NOVEMBER 2014
WWW.BUSINESSREVIEWCANADA.COM
THE RISE OF
SUSTAINABLE
MARKETING Why All Corporations Should Go Green—and Brag About It Corporate Social Responsibility It’s All About The People
The Top 10 Most
Sustainable Canadian Companies
EDITOR’S COMMENT NOVEMBER 15, 2014 IS National Philanthropy Day and to show our support,
this month’s issue of Business Review Canada is all about contribution: to the community, to the environment and to the economy. These global issues are no longer topics to be ignored: Public desire for much-needed action continues to increase, and corporations would be wise to get involved. According to a 2014 study published by The Nielsen Company, 55 percent of global consumers are willing to pay extra for products and services from companies committed to positive social and environmental impact while another 67 percent would prefer to work for a socially responsible company. If you aren’t already, it’s time to get onboard. While we all need to play our part, many would argue that larger corporations have duty to cut-back and give-back. This month’s Marketing feature, The Rise of Sustainable Marketing, reviews methods for implementing a sustainable marketing strategy, a responsibility that can ultimately prove to be a win-win—so Go Green and brag about it! In the same vein, Corporate Social Responsibility: It’s Time To Give Back, reveals how making specific changes in support of social, economic and environmental issues can actually have a positive effect on a company’s bottom line. Part of being socially responsible means taking care of the internal workforce. It’s All About the People explores how this can be achieved through specific management skills, such as creating a sense of purpose (perhaps through charitable programs and volunteer opportunities?). Remember: Whether consumer or corporation, we all have a responsibility to ensure our planet is still around – and thriving! – for many years to come. E NJOY TH E I S S U E !
Jennifer White
Editor-In-Chief jennifer.white@wdmgroup.com
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CO CN OTNETN ETNST S FEATURES This month we focus on contribution 26 Marketing
The Rise of Sustainable Marketing
6 Leadership
Top Tips For Effective Management
12 Finance
Corporate Social Responsibility
18 Technology
Donating Made Easy
130
34 Top 10
Most Sustainable NAMCOR Canadian Companies
COMPANY PROFILES CONSTRUCTION 38 TIW Steel Platework 48 CEDA Group 58 Govan Brown 66 ISM – Industrial Steel Manufacturing 74 Santco
120 Mega Precious Metals 128 ArcelorMittal Canada 156 ArcelorMittal Canada (FRENCH) 184 Mining Association of British Columbia
82 Atlas Systems
ENERGY
90 Nordstar
190 K-Line Group
98 Western Refractory Services
SUPPLY CHAIN
MINING GLOBAL
196 Muskoka Airport
104 Dundee Sustainable Technologies
EXPLORATION
112 IMERYS Talc – Penhorwood Mine 4 November 2014
204 Laricina Energy
48 CEDA GROUP 74 Santco
128
ArcelorMittal
204
Laricina Energy
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LEADERSHIP
TOP TIPS FOR EFFECTIVE PEOPLE
MANAGEMENT Balancing the books, creating innovative ideas and implementing strategic plans are all essential components for business success— but don’t forget about the people. Ensuring employee satisfaction is a must-have skill for all managers. W R I T T E N B Y: M E L I S S A M A R T I N E Z 6
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LEADERSHIP MANAGING A TEAM can be a challenge: Each member has an individual working style, personality and management needs. Below are top tips for effectively managing employees and ensuring goals are met. 1. KNOW YOUR team. It is important to evaluate each individual team member’s strengths and weaknesses to plan accordingly. This is done easily when managers interact personally with their team members. Maintaining a friendly atmosphere will boost employee initiative and create an environment in which employees feel comfortable communicating with their managers. 2. BE VISIBLE. Though it may be easier to take refuge in your office to focus on your impending pile of paperwork, isolation from the team may reduce employee motivation to complete their tasks in a timely manner. It can also make a manager appear uninterested, disengaged and unapproachable. 3. REWARD EXCEPTIONAL performance. Contrary to popular 8
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Employee personalities, working styl ensure these differences do not inhib
belief, salary isn’t always a primary motivator for job performance. Recognition is much more effective and appreciated, especially when team morale runs low. If you are in a position of authority, try to regularly recognize exceptional job performance—this can give employees an example of what to strive for when completing their own tasks, and a reason to work even harder.
les and management needs will differ – it’s a manager’s job to bit the success of the team
4. COACH, NOT criticize. As a manager, it is important to understand the difference between effective coaching and criticizing. Correcting behavior may be difficult, but if treated as a productive conversation focusing on specific ways to improve work production, as opposed to a mere criticism of performance, employees are more likely to improve rather than become frustrated and potentially lose confidence in their abilities.
5. CREATE A sense of purpose. As we mentioned earlier, salary isn’t always a motivator for job performance. As a manager, it is your responsibility to share your goals and vision with your team. When a team recognizes that they are a significant factor in a business’s success, they are more inclined to commit to their position with a loyal and protective mentality.
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LEADERSHIP
Managers should avoid isolation, despite workload. Be present, be available and be engaged.
TOP TIPS FOR EFFECTIVE PEOPLE MANAGEMENT
6. LISTEN EFFECTIVELY. Making time for your employees shows that you are engaged in their work experience, and, more importantly, that their voice matters. Provide your employees with time to discuss their concerns, confide with you on a particular issue, or simply let off steam. This will show your team that their concerns will be heard and can drastically improve the workplace environment, not to mention employee morale. 7. TRUST INDIVIDUAL abilities. As a manager, it is common to have difficulty when delegating complex projects or tasks; however, if an employee feels empowered and trusted to succeed, they will most likely perform to a higher standard. If an employee does not feel confident in their abilities due to a perceived lack of confidence from their manager, they may underperform due to the added pressure. 8. RESOLVE CONFLICTS fairly. Though your manager-employee relationship is important, so are your employee’s relationships with each other. Each individual brings their own
personality to a workplace, which may, at times, clash with coworkers. As a manager, your job is to effectively mediate conflict between team members for the continued growth of the company, the team and the individuals involved. A tense work environment is not conducive to a productive, successful workforce. 9. BE AN example. Employees often look to their managers in times of uncertainty, so it is important to set a good example of expectations. When your job performance is exceptional, and your motivation and determination are transparent, it will empower your employees to develop the same mentality. 10. BE COMPASSIONATE. As a person of authority, managers have the resources to show employees that their well being is a top priority, both to you and the other executives at the company. When unfortunate life-situations occur, it is important to be understanding and sympathetic, recognizing everyone’s need for support at times. Showing you are there for your team will build their trust in you. 11
FINANCE
CORPORATE
SOCIAL RESPONSIBILITY It’s Time To Give Back W R I T T E N B Y: M E L I S S A M A R T I N E Z
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Month 2014
Y 13
FINANCE BEING MINDFUL OF a corporation’s social, economic and environmental impact is imperative on both the consumer and executive sides. Consumers want to know the companies they engage with are concerned about more than just increasing their bottom line. As this sentiment continues to gain traction, experts argue that embracing Corporate Social Responsibility (CSR) can actually prove to be a beneficial tool for increasing a company’s exposure and reputation with consumers and, in turn, their bottom line. “Some employers mistakenly think ‘going green’ is too expensive, too difficult or somehow makes your organization uncompetitive,” says Richard Yerema, Managing Editor of the Canada’s Top 100 Employers project. “We see the opposite: incorporating environment values into your culture encourages efficiency, attracts top talent and makes your organization more competitive.” Here are six steps to ensure your organization’s CSR benefits everyone involved.
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1. Create a sustainability plan— and stick to it. Garratt Hasenstab, Director of Sustainability at Verdigris Group, takes pride in the company’s commitment to social responsibility. “We have developed and established a comprehensive set of sustainable business initiatives that facilitate our triple bottom-line approach to operating our business,” recently Hasenstab told Forbes. “Verdigris Group is fortunate to work with some of the most socially and environmentally conscious clients and partners in our industry. Those that we work with – both partner companies and clients alike – are actively engaged in our sustainability efforts and take pride being involved with a company that is focused on the triple bottom-line of ‘people, planet, profit.’” 2. Make pro bono service a priority. When consumers and partners see that companies are providing their services pro bono, they are more inclined to support the company in its willingness to help. For example, as the Pro Bono Partner at one of the world’s largest law firms, DLA Piper,
C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y
Corporate Social Responsibility can not only improve a company’s reputation, it can also increase their bottom line Lisa Dewey explains that the firm focuses on corporate responsibility by “providing pro bono service, community engagement, diversity and environmental sustainability.” This shows consumers that DLA Piper not only cares about helping the community, economy and environment, they value this ability to help more than simply making a profit. 3. Donate more than money. Though many corporations have the ability to donate finances, consumers like seeing more. Gary Beu, Managing
Director of People and Leadership Development at West Monroe Partners, discusses the consulting firm’s “1+1+1 program,” for which the company donates 1 percent of their time, 1 percent of their earnings and 1 percent of their talent on an annual basis. The program has proven to be successful with employees, logging approximately 1,500 volunteer hours and 4,000 hours of nation-wide pro bono cases, and raising more than $250,000 strict donation for nonprofit organizations.
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FINANCE
4. Build morale throughout communities. Many companies choose to reach out to their communities and direct consumers to focus on local change. For example, entreQuest conducts 16
November 2014
“Give Back Days,� in which employees donate their time serving meals at local soup kitchens, building houses with Habitat for Humanity, and participating in Big Brothers Big Sisters. Joe Mechlinski, CEO of entreQuest states,
“Giving back to the community [is] an essential key to a successful business because it not only lifts morale and builds capability among the team, but it also clears people’s minds, allowing them to make better decisions.” 5. Ensure a satisfied workforce. It goes without saying that when employees are happy, companies are more successful—and the inclusion of CSR programs can aid in that satisfaction. Today’s workforce wants to believe they are working for a company that supports global needs, and are more likely to seek a position at a company known for its positive and established CSR policies. Allowing employees to participate in CSR programs, as well as offering time-off for volunteer efforts, can be a great way to show support. For example, Accenture, which was named one of the Top 100 Green Companies in Canada, recently launched employee-led FRESH green teams comprised of employee volunteers who organize environmental initiatives throughout the year. In addition, Price Waterhouse Cooper has created employee-led Corporate Responsibility Committees
throughout Canada that organize a variety of socially-conscious efforts such as implementing an extended recycling program, sponsoring local farmers markets and even publishing a monthly educational newsletter focused on the continued battle against environmental issues. 6. Develop relationships with potential partners When companies collaborate, working towards the common goal of improving social, economic and environmental concerns, they are not only able to expand their CSR reach but also increase their reputation as a CSR entity. Consumer awareness and, more importantly, trust increases as more well-known companies become involved with charitable outreach programs. Remember: Reputation is important to consumers as well as potential partners, investors and even future employees. Identifying and acting on Corporate Social Responsibility is an important step to creating and maintaining a positive reputation in the public eye—and ultimately growing the bottom line.
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TECHNOLOGY
DONATING MADE EASY ePhilanthropy, or online giving, provides an efficient and effective way to give back W R I T T E N B Y: M E L I S S A M A R T I N E Z
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IN THE PAST, charities used tactics like sending previous or potential donors amenities like address labels, holiday cards and friendly letters. However, as global internet usage rises above 2.9B people worldwide, charities are following suit. Though some companies are less technologically savvy, ePhilanthropy is quickly becoming a trend. Websites like GoFundMe allow individuals to set up personalized charity accounts for people in need such as funeral expenses or education costs. The shift in technology-driven 20 November 2014
giving is no surprise. In the Founder & President of The Healthy Non-Profit LLC, Erik Anderson predicted the rise in digital charity in his year-end blog post back in 2011. “I predicted we would see an increased focus by non-profit organizations in pursuing and securing charitable contributions by using online strategies and tactics resources,� Anderson writes. In Anderson’s research in 2012, he found that digital giving increased significantly: people are more likely to donate at the end of the year, and nonprofit executives believe that online
giving is a smart transition to make giving easy and convenient. Large trends in ePhilanthropy can be seen in large-scale nonprofit organizations as well as small businesses. For example, instead of corporations like St. Jude’s Children’s Research Hospital urging viewers of their print advertisements to call or send a letter to donate to the hospital, they instead direct their donations online. “If you trust your eyes, you know that online giving is a trend and will go on to become a very important part of every
fundraising professional’s toolbox… I did not say ePhilanthropy is the future. Nor did I say that ePhilanthropy is how we will [be] fundraising in the future. I deliberately used the words ‘a very important part,’” said Anderson. Whether individuals choose to mail their gifts or fund charities online, digital fundraising is proving to be an innovative asset that benefits companies and donors by providing faster card-processing, instantaneous results and an online, hassle-free convenient way to donate.
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MARKETING
the rise of sustain
Why sustainable marketing, or at the forefront of every co
W R I T T E N B Y: J E N N
22 November 2014
inable marketing
r green marketing, should be ompany’s strategic plan
NIFER WHITE
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MARKETING
As public concern for a greener world continues to strengthen, companies can no longer afford to ignore the significance of its impact on the marketplace. Implementing a sustainability plan and marketing these efforts to the public has quickly become a must-have piece to the strategy puzzle. In general, consumers prefer to support corporations that share in their ideals—companies they 24 November 2014
trust to be “good� for the community; those who they perceive are acting responsibly by supporting the social, environmental and economic needs of the world. Bottom line: People want to feel that corporations understand their concerns and are acting as a partner to help combat global issues. Sustainable Marketing 101 According to the World Commission
on Environment and Development, sustainable development is the act of “meeting the needs of the present without compromising the ability of future generations to meet their own needs.� Sustainable marketing, or green marketing, is the marketing of products that are environmentally conscious. In essence, it’s telling the story of how a company is making efforts to help improve the
world. Anything from reducing the materials needed for production and implementing a companywide recycling program, to creating community outreach programs or buying only locally grown, organic products can be important to a consumer. Suzanne C. Shelton, Founder, President and CEO of Shelton Group, an advertising agency focused on 25
MARKETING motivating consumers to make sustainable choices, points out that, “Green consumers are not ‘green consumers.’ They’re ‘the most desirable consumers.’” She goes on to note that, “This group cares about your sustainability and social responsibility story. As they purchase products, they are truly looking to put their money where their values are, and they see the brands they buy as outward expressions of their internal values. So if they don’t know your story, they’ll shy away. They’ll presume you’re a ‘typical’ company whose reason for being is simply to return a profit for your stockholders. And that’s not an emotionally compelling reason for them to buy from you.” Finding a Balance It’s one thing to implement strategies to become a more sustainable company, reducing the inevitable carbon footprint caused by the production and distribution of products and services; it’s another to do so while remaining successful and competitive in the consumer marketplace. Products and services should be environmentally preferable, 26 November 2014
Sustainable marketing should be at t
but the trade-off cannot be price, quality or convenience. Although many “green consumers” say they are willing to pay more for sustainable products, the truth is that most won’t pay that much more. According to the International Institute for Sustainable Development, an increase of just 2 percent may actually turn consumers away, especially if they don’t believe the
the forefront of every company’s strategy plan
quality is comparable. As such, regulating prices while effectively communicating quality is essential in sustainable marketing: If consumers don’t believe the product is as good, if not better, than the competitors’, chances are the environmental implications won’t matter. Similarly, if the process of acquiring a product or service is perceived to be inconvenient, consumers are likely
to look to the competition. Green initiatives must be balanced with consumer needs: While consumers may want to support a company that supports the environment, they will demand quality, cost-appropriate and convenient deliverables. Demonstrating that a corporation is focused on social, economic and environmental sustainability yet remains competitive in the 27
MARKETING
Consumers want to believe they are giving their money to companies that share the same values and beliefs
marketplace can ensure customer satisfaction and loyalty, and improve a company’s overall reputation. Potential Problem Many experts believe that the biggest obstacle to successful sustainable marketing is a lack of understanding on the consumers’ side (terms, labels, levels, etc.) coupled with the lack of a standardized, globally-accepted definition of “green.” While a globallyaccepted definition of “what’s good enough to be ‘green’” may be farther down the line, educating consumers about eco-friendly claims is imperative to successful sustainable marketing: what they don’t understand, they are quick to dismiss. Moreover, if consumers perceive confusing statements to be exaggerated or fabricated, a company’s credibility can be shattered. Eco-labeling to the Rescue One solution to these obstacles is eco-labeling, or the practice of placing third-party “guarantee” statements on packaging and promotional materials. The aim of using ecolabels is to provide consumers with the assurance that all environmental
claims are unbiased and standardized, thus increasing credibility. Many consumers are familiar with specific eco-labels, and the presence of these images is enough to elicit immediate trust in a product or service. With the continued growth of social, economic and environmental concern throughout the world, corporations have a unique opportunity through sustainable marketing: instead of continuing to add to the problem, start being part of the solution. Alter behaviors, encourage others to do so and properly market these efforts: the public will take notice. And for the companies who don’t? Well, the public will take notice of that, too. 29
TOP 10
TOP 10
Mos Can
With Corporate Social Responsi the forefront of corporate strateg at the Top 10 Canadian comp
Written by: L
st Sustainable nadian Companies
ibility and sustainable marketing at gy, Business Review Canada looks panies who are leading the way
Lindsey Ryan 31
TOP 10 The global consumer industry is placing more and more significance on the responsibility of “big business” when it comes to social, economic and environmental impact. Earlier this year, Forbes published a list entitled The World’s Most Sustainable Companies of 2014. Created by Corporate Knights, a Toronto-based media company, the list reflects the World’s 100 most sustainable companies of 2014, also known as the Global 100. Doug Morrow, vice president of research at Corporate Knights says, “Sustainability in a corporate context is essentially recognizing that a corporation’s long-term interests are intellectually and financially consistent with resource efficiency, proactive health and safety practices, and responsible leadership.” After evaluating a list of 4,000 publicly traded companies based on various performance criteria, Corporate Knights announced the Global 100. After acknowledging that no sustainability assessment is perfect, Morrow stated that,
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November 2014
“In terms of what matters most – transparency, rules-based, and sophistication – we feel the Global 100 is the most complete sustainability ranking in the world.” So what exactly did the list reveal? Though the United States came in first place with the highest number of companies included (18), 13 Canadian companies were also mentioned, which is the second highest.
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Enbridge Inc.
At Enbridge Inc. community involvement is extremely important. With locations in Alberta and Quebec, the company understands the impact its presence can have on the local
communities and has established an Aboriginal and Native American policy that seeks to establish mutually beneficial relationships while maintaining respect for
T H E T O P 1 0 M O S T S U S TA I N A B L E C A N A D I A N C O M PA N I E S
traditional ways. Enbridge is also a proud sponsor of the Alberta, Ontario and Quebec Legs of the Enbridge Ride to Conquer Cancer, and has raised over $262 million for cancer research since its inception in 2008. As for sustaining energy, the company is ensuring a “greener” future for the community and surrounding areas through its investment of $3 billion in renewable energy projects across North America. Overall there is no doubt that Enbridge Inc. goes above and beyond to offer sustainable solutions which are in everyone’s best interests.
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BCE Inc (Telecommunication Services) BCE Inc. has accomplished a long list of achievements in this past year alone. The Board of Directors announced in the 2013 Corporate Responsibility Report that, “We actively manage environmental, social and economic performance, maintaining the delicate balance
between economic growth, social requirements and environmental performance in order to ensure our future well-being. In the absence of only one of these three key elements, sustainability cannot be supported.” There is a clear sustainability vision which is set firmly on a foundation of values and principles. Additionally, with a strong commitment to mental health BCE recently announced that it had increased its investment to $67.5 million. The company was also recognized as one of the 2013 Top 50 Most Responsible Companies in Maclean’s Sustainalytics.
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TELUS Corporation (Telecommunication Services)
With a mission to create a sustainable organization, TELUS Corporation is committed to green initiatives—and recycling is a main focus. According to the company’s 2013 CSR, “TELUS committed significant resources in 2013 to 33
TOP 10 undertake a full review of opportunities to reduce waste and enhance recycling programs.” TELUS Corporation has proven this by recycling approximately 2.89 million kilograms of paper, .88 million kilograms of cardboard, 2.72 million kilograms of metal, .14 million kilograms of wood and 2.48 million kilograms of decommissioned telephone poles—a total of 10.45 million kilograms of material diverted from landfills. As the report reveals, the also company also hired outside consultants to complete waste audits with the intention of developing and employing waste management action plans.. The results of these efforts will be reflected in the 2014 CSR Report.
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The Intact Financial Corporation
The Intact Financial Corporation is the leading provider of property and casualty insurance in Canada with a primary focus on community involvement. The company’s commitment social 34
November 2014
responsibility is demonstrated through the Intact Foundation, which was created to promote happier and healthier communities while respecting the environment. The foundation invests in organizations that encourage safe and vibrant communities as well as projects that aim to enhance quality of life. In addition, it also funds shelters, such as Covenant House in Toronto, Radio House in Calgary, and Eva’s Initiatives in Toronto.
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Suncor Energy Inc.
Suncor is a unique sustainable energy company that is committed to building a better future. Focusing on continual improvement, Suncor Energy minimizes their environmental impact by tackling both global and local issues including green house gas emissions, water use and air quality. The company invests in “green” technology that can assist in reducing the
T H E T O P 1 0 M O S T S U S TA I N A B L E C A N A D I A N C O M PA N I E S
impact its projects may have on the land.
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Cenovus Energy Inc.
Cenovus Energy Inc. stresses the importance of its corporate social responsibility and strives to maximize the value for its shareholders while maintaining a commitment to sustainable initiatives. For each oil sands project they encounter, the company searches for new, more sustainable approaches and even measures its environmental impact using comprehensive operational systems. Cenovus Energy is proud of its efforts and is constantly working to ensure that oil
development and good environment practices go hand-inhand.
4
Bank of Montreal Also known as BMO Financial group, Bank of
Montreal is a top company for sustainability taking pride in its ability to help reduce the corporate global footprint and becoming a leader in environmental sustainability. In August 2010, BMO announced that it was carbon neutral across the enterprise, worldwide. A “Clear Blue Skies strategy� is enforced to ensure the company considers environmental impacts for everything it does—and not only do they manage their own environmental risks, they also support environmental initiatives undertaken by external group and organizations.
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Teck Resources Limited
In 2011, Teck Resources identified six categories on which to focus their sustainability efforts:
Community, Our People, Water, Biodiversity, Energy, and Materials Stewardship. Within each of these, short-term (2015) and long-term 35
(2030) goals were established, and the progress made towards each is monitored, charted and published as part of the annual sustainability report. For example, “Implement policies and frameworks to guide interactions with Indigenous Peoples” is just one of the goals listed within the Community sector; to meet this goal, Teck Resources has successfully negotiated three comprehensive agreements with Indigenous Peoples for two sites in British Columbia; increased spending on suppliers who selfidentified as Indigenous by 9% year over year; and implemented our Principles and Agreement Framework, which guides negotiations with Indigenous Peoples.
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Bombardier Inc. Bombardier Inc. is a global leader in transportation
that receives consistent recognition for its corporate social responsibility-based efforts. Bombardier has also been highlighted as one of Corporate Knights’ Best 50 Corporate Citizens in Canada as well as Maclean’s and L’actualite’s Top 50 Socially Responsible Corporations in Canada. Bombardier’s award winning design of Portugal’s Metro do Porto light-rail system and the environmental profile of the CSeries – which is an industry first – are just a few examples of the innovative developments Bombardier has produced. The company creates a shared value with stakeholders by not only acknowledging social needs, but considering opportunities to resolve them in the business.
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Tim Hortons
The honor Most Sustainable Company in Canada goes to Tim Hortons Inc. Highlights from their published 2013 Sustainability and Responsibility Report include being named to the Carbon Disclosure Project (CDP) Leadership Index for the second consecutive year; raising $11.5
million on Camp Day for the Tim Horton Children’s Foundation; and contributing to new research on animal welfare and alternative housing systems. Finally, the company announced that it has achieved a 35% reduction in water consumption throughout its corporate offices over the past three years.
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TIW Steel Platework Inc.
TIW Steel Platework Inc. Houses Experience and Efficacy Leading the industry since 1907, TIW Steel Platework Inc. attains consistent product quality and customer satisfaction throughout Canada Written by: Stephanie C. Ocano
Produced by: Rich Gentile
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T I W S T E E L P L AT E W O R K I N C .
API 650 Storage Tanks Under Construction In Central Alberta
O
riginally known as the Toronto Iron Works Company, TIW Steel Platework Inc. has grown since its inception in 1907 to evolve into a fully-integrated unit of mechanical design, manufacture, construction and service repair. Part of the Canadian Erectors (Canerector) groups of companies, TIW is engaged in the fabrication, construction and distribution sectors of the steel industry. The nature of work that TIW accomplishes requires an extensive technical support staff which is fully conversant with the applicable building codes and procedures. 40
November 2014
Founded by 3 partners in 1947 as Canadian Erectors Limited, the company began as a small boiler field repair business in Montreal, Canada. Over time, the company expanded its capabilities to include the engineering and fabrication of structural steel and field erected storage tanks. In 1978, Stan Hawkins, one of the original shareholders, and his son Cecil, purchased the partners’ shares and began to establish a new framework for the business which harmonized their love of the company with good management principles. ““In 1983, TIW, originally known as Toronto Iron Works, was purchased
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TIW Head Office and Fabrication Facility - St. Catharines Onatrio
by Canerector and has continued to operate as an autonomous subsidiary to the present day,” said John Raposo, General Sales Manager. “As a whole, Canadian Erectors owns and oversees something in the neighborhood of 60 divisions and we’re one of them,” continued Raposo.
is empower our people to be self-sufficient – make their own decisions,” said Raposo. “We do that by paying them well, by giving them yearly bonuses and pretty decent benefits. Overall, if you’re an employee, we’re a company you’d like to work for and you can see that from our turnover. Our turnover is very low.” An Experienced and The turnover rate at TIW is indeed Empowered Workforce very low, and when questioned what When it comes to the staff at TIW, the primary reason believed to be the management system is viewed for this outcome, Raposo said it as traditional. Employees are given a was “because we share the wealth sense of empowerment and the trust with everybody.” to exceed. The senior management of TIW “What we generally like to do Steel Platework Inc. believes that a w w w. t i w s t e e l p l a t e w o r k . c a
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Safety First. Quality Second to None.
Advance Coating Solutions Inc. is honoured to celebrate 45 years in the industrial market. Advance is an industry leader with an extensive range of coating capabilities. These include application of internal and external coatings to the vast volume of steel in the industry; including pipelines and storage tanks. Our fleet of portable abrasive blasting and coating units are complimented by NACE trained employees. Thus providing our clients with exceptional production and a lasting, high quality end product. Advance continually invests energy into product & process development and innovation, allowing for responsiveness to the evolving demands of the oil and gas industry.
10130-24st NW | Edmonton AB | 780-449-1700 | 1 866 Blast 4U | www.AdvanceCoating.com
T I W S T E E L P L AT E W O R K I N C . truly professional and successful company must have a good safety record, including the protection and preservation of the natural environment. TIW endorses a safety program as the framework in which they execute their work in the pursuit of a safety performance that will further reduce their accident frequency. “Our near-misses have dropped year over year,” said Jack Strohak, Regional Sales Manager at TIW. “Our safety record is practically second to none as far as the type of work that we do.” “We have a full safety manual with
SUPPLIER PROFILE
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written procedures for all the work operations that we perform and this is monitored and updated as needed and on a required basis,” Strohak added. In order to achieve optimum safety records, TIW insists on the involvement and co-operation of employees and subcontractors at all levels. All employees and subcontractors are expected to be familiar with and work within the Safety Program, the Provincial Health and Safety Act, Regulations and Guidelines pertaining to their work. What sets TIW employees apart
ADVANCE COATING SOLUTIONS
Advance Coating Solutions Inc. is honoured to celebrate 45 years in the industrial market. Advance is an industry leader with an extensive range of coating capabilities. These include application of internal and external coatings to the vast volume of steel in the industry; including pipelines and storage tanks. Our fleet of portable abrasive blasting and coating units are complimented by NACE trained employees. Providing our clients with exceptional production and a lasting, high quality end product. Advance continually invests energy into product and process development & innovation, allowing for responsiveness to the evolving demands of the oil and gas industry. Website: www.advancecoating.com w w w. t i w s t e e l p l a t e w o r k . c a
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Family owned and operated
Empire Transportation Ltd. is a trucking company that specializes in the transportation of oversize, and overweight cargo. For over 40 years, our professional staff has built a foundation of trust, reliable service and unsurpassed customer satisfaction. Contact us, or visit our website, to find out what we can move for you today!
905-945-9654 | 800-263-0240 | www.empiretrans.com
Full-Contact Surface Design Reduces Emission Surface Area by 97%
Sandborn Roofs has been manufacturing and installing our patented full-contact internal floating roof (IFR) systems since 1979, servicing oil and gas producers in North America and across the globe. Please contact us, or visit our website, for more information about our full line of storage tank products.
www.sandborn.ca
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info@sandborn.ca
BRETON ND TESTING INC With 35 years of experience, Breton ND Testing Inc. provides the latest innovative techniques in non-destructive testing (NDT), quality assurance and quality control services. We are committed to providing you with state of the art NDT services, efficiently and cost-effectively, and performed to your complete satisfaction. Western Division 220 Fullerton Drive, Fort McMurray Alberta, Canada T9K 1R5 780-715-0382
eastern Division 2054 Sydney Road, Reserve Mines Nova Scotia, Canada B1E 1J8 902-842-9220
A proud service provider for T I W TL & LTL Service Throughout North America: • Open Deck • 3PL Services
• Dry Van • Warehousing / Cross-Dock
Customer Service: 1-800-265-6460 sales@keystonewestern.com
Keystone Western Inc. P.O. Box 460 • Ile Des Chenes, MB, • R0A 0T0
www.bretonndtesting.ca
www.keystonewestern.com
T I W S T E E L P L AT E W O R K I N C .
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– making them successful and valued? They’re all experienced. “Working in the line of work that we do, experience and safety are paramount. This is necessary to be successful in what we do,” said Raposo. “We pride ourselves in being big enough to handle the largest steel platework projects in Canada, and yet in the slow times, we still retain all of our people,” said Strohak. “We’re big enough to handle the heat, if you will, and when the cool time comes we’re not laying off our people.”
really where it’s most important for construction. A lot of what we do is welding.” There is a plethora of equipment that has to be updated and maintained at TIW. From welding equipment to generators, each step in the construction process has its own unique set of equipment. “For all of our equipment, in addition to the maintenance of it, we probably spend on average $200,000 to $500,000 per year,” said Raposo. TIW is registered to the international quality management system standard ISO 9001-2008. Operating at Optimum TIW additionally has project Efficiency management software in place that When it comes to the fabrication aids in the execution and accuracy and construction of steel platework of our projects. structures, technology has to be “We work to the standards consistently updated to meet the developed by the company – all latest demands. our guys,” said Raposo. “We’re “Overall, we’re consistently trying computerized, so everyone has a to get better and most of what we computer on their desk and they all do is update our cutting equipment work from spreadsheets developed in the shop,” said Raposo. “This by the company.” expedites production and it helps TIW primarily operates from its get steel out to the shop. We also 150,000 sq. ft. processing plant always try to modernize our welding located in St. Catharines, Ontario. It equipment because in the field that’s is the company’s primary operations w w w. t i w s t e e l p l a t e w o r k . c a
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T I W S T E E L P L AT E W O R K I N C .
site, including its head office and fabrications facility. A project office is additionally located in Nisku, Alberta primarily housing those in project management. “We’re a niche company. We as a company service any industry that requires steel plate-type structures and that could be food, chemical, oil, mining, pulp and paper – anyone that has a need for structures that are cylindrical in shape and need to be designed, fabricated and constructed,” said Raposo. “That’s our niche 46
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Company Information INDUSTRY
Construction HEADQUARTERS
Ontaio, Canada FOUNDED
1907 EMPLOYEES
100
market, that’s where we excel. For us to be competitive and excel in that product, we have to have all those elements – such as the engineering and fabrication and construction all as part of the package. We consider ourselves a specialized company because everything we do is custom.”
REVENUE
$50 M
Looking Ahead “TIW has a good, healthy backlog,” said Raposo. “We are very busy for sure until the spring of 2015. Having been in this business as long as I have, with talking about this particular division, in regards to the future for TIW, the oil patch is very promising and should keep us employed for I can see four years from now. For the next four years we should be in a very good position.”
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CEDA Group:
A Full Range of Services, Without Compromise CEDA Group full range of industrial services manages to be both wide in scope and high in quality. Written by: Kevin Smead
Produced by: Rich Gentile
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CEDA GROUP
Maintenance, Fort McMurray 50
November 2014
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Maintenance, Fort McMurray
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hen it comes to industrial maintenance, CEDA Group truly is a one-stopshop. From pressure and vacuum to mechanical services, CEDA does it all. In total, the company offers more than 130 different services. It has also recently added a pipeline division and has already seen business take off. Though primarily based Fort McMurray, Alberta, CEDA’s work expands across Saskatchewan and Ontario as well. The company works with clients of varying sizes and is the only full-service industrial services provider in the region. With such a large scope of operations,
According to company director Neal Barnes, there’s one aspect of CEDA that remains the key to its continued success
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CEDA GROUP
SECTOR
success can sometimes be getting the people here,” Barnes said. fleeting. CEDA, however, has Also important, is that once managed to stay at the top of its they’re there, they don’t tend to field and still provide all the services want to leave. it has come to be known for. “We’ve been really fortunate to retain a lot of our long-term A People-Focused Company employees,” Barnes said. “Our According to company director people are the key to our success, Neal Barnes, there’s one aspect of and like every large corporation, CEDA that remains the key to its we have a strategic plan, but it’s continued success. all driven based off the quality “Our biggest thing is our people,” he personnel that we carry to help said. “We have our core values, and our realize those plans.” people are one of them.” This is especially important to a Values at its Core company such as CEDA, in which While people are a major factor in the great employees aren’t exactly easy company’s success, they’re only one to come by. part of its larger set of core values. “Workforce is always a challenge in “Our core values are how we our area,” he explained. “The biggest govern our corporation,” Barnes challenge for the Canadian market is explained. “They guide us through the people and getting them here. We everything we do corporately. They have relocation programs in effect and go right back to our CEO Kevin Fleury we’re really trying to recruit more locally and we’re a big believer in them.” rather than having to fly everyone in Their values include a major focus from the coasts or abroad.” on safety, communication, and The company offers relocation accountability. programs for employees, “Every month we have a different encouraging them to move to core value we focus on CEDA wide,” Alberta so they can be closer to the Barnes said. “Some months it’s our heart of the business. customers, some months its trust “We’re having great success in or integrity. We just really make sure w w w. c e d a g ro u p . c o m
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Setting Higher Standards — Always
Leaders in High Quality Textiles for Removable Insulation Covers Calgary | Edmonton | Vancouver
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CEDA GROUP our people believe in those values as we believe in them as a corporation. Those really do deliver the best service to our customers.” As Barnes explained, these values play an ever-present role in the company’s operations. “When you work in the oil sands up here, it’s such a high-pace environment. Those core values are probably tested every day,” he said. “Stuff goes sideways really quick. If you’re not transparent with your customers and there’s not that integrity of doing a good job at a fair price, and there’s not honesty in your work, and if you don’t put customers first and your people ahead of everything, you’ll have a hard time succeeding in the marketplace. You have to place your core values first and let them drive your business.” These values have afforded CEDA partnerships with many major companies whose trust repeat business is the ultimate goal. CEDA is committed to maintaining partnerships with all companies it works it, no matter the size. “You’re only as strong as your weakest link,” Barnes said. “The relationship with your vendors
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is earned over time. For Suncor and Syncrude, we’ve been there 30 years and we have that trust, openness, and honesty for how we operate. For the third-party people we do into business with, we’re not in it for a one-shot deal—we want a sustainable relationship where they can grow and we can grow with them. In any relationship, there are good points and bad points. The thing is, the stronger you can make your teammates, the stronger you can operate as well.” In the Pipeline In addition to its new pipeline service, CEDA is always looking toward improving. Because CEDA is a truly full-services company, its main improvement focus is increasing efficiency. “We ask how we can crossleverage our services to drive better value to our customers,” Barnes said. “We have 15 to 20 service lines CEDA offers, but we’re focused on how we can bundle those up and get a bargain to our customer without actually sacrificing our bottom line.” Naturally, this is something CEDA’s w w w. c e d a g ro u p . c o m
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CEDA GROUP
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customers are looking for. They want more bang for their buck, and CEDA is always looking for ways to make that happen. This is leading to growth for CEDA, as instead of hiring multiple companies to complete a job, customers can simply hire CEDA to perform and manage all the work. “Now, we’re bundling up packages where we’ll use our pressure and vacuum and mechanical division to offer what we call a blind-to-blind service,” Barnes explained. “We’ll walk in, you can turn over and exchange your bank to us, and we’ll handle all the in-betweens instead of hiring four or five contractors to facilitate that work. We can facilitate all that work ourselves in-house, since we own all the service lines. That’s where we’re trying to drive value to manage our customers’ overheads and costs while still delivering that service.” While it’s always looking for improvement strategies, CEDA’s long-term plan is purposely not nailed down. “We’re looking to organically grow,” Barnes said. “We’ve acquired so many companies over the last five to seven years and now we’re in organic growth mode where we’re really looking at expanding the markets we’re in and getting the service line exposures at more sites.” In the short term, Barnes said the company is just looking to get through the rest of the year, since 2015 is shaping up to be a very busy year for CEDA Group.
Company Information INDUSTRY
Specialty Contractor HEADQUARTERS
Alberta, Canada FOUNDED
1973 EMPLOYEES
2200-2300 REVENUE
$750 Million
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Govan
Progress in Constru
Senior Partner Jon Taylor discusses sustai apart for employe Written by: Sasha Orman
Complementing the open natural aesthetic of Toronto’s Gluskin Sheff office are gorgeous paintings that warmphoto credited to Maris Mezulis Photography
Brown:
uction Management
inability, growth, and what sets Govan Brown ees and clients alike Produced by: Rich Gentile
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G O VA N B R O W N
Greeting vistors at the Fasken Martineau office in Calgary is this high-end reception space
T
wenty years ago, Ralph Govan and John Brown founded Govan Brown Construction Managers to serve Toronto’s construction industry. Today, the business stretches across most of Canada and is widely recognized as a progressive leader in the field 60
November 2014
of construction management. In 2003, Jon Taylor joined the firm as its third partner. A Place of Progress Govan Brown is a brand committed to progress on several fronts, making significant investments
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to enhance its capabilities in technology and improving on its integrated management accounting systems. “We have been recognized for a number of years as leaders in our industry in CMIC which is an integrated suite of packages that allows us to fully integrate
the accounting and the project management functions,” says Jon Taylor.. “We invested heavily in developing and rolling that out across our entire organization, and it has provided us with a real robust way of tracking and managing costs on every construction project that w w w. g o v a n b ro w n . c o m
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…because performance matters
TM
35 Benson Steel is committed to working collaboratively with all of our clients. We continually strive to provide superior solutions in order to meet the unique demands of each project. Our clients are testaments to our never ending commitment to quality …because performance matters.
72 Commercial Road | Bolton, Ontario | L7E 1K4 | Canada 905-857-0684 | fax 905-857-4005 | www.bensonsteel.com
200 Konrad Crescent | Markham, Ontario, L3R 8T9 P 905.474.9951 | F 905.475.1943
G O VA N B R O W N we undertake, regardless of size or complexity. We’re really proud of that, and it’s a real differentiator.” The company is also dedicated to sustainability and green building, participating in around 50 LEEDcertified projects totaling upwards of 3 million square feet throughout Canada over the years. Even as the trend of LEED certification has ebbed, Govan Brown continues to offer its clients a focus on green building tenets such as minimized waste, maximum recycling and sorting of materials, and sourcing environmentally responsible construction materials. “We have a lot of younger people in our organization, and I think the environment and the responsibility that we play as an organization is important to them – we’re very committed to it, and it’s a big part of our culture and our business,” says Taylor, noting that the company offers encouragement and education compensation to employees interested in seeking out LEED accreditation. “It’s part of our corporate culture across the country.” People and Places: The Govan
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Brown Difference Govan Brown’s corporate culture is a vital part of what sets the brand apart – it’s a culture dedicated to promoting safety, excellence, and empowerment among Govan Brown’s employee base. It is also a culture that has also garnered significant recognition, as the company has been named among Canada’s Best Managed Companies list for six years in a row and have requalified for a 7th win. “We’re really proud of that,” says Taylor. “It’s something you have to requalify for every year, and we continue to improve – but I always look at it as a real testament to our staff and our team members across the country, and their commitment to Govan Brown and to our clients.” After all, it’s the people who make the business continue to grow and thrive year after year. “Govan Brown is a name and it’s a brand – but really, Govan Brand is all about the people we have,” says Taylor. “We have an incredible group of people across the country who are totally committed to our business and to our clients. In the end, a construction business is all about people and w w w. g o v a n b ro w n . c o m
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G O VA N B R O W N
Holt Renfrew’s Calgary location is the jewel of the Core Shopping Centre
making sure we’re all aligned and growing in the same direction. That’s what differentiates us.” Another part of what separates Govan Brown from the competition is the fact that its corporate culture extends across the country, where the business has offices in Vancouver, Calgary, Edmonton and Ottawa in addition to its headquarters in Toronto. “Our other real key differentiator 64
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is having that footprint across the country to serve our clients on a national basis, adds Taylor. “Most CM companies are very regional or city-based in nature, but what we have done is build a national network of offices owned by Govan Brown so that we’re able to execute projects across the country for our key clients. When someone has fifteen projects across Canada, they can turn to us and we can serve
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them nationally through our local network of offices. That’s been a real growth driver for us.” What the Future Holds for Govan Brown Growth is the name of the game for Govan Brown, both in the present and in the future ahead. The business moved its national headquarters into a state-of-the-art new office a year ago and it’s only up from there. “We have a lot of exciting projects and mandates with companies like Nordstrom and La Maison Simons, and so we’re going to continue to grow our businesses regionally,” says Taylor, noting that Govan Brown may even expand its offices further into Atlantic Canada within the next few months. In addition to diversifying its geography, the business is also actively working to diversify what it can offer its clients. “Through good fortune and some hard work by key people, we’ve able to diversify away from just the corporate office interiors,” says Taylor. “Now we’re doing corporate office interiors, hospitality – restaurants and entertainment facilities – and retail. So we’re going to continue to grow those parts of our business, and I’m really excited about the next few years at Govan Brown. We have a unique space in our market with our national presence, a really good team of up-and-coming young people and seasoned veterans, and I think our business will continue to grow. We’re very excited about what the future holds.”
Company Information INDUSTRY
Construction management HEADQUARTERS
Ontario, Canada FOUNDED
1994 EMPLOYEES
150
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How ISM – In Uses Modern Values to
ISM has grown to be an industr commercial, institutional, tra
ISM – Industrial Steel Manufacturing Inc.
ndustrial Steel Manufacturing n Technology and Old World Rise Above the Competition
ry leader by offering Steel Construction Solutions servicing the ansportation and natural resource sectors in Western Canada. Written by: Lindsey Ryan
Produced by: Rich Gentile
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I N D U S T R I A L S T E E L M A N U FA C T U R I N G I N C .
High Street night shot of the top floor commercial space
I
SM- Industrial Steel Manufacturing has developed a strong reputation as a leading steel construction firm since 2002. E. Mario Scarpino’s passion for the Steel Industry began when he was 10 years old, when he built his first steel wood burning oven in his parent’s garage. The company was started by E. Mario Scarpino after he developed a strong reputation as an experienced Steel Fabricator and Erector in his first company he owned, EMS Steel. His knowledge and success within the steel industry allowed Mario to be a proud nominee of the Ernst & Young Entrepreneur of the Year Award in 2008. 68
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Mario is proud of his aboriginal heritage, stressing the importance of supporting the Aboriginal community by offering apprenticeships and educational opportunities through ACCESS (Aboriginal Community Career Employment Services Society). In fact, approximately 10% of the manufacturing team consists of graduates from this program. ISM was a sponsor at the ACCESS 2nd Urban Aboriginal Charity Golf Tournament this last June. Why Choose ISM? The company offers a wide variety
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An aerial shot of the first steel fabrications installed on site at the Tssawwassen Mills project in the summer of 2014
of in-house services through steel fabrication, steel detailing, connection design engineering, logistics, and steel erection that allows the customer to have all their steel construction needs completed and managed at one location, saving time and money. Using modern 3D detailing software (TEKLA Structures), ISM efficiently creates and modifies grids, models parts and bolts, imports and exports graphic 2D and 3D data, and much more in terms of steel detailing and design. This world-class BIM (building information modeling) software
allows ISM to share the 3D model with the entire construction team, effectively enhancing the projects’ overall constructability efficiencies. Though ISM originally started in a 6000 square foot manufacturing space, the company has upgraded its facility several times throughout the years as the company has continually grown. In 2012, Mario purchased Harris Rebar’s large manufacturing facility in Delta, British Columbia. The company currently operates on a 2.6 acre parcel, including a 35,000 square foot steel fabrication shop and a 10,000 square foot CNC steel w w w. i s m b c . c a
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Quality Workmanship Covering all of your industrial coatings and linings needs.
60 Years strong
A b r A s i v e b l A s t i n g | tA n k & P i P e C o At i n g s , l i n i n g s
M e tA l l i z i n g | P l u r A l C o M P o n e n t A P P l i C At i o n s
Dynacor Coatings specializes in all forms of field maintenance coatings and shop applications. 7753 Berg Road, R.R. #7 Delta, BC Canada V4G 1B9 604-946-0136 | fax 604-946-1640 www.dynacorcoatings.com
Varsteel Ltd. offers over 60 years of supply and service to our customers. Our company’s continued commitment to quality and reliability with every product ensures our customer’s satisfaction. Colin H. Becenko C.becenko@Varsteel.ca General Manager
Tim Fehr Tim.fehr@varsteel.ca Processing Manager
Varsteel ltd. 6, 8500 River Road | Vancouver (Delta) | British Columbia V4G 1B5 604-946-2717 | 866-544-1953
w w w.va r s te e l.c a
3D Structural Modeling, Detailing, BIM Services & Technology Solutions for Construction “Some Say It Can’t Be Done – We Think Different”
VANCOUVER | MONTREAL | TORONTO | OREGON | UK | MANILA Canadian ReselleR foR :
www.dowco.com
info@dowco.com
Jurek Jurek@Varsteel.ca Outside Sales Rep
I N D U S T R I A L S T E E L M A N U FA C T U R I N G I N C . processing shop. This ideal steel fabrication facility boasts a 50,000 square foot secured yard, 445 feet of crane way, and 4 large overhead cranes, providing the epitome of an “in and out production facility.” As the steel fabrication shop houses a massive 80 foot clear span, “side to side,” ISM has the unique ability to fabricate and transport the largest steel fabrications. As an added bonus, ISM is a few blocks away from barge loading (direct access to the Fraser River leading into the Pacific Ocean) and a stone’s throw away from the largest steel warehouses in Western Canada and heavy-duty industrial coating specialists. In January of 2014, ISM installed a new 42 inch CNC Structural Steel Saw to compliment the CNC Drill Line already in service. Only one month later, the company also installed a new CNC Plate Processing machine, reaching 100% vertical integration. Rob Thomas (Operations Manager) noted, “with recently upgraded CNC equipment and a new larger modern facility, along withthe administrative, manufacturing, and erection teams
scaled up, ISM has the experience and production capacity to tackle the largest steel construction and fabrication projects. We are consistently delivering safe, efficient, and high volume steel fabrications, catering to various industries in Western Canada.” Strict Quality Assurance programs foster overall Construction Excellence in all operations. Mario Scarpino is still doing it the old fashioned way, leading by example with multiple HSE (Health, Safety, Environmental) platforms such as BCCA/COR, ISNetworld, and Complyworks. We asked Mario Scarpino (President), “why does ISM maintain multiple HSE platforms?” Mario simply answered, “because our goal is to be the best, safest steel construction firm on the planet. ISM engaged third party firms, such as ISNetworld and Complyworks, to enable ISM’s partners to review our HSE, QA and insurance credentials 24 hours per day, 7 days per week. The amount of time we have saved our customers by offering this ‘online’ pre-qualification service has been incredible.” w w w. i s m b c . c a
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I N D U S T R I A L S T E E L M A N U FA C T U R I N G I N C . Recent Projects ISM was selected by Graham Construction in 2012 to fabricate, detail, and install all structural, miscellaneous and secondary steel for the High Street Lifestyle Development Project, located in Abbotsford, British Columbia. Completed in 2013, this LEED certified building was one of the first of its kind for its size in Canada to achieve this certification. The project, encompassing 3175 tonnes of fabricated steel, spanning 13 structures, has been one of the largest projects ISM has collaborating on since its incorporation in 2002. ISM is currently collaborating on the Tsawwassen Mills Project (Ledcor/ Ivanhoe Cambridge), a 1,200,000 square foot commercial development on Aboriginal First Nations Land, encompassing over 6000 tons of structural and miscellaneous steel. As featured on Global British Columbia TV in September 2014, the mall began construction earlier this year and is expected to be completed in the spring/summer of 2016. Once complete, it will be one of the 72
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largest single-story, single-structure commercial developments in Canada. It is one of the first major developments on Tsawwassen First Nation Land and considering ISM’s Aboriginal heritage, there is no doubt they are perfect for the job. Looking Forward Anthony Arduini CME CSE, ISM’s Business Development Manager concluded “we anticipate strong growth over the next 5-10 years as ISM increases its presence in the Oil, Gas and Mining sectors, while building on our long-standing relationships within the Commercial, Institutional, and Transportation sectors. We are expecting FID (final investment decision) announcements from the LNG (liquefied natural gas) proponents in early 2015, in anticipation of multibillion dollar construction projects. ISM has already been invited to provide steel constructions budgets to provide steel construction solutions on multiple proposed LNG facilities along the West Coast of British Columbia.” Mario Scarpino also states, “with continued demand, ISM will
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Company Information INDUSTRY
Construction HEADQUARTERS
Artistic rendering of a bird’s eye view of the
Delta BC, Canada
Tsawwassen Mills project FOUNDED
continue to invest in upgrading existing CNC steel fabrication technology. We are looking to upgrade the existing CNC drill-line with an even more efficient 3-axis CNC drill line.” This investment in high-tech CNC fabrication technology adds to ISM’s ongoing commitment of continuous improvement. It should also be noted that ISM supports the industry they serve and are currently members of multiple organizations including the Canadian Institute of Steel Construction (CISC), the Canadian Institute of Mining, Metallurgy, and Petroleum (CIMMP), the Mining Suppliers Association of British Columbia (MSABC), the Canadian Heavy Oil Association (CHO) and the Vancouver Regional Construction Association (VRCA). With its modern technology, experienced team, industry involvement, and consistent growth over the last 12 years, it is clear that ISM has a bright and busy future in the steel construction industry. ISM. Your Primary Steel Connection.
2002 EMPLOYEES
90 – 120 REVENUE
25 - 30 million
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Santco
Formworks
Santo Formworks: Making a Mark on Montreal’s Skyline
Santco Formworks aims high with a commitment to safety, innovation, and quality service Written by: Sasha Orman
Produced by: Rich Gentile
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SANTCO FORMWORKS
Santco Formwork has made a name for itself in Quebec and beyond as a leading contractor in the field of concrete structure and superstructure formwork for residential, commercial and industrial, and civil engineering projects. But the business is also more than that. It’s a tight knit family business, founded by Antonio Santoriello in 1982 and headed today by his six sons who manage the business and personally oversee each project that the business takes on. As a fully family-owned business to this day, Santco Formwork remains committed to operating 76
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on the values of product quality, productivity, security, and above all customer satisfaction. A Strong Team Even after more than thirty years in business, Santco Formwork remains dedicated to running the business as a family first. “Each of our projects is sponsored by a member of the family Santoriello, which make up the project managers,” says the company. “It is their experience and expertise that ensure good quality production and work.” But Santco Framework holds not just family, but all of its employees
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to high standards of quality work and customer service. Santco is certified and adheres to quality management to the 2008 version of ISO 9001 standards with full participation from its staff, ensuring a standardized level of quality management that clients can trust. Building Upward and Outward with Superior Technology Santco Formwork’s commitment to high quality engineering and building has been instrumental in helping the business secure some of the most high profile projects in Montreal – both figuratively and literally. One such achievement is Santco’s work on Altitude Montreal, a 33-story mixed-use skyscraper towering 124 meters above University and Cathcart Streets in Downtown Montreal.
“Every day we work to make the work environment safe for our employees. We work to eliminate hazards, assess risks that cannot be avoided, combat those risks at the source, and adapt the work to the worker”
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SANTCO FORMWORKS Designed by Jean-Pierre Lagacé Architects, Altitude Montreal looks out to views of Mount Royal and the St-Lawrence River and combines luxury condominiums and penthouse suites with commercial amenities including a concierge service, fitness centre and full spa, a banquet and reception hall, and even a restaurant and lounge. “Located in the heart of downtown, this prestigious building is our greatest achievement,” claims the business, citing the flexibility
SuStainED CommitmEnt to quality anD SErviCE ties | Panels | Corners | Cages | accessories 4 SeaSonS TieS (2009) Inc. is a leading manufacturer of formwork products. From 1976, we have continued to innovate to meet our clients’ evolving needs and foster close, lasting relationships. Our company manufactures 96% of the products we market, while providing excellent delivery service. For more information about our products and services, call 1-800-567-2518, or visit www.t4s2009.com.
819-758-1155 | 1-800-567-2518 | www.t4s2009.com
of equipment such as its Liebherr tower crane as a key part of the project. The crane used for Altitude Montreal boasted a total hook height of 500 feet, and is the highest tower crane ever erected for a residential project in Quebec. Likewise, at the time of its completion in 2013, Altitude Montreal was recognized as the tallest residential building in eastern Canada – the building of which required the strong engineering and formwork skills that Santco is able to provide.
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Santco’s commercial and residential work has only continued to grow. Shortly after completing work on Altitude Montreal, Santco Formwork commenced work on another Downtown Montreal project – the ambitious mixed-use luxury condominium tower Icône on the Northern side of René-Lévesque. The “smart condo” project also features scenic views and high tech amenities like centralized lighting controls and electric terminals for ecofriendly drivers – plus purely luxurious amenities like a sauna, tennis court, and salt water lap pool. Designed by architecture firm Béïque Legault Thuot, Icône demands the same technical capabilities that Santco Formworks brought to its work on Altitude Montreal – at an impressive 38 stories, successful completion will require Santco’s tower cranes telescoping to even greater heights. But it’s a challenge that Santco is more than ready to meet, and Icône is currently on track for completion in 2016. Beyond commercial and residential buildings, Santco Formworks has also made strides in the field of civil engineering, creating everything from bridges and interchange ramps to aquaducts in Montreal and surrounding areas.
“Each of our projects is sponsored by a member of the family Santoriello, which make up the project managers” – Says the Company
A Commitment to Safety and Innovation Many of Santco Formwork’s building achievements can be attributed directly to its commitment to innovation in technology and machinery. Techniques like readily assembled w w w. s a n t c o - o r g . c o m
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SANTCO FORMWORKS
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modular table systems and its unparalleled tower cranes have helped the business with difficult skyscraper work, while other innovations like Santco’s steel sling anchorage system help keep its employees safe while working at those challenging skyscraper heights. Because of the nature of the typical Santco Formwork project, employee safety is absolutely paramount. “Santco Formwork recognizes the importance of health and safety of our workers, and wants to avoid any accident or incident during construction,” states the company. “Every day we work to make the work environment safe for our employees. We work to eliminate hazards, assess risks that cannot be avoided, combat those risks at the source, and adapt the work to the worker.” In addition to innovations like its improved anchor technology, Santco also implements extensive workplace safety accident prevention training to all employees as well as worksite foremen and superintendents, placing a critical emphasis on prevention over damage control. “Everyone is aware of the risks involved, receives training, and is associated with our approach to prevention,” the company explains. Through this approach, Santco is best able to keep employees out of harm’s way so that they can feel safe and perform their best.
Company Information INDUSTRY
Concrete Formworks HEADQUARTERS
Quebec, Canada FOUNDED
1982 EMPLOYEES
50-200
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Atlas Structu
Quality Structure
After twenty-five years of business and an acquisition by J
Written by: Sasha Orman
ural Systems
es in the Maritimes
J.D. Irving Limited, Atlas Structural Systems is still on the rise
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AT L A S S T R U C T U R A L S Y S T E M S
AtlasWide-BrownHouse
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rom houses to commercial complexes, a building can’t be built without an underlying structural system. With solutions that span from roofs to floors, New Brunswick’s Atlas Structural Systems believes in providing clients with the time and cost savings of high-quality, durable, pre-engineered structural systems. Since 1988, Atlas has been working hard to help contractors meet their completion goals while creating beautiful and versatile structures. A Business Changing and Growing 84
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Atlas Structural Systems has undergone a true transformation throughout its twenty-five years in business, growing from a small and highly specialized operation focused on predominately roof trusses into a multi-location operation offering a diversified array of structural solutions. “When it started, it was only a two-man operation – then it grew year over year,” says Bobby Johnson, Plant Manager at Atlas Structural Systems. As the years went on, the business expanded its capabilities to lead the market by adding engineered floor systems to
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outside view 4 storey Cameron
its repertoire in 1996, followed by wall and floor panels in 2010. Today, Atlas Structural Systems is regarded as not just a supplier of roof, wall, and floor systems, but as one of the Maritime region’s most trusted experts in these sectors. A New Life Under J.D. Irving Limited Last year Atlas Structural Systems entered a new phase in its journey after being acquired by New Brunswick-based conglomerate J.D. Irving Limited (JDI), itself a part of the Irving Group of Companies. With a hand in many industries from forestry and agriculture to transportation and shipbuilding, JDI’s access to a vast array of resources offers considerable benefits to Atlas in terms of expanding its scope and pushing it to be a stronger competitor.
“When it started, it was only a twoman operation – then it grew year over year” – says Bobby Johnson, Plant Manager at Atlas Structural Systems
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AT L A S S T R U C T U R A L S Y S T E M S “One of the bigger benefits is being able to benchmark with four other plants – where Atlas was one operation previously, by being acquired by JD Irving, more specifically Shamrock Truss, it is now able to compare and learn best practices from four other Truss plants,” says Corey O’Dell, Operations Manager of Shamrock Truss and now Atlas Structural Systems. “Another big one is relying on the sales and distribution network of Kent Building Supplies, which is within the division of JD Irving Limited that Atlas and Shamrock Truss also fall under. Being able to rely on the sales network of forty-two Kent Building Supply stores definitely helps in moving more product.”
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Meanwhile, J.D. Irving Limited saw positive traits in Atlas Structural Systems that would make the company a valuable addition to the JDI family. “They had a very, very strong brand and brand recognition,” says O’Dell. “They also were on the leading edge of the structural building products industry, in terms of the products that they offer to their customers.” By combining the best assets and abilities of both businesses, Atlas Structural Systems as a JDI subsidiary is able to provide an even larger pool of clients with better service than ever before. Strong Supplier Relationships Atlas Structural Systems prides itself upon high quality and high standards for its products, and that involves working with a tight knit group of suppliers to ensure that quality is a factor from the raw materials upward. “We have a very small supplier base – that is one thing that makes our supply chain interesting and different from a lot of other businesses,” says O’Dell. “The only thing that we buy on the open market really is our lumber and some commodities, much of our supply chain in sourced through longer term contracts” A similar principle applies to the company’s engineered wood products. “Those relationships are typically longstanding, and we work hand in hand with them in a very detailed and close capacity on a daily to weekly basis,” notes O’Dell.
“We have a very small supplier base – that is one thing that makes our supply chain interesting and different from a lot of other businesses” – Corey O’Dell, Operations Manager of Shamrock Truss and now Atlas Structural Systems
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By working closely with its contractors, Atlas is able to ensure that its contractors share the same ethics and will create a structure that everyone along the value chain can uphold with confidence.
Company Information INDUSTRY
Construction
Moving Forward The future looks bright for Atlas, both in its own right and now as a subsidiary of J.D. Irving Limited. “I would say Atlas has grown a lot in the last 25 years, and over the last two to three years,” says O’Dell. “We expect to continue to see the growth in the same pattern due to emerging trends in the building market. Atlas has positioned itself to be the leading supplier for wood frame structural solutions in the Maritimes and is well known across the Maritimes. As there continues to be a demand for structural products, Atlas will continue to be at top of list for potential customers due to their track record, the speed with which we can turn our products around, the ability to supply products from five different facilities, and also the specific talented people we have who really give us the ability to give the customer what they want.”
HEADQUARTERS
New Brunswick FOUNDED
1988 EMPLOYEES
51-200
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A Innova Company
Jason Coroy, D Nordstar, discu innovation to mainta position as t
Nordstar
A company that Incorporates ation and Investment into the Culture to Achieve Success
irector of Sales, Marketing and Business Development for usses the importance of investing and creating a culture of ain company growth and continue forward in a leadership the construction and cabinet industry continues to evolve. Written by: Lindsey Ryan
Produced by: Rich Gentile
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A mix of Textured HPL and High gloss Paint, the combinations are endless (41 West, By Headwater Projects)
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ordstar is a company that has used continuous innovation and strategic investment to sustain its success and growth in the manufacturing and construction industries. Kreykenbohm Corporation, Nordstar’s parent company, originally began in the 1950’s when Bill Kreykenbohm, the owner, was one of the first in North America to utilize a melamine press, a new technology at the time, to manufacture and supply panel products to a wide network of distributors. In the 1970s, the company started creating more cabinet parts to local cabinet 92
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builders, ultimately developing Nordstar into a full service cabinet manufacturer specializing in supply of products to multi-unit high rises or condominiums. Four years ago, Jason Coroy joined the Nordstar team as Director of Sales, Marketing and Business Development and saw an opportunity to bring Nordstar to the forefront for Kreykenbohm. Observing increasing demand in North America for German and Italian products, which were unique in finish and materials, Coroy moved to shift Nordstar in this direction to fill demand.
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Material texturing without the maintenance of wood(41 West, by Headwater Projects)
Coroy says, “A lot of the technologies that drive the kitchen industry come from Germany so we decided to really focus on that and start developing products that are German inspired and engineered but producing them in a local manufacturing facility. We are the first ones to actually do this.” Many customers are shopping and buying cabinets half way around the world from Germany and now Nordstar is the first company in North American to supply the same engineered product locally, which has proven to be one of the company’s strengths and has contributed to its success
and steady growth. Making Innovation Part of the Company Culture Coroy understands the importance of innovation and strives to maintain a culture in the workplace that embraces innovation and incorporates it daily. To Coroy, it doesn’t matter what the competition is doing because his goal is to come up with something new, that competitors are not doing. Drawing on Richard Branson’s philosophies at Virgin, explains Coroy, “I try to move my team and I away from conventional thinking w w w. N o r d s t a r. c a
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N O R D S TA R when it comes to business and our approach. I believe in today’s marketplace you must continually innovate. How do you innovate? Yes you use your creativity, but it’s really about attracting a culture of talented people that disrupt convention, collaborate effectively and nurture their ability to lead and create.” Nordstar emphasizes innovation and investment in new technologies and instills this in its employees to push through the barriers and strive to create something that will
CABINET DOOR COLLECTION
Proud Supplier to No r d s t a r K i t c h e n s phone
unit
604.50 7. 0 5 61 | fax 60 4 .507. 05 62
104- 12975 84th Av e | Su rre y , BC | V 3W 1B 3 email info@jscd.ca
|
web www.j s c d.c a
make Nordstar stand apart from the competition. One of Nordstar’s main goals is to sustain its growth and recently the company purchased and implemented a new laser edge banding system. The system is new technology to Canada and creates a seamless finish to modern slab door profiles. This European style is the hottest trend on the market right now and Nordstar is the first kitchen manufacturer in Western Canada to invest in this technology. Coroy expresses the importance
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of investing and stresses that, “We need to be continually looking and communicating with our client through all mediums. We need to ensure we are on top of trends and that we are internally developing towards being able to cater to those and be the first to bring these things in. It is a risky position for any company to continually invest in product trends that are not proven, but in today’s business that’s not only your survival but it’s your way to prosper.” Nordstar has brought a youth into the organization that is continually looking to innovate and is continually looking to disrupt the traditional way of doing things so that the company may cater to the emerging market and bring not just a product, but a culture that customers are looking for in a supplier. Forging Strong Partnerships Nordstar has maintained excellent relationships with its clients over the years and part of this is because they are constantly communicating and listening to the clients to identify the needs for their businesses. Nordstar understands that every developer, general contractor, architect and designer all have different needs, therefore listening to the client is critical. Coroy explains that Nordstar’s initial approach to a project is different than competitors because of the preplanning and scheduling processes, effectively resulting in on time, complete quality products.
Jason Coroy, Director of Sales
“We’re developing products on the fly to fit the specific needs of customers and instead of just giving a stock product we’re actually innovating as we go. Because of our flexibilities – Jason Coroy, Director of Sales
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Trapp and Holbrook, Ventana Construction
One of Nordstar’s recent projects they are working on, in collaboration with Bosa Developments and Axiom is the Lido/Stir project. The project is a two tower project consisting of one residential and one rental tower and Nordstar is excited to be working with them on this iconic project in downtown Vancouver. Coroy explains that Nordstar is selective of who they work with and states, “At Nordstar we try to find 96
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leading partners like Bosa in our client group. We don’t try to work for everybody, we want to work with the best and Bosa certainly is one of the leaders.” Another project Nordstar is supplying cabinets for is called “First”. This project is a tower being developed by Fram/Slokker in East Village, Calgary, and is being constructed by ITC Construction. Both Fram/Slokker and ITC
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Construction are prominent companies in the industry and additional groups that Nordstar is proud to have as leading partners.
Company Information
Keeping Up with Fashion Trends Not only do clients appreciate the overall experience working with Nordstar, the company also offers an extremely wide range of products that clients can select from for any given project. Coroy reveals that the cabinet industry has evolved into a fashion industry and, just as any product does, is following fashion trends. The industry has changed dramatically over time. Fifteen years ago a cabinet manufacturer could offer a selection of thirty product types that they build and clients chose from that selection. Today, every developer wants something unique for their projects so manufacturers have to change the entire manufacturing structure to meet these new demands. “We’re developing products on the fly to fit the specific needs of customers and instead of just giving a stock product we’re actually innovating as we go. Because of our flexibilities,” says Coroy, “our customer enjoys the ability to collaborate and create new products with us. Nordstar now has the ability to create almost anything a client may be looking for in cabinet products and design. With its innovation and flexibility to adapt to any specification clients are looking for, Nordstar is clearly a leader in cabinet manufacturing and will continue be successful and grow in the industry.
INDUSTRY
Construction HEADQUARTERS
1959 FOUNDED
1959 EMPLOYEES
80 REVENUE
$20 Million
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With it
Western Refractory Services Ltd.
Western Refractory Services d. Leads the Way in Canada
ts all-encompassing approach to projects both large and small, Western Refractories stands apart in the industry Written by: Ian Hanner
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W E S T E R N R E F R A C T O R Y S E R V I C E S LT D .
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ounded in 1984, Western Refractory Services Ltd. is celebrating its 30-year legacy of on-time, skilled and innovative work. Based in Edmonton, Alberta, Western Refractory Services was founded to provide reliable refractory service offerings that range from installation of ceramic fiber products to chemical-proof tiles and membranes to industrial chimney and flare stack inspections. But it’s not the service offerings alone that make Western Refractory Services unique– it’s the way they go about it. “Western Refractories provides 100
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turnkey services from planning, through engineering and right to dryout,” the company states. “Communication and responsibility lines are simple and effective.” This above-and-beyond attitude the company approaches each job with is a major point of pride within Western Refractory Services, according to General Manager Scott Dragon. “Our turnkey services are specific to shut downs where we can offer projects management, design, and engineering, as well as procurement and execution of all refractory scope and applicable sub-trades through
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subcontractors,” Dragon said. “So, we can look after the whole entire shutdown if that’s what the customer chooses.” According to Dragon, this all-encompassing, thorough approach is something competitors lack. “We’re not exclusive to any of our vendors,” Dragon explained. “So we start from the design phase and design aligning and utilize the best materials from numerous vendors.” Value in Employees With only 13 office staff and approximately 150 field workers,
the company is one that puts emphasis on their employees that get the job done. Dragon started as a warehouse employee while he was attending school. Eventually he became a sales account manager before working in the field as a construction manager– the job that he held before his current role. This story of an employee moving consistently up through the ranks of the company is not unique to Dragon. According to him, Western Refractory Services regularly seeks to “mix the young with the old.” “As our client base evolves, we like to keep up with the trends by hiring
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W E S T E R N R E F R A C T O R Y S E R V I C E S LT D .
Steel Repair
young engineers that are graduating from school to work with our experienced first generation refractory group,” Dragon said. “I’m sure that we have a future moving forward having employees that can stick around for another 20 or 30 years.” With a position of interest and respect for every employee that joins the company, Dragon said Western Refractory boasts a very low turnover rate. That’s important when a company invests in its workers as much as Western. “An outstanding safety record has been achieved through the dedication of our staff, supervisors, and employees,” the company states. “We are committed to being safety leaders
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in our industry, through training, communication, and pro-activity.” Through that safety training, Western Refractory Services earned the Alberta Best Safety Performer award in 2007– an award that is presented to less than .5 percent of all Alberta employers. A Growing Legacy With drawers full of various recognitions that the company has received over the years, it would be easy for Western Refractory Services to rest on its laurels. However, the company is constantly improving. The company recently doubled the size of its rigging fleet and added two more units to its shotcreting fleet. “We’re still looking at [modernizing] some of our equipment and increasing the size of our fleet,” Dragon said. “We’re turning over old equipment and making sure that we have the state-of-the-art equipment.” With the most modern technology and one of the most comprehensive lists of service offerings in Western Canada, it’s not difficult to see how Western Refractory Services made it to the 30year mark. “[It’s taken] long hours, hard work and loyalty from our customers,” Dragon said. “The effort from all our staff has been a big part of that.”
Company Information INDUSTRY
Refractory Services HEADQUARTERS
Edmonton, Alberta FOUNDED
1984 EMPLOYEES
160+ REVENUE
$8 million+3
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Dundee Sustainable Technologies
New approach to processing
Executive Vice President David Lemieux discuss how the company is leveraging its green technology to make the mining a more environmentally friendly and innovative industry Written by: Robert Spence
Produced by: Bobby Meehan
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Pannevis Filter
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eadquartered in Quebec, Canada, Dundee Sustainable Technologies specializes in extracting precious metals utilizing green technology. The company has developed and patented various green technologies that will change the face of mining forever. Incorporated in 1997 as Nichromet Extractions, the company changed 106
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its named to Dundee Sustainable Technologies in 2014 to represent a new approach to processing. New approach to processing Dundee Sustainable Technologies is changing the way precious metals get processed. The company has developed a hydrometallurgical process utilizing green technologies
SECTOR
for the extraction of metals from ore, concentrates and tailings. “Cyanide is one of the main agents used to extract gold from ore,” says David Lemieux, executive vice president of Dundee Sustainable Technologies. “The problem with this chemical is it’s not environmentally friendly and has the potential to cause disaster.”
In recent years, several jurisdictions and countries including Mexico, Argentina and the United States have banned or restricted the use of cyanide. Environmental impacts have now become a decisional factor in many new mine projects and Dundee has found an answer. The company’s patented green process for gold extraction utilizes
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On Time, On Budget From design and detailed engineering to installation, Fournier is a leader in fields such as mining and industrial equipment, heavy machinery (dams), on-site machining and sludge dewatering.
3787, boul. Frontenac Ouest, Thetford Mines QuĂŠbec, Canada G6H 2B5 418 423-4241 | fax: 418 423-7366 general@fournierindustries.com
www.fournierindustries.com
D U N D E E S U S TA I N A B L E T E C H N O L O G I E S chlorination instead of cyanidation, helping to provide a closed-loop process with recycling of reagents and water, eliminating the need for tailings ponds and the risks of containment collapse. In addition, the new technology not only shortens the processing time of gold extraction (hours instead of days) but it also provides lower capital costs. “The technology opens up opportunities for companies who can’t get permits and metallurgical licenses in their country,” says Lemieux. “Our technology meets the environmental regulations for
MINING
countries around the world and has proven to be an environmental asset for mining companies.” Over the last 10 years, Dundee has tested over 50 different gold deposits using chlorination instead of cyanide and tests have consistently shown gold recoveries are in excess of 90 percent. In addition, tailings from the process have proven to be de-voided of toxic substances and as a result meet environmental standards. By using the same sustainable approach to gold extraction, the company has been able to develop other innovative technologies for the
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D U N D E E S U S TA I N A B L E T E C H N O L O G I E S
Dr. Jean-Marc Lalancette, VP Research and Development (left) and Pierre Gauthier, President & CEO
industry, including potassium and magnesium based fertilizers and environmental treatment of arsenic. Dundee Sustainable Technologies has also tested a large variety of oxide and sulfide materials for extraction of nickel, cobalt, copper, zinc, gold and silver, in presence of high amount of magnesium, arsenic, and others,” says Lemieux. “In most cases, the extraction yield was better than 90 % and the residues were neutral, stable and inert, according to the environment 110
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regulations.” The success of the company’s sustainable technology has been catching on in the mining industry. Earlier this month, the company entered into an agreement with the Government of the Province of San Juan for the implementation of the green metallurgical technologies in Argentina. “Signing the MoU to implement the technology in Argentina is a great sign for the mining industry,” says Lemieux. “If you have the minister of mines
MINING
agreeing with the technology then the industry should really open up and listen. It will help force the mining sector to focus on sustainability.” Construction of plants The partnership with Argentina is expected to bring great thing for Dundee. The company has been awarded $5.7 million in grants by the Government of Quebec and the Government of Canada for its demonstration plant at the Thetford Mines in Quebec. “The big thing here is two governments have stepped in and helped us initiative green technologies within the mining industry,” says Lemieux. “That really gives our green technology a stamp of approval.” The facility, which began in 2010 as a pilot plant, is currently being constructed to establish the optimal operating conditions for minerals to be treated. The $25 million demonstration plant, which will operate on a continual basis, will be used for testing materials from potential partners who are considering the application of Dundee Sustainable Technologies. “We’re using the facility to demonstrate new ideas,” says Lemieux. “It will be a place to empower industry partners to test new technologies.” When the plant becomes operational in 2015, the company will take up to 15 tons of gold concentrate per day from the mine operator over a 12-month period and over 300 tons of ore per day.
Company Information INDUSTRY
Mining HEADQUARTERS
Montreal, Quebec FOUNDED
1997 EMPLOYEES
50
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Imerys Talc
Imerys Talc Continues to Be Canada’s finest The company’s Canadian division is finding success at its Penhorwood Mine by empowering employees, leveraging health and safety, and utilizing a worldclass deposit Written by: Robert Spence
Produced by: Bobby Meehan
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Imerys Talc is the world’s leading producer of talc. The company operates on five continents (nine deposits) and supplies roughly 15 percent of the global talc demand. As the company continues to grow, its North American division is leading the way. Location, location, location The group is currently enjoying success at its Penhorwood Mine and concentrator along with the Timmins Micronizing Facility in Canada, increasing talc production at record paces. Canada, which is renowned for exceptionally high 114
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quality talc, has become a jackpot for company. “The talc in Canada is different than talc found in other regions around the world,” says Jeff Errett, operations manager at Imery’s Canadian division. “Talc from Canada does something radically different then other places. A lot of the deposits around the world are very pure, here in Canada the deposits are less Pure but the concentrator enables the operation to create a unique quality unmatched in the industry. The mineral possesses a unique combination of properties
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that improve performance in a wide range of industrial applications including paper, paints, plastics, rubber, ceramics, agriculture, food, pharmaceuticals and cosmetics. “Our Canadian Operations are consistently producing world -class products,” says Errett. “The talc that comes from Canadian deposits provides a lot of strength characteristics that other talc can’t match.” “We’re pushing the limits now, doing around 350 tons a day of Concentrate while feeding over 1000 tons a day of Ore,” says Errett. Through drilling and proven and probable recordings, the Penhorwood Mine is expected to produce for approximately 50 years.
“Our company is focused on continuous improvements. In everything we do, we’re always looking to improve,” says Errett. “Our employees see the value in it and its lead to some pretty amazing developments” – Jeff Errett, Canadian Operations Manager
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• Surface Mining Services • Pits and Quarries / Crushing and Screening • Industrial Heavy Haul - On and Off-Highway • Pipe Fusing Services • Equipment Float / Specialized Transportation • Heavy Industrial Construction and Demolition • Customized Equipment Solutions • Industrial Sites Environmental Remediation • Landfill Management and Collection • Driver Training
The Right People and The Right Equipment Head Office: 2500 Elm Street, Box 1060, AZILDA ON P0M 1B0 T: (705) 682-1555 TF: (800) 461-0879 F: (705) 682-2739 www.daygroup.ca Timmins Office: 125 Kamiskotia Road, Timmins ON P4R 0B3 T: (705) 268-7250 F: (705) 268-4035
Health and safety According to Errett, another major component to Imerys’ success at its Canadian Operations is health and safety. “We have a bunch of safety programs in place not because we have to, but because we believe in them.” The company has leveraged its open line of communication among employees to report accident that normally wouldn’t be reported. “Because most employees don’t like reporting incidents, we have a 116
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program in place that promotes it,” says Errett. “Our view is if we can get those incidents in, report them and analyze them, it will better assist us in increasing safety.” He adds, “The employees have really bought into the reporting process and it’s helping us make things safer.” Empowering employees to speak up and provide insight on day-today operations has only made things safer at Imerys Talc.
I M E R Y S TA L C
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“Our employees have a contagious attitude towards safety. We’ll have contractors come here and employees will actually talk to them and encourage them to use safety precautions in every aspect of the job,” says Errett. The company recognizes employees are at risk for stresses and strains associated with mining and has implemented a pre-shift stretching program. “We started to get people to stretch before each shift with different employees leading the stretching. I’ve seen it go from something so formal and rigid to now where everyone participates. We care about the health of our employees,” says Errett. Company culture Although success for the Canadian Operations has been largely attributed to its location, the mine, Mill and Micronizing plant is a shining example of how company culture (when implemented effectively) can impact mining operations for the better. “Our company is focused on continuous improvements. In everything we do, we’re always looking to improve,” says Errett. “Our employees see the value in it and its lead to some pretty amazing developments.” The company strives to employ great people, continuously working with recruiters and human resources to integrate a strong staff.
Jeff Errett, Canadian Operations Manager
Ross Byron, Mill and Concentrator Manager
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“Our hiring process is great,” says Errett. “We’re very careful who we hire because they have to have the right attitude and passion. One of the reasons are turnover rate is so low is our internal feedback process.” Imerys allows employees to provide feedback on the hiring process as well as day-to-day operations. “It allows us to hear what they think and the problems associated,” says Errett. “It allows us to obtain feedback and get better.” Thanks to the company’s safety record and safety programs, Imerys Talc has become a workplace of choice. “One of the big things we’re known for is our safety record. 10 years without a loss time accident. That’s very attractive for employees,” says Errett. With the right people in place, the company has been able to build a strong and reliable company culture that promotes open communication. “Our teams have to rely on each other and communicate,” says Errett. “Their actions impact everyone else.”
Company Information INDUSTRY
Mining FOUNDED
1970 EMPLOYEES
1,000
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Mega Precious Metals
Mega Precious Metals: Creating value through innovation
CEO Glen Kuntz discusses the company unique partnerships and approach to innovation to create value for its Monument Bay Project Written by: Robert Spence
Produced by: Bobby Meehan
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Headquartered in Ontario, Canada, Mega Precious Metals is an exploration company with a pipeline of high quality gold and copper project throughout Canada. The company has a record of delivering rapid resource growth through their focused and low cost approach to exploration and resource development. The company’s flagship Monument Bay Gold Tungsten Project has been a great example of how the company operates. By focusing on environmental and socio-economic programs with local communities, and finding 122
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new and innovative ways to do things, the company is moving forward successfully, no matter the circumstances. Monument Bay Project Located northeast of Winnipeg near Manitoba, the Monument Bay Project. The 100 percent-owned property, which was picked up in 2010, consists of high grade gold and tungsten. “We kick-started the project with the help of the University of Manitoba including professors and students,” says Glen Kuntz, CEO of Mega Precious Metals.
MINING
Drill and excavator on runway
“We brought in a bunch of heavy equipment and determined there was large deposit. From there we started processing and found we had a million ounces in reserve. At first, no one knew about tungsten but the combination of gold and tungsten on average has increased the grade equivalent by 30 percent.” Earlier this month, the company announced an updated mineral resource estimate for the project with a significant increase in grade and resources. The increases in grade at surface appear to be amenable to open-pit mining, assuming the viability of the project is established by a preliminary economic assessment (PEA) study. Upcoming PEA analysis will further assess the potential to establish economically viable mineral resources of both gold and tungsten can
“I’ve got a really creative board around me that helps gives us direction” – says Kuntz
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M E G A P R E C I O U S M E TA L S be permitted. “We’re still in exploration but the next stage of work is to de-risk the project,” says Kuntz. “We still have some environmental work to do and more drilling. It should be ready in the next few years.” Partnerships The success of the Monument Bay Project can be contributed to the company’s ability to build strong partnerships. “We started the project by engaging with Red Sucker First Nation community,” says Kuntz. “Having a partnership with First Nation is a huge component to the success of the project.”
MINING
One of the reasons for the project’s success is utilizing local people. “Sixty percent of our workforce is First Nation. Most of our employees are from Manitoba so it’s a local, home-grown team,” says Kuntz. “They want to see this project move and do well. They’re much more willing to work together which helps create a team environment that is united.” He adds, “We hire people that want to work here and be here. It’s their attitude and willingness to work here that makes us successful. Another major advantage for Mega Precious Metals is their relationships with contractors. The company strives to maintain close working relationships with all their contractors, keeping vision and communication transparent. “Partnerships are like a marriage, it takes a lot of work and a lot of communication,” Kuntz explains. “The goal is to find a company that aligns with the same core values of your business.” The company’s willingness to build solid partnerships and relationships has helped Mega
Precious Metals to continue moving forward with the project. Innovation Mega Precious prides itself on creating value through innovation. It’s been instrumental in de-risking projects and lowering costs and the company is continuously looking to find new ways of doing things. Helping Precious Metals continue to move forward is its motivation to prove itself. By having the right people in the right places, the company’s problem-solving ability has been crucial to continuing the project even when many people doubted its talent. “I’m surrounded around smart people,” says Kuntz. “We’ve partnered with the right people and companies that have helped us facilitate the success of this project.” He adds, “A lot of gold mining companies stopped doing work because the gold prices became quite restrictive. We’ve adapted to the market and we’re making it work for us. We have a unique deposit and it gives us a chance to push on even though gold prices are low. Finding new solutions to problems w w w. m e g a p m i . c o m
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is something Mega Precious Metals excels at. The company maintains an optimistic attitude and is continuously looking to find constructive and innovative solutions to problems, no matter the situation. According to Davis, the company is the first in Manitoba to get a permit for fuel bladders. “By utilizing fuel bladders we were able to cut our diesel costs significantly. We also wanted to 126
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reduce and improve our greenhouse footprint and because fuel drums are very environmentally unstable, we removed 95 percent of them at our work site.” Kuntz adds, “By doing all this work, it gives us a chance to showcase our creativeness. The various innovations we use have paid for themselves in how we do our business. We’ve dropped our operating costs so it’s paying off big time.”
MINING
Company Information INDUSTRY
Mining EMPLOYEES
50
Along with partnerships and innovation, the success of the company is based on having the right approach. Thanks to the company’s board of directors, Mega Precious Metals has been able to use creative solutions to problems, implementing new and innovative ideas to get the job done. “I’ve got a really creative board around me that helps gives us direction,” says Kuntz. “Our board members are engaged in the project at different times and I’m very humble and blessed that we have a board willing to have faith in us. Their contribution has been vital for our success.”
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ArcelorMittal Mining Can
World Class Performance
Steve Wood of ArcelorMittal Mining Canada G.P. discusse expansion project at its Mont-Wright mine, including major improvements and future plans to be best in class Written by: Robert Spence
Produced by: Aaron Wells
nada G.P.
es the company’s successful r investments, continuous
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MW Mine avec sautage 130
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MINING
Expansion projects in the mining industry are no easy task. Successfully implementing new objectives into operations requires the successful planning, integration and execution. Under the helm of Steve Wood, ArcelorMittal Mining Canada G.P. is currently perfecting the skill. Founded in 1957, ArcelorMittal Mining Canada G.P. is the largest mining division of the multinational
corporation, ArcelorMittal. The company has become the leading supplier of iron ore and steel in Canada, producing approximately 60 percent of the country’s total production. Expansion of the future ArcelorMittal Mining Canada G.P. currently operates two large openpit mines: Mont-Wright Complex and Fire Lake. The Mont-Wright mining complex w w w. a r c e l o r m i t t a l . c o m
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SUPPLIER PROFILE
THE CASTECH-PLESSITECH GROUP
Located in Quebec (Canada), The Castech-Plessitech Group is a young, dynamic and experienced team that contains over 200 employees. Since 1931, Castech-Plessitech is present in many sectors such as: Mining, Aluminum, Pulp and Paper, Industrial, Hydro and Wind energy. The Group is unique because of its complete value added manufacturing services: •
Engineering Department
•
Ferrous castings up to 40 000 lbs in all types of alloys and irons
•
Machining of parts
•
Welding
•
Assemblies with lifting capacities of 100 tons
•
Screw conveyors
•
Finishing and painting
•
Overload and wide load transportation
•
Installation on site
Website: www.castechinc.com – www.plessitech.com
A R C E L O R M I T TA L M I N E S C A N A D A is a highly systematic operation comprised of an open-pit mine, an ore crusher and concentrator facility along with a train loading system. The mine is linked by a companyowned rail to the Port-Cartier industrial complex. Located roughly 55 kilometers from Mont-Wright is the Fire Lake mine. Because of the high demand for iron ore, the mine has become an additional deposit for the ArcelorMittal to operate at. In 2011, the company undertook one of the largest expansion projects in Quebec. The project, which was completed last year, entailed expanding infrastructure at the Mont-Wright mine to increase production from 16 to 24 million tons of iron ore by end of 2013. “We hit the run rate of 24 million late last year in November and things look good to make 24 million again this year,” says Steve Wood, president of ArcelorMittal Mining
MINING
Canada G.P. He continues, “It’s pretty phenomenal to get those rates right after an expansion project. It’s an exciting time in terms of expansion and maximizing benefit of our investment.” Part of the latest expansion involved the commissioning of new spiral lines and a concentrating plant with additional upgrades to the railway and port in Port-Cartier. Wood believes with a few minor improvements ArcelorMittal can reach an even higher production rate. “We can see a day where with a few minor tweaks we can go above name plate capacity,” says Wood. Overall, the expansion project included: • Commission of new spirals line at concentrator • New trucks and maintenance shop operational • Additional rail sidings completed • New concentrator completed
“Our job here is to get world class levels of performance in every aspect of the business in terms of productivity, maintenance, and reliability of equipment” – Steve Wood, President of ArcelorMittal Mines Canada w w w. a r c e l o r m i t t a l . c o m
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1 866 444-9944 | hewitt.ca
MAC 18-14A
WHEREVER THERE’S MINING, WE’RE THERE
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Wherever there’s mining in Quebec and in Western Labrador, you’ll find Cat products hard at work – drilling and digging, loading and hauling, grading and dozing. You will also find a Hewitt Equipment Limited branch, providing unmatched support, expert service and integrated solutions. Superior products. World class service. One source.
MAC 18-14D
SUPPLIER THE BROADESTPROFILE PRODUCT LINE IN THE MINING INDUSTRY
HEWITT EQUIPMENT LIMITED
19-08-2014 13:41
Founded in 1952, Hewitt Equipment Limited is the authorized Caterpillar Dealer for Quebec, Western Labrador and the Maritime Provinces in Canada. Hewitt has the expertise to deliver the world’s largest mobile mining equipment and act as a partner to help customers achieve success in their projects. Hewitt also provides the following services: • Assessment and continuous improvement: Hewitt’s mining experts perform a wide range of evaluations on site, while assessing processes and operational performance, enhancing productivity measures and identifying gaps and areas of improvement. • Best practices implementation: Hewitt and Caterpillar have developed throughout several decades of field experience an outstanding portfolio of best practices, in areas such as Maintenance & Repair, Application Component Life and Service Contract Management. • One stop shop: Hewitt achieves important synergies, leveraged by the supply of the largest variety of mining equipment and parts, volume discounts, processes optimization, and the access to a large pool of expertise and technical resources.
Hewitt, Service par Excellence +1 514-6303100 Visit our Website: www.hewitt.ca
A R C E L O R M I T TA L M I N E S C A N A D A • New stacker-reclaimer and shiploader in commissioning • Concentrate production exceeded 2Mt in December 2013 • Shipments of 1.987 Mt in December 2013 • Costs benefiting from scale The province of Quebec is benefiting from the expansion as well. Income taxes and mining rights revenues will account for over $3 billion, which will assist the government through 2039. Quebec will also profit from increased export capacity of goods overseas, consolidation of the mining sector in general and community development. Job creation in Canada is another benefit of the expansion. Over 8,000 jobs were created during the construction of the project and another 600 permanent jobs
MINING
have been implemented since the completion of the expansion. Investments To get the project rolling ArcelorMittal has invested significantly to the tune of $1.6 billion, including an array of new equipment and technology to expand the production rate and increase efficiency. “We purchased new equipment; hired additional people; increased our processing capacity; added another large line, increased our capacity for concentrate by 50 percent, and put in a new processing mill and more spirals,” Wood continues, “We also purchased 13 Caterpillar 797 400 ton trucks to assist in moving larger volumes in less time.” The 400 ton trucks are equipped
“It’s pretty phenomenal to get those rates right after an expansion project. It’s an exciting time in terms of expansion and maximizing benefit of our investment” – Steve Wood, President of ArcelorMittal Mines Canada w w w. a r c e l o r m i t t a l . c o m
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A R C E L O R M I T TA L M I N E S C A N A D A with an 18-step staircase to reach the driver’s cabin with each truck being utilized to transport crude iron ore to a breaker where it will undergo its first transformation. According to Wood, part of the expansion also included investing in its rail line to streamline production. The company railway transports iron ore concentrate from Mont-Wright to Port-Cartier and is renowned throughout the North American rail industry for its reliability and innovation. “We also wanted to amplify the capacity of our rail line so we purchased more locomotives and
SUPPLIER PROFILE
MINING
cars, extended some siding that allows us to haul more to port, expanded our capacity to load ships by putting in a new ship loader and stacker as well as a modified conveyor. The future is all about cycle times and reliability,” says Wood. “We want to replicate what we’ve done in the past. We have some of the smartest people in the industry.” Along with acquiring the best equipment possible, technological investments were also made. “We’ve installed the best available technology in terms of planning, dispatching of equipment at mines
SOUCY
The introduction of this long family history journey began May 7, 1931, when Mr. Adelard Soucy clears itself a ground of Témiscouata street in Rivière- du- Loup, in order to install its smelter. It manufactured at that time , seamers crank to seal the lids of home canning. Two to three employees then specialized in machinery repair.
Website: www.adelardsoucy.com
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Your business partner on the Terminal Operations
Stevedoring
Railcar Transloading
Heavy equipment Services
Porlier Express oers direct and intermodal integrated solutions since 1953. www.porlier.com
A R C E L O R M I T TA L M I N E S C A N A D A
MINING
and monitoring progress on a daily, hourly and real-time,” says Wood. “We’re in the process of perfecting it. We know where we can be and we’re working towards it.” Continuous improvement According to Wood, ArcelorMittal is continuously looking to improve in all phases of operations. “Our job here is to get world class levels of performance in every aspect of the business in terms of productivity, maintenance, and reliability of equipment.” With the expansion completed, daily records show potential in system for further growth in: • First sustain 24Mt and chase the “shifting bottleneck” to maximize system potential • Incremental investments for debottlenecking
SUPPLIER PROFILE
Port Remorqueurs
PORLIER EXPRESS
Established on Québec’s North Shore since 1953, Porlier Express offer different services such as: terminal operations, stevedoring, railcar transloading and heavy equipment services. From our installations located at Mont-Wright, Labrador and various ports (Sept-Îles, Port-Cartier and HavreSaint-Pierre), our local and specialized teams offer you direct or intermodal integrated solutions adapted to the specific needs of the region and the industries (mining, smelter, petroleum and chemical).
With Porlier Express, you can be assured of peace of mind ! www.porlier.com (418) 962-3073
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We are a dynamic company specializing in industrial and commercial electricity Kilotech Control Inc. is the prime contractor or subcontractor in collaboration with various partners trust. As electrical contractors for over 30 years, we are able to achieve a complete product into electricity through our multidisciplinary team, while ensuring the complete satisfaction of our customers. Our reputation is that of a company that meets the initial conditions and timing of contracts awarded. Business confidence, Kilotech Control Inc. strives to continuously improve its standards and remain leaders from different donors item. We are able to perform electrical work, instrumentation and control, work line, high voltage and fiber optic, our company offers a full range of services that adapt to specific customer needs, regardless of the size of the project.
CHICOUTIMI
1739 RUE GRANDE CHICOUTIMI, QUEBEC G7K 1H8 TEL: 418-545-6189 FAX: 418-545-7173
SEPT-ÎLES
180, RUE NAPOLEON SEPT-ÎLES, QUEBEC G4R 3M5 TEL: 418-968-3006 FAX: 418-968-4009
www.kilotech.net
A R C E L O R M I T TA L M I N E S C A N A D A as required: • Mt Wright mine optimization, Fire Lake expansion (richer ore) and crusher debottlenecking • Rail winter reclaim capability, long train capability, additional sidings • Additional conveyor capacity at port • Significant cost benefits from scale • Potential to expand beyond 30Mt at low capital intensity The company believes over time, with various improvements, the expansion has the potential of producing 100 million tons a year. Wood comments, “We believe there’s an opportunity to do even better. By applying some world class management techniques, training and improving productivity, we think we can hit
SUPPLIER PROFILE
MINING
Produits Boulettes
KILOTECH
We develop, import and distribute a full assortment of scales to service all types of scale dealers, under the Kilotech brand name. Furthermore, we also carry other quality brands such as Tanita. We focus solely on weighing and measurement products, allowing us to concentrate on a more personal level in servicing our dealers’ needs. Our front line team is ready and able to answer any questions you may have regarding weighing and measurement products. After all, they’ve combined over 50 man years of sales experience and 40 man years of technical support experience between them. We have an established network of distributors across Canada and the U.S. Website: www.kilotech.com
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Crushing and Screening Heavy Civil Construction
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Lalancette operating since 1970
Tailings Operation Machinery Rental Transportation
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MINING
a higher rate of potentially 27-28 million tons and eventually more”. He adds, “Going forward, we’re continuing to work out the bugs so we’re more reliable and consistent in our production.” ArcelorMittal Mining Canada G.P. is continuously striving for excellence and accomplishes this by employing initiatives to not only reach their goals, but exceed them. With the help of employees and extensive training, the company is leading a number of teams in processes for operational excellence. According to Wood, “it helps engage employees. They’re the ones with the ideas and know how things need to run. We want to take their suggestions and implement them. We’re going to do some retraining, reorganization of work and
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PROVIDING SOLUTIONS, CREATING VALUES Applied Industrial Technologies provides solutions and creates value for customers. We supports the manufacturing and maintenance operations in every industry segment. We offer technical expertise, repair services, and a complete offering of Bearing,
Material Handling, Mechanical Power Transmission products, Fluid Power products, and Specialty products.
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A R C E L O R M I T TA L M I N E S C A N A D A work methods so our productivity is best in class and everything is running consistently.” Though the company can’t control certain things, such as ore grade, it still provides superior service in everything it can control.
MINING
“We’re benchmarking ourselves in terms of equipment availability, utilization, productivity workforce and best practices,” says Wood. “We can’t change the ore body but we plan on being world class in everything we can control.”
Port Chargeur de navire et homme w w w. a r c e l o r m i t t a l . c o m
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Rock-solid litigation expertise At De Grandpré Chait, we advise our clients at every stage of the litigation process before all levels of court in Canada. Whether a case goes to trial or is resolved through arbitration, mediation or negotiation, our experienced lawyers are committed to helping clients achieve the solution that best resolves the dispute at hand. Our expertise extends to a vast array of contentious issues, such as: • Construction claims and litigation • Commercial disputes • Insolvency and financial restructuring • Debt collection • Insurance and liability
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A R C E L O R M I T TA L M I N E S C A N A D A The company works toward ambitious goals, including their zero-thirty-thirty goal. Wood explains that this goal, “entails zero harm, 30 million tons a year and 30
MINING
dollars a ton. It’s an aspiration we work every day on. That’s what our operational excellence teams are doing – identifying the potential and engaging teams to achieve it. We
UB Disques d’agglomération w w w. a r c e l o r m i t t a l . c o m
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From pit to port Helping our clients realize maximum value from their investments
Our extensive experience in the iron ore industry includes: mining, crushing, beneficiation (gravity and magnetic), flotation, fines agglomeration, pelletizing, and sintering; rail, port, materials handling and feed and product blending; process and logistics dynamic simulation; market studies, and process optimization. To learn more visit hatch.ca.
CONSULTING PROJECT DELIVERY TECHNOLOGIES OPERATIONAL PERFORMANCE
A R C E L O R M I T TA L M I N E S C A N A D A
MINING
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Expanding the horizon with the highest quality railway products. We supply new, relay and reconditioned track material for all of your track construction and maintenance needs.
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A R C E L O R M I T TA L M I N E S C A N A D A don’t think we’ve reached our potential yet.” Transforming tomorrow As a leading supplier of iron ore, ArcelorMittal is also committed to setting global standards for future generations. The company strives to provide the leadership, quality and sustainability that will transform tomorrow’s steel and mining industries for the better. ArcelorMittal’s focus on sustainability reaches far beyond just Canada and the company is firmly committed to minimizing its environmental repercussions. The company has developed a sustainable development policy aimed at maintaining its international leadership position and being a strong advocate of Towards Sustainable Mining (TSM), a Mining Association of Canada (MAC) initiative. In doing so, the company works to implement corporate Environmental Management System in line with ISO 14001; actively communicate and cooperate with governments, the public and communities of interest; and reduce greenhouse gas emissions. The company’s commitment to sustainable development derives from five fundamental principles: health and safety, profitability, improvement, commitment, and respect. It’s as simple as that.
MINING
Company Information INDUSTRY
Mining
ArcelorMittal is the world’s leading steel and mining company. Guided by a philosophy to produce safe, sustainable steel, it is the leading supplier of quality steel products in all major markets including automotive, construction, household appliances and packaging. ArcelorMittal is present in more than 60 countries and has an industrial footprint in over 20 countries.
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ArcelorMittal Mining Can
Performance de niveau intern
Steve Wood d’ArcelorMittal Mines Canada G.P. discute du d’agrandissement de la société dans sa mine de Mont-Wrig majeurs, les améliorations continues et les projets futurs p Écrit par : Robert Spence
Produit par : Aaron Wells
nada G.P.
rnational
u florissant projet ight, y compris les investissements pour ĂŞtre les meilleurs
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A R C E L O R M I T TA L M I N E S C A N A D A
MW Mine avec sautage 158
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MINING
L
es projets d’agrandissement dans le secteur minier ne sont pas une tâche facile. Parvenir à transformer de nouveaux objectifs en opérations exige de réussir la planification, l’intégration et l’exécution. Sous la houlette de Steve Wood, ArcelorMittal Mines Canada G.P. perfectionne actuellement ces compétences. Fondée en 1957, ArcelorMittal Mines Canada G.P. est la plus grande division minière de la multinationale ArcelorMittal.
L’entreprise est devenue le fournisseur principal de minerai de fer et d’acier du Canada, produisant environ 60 pour cent de la production totale du pays. Agrandissement de l’avenir ArcelorMittal Mines Canada G.P. exploite actuellement deux grandes mines à ciel ouvert : le complexe de Mont-Wright et Fire Lake. Le complexe minier de MontWright est une exploitation extrêmement systématique w w w. a r c e l o r m i t t a l . c o m
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SUPPLIER PROFILE
THE CASTECH-PLESSITECH GROUP
Located in Quebec (Canada), The Castech-Plessitech Group is a young, dynamic and experienced team that contains over 200 employees. Since 1931, Castech-Plessitech is present in many sectors such as: Mining, Aluminum, Pulp and Paper, Industrial, Hydro and Wind energy. The Group is unique because of its complete value added manufacturing services: •
Engineering Department
•
Ferrous castings up to 40 000 lbs in all types of alloys and irons
•
Machining of parts
•
Welding
•
Assemblies with lifting capacities of 100 tons
•
Screw conveyors
•
Finishing and painting
•
Overload and wide load transportation
•
Installation on site
Website: www.castechinc.com – www.plessitech.com
A R C E L O R M I T TA L M I N E S C A N A D A composée d’une mine à ciel ouvert, d’un concasseur à minerais et d’une installation de concentration avec un système de chargement par train. La mine est reliée par une ligne de chemin de fer qui appartient à la société au complexe industriel de Port-Cartier. À environ 55 kilomètres de Mont-Wright, on trouve la mine de Fire Lake. En raison de la forte demande de minerai de fer, la mine est devenue un dépôt supplémentaire où ArcelorMittal exerce ses activités. En 2011, la société entreprise a entrepris l’un des plus grands projets d’agrandissement de Québec. Le projet, qui a été complété l’an dernier, a impliqué l’expansion des infrastructures à la mine de Mont-Wright afin d’augmenter la production de 16 à 24 millions de tonnes de minerai en fer avant la fin 2013. « Nous avons atteint le rythme
MINING
annualisé de 24 millions en fin d’année dernière en novembre et les choses se présentent bien pour atteindre 24 millions cette année encore » a indiqué Steve Wood, le président d’ArcelorMittal Mines Canada G.P. Il continue, « C’est assez phénoménal d’obtenir ce rythme tout de suite après un projet d’expansion. Ce sont des moments passionnants sur le plan de l’expansion et de la maximisation des retombées de nos investissements ». Une partie du dernier agrandissement a permis la mise en service de nouvelles lignes en spirale et d’une usine de concentration et a apporté des améliorations supplémentaires à la voie ferrée et au port de Port-Cartier. Wood estime qu’avec quelques améliorations mineures, ArcelorMittal peut atteindre un taux de production encore plus élevé. «
“Notre travail ici est d’obtenir des niveaux des niveaux de performance de niveau international dans chaque aspect des activités en termes de productivité, entretien et fiabilité des équipements ” – Steve Wood, Président d’ArcelorMittal Mines Canada G.P. w w w. a r c e l o r m i t t a l . c o m
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1 866 444-9944 | hewitt.ca
MAC 18-14A
WHEREVER THERE’S MINING, WE’RE THERE
THE BROADEST PRODUCT LINE IN THE MINING INDUSTRY
MAC 18-14D
Wherever there’s mining in Quebec and in Western Labrador, you’ll find Cat products hard at work – drilling and digging, loading and hauling, grading and dozing. You will also find a Hewitt Equipment Limited branch, providing unmatched support, expert service and integrated solutions. Superior products. World class service. One source.
MAC 18-14D
SUPPLIER THE BROADESTPROFILE PRODUCT LINE IN THE MINING INDUSTRY
HEWITT EQUIPMENT LIMITED
19-08-2014 13:41
Founded in 1952, Hewitt Equipment Limited is the authorized Caterpillar Dealer for Quebec, Western Labrador and the Maritime Provinces in Canada. Hewitt has the expertise to deliver the world’s largest mobile mining equipment and act as a partner to help customers achieve success in their projects. Hewitt also provides the following services: • Assessment and continuous improvement: Hewitt’s mining experts perform a wide range of evaluations on site, while assessing processes and operational performance, enhancing productivity measures and identifying gaps and areas of improvement. • Best practices implementation: Hewitt and Caterpillar have developed throughout several decades of field experience an outstanding portfolio of best practices, in areas such as Maintenance & Repair, Application Component Life and Service Contract Management. • One stop shop: Hewitt achieves important synergies, leveraged by the supply of the largest variety of mining equipment and parts, volume discounts, processes optimization, and the access to a large pool of expertise and technical resources.
Hewitt, Service par Excellence +1 514-6303100 Visit our Website: www.hewitt.ca
A R C E L O R M I T TA L M I N E S C A N A D A Nous voyons se profiler le jour où avec quelques ajustements mineurs nous dépasserons la capacité nominale » indique Wood. Dans son ensemble, le projet d’expansion comprenait : • la mise en service de nouvelles lignes en spirale au concentrateur • de nouveaux camions et un atelier de réparation opérationnel • la réalisation de voies de garage ferroviaires supplémentaires • l’achèvement du nouveau concentrateur • la mise en service de nouveaux engins de mise et de reprise au tas et chargeurs de navire • la production de concentré a dépassé 2 Mt en décembre 2013 • des chargements de 1.987 Mt en décembre 2013 • des économies d’échelle La province de Québec profite
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également de l’expansion. Les impôts sur le revenu et les revenus des droits miniers représenteront plus de 3 milliards de dollars, qui profiteront au gouvernement jusqu’en 2039. Le Québec bénéficiera aussi d’une augmentation de sa capacité d’exportation d’articles à étrangers, de la consolidation du secteur minier en général et du développement de la communauté. La création d’emplois au Canada constitue un autre des avantages de l’expansion. Plus de 8.000 emplois ont été créés pendant la construction du projet et 600 autres emplois permanents ont été mis en place depuis l’achèvement de l’expansion. Investissements Pour débuter le projet, ArcelorMittal a investi de manière significative aux
“C’est assez phénoménal d’obtenir ce rythme tout de suite après un projet d’expansion. Ce sont des moments passionnants sur le plan de l’expansion et de la maximisation des retombées de nos investissements ” – Steve Wood, Président d’ArcelorMittal Mines Canada G.P. w w w. a r c e l o r m i t t a l . c o m
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A R C E L O R M I T TA L M I N E S C A N A D A environs de 1,6 milliard de dollars, y compris un éventail de nouveaux équipements et technologies pour développer le taux de production et augmenter l’efficacité. « Nous avons acheté de nouveaux équipements ; engagé des personnels supplémentaires ; augmenté notre capacité de traitement ; ajouté une autre grande ligne, augmenté notre capacité de concentré de 50 pour cent et installé de nouvelles usines de traitement et plus de spirales », ajoute Wood. « Nous avons acheté aussi 13 camions Caterpillar 797 de 400 tonnes pour permettre de déplacer
SUPPLIER PROFILE
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de plus grands volumes en moins de temps ». Les camions 400 tonnes sont équipés d’un escalier de 18 marches pour atteindre la cabine du conducteur et chaque camion est utilisé pour transporter du minerai en fer brut vers un concasseur où il subira sa première transformation. Selon Wood, une partie de l’expansion a également consisté à investir dans sa ligne ferroviaire pour rationaliser la production. Les chemins de fer de la société transportent le concentré de minerai en fer de Mont-Wright à Port-Cartier et sont connus dans le secteur
SOUCY
The introduction of this long family history journey began May 7, 1931, when Mr. Adelard Soucy clears itself a ground of Témiscouata street in Rivière- du- Loup, in order to install its smelter. It manufactured at that time , seamers crank to seal the lids of home canning. Two to three employees then specialized in machinery repair.
Website: www.adelardsoucy.com
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Your business partner on the Terminal Operations
Stevedoring
Railcar Transloading
Heavy equipment Services
Porlier Express oers direct and intermodal integrated solutions since 1953. www.porlier.com
A R C E L O R M I T TA L M I N E S C A N A D A ferroviaire nord-américain pour leur fiabilité et leur sens de l’innovation. « Nous avons en outre voulu amplifier la capacité de notre ligne ferroviaire, aussi avonsnous acheté plus de locomotives et de wagons, étendu certaines voies de garage qui nous permettent de plus transporter vers le port, augmenté notre capacité de chargement des navires en installant un nouveau chargeur de navires et empileur ainsi qu’un convoyeur modifié. L’avenir portera sur les durées des cycles et la fiabilité » précise Wood. « Nous voulons reproduire ce que nous avons fait dans le passé. Nous avons certaines des personnes les plus intelligentes du secteur ». En plus d’acquérir les meilleurs équipements possibles, des investissements technologiques
SUPPLIER PROFILE
MINING
Port Remorqueurs
PORLIER EXPRESS
Established on Québec’s North Shore since 1953, Porlier Express offer different services such as: terminal operations, stevedoring, railcar transloading and heavy equipment services. From our installations located at Mont-Wright, Labrador and various ports (Sept-Îles, Port-Cartier and HavreSaint-Pierre), our local and specialized teams offer you direct or intermodal integrated solutions adapted to the specific needs of the region and the industries (mining, smelter, petroleum and chemical).
With Porlier Express, you can be assured of peace of mind ! www.porlier.com (418) 962-3073
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We are a dynamic company specializing in industrial and commercial electricity Kilotech Control Inc. is the prime contractor or subcontractor in collaboration with various partners trust. As electrical contractors for over 30 years, we are able to achieve a complete product into electricity through our multidisciplinary team, while ensuring the complete satisfaction of our customers. Our reputation is that of a company that meets the initial conditions and timing of contracts awarded. Business confidence, Kilotech Control Inc. strives to continuously improve its standards and remain leaders from different donors item. We are able to perform electrical work, instrumentation and control, work line, high voltage and fiber optic, our company offers a full range of services that adapt to specific customer needs, regardless of the size of the project.
CHICOUTIMI
1739 RUE GRANDE CHICOUTIMI, QUEBEC G7K 1H8 TEL: 418-545-6189 FAX: 418-545-7173
SEPT-ÎLES
180, RUE NAPOLEON SEPT-ÎLES, QUEBEC G4R 3M5 TEL: 418-968-3006 FAX: 418-968-4009
www.kilotech.net
A R C E L O R M I T TA L M I N E S C A N A D A
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ont également été réalisés. « Nous avons installé la meilleure technologie disponible sur le plan de la planification, de la répartition des équipements aux mines et du suivi des progrès sur une base quotidienne, horaire et en temps réel », ajoute Wood. « Nous sommes en train de perfectionner le processus. Nous savons ce que nous pouvons être dans l’avenir et travaillons à le devenir ». Amélioration continue Selon Wood, ArcelorMittal cherche constamment à améliorer toutes les phases des opérations. « Notre travail ici est d’obtenir des niveaux de performance de classe internationale dans chaque aspect des activités, en termes de productivité, entretien et fiabilité des équipements
SUPPLIER PROFILE
Produits Boulettes
KILOTECH
We develop, import and distribute a full assortment of scales to service all types of scale dealers, under the Kilotech brand name. Furthermore, we also carry other quality brands such as Tanita. We focus solely on weighing and measurement products, allowing us to concentrate on a more personal level in servicing our dealers’ needs. Our front line team is ready and able to answer any questions you may have regarding weighing and measurement products. After all, they’ve combined over 50 man years of sales experience and 40 man years of technical support experience between them. We have an established network of distributors across Canada and the U.S. Website: www.kilotech.com
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Crushing and Screening Heavy Civil Construction
ÉQUIPEMENTS
Lalancette operating since 1970
Tailings Operation Machinery Rental Transportation
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PROSYGMA.CA Phone: 450 442-5100 | Toll-free: 1 800 736-6160 370, Chambly Rd, # 300 Longueuil (Qc) J4H 3Z6
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A R C E L O R M I T TA L M I N E S C A N A D A
MINING
». Après l’achèvement de l’expansion, les rapports quotidiens montrent le potentiel du système pour une plus ample croissance : • Premièrement en maintenant le niveau de 24 Mt et en faisant la chasse aux « goulots d’étranglement » pour maximiser le potentiel du système • Investissements progressifs en tant que de besoin pour désengorger : • Optimisation de la mine de Mt Wright, expansion de Fire Lake (minerai plus riche) et désengorgement du concasseur • Récupération de la capacité ferroviaire en hiver, capacité de trains longs, voies de garage supplémentaires • Capacité supplémentaire de convoyeur au port • Importantes économies d’échelle pour les coûts
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PROVIDING SOLUTIONS, CREATING VALUES Applied Industrial Technologies provides solutions and creates value for customers. We supports the manufacturing and maintenance operations in every industry segment. We offer technical expertise, repair services, and a complete offering of Bearing,
Material Handling, Mechanical Power Transmission products, Fluid Power products, and Specialty products.
For more information contact us at 1-418-296-5575 or visit our website at www.appliedcanada.com
SOLUTIONS ONLY LEADER IN THE DISTRIBUTION OF INDUSTRIAL
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A R C E L O R M I T TA L M I N E S C A N A D A • Potentiel d’augmentation audelà de 30 Mt à basse intensité en capital La société estime qu’au fil du temps, avec diverses améliorations, l’expansion a le potentiel pour produire 100 millions de tonnes par an.
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Wood commente, « Nous croyons qu’il y a une possibilité de faire encore mieux. En appliquant quelques techniques de direction de classe mondiale, en entraînant et améliorant la productivité, nous pensons que nous pouvons
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Rock-solid litigation expertise At De Grandpré Chait, we advise our clients at every stage of the litigation process before all levels of court in Canada. Whether a case goes to trial or is resolved through arbitration, mediation or negotiation, our experienced lawyers are committed to helping clients achieve the solution that best resolves the dispute at hand. Our expertise extends to a vast array of contentious issues, such as: • Construction claims and litigation • Commercial disputes • Insolvency and financial restructuring • Debt collection • Insurance and liability
• Litigation and dispute settlement • Tax litigation • Shareholder disputes • Real estate and environment • Intellectual property
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Miller Thomson’s Construction and Infrastructure Group Understanding the mining industry’s construction needs
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Our Construction and Infrastructure Group is a leading provider of legal services for construction and infrastructure projects across Canada. We understand the wide range of issues facing the sector and how they specifically impact mining companies. And with more than 80 lawyers in key cities across Canada, we can provide tailored solutions to your industry’s unique business needs. Louis-Michel Tremblay lmtremblay@millerthomson.com 514.871.5421
Added experience. Added clarity. Added value.
Normand D’Amour ndamour@millerthomson.com 514.871.5487
Miller Thomson LLP
millerthomson.com
vancouver
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A R C E L O R M I T TA L M I N E S C A N A D A atteindre un plus haut taux, potentiellement 27-28 millions de tonnes et par la suite encore plus ». Il ajoute « En avançant, nous continuons à résoudre les problèmes et devenons donc plus fiables et plus cohérents dans notre production ». ArcelorMittal Mines Canada G.P. s’efforce continuellement de viser l’excellence et accomplit ceci en employant des initiatives non seulement pour atteindre ses objectifs, mais pour les dépasser.
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À l’aide de ses employés et d’une formation approfondie, l’entreprise conduit un nombre d’équipes dans des processus d’excellence opérationnelle. Selon Wood, « cela aide à impliquer les employés. Ce sont eux qui ont les idées et savent comment les choses doivent fonctionner. Nous voulons suivre leurs suggestions et les exécuter. Nous ferons du recyclage, de la réorganisation du travail et des méthodes de travail, de façon que notre productivité soit la meilleure de
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From pit to port Helping our clients realize maximum value from their investments
Our extensive experience in the iron ore industry includes: mining, crushing, beneficiation (gravity and magnetic), flotation, fines agglomeration, pelletizing, and sintering; rail, port, materials handling and feed and product blending; process and logistics dynamic simulation; market studies, and process optimization. To learn more visit hatch.ca.
CONSULTING PROJECT DELIVERY TECHNOLOGIES OPERATIONAL PERFORMANCE
A R C E L O R M I T TA L M I N E S C A N A D A sa classe et que tout fonctionne de manière fiable ». Bien que la société ne puisse pas contrôler certaines choses, comme la teneur de minerai, elle fournit toujours le meilleur des services pour tout ce qu’elle peut contrôler. « Nous évaluons notre performance en termes de disponibilité d’équipement, utilisation, productivité de la maind’œuvre et meilleures pratiques, » dit Wood. « Nous ne pouvons pas changer le corps de minerai mais nous planifions d’être de niveau international pour tout de que nous
MINING
pouvons contrôler ». La société s’est fixé des objectifs ambitieux, y compris son objectif zéro-trente-trente. Wood explique que cet objectif « implique zéro blessure, 30 millions de tonnes par an et 30 dollars la tonne. C’est une aspiration vers laquelle nous travaillons tous les jours. C’est ce que nos équipes d’excellence opérationnelle font -– identifier le potentiel et impliquer les équipes pour y parvenir. Nous ne pensons pas avoir déjà atteint notre potentiel ».
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Expanding the horizon with the highest quality railway products. We supply new, relay and reconditioned track material for all of your track construction and maintenance needs.
www.crawfordrail.com 905-873-6247 info@crawfordrail.com
A R C E L O R M I T TA L M I N E S C A N A D A Transformer demain En sa qualité de fournisseur principal de minerai en fer, ArcelorMittal s’engage également à établir des normes mondiales pour les générations futures. La société s’efforce de fournir le leadership, la qualité et la durabilité qui transformeront les secteurs de l’acier et minier de demain vers le mieux. La concentration d’ArcelorMittal sur la durabilité va loin au-delà du seul Canada et la société s’est fermement engagée à minimiser ses répercussions écologiques. La société a développé une politique de développement durable visant à maintenir sa position de leader international et à être un ardent défenseur de Towards Sustainable Mining (TSM), une initiative de l’Association minière du Canada (Mining Association of Canada - MAC). Ce faisant, la société travaille à la mise en œuvre d’un système de gestion de l’environnement de l’entreprise en conformité avec la norme ISO 14001, à communiquer et coopérer activement avec les gouvernements, le public et les communautés d’intérêt et à réduire les émissions de gaz à effet de serre. L’engagement de la société au développement durable dérive de cinq principes fondamentaux : la santé et la sécurité, la rentabilité, l’amélioration, l’engagement et le respect. C’est aussi simple que cela.
MINING
Company Information INDUSTRY
Mining
ArcelorMittal is the world’s leading steel and mining company. Guided by a philosophy to produce safe, sustainable steel, it is the leading supplier of quality steel products in all major markets including automotive, construction, household appliances and packaging. ArcelorMittal is present in more than 60 countries and has an industrial footprint in over 20 countries.
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Mining Association of British Columbia Written by: Cailey Murphy
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S
ince 1901, the Mining Association of BC, one of the oldest associations in the province, has represented the collective needs and interests of coal, metal, industrial mineral mining companies and smelters in British Columbia. In doing so, MABC has come to be regarded as the predominant voice of mining in British Columbia. 186
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Mining is an essential part of the provincial economy and the Mining Association of BC (MABC) is committed to supporting the future growth and development of this important industry. BC’s mining sector, one of the province’s largest and oldest industries, is a resilient job creator and economic engine that benefits all British Columbian’s. As a world leader in mineral
SECTOR
development and mining, the sector made up nearly 30% of all B.C. exports and directly employed more than 10,000 people in 2013. The Mining Association of BC focuses on actively representing the BC mining industry on several key issues of public policy including aboriginal and community relations, environment, health and safety, human resources, competitiveness
and the Towards Sustainable Mining (TSM) initiative. TSM is the Canadian mining industry’s commitment to responsible mining, accountability and transparency. TSM measures a mining operation’s performance in Aboriginal and community outreach, safety and health, environmental protection and crisis management planning. It empowers the BC mining w w w. m i n i n g . b c . c a
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M I N I N G A S S O C I AT I O N O F B R I T I S H C O L U M B I A
industry to operate in a socially, economically and environmentally responsible way. Environmental protection is a priority objective for the BC mining industry in the development, operation and closure of mines. BC mining companies are committed to continuous improvement in environmental stewardship through world class practices and innovation in water quality management, GHG emission reductions, energy conservation and tailings management. Mining is integral to the health of the BC economy, social services 188
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and future job growth. BC mines are global leaders in environmental stewardship and responsible development, using good planning and mitigation measures every day to minimize impacts. The mining industry continues to represent significant economic opportunities for B.C., with an estimated $30 billion in investment in 30 projects currently in varying stages of the feasibility and environmental assessment processes. A skilled workforce is essential to meet the future demands of this growing industry and there are a
MINING
Company Information INDUSTRY
Mining HEADQUARTERS
900-808 West Hastings St Vancouver, BCV6C 2X4 FOUNDED
1901
number of initiatives underway to ensure B.C. is prepared, including training and support services available through the Aboriginal Mentoring & Training Association. MABC’s website also provides useful and practical information to support career development and growth, including information on the over 120 mining related occupations, featured educational institutions, and an online job board. For more information on the Mining Association of BC and related services, events, and awards, please click here.
MEMBERS
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K-Line
Two Trucks and a Vision Though it came from humble beginnings, K-Line has quickly become one of the most sought-after industrial maintenance contractors in Canada. Written by: Kevin Smead
Produced by: Michael Magno
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ENERGY
B
rothers Alan and Mark Kellett have been leading K-Line Group, a utility services provider, for more than 25 years. Though, as they put it, they’re just “looking after it.” K-Line was founded by their father, Glenn, in 1967. Armed with years of experience at Ontario’s Hydro One and a strategic eye for business,
he sold one of his properties in order to purchase two trucks— both of which are still owned by the company today—and began running operations out of the basement at his Scarborough home. Glenn saw an opportunity to provide service at a time when utilities began outsourcing work to third-parties. What began as K-Line w w w. k - l i n e . c a
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Since inception in 2002 PMA has provided Engineering & Design/ drafting services. Our major Clients include: • RCM Technologies • Black & Macdonald • BECMA • Kinectrics/Brampton Hydro
In 2007 we added the fabrication and supply of Steel for High Mast Lighting Towers and Transmission and station structures to our services. Our Client list includes: • K-line • Black & Mcdonald • Burlington Hydro • Primary Power • Eaton Electric
Toronto Office 10 Sonata Crescent Toronto, Ontario M3B2C4
416.471.7748 | fax: 416.449.8752 | www.pmaeng.com
vision as wide as the land.
Whether you are looking to purchase, lease, build or manage properties in Southern Alberta, PanTerra Properties has the experience and expertise to accommodate your unique real estate needs.
403.984.0557 | email: don.lee@panterraproperties.ca www.panterraproperties.ca industrial & commercial development | property management
Killarney Constructors Inc. is proud of the solid relationships we’ve built with our clients, consultants and owners. From bid to completion, we work as a team with uncompromising integrity, honesty, safety and quality to deliver successful projects. 494 Massey Road, Unit C | Guelph, ON, N1K 1B4 | 905-586-2429 www.killarneyconstructors.com
K-LINE Maintenance and Construction is now part of a larger group, which includes operations in several countries across the globe. Still, it was Glenn’s initial efforts put the company on the path to where it is today. “K-line didn’t just fall out of the sky,” Mark said, “but started with a person with a vision who came from Mendon, Ontario.” There are several key aspects that have afforded K-Line its current and continued success. Perhaps the most important is its retention of its family culture across the years. Though the company has grown, it still operates like a small, personal family business. K-Line’s emphasis on safety has also been a may factor in its success. The company goes to great lengths to train its employees on safety protocols on a routine basis, ensuring everyone gets home in as good as shape as they showed up. Finally, the K-Line is committed to always providing high-quality work, on-time and on budget. The company believes in honest operations and building relationships with its partners. Next month, we’ll dive deeper into K-Line’s successes. Stay tuned!
ENERGY
Company Information INDUSTRY
Energy & Utilities HEADQUARTERS
Ontariao, Canada FOUNDED
1967 EMPLOYEES
500+ REVENUE
$80-100 million
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Muskoka
Why Drive When
While the District of Muskoka was listed as a to its airport makes a strong case fo Written by: Kevin Smead
Pro
a Airport
n You Can Fly?
op 10 road trip destination by MSN this year, or taking to the skies instead.
oduced by: Daniel Snyder
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Al Beacon of the Royal Canadian Legion, initiator of the Little Norway Memorial
By car, The District of Muskoka is a two-hour drive from Toronto. With its idyllic scenery of majestic forests and vibrant lakes, Muskoka has been a tourist destination for more than 100 years. In both 2011 and 2012, Muskoka was recognized by National Geographic Traveler as a top vacation destination. Just this year, it was named by MSN as one of the 10 greatest road trip destinations for the year. While a road trip may be grand, the region boasts one of the best run airports in the country, which begs the question: Why drive when you can fly? 198
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The Muskoka Airport plays a major role in the area’s bustling tourism business, providing an accessible international hub for a range of aircraft in the private and commercial sectors. “Up to 71% of our visitors that come through the airport are from the USA,” District Chair John Klinck explained. “Although the airport does not support scheduled airline services, each year there are about 700 jet movements and over 2,000 turboprop aircraft movements that contribute to the commercial traffic activities at the airport. About 57% of the airport’s traffic is from
S U P P LY C H A I N
Lake Central Air Service aircraft maintenance
commercially registered aircraft.” The airport also acts a home for a dozen aviation businesses, employing around 75 people and helping to drive the local economy. As industry trends shift, Muskoka Airport sees continued success for several different reasons.
an increase in commercial aircraft usage,” Klinck said. “Although our traffic from piston aircraft tends to decline slightly each year, we also tend to see that drop replaced by commercial jet, turboprop, and helicopter traffic. As such, our aviation gasoline (avgas) sales volumes suffer, while our jet fuel A Focus on Commercial sales continue to improve.” The airport has remained successful With increased commercial thanks to a change in the types of activity come increased revenues. aircraft that use the airport. In addition, the businesses which “Generally, light or private aircraft operate at the airport are taking usage tends to be declining across advantage of this shift as well. the country, while in Muskoka we “Over the last decade, several tend to have been experiencing businesses located at the airport w w w. m u s k o k a a i r p o r t . c o m
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Lake CentraL air ServiCeS
AircrAft
•
Avionics
•
components
•
instruments
•
structures
since 1964, Lake Central Air Services has offered the
Rating
best selection of lake amphibian aircraft in north America.
• cessna citation 500 series aeroplanes
We also provide complete usA Approved certification on all aircraft work, including our top quality maintenance,
• DeHavilland DHc-6 series aeroplanes • Douglas Dc 3 turbo-propeller series aeroplanes
repair, rebuilding and restoration services.
• piston powered aeroplanes with mtoW of 5700 kg and below
approved Maintenance Organization 195-92
• turbo-propeller powered aeroplanes with mtoW of 5700 kg and below
1016 sabre Lane | muskoka Airport (cYQA) r.r.#1, Gravenhurst | ontario, cAnADA p1p 1r1 | 705-687-4343 | www.lakecentral.com
Professionalism with Confidence
Air Ambul Ance corpor Ate chArters sightseeing AeriAl photogrAphy
Our fleet of aircrafts are ready to go 24 hours a day, 7 days a week to meet your needs. Whether it is a short scenic tour or a longer flight that you require, we can accommodate with consistency and the highest level of professionalism.
Muskoka Airport (North End) 1165 Gravenhurst Parkway | Bracebridge Ontario | P1P-1R1 705-687-3811 | 877-687-3811 | www.northernairsolutions.com
MUSKOKA AIRPORT
S U P P LY C H A I N
have branched into servicing larger aircraft and commercial aircraft,” Klinck said. “These changes have opened up a host of opportunities for these businesses to expand, but also increase the burden on the airport to provide stronger taxiways and aprons, more reliable runway conditions in winter, and more space for their larger hangars. If we are to embrace the role of the airport to provide economic development for our municipality, then we need to adapt by providing the infrastructure, operating standards and development areas that these new businesses require.” Expansion in All Areas This kind of expansion is something the airport is already actively pursuing and it hopes to work with funding agencies and the private sector in the near future in order to move forward. Plans are already in place to refurbish the airport’s 6000 ft. runway in 2015. A longer-term 20year plan is also being discussed. “After identifying the anticipated improvements and their costs, the expenses are amortized over the 20 year period and a capital reserve
contribution is made out of the airport’s operating budget each year to ensure we have the appropriate funds to properly support the airports upkeep and growth,” Klinck said. “Those contributions have grown over the last decade from about $80,000 per year to $500,000 per year. However, this financial commitment ensures that the Muskoka Airport is able to continuously improve its operation.” As Klinck notes, however, they aren’t at all ignoring the piston aircraft traffic and are working to keep it steady. “Muskoka Airport hopes to retain a significant share of the piston aircraft traffic by continuing to market the Muskoka area as a premier tourist destination, and to continue providing a preferred location for cross-country training flight stops from out-of-town flight schools,” Klinck said. “This airport attracts a lot more itinerant piston aircraft traffic than any of the other nearby airports, but an opportunity to expand our local flight training services could be very beneficial.”
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A Culture of Cooperation All told, the airport has only four full-time employees. The airport partners with Georgian College’s aviation management program to fill another spot. The full-time staff may seem small, but they’re highly trained in a variety of different fields, making each and every member invaluable. “With such a wide variety of responsibilities at the airport, personnel need to possess a wide variety of skills and experience,” Klinck explains. “This variety makes the job interesting, but the main 202
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thing that attracts and retains employees is their love of aviation and the satisfaction that comes with contributing to a wellmanaged operation.” The airport is also supported by District of Muskoka staff across all departments, from Public Works and Engineering to Finance and Legal. This is especially important since the airport must strike a balance between being a community service oriented organization, business, and industrial park. While this hasn’t always been easy, the airport is
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establishing a clear direction. “We recently conducted reviews of many of our municipal services and are currently looking at creating an Airport Promotions and Partnership Committee,” Klinck said. He also noted that with municipal elections soon taking place, the airport will soon be in a position to tackle various issues with a new District Council. “Council and staff need to develop a new long term plan for the airport in 2015 in order to establish a clear and firm direction for the airport to follow that best serves the social and economic needs of the District of Muskoka,” he added. The cooperation between the community and the airport is key, as the airport is extremely important to Muskoka. In the case of extreme forest fires, it acts as a response air base for the Ontario Ministry of Natural Resources. According to Klinck, these kinds of partnerships are the lifeblood of the airport and are good for the whole district. “The Muskoka Airport is also very important to tourism in Muskoka and we hope to work with partners in the tourism industry to further promote the use of the Airport,” he said. “In particular, we have a unique opportunity to promote corporate meeting, conference and retreat type travel through our airport to our many resorts.” Next time you’re planning a vacation, flying in to the Muskoka Airport and taking in the natural beauty around you might be a great option.
Company Information INDUSTRY
Airline / Aviation HEADQUARTERS
Ontari, Canada FOUNDED
1933 EMPLOYEES
5 REVENUE
$2 Million
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Laricina Energy Laricina Energy is Sitting on an Ocean of Oil
With innovation, Laricina could change the Canadian bitumen market Written by: Ian Hanner
Produced by: Michael Magno
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LARICINA ENERGY
T
o say Laricina Energy is still on the ground floor wouldn’t show the whole picture, but it would put in context the company’s big plans for expansion in the near future. Laricina was founded in 2005 by several graduates of Deer Creek Energy, a successful energy company purchased by French Supermajor Total S.A., with an interest in pursuing multiple in situ production opportunities in the thriving Canadian oil sands. Laricina, which was named for the hardy tamarack tree prolific in the area, prides itself on its pioneering spirit, according to President, Founder and CEO Glen Schmidt. That spirit is taking the company into its tenth year. “It’s very uncommon for a small company to do this,” he said. “So, I would say [the tenth anniversary] means pride; pride and satisfaction in the quality of the work. Now, with efforts focusing on their Germain and Saleski projects, the company’s tenth year is poised to be the one in which it explodes onto the international scene as a major player. 206
November 2014
Located within the Grosmont formation, the company’s Saleski project utilizes enhanced oil recovery techniques. Through several years of development, Schmidt is able to boast that they’ve proved the commercial viability of the play. “The most recent well we drilled cost us half of what the first well had cost,” Schmidt said. “We’ve taken the pilot work and, with a data set over a little better than three years of operations, we can now forecast. So we’re in a position at Saleski to declare the commerciality of the Grosmont. That’s a significant advancement of that particular project.” The Saleski project applies a cyclical steam assisted gravity drainage (C-SAGD) technology that utilizes a horizontal well drilled into the formation. Since the bitumen that Laricina is targeting is significantly heavier than traditional crude oil, it doesn’t flow as easily. To combat this, steam is injected through the well bore into the formation, allowing the bitumen to
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Saleski Tour
flow more easily. The resource is then pulled to the surface through that same well. Where Laricina is experimenting is with the introduction of various types of solvents to the process. By injecting light hydrocarbons into the formation before the steam, the company is able to more easily extract the oil while minimizing the amount of water necessary for the
process. This technique has yet to be applied at Saleski, though it’s in the early stages of utilization at Germain. “These would be common [enhanced oil recovery] schemes in conventional oil,” Schmidt said. “We’re applying them now to bitumen recovery with steam and the benefit of that is we’re hugely more efficient. We get w w w. l a r i c i n a e n e r g y. c o m
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LARICINA ENERGY higher productivity, lower steam requirements and because we use a hydrocarbon, it essentially recycles in the process.” The addition of solvent at the company’s other flagship project Germain has already demonstrated the technology’s capability. The company brought online a demonstration project at the Germain play in June 2013. Through trial and error, Laricina is now exhibiting production levels indicative of a sustainable, commercial
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operation, Schmidt said. Saleski and Germain currently produce somewhere in the realm of 1,000 to 1,200 barrels of oil per day, a figure that Schmidt expects to increase to 10,000 barrels per day by 2017. With financing, he said an additional 30,000 barrels per day would be added by 2019, with the full potential between the two projects at about 500,000 barrels per day. “We need to secure the capital,” he said. “The gatekeeper for us to execute is money. On the
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success of tracking the capital, and it’s quite competitive to get that capital, then execution of commercial performance would mean that we would become only the second Canadian independent who has grown from a concept to a public market position of commercial development doing projects at the billion dollar scale.” Forecasting an expansion to that scale, Laricina set about a few years ago to develop a pipeline that would transport bitumen to Edmonton, Alberta. Following an application process, Laricina received approval for the Stoney Mountain pipeline, but later sold that permit to TransCanada. Now, in partnership with PetroChina, TransCanada is constructing the TCPL Grand Rapids pipeline adjacent to Laricina’s projects that will be able to accommodate the high volume of oil that Schmidt expects to produce. “I think what distinguishes [Laricina] from some of the other small players who have the aspiration to advance their developments to commerciality is that we clearly have the assets, they’re unique, and we have the capability and opportunity to execute because the physical requirements that facilitate actually delivering the production are in place,” Schmidt said.
Company Information INDUSTRY
Oil & Gas HEADQUARTERS
Calgary, Alberta FOUNDED
2005 EMPLOYEES
100+
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