September 2013 $3.50 businessinedmonton.com
BUILDING THE Perfect ENTREPRENEUR Booster Juice founder, Dale Wishewan, talks about record-breaking growth, quitting his day job and a beverage too dangerous to sell.
The Three Components of Corporate Health and Wellness
Oil & Gas The Facts of Fracking
Small Business Week Preview
BOMA NEWS: Official newsletter of ‘Building Owners and Managers Association’ of Edmonton.
Leaders bend but never break.
Even when the direction of the economy seems to change with each gust of wind, leaders stay agile and act quickly. From sudden changes to the venture capital market to dropping commodity prices, we’ve done just that. And we continue to help our clients weather whatever storm comes their way—so they can do what they do best…lead. Because Alberta means the world to us. atb.com/Leaders
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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.
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SEPTEMBER 2013 | VOL. 02 #09
Features
View our elect ronic issue of this mon th’s mag azin e onlin e at www .busi nessi nedm onto n.com
Each and every month
An Edmonton business owner defies the odds and creates a tasty sensation, employees and employers collaborate to stay healthy, the real estate market looks good and we learn the truth about fracking. All this and more in this issue of Business in Edmonton.
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BY JASON BRISBOIS
Cover
Wastewater Entrepreneurism and Innovative Edmonton
BUILDING THE PERFECT ENTREPRENEUR
Regulars ECONOMIC FACTORS
BY MARK KANDBORG
Booster Juice founder, Dale Wishewan, talks about record-breaking growth, quitting his
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day job and a beverage too dangerous to sell
OFF THE TOP
23
Fresh News Across all Sectors
61 E DMONTON ECONOMIC PHOTO: EPIC PHOTOGRAPHY
DEVELOPMENT CORPORATION
Company Profiles 38 MAC DESIGN GROUP BY MARK KANDBORG
Kathaleen Maclean on Design, Comfort Zones and the ‘Blow Your Mind Option’
45 B avaria BMW
Features
BY FAY FLETHCER
Celebrating their 25th Anniversary
12 45
4
September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
REAL ESTATE BY RECHELL MCDONALD
Is There a Housing Situation?
Entrepreneurs. They turn us on. To new ideas, new ways of thinking and new possibilities. That’s why we proudly celebrate their achievements — and you can too. Join us for our electrifying 20th anniversary celebration to meet the Prairies finalists and winners! Thursday, 17 October 2013 Calgary TELUS Convention Centre 120 9 Avenue SE To reserve your seats, go to ey.com/ca/EOYprairies. To learn more, contact Louise Hyland at 403 206 5372 or louise.hyland@ca.ey.com. Learn more at ey.com/ca/EOY. And follow us on Twitter: @EYCanada #EOY20.
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OFF THE TOP
NEWS FROM THE MONTH
Features
PUBLISHER BUSINESS IN EDMONTON INC.
ASSOCIATE PUBLISHER Brent Trimming
brent@businessinedmonton.com
EDITOR Mark Kandborg
continued
An Edmonton business owner defies the odds and creates a tasty sensation, employees and employers collaborate to stay healthy, the real estate market looks good and we learn the truth about fracking. All this and more in this issue of Business in Edmonton.
EDITORIAL COORDINATOR Nerissa McNaughton
COPY EDITORS Nerissa McNaughton Nikki Mullett
OIL & GAS: THE FACTS OF FRACKING BY JOHN HARDY
ART DIRECTOR Jessi Evetts
jessi@businessinedmonton.com
The drilling industry gets proactive
CONTRIBUTING DESIGNERS Cher Compton
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ADMINISTRATION Nancy Bielecki Sarah Schenx info@businessinedmonton.com
REGULAR CONTRIBUTORS Jason Brisbois
THIS ISSUE’S CONTRIBUTORS Mark Kandborg Rechell McDonald Fay Fletcher Ramona Korpan
John Hardy Benjamin Freeland Nerissa McNaughton
PHOTOGRAPHY Cover photo by Epic Photography Inc.
ADVERTISING SALES Evelyn Dehner Bobbi Joan O’Neil Carla Wright Renee Neil
evelyn@businessinedmonton.com bobbi@ businessinedmonton.com carla@businessinedmonton.com renee@businessinedmonton.com
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28 T HE THREE COMPONENTS OF CORPORATE HEALTH AND WELLNESS
| BY NERISSA MCNAUGHTON
Mental health, physical fitness and good nutrition make for healthy, productive employees
34 C OMMERCIAL REAL ESTATE: A FINE BALANCE
| BY BEN FREELAND
After a decade of dramatic ups and downs, Edmonton’s commercial real estate market has entered an unprecedented era of equilibrium of supply and demand. Developers are hoping this balance holds
40 SMALL BUSINESS WEEK PREVIEW
| BY RAMONA KORPAN
A chance to grow and connect
43 COUGAR CREEK GOLF RESORT
| BY FAY FLETCHER
49 BOMA NEWSLETTER Official newsletter of ‘Building Owners and Managers Association’ of Edmonton
58 EDMONTON CHAMBER OF COMMERCE | BY JAMES CUMMING
September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
This is our bottom line We strive to develop resources in ways that deliver economic prosperity, social well-being and a healthy environment. It’s a continuous journey of learning, engaging, improving. And a journey we’re proud to be making. Discover more in the 2013 Report on Sustainability at suncor.com/sustainability
ECONOMIC FACTORS JASON BRISBOIS
WASTEWATER ENTREPRENEURISM AND INNOVATIVE EDMONTON
Turning wastewater and research facilities into business ventures
BY JASON BRISBOIS
T
ucked away on the riverbank in the east side of Edmonton is one the city’s key assets - the Gold Bar Wastewater Treatment Plant and its affiliated Edmonton Waste Management Centre of Excellence (EWMCE) – a wastewater research and training centre. Many Edmontonians may not appreciate that fact, but many civic water engineers and wastewater treatment experts around North America do. The Gold Bar Wastewater Treatment Plant, operated by EPCOR, is one of North America’s most progressive plants. It purifies and treats wastewater to the highest standards, after which the water is returned to the North Saskatchewan River. The water’s purity level is high enough to prevent any harm to the ecosystem. With interest in sustainability growing, EPCOR and Suncor wondered if there was a better use for its treated wastewater. Maybe it could be leveraged into a revenue stream and not simply ‘flushed down the river’? So EPCOR sought opportunities to commercialize the water, which led to an arrangement with Suncor to run a 5.5 kilometre pipeline from Gold Bar to the Suncor Edmonton refinery. Three years later, Gold Bar is piping up to 15 million litres of membranetreated water to Suncor daily for use in the refinery cooling towers and for hydrogen production, a proverbial winwin situation. Suncor no longer needs to take water directly from the river for use in these processes. It also means the quality of the water EPCOR supplies doesn’t fluctuate the way river water does, which means there is less
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The Gold Bar Wastewater Treatment Plant, operated by EPCOR, is one of North America’s most progressive plants. It purifies and treats wastewater to the highest standards, after which the water is returned to the North Saskatchewan River. The water’s purity level is high enough to prevent any harm to the ecosystem. processing to do to the water once it arrives at Suncor’s site. Instead, it comes directly from Gold Bar’s wastewater process – an innovative arrangement and revenue stream. The EWMCE, an Edmonton wastewater research and training centre (co-located with Gold Bar) also benefits from an innovative revenue stream. Water scientists consider the Centre one of North America’s largest and most advanced water treatment laboratories. The centre operates on a fee-for-research service. Scientists from Alberta’s universities and technology schools and their colleagues from institutions outside Alberta pay to use the centre as a large-scale test site for new water treatment techniques. One of the things the centre enables research on is the search for toxic, trace elements in treated water. University of Alberta researchers (among others) have done numerous experiments to identify harmful contaminants in the parts per million or even the parts per billion ranges. For example, the University of Alberta’s Professor, Mike Belosevic, is
September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
leading a study, funded by EPCOR and the National Sciences and Engineering Research Council, which uses goldfish for bio-monitoring the effects of pharmaceuticals in treated wastewater. Professor Belosevic’s techniques enabled the research team to identify the presence of compounds as common as ibuprofen – the painkiller of choice for almost anyone who has ever swung a golf club. Substances such as ibuprofen are highly unlikely to be harmful in such minute concentrations, but the researchers want to study how all the minute-concentration elements might interact. Are they capable of causing harm to ecosystems or humans in such small amounts? If so, new treatment processes can be added to existing ones to ensure the treated water is benign. It is all part of scientific advancement. Most people don’t know it, but some of the most advanced water treatment research in North America happens right here. BIE Jason Brisbois is an economist and the managing director of the University of Alberta’s Water Institute.
OFF THE TOP
NEWS FROM THE MONTH
GOOD READS
AUTHOR LORNE RUBIS RELEASES NEW BOOK
Can our character be developed, or are we born and stuck with it? This is the question author Lorne Rubis aims to answer with his latest book, “The Character Triangle Companion: A 30 Day Kick Start to build an Even Better YOU.” This book, released on Amazon in February 2013, is the follow up to his 2011 eBook, “The Character Triangle.” Rubis was educated at the University of Alberta and entered the workforce as a teacher. He went on to complete his masters of science in industrial and labor relations from the University of Oregon and held a number of leadership positions with American tech companies, including a position as president and CEO of Ryzex. Rubis’ career path and goals contribute to his passion for excellence in leadership and character building. His writings centre on getting the most out of work and life through the three points of The Character Triangle: respect, abundance and accountability. As the chief people officer (CPO) for ATB Financial, Rubis is no stranger as to what makes a great leader. Rubis, an out-of-the-box thinker by nature, elevated ATB Financial’s HR department to people and culture – the two most important elements of the organization responsible for bringing the strategies and vision of ATB alive.
LORNE RUBIS’ BOOK “THE CHARACTER TRIANGLE COMPANION: A 30 DAY KICK START TO BUILD AN EVEN BETTER YOU.”
LORNE RUBIS
Thrilled to be working with ATB Financial, Rubis looks forward to inspiring the ATB associates to achieve their best, in and out of the workplace.
“The Character Triangle Companion” presents readers with an easy-to-follow 30-day challenge. According to Rubis, all great leaders have one thing in common, “they set an intentional path towards continual improvement.” The 30-day challenge presents a process for the reader to set him or herself on this path. Readers will also identify their life’s purpose, find motivation, and exercise core values that are necessary to living life with greater character. Their transformation will allow them to inspire others in similar ways. Teachings from leadership and self-improvement experts, such as Marshall Goldsmith, Stephen Covey, Clayton Christensen, Charles Duhigg, Brené Brown, Jim Collins, Ram Charan and Jim Kouzes, are also included, as is educational advice from highly successful companies, Apple, The Ford Motor Company, Campbell Soup Company, WestJet and more. At just 200 pages, this quick read creates a huge impact. The reader will learn new key elements in “The Character Triangle Companion” and learn to Do It Now, Be Nice and Give More in just 30 days. Inspiration, motivation and a life of fulfilment based on a great character – this companion book may be the one thing you have been looking for to take your life to the next level. Reach your personal best by downloading “The Character Triangle Companion: A 30-Day Kick Start to Build an Even Better YOU” from Amazon.ca. BIE
As the Chief People Officer (CPO) for ATB Financial, Rubis is no stranger as to what makes a great leader. Rubis, an out-of-the-box thinker by nature, elevated ATB Financial’s HR department to People & Culture – the two most important elements of the organization responsible for bringing the strategies and vision of ATB alive.
www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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Profile
Western GMC Buick Makes Car Buying Easy By Nerissa McNaughton
W
estern GMC Buick opened in 1961 and sold heavyduty GMC trucks from its original location on Kingsway Ave. It moved to its current 184th Street and Stony Plain Road location in 1984. General Manager, Doug Airey, got his start in the car business in 1984, right after his graduation from Wilfrid Laurier University, Ontario. “I started working at General Motors of Canada as a District Service Manager, then progressed through a number of jobs of increasing responsibilities,” remembers Airey. “I was also fortunate enough to go back to school for my MBA with the assistance of GM.” Airey’s love of working in the car industry has provided numerous opportunities to give back to the community. He is the Past President of the Edmonton Motor Dealers Association, past director of the Motor Dealers Association of Alberta, and was recently appointed to the board of the Alberta Motor Vehicle Industry Council. When he’s not busy with his industry related duties, Airey can be found hitting the slopes. He also enjoys spending time on the golf course, building his model railroad, and family time with his wife of 24 years and their three children – four if you count their chocolate lab as part of the family. Of course, having such a diverse and balanced life means Airey has what it takes to oversee operations at this popular dealership. Intent on giving customers the best selection of GMCs and Buicks, customers will find up to 400 cars on the lot at any given time. The backbone of Western GMC Buick are the 85 employees that provide outstanding customer service every day; and Airey has the highest praise for each and every one of them. “We are very fortunate to have a number of long-term employees, many exceeding over thirty years. I believe it is a testament to our great employees, including our managers.”
MAKING IT EASY
Three long-term employees include Don and Earl Steffner, brothers who work in the high tech advanced repair area and have been with Western for over 35 years, and Doug McKenzie who is another 35+ year employee working in the Paint & Equipment division. There are over 84 car dealers in the Edmonton area, but Airey knows what factors make Western GMC Buick stand out. “Every day we try to do better than the day before. We have been able to grow Western to the largest GMC and Buick dealer in Alberta. We also have one of the largest service shops and our parts department is one of the largest in western Canada. We set high expectations as a management team. We are patient when looking for the right people to join our team. We take a more consultative approach without the usual high-pressure tactics. We encourage people to visit us, experience how we do business, then shop us. That might seem a bit strange letting customers go out your door without a new vehicle, but we are that confident in our approach that once they go somewhere else, they will return to Western GMC Buick for their vehicle purchase because of our approach, product knowledge, selection and price. That’s our ‘value equation’. So when I say it is the people at Western that makes us different – it’s not just a few easy words to say – it’s the truth.” For Airey, the management team, and the staff of Western GMC Buick, it comes down to one simple saying: “At Western, We’re Making It Easy”. Airey concludes, “Coming to work should be easy for our team and buying a car or having routine maintenance done should be easy for our customers.” At Western GMC Buick, it truly is. Whether or not you are in the market for a new or used vehicle, you have nothing but great things to gain by stopping by this dealership that has been going strong for over 50 years.
18325 Stony Plain Road, Edmonton, AB 1-877-470-0333 www.westerngm.com
DR. ELIZABETH CANNON President, University of Calgary
Calgary boasts 1.2 million square feet of meeting space – room to accommodate the world’s greatest minds.
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REAL ESTATE
IS THERE A HOUSING SITUATION?
IS THERE A HOUSING SITUATION? We take a look at the Blatchford Redevelopment Project and other residential real estate building around the city to discover if the rumours of a housing shortage are true. BY RECHELL MCDONALD
E
dmonton is a booming city. It is the home of pioneering educational institutes, a hub for the oil and gas industry in the north of the province, and it is at the heart of a vast agricultural industry that can be found just beyond the city limits. As a province, Alberta is a strong role model for the rest of the country with its lower taxes, abundance of work and lack of provincial debt. With all these wonderful advantages, it’s not surprising that so many people make the move to Alberta – particularly Edmonton. With its strong job market, vibrant festival culture and welcoming attitude, the city sees more than its fair share of new arrivals, to say nothing of seasonal or migrant workers. So what does the continual influx in the population mean for the housing market? Will the city soon be posting ‘No Vacancy’ signs at the city limits? According to some key players within the city, we’re not at that point yet. Mark Hall, executive director of the Blatchford Redevelopment Project, or the City Centre Airport Project as most know it, explains that “we are definitely not in a housing shortage; builders are more than able to meet and stay ahead of the market needs.” The Blatchford Redevelopment Project has been several years in the making, with its goal being to convert the old City Centre Airport land into an affordable housing initiative. The strong economy in Edmonton is what fuels the housing market; with above-average wages and regular job growth, the city has become a welcoming place for major builders – but this also means that housing prices are just as strong. The Edmonton Real Estate Board noted on July 3, 2013, in a market report that: “The average all-residential price for the Edmonton Census Metropolitan Area (CMA) in June was $359,631. This was up 0.8% from May 2013. The average price of a single family property in June was $412,269, up 2.3% from last June when the price was $402,840. Condominium prices followed a similar path with June prices at $261,854 compared to a year ago at $240,822.” While these numbers bode well for the economic strength of the city overall, they do make it a tough market to get into for those who are either employed outside the major industries in the city, or underemployed. This is where the Blatchford Redevelopment Project seems to be picking up the slack with its ‘affordable housing’ intentions. “To us, affordable housing means below-market average or at the lower-end of the market average. This would apply to both rental and mortgage payments. We expect the area to become a mix of rental and owner-occupied homes,” Says Hall of the vision for the space. He goes on to explain that it is not simply making room for more people, but it is changing the way housing is approached in Edmonton. “Eleven to 12,000 new homes will be built in this area to house
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
SET FOR SUC CESS It’s the little things that add up to a great meeting . From inspiring spaces and healthful menus to thoughtful attention to details, we’ll set you up for clear-thinking productivity.
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REAL ESTATE
IS THERE A HOUSING SITUATION?
“The demand for housing in Edmonton is strong. Booming, in fact, and the job market is very good. The low interest rates and high incomes are very positive for housing. Our current projects will create a total of 1,394 new homes in the city.” ~ David J. Sanche approximately 30,000 people. The project is an initiative to create more homes that use less energy, water and land - it represents a new approach to meeting sustainability targets.” The future of the City Centre Airport land is solidified and promises to bring some nature into a once paved landscape of industry, but Hall admits that there is still a way to go before the end result is reached. “The earliest we anticipate starting construction is 2014, but there is a lot of work to be done prior to building commencing.” With that said, what about the other areas of the city? The Blatchford Redevelopment Project addresses only one specific space in the city and will not be providing tangible housing for some time. David J. Sanche of Westrich Pacific Corp., a major builder within the city, explains that they have many projects on the go because of the city’s growth and economic prowess. “The demand for housing in Edmonton is strong. Booming, in fact, and the job market is very good. The low interest rates and high incomes are very positive for housing. Our current projects will create a total of 1,394 new homes in the city.” Sanche isn’t wrong in his estimations of the market either. It is booming. The city indicates in its building permits reports that in April 2013, the value of residential building permits issued totalled $233.7 million, which represents a 33 per cent increase over April 2012, and appears to be going steady – if Westrich and their projects are any indication. The projects that Westrich currently has on its plate are the Ultima Condominiums, Encore Condominiums, Signature Condominiums and the Windermere Mansions, with the W2 Windermere Waters Condominiums having been completed in 2012. The Ultima Condominiums are now under construction near the new arena district in the heart of the downtown area and the Encore Condominiums are similarly located, although only in the pre-design phase. As Sanche explains, that while the southwest suburbs of Heritage Valley and Windermere are exploding with expansion, the downtown is also being revitalized and some of Westrich’s condominium projects are part of that revitalization. Westrich offers residents who live or want to live downtown a new and modern space to do it in, at a reasonable price point. “Condos are in high demand because of price point. Quality concrete buildings are what people want, but single-family homes are still the leader of all market absorption, and that segment of the market will always be stronger than condos in Edmonton.” However, this does not seem to be much of a hurdle for Westrich Pacific when it comes to downtown Edmon-
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
ton. In an area as dense as this, there is little place for single-family homes and condominiums are much more affordable, relatively speaking, compared to single-family homes. So while the traditional house may be highly sought after, for those living or looking to live downtown, a highrise condo is likely the only option. So do we then arrive at some paradox of housing ideals within the city? On one hand there is the Blatchford Redevelopment Project looking to beautify the city with attainable and eco-conscious housing, and on the other hand there is Westrich Pacific building massive domiciles in the cramped confines of the downtown. Do these two schemes not contradict one another? The truth is, both approaches to providing housing in the city have more in common than one might imagine. Westrich’s building practices utilize concrete structures which result in buildings that last longer and negate the need for lumber. In this way their building philosophy can provide residents privacy and solitude while also being ‘green’ minded. In fact, Sanche says that Westrich could be interested in being part of the Blatchford Project. “We will definitely be interested if the prices are reasonable and the design criteria is good. We would like to build rental apartments as there is only so much depth and demand for condos.” The future of the housing market in Edmonton appears to be one that will remain strong. Not simply because homeowners have the luxury of a strong market, but because key players in the market realize that despite a thriving economy, job growth and a population influx, a strong housing market isn’t always beneficial to the everyday person. The city is recognizing the need for affordable housing and dedicating a prime area of land to making homes – be it rentals or sales – attainable for the part of the population that may not otherwise have access to suitable housing in this market. Major builders, like Westrich Pacific Corp., are playing their part too. Providing condos and apartments in areas that demand it helps to bridge the vast gap between moving from a rental to buying a singlefamily home. The financial hurdle between the two can be staggering, especially in Edmonton, but in many cases condominiums are the solution. Any good city needs to provide affordable housing to every resident. Regardless of income level, there should be affordable rentals or homes for sale. Edmonton is making this a reality for its residents through projects like the Blatchford Redevelopment Project and revitalization efforts that include builders who provide affordable housing options throughout the city. BIE
“Exceeding owners expectations since 1968”
Master Mechanical provides mechanical services to Owners, Developers and General Contractors for the Building Construction Industry. These services include plumbing, heating, HVAC, Fire Protection, Controls, Insulation and Site Services.
Celebrating 45 years!
Head Office - Edmonton 2107 - 87 Avenue Edmonton, AB T6P 1L5 Phone: 780-449-1400 • Fax: 780-449-5022
www.mastermechanical-ltd.com
OIL & GAS
THE FACTS OF FRACKING
THE FACTS OF FRACKING The drilling industry gets proactive BY JOHN HARDY
R
arely does a month go by, lately, that fracking is not in the Edmonton headlines. As an unfortunate fluke, it invariably tends to be negative and controversial. Since there is such a misleading and hopeless standoff between perception and reality, and because the momentum of public perception can be a damaging distraction for any business (especially the oil and gas industry) the drilling business is refreshingly on the offensive with some overdue, factual, informational and proactive image building. “Hydraulic fracturing has been around since the late ’40s. It’s vital to the energy industry but, for many reasons, the facts have gotten confused by Hollywood movies and some misleading articles,” says Dr. Roberto Aguilera, professor and ConocoPhillips-NSERC-AERI chair in the chemical and petroleum engineering department of Alberta’s Schulich School of Engineering. “Frankly, maybe because things were so busy since the energy boom began, but the industry and academia – especially here in Alberta – have a done a lousy job in conveying the real message to the public and all the misinformation has never really been challenged or proven wrong.” Although the industry-slang term “fracking” has caught on with media, politicians, critics and protestors, it specifically refers to how the rock is fractured apart by a high-pressure mixture. Experts also refer to a “frac job” and a “frac unit.” Most of the fairly recent (five to seven years) commotion and controversy has targeted fracking: the process of extracting natural gas from shale rock layers
16
September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
DR. ROBERTO AGUILERA
deep within the earth, making it possible to produce natural gas extraction in shale plays that were once unreachable with conventional technologies. Often misunderstood and simplistically misrepresented by some critics, protest groups and lay media, horizontal drilling (along with some traditional vertical drilling) now allows for the injection of highly pressurized fracking fluids into the shale area, creating new channels ‘in the rock’ so natural gas can be extracted at higher than traditional rates. It’s a long drilling process and drilling teams often drill more than a mile into the earth’s surface. Despite some inaccurate anti-fracking allegations, the well is eventually cased with cement – primarily to ensure groundwater protection – and the shale is then hydraulically fractured with water and other fracking fluids.
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OIL & GAS
THE FACTS OF FRACKING
Recent advancements in drilling technology have led to new man-made hydraulic fractures in shale plays that were once not available for exploration. In fact, three-dimensional imaging actually helps scientists determine the precise locations for drilling. Critics of fracking often claim that the process releases methane into the atmosphere and leaves groundwater supplies vulnerable to harmful chemicals in fracking fluid. After taking the high ground and mostly saying nothing during the past seven or so years of surging fossil-fuel posturing, crusading, accusations and recent anti-fracking protests, the industry is now gung-ho with serious, factual and positive pushback. “The industry is not defensive. It’s taken a while but we’re simply fighting back. We’re explaining,” explains Mark Salkeld, president and CEO of the Petroleum Services Association of Canada (PSAC). “One reason why the anti-fracking movement has gained momentum
is because the services sector has exponentially perfected the technology of multistage hydraulic fracturing in combination with directional drilling in the past 10 years or less.” Early this year, PSAC launched its Working Energy Commitment, a proactive and ambitious program aimed at opening up lines of communication between PSAC’s oil and gas industry members and the public in designated locations across Western Canada. In May, PSAC staged one of the public info sessions in the Drayton Valley area (less than an hour from Edmonton) with members of the community, individual landowners and local government officials, as well as the Pembina Area Synergy group, Warburg Surface Rights group, Drayton Valley Chamber of Commerce, the Town of Drayton Valley and Brazeau County. “We are talking face to face with community members in areas like Drayton Valley, where our industry is active,”
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Edmonton Gala
Thursday, November 14, 2013 The Westin Edmonton Reception & Silent Auction 5:00 p.m. Dinner 7:00 p.m. For more information contact Maureen at (780) 930-1252 or m_mccarthy@ducks.ca
tickets: ducks.ca/edmontonsignature 18
September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
OIL & GAS
THE FACTS OF FRACKING
MARK SALKELD
Salkeld says, openly proud not only of the industry’s efforts, but the encouraging and enthusiastic feedback from the communities. “We are doing briefings and presentations and talking to people about our operations, sharing information about various issues from traffic resulting from increased industry activity, water use, water quality, and monitoring concerns to scientific facts about fracturing fluid and the behaviour of site workers – and we are genuinely asking for and wanting their specific local input. “It is helping us develop a formal hydraulic fracturing code of conduct to define mutual expectations for working with stakeholders, as well as standard practices for sound technical and environmental performance when fracturing a well.” PSAC – the national trade association of the service, supply and manufacturing sectors within the upstream petroleum industry, representing a diverse range of almost 260 member companies, employing more than 80,000 people and contracting almost exclusively to oil and gas exploration and production companies – is already getting positive feedback and responses from residents in local communities, media, industry and academic insiders, as well as the Alberta and local governments. The extensive use of fracking has revolutionized parts of the energy industry and has triggered sometimes confused
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www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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OIL & GAS
THE FACTS OF FRACKING
and confusing double barralled accusations from various protest groups. One loudly heard concern is pinned on the basic fallacy that fracking uses enormous amounts of water, which may impact the environment when it is transported to the fracking site. There are also the allegations that some potentially carcinogenic chemicals used in fracking may escape and contaminate groundwater around the fracking site. The industry, independent global experts and government regulators consistently argue and explain that rare pollution incidents are inevitably the result of specific bad practices and not inherent risks of the fracking process and techniques. Alberta is one of the best regulated systems in the world,” Salkeld says with conviction and professional pride, “and we’re determined to be proactive, explain it to people in our communities, and ask for their input and questions.” “It’s a common shock-value strategy to warn about the water used in frack-
ing poisoning the soil. Our research and various findings from around the world show that the probabilities are very, very small,” Dr. Aguilera says with much professional expertise. “It is highly unlikely that the fractures could reach the groundwater. The fact is that we have superb and sophisticated skills and technology. We know how to properly drill and hydraulic fracture; especially in Alberta, we have tremendously high standards and we are solidly regulated.” The true standoff (again and still) may be public perception versus technological and scientific fact and reality. “Like our Working Energy Commitment info sessions in the various Alberta communities,” Mark Salkeld says to illustrate the conflicting views. “We’re just telling them the factual truth. The other side’s arguments are not based on fact. Ours is. But it’s not easy when we’re up against misinformation and alarming the public with naive concepts like ‘fiery water.’”
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
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OIL & GAS
THE FACTS OF FRACKING
The other concern is a more generalized frustration: the accusation that the effectiveness and sudden popularity of fracking is deviously distracting energy companies (and governments) from the commitment to invest and keep working toward renewable sources of energy, and encouraging an indefinite reliance on the “environmental threat” of fossil fuels. Most researchers and academics tend to be objective when it comes to today’s energy controversies and, despite trendy, random and often well-intentioned arguments, debates and protests, there is professional consensus that while the anti-fossil fuel movement is determined and gets attention, the practical realities of a viable scientific time-frame for switching from fossil fuels is way out of whack. “The 10-15 year range is wishful thinking, but absurd,” Dr. Aguilera shrugs. “We need fracking because we will need fossil fuels for several de-
cades, not only for the time it will take science and industry to develop the required supply of renewables, but we will need fossil fuels just to maintain our standard of living. “Our research team looks at the complete, big picture and the numbers go back to 1850 – to the days when wood and cow dung were the popular energy sources. The evidence is clear. Everything in the energy industry comes in waves and the cycles last for several decades,” he explains. “We project that maybe by 2030 one third of our energy will come from solids, one third from liquids and one third from natural gas. It’s a long-shot guess, but maybe around 2050 or 2060 we may reach the target of close to zero emissions. Not before.” As Dr. Aguilera’s researchers document, the trends, projections and numbers show that (beyond the alarming and simplistic allegations) fracking is just part of the contemporary cycle. BIE
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www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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COVER
BUILDING THE PERFECT ENTREPRENEUR
BUILDING THE Perfect ENTREPRENEUR Booster Juice founder, Dale Wishewan, talks about record-breaking growth, quitting his day job and a beverage too dangerous to sell. BY MARK KANDBORG
www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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COVER
BUILDING THE PERFECT ENTREPRENEUR
I
f I could build the perfect entrepreneur from scratch, there are certain key ingredients that I would absolutely include: an easy-going and upbeat attitude, clarity of vision, a powerful drive to succeed, a competitive spirit, a willingness to make mistakes and, above all, an indomitable spirit. If only I could. But of course, I can’t. And as it turns out, I don’t have to. One of Canada’s quintessential entrepreneurs, one possessing all of these qualities in abundance, is sitting across from me in the form of Booster Juice founder, president and CEO Dale Wishewan. Wishewan comes by his competitive spirit honestly. Raised in the very small town of Waskatenau (pop. 260) an hour outside of Edmonton, the future international juice mogul was extremely active in sports from an early age. He still curls competitively today with some of the world’s best, but it was his proficiency in baseball that would play a pivotal role in his life, eventually landing him a scholarship to Portland State University. Playing college ball allowed him to travel extensively through the U.S., but staying in top condition while on the road was a challenge. “I’ve been into high-performance nutrition all my life,” Wishewan explains. “I had a rigid workout schedule and I drank a lot of protein shakes.” The problem was that there were very few quick and easy nutrition choices available for a health conscious guy like Wishewan. Just try using a blender on a bus. But that was beginning to change. It was the mid-’90s, and juice bars were just starting to pop up here and there in some of the warmer states such as Texas and California. This, although he may not have known it at the time, was exactly what Wishewan had been looking for. One thing is certain, though. He knew a good idea when he saw it. He knew there was nothing like it in Canada, so he bounced the idea off friends and relatives back home. “Not one of them believed it could work here,” he says. “In California and Texas it’s warm all year round, but in Edmonton? Everyone thought that people would only buy juices in the summer. They all had my best interest at heart, but they just couldn’t see it.” Wishewan’s never been the kind of guy to slump his shoulders and walk away when it looks like something can’t be done. He’s the kind of guy who’ll take some time, look at the options, and figure out how it can. “People always say I have a kind of ‘can do’ attitude, and I guess it’s true,” he says. “I have this tendency to look through the windshield, not at the rear-view mirror.” Through that windshield, he saw a business model that would work. “I just had to Canadianize it. I knew that if I used the best ingredients and provided real value, that would resonate with customers here.” As simple as that? As it turned out, yes; but knowing what’s needed and executing it, especially if you have absolutely no experience in either food service or retail, are two different things. Unless, of course, you’re Dale Wishewan.
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
What Wishewan achieved in the last few months of the 20th century and in the first two years of this one, is nothing less than astounding. It also made Canadian franchise history. In August of 1999, Wishewan made the decision to put his Booster Juice dream in motion. On November 13th, he threw open the doors of his first store. What that means is that in a mere four months he single-handedly developed the recipes, found the location, designed the look, did the hiring, and bought the equipment. Pretty impressive, but a lot more so when you realize that he did it all while continuing to work at his day job full time. “I put in a lot of hours,” he says, “mostly evenings and weekends.” When asked how he managed to build a fairly complicated, not to say innovative, business from what he likes to call a ‘full stop’ in such a short time, he puts it down to three things: “Drive, efficiency and working smart.” That first store was just a few blocks from where we sit today, and while the location had some things going for it (on a major artery with good exposure from the road), there were some aspects that in hindsight, Wishewan admits could have been better. “It was next to a paint store. Not a lot of foot traffic,” he says. Perhaps, but maybe selling and buying paint supplies really works up a person’s thirst. Or, more likely, Wishewan’s focus and ‘can do’ attitude paid off. Either way, despite those gloomy predictions
OiLfieLD ServiceS cOMPaNieS MuST cONTiNuaLLY aDaPT TO grOw PrOfiTS internal focus helps companies weather industry changes
The oilfield service business landscape is vastly different than it was even five or ten years ago and continues to evolve at a rapid pace. While 75 percent of the wells drilled in 2008 were vertical for gas, today 75 percent of all wells drilled are horizontal, and most are for oil. The number of horizontal wells licensed per year is growing, up from a total of 50 in 2003 to 2,415 in just the first quarter of 2013. This shift from gas to oil means the equipment and services employed have changed significantly. Over the past three fiscal years, three big contractors spent $3.3 billion in CAPEX, most of it on building or retrofitting rigs. Meanwhile, their combined rig fleet shrunk by 67. For oilfield services (OFS) businesses, quickly adapting to this changing landscape is critical. Staying competitive requires going back to the fundamentals. “We’ve seen how the switch to oil and horizontal drilling has caused demand for some equipment and services to explode, while others have almost collapsed. With these dynamic market conditions, OFS companies need to focus on finance fundamentals to make their operations more efficient to remain competitive, or in some cases, afloat,” says David Yager, National Leader of MNP’s Oilfield Services practice. When you consider that growth in the construction of new oilsands projects will not continue at the rapid pace that allowed the OFS sector to enjoy phenomenal rates of expansion, OFS companies need to recognize they can no
longer rely on top line growth generated by high demand to grow revenue and profits. Rather than depending on the marketplace as a source of profit growth, OFS companies will have to look at improving operations internally. If they don’t, they risk financial difficulties that will compound their challenges and might ultimately ruin their businesses. MNP’s Oilfield Services team has the financial management tools to help make the most of whatever business comes in the door. “Finding cost efficiencies in your own operations is essential,” says Yager. “MNP’s Oilfield Services specialists know where to find opportunities to improve financial performance through key activities like job costing and margins, field ticket flow, collections, cash management and inventory control. Good financial management is always a sound investment. In this market it is imperative.” OFS companies are used to adjusting their products, equipment and services just to stay in the game. Today, that’s no longer enough. Taking the steps to improve financial management before the company is in trouble is a necessary component of remaining competitive in a rapidly evolving industry. To find out more about how MNP’s Oilfield Services team can benefit you, contact David Yager, Oilfield Services National Leader, at 403.648.4188 or david.yager@mnp.ca
COVER
BUILDING THE PERFECT ENTREPRENEUR
by naysayers, customers walked into the store, and walked out with juice. A lot of them. In November. Enough people walked in that first month, in fact, that Wishewan was moved to make yet another ‘through the windshield’ decision. December 31, 1999, was his last day selling industrial pressure vessels for somebody else’s company. From New Year’s Day onward, he was only going to be working for himself. While I can accept that he was somehow able to put together a working business, zero to hero, in four months, there is one aspect of the remarkable process that I feel needs a little clarification. How did Wishewan manage to come up with all those drink recipes? And how did he know they would sell? “I pretty much wore out my neighbours and friends,” he says. “I used them as guinea pigs. I knew I could trust them to be honest about what was good and what wasn’t. They helped me to come up with the names, too. They drank a lot of juice, let me tell you.” When asked if there were any real stinkers in the lab, he answers, “Actually, no. Just the opposite, in fact. There was one smoothie in particular that everybody loved. We called it the PB Squared. Basically, it was liquefied bananas and peanut butter. Delicious. But I realized that it was just too dangerous to sell.” Addictive? “Allergies. I knew that as we grew larger, no matter how careful the staff was, there was going to be a risk of cross-contamination. So we shelved it.” As tragic as that shelving may have been – at least for me, a peanut butter and banana fanatic – Wishewan’s ex-
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
pectations of company growth turned out to be accurate, although I doubt even he could foresee the unprecedented rate of that growth which was literally, unprecedented. Five months after relentlessly testing drinks on his neighbours, opening his first store and quitting his day job, Wishewan handed over the keys to the first Booster Juice franchise location. That’s fast. Still winter, by the way. Within a year of opening next to that paint store, there were 15 Booster Juice locations across Alberta, in B.C. and Saskatchewan. That’s very fast. Another year later, there were 50. That’s unbelievable. To this day, it’s an unchallenged Canadian franchise record. Too cold for juice, indeed. As blistering as his company’s growth was right out of the gate, Wishewan admits that it came about at least in part because he didn’t know any better. “To get that big that fast was unconventional,” he says, with a smile that suggests he’s a little surprised himself, looking back. “But I felt it was vital. If I didn’t expand the way I did, someone with deep pockets and a retail background could move ahead of me.” Competitive spirit: Check. Wishewan knew that his idea was a good one, the time was right and he had traction. He had the lead, and he intended to hold on to it. Media requests were put off. “I didn’t want others to know how well we were doing,” he says. “Not yet.” Even so, pretenders to the throne were all around. “From the outside, I’m sure it seemed easy. A lot of people thought, ‘There’s not much to this. It’s just juice.’”
COVER
BUILDING THE PERFECT ENTREPRENEUR
Five months after relentlessly testing drinks on his neighbours, opening his first store and quitting his day job, Wishewan handed over the keys to the first Booster Juice franchise location. That’s fast. Still winter, by the way. Now with a level of comfort that the Booster Juice brand is “well off the ground,” Wishewan’s more at ease discussing what he believes makes the whole enterprise so successful. How successful, by the way? The company has more stores in Canada than all of his competitors combined, making it far and away the largest of its kind here, with stores dotting the map right across the country, from Vancouver Island to Newfoundland. All told, Wishewan has 300 outlets in six countries, with many more to come. Despite his success early on, at this stage of the game he’s interested in steady, calculated growth. “We could easily be at 500 if it was just about the numbers,” he says. “But it would be a bad decision to do that. It’s important to be very hands on. I treat each franchise as if it was my own money. The business model has to work for each franchisee, which means insuring a good rate of return for each store. I know it’s working, because we have a number of multi-franchise owners. That wouldn’t be the case if they weren’t happy.” So, does Wishewan have any concerns about the juice giant south of the border? “Jamba Juice is the largest, but they’re mostly in the U.S. They’ve tried to make a go of it in Toronto, but they’ve shut down almost as many stores there as they’ve opened,” he says, adding, “When I mentioned that at a talk recently, a cheer went up from the crowd.” I believe that’s his way of saying: not overly concerned, no. While there are, of course, many keys to the Booster Juice success story, foremost for Wishewan is product quality. “Marketing is only so good, and it means nothing if people don’t come back.” He’s also a
tireless champion of customer service. “Engage the customer. Always make sure they’re more than a number,” he says. “We developed our own techniques early on. Back in 1999, we were asking for customer’s names. It caught them off guard at first. What do you want to know my name for? It was that unusual. Now Starbucks does it. It helps to personalize the experience. It’s also important when you’re busy and you want to get everyone’s orders right.” Now that you’ve gotten to know Dale Wishewan a little better, it should come as no surprise that he’s optimistic about the future of his company. “I see 450 to 500 stores in Canada. Great coverage, but without saturation. Internationally, we want to be very specific about which markets we move into.” But make no mistake, move into them he will. As humble and down to earth as this small-town boy with the big, successful business may be, Wishewan is clearly proud of what he’s accomplished, despite others’ expectations to the contrary. “Booster Juice has become a bit of a Canadian icon, I think. We’re no Tim Hortons, of course, but even two year olds have brand awareness. Our cups are iconic. When you see someone across the mall with a Booster Juice cup in their hand, you immediately know what it is.” And with that, my time with the juice mogul from Waskatenau has come to an end. Almost. Wishewan just wouldn’t feel right if I were to walk away without one of his iconic cups full of tasty, nutritious goodness in my hand, so he offers to buy me one. It may seem strange, but I have to admit to feeling a certain amount of pressure deciding what to order with
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Ph: 780.446.0886 • Fax: 780.414.6531 Email: gpdist1@shaw.ca the man himself standing beside me. My dilemma is in no way lessened by the fact that I’m not wearing my glasses and the great board of choices appears before me as nothing more than a great blur of incomprehensibility. Thinking quickly, I do what any self-respecting journalist in a similar situation would do. I ask the creator of Booster Juice what his personal favourite is. As he orders and the friendly juice booster rings us up, I jokingly suggest that the man who created the whole thing on weekends in his garage better be getting a discount. His response surprises me. “I don’t,” he says. “There’s no discount on the royalties, so why shouldn’t I pay full price?” Makes sense, I think, as I accept my chilly beverage from a somewhat star-struck cashier. “Sometimes the franchisees get uncomfortable about charging me. They don’t want me to pay, but this is their business.” We shake hands, go our separate ways, and I take a sip. High Impact Açai. Of course. BIE
www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
27
CORPORATE FITNESS & HEALTH
THE THREE COMPONENTS OF CORPORATE HEALTH AND WELLNESS
THE THREE COMPONENTS OF CORPORATE HEALTH AND WELLNESS BY NERISSA MCNAUGHTON
M
ental health, physical fitness and good nutrition make for healthy, productive employees. Any good company will freely admit it is their employees who keep them going. The ability of a very diverse group of people working for the common good of the company is a major factor of what stands between success and failure. However, Statistics Canada is reporting an alarming trend. “In the first half of the 2000s, both the incidence and the number of days lost for personal reasons (illness or disability, and personal or family responsibilities) trended upwards,” Statistics Canada reports. Although the trend levelled in the latter 2000s, as of 2011, the incidences of lost workdays outnumbered absences at the turn of the century. What’s going on? Ione Challborn, executive director of Canadian Mental Health Association - Edmonton Region (CMHA-ER), knows that “when people are not healthy, they are not as productive, and that productivity affects the workplace.” Challborn has been the executive director of CMHAER for six years and works hard to uphold their mission of having mentally healthy people in a caring community. She describes some of the corporate programs CMHA offers as “mental first aid” and notes that providing education about mental wellness is vitally important for every workplace. “Employers have long known about accommodation for employees with visual or auditory impairments, or how to handle a situation where an employee is coming back to work after a heart attack. Now employers are becoming more aware of how to accommodate mental illness.” Mental illness can be a difficult topic for people to under-
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
IONE CHALLBORN, CHMA-ER
stand, thanks to outdated stigmas. The truth is, mental illness can take many different forms and covers everything from anxiety and depression to eating disorders and psychosis. “One in five people will experience a mental health issue,” Challborn continues. “We spend a lot of time in the workplace. When one person is affected, so are the other four. Therefore, awareness is necessary. We want to ensure employees have all the tools at their disposal to be the healthiest they can be.” Look around your workplace. Chances are, one or more of the people you work with suffer or have been affected by mental illness – and the toll on the workplace is devastating.
CORPORATE FITNESS & HEALTH
THE THREE COMPONENTS OF CORPORATE HEALTH AND WELLNESS
“Depression outranks cancer and heart disease combined among illness in the workplace, causing $50 billion in overall costs to Canadian businesses,” Challborn informs. Fifty billion. That is a very sobering statistic, but the situation is not without hope. “There is no ‘cure,’” Challborn points out, “but people experience recovery with the proper support.” This support system is badly needed in the workplace and that is why CMHA works tirelessly through their corporate wellness programs to educate and inform the working public with programs that cover everything from stress management to how to support a co-worker facing a mental challenge. While often approached by wellness committees or employers seeking information and support, Challborn knows there are several things employees can do to protect their mental health. “Make it a priority,” she cautions. “Take the time to note what is having a negative impact on your heath and address those issues. For each person, this will look quite different.” Challborn uses herself as an example. As an executive director, she has very busy days, but every day she takes a break to eat her lunch away from her desk and with her colleagues. “I sit with my team and we talk and laugh. We don’t talk about work and I have good food to eat. I walk to work and I make sure I have beautiful things in my office. Take the time to protect the things that protect your mental health.” Employers can create an atmosphere conducive to good mental health by getting rid of the competitive mentality that sees employees rushing through lunch at their desk while trying to catch up on work, taking work home or staying late. While giving the smokescreen of productivity, these behaviours have a very negative effect on employee’s mental health, which in turn drives down overall productivity. Mental health, however, is just one of the key components of overall health. Just as important is physical health. Tamara Anastasova is a professional fitness specialist and manager at Westmount Fitness Club and she has an absolute passion for physical fitness. “I was only 18 when I started teaching and training clients for healthier and more fulfilled lives,” says Anastasova. That fulfilled life, however, is hampered by what Anastasova calls a ‘rushed lifestyle.’ “Work performance expectations have grown over the years,” the fitness trainer points out. “A worker’s healthy life depends on daily physical activity and wellness. The employers are the core motivators of any company. Healthy and happy employees equals healthy company!” Employers and employees can stay happy and healthy with Westmount’s wellness assessments that help identify risk factors and recommend lifestyle changes. These assessments and intensive lifestyle programs that incorporate exercise, nutrition and stress management can be cost shared between the employer and employee. In addition
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
LALITHA TAYLOR, BSC, RD
to her duties at the Westmount Fitness Club, Anastasova holds private fitness classes for employees, using spaces as small as a boardroom to deliver high-impact workouts over the lunch hour. Anastasova sees the link between physical fitness and mental wellness. “Exercise increases concentrations of norepinephrine, a chemical that can moderate the brain’s response to stress. Through movement we release endorphins, which create feelings of happiness and euphoria, and that helps with depression.” Mental wellness and physical fitness are two factors that contribute to corporate wellness. The third is nutrition, and that’s where Lalitha Taylor, a registered dietitian with the Edmonton Southside Primary Care Network, comes in. Echoing the ‘rushed lifestyle’ syndrome Anastasova sees in her clients, Taylor feels employees are increasingly looking for the most convenient food option – and that seldom means the healthiest one. “Our environment has changed and we are people that like to get things done quickly,” she notes. “We are turning more to convenience foods and eating out.” Taylor went on to say that eating out or buying fast food used to be special or a treat. Now it’s part of her patient’s regular schedules. And even worse? People are skipping meals altogether. “All this can wreak havoc on your blood sugars,” Taylor cautions. “When you skip meals or are not getting the right balance of nutrients, it can affect your neurotransmitters, such as serotonin. [Low serotonin levels are strongly linked to depression]. When you are not supplying yourself with energy, your blood sugars can also become low. This can make you irritable and affect your mood, in addition to exacerbating any mental health condition, such as depression.”
Executive health programs top list of benefits for star performers
E
xecutive healthcare is fast becoming an important part of the benefits that companies provide to their top talent. For well over 20 years, organizations have recognized that protecting their leaders and star performers offers a substantial long-term return on investment. An executive health assessment typically provides a head-to-toe examination as well as a battery of advanced tests that range from important biomarkers to observing the heart under the stress of exercise. Most companies offering executive health services follow the same basic evidence-based prevention guidelines, but the overall landscape is changing fast. First, companies have begun to realize that the early detection of disease is only a small part of prevention. The real goal of prevention is to help the executive build resilience to fend off disease or disorders. Early detection of cancer or cardiovascular disease is
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good, but never detecting anything is better. As a result, many companies are upping their game by enrolling their leaders in comprehensive programs of health and prevention. These programs offer a multidisciplinary team approach to prevention, but also give the executive advanced medical care when they need it. “Organizations now recognize that it is worth a little extra investment to help their executives overcome lifestyle challenges that are increasing their health risks, and provide fast, expert care when a medical problem surfaces�, says Don Copeman, the founder and chairman of Copeman Healthcare Centres in Vancouver, Calgary and Edmonton. According to Copeman, many companies now offer the same services to the spouse and family of the employee, which is highly valued as a benefit. The cost of such comprehensive services range from about $2,000 to $5,000 per year.
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Established in 2005, Copeman Healthcare serves the healthcare needs of thousands of discerning individuals and their organizations from clinics in Vancouver, Calgary and Edmonton. Through trusted healthcare partners they are able to service most areas of the country. The organization is growing fast, in step with the demand for better returns on executive health investments through more comprehensive programs.
CORPORATE FITNESS & HEALTH
THE THREE COMPONENTS OF CORPORATE HEALTH AND WELLNESS
“Have presentations to educate your employees. Limit vending machines but have fruit bowls and water coolers. Have a gym. Form a walking club. Provide healthier options at lunch meetings. Create health challenges that are fun and competitive.” ~ Lalitha Taylor, registered dietitian with the Edmonton Southside Primary Care Network
Taylor has good advice for employers interested in corporate wellness. “Have presentations to educate your employees. Limit vending machines but have fruit bowls and water coolers. Have a gym. Form a walking club. Provide healthier options at lunch meetings. Create health challenges that are fun and competitive.”
While employers can do plenty to foster a healthier atmosphere, Taylor knows the responsibility also rests with the employees. “The biggest thing the employee can do to be proactive is to eat regularly,” she points out. “Within those meals and snacks have lean protein and a complex carbohydrate that will
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
keep your engine purring. Eating every four hours does not mean sitting down to a huge meal. You never want to overwhelm your body with too much at once. Think of an apple and a piece of cheese for a snack or a handful of almonds.” She also says carbs do not have to be breads. Complex carbs include things like beans and quinoa. There are many options. Taylor also encourages filling up on vegetables at snack time as a great way to fit in more vitamins and minerals without adding unnecessary calories or sugars. “When you are feeding your body consistently with the right foods, your energy levels will most likely increase,” Taylor concludes. “This can help create a healthier, more productive employee. Couple that with exercise and you have a recipe for enhanced mood, stronger immunity and overall better employee wellness!” Corporate wellness is achieved through good mental health, physical fitness and nutrition. Fortunately there are programs in all three of these areas that both employers and employees can take advantage of. The responsibility lies with both the employer, to create access to the tools employees need for optimal health while at work, and the employee, to take charge of their overall health. With the programs, education and choices available, the trend of employee absenteeism should trend downwards – soon. BIE
Make it Golden!
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COMMERCIAL REAL ESTATE A FINE BALANCE
A FINE BALANCE
After a decade of dramatic ups and downs, Edmonton’s commercial real estate market has entered an unprecedented era of equilibrium of supply and demand. Developers are hoping this balance holds. BY BEN FREELAND
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
COMMERCIAL REAL ESTATE A FINE BALANCE
B
oom-and-bust economics have defined Alberta’s business climate for as long as the province has existed. Alberta’s economic and political leaders routinely speak of boom-and-bust cycles in the same fatalistic tone that Japanese property developers reserve for earthquakes, viewing them as an inevitable reality of life in this oil and gas-driven economy. Nevertheless, some signs point to a future less defined by dramatic ups and downs. After a brief period of fiscal unease earlier this year, most economic indicators remain generally positive, with the province expected to lead the country in growth in 2014. Furthermore, the petroleum sector’s overall share of the Alberta economy continues to decrease as the province continues to diversify, a fact that bodes well for less drastic ups and downs in the future. Anyone looking for evidence of economic health in Alberta need look no further than the Capital Region’s commercial real estate market. On June 3 of this year, the Edmonton Journal reported that Edmonton’s office real estate market had reached a state of perfect equilibrium of supply and demand with an 8.7 per cent vacancy rate, with downtown at 7.2 per cent and the suburbs at 11.3 per cent. The same article also reported that several of the city’s leading companies, most
On June 3 of this year, the Edmonton Journal reported that Edmonton’s office real estate market had reached a state of perfect equilibrium of supply and demand with an 8.7 per cent vacancy rate, with downtown at 7.2 per cent and the suburbs at 11.3 per cent.
TOM KOEP
notably Stantec and Canadian Western Bank, are looking to grow their holdings in their hometown (with talk of a new office tower for Stantec) – music to commercial developers’ ears. This coupled with closure on longstanding question marks, such as the new Oilers arena and the City Centre Airport, mean that Edmonton’s commercial real estate mandarins have plenty to smile about.
CORY WOSNACK
Prime Highway Commercial Land For Sale 2 properties close to the Camrose Resort Casino Permitted land use includes: Retail, Hotels, Motels, Fast Food Restaurants, Auto Sales/Service, Convenience Stores and more… For more information, contact Ray Telford, Economic Development Officer, at (780) 678-3025 or by email at rtelford@camrose.ca www.camrose.ca
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www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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COMMERCIAL REAL ESTATE A FINE BALANCE
The other big game-changer in Edmonton’s commercial real estate scene in recent years, in Wosnack’s view, is a much greater premium placed on good design, as manifested in buildings like the EPCOR Tower, the Art Gallery of Alberta and EIA’s Central Tower, a fact which he credits in raising the overall brand equity of the city and attracting increased overseas investment.
“The commercial real estate market in Edmonton is really in a sweet spot right now,” says Cory Wosnack, a principal with the real estate services firm Avison Young and a 19-year veteran of Edmonton’s commercial real estate scene. “What we’re seeing right now is modest improvement, forward progress with lots of upside opportunities for landlords, but at the same time slowly decreasing rental rates with lots of good options for tenants. We’re certainly not seeing the same degree of growth we experienced back in 2006-08, but this is probably for the best because rising rent and low vacancy levels made it unsustainable.” Wosnack adds that the raft of major projects in the pipeline for Edmonton’s downtown bode well for his sector. “We’re seeing unprecedented excitement about our downtown, and the new arena and expansion of post-secondary campuses are going to be huge drivers for commercial real estate in the city centre.” While the overall health of Alberta’s petroleum-fuelled economy has, without doubt, been instrumental in lifting Edmonton’s real estate market out of its post-2008 funk, Wosnack contends that there’s more than macroeconomics behind the city’s new-found commercial real estate
health. “We’re seeing a very different mindset among developers in the city, with much more long-term planning than we used to see,” he asserts. “Stantec just released an RFP for a new 270,000-square-foot head office to be built in 2018. This kind of long-term thinking is a clear sign of a healthy market, because you can only build a new highrise if rents are high enough to justify the cost, but not so high as to drive away tenants.” Wosnack further adds that the recent construction ‘pause’ that the city has seen is little more than a recession-era echo. “Don’t forget it takes two to three years to build a tower,” he remarks. “These conversations happen years ahead.” The other big game-changer in Edmonton’s commercial real estate scene in recent years, in Wosnack’s view, is a much greater premium placed on good design, as manifested in buildings like the EPCOR Tower, the Art Gallery of Alberta and EIA’s Central Tower, a fact which he credits in raising the overall brand equity of the city and attracting increased overseas investment. “Ten years ago there was no conversation around design quality,” he says. “Simple, functional, affordable – that was all people talked about. But today there’s a much greater appetite for design and quality product, and tenants are prepared to pay for it.” Wosnack
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
COMMERCIAL REAL ESTATE A FINE BALANCE
argues that Edmonton’s new-found flair for urban design is beginning to pay dividends with foreign investors, particularly from Germany, taking an interest in the city. “There’s a new generation of influencers who are shaping the city, and it’s very exciting to see.” As buoyant as Edmonton’s commercial real estate sector is, some industry leaders contend that opportunities are being overlooked. Tom Koep, economic development and tourism manager for Parkland County and a leading spokesman for the Acheson Industrial Area, argues that while the Edmonton market has indeed been impressive, the city is lagging behind many cities in terms of peripheral commercial development. “Calgary has CrossIron Mills outside city limits, just like Red Deer has Gasoline Alley, but you’re not seeing the same type of activity on Edmonton’s periphery,” says Koep. “I don’t really know why this is being overlooked.” Koep contends that Edmonton is very well set up for such developments, with great traffic exposure and excellent utilities capacity. “CrossIron Mills had enormous problems at the outset with water access,” he notes. “We really don’t have this sort of problem here.” The Acheson Industrial Area, the city’s largest at 10,600 acres, is beginning to see such development take place, Koep explains. “We’ve got a couple of hotels proposed, as well as restaurants. At this point we’re just waiting on the financing.” Still, he argues that the city’s developers are missing an enormous opportunity in neglecting neighbouring munic-
ipalities. “There are tremendous opportunities in regions like ours,” he says. “Outside city limits, building restrictions tend to be more lenient, while land costs and taxes are lower. We’ve seen Gasoline Alley grow from nothing a decade ago. That could just as easily happen here.” Koep adds that access to labour, and in particular workers’ access to public transit, remains a barrier to peripheral development. “We need a regional transit plan,” he asserts. “So far we’ve seen a Scotch Tape approach with St. Albert, Strathcona County, Leduc and Spruce Grove all developing their own systems. There are real transportation issues that need to be addressed. It costs three quarters of a billion dollars to build an overpass. That would pay for a hell of a lot of buses.” While unexplored opportunities and unaddressed barriers to commercial development remain in the Edmonton region, there appears to be no shortage of energy and creativity among the city’s developers. Moreover, with a province on solid economic footing for the foreseeable future, developers appear to be more confident than ever in planning for the long haul. “There’s not much that keeps me awake at night these days,” says Wosnack. “If we started to hear conversations about stopping the arena project or halting downtown development or LRT expansion, that would be very disappointing; but fortunately, we’re not hearing this. We have a business-friendly environment with transactions being easier than ever before, and I’m very optimistic about where we’re going.” BIE
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www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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Kathaleen Maclean on Design, Comfort
773 Alder Avenue Sherwood Park, AB T8A 1V1 780-974-4016 • kmaclean@macdesigngroup.ca www.macdesigngroup.ca
By Mark Kandborg
I
f you work in an office, bank or restaurant, chances are you haven’t given much thought to your surroundings – but someone has. That floor plan, the front desk, even the way the morning sunlight plays across the wall behind you, or the number of steps it takes to reach the water cooler all existed in the mind of a designer long before the first employee, client or customer walked through the front doors. While it may be that the final result has never pierced your workaday consciousness, if you are lucky enough to be spending your time in a space designed by Kathaleen Maclean and MAC Design Group, it’s extremely likely that it has. A Maclean-designed space is much like the woman herself – impressive without being showy, impeccably put together and exuding a certain je ne sais quoi that immediately puts you at ease. Her passion for her profession is palpable, as is the clarity of her vision. Her standards are second to none. “When it’s done and you walk in, I want you to say ‘wow.’ It couldn’t possibly have been any better. There couldn’t have been one more thing.” Maclean has been a design technologist for nearly 15 years, and if the ‘technologist’ element seems out of place, it shouldn’t. “What I do is very technically based,” she explains. “Maybe 10 per cent is making things pretty. The rest is making it work. It has to be highly functional and safe. Codes have to be followed and you have to think five years ahead.” For Maclean, a space is something you can grow into, not out of. Which isn’t to say that Maclean doesn’t bring a singular sense of art and style to her designs. One look at any of her work will
Zones and the ‘Blow Your Mind Option’
immediately tell you that. “I’ve been artistic all my life,” she says. “I love to paint, and picking finishes, colours, floors, all the little details - that’s the fun part.” The real work is in what she calls “the assemblies”: the walls, the doors. A whole lot besides that make a space efficient and workable. “I’m not designing for me,” she says, “I’m designing for the client and for their clients. If it’s a law firm, the partners need to be happy, but the 20 other lawyers in the office should be too.” It’s not just a matter of keeping up with the Joneses. Or the Jones, Smith and Tannenbaums, in this case. The overall impression has to be taken into account. “You don’t necessarily want your clients to walk in and say, ‘So this is what my fees are paying for’.” The MAC Design Group approach to each job, however unique, is the same. “I never look at one of my clients as a number or a project. I get to know them personally. Everything they tell me matters, so you have to be a good listener.” Nonetheless, Maclean has no misconceptions about who the expert is, or why she was hired. “I’ve been doing this for years, and there isn’t a project that hasn’t taught me something. I’ve learned what makes it work.” Although, she admits, sometimes it takes some pushing and pulling to get her client to see it. “People get locked into an idea very quickly,” Maclean says. “But once you gain an element of trust, you can pull them outside of their comfort zone, and that’s necessary to get the best space.” To take them from where they might think they want to be to where they realize they really want to be, Maclean gets her clients to make a ‘needs’ list and a ‘wants’ list. “Tell me both. I’ll go away and come back with three options.” One of those options will be utilitarian, she says. “The second will be a little different, and the third will be one you hadn’t ever thought of. I call it a ‘blow your mind’ option.”
While we’ve covered the technical, artistic and interpersonal skills that make Maclean and MAC Design Group a force to be reckoned with, there’s one ability that has yet to be discussed, and it may be the most powerful of them all. It is, simply, the ability to get things done. She is not just a designer, she’s a project manager, developing AutoCAD drawings, coordinating with contractors, keeping things on schedule, dealing with the paperwork, inspections, and regulations. She also makes sure the proper government authorities get the drawings and issue the necessary permits, putting together the whole package. “It’s not just imagining a pretty space. It’s work. If I have to get into it with a snarky carpet layer, I will,” she says. “Or more likely, we’ll sit down for lunch and work out the issue.” Then there are the ever present client-imposed deadlines. “If it’s 12 weeks, I have to make that happen,” she says. “You work backwards. If it takes eight weeks to build, that gives you two weeks to design, a week of approvals and a week of flex.” As she said, a design technologist. The perfect pairing of art and science. As the saying goes, if it was easy, everyone would do it. Maclean spent some years teaching design, and although she loved the interaction with her students, watching them develop and tap into their creative energy, she found that many of them were less than enthusiastic about the amount of hands-on work that would be required of them when they entered the workplace. “It was frustrating at times,” she admits. “The last thing I wanted was to send them out there to fail.” But Maclean and MAC Design Group are thriving and neither she, nor her clients, could be happier. “I never want to do anything else,” she says. “I’m completely and utterly devoted to this. I can’t imagine anything else that would make me want to jump out of bed every morning and work every day for as many hours as I do.” macdesigngroup.ca
SMALL BUSINESS WEEK PREVIEW A CHANCE TO GROW AND CONNECT
If you are a small business owner in Edmonton, or thinking about opening a small business in Edmonton, mark your calendar for the week of October 20 – 26 for the 2013 edition of Edmonton’s Small Business Week.
Small Business Week:
A Chance to Grow and Connect BY RAMONA KORPAN
S
mall Business Week has taken place in the City of Champions every October for over 30 years. Organized by the Edmonton Chamber of Commerce, the Edmonton branch of the Business Development Bank of Canada (BDC), and a number of other organizations that serve small businesses, Edmonton’s Small Business Week is a series of events aimed at providing small business owners with valuable information and networking opportunities to help them advance their businesses. The events range from speaking sessions with seasoned business experts to casual mixers that allow entrepreneurs to connect with each other, and virtually everything in between. Events take place at various times, dates and venues across the city, and are not limited to existing small business owners. Many prospective small business owners choose to attend the events as well to provide themselves with opportunities to network and to determine if small business ownership is a good fit for them. Setting an entire week aside to acknowledge small businesses might seem a bit excessive until you look at the statistics surrounding small businesses and their impact on the Canadian economy. “I think what Small Business Week does for the general public and for Edmontonians is help them realize the important role that small business plays,” says Todd Tougas, vice president of financing and consulting of the BDC. “Ninety-eight per cent of business in Canada is defined as small, so under 100 employees. That’s a huge figure. And we would be responsible for the largest portion of the workforce as well. Over 60 per cent of the workforce comes from small business, so I think it helps people realize that small business is really the engine of our economy. They create jobs, they’re generators of wealth, they’re integral to the energy that you see in the city of Edmonton, because it’s a very successful business market.”
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
If Canada’s business scene is composed primarily of small businesses, the entrepreneurial spirit is especially alive in Edmonton. Brad Ferguson, president and CEO of the Edmonton Economic Development Corporation (EEDC), explains that “In a study of Canada’s cities, the Canadian Federation of Independent Business ranks Edmonton as one of Canada’s top five entrepreneurial hot spots.” This entrepreneurial spirit is what makes Small Business Week so crucial to Edmontonians. “Through events and stories, Small Business Week raises awareness of the importance of entrepreneurs to our economy,” he says. “For aspiring or new entrepreneurs, it is a week dedicated to raising their profile. For those more established, the week reinforces their vitality. And for students, it demonstrates that entrepreneurship is a well-paved career path. The week has just as much relevance for those who may not fit the traditional mould of business people; it is about championing new ideas and creating new value — entrepreneurial thinking.” Edmonton’s Small Business Week isn’t just about setting entrepreneurs up for success; it’s also about recognizing and celebrating the ones who are well on their way. One of the most anticipated events at this year’s Small Business Week is the Ignition Award, presented by the Chamber of Commerce. Currently in its second year, the Ignition Award is given to a nominated startup business (which must be no older than three years) that demonstrates marked potential. Last year’s inaugural award went to Daniel Tse, owner and founder of Signia Analytics, a custom-solution business analytics firm. According to Tse, participating in Small Business Week and receiving the Ignition Award was a valuable experience. “It connected us with many great owners and business leaders around Edmonton,” he says. “Their advice and insight has been helpful in getting our own small business up and running.”
SMALL BUSINESS WEEK PREVIEW A CHANCE TO GROW AND CONNECT
Considering the vast number of small businesses that exist in Edmonton and Canada, winning the Ignition Award is no small feat. In fact, because the business world is so saturated with small businesses, it can be tough to stand out at all in such a competitive market. The issue of remaining relevant as a small business is a subject that Tougas says is addressed in this year’s theme. “The theme of this year’s Small Business Week is ‘Success Ahead: Plan Your Future Growth,’” he says. “And businesses that we’ll see that will have the buzz and be succeeding are those that do plan ahead. Those with planning and foresight and efficiency in mind, those are the ones that you’re going to see succeed.” He goes on to explain that “the businesses that are really set to make an impact are those that focus on things like efficiency and productivity. Businesses that are looking at new ways of doing things. What we’re seeing happen is that there’s a change in our economy where our competitors aren’t just around the corner; they could be from around the world, and Canada has a productivity gap. So businesses that we will see succeed are those that think about those sorts of things. They have a broad view of the market. They’re thinking of the grand scheme of things. They’re looking at their tools, their productivity and what they can do to be leaner, meaner and more efficient. They’re looking outside their markets. They’re looking beyond their borders.”
If the prospect of having to look ahead and possibly rethink the way you do business sounds daunting, there is no need to worry. Ferguson, for one, sees Small Business Week not only as an opportunity to share success stories, but to find resources that can help you to stay ahead of the game. “Small Business Week is an invaluable opportunity to meet with like-minded cohorts at a variety of events,” he says. “It is about creating new relationships, building networks and taking existing business connections to the next level. It is also about learning, testing new ideas and challenging the conventional. You get as much out of the week as much as you put into it.” The 2013 edition of Small Business Week is shaping up to be just as exciting and informative as it has been in past years. According to Tougas, we can expect to see a wide variety of sectors represented. “It’s very wide spread,” he says. “We do tend to think oil and gas a lot, and this is a very important part of our economy, absolutely. But [there is] spinoff business that comes from that. I mean we all know the large oil companies, but for every large oil company, there’s a thousand small companies doing various jobs for them along the work chain. The oilfield isn’t the only thing.” Edmonton’s Small Business Week 2013 kicks off on October 20, 2013. For detailed information on Small Business Week events, please visit www.edmontonchamber.com and www.bdc.ca. BIE www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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GOLF
COUGAR CREEK GOLF RESORT
A BEAUTIFUL WATER FEATURE WELCOMES COUGAR CREEK GUESTS
COUGAR CREEK GOLF RESORT BY FAY FLETCHER
T
he Cougar Creek Golf Resort, located in a serene country setting just minutes from Edmonton, opened for play on nine holes in 1996 and 18 holes in 1997. “We try to appeal to golfers of all abilities,” says Ryan Doucette, CPGA head professional of this picturesque golf course that appeals to all ages and abilities. “We are a public golf course that provides great customer service. We seem to draw players that enjoy a good challenge and have played the game for many years.” The third hole is the players’ favourite. It is a downhill par 3 that has two water hazards in play. The running water feature that winds its way down the hill to the pond just in front of the green makes for a beautiful golf hole. After taking in the relaxing beauty of the third hole, you will be ready for the most challenging hole on the course, the fourth hole. It is a long, narrow par 5 that requires a player to keep the ball in the fairway. It is definitely a three-shot par 5 if you play the hole well.
Don’t let talk of a challenging hole put you off; in addition to being a course for all ages and abilities, Cougar Creek Golf Resort employs five PGA of Canada golf professionals who teach both private and group lessons. The amenities at Cougar Creek Golf Resort are outstanding. The banquet room, that comfortably fits over 200 people, is the perfect venue to host large golf tournaments. There is also a restaurant on site and a patio that can accommodate up to 75 people. The patio overlooks the scenic first and ninth holes. Cougar Creek enjoys giving back to the community by hosting charity events. “On an annual basis we host many high-profile charity golf tournaments, like the Edmonton Chamber of Commerce Golf Tournament, the Al Hamilton Charity Classic and the Boys and Girls Club/Big Brother Big Sisters Tournament,” Doucette explains. “These tournaments help raise hundreds of thousands of dollars for worthwhile charities all over the province.” www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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GOLF
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
As Doucette points out, golf is a game that can serve you well in many areas of your life. “Golf is an amazing game because a player can play the game for their entire life and can play the game all over the world. Not many sports can claim this. It is a very social game that can help build personal and business relationships. A person would be surprised how many large business deals get started during a simple round of golf. We are seeing more young people playing the game; golf seems to be more attractive to young people due to the game being more accessible than 20 years ago.” If you live in the Edmonton area and are interested in golf, be sure to enjoy a round or a lesson or two at Cougar Creek Golf Resort. “The Cougar Creek Golf Resort is the golf resort in your own backyard,” concludes Doucette. “We are an approachable, fun, public golf course that can be enjoyed by all golfers.” Cougar Creek Golf Resort is located 30 minutes west of Edmonton on Highway 16. Learn more about Cougar Creek Golf Resort by calling 780-892-4545 or visiting cougarcreekgolf.com. BIE
Bavaria BMW SETS A HIGH STANDARD By Fay Fletcher
S
ome people take their life’s passion and turn it into a hobby. Other people take their life’s passion and create a successful Edmonton business that greatly enhances the community, the lives of the employees and the lives of their customers. Klaus Maier, president of Bavaria BMW, falls into the latter category. “I’ve always, from a young age, loved BMW cars, and have always found the automotive industry to be fascinating,” reminisces Maier. “I first started in the automotive industry by acquiring and buying a gas station and repair shop in 1988. Shortly after that, I bought into, as a partner, a BMW dealership in Edmonton, and eventually went on to buy out my partners. As my business grew, Bavaria has moved two times and is now located in our new state-of-the-art dealership on 189 street and Stony Plain Road.” Coincidentally, 1988 – the year Maier became the proud owner of his own gas and repair shop – was the same year Bavaria BMW opened for business. The BMW brand is the most recognized brand in the world. It stands out because of the high level of engineering and design. BMW cars are virtually perfectly balanced, 50/50, making it a much better handling vehicle than most other manufacturers. Bavaria BMW keeps between 250 – 350 cars on the lot, depending on the time of year. The lot features new and preowned vehicles, including Maier’s favourite, the M class. “I love the M class vehicles due to their high performance and
handling,” he smiles. “I have owned many BMWs over the years and I keep coming back to the M class. They are fun to drive.” In addition to the many fine vehicles at Bavaria BMW, you will also find a staff of 72, all ready to offer you outstanding customer service. The employee group includes long-term employees Joyce Tiffinger, secretary treasurer, and David Cruikshank, a technician; both have 22 years of service at the dealership. Bavaria BMW staff are always cheerful, and it’s not just because of the wonderful incentives each member enjoys, such as the “Drive Your Own Brand” program, where the staff get to drive a new BMW for a year at an extremely low payment. The sales team is informative, helpful and they don’t apply any pressure so that your experience at Bavaria BMW is a great one. “What makes us different from the rest of the BMW dealerships is that we strive to have a friendly and inviting atmosphere,” says Maier. “A lot of luxury automobile manufacturers sometimes make customers feel uncomfortable, and we strive to always make our customers feel at home, every day, every time, without fail, with no exceptions. “My advice is to take your time and make sure you know the history of the vehicle, and do your research before you decide to purchase a used vehicle,” Maier continues. “Ultimately, if you buy it from a BMW dealership, the warranties are usually
Bavaria BMW | 25 Years | 1
“People love to wear the brand, but most of all they are impressed with the quality of the merchandise.” ~ Klaus Maier twice as long if it is a BMW certified unit. It helps to safeguard the consumer if there is a problem. They can always return to the dealership for help, whereas if you buy it privately, you are on your own.” BMW aficionados are delighted with the online BMW Lifestyle shop. The BMW Lifestyle shop carries clothing for golf, motorsports and yachting along with accessories such as wallets, sunglasses, key pendants and pens. BMW Lifestyle also features two BMW bicycles – a cruise bike and a racer. A selection of luggage and items for kids (including pedal cars) round out the selection to ensure everyone can enjoy a piece of BMW merchandise. The BMW Lifestyle shop is also where you’ll find genuine BMW car accessories, such as M Logo ABS valve stem caps, floor liners, licence plate frames, and more. “People love to wear the brand, but most of all they are impressed with the quality of the merchandise,” confirms Maier.
Klaus Maier, president of Bavaria BMW
BMW has another item for their many fans: scaled miniature cars. “The sheer demand of the customers wanting them for their offices and homes as collectors prompted the launch of these products,” Maier explains. Currently, the lineup of miniature cars includes several models – even the coveted BMW 507 convertible from 1956.
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25 5 0
BavariaBMW Ad August-01-13 6:26:02 PM
Congratulations
Bavaria BMW on 25 years!
Congratulates Bavaria BMW on their
25th Anniversary
11330 154 Street NW Edmonton, AB T5M 1X7 Ph: 780-451-4757 • info@modernautobody.ca www.modernautobody.ca Bavaria BMW | 25 Years | 2
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These unique products are just one more way BMW takes care of their clients, but for the good folks at Bavaria, it’s all in a day’s work. “Our goal is to provide high customer satisfaction and quick and prompt service. We strive to always meet our customer’s expectations by caring for our customers and most of all, exceeding their expectations.” This sentiment extends from the moment you start thinking about owning a BMW to the aftercare services provided at Bavaria BMW. From a hassle-free shopping experience to their
phenomenal rates on new and preowned vehicles to the warranty and maintenance on tires and rims, you are taken care of every step of the way – and beyond. “Our goal is to always provide a warm environment for our customers, so that when they walk into our dealership, they always feel like an invited guest in our home, every day, every time, without fail, with no exceptions,” says Gerry Lorente, general sales manager. Maier concludes, “Great leaders show accountability, a positive attitude, are mentors, committed, listen, show respect, are full of energy, admit when they are wrong and are risk takers.” And that is why, under Maier’s leadership, Bavaria BMW is the leading company it is today.
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Bavaria BMW 18925 Stony Plain Road Edmonton, AB T5S 2Y4 Tel.: 780-484-0000 • Fax: 780-484-9412 Toll Free: 1-800-488-2860 bavaria.bmw.ca • info@bavariabmw.ca
Bavaria BMW | 25 Years | 3
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BMW Financial Services
bmwfinance.ca
CONGRATULATIONS, CONGRATULATIONS, Bavaria BMW!
BAVARIA BMW!
Happy anniversary, Klaus and team! Wishing you many more years of success as you celebrate your 25th year in business.
BMW FINANCIAL SERVICES. ©2013 BMW Financial Services Canada. “BMW” and the BMW logo are registered trademarks of BMW AG, used under licence by BMW Canada Inc. Reproduction of these materials, in whole or in part, is not permitted without prior written consent of BMW Canada Inc.
The Ultimate Driving Experience.®
EDMONTON
O F F I C E
VAC A N C Y 2013 - Q2
Citywide: Downtown-Vacancy: Financial Vacancy: AA: A: B: C:
CDML CONVERGE™
“THE WHOLE BUILDING IN THE PALM OF YOUR HAND” The Solution to Your Building Operation and Maintenance Manuals BY DAVID GREEN CEng CPMP LEED AP | DIRECTOR
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perating and maintaining a building over its life cycle represents the greatest expense in building ownership. Having rapid access to accurate, easy-to-use, multi-format information assets is vital in the effective running of a building. From our client surveys, the current situation for building operation and maintenance (O&M) manuals can be summarized as follows: • No standard format between disciplines • Mix of paper and CDs • No Building Information Modelling (BIM) integration • Difficult to search and find relevant information • Frequently issued late, inaccurate and incomplete • Costly to duplicate and onerous to maintain
• Easily lost • Rarely used by building operators An operation and maintenance (O&M) manual is a valuable tool. It should contain the requirements and procedures for the effective operation, maintenance, decommissioning and demolition of the building. It should also include details of the building’s construction, its history, instructions for its operation and maintenance, and its warranties. The building O&M should enable the building owner to: • Maintain accurate records of the building • Limit the costs of using, managing and maintaining the building • Maintain the Return on Investment (ROI)
8.2% 6.7% 6.6% 8.1% 5.7% 6.5% 4.6%
Government Vacancy: A: B: C: Suburban Vacancy: A: B: C:
6.9% 8.5% 8.1% 1.7% 10.9% 10.5% 9.9% 16.2%
Office Space Absorption 2013 Q2 Citywide: 42,451-sf Downtown: 44,497-sf Suburban: (2,046)-sf
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www.bomaedmonton.org | BOMA Edmonton Newsletter | September 2013
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With increasing complexity and capability of a modern building, so grows the quality and quantity of operation and maintenance (O&M) information required to ensure that building operates optimally. • Paper copy O&M manuals largely fail to keep pace with the increasing demands of building operators. • Paper-based documentation is often proven to be inadequate for managing, presenting and updating large amounts of O&M related information. • The use of hard copy manuals represents a significant barrier to the ongoing use of digital information created during a building’s design and construction phases. CDML can help you overcome these limitations and move from hard copy manuals to a digital solution. CDML Converge™ provides a highly flexible and dynamic information medium, which can help manage assets in an easy-to-use format. CDML Converge™ makes the thousands of documents required to maintain and operate a building into a digital format. Remote hosting options ensures these invaluable documents are never lost. Converge™ makes all documents fully searchable, and allows multiple copies to be created at no additional cost. CDML Converge™ also make contractor’s training videos fully accessible, via a single interface which can help lessen the impact of staff turnover and reduce the cost of training new starters.
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September 2013 | BOMA Edmonton Newsletter | www.bomaedmonton.org
CDML Converge™ is a dedicated, digital, information asset management service and is the leading digital building O&M manuals product used within Canada. CDML Converge™ is a browser-based solution that is platform independent and uniquely, fully functional both online and offline. CDML Converge™ requires no software purchase or user training and it can be viewed on any device including: tablets, desktop PCs and even smartphones ensuring you always have your documents in the palm of your hand when you need them most. Best of all CDML can implement Converge™ on your project typically for no cost premium over traditional paper manual solutions. Each CDML Converge™ building O&M manual is tailored to each unique project, however a typical CDML Converge™ building O&M manual contains: • Planning, Design & Construction Documentation • Commissioning Documentation • Energy Modelling Information • As Built Drawings • Architectural O&M • Landscaping O&M • Mechanical O&M • BAS O&M • Electrical O&M • Training Videos
Fully integrated tenant solutions
All of the contractor and subcontractor manuals are easily converted into the CDML Converge™ layout, which includes built-in navigation tools to ensure it is easy to use with a consistent format. CDML can also work to other templates as required by the client. CDML will manage quality assurance on all of the documents and will also undertake a full audit to identify any missing or incomplete documentation. CDML Converge™ can also portfolio multiple buildings into one easy-to-use interface saving both time and money for building operators. CDML Converge™ is “The Whole Building in The Palm of Your Hand” Solution to ensuring ROI of the built asset. For more information on CDML Converge™ please visit our website at www.cdml.ca/services/service/ building_om_manuals where you can view our CDML Converge™ informational video. CDML are an independent property consultant providing; • Commissioning • Sustainability / LEED Consulting • Energy Modelling. CDML have offices in Edmonton and Toronto as well as projects throughout the Middle East with our partners, AJB Hightech Ltd. David is a newcomer to Edmonton being originally from London, England. He is married with three children, and has 29 years of experience in commissioning, controls engineering, building services design, project management and business ownership. He has been involved in some of the largest and most technically innovative and challenging projects in the world. David is a U.K. chartered engineer and a member of ASHRAE. He is also one of only a few holders in Canada of the ASHRAE Commissioning Process Management Professional designation. David relocated his wife Linda and his three sons Jake, Finn and Cade from Toronto to Edmonton in December last year, to commence CDML on a new journey in Alberta. David’s building services and project management experience includes the $2 billion P3 refurbishment of the Ministry of Defence buildings in London U.K. Commissioning of the world’s largest newspaper printing press for News International Ltd. and airport developments such as British Airways’ World Cargo Centre at London’s Heathrow Airport. He has also successfully delivered a number large-scale P3 health-care projects in Ontario, including the redevelopment of Bridgepoint Hospital in Toronto; including the historic Don Valley Jail and the new Centre for Addiction and Mental Health (CAMH) buildings also in downtown Toronto. David can be contacted at dgreen@cdml.ca or by phone 587 337 1458.
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www.bomaedmonton.org | BOMA Edmonton Newsletter | September 2013
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THINKING OF IMPLEMENTING AN ENERGY-EFFICIENCY OR RENEWABLE ENERGY PLAN INTO YOUR BUILDING? Here is What You Need to Know BY TREVOR LOCKE
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ith the acceptance of climate change becoming more wide spread, and fluctuating energy costs, more and more building owners/operators are looking at energy efficiency and renewable energy systems as options to reduce operating costs and environmental footprint. Whether economically or environmentally driven, different options exist to reduce or green a building’s energy profile.
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September 2013 | BOMA Edmonton Newsletter | www.bomaedmonton.org
Although the goals of both energy efficiency initiatives and renewable energy are similar, the operating principles are much different. Energy efficiency is a strategy designed to reduce the amount of energy used by lights, equipment, processes and people within a building. Renewable energy usually follows in the footsteps of an energy efficiency initiative, once the building has reduced their energy usage to the lowest feasible level. Most renewable energy systems are designed to supply energy from a separate (environmentally friendly) source, so that a building uses and is charged for less energy from the utility company. These two strategies can be implemented separately, but can complement each other nicely when executed together. Successful energy efficiency upgrades in northern Alberta often include LED lighting, condensing boilers, variable frequency drives (VFDs) on motors, properly designed and implemented building management systems (BMS), insulation and air tightness improvements to the building’s envelope, and building occupant awareness plans, to name a few. These technologies and plans are well developed and had a linear development cycle. Mainstream renewable energy technologies are also tried and tested, but experience a greater level of uncertainty because of their more recent applications on the commercial scale. A few have proven themselves to be better suited to certain applications and geographic locations. In Edmonton’s cold climate, technologies need to be able to successfully withstand the extreme winter temperatures. Solar electric (photovoltaic) systems have done well, comprising most of Alberta’s renewable electrical energy systems installed under the Micro Generation Act. Cogeneration and district heating systems, although not considered “renewable,” have achieved successful performance results in large, heating-dominant applications. One of the largest difficulties implementing renewable energy, regardless of building size, has been that the general level of knowledge on energy alternatives is low. Energizing a building with a distributed generation system is different than the status quo, and there is a high level of resistance that
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must be overcome to implement new solutions. Although the technology exists and can be installed at a competitive price today, conventional methods have prevailed because they are well known and familiar. Relatively low energy prices in the recent years have reinforced that status quo. Having an open mind and be willing to look at the big picture will allow building owners and operators see the full set of benefits realized from reduced energy usage and renewable energies. Looking at the actual cost of energy, environmental benefits and reduced exposure to fluctuating utility rates gives a better perspective than any one individual approach, not to mention the spill-over benefits of reduced equipment maintenance costs, more satisfied tenants and a healthier working environment. As with any large investment, it is essential for building operators and owners to know the operating parameters and functionality of their system. This knowledge will ensure that the system is operated as designed, and will be maintained as required. Think about the system like a car – it has a specific purpose that it does well when oper-
ated correctly. If the car was used for off-road travel or not properly maintained, it stands to reason that it would no longer operate in the manner it was designed to. Knowing the system allows for greater involvement in dayto-day operations, building operators will be able to see tangible results and identify maintenance needs as early as possible. Important for any owner/operator looking to reduce costs associated with energy usage is an analysis of the energy bills and energy profile of the building. Due to Alberta’s deregulated energy market, the bill is most often broken down into two sections: the portion from distribution and transmission (the lines company), and the portion for the actual energy used (the energy retailer). Because of the separation of charges, the real cost for each unit of energy purchased by the building is often unclear. When the actual cost is calculated, the case for energy efficiency and renewable energy is almost always greatly enhanced. Understanding the actual cost for energy used (both environmental and monetary) will assist in determining
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www.bomaedmonton.org | BOMA Edmonton Newsletter | September 2013
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the economic case for the building. Study of the rate structures used by electrical utilities will show that reducing actual energy consumption is not always the greatest way to reduce costs. Rate structures used by the distribution and transmission companies for larger commercial and industrial buildings commonly charge more for peak electrical demand, and base the charges less on the actual energy used. Reducing the spikes in demand has proven to be an effective way to escape the higher rate brackets for buildings with this type of rate structure. Grant programs at different levels have existed sporadically, from federal, provincial and municipal governments, but have primarily been used to “stimulate� a market adaption of certain technologies. With close analysis of the technologies available today, many business cases show positive returns without subsidies. The problem exists with the hurdle rates imposed against the technologies. When required to meet an unreasonably high ROI (often in excess of 25 per cent per annum), many proposed systems are shelved. The initial effort needed to push a non-conventional project into implementation is higher than average for Alberta, and this resistance has been a large barrier for energy efficiency and renewable energy in the province. A lot of the energy efficiency initiatives are usually self-funding, meaning that the operating cost reductions will cover the implementation costs over a certain time period, usually between 0.5-10 years. Various financing mechanisms such as equipment lease financing exist that can fully remove the financial burden out of implementation, without any impact on the operating capital. Verifying the results of an energy efficiency or renewable energy initiative can seem like a daunting task, but many methods exist now that make monitoring and reporting simple. Utility-grade metering systems can be installed at a relatively low cost, but output useful reports that show the energy usage of the building and/or energy production from a
renewable system. These reports vary in sophistication from detailed analysis of multiple meter points, to simple, easyto-understand reports that can be displayed on a monitor for building occupants to view. From engaging the occupants to back-end accounting on the savings, metering and verification systems are very useful and often warrant the extra installation costs. Typical operating costs alone can be reduced by 5-20 per cent with low to no-cost improvement measures. To maximize the benefits of renewable energy and energy efficiency in northern Alberta, three main points should be considered: 1) having an open mind to proven energy alternatives; 2) understanding and knowing the system or program being considered; and 3) having a means for measuring and verifying results. A basic or a more comprehensive facility energy assessment is a great first step in taking action. The technology exists today that can reduce operating costs, environmental footprint and increase occupant comfort. With careful planning and selection, an owner/operator can achieve their energy goals while experiencing positive financial returns.
NuEnergy Group is an Edmonton-based energy consulting and construction firm that has been assisting building owners and operators with successful energy efficiency and renewable energy implementation strategies into new and existing facilities. From initial energy use assessments to final system construction and start-up, NuEnergy has been delivering turnkey, easily understood building energy solutions that work. For more information, visit www.nuenergygroup.com or call 780-443-4242.
Looking to reduce energy costs? ATCO EnergySense can help. We offer unbiased commercial energy audits, which include benchmarks comparing your energy consumption to similar facilities. Our energy management experts will develop custom solutions to help you achieve energy savings of up to 30%, contributing to a cleaner environment and improving your bottom line. Book your commercial energy audit today.
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September 2013 | BOMA Edmonton Newsletter | www.bomaedmonton.org
EXERCISE IN (RE)IMAGINATION: MANASC ISAAC BY KENT MCKAY
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o, you want to re-imagine your workspace. Welcome to the future! We expect daylight and healthy interiors in our home, yet not in the workplace. This historical discord has been an accepted reality, until now. Edmonton-based architectural firm Manasc Isaac is working to change such outdated perceptions by integrating modern research about how modern people work into their office designs. By exploring the connections between design, productivity and employee retention, workplaces will become increasingly more dynamic and healthy. We want to lead this revolution. Take one of our future-forward clients, the Alberta Museums Association (AMA). They approached us in 2010 with a request to design their new office space and create an environment that would boost employee productivity while reinforcing their brand. The project was well received by the
entire staff upon completion, but we wanted to touch base with AMA and see how the renovated office is performing three years later. Did re-imagining their office pay off?
COME TOGETHER, RIGHT NOW
The working style at the AMA is highly collaborative. In order to encourage these connections, the office was designed to be open-concept. “The mixture of traditional office space with open areas works well,” says AMA executive director, Alexandra Hatcher. “We absolutely love the spontaneous meeting areas: the reading nook and the chat bar. People gravitate toward these informal sitting areas. It helps them get into a different head space and makes for a different kind of meeting. The design has improved both productivity and collaboration for our team.”
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REINFORCE YOUR BRAND
Having recently redeveloped their brand, AMA wanted their corporate environment to reflect all of their recently confirmed values.
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Call and quote this Ad and Receive a 10% Discount! “We wanted people to basically walk into our business card,” Hatcher says. “The colour palette and design of the new space has allowed us to put our philosophy into practice. It reflects the larger paradigm shift that occurred for our organization at the time of the move.”
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September 2013 | BOMA Edmonton Newsletter | www.bomaedmonton.org
Think outside the cubicle. Traditional office design may not reflect the way that your organization actually works. Hot-desking, spontaneous meeting spaces and other design innovations employed by today’s architects may help to improve your workflow. “This design reflects where we want to go as an organization – we’re open, vibrant and thinking about the future,” says Hatcher. Freeing team members from fabric-covered cubicles and fluorescent lights has gone a long way toward helping AMA improve their workflow.
IMPROVE HEALTH AND WELLNESS
In contrast to AMA’s former headquarters, natural daylight pours into the new office space. Bright colours liven the walls and meeting rooms walled in glass offer inspiring views into collaborative meetings. “This office has had an incredible impact on wellness for
ployee wellness. Healthy materials were specified at every level of the design. Non-off-gassing paint, flooring, wall treatments and even furniture were selected so that harmful toxins don’t build up and affect the indoor air quality at the AMA office.
DON’T BE AFRAID
So what advice would Alexandra Hatcher give prospective clients who are considering re-imagining their space? “Don’t be afraid to ask for what you want,” she says. “Too many times people are afraid of questioning designers. Always remember that they want you to have the office that you want. Talk to them and ask questions.” Above all, if your office could use a lift, go for it, she insists. “We’ve been here for three years, and we still call it the ‘new’ space. It makes us smile when we walk in, and it’s made a world of difference to how we work.”
us. In the wintertime when it’s dark, seeing daylight through the windows all day helps to keep all of us happy and healthy,” Hatcher notes. Natural light isn’t the only improvement aimed to boost em-
Kent McKay is communications director at Manasc Isaac, an innovative, award-winning architectural firm and a recognized Canadian leader in sustainable design. Manasc Isaac’s re-imagine initiative has focused its team’s expertise on the evaluation and renovation of existing buildings. For more information on the AMA renovation and other cool projects, please visit ManascIsaac.com.
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WWW.EDMONTONCHAMBER.COM SECTION TITLE
AN AMERICAN REVITALIZATION PLAN HOLDS PROMISE FOR EDMONTON’S DOWNTOWN BY JAMES CUMMING, PRESIDENT AND CEO OF THE EDMONTON CHAMBER OF COMMERCE
JAMES CUMMING
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he Edmonton business community is full of passionate, tough, dedicated entrepreneurs who are “all-in” when it comes to their business and community. Every day, business owners across Edmonton strive to create profitable enterprise and a social fabric where everyone in the community can prosper. That’s a fact that needs to be more widely recognized. Much of Edmonton’s economy is made up of small and medium businesses whose owners are proud citizens of our city, and they contribute every day. Business owners and entrepreneurs can be catalysts for great things. When the private sector partners with the public sector in innovative ways, entire cities can transform. Recently, I had the opportunity to visit Oklahoma City for the American Chamber of Commerce Executives (ACCE) conference. The ACCE conference brings together leaders of Chambers of Commerce from across Canada and the United States. Most chambers across North America have a majority membership of small and medium businesses. The ACCE conference is a forum for organizations dedicated to advancing the cause of their members. It is reassuring to meet people from other communities who have faced growth and revitalization challenges similar to Edmonton and achieved successful solutions. While in Oklahoma City I was able to see first-hand what a community can do when they have a vision and a plan to execute. As a community, Oklahoma City has overcome challenges in their downtown core similar to the challenges Edmonton’s downtown core faces right now. Several years ago, a group of concerned Oklahoma City citizens recognized their downtown had become a liability and was impeding their ability to attract business and talent to their city. Research shows that a vibrant downtown is an economic and social asset to a city. One of the city’s business leaders ran for mayor and was successful in his bid by describing a vision of downtown renewal. Led by the Chamber of Commerce, the people of Oklahoma City developed a funding model for downtown projects: a negligible sales tax that was project specific and for a limited term. The citizens voted on the concept and
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Business owners and entrepreneurs can be catalysts for great things. When the private sector partners with the public sector in innovative ways, entire cities can transform. approved this temporary tax. That approach built a rocksolid foundation of community support for government investment in large community projects. What followed the initial vote to fund downtown investment was a focused approach on projects that included a downtown baseball park, hockey and basketball arena (home of their NBA franchise and the Edmonton Oilers farm team), and entertainment district with a canal system, water taxis and a world-class rowing facility. The funding model has been voted on and extended several times by the citizens to facilitate this growth, and the vision has been maintained by the two mayors who have followed. With this aggressive plan, Oklahoma City has been able to attract business and talent. Recent economic data shows that Oklahoma City has a growth rate 60 per cent higher than the United States’ national average and is highly ranked as a destination for businesses to prosper and for families to live. This is proof positive that a shared vision with the business community and elected officials can provide an outstanding result. In our upcoming civic election it is important to have a grand vision, but we must remember to create compelling reasons for businesses to both move to Edmonton and stay here to create and grow long-term prosperity. This is also a great opportunity for businesses to get involved and share their hopes and vision for the community. One of the great things about our city is its willingness to welcome people who want to give back and contribute. Life is fuller and richer for us all when our citizens make the commitment to give back to the community.
Light the Bridge – One Employee at a Time
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pend even a little bit of time talking to Lindsay Dodd and there’s a pretty good chance the word “fierce” will come into your head. Either he will use it, or you will use the word to describe him. Or he will wonder why you’re not more fiercely proud of Edmonton. Dodd is the CEO of Savvia Inc., an Edmonton-based technology consulting firm he founded in 2010, and chair of the Edmonton Chamber of Commerce board of directors. And as a volunteer member of the Light The Bridge Committee, he’s a driving force behind the bold plan to adorn the 100-year-old High Level Bridge with some 60,000 LED lights. For members of the Edmonton business community, that vision is happening $50 at a time. “The bridge project is all about Edmontonians doing something great for their city,” says Dodd. “Edmonton has a dedicated community of business owners who are fiercely committed to making Edmonton a great city. “And the $50 Business Challenge represents their commitment to this wonderful project.” Feeling fiercely committed? Here’s the idea. Go to www. lightthebridge.ca and, after watching the colourful video that outlines the whole project, click on the $50 Business Challenge tab. Enter your business name, the number of employees and your total donation, which, Dodd hopes, follows the $50 per employee guideline. That donation point, says Dodd, allows companies big and small to participate equally in a project that builds pride in the community they do business and build futures in. Dodd’s firm was among the first to take up the challenge. “The team at Savvia are excited to support the project to light up the High Level Bridge,” he says. “We’re a small company, but the $50-per-employee idea allows us to give at the same level of commitment as Edmonton’s larger companies. And, so, we’re excited to be able to contribute on par with other companies and do our part.” Dodd was on hand to earlier this summer when CCI Thermal’s Harold Roozen followed the same “do our part” logic, donating $5,000 through the $50 Business Challenge, in addition to an earlier personal donation. “This idea to light the bridge is something that puts you on
Harold Roozen, CCI Thermal, left, makes $50 Business Challenge donation to Light The Bridge Committee members Dave Mowat, centre, and Lindsay Dodd, right.
the map,” Roozen said, remembering that he would walk the bridge to work in Garneau as a young man. “It’s a great visual.” “We immediately said this is a good idea, something that Edmonton should support and something the Edmonton business community should support. Everyone has a chance to contribute in a different way, at a different level, and I think this is something that’s pretty much Edmonton. Edmonton is a city like that.” Capital Power has also stepped up, attracted by the $50 Business Challenge. At the Light The Bridge official kickoff luncheon in May, Capital Power CEO Brian Vaasjo did the math: 350 Edmonton staffers, plus another 224 at Genesee equals nearly $29,000 to Light The Bridge’s $3-million goal. Like Dodd and Roozen, Vaasjo was quick to point out the $50 torch has to be taken up by the next civic-minded firm. “We’re challenging every employer in the Edmonton region, whether you’re big, small or in-between, to also contribute $50 per employee,” he said. “We think it’s just a tremendous benefit to all employees and their families.” The $50 Business Challenge. A way to feel fiercely proud of your employees and to visibly mark the colour they bring to your customers, your company, our community. Light The Bridge $50 Business Challenge donations are tax deductible.
www.lightthebridge.ca
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Thank You Mayor Stephen Mandel: The Business Community’s
Tribute Wednesday, October 2, 2013 Northlands Edmonton EXPO Centre, Hall F 7515 - 118 Avenue
Cocktails – 5:30 p.m. Dinner – 6:30 p.m. Program – 7:30 p.m. Members – $175.00 + GST Non-Members – $225.00 + GST Tables of 10: Members – $1750.00 + GST Non-Members – $2250.00 + GST
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Join the Edmonton Chamber of Commerce as we celebrate the accomplishments and civic leadership of Mayor Stephen Mandel at a dinner in his honour on Wednesday, October 2. Since 2004 Mayor Mandel has been a passionate advocate for investment, growth and regional integration. He has offered a bold vision for all Edmontonians. With Mayor Mandel’s leadership the City of Edmonton has developed a welcoming business environment that positions our City well going forward. Strong decisions about investments in the community, including the LRT, downtown revitalization and responsible development of our City’s available land have set the stage for Edmonton’s economic future.
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September 2013 | Business In Edmonton Magazine | www.businessinedmonton.com
SECTION EDMONTON.COM TITLE
SPACE STATION COMMANDER ROCKETS INTO TOWN
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anadian hero Chris Hadfield headlines Edmonton’s newest festival on September 12. He joins a marquee list of keynote speakers at E-Town, targeted at the entrepreneurial-minded. At the new two-day festival designed for those who get excited by innovation, change and disrupting common thought, festival/conference goers will be inspired by leading-edge keynote speakers and have a chance to network with like-minded individuals in thought-provoking sessions. In addition to Hadfield, Bitly chief scientist Hilary Mason, former WestJet CEO Sean Durfy, and Silicon Valley venture capitalist and former chief Apple evangelist Guy Kawasaki will share their wisdom. “E-town is about inspiring us to think about technology and humanity, business and environment, public policy and innovation, and entrepreneurship and how we change our world,” says Brad Ferguson, president and CEO of Edmonton Economic Development Corporation, which heads a group of organizations behind the festival,
including Entrepreneurs’ Organization, Alberta Women Entrepreneurs, Startup Edmonton, Edmonton Executives Association, Junior Achievement and TEC Edmonton. “Edmonton is a hotbed of entrepreneurs and startups, so there is no better host city for the inaugural festival to bring together entrepreneurs.” For $299, festival/conference goers will be exposed to a calibre of speakers rarely seen in Western Canada. E-Town, created around innovation and entrepreneurism, is carving a niche in the festival city’s calendar. In the long term, organizers plan to grow the festival into a five-night event hosted around the city and to attract an audience from outside the Capital Region. Visit www.e-town.ca for registration details, and follow the festival on Twitter (hashtag #etownfest) and Facebook. Entwine yourself with entrepreneurs, explorers, entertainers, economists and educators in this must-not-miss event of the year, happening September 12-13. For details or to book a spot, visit e-town.ca.
TEC EDMONTON NAMED WORLD’S 17TH BEST INCUBATOR
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EC Edmonton, a not-for-profit joint venture between the University of Alberta (U of A) and the City of Edmonton (through Edmonton Economic Development Corporation), has been named the world’s 17th best uni-
versity business incubator by the University Business Incubator (UBI) Index. The UBI Top 25 University Business Incubator’s research team initially established comparative criteria www.businessinedmonton.com | Business In Edmonton Magazine | September 2013
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EDMONTON.COM
based on value delivered to local economy, value to startup company clients, and the post-incubator performance of startup companies. Having developed 10 benchmark indicators and 50 performance indicators, the UBI Index team then assessed 150 leading university-associated incubators in 22 countries. TEC Edmonton’s high placement — the top Canadian business incubator — is most likely due to nine years of outstanding collaboration between the city and the University of Alberta to bring business advisory, technology commercialization and entrepreneurial training services to university inventors, as well as to companies from the community at large. Of 119 startup TEC clients in 2012-13, 34 per cent were U of A spinoffs and projects. Current clients include the University’s Medical Isotope and Cyclotron Facility, cancer diagnostics company Metabolomic Technologies Inc. and nano-sensor developer Nemsor Technologies. “In 2004, the university decided local licensing and spinoff creation would be a priority,” says Lorne Babiuk, U of A vice-president of research. “We were one of the first North American universities to recognize the role that institutions like ours can play in regional economic development through successful commercialization of university research. To that end, we partnered with the City of Edmonton to create TEC Edmonton.” At the U of A, researchers own the intellectual property they create. The choice to use TEC Edmonton’s services
— which include patenting, licensing, business education and spinoff company formation — is entirely up to the researcher. “About 90 per cent of University of Alberta inventors choose to use the services provided by TEC Edmonton,” says Chris Lumb, CEO of TEC Edmonton. “Our agreements encourage the long-term success of spinoffs, by deferring university royalties and providing business assistance to spinoffs. Such incentives motivate all participants — inventors, investors and the university — to focus on the long-term success of spinoffs. “In the 1990s, the University of Alberta had no defined strategy for encouraging spinoff creation. Today, it’s a North American leader in this area.” Walied Moussa, mechanical engineering professor and founder of Nemsor, admires TEC Edmonton’s practical approach. “I have worked closely with TEC Edmonton in commercializing my sensor technology,” he says. “The TEC Edmonton team is open to all options and alternatives. They understand the needs of emerging technology companies, which was a big help in successfully launching my company.”
NATIONAL WOMEN’S TEAM NOW CALLS EDMONTON HOME
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ecently, Canada’s senior women’s basketball team was officially welcomed to its new home and training base at Edmonton’s Saville Community Sports Centre, enhancing the city as a centre of excellence for sport development and elite athletes. “We are excited to welcome members of the Canadian national women’s basketball team to our great city,” says Mayor Stephen Mandel. “The team’s relocation helps solidify Edmonton as one of our country’s great sports cities and supports our ongoing efforts to build a strong, positive and attractive reputation for our city nationally and internationally.” The team will train at the Saville Community Sports Centre on the University of Alberta’s south campus, a 32,516-square-metre multi-sport facility, which includes 12 International Basketball Federation-size basketball courts. “Edmonton’s rich tradition of women’s basketball, through the storied Edmonton Grads that won the first world women’s title in 1924, will be inspiration for our team,” says Wayne Parrish, president and CEO of Canada Basketball. “This is the beginning of a great relationship between Edmonton and Canada Basketball — one that will flourish and deepen in the years to come.”
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BASKETBALL TEAM MEMBERS WERE INTRODUCED AND WELCOMED TO THEIR NEW TRAINING BASE IN EDMONTON.
Having the team based in Edmonton opens up opportunities to further develop interest in greater Edmonton and Alberta, and increase the game’s inclusivity, reaching out to inner-city children and at-risk youth. City council unanimously approved funding for the team’s relocation in May, affirming the City of Edmonton’s commitment to grow the game in the community and develop the city as a centre of excellence in basketball. This initiative, developed jointly by the City of Edmonton, Edmonton Economic Development Corporation and Basketball Alberta, supports The Way We Prosper, the city’s economic development vision centred on economic diversification.
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