Business in Edmonton - December 2022

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ADVERTISING SALES Mark McDonald 780-809-1914 mark@businessinedmonton.com

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New MacEwan Business Building Will be a Win-Win for Edmonton

BY CATHERINE BROWNLEE, PRESIDENT, ALBERTA ENTERPRISE GROUP

Get ready, Edmonton, because MacEwan means business! Having celebrated its 50th anniversary last year, the university is now planning for its future. Last year, MacEwan released Teaching Greatness, a bold strategic vision to guide the institution’s evolution and growth in the coming years. The plan includes significantly growing the university’s student body.

MacEwan is currently home to almost 18,500 full- and parttime students. By 2030, it’s looking to grow that number to 30,000, an increase of more than 60 per cent. While this is an undoubtedly ambitious target, the university is confident it’s up to the task. It does, however, face a significant hurdle – space.

More and more students are choosing MacEwan because of the experience it offers and the results it delivers. Not only does the university provide better access to professors and learning opportunities, but also prepares graduates to seamlessly integrate into the workplace. Bursting at the seams with ideas and creativity is a great thing. Bursting at the seams with students, less so.

With an eye to the future, the university has developed plans for a new seven-storey, 35,000-square-metre business building that will provide room on the campus for 7,500 more students. In addition to the School of Business, the building will also be home to the Careers and Experience office, MacEwan International and the Office of Research Services.

One of MacEwan’s strongest features has always been its location. Founded in 1971, the university was determined to do things differently from the start. The vision of MacEwan’s first president, John L. Haar, of a post-secondary institution with the “city as its campus” was very much a part of that. Being located downtown wasn’t just about convenience

and providing students with nightlife options, but rather to integrate students into their surrounding environment and introduce them to the real-world scenarios they would encounter after graduation.

This vision, coupled with MacEwan’s more hands-on approach to learning, has greatly benefited the university’s students and Edmonton alike. Two people who would know are John Day and Rob Seidel, seasoned business leaders and co-chairs of MacEwan’s capital fundraising campaign. As they wrote in a recent op-ed in the Edmonton Journal, “For both the downtown core and the business community, MacEwan has been an extremely positive force, cultivating the next generation of leaders right next door.”

The new building, and the larger student body it will support, will help ensure Alberta has the highly skilled workers it needs to be competitive in the global economy; but more than that, it’s going to help revitalize downtown Edmonton. City cores around the world were hard hit by the pandemic. As employees worked from home, businesses suffered significantly, if they survived at all.

Bringing tens of thousands of students into the heart of the city is a sure-fire way to inject vitality and support much-needed growth. Wherever they go, the young and aspiring bring ideas, creativity and ambition. So, where they congregate, opportunities flow. Now more than ever, Alberta needs to attract, cultivate and retain talent.

After two gruelling years, things are finally starting to turn around for the province, so we need to stay the course and build momentum. A new business building for MacEwan will help do just that.

ALBERTA ENTERPRISE GROUP (AEG) PUTS ALBERTA BUSINESSES FIRST BY SHARING INFORMATION, ADVOCACY AND BUILDING BRIDGES TO NEW MARKETS. AEG MEMBERS ARE BUSINESS OWNERS, SENIOR EXECUTIVES, INVESTORS AND ENTREPRENEURS REPRESENTING FIRMS IN EVERY MAJOR ALBERTA INDUSTRY. AEG MEMBERS EMPLOY OVER 100,000 ALBERTANS AND GENERATE BILLIONS IN ECONOMIC ACTIVITY EACH YEAR.

AI Isn’t Optional. Get Your Business on Board!

BY ELAN MACDONALD, VP EXTERNAL RELATIONS, U OF A

Recently, I moderated a panel discussion on artificial intelligence at forward/slash, an event that brought the thought leaders and decision makers of the Edmonton region together to unite behind a powerful vision for its economic future.

I talked about the potential of AI – for both Edmonton’s growing business community and the future of our city –with Cam Linke, CEO of Amii, one of Canada’s preeminent centres of AI; and Brian Kmet, director of business technology at PCL Construction.

Linke says it’s an exciting time in AI because we have technology mature enough to derive real business value right now, plus the absolute best top come from AI research.

And when he says “we,” he’s talking about you.

The Edmonton region has a robust, value-add ecosystem for AI. Whether it’s new tech in development at Amii, accelerators attracted here by Alberta Innovates, groups like AltaML creating joint ventures, or companies like Drugbank selling internationally, our region has a fully stacked ecosystem.

So, what does this mean for you? It’s time to get your business into the business of AI.

For Kmet at PCL, the operationalization of AI and machine learning are applied in very practical and tactical ways. For safety, PCL uses computer vision models to identify hazards before they become accidents, like looking at excavations to ensure proper set up and at personnel to ensure proper PPE equipment. And they apply machine learning models to prove productivity and then improve it.

Linke says your first – and biggest – step should be accepting that AI’s not optional anymore.

“Almost every sector across the globe is talking about using and leveraging AI to drive things forward. They’re hitting the gas.”

From there, you need to figure out what your organisation needs. Whether it’s investing in tech or talent, look no further than your own back yard.

“What I’ve learned in the past three years in recruitment, is we have a tremendous talent pool here in Edmonton,” says Kmet. “If you’re embarking on AI and machine learning initiatives, you’ll find those people by leveraging the University of Alberta co-op programs, spin-offs and researchers; they are hugely important. Just go to the post secondary institutions. Trust me, they’re remarkable assets.”

U of A is not only home to some of the world’s best AI research and researchers, it has ranked third in the world in AI research for more than 20 years, according to CSRankings.org.

Today, our region’s post secondaries partner in a pipeline delivering real world solutions from research and discovery to application. Researchers in the region are developing new technologies like smart grid, smart homes, new financial services and smart construction, which all create opportunities for our industries.

Kmet said it best during our talk at forward/slash: “What’s here is awesome. There are countless organisations in the Edmonton area that are producing technologies and talent that will improve your operational and business processes. It’s here. Use it.”

ELAN MACDONALD IS PAST CHAIR OF THE EDMONTON CHAMBER OF COMMERCE AND A FOUNDING DIRECTOR WITH EDMONTON GLOBAL. SHE ALSO SITS ON THE BOARDS OF COVENANT HEALTH, ATLAS BIOTECHNOLOGIES AND ALBERTA BALLET. SHE IS THE VICE-PRESIDENT (EXTERNAL RELATIONS) OF THE UNIVERSITY OF ALBERTA. HER COLUMN APPEARS MONTHLY IN BUSINESS IN EDMONTON.

EPCOR Officially Opens the kisikaw pisim Solar Farm

Source: www.epcor.com/about/news-announcements

The kīsikāw pīsim solar farm is now in operation, generating renewable electricity to help power the E. L. Smith Water Treatment Plant. The solar farm will provide up to half the energy required by the plant, which supplies 65 per cent of the water required by Edmonton and surrounding communities.

With 30,350 solar panels capturing energy from the sun, the solar farm will generate enough power to cut greenhouse gas emissions by an estimated 14,000 tonnes every year.

“The kīsikāw pīsim solar farm is an example of the work we’re doing to support a greener future today,” says Stuart Lee, EPCOR president and CEO. “This project will make a significant and lasting impact in environmental sustainability by allowing us to produce clean water using clean energy. It will make the water treatment plant more self-sufficient and climate resilient; and EPCOR would like to thank all our partners who brought their leadership and vision to help make it a reality.”

A key element of the project is the Battery Energy Storage System (BESS) connected to the solar farm. Using the latest innovative technologies, the BESS – with more than 1,000 batteries in two separate sea-can style containers within the plant’s fence line – will store energy for use when it’s needed most and help support greater resiliency of the water treatment plant.

Earlier this year, the kīsikāw pīsim (KEY-see-gaw PEEsim) solar farm was gifted its Indigenous name by Enoch

Cree Nation (ECN). The name means “daylight sun” and is represented in Cree syllabics as

The naming is one element of the Memorandum of Understanding (MOU) between EPCOR and ECN, signed in 2020, that formalizes a strong, cooperative relationship between the two parties. In the MOU, both parties acknowledged their shared support for the principles of the Edmonton Declaration, which calls for immediate and urgent action to limit global warming to 1.5 degrees Celsius.

Additionally, EPCOR is transferring 31.5 acres of land to the City of Edmonton to extend and improve its recreational trail network. As well, the company has enlarged the wildlife corridor along the river by 25 per cent and added more than three acres of grassy meadow outside of the fence line.

EPCOR has already begun restoring more than seven acres of the site into tree and shrub habitat, adding more trees to facilitate wildlife movement and visual screening, as well as re-introducing native grasses to enhance biodiversity. The last of the 30,350 solar panels was installed in March and the solar farm started generating power earlier this summer.

“The kīsikāw pīsim solar farm underscores the importance EPCOR places on sustainable, responsible operations,” Lee adds. “We are committed to supporting our communities in their efforts to address the challenges of climate change.”

Edmonton Entrepreneur is on a Mission to Make Canada a Global Leader in Responsible AI

Source: Gail Bergman PR

Nicole Janssen is a tech trailblazer and while she may be a life-long entrepreneur, that’s not to say that she already had a tech background when she co-founded Edmontonbased AltaML – one of Canada’s leading applied artificial intelligence (AI) companies – in 2018. She didn’t, but she had the mindset. So, how did she become a top tech entrepreneur? By recognizing opportunities that came her way as she transitioned her career from real estate to event planning to digital marketing, as well as tapping into the talents of top data science students.

Now, Janssen is on a mission to make Canada the global leader in applied AI and close a gap she identified in ethical (or responsible) AI – an emerging, uncharted field to minimize potential harm by ensuring that data being used for predictions is unbiased and transparent – and she’s turning to university and college students for help.

“Canada has made a large investment in AI research and now’s the time to put that research into action and focus on application in order for our country to be a global leader in ethical AI,” says Janssen. “There are currently no standards or certification when it comes to responsible AI and Canada can be a leader in establishing that.”

Within its first year, AltaML identified an impending shortage of experienced data science talent. It found a solution in the launch of its unique Talent Accelerators program, enabled with the help of Mitacs, a national notfor-profit organization who fosters growth and innovation and provides students with unique internship opportunities. To date, more than 200 students have completed paid internships with AltaML – several of whom were subsequently hired by the company.

“Mitacs is proud to support small businesses as they aim to unlock the equation to scaling up their R&D efforts by using the talent and expertise from the post-secondary sector,” says Mitacs CEO John Hepburn. “Internships provide students with the opportunity to apply academic knowledge to problem-solving skills that are critical for the future workforce, experience that they just can’t get in the classroom. With more jobs being filled by capable

students, we’re helping to improve Canada’s productivity and homegrown innovation. It’s a win-win for students, postsecondary institutions, small businesses, industry and the country’s prosperity as a whole.”

In just four years since AltaML’s launch, it has become one of North America’s leading applied AI companies, using data to build powerful AI tools that optimize performance, mitigate risks and create competitive advantages. With a team of 130 and growing, and offices in Edmonton, Calgary and Toronto, the company provides solutions for organizations in a wide range of industries, from power, utilities, energy and natural resources, to healthcare, financial services, insurance, agriculture and forestry.

Working with the Government of Alberta, AltaML recently developed a plan to more efficiently suppress wildfires, projected to save the province $2-$5 million in annual operating expenses. Similarly, AltaML helped one of Alberta’s largest pulp and paper producers, Alberta Pacific Forest (AlPac), achieve annual savings of $200-$700 thousand in their logging trucks’ fuel consumption – and a major reduction in GHG emissions as a result.

Learn more at altaml.com and mitacs.ca.

ABOVE: NICOLE JANSSEN

PREMIER

DANIELLE SMITH

HER PLAN FOR ALBERTA’S FUTURE

BY MELANIE DARBYSHIRE

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

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

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

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

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

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

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

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

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

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

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

RIGHT: PREMIER DANIELLE SMITH PHOTO SOURCE: EWAN PHOTO VIDEO

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

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

Overhauling AHS

Emerging out of the COVID pandemic, Smith has big changes in store for AHS. Her first order of business is to fire the entire board. “We left management in charge for a number of years, under the guise that centralization was going to result in greater efficiencies and service,” she explains. “But when COVID hit, we realized that wasn’t the case. It wasn’t that COVID broke the system, rather, we realized the system was broken.”

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

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

“We have to be working week in, week out, to drive the change that needs to happen,” she explains. “At some point in the not too distant future, a board will be reinstalled. But

we have to do the work first of making sure that we have stabilized the system – shore up the frontline, improve working conditions, resolve issues around ambulance service, resolve issues around emergency room wait times, and begin a process of allowing for enhanced surgical initiatives in all of our hospitals around Alberta.”

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

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

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

The Sovereignty Act

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

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

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created a shattered investment climate, making it very difficult to attract dollars.”

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

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

Her enthusiasm for Alberta’s energy industry is broad. In addition to traditional oil and gas, she highlights the potential for small modular nuclear, geothermal and LNG exports. She’s also called for cooperation with other provinces on economic corridors and enhanced market access, for example, to the Port of Churchill on the Western shore of Hudson’s Bay in Manitoba. Churchill, Smith explains, provides an opportunity for Alberta, Saskatchewan and Manitoba to work together to address energy and food

security issues, including pipelines such as the First People’s Pipeline Project, improvements to existing rail lines and highways, and opportunities to increase the export of crops, fertilizers, critical minerals and other commodities.

Helping All Albertans

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

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

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

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

ABOVE:

Smith is eager to work with the cities of Calgary and Edmonton on reducing red tape when it comes to land titles and building permits delays. She’s also endorsed the idea of leaving a greater proportion of property taxes generated within a city’s borders in the city for municipal projects.

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

Conservative Roots

The second of five children who grew up in Calgary, Smith gained her conservative roots from her father, who’s own grandfather had fled communist-controlled Ukraine after World War I. After a grade eight social studies teacher relayed the virtues of communism to her class, Smith’s father took

ONE OF THE THINGS THAT I WANT TO DO IS ALWAYS BE IN TOUCH WITH EVERYDAY ALBERTANS. RALPH KLEIN ALWAYS WARNED ABOUT THIS ‘DOME DISEASE’, WHERE YOU GET A SMALL CIRCLE OF ADVISORS AND STOP TALKING TO REAL PEOPLE. THAT WAS ONE OF MY ERRORS IN THE PAST. I’M NOT GOING TO LET THAT HAPPEN AGAIN.”

umbrage and went to speak with the teacher. “And then we started talking about politics around the dinner table,” she recalls. “I think the die was cast then. There wasn’t much chance I’d be a socialist after that.”

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

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

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

ABOVE: PREMIER DANIELLE SMITH WITH SUPPORTERS AT A CAMPAIGN RALLY FOR THE BROOKS-MEDICINE HAT BY-ELECTION

EDMONTON’S TRANSFORMATIONAL CONTINUING EDUCATION

THE FOCUS IS CHANGING

BY JOHN HARDY

To suggest that Edmonton’s continuing education has been transformed, particularly in the wake of almost three years of lockdowns and workplace disruptions, may be a simplistic understatement. Trends have changed. The wants, needs and must-haves of continuing education learners have changed. The formats and delivery of Edmonton’s continuing education courses continue to change.

While continuing education resourcefully pivoted and regrouped during the sudden COVID commotion, technology has dramatically accelerated changes. “When it comes to trends that are taking, or pushing, learning to the next level within the continuing education sector and within workforce development, the future is definitely digital,” says Jessica Butts Scott, associate vice president, Online & Continuing Education at University of Alberta.

“What we know is that online learning is here to stay. In fact, the online learning market is growing exponentially and the market is expected to reach US$645B in 2030, up from US$215B in 2021.

WE KNOW IS THAT ONLINE LEARNING IS HERE TO STAY. IN FACT, THE ONLINE LEARNING MARKET IS GROWING EXPONENTIALLY AND THE MARKET IS EXPECTED TO REACH US$645B IN 2030, UP FROM US$215B IN 2021,” SAYS BUTTS SCOTT.

ABOVE: JESSICA BUTTS SCOTT, ASSOCIATE VICE PRESIDENT, ONLINE & CONTINUING EDUCATION, UNIVERSITY OF ALBERTA.

“WHAT

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“Of course, the focus on the broader implementation of digital or online learning was influenced by the pandemic and it fundamentally changed the way we work, communicate and learn. Post-secondary institutions, as well as business organizations, emerged from the pandemic in a stronger position, very much influenced not only by the option of online learning, but how continuing education units develop and deliver purpose-built online learning.”

She explains that even prior to the pandemic, in-person training and development had already been moving steadily from a face-to-face experience to online experiences, in part because opportunity costs for organizations are so high when pulling team members away from their work for days on end to attend in-person development sessions.

“Once the pandemic hit, the movement of training and development to digital formats increased exponentially in a very short period of time. Many post-secondary institutions and companies were forced to move to what we call emergency remote delivery, using technology-based platforms like Zoom or Teams for live instruction. Initially they were considered online learning, but there is a big difference between purpose-built online learning and simply moving a place-based experience into an online course shell.”

Michelle Naylor, manager of business development at NorQuest’s Continuing Education and Partner Solutions, agrees that the evolution and transformation of Edmonton’s continuing education has been happening for quite a while.

“There has been a steady change with increased demand for upskilling, reskilling and shifting workforce needs. Continuing education needs to offer personalized micro learning to the market that is flexible, stackable, skill-based, part-time and industry aligned.”

She points out that the shift and the changes are not completely replacing academic training with workplace skills, “But we have definitely seen increased attention to the skills needed once learners are in the workforce. This includes upgrading skills to meet industry demands, the need to reskill to move labour into growing sectors and a growing emphasis on soft or durable skills like communication, collaboration and adaptability.”

“MICRO-CREDENTIALS ARE DESIGNED TO VALIDATE AND CERTIFY SPECIFIC SKILLS THAT AN INDIVIDUAL ALREADY POSSESSES AND WERE DEVELOPED THROUGH WORK AND LIVED EXPERIENCES. MICRO-CREDENTIALS ALLOW FOR A MORE EFFICIENT EXCHANGE OF SKILLS AND TALENT, AS THEY SURFACE SPECIFIC SKILLS THAT OTHERWISE MIGHT NOT BE EVIDENT,” SAYS OLIVE.

Workplace trends show that working professionals want to upskill and reskill quickly on their own terms. Naylor continues, “They seek out concepts that are most relevant to their work and for their future. It’s an approach to learning that is shaking up continuing education’s instructional design to offer a more personalized and deliberate learning experiences. Lifelong learning through continuing education has become a necessity to stay relevant and current in the rapidly changing work environment. It’s also a key component of organizations’ retention strategies, investing in their people for growth and career advancement.”

ABOVE: BROCK OLIVE, EXECUTIVE DIRECTOR OF CORPORATE AND CONTINUING EDUCATION, NAIT.

According to Brock Olive, executive director of Corporate and Continuing Education at NAIT, academic learning and skills training will likely not become a continuing education binary choice.

“Modern reality is that targeted skills training is absolutely becoming more important as jobs are becoming more specialized and as the skills gap increases. No doubt about it. Foundational educational remains critical as it develops broad skills and competencies that are valuable across a wide range of career paths. These include critical thinking, communication skills, teamwork and more, often referred to as soft-skills.”

In Edmonton and throughout North America, the focus and the processes of continuing education delivery are changing at warp speed. He mentions that the major new trend in continuing education is the advent of micro-credentials, aligned to specific in-demand skills within industries.

“Micro-credentials are designed to validate and certify specific skills that an individual already possesses and were developed through work and lived experiences. Microcredentials allow for a more efficient exchange of skills and talent, as they surface specific skills that otherwise might not be evident,” he says.

Naylor also underscores the relatively new continuing education concept of micro-credentials.

“They are shorter term, non-credit certificate programs, which are rapidly expanding to serve a need for those wanting to upskill or reskill into new careers without the burden or cost of credit programs. The flexible delivery of content accommodates the return to live interactions with the added complexity of also responding to continued virtual preferences and more asynchronous content to reflect individuals’ need to fit learning into their busy lives.”

Butts Scott is also positive about micro-credentials. “They enable professionals and organizations to quickly upskill or reskill their team members; there is no wait time and the benefits can be almost immediate, with quick impact on both

workers and the workforce. A recent Angus Reid study focused on Canadian expectations for work and post-pandemic life. It showed that 61 per cent of those surveyed said microcredentials are something they wanted to pursue in 2023.”

The many online and other digital options, as well as the focus on continuing education programs, are vital changes. “The importance of instructional design in online learning applies technology to the teaching and learning process,” she emphasizes.

The experts agree. For online learning to be successful, instructional design must be at the forefront developing purpose-built, quality, engaging and impactful programming. Butts Scott enthusiastically adds that U of A is focused on developing purpose-built online learning credit and noncredit courses that put the learner at the centre of design and are rooted in an innovative learning experience.

With the many changes in continuing education, businesses are wondering about the long-term impact on organizations and the workplace. Will the post-pandemic workplaces’ re-grouping, re-training and transformation of continuing education help with Alberta’s labor shortages or merely shuffle workers around like a deck of cards, slipping them into more skilled positions? Time will tell.

“It depends on the specifics,” Olive says. “It’s safe to say that both are happening in tandem. ConEd includes a lot of short, targeted courses designed to get people into jobs and address immediate labour shortages. NAIT also offers longer programs that allow people to completely change careers and advance themselves overall. Both are important and, ultimately, we want to support the ambitions of individuals to advance their prospects, earning potential and quality of life.”

Butts Scott is also confident that continuing education may do both. “It will continue to not only positively impact the labour shortage but will also move professionals into more skilled positions. Purpose-built, innovative, and impactful online learning will thrive in our rapidly changing, global world of work.”

BOMA EDMONTON MEMBERS WIN BIG AT BOMEX 2022

Jed Groenenboom always wanted to run his own business, so when the opportunity to do so arose abruptly, he jumped in. A Red Seal journeyman sprinkler systems installer, Groenenboom started Boreal Fire Protection in May 2021.

Boreal is a fire and life safety firm in Edmonton specializing in inspections, testing, maintenance and installation services of sprinkler systems, fire alarms, fire extinguishers, emergency lighting and fire pumps and hydrants. The business works in commercial and industrial buildings, as well as single-family residential.

Groenenboom incorporated his company just a day after resigning from his job, which he left when the owner suddenly sold the company.

“If I don’t try now, I’m always going to be asking myself, ‘what if?’” Groenenboom says of his quick decision. “I feel you’ve got to challenge yourself, so it was a pretty easy choice for me.”

That frantic pace is characteristic of Groenenboom, who is always looking for the next challenge. It’s an approach that has propelled his business to success, including multiple awards from BOMA.

In April 2022, less than a year after starting Boreal, Groenenboom was recognized at the annual BOMA Edmonton Awards, which celebrate commercial real estate industry excellence in the region. He was recognized as emerging leader of the year and Boreal earned a certificate of customer service excellence. Groenenboom went on to represent Edmonton on the national stage, winning BOMA Canada’s 2022 emerging leader of the year award.

“It’s an incredible honour to be recognized at both levels,” he says. “Just to be considered among the other companies and the high-achieving people that are in those groups, never mind actually winning, is a little bit surreal.”

***

Groenenboom’s career in the trades began after ruling out other options. He had considered firefighting, but after spending a day with firefighters, decided it wasn’t for him. Another job led him to realize he didn’t want to work outside, but also didn’t want to sit inside at a desk all day.

Finally, a friend’s grandpa who owned an install company introduced him to the trades and to being a sprinkler systems installer.

“It’s an incredible honour to be recognized at both levels,” he says. “Just to be considered among the other companies and the high-achieving people that are in those groups, never mind actually winning, is a little bit surreal.”

“That’s where I started my career and where I learned I want to be in this industry,” he says. “I’m still involved with public service and making sure people are safe.”

Groenenboom went on to represent Edmonton on the national stage, winning BOMA Canada’s 2022 emerging leader of the year award.

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

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

He took his sprinkler systems installer apprenticeship in Red Deer. While he says it’s not a very well-known trade – with many people thinking it involves lawn sprinklers – he feels it’s one of the best trades to be in.

“It’s really unique and really fulfilling,” he says. “You see so many different types of systems, so you’re always learning something new. There’s never a dull moment.”

That’s especially true these days, as he’s both an installer and an entrepreneur. Groenenboom works hard to ensure Boreal offers standout service.

“I am hellbent on customer service,” he says. “Because it’s fire and life safety systems… you’ve got to be on it, now.”

In addition to that responsiveness, he says Boreal’s strong customer service includes communicating to clients in an easy-to-read and concise format, thanks to a system he built.

“It just eliminates a lot of administrative steps so we can focus on the quality of work and service that we bring to our clients,” he says.

Running a small business comes with growing pains, Groenenboom says, particularly around financing. “It’s tough to get the banks to help you with working capital loans for expansion and whatnot.” That makes growth slower than he’d like.

In the near future, Groenenboom wants to be known throughout Edmonton so, “when you think of fire protection, it’s just synonymous with Boreal.” After that, in the next five years, he hopes to expand to Calgary, then beyond Alberta. “That’s just how I am; I always want to do more and challenge myself,” he says.

Still, he does acknowledge the young business is coming along well. Winning the recent BOMA awards were a reminder of that, with Groenenboom describing the wins as one of the best moments of his business journey so far.

“On a personal level, it was pretty cool to have confirmation that we’re doing something right.”

A building in downtown Edmonton that underwent a complete exterior and interior transformation has been recognized with a major award from BOMA Canada.

HSBC Place, located at 10250 101 Street NW, won The Outstanding Building of the Year (TOBY) award in the 250,000 – 499,999 square foot category at BOMA’s national awards gala in Charlottetown, PEI in September.

Managed by Epic Investment Services and owned by the Alberta Investment Management Corporation (AIMCo), the 317,000-square-foot office tower also won the TOBY award at the BOMA Edmonton awards gala in April.

“This means a lot to the owner and to Epic, that we succeeded in creating something special and something unique,” says Kevin Humphrys, vice president, Real Estate Management (Alberta) at Epic Investment Services. “We did a lot of futureproofing to the building and kept a significant amount of materials out of landfills by fully renovating the building’s components but maintaining the superstructure.

successfully transformed an existing 40-year-old building into a modern

Managed by Epic Investment Services and owned by the Alberta Investment Management Corporation (AIMCo), the HSBC also won the TOBY award at the BOMA Edmonton awards gala in April.

efficient building, put a lot of technology into the building and ensured it was capable of accepting other technologies in the future. It’s nice to be recognized for all that.”

Built in the 1980s, the 18-storey HSBC Place underwent a complete revitalization — starting in 2018 — that transformed the building to a prominent AA office environment.

AIMCo bought the building in 2017, in part because of its location; across from the new ICE District and directly connected to Edmonton City Centre.

“The owner really liked the location of the building and thought we could do something special here,” Humphrys says.

The older building, though, needed a lot of work. The decision was made to “create a building environment that tenants have been demanding,”

“As they started peeling away the different capital

items that needed to be done, they realized that they should probably replace the curtain wall and replace all the aging equipment inside the building. The project started as a simple revitalization project ended up being a full scale development by the time they were ready to finalize the scope,” Humprhys says.

Thus began a full scale renovation of the entire building, from the outside in. It included replacing the curtain wall with a triple glazed curtain wall system, replacing mechanical and electrical systems and adding new amenities, including a fitness centre and a conference centre.

The project came with challenges, Humphrys says, such as the fact the building wasn’t completely vacant during construction as there were three tenants that could not move, so work had to be done with them in place. On the main floor, a new HSBC Bank Branch had to be constructed and the tenant moved without closing while the lobby was constructed. The complete exterior and interior redevelopment was completed in late 2019.

For Humphrys, highlights of the finished project include the opening up of the lobby, the thoughtfulness in how the building and streetscape connect and the installation of digital architecture. The digital art installation involves six large LED boxes suspended from the ceiling that show different themes, transforming the lobby into an immersive art experience.

“It’s the first of its kind in Edmonton, the first of its kind that I’ve seen in Alberta,” Humphrys says.

The completed project recently achieved LEED® Gold certification and previously earned platinumlevel Wired certification, recognizing the connectivity of the building, and WELL Core Gold certification for its tenantfocused health and well-being. Now, awards from BOMA have been added to the growing list of accolades for this prominent Edmonton project.

LIGHTING THE WAY

ALBERTA IS FERTILE BREEDING GROUND FOR THE BUDDING CANNABIS MARKET

BY NATALIE NOBLE

These days, it’s rare to run into someone, or at least someone who knows someone, not already enjoying the freedom to legally indulge in their preferred cannabis product. While the federal government’s decision to legalize cannabis, finalized October 2018, was a hot topic at the time, in under four years stigmas are falling off and business is booming.

Just how big is this business? Local success stories illustrate how fast it has already grown, and the incredible potential in years to come.

Fire & Flower opened as a start-up business with its first office located in Edmonton shortly before that October. In just a few years’ operation, the company launched by cannabis enthusiasts who created the cannabis shop they’d want to shop at, has grown across Canada into an international business with a Fire & Flower branded location in the U.S. – and more to come.

“Starting with several retail stores across Alberta and Saskatchewan, we’ve continued to grow rapidly across Canada through an organic progression, opening stores and through some acquisitions,” says Matthew Anderson, executive vice president, Legal, Compliance and Business Affairs and Corporate Secretary at Fire & Flower Holdings Corp. “That has resulted in a network of 100 retail stores across four brands and an integrated in-house technology and data platform.”

Edmontonians are likely most familiar with Fire & Flower, including its iconic orange, modern and clean design. There’s also Friendly Stranger, a legacy brand people in Toronto may remember from its Queen St. West location that started out selling accessories and moved into cannabis. Additional brands include Toronto-founded HotBox, and Happy Dayz.

Most recently, Fire & Flower has popped up in Palm Springs, California where many visiting Edmontonians and other

Canadians can get a piece of home while vacationing. “Coming into this company, I was passionate about using the Canadian platform as a growth opportunity across the world,” says Anderson. “This is the first foray of many that will take our Fire & Flower brand and retail model into other international markets. We’re proud to do this from here in Edmonton.”

The swift takeoff for Alberta’s legal cannabis market comes in large part thanks to an already streamlined system, business model and network of private liquor stores, laying the groundwork for the cannabis framework.

“This is a great thing about Alberta,” says Jay Shukle, senior director of Cannabis with Alberta Gaming, Liquor and Cannabis (AGLC). “We have AGLC on the business side to handle the procurement and wholesale aspects of the product. We also have the regulatory arm to oversee licensing. Having all of this under one umbrella within an organization where all the communications come from one side, the dots are connected.”

With that quick start, producers federally licensed through Health Canada to supply cannabis product to the Alberta market have grown from 13 to 130. An original 65 licensed retail stores now sit at approximately 760 and the initial 100 SKUs have expanded to over 2,200 individual items for sale.

Retailers are thriving with that influx of products their customers want to see while catering their stores to the variety of buyers. Whether it’s a discount customer seeking more volume at lower prices, a newer customer taking an educational approach or an experienced client with particular taste, there’s something for everyone today.

Such selection wasn’t always the case, though. A highly anticipated July 2018 legalization and business launch was pushed back by the federal government into mid-October, deflating expectations as things kicked off. “It created some supply issues out of the gate,” says Shukle. “Everyone was enthusiastic around the launch and ready to make their millions, but it was a very subdued launch because there was little product.”

Scarcity wasn’t the only barrier the industry scrambled to deal with as they worked to convert customers from a legacy

illegal market. “As the initial products made their way into retail, some were criticized for having lower potency, being excessively dry and not giving the customer everything they expected and wanted from the legal market, yet were still priced high,” says Anderson. “We’ve seen the tables really turn on that dynamic, particularly in the last six to 12 months. A wide variety of product is readily available in larger formats, and really at a price point in the legal market that’s super competitive with the legacy market.”

Where flower and pre-rolled products initially made up the bulk of sales, today it’s a whole new world. “[Since then,] the federal government has allowed this whole array of new products like vapes, concentrates, beverages, edibles and topical products like bath bombs. It all appeals to different demographics,” says Anderson.

Of course, where various levels of government are involved, work continues to find the best way forward for all. Dealing with multiple regulators across their business, Anderson describes the cannabis experience as, “a lesson in the Canadian experience.” He explains, “We have a division of power with different orders of government, sometimes butting heads with each other and needing to sort out what their own responsibilities are within their own sphere.”

Current consultation between federal and provincial governments focuses largely on revising potency and capacity limits, especially around beverages as industry and government alike recognize it’s time to revisit that aspect. “It’s one of the more innovative categories bringing new people into cannabis,” says Anderson. “Also, ongoing and on the horizon is a profound change in the overall availability, quality and pricing of product.”

Also welcomed are additional provincial regulators giving the nod to cannabis delivery. “We’re looking forward to launching our Firebird Delivery Service in Alberta since piloting it in Ontario, offering delivery within an hour or less within specific environments,” says Anderson. “That convenient, quick delivery, conventionally an option in the legacy illegal market, opens doors for the legal market.”

While Shukle says Alberta’s retail market is close to saturation for the time being, businesses opening retail store doors undergo a streamlined process, typically completed

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2022 Board of Directors

Board Executive

Chair: Dennis R. Schmidt Principal, ALTURA Legal Advisory

Vice-Chair: Haydar Al Dahhan President and CEO, Design Works Engineering

Secretary-Treasurer: Jason Pincock CEO, DynaLIFE Medical Labs

Past Chair: Elan MacDonald Vice President (External Relations), University of Alberta

Jeffrey Sundquist

President & CEO, Edmonton Chamber and World Trade Centre Edmonton

Board Directors

Nicole Bird Owner, Rsvp Design Inc.

Aziz Bootwala

Managing Principal, Edmonton, Vice President, Business Development, Kasian Architecture Interior Design and Planning Ltd.

Nathan Carter

Vice President, Projects and Construction, ATCO Energy Solutions

Jonathan Gallo Managing Partner, Gallo LLP Chartered Professional Accountants

Sandy Jacobson

Vice President, Richardson Executive Search

Sam Kemble

Chief Operating Officer, Workforce Delivery Inc.

Annemarie Petrov

President and CEO, Francis Winspear Centre for Music

Amir Shami President and CEO, Rotaflow

Celia Wanderley

Chief Customer Officer and Head of AltaML Invent, AltaML

Edmonton Chamber Executive Cadence Bergman Director, Policy

Alexandra Hryciw

Director, Strategy and External Affairs

Bobbi Elliott

Executive Director, Finance and Operations

Amin Samji Director, Member Services

Contact Edmonton Chamber of Commerce #600 World Trade Centre 9990 Jasper Ave, Edmonton, AB T5J 1P7 T: 780.426.4620 | F: 780.424.7946 edmontonchamber.com

Share your thoughts on business issues with the Edmonton Chamber at policy@edmontonchamber.com

A Budget Balancing Act: A Business Call to Action

In a recent poll from the largest Canadian-owned market research and analytics company, Leger, 400 Edmontonians were surveyed regarding the current state of city council and their work to-date. The poll was developed in alignment with priorities outlined in the city’s plan and the needs of our business community. In response to the key findings, we encourage the City Council to lower taxes, improve roadway infrastructure, and exercise fiscal restraint.

Fifty-five percent of Edmontonians feel that the downtown core has declined over the past year due to the high cost of parking, the high concentration of the unhoused, and erratic or unpredictable behavior of people suffering from mental health and addiction challenges. These social elements have increased the amount of property damage, impaired transit safety, and hindered the city’s vibrancy and personality. These very complex social problems require collaboration between all orders of government and community partners. The Edmonton Chamber of Commerce has been an active advocate in this regard and will continue to support engagement and investment from all orders of government in solving this growing issue.

In the opinion of those surveyed, Edmontonians are least satisfied about high taxes, poverty reduction and the delivery of major infrastructure projects within the region. In this current environment of rising costs and inflation, higher taxes make it more difficult for businesses to grow and impedes innovation. Significant tax increases will reduce our competitiveness and will only increase the strain on consumers and businesses that are already feeling the effects of inflation and higher borrowing costs. Overall, Edmontonians are split on whether they think Edmonton is headed in the right direction.

As we head into the four-year municipal budget deliberations, these survey results are important for our Mayor and City Council to keep in mind. Citizens and businesses are feeling the pinch of high inflation. Affordability impacts how people and businesses participate in society. Current Bank of Canada statements indicate the inflation rate won’t be going down anytime soon. While we recognize our municipal government is facing the same cost increases, any new spending should be done through a lens of fiscal constraint. The results of the survey will be used to help guide advocacy with government and shape policy priorities as we set our sights on collaboratively creating economic vibrancy within the region.

Advocacy efforts help drive policy development and regulatory change in support of business, however it does not occur in a silo. Effective advocacy requires organizations with diverse goals and mandates to work together to have a larger voice. The Edmonton Chamber of Commerce is pleased to take a leadership role on these issues and support our colleagues at other member driven organizations including NAIOP Edmonton, Urban Development Insitute Edmonton and BOMA Edmonton. Collectively, we are working to share key messages with the City Council and advocate for the business community over the coming months and into the municipal budget debate.

Jeffrey Sundquist, President & CEO

BAKENARY Ltd

co-founder www.bakenary.ca

What’s your story?

I was always a creative and adventurous person. All thanks to my grandmother, who used to sign me up for all possible handmade and arts crafts activities in my childhood. After I graduated with a bachelor’s degree in marketing, I run my first business, hand crafted corporate gifts. From decorated festive baskets to a branded box with cookies – local companies such as mobile operators, auto salons, stationary companies, banks – were my customers.

Seeking adventure, I travelled to Dubai to develop my marketing skills. At the time Dubai was known with its extravaganza and I worked in different positions: florist, marketing manager, brand ambassador. Somewhere in between I met my loving partner and were blessed with two children. We lived in Dubai for the past nine years. Being surrounded with creativity, I noticed a unique method of cake making. Never baked before, I was fascinated by this art and created my first edible masterpiece seven years ago. While I was doing custom baking for special orders, other bakers noticed my techniques and that’s how I developed pastry masterclasses, and a new journey began in my life. I travelled with master classes to Oman, Lebanon, and different parts of the middle east region, creating my teaching journey.

In 2019 I finished my Master’s in Marketing and was ready to Immigrate to Canada until Covid hit. My Journey in Canada had to wait till January of 2021 and Bakenary was born in March 2021. Good food is one of the things that brings people together, which is one other thing that makes me love what I do.

What do you enjoy most about being a member of the Edmonton Chamber of Commerce?

Being a member gave me confidence in my startup, as I am surrounded by businesses, small or large, who are overcoming struggles daily. Networking coffee mornings and events are like a breath of fresh air – help to create new contacts, even find new customers. Chamber members are very supportive, show their enthusiasm and give us a chance to he heard!

What is one thing people are surprised to learn about your business?

People are very surprised knowing I setup a business only three months after I arrived to Canada.

Who is your ideal client?

Our ideal customers value high quality pastries and personalized service we offer. From a birthday party cake, that waws by look and taste to a special cafe menu – at Bakenary we got you covered.

What has been your biggest challenge in business, and how did you overcome it?

Our biggest challenge in the beginning was finding a commercial kitchen to rent for our baking operations. A balance between the price and the contract conditions was a real struggle. In the end, we were lucky to be hosted by our community center in Belmead, from where we could operate and begin our journey.

What is your favorite thing to do in Edmonton?

My favorite thing to do in Edmonton is visiting the library with my family. It was such a pleasure finding how great and fun a visit to the library can be with your kids.

If you could make one substantial improvement to Edmonton’s business environment, what would it be?

If I could have a chance to make an improvement, I would organize commercial kitchens for startups like us, fulfilling all the needs for a reasonable price. There is a transition moment before a baking startup can risk and get their own commercial space. Affordable kitchen spaces for these purposes are in need.

Member Profile

Darya Naidenkova,

Darya Naidenkova

Porsche

Centre Edmonton:

Driving Dreams into Reality

By Nerissa McNaughton

Visionary and successful car dealer Grant Ericksen already had a successful Volkswagen dealership in place when he turned his eye to Porsche in the early 1960s. He figured the luxury brand was a good fit for the city, and he was right. Porsche Centre Edmonton saw steady growth under Ericksen and that growth continued when Go Auto acquired the brand in 2008.

“We were, and still are, in growth mode,” shares Tim Satanove, Go Auto Platform VP. “We knew Porsche Centre would be a great fit for our organization.”

What makes Porsche such a hit with Edmonton drivers? Satanove explains, “Porsche is a smaller manufacturer when compared to the rest of the luxury sports car industry, and therefore it’s an agile brand in a niche market.

The introduction of the Boxster in 1997 gave people an affordable alternative to the Porsche 911. Then the Porsche Cayenne came along in 2003 and this SUV was a great fit for Canada, and especially Edmonton. The Porsche Macan, a smaller SUV, is another excellent car for the area.”

The vehicles are what get drivers interested. The service at Porsche Centre Edmonton is what keeps them coming back.

“We are focused on being more than a car dealership,” smiles Satanove. “We hire people with strong customer service skills above all else because we can train for the rest. Having an outstanding culture is what we strive for along with a team dedicated to creating extraordinary experiences for our customers.”

An exceptional product delivered by a team dedicated to providing exceptional service

The extraordinary experience is rooted in one word: convenience. It starts with the location of the dealership. Satanove explains, “We moved to our current location on Stony Plain Road in August. We chose this area because of the ease of access from the Anthony Henday no matter where our drivers are in the city. Our large showroom holds all the model lines and accessories so they can be seen, touched and experienced in real time – not just in a catalogue or on a screen. A fitting lounge is where our customers sit with a sales professional to build their dream car. They can touch and feel paint samples, swap out tires, and more.”

The convenience continues long after the car is purchased. The aftercare service is second to none.

“We have more service bays and a larger service department than most other dealerships,” Satanove continues. “This shortens waiting times. Our Go Auto app allows customers to book service in just a few quick steps and then records the history of service right on the app. On site is an automated 24/7 indoor kiosk so drivers can drop off or pick up their vehicle at any time, including after hours, holidays and long weekends.”

“We have also added a detail centre that provides fullservice cleaning in addition to optional ceramic coating and detail wraps. With the weather we have here in Edmonton, you can drive your sports car year-round, as long as you have the proper protection.”

Porsche Centre Edmonton

Randy Miyagishima (Certified Sales Professional, Porsche Centre Edmonton), John Cappella (President & CEO, Porsche Cards Canada Ltd), Brad Muller (General Manager, Porsche Centre Edmonton), Tim Satanove (Vice President, Porsche Centre Edmonton) and Derek Tadros (Director, Network Development, Porsche Cars Canada Ltd).

The reputation of Porsche Centre Edmonton cannot be beat. When the 918 Spyder launched in 2014, this $1 million+ car was highly sought after by Porsche aficionados across North America. Yet it was an Edmontonian that was among the first to take possession of this new model. The only two other drivers ahead of him were Jerry Seinfeld and Roger Penske.

Satanove encourages anyone considering a luxury sports car to come check out what Porsche has to offer.

“Two things really stand out about Porsche: reliability and value. It truly is the most reliable sports car. You can drive it on the racetrack and still use it to commute. It’s a comfortable daily use car. Some other brands are flashy and ‘cool,’ but they are not as comfortable or tech-forward. It’s simply a well-rounded vehicle.

“Those looking to get into their first Porsche will find excellent value with pre-owned because Porsche vehicles hold their value extremely well. We also offer an excellent certified pre-owned program that includes two years of warranty. Our pre-owned vehicles have all the maintenance up to date. Pre-owned is a great way to get a high-quality car without the new car premium.”

Porsche Centre Edmonton and Go Auto are very invested in all the communities in which they do business (including Northwest Territories, British Columbia, Manitoba and Ontario). As a dealer group, the brand has donated over

$7 million since 2018. The Fuel for School program has delivered more than 300,000 lunches to school children since 2018. All of this is on top of the numerous donations and sponsorships organized by Go Auto dealerships around the city.

For an outstanding experience that starts the moment you walk in the door, visit Porsche Centre Edmonton. The staff, some of whom have been with the dealership since the 1980s, is extremely knowledgeable and highly focused on customer service. Convenience from the location to the aftercare is assured – its one of the reasons why Porsche Centre Edmonton has incredible customer retention. Many drivers return for a second or even third purchase, and several families are generational customers.

“On behalf of the team at Porsche Centre Edmonton,” says Satanove, “We thank the dealer group for investing in this brand. We thank the local Porsche Club for their representation, and we thank our loyal customers. While Edmonton is our largest market, we have drivers from all over Western Canada and into the Northwest Territories.

He concludes, “We are passionate about our brand, and our sales and service teams. Stay tuned because there are even more value-added services on the way, including enhanced purchasing and communication platforms, battery electric vehicles and so much more.”

Visit Porsche Centre on 18125 Stony Plain Road or online at dealer.porsche.com/ca/edmonton. The brand is also active on Instagram, Facebook and LinkedIn.

Porsche Centre Edmonton

Grand Opening

PROJECTS DONE RIGHT THE FIRST TIME… AND EVERY TIME

Done-Rite Floors celebrates 65 years

By Nerissa McNaughton

Since 1957, Done-Rite Floors Ltd. has enhanced resi dential and commercial spaces with a range of flooring options. From new installations to renovations, from single family homes to multi-family dwellings, Done-Rite Floor’s expertise never fails to impress. Working with a large variety of leading manufactures and suppliers and basing a corporate culture in family values has grown Done-Rite’s project list and team for 65 years.

“My uncle and his business partner started Done-Rite Floors from his basement and garage,” says Anthony Hoek sema, President. “My uncle had been installing floor cover ings for his job but wanted to take things to the next level. He and his partner began selling the products and installing what they sold.

Another growth spurt for Done-Rite Floors happened when they obtained a contract for flooring in Jasper Place Compos ite High School.

“That contract really evolved the company,” smiles Hoeksema.

Today, instead of a basement office and two business partners, Done-Rite Floors has its own commercial location, a team of 10 and a group of contractors that perform the installs. While new products are added frequently, Done-Rite Floors has suc cessfully partnered with Shaw Floors®, TarKett, Johnsonite® ,

Centura, Armstong, Nora®, Kraus®, Erv Parent, Miliken®, Altro, Schluter Systems®,

In addition to residential projects of all sizes, notable commercial projects include but are not limited to Kaye Edmonton Clinic, Revera Our Parent’s Home, numerous Edmonton Public School Board projects, Jerry Forbes Centre, Parkdale and Century Tower Apartments.

“During COVID, residential work slowed down as people were reluctant to have contractors in their homes,” Hoeksema notes. “However, our longstanding relationships and history of success with our commercial projects kept us going. We are pleased to have built a reputation strong enough to carry the brand through such difficult and unexpected times.”

Hoeksema goes on to discuss other factors that drive the brand’s success.

“We are built on good principles. Customer service is very important; we look after our customers. If they are not happy they are not coming back, so we are very invested in keeping our customers happy. We also maintain a crew of installers that are very dedicated and conscientious. We know that we can sell all we want but without proper installations, we won’t have successful projects.”

Olympia Tile+Stone®, Buckwold Western, Floors First Canada, Shiner™ and Twelve Oaks™.

Although material delays are an issue for Done-Rite Floors, as they are for many service providers at this time, Hoeksema is pleased that the post-COVID challenges are leveling off. To maintain customer satisfaction, he and the team are honest with customers about potential delays in products and shipping. Having a well-stocked warehouse, ample representation in the showroom and great relationships with suppliers, however, means Done-Rite Floors can offer alternative products when supply and shipping causes delays.

One of the products that is in demand currently is luxury vinyl plank flooring.

“Luxury vinyl plank is huge right now,” Hoeksema exclaims.

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Than a Mall More

By Nerissa McNaughton with photos by Rebecca Lippiatt

Nearly a decade before WEM opened, another mall was delighting locals and tourists and today, Londonderry continues to grow and inspire. In fact, it was one of the city’s original attractions and it was the first bi-level shopping centre in Western Canada. It’s far more than a place to shop – it’s a place to connect and a place of opportunity for buyers, sellers and the community. Londonderry Mall deserves a closer look, so let’s stroll in and explore!

Londonderry Mall is a place of opportunity for shoppers, business owners and the community

Vanessa Treleaven, assistant property manager and marketing manager of Londonderry Mall.

“When Londonderry opened on August 15, 1972, it featured a two-screen movie theatre, a plethora of exciting retailers and so much more,” explains Vanessa Treleaven, assistant property manager and marketing manager. “Londonderry created an excellent space for guests to shop, relax and enjoy time with family and friends. Back then – and still today – Londonderry has become a third space between home and work. It is purposed designed so people can meet with friends, socialize, shop and feel a sense of community. We have worked hard to make Londonderry a diverse, inclusive space that takes pride in having an excellent selection of local and national retailers, but also an organization that strives to give back to the community as much as it receives.”

Gathering spaces and accessibility ensure everyone on the premises can relax and enjoy their time on site, whether they are selling to the Christmas crowd, shopping for something special, or meeting up with friends for a coffee and a chat.

“Over the years, the mall underwent two renovations,” Treleaven continues. “The first was in the 1990s and the second concluded in 2016, bringing Londonderry to the modern, airy and open look it has today.”

Some of the modern upgrades include energy efficient LED lighting and EV charging stations in the parking garage. The experience is not limited to being in the mall either. In January 2022,

Londonderry partnered with the GetintheLoop app (available on iOS and Android) so shoppers can get first notice about deals, discounts, product drops and events among the mall’s retailers. Those retailers include local, national and international sellers.

“Londonderry has many fantastic national and international tenants that draw high foot traffic to the centre,” confirms Treleaven. “A few of these are Simons, Winners, H&M, Hudson’s Bay, Bath & Body Works, Shoppers Drug Mart + Beauty Boutique, Laura, Urban Planet, Ardene and No Frills (coming soon). However, Londonderry also has an extensive specialty leasing program, which encourages a local and boutique presence in the mall. This is just another portion of our mission to support the Edmonton community as much as we can. We currently have over 40 boutique and local tenants who are thriving in our centre and have seen excellent traffic and sales.”

LONDONDERRY MALL | WEST EDMONTON MALL

Edmonton has always had a strong entrepreneurial presence. In fact, according to the Government of Alberta’s Regional Dashboard, “In 2021, 94.7% of businesses in Edmonton were small businesses [classified as between 1 and 49 employees]. The percentage of small businesses in Edmonton increased 0.30 per cent year-overyear and increased 0.53 per cent in the last five years.” Additionally, during COVID, many of the labour force found the time and motivation to

turn their hand to online selling. Some of those e-commerce shops were incredibly successful, prompting the new business owners to seek out a storefront. For those entrepreneurs, Londonderry has the perfect solution.

Treleaven says, “through our specialty leasing program we provide a platform to allow onlineonly retailers to test out a brick-and-mortar storefront for a shorter commitment period.

These spaces range from kiosks in our common areas to full in-line spaces. This program is an excellent way for newer businesses to experiment and understand how their product offering will perform through an in-person store concept. It also provides an opportunity to showcase their product to our extensive foot traffic and audience.”

What kind of foot traffic can retailers expect?

“Londonderry averages approximately 9,000 individuals daily on weekdays and upwards of 12,000 individuals daily on weekends,” Treleaven adds.

All retailers, from kiosk sellers to national brands, are very well supported with ideal lease rates, on-site administrative staff, maintenance, guest services, security and operations staff. Retailers also have access to assistance through the marketing department, allowing them opportunities to have in-mall events, market their latest promotions and partner on initiatives.

“When you join Londonderry, you are joining a centre that genuinely cares about its tenants and well being. We are a team that strives for success, and we look after businesses within our centre. You will feel supported and valued,” says Trelevan.

This focus on retailer experience was one of the ways Londonderry was able to help defray the challenges of COVID.

“Like any other shopping centre, Londonderry has not been exempt from the challenges that COVID-19 produced,” says Treleaven. “Leasing during that time had been difficult, however, this issue did not hit us quite as much as others due to our extensive specialty leasing program and our ability to quickly backfill vacant space.”

With the restrictions eased and a growing number of boutique retailers seeking space in Londonderry, both foot traffic and retailer spots are on the upswing once again.

For Treleaven and the rest of the management team at the mall, the community work Londonderry does each year is a major highlight.

“We love hosting charitable organizations at Londonderry and allowing them to use our space and platform for the greater good. It makes everything worth it, knowing that in a small way we have helped make a difference in these charities’ goals and missions.”

Londonderry is pleased to support a variety of charitable initiatives, including Dogs with Wings Assistance Dogs Society, Silent Santa (a sensory friendly experience), Londonderry Cop Shop (where EPS members shop for Christmas gifts disadvantaged students), Kaleo Collective, cystic fibrosis research, Canadian Mental Health Association and working with a local group of individuals raising donations for Ukraine relief.

For the support of shoppers, retailers and the community, Londonderry has been recognized many times over.

Treleaven adds, “We were recently awarded the Global Innovating Commerce Serving Communities (ICSC) 2022 silver marketing excellence award for our partnership with Dogs with Wings Assistance Dog Society. These awards were open globally and received entries worldwide. We were so incredibly honoured to have been nominated, let alone win silver in our respective category.”

As Londonderry celebrates 50 years, there have been a lot of changes, from eco-friendly upgrades to the closing of the cinema, from attracting national retailers to hosting one-of-a-kind local boutique sellers. Locals and tourists stroll the halls and enjoy the safe, clean, accessible and friendly environment. Business owners are delighted to learn about the brick-andmortar trial program. Community organizations are proud to partner with the mall. It’s been half a century giving back to the city in many ways – but the story is far from over. In fact, it is just beginning.

As Treleaven looks to the future of the mall, she says, “I think we need to shout out our entire team here at Londonderry. We work cohesively and they all have played instrumental parts in creating success here. I especially want to call out our maintenance and operations staff who keep our building running smoothly, work tirelessly to help all departments when they can and support our tenants with their needs as well. They are definitely the heroes of Londonderry!

“Going forward, the sky is the limit! We hope to continue to attract incredible tenants, both local and national, which will further create an excellent shopping experience for our guests. We will continue to drive traffic and sales through innovative promotions and events, while delivering first-in-class support and service to our current tenants. Most of all, we want to continue to be that space where our guests feel valued, included and safe. Giving back to our community and supporting Edmonton is our biggest goal.”

She smiles as she concludes, “Edmonton has such a unique character about it. The people here are innovative and exude entrepreneurial spirit. There are so many incredible small businesses opening up everywhere and it seems that everyone has some sort of side hustle that they’re turning into a full-scale business. I love that energy!”

When is the last time you visited Londonderry Mall? There is always more to explore with every visit. Explore in person and online at londonderrymall. com. The mall is also active on Facebook,