February 2013 Business in Edmonton

February 2013 $3.50 businessinedmonton.com

CHANGE IS GOOD Chamber of Commerce welcomes local businessman Lindsay Dodd

A Road Less Taxing

When it comes to taxation, Canadians can consider themselves to be very fortunate.

Do Edmonton Employers Still Value MBA Degrees?

The Business of Golf

BEHIND THE SCENES: Edmonton’s Biggest Events

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THIS IS NOT AN AD FOR ROCKY MOUNTAIN EQUIPMENT. But it is an ad for everything we stand for. Things like honesty, integrity, and helping you put food on your family’s table. But above all, it’s an ad to let you know that none of those things are going away because we’re calling ourselves Rocky Mountain Equipment. Because even if the name on the sign is changing, our values won’t.

Introducing the new Rocky Mountain Equipment DEPENDABLE IS WHAT WE DO.

For nearly a century Canmore was an important coal mining centre in southern Alberta.

Over time, the town evolved into an international recreation centre and tourist destination. While the town of Canmore changed, the Canmore Hotel did not. Located in the heart of downtown Canmore, the Canmore Hotel remains a precious landmark from those early mining days. As the second oldest, continuously operated hotel in Alberta, the pub has been catering to both locals and visitors alike for over 120 years. The Canmore Hotel was originally one of the town’s four grand hotels. As the sole survivor, it has spent a lifetime keeping watch over Canmore.

It is now time to restore, expand and sensitively rehabilitate this historic establishment so that its legend -- and its rich history -- will live on.

We are pleased to offer eligible investors an opportunity to participate in this exciting and rewarding development.

• RRSP and TFSA eligible • 9% annual preferred dividend paid quarterly • Additional profit from your ownership in both a well established pub and an enlivened boutique hotel • Select VIP hotel privileges Selling agents protected

For more information about this investment opportunity visit canmorehotel.com

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13-01-03 10:22 AM

SECTION CONTENTS TITLE

FEBRUARY 2013 | VOL. 02 #02

View our elect ronic issue of this mon th’s mag azin e onlin e at www .busi nessi nedm onto n.com

Features

Regulars

Motivation, education, recreation and looking good.

Edmonton businesses hit the winning formula.

Each and every month

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OFF THE TOP Fresh news across all sectors.

Cover CHANGE IS GOOD

61 E DMONTON ECONOMIC

Chamber of Commerce welcomes local businessman Lindsay Dodd

DEVELOPMENT CORPORATION

21

61

Company Profiles 29 CALMONT GROUP

BY NERISSA MCNAUGHTON

Celebrating their 35th Anniversary

29

Features 37 D O EDMONTON EMPLOYERS STILL VALUE MBA DEGREES?

| BY NERISSA MCNAUGHTON

56

THE BUSINESS OF GOLF

BY JOHN HARDY

6

BY MARK KANDBORG

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

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OFF THE TOP

NEWS FROM THE MONTH

Features

PUBLISHER BUSINESS IN EDMONTON INC.

continued

Motivation, education, recreation and looking good.

Edmonton businesses hit the winning formula.

ASSOCIATE PUBLISHER Brent Trimming

brent@businessinedmonton.com

EDITOR Mark Kandborg

EDITORIAL COORDINATOR Nerissa McNaughton

BY BEN FREELAND

When it comes to taxation, Canadians can consider themselves to be very fortunate.

Contrary to the country’s persistent image of a socialistically inclined welfare state, Canadians and the businesses they own pay less in taxes than the majority of industrialized countries.

COPY EDITORS Nerissa McNaughton Nikki Mullett

ART DIRECTOR Jessi Evetts

A ROAD LESS TAXING

jessi@businessinedmonton.com

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CONTRIBUTING DESIGNERS Cher Compton

ADMINISTRATION Nancy Bielecki Sarah Schenx info@businessinedmonton.com

REGULAR CONTRIBUTORS Jason Brisbois

THIS ISSUE’S CONTRIBUTORS Mark Kandborg Derek Sankey Michael Doucette

John Hardy Benjamin Freeland Nerissa McNaughton

PHOTOGRAPHY Cover photo by Epic Photography Inc.

ADVERTISING SALES Debbie Redman Evelyn Dehner Rachel Katerynych Bobbi Joan O’Neil Carla Wright Renee Neil

debbie@businessinedmonton.com evelyn@businessinedmonton.com rachel@businessinedmonton.com bobbi@ businessinedmonton.com carla@businessinedmonton.com renee@businessinedmonton.com

DIRECTORS OF CUSTOM PUBLISHING Wayne Holowaychuk wayne@businessinedmonton.com Kim Hogan kim@businessinedmonton.com

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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

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THE PUSH TO GREEN

43 BEHIND THE SCENES OF EDMONTON’S BIGGEST EVENTS

| BY NERISSA MCNAUGHTON

50 THE QUEST FOR SUCCESS THROUGH DRESS | BY MARK KANDBORG You wouldn’t bring a knife to a gunfight, so why bring a shoddy wardrobe to a board meeting?

Return undeliverable Canadian addresses to circulation dept. #1660, 10020 - 101 A Ave. NW, Edmonton, AB T5J 3G2

10

| BY JOHN HARDY

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

Private Company Services www.pwc.com/ca/dbia

Creating lasting value

Contact: Dave Bryan Business Advisor 1 780 441 6709 david.j.bryan@ca.pwc.com

For private companies, acquisitions and mergers are a great opportunity to grow your business.

At PwC, our Private Company Services team can help you through the entire deal process, from concept to close and beyond. Š 2013 PricewaterhouseCoopers LLP, an Ontario limited liability partnership. All rights reserved. 3092-08

OFF THE TOP

NEWS FROM THE MONTH

CONSTRUCTION

CONSTRUCTION BEGINS IN EDMONTON’S FIRST ENERGY EFFICIENT RESIDENTIAL SUBDIVISION

Construction has begun in Oxford, Edmonton’s first energy-efficient residential subdivision. The Oxford subdivision is located in northwest Edmonton at 167 Avenue and 130 Street.

“The Way Ahead, the City of Edmonton’s strategic plan, calls for goals that will improve our future including preserving and sustaining Edmonton’s environment, improving livability and transforming our urban form,” says Bill Covey, the Director of Sales for the City of Edmonton’s Sustainable Development department.

“The Corporate Properties office saw the new Oxford sub-division as an excellent opportunity to create a pilot project that would help achieve some of these goals. Oxford is leading the way in new community development by setting higher energy efficiency standards on all of the houses that will be built in the neighbourhood.”

Homes in the community of Oxford must be built to high EnerGuide standards. EnerGuide rates home from 0 – 100 with 0 meaning the house has air leakage, no insulation and extremely high energy consumption; 100 means the house requires little to no purchased energy. Homes built to Alberta Building Code standards have EnerGuide ratings between 65 and 72. Homes built in the Oxford community must achieve a minimum EnerGuide rating of 78. To ensure these higher standards are met, lot owners must sign a sales agreement that clearly stipulates their house will meet this minimum standard. Additionally, all homeowners must give the City of Edmonton a $10,000 performance fee to show they intend to meet the required architectural and sustainability guidelines for the Oxford subdivision. This fee is

12

OXFORD LOT DRAW. PHOTO BY CONSTANTINE TANASIUK

returned to the homeowner after inspection reveals compliance with the standards.

The reaction to the Oxford development has been overwhelmingly positive. “The public, especially those interested in building a new home in Oxford, have been very interested in and supportive of this new subdivision and its environmental standards,” Covey explains. “On the day the lot draw registration was held, many more people showed up to register than available spaces allowed (up to 200 people could register). Several people also arrived at City Hall at 4 a.m. in order to be early for the lot draw registration which began at 8:30 a.m. When the lot draw was actually held November 28, all lots were sold that night.” The public lot draw included 43 lots for individual buyers.

An additional 44 lots were set aside for four BuiltGreen certified builders. While homeowners are expected to begin construction this spring, the BuiltGreen builders have already started building their show homes.

This energy efficient Oxford community is not designed to be exclusive to a certain income bracket.

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

A mix of housing, including duplexes and secondary suites, will increase the density of the community while ensuring it remains a pleasant, family-focused neighbourhood. The City of Edmonton’s Cornerstone program, which provides funding for affordable housing, has set aside $500,000 for Oxford so that up to 25 homes can be built with secondary suites.

“These suites not only offer high quality rental property, they also help provide income to the homeowner,” says Covey.

While the initial cost of building to a higher energy efficiency standard is greater than building to minimum building code requirements, the costs are not prohibitive, and with grants of up to $7,000 provided from the City’s Office of Environment to help offset these costs, each homeowner has plenty of incentive to purchase and build in Oxford. “It is fair to say the financial investment will be recouped over the life of the house from energy cost savings, “ concludes Covey, “but more importantly, the value of investing in a more comfortable home and a more sustainable way of life cannot be measured.” BIE

NorQuest College and Landmark Group launch the

Landmark Group Centre for Value Improvement

NorQuest College Value Improvement Program NorQuest College’s own Value Improvement Program (VIP) uses a blend of Lean, Six Sigma and Business Process Management tools to support process improvement. This ensures the College achieves quick improvements while maintaining flexibility to address more complex issues.

Opened on November 30, 2012, the Centre will share research, ideas and knowledge to help organizations improve productivity and value for their customers.

The Centre provides continuing education, professional development and customized corporate training on the tools, methodology, training and on-going long term support for value improvement initiatives.

Both NorQuest College and Landmark Group have successfully integrated process improvement in their organizations to remove waste and improve efficiency, and have partnered in the Centre to broaden and share these practices with industry, public and private sector organizations to create unique practical solutions and profitability.

Contact the Landmark Group Centre for Value Improvement today to engage our process improvement professionals and improve value for your organization.

780.644.5964 www.norquest.ca/VIP

Landmark Group of Builders The vision of Landmark Group of Builders is to be a major North American housing solutions provider recognized for sustainability and for leading a revolution in the industrialization of housing construction. At the forefront of the industry’s most significant innovations, Landmark is revolutionizing the home building industry in part through precision building systems, lean processes and operational efficiency.

OFF THE TOP

NEWS FROM THE MONTH

build the spirit help create a legacy of caring

Help Build the Spirit!

Support our Capital Campaign

DONATE TODAY! P: 780-440-6346

info@jerryforbescentre.ca or visit our website to pledge your support.

CITY SERVICES

EDMONTON POLICE HIT BACK AT QUOTAS FOR CASH ALLEGATIONS

The issue of police officers having an arrest or ticketing quota in order to generate revenue is a very sensitive topic, and one that Edmonton is far from immune. Marni Soupcoff’s strongly worded article in a May 2012 issue of the National Post calls out both Canadian and American officers for upholding the quota for cash practice.

“It’s great that police departments are so good with words that they have ready access to soft synonyms for quotas,” Soupcoff concludes in her article as she describes how police divisions get around the quota questions with clever wording. However, Edmonton Police Officer, Dave Green, of the Traffic Division has a different take on the situation. He explains that not only are there no quotas in place, it is actually quite costly to apprehend Edmonton lawbreakers.

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Green points out that the members of the Edmonton Police Service (EPS) are not standing out on the cold road at night for the sheer joy of the experience. They are out there to keep you safe at all costs; and those costs are staggering. “The carnage is in the billions of dollars,” Green explains. “It is not a business. The direction is, catch [offenders].” He goes on to point out it takes money to have the officers out doing their duties. It takes money to hold the car of an impaired driver. It takes money to prosecute an offender.

Salaries, resources, court fees – it’s not exactly a business a model designed to make money. It’s a business model designed to reduce crime and keep the public safe.

Green is frustrated by the people that insist being caught is simply a matter of the EPS looking to raise cash. “We in the police service are trying to put ourselves out of business,” says Green, noting that the ideal scenario is when the police do their job so well, the crime rate falls to the point where the level of officers on the street can be reduced.

The EPS budget is based on reducing crime and victimization, citizen-centered policing, and a model of efficiency and effectiveness. Approved operating budgets, capital budgets, directives and mandates are posted for the public to view on the Edmonton Police Service website. BIE

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

TECHNOLOGY

WAVEFRONT SURFS AHEAD WITH POWERWAVE™ TECHNOLOGY

Would you go to the bank if the teller’s could only help you access 30% of your funds? Would you eat at a restaurant if you had to leave a portion of each meal on your plate? Of course not. As consumers, we want to get the most for our money and we want full access to what we have invested in, paid for, or earned. Surprisingly, however, this is not the case with producing oil. Oil producers generally recover about 40% of oil from an oilfield, leaving 60% of this precious commodity “stranded”. As the yield from the field starts to decline, traditional methods such as underground waterflooding and CO2 injection are deployed to coax more oil out of the ground or infill wells are added. These infill wells decrease the profit from the field, mar the landscape, and may cause environmental damage.

That is where Wavefront Technology Solutions Inc.’s multi-patented Powerwave™ comes into play. Wavefront Technology Solutions Inc. opened their doors in Lloydminster in 1998. In 2001, their headquarters relocated to Edmonton and in 2004, they became a publically traded company. From hum-

OFF THE TOP

NEWS FROM THE MONTH

BRETT DAVIDSON, PRESIDENT AND CEO OF WAVEFRONT TECHNOLOGIES

ble beginnings to creating a product used worldwide, Wavefront is a true Edmonton business success story.

Brett Davidson, President and CEO of Wavefront Technologies, along with his partner Dr. Tim Spanos, a renowned Edmonton physicist, de-

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veloped Powerwave™ to increase the yields of existing oil fields. The idea for Powerwave™ came to Spanos when he realized oil recovery was increased in areas affected by earthquakes. This lead to lab tests by Davidson of simulated earthquake conditions and the realization that sending fluid pulsing waves of energy into stranded oil fields dramatically increases oil recovery.

The beauty of Powerwave™ is that it mimics processes found in nature.

The best way to think of it is as a heartbeat. With every beat, blood is pulsed through the body. When that beat is slowed or interrupted, so is blood flow.

With each pulse from Powerwave™, fluids are moved through the ground to make oil more accessible to produce. Without these fluid pulses, oil can stagnate in areas that are impossible to reach.

Since this technology mimics natural processes, such as pulsation and seismic activity, it is also eco-friendly. Oil production and eco-friendly are

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

not two words that are commonly used in conjunction, but in this case, those two words go together like oil and profit. Powerwave™ is used with existing wells, somewhat reducing the need for infill wells, and unlike fracking, the pulses are not destructive to the ground or surrounding environment.

December 2012 saw Colombia’s largest oil producer, Ecopetrol, award Wavefront a contract worth approximately $600,000 US to implement Powerwave™. This is just one of the global contracts Wavefront has secured for their technology.

As consumers, we rely on oil and oil products every day. Obtaining that oil can cause socio-economic as well as financial upheaval. When a company has the foresight to create a clean, green, cost effective way to increase production of the commodity we rely so heavily on, we know we are all getting closer to a future that we can happily sustain.

Learn more about Powerwave™ at www.onthewavefront.com. BIE

INVESTING

A ROAD LESS TAXING

A ROAD LESS TAXING

BY BEN FREELAND

W

hen it comes to taxation, Canadians can consider themselves to be very fortunate. Contrary to the country’s persistent image of a socialistically inclined welfare state, Canadians and the businesses they own pay less in taxes than the majority of industrialized countries. A 2012 survey by PricewaterhouseCoopers ranked Canada as the eighth most advantageous place in the world to pay corporate tax, placing it far ahead of the United States, which ranked 69th. As for income tax, Canadians pay less than only a small handful of industrialized nations and only slightly more than our neighbours to the south. Nevertheless, complaining about taxes remains a favourite Canadian pastime, and most Canadians’ savings, investment and retirement planning involves a substantial focus on retaining as much of their money as possible.

Personal tax planning is a crucial element of any financial plan, and an element of the planning process that is best approached with the assistance of both a financial planner and a tax accountant. Most specialists agree that there should be one person at the centre overseeing the process, but this can be either an accountant or a

LES CREASY, MNP

financial planner, depending on which person involved has the most longstanding relationship with the client. “I see the financial planning process as like a bunch of balls in the air,” says Les Creasy, chartered accountant and tax leader for the Edmonton Region at MNP LLP. “You’ve got your tax ball, your legal ball, your investment ball, your www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

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INVESTING

A ROAD LESS TAXING

Tax planning involves a mix of tax minimization, avoidance and deferral – the combination of which Creasy refers to as ‘tax management.’ Creasy contends that much of the time a disproportionate emphasis is placed on tax reduction and avoidance, which he asserts is not always the best course of action.

family and business dynamics and so on. Somebody has to bring that all together, and sometimes that’s a tax accountant and other times a financial planner. Sometimes that person might not be bringing specific skills to the table, but they bring the relationship and knowledge of the client, and that’s crucial.”

As an element of the overall financial planning process, tax specialists are also quick to emphasize the importance of tax planning as a ‘front-end’ element to be addressed right from the start. “Tax planning directly affects how you choose to invest,” asserts Donna Austin, associate vice president of the Strathcona Branch of Canadian Western Bank.

“When you’re making decisions about investing, you have to factor in the best strategies for once you eventually withdraw your investments.

A lot of people tend to be in wealth accumulation mode all their life but don’t have a plan for withdrawing it and they end up paying huge amounts in taxes. They know how to accumulate but not how to withdraw.

These questions need to be addressed at the beginning of the process, not at the end. I can advise on investment vehicles, but I don’t give tax advice – that’s an accountant’s job.”

Tax planning involves a mix of tax minimization, avoidance and deferral – the combination of which Creasy

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refers to as ‘tax management.’ Creasy contends that much of the time a disproportionate emphasis is placed on tax reduction and avoidance, which he asserts is not always the best course of action. “Sometimes reducing tax isn’t the best strategy,” he says, referring specifically to ‘loss creation strategies’ wherein a loss is created on paper for tax purposes. “If a person is determined to avoid paying taxes on something, there’s usually a way of doing it. The problem with this type of aggressive approach is that Revenue Canada can decide to void it under the General Anti-Avoidance Rule (GAAR) and demand that you pay up. It may work, but at what cost? If a strategy leaves you lying awake every night in fear of that letter from Revenue Canada, it’s not a wise solution. It may be a ‘smart’ solution, but not necessarily wise.”

Creasy argues that in many situations, tax deferral (such as that offered by RSPs) is a preferable emphasis than tax reduction. “So many people really don’t understand the significance of tax deferral,” he says.

“People are fixated on scrounging around for this, that and the other deduction, but these are only band-aid solutions. One of the great advantages in living in Canada is the ability to defer tax, but I think people much of the time don’t understand the longterm significance of what this does.”

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

Provided a well thought out plan for withdrawal is in place, Creasy contends that RSPs really are the best tax management solution for most clients. “I’m a believer in both RSPs and TFSAs, but there are definite advantages to RSPs, the big one being that with TFSAs you’re limited to a $5,000 contribution per year – $5,500 starting this year – whereas with RSPs it’s in excess of $20,000.”

Austin concurs on the continued benefits of RSPs from a tax deferral standpoint. “TFSAs are an after-tax investment, and as such they don’t give you any immediate tax savings.

RSPs offer immediate tax benefits.

If you’ve been advised properly and you draw on it in an efficient manner in retirement, it won’t be taxed at the maximum level. The problem is that a lot of people don’t get proper advice on how to withdraw, and they get punished for it.” Austin adds that while TFSAs don’t offer the same before-tax benefits as RSPs, they are still an investment that she encourages all clients to have. “There’s still a lack of awareness about TFSAs because they’re so new, but I personally think they’re the best investment any individual can have because they’re entirely tax free.

That’s been the biggest change in the industry that I’ve seen.”

Another relatively new development in the tax management picture

INVESTING

A ROAD LESS TAXING

is the phenomenon of eligible dividends. In October 2010, the government of Canada changed the rules regarding dividend investments in Canadian corporations, designating them ‘eligible dividends’ for income tax purposes.

Creasy asserts that eligible dividends are an excellent tax management strategy due to the tax credits they provide, which offsets the tax paid on the investments. “Eligible dividends are great for tax management, especially in Alberta, which has the highest tax credit rate in the country at 19.3 per cent.” Another tax management option available to families is Registered Educational Savings Plans (RESPs), which represent another useful tax deferral strategy.

“RESPs are underutilized,” says Austin. “These are a great tax deferral strategy because the money is taxed in the child’s hands, not the parent.”

In the end, tax planning, like all other aspects of financial planning, is a highly individualized process that should be viewed as an inseparable component of the overall financial planning process, and one that requires relationship-building with accountants and financial planners. “Being an effective tax practitioner means really getting to know the client,” says Creasy. “Like any other type of financial planning, you need to really understand the client, how comfortable with risk taking they are, and make recommendations accordingly.” He also emphasizes that the mark of a good tax accountant is the ability to translate Byzantine tax code language into plain English. “In addition to wanting somebody with a CGA, CA or CFA accreditation, you want to make sure your tax advisor can explain things in layman’s terms. If they can’t do that, it probably means they don’t understand the stuff themselves.”

The old cliché about death and taxes remains as true as ever; and as with developing one’s legacy, tax management is an individual process that requires planning. As Austin explains, “In the end we all pay taxes. It’s just a matter of when and how.” BIE

Care Factor – The Data Centre Company is pleased to announce the company has undergone a rebranding exercise, and has been renamed Pivot Data Centres.

The name change signals an important stage in our company’s evolution. As the fastest-growing provider of co-location data centre solutions in Western Canada, we are excited to offer state-of-the-art facilities in both Calgary and Edmonton.

Pivot Data Centres will continue to build on the foundation of excellence that Care Factor has built. We are committed to delivering client-focused, adaptable and sustainable data centre solutions for our clients.

Contact us today.

Calgary

•

Edmonton

•

800.465.1697

•

pivotdci.com

www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

19

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COVER

CHANGE IS GOOD

CHANGE IS GOOD

BY MARK KANDBORG

Chamber of Commerce welcomes local businessman Lindsay Dodd

E

dmonton in February. A time of cold. A time of wind. A time of seriously thinking about moving to the tropics. However, those who have made the move to warmer climates will tell you it’s not perfect. They’ll tell you of an affliction known as Polynesian Paralysis, from which almost no one is immune. This affliction describes the complacency, the downright laziness that sets in when every day is exactly the same as the next. Ambition wanes. A kind of perpetual procrastination sets in. Weeks meld into months, months into years. Imagine every Christmas being exactly like Canada Day or Spring Break indistinguishable from Halloween. Margaritaville could only have been written by someone living in the tropics.

The Edmonton Chamber of Commerce (ECC) knows the value of change; that it stimulates growth and makes way for new ideas, that an infusion of the “new blood” of change brings revitalization to an organization like little else. So, every February the Edmonton Chamber implements a changing of the guard – whether it needs it or not – and ushers in a new Board Chair.

In 2013, the Chamber of Commerce will see local businessman Lindsay Dodd ascend to the position and, if first impressions are any indication, they’ve found the right per-

son for the job. A long-time member of the Chamber’s Board of Directors, his positive energy, as infectious as it is refreshing, is matched only by his excitement for the year ahead.

Though originally from Victoria, it wasn’t long before Dodd succumbed to the economic pull of prairie oil. Unfortunately, his timing was a little off. “I got here in 1985, right at the fall of the industry. It was like arriving at the end of a party with everyone talking about how great it was,” he says.

So instead of hanging around to pick up the empties and empty the ashtrays, he continued east to Ontario where he dove back into the books and earned himself an MBA. However, his brief time in the City of Champions was enough to have convinced him that Edmonton was where he wanted to be. “I worked as a consultant on Bay Street for a while, but the West kept tugging at me,” he says.

“It’s such a great place to start a family and raise kids. We have the best school system in the country - maybe in the world.” Dodd was equally impressed with this city’s business community. So impressed that after working as a consultant for companies like ATB and PCL, he decided to enter the fray himself and start a business of his own: the technology management company Savvia Inc. www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

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COVER

CHANGE IS GOOD

So what makes the Edmonton business community so special? A lot of things, according to Dodd. “There are over 35,000 small businesses in this city. In fact, it’s not a stretch to say that the Edmonton economy is based on medium and small business. The culture of Edmonton is not ‘flash in the pan,’ it’s generational. Mostly private companies. As a result we have one of the largest middle classes around, which makes for a very egalitarian environment.”

Dodd is also impressed by the degree to which local business support the community. “This is a city of quiet money, family money, and that’s important. The Edmonton Chamber of Commerce is the largest in the country for one reason. People here want to be involved.”

It may come as a surprise to some that the Edmonton Chamber is Canada’s largest. But with nearly 3,000 members, this distinction gives us something much more important than bragging rights. It gives us influence, and lots of it. “We’re able to have a real effect on all three levels of government,” Dodd says. “It opens a lot of doors.”

What kind of an effect? Chamber staff and board members recently came back from the Canadian Chamber of Commerce’s annual general meeting (AGM) in Hamilton where Alberta had more than half of Canadian votes. That’s the kind of power that can get things done. As a result, Edmonton’s positions on policy are frequently adopted by both the Alberta and Canadian Chambers of Commerce, regularly forming the foundation of new government policy and legislation. “Canada looks to the Edmonton Chamber as a model.”

As an active ECC volunteer board member for the past six years, Dodd is well-prepared to step into his role of Chairman for 2013. “It’s not about coming in and shaking things up,” he says. “It’s important to keep things stable, consistent.” More than anything, he sees his new job as a chance to help move the Edmonton Chamber forward in its mission to create the best environment for business in our city.

Part of that mission is realized by offering ways for members to get together to plant the seeds and facilitate the blossoming of new business partnerships and opportunities. Toward this end, the Chamber hosts more than 12,000 people at various networking and special events each year.

While Dodd recognizes the importance of these events, for him the Chamber has never been about networking. “It’s about giving back,” he says. “Business needs a voice.”

To clarify the focus of that voice, the Board of Directors establish several “Strategic Priorities” each year which will determine the EEC’s direction during the ensuing 12 months.

NORTHERN RELATIONS: “Edmonton is the urban center of the north,” Dodd says.

As such, the Edmonton Chamber of Commerce sees itself as being in a unique and privileged position “to build strong relationships with northern partners and stakeholders to create a business environment that facilitates efficient and responsible development in the resource rich northern Canadian region.” Every three years, the EEC and World

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February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

As an active ECC volunteer board member for the past six years, Dodd is well-prepared to step into his role of Chairman for 2013.

Trade Centre Edmonton host the Meet the North International Conference and Trade Show. This very influential forum, typically attended by more than 500 delegates from across the country, highlights the business and technological potential of the North.

In keeping with its connection to our friends in the higher latitudes, the Chamber holds its annual retreats in places such as Prince Rupert, Grand Prairie and Yellowknife, rather than choosing the more common destinations of Banff, Jasper or Vancouver. “Keeping the country together is a challenge,” says Dodd, who understands that it is essential for regions which might otherwise be underrepresented to have a strong and unified voice. “We have a partnership with 20 Chambers in the North and West. Did you know that Mill Woods has a larger population than the entire North West Territories? It’s still early days up there.

There are lots of opportunities.”

GREAT NORTHERN CITY: Edmonton is a northern city; people the world over see that. This is reflected in our self identity: Gateway to the North, Klondike Days, the Edmonton Eskimos. But is it Great? Edmontonians tend to approach winter the way that runners approach marathons - the trick is to survive until it’s over. Dodd and the EEC believe it could be so much more, and that it should be.

“It’s about not apologizing for our geography,” Dodd says. He feels that we need to embrace it, not shut it out.

In order to do that successfully, the Chamber is looking to other northern cities like Oslo, Stockholm, Helsinki and St. Petersburg, where winter months are celebrated and enjoyed. There you’ll find heated open-air cafés on the street, well-attended winter festivals and “light islands.” These islands of artificial sunlight are used throughout forward-thinking northern European cities, at bus stops and the like, and are designed to battle the oppressive malaise known as Seasonal Affective Disorder (S.A.D.) brought about by those long dark days that engulf us from Halloween to Easter.

Of course, one need not travel to the other side of the world to find innovative ways to beat winter’s oppression.

There’s Quebec City’s Hotel de Glace, literally “Hotel of

TighT margins in a volaTile markeT.

Where do you go from here?

Whether you are looking to improve your cost of production or positioning your business for a future sale, current economic conditions only add more pressure. To get the most from your business, MNP’s Oilfield business advisors help you improve your profit margins by analyzing cash flow and identifying efficiency improvement areas to keep you competitive and profitable.

Contact kevin george, Ca at 780.733.8623 or kevin.george@mnp.ca

COVER

CHANGE IS GOOD

“2013 will be characterized by change and we have the resources in place to make that happen, thanks to our extensive member base. We owe them a huge debt of thanks.� Lindsay Dodd

24

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

COVER

CHANGE IS GOOD

The Edmonton Chamber of Commerce predicts there will be a 114,000 worker shortfall in the coming year. That’s good, of course, because it means the economy is heating up.

Ice”; a concept that is both awesome, and attainable. Hotel de Glace comes complete with a Nordic sleeping bag, a cocktail served in an ice glass and access to hot tubs and a sauna under the stars.

Dodd, whose default setting is upbeat, is especially jazzed about the subject of replacing winter doldrums with winter joy, adding that “more pedways, a new hockey arena – these are the types of things that will build a community that’s vibrant year-round. If Stantec is trying to attract an engineer from Chicago, they can do it with these kinds of projects.”

One of Dodd’s favourite solutions is the Crashed Ice Adventure Races held every year in Quebec City and other locations. Carved into the urban landscape, these downhill skating runs offer a whole new way for competitors’ mothers to stay awake at night. That’s right: downhill skating.

One doesn’t have to dig too deep to imagine this city of so many champions being swept up in an East versus West rivalry on an epically empowering scale. Skates, speed and bravery. Could there be a more perfect sport to represent the city and rally its residents? Could we not dominate the world in this sport with excitement would slice through our very streets?

DEVELOPMENT OF OUR WORKFORCE: The Edmonton Chamber of Commerce predicts there will be a 114,000 worker shortfall in the coming year.

That’s good, of course, because it means the economy is heating up. At the same time, it’s bad, really bad, if that same economy has trouble getting out of the gate because of labour shortages. It’s a problem that must be addressed, Dodd says, and they have very specific plans in place to do that. “We’re working on fast-tracking skilled labour, getting them trained and out there as quickly as possible.

We’re also pushing for changes to employment insurance policies and looking into ways to encourage greater utilization of women, youth and aboriginal workers, as well as those with disabilities.”

STRENGTHENING OUR REGION: The Edmonton Chamber of Commerce intends to lead the way in bringing together the various disparate el-

ements within Greater Edmonton to insure “cohesive economic growth.” Dodd points out that “there are 25 communities and municipalities in the region, and they all compete for resources. Edmonton doesn’t always get the provincial infrastructure dollars that it should because we share that dollar with St. Albert, Strathcona County, etc.”

Fighting over scraps is never the best way to an equitable solution, so the Chamber wants to help bring the region to a process of collaboration. “We need to work together,” Dodd says.

EXPANDING OUR MARKETS: It’s obvious that we have an economic juggernaut in our midst, being oil, but there is always the danger with something of that size and power that it can turn into a leviathan, casting its vainglorious shadow across the mortal landscape. Or, as my grandmother used to say, don’t put all your eggs into one basket.

“It’s hard to grasp the economic significance of oil in this country,” Dodd says. “But like any eco-system, we need to insure diversity for continued growth.” He’s talking about sectors like film, technology and innovation, among others. “There’s no shortage of capital. This is fertile ground for research.” That research is paying off not only locally, but globally as well. “Russia is hungry for our technology,” Dodd points out. We’re seen as experts, for instance, at developing innovative and effective ways of pouring concrete in cold weather applications.

Make no mistake, however. You’re not likely to get far without embracing the 500 pound gorilla in the oilsands, and that’s high on the Edmonton Chamber of Commerce’s list of priorities. “Alberta’s been trying to build a pipeline to the west coast for 50 years,” he says, “and we’re doing everything we can to get that through. Right now, we sell our oil to the U.S. at a discount. That’s not right. We need to open that market up, let Asia weigh in.

Of course, there are aboriginal, ecological and environmental groups involved from Edmonton to Kitimat, as well as the communities which might be affected, and their needs have to be addressed,” he says before adding, “We see it as a nation building project.”

The affable and relaxed Dodd looks at the year ahead with his signature assured style. “2013 will be characterized by change and we have the resources in place to make that happen, thanks to our extensive member base. We owe them a huge debt of thanks.”

For Lindsay Dodd and the Edmonton Chamber of Commerce, it seems as though February isn’t a time to focus on the icy grip of winter. Rather, it’s a kind of early spring. It’s a time to plant the seeds for healthy growth and to look forward to the bountiful harvest that will follow. Dodd is savvy enough to know that the successful gardener uses a weed puller, not a lawn mower. “My job is to combine the work of those before me and set the stage for the future.” BIE www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

25

CLEAN GREEN TECH THE PUSH TO GREEN

THE PUSH

I

BY JOHN HARDY

n so many ways, the world relies on oil and gas. Now, and until alternative energy becomes more than just talk and theory, the world is relying on oil and gas to become a green commodity.

It’s a colossal challenge but it has begun. Oil and gas companies are responding to make it a more efficient industry, for quality of life, for government compliance and just because it is the right thing to do.

“As one of the largest energy producers in the world, Alberta’s situation is perhaps bigger and much more com-

26

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

TO GREEN

plex than other producers,” admits Chris Holly, head of research and technology at Alberta Energy in Edmonton.

“But so are the opportunities to make a real and positive impact. The industry has already begun to make tremendous and innovative changes and we are already seeing some real benefits, interesting technologies and noticeable improvements.”

The government-required greening of the oil and gas industry became law in July 2007. Of course, by nature of government legislation regulating this massive and

CLEAN GREEN TECH THE PUSH TO GREEN

highly complex industry, Alberta’s climate change legislation and its maze of sections and sub-sections are extremely detailed, highly technical and quite long.

However, Alberta has risen to the challenge. In order to achieve green energy production, Alberta has become a world leader in significantly investing in clean energy technologies.

The province has not only implemented ambitious regulations requiring Alberta companies that spew more than 100,000 tons of greenhouse gases a year to reduce emissions intensity by 12 per cent, but the province is putting its money where its proverbial (legislation) mouth is.

With a target date of 2050, Alberta is funding oil and gas projects that help reduce the cost of separating carbon dioxide from other emissions, carbon capture and storage, and funding research on new oilsands extraction processes that use less energy, less water and reduce the grunge of tailing ponds.

“Now that the government’s ultimatum and challenge is out, oil and gas companies have no choice but to react,” says Edmonton’s Dr. Stefan Scherer, director of the School of Energy and the Environment (SEE) at the University of Alberta in Edmonton. “And the issue is much greater than the industry clichéd methane, which may only be the best know pollutant of the production process. The oil and gas industry must address the entire carbon footprint: greenhouse gases, the contamination of water, everything.”

There is tremendous activity and production at the unique technologies of the Alberta oilsands, so it was an ideal and perfect symmetry one year ago when 12 companies who are most active in the oilsands got together to form an unlikely alliance. This alliance, The Canada’s Oil Sands Innovation Alliance (COSIA), focuses on accelerating environmental performance in the oilsands.

The 12 fiercely competitive but now research-collaborative COSIA partners are BP Canada, Canadian Natural Resources, Cenovus, ConocoPhillips Canada, Devon Canada, Imperial Oil, Nexen Inc., Shell Canada, Statoil, Suncor, Teck Resources and Total E&P. “COSIA is a new dynamic for the oilsands industry and a reflection of how theoil sands have evolved into a global resource,” according to Jean-Michel Gires, president and CEO of Total E&P Canada. The companies who have come together to form COSIA have committed to work on innovation and the development of new environmental solutions.”

DAN WICKLUM

The alliance is already running on all cylinders and showing some impressive results.

“It’s remarkable what we can achieve when we work together and combine our ideas and efforts,” says Dan Wicklum, the widely respected, world-class environmental scientist and researcher who was appointed COSIA’s chief executive.

“The COSIA model and the invaluable cooperation of the charter partners is globally unique and we routinely have inquires from academic institutions from around the world. We’re new, we have a big mandate and we keep quite a pace. From patents to monitored data, we develop frameworks and share innovations,” Wicklum explains.

“It’s such a huge project that we determined we would start by focusing on four key environmental priority areas (EPAs): greenhouse gases, water, land, and tailings.

While it’s way too early to talk about results or successes, tailings management is definitely one of the most difficult environmental challenges for the oilsands mining sector.

“There are currently more than 170 square kilometres of

With a target date of 2050, Alberta is funding oil and gas projects that help reduce the cost of separating carbon dioxide from other emissions, carbon capture and storage, and funding research on new oil sands extraction processes that use less energy, less water and reduce the grunge of tailing ponds. www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

27

CLEAN GREEN TECH THE PUSH TO GREEN

“Today oil and gas companies are considered ‘energy companies.’ They are not! They are ‘get–oil-out-ofthe-ground companies.’ We must think in terms of 20 – 30 years from now and anticipate alternate energies. We’re way too smart to allow ourselves to be caught in a Kodakmoment.” Dr. Patrick Feng

DR. PATRICK FENG

tailings ponds in Alberta and ultimately, something must be done about it.”

Alberta Energy’s Chris Holly explains that, until the climate change legislation was announced, the oil and gas industry was booming but didn’t collaborate very much.

Today the government is both surprised and delighted that industry is working together and already achieving results.

“We’re noticing research and technology which has been kept secret, under wraps for about five years or so, but the industry is now working together. There are already advances, we’re seeing some phenomenal benefits, process improvements and interesting technologies like Steam Assisted Gravity Drainage (SAGD) technology,” Holly says.

“Projects using SAGD are becoming more common. Currently there are about 20 projects in Alberta using SAGD compared to less than five prior to 2000.”

The greening of the industry is not just a list of changes to be made to appease legislation. It is deep, it is industrywide and it is urgent.

“There is a seismic shift about the nature of energy production,” according to Dr. Patrick Feng with the Science, Technology, and Society Program at the University of Calgary. “And the oil and gas industry must be prepared to

28

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

change, enormously. Let’s face it, we have created a life that relies almost exclusively on fossil fuels.

“Today oil and gas companies are considered ‘energy companies.’ They are not! They are ‘get–oil-out-of-theground companies.’ We must think in terms of 20 – 30 years from now and anticipate alternate energies,” he says.

“We’re way too smart to allow ourselves to be caught in a Kodak-moment.”

Feng uses the analogy that Kodak, the legendary American camera and photography giant was at the top of its game, booming for decades and realized that new technology was eventually going to happen. They didn’t plan ahead.

“By the time digital hit,” Feng shrugs, “Kodak was unprepared, became obsolete and soon disappeared. Of course fossil fuels will likely never be obsolete in, at least, the next few lifetimes, but if you deny climate change, don’t feel a need to think about the air and water because you are satisfied to indefinitely just ‘get oil out of the ground,’ there’s a chance that you may be headed for a Kodak moment.”

By all indications, the push to green the oil and gas industry already has strong momentum.

Due to aggressive government involvement and support, stringent but realistic legislation and regulations, the exciting research and development of new technologies and tremendous industry collaboration like COSIA, the greening of oil gas is happening, it is positive, and it is good.

“I’m prouder than ever to be an Albertan,” Chris Holly says. “We already have a world-wide reputation for energy innovation and it’s growing and spreading with every breakthrough.” BIE

35

YEARS Lawrence Pudlowski, (Senior Vice-President) and Darren Currie, the President and CEO

The Calmont Group: 35 Years of Driving Success

By Nerissa McNaughton

35

YEARS

AD

T

he year was 1966. Lawrence Pudlowski was fresh out of school and had put in a couple of years working for PepsiCo when he figured there had to be a better way of life.

He answered an ad for Avis Truck Rentals and joined the franchise. It wasn’t long before Pudlowski and his franchise partners looked up at the Avis banner and had the same thought, “why are we paying for the use of the Avis name when we could run a truck rental company on our own?” With that thought, the partners sold their Avis franchise and the Calmont Group was born. The

name, Calmont, is derived from Calgary to Montreal; the franchise locations (Edmonton, Calgary and Montreal) of the original Avis Truck Rental company. As for Pudlowski, this original business partner is still fully active in senior management and cites Calmont as “the only job I’ve really had.”

“It’s an exciting business,” Pudlowski says as he reflects on the many years and changes he has seen at the Calmont Group. “You look forward to coming to work because you know something is going to happen, and it’s usually something good.” Something

CALMONT Group

35of leadership years

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2 - Calmont Group | 35 Years

35

YEARS

“You look forward to coming to work because you know something is going to happen, and it’s usually something good.” ~ Lawrence Pudlowski, (Senior Vice-President) good indeed. What started out as a modest light truck rental business with a fleet of 25 units has grown to a massive enterprise with over 2,000 rental and leasing units. Approximately 1,400 of those units are rented or leased from Calmont’s headquarters in Edmonton, which operates from the original business site at 14610 Yellowhead Trail. It is from this Edmonton location that Calmont has grown, changed and adapted into the success it is today.

The Calmont Group provides financing and leasing of company trucks and cars, service vehicle leasing, short-term leasing, daily rentals, trucking fleet sales, and a parts and service department that includes complete maintenance, top repair stations, and emergency roadside assistance. Calmont’s sleeper, day cab, straight truck and shunt truck fleets have the latest technology for commercial transport rental and leasing needs across Canada.

Calmont’s leasing and rental service empowers transportation businesses to make a smart investment. Leasing or renting allows trucking businesses to launch without the significant start up capital required to purchase a large truck. Calmont’s rental service provides a wider range of options for those operating in the oil and gas industry. When trucks are needed for seasonal projects or where the project length is undetermined, a rental can simply be returned, saving the business owner from having to make payments on a truck that is sitting idle and not earning money.

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Franchises of the Calmont Group include, Sport Chassis, Kalmar Shunt Truck (Ottawa) and the Volvo Truck Center.

Sport Chassis features luxury Freightliner products that are popular in the fields of ranching, construction and other industries that require heavy truck pulling power. Kalmar is one of Calmont’s most successful franchises to date. These shunt trucks provide a safe, fast and efficient way to move and lift semi trailers within warehouses.

The Volvo Truck Center is the official Volvo franchise for North America. Located at 11403-174th street in Edmonton, the Truck Center features an impressive inventory and a service center that has won the Cummins Quest Dealer of the Year Award, the North American VISTA competition, and was named Volvo Vista Tech Canadian Champion in three consecutive competitions. The Volvo Truck Center was added to the Calmont Group in 1988, as the company wanted to expand into the Class A (heavy truck) business. The most efficient way to do this was to purchase a dealership. Volvo’s high quality products and parts department were a perfect fit for Calmont’s vision.

Prior to purchasing Volvo, Calmont would experience a slow season each winter as oil and gas projects slowed or stopped until spring. The parts and service department of Volvo compensated for the slow season. As more franchises were added and business expanded, slow seasons became a thing of the past. These days, every season is a busy one.

Calmont Group | 35 Years - 3

35

YEARS

AD

However, the road to success has not always been a smooth one, a fact that Darren Currie, the President and CEO, knows all too well. “There are peaks and there are valleys,” says Currie when asked how the company has fared overall during their 35 year reign. “We are tied to the oil and gas industries, but if you look over the 35 years, there has always been growth – except for those small valleys.”

One such valley occurred in 2008, which was when Currie joined the Calmont group as the Chief Financial Of-

4 - Calmont Group | 35 Years

ficer (CFO). At this time, the oil and gas industry was underperforming and the Canadian economy was in a slump. Currie, ever up for the challenge, battened down the hatches and sailed the group through the financial storm. “In 2009 we broke even,” says Currie. “In 2010 we were profitable again.”

As part of a planned succession, Currie was named President and CEO in 2010. “It’s been four and a half really good years,” Currie admits. “We are in a growth pattern for sure. We are in

35

YEARS

“We are tied to the oil and gas industries, but if you look over the 35 years, there has always been growth – except for those small valleys.” ~ Darren Currie, President and CEO the process of re-capitalizing by bringing in a new partner. With Carter, now we have more of a national presence.”

Carter would be Calmont’s latest acquisition: Carter Lease and Rentals. Carter Lease and Rentals was established in Hamilton, Ontario in 1970. Calmont purchased Carter in 2012, which served to further expanding the Calmont influence into Ontario. Calmont has since built up Carter from a 400 unit rental company to over 500 rental and 25 lease units. The original staff of 26 where retained, and four more were added to accommodate the franchise’s rapid growth. The purchase of Carter Lease and Rentals is just one of the steps Calmont is taking to secure the company’s future. “With the addition of Carter, Alberta to Ontario is covered,” says Currie.

The Calmont Group is not just about pleasing their clients.

The employees benefit strongly as well. Each employee gets to learn about the company’s many operations, regardless of

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their role. This gives them insight into the overall mechanics of Calmont and helps to keep them invested in their jobs. The sales team are treated like entrepreneurs. Once they have established themselves within Calmont, they have autonomy over how they choose to sell the product. An influx of younger, forward thinking employees has ensured that Calmont is focusing on a strong, growth based culture. “It’s about developing, not just maintaining,” says Currie, beaming with obvious pride as he discusses his team.

The community also benefits from The Calmont Group as this altruistic company is often seen supporting charity events.

Whether it is sponsoring a hole and entering a team at the Make-A-Wish golf tournament; dressing up in western wear and attending the Stars and Spurs Gala in Calgary for STARS air ambulance; providing free truck rentals for Crime Stoppers, the food bank, and the Dragon boat festival; or donat-

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35

YEARS

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6 - Calmont Group | 35 Years

35

YEARS

The Calmont Group is an Edmonton success story 35 years in the making and it shows no signs of slowing down. ing two large trucks to accommodate the teddy bears from the Edmonton Oil Kings’ Teddy Bear Toss charity event, Calmont’s trucks, management and employees can be found quietly but steadfastly giving back to the communities that launched their careers.

The Calmont Group is an Edmonton success story 35 years in the making and it shows no signs of slowing down. “It’s been great,” says Currie of his experience to date as he looks forward to Calmont’s continued expansion across Canada.

“The future plan is to manage the existing locations and start adding more in late 2013.” As for Pudlowski, Calmont’s longest term employee, these days he enjoys his role as the Senior Vice-President of Vehicle Purchasing and Disposals. He has to admit, however, that things have changed significantly since 1966. “It’s not as much fun now as it was back then,” he sighs. “I mean, we started with 25 vehicles. Now we are in the thousands.” That is not to say that he doesn’t enjoy his role as Calmont’s only active member of the original shareholders. “No two days are the same,” Pudlowski says with a twinkle in his eye and a contagious smile. “It’s always a different day. A lot of companies have a lot of monotony, but here, everyday is a different day. We have good days and we have bad days, but more good than bad.”

From a concept among franchise partners to a start up venture to a thriving business operating across Canada, The Calmont Group is a company from which all inspiring entrepreneurs can draw inspiration. Calmont’s 35 years of driving success are just a precursor of the things to come for this innovative company.

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14610 Yellowhead Trail Edmonton, AB T5L 3C5 • 780-454-0491 5475 53 St SE Calgary, AB T2C 4P6 • (403) 236-1993 1-855-474-CLMT www.calmont.ca

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Crosstown Auto Centre congratulates The Calmont Group on 35 years of providing service to its Customers and are proud to have entered a business relationship with one of Canada’s premier transportation industry providers.

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速

EDUCATION MBA

DO EDMONTON EMPLOYERS STILL VALUE MBA DEGREES?

Do Edmonton Employers Still Value MBA Degrees?

BY NERISSA MCNAUGHTON PHOTOS COURTESY OF WCB

“MBA graduate preferred.”

“Must either have or be working towards an MBA degree.”

“MBA designation desirable.”

A

quick search of Edmonton’s hiring companies reveals that the need for a Masters of Business Administration (MBA) degree is still going strong.

With core courses in the MBA program such as strategic management, IT strategy, corporate finance, marketing, data analysis and modeling, business economics, and organizational analysis, it is easy to see why employers want their employees to have an MBA degree. The question is, are those employers willing to pay for it?

Christopher Lynch, the director of recruitment and admissions for the MBA program at the University of Alberta (U of A) certainly thinks so. “The process of sending employees to get their MBA

is alive and well from what we’ve seen,” says Lynch. When asked if there has been a decline in program admissions over the last five years, he says no. There has actually been an increase in demand. This increase is partly due to the Executive MBA (EMBA) and the part-time MBA programs.

U of A’s EMBA is a two-year program.

Lynch explains that the typical EMBA student has 14 years of work experience and is working in a senior level management position. The delivery is what appeals to most students, as this intensive 20-month program takes place every second weekend on Fridays and Saturdays. This schedule allows the busy executive to continue working while

www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

37

EDUCATION MBA

DO EDMONTON EMPLOYERS STILL VALUE MBA DEGREES?

PHOTO COURTESY OF WCB

With approximately 60 students in the part-time MBA program and 25 accepted to EMBA, an estimated 42 Edmonton employers are supporting their staff’s MBA education at the U of A through providing or reimbursing tuition dollars and/or providing time off to satisfy the every second Friday requirements of the EMBA. studying for this degree, which is something employers appreciate. The part time MBA program is completed on se-

38

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

lected weekday evenings from 6:30 p.m.

– 9:30 p.m., along with a one-week intensive immersion (a week of full-day classes) during the spring and summer terms. Again, this flexible schedule does not interfere with the employee’s obligation to their employer.

“In Edmonton, about half of the students are supported by their employer,” Lynch points out. With approximately 60 students in the part-time MBA program and 25 accepted to EMBA, an estimated 42 Edmonton employers are supporting their staff’s MBA education at the U of A through providing or reimbursing tuition dollars and/or providing time off to satisfy the every second Friday requirements of the EMBA. One such employer is the Worker’s Compensation Board of Alberta (WCB).

As one of Edmonton’s biggest employers with over 1,550 employees in the city, WCB does not have a policy that their executive employees must have an MBA to be hired, but they do pay for it if it is relevant to the employee’s position. “It is important for organizations to support

EDUCATION MBA

DO EDMONTON EMPLOYERS STILL VALUE MBA DEGREES?

Since the WCB is a nonprofit organization, the cost of sending executive level employees for their MBA has nothing to do with the ability of that employee to generate profits.

PHOTO COURTESY OF WCB

learning and development, especially if you want your organization to grow,” says Mary Kykosz, team leader, human resources, in the Edmonton WCB office.

The human resources team at WCB uses the following criteria to determine their involvement in their employee’s higher education: • the relevance of the activity to the employee’s present duties or future developmental needs; • the contribution to the organization that the employee is able to make as a result of the activity; • the ability of the organization to support the application of the learning on the job; • special circumstances such as the professional requirement to maintain an accredited designation; • the availability of funds for the activity; and • the effect of the employee’s absence, if any, from the workplace. 1 WCB covers or engages in cost sharing for all, part or aspects of the MBA and other learning activities depending on how the employee meets criteria 1

40

WORKERS COMPENSATION BOARD LEARNING ACTIVITIES GUIDELINES

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

listed above. If WCB bears the cost, the employee must work for WCB for 24 months after program completion and if they leave, they must pay back a pro-rated amount.

Since the WCB is a non-profit organization, the cost of sending executive level employees for their MBA has nothing to do with the ability of that employee to generate profits. “It is so we can provide excellent service,” says Kykosz.

From this perspective, does Kykosz see a return on their investment in assisting their executive staff to obtain a MBA degree? “Yes,” she confirms. “Absolutely.”

Another one of Edmonton’s biggest employers, however, takes a different approach. Out of the over 3,000 people employed by EPCOR, approximately 2,400 are Edmonton employees.

EPCOR’s corporate careers include positions in project management, accounting and finance, regulatory and supply chain, human resources, information technology, marketing and communication, and customer relations, but despite careers that tie directly into MBA course material, EPCOR does not mandate the

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EDUCATION MBA

DO EDMONTON EMPLOYERS STILL VALUE MBA DEGREES?

As evidenced by a selection of Edmonton’s top employers, whether or not an MBA is a job requirement for the hiring process or something the employer is willing to pay for, Edmonton employers place great value on higher education and continual learning.

designation as a hiring requirement nor do they pay for their employees to take the MBA program.

This does not mean, however, that EPCOR is not interested in learning opportunities for its staff. “EPCOR does not require that any employees have an MBA, although we value any formal education that they may bring,” says Tim le Riche, specialist, external communications at EPCOR Utilities Inc. “Successful applicants are selected on a range of factors, including relevant education and business or leadership experience. Also, we do not pay staff to take their MBA, although we provide some funding for employees who wish to pursue further education or training.”

Rather than send their employees for external MBA training, EPCOR has developed an in-house delivery method designed to enhance and further the careers of their employees. EPCOR executives can attend courses such as management boot camp. Two leadership development courses (essential leadership and comprehensive leadership) are also available along with several business and professional courses such as business writing, conflict management, creative problem solving, project management, and presenting professionally.

Some provisions are made for funding external education as EPCOR “encourage employees to pursue their interests in areas related to an EPCOR career 2

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HTTP://CORP.EPCOR.COM/CAREERS/PAGES/LEARNING-DEVELOPMENT.ASPX

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

path, either their current path or one to which they aspire.” 2 Another Edmonton institution, The Brick Group, combines the educational directives of WCB and EPCOR. The Brick Group started in Edmonton in as a single furniture shop over 40 years ago and has gone on to become Canada’s furniture, mattress and appliance leader with over 200 stores coast to coast. The Brick Group’s corporate office is located in Edmonton and employs a staff of over 300. Staff have access to an e-learning system called Skill Soft, where they can take self-directed managerial, leadership and computer courses. However, tuition reimbursement is available for those that meet criteria for higher education as it relates to their position or future with the company.

As evidenced by a selection of Edmonton’s top employers, whether or not an MBA is a job requirement for the hiring process or something the employer is willing to pay for, Edmonton employers place great value on higher education and continual learning. Employers want their employees to grow in ways that will benefit the company and enrich the life of the employee.

Whether or not that company is willing to invest in an MBA on behalf of their employee(s), it is clear that Edmonton employers are leading the way in providing educational opportunities for their staff at all career levels. BIE

EVENT PLANNING & CATERING

BEHIND THE SCENES OF EDMONTON’S BIGGEST EVENTS

BEHIND THE SCENES OF EDMONTON’S BIGGEST EVENTS

BY NERISSA MCNAUGHTON

It takes a great deal of planning to support events of this magnitude. What goes on behind the scenes of these events, as revealed by some of Edmonton’s local businesses, may just surprise you.

E

dmonton is a city known for its big events. In addition to being aptly hailed as the Festival City, Edmonton plays host to events that bring in visitors from across the country. These events include the Edmonton Indy (2005 – 2012), the annual Canadian Derby, and the Brier (1954, 1973, 1987, 1999, 2005 and 2013). In 2005, the Brier set a record with 281,985 peo-

ple in attendance. It takes a great deal of planning to support events of this magnitude. What goes on behind the scenes of these events, as revealed by some of Edmonton’s local businesses, may just surprise you. An event planner, two catering companies, and two boutique hotels tell what happens in their industries when big events come to the city. www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

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EVENT PLANNING & CATERING

BEHIND THE SCENES OF EDMONTON’S BIGGEST EVENTS

According to Jamani, planning for these events takes months, and the set up alone can take up to a week to complete. This setup includes everything from tents, flooring, catering, barbeques, safety equipment, decor for pavilions, VIP tents, seating, chairs, tables, centerpieces, linens, silverware, napkins, plates, cutlery, hand washing stations, and serving trays – to name a few.

“People don’t realize the attention to detail that goes into each event,” says Jenelle Jamani who works at Special Event Rentals in the event planning division. Jamani’s division has had plenty of practice in working large events.

As the largest event rental supplier in North America, Special Event Rentals has been involved in everything from the Edmonton Indy to the Olympics in Vancouver. Some of the biggest Edmonton events handled by Jamani’s division include the Heritage Festival and the Canadian Derby.

According to Jamani, planning for these events takes months, and the set up alone can take up to a week to complete. This setup includes everything from tents, flooring, catering, barbeques, safety equipment, decor for pavilions, VIP tents, seating, chairs, tables, centerpieces, linens, sil-

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February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

verware, napkins, plates, cutlery, hand washing stations, and serving trays – to name a few. The planning team has to coordinate the procurement of items not found in their warehouse. Items such as ice sculptures, floral arrangements, candy machines and photo booths must be arranged, shipped, and returned with incredible precision.

For example, to have an ice sculpture at an event, the sculptor must first be found, selected, and placed under contract. Will he carve the work on site or will it be transported? If he is on site, he needs power for his tools and a safe zone to prevent the other workers setting up the function from being sprayed with chipped ice. If the carving is being transported, a refrigerated truck must be provided. The sculpture must be placed on the table just

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EVENT PLANNING & CATERING

BEHIND THE SCENES OF EDMONTON’S BIGGEST EVENTS

before the event opens to maximize viewing time before it melts; however, table setup must be completed before the sculpture is placed. What if the client wants the sculpture lit using the same colour scheme as the linens?

What steps must be taken to ensure melt waters do not cause a slip and fall accident? These questions and more are just for one ice sculpture. Now envision that level of detailed planning for an event that requires the coordination of everything from the setup of floored 60’ x 280’ tents to bows on wine glasses.

While Special Event Rentals functions as an event planner and provides everything needed to heat, serve and eat food, they do not cater events. The food is handled by caterers such as Elizabethan Catering Services and Mercer’s Catering.

“Planning for the menus is a process that goes back and forth with the client to best suit dietary restrictions, budgets, and balancing of the menus. [It] usually takes a good six months of planning,” says Michelle Reiter, the sales manager of Elizabethan Catering Services. Elizabethan has been serving Edmonton and area since 1985; their largest job to date took place at the Alberta Winter Games where they served 2,500 athletes three meals a day for five consecutive days. An astounding 37,500 meals!

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February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

Mercer’s Catering also takes a very client driven approach. According to Wade Delisle, the director of catering operations at Mercer’s, it all starts with the menu.

Mercer’s works with the client to establish best possible menu for the event; you would not want to be balancing bowls of soup at an event that involves walking, nor would you want just appetizers at a sit-down banquet. “It literally takes weeks in the planning,” says Delisle, who has overseen catering for up to 3,000 people. Up to seven days are required to prep and cook the amount of food needed for a large scale event. It is not the food, however, that Delisle finds challenging. It is the lack of available staff.

“Staffing in Edmonton is very difficult right now,” says Delisle as he gives us a glimpse of a side of catering the public seldom considers. Many think of serving with a catering business to be a second job, not a career. That is why you never know who is actually serving you. Delisle’s serving staff has included everyone from homemakers to successful business owners.

Another aspect of catering large events that is seldom considered by the consumer is the level of sanitation and hygiene required. A simple egg salad or coffee cream turns into a carrier of food borne illness if not properly chilled.

This can be problematic for outdoor events. Delisle points

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EVENT PLANNING & CATERING

BEHIND THE SCENES OF EDMONTON’S BIGGEST EVENTS

Booking accommodation in any city during an event week can be challenging, but more so for Edmonton’s boutique hotels. out that part of the process of large scale catering involves taking hot water along for sanitation, thinking outside of the box for safely transporting easily-spoilt foods, and looking ahead to see what kitchen facilities can be used on site. Rented dishes are never washed and reused on site.

To meet safety standards, dishes are sent back to the rental company for proper sanitation. “A lot more goes into catering events than people think,” Delisle says.

Booking accommodation in any city during an event week can be challenging, but more so for Edmonton’s boutique hotels. “Those coming from out of the city know what to expect from a chain hotel as they are the same city to city,” says a representative (who wishes to remain anonymous) from the Chateau Louis Hotel and Conference Center. “However, when you book a chain hotel, you talk to someone in a call centre that may not even be in Canada. They don’t know the city and they may not have even seen the hotel.” The source further points out that when booking a boutique hotel in Edmonton, you talk directly to the hotel staff who can give advice on attractions to visit, unique restaurants, and more. The Chateau Louis does not

necessarily sell out during events like the Indy, but there is a noticeable upswing in business during event weeks. The level of room rentals depends on the event location. Regardless, extra staff members in the dining room and front desk are scheduled to handle any increase. Colleen Gilliam, the sales and marketing manager for the Union Bank Inn agrees. While a sellout is not always the norm, “when larger, more celebrated events take place we normally do see a healthy pick up in occupancy; as being centrally located, we are normally within easy access.” Union Bank Inn uses today’s technology to compete with the national chains during large scale events. “We are active on social media and often take to that when helping promote a big event coming into town, but staffing is truly based on what sort of pick up we get from the event.”

While the Indy will no longer take place in Edmonton and the Derby is not until summer, we can look forward to Tim Hortons Brier from March 2-10 at Rexall place; and as you enjoy this and other large scale Edmonton events, you know that behind the scenes are months of careful, detailed planning by the local businesses we know and love. BIE

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a primary stakeholder responsible for the recent performance of the company. In addition, the nominee’s company must be Edmonton and area based and have been in existence for a minimum of three years.

Judging Panel and Criteria: The independent panel of judges will consist of a selection of successful business leaders from the community. The judges will analyze an extensive list of criteria that will include finances, strategic direction, product or service innovation, company leadership (including personal integrity, values and key employee initiatives), community involvement and philanthropic activities.

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DRESS FOR SUCCESS

THE QUEST FOR SUCCESS THROUGH DRESS

The Quest for Success Through Dress You wouldn’t bring a knife to a gunfight, so why bring a shoddy wardrobe to a board meeting?

BY MARK KANDBORG

I

n the business world, there’s an oft-quoted axiom that you should dress for the job you want, not for the job you have. Unfortunately, that’s probably about the extent of advice most business people find themselves armed with when standing in a clothing store or in front of their closet. While it’s good advice, it’s pretty general, subject to interpretation and, worst of all, not always appropriate. The guy in the next cubicle probably isn’t helping himself by wearing all of that firefighting gear.

The good news is that there’s help out there. For Brad Kahler, co-owner of The Helm on 104 Street and Jasper Avenue, a man’s approach to dressing for the workplace should always

50

be guided by the work environment itself. “You have to know what’s the most appropriate way to present yourself,” he says. “A horticulturalist will be different from an attorney,” or a firefighter. Once you’ve established that, “your attire should reflect authority in terms of expertise in your given field. Your look becomes part of your brand, your identity. It’s also partly about creating an attitude in your mind. When you look in the mirror, the way you feel about how you look is reflected in your demeanor and attitude.”

Kahler’s business partner, Chad Helm, agrees. “The most important thing is to have confidence when you leave your house. It affects your walk, the way you speak, even the way you

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

smile.” He also believes that once you’ve saddled up you should forget about it.

“You should concentrate on what you’re presenting rather than worrying about what you’re wearing. You don’t want to be second guessing yourself. Your wardrobe’s job is to facilitate what you do, not distract you from it.”

Just what does it take to develop this kind of “fire and forget” attitude?

It takes long-term planning, for one thing. Helm and Kahler suggest stocking your closet with items that coordinate. If you’re going to work in your clothes after all, why shouldn’t they work together? Maybe Steve Jobs, who knew a thing or two about branding, said it best with the Apple mantra, “It just works.” Isn’t that what we all want from our fashion choices?

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DRESS FOR SUCCESS

THE QUEST FOR SUCCESS THROUGH DRESS

CALLIDAS, A SMALL BOUTIQUE JUST SOUTH OF WHYTE AVENUE ON 103 STREET

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February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

DRESS FOR SUCCESS

THE QUEST FOR SUCCESS THROUGH DRESS

CALLIDAS, A SMALL BOUTIQUE JUST SOUTH OF WHYTE AVENUE ON 103 STREET

However, it’s not always easy. We’ve seen results of a failure to coordinate from our coworkers far too often. It can be distracting, even jarring, and it does the wearer no favors.

As the fellas at The Helm point out, an instinctual understanding of the advantages of having a coordinating wardrobe is what’s behind the all too popular choice of wearing all black, all the time. The theory is sound, but there are better ways to put it into practice.

Lida Lahola is co-owner of Callidas, a small boutique just south of Whyte Avenue on 103 Street. She points out that it’s certainly no different for women. “We all love our black pants and our black jacket. But after five years we end up with 20 pairs of black pants.” Once again, it comes down to mixing and matching.

“We help our customers build an outfit that they can wear ‘work to night,’ something that transcends the whole day. It’s all about efficiency.”

Lahola has found over the years that efficiency is something business women value when shopping.

“People don’t walk in with all the information they need to make the best decisions,” she says. “The women in the demographic we’re talking about don’t have time to pay attention to all of that.” That’s where experts like

Lida can help. “New customers come in scared. We size them up pretty quickly. We know what will work for them and we know our stock. In this

designer you’re a four, in this you’re a six. When we put them in a room, everything fits.” Lahola believes that the importance of a positive dressing room experience is difficult to overstate. “If you’re trying on all of these items and none of them fit, you lose confidence,” she says. “Pretty soon you don’t feel like shopping anymore and you leave. But if everything you try on fits, your confidence goes up.”

Across town at The Helm, Brad and Chad are on the same page. Fit is everything, they say, and it’s in this area that men suffer the most. Most default to buying off the rack based on one measurement such as their neck or their chest. “Every single guy is different,” Helm says. “I’ve been doing this for a while now, and I’m telling you that out of the thousands of guys I’ve helped, maybe two have had the exact same measurements.

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DRESS FOR SUCCESS

THE QUEST FOR SUCCESS THROUGH DRESS

The basics for men according to Chad: 1. The dark navy suit, maybe charcoal.

Black is just too formal, business isn’t done in black.

2. A sport jacket and two to four pairs of trousers to go with it. Two shades of gray and a brown or a tan.

3. Two white shirts, then two blue.

Maybe some pattern after that.

4. A half dozen ties to keep a rotation.

Keep it fresh.

5. Two pairs of lace-ups, one brown, one black. Oxfords.

6. Coordinating belts.

If you’re just out of school and you want to get going, this is your start.

THE HELM ON 104 STREET AND JASPER AVENUE

in that tux? Because it fits. He’s also wearing Tom Ford, but it fits.”

“We have a saying,” Lahola says on the subject. “We’ll help you dress the body you have so that you look like the body you want. Often clients will tell us ‘I didn’t even know I had those features. Thank you for bringing out the best in me.’ A lot of that is knowing what works.” Sound familiar? “Maybe short skirts are in style, maybe it’s pink; but whatever it is, if it’s not for you, stay away.”

It seems that when it comes to dressing for success, the same concepts apply equally to men as to women. If there’s a difference to be found, however, it seems to be one of awareness. “Guys buy because they need to. They say ‘I don’t give a [bad word] about clothes,’ but I’ve found that to be untrue,” Helm says.

“It’s a shield they have up because they don’t understand it. Once they do understand, they take a real liking to it.” What’s the best way to learn? The best way is one piece at a time. “You don’t have to spend a fortune. Start slow and work into it,” Helm advises. “I’ve had the

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February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

same furniture for years. It’s too expensive to change everything. But the truth is, if I changed one thing, maybe a couch, then it eventually comes together. It’s similar with clothes. You don’t have to buy three suits at once.”

Over at Callidas, Lahola puts it this way. “Little things can add spice to your outfit and bring out your personality. Maybe it’s just a scarf today. You can buy an expensive jacket tomorrow. You don’t have to spend a lot of money. You just have to make the right choices.”

In the quest for success through dress, the most important choice of all might just be where you shop.

There are experts out there. Brad Kahler, Chad Helm, Lida Lahola and others like them know you better than you think, and their passion for fashion is contagious.

So if you’re lucky enough to have one of them walk up to you and ask “Can I help you?,” I highly recommend answering “Yes,” because the only thing better than making a million bucks, is looking like it while you do. BIE

GOLF

THE BUSINESS OF GOLF

THE BUSINESS OF GOLF

BY JOHN HARDY PHOTOS COURTESY OF EDMONTON PETROLEUM GOLF & COUNTRY CLUB

D

on’t let the putt rituals, the techniques and the swings fool you. Nevermind the fashion-parade of colourful shirts, caps, trendy slacks and plaid shorts and don’t judge by the grunts, groans and belly laughs coming from the cart or players walking off the green.

Golf is not just a sacred game. From Royal Mayfair, The Derrick Golf and Winter Club and Twin Willows to the Edmonton Petroleum Golf & Country Club, The Mill Woods Golf Club, The Beverly and Lewis Estates, golf is serious business; and like other businesses, golf has its highs and lows and its ups and downs. Despite these ups and downs, however, Canadian golf news is good and getting better.

All private and public courses are at the mercy of the same key factors: the economy, the contemporary lifestyles of changing demographics and the weather. At Edmonton’s golf courses, the specific situations and their impact vary.

Industry experts on both sides of the border carefully track and analyze the same golf business numbers, which have absolutely nothing to do with Tiger’s putting, Rory’s drives or Phil’s swings. Although the www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

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GOLF

THE BUSINESS OF GOLF

“In sheer business numbers, there are more than 2,400 places to golf in Canada, from driving ranges to public and private courses. Golf accounts for about $11.3 billion of Canada’s Gross Domestic Product (GDP) and it is a major employer, involving some 342,000 jobs.” ~ Scott Simmons, CEO of Golf Canada

business of golf considers “rounds played” to be the gold standard for measuring customer volumes and course revenues, tracking precise year-to-date and year-to-year rounds played is mostly for public courses which do not have a paidup membership base and must track spontaneous golfer turnout as it happens. Both private and public SCOTT SIMMONS, CEO OF GOLF CANADA golf course managements in Edmonton reference rounds played as good indicators of customer volumes. Private golf and country clubs have the luxury of fixed membership revenues and other spending by club members.

According to Grant Cammidge, general manager of the Edmonton Petroleum Golf & Country Club, “We don’t obsess with rounds played numbers. If anything, rounds played by members last year was slightly up and down for guest rounds.”

“Some people are shocked when they find out how very big the business of golf is in Canada,” says the exuberant Scott Simmons, CEO of Golf Canada, the governing body of the sport in Canada. “In sheer business numbers, there are more than 2,400 places to golf in Canada, from driving ranges to public and private courses. Golf accounts for about $11.3 billion of Canada’s Gross Domestic Product (GDP) and it is a major employer, involving some 342,000 jobs.”

Perhaps, because media attention is often pre-occupied with American game stats and high-profile celebrity wor-

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February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

ship, the biggest and the best surprise about the Canadian business of golf is its stealth popularity.

“Last year 5.7 million Canadians went out and played over 70 millions rounds of golf. Industry professionals and insiders I talk to are astounded. Just last month I was at a big PGA conference, speaking with Tim Finchem (the iconic commissioner of the American PGA Tour.) He was flabbergasted with the stats about golf in Canada. At our current 20 per cent,” Simmons continues, “Canada has, by far, the largest per-capita golf participation rate in the world!”

The Golf Canada CEO also credits the strong popularity of golf in Canada with tournaments being one of the country’s most effective fundraising vehicles. Conservative guesstimates show that coast to coast, volunteer-organized and volunteer run tournaments raise more than $439 million a year for local charities. Canadian stats show that, most years, there are at least 25,000 charitable events hosted by Canada’s 1,600 golf courses. Edmonton has a large share of those events.

This will be the 20th anniversary of the “Everyone’s A Winner” charity golf tournament at the Edmonton Country Club, where funds will be raised for Covenant Health’s Acute Palliative Care Unit at the Grey Nuns Community Hospital. It is the 24th year for the Craig Simpson “Never Say Never Golf Classic” at the Belvedere Country Club for the Spinal Cord Injury Treatment Centre Society. This will be the 11th year for the Annual Canadian Red Cross Golf Tournament at The Derrick Golf & Winter Club, seven years for the Joffrey Lupul & Friends Charity Golf Classic at the Black Hawk Golf Club, and that just covers a few of the many golf fundraisers in the Edmonton area.

Other major golf events and tournaments can also be a feather in a golf course’s cap. Last year, for example, the Edmonton Petroleum Golf & Country Club hosted the Edmonton Junior Championships. Next year the Club will host the high-profile Ladies Professional Golf Association (LPGA) Canadian Women’s Open.

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GOLF

THE BUSINESS OF GOLF

Despite reams of economic and demographic forecasts and projections, the business of golf – from Edmonton, Phoenix, West Palm Beach and Moose Jaw to Augusta, Georgia and Scotland – is strongly influenced by its own three unique (and hopelessly uncontrollable) factors: weather, weather and weather.

Although the business of Canadian golf is solid, experts agree that it remains vulnerable to the three factors which notoriously impact the game. The sudden 2008 downturn in the Albertan economy put many Edmonton area golf courses at risk, but thankfully, most have recovered. “We had a bit of a drop in guest rounds,” Cammidge says, “but, by now, everything is back to normal and in some areas we’re doing better than before the economy slumped.”

Another factor which impacts Edmonton’s private courses somewhat more than public ones (although they are all affected) is shifting demographics. Beyond the often stereotypical retired and boomer golfers, there is a feverish strategy on both side of the border to make golf attractive and ready for “the new normal.” Consensus is that the younger patrons are not as hooked on golf as their boomer parents and grandparents were. “They have different priorities and different lifestyles,” says Dr. Rod Warnick, professor of recreation studies at the University of Massachusetts. “The 20- and 30-somethings gravitate to a faster pace and doing several physical activities, not just golf and the slow social life of a golf and country club. They certainly won’t be spending four to five hours on one golf game or dishing out big chunks of the family budget on pricey memberships, green fees and fancy equipment. That’s why some clubs are eliminating ‘initiation fees,’ revising membership dues, and suddenly investing in fitness centres, spas and yoga rooms. Golf course designers are also working on logistics for the best response to the new lifestyle: maybe 6, 9 or 12-hole rounds with forward tees to speedup and shorten the game,” Warnick says.

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February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

“The generational shift is making family a priority for the business of golf. In various ways, we are specifically targeting families,” Simmons agrees. “More and more traditional Canadian courses are now applying for Canadian Junior Golf Association (CJGA) endorsement when they adopt the innovative Family Tees Program, offering tees of varying yardage to accommodate children of different ages.” The Golf Canada CEO preaches the generational forecast as being a key for golf’s future. “The aging population is great for today’s business of golf but our growth projections and our focus must include youth. Golf Canada’s number one issue is to engage children, not just in the physical game, but also golf’s core values like respect and integrity,” he concludes.

Despite reams of economic and demographic forecasts and projections, the business of golf – from Edmonton, Phoenix, West Palm Beach and Moose Jaw to Augusta, Georgia and Scotland – is strongly influenced by its own three unique (and hopelessly uncontrollable) factors: weather, weather and weather.

Unfortunately this is Canada! Although most Edmonton area courses had a strong summer in 2012, on a good year, golf in Edmonton is only a four-month season. Even the business of golf cannot change what experts, club managers and golfers know best. Weather is not only a factor. It is THE factor!

However, regardless of weather, economics, and demographics, golf insists on shifting and changing with the times, ensuring this time-honoured sport will be with us for generations to come. BIE

When the game of golf is played on a course carved out of original Rockies terrain, high on the Lady MacDonald bench you can rest assured that your tournament will be elevated above the rest.

Not only does Silvertip Resort boast the best conditioned golf course in the Canadian Rockies, but we’ve also taken the guess work out of tournament planning.

Our team of experienced event managers have the perfect course set up tailored to your specific event requirements.

Tournaments Above the Rest Book your tournament now.

For more information call us at 1.877.877.5444 Or visit us at silvertipresort.com

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EDMONTON.COM

EDMONTON FIRST IN OFFERING TWISITOR CENTRE

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dmonton has launched Alberta’s first Twisitor Centre, a concept designed to engage tourists through an online digital platform. The Edmonton Economic Development Corporation (EEDC) led the charge on this new initiative in an effort to continue to enhance the customer service experience of visitors to the region. The virtual visitor information centre went live via Twitter on December 10, 2012. It enables guests to get timely information and answers to their specific questions regarding travel and tourism in Edmonton.

While digital communication is not new for the EEDC, this is another platform allowing the organization to connect with customers and provide efficient service. “In an increasingly competitive global market, customer service and accessibility of information is crucial,” says Jenifer Christenson, executive director of external rela-

tions at EEDC. “An important part of providing great customer service involves being available on the broad range of mediums our customers wish to communicate through.”

Visitors are encouraged to send a tweet to @EdmontonTourism with questions about their Edmonton visit by using the hashtag #visityeg.

Information for the best shopping, dining hot spots, attractions, activities, or finding a hotel can be accessed through subject matter experts responding on behalf of the Twisitor Centre.

“Consumers continue to adopt digital platforms as another means of gathering information. The Twisitor Centre concept provides our subject matter experts another platform to connect with visitors and provides information about what’s happening in our region. It is important that guests to the region have timely access to information, and the Twisitor Centre is another platform we will

use to ensure visitors are aware of what’s going on in Edmonton and get the information they need on all the city has to offer,” says Christenson.

Edmonton Tourism’s team of experts tweet responses to requests and questions that come in through the Twisitor Centre. Visitors on Twitter can expect a timely response during the regular business hours of 8:30 a.m. – 5 p.m. Monday to Friday and 9 a.m. – 5 p.m. Saturday.

To access the Edmonton Tourism’s Twitter account, visit twitter. com/EdmontonTourism. See www. edmonton.com for more information on EEDC, or follow EEDC at twitter.com/EEDC. Like EEDC on Facebook at www.facebook.com/EdmontonEconomicDevelopmentCorp.

EDMONTONIAN TO ADVOCATE LOCAL LIVING

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n Edmontonian is the only Albertan and one of three Canadians named a Local Economy Fellow by the only program of its kind in North America.

Organized by the U.S.-based Business Alliance for Local Living Economies, which is dedicated solely to advancing the local economies movement, selected fellows convene communities of businesses around a shared vision. Fellows are leaders at the forefront of rebuilding communities from the ground up through creative economic development strategies that enhance the staying power of locally owned businesses, and through emerging sustainable

EEDC’S JOHN ENNIS HAS BEEN NAMED A LOCAL ECONOMY FELLOW.

www.businessinedmonton.com | Business In Edmonton Magazine | February 2013

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EDMONTON.COM

innovations in manufacturing, finance and food.

“Flourishing local businesses give rise to a dynamic, sustainable and resilient economy, and a rich and connected community life. Real prosperity is created for ourselves and for future generations,” says John Ennis, the newest Local Economy Fellow who also enjoys working on all things local at the Edmonton Economic Development Corporation (EEDC).

Fellows participate in a leadership immersion program that strength-

ens their capacity for transformative change in their communities. These fellows make up only the second group that has been named.

Local Economy Fellows were selected through referrals and support from organizations in the field.

An approach to economic development that fosters local business ownership and sustainability isn’t new, and is becoming more main stream every day. From Economic Development Quarterly to Harvard Business Review, traditional economic voices

are certifying that communities with a higher density and diversity of local, independently owned businesses have more wealth, jobs, and resiliency.

The alliance’s fellowship began in 2011 and is dedicated to building local economies from within — investing in the people and businesses rooted right where they are — and has seen profound, lasting outcomes within just a few years.

For more on the Fellowship and the organization behind it, visit www.bealocalist.org.

SHAW CONFERENCE CENTRE CELEBRATES 30 YEARS

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he Shaw Conference Center will celebrate its 30th anniversary this year with a series of events and initiatives designed to celebrate clients, community, staff and stakeholders.

Since opening in 1983, the Shaw Conference Centre has grown as one of Canada’s premier convention venues, providing top-quality event services and culinary excellence to half a million guests annually while

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providing economic and social benefits to the community. Through hosting approximately 40 regional and national conventions yearly, plus meetings and special events, it generates a financial impact of more than $47 million to the region. This comes in the form of visitor spending on hotel rooms, transportation, restaurant, retail and attractions.

The facility operates as a widely accessible, community asset benefitting

February 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

local citizens as well as the national meetings industry. Public art galleries engage visitors, sustainability programs reduce environmental impacts, award-winning chefs mentor and coach culinary students, and events such as Homeless Connect bring partners together to address community challenges.

Visit www.shawconferencecentre. com for more information and upcoming events.

Congratulations Calmont Group– thanks for 35 Years of Business!

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