Business in Calgary - June 2023

EVOLVING ALBERTA:

KRISTINA WILLIAMS LEADS THE CHARGE

AEC IS SUPPORTING THE LOCAL TECH COMPANIES THAT ARE IMPACTING INDUSTRY ON A GLOBAL SCALE

We look beyond your immediate needs to see the bigger picture, provide solutions, and ensure that we exceed your expectations. We work with our clients to understand their goals, overcome challenges, and earn their trust. PCL is proud to build important health and emergency services projects throughout Alberta. PCL.COM

ST. ALBERT FIRE HALL St. Albert, AB

By Catherine Brownlee

By Elan Macdonald

EMRER Report Provides Plan to Move Region Forward

BY CATHERINE BROWNLEE, PRESIDENT OF ALBERTA ENTERPRISE GROUP (AEG), CALGARY AND EDMONTON CHAPTERS

Alberta has had a lot of good news stories lately. We’re expected to lead the country in economic growth in 2023. We’re also the most powerful magnet in the country for Canadians wanting better job prospects and a lower cost of living. In 2022, Alberta’s population grew by nearly 60,000 between July and September alone, which is more than in any other year since Statistics Canada began estimating populations in 19511. You can feel it: confidence and optimism have returned.

No country (or province) is an island, however, and scrolling through the international business and financial news these days makes for some concerning reading. Earlier this year, the World Bank slashed its 2023 growth forecasts. The international financial institution now expects global GDP to only grow by 1.7 per cent, which is the slowest pace outside the 2009 and 2020 recessions since 19932

To weather the storm and chart a course for growth and prosperity, Edmonton and the larger capital region need to leverage their undeniable strengths. Thankfully, the Edmonton Metropolitan Region Economic Recovery (EMRER) Working Group has provided a roadmap. Struck by Doug Schweitzer, the former minister of jobs, economy and innovation, in February 2022, the working group was charged with exploring policies to enhance growth in the region.

Combining good business sense with bold thinking, the board’s report was released in April by Minister Brian Jean and makes a series of recommendations to advance five priority areas. The first is the perennially popular, if in the past elusive, diversification. With suggestions around capitalizing on the region’s hydrogen assets, driving innovation in artificial intelligence and investing in life sciences and pharmaceutical infrastructure, it is on solid ground to build on the gains made over the past 10-15 years.

1 HTTPS://WWW.CBC.CA/NEWS/CANADA/CALGARY/ALBERTA-POPULATION-INCREASE-STATSCAN-1.6694065

The report also includes thoughtful suggestions on how to retrain and draw talent, better market the region and attract investment and bolster urban revitalization, infrastructure and social supports.

The fifth priority area is arguably the most interesting and potentially promising – Indigenous economic sovereignty. Over 52,000 Indigenous people live in Edmonton and the surrounding area, which works out to roughly five per cent of the population3. They are younger on average than other groups and brimming with ideas and ambition. The region is home to scores of young Indigenous business leaders like 2022 Indigenous Women in Leadership Award winner Shelly Mandeville, who is the CEO and co-founder of three companies operating in the Northwest Territories and Edmonton area4 She is a testament to the entrepreneurialism and energy of Indigenous people who are building businesses in the region. Through its range of related recommendations – including a multi-year Indigenous-led economic development and investment strategy (and fund), matching the capital that Indigenous-run organizations provide to Indigenous entrepreneurs and working towards an Indigenous procurement policy for the provincial government – the report, if acted upon, will create a lot more business leaders like Shelly. This will help build a more prosperous, economically inclusive region for the benefit of all.

After some of the toughest years on record, it’s time to get growing again. The Edmonton Metropolitan Region Economic Recovery Working Group has provided us with a smart, forward-looking plan to get us moving. I sincerely thank each and every working group member and their leadership and commitment to Edmonton.

2 HTTPS://WWW.REUTERS.COM/MARKETS/WORLD-BANK-WARNS-GLOBAL-ECONOMY-COULD-EASILY-TIP-INTO-RECESSION-2023-2023-01-10/

3 HTTPS://WWW.EDMONTON.CA/CITY_GOVERNMENT/INDIGENOUS-RELATIONS-OFFICE#:~:TEXT=EDMONTON%20AND%20SURROUNDING%20AREA%20HAS,OR%205%25%20OF%20THE%20POPULATION

4 HTTPS://WWW.AKSISYEG.CA

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PCL Celebrates Two Important Awards

Source: PCL.com

PCL Construction is excited and honoured to once again be recognized as one of Canada’s Greenest Employers for 2023 for efforts to build sustainable futures in communities.

This distinction is a testament to the innovative thinking of PCL employees and a commitment to making a positive environmental impact for future generations. This was demonstrated this past year through the creation of the new solar district and the release of PCL’s second Corporate Social Responsibility report, among other initiatives.

“At PCL, we’ve made a conscious effort to put sustainability at the forefront with our employees, who can then take that mindset into planning meetings with clients and into project execution,” says Mike Wieninger, chief operating officer, Canadian operations. “Being named one of Canada’s Greenest Employers is a huge recognition of that effort, which ultimately leads to better, greener futures for the communities in which we work.”

PCL is constantly finding new ways to divert construction waste from landfills and build innovative sustainability solutions into projects. The company has more than 270 LEED-credentialed staff and has constructed nearly 250 LEED-certified buildings – 22 of which have achieved LEED Platinum status. PCL has also completed renewable energy projects across North America and Australia valued at more than $3 billion.

PCL uses its buying power to partner with suppliers to look at more environmentally friendly options. As Scott Sharun, senior manager, procurement and equipment with PCL’s Edmonton Industrial office notes in a feature article on the Canada’s Greenest Employers website, companies the size of PCL can have a big influence on reducing carbon footprints throughout the supply chain: “Having the biggest construction company in Canada say to a large multinational, ‘I can’t use your products because we have to throw away all the packaging they come wrapped in,’ that has an effect.”

PCL Construction is also pleased to announce that its president and CEO, Dave Filipchuk, has been presented the Canadian Business Leader Award from the University of Alberta.

“This is a tremendous honour, and very humbling given the many excellent leaders in our business community. It feels even more special for me to receive this award as an alumnus of the University of Alberta,” says Filipchuk. “I would like to thank the U of A Business Advisory Council and of course the many employees both past and current that make up our strong PCL team who have all made our company successful and who make my job a lot easier. We are all living our purpose, Building a Better Future, Together.”

“We’re excited to celebrate Dave’s achievements as the 2023 CBLA recipient,” says Elan MacDonald, vice president of external relations at the University of Alberta. “PCL has long been a pillar of Alberta’s economy and with his innovative leadership and commitment to the community, it will continue to make positive impacts in our province and beyond.”

ABOVE: PCL NORTH AMERICAN HEADQUARTERS

PHOTO SOURCE: PCL

Mission on Mars: U of A Researcher to Help Select Samples to Bring Back from Space

Source: www.ualberta.ca/news/news-releases-and-statements

Perseverance, a NASA rover, can only bring back 30 samples from the Red Planet for analysis. A University of Alberta researcher is among a group of scientists choosing which samples NASA’s rover Perseverance will gather on Mars to bring back for analysis on Earth.

For this mission, “return sample scientist” Chris Herd, a professor in the department of earth & atmospheric sciences and curator of the U of A’s meteorite collection, will help determine which samples could answer the most questions about Mars, including whether it has ever housed life.

“It’s absolutely phenomenal for me to be involved in such a huge mission, where we get to explore and get information about the rocks and the geology while at the same time sampling and looking forward to bringing those samples back,” Herd says. “That’s what sets this mission apart.”

Perseverance, which has been exploring Mars since 2020, can only bring back 30 samples about the size of a piece of chalk — each weighing up to about 10 grams. The highest quality samples are sealed and stored airtight on Perseverance to await handoff to a future mission to bring them back to Earth. A backup of each sample remains in a depot on Mars. Selecting information-rich samples is key. Modern technology and innovative tools mean the limited sample materials available shouldn’t be an issue.

“There are ways we can analyze a sample that give us incredible detail about when the rock formed, how it was modified, whether there’s any organic matter that could be evidence of life,” says Herd. “There’s a host of things we can tell from tiny amounts.”

Tools aboard Perseverance record the location of samples and gather information about the environment surrounding each one, giving researchers invaluable context. Researchers will compare the samples with some of the at least 175 Martian

meteorites discovered on Earth to offer a better picture of what has happened on the planet. The sedimentary samples will fill a gap in our knowledge about Martian geology, as we currently have no sedimentary rocks from the Red Planet.

The earliest the samples will come back for analysis is 2033. A facility will be needed to house and study the samples appropriately and safely. Researchers will need to protect our environment from potentially harmful martian contaminants, while also avoiding Earthly contamination of the samples.

“There’s a lot that we have to do to make sure we don’t contaminate the samples with signatures of life from Earth and misinterpret that signature as life on Mars,” Herd says. “We need to get this right because this is answering a huge question.”

FERTILIZER REDUCTION TARGETS

A TOPIC OF DISCUSSION FOR CANADIAN FARMERS

BY BECKY ZIMMER

The federal government’s targets for greenhouse gas emissions currently include a 30 per cent reduction in nitrous oxide emissions by 2030, which the government called both “ambitious and achievable.”

However, Canadian farmers and agriculture organizations across the country have doubts about this target. Western Canada already ranks fairly high on the global nitrogen use efficiency scale, according to Rob Saik, founder and CEO of AGvisorPRO, but there are always reasons to keep improving. Saik and other industry leaders all agree there are already some extensively researched best practices that farmers can introduce on their operation, but more needs to change for adoption incentives and cost sharing.

Basic Agronomics

For Saik, the first step in adopting efficiency practices are farmers knowing the basic agronomics of their field. While there are a lot of blanket approaches or recommendations, each region – even every field – has its own soil makeup, nutrient levels, hydrodynamic needs, etc. Moving from one field to another could mean drastic changes in what practices would be the most effective.

The majority of Western Canada soils have not been soil tested, but if this became common practice, individual farmers would have vast amounts of information on what is in their field, from the level of organic matter to

nutrients, including nitrogen and other essential nutrients like phosphorus, potassium and sulphur that are also vital for plant growth. This can be used to formulate an efficiency plan for the growing season with agronomic recommendations also being used to demonstrate and measure emission reductions and efficiencies, says Saik.

Saik also notes that volatilization, nitrification and leaching cause the biggest losses of nitrogen, one through evaporation and the other two through water movement. These losses can be significant.

“They can be anywhere from five to 15 per cent, and in high pH soil conditions, that volatilization can be as high as 30 per cent,” says Saik. “So, think about at 100 pounds of nitrogen per acre, and losing 10 per cent of that nitrogen to the atmosphere as free ammonia to the volatilization.”

Knowing the agronomics of their field can help farmers take action to reduce these losses, he notes, but more incentive policies could be put in place to help farmers. “Can we get some sort of an incentive for adopting technologies that would reduce volatilization and leaching, thus resulting in a reduction of nitrous oxide emissions?”

4R Stewardship

4R nutrient stewardship – right source, right rate, right time, right place – has become a mainstream practice over the last few years, and research institutions have been working on it for the last decade, according to Mario Tenuta, senior industrial research chair of 4R nutrient stewardship at the University of Manitoba. The program itself is done in partnership with Natural Sciences and Engineering Research Council of Canada, Western Grain Research Foundation and Fertilizer Canada with the sole purpose of finding ways of reducing nitrous oxide emissions in Canadian farming practice through extensive field research.

Farmers have always practiced 4R stewardship in some form, Tenuta says, but now they are working on tracking the full extent of these practices and the difference they are making in nitrous oxide emissions reduction.

Through their research, they are seeing more reductions when fertilizer is applied at the very end of October or beginning of November, even early spring. However, through split applications of fertilizer applications being included in the growing season, Tenuta says they are finding upwards of a 60 per cent reduction of nitrous oxide emissions when, for example, application is done to kneehigh grain corn in Manitoba.

“We’re primarily looking at more early growing season applications in the nitrogen rather than later in the season,” he says, “which is a bit riskier, especially as you get more and more arid to the west and southwest.”

Wetter conditions make for higher emission rates through those nitrification and leaching processes, so Tenuta admits this is a balancing act for finding the right time.

Nitrification Inhibitor

The simplest practice that Tom Bruulsema, chief scientist with Plant Nutrition Canada, notes for farmers to adopt is a nitrification inhibitor. There are a number of products available that will slow down nitrification and therefore reduce emissions from anywhere between 20-50 per cent. However,

ABOVE: ROB SAIK, FOUNDER AND CEO OF AGVISORPRO.

A SUSTAINABLE SOLUTION FOR FOOD SECURITY

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RELIABLE

INFORMS

AND IS VALUABLE TO RESEARCHERS WHO ARE TRYING TO MEASURE PRACTICE EFFICIENCIES. BRUULSEMA KNOWS THIS CAN BE CONTROVERSIAL FOR FARMERS, BUT MORE DATA NEEDS TO BE COLLECTED AND SHARED, EVEN JUST WITH A TRUSTED AGGREGATE RATHER THAN A GOVERNMENT ORGANIZATION.

there are some difficulties in measuring the absolute effect since reduction levels are dependent on a few factors.

“In Western Canada, emissions are smaller, so the emissions reductions are smaller, as compared to Ontario, and Quebec,” says Bruulsema. “And then, specifics of the farm – the soil texture, the landscape and the drainage of the soil – also has effects.”

There is also value to the grower in investing in inhibitor products since it will increase fertilizer efficiency which will increase yields by a small amount without much cost savings.

Reliable information informs policy and is valuable to researchers who are trying to measure practice efficiencies. Bruulsema knows this can be controversial for farmers, but more data needs to be collected and shared, even just with a trusted aggregate rather than a government organization.

“Someone needs to know what’s been done where, so that the science-based models used to estimate greenhouse gas emission have reliable information on what’s been done so that they can predict what the benefit of those practices is in terms of mitigating environmental problems.”

Policy Needs

Federal nitrogen reduction policy has been keeping Bruulsema busy for the last few years. The government announcement in December 2020 was the first anyone in the fertilizer industry

heard about plans to set a reduction target, and collaboration with the industry evolved rather slowly.

“We’ve successfully had some good meetings where we exchanged perspectives on how realistic that target was to achieve and what were the obstacles in reaching that target,” he says.

The government has already recognized the cost-sharing potential of nitrogen inhibitors since there are large reductions of emissions without the direct benefit to farmers.

“Nitrous oxide doesn’t have any negative effects directly, specifically on that farm, so it’s really a societal benefit by reducing nitrous oxide emissions. Those are products that are worthy of cost sharing,” says Bruulsema.

Further discussion is happening on which nitrogen inhibitors would be chosen for a cost-sharing program. “Not every product on the market that has the claim to be a nitrification inhibitor is necessarily as efficacious as another. So, there’s a lot of work to be done to sort out some of those questions.”

If farmers are going to reduce their nitrogen inputs, it must be done without “jeopardizing product productivity and profitability of farmers,” says Tenuta. They are working at the University of Manitoba to understand how these costs become barriers to adoption.

Another barrier to adoption is government mandates. This does not sit well with farmers, he says, but if adopting a practice will help farmers save money on their fertilizer bill, that becomes more of an incentive for adoption.

Other Emission Factors

While fertilizer reduction practices have been important to profitability and minimizing losses, Bruulsema also encourages other indirect emission reduction practices, like planting timing, controlling weeds, nitrogen-fixing plants in the crop rotation and avoiding soil compaction.

One other point Bruulsema stresses is that the industry itself is focused on sustainable and environmentally friendly

INFORMATION

POLICY

PHOTO SOURCE: HOLLY NICOLL

fertilizer production. Development of green and blue ammonia products have become a focus of the industry, with the production process getting its own carbon footprint overhaul through renewable energy sources. There is no clear date for their release into Canadian markets, but Bruulsema is expecting new products in the next three to five years.

However, availability and effective pricing has already been a challenge for the industry.

“We need to be prepared for a future where we’re not just simply using the same products that we are used to using now, particularly urea.”

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“Outstanding students, outstanding results.” proacad.ca

EVOLVING ALBERTA: KRISTINA WILLIAMS LEADS THE CHARGE

AEC IS SUPPORTING THE LOCAL TECH COMPANIES THAT ARE IMPACTING INDUSTRY ON A GLOBAL SCALE

BY NERISSA MCNAUGHTON

Alberta keeps evolving. The seeds of prosperity and commerce started in antiquity with the early formation of the oil sands. In 1717, Henry Kelsey, a fur trader from Europe, was the first outsider to glimpse the potential the oilsands would have in the province when the Waupisoo (of the Cree) bought a sample of oil to Athabasca’s Hudson’s Bay Trading Post. The Indigenous people at the time were using the bitumen to waterproof their canoes.

Nearly 200 years later, Canadian journalist Charles Mair wrote of the oilsands, “When the hour of [oil’s] development comes, it will, I believe, prove to be one of the wonders of Northern Canada. What is unseen can only be conjectured; but what is seen would make any region famous.”

Mair’s prediction was correct and Alberta would go on to become a global energy leader. That was the story of Alberta for decades and although it continues today, an economic aspect of our province is developing at an astonishing rate with another commodity that is “unseen and can only be conjectured, yet can make any region famous.” Often underestimated, our technology sector has been quietly evolving in the background for years. Now it’s erupting to the surface, driving a new and extremely profitable industry that impacts every other sector with innovations that drive productivity, safety, efficiency and more.

Harnessing this resource for the benefit of the province is vitally important. Stepping up to do this is Alberta Enterprise Corporation (AEC) and leading the charge is Kristina Williams, president and CEO.

AEC, founded by the Government of Alberta in 2008, is on a mission to foster our thriving tech sector in Alberta by providing venture capital and other resources to local companies.

“Historically, there was a lack of venture capital available in the province and a lot of tech companies needed that capital to stay in Alberta and grow,” says Williams. “Many tech companies were not growing at their full potential or moving out of the province to access better resources. The government engaged a broad range of experts to see how it could best be involved and AEC was the result. AEC invests in venture funds that, in turn, invest in tech companies.”

AEC also helped to create StartAlberta.ca, an open source platform for global investors to find Alberta companies, as well as the A100, a mentorship organization with a goal of inspiring and supporting Alberta tech entrepreneurs.

Williams was the second hire of AEC, joining as a director in 2009.

“I have a law degree from Sweden,” explains Williams. “My specialities are international law and crimes against humanity. However, by pure chance I wound up working for a life science company in Sweden. I met my Canadian husband and moved to Canada. My Swedish law degree was not recognized here, so went back to school and got my MBA.”

This ushered in her first look at the need for venture capital for tech companies. She worked at two different technology companies and both used venture capital. When she was

RIGHT: KRISTINA WILLIAMS, PRESIDENT & CEO, ALBERTA ENTERPRISE CORPORATION (AEC).

PHOTO SOURCE: PRODUCTION WORLD

EVOLVING ALBERTA: KRISTINA WILLIAMS LEADS THE CHARGE // COVER

asked to join AEC, she recognized and appreciated the unique opportunity to help shape the future of the province.

Williams says, “Innovation and technology drive improvements across all aspects of society, from new and better medicine, to reducing the environmental impact of our energy industry, to creating healthier foods and increasing the yield for farmers growing crops. The companies commercializing these technologies are incredibly important for driving this change and I’m very passionate about helping them accomplish this. By working for AEC, I can help hundreds of companies simultaneously, instead of one at a time.”

She continues, “My work is about helping Alberta’s technology companies remain competitive. Venture capital is a proactive way to build Alberta’s future economy, creating an environment where my children can stay and work in the province and enjoy a great quality of life.”

AEC started off as a concept and has been proven to work. As of last year, AEC reached $1 billion in venture capital

invested in the province from our funds and from partners. For the past five years Alberta set – and beat – the prior year’s record. In 2022 we grew 30 per cent year over year. Even when Canada’s venture capital market as a whole saw a 30 per cent drop in growth, Alberta continued to grow on target.

“I’m incredibly proud of the team at AEC and for the government’s continued support,” smiles Williams. “We were started under the UCP and refunded under the NDP. The UCP, in 2020, announced another $175 million in investment capital.”

AEC efficiently maximizes every dollar both throughout the enterprise and for the startups it funds.

“We are a small but mighty team, not a large corporation,” says Williams. “There are just 11 of us here at AEC. What makes this work is the excellent quality of entrepreneurs in Alberta. This joint effort has seen a 200 per cent increase in startups since 2012. Tech innovation and entrepreneurs –that, jointly, is the magic.”

ABOVE: MELANIA ANTOSZKO, ACCELERATE FUND; KRISTINA WILLIAMS, ALBERTA ENTERPRISE CORPORATION; YASMINE AL-HUSSEIN, ACCELERATE FUND AT THE START ALBERTA TECH AWARDS. THE ACCELERATE FUND WAS RECOGNIZED AS THE TECH INVESTOR OF THE YEAR AWARD. PHOTO CREDIT TO THE A100.

Your opportunities are growing and so are we

We’re pleased to announce a merger with SVS Group Chartered Accountants as we expand our presence in Edmonton. We continue to build the best team possible to meet your changing needs.

Yet, there are serious challenges.

“We have to ensure,” says Williams, “that we create an economy focused on the future and on diversity; but at the end of the day, we face stiff competition from the other provinces for capital. We have to highlight the positives of the Alberta advantage, what we are creating here and why the capital should flow into Alberta.

“It is also important for everyone to realize how the economy is evolving. Just 14 years ago we had tech companies but we had very little capital. Now, we are seeing this industry take on a life of its own and attract attention from Silicon Valley, other parts of the States and from around the world.”

Williams adds firmly, “Now let me be clear. We are not done yet. There is still not enough capital to meet demand. There are so many tech companies being launched in the province and a great increase in both quality and quantity. The demand for capital is going up and we need to keep pace if we are going to support this growth properly.”

Just a few of the many companies with a global reach that were funded in Edmonton include:

• Samdesk: A global disruption monitoring platform powered by big data and artificial intelligence helping clients protect their people, assets and brands with real-time crisis alerts.

• DrugBank: The world’s first intelligent and comprehensive drug knowledge platform. With the help of artificial intelligence, DrugBank authors, verifies and structures all of the latest biomedical information so that it can be used to its fullest potential.

• G2V Optics: uses the most precise LED solar simulation and is used and trusted by researchers around the globe.

• Drivewyze: A technology service provider that delivers savings and safety benefits for commercial vehicle operators.

• Showbie: A hybrid learning platform empowering millions of educators to quickly and easily manage classroom workflow and deliver personalized feedback to students, of all learning abilities, on any device.

Williams says with pride, “In Edmonton people don’t wait for someone else to present solutions. We simply do things. In addition to the most innovative tech, Stantec, PCL, Amii

ABOVE: KRISTINA WILLIAMS, WITH ALBERTA VC FUND INVESTORS AT THE ACCELERATEAB CONFERENCE.

PHOTO SOURCE: CURTIS COMEAU PHOTOGRAPHY

and U of A – recognized as one of the best universities in the world – are all local success stories. As a city, we can take great pride in this.”

She continues, “I have looked all over the world and you know where I want to live? Here. I don’t want to leave Alberta. As long as you buy long underwear for the winter, it’s a wonderful place to live.”

Williams gets to see Alberta through fresh eyes, having not grown up here. However, those eyes see the past, present and future of the province and she is convinced that the province never lost its signature Alberta advantage.”

“People,” she says with conviction. “People are Alberta’s biggest advantage. There is a ‘barn raising’ culture here. Everyone helps everyone out. Nowhere else can you walk into an elevator and have a conversation with a stranger. People are a massive advantage due to the entrepreneurial spirit found here. Also, we live in one of the most beautiful places in the world. People travel from all over the globe to visit Alberta.”

The very nature of AEC is giving back robustly to the province, but outside of the boardroom, AEC gives back in other ways too. The enterprise was foundational in helping to launch the Start Alberta Tech Awards to help celebrate local entrepreneurs and their achievements. AEC also has a public statement of diversity, equity and inclusion and lives those values every day throughout all aspects of the organization. AEC promises a lifelong commitment to diversity internally and through its portfolio selection and fund management processes.

As for Williams, she was humbled to receive an innovator of the year award from Junior Achievement, but she immediately points the finger not at her herself but to all of the components that empowered the recognition.

“It’s not about me. It’s about the tech sector. It’s about industry. It’s about celebrating people. AEC and its success are the products of our team, our board, collaboration with government, the province, our partners, funders and our families. It’s all intertwined; it’s all connected. Without the government of Alberta that saw the untapped potential of our emerging tech sector years ago, AEC would not exist.”

What comes next?

Williams is resolute as she says, “More and more tech companies are opening in the province and the demand for capital is increasing. AEC is investing at a faster pace to keep up. We will continue to drive change. We must ensure that we can meet the demand for capital. I see this as a very pivotal role for AEC.”

Alberta’s history has always been rich in resources, entrepreneurship and opportunities. When we work collaboratively and with an eye to the future, we all prosper together. The meaning of the Alberta advantage has changed over the years and the resources the province relies on continue to diversify. Now, with tech poised as the next big frontier, Williams and her team are ushering in the next chapter of Alberta’s history, learning from the lessons of the past and working to create a stable sector that will drive every other industry forward. The time is now, and AEC is ready. So, without further ado, let’s evolve.

Learn more about AEC at www.alberta-enterprise.ca and on Facebook and Twitter.

ABOVE: KRISTINA WILLIAMS, PRESIDENT & CEO, ALBERTA ENTERPRISE CORPORATION (AEC).

PHOTO SOURCE: PRODUCTION WORLD

BRIDGE HEALING TRANSITIONAL ACCOMMODATION AWARDED FOR TRANSFORMATIONAL WORK

This year, BOMA Edmonton was proud to present our prestigious Percy Woods City Building Award to the founders of the Bridge Healing Transitional Accommodation Program. Every year, over 26,000 individuals experiencing homelessness visit Alberta’s emergency rooms. After treatments, none of these individuals are provided with a place to stay, perpetuating the cycle of using emergency repeatedly. This cycle leaves people without the shelter and dignity that they deserve.

The Bridge Healing Transitional Accommodation Program is a courageous new program in Edmonton that addresses a gap. The program supports unhoused individuals accessing emergency departments by prioritizing access to housing rather than discharging people back into homelessness. It aims to bring hope to people and alleviate the stress on and costs to our healthcare system. The program will be delivered for $80 a day to give people a place to stay after a visit to the emergency room compared to costs of up to $1,000 a day to keep and care for a patient in the hospital.

“For the winner of this year’s Percy Woods City Building Award, the BOMA Edmonton board of directors felt that we had to continue to select equally powerful, courageous and legacy-creating work that

positively impacts generations,” says Lisa Baroldi, president and CEO of BOMA Edmonton. “Their work bridges a gap that provides hope and dignity to unhoused individuals.

The Percy Woods City Building Award, named in honour of BOMA Edmonton’s previous president and CEO, honours a non-member individual or group influencing positive change to the cultural, social, environmental, physical and/or economic aspects of a community through city or community building.

BOMA Edmonton celebrated the best in commercial real estate at our annual Awards Celebration! We recognized commercial real estate industry excellence in the Edmonton Metropolitan Region. Companies and individuals are awarded in 15 award categories highlighting customer service, elevating our industry, and furthering sustainability. Other awards include The Outstanding Building of the Year Award, Emerging Leader Award, Pinnacle Award for Innovation, Pinnacle Award for Customer Service, and more.

Some of the local award recipients move forward to represent BOMA Edmonton on the national stage at BOMEX, BOMA’s National Building Excellence Summit. This year, the national Awards Gala will be right here in Edmonton for BOMEX 2023 (September 26-28).

We’re proud to support excellence in Canadian Commercial Real Estate

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Join us in the great city of Edmonton for three days of dynamic learning, connecting, world-class tours, and networking.

BOMEX is an integral part of Canadian commercial real estate, and our nine-year involvement is a testament to the continued growth and success of the conference.

Fred Edwards CMO, GDI Ainsworth

EDMONTON METRO REGION’S ACTION PLAN FOR ECONOMIC SUCCESS

The Edmonton Metropolitan Region Economic Recovery Working Group (EMRER), launched by the Government of Alberta in February 2022, delivered its report on recommendations in April 2023 for supporting economic recovery, growth and resiliency for the Edmonton Metropolitan Region. EMRER brought together the unique perspectives of 12 leaders from diverse industries and backgrounds.

Over the past 12 months, EMRER met with Edmonton-region leaders, businesses and organizations to gather perspectives and solutions for how the government and local industries can support the Edmonton region’s economy, which shaped the

The report outlines a series of priorities and recommended actions including:

• economic diversification, particularly in areas where the Edmonton region has global strengths

o hydrogen

o artificial intelligence

o life sciences and pharmaceutical infrastructure

o mines and minerals processing capacity

• talent retention and attraction

o increase access to post-secondary institutions including funding for enrolment increases, tuition grants and micro-credentialling

investment attraction and marketing

o lower cost of utilities

o establish special economic zones

o expand market access by improving direct

o establish a $10M marketing fund to build awareness of the region in key international

Indigenous economic sovereignty

o enable Indigenous-led economic development including the establishment of a $500M fund

o support Indigenous entrepreneurship with matching capital

o enhance Indigenous procurement opportunities

o increase Indigenous representation on public boards, agencies and commissions

downtown vibrancy and social support

o introduce funding and incentives to bring people back to the core

o accelerate downtown beautification

o increase mental health and addiction supports

“Hearing directly from stakeholders in this process was illuminating. It allowed us to put together a list of priorities and action items directly inspired and shaped by the people they seek to serve,” explained co-chair Lisa Baroldi. “We’re looking forward to bringing government, industry and Indigenous leaders together to deliver on these priority areas for the betterment of the regional economy and downtown Edmonton’s future. This is a vision for our region and our province. All hands are on deck to realize the working group’s thoughtful and important recommendations.”

“Our region is at the forefront of significant global opportunities in hydrogen and the net-zero economy, global food security, life sciences, and the technology that will transform the way we do everything – artificial intelligence,” said co-chair

Malcolm Bruce. “These world-scale opportunities are within our reach. We need the courage and vision to go after them with determination and speed. No one is waiting for us to succeed, we need to drive this ourselves. This report is a call to action – a rally cry – for our business community, and for governments at all levels. The report is a clear roadmap for how the right investments, supports, and policies can build a prosperous and sustainable economic future for our region.”

About ERMER: This group was established in February 2022 to suggest actions to inform government on solutions to attract new investment, grow existing businesses, diversify the economy, and build upon existing strengths to ensure that the Edmonton Metropolitan Region continues to be an economic driver for Alberta and Canada.

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“Hearing directly from stakeholders in this process was illuminating. It allowed us to put together a list of priorities and action items directly inspired and shaped by the people they seek to serve,” explained co-chair Lisa Baroldi.

WORKPLACE HEALTH AND SAFETY ARE EDMONTON PRIORITIES

IT’S ALL ABOUT PEOPLE!

In all businesses, health and safety continue to be a vital priority. The key reason is: people!

Undisputedly, employees are the most valuable asset of any workplace. When people feel safe and secure, it is proven that they focus better and deliver at their best. Many workplace and HR surveys document that feeling safe and secure leads to better work performance and lowers the risk of incidents, injuries and illnesses.

In addition to looking after the individual employee, workplace health and safety positively impacts the business’

BY JOHN HARDY

bottom line. It lowers costs, boosts retention and attracts top talent, as well as enhancing the reputation of a company as a responsible and caring employer.

“A lot of organizations are shifting their perspective on seeing workplace health and safety as a cost centre to one that has a lot of indirect returns,” notes Jason Dent, founder and principal consultant at JADA Solutions, a consultancy dedicated to integrity and excellence in Total Worker Health® consulting. “Employees are looking to work for organizations that are showing interest in them and their personal growth and health. This includes looking for organizations

with strong health safety environmental (HSE) consulting programs that are integrated with the employees, their tasks and how the work flows.”

He adds that an investment in understanding workflow and properly integrating safety within operations leads to improved employee mental health and productivity.

“It’s definitely a win-win, because it leads to increased retention and attraction of long-term employees.”

In the workplace, health and safety are also carefully defined and regulated as a workplace priority, with specific guidelines and strict requirements for compliance. In the past few years, Alberta has increased health and safety inspections by more than a third and continues to target high-risk industries. Repeat offenders are handed penalties or prosecuted.

Safety inspectors have the latitude to hand out tickets on the spot, with fines ranging from $100 to $500 for common violations such as failing to wear fall prevention gear or not keeping a worksite free from slip hazards. The province continues to ramp up focused attention on workplace health and safety and Alberta OHS legislation and changes were implemented in March.

Some health and safety experts caution that compliance depends on the workplace’s culture and suggest that, ultimately, it is difficult to evaluate levels of compliance because Alberta has a complaint-based and incident-based system – an internal responsibility system in which both employers and workers have obligations on worker safety.

“Yes, organizations are embracing the safety laws and guidelines,” explains Alex Mercer, JADA’s operations manager. “Most of the organizations we work with are, in some areas, even going above and beyond government expectations.

“But the level of compliance depends on the size of the organization. Smaller organizations tend to be at the level of traditional safety or compliance-based safety programs. Over the last few years, we are seeing a shift away from reactive programs and we are moving more towards a proactive system, engaging employees or developing leading KPIs and acting on issues or concerns before a third party identifies it.”

Mercer mentions that many organizations are investing in areas of worker exposure and controls as part of worker engagement and retention.

Nimmi Dua, team lead of UAlberta’s Online and Continuing Education, details the broad focus of the University’s indemand Occupational Health and Safety (OHS) program.

“One of the more recent issues influencing workplace health and safety has been a greater and deeper focus on psychological health and safety. Although Canada has been a world leader in this regard, with a voluntary CSA standard on psychological health and safety in the workplace, the pandemic was instrumental in bringing many issues to light and boosted understanding about the importance of workers’ mental health and wellness.”

She explains that mental health has become one of the top three concerns of Canadian employers.

“Employers have come to recognize the importance of managing psychological health and safety in relation to business success. Not addressing psychological health

ABOVE: JASON DENT, FOUNDER AND PRINCIPAL CONSULTANT AT EDMONTON’S JADA SOLUTIONS.

DENT ADDS THAT AN INVESTMENT IN UNDERSTANDING WORKFLOW AND PROPERLY INTEGRATING SAFETY WITHIN OPERATIONS LEADS TO IMPROVED EMPLOYEE MENTAL HEALTH AND PRODUCTIVITY.

and safety in the workplace is a significant cost to the Canadian economy.”

Recent surveys show that when it comes to workplace health and safety, mental health problems and mental illnesses are a leading cause of disability, absence and presenteeism and a significant economic burden for Canadian businesses (estimated at $51 billion per year; some $20 billion from direct workplace losses).

The stats also show that mental health problems and mental illnesses account for approximately 30 per cent of short-term and long-term disability claims and are one of the top causes of disability claims from over 80 per cent of Canadian employers.

Continuing Education at UAlberta excels at helping employers and individuals gain the knowledge and skills needed to build and enhance careers. The OHS program offers workplace wellness leadership, an online three-course series including the psychological health and safety course, which covers many aspects of a work environment that influence employee mental health and wellness.

Whether it is the stereotypical physical risks and injuries or the stealth and more subtle and ‘invisible’ mental health workplace issues, and despite increased awareness about the realities and the need for effective workplace health and safety, consultants and other experts point out some challenges.

“The biggest issue is the breadth and depth of safety and how it interacts within an organization. There are so many different aspects to safety and how they can overlap with many different departments within an organization,” Dent says. “HR, management, production, etc. being knowledgeable in all aspects is almost impossible.”

“Even finding an Occupation Health and Safety professional with complete knowledge or the relationships with other

professionals that can help can be quite difficult,” Mercer adds. “Smaller and mid-size organizations may not have access to professionals or groups that can advise them on health and safety as they do with business or financial matters.

“Other challenges are budget and staffing. Organizations are struggling to find good staff in a wide variety of roles. Health and safety positions are no different.”

Of course, size matters. Budgets and staffing resources are key factors for businesses to implement degrees of workplace health and safety programs.

Dua points out that small and large employers alike are striving to better understand and invest in employee wellness.

“Training employees to be more proactive, especially in enhancing their mental health and wellness, is an approach many employers are embracing to enhance employee wellness as well as to reduce business costs such as absenteeism, retention and productivity.”

While the case for focused and effective workplace health and safety is now an essential component of Edmonton business – and the need is urgent – there is an encouraging trend of positivity in the workplace.

“Edmonton organizations are embracing safety laws and guidelines. It is good, but there always could be better, compliance,” Dent says. “However, most of the Edmonton area organizations we work with are going above and beyond expectations.”

ABOVE: ALEX MERCER, OPERATIONS MANAGER AT EDMONTON’S JADA SOLUTIONS.

“OTHER CHALLENGES ARE BUDGET AND STAFFING. ORGANIZATIONS ARE STRUGGLING TO FIND GOOD STAFF IN A WIDE VARIETY OF ROLES. HEALTH AND SAFETY POSITIONS ARE NO DIFFERENT,” SAYS MERCER.

2023 Board of Directors

Board Executive Chair: Haydar Al Dahhan

President and CEO, Design Works Engineering

Vice-Chair: Aziz Bootwala

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

Secretary-Treasurer: Jason Pincock

CEO, DynaLIFE Medical Labs

Past Chair: Dennis R. Schmidt Principal, ALTURA Legal Advisory

Board Directors

Nicole Bird Owner, Rsvp Design Inc.

Nathan Carter

Vice President, Projects and Construction, ATCO Energy Solutions

Jonathan Gallo Managing Partner, Gallo LLP Chartered Professional Accountants

Sandy Jacobson Vice President, Richardson Executive Search

Sam Kemble Chief Operating Officer, Workforce Delivery Inc.

Annemarie Petrov President and CEO, Francis Winspear Centre for Music

Amir Shami President and CEO, Rotaflow

Celia Wanderley Chief Customer Officer and Head of AltaML Invent, AltaML

Randy Allaire Chief Risk Officer, Servus Credit Union Edmonton Chamber Executive Cadence Bergman Director, Policy

Alexandra Hryciw Director, Strategy and External Affairs

Amin Samji Director, Member Services

Contact Edmonton Chamber of Commerce

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

The Importance of Cybersecurity for Small Business

As many businesses have shifted to using more technology in recent years, the Edmonton Chamber of Commerce wants to encourage employers and employees to review their cyber security. With over 1,800 member companies that employ more than 100,000 people the Edmonton Chamber wants to ensure you have the knowledge to protect your business, customers and avoid unexpected costs and harm to your organization’s reputation.

How Does Cybercrime Impact Businesses in Canada?

According to Statistics Canada, 18% of Canadian businesses were impacted by cyber security incidents in 2021. Despite this, 47% of Canadian small businesses do not allocate any of their budget to cyber security. Because of incidents such as breaches of data confidentiality, extortion, and technology disruptions, businesses across Canada have experienced over $600 million in losses since January 2021.

Why Should a Small Business Care?

When we hear about cyber-attacks, it often relates to a friend or large business, but this affects small businesses too. You may think that a smaller business doesn’t have anything to attract a cyber-criminal, but according to an article written for the Canadian Chamber of Commerce by Microsoft, cybercriminals “typically look to exploit organizations with minimal security controls because [it’s] cheap and easy for them.”

What is Cybercrime?

The Canadian Federation of Independent Business defines cybercrime as “any criminal offence that involves a computer or the Internet as either the target of a crime or as the means used to commit a crime.”

How Can an Organization Protect Itself?

Although taking measures to protect your organization against cyber-attacks can be overwhelming and seem expensive, the Canadian Chamber of Commerce suggests that taking basic measures to improve your security hygiene can protect your business against 98% of cyber-attacks.

Everyone’s cybersecurity journey is different, so decide which measures are best for you and your business. The first, most basic step that you can take is to improve your knowledge of fundamental cyber security concepts. From there, you might choose to improve your business’ cybersecurity which, in turn, helps protect every other business in your value chain. Some measures that many experts suggest include:

• Keeping your device up to date,

• Installing antivirus and malware defences,

• Backing up important data,

• Ensuring strong authentication measures,

• Developing an incident response plan, and

• Training your employees.

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

Regardless of the size of your business, taking the appropriate steps to keep your customers and business safe from cyberattacks is important to protect the privacy of yourself, your staff, and your customers, avoid unexpected costs and avoid harm to your organization’s reputation.

Haydar Al Dahhan, Board Chair

Confetti Sweets

Member Profile

Kathy Leskow, Chief Cookie Eating Officer www.confettisweets.ca

What’s your story?

I was a stay-at-home mom with a sweet tooth and big ambitions!

I left my corporate job working in the hospitality industry to stay home with my kids when they were little. As awesome as that was, I found myself needing to do something more. I loved baking cookies and decided to try something new and sell them at my local farmer’s market.

I looked forward to my weekly market night out, and I enjoyed my side gig. But that wasn’t enough, so I expanded to a few more markets. Soon my home oven, mixer and pans couldn’t keep up with the new demand, so I sought out commercial equipment. Before I knew it, I was running a fully functional, health board-certified bakery out of my home.

Within a few years, my business expanded again: I secured a storefront for Confetti Sweets in Sherwood Park in 2014. Since then, we have expanded into more than just cookies, and have also started selling into grocery stores across the province.

I am no longer found scooping cookie dough but am instead working on growing the business and seizing all opportunities that come my way. I can honestly say this is my dream job. It also helps to get to work every day with an amazing team. They make “work” fun!

When I’m not working, you may find me glamping with my spouse Mike and my three beautiful children, drinking fine wine and eating cookies, of course!

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

I love getting the Chamber newsletter and finding out what is happening in and around the city! It always showcases cool things to do on a weekend, as well as the business side of events.

The many learning opportunities the Chamber hosts are truly invaluable and makes for a stronger community here in Edmonton. Getting to learn from other members and having a resource to turn to when needed is also awesome.

cakes, cupcakes, scones, squares and more on our menu alongside the many items we carry in our Confetti Collective!

Right before the pandemic hit, we expanded our space to triple its size with plans to offer a seating area and cafe. While this was a tumultuous time for many small business owners alike, we decided to pivot from our original idea and began what is known today as Confetti Collective! COVID meant that a lot of our favorite local brands could no longer sell their products at the farmers markets while things were shut down. So, we invited our friends to join us and sell their goodies in our space throughout the pandemic. It has been such a hit that to this day, we dedicate the entire front end of our storefront to showcasing over 75 local and Canadian made brands that Edmontonians know and love!

What has been your biggest challenge in business, and how did you overcome it? Knowing when and where to expand has always been a challenge. I like to dream big (I always tease that I want to achieve World Cookie Domination), but I have learnt that bigger is not always better. Sometimes it simply amounts to more stress and a heavier cash flow crunch.

At one time I did have a second location, it was fun and exciting, and it was awesome to get our cookies into the hands of new customers. But as time went on, I wasn’t getting to the second store as much as I wanted, and my focus was on other projects. We eventually formed a partnership with another bakery who took over the space and it was a win-win for us both!

When I have big ideas and want to jump in with both feet, I really think about whether it is going to increase my bottom line. Now, I am way more experienced, and when I take another leap, it will be more methodical.

Kathy Leskow, CEO of Confetti Sweets

SIGNS OF THE TIMES

by Nerissa McNaughton

Since 1947, Blanchett has created some of the most unique signage seen in the province. Blanchett’s custom building, digital and freestanding pylon signs are part of 18,000+ projects for over 12,000+ clients. The award-winning sign that welcomes you to the City of Red Deer? That’s one of Blanchett’s. The namesake signs on the EPCOR and City of Edmonton towers? That’s Blanchett too. The local branding for Servus Credit Union, TD Bank and ATB are also from Blanchett. The portfolio of what

has been crafted over 75 years is impressive – and the first 75 years were just the warmup.

It all began when George W. Blanchett saw an opportunity to service the business boom following WWII. George came from an entrepreneurial family, which is why, at 15 years old, he jumped at the chance to intern for Clyde Hook (of Hook Signs). Here he learned the basics of commercial signs, bulletins and pictorials.

Blanchett celebrates 75 years of providing innovative signage across the province

Blanchett Celebrates 75 Years

Blanchett Team | Edmonton Neon Sign Museum, Edmonton.

Photo by Rebecca Lippiatt.

A Strong Downtown Makes a Strong Region

BY ELAN MACDONALD, VP EXTERNAL RELATIONS, U OF A

There’s a stretch of Edmonton’s Jasper Avenue that’s occupied by a number of innovation-focused entities. Between 99th and 105th Street you will find Health Cities, Edmonton Global, the Edmonton Chamber of Commerce, Amii, Edmonton Unlimited … and now, the University of Alberta’s renewed Enterprise Square building.

I recently took part in marking the renewal of Enterprise Square as a major downtown hub. We were aware of our role as stewards of the historic Hudson’s Bay Company Building, balancing the past and the future, as we renovated it to reignite the space, contribute to a sense of vibrancy and vitality downtown and facilitate stronger community collaboration. The newly renovated space now houses 17 companies with 44,000 square feet of leasable space, the U of A’s Health Innovation Hub program and 500 professionals, nearly doubling its prepandemic occupancy.

With downtown revitalization top of mind, this growing innovation district, and Enterprise Square’s place in it, presents opportunities for strengthening relationships among business, arts and cultural communities in Edmonton like never before.

Puneeta McBryan, executive director of the Edmonton Downtown Business Association, took part in our Enterprise Square event and sees firsthand how intentional collaboration can change our city for the better.

“Right now, something really exciting is happening downtown in the realm of innovation and preparing our city and our economy for the future,” says McBryan. “We have some of the brightest minds in the world right here in Edmonton, and between all of the innovators in the private sector and those at our leading institutions like the University of Alberta, I’m seeing a real recognition that we all go further when we go together.”

She says that choosing to co-locate in the heart of our downtown ensures we’re having those “natural collisions” between projects and organizations – with the added bonus of contributing to downtown vibrancy at the same time.

This is exactly the reason why Dr. Martin Ferguson-Pell, U of A professor, prefers that his work – like improving accessibility in outdoor spaces and enhancing extended reality simulations for learning – happens downtown at Enterprise Square.

“The downtown core is the focal point for business culture in Edmonton, and so it’s the best of both worlds,” he says. “For academic work, we are immersed on campus in an outstanding world-class research-intensive environment; and for business work, we are at the heart of the business and enterprise culture of our city.” This ensures the strongest possible buy-in from both worlds, Ferguson-Pell tells me.

There’s so much more potential – even on just a few blocks of Jasper Avenue – for businesses to intersect with the University of Alberta and each other in accessible and tangible ways. Enterprise Square is a place where researchers, innovators and the business community can engage and connect – and it’s just the beginning.

It’s not hard to imagine future co-working spaces to connect student startups with the resources and mentorship they need, a hub for researchers to find the businesses that will take their research from bench side to bedside, or shared maker-spaces to experiment with new ideas and tech – a downtown core that’s a buzzing hive of innovation.

We know that proximity leads to serendipity in our interactions. So, as we create the spaces and opportunities to facilitate innovation and collaboration – in a meeting room or standing in line for a coffee – we attract the people and expertise that will inject culture, life and vibrancy into our downtown. Each idea, project and collaboration will breathe life into Edmonton’s core, attracting investment and industry, and facilitating economic recovery and growth. A strong, innovative and collaborative downtown makes a strong and resilient region.

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

AN ENDURING LEGACY

MHK INSURANCE CELEBRATES 110 YEARS

By Nerissa McNaughton | Photos by Rebecca Lippiatt

It is rare to find an insurance brokerage today that remains fiercely independent with deep entrepreneurial roots that go back more than a century. MHK Insurance is that brokerage and credits much of its success to collective vision, well-planned successions, synergistic partnerships, strong business acumen and a culture-iseverything mentality.

Jeff Homynyk, owner and president/CEO, knows how far this company has come and always has his sights on where it’s headed.

“Reaching such a major milestone in business doesn’t just happen. It takes the right people with strong internal supports and mentorship, an abundance of focus and passion for the work and pure determination to do what needs to be done in the best interests of our clients. That’s the unique brand of MHK,” says Jeff.

Albertans and their businesses, from startups to successful enterprises, continue to be the utmost priority for Jeff and his team. For generations of clients, MHK has led the way in providing highly advisory insurance services and robust risk management programs for both personal and commercial insurance as well as in-house premium financing. How they provide their five-star services is truly the secret of their success.

“We have such a talented, energized team in place in all areas of the company – customer service, business

development, claims advocacy, insurer marketing, contract surety, data integrity, finance and communications. From skilled and caring leaders who ensure our structures and systems are solid and sophisticated to well-rounded and firmly committed brokers and business professionals who put forth their A-game, I couldn’t be more proud of our people, the full-service offerings we’ve honed and the consistent wins we all achieve together each day,” says Jeff. “It is immensely gratifying to see how far every deliberate, thoughtful step has taken us and how bright the future looks.”

Jeff’s own passion for his company and the intricate work of insurance was ignited by watching, listening to and eventually partnering with his father, Robert (Bob) Homynyk, as he did what he did best over the course of decades. Jeff, along with his older brother, Chris and sister, Jill Repchuk (who today serves as COO for MHK) learned firsthand what it took to lead a company, maintain healthy business partnerships, earn the trust and loyalty of clients and retain staff for the length of their insurance careers.

Today, MHK’s savvy and dedicated insurance professionals and future generation of leaders, which includes Jeff’s son, Steve Homynyk and Jill’s son-in-law, Kevin Miske, are learning every part of the business, honouring MHK’s long and well-reputed history and adopting the same people first mindset that has served MHK well for 110 years.

CONGRATULATIONS

MHK

Your

VERTAFORE.CA

PROUDLY ALBERTAN & INDEPENDENT

When it comes to MHK’s place in the Western Canadian insurance landscape, especially here in Edmonton where it all began and across Alberta, Jeff shares, “What separates MHK from other brokers, agencies and banks is the lengths we go to understand and take care of the personal and commercial insurance requirements of our clients. We like to continuously ‘wow’ our clients, doing what others can’t or won’t do. We meet our clients where they want to be met, whether in person at our office, online or over the phone. We do this as a dynamic, energized, forwardthinking and highly communicative team.”

He continues, “We are truly locally focused and understand the entrepreneurial needs of Albertans. We are one and the same, living and working in the same communities and we handle insurance by first connecting with all our clients in a way that ensures people and businesses feel heard in this fast-paced, no-contact world. We recognize what impacts people and businesses and take a comprehensive yet common-sense approach to address their specific risks.”

Jill also believes strongly in what MHK continues to offer Albertans. “Unlike agents who only sell the products of the company they work for, brokers only represent the clients. We access the entire marketplace to find coverages that clients need and we take the time to learn about their risk appetite and tolerances. We are highly advisory – it is all about clients’ needs. They are the core of our business; they drive the process and the conversation.”

As a 100% independent broker, MHK does not have any quotas to fill or any one brand or insurer to work with and can, therefore, form relationships with many underwriters and insurers, providing vast amounts of choice for their clients. This way, the client receives only the service and product(s) that are in their best interests – without any highpressure sales tactics. That’s the benefit of independence.

Today people can buy insurance in many ways including going online, purchasing over the phone, buying directly from a national brand or bank, plus reaching out to any number of brokers. So, what sets MHK apart? For Jeff, he would say the MHK team is second to none.

“Our people are amongst the best in the business and are our most significant differentiator.”

We

Jill is happy to further point out, “We have built and nurtured deep relationships with insurance companies that are also Western-Canada focused but have national/international reach. Many brokerages have a handful of markets they can approach on behalf of their clients. However, if we were to include our major insurance companies and MGAs (managing general agents), we have more than 50. There really aren’t many insurers we don’t have a relationship with. That gives our clients a lot of options, choices and power.”

Anyone can say they believe in relationships. Anyone can say they put time and effort into nurturing those relationships with clients, staff and business partners. “But the proof is in

MHK Leadership Team: Front row (l to r): Jeff Homynyk, Jill Repchuk; 2nd row: Dora Jones, Vanessa Pierce and Colleen Coombs. 3rd row: Ray Jessop, Jana Lumsden and Alanna Rast. Back row: Michelle Rose, Rob Rogers and Will Summers. (Missing: Jules Giasson and Gord Selman).

the pudding,” says Jeff. “We have a purposeful way of making relationships the core of everything we do. If we start with making sure each of our hand-chosen team members are genuinely cared for and supported, they in turn ensure each client feels prioritized and at ease, knowing they can trust us to be honest, knowledgeable, act in a timely manner and not forget about them. When you know you can speak to the same broker the one that took the time to get to know your business, life, family and interests, how powerful is that? That’s the continuity people value.”

HARNESSING CHANGE

Any business does not survive for 100+ years without being able to embrace change. One of Jeff’s favourite quotes by Charles Darwin is, “It is not the strongest of the species that survives, nor the most intelligent but the one most responsive to change.”

MHK stays ahead of the curve by anticipating how risks evolve right here where its brokers work and live, and robustly embracing the technology and processes that best serve its clients.

During the pandemic, when the paradigm shift that swept over the industry turned MHK’s mostly in-office business to work-from-home scenarios, MHK was well prepared for the new normal. They had already identified and invested in tools and programs to support brokers in their work. Now, with offices open again, a hybrid model that offers flexible remote work for staff while still meeting all the needs of clients has allowed MHK to flourish. Embracing change, always looking ahead and remaining open-minded and nimble means the business is growing and, with that, both serving and employing more Albertans.

Jeff and his team also remain tuned into what is happening amongst all the insurance companies and their appetite for certain risk categories, which risks are becoming more prevalent and how MHK can best respond to the needs of its diverse and active clientele. Whether it’s the impact from cyber security and data breaches for businesses of all sizes as well as people’s personal lives, supply chain disruptions, climate change or natural disasters, online purchasing trends, or ever-changing employment practices and the share and/or gig economy, MHK has always had a knack for seeing the changes coming and working with their clients early on to be better prepared.

“Clients can experience major life changes, financial changes, workplace changes, family changes and more,” Jill adds. Hardships, personal or professional, can’t be avoided. Being highly attuned to and aware of each client’s needs and preferences in light of change can be challenging at times. That’s where having the right MHK team consistently in place is so critical. We strive to be there for everyone and there is nothing more rewarding than getting it right. We constantly hear from our clients that we are getting it right. That’s our definition of success.”

Jill continues, “We stay true to how MHK does business in our priorities, focus, strategies and daily work. We are

always highly aware of what is happening in the industry, with our competitors and with our clients. I’m very proud of our high level of resourcefulness and flexibility. There is nothing we can’t accomplish together.”

Jeff nods, “Reaching 110 years old, with our industry reputation, with our high levels of client and employee retention, didn’t happen by accident. You get here by being focused, being grounded, and staying true to your word.”

It is worth noting that due to the history of the company, MHK has come through not one, but three pandemics (Spanish Flu, H1N1, COVID); saw Edmonton’s industrial development and ongoing expansion; experienced the first vehicles and paved roads; seen buildings rise, fall and rise again; adapted to the digital revolution; witnessed the birth of cell phones and so much more. At every turn, the company adapted – and grew.

COMMUNITY MATTERS

“MHK tells an incredible story of commitment, resilience, passion and just doing what’s right and meaningful,” says Jana Lumsden, CFO for MHK. “Jeff and Jill lead this company with warmth, humility, grace, humour and a strong sense of responsibility – to our team, our clients, our business partners and our community. Even as we’ve grown, they continue to encourage a personal approach that simply draws people to us and a commitment to helping people outside of insurance.”

As part of its pay-it-forward, giving culture, MHK supports many community initiatives that are important to its own team

TD Commercial Bank Edmonton Downtown

*The TD logo and other TD trade-marks are the property of the Toronto-Dominion Bank. M05234

MHK Business Development Team: Front row (l to r): Leasure Forbes, Jay Chyzyk, Krista Wilson, Christine Zielke, Lyndsey Gusnowsky, Kim Heykants, Lisa Nguyen, Suzi Alaber, Jennifer Bagu, Amy Madsen, Mackenzie Brisebois, Steve Homynyk, Ian Oagles and Brittany Buck. Back row (l to r): Jayce Knull, Leor Benjamin, Brad Symic, Harpreet Sadana, Kimberly Miller, Kevin Miske and Brad Gaboury. Missing: Samantha Lamoureux.

and to its clients. This has led to a wide variety of causes being supported through funds, sponsorships and volunteerism.

“We support grassroots causes that don’t necessarily get a lot of attention, or maybe that are unique and require a higher degree of attention,” explains Jana. “For example, one of our colleagues, Alanna Rast, is active with Boys & Girls Clubs Big Brothers Big Sisters (BGCBigs), so MHK got involved too. Through this organization, we then adopted an inner city school. We helped to fill gaps in the school’s support system by providing incoming students with muchneeded supplies like Chromebooks or by filling a food pantry so students can be focused while learning. It’s incredible to see the impact of our efforts and MHK’s generosity.”

MHK is also the major presenter of the Mark Spector Golf Classic and other annual initiatives led by Sports Central, a charitable organization that works hard to promote community involvement for kids across Alberta and the Territories, especially in remote areas. Kids have the opportunity to participate in team sports and other activities. This, of course, makes Shelka Spector, a member of MHK’s front-line team, happy.

It’s only natural that MHK has attracted numerous awards for both its insurance and community work, including local recognition from Edmonton’s Food Bank as well as Santas Anonymous for more than 50 years of food and toy donations. However, Jeff and the entire team don’t count what is in the trophy case. For them, success means staff who find their “forever work home” at MHK, clients who are well served and remain loyal for years and a healthier community surrounding the company. When they are MHK is there those critical moments of crisis or need, MHK is at its happiest and best.

RECOGNIZING THE PAST AND THE FUTURE

“I’d like to say a big thank you to everyone who has believed in MHK – our colleagues, our business partners and our many clients. Thank you to all our long-term, devoted stakeholders who’ve reached 20, 30 and even 50 years with MHK and who’ve adapted and transitioned with us over the years. Thank you to those who value who we are and how we do business,” says Jeff.

“We look forward to continuing to be the broker of choice throughout Western Canada and the Territories where we mirror what our clients represent, how they live and how they do business. We will remain independent while continuing to grow. We will continue to do things collaboratively and with purpose, make strong human connections along the way with a positive, calm perspective on change. We’ll evolve naturally yet deliberately and do what makes sense.”

Jeff and Jill smile as they conclude, “Honestly, it’s been an incredible journey. Here’s to the next 100 years.”