derek Sankey

THIS MONTH’S FEATURES 22 • calgary’s hidden success stories

Manufacturing companies don’t always get the recognition they deserve, but this thriving sector has many achievements and stories to tell By Derek Sankey

42 • calgary’s top industries By Shannon Clive

View our electronic issue of this month’s magazine online at www.businessincalgary.com

6 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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Contents

Volume 21 • Number 11

(THIS MONTH’S FEATURES CONT’D) 61 • HRAC Perspective November issue

71 • Nearing the End By Nikki Mullett

76 • Preparing for a Financial Disaster

Financial ruin isn’t far away for many Canadians in the event of an injury or sudden illness, but there are ways to prepare for such a situation By Anthony Forman

ANNIVERSARY PROFILES

81 • Keystone Excavating Ltd. Keystone Celebrates 30 Years of Movin’ Dirt

91 • Convergint Technologies LTD

Passion, Integrity and Technology Converge to Create a Powerhouse

COMPANY PROFILES

77 • Merani Reimer LLP 98 • Vintage Stove Resortations Inc.

42 CALGARY’S TOP INDUSTRIES REGULAR COLUMNS

BY SHANNON CLIVE

While Calgary’s major export markets – the U.S. and other he sense of optimism and improved economic perforCanadian provinces – are showing slow signs of improvemance of Calgary’s economy has been tempered in ment, Alberta businesses are now looking abroad to fuel recent months with a dose of uncertainty about global 10 • Stop. Hey. What’s that sound? markets, but there remains a feeling of hopefulness about growth. Even small or medium-sized companies areNovember trying2011 By Richard Bronstein to tap into new markets as was evidenced by a trade misthe prospects for 2012. Calgary Economic Development THE MAGAZINE OF THE CALGARY CHAMBER OF COMMERCE sion to China this year where companies of all sizes joined releases its annual business survey in September and several 12 • Where is the Cultural Deﬁcit? economists have reinforced a delegation to drum up business overseas. Innovative firms caution about how Calgary’s Newthe Chamber series brings Welcome to November’s Perspective! are paying greater attention to international markets and economy will fare in the months ahead, but also point out together Aboriginal and By Frank Atkins President’s Message business leaders energy companies are generally feeling positive about their that many sectors continue to post relatively strong numimproved capital budgets compared to 2009-10. Key projects bers when it comes to modest growth. 14 • Lines From the Past such as TransCanada Pipeline’s much-anticipated Keystone Some of Calgary’s top industries powered strongly ahead By Lonnie Tate XL pipeline and Enbridge’s proposed Northern Gateway – the energy sector continues to see increased investment pipeline to the B.C. coast are signs that Calgary’s oilpatch is and activity – but nobody is expecting to see a return to 99 • Leading Business moving in the right direction. boom conditions any time soon. The pieces are all there for While some of Calgary’s top industries showed negative a good year ahead, but there is also a sense of caution about 105 • The Calgary Report growth in the years leading up to this point as a result of global events such as the Eurozone crisis and soft economic the downturn, CED’s forecasts predict positive growth for all Current developments for Calgary Telus Convention performance Centre, in the United States. Tourism Calgary, Calgary Economic Development, andInvestments in infrastructure will help keep things rolling sectors between now and 2014. Talk of a “double-dip” recession may be sneaking back into some economists’ forecasts, along as Calgary officials try to attract more investment into Calgary Technologies Inc. and there are very real deficits that governments are trying the city to keep a positive motion moving forward. There is to deal with around the world, but from a Calgary perspecclearly less pessimism than was seen during the height of 110 • Marketing Matters tive most sectors still look relatively strong and healthy the recession in 2009. Developers are pushing ahead with In This Issue By David Parker heading into 2012. Sector by sector, the outlook appears to major real estate projects, the vacancy rate for office space be good by most accounts. Economists don’t expect to see in tightening up and companies are looking at export marany sudden boom, but most companies are happy to see kets beyond the U.S. as they look to broaden their available modest growth at a tenuous time. markets.

perspective

NOVEMBER 2011

BY TYSON VANDAMENT

by Aly Bandali

HR keeps transitioning every day in organizations to play a leadership role in organizational development. One of the methods used is Talent Management (TM). Within any great TM strategy is succession planning, a critical component of an overall TM strategy to help any organization recruit, retain, engage and develop the most talented and superior employees available in the job market.

n October, the Calgary Chamber of Commerce launched the Aboriginal Business Connection (ABC) initiative, an event series designed to share best practices and generate business partnerships between industry and Aboriginal communities. “The business case for Aboriginal engagement is clear,” says Ben Brunnen, director of policy and government affairs and chief economist at the Calgary Chamber of Commerce. “Aboriginal communities are the largest untapped labour force and one of the best partnership opportunities for economic development in Alberta. Benefits from working with the Aboriginal communities include accessing a stable workforce, achieving diversity in the workplace, and helping to gain support for projects.” The first two events of the series focused on issues at the heart of Aboriginal relations: corporate social responsibility

As a business strategy, TM must be fully integrated within all of the employee-related processes of the organization. Within these processes, HR plays the role to differentiate succession planning from replacement planning (a process that only serves to grade an individual solely on the basis of their past performance). From an integrated approach, HR assists strategically by helping their organization identify and develop potential successors for key positions (I would argue all positions) within their organization through a systematic evaluation process and training. This type of approach makes the process largely predictive in judging an individual for a position they might never have been considered for. Great succession plans use these systematic evaluations to look into the future to project what the company needs and identifies candidates thus stabilizing leadership at all levels.

“Aboriginal communities are the largest untapped labour force and one of the best partnership opportunities for economic development in Alberta.” ~ Ben Brunnen

and accessing capital. On Oct. 21, Sam McCracken, chairman of Nike N7, shared his experience working with Aboriginal communities, particularly Nike’s effort to serve this unique market, promote healthy lifestyles and affect positive change in Aboriginal communities. McCracken touched on many issues, including Nike’s N7 apparel line, which includes the N7 Air Native basketball shoe, which was designed specifically for the wider feet of Aboriginal people. L E A D I N G BU S I N E S S N O V E M B E R 2 0 1 1

RESIDENTIAL CONSTRUCTION

8 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com New home construction is essential for any city and Calgary developers have been getting creative in their offerings to consumers. The past 12 months have been good to the construction industry as a whole in Calgary. While some areas saw more modest growth, others experienced a heightened demand after a slow recovery in 2010.

I hope you enjoy this issue of Perspective as it views succession planning from a number of different points of view. The editors and authors represent some of the diversity of opinion as well as knowledge bases.

Calgary business community alongside the Human Resources Institute of Alberta (HRIA). We will continue this year with the following partnerships:

• November’s Perspective is embedded in Business in Calgary magazine to provide greater exposure for our profession and organization.

• Maintaining the relationship with the Calgary Chamber of Commerce by the President participating in their HR committee meetings to discuss timely HR issues and legislative input within the business community. • Proudly supporting two prominent local universities. - Mount Royal University’s Human Resources Advisory Committee Legacy Scholarships. This scholarship fund provides two annual scholarships to students in HR programs.

- The University of Calgary to support graduate students pursuing HR studies.

• Partner with HRIA to support Junior Achievement’s Calgary Business Hall of Fame awards. By continuing to strengthen partnerships with organizations such as the ones above, HRAC will continue to influence policy to improve the abilities of our partners to meet their goals and objectives within the business community; hopefully in a continued socially-conscious manner. Thank you,

On another note, the HRAC will continue to elevate the capacity of the HR professional and profession in the

Aly Bandali, CHRP President, HRAC

President’s Message ...................................................................1 Editor’s Notes ................................................................................2 Understanding the Emotional Side of Succession Planning...................................................................3

“OO” Succession Planning: Replacing the C-Suite ................................................................4 Confronting the Reality Gap....................................................8 Develop Your Leaders of Tomorrow, Today: Succession Planning...................................................................9

Real Estate Board (CRED), residential sales continued to gain momentum in Calgary this year, totalling 14,832 after the first three quarters, a seven per cent rise over last year. “Despite recent turmoil in the global economy, Calgarians are showing confidence in the long-term prospects for the city and are taking advantage of affordable and stable home prices,” says Bob Jablonski, president-elect of CREB. Single-family home sales totalled 1,036 for the

Health, Safety and Wellness

Stop. Hey. What’s that sound? • Richard Bronstein

Stop. Hey. What’s that sound? By Richard Bronstein

oing to the polling station for Calgary Elbow in the Progressive Conservative Association of Alberta leadership election was almost like a high school homecoming for me. There were at least a dozen families there I know very well who would never, under almost any circumstances, be caught voting for a conservative party. Yet there they were, lined up to cast their ballots for Alison Redford, the new leader of the Alberta PCs and the next premier of the province. Depending how true Redford is to her campaign promises and how well she handles the huge responsibilities of forming a new government, these same people are likely to support her in an upcoming general election too. Who are these new Redford voters? They are moms, dads, workers, employers; they are families with school-age children, families caring for elderly parents, families who have to deal with colds, flues and other illnesses. They are middle-class families who work hard and try to save a bit. They are educated, responsible and believe in looking after one’s neighbours. The other thing they have in common is that none of them are ideologues; neither of the left nor the right. I am amused that so many expert commentators are saying that Alison Redford is a “liberal” and that could mean a heap of big trouble in the faceoff against Danielle Smith of the “libertarian” Wildrose Party. Oh dear – do people not pay attention to what is going on under their noses? So let’s say it once out loud for the slow learners. Ideology is dead. Deceased like the poor stiff parrot in the Monty Python sketch. The wonderful thing about social media is not so much that the candidate can address new ranks of voters; it is that new voters can directly address the candidate. So when people talk about their concerns – laying off teachers, lack of senior care beds, health policy made behind closed doors (with outcomes that are expensive and not necessarily effective), and environmental degradation among other issues, it is the wise candidate who listens and crafts policies in response. Social media enable a new form of interaction that is not

mediated by professional pollsters and the Old Boys club in the non-smoking back rooms of our day. You’ve heard Mayor Naheed Nenshi talk about it and now Alison Redford is talking about it too that politics today is about “The Conversation.” It’s about people connecting with leaders (and with each other) who they feel are most tuned to their range of issues and concerns. People know not to expect miracle solutions, but people also know when someone is genuinely listening or not. One pragmatic example – Redford listened to Alberta teachers and parents about the government’s education cuts and promised to reverse them. So do the new political math – how many parents are there in Alberta with kids in school versus how many MLAs are there in the PC caucus? And whose endorsement would you rather have if you were running for election? Redford’s win in the PC leadership does not end Alberta’s system of political cronyism, but she has cracked open the door and let fresh air waft in through the windows. Redford has shown, as Mayor Nenshi proved earlier, that when you throw the political process open to all, people do want to join in and have their say. The secret is to keep this conversation alive from one issue to another, from one year to another because meaningful change is hard to do in politics. But at the end of the day, there are many more parents with school children and families with illnesses than there are oilpatch executives and cattle barons in Alberta. To put it another way, there are many more plain ordinary citizens than there are special interest groups. If you can harness those citizens, and you do that by listening, then you have a chance for meaningful transformation. A lot can happen in politics in six months and our new premier will need the wisdom of Job, the craft of Saladin and the loving kindness of Jesus to unite her party and start implementing some of her reforms. But if I were a betting person, I would not bet against Alison Redford. And I would bet against Danielle Smith. Once a young rising star, Smith now seems like the oldest politician in Alberta, wedded as she is to the meaningless rhetoric of “true conservatism.” Ideology is just so yesterday. BiC

10 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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Where is the Cultural Deficit? • Frank Atkins

By Frank Atkins

Where is the Cultural Deficit?

t one time the Canada West Foundation used to represent the West, and more specifically Alberta. Lately, it seems to have fallen victim to what might be called the consultant’s curse: individuals and groups are willing to pay you well to support certain viewpoints, so you do a study that supports these viewpoints. Two incidents of this come to mind. First, several years ago, Calgary Economic Development commissioned a study from the Canada West Foundation concerning infrastructure in Calgary. This study purported to show that Calgary was suffering from a large “infrastructure deficit.” The study never really defined the term infrastructure deficit and never really applied any sound economic analysis to show that, whatever an infrastructure deficit is, it exists in Calgary. In spite of this, politicians, led by then Mayor Bronconnier, glommed on to the term infrastructure deficit in order to support their spending plans. We now apparently have a new type of infrastructure deficit, and the Canada West Foundation is once again involved. This time it is called the “cultural deficit.” The Canada West Foundation and a group called Transformation Calgary are claiming, without any shred of evidence, that Calgary has a cultural deficit. What is even more amazing is that these groups are claiming that they

can eliminate this cultural deficit if the City of Calgary could levy a one per cent GST in order to pay for recreation and cultural facilities. This is a very strange proposal that I urge us all to oppose. Here we have a municipal government that fails to recognize that it has a severe spending problem, not a revenue problem. It is all well and good to say that any money raised by this tax will be earmarked for specific infrastructure projects, but this would just free up money that the city was going to spend on these projects in the absence of this tax. Therefore, we would be just giving more revenue to a government that has a spending problem. Suppose that we took the concept of cultural deficit at face value, and assumed that this simply means that we do not have enough of what might be traditionally called “the arts.” If we actually have a cultural deficit of this sort, it is not for lack of supply of culture, but rather demand. This tax is being marketed as if it will help the arts, with the implication that poor struggling artists will benefit. Is the city going to buy art on our behalf that we chose not to buy in the first place? It seems to us that Calgarians are already consuming the amount of culture that they want. Perhaps this proposal is telling us that we do not know how much culture we really want, and that

12 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

Transformation Calgary is going to fix this for us. I find it very curious that part of the cultural deficit includes recreation centres. It is not at all clear why Calgarians should give the government more taxpayer money to build and run recreation centres that compete with private sector recreation centres. This is a very inefficient use of taxpayer money. Perhaps Transformation Calgary has a very limited definition of recreation centres in this case. Some of the supporters of this proposal are associated with professional sports franchises in this city. A cynical person may be inclined to believe that this is just a tax to build a new arena to replace the Saddledome. The Canada West Foundation and Transformation Calgary claim that there will be continual plebiscites to approve where the money goes and how much will be spent. This, of course, implies that continually going to the voters is costless, which is not true. The dangerous element here is that this is clearly a group who understands the power of marketing. The fact that they are currently trying to sell the proposal as a “one-cent tax” clearly shows this. As with a lot of taxes, the money will get spent quickly and there will be claims that it is just not enough. Next time, when they want to raise it to two per cent, it could be marketed as “it is only one cent more.” BiC

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TAPPED OUT.

Lines From the Past • Lonnie Tate

Lines From the Past By Lonnie Tate

father who told me he had talked to the CPO VP of sales and he other day, I used the line: “You don’t have to have had bought season tickets to two concert series. He was most a very good memory if you always tell the truth.” Boy impressed that an executive of the CPO called him. Well, we … the older I get that is becoming more and more true. didn’t have a VP of sales so I called Leonard and asked if I But the line got me thinking about the source of the quote had missed something. He told me we had 12 temporary VPs and how much one little saying at exactly the right time can of sales on the previous evening when he ran a volunteer be an epiphany. There are several I use and they came from call centre and he had deputized them all. Only Leonard interesting people. could do that, making it fun and just a little off-centre. The memory line came from Fred Grant. He was treasurer Not every line came from peoof Pacific Petroleum (now there is ple I liked. My teacher for French a name from the past) but he was 20 was a prime example. She much more. He was the epitome was one of those who insisted on of integrity and the company’s speaking nothing but French in resident corporate philosopher. The bad news her classroom. I was a crummy Pacific was my client and I told is it came from a man student and had developed “the a little “white lie” about some cone of silence” (before Maxwell stuff I was supposed to deliver as I greatly respected … Smart had named it) so I could I scrambled to juggle many jobs. tune out pretty much everything. Fred caught me and out came the the good news is it Early in the school year, I was surline. The bad news is it came from prised to find this woman beside a man I greatly respected … the never happened again. me, yelling at me (likely in French good news is it never happened … but it could have been any lanagain. guage). She carried on for what John Stephenson (the architect seemed an eternity as I gave her and my client) was perhaps the my best dumbfounded look. The only line I understood was: most principled person I have known. His work continues to “Get out of my class! “That line was the start of five tries at grace Calgary … think Mount Royal University, the airport getting though two years of French. Eventually, I wore them and the Centre for Performing Arts. His line: “He could not out … they passed me to get rid of me. possibly be any better than he thinks he is” gets repeated a Six years ago, I was doing a volunteer thing for Honfair amount by me. I copied the expression from my father. ens Piano Competition and that got me next to Hung-Kuan And then, one day I heard John use it. As it happens, my Chen … perhaps the best piano instructor in the world. I had father and John were business acquaintances working on two lessons from the master … they were mind opening. His several projects and sure enough, my dad got it from John. line was: “I know.” I was working on Mozart’s 331 Sonata in The Calgary Philharmonic Orchestra hired Leonard Stone A. The first two bars are simple and identical, except the secto be executive director when I was chair of the CPO board. ond bar is a halftone lower than the first. Hung Kwan asked: His best line was: “Promise them a lot … then give them “What do you think Mozart was thinking when he made more.” Leonard knew more about what sells and how to sell the second bar a halftone lower?” I responded: “I haven’t it than anyone on the planet. He took season ticket sales given it a thought.” And that is when he quietly delivered from 5, 000 to 13,000 in a year and a half and saved the CPO the zinger: “I know.” staying true to that line. I’ll never forget it. BiC My favourite Leonard story is getting a call from my

14 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

Are You Implement ing St r ate g i e s To Minimize Tax? Ask An E xp er t

Q A

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Each year, countless individuals pay an excessive amount of tax to Canada Revenue Agency. In order to preserve the value of your assets, it is vital to structure your estate in a strategic manner. Although tax is an unavoidable reality within even a well-composed estate, there are many tools available that may significantly reduce or defer an estate’s taxation liability. A proper tax plan should account for both domestic and international issues. Many families are unaware that internationally held assets, such as a US vacation that internationally held assets, such as a US vacation property or US investments, are liable to both US and Canadian estate taxes. Failure to structure these assets within a larger tax scheme will inevitably cause their real values to be reduced. Sheri MacMillan Senior Trust & Estate Practitioner, President of MacMillan Estate Planning Corp. and Host of The Strongroom on QR77

In addition to the aforementioned risks, foreign assets can also legally create multiple estates. By owning US property or US investments, you are recognized to possess both a Canadian and US estate. Upon an individual’s passing, these two estates will need to be settled, adding considerably to the amount of time and money required. Ultimately, your assets both inside and outside of Canada require careful planning. In order to reduce tax, it is vital to use the most qualified experts available. Always consult with a professional to ensure you are properly protected.

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Off the Top • News

2011 Veterans Food Drive The Canadian Legacy Project and Crown Surplus are thrilled to announce the official “KICK OFF” of the Fifth-Annual Veterans and Seniors Food Drive. Companies, schools, social groups, families and individuals are being encouraged to begin collecting food and cash donations to support our deserving veterans and seniors. Thereafter from November 1-15, people can drop off their donations at Crown Surplus in Inglewood, 1005 11th Street SE. “This event will go a long way to make sure our veterans and seniors do not go hungry this winter and we are thrilled to be a part of this important event,” states Joey Bleviss, director at the Calgary Poppy Fund. “Last year we saw so many companies and schools collect huge amounts of food and cash donations and this year we hope to surpass last year’s totals.” Crown Surplus is furthering their commitment towards the event by donating 15 per cent of all store sales during this time period towards the Veteran’s Food Bank. “This is a chance for our company and staff to give back to those people who built Canada,” states John Cumming, general manager of Crown Surplus. “We encourage Calgarians to come to our store (Crown Surplus at 1005 11 Street SE) and drop off non-perishable food donations or cash donations to support our veterans and seniors.” Last year Calgarians stepped up and helped generate over $80,000 in cash donations and filled two warehouses full of food for the Calgary Veteran’s Food Bank, which is run by the Calgary Poppy Fund. One of the biggest supporters was local schools and their students. The Calgary Board of Education sends out the event information to all their schools, and is encouraging the faculty and students to raise funds and food for the Fifth-Annual Veterans and Seniors Food Drive. In return the Calgary Poppy Fund arranges for local veterans to visit the schools and give a presentation on Canada’s involvement in past and current peacekeeping missions.

Over the years the quality of life for Canada’s seniors and military veterans has been on a serious decline and the Canadian Legacy Project was created to help improve this situation. “The Annual Veterans and Seniors Food Drive is an opportunity for Calgarians to show their support for those who gave us our freedoms and way of life. There are no excuses for the people who made Canada such a great place to go hungry,” states David Howard, president of the Canadian Legacy Project. “We encourage all Calgarians to get involved in this unique event and give back to those who gave so much to our country.” Individuals and corporations who are unable to get down to Crown Surplus but wish to make a cash donation can send their donations to the Canadian Legacy Project at #210, 1235 – 17th Avenue SW, Calgary, Alberta, T2T 0C2. Cheques should be payable to the Canadian Legacy Project (a registered non-profit). Tax receipts will be issued for all donations over $20. Further information on the event can be found at the Canadian Legacy Project website at www.canadianlegacy.org. BiC

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www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 17

Off the Top • News

Print Audit® Launches Highly-Anticipated Print Audit Secure Print Audit’s new pull-printing solution offers new groundbreaking features such as mobile print release and no hassle configuration In a technologically-driven world, organizations are seeking innovative ways to reduce their print-related costs and maintain document security without sacrificing their employees’ productivity. Today, Print Audit is launching its newest print management service, Print Audit Secure, which helps organizations eliminate stacks of unclaimed print jobs and increase their document security, without any modifications to their print environment. The average user prints six wasted pages per day which adds up to 1,410 pages a year. However, when a user sends a job to a printer using Secure, it will only be printed when the user is ready to pick it up at the device. This eliminates the risk of prying eyes viewing confidential documents and significantly decreases an organization’s paper waste. Secure can also increase productivity by allowing users to bypass printer lineups and malfunctioning machines by simply releasing the job at another device.

As a vendor neutral pull-printing solution, Secure uses an Intelligent Print Routing System™ which has no reliance on print servers, print queues or port monitoring, making installation easy and scalable to any size organization. With a low-cost per-device pricing model, dealers can easily bundle Print Audit Secure with their service and MPS contracts. Another innovative feature available in Secure is the ability for users to release their print jobs via their mobile phone. “Print Audit Secure’s web-release capability gives us a unique competitive advantage since companies do not need to purchase costly proprietary release terminals,” says John MacInnes, president and CEO of Print Audit. “I love being able to use my smartphone or iPad to release my print jobs.” To learn more about Print Audit Secure, sign up for one of their webinars: http:// www.printaudit.com/secure-webinars.asp. Established in 1999 and headquartered in Calgary, Print Audit is the fastest growing print management company in the world. By providing businesses with innovative and practical print management software solutions, the company has helped customers recapture over $200 million in printing and photocopying expenses while saving an estimated 190,000 trees a year. Print Audit has offices located in the United Kingdom, France, Germany, South Africa, Australia, Brazil, Canada and the United States. BiC

John MacInnes, president and CEO of Print Audit. Photo by Ewan Nicholson Photography Inc.

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18 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

Off the Top • News

The Extraordinaires Aim to Raise $25,000 for Alzheimer’s A group of 16 Calgary friends and colleagues have combined forces and resources to compete in the second-annual Calgary Scotiabank Pro-Am in support of the Gordie and Colleen Howe Fund for Alzheimer’s. The event is a one-ofa-kind opportunity that allows everyday hockey enthusiasts to team up with former NHL greats in the battle against Alzheimer’s and related disorders. In addition to registration fees, the team – the Extraordinaires – must raise a minimum of $25,000 for the Alzheimer Society. To help them reach this lofty goal, a fundraiser is planned for November 3, 2011, at Soho Bar and Grill. A $20 ticket includes two drinks, appetizers and live music, as well as a great silent and live auction. In addition to 100 per cent of the auction proceeds going to support Alzheimer’s, $7 from each ticket will also be directed to the cause. Soho will also be donating 15 per cent of the food and alcohol tab for the evening.

The excitement will really heat up when players and NHL alumni take to the ice in Calgary from April 13-15, 2012. Similar tournaments are being hosted in Edmonton, Toronto, Vancouver and Ottawa, with plans also underway for Montreal. Last year’s tournament involved several former NHL players including Lanny McDonald, Theo Fleury and Tiger Williams. The Extraordinaire’s captain, Ron Evans, says he put together a team for this year’s tournament on the encouragement of former Calgary Flame Colin Patterson. “I kind of stewed on it for a few months as I thought it was probably a lot of work,” says Evans, who works for Score Equipment Rentals, an oil and gas service company. “But then I thought I should do it – it’s a good cause and it’s a good reason to bring a great group of guys together to have some fun and raise some money for a good cause.” To purchase a ticket to the Soho fundraiser, please contact Chico Uribe at Soho (403-237-6453). In addition, donations can be made at http://www.scotiabankproam.com. BiC

In addition to 100 per cent of the auction proceeds going to support Alzheimer’s, $7 from each ticket will also be directed to the cause. Soho will also be donating 15 per cent of the food and alcohol tab for the evening.

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403.984.0500 www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 19

Off the Top • News

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In a recent survey conducted by Colliers International during the month of June, Calgary’s parking rates ranked amongst the most expensive cities to park on the continent – number two to be exact. This comes as no surprise to commuters shelling out pocketfuls for a much-coveted parking space, and who know firsthand that demand far outweighs supply in this city, especially in the downtown core. The Colliers report also predicted rates will rise by a modest amount in the coming year, but beyond the next 12 months are on track to increase by at least high single digits. Enter Seventh Avenue Autopark Inc. (SAA). With a goal of alleviating some of the parking pressure in the city’s core, their plans for construction of an automated parking facility are well underway. The state-of-theart parkade is slated for construction behind and above the historic build-

20 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

ings on the 100 block of 7th Avenue S.W. restoring each building to revitalize and enhance the block’s early twentieth-century charm. Once completed, it will have a capacity for 360 vehicles and feature a pedestrian friendly lane-way with secure and well-lit access around the clock.

Just what is an “automated parking facility?” Automated parking facilities may consist of less than 50 spaces or up to 1,000 spaces or more, and are of particular advantage where a typical ramp-access garage will not provide adequate parking capacity due to existing site conditions. The height or depth of an automated parking facility is approximately 50 per cent of the height or depth of a conventional selfpark garage with the same capacity. In an automated parking facility, the

Off the Top • News

Courtesy of Seventh Avenue Autopark Inc.

driver never enters the vehicle storage area and when the vehicle enters the storage area its engine is not running. Therefore automated parking facilities

require significantly less mechanical ventilation, heating, cooling, stairs, elevator and lighting. Since pedestrians do not circulate inside the garage,

the ceiling heights are lower. This means that approximately three automated parking floors can be provided for every two floors of a self-park garage. And since machines park the vehicles with precise control of vehicle movement, and since car doors never need to be opened, automated parking facilities utilize much narrower spaces than self-park facilities. The parkade is handicap accessible and offers increased personal safety as there is no risk of vehicle collisions, property damage or theft. The customer experience is comparable to a high-quality valet parking operation except that machines park and retrieve the vehicles instead of valet runners. Now in the permitting process, building of the parkade is schedule to begin immediately following approval which if successful will be in place by the first quarter of 2012. For more information about the parkade development, visit www.seventhavenueautopark.com. BiC

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Calgary’s Hidden Success Stories • Manufacturing

Plains Fabrication is a steel manufacturer and fabricator that sells products such as pressure vessels, skid packages and piping. Photo courtesy of Plains Fabrication & Supply

Calgary’s Hidden Success Stories Manufacturing companies don’t always get the recognition they deserve, but this thriving sector has many achievements and stories to tell BY DEREK SANKEY

n 2003, Nemalux Inc. started with a $15,000 line of credit loan. The profits from each job since have been reinvested into this industrial and commercial light-emitting diode (LED) lighting manufacturer in Calgary. Company president Jode Himann says it has been a long process in building the company to what it is today and it was only accomplished through sheer hard work and determination. “Owning and managing a technical manufacturing company in Canada is not without daily setbacks,” Himann says. “There are major human obstacles in one of the world’s most competitive industries – lighting – as well as the very interesting international sales dynamic for expansion into different countries and cultures. There is a long list of frustrations and successes that happen as a daily routine.” The main challenge throughout the history of building the 22 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

company is that Himann and his team have decided not to accept outside investment, preferring to grow organically instead. “This forces Nemalux to create real value and a solid foundation,” he says. “This decision to take the ‘hard way’ of growing a company requires vast knowledge of the industry, stress management, financial savvy, mental fortitude and moral fibre that is what true entrepreneurship is all about.” Currently, Nemalux has a 6,000-square-foot manufacturing facility on 9th Avenue in downtown Calgary. It is one of numerous manufacturers operating in all facets of business throughout the city, exporting to markets around the world and right here at home. Plains Fabrication, for example, is a steel manufacturer and fabricator that sells its array of products, such as pressure vessels, skid packages and piping, to the oil and gas

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Calgary’s Hidden Success Stories • Manufacturing

sector in Western Canada. Chester Nagy, who runs the company, says that while Calgary has many unique advantages, it also has its challenges and doesn’t always get the recognition it deserves. Born and raised in Calgary, his father was also in the business with a manufacturing plant that goes back to the 1950s. “Manufacturing is in my blood,” says Nagy. “I think Calgary has some great advantages.” With 100 employees, Plains Fabrication is now in its 24th year. A well-educated, skilled workforce, a good quality of life and being linked so closely to the oil and gas sector makes it a good place to do business, he says. Nagy also belongs to the Manufacturing Action Committee under Calgary Economic Development and recently joined the board of directors for the Alberta branch of the Canadian Manufacturers and Exporters (CME). The biggest challenge facing the industry appears to be the red tape and bureaucracy of dealing with the City of Calgary. “One of the things we’re fighting for in Calgary is the recognition of manufacturers,” Nagy says. “We pay way beyond our fair share and that’s something we’re all battling for. Without manufacturing, it would really be a major blow for the city.” The availability of industrial land to fuel the growth of the manufacturing sector is another concern. Competing with the energy sector for skilled talent is another challenge that also has the effect of pushing up wage costs. “If I could find 10 pressure welders right now, I’d hire them today,” he says. “We’re struggling all the time trying to get the work out the door.” Nagy just spent $20 million building a new manufacturing plant. “This is no little corner store,” he says. The problem was that it took him four-and-a-half years just to

Photo courtesy of Plains Fabrication & Supply

get approval for a driveway at his new plant. “I’m passionate about manufacturing, but unless the city bureaucracy and the planning department get their (act) together, they’re going to turn people away left, right and centre,” Nagy says. “I just got my business licence a week ago and I’ve been here for 10 months,” he adds. “My driveway was too wide and yet I ship some of the biggest equipment out of the city. They couldn’t understand why I needed a big driveway in an industrial area. It just doesn’t make any sense.” In the end, he managed to get through the process but is working hard to raise the profile of companies like Plains Fabrication – they may not always get the headlines, but are nonetheless very important to the city’s economy. Nagy is encouraged that despite the problems facing the industry in the past, conditions are improving. “I think Mayor Nenshi is

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www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 25

Calgary’s Hidden Success Stories • Manufacturing

“Nemalux was

Fast Facts

created by innovative

Indicator

Year

Number

Share of Total Industries

GDP

2008

$6,050 Million

8.6%

Employment

2009

42,300

5.6%

to see the possibilities

Business Establishments

2009

1,808

3.4%

of developing the new

SourCe: CITY of CalgarY, “CalgarY’S eCoNomIC ouTlook 2009-2019, Q2 09”; STaTISTICS CaNada

actually trying to correct the red tape,” he says. “It’s getting better with the new mayor and I think they understand the issues, but my recommendation for anybody coming to Calgary is to get with the city and see if you can get them to understand what it is that you’re doing.” Himann, meanwhile, is focused on the growth of his company as he looks to international markets to sell his LED products, relying on a skilled talent pool in Calgary. “We manage a network of trades which produce different

parts of each product or solution,” he says. “These incremental pieces are assembled, refined and assessed in our quality assurance procedures internally. Using this framework, we can adjust to small or large projects with efficiency and maintain low overhead.” Like Nagy, however, Himann says the industry does not have the level of profile it needs and deserves. “Calgary is typically not known as a technical centre and relatively, there is not much understanding, awareness or support for these types of initiatives

thinking; we were able

technology LEDs before the shifting of a lighting paradigm. We have been able to provide innovative and successful solutions to our customers.” ~ Jode Himann, president of Nemalux Inc. from the local government infrastructures,” Himann says. There is also a distinct upside to being located in this city. “Calgary is financially buoyant. Calgary is also full of some amazing individuals who directly and indirectly created a wonderful environment for the Nemalux team members,” he adds. He is always thinking big when it comes to marketing his products. In September, he received purchase orders from Argentina, Hawaii and Indonesia. The month before, he received a purchase order from NASA. The root of the success to the manufacturing sector is innovation. It’s a sector that quietly thrives in the background, but is also one that needs the support of business and government leaders to get the respect it deserves. “Nemalux was created by innovative thinking; we were able to see the possibilities of developing the new technology LEDs before the shifting of a lighting paradigm,” says Himann. “We have been able to provide innovative and successful solutions to our customers.” BiC

26 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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Business Hall of Fame • Cover

The 2011 Business Hall of Fame Laureates (L-R): P. John Aldred, Jack C. Donald, and Al Kahanoff (brother to the posthumous inductee, Sydney Kahanoff)

Business

Hall of Fame Junior Achievement celebrates Calgary’s 2011 Business Hall of Fame Laureates: P. John Aldred | Jack C. Donald | Sydney Kahanoff (Posthumously) By Derek Sankey | All photos courtesy of Junior achievement of southern alberta

his is company that’s worth keeping. There is no better example of the magnitude of opportunity in Alberta than in the elite members of Calgary’s Business Hall of Fame. Junior Achievement of Southern Alberta (JASA) started it in 2004 to honour the incredible and diverse achievements of southern Alberta’s most distinguished and prominent corporate citizens.

Good governance, corporate citizenship and an uncompromising desire to positively impact the communities that made them successful are trademarks of all of the Hall of Fame inductees. Nominated by their peers and chosen by an independent selection committee managed by Korn/ Ferry International, these people have a lot to offer aspiring entrepreneurs and business people. Not only have they been www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 29

Business Hall of Fame • Cover

Not only have they been wildly successful in their own ventures, they have all contributed to making Calgary what it is today. The lessons they have learned along the way offer today’s youth more than they need to know to succeed in today’s global economy. wildly successful in their own ventures, they have all contributed to making Calgary what it is today. The lessons they have learned along the way offer today’s youth more than they need to know to succeed in today’s global economy. The 2011 inductees – P. John Aldred, Jack C. Donald and Sydney Kahanoff (posthumously) – were honoured on Oct. 19 at the Calgary Business Hall of Fame Induction Ceremony and Gala Dinner at the Hyatt Regency Calgary. When you see the people involved with this organization, it is obvious why it has been an institution to equip tomor-

row’s leaders with the skills they need to get a strong business education for more than 50 years in southern Alberta. JASA delivers valuable business and entrepreneurial programs to more than 20,000 students involving some 1,300 volunteers – free of charge. The only thing the students need is the desire to learn and the passion to succeed. Business in Calgary is proud to support and celebrate the accomplishments of this year’s Business Hall of Fame inductees and all of the youth who are afforded the opportunity to create their own vision. Mentors like this have some wise words.

P. John Aldred Founder of Enerflex Ltd.

t the age of 23, John Aldred arrived in Canada in 1967. He became a heavy-duty mechanic and worked as a field serviceman for Mid Western Compressor in Calgary. Trained as an agricultural engineering technologist in Oxfordshire, England, he became the president of an American subsidiary called PAMCO Ltd. four years later. After a few years, he left the company in 1980 to venture out on his own to start a business in the compressor rental market known as Enerflex Ltd. It was perhaps an unfortunate moment to become an entrepreneur in the Alberta energy industry. He launched the company with “a woefully inadequate capital base” and during that same year, the national energy program was introduced. Despite the odds – or perhaps because of them – he was undeterred from pursuing his vision. Aside from immigrating to Canada and starting Enerflex in 1980, it was precisely his ability to survive the NEP that Aldred counts among his major milestones over the span of his entrepreneurial career. “I never gave up,” he says. It was through sheer belief in his vision and determination to defy the odds in the face of adversity that allowed him to get through that devastating time in Alberta. He persevered to grow the startup venture into a publicly-listed company with worldwide operations that was eventually sold to Toromont Industries Ltd. in 2010 for $670 million, with more than $1 billion in annual revenues and 3,000 employees. Enerflex benefited from the growing demand for natural 30 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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Another – perhaps equally – important part about being successful in business is to act with integrity, explains Aldred. gas across the continent and around the world as it grew, but throughout the journey Aldred credits the mentorship of some savvy entrepreneurial business owners in both Canada and the U.K. along the way. They were lessons that helped him not only get through the NEP but also many other business challenges as he built an empire. “Find someone whose ability, character and integrity you respect and adopt them as a role model,” Aldred advises. “Don’t be afraid to have lofty goals and dreams. Be prepared to adapt them to reality, but don’t give up on them.” He also urges young, aspiring

entrepreneurs to remember what really creates success in business. “Never forget the number one rule of business: ‘Make it easy for the customer to do business with you.’” Another – perhaps equally – important part about being successful in business is to act with integrity, explains Aldred. Each generation looks to its predecessors for benchmarks and cues on conduct and behaviour. “I know I did,” he says. “A role model, particularly one who started with nothing or at the bottom, can be an important inspiration to a young person entering the entrepreneurial arena. Business must be an integral part of the community and engaged at all levels. Thriving communities need healthy, strong businesses and vice versa.” Aldred completed a six-year term as the vice chair of SAIT Polytechnic’s board of governors in 2007 and last year, with his wife Cheryl, presented the school with a record-setting $15-million personal donation. He also founded the Cadmus Foundation, established to provide support towards the advancement of trades training and education for youth. He is also a past member of the board of directors for Careers: The Next Generation and Alberta Junior Achievement.

Jack C. Donald Founder of Parkland Fuel Corp.

t started with a paper route for the Edmonton Journal as a kid for Jack Donald in the early years, then progressed to a part-time job in high school working for one of his first mentors, Jack Biddell, at a service station where he learned the basic skills about cars and mechanics, sales, managing people and collecting bills, or “all the important stuff” as he likes to call it. He then found himself working as a truck driver-salesman at an oil company where he really started to learn the ins and outs of the fuels sector. Donald found out early on that you can’t get anything done alone and there is plenty to discover from the mistakes and accomplishments of those who have gone before you. “You really do learn from others,” he says. “You don’t have to reinvent the wheel. You just have to fasten it onto something and make it move forward.” After working in the fuel and service industry for several years, Donald and his wife, Joan, moved to Red Deer with $5,000 and put it all on the line as a down payment to start a single service station, despite the noticeable fact he didn’t have any gas in the pumps. A friend in the industry who owned a bulk fuel station gave him a line of credit and he went right into business with a single truck to haul fuel at night, while running the station during the day. His wife worked days as the cashier at the one-stop shop and spent nights doing the books. “My wife was invaluable to me,” he says. “It all just worked out.” He built the business up into a 38-station chain before

32 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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ACCOUNTING › CONSULTING › TAX mnp.ca www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 33

Business Hall of Fame • Cover

One of his passions is to pass on his vast knowledge to a new generation of entrepreneurs in the community. selling it in 1971, and then worked for a few years as marketing vice president of Turbo Resources as it grew into a highly successful refiner and retailer. In 1977, the couple gained control of Parkland Beef Industries Ltd. and took it from a 15-year-old cattle feed lot and meat-packing plant into what has become Canada’s largest independent marketer and distributor of fuels. Its family of brands includes: Fas Gas Plus, Bluewave Energy, Columbia Fuels, Great Northern Oil, Neufeld Petroleum & Propane, United Petroleum Products and RaceTrac Gas. Donald retired as president

of Parkland in 2001, but remained on as chairman. One of his passions is to pass on his vast knowledge to a new generation of entrepreneurs in the community. Donald and his wife recently donated $3 million to Red Deer College to establish the Donald School of Business, which includes the establishment of an entrepreneur-in-residence. It means he’ll be spending a few hours a month mentoring and talking to students about their aspirations. As the college grows its program from a two-year diploma offering into a four-year degree, his hope is that a new generation can learn some old truths that never change about business and navigate their own paths to success. The Donalds have also been active fundraisers in campaigns for STARS, the Westerner and the hospice in Red Deer. Their $3-million gift to the college was the largest the institution has ever received. When it comes to advice, he speaks the truth as plainly as it can be said: “I’d like to start a conversation,” he says. “You’ve got to work hard and stay focused on whatever it is you’re doing. Everybody is a salesperson.”

Sydney Kahanoff, (Posthumously) Founder of Voyager Petroleums

ecognition was never something Sydney Kahanoff ever sought in life. He wasn’t after a legacy – he just wasn’t that kind of guy. “He didn’t look for rewards to his giftgiving,” says Al Kahanoff, his brother, adding with a laugh: “It’s not that he was particularly modest – he wasn’t modest with the family.” He remembers one Christmas when Sydney took the entire family – 66 people in total, including a few very close friends – to Hawaii for a family celebration. It would be the last major family gathering before his death in 1980. Born in Winnipeg and raised in Mildred, Sask., Sydney finished high school at Prince Albert Collegiate Institute in 1939 and, shortly after graduation, joined the Royal Canadian Air Force. He was stationed in the Aleutian Islands and in England during the Second World War. After the war, he came back to Canada and went to the University of Saskatchewan in the engineering faculty majoring in physics. He worked for National Geophysical, then Union Oil Exploration and eventually transferred to Australia. After establishing himself as a major force to be reckoned with in the oil and gas business, Sydney came back to Canada and started Voyager Petroleums. It was a highly lucrative venture that he later sold to Ralph Scurfield in 1979. At the same time, he founded a philanthropic organization known as The Kahanoff Foundation to distribute grants to worthy community causes – an organization that 34 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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Business Hall of Fame • Cover

There was never a dull moment in the man’s life and he always paid tribute to the

Calgary Business Hall of Fame Board of Governors:

people and communities who supported him throughout his

John Forzani

astounding journey.

Alvin Libin Ted Rozsa

continues to make a lasting impression on Calgary and its communities in a variety of areas. Behind the scenes and away from the public spotlight – he was never one prone to public speaking, his brother Al adds – Sydney was a generous person by nature. He was also not a pushover by any stretch. When he had a job candidate in his office, there was one thing that would take you right off the short list. “If they asked about the pension plan, he wasn’t interested,” says Al. “He used to say: ‘If they come in here, I want them to ask what my salary is, not what the pension plan is going to be.’” It speaks to the character of a man who wanted people to work hard for him, but also to aspire them to greater heights – not to settle for the status quo. He wanted people to work for him who wanted his job. Sydney was also one who always endeavoured to give young people a chance to prove themselves. Aside from pioneering new ways of doing business in the oil and gas industry – he virtually invented the “take-or-pay” contract where he signed on a company to take everything he found in the ground at a reduced price, regardless of whether the firm needed it or not (a highly profitable move, it turned out) – he was also a genuine man worthy of any person’s respect. There was never a dull moment in the man’s life and he always paid tribute to the people and communities who supported him throughout his astounding journey. “He always felt that he had to give it back,” says Al. “He got it here, he made the money here … so he always wanted to give it back to the community.” BiC

Richard F. Haskayne Edward E. McNally James. S. Palmer Don Seaman James K. Gray Clay Riddell David A. Bissett Dean Burns Arlene Dickinson Frank King Ann McCaig Allan P. Markin Brian Felesky Mac Van Wielingen

The 2011 inductees – P. John Aldred, Jack C. Donald and Sydney Kahanoff (posthumously) – were honoured on Oct. 19 at the Calgary Business Hall of Fame Induction Ceremony and Gala Dinner at the Hyatt Regency Calgary.

36 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

Business Hall of Fame • Cover

2011 Laureate Selection Committee: • James Carl (JC) Anderson, chairman, Anderson Energy Ltd.

• Mac Van Wielingen, co-chairman and director, ARC Financial Corp.

• Clayton Riddell, O.C., chairman of the board and CEO, Paramount Resources Ltd.

• Arlene Dickinson, CEO, Venture Communications Ltd.

• Alvin Libin, O.C., A.O.E., president and CEO, Balmon Holdings Ltd.

• Guy Turcotte, president and CEO, Stone Creek Resorts Inc.

• Brian Felesky, QC, partner, Felesky Flynn LLP

•David Bissett, president, Belmont Capital Management Ltd.

• John Forzani, chairman of the board (formerly) The Forzani Group Ltd.

• Frank W. King, O.C., president and CEO, Petropolitan Investment Corp.

• Murray Edwards, president, Edco Financial Holdings Ltd.

• James S. Palmer, O.C., chairman, Burnet, Duckworth & Palmer LLP

• Patrick Daniel, president and CEO, Enbridge Inc.

Junior Achievement of Southern Alberta would like to thank our many generous sponsors for their support of the 2011 Calgary Business Hall of Fame.

38 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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The architecture is as unique as the individuals that choose to live here. “Our two builders in Dressage are Jayman MasterBuilt and Broadview Homes,” Masse says. “The homes will have unique features, which makes for beautiful curb appeal in the area.”

Surrounded by lush green spaces, residents of Dressage are able to experience outdoor living throughout the year. “Silverado has been named ‘Calgary’s biggest backyard’, and this is very true in Dressage,” Masse says. “Homes have amazing views of Spruce Meadows, the Rocky Mountains, and even downtown and they are right next to Radio Tower Creek, along with tons of walking paths and tot lots.” Dressage in Silverado is a short distance to the foothills and Rockies, providing outdoor enthusiasts with the quality of life they have been longing for, yet they are still in the city and close to an abundance of amenities, including numerous shops, services, coffee shops, eateries, the LRT and Shawnessy shopping area. Residents also have the convenience of being just off of Highway 22X (Marquis de Lorne Trail), with quick access to MacLeod Trail and Deerfoot Trail.

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CALGARY’S TOP INDUSTRIES

BY SHANNON CLIVE

he sense of optimism and improved economic performance of Calgary’s economy has been tempered in recent months with a dose of uncertainty about global markets, but there remains a feeling of hopefulness about the prospects for 2012. Calgary Economic Development releases its annual business survey in September and several economists have reinforced the caution about how Calgary’s economy will fare in the months ahead, but also point out that many sectors continue to post relatively strong numbers when it comes to modest growth. Some of Calgary’s top industries powered strongly ahead – the energy sector continues to see increased investment and activity – but nobody is expecting to see a return to boom conditions any time soon. The pieces are all there for a good year ahead, but there is also a sense of caution about global events such as the Eurozone crisis and soft economic performance in the United States. Investments in infrastructure will help keep things rolling along as Calgary officials try to attract more investment into the city to keep a positive motion moving forward. There is clearly less pessimism than was seen during the height of the recession in 2009. Developers are pushing ahead with major real estate projects, the vacancy rate for office space in tightening up and companies are looking at export markets beyond the U.S. as they look to broaden their available markets.

RESIDENTIAL CONSTRUCTION New home construction is essential for any city and Calgary developers have been getting creative in their offerings to consumers. The past 12 months have been good to the construction industry as a whole in Calgary. While some areas saw more modest growth, others experienced a heightened demand after a slow recovery in 2010. Like manufacturing, the residential construction industry is closely linked to the oil and gas industry, which obviously fuels the majority of Calgary’s overall economy – and therefore new homebuyers. According to figures released in October by the Calgary 42 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

While Calgary’s major export markets – the U.S. and other Canadian provinces – are showing slow signs of improvement, Alberta businesses are now looking abroad to fuel growth. Even small or medium-sized companies are trying to tap into new markets as was evidenced by a trade mission to China this year where companies of all sizes joined a delegation to drum up business overseas. Innovative firms are paying greater attention to international markets and energy companies are generally feeling positive about their improved capital budgets compared to 2009-10. Key projects such as TransCanada Pipeline’s much-anticipated Keystone XL pipeline and Enbridge’s proposed Northern Gateway pipeline to the B.C. coast are signs that Calgary’s oilpatch is moving in the right direction. While some of Calgary’s top industries showed negative growth in the years leading up to this point as a result of the downturn, CED’s forecasts predict positive growth for all sectors between now and 2014. Talk of a “double-dip” recession may be sneaking back into some economists’ forecasts, and there are very real deficits that governments are trying to deal with around the world, but from a Calgary perspective most sectors still look relatively strong and healthy heading into 2012. Sector by sector, the outlook appears to be good by most accounts. Economists don’t expect to see any sudden boom, but most companies are happy to see modest growth at a tenuous time. Real Estate Board (CRED), residential sales continued to gain momentum in Calgary this year, totalling 14,832 after the first three quarters, a seven per cent rise over last year. “Despite recent turmoil in the global economy, Calgarians are showing confidence in the long-term prospects for the city and are taking advantage of affordable and stable home prices,” says Bob Jablonski, president-elect of CREB. Single-family home sales totalled 1,036 for the month of September, 2011, an eight per cent increase over last September. Year-to-date sales totalled 10,518 units, a 10 per cent increase over last year. Monthly gains in listings brings inventory to 4,753 units, a level still lower than the previous year.

CALGARY’S TOP INDUSTRIES APEX

RESIDENTIAL CONSTRUCTION

BROOKFIELD HOMES

For over 20 years, APEX has been one of the leading real estate development companies in Alberta. Their divisions: land development, and two home building companies, enable us to develop, design and construct projects ranging from landmark master planned communities to unique urban developments.

They have been building new homes for over 20 years and what remains unchanged is their unwavering commitment to exceptional customer service and building homes that hold their value. Brookfield Homes currently builds in Calgary and Edmonton, Alberta, offering customers the choice of apartment condominiums, townhomes, semidetached homes and single family homes. Brookfield Homes is a member of Brookfield Residential (formerly Carma Developers).

Website: www.apexland.com

Website: www.buildwithbrookfield.com

CARDEL HOMES

RESIDENTIAL CONSTRUCTION

CENTRON GROUP OF COMPANIES

RESIDENTIAL CONSTRUCTION

After decades of homebuilding they can look and say they helped build dream communities, and made a significant contribution to the cities they have built in. It is very rewarding to leave a lasting legacy, and to still see happy homeowners after all these years. Cardel Homes is proud of their reputation, and the fact that they have been, and continue to be, recognized in the industry and by homeowners.

Centron is a multi-faceted development company with a proven track record for over 24 years. They pride themselves on the long-term relationships and friendships they have built with clients, suppliers, and project stakeholders. They do things professionally on a handshake and honor their word with a minimum of fuss. Although business is very important to them, giving back to the community and those less fortunate is also very important.

Website: www.cardelhomes.com

Website: www.centrongroup.com

HOMES BY AVI

RESIDENTIAL CONSTRUCTION

HOPEWELL

RESIDENTIAL CONSTRUCTION

As an innovator in the home building industry since 1978, Homes by Avi continually positions itself in the most desirable communities while introducing new product lines that work for today’s families. Building an ecologically friendly product is a commitment they made long before “green” became a buzz word.

Hopewell’s team includes over 300 employees in Calgary, Brampton, Toronto and Vancouver. Their employees have expertise and training in the areas of construction, engineering, business, urban planning, law, finance, accounting, architectural design, landscape architecture, management information services, computer graphics and estimating, among a great many other areas.

Website: www.homesbyavi.com

Website: www.hopewell.com

JAYMAN MASTERBUILT

RESIDENTIAL CONSTRUCTION

Over thirty years, Jayman MasterBUILT has helped customers find their dream homes. As one of Alberta’s largest builders, their industryleading approach has resulted in an entirely new standard of quality. Jayman defines choice. A home should be a reflection of your personality and your lifestyle. It comes down to getting what you want and not compromising. They include you in their plans and provide you with options that will stand out as uniquely yours.

MCKINLEY MASTERS

McKINLEY MASTERS is a luxury home building icon embracing advanced technology and innovative design. From original concept to finely crafted finnished detail, Providing a highly personal experience ensuring a home tailored precisely to your lifestyle with an elevated level of craftsmanship and uncompromising quality. An established award winning acreage and inner city builder since 1989, they are dedicated to excellence. Website: www.mckinleymasters.com

Website: www.jayman.com

SHANE HOMES

RESIDENTIAL CONSTRUCTION

TRICO HOMES

RESIDENTIAL CONSTRUCTION

Shane Homes was established in 1979 and was named after Cal and Edith Wenzel’s youngest son who now carries on the family tradition of quality craftsmanship and value. This tradition of commitment to value and service, passed down from Cal’s father, quite simply ranks Shane Homes among the finest home builders in Canada.

From humble beginnings, and less than 20 houses per year in the early 90’s, Trico Homes has established an enviable reputation and is recognized as one of Western Canada’s top residential builders - with a history of integrity, community support and a legacy of building over 4,500 single and multi-family homes.

Website: www.shanehomes.com

Website: www.tricohomes.com

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 43

CALGARY’S TOP INDUSTRIES AKITA DRILLING

DRILLING COMPANIES

AKITA Drilling Ltd. is a premier oil and gas drilling contractor with drilling operations throughout Western Canada, New Brunswick, Quebec, Canada’s Northern Territories and the North Slope of Alaska. The Company strives to be the industry leader in customer relations, employee expertise, safety, equipment quality and drilling performance.

Website: www.akita-drilling.com

ENSIGN ENERGY SERVICES INC.

DRILLING COMPANIES

With headquarters in Calgary, Ensign is an industry leader in the delivery of oilfield services. Since its inception in 1987, Ensign has accumulated an extensive fleet of flexible, mobile oilfield equipment that can meet the challenging demands of the oil and natural gas industry. They also have contributed to advancements in drilling and well servicing through the innovative use of technology.

Website: www.ensignenergy.com

NABORS CANADA

DRILLING COMPANIES

Nabors companies own and operate approximately 551 land drilling and approximately 748 land workover and well-servicing rigs in North America. Nabors’ actively marketed offshore fleet consists of 40 platform rigs, 13 jack-up units and 4 barge rigs in the United States and multiple international markets.

DRILLING COMPANIES

From the latest innovation in steam-assisted gravity draining (SAGD) drilling to multiple horizontal fracturing technologies, Calgary’s drilling companies are at the front of major changes to an industry that is vital to Canada’s energy sector. New opportunities with shale natural gas and other unconventional resource plays are creating new ways of getting oil and gas out of the ground. Oilfield service companies are experiencing high levels of demand to keep up with a rush of new projects getting underway. While activity slowed down when oil prices were below $40 a barrel, the sustained price hovering around the $100 mark has kept exploration and production companies moving ahead with larger and more varied projects. Finding enough skilled labour to keep up with the increased demand is becoming a problem again for many operators. It’s a highly competitive field and the availability of labour is now projected to result in shortages if the oil and gas sector continues on its recent spurt of activity. Drilling and oilfield service companies are being forced to recruit workers from abroad, while they’re also working more closely with local populations – including Aboriginal communities – to fuel the amount of growth they are experiencing.

BECK DRILLING

As a customer-focused company they meet today’s environmental challenges through innovative solutions based on more than 25 years of service. From complete management of upstream oil and gas exploration and production waste streams to solutions for waste by-products from refining, pipelines and chemical manufacturing, CCS applies best in class technologies ensuring maximum liability protection and environmental compliance.

Website: www.naborscanada.com

TRINIDAD DRILLING LTD.

DRILLING COMPANIES

Website: www.beckdrill.com

EXCALIBUR DRILLING

DRILLING COMPANIES

Trinidad Drilling’s story is a story of growth. They have grown both internally and through strategic and value-adding acquisitions. They started in 1996 as a small Canadian contract driller and have grown to become an industry leader operating in Canada, the United States and Mexico. Their high-quality equipment, customer focused approach and exceptional people continue to position us well for future growth and they look forward to taking advantage of some of the exciting opportunities they see ahead of them.

Excalibur Drilling Ltd., formed in 1994, consists of nine telescopic double drilling rigs operating mainly in Alberta and Western Saskatchewan. Their conventional double rigs are capable of drilling horizontal, directional and under-balanced well to a measured depth of 3,500+ metres and a TVD of 2,500 metres. These rigs are competitive in the 850 to 2,500 metre depth range. Excalibur operations office and shop is located in Brooks, Alberta and the contracts office is based in Downtown Calgary.

Website: www.trinidaddrilling.com

Website: www.excaliburdrilling.com

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Clear advice for a complicated world kpmg.ca

44 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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Trusted Advisers to Canada’s Energy Services Sector

Michael McKerracher National Energy Leader (403) 691 8056 mmckerracher@kpmg.ca

Rhys Renouf National Leader, Energy Services (403) 691 8426 rrenouf@kpmg.ca

Dan Adams KPMG Enterprise Leader, Calgary (403) 691 8035 dbadams@kpmg.ca

kpmg.ca

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© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

9/29/2011 12:14:56 PM

CALGARY’S TOP INDUSTRIES DRILLING COMPANIES

PRECISION DRILLING CORPORATION

Precision Drilling Corporation is Canada’s largest oilfield services company and one of the largest in the United States. Precision also has a growing presence internationally. Precision provides contract drilling, well servicing and strategic support services to customers. Precision supplies on-the-ground expertise - people, equipment and knowledge to provide value to their customers on a daily basis. Website: www.precisiondrilling.com

OIL COMPANIES

ARC RESOURCES LTD.

ARC is one of Canada’s leading conventional oil and gas companies. Their focus is on acquiring and developing long-life oil and gas properties across western Canada. We are a dividend paying company with nearterm growth prospects, and trade on the TSX under the symbol ARX. ARC’s operations are focused in seven core areas across western Canada.

Website: www.arcresources.com

OIL COMPANIES

CRESCENT POINT ENERGY CORP.

Crescent Point uses its excellent balance sheet and growth capital to acquire focused, long-life, high-quality reserves and production in western Canada. They focus on accretive large oil- or gas-in-place acquisitions with stable production profiles and significant development.

OIL COMPANIES

Whatever happens in the oil industry defines what happens to Calgary’s economy. The price of oil dictates a lot in this city. Oil prices have been strong and sustained at relatively high levels, making the industry ripe for investment. Hovering around or just below the $100 per barrel mark, oil prices have stayed healthy and profitable for companies that now see oil as the way of the future – at least for now. The industry likes some level of certainty and stability, but as any Calgarian working in the oilpatch knows that’s rare. The cyclical and sometimes volatile nature of the industry can make it difficult for business leaders in the oilpatch to plan too far ahead. The overall picture remains strong as companies invest in oilsands projects and non-conventional resource plays throughout Alberta. Global investors now see this province as a bigger player in terms of its international significance. New methods of extraction and innovations in existing technologies have made every part of the oil industry vibrant and highly attractive to investors. Capital budgets are reflecting this reality and billions of dollars continue to flow to this sector – a cornerstone of Calgary economy. CENOVUS ENERGY

Cenovus Energy is a Canadian oil company. They are committed to applying fresh, progressive thinking to safely and responsibly unlock energy resources the world needs. operations include oil sands projects in northern Alberta, which use specialized methods to drill and pump the oil to the surface, as well as natural gas and oil production across Alberta and southern Saskatchewan. They also have 50 percent ownership in two U.S. refineries.

Website: www.crescentpointenergy.com

OIL COMPANIES

IMPERIAL OIL

OIL COMPANIES

Website: www.cenovus.com

HUSKY ENERGY INC.

OIL COMPANIES

Their story began in 1880, when 16 refiners in southwestern Ontario created The Imperial Oil Company, Limited. Today, they operate from coast to coast and are best known for their familiar brand names: Esso and Mobil. They make the products that drive modern transportation, power cities, lubricate industries and provide petrochemical building blocks for thousands of consumer goods.

Husky Energy is one of Canada’s largest integrated energy companies. It is headquartered in Calgary, Alberta, and is publicly traded on the Toronto Stock Exchange under the symbols HSE and HSE.PR.A. The Company operates worldwide with Upstream, Midstream and Downstream business segments.

Website: www.imperialoil.ca

Website: www.huskyenergy.com

PETROBANK ENERGY AND RESOURCES LTD.

OIL COMPANIES

NEXEN INC.

OIL COMPANIES

Petrobank Energy and Resources Ltd. is a Calgary-based oil and natural gas exploration and production company with operations in western Canada. The Company operates high-impact projects through three business units. The strength of their Canadian Business Unit originates from identifying and exploiting high-impact oil and gas resource plays utilizing innovative technology to significantly improve recoveries.

Nexen Inc. is a global energy leader with an exciting future. Their suite of assets is unique. Their growth strategies are value-focused. Their commitment to ethics, integrity and sustainable business practices is unwavering. With a team of more than 3,800 talented individuals, strong board and management, and decades of profitability.

Website: www.petrobank.com

Website: www.nexeninc.com

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 47

CALGARY’S TOP INDUSTRIES OIL COMPANIES

TALISMAN ENERGY INC.

SUNCOR ENERGY INC.

OIL COMPANIES

Talisman Energy Inc. is a global, diversified, upstream oil and gas company, headquartered in Canada. Talisman’s three main operating areas are North America, the North Sea and Southeast Asia. The Company also has a portfolio of international exploration opportunities. Talisman is committed to conducting business safely, in a socially and environmentally responsible manner, and is included in the Dow Jones Sustainability (North America) Index.

In 1967, Suncor Energy Inc. pioneered commercial development of Canada’s oil sands — one of the largest petroleum resource basins in the world. Since then, Suncor has grown to become a globally competitive integrated energy company with a balanced portfolio of high-quality assets, a strong balance sheet and significant growth prospects. Across our operations, they intend to achieve production of one million barrels of oil equivalent per day by 2020.

Website: www.talisman-energy.com

Website: www.suncor.com

GAS COMPANIES

While natural gas prices have remained fairly low by historical levels in the $3-4 range, new technologies have unlocked new types of resource plays, particularly with shale gas and horizontal fracturing. Prices have remained stubbornly flat, but that hasn’t stopped many projects from moving forward. Companies that are focused purely on natural gas are breaking new ground by pioneering new plays in new ways. Alberta and the Western Canada Sedimentary Basin has traditionally been viewed primarily as a natural gas region. About three quarters of activity in the oil and gas industry in Alberta used to be focused on natural gas, but in light of softer prices, that composition is now closer to about a 50-50 split between oil and gas. Good news came with reports that natural gas inventories have come down from their peaks, which could help improve prices for producers through the coming winter heating months. GAS COMPANIES

CANADIAN NATURAL RESOURCES

PENGROWTH ENERGY CORPORATION

GAS COMPANIES

Canadian Natural Resources is one of the largest independent crude oil and natural gas producers in the world. The Company continually targets cost effective alternatives to develop their portfolio of projects and to deliver their defined growth plan, thereby creating value for shareholders.

Pengrowth is a Canadian oil and gas exploration and production company which has an average 66 percent working interest in over 200 project area properties with daily production expected to average between 72,000 and 74,000 BOE per day in 2011. Currently Pengrowth has approximately 860,000 net acres of undeveloped land and major operated properties that span the Western Canadian Sedimentary Basin in Alberta, British Columbia and Saskatchewan.

Website: www.cnrl.com

Website: www.pengrowth.com

COMPTON PETROLEUM CORPORATION

GAS COMPANIES

Compton Petroleum Corporation is a Calgary-based public company actively engaged in the exploration, development, and production of natural gas, natural gas liquids, and crude oil in the Western Canada Sedimentary Basin. Over the past three years, they have concentrated on those areas that provide the highest economic return and areas that will help identify additional future development opportunities for the Corporation.

ENCANA

A high-growth, low-cost leader in unconventional natural gas production, Encana is reshaping North America’s energy portfolio by providing a clean, affordable, abundant resource for future generations. By helping to grow the North American economy, Encana helps build sustainable communities. They have the land, the resources, the people, technology, culture and financial strength to win the changing natural gas game. Website: www.encana.com

Website: www.comptonpetroleum.com

CONNACHER OIL AND GAS LIMITED

GAS COMPANIES

ENERPLUS CORPORATION

GAS COMPANIES

Connacher Oil and Gas Limited is a Calgary-based exploration, development and production company active in the production and sale of bitumen, crude oil, natural gas and natural gas liquids.

Established in 1986, Enerplus is one of Canada’s oldest and largest independent oil and gas producers offering investors a high yield combined with moderate, profitable growth potential from resource plays across Western Canada and the United States.

Website: www.connacheroil.com

Website: www.enerplus.com

48 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

CALGARY’S TOP INDUSTRIES GAS COMPANIES

PENN WEST EXPLORATION

GAS COMPANIES

NIKO RESOURCES LTD.

In January 2011 Penn West Petroleum Ltd. converted from an income trust into an exploration and production company with Penn West now operating under the trade name Penn West Exploration (TSX: PWT, NYSE: PWE). Penn West is one of the largest conventional oil and natural gas producers in Canada. Penn West operates a significant portfolio of opportunities with a dominant position in light oil in Canada. Based in Calgary, Penn West operates throughout western Canada on a land base encompassing over six million acres.

Niko is a Calgary Canada based independent international oil and gas Company with operations in India, Bangladesh, Indonesia, Kurdistan, Trinidad, Madagascar and Pakistan. The Company is one of the fastest growing companies in the industry with a market capitalization of over $5 billion trading on the Toronto Stock Exchange under the symbol NKO.

Website: www.pennwest.com

Website: www.nikoresources.com

CONVENTION FACILITIES

The Calgary Telus Convention Centre is at the heart of the city’s convention services and a good gauge of how healthy this industry is based on the number of new events lining up. There are many new conferences planned for the year – a sign our city’s economy is healthy in a number of sectors. From technology conferences to travel expos to engineering career fairs, a host of activities is keeping this industry busy. Whether it’s a small, memorable gathering or an event hosting 4000 international delegates, the Telus Convention Centre is a hotbed of activity these days. Of course, event planners and caterers are busy all over the city, from the Stampede grounds to smaller conferences held at hotels across Calgary. Corporate Christmas parties are right around the corner and planners expect it’s going to be a good year after recovering gradually throughout 2010. This year has been a pivotal time for planners and convention facility managers as they prepare for another busy year in 2012. COMMONWEALTH HALL AND CONFERENCE CENTRE

CONVENTION FACILITIES

EPCOR CENTRE FOR THE PERFORMING ARTS

Situated in northeast Calgary, Commonwealth Hall is a modern facility which will accommodate banquets and conference events of various sizes. With its modular design, the Hall can be divided into three separate mini halls for 50 to 1,000. The mini halls, separated by sound resistant removable walls will also have separate entrances for maximum privacy.

Over the last decade, EPCOR CENTRE has dedicated its multidisciplinary educational programming to bringing arts and culture to all Calgarians through workshops, theatrical performances and communitybased cultural events. Whether you’re a child, teen, parent, teacher or performer, EPCOR CENTRE is an approachable, unique and invaluable resource for you to explore your personal creativity and artistic soul.

Website: www.commonwealthhall.ca

Website: www.epcorcentre.org

HEADSPACE

CONVENTION FACILITIES

CALGARY TELUS CONVENTION CENTRE

CONVENTION FACILITIES

Headspace aids in the exchange of ideas by providing the most flexible, supportive meeting space in Calgary. By removing physical and organizational barriers, Headspace promotes dialogue, ignites collaboration and inspires creativity. The best thinking always happens when you’re in the right Headspace.

Officially opened November 14, 1974, CTCC has been at the heart of Calgary gatherings for more than 30 years. With approximately 122,000 square feet of space, CTCC can accommodate groups as small as four and as large as four thousand. Their flexible space includes 36 meeting rooms, 47,000 square feet of exhibit space, a 20,000 square foot ballroom and five pre-function areas.

Website: www.theheadspace.ca

Website: www.calgary-convention.com

METROPOLITAN CENTRE

CONVENTION FACILITIES

The Metropolitan Conference Centre has been engineered and designed to provide a dedicated meeting environment for their guests. Their Conference Service staff are meeting professionals, trained to assist in all phases of planning and hosting your event.

Website: www.metcentre.com

CALGARY STAMPEDE PARK

CONVENTION FACILITIES

Calgary Stampede park consists of 114 full time event professionals who believe that each of their clients is unique and deserve personal attention with superb service. The dedicated staff, from caterers to A/V technicians, have decades of experience in creating memorable events. They expertly coordinate and execute every last one of the details. They create themes, provide the décor and lighting, organize the entertainment, liaise with suppliers, and deliver a world class dining experience. Website: http://venues.calgarystampede.com

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 49

Host your next function at

WinSport’s Sport’s

Canada Olympic Park NE

Ath MeIce C letic etin om & g S plex pac es

Why Host Your Next Corporate Function Here? Why Host Your Next Corporate Function Here? • Brand Brand new facilities that hold up to 400 persons new facilities that hold up to 400 persons Unique team building add on’s like zipline, skiing, ropes challenge course and more • Unique team building add on’s like zipline, skiing, ropes challenge course and more • Free parking and friendly staff Free parking and friendly staff Money spent at WinSport Canada facilities goes to support our Canadian high performance winter athletes • Money spent at WinSport Canada facilities goes to support our Canadian high performance winter athletes

winsportcanada.ca Sales Inquiries: 403.247.5607 | salesinfo@winsportcanada.ca

CALGARY’S TOP INDUSTRIES KAHANOFF CENFERENCE CENTRE

CONVENTION FACILITIES

HERITAGE PARK HISTORICAL VILLAGE

CONVENTION FACILITIES

The Kahanoff Centre is a unique facility in the heart of downtown Calgary. Owned by a charitable foundation established by the Kahanoff Foundation, the Centre provides office and conference space to Calgary nonprofits at discounted rates, to the benefit of the Calgary community.

Heritage Park is a first class tourist attraction and a year-round education, catering, and convention facility. Discover “How the West was Once” at Canada’s largest living history museum. All year long you’re invited to explore Heritage Town Square, and the world-class Gasoline Alley Museum. Seasonally, from May until October, step back in time to their lively Historical Village. Meet friendly pioneers, ride their authentic steam train, enjoy the antique midway and immerse yourself in the old west.

Website: www.kahanoffconference.com

Website: www.heritagepark.ab.ca

WINSPORT CANADA

CONVENTION FACILITIES

MACEWAN CENTRE

CONVENTION FACILITIES

Originally called the Calgary Olympic Development Association (CODA), it was founded in 1956 to bid on behalf of Calgary to host an Olympic Winter Games, CODA successfully convinced the IOC membership of Calgary’s merits on its fourth try, winning the bid on September 30, 1981 to host the XV Olympic Winter Games. CODA was then restructured to manage the legacy of the Games.

MacEwan Conference and Events Centre offers an unrivalled level of individuality and charisma. With green manicured landscape surroundings, ample parking, excellent facilities and a first class catering service, it is little wonder that MacEwan Conference and Events Centre is one of Calgary’s most exciting conference and event venues.

Website: www.winsportcanada.ca

Website: www.macewancentre.com

PIPELINE COMPANIES

There is a lot of activity and action among pipeline companies these days. After having to deal with some challenges by environmental groups, the industry has proven how many highly-skilled people work in this sector. TransCanada Pipeline’s proposed Keystone XL project will get an answer one way or another by the end of the year as they push to proceed on the project that will pump Alberta bitumen from the oilsands down to the Gulf Coast for refining and export. Enbridge, meanwhile, is pushing ahead with its work to gain approvals for its proposed Northern Gateway pipeline – a project that would boost the amount of oil that could be exported to markets from the West Coast. The industry has certainly had its fair share of challenges – when there is a leak, which has happened in the past year, the companies come under pressure and criticism from environmental groups – but these firms are constantly working to eliminate the risk. The increased environmental focus will no doubt be something that all pipeline companies concentrate on as they move ahead with new projects. ALLIANCE PIPELINE

PIPELINE COMPANIES

Alliance Pipeline began operations on December 1, 2000, transporting natural gas through a 3,719-kilometre (2,311-mile) pipeline system that collects gas in northeastern British Columbia and northwestern Alberta, running underground through Saskatchewan, North Dakota, Minnesota, Iowa, and terminating in Illinois, the heart of the U.S. Midwest.

ALTAGAS

AltaGas is an energy infrastructure business with a focus on natural gas, power and regulated utilities. With the physical and economic links along the energy value chain together with its efficient, reliable and profitable assets, market knowledge and financial discipline, AltaGas has provided strong, stable and predictable returns to its investors. AltaGas focuses on maximizing the profitability of its assets, providing services that are complementary to its existing businesses, and growing through the acquisition and development of energy infrastructure.

Website: www.alliance-pipeline.com

ATCO PIPELINES

PIPELINE COMPANIES

ATCO Pipelines plays an integral role in delivering natural gas in the Alberta marketplace, serving producers throughout the Western Canadian Sedimentary basin, as well as gas distribution companies and major industrial end users.

Website: www.atcopipelines.com

PIPELINE COMPANIES

Website: www.altagas.ca

ENBRIDGE INC.

PIPELINE COMPANIES

Enbridge has a growing involvement in the natural gas transmission and midstream businesses, and are expanding their interests in renewable and green energy technologies including wind and solar energy, hybrid fuel cells and carbon dioxide sequestration. They distribute energy, owning and operating Canada’s largest natural gas distribution company, and provide distribution services in Ontario, Quebec, New Brunswick and New York State. Website: www.enbridge.com

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 51

DELIVERING EXCELLENCE Kramer Mazda is the largest Mazda dealership in Calgary and Western Canada. For

over 40 years, Kramer Mazda has been setting the bar for Calgary dealerships becoming a leader in the automotive industry having been recognized as a Dealer of Distinction, Grand Performer and President’s Club Award winner by Mazda. In addition, Kramer Mazda has been awarded the Gold Consumer Choice Award for ten years in a row. At Kramer Mazda we pride ourselves of working hard and having fun while making a diﬀerence within our growing city of Calgary. To accomplish outstanding service and quality, Kramer Mazda employs over 60 people who serve valued customers on a day to day. So whether you are looking for a new Mazda, a quality pre-owned vehicle, are looking to service your own Mazda, or have just always loved the Mazda line-up, take a look at Kramer Mazda and you’ll understand why everything Mazda does always comes back to Zoom-Zoom.

So come on in and see the diﬀerence of the Kramer people.

2011 Mazda CX7

2011 Mazda 3

MAZDA

DEALER

IN WESTERN CANADA

11888 Macleod Trail

403-259-0500 N O B O D Y

H A S

M O R E

C A R S

www.kramermazda.com

CALGARY’S CALGARY’S TOP TOP INDUSTRIES INDUSTRIES

GIBSON ENERGY GIBSON ENERGY

PIPELINE PIPELINE COMPANIES COMPANIES

O.J. PIPELINES O.J. PIPELINES

Gibson Gibson Energy Energy is a premier is a premier NorthNorth American American midstream midstream company. company. Since Since 1953, 1953, they have they have playedplayed a signifi a signifi cant role cant in role theinoil theand oil gas and gas industry industry by linking by linking upstream upstream producers producers with downstream with downstream refiners. refiThe ners. The company’s company’s inter-related inter-related business business divisions divisions produce produce other other services, services, whichwhich include include marketing, marketing, transportation transportation as wellasaswell distribution as distribution and processing and processing of energy of energy products. products.

Since Since its inception its inception in 1977, in 1977, O.J. Pipelines O.J. Pipelines has become has become one ofone Canada’s of Canada’s largestlargest pipeline pipeline contractors contractors and a and leader a leader in theinlaying the laying of large of diameter large diameter pipe. pipe. O.J. Pipelines O.J. Pipelines has completed has completed pipeline pipeline projects projects through through some some of of Canada’s Canada’s harshest harshest terrain. terrain.

Website: Website: www.gibsons.com www.gibsons.com

Website: Website: www.ojpipelines.com www.ojpipelines.com

AUTOMOTIVE AUTOMOTIVE DEALERSHIPS DEALERSHIPS

TRANSCANADA PIPELINE TRANSCANADA PIPELINE

PIPELINE PIPELINE COMPANIES COMPANIES

TransCanada’s TransCanada’s success success is a refl is ection a reflection of their of their exceptional exceptional team team of of

approximately approximately 4,200 4,200 committed committed and motivated and motivated employees employees who bring who bring It’s It’s oftenoften said said that that one one of the of the recession-proof recession-proof skill, skill, experience, experience, energy energy and knowledge and knowledge to the to work the work that they that do. they do. industries industries is luxury is luxury vehicles. vehicles. FromFrom 2008-11 2008-11 – despite – despite Their Their employees employees are highly are highly skilledskilled in designing, in designing, building building and operating and operating the the downturn downturn – sales – sales in this in this market market continued continued to to complex complex infrastructure infrastructure and take and pride take pride in delivering in delivering majormajor projects projects on on do remarkably do remarkably well.well. Overall Overall salessales are up are and up and new new time and timeon and budget. on budget. dealerships dealerships continue continue to spring to spring up. up. It’s It’s a highly a highly competitive competitive market market and and dealers dealers are always are always trying trying to to Website: Website: www.transcanada.com www.transcanada.com find fiinnovative nd innovative new new waysways to enhance to enhance theirtheir service service offering offering and and to boost to boost salessales of new of new vehicles. vehicles. It’s also It’s also an exciting an exciting time time to betoinbethis in industry this industry as cars as cars and and the the technologies technologies that that makemake themthem run evolves run evolves rapidly. rapidly. The The pressure pressure is onisautomobile on automobile makers makers to betoatbethe at forefront the forefront of these of these innovations, innovations, whether whether it’s the it’s latest the latest electric electric vehicle, vehicle, improvements improvements in mileage, in mileage, hybrid hybrid cars cars and any and number any number of other of other new new vehicles. vehicles. AfterAfter a very a very tough tough year year in 2009 in 2009 at the at height the height of the of recession, the recession, automakers automakers havehave proven proven theirtheir resilience resilience and managed and managed to come to come through through a dark a dark period period eveneven stronger stronger and fi and nancially financially healthier. healthier. Car and Car truck and truck salessales are also are also a good a good gauge gauge of the of the economy, economy, sincesince consumer consumer spending spending on large on large purchases purchases suchsuch as a as vehicle a vehicle is a is sign a sign of how of how conficonfi dent dent people people are in arethe in the broader broader economy economy – and – and how how muchmuch disposable disposable income income they they have.have. Regardless Regardless of the of economic the economic environment, environment, automotive automotive dealerships dealerships will continue will continue to have to have to betocreative be creative and competitive and competitive as they as they evolve evolve to meet to meet the needs the needs of consumers. of consumers.

DILAWRI GROUP OF COMPANIES DILAWRI GROUP OF COMPANIES

AUTOMOTIVE AUTOMOTIVE DEALERSHIPS DEALERSHIPS

Dilawri Dilawri GroupGroup of Companies of Companies represent represent an assortment an assortment of different of different automotive automotive brandsbrands so thatsoyou thathave you ample have ample options options for decision-making for decision-making when when purchasing purchasing your your next vehicle. next vehicle. Their Their expertexpert sales sales management management teamsteams hand-pick hand-pick their large their large inventory inventory of New of and NewPre-Owned and Pre-Owned Vehicles Vehicles to ensure to ensure that they that are theyproviding are providing you with you the withbest theselection best selection of quality, of quality, features/options, features/options, and price and structure. price structure.

HYATTHYATT AUTOAUTO GALLERY GALLERY MERCEDES-BENZ, MERCEDES-BENZ, CALGARY CALGARY

Hyatt Hyatt Auto Gallery Auto Gallery provides provides a trulya state-of-the-art truly state-of-the-art facility facility located located at at the west theedge west of edge downtown of downtown Calgary. Calgary. This 24,000 This 24,000 squaresquare foot operation foot operation is is the most the exciting most exciting thing thing to hit to thehit luxury the luxury car market car market in Calgary in Calgary in years. in years.

Website: Website: www.hyattauto.mercedes-benz.ca www.hyattauto.mercedes-benz.ca

Website: Website: www.dilawri.ca www.dilawri.ca

KAIZEN KAIZEN AUTOMOTIVE AUTOMOTIVE GROUP GROUP

AUTOMOTIVE AUTOMOTIVE DEALERSHIPS DEALERSHIPS

Strategic Strategic planning planning and effective and effective leadership leadership are the are key the factors key factors that illustrate that illustrate their their visionvision for constant for constant improvement improvement also known also known as as Kaizen. Kaizen. At Kaizen At Kaizen Automotive Automotive GroupGroup they envision they envision exceeding exceeding targetstargets and delivering and delivering only the onlybest the in best customer in customer service. service. With With over 50 over years 50 years of experience of experience in addition in addition to their to proven their proven national national records records in sales in and sales and customer customer appreciation appreciation enableenable them to them implement to implement what they whatbelieve. they believe.

AUTOMOTIVE AUTOMOTIVE DEALERSHIPS DEALERSHIPS

KRAMER KRAMER MAZDA MAZDA

AUTOMOTIVE AUTOMOTIVE DEALERSHIPS DEALERSHIPS

Kramer Kramer MazdaMazda is the is largest the largest MazdaMazda dealership dealership in Calgary in Calgary and Western and Western Canada. Canada. They They employ employ over 60 overpeople 60 people who serve who serve valuedvalued customers, customers, offering offering New or New Pre-Owned or Pre-Owned cars as cars well as as well servicing as servicing for vehicles. for vehicles. For For over 40 overyears, 40 years, Kramer Kramer MazdaMazda has been has been settingsetting the bar thefor barCalgary for Calgary dealerships dealerships becoming becoming a leader a leader in thein automotive the automotive industry. industry.

Website: Website: www.kramermazda.com www.kramermazda.com Website: Website: www.kaizenauto.com www.kaizenauto.com

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 53

CALGARY’S TOP INDUSTRIES LEXUS OF CALGARY

AUTOMOTIVE DEALERSHIPS

SOUTH CENTRE FINE CARS

When you visit Calgary’s new and used Lexus Car Dealership your satisfaction is their primary concern. If you value low prices and variety of high quality sports cars and luxury vehicles, Lexus of Calgary is the first and last place you will need to shop for a new or used car by Lexus.

South Centre Fine Cars began in the late 1950’s along a dirt road in south Calgary called MacLeod Trail. It originally started life as Pados Volkswagen with Mr. Pados, a dedicated believer in this new little German car at the helm. Pados Volkswagen grew, riding the wave of increasing popularity of the strange looking yet fuel efficient cars and buses from the German manufacturer of the “people’s car”.

Website: www.lexusofcalgary.com

Website: www.southcentrefinecars.com

SUNDRIGE MAZDA

AUTOMOTIVE DEALERSHIPS

VARSITY CHRYSLER DODGE JEEP

AUTOMOTIVE DEALERSHIPS

Being at the service of Calgary Motorists for over 25 years, Sunridge Mazda is your leading Mazda dealer in Calgary and surrounding areas. The mission and goal of Sunridge Mazda is to create and maintain a noticeably better Vehicle Dealership experience for both customers and employees.

Established many years ago in Calgary, Varsity Chrysler Dodge Jeep has grown to become a premier Chrysler, Dodge, and Jeep auto dealer in the Calgary, region. Throughout their tenure they have striven to include the best possible customer service with top-notch repair/maintenance work and comprehensive new and used car, truck, minivan and SUV inventories.

Website: www.sunridgemazda.com

Website: www.varsitychrysler.com

WOOD AUTOMOTIVE GROUP

AUTOMOTIVE DEALERSHIPS

NORTHSTAR GROUP

AUTOMOTIVE DEALERSHIPS

For over twenty-five years the Wood Automotive Group has been bringing the very best in automotive sales and service to Calgary. Starting with Woodridge Lincoln-Mercury in 1983, the Wood Group now encompasses five dealerships and a separate Collision Centre facility. Wood Group President, Gerry Wood has always believed that outstanding customer service, combined with the belief that perfection is a moving target will always result in success.

The employees at NorthStar are passionately committed to ensuring the customer have your vehicle in your hands as many minutes a year as possible in order to live your life to the fullest. North Star Ford is among an elite group of Ford and Lincoln dealerships to be recognized with The 2010 President’s Award by Ford Motor Company of Canada.

Website: www.woodauto.ca

Website: www.northstarford.ca

COMMERCIAL CONSTRUCTION Projects that were shelved when the market took a turnfor the worse three years ago are now coming back on stream. The pace of commercial construction has improved as developers look to meet a growing demand for office and commercial space. New building permit numbers reflect the appetite for new space. The value of new building permits was somewhat sluggish, but mostly positive throughout the last year. There is perhaps no construction boom expected on the horizon, but the industry is seeing continued upward trends. Major infrastructure investments, such as the West LRT and others throughout the city, are also contributing to increased demand and activity among construction firms. GDP is forecast to grow by 20.5 per cent between 2010-14 in the entire construction industry as a whole and much of that is anticipated to come from commercial, industrial and office construction, according to CED figures, while employment is forecast to increase by 41.8 per cent in that same time.

56 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

CALGARY’S TOP INDUSTRIES CANA

COMMERCIAL CONSTRUCTION

CHANDOS

COMMERCIAL CONSTRUCTION

The CANA Group of Companies originated in Calgary, and is owned 100% by the Simpson family. It is comprised of CANA Limited (commercial construction), ACE Construction Company Inc. (infrastructure and utility construction) and Shepard Development Corporation (commercial, retail and industrial land development).

Chandos is a renowned contractor that serves organizations which have a need for construction, design, and development expertise. Unlike other contractors, they customize their services to suit your organization so that construction becomes straightforward for you.

Website: www.cana.ca

Website: www.chandos.com

DEVITT & FORAND CONTRACTORS INC.

COMMERCIAL CONSTRUCTION

Devitt & Forand is a well-established, experienced and diversified general contractor and construction management company. Drawing on generations of wisdom and expertise, they are able to manage extensive projects, far-reaching in size and complexity. Their projects are delivered on time and on budget, while exceeding expectations.

ELAN CONSTRUCTION

Elan has assembled a team of committed project managers, field personnel and support staff with a wealth of construction experience. They employ an open-shop labour force of skilled tradesmen, including carpenters, ironworkers, cladders and labourers to ensure quality workmanship, cost control and performance.

Website: www.elanconstruction.com

Website: www.devitt-forand.com

FLUOR CANADA, LTD.

COMMERCIAL CONSTRUCTION

GRAHAM CONSTRUCTION

COMMERCIAL CONSTRUCTION

Since 1912, Fluor has been designing and executing innovative solutions for complex EPCM projects. Fluor takes on the toughest challenges in engineering, procurement, construction, maintenance, and project management. They maintain a network of offices in more than 25 countries across six continents, providing fast and efficient service delivery to any part of the world.

Graham is a growing and diversified employee-owned organization with big-company resources, small-town roots, family-company values and continually improving capabilities. Companies, owner-occupants and public organizations across North America count on Graham to meet their needs. They deliver a wide variety of services, from smaller building renovations up to the most complex $500+ million designbuild project or P3, and everything in-between – plus financing and post-construction operations.

Website: www.fluor.com

Website: www.graham.ca

LEDCOR GROUP OF COMPANIES

COMMERCIAL CONSTRUCTION

Employee-owned, with a broad portfolio throughout North America, the Ledcor Group of Companies was founded in 1947 with roots firmly planted in the ‘oil patch.’ Through thoughtful and strategic decision making throughout the decades, Ledcor has become one of the most diversified conglomerates in North America, offering expertise with a professional attitude.

Website: www.ledcor.com

STUART OLSON DOMINION

COMMERCIAL CONSTRUCTION

STANDARD GENERAL INC.

COMMERCIAL CONSTRUCTION

Standard General – Calgary, is a major contractor in land development and road construction in key transportation infrastructure and networks around the greater Calgary areas. Their services include but not limited to deep & shallow utilities; road building with gravel, asphalt and concrete complete; manufacturing of asphalt for their projects or external sales. Standard General is capable of providing the full spectrum of project management for any civil engineering projects from initial shovel in the ground to the final tree being planted. Website: http://calgary.standardgeneral.ca

VOLKER STEVIN

COMMERCIAL CONSTRUCTION

Stuart Olsen Dominion is a progressive builder and construction manager with an especially effective way of doing business. Their success in founded on their holistic, team-based approach that brings clients, contractors and consultants together as equals. They lead in green construction because simply, they believe in it.

Volker Stevin is dedicated to providing the highest level of quality construction and project management services to their customers to ensure the longevity of the Company, while sustaining growth and profitability.

Website: www.sodcl.com

Website: www.volkerstevin.ca

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 57

Building a

Global Presence

With our recent acquisitions, Agrium is the largest publicly traded agricultural retailer and one of the worldâ&#x20AC;&#x2122;s largest producers of crop nutrients, with annual net sales of over US$10-billion. Agrium continues to grow its markets and operations worldwide. We are headquartered in Calgary, Alberta, Canada and have been in business for over 80 years.

Where the Future is Growing™

About Agrium Our Company produces and markets the major nutrients and other crop inputs required for healthy crop production to more than 30 countries worldwide. These products replenish soil nutrients consumed during plant growth, so the world’s farmland can continue to produce safe and abundant food in a sustainable manner.

Agrium is the only publicly traded company that is integrated from the mining of raw materials for fertilizer production to selling to our farmers. We also supply materials that a variety of industries use to produce goods such as aluminum products and resins. Agrium’s strategy places particular emphasis on growth opportunities that both increase and stabilize our performance throughout the value chain. Comprised of three distinct business units, Agrium employs more than 14,000 people worldwide, within a high-performance culture that challenges all employees to meet their full potential. As part of this commitment, Agrium employees strive to better the communities in which we live and work.

Our Retail Business Our Retail operations encompass over 900 retail facilities in North and South America and just over 300 operated retail locations in Australia. We are the largest retailer of fertilizers, seed, crop protection products and services in the United States. Agrium is committed to empowering growers with technology and products that enhance crop yields, quality and grower proﬁtability.

For more information about Agrium, please visit:

agrium.com

Our Wholesale Business We produce and market about eight million tonnes of fertilizer products annually, including nitrogen, potash, phosphates, and other products from 14 strategic manufacturing operations in North America, Argentina and Egypt. We also purchase for resale, market and distribute product throughout North America, Europe and globally. These products replenish soil nutrients consumed during plant growth, so the world’s farmland can continue to produce safe and abundant food in a sustainable manner.

Our Advanced Technologies Business With seven wholly-owned production facilities and a product innovation center, Agrium Advanced Technologies is the leading manufacturer and marketer of slow- and controlled-release fertilizers, and micronutrients for golf courses, agriculture, greenhouses, nurseries, landscapes and lawn care. Our focus is giving customers smarter ways to grow healthy turf and plants.

perspective

November 2011

Welcome to November’s Perspective!

President’s Message by Aly Bandali HR keeps transitioning every day in organizations to play a leadership role in organizational development. One of the methods used is Talent Management (TM). Within any great TM strategy is succession planning, a critical component of an overall TM strategy to help any organization recruit, retain, engage and develop the most talented and superior employees available in the job market. As a business strategy, TM must be fully integrated within all of the employee-related processes of the organization. Within these processes, HR plays the role to differentiate succession planning from replacement planning (a process that only serves to grade an individual solely on the basis of their past performance). From an integrated approach, HR assists strategically by helping their organization identify and develop potential successors for key positions (I would argue all positions) within their organization through a systematic evaluation process and training. This type of approach makes the process largely predictive in judging an individual for a position they might never have been considered for. Great succession plans use these systematic evaluations to look into the future to project what the company needs and identifies candidates thus stabilizing leadership at all levels. I hope you enjoy this issue of Perspective as it views succession planning from a number of different points of view. The editors and authors represent some of the diversity of opinion as well as knowledge bases.

Calgary business community alongside the Human Resources Institute of Alberta (HRIA). We will continue this year with the following partnerships: • November’s Perspective is embedded in Business in Calgary magazine to provide greater exposure for our profession and organization. • Maintaining the relationship with the Calgary Chamber of Commerce by the President participating in their HR committee meetings to discuss timely HR issues and legislative input within the business community. • Proudly supporting two prominent local universities. - Mount Royal University’s Human Resources Advisory Committee Legacy Scholarships. This scholarship fund provides two annual scholarships to students in HR programs. - The University of Calgary to support graduate students pursuing HR studies. • Partner with HRIA to support Junior Achievement’s Calgary Business Hall of Fame awards. By continuing to strengthen partnerships with organizations such as the ones above, HRAC will continue to influence policy to improve the abilities of our partners to meet their goals and objectives within the business community; hopefully in a continued socially-conscious manner. Thank you,

On another note, the HRAC will continue to elevate the capacity of the HR professional and profession in the

Aly Bandali, CHRP President, HRAC

In This Issue

Succession Planning

Unlocking human potential HUMAN RESOURES ASSOCIATON OF CALGARY #80, 805 - 5 Avenue SW Calgary, Alberta T2P 0N6 T) 403.269.3303 F) 403.269.1866 E) hrac@hrac.org W) www.hrac.org BOARD OF DIRECTORS: President Alykhan Bandali, CHRP STEP Energy Services

Past President Wayne Thomas, CHRP Alliance Pipeline Ltd.

President Elect Laura Hansen Somers, CHRP LHS Associates Inc.

Secretary Treasurer Kevin Neish Telus

Director, Communications Marino Giancarlo, CHRP Saddle-ite Management Consulting

Director, Legal Affairs Laura Mensch Gowling Lafleur Henderson LLP

Director, Major Events Fran Parolin City of Calgary

Andrew Walcot, CHRP Gowling Lafleur Henderson LLP

Director, Marketing and Advertising Christopher King Crown West Recruitment

Director, Membership and Volunteers Janice MacPherson, CHRP Glenbow Museum

Director, Professional Development and Education Naveen Balkhi

Editor’s Notes

by Carole Anne Kaufman and Tamara Nelson

In this issue we explore the business challenge of succession planning from several vantage points. David Bradley writes there are two distinctive sides for a small business owner to ponder while Laurie Maslak approaches the topic from the C-suite level. Julie Checknita offers a non-profit perspective and Les Pickett rounds out the discussion with a view through an international lens. As we continue to move through economic uncertainty and the postponed retirement of many baby boomers, there remains a talent shortage. This has led to challenges in leadership development and ultimately has permeated the entire organization. Succession planning is fundamental to the sustainability and growth of an organization and its culture. HR professionals contribute to an organization’s success through the effective management of one of its most valuable assets – human capital. We are in an environment where high performers and high achievers with vast networks have the ability to migrate in and out of organizations

at will. Under these conditions, it is impossible to maintain the necessary leadership to guide an organization through to limitless and manageable growth. A well thought out succession plan that examines all aspects of the internal and external environment in combination with the organizational strategic needs is necessary. A good succession plan is good for productivity according to former GE CEO Jack Welch (2008). Succession planning may not be providing critical differentiation with competitors, but the outcome internally will help with identifying, retaining and attracting top performers. We thank the HR professionals who contributed to this issue. Carole Anne Kaufman, SR HR Advisor, CCS Corporation. She can be reached at (403) 231-8436. Tamara Nelson, CHRP, B.Comm, MBA, PhD, Human Resources and Recruitment Manager, Summit Liability Solutions Inc. She can be reached at (403) 802-3633.

Agrium, Inc.

2011/2012 Calendar of Events

Patricia Fraser LIV

Director, Strategic Initiatives Kurtis Grenkow, CHRP Strike Energy

HRAC STAFF: Kari White, Manager Patricia Brown, Assistant Member Services

December 6, 2011: HRAC Member Mingle – Hotel Arts

November 15, 2011: HRAC Dinner Meeting – Chamber of Commerce

January 26, 2012: HRAC’s 65th Anniversary Celebration - TBA

For further information and registration, please visit www.hrac.org.

www.hrac.org

Unlocking human potential

Understanding the Emotional Side of Succession Planning by David Bradley

Aging business owners are creating a succession backlog. Many people at age 65 feel too young to retire and believe affordability may be an issue. For some, fear dominates, as the act of creating a succession plan makes one face their own mortality. Another issue is that small business owners simply don’t know where to start or understand how to create a meaningful plan.

identify any potential successor’s ability to run the business successfully and conversely, the education and coaching needed to increase their potential for success. Perhaps you want to sell your business. There are several things to consider: Is there a market for the business and can the small business owner reconcile that there is a total loss of their voice and vision with respect to their life’s work?

There are two distinct sides to creating an effective succession plan: the emotional side and the hard issues such as accounting, legal and tax planning. Many succession plans fail because the emotional side has not been considered.

A point to think about: succession is going to happen anyway – so why not plan it. David Bradley, Founder and President, Succession Planning Group Inc. He can be reached at (403) 269-1733.

What makes up the emotional side of succession planning? “Who has the ability and interest to take over my business?” “How can my legacy continue?” “What will I do?” and “Where will I go?” “Will I capture residual income from the business if I retire?” A critical point to recognize is that one cannot transition from, we need to transition to. This means that we, as human beings, have a high need to be validated. We function best when we have a purpose, a passion to do good things and a reason to get out of bed in the morning. Retirement was well explained when a gentleman said that it is like being back at school waiting for summer holidays to start. Initially you have the gift of time to play golf, travel and relax but without a well thought out plan you can start to stagnate. The day arrives when your partner says: “I’ll have breakfast with you, I will have dinner with you but I am not having lunch with you. Get out, go do something!” You need to ask yourself what options do I have? Do I have family members who could take over and are they capable of running the business? Assessment tools help

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Succession Planning

Unlocking human potential

HRAC ANNOUNCES ITS NEW BOARD OF DIRECTORS Unlocking human potential. The Human Resources Association of Calgary (HRAC) is dedicated to the advancement of human resource management and leadership. The more than 2500 members are your strategic business partners in business, education and government organizations. A not-for-profit organization, HRAC’s mission is to provide professional development, support professional certification, and offer networking opportunities for professionals engaged in a broad scope of human resource activities.

Alykhan Bandali, CHRP STEP Energy Services HRAC President

Laura Hansen Somers, CHRP LHS Associates Inc. President Elect

Alykhan Bandali, HRAC President, is pleased to announce the new Board of Directors for 2011 - 2012

Wayne Thomas, CHRP Alliance Pipeline Ltd. Past President

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by Laurie Maslak

“OO” Succession Planning: Replacing the C-Suite

August 24, 2011, marked a significant day in the world of business. It was the day Steve Jobs announced he was stepping down from the role of CEO at Apple and Tim Cook, former COO, would be replacing him. This did not come as a surprise to the world following the health crisis of Mr. Jobs. While the world wondered how the markets and investors would respond, the corporate message was loud and clear: Tim Cook had been preparing to assume control of Apple since January. It was during this same week that the nation responded to the untimely death of former NDP leader Jack Layton, a man of vision, optimism and determinism. The difference between these two announcements, the NDP was left to question “Now what?” and “Who next?”

Marino Giancarlo, CHRP Saddle-ite Management Consulting Director Communications

Andrew Walcot, CHRP Gowling Lafleur Henderson LLP Director Major Events

Fran Parolin City of Calgary Director Major Events

Naveen Balkhi Agrium, Inc. Director Professional Development & Education

Patricia Fraser LIV Director Professional Development & Education

Christopher King Crown West Recruitment Director Marketing & Advertising

Janice MacPherson, CHRP Glenbow Museum Director Membership & Volunteers

Laura Mensch Gowling Lafleur Henderson LLP Director Legal Affairs

Kurtis Grenkow, CHRP Strike Energy Director Strategic Initiatives

For information on events and membership inquiries please visit www.hrac.org or call 403.269.3303 Kari White HRAC Manager, Member Services

In recent articles by Carey, Feigen and Cashman, (2011), Landsburg, (2011) and Mills (2011), effective C-suite succession planning ensures sustainability of leadership, legacy and business beyond the current leader’s “term of office.” Yet all point to the important and critical role of boards in assuming responsibility and accountability for this success. They attribute the success of world-class C-suite succession capability to the following 10 principles: 1. The act of succession planning at the “OO” level is viewed as a process, not an event. It is not a transaction that finishes with the placement of a new “OO” in position; it is a systematic process integrated into a company’s talent management approach that has beginnings, development, placement and then new beginnings. It is a continuous cycle versus a finite process. 2. Succession planning at the “OO” level is focused on strategy. Good CEO succession planning at the board level provides an opportunity for the board and executive team to become intimately connected with the company strategy, to ask the important questions around the current and future strategy, and to become clear on the strategic-driven, management-informed set of leadership competencies needed to execute the strategy. 3. Succession identification is about character, ability, fit AND legacy. It is important to ensure the values, character and integrity of “_OO” leaders are evaluated and trusted. It

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Succession Planning

Unlocking human potential appears that the more self-focused the CEO, the greater the potential danger exists for the organization. The more enterprise-focused the CEO to both people and performance, the more enduring value is created. Even excellent leaders can fail; most often, this failure is linked back to a lack of fit within the environmental context required. Succession planning at the “_OO” level is not done “looking backward”; it is done by bringing forward the best of the past, and looking to the future.

8. Look outside as well as inside. A highly functioning board (and CEO) will have a quiet “stable” of external candidates to draw upon, in response to required changes to a business strategy or environmental forces that necessitate a change from the internal succession pool identified. This keeps a board and executive from developing myopic vision within the business and ensuring they are abreast of talent external to the business. 9. Develop and implement a clear, disciplined and datadriven process. Morris Chang (CEO of Taiwan Semicondutor Manufacturing Company) stated, “Without strategy, execution is aimless; without execution, strategy is useless.” A good succession plan requires a clear, disciplined process with tangible metrics to measure success. A formal competency and evaluative model will help to minimize bias and maximize fairness and consistency in the process. Clear and consistent metrics provide a recipe for comparative evaluation and calibration of both internal and external candidates, with objective data/feedback to help explain decisions.

4. Develop an abundance mentality versus scarcity mindset. Malcolm Gladwell spoke of the success of Howard Moskowich, a distinguished marketing consultant, and his work with Prego. When Moskowich was asked to help Prego develop a strategy for overtaking Ragú as the dominant market leader, he did his research through focus groups and found that his research did not point to a specific preferred type of spaghetti sauce; rather there was a market for a number of preferred sauces (plural). He repeated this finding with other types of foods and found the same pattern. He concluded that in our search for the “one” best item (or successor), we may overlook the other “bests” that also exist; that, in fact, there is usually more than one “best” successor to consider, develop and nurture in preparation for the right context (preference) to surface. The same can be said for a strong “_OO succession plan.” A good succession plan identifies a number of potential “bests” or ready-now candidates in well-run companies.

10. On-boarding the new “_OO” for success. A 2009 article in The Globe and Mail noted that most CEOs have only three business quarters to prove their success. Given that most change efforts require a minimum of 18 months for full integration, it appears that the new leader is set up to either fail from the starting gate, or be lucky enough to reap the benefits of their predecessor who was deemed unsuccessful! Retention of C-suite leaders has become an increasing issue in the business community and the first year remains critical. Successful planned transitions, such as those due to retirement, have been accompanied by a period of parallel mentoring opportunities with the “outgoing” and “incoming” leader working side by side for an overlap period. The reality is that not all transitions provide the opportunity for a smooth, gradual transition. Extra caution must be used to ensure adequate support for the new leader in their new role through the use of leadership coaching or formal mentorship.

5. Ensure the CEO leads the process. The job of the CEO is to prepare a list of potential candidates for succession, as part of a robust talent management strategy, and then help the board and executive team get comfortable in vetting these candidates. The CEO is responsible for ensuring the development and nurturing of the identified candidates to set them up for future success. It should be an integral part of the CEO’s performance goals. 6. Development planning is essential, not optional. Once a list of potential successors has been established, it is critical that they be provided with opportunities to demonstrate the required strategic, collaborative and silo-breaking leadership competencies. Stretch assignments, international, cross-functional or cross-business unit exposures may help in understanding the whole business. Provide opportunities to build relationships upwards and outwards as well as participation in reshaping and setting corporate strategy and cultural change. An assessment of an individual’s strengths, preferences and points of leverage is highly valuable during this phase.

Succession planning for the C-suite is a critical and often overlooked priority for most boards and executive teams. A well-designed and executed succession plan linked to the business strategy can create substantial market value – if done poorly, it can destroy it. Laurie Maslak (PhD, CHRP) VP, Principal Consultant of Talent Management, Right Management. She can be reached at laurie.maslak@right.com.

7. Board familiarity with key candidates (especially for CEO succession). Boards should be encouraged to get to know vetted “_OO” succession candidates, through one-on-one meetings, travel opportunities and mentoring opportunities. The board members benefit from the education, the candidates benefit from the mentoring and experience, and the succession process is strengthened.

References: Carey, D., Feigen, M., and Cashman, K. (2011) Ensuring CEO Succession Agility in the Boardroom in The Talent Handbook. 2nd ed. MacGraw Hill: New York, pp. 175-180. Landsberg, M. (2011). In Search of Excellence in CEO succession: the seven habits of highly effective boards. Heidrick & Struggles Leadership Consulting Practice, White Paper. Miles, S. (2011, June 23) Why So Many Companies Fail at CEO Succession Planning. Bloomberg Businessweek. http://www.businessweek.com/managing/content/jun2011/ ca20110617_227147.htm

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Succession Planning

Unlocking human potential

Confronting the Reality Gap by Les Pickett

Many organizations are, or will soon be, experiencing a leadership crisis. The numbers are staggering in all industries and at all levels of an organization. Frequently, organizations concentrate their short- and long-term planning process on capital improvements and operational programs without fully integrating the accompanying impacts on their development needs. Nations competing in a number of dynamic and competitive world economies cannot afford to continue like this. Effective organizations do not passively wait for the future; they cre-

ate it by managing their time, thoughts and planning to ensure intellectual capital and business processes are not lost. It is imperative to plan for succession rather than letting it happen. Both senior executive management and human resource professionals must share the responsibility for succession planning. History has shown that many serious and expensive corporate problems can be avoided by making sure that the critical human factors are truly taken into account during the investigation and planning stage; not just brought in as an add-on late in the process.

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Redefining disAbility in the Workplace

Far too often HR people are dragged into the discussion process well after the critical decisions have been made and the path forward is locked into the executive mindset. After the strategic planning people and the accounting and finance team have finished the figures probably look good, but potential disaster looms if the human factor is not addressed. It is very clear that the chances of success are significantly greater when there is full involvement by competent HR people in the early planning and decision-making. While it is the role of the board of directors and executive management to focus on financial and legal issues, the implementation and longer-term success is all about people.

Succession planning is about effective people management, leadership, communication, motivation, talent management, utilization of individual and combined skills, knowledge, experience, effective work teams and total capability utilization. www.hrac.org

Unlocking human potential Succession planning is about effective people management, leadership, communication, motivation, talent management, utilization of individual and combined skills, knowledge, experience, effective work teams and total capability utilization. We want people to want to come to work, to enjoy what they do and to feel that their contribution is recognized and rewarded. We talk about this, we know it is a high priority today, we know that it was a problem 50 years ago and we know it is a problem we must address in the future. This is the niche that the effective human resource executive can fill – helping the senior executive team and operating line managers make it happen. Effective leadership and people management is the key to current and future success and the payoff is superior financial performance.

We need to look very hard at the incredible demands being made on our managers in the small and mediumsized organizations. We need to ensure that many of these hard-working people are adequately equipped for their highly complex roles. The preparation for transition from operational or specialist activities to a managerial role is generally very difficult. People make things happen; help them plan where they are going in the best interests of the individual and company. Competent, well-led, motivated people do better. Les Pickett, Chief Executive Pacific Rim Consulting Group and Senior VP ARTDO International. He can be reached at lespickett@pacrimconsult.com.

Develop Your Leaders of Tomorrow, Today: Succession Planning by Julie Checknita Experts have forecasted that by 2020, 23 per cent of the environmental workforce in Canada will reach the age of retirement. With this date quickly approaching, a focus on succession planning is imperative to ensure that an adequate supply of talent is available to meet strategic goals and attain long-term profitability. Succession planning, a key component of HR management, acknowledges that employees will not be with an organization indefinitely and provides a plan for addressing the changes. To ensure that fundamental processes, productivity, client relationships

and knowledge won’t be lost, a solid plan must be in place. To increase both engagement and loyalty, an organization must leverage the talent it already possesses. Providing training and development opportunities and a projected path into the future helps to achieve these goals. Michael Bowie, CFO of Summit Liability Solutions Inc., believes that “Having a succession program in place is vital to the long-term success of the organization. We, as an ownership group, are fully committed to succession planning through the development of our human capital from entry

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A challenging element in succession planning is anticipating the future needs of the organization. The external environment, such as changes in technology, legislation and economic conditions, plays a central role in guiding the future direction of an organization. level all the way to our executive. We strive to develop strong and capable leaders throughout the organization to guide the team once we have passed the torch.” This commitment to talent development must be a part of the organizational culture and communicated clearly and frequently. Establishing a succession planning culture conveys a message to staff that their contributions are valued and builds a culture that acknowledges the importance of career development and progression. This culture can also serve as a recruitment tool by establishing a reputation as an organization that invests in its people and provides opportunities and support for career advancement. Although many succession plans focus on executive or senior management roles, it is just as important to consider all key roles when planning for the future. Key roles can be defined as those roles that are vital for the operations and success of your organization and, due to the skill, experience and seniority required, will be difficult to replace. It is especially important not to overlook this key aspect in your succession plan, as there will be many employees who are not particularly interested in management roles. Even though some of your key players may not be the people doing the succeeding, they must still be recognized as valuable contributors.

A challenging element in succession planning is anticipating the future needs of the organization. The external environment, such as changes in technology, legislation and economic conditions, plays a central role in guiding the future direction of an organization. While there is no one-size-fits-all solution, organizations can begin by identifying individuals who are open to change, motivated to succeed, and have values that align with the overall strategic direction of the organization. Organizations must understand that successful succession planning is an ongoing process; it requires a continuous commitment to training, professional development and creating career paths for employees. Commitment is necessary from HR and all levels of management. Leaders are responsible for identifying key employees and future leaders within the organization. While this may sound simple, it is easy for organizations and management to get caught up in the challenges of day-to-day business. Failure to properly plan for the future increases the odds of not having the talent needed to grow and prosper in the future. Being proactive helps increase employee engagement, supports an organizational recruitment strategy and ultimately strengthens the organization’s prospect for longterm sustainability. For more information on the resources offered by ECO Canada, visit www.eco.ca.

www.hrac.org

Nearing the End • Real Estate

Nearing the End BY NIKKI MULLETT

s we approach the end of 2011, unmistakable indicators offer proof positive that the Calgary real estate market is continuing its current turnaround. A recent release by the Calgary Real Estate Board (CREB) evidences improving market conditions detailing an increase in housing inventory levels. This trend continues to create a downward pressure on prices, consequently affording prospective buyers the opportunity to purchase a family home at a price that was recently unavailable. Prior to this inventory increase, buyers were often relegated to searching the much more affordable condominium market where availability far surpassed that found in the single-family home market. Now, with a narrowing between the respective price points of these two markets, buyers once again find themselves gravitating more readily to the purchase of a more traditional home. The CREB report further evidences a strong inventory of single-family homes at a wider variety of price ranges than was the case in the first three-quarters of 2011. Given the fact that recent market sales figures are showing a slight rise in the number of homes sold under $300,000, it’s clear to see that purchasers have begun to recognize this upturn in availability and are doing their best to take advantage. Good news for the upper-end home market as well – the report shows sales for these homes being above the pace set a year ago. As of August month-end, 948 single-family sales over $700,000 were recorded compared to 779 as of August month-end 2010.

Relatively balanced market conditions have kept the city of Calgary’s average home prices stable, and these conditions are expected to persist effectively preventing any significant price escalation, and improved employment and wages will backstop any price declines. Fortunately for concerned buyers, industry prognosticators have been projecting a humble increase in single-family home prices in 2011. Looking to the Calgary condominium market, although the indicators are not as encouraging as in the single-family home market, there is still cause for subdued optimism. Statistics in CREB’s report indicated that throughout the first half of 2011 condominium sales continued to be lower than levels recorded the previous year, yet sales are no longer declining at double-digit rates. Sales for condos priced below $200,000 also received a boost, with 834 as of August 31 this year compared to 596 for the same period in 2010. This improvement points to a growing number of first-time homebuyers taking advantage of affordability and low mortgage rates, reducing the number of new condominium

Good news for the upper-end home market as well – the report shows sales for these homes being above the pace set a year ago. www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 71

listings to levels more consistent with a balanced market. A recent report by RBC Economics stated that owning a home in the Calgary area continues to be close to the most affordable that it has been in almost six years. Notwithstanding the latest bout of uncertainty, RBC believes that the strong economic fundamentals of Alberta and Calgary will find their way into the housing market and will support homebuyer demand in the period ahead. The report found that among major urban centres, Toronto and Ottawa posted a monthly increase in activity while Calgary, Montreal and Vancouver saw activity decline slightly. According to Greg Head, co-author of the recently-published book “Secrets of the Canadian Real Estate Cycle,” Calgary is currently sitting at the middle/end of a slump phase that began in 2007. Based on historical data, the book describes the predictable and repeating real estate cycle having three phases – the boom, the slump and the recovery – each with a beginning, middle and end stage. “One way to describe the real estate cycle is it’s like a

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Nearing the End • Real Estate

forest. A forest fire is like heading into a slump – it has to happen to allow for replenishing and the next phase of growth,” says Head. “It allows all the key drivers to set the stage for the next cycle.” What happens in a slump is an initial drop in values that obviously creates a demand. Then a further increase in demand towards the end of a slump drives toward a recovery. “Slumps tend to begin while values are still rising and the key drivers are shifting until ultimately the key drivers take hold and move the cycle into the slump phase,” he explains. “This was consistent in 2007. In the beginning of the year values were rising and it was not until August 2007 when values actually peaked.” Head says that although factors such as job growth and net migration have been improving, consumer confidence remains low and will continue through the end of this year into the beginning of 2012. He believes Calgary has had a lot of positive momentum in terms of key drivers, but looking to the future and what’s happening globally, consumer confidence will ultimately be impacted and will influence how quickly we move through the cycle and into the next phase – the recovery. And with all the buzz surrounding a current market correction, it’s Head’s belief that Calgary has been correcting since 2007. “After coming off the boom, values dropped during the beginning of the slump and have been sluggish as the market works its way through the remainder of the slump,” he says. “So in essence the correction is still happening and therefore there has not been much upward pressure on values. In 2011, there has been very strong key driver support in the areas of job growth, net migration and salary increases and these are great to see, however towards the end of this year and beginning of next the consumer confidence has the potential to stall the cycle’s progression to the next phase which would be the recovery.” Calgary realtor Crystal Tost with Re/Max Realty Professionals also agrees that the market is correcting, creating the perfect opportunity for a lot of young people and first-time www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 73

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creating the perfect opportunity for a lot of young people and ﬁrst-time buyers who otherwise wouldn’t have had the opportunity to strike while the iron is hot. buyers who otherwise wouldn’t have had the opportunity to strike while the iron is hot. She sees the market being pretty stable and balanced right now and doesn’t see prices increasing or decreasing significantly over the next year. “A market can’t go up forever, it has to correct eventually.” Tost affirms that we’re still in the midst of a buyer’s market, but notes that if a property is accurately priced, shows well and is attractive in many aspects, it’s not uncommon to see multiple offers. In the last while, she says the Calgary condo market has been stagnant as more than half the homes sold have been single-family under $350,000. Tost is also seeing pretty good activity in high-end home sales that she contributes to the influx back into the city again. “In this sort of market, sellers have to be really competitive,” says Tost. “They have to create emotion as buyers aren’t just buying a home now, they’re buying a lifestyle.” BiC

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Preparing for a Financial Disaster • Financial Planning

Preparing for a Financial Disaster

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Financial ruin isn’t far away for many Canadians in the event of an injury or sudden illness, but there are ways to prepare for such a situation BY ANTHONY FORMAN

esiding in Saskatchewan more than seven years ago, Susan Simons and her husband were living life like most people. She didn’t have a lot of savings, but her husband worked, she was a home caregiver and was raising her two young kids. They paid their bills on time each month, but had very little money left over. Then disaster hit. Her husband was seriously injured while on a skiing trip and was suddenly unable to work for months. The young couple had no financial help and plenty of bills: a new mortgage, utilities, car payments, groceries, kids in school – no shortage of expenses. It added up fast. “It’s a crippling feeling,” says Simons. “Living paycheque to paycheque with barely any savings and our credit basically maxed out, we didn’t have a lot of options.” They went bankrupt. Going from a seemingly and deceptively stable financial life through a devastating injury to a bankruptcy seemed to be the only option at the time. It wasn’t easy. “It’s been such a long, hard road,” says Simons. She had to decide which bills to pay, how to juggle the creditors – using one credit card to pay off another – the rent and raising kids. “I was embarrassed to ask for help,” she says. Many Canadians are just two or three paycheques away from financial ruin and Simons isn’t alone in facing a financial disaster from a sudden injury or illness. Canadians are carrying record household debt levels. A recent TD Canada Trust survey found three out of four Canadians would like the ability to defer or reduce their monthly mortgage payment in the case of an unexpected event or shortfall. Sixty per cent would prefer to pay a lump sum faster on their mortgages if it 76 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

gave them the ability to pay less at a later date if something sudden came up. “Many customers want to pay down their mortgage ahead of schedule and be debt-free sooner, but they worry about not having the funds available if they need them in the future,” Farhaneh Haque, a regional sales manager for TD, says in the survey’s release. When a financial disaster hits, for whatever reason – health problems or perhaps a major change in life circumstances – there are ways to deal with it, even if it’s a seemingly long journey. Dealing with the financial issues head on is always the best way to approach it, say experts. There are various kinds of insurance available, such as critical illness, disability and mortgage protection. “We always wonder why people are so hesitant to attack their financial situation and get it under control,” says Brian Betz, a credit counselor with Credit Counseling Services of Alberta, also known as Money Mentors. “People live month to month because that’s convenient and that can be because they lack the knowledge of how to budget properly.” They often carry the “wrong” kind of debt, he says, referring to high-interest credit card debt. As it accumulates, it seems to become unmanageable and people have a tendency to ignore reality until it’s too late or more difficult to get under control, says Betz. It’s been three years since Simons and her husband went

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FINANCING YOUR BUSINESS

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f you’re thinking of starting up a business, you may also be considering how you’re going to find the funds to get your new venture off the ground. Typically, we first think of obtaining bank financing or loans from family and friends. However, entrepreneurs have a number of options available to them to finance their businesses, whether just starting out or wishing to grow. When we hear the term “capital markets,” we often associate it with a public company that is listed on a stock exchange. While there are benefits to becoming a public company, such as easier access to capital and liquidity for shareholders, the ongoing maintenance, reporting and disclosure requirements, not to mention the associated costs, are onerous and therefore may not be an attractive option for all businesses. An alternative to raising funds as a publicly listed company is through the “exempt market” by way of what is known as a “private placement offering.”

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A private placement offering utilizes one or more of the many exemptions that are found in our securities laws, and generally provides more expedient access to capital from investors without the need to prepare and file a prospectus. Three of the most common prospectus exemptions involve raising funds from either (i) high net worth individuals (the “accredited investor” exemption); (ii) close friends and family; or (iii) through the use of an “offering memorandum,” a document prepared for prospective investors that generally describes the intended use of the proceeds raised and the business objectives of the company. In each case, strict adherence to the rules and regulations of our securities laws is required.

It is not uncommon to see some entrepreneurs raise funds for their business, not realizing they are not in compliance with applicable securities laws. Either the relationship between the principals and the investors is not sufficient to classify them as close friends and family or they have exceeded the 50 shareholder limit imposed on companies relying on the “private issuer” exemption. These entrepreneurs are at risk of facing sanctions imposed by the applicable securities commissions or being liable for losses suffered by their unqualified investors. In addition, entrepreneurs may want to consider using a dealer to assist them in their capital raising endeavours. Depending upon the type of securities being sold, the use of an “exempt market dealer,” “registered dealer” or other classification of “dealer” is required. For further information and guidance on the legal aspects of raising capital for your business, whether by way of a private placement or a public offering, please contact a member of our corporate finance team.

Doris E. Reimer doris@meranireimer.com 403-261-9001 Doris is co-founder and partner of Merani Reimer LLP and practices in the areas of corporate and securities law.

Ashif S. Merani ashif@meranireimer.com 403-261-7006 Ashif is co-founder and partner of Merani Reimer LLP and practices in the areas of corporate and securities law.

Brent D. Cage brent@meranireimer.com 403-260-9061

corporate, securities, tax,

CORPORATE, SECURITIES, intellectual property and real estate INTELLECTUAL PROPERTY AND REAL ESTATE

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Brent is a partner of Merani Reimer LLP and practices in the areas of corporate and securities law.

Preparing for a Financial Disaster • Financial Planning

through her bankruptcy and she wants other people to realize that despite the seemingly insurmountable challenges any financial disaster presents, there is help. “Once I got up the courage to finally seek help – which I waited too long to do – I found out that with a good plan and a financial expert to help guide me through it, there was light at the end of the tunnel,” she says. She sought advice and ultimately decided bankruptcy, while certainly not pleasant, was really the only viable option after trying to avoid the inevitable for so long. “That’s how far it had gone.” After consulting a debt consolidation company, she began the long road to rebuilding her credit after bankruptcy and trying to make ends meet. “Even though it’s horrible to go through a bankruptcy, taking the first important steps made me see how I could rebuild our life together,” she says. Her entire thought process about money changed. No longer was each bill a painful chore to pay. Even going grocery shopping became a good experience. “It’s a complete feeling of being grateful and thankful I have the money to pay the bills.” For most people, facing a financial loss is a likelihood, according to Crystal Wong, senior manager of financial planning for TD Waterhouse in Calgary. “Most people have experienced some type of financial loss already, whether it’s big or small,” Wong says. “After an unexpected incident, many customers take saving money more seriously.” And they should. TD economic data shows Canadians save just three per cent of their pre-tax income, which is one of the lowest saving rates in the western world, says Wong. Simons admits her credit suffered along with her self-esteem going through the process. After ensuring she and her husband could make enough income to meet her budget, she then started rebuilding and maintaining good credit, doing her taxes, plus putting money into savings through automatic transfers each month. People seem to be able to come up with the money for a vacation to Mexico or Hawaii, so why can’t they put a small amount into savings through an automatic deposit? Even $50 a month adds up. She’s been through the worst of it and has now rebuilt her life, even after a double whammy that took a drastic toll. She just wants other people to be more aware of how close they really are to financial ruin at a moment’s notice. “It only hits you once it’s too late,” Simons says. “If you just prepare for the reality of a possible disaster of some kind, and face it head on if and when it does hit, then you’ll be able to weather the storm.” BiC 78 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

Avoiding a Financial Disaster • Establish an automatic monthly deposit at a manageable dollar amount to contribute to any savings vehicle, such as a TFSA or RRSP • Pay down your mortgage faster when possible, but consider a flexible mortgage, which provides the ability to skip some payments later on if necessary • Develop a three- to six-month emergency savings fund • Pay cash whenever possible and avoid using credit without paying it off monthly • Spend less than you make: develop a budget and stick to it • Pay off high-interest credit card debt first and pay off credit cards each month • Consolidate debt when it gets unmanageable to make a single monthly payment • If something happens that puts your entire financial picture at risk, consult a specialist to determine all your options, such as Credit Counseling Services of Alberta (Money Mentors), a debt consolidation company or your financial planner • Develop a plan to rebuild: ensure a reasonable income; consolidate debts or consider bankruptcy, rebuild your credit over time slowly • Develop a comprehensive, written financial plan and review it every three to five years SOURCES: MONEY MENTORS, TD CANADA TRUST

Keystone Celebrates

The team at Keystone Excavating Ltd.

30 Years of Movin’ Dirt… By Mary Savage | Photos by Ewan Nicholson Photography Inc.

s the company slogan reads – “Our Life is Dirt” – and simply put, these four little words capture life at Keystone Excavating Ltd. It’s not glamorous work, nor is it clean, but it is highly rewarding for the 100-plus employees who make it happen every day – come rain, shine or frost. From site grading for new communities to deep-service work, Keystone has built a solid reputation as a company that cares – period. They are completely committed to customer satisfaction and pride themselves on building solid

relations, delivering superior service and working with the very best people in the industry. Dirt management is big business in Alberta and for 30 years, Keystone has been a significant contributor to the overall growth and development in Calgary. What started as a one-man operation has grown to become the largest residential excavator in Calgary and on any given day, you will find the Keystone crews working in every quadrant of the city and surrounding communities.

Keystone Excavating Ltd. | 30th Anniversary | 1

Executive Team: Roy Fulton, Keith Tisnic, Holly Goulard, Jim Elias, Anthony Hall

They are recognized as an industry leader for their innovative thinking, their field applications of technology, their high safety standards and an unwavering commitment to quality.

They are recognized as an industry leader for their innovative thinking, their field applications of technology, their high safety standards and an unwavering commitment to quality. Over the years, they have won numerous SAM awards for trade partner of the year and recently they were awarded the safety leadership award for the second year in a row. It appears their growth remains unabated as they forayed into the Edmonton market in the spring of 2011. Keystone was established in Calgary in 1981 as a family business and today, the second generation is still involved, but the business has evolved and given rise to a new presi-

dent, a highly skilled management team and larger-than-life goals. But to understand Keystone’s roots and commitment to quality, we’ll travel back to Thompson, Manitoba – to the late 1950s – where Ed Elias started the business with a good chunk of his life savings and one partner: a new bulldozer.

One Good Contract Leads to Another

On February 26, 1956, Inco Mines struck nickel in Thompson, Manitoba and created a mining boom that changed the face of northern Manitoba. Naturally, housing developers weren’t far behind and needed to start moving dirt of their own. Ed Elias had just purchased a new $16,000 dozer that would be his partner in Ed Elias Excavating. In 1958, shortly after marrying his sweetheart, Nancy, Ed got the call to head north. He dug the first basement in Thompson, followed by several years of steady work while Nancy stayed in Winnipeg. But as their family began to grow, Ed returned to Winnipeg to be with his family and travelled between the two locations until his contract was finished.

Keystone Excavating Ltd. | 30th Anniversary | 2

In the late 1970s, business started to slow down and the economy slid into a recession. “Dad was faced with a major decision,” says Ken Elias, chairman of the board and former CEO. “It was either move it or lose it. He decided to move it.” In 1978, Ed headed to Calgary given the booming economy in the oilpatch. He got a break when McNichol Construction gave him some hourly deep-service work and slowly, the client list grew. Ed moved his family to Calgary and by now his three sons were involved in the business and they incorporated the business under a new name: Keystone Excavating Ltd. By late 1981, the high-flying days of boom town Calgary were over. Unlike many companies who had been long established, Ed Elias had a small, lean operation and very little debt – a fact Ken believes saw him through the tough times with the loyalty and hard work of his family. “My brothers and I weren’t even working for wages at that time,” remembers Ken. Ed and Nancy had been running the family business since 1958 and were now

starting to think about succession planning. In 1987, Ed stepped aside and let his sons take over some of the business. Ken and Jim purchased 40 per cent ownership in the company using the banked wages they didn’t take while times were tough. In 1995, Ken and Jim took full ownership of the company and in 1997, Les bought in, making it a true family affair. During the 2000s when the economy boomed again, Keystone had grown more than 1,000 per cent and had solidified its reputation as a leader in residential and commercial excavation throughout the region. In 2010, the family felt it was time to make another key decision with respect to the leadership and appointed Holly Goulard to the position of president and CEO. Ken and Holly had worked together for over 15 years and Ken was ready to step aside. Holly had already played a significant role in helping not only to streamline operations, but also grow the business. “When I took over as president, we wanted to redefine our vision and where we were headed,” explains Holly.

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Keystone Excavating Ltd. | 30th Anniversary | 3

Today you will find Keystone in every corner of the city and surrounding areas working on a variety of projects… “We spent a lot of time talking about our client base, our expertise and how we could grow market share. The outcome was to grow the business – expanding geographically – so we set our sights on Edmonton.” Today you will find Keystone in every corner of the city and surrounding areas working on a variety of projects and when it comes to residential work, their market share sits between 18-20 per cent – making them the largest residential excavator in Calgary. In the spring of 2011, Keystone opened their first office in Edmonton and have hit or exceeded their monthly goals since the opening. “The Edmonton office is exactly the same size as when I started with the company in Calgary and it’s

Management team Standing L–R: Gary Allen, Grant Campbell, Chad Gillies, August Myles Seated L-R: Laura Pomeroy, Kevin Nichol, (missing:Les Elias)

exciting for us because it’s an opportunity to eliminate some of the growing pains we’ve had over the years,” she says. “Our growth is intentional and we are trying to achieve a maintained growth to sustain our brand and quality.”

Technology and Dirt … A Perfect Pairing

When you have 122 pieces of equipment, 108 staff, numerous projects and several subcontractors all working in every sector of the city – every day – suffice it to say, it can be difficult to keep track of things. When Holly joined the company 16 years ago, she was determined to help Keystone run more efficiently – from the ground up – and her mission was accomplished with “Groundbreaker.” For the last five years, “Groundbreaker” has helped Keystone streamline their operations: connecting the field crews to the office with real-time data. They also installed GPS

Keystone Excavating Ltd. | 30th Anniversary | 4

software, further enhancing the system with greater accuracy and efficiency. “Supervisors can manage their jobs on-site, check plans and quotes, locate vehicles, manage dirt and approve time sheets – all from the field,” explains Jim Elias, vice president operations. “From a safety perspective, an efficiency perspective and a cost perspective we have already seen the benefits of ‘Groundbreaker’ and we know, long term, it will have a significant impact on Keystone and our clients.” Likewise, Keystone’s ‘Quick Trench’ revolutionized the turnaround time of the work. Quick Trench expedites the whole process thereby ensuring any job site hazards are kept to a minimum along with completing the job within a day. Keystone is the only company to use a trench cage on every installation.

The Keystone Culture

Congratulations to Keystone Excavating on their 30th Anniversary! We’re proud to be partnered with you,

Behind every successful business, you will find an internal culture that supports their employees and provides them with ongoing training, safety initiatives, the best tools, innovative thinking and when the work is done, they take time to celebrate.

and we wish you many more years of success. 403-650-7809

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Employee Beneﬁts, Retirement & Insurance Consultants

Congratulations on 30 years of success.

It has been great to partner with a company that brings such a positive impact to their clients, suppliers and the community.

As Keystone Excavating celebrates their 30 year milestone, we would like to thank them for their business, and wish them continued success. We appreciate our history together. ~ From all your friends at Brandt Tractor

Fairﬁeld Watson & Lewis Inc. Unit 22, 4550 – 112th Ave SE, Calgary AB T2C 2K2 Phone (403) 262-7278 • Fax (403) 262-7251 www.fairﬁeldwatson.com Keystone Excavating Ltd. | 30th Anniversary | 5

L-R: Keith Tisnic, Roy Fulton, Holly Goulard, Jim Elias, Anthony Hall.

“Creating value is very important to Keystone: acknowledging the quality and satisfaction of a job well done begins internally and filters through to the client,” says Holly.

In late 2011, Keystone started developing a “Keystone University” (KSU), to provide continual training by way of workshops, ongoing education, on-site direction management, layout and services to the clients prior to projects beginning. This initiative allows Keystone to offer a standardized training program for employees that provides modules of information from customer service to site planning to communication. Building leadership is critical to the growth of Keystone and key in employee satisfaction. Given the long-term employment and knowledge of so many

employees, content for these modules is readily available. Keystone recognizes the importance of employee retention and they go to great lengths in order to maintain their best employees. “With a decline in the industry, fierce competition and a shortage of skilled people, we have been able to hold on to our best people and we know this is integral to our success,” adds Holly. “Creating value is very important to Keystone: acknowledging the quality and satisfaction of a job well done begins internally and filters through to the client. Some of the innovations and services provided to the client have been born through listening to the client and understanding their challenges before, during and after our scope of work,” she adds. “Our team has been instrumental from concept to implementation.” Not only do they move dirt, but they also manage it – meaning they are always looking for ways to help a client reduce costs. “Given the size of our fleet and that we’re working in every area of the city, we have the advantage of managing dirt to reduce additional costs of trucking for the individual client and sharing the requirements of balancing sites among all clients,” says Holly.

Keystone Excavating Ltd. | 30th Anniversary | 6

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Congratulations “Keystone Excavating Ltd” to your successful 30th year anniversary!

Renfrew Insurance congratulates Keystone Excavating on 30 years of excellence!

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Keystone Excavating Ltd. | 30th Anniversary | 7

Holly Goulard, president and CEO

“If our clients have a plan in place, then we help them with design and dirt balance; we look for ways to save them money and help them manage their dirt,” adds Jim. “We provide solutions and service; there are so many variables in our scope – our job is also to educate and support our clients. We have limited knowledge of the conditions underground, so we work with the client to get the best information available.”

Safety First: From Hard Hats to Steel Toes…

It’s been known to happen throughout Keystone’s history – their guys in the field are laughed at for being a little different. They were the first company to use track excavators to dig basements (crawler loaders were commonplace until track excavators took over) and it happened again when they started arriving on job sites in hard hats and steel-toed boots – long before the residential industry required it. As part of their effort to become a safety leader, they put Roy Fulton in place to keep the job sites safe, build a strong safety program and become COR certified. “Early on, our safety program changed the game for others in the industry by being proactive and involved in the associations at the municipal and provincial levels. It was significant for the industry and we are not scared to continually invest in our people and the business – be it technology or safety,” asserts Holly. “We are leaders and we like pushing the envelope for our competitors. Our advantage is having a strong, clean well-run fleet, well-trained employees who are experts and real-time communication in the field. These things keep us at the forefront.”

It’s Not All About the Dirt…

Keystone and Club Dirt (social club) believe in giving back to the community and helping those who are less fortunate. They take pride in being a great corporate citizen and over the decades they have supported countless organizations and raised hundreds of thousands of dollars for charity. They have given back to many organizations in an effort to help children including the Ronald McDonald House, Calgary Urban Project Society (CUPS), Kids Cancer Care, Rotary Flames Children’s Hospice and Mavericks Chuckwagon Racing Team, a charitable group for Children’s Link Society, to name a few. They also support initiatives to help the homeless with affordable housing projects. They have worked with the Calgary Home Builders Foundation where they have dedicated their time, resources and finances to help the homeless – the driving focus of the foundation and Keystone has worked side-by-side with them for many years.

As Keystone celebrates three decades in business, they would like to extend a sincere thank-you to all of their business partners, suppliers, and employees for helping to make the first 30 years so successful.

As Keystone celebrates three decades in business, they would like to extend a sincere thank you to all of their business partners, suppliers and employees for helping to make the first 30 years so successful. It appears they have big plans for the future and their recent expansion into the Edmonton marketplace is just the tip of the iceberg. “As for future growth, I can tell you we have a ‘BHAG’ – a big hairy audacious goal,” remarks Holly with a twinkle in her eye. •

Keystone Excavating Ltd. | 30th Anniversary | 8

CONGRATULATIONS KEYSTONE EXCAVATING LTD. ON 30 YEARS OF EXCELLENCE AND WISHING YOU ALL THE VERY BEST FOR CONTINUED SUCCESS IN THE FUTURE.

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Lafarge Aggregates Offering a full line of crushed and washed sand and gravel products for all applications, Lafarge Aggregates has state of the art facilities located throughout Calgary and the surrounding area. In addition to services in the form of product delivery, technical support, and industry expertise, Lafarge Aggregates strives to optimize the customer experience through site improvements – the most recent being site circulation enhancements and automated scaling facilities at Spy Hill. Contact Lafarge Aggregates for your aggregate product and service needs at 403-292-1644

Congratulations Keystone on your 30th Anniversary! Keystone Excavating Ltd. | 30th Anniversary | 9

SPE INDEMNIFIED DEEP UTILITY

INDEMNIFIED SPECIALISTS INDEMNIFIED DEEP UTILITY PHONE: 403.274.1991 DEEP UTILITY FAX: 403.274.1925 SPECIALISTS EMAIL:SPECIALISTS info@peakcontracting.ca PEOPLE | EXPERIENCE | ACTION | KNOWLEDGE

Congratulations to Keystone Excavating on their 30th Anniversary!

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Congratulations Keystone on your first 30 years! It has been a great pleasure supporting your projects. We look forward to continuing our relationship.

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Congratulations to Keystone Excavating Ltd. on 30 years of service! We appreciate the opportunity we have had to do business with you. We offer our best wishes for your continued growth and success. ~ Your friends at The Employment Office

Keystone Excavating Ltd. | 30th Anniversary | 10

SPECIALISTS

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Passion, Integrity and Technology Converge to Create a Powerhouse

PHONE: 403.274.1991 Success…from the Inside Out FAX: 403.274.1925 A IL: info@peakcontracting.ca

By Mary Savage | Photos by Ewan Nicholson Photography Inc.

t the heart of every successful business, you will find a few common traits and they usually have nothing to do with a specific product. In a highly competitive global market, a handful of companies seem to surface as leaders in their fields – giving rise to excellence in reputation. Why? Because these businesses have passion, they listen to their customers, they have outstanding leadership and they continually scan the marketplace to provide the ‘best in class.’ And their customers take note – year after year. Convergint Technologies LTD is one of these companies and they quietly go about their business with an understated passion and commitment. They provide integrated technical support systems to control and enhance the inner workings of buildings: heating, ventilating and air conditioning, security systems and fire alarm systems – all at the touch of a button or two. Save for the control panels mounted on the wall, we take these systems for granted: they provide a secure workplace, regulate the internal environment, and alert us to any pending danger or disruptions in the operation of a facility. The intricate maze of cables and pipes that are hidden behind the walls provide a never-ending loop of information – updating each port along the way – and its role within any building operation is integral. Today, advancements in technology work seamlessly in highly complex building environments and Convergint sits at the forefront as an industry leader. When Convergint entered the Alberta marketplace 10 years ago, it was by way of acquisition. They purchased Inet Systems, a company that had been successfully supplying building control systemsMEMBER to Calgary, Fort McMurray and Lethbridge for over 25 years. “We are an odd cross-breed because we’ve been in Alberta for 35 years, but under Convergint, we’ve been here 10 years,” explains Peter Brown, Energy and Industrial Business Group Consultant, and former Inet majority partner. Convergint was originally incorporated in Chicago, May 25, 2001, and coming into the Canadian market was new territory for them. Enter Peter Dixon, Vice President Business Development, for the then newly formed U.S. company. Dixon and Brown had spent many years working as friendly competitors and recognized an opportunity to expand the North American market share, and as they say, the rest is history. Today, Convergint is the seventh largest systems integrator in North America, with 26 offices in total, six of which are located in Western Canada. “We are a unique operation and we are very quick to respond to our customers’ needs in an ever-changing environment,”

w.peakcontracting.ca

PHONE: 403.274.1991 FAX: 403.274.1925

EMAIL: info@peakcontract Convergint Technologies Calgary location senior management team; (L – R ): Peter Brown, Al Trepanier, Bonnie Bradley, Paul Pointen, Peter Dixon, Dale Case, Shirlee Moerke & Lorne Ponath

says Brown. “Every project is tailored to meet the specific needs of our customers – whether we are building a new system or updating an existing one.” “Most decisions are made at the local level and we can move very quickly. We have the horsepower to compete with the multinational firms, but we are still able to change on the fly as needed. We have deep roots in the community and in the oil and gas sector because we’ve been here from the beginning,” adds Brown. In conjunction with their exemplary customer care, Convergint established a set of values and beliefs that permeates every layer of the business – from day-to-day operations to long-term growth, and not surprisingly, this belief system stems from the top down. “The company framed out a set of values and beliefs that forms a foundation for the company – from the CEO to the apprentices in the field,” explains Al Trepanier, Vice President Canadian Operations. “It’s all about building solid relationships and creating MEMBER a culture that our colleagues can understand and embrace. As a result, we have some of the best people in the industry working for our company, including the core group of colleagues from Inet, and that is rare under an acquisition process.”

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Convergint Technologies LTD | 10th Anniversary | 1

As Dixon has observed, the industry has undergone changes that has helped Convergint strengthen their market share by serving their clients better. “In years past and when the systems were proprietary in nature, most of the equipment was manufactured by just a few companies. A client would purchase everything from one manufacturer and the people who built the equipment would also service it.” Today, there are many manufacturers and people who can service these products, and this “choice of delivery” is where Convergint has excelled. “This type of choice environment is a value statement that reflects upon the people you employ, your level of professionalism, how you service the client and the response time. All of these areas become more important instead of whether it’s a blue, green or brown box,” asserts Dixon. “This approach speaks to the heart of our business: our clients want their buildings to operate a certain way and they need equipment that will provide many solutions – not trying to fit the solution to what the manufacturer offers – it’s a totally different and innovative approach.”

Convergint Technologies colleagues design, assemble and test complex control panels in their Calgary location.

As environmental sustainability plays a larger role across all industries, Convergint recognizes the importance of building systems to support reduced energy consumption. “Our business has become much more complex and what we do has an impact on the environment and we need to help our clients reduce energy consumption,” says Dixon. “We are proactively looking at new methodologies to reduce our customers’ carbon footprint and to integrate systems to address environmental impact. It used to be done primarily to save money; now it is done to save energy and corporate branding demands that customers show green ownership,” says Dixon. Over the last decade, the Canadian operation has increased their business ten-fold and is looking to continue its aggressive growth. If the first 10 years are any indication of what lies ahead, they will likely surpass their targets well ahead of schedule. Convergint senior management expects significant growth will come from the security The Calgary based Convergint Technologies team enjoyed a very productive Social Responsibility Day June 10, 2011- “Making a daily difference” for the wonderful people at Hull Child and Family Services!

True partners will work together in any conditions and overcome any obstacles. Our congratulations to Convergint Technologies LTD on their 10th anniversary milestone. From the entire staff at Unitech Electrical Contracting Inc!

Suite 11-700 58 Ave S.E. • 403-255-2277 Awarded “Contractor Of The Year” by Alberta Venture.

Convergint Technologies LTD | 10th Anniversary | 2

To a brilliant company brimming with honourable people! Congratulations on your 10 year anniversary! Howard Diamond - National Sales Manager Tel. 905- 856-8733 ext 3130 | Cell 416-458-6892 E-mail Howard.Diamond@honeywell.com Western Canada Ray Newberry – Regional Sales Manager Cell 604-290-3748 E-mail Ray.Newberry@honeywell.com

10 years... 10,000 smiles T

hank you for using your expertise, energy, time and talent to build a better community for everyone.

For nearly 50 years, Hull Child and Family Services has been strengthening kids, empowering families and building better communities. Volunteers are at the heart of this work, and Convergint Technologies LTD is among the best. Convergint Technologies LTD is integral to the successes of our kids and families. By installing security systems throughout our many buildings, you’ve made safer spaces for kids. Annual Convergint Days prove the remarkable spirit of your entire company, as the team comes out to tackle projects big and small. Topping the day off with a barbeque for kids makes it even more special. Your commitments to Hull’s kids over the last 8 years are remarkable.

Congratulations and thank you! 2266 Woodpark Avenue SW 403.251.8000 • www.hullservices.ca Convergint Technologies LTD | 10th Anniversary | 3

sector. Clients are demanding a safer, more secure work environment and are fully committed to protecting all of their assets and especially their people. “We are also engaging in succession planning to attract the next generation and it’s challenging, but we know that our values and beliefs are drawing people to our business,” explains Trepanier. “Younger people want balance in the workplace and they also want to work with the best technology available – we need to adapt to attract and retain the right people.” “It’s all about lining up our expertise and technology with what the marketplace wants. As we grow, the industry evolves and our clients need to transition, and our job is to keep everything aligned,” adds Trepanier. Outside the world of technology, Convergint takes great pride in supporting many worthy causes and giving back to the community. Each year on their anniversary, Convergint Day is celebrated. “We wanted to go out into the community and lend a hand to the less fortunate and expect nothing in return. Convergint Day began with 82 colleagues in the USA, and the company has honoured this day ever since,” says Trepanier. They reduce operations to a skeletal staff and this past year saw over 900 colleagues partake in charity activities across the continent. In Calgary, their charity of choice is Hull Child and Family Services which they support throughout the year – a tradition and relationship they have enjoyed for seven consecutive years. “Convergint has been a very valuable partner and they are an amazing group of individuals,” says George Ghitan, Executive Director, Hull Child and Family Services. “They have volunteered their time, expertise and talent to build a safe and more comfortable environment for our kids and staff. Whenever we ask for something, they figure out a way to make it happen – they are an incredible organization!” Convergint Technologies LTD

As Convergint celebrates their 10th anniversary, they would like to acknowledge and thank all of their customers, business partners, suppliers and colleagues for making the first 10 years so successful. They look to the future with promise, passion, integrity and an unwavering commitment to building better solutions for their customers. •

1.800.691.3246

www.convergint.com

Congratulations to Convergint Technologies

10 years

eight

of competitive excellence in the open protocol and intelligent building markets!

Happy Anniversary! Concept is a proud partner with Convergint, achieving excellence in providing client focused solutions, delivered safely, on time, and on budget

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Convergint Technologies LTD | 10th Anniversary | 4

Congratulations Convergint Technologies LTD on your 10th Anniversary!

Happy 10th Anniversary to Convergint Technologies LTD! Dennis Clease 11555 - 29 Street SE • 403-258-6300 www.jackcarterchev.com

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Growing Responsibly

Agrium provides the products, services and culture that help people grow. Growth is important, but not at any cost to the planet or society. Weâ&#x20AC;&#x2122;re helping growers grow healthy plants in environmentally and socially responsible ways. And as our company grows, we integrate our commitment to responsibility into our new businesses and communities.

Where the Future is Growing™

Re s p e c t i n g S t a ke h o l d e rs Stakeholder engagement is at the heart of sustainable development. Agrium strives to understand what our stakeholders value and would like sustained, so we can work together for the right outcomes. Otherwise, our efforts would address a fraction of what constitutes sustainable development — only how Agrium views it. Stakeholder engagement is what invigorates us to tackle new challenges in ways that will meet the needs of society.

Employees

Agrium employs over 14,000 individuals globally. Our true advantage lies in our ability to attract and retain the right people. We engage our employees by encouraging involvement and feedback with the belief that each employee contributes to the company’s success. Our commitment to safety is a key driver behind our policies and practices while still ensuring that we meet our employees’ needs.

Customers

Agrium strives to provide its customers with products and services that provide value. Creating economic value is our primary focus but we also help our customers increase their productivity, support their environment stewardship efforts and improve user safety.

Shareholders

Agrium constantly engages its shareholders in a variety of ways to inform them of our progress and to understand their concerns. Our ﬁnancial objectives are to both increase our earnings and their stability through economic cycles, as well as maintaining a strong ﬁnancial position.

Society and the Environment

Agrium provides nutrients that are critical to producing abundant and nutritious food. We are also actively involved in environmental, educational and public safety initiatives.

For more information on Agrium and our commitment to growing responsibly, please visit:

agrium.com/sustainability

Communities/Global Issues

Agrium supports more than 1,000 local non-proﬁt groups. Our 2011 donations were distributed to organizations committed to improving conditions in health and wellness, youth development, civic arts and culture, and environmental stewardship. Issues of a global nature such as food security, climate change and protecting our watersheds are also a focus for Agrium. As a global company, we feel we are well-situated to make signiﬁcant contributions to a more sustainable world. Food is the one product that takes priority over all commodities. To continue feeding our growing world, farmers are being asked to increase production on their land while minimizing the impact to the environment. Agrium is supporting this effort by working with researchers to grow more food through the use of best management practices and new technologies like controlled-release fertilizers. Nowhere is food security more tenuous than in Africa. We realized that food security can lead not only to improved nourishment, but more broadly, to improved quality of life. In 2009, Agrium entered into a partnership with Millenium Promise – a group that believes in reducing extreme hunger while improving education, health, gender equality and environmental sustainability. Agrium invests funds and fertilizer to help African farmers become more productive.

PROFILE

That old cook stove still has lots of life…

ou’ve seen them in museums or as a prop in an old movie is completed and then it’s cemented together. “We back-butter all or maybe in your great-grandparents’ kitchen, but it’s still the pieces and it helps seal the stove so it’s as airtight as possible – a rare sight when you walk into someone’s home and find giving you control over the burn and that’s important,” he says. a 100-year-old cook stove that’s been completely restored. It’s “We take before and after pictures because once it’s been like time stood still: the cast iron has been refurbished, every nut restored, you really need to have the before picture to underand bolt has been replaced and it can still cook a roast better than stand the transformation and if we have any background most. But more importantly, that old cook stove and the memoinformation, we share that with the customer: where it came ries have been preserved for another generation or two. from, how it was manufactured, what it sold for and as many Most of the old cook stoves and heaters from the turn of the details as possible,” adds Shane. century end up in the dump – rusted, broken and of little value They restore about 75 stoves a year and they come from all to anyone unless you happen to be in the restoration business over North America. “Every stove is different – no two stoves like Joanne and Shane MacDonald. are the same – even if you lucked out and found two identical Twelve years ago, Shane followed his dream to build a business stoves, they will still have different issues,” he explains. “You that restored old wood and coal heaters, cook stoves, base burners have to restore them back to their original condition and old barber-shop chairs. Today he and wife, Joanne, – that’s what gives them their value and 85 per have built a successful business and they have done cent of the stoves we restore are used by their work for Parks Canada, museums, historical parks families.” and movie producers. They custom cast, weld If your grandparents didn’t have an old cook and sell parts – everything from a door clip to stove, you can pick one from the MacDonfirebox parts, but the majority of their work ald’s cache. It would seem that, over the comes from families that want to preserve years, they have reclaimed most of the their past, knowing it brings priceless and heaters from the junkyards throughout unlimited joy to anyone who has had one Western Canada. “We’ve got about 900 of these heirlooms restored. stoves, 250,000 patterns, 10,000 lids, Vintage Stove Restoration Inc. speand one very sore back!” he says cializes in the complete restoration with a smile. Some are used for of old wood and coal heaters and parts and others will be restored cook stoves. Most of the heaters and taken to a new home. arrive at the MacDonald’s acreage “When they come to pick it in several pieces, often with broup, it’s an emotional time and ken and missing parts. “When a they know it was great-grandnew customer arrives, we give ma’s first stove. We’ve received them a tour of the shop so lots of letters back from people they can see, first hand, what who have used and enjoyed the restoration process entails. their stoves and it’s nice to They understand every piece know they will have it for is taken apart and comgenerations to come.” Joanne and After After pletely separated, then they You’ll find Vintage Stove Shane MacDonald are sandblasted, painted and Restoration at various antique polished, and every nut and and log home shows throughbolt is replaced. We’ll make a out Western Canada. In April fresh tin body and if parts are they will be at the Log Home missing, we will replace them Show in Edmonton on April with parts from our inventory or 8-10 and in Grande Prairie at the cast from the original pattern,” Antique Show on April 15 and explains Shane. 16. You can visit them online at Once they’ve got all the parts, the www.vintagestove.com, call 403 Before stove is assembled to ensure every335.3905 or visit their shop and Before thing fits perfectly, the finishing work showroom in Didsbury, Alberta.

THE MAGAZINE OF THE CALGARY CHAMBER OF COMMERCE NOVEMBER 2011

New Chamber series brings together Aboriginal and business leaders

By Tyson VandamenT

“Aboriginal communities are the largest untapped labour force and one of the best partnership opportunities for economic development in Alberta.” ~ Ben Brunnen and accessing capital. On Oct. 21, Sam McCracken, chairman of Nike N7, shared his experience working with Aboriginal communities, particularly Nike’s effort to serve this unique market, promote healthy lifestyles and affect positive change in Aboriginal communities. McCracken touched on many issues, including Nike’s N7 apparel line, which includes the N7 Air Native basketball shoe, which was designed specifically for the wider feet of Aboriginal people. L E A D I N G BU S I N E S S N O V E M B E R 2 0 1 1

2011 Board of

Directors Executive Glenn McNamara – Chair Simon Vincent– Immediate Past Chair Dave Sprague – Vice Chair (Chair Elect) Joe Lougheed – 2nd Vice Chair Rob Hawley – Vice Chair, Finance Directors

“The Chamber’s Aboriginal Workforce Initiative is one of the most progressive in the country,” says Ryan Robb, CEO of Treaty 7 Management Corp.

Don Chynoweth Melodie Creegan William Flaig Joe Gysel Chuck Szmurlo Kelly Blackshaw Doug Firby Arlene Flock Guy Huntingford Eva Friesen Leah Lawrence Rob Lennard Dilan Perera Paul Waddell Management Adam Legge, President + CEO Ben Brunnen, Director of Policy and Government Affairs & Chief Economist Craig Watt, Director of Programming & Connectivity and Chief Strategy Officer Jackie McAtee, Director of Marketing and Communications. Kim Koss, Vice President, Business Development Leading Business magazine is a co-publication of the Calgary Chamber of Commerce and Business in Calgary The Calgary Chamber of Commerce 100 6th Avenue S.W, Calgary, Alberta T2P 0P5 Phone: (403) 750-0400 Fax: (403) 266-3413 www.calgarychamber.com

NOVEMBER 2011

The second event featured Manny Jules, chairman of the First Nations Tax Commission, who covered the challenges Aboriginal communities face in accessing capital, and the role this plays in economic development. The ABC series will run through 2012, and delve into topics such as consultation and accommodation, federal engagement, governance and good economic policy, structuring business partnerships and renewed relationships for economic success. It will bring together leading experts, government representatives, corporate leaders and members of the Aboriginal community to spark discussion, share information and ultimately, foster long-term, sustainable business partnerships between the business and Aboriginal communities. The series will conclude with a summary report and toolkit for businesses based on findings from the speaker series and additional research. The report and toolkit are designed to provide businesses and Aboriginal communities with information to build successful and sustainable business partnerships. Aboriginal affairs have been a longstanding priority of the Chamber, who created the first standing committee on Aboriginal issues in Canada in 1980. The committee, which is comprised of representatives from the Aboriginal and business communities, government and academia, has been instrumental in the

L E A D I N G BU S I N E S S

design of the ABC series and past work. In 2007, the Chamber launched its Aboriginal Workforce Initiative, which sought to improve the economic and labour market outcomes of Aboriginal people and entrepreneurs both within, and transitioning to, the Calgary region. As part of the Aboriginal Workforce Initiative, the Chamber released Completing the Circle: Realities, Challenges, and Strategies to Improve Aboriginal Labour Market Outcomes, a detailed report on the Aboriginal labour market in Calgary. The Aboriginal Business Connection series builds on many of the priorities outlined in Completing the Circle, such as aligning the interests of the Aboriginal and business community. The Aboriginal community has recognized the value of the project. “The Chamber’s Aboriginal Workforce Initiative is one of the most progressive in the country,” says Ryan Robb, CEO of Treaty 7 Management Corp. The ABC series and the AWI are timely given the importance of Canada’s Aboriginal Peoples to the country’s future prosperity. The 2011 speech from the throne noted: “Concerted action is needed to address the barriers to social and economic participation that many Aboriginal Canadians face.” For more information on the series, visit calgarychamber.com.

L E A D I N G BU S I N E S S O C TO B E R 2 0 1 1

New and Noted GRAPHIC DESIGNERS Bluesky Design www.bluesky-design.ca

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FINANCIAL SERVICES ICICI Bank Canada www.icicibank.ca RESORTS Meadow Lake Resort www.meadowlake.com EDUCATIONAL INSTITUTIONS University of Calgary Career Services www.ucalgary.ca/careers

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| NOVEMBER 2011

L E A D I N G BU S I N E S S

CONSTRUCTION - COMPANIES Will Buchkowsky www.chandos.com ACCOUNTANTS Dorward & Company LLP Chartered Accountants www.dorward.ca ENVIRONMENTAL CONSULTING TERA Environmental Consultants www.teraenv.com MARKETING Marketing Matters Canada www.marketingmatterscanada.com EMPLOYMENT AGENCIES WORKOPOLIS www.workopolis.com

Upcoming Events For more information or to register call our Events department at 403.750.0444 or visit calgarychamber.com

About iF iF believes passionately in sharing ideas and celebrating success. Why? Because success breeds success and excellence attracts excellence. iF wants to give voice to those individuals who have realized success in their fields in the hope of inspiring action in others. So the iF series is designed to be that catalyst of inspiration for the community; that space where those who have achieved excellence can â&#x20AC;&#x2DC;pay-forwardâ&#x20AC;&#x2122; and celebrate being a citizen of Calgary. We are all responsible for co-creating our future and the success of our city. We want those who have made Calgary the hometown of their success to inspire others. We want to encourage this behaviour and thinking in others; to not risk losing the talented, motivating and successful to another more supportive environment. A place where risk taking, creative thinking and adventure sit comfortably together across all sectors, industries and endeavours. The iF series is dedicated to sharing the success of great Calgarians. We are committed to talking about bold ideas, iF questions and challenging businesses and the community to develop new solutions. We believe the best way to do that is through engaging your voice. The purpose of iF is to inspire Calgarians to take action to make a great Calgary even greater.

We are committed to talking about bold ideas, iF questions and challenging businesses and the community to develop new solutions. We believe the best way to do that is through engaging your voice.

The next iF series event takes place at the University of Calgary on November 21, 2011. To register visit www.ifseries.ca.

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L E A D I N G BU S I N E S S N O V E M B E R 2 0 1 1

Here at the University of Alberta, more than 1000 researchers are collaborating on a single challenge: responsible development of our oil sands. They’re looking for breakthroughs and continuous improvements – techniques that have less impact on the air, the water and the land. There may be a perception that nobody’s working on these challenges. Nothing could be further from the truth.

Dr. David Lynch, P. Eng. Dean of Engineering University of Alberta

oilsandstoday.ca A message from Canada’s Oil Sands Producers. The Canadian Association of Petroleum Producers (CAPP) represents member companies that produce over 90 per cent of Canada’s natural gas and crude oil, including Canada’s Oil Sands Producers.

University of Alberta, North Campus – Location 53.526849, -113.529623

1000 researchers on a

University of Alberta, North Campus – Location 53.526849, -113.529623

By Gord Hawker

A feast for tHe eyes AV services at CtCC ensure a lasting impression

n a world of paperless offices, streaming online video, and video chat from your smartphone, most businesspeople and convention delegates have high expectations for the presentations they attend. And no one knows this more than Steve Read, CEO (that’s Chief Evolution Officer) of Evolution Presentation Technologies. “Planners, presenters and attendees have much more sophisticated requirements than even ten years ago,” says Read. “They are used to seeing the latest technologies utilized in their boardrooms and their homes. When it comes to a meeting or public event, they expect the same level of technology. Presentation technologies – light, sound, video, interactive – all of it is now more important than ever to the success of an event. People are recognizing that and allowing more in their planning budgets for it.” Evolution Presentation Technologies began as Apex AudioVisual, a Calgary-based company started by Read’s father in 1980. After taking over in 2003 and acquiring operations in seven cities, Read changed the name to Evolution. The company has been a preferred partner at the Calgary TELUS Convention Centre (CTCC) since 1999. The growth of Read’s company is just one more example of the economic impact and job-creation power of a facility like the CTCC. During the 12 years since becoming a preferred partner, Read and his staff have become closely integrated with CTCC employees and clientele. “We may be a supplier,” says Read, “but we work as part of the CTCC team. Our staff wear Evolution shirts, but we wear convention centre nametags. We know the building regulations, fire codes, safety certifications and all the details of the facility. From a client’s perspective, they get the advantage of in-house expertise, while knowing we still have to be competitive with price and level of service. CTCC event managers regularly include us in client meetings and planning sessions so we can advise on technology and ensure smooth, worry-free planning.” Seamless integration is further enhanced by the fact that Evolution maintains an entire warehouse of inventory right on site. Read explains that, with technology, issues inevitably arise. Evolution’s on-site warehouse gives CTCC customers

the peace of mind knowing that, if a piece of equipment isn’t operating to expectation, or if additional equipment is needed, Evolution has immediate access without the delays of traveling to an across-town warehouse. Technicians and equipment are always there, at the ready. Technical ability and equipment aren’t all that Evolution brings to the table for CTCC guests and clients. Read and his team also bring a lot of creativity, using their staging and set design skills to ensure each event has its own identity. Working with clients and CTCC event managers, they can create dynamic backdrops that employ multiple video projectors on massive screens. They can make innovative use of fabric and lighting to create just the right mood for galas, presentations and award ceremonies. They can help bring the world to Calgary through live video feeds from around the globe. They can even incorporate audience response systems that allow CTCC guests to participate in audience polls and provide live feedback during an event. If there is a way that technology can enhance the experience and make events more memorable, Evolution Presentation Technologies and CTCC staff will work together to ensure a lasting impression.

Steve Read and the team at Evolution Presentation Technologies make CTCC events visually appealing. www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 105

TECHNOVATE WAY Showcasing technology companies driving innovation BY ANdrEA MENdizABAl

f you had the chance to stroll down Technovate Way, you would have discovered some of the newest technology companies driving innovation in Calgary. Presented by Innovate Calgary, the Alastair Ross Technology Centre’s (ARTC) annual Tech Showcase and Open House is an evening packed with energy and excitement that draws more than 400 of Calgary’s who’s who of the advanced technology community. Among great food, electrifying activity and dynamic exhibitors, the community comes together for one of the city’s largest tech sector networking events. Tech Showcase is dedicated to providing local high-tech companies with the opportunity to showcase their innovative business to a cross section of Calgary’s advanced tech community including industry, media, potential investors and fellow entrepreneurs. Dave MacKillop, manager of the Alastair Ross Technology Centre, says it’s all about facilitating connections and helping others build key relationships that will lead to opportunity. Despite email and online social networking, business is still a full contact sport where relationships and face-to-face contact are critical to success. “We are creating the activity and providing the venue for people to interact. It’s a place where up-andcoming technology companies can come showcase what they’re doing while they meet and greet folks in the tech sector,” he says. “The environment encourages conversation and the building of those networks long after the event is over.” Held on October 27, 2011, the 12th annual Tech Showcase and Open House, themed Technovate Way –

Among great food, electrifying activity and dynamic exhibitors, the community comes together for one of the city’s largest tech sector networking events. showcasing technology companies driving innovation, saw the return of the silent auction in support of the United Way of Calgary and Area, as well as the popular “Perfect Pitch” contest. Sponsored and hosted by Alberta Deal Generator, all exhibitors were given the opportunity to present their business pitch to a team of experienced entrepreneurs for a chance to win a $1,000 cash prize. As an added incentive, exhibitors were able to perfect their pitch prior to the contest through the “Perfecting your Pitch” pre-event seminar. Delivered by seasoned experts, the seminar provided budding technology companies with invaluable techniques

106 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

on how to maximize their company’s pitch. This year’s Tech Showcase also featured “Trade Show 101,” a preevent seminar designed to give practical tips for gaining the most out of an exhibition space. Since its inception in 2000, the Alastair Ross Technology Centre’s Tech Showcase and Open House has grown to become one of Calgary’s largest and most exciting tech sector networking events. For more information on the Alastair Ross Technology Centre or the technology transfer and business incubator services provided by Innovate Calgary, contact 403.284.6400 or visit innovatecalgary.com.

the white hat Awards – 50 years Strong By StewArt McDonough

White Hat still represent Calgary? Of course it does. Does it represent all of Calgary all the time? Of course not. And it doesn’t need to.

Smithbilt White Hats on display.

pplications are currently being accepted for the 2012 Tourism Calgary White Hat Awards. This year’s winners will be treated to more than the usual pomp and a whole lot more than the normal circumstance. All because the coming White Hat Awards will mark the 50th anniversary of this great Calgary tradition. The event celebrates the people behind Calgary’s legendary western hospitality, and it’s fitting perhaps that the White Hat’s 50th falls in the Calgary Stampede’s centennial year. Even more timely is the chance for Calgary to look at this tradition and remember its significance to the city’s past, as well as its ability to resonate today and into tomorrow. The White Hat is an enduring symbol of a meaningful tradition. And that’s not all — the White Hat continues to set Calgary apart. It differentiates Calgary from the dozens of other cities around the world that can boast of a vibrant core, youthful energy and hopeful future. As discussions about Calgary’s brand and identity will undoubtedly continue, the Tourism Calgary answer to questions of the White Hat’s relevancy remain steadfast. Does the

Kate and William take the White Hat to a global audience; photo courtesy Canadian Tourism Commission.

The White Hat symbolizes a western heritage that will never change and it represents a welcoming hospitality that is recognizable and elevates our city beyond the competition. Just look at the royal visit in July. Every picture that gained Calgary international exposure included the White Hat, and many of the pictures that captured their entire Canadian visit included that same hat. And you can’t tell us that Kate didn’t make her Smithbilt hat look good. Without the White Hat they could have been almost anywhere. Calgary welcomes close to five million visitors each year and hopes to encourage even more to come to our city and stimulate our economy. It seems obvious that having a unique reputation for giving those guests a hearty welcome and tremendous hospitality throughout their stay would be great for business. Calgary is also the youngest city in the nation with a population that’s ever expanding and an energy that pervades every sector and facet of its businesses, attractions and neighbourhoods. Yet the

question remains for some — does the White Hat still have a place in today’s Calgary? And our answer, unsurprisingly, remains the same — of course it does. Examples from Calgary’s forwardthinking, dynamic arts community show that western heritage themes can help separate our products from others across the country and around the world. One of Calgary’s greatest attractions — the High Performance Rodeo — weaves western traditions into present-day culture. And one of the city’s up-and-coming events, the Calgary International Film Festival, celebrates a culture of mavericks. The White Hat can stand for more than our storied past and the great Calgary Stampede. It’s a big hat after all. It’s even made right here.

2011 White Hat Award revellers.

For 50 years we’ve celebrated the best in Calgary’s tourism and hospitality sector. We’ve recognized somewhere in the vicinity of 1,000 shining examples of personified western hospitality. This year the bash will be the biggest ever, it’s going to be very Calgary. We’ll honour our history, salute today’s stars and aspire to an even greater tomorrow.

Calgary White Hat Awards 50th anniversary celebration:

visitcalgary.com/whitehat

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 107

Calgary Set for Continued Growth Despite Global Economic Uncertainty By MikE FothErinGhAM

nother year and another sell-out crowd of 1,000 Calgarians packed into the Hyatt Regency Calgary for the seventh-annual Economic Outlook lunch. Building on last year’s success, Calgary Economic Development welcomed back Craig Alexander, Vice President and Chief Economist at TD Bank Group, and Mario Lefebvre, Director for the Centre for Municipal Studies at the Conference Board of Canada. Craig Alexander kicked off the presentations and painted a detailed, albeit mildly gloomy, picture of the world economy. According to Alexander, there is currently a crisis of confidence in the Eurozone that has no simple, short-term solution. There is also a crisis of confidence in the United States stemming from the political posturing in anticipation of the 2012 elections. The last crisis Alexander spoke to was the weakness in the housing sector recovery and slow employment growth internationally. On the upside for Calgary, TD predicts that oil prices should remain high enough to make the oil sands developments profitable and a severe housing contraction is highly unlikely in the Calgary market.

Mario Lefebvre brought his usual humour and wit to bear on a crowd that was rather subdued from the global economic realities Alexander spoke of. Lefebvre’s presentation focused more on Canadian cities and in particular, he provided his projections for the Calgary economy over the next few years. He emphasized that although growth prospects for Calgary were less than the record numbers from 2005-2008, they were most impressive considering the storms brewing in the world economy. In fact, the Conference Board of Canada predicts that real GDP growth in Calgary will average four per cent per year between 2013-2015. Employment growth has been the strongest in Canada, housing prices remain flat but are not in jeopardy of losing value, and population growth at two per cent per year will keep the economy on solid footing moving forward. By Lefebvre’s projections Calgary will be battling Saskatoon for the top performing economy in Canada by 2015. Calgary Economic Development recognizes the value the Economic Outlook event brings to the Calgary business community as they begin business planning for 2012, and look forward to continuing to host this event in the coming years.

Global Business Centre Celebrates one year of operation By MArEk DrywA

he Global Business Centre (GBC), an innovative initiative by Calgary Economic Development, officially opened its doors at 120 8 Avenue SE on June 29, 2010. This world-class, fullyequipped, 7500-sq.-ft. facility is ideally located in the centre of Calgary’s business district on Stephen Avenue. As southern Alberta’s newest business resource, the GBC serves as a launching pad to increase international trade and business activity, and as a landing pad to attract new investment and business growth to the region. In addition to the suite of programs and services available to serve these two objectives, the GBC also provides temporary rental facilities such as meeting rooms, offices and business desks.

Since opening, the Global Business Centre has been successful in building a presence in the Calgary community through the GBC a.m. morning breakfast series and country-in-focus events. In the first year of operations, the GBC hosted 25 foreign delegations, over 150 events and provided temporary office space for clients such as the Bank of China, Inter-American Development Bank and the Consulate of France. In addition, Calgary Economic Development and the Global Business Centre have been involved in numerous incoming and outgoing trade missions. There have been outgoing missions to Brazil (May 2010) and China (May 2011). Through the leadership of the Global Business Centre team, Calgary Economic

108 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

Development served as the delegation leader for Southern Alberta to Centrallia, an international business development forum designed for small- and mediumsized companies, held in October 2010. We were also successful in recruiting six companies from Southern Alberta to participate in the well-attended Futurallia forum held in Kansas City in May 2011. The fall looks to be busy for the Global Business Centre, with over 40 major events booked in the remainder of 2011, and numerous other programming and networking opportunities. We are looking forward to the next 12 months with ambitious plans of adding exportrelated programming and developing fruitful partnerships with local and international clients.

Feeding the

A Meeting Place

A Landmark

A Community Hub

We are committed to bringing a world of energy and ideas together.

Meet with energy! calgary-convention.com T 403.261.8500 | sales@calgary-convention.com

David Parker • MarketingMatters

MarketingMatters

By David Parker

’m looking forward to the opening of the under-construction 8,000-square-foot sales and marketing centre in the heart of East Village. Although I don’t quite understand why the Calgary Municipal Land Corporation felt the need to have it designed by a Vancouver architect, James Cheng is certainly very accomplished. But I am thrilled that CMLC has contracted Calgary model maker Replicate Designs to supply the East Village Design Centre with an approximately 11-squarefoot 1-to-300 model of the entire area under development, including city hall to the west, Fort Calgary to the east, and across the Bow River via the proposed St Patrick’s Island bridge to Memorial Drive. It should prove to be a real help in marketing the remaining lands to developers who will be able to see new structures added to the ‘live’ model as they get planned. •••••••••••••• Ian Chiclo, publisher of Fast Forward, has joined Tourism Calgary as its new director of digital marketing. He founded the weekly entertainment newspaper 16 years ago and brought it into the digital age; and he will play a big part in the strategic promotion of this city’s tourism industry. The current chair of the board of the Calgary Folk Festival, Chiclo took over from Kit Reading who decided to head back east. ••••••••••••••

In the 10 years Alexis MacKenzie spent at NORR Architects Engineers Planners, she played a pivotal role in the development of the company, lastly in the position of regional marketing manager. But she felt it time for a change and a new challenge and has joined the Alberta Beverage Container Recycling Corporation (ABCRC) as vice president, communications and marketing. ABCRC is a provincially-incorporated, not-for-profit corporation that operates a common collection system for beverage containers and promotes the recycling and collection of them. Based in the company’s Calgary head office, MacKenzie will be responsible for designing and implementing provincewide marketing and communications plans to engage and educate the public, community groups and industry partners in the process of recycling beverage containers. •••••••••••••• Strut Creative has come up with another winner in its campaign for Shell that engages the public across the country to get more involved in its 20-year-old environmental program. Aaron Salus and his team have created Fueling Change, incorporating social media and a means of voting through customers redeeming their Shell receipts to win grants for their favourite environmental programs. Strut has also developed an Energy Challenge campaign in association with Canadian Geographic, whereby six families are followed by website and blog to go on an energy diet. And do check out its campaign for Brookfield Homes that is helping a tech-savvy audience to buy a home through the use of mobile smartphones, interactive multi-touch sales kiosks and a spiffy new website. •••••••••••••• In 2005, both the Northern and Southern Alberta Jubilee Auditoria

were slated for a total refurbishment and for the first time ever both venues would share elements of a unified brand, but yet still retain their own identity. The Calgary office of William Joseph, which began its working relationship with the Calgary auditorium in 2002, was engaged as the marketing agency for the launch and became involved with the planning, architect and interior design team on the project allowing them to ensure the brand was consistent with the experience of the patrons. In 2008, after a formal agency search, William Joseph was once again awarded the account. Recently the Jubilee Auditoria of Alberta review was conducted again and William Joseph CEO Ryan Townsend says he is ecstatic to have been chosen once more. Obviously his firm’s knowledge and insight into venue marketing and their passion for the arts has stood them in good stead. It has now launched its thirdannual Band-Aid campaign that offers $20,000 of its services to a not-forprofit. Clean Calgary and Saskatoon Zoo Society were the first two winners – this year’s will be announced before Christmas. •••••••••••••• Shelley Youngblut, who did such an award-winning job as publisher of Swerve magazine, has joined the Globe and Mail as its new western editor. BiC

Parker’s Pick: As a change to the usual razzledazzle advertising of getting one excited about a product or service, it was a nice change to see WAX take a different approach with its “Insurance is Boring” campaign for Western Direct Insurance.

110 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

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