the
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CANADIAN EDITION
VOL. 1 • ISSUE 5 • 2016
Metrolinx
Pioneering Regional Transportation
G4S GUAM Guiding the Market
MALAKWA BRIDGE A new modern, four-lane bridge on the TransCanada Highway is due to open this summer
ER AUTOMOTIVE REVIEW: VOLVO XC90 SKODA OCTAVIA VW GOLF GTD
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VOL 1 • ISSUE 5
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James Martin CEO jmartin@evolutionbusinessmedia.com Zachary Smith Creative Director zsmith@evolutionbusinessmedia.com Thomas W. Nelson Editor In Chief editor@evolutionbusinessmedia.com Abigail Saltmarsh Content Editor editorial@evolutionbusinessmedia.com Sarah Louise Brooks Assistant Editor sbrooks@evolutionbusinessmedia.com Djamil Benmehidi Exploration Editor djamil@evolutionbusinessmedia.com Daniel Edwards Automotive Director dedwards@evolutionbusinessmedia.com Hannah Stewart Accounts Director hstewart@evolutionbusinessmedia.com Contact Evolution Business Media Ltd 170 – 422 Richards St Vancouver, BC V6B 2Z4, Canada 604 283 1823 UK Office Evolution Business Media Ltd Cedar House 41 Thorpe Road NORWICH NR1 1ES United Kingdom
T
he Economic Review covers the ever “Evolving” trends of the mining industry within Canada. It features a range of aspects, from geologists, to prospector’s producers and equipment suppliers. In this issue of The Economic Review
We have a multitude of major projects in this edition, from The Calgary International Airport expansion, to the Evergreen Line for the ministry of transportation and Infrastructure, along with New Britain Palm Oil within our global agriculture sector and G4S Secure solutions Guam that leads our global security sector. Palm oil is a very controversial product, with a staggering 70% of all food items in any supermarket containing a trace of the product; it is an industry that produces substantial volumes. With any industry of this scale, there is inevitably some unscrupulous companies taking advantage of such a lucrative resource, destroying land and Eco systems. In this edition, we have covered New Britain Palm Oil (NBPOL), with a focus on the sustainable production of this product. NBPOL is a member of the Round Table of Sustainable Palm Oil (RSPO) and is a leader in the field of producing sustainable Palm oil. NBPOL are deeply committed to producing palm oil as a product without deforestation and subsequent loss of habitat for the species that rely on a rainforest environment. I do hope you enjoy this edition of the Economic Review. Thomas W. Nelson Editor in Chief the
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GLOBAL ECONO MY
E TGLOBAL An infrastructure plan can boost our economy
- if we get it right
he crescendo of dialogue around the need to spend more on infrastructure continues to build. It’s clear that Canada has a profound infrastructure deficit—particularly for urban and transportation infrastructure. In addition, the wobbly economic situation has led to increasing demands for federal and selective provincial fiscal stimulus, most appropriately in the form of investments in education and skills development, and infrastructure. The Canadian economy could use a nudge from fiscal stimulus in the short term, but there’s also a long-term need to boost innovation and productivity—both of which are areas of chronic underperformance. As we shift toward a deeper commitment to infrastructure investment, the Conference Board believes decision-making should be based on past Canadian and global best practice to ensure Canadian governments set the right infrastructure investment priorities that provide the highest possible economic return. There are a number of considerations. There is clearly a political dimension, since the ultimate success of government investment aimed at improving immediate and long-term economic performance can be undermined by short-term political interests. Around the world, public invest-
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ment programs have resulted in “bridges to nowhere”, and some educational investments have yielded neither appropriate skills development, nor appropriate innovations. While it’s easy to say and hard to do, possible political advantage should not be the driver for public infrastructure projects. Transparency, open consultation and independent review of funding and investment are needed. Next, any proposed public investment opportunity should clearly address not only immediate needs, but the longer-term social and economic impact. “Shovel ready” projects to help governments step up their infrastructure investment are not always the best projects to undertake. The federal government should be examining the planning context that led to specific proposed projects against the reason a given project is being prioritized. What problem or opportunity is being addressed? Will it yield an economic return to justify the public expenditure? The ostensible reason for proceeding with this round of stimulus funding is economic, so let’s ensure there is a welldefined economic justification for each element. Moreover, there could be larger economic benefits from a well-designed set or portfolio of public investment projects,
compared to the alternatives. For instance, is there a potential to invest in innovation and skills development that will generate a bigger economic impact from infrastructure investment? Would two public transportation projects yield a more significant impact if they’re undertaken together in a coordinated way? Similar focus could also be applied in educational and innovation funding to ensure we are addressing societal and economic “needs” rather than “wants”. Over the last decade, businesses have complained about major labour market mismatches between the skills being developed and those required. Matching the supply of skills to what the market is demanding should be key when assessing possible human capital investments. Similarly, while public investment in basic research is required, one of our largest issues in innovation is moving from original “discovery” research toward the commercialization of these discoveries for economic and social benefits. Finally, while there may be a short-term economic gain from appropriate investments in the current economic circumstances, these projects are going to be funded through deficit spending. Ultimately, the bonds
G LO BA L E CO NOM Y
Y M O N O C E issued to fund these fiscal deficits will need to be serviced and repaid. The added public debt burden associated with fiscal stimulus, and related investment in infrastructure and human capital, simply reinforces the
importance of setting priorities based on the expected positive economic impact. The road ahead on public investment in infrastructure and education won’t be easy—nor should it be, if we’re to realize
benefits as an economy and society. Successful public “investments” in the economy, rather than just “expenditures,” will require significant rigour in selecting and implementing projects and areas for public funding.
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GLOBAL ECONO MY
GLOBAL What could the EU-Canada free trade deal tell us about Brexit?
C
ETA, the recently concluded free trade agreement between the EU and Canada, is increasingly cited by the ‘Leave’ camp as a possible model the UK could adopt for its relationship with the EU after Brexit. Open Europe’s Vincenzo Scarpetta discusses the pros and cons of the EU-Canada deal and how easily it could serve as a template for Britain. The free trade deal between the EU and Canada, known as the Comprehensive and Economic Trade Agreement (CETA), is attracting growing interest as it is being increasingly cited by the ‘Leave’ camp as a possible template the UK could follow for its relationship with the EU after Brexit. As London Mayor Boris Johnson put it last week, I think we can strike a deal [with the EU] as the Canadians have done based on trade and getting rid of tariffs. It’s a very, very bright future I see. Overall, CETA is the most comprehensive and ambitious free trade deal the EU has negotiated to date. However, it is still some way from replicating the level of access to the single market the
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UK currently enjoys as a member of the EU – particularly in services and financial services. Let’s take a look a bit more in detail. The bright side First of all, trade in goods. The EU and Canada have agreed to scrap 100% of tariff lines on industrial and fisheries products – nearly all of them upon entry into force of CETA, and the rest after transition periods of up to seven years. As regards agricultural products, the EU and Canada will eliminate 93.8% and 91.7% of tariff lines respectively – again, nearly all of them on the day CETA enters into force and the rest after seven years. Second, public procurement – an area that is sometimes undervalued but is potentially worth hundreds of billions. CETA brings about significant liberalisation, particularly on the Canadian side – since European companies will be allowed to bid for public contracts in Canada at all levels of government (with some limitations in the Provinces of Québec and Ontario). Third, CETA does not involve Canada paying into the EU budget or signing up to EU rules on the free movement of people in return for increased market access. The dark side Now for the not-so-good stuff.
Some agricultural products deemed sensitive (e.g. eggs or chicken and turkey meat) are not covered by CETA, while for some others (e.g. beef or sweetcorn) duty-free access will only be granted for limited quantities. In other words, under a Canada-style relationship with the EU after Brexit, UK farmers would be partly exposed to EU tariffs – a step backwards from the current situation. More generally, with some limited exceptions (e.g. for Canadian carmakers), trade in goods under CETA will be largely based on EU rules of origin – which are used to determine whether a sufficient proportion of a product is actually ‘Made in Canada’ and can therefore benefit from reduced or zero tariffs in the EU. Outside the EU’s customs union, UK exports of goods would need to comply with extra bureaucratic customs checks, which could raise costs particularly for those firms with complex supply chains. Furthermore, the UK would also lose its vote over the setting of EU regulations and product standards. These are all important points, given that the EU would continue to be the UK’s largest trading partner for the foreseeable future no
E
G LO BA L E CO NOM Y
ECONOMY matter the outcome of the June referendum. But arguably the biggest challenge the EU-Canada deal poses as a potential model for UK-EU relations after Brexit is that it only grants limited services liberalisation – by no means comparable to being a member of the single market. While CETA does introduce further openings in areas such as mining, postal services and maritime transport, hundreds of pages are devoted to listing ‘reservations’ to liberalisation commitments – that is, Canadian and EU carve-outs from the deal. As regards financial services
more specifically, CETA does not prevent the EU and Canada from keeping a number of regulatory and licensing requirements in place. In order to take advantage of the EU financial services ‘passport’, for instance, Canadian firms will have to establish a presence in the EU and comply with EU regulations. Therefore, the ‘Canadian model’ could ultimately make it harder for UK-based financial services firms to sell into the EU market. Between the UK and the EU, it can’t be just about trade Looking at the bigger political picture, one final point is worth
making. Not least for geographical and historical reasons, the UK’s economy is a lot more integrated than Canada’s with the rest of the EU. Just think about how many Brits currently live and work in other EU member states, and vice versa. This means that any UK-EU agreement after Brexit could not be just about trade – it would inevitably need to cover other aspects. Therefore, the EU-Canada deal could only ever serve as a template the UK could build upon – certainly not as the ‘Holy Grail’ of models for post-Brexit UK-EU relations.
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M E TROLIN X
Metrolinx M
By: Abigail Saltmarsh
etrolinx’s regional transportation plan, will transform travel in Toronto – and one of its first major projects is the $5.3 billion Eglinton CrosstownWhen the new light rail transit line between Mount Dennis and Kennedy Station begins service in 2021 it will completely transform the face of
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travel from one side of the city of Toronto to the other. The line, which follows Eglinton Avenue for 19km, will convey passengers at speed and in comfort between stations, bringing untold benefits to both business and the community. Jamie Robinson, Director of Community Relations and Communications for Toronto Transit Projects at Metrolinx,
M E T ROLINX
the Province of Ontario’s transportation agency for the Greater Toronto and Hamilton Area (GTHA), says the Eglinton Crosstown is at the heart of pioneering regional transportation project The Big Move. Launched in 2008, this is a 25-year, $50 billion plan for coordinated, integrated transportation and transit in the
GTHA, he explains. “The Crosstown will go from east to west across the centre of the city and will be a major part of the overall plan; it will connect with the GO Transit regional rail system, the existing subway network and numerous bus routes,” he explains. “It will be part of an entire network, which will also include other light rail transit lines, and will be
part of what we believe to be the largest regional transportation project in North America.” Metrolinx was created to improve the coordination and integration of all modes of transportation in the GTHA. Its mission is to champion, develop and implement an integrated transportation system that enhances prosperity, sustainability and quality of life.
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M E T ROLINX
“The whole idea and concept of having a more regional transportation system has been around for a long time and certainly having a line running from east to west through the centre of Toronto has been under discussion for a number of years – in fact, back in the 1990s, a project to build a subway along the route actually began with some tunnelling but a subsequent provincial government was elected and ordered the hole to be filled back up,” Mr Robinson recalls. “This highlights the issues we have here in creating transit systems – there are a lot of different interests: municipal interests, city interests, provincial interests and federal interests.” The Big Move, however, managed to encompass the diverse interests and present a plan to triple the length of rapid transit service in the GTHA to 1,725 km; increase the percentage of people living within two km of rapid transit to 81 per cent; reduce commuting times to an average of 77 minutes per person per day and decrease greenhouse gas emissions from passenger
transportation per person by 29 per cent. And work is now underway on several of its projects, with more than $16 billion in investment already committed. When it came to construction, the Eglinton Crosstown was one of the first priorities, Mr Robinson continues: “This is a heavily travelled, mid-town route, which is often very congested. It is a common misconception that Crosstown will be a street car when in fact it will be a light rail transit line, only stopping at stations and significantly faster, more comfortable and more reliable than a tram would be.” The Crosstown is being delivered by Metrolinx, together with Infrastructure Ontario, using the Alternative Financing and Procurement (AFP) model. Under AFP, the public sector establishes the scope and purpose of the project, while the construction work is financed and carried out by the private sector. In some cases, the private sector participant will also be responsible for the maintenance of the infrastructure asset. Metrolinx will retain control
and ownership over the project assets. Work was divided into three phases, explains Mr Robinson, with tunnelling going on to both the east and west of Yonge Street. While the tunnelling and headwall construction works continue in both directions, station construction will begin at the most western part of the line in early 2016. “We are absolutely on target and exactly where we need to be – work started on time and the companies from the private sector that are responsible for the design and build will be heavily into construction right along the corridor by later this spring,” he says. “ The line will be operational by September 2021.” The biggest challenge of the construction phase is managing unavoidable disruption to the city centre, he admits. “We are constructing along a length of 19km corridor, of which 10km is tunnel, going through a heavily congested area where we are trying to minimise disruption to traffic, pedestrians and businesses. In order to mitigate against these problems, we are communicating as much as
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M E TROLIN X
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M E T ROLINX
possible about where work will take place and are offering important information on alternative routes.” In addition to ensuring disruption is at a minimum, Metrolinx is also keen to highlight the many benefits the project will bring to the community. These include employment, apprenticeship and local supplier opportunities. “As well as offering those working and living in Toronto faster and more comfortable transport, we also see the Crosstown as something of a catalyst, bringing infrastructure that should rejuvenate and energise communities, and create more vibrant neighbours into the future,”
he points out. Once completed, the Eglinton Crosstown will have up to 25 stations and stops. By 2031, it is expected to carry some 5,400 passengers per hour in the peak direction. The capacity of an LRT is 15,000 passengers per hour in any given direction and cars can be removed or added easily, thereby providing the flexibility to accommodate changing passenger numbers. “This is an exciting project and, as part of the overall regional transportation project, it really will have a major impact on travel within this area and how people move around within Toronto well into the future,” he adds.
102 Bales Drive East • P.O. Box 93089 • Newmarket, Ontario L3Y 8K3 • 905-898-4889 • info@technicore.ca
Technicore is a vertically integrated group of tunnelling companies headquartered in Newmarket, Ontario with a major steel fabricating facility in Toronto.
O ur Ex pe r tise I ncludes: Concrete redi-mix Design and manufacturing of Tunnel Boring Machines and proprietary tunnel equipment Heavy steel fabrication Steel watermain pipe manufacturing
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NE W BRITAIN PA L M O I L
PALM OIL: A Sustainable Future B
By: Sarah Louise Brooks
y the year 2020, the global market for palm oil is forecast to exceed 72million metric tons. Oil palm is the most efficient oilseed crop in the world. This rapid growing trend is driven by the increase in demand for sustainable palm oil in both edible, and non-edible applications, in addition to the rising hostility towards GMO based oils. Officially, it is the most widely consumed vegetable oil in the world. On Global Palm Oil Production’s website, it is stated for March 2016, the United States Department of Agriculture, (USDA), estimates that the 2015/2016 will be 61.72 million metric tons, which could represent an increase of 0.47% on the previous year in which 61.43 million tons of palm oil was produced. With increased production, and increased demand for the palm oil, inevitably, plantation saturation is occurring in places such as Malaysia and Indonesia. Subsequently, companies are looking to new locations for producing this ever in demand product.
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N E W B R I TA I N PALM OIL
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NE W BRITAIN PA L M O I L
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Papua New Guinea is an appealing prospect for an alternative location to these saturated countries in order to meet the ever increasing demand. It has a vast, seemingly inhabited forest in which companies are now increasingly evidencing an interest in for potential profit. Important factors in need of consideration however are the dependence of the local communities on these forests as a vital life support and their rights must be respected. The largest organisation, aiming to combat issues such as the interests of the local community, as well as sustainability for palm oil is the Roundtable of Sustainable Palm Oil, (RSPO). This non-profit organisation looks at each of the seven sectors of the palm oil industry; oil palm producers, processors or traders, consumer goods manufacturers,
e
retailers, banks/investors, and environmental and social nongovernmental organisations (NGOs). RSPO’s overarching goal is to create a consistent standard of sustainability throughout all aspects of palm oil industry, both environmentally and socially. With nearly a fifth, 21%, of all palm oil produced now RSPO certified, the number of members is continuously growing with currently 2,715 members worldwide across all palm oil stakeholders. As an important member of the Roundtable on Sustainable Palm Oil, New Britain Palm Oil Limited, (NBPOL), are a company with a clear ideological belief for producing in a sustainable manner. As the world’s leading producer of sustainable palm oil, in accordance with the principles and criteria of the RSPO, New Britain Palm Oil produce their
own seed and planting, as well as cultivating and harvesting its own land during the process of manufacturing the palm oil. Based in Australasia, NBPOL own over 82,000 hectares of planted oil palm plantations, as well as 12 oil mills and 2 refineries. Additional to this, their vertically integrated operations system is responsible for a seed production and plant breeding facility. By controlling so many aspects of the palm oil they produce, from harvesting their own land, to processing and refining the palm oil, NBPOL ensure that sustainable and respectful practice occurs in all aspects of the palm oil that they personally distribute directly to EU customers. Since March of 2015, NBPO company headquarters in West New Britain Province, Papua New Guinea has been a wholly
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owned subsidiary of Sime Darby Plantation. Sime Darby now own 98.8% of New Britain Palm Oil Limited. Nick Thompson, chief executive of New Britain Palm Oil Limited described at the time why this merger made sense: ‘NBPOL has a long-standing commitment to sustainability, similar to SDP. This is a union of like-minded organisations and we are excited to be part of the Sime Darby family’. This $1.7 billion acquisition resulted in 135,000 hectares of land added to Sime Darby’s plantation total. The significance of this merge is a continued focus on a sustainable future for palm oil. Similarly to NBPOL, Sime Darby Plantation is strongly committed to development in an ecological direction. It adopts and integrates the practice standards in accordance with the RSPO into the daily operations throughout the entire supply chain. The acquisition of NBPOL has provided Sime Darby Partnership with the opportunities to grow its downstream operations in Europe. NBPOL contributed to SDP’s bottom line as it was a well-managed company with
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NE W BRITAIN PA L M O I L
RENOLD an incredibly experienced team. As the world’s largest producer of palm oil, according to their 2014 sustainability report, Sime Darby Plantation employs a huge 79,888 people in 12 countries. The company shows a clear individualistic approach and care to its staff. In February of this year, Sime Darby Foundation showed a continual interest in Papua New Guinea and awarded scholarships, evidencing community support and direct positive implications from the New British Palm Oil Ltd acquisition. These scholarships offer young and deserving Papua New Guineans guidance and sponsorship to progress academically on their various paths to achieve their vocational aspirations. These scholarships
for tertiary studies are also being offered in Malaysia. Financially, these scholarships will be worth 500,000 USD annually to the students, evidencing Sime Darby’s Corporate Social Responsibility initiatives within the countries the company’s operations take place. Specifically to Papua New Guinea, five of the twenty-five scholarships will be offered to outstanding freshmen at Papua New Guinea University of Technology (UNITECH) to pursue undergraduate studies at top universities in Malaysia in mechanical or electrical engineering fields. Additionally, ten scholarships will be awarded to the University of Natural Resources and Environment, (UNRE), UNITECH, University of Papua New Guinea (UPNG) and
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Divine Word University in the sectors of agriculture, engineering and human resources. Finally, the final ten will be presented to keen individuals, pursuing technical vocational studies at recognised technical colleges in Papua New Guinea. Further than purely academic community foundations, the Yayasan Sime Darby, (YSD), which is the main philanthropic arm of Sime Darby Berhad, also focuses on social community issues. Most recently, 9 March, 2016, the foundation unveiled the National Standards for Domestic Violence Shelters. Collaborating with Ministry of Women, Family and Community Development in Kuala Lumpur, (KPWKM), in a joint governmentNGO initiative, aided in the expansion for safe spaces for women and children survivors of
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domestic violence. Initiatives such as the foundations support of KPWKM, evidence how Sime Darby proactively empower and engage citizens. With a significant dedication continuously demonstrated by Sime Darby, the acquisition since March 2015 of New Britain Palm Oil Limited in Papua New Guinea is a positive move in the direction for the sustainable production of palm oil, but moreover a positive community impact has emerged as a direct impact. The inclusion of Papua New Guinea in scholarships already in place in Malaysia is just the first significant positive community impact, as Sime Darby continues to illustrate a high focus upon its corporate social responsibilities.
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C ALG ARY INTE R NAT I O NA L A I R P O R T
CALGARY INTERNATIONAL AIRPORT
Capacity and Communications Are Crucial
V
By: Sarah Loiuse Brooks
ibrant international airports are a vital resource and contributor to the economic climate of a country. Canada’s aviation sector is both competitive and efficient, and without it, the country’s business networks and social institutions would not function to their maximum potential. International airports create essential links to trade by connecting to new and thriving markets such as China, as well as providing many jobs directly from the airports themselves. Calgary International Airport (YYC), a vital contributor to the economy of Alberta, is an example of this. In February of this year, The Calgary Airport Authority, which manages and operates YYC, received recognition for the seventh time as one of the top employers in Alberta. The award recognizes workplaces that create a vibrant and rewarding working environment. This shows how the Authority employees are proud of the unique place in which they work and how they contribute to the Calgary and Alberta communities.
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C A LG A RY I N T E R N AT I O N A L A I RPOR T
This contribution is evident in the economic footprint of the airport, which is $8.3 billion a year in terms of GDP. Subsequently, this supports 48,000 jobs in the region. There are 24,000 people working directly on airport lands, as well as approximately 12,000 people employed inside the terminal building itself. Mr. Stephan Poirier, the Senior Vice President and Chief Commercial Officer of The Calgary Airport Authority, points out that airports are not simply nice things for a city to have, they are a necessity: ‘If we do not build for future capacity, we are stifling
the economic development prospect for the city and we want to make sure the region is set up for continued growth.’ Economic prosperity has community benefits. YYC is not only beneficial to the local economy, but also rewarding to those it employs locally. ‘Nothing is completed without people; if you don’t have great people then you don’t have a company and being a top employer is a priority for us’, explains Poirier. The Authority offers various benefits in order to attract the best people. Examples of these incentives
include ongoing opportunities for professional development, a one-year orientation program, as well as purposeful student work opportunities and peer-to-peer recognition programmes; demonstrating a clear commitment to its staff. Mr. Poirier depicts pride in his staff: ‘Training and developing people, in not only their personal desires but additionally in a variety of skills is extremely valuable to the company in the long run and as it ensures that we have the best talent for our team.’ As well as developing staff, the
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C ALG ARY IN TE R NAT I O NA L A I R P O R T
most significant new investment for Calgary International Airport is the construction of a new terminal. The new international terminal is due to be completed by fall of this year and according to Mr Poirier, ‘everything is running to schedule’. The new terminal will add approximately two million square ft. to YYC and will include 24 new aircraft gates for both U.S. and International destinations. With over 10.2 million hours worked by construction organizations on the new terminal, some of the most recent milestones reached include the completion of 20 out of the 25 of the passenger boarding bridges, as well as the new baggage handling system being completed and into the stage of testing the facility. With the project nearing completion, Mr Stephan Poirier explains the difficulties with the final touches: ‘Many meetings are conducted in the final stages as the small details are of equal importance to us. Various activities are ongoing at the end of a project such as this one and coordination is essential to ensure we are managing well.’ The most significant economic impacts of the new terminal concern expansion, in regard to both connection and capacity. YYC is Alberta’s aviation hub of choice, doubling in both structural size and passenger volumes over the last 20 years. In 2015 it welcomed 15.48 million passengers and in order to meet the increase in demand, this $2 billion expansion is the largest in the company’s history. The new terminal is not only significant in terms of investment size, but additionally, it includes innovative systems, designed
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to give the best customer experience possible to the passengers. These include a new Connections Corridor and connections processes, as well as a new gate system, which will mirror the modern process already in practice in airports such as Heathrow, London. In regards to the logistics of passenger experience, the gate announcement will be made in the central departures hall, which is surrounded by retail outlets, allowing passengers to relax before moving to the gate to board their plane. Mr Poirier explains there are two important advantages from this systems implementation: ‘This process increases passenger satisfaction, as you are able to enjoy the offerings of the central departures area, with additional comfort and retail opportunities. Secondly, it will increase operational flexibility, as for example in busy periods, this process eliminates the changing of gates throughout the boarding process.’ In the central departure areas of the new terminal, the local community have an important involvement. The YYC expansion programme reached out to local concessions, the food and beverage operators, and upon the opening of the terminal, there will be a great mix of local operators as well as international players in terms of the food and beverage choice available to customers. Stephan Poirier noted: ‘There is a big footprint for local vendors inside the terminal to provide a taste of who we are and what we do.’ Equally, the local community has also participated in the construction of the terminal itself in terms of the sourcing of raw materials. Wherever possible, the construction materials that went
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C ALG ARY IN TE R NAT I O NA L A I R P O R T
into the terminal’s construction were sourced regionally. This evidences how financially beneficial the project has been to the surrounding communities. Finally, not only is the new International Terminal economically beneficial for the local communities, it also incorporates a range of sustainable features. The new terminal is a green building, with 660 km of in-floor radiant heating tubing, including co-generation power that will generate electricity and heat, saving 4,900 tons of CO2 each year. Stephan Poirier elaborates further on an additional environmentally friendly inclusion within the new terminal: rainwater for low-flow plumbing fixtures. He explains: ‘The new terminal will harvest 500,000 litres of rainwater, about a third of what is needed to operate the terminal in terms of flushing toilets, etc. We will be
using this as opposed to water from the municipal supply system. By storing and recycling the rainwater falling onto the roofs in tanks, we are helping to reduce the carbon footprint of the airport.’ In addition to having an environmental edge to its competition, Calgary International Airport also boasts a large cargo capacity. Not only were passenger volume records set in 2015, with 15.48 million passengers, but the cargo volumes passing through the airport amounted to 134,695 tonnes. Expanding the airport’s cargo capabilities is also planned for this year. Further substantial expansion plans this year also include the introduction of a non-stop scheduled passenger service, connecting YYC with Beijing, China beginning June 30, 2016. Calgary International Airport is focused on maintaining its growth in a sustainable
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manner. Stephan Poirier adds: ‘If you expand too fast by adding too many seats, the market cannot sustain it. We are conscious of this, therefore we focus on ensuring all of our routes are very successful.’ To conclude, with a focus on connectivity and reacting to the demand for increased capacity at the airport in regards to both terminal size and cargo capacity. Mr Poirier finalises: ‘We are growing strategically, focusing on business on the connecting traffic. By providing proper infrastructure for the airlines to operate, we are providing the platform in which traffic connectivity is simple and convenient.’ With continual focus on growth and development and partner and passenger satisfaction, The Calgary Airport Authority is doing all it can to ensure that 2016 is another successful year for Calgary International Airport.
AIRPORT ELECTRICAL INSTALLATION AIRPORT ELECTRICAL INSTALLATION NEW CONSTRUCTION TO REHABILITATION NEW CONSTRUCTION TO REHABILITATION Tristar’s broad experience in helping to ensure the safety of some of Canada’s busiest airports has earned it a solid Tristar’s broad experience in helping to ensure safety of some of Canada’s busiest earned it a solid reputation for success across the entire airport the lighting segment—from runways and airports taxiways,has to aprons, reputation for success the entire airport lighting segment—from runways and taxiways, to aprons, high‐mast lighting andacross approach systems. high‐mast and approach systems. Regardlesslighting of project size, scope, or urgency, Tristar’s dedication to value, quality, efficiency and safety remain steadfast. Regardless of project size, scope, or to value, quality, efficiency and safety remain steadfast. Take a look at the porfolio of Tristar’surgency, work—itTristar’s speaksdedication volumes about its experience, capabilities and commitment. Take a look at the porfolio of Tristar’s work—it speaks volumes about its experience, capabilities and commitment.
THE CONVENIENCE OF A TRUSTED SINGLE-SOURCE PROVIDER - VALUE-DRIVEN SOLUTIONS THE CONVENIENCE OF A TRUSTED SINGLE-SOURCE PROVIDER - VALUE-DRIVEN SOLUTIONS The most complex construction and infrastructure development The mostbegin complex and infrastructure development projects withconstruction one simple acton: listening. Tristar delivers projects begin with one simple acton: delivers measurable, bottom‐line value by first listening. gaining aTristar thorough measurable, bottom‐line value by first gaining a thorough understanding of clients’ needs and objectves; only then does understanding of clients’ needs and objectves; then does work begin to start crafting a soluton designedonly to exceed work begin to start crafting a soluton designed to exceed expectations at every stage. To ensure high customer satsfaction, expectations at every stage.each To ensure highregardless customer satsfaction, Tristar principals oversee project, of size. The Tristar principals oversee each project, regardless size. The systems and procedures used were developed for of quality systems and procedures developed for quality assurance and guaranteeused that were clients receive end assurance and guarantee that clients receive end products of the highest standard. products of become the highest standard. that a pilot can Literally fly Aircraft have so sophisticated Aircraft have become so sophisticated a pilotthe can Literally fly blind in the most appalling conditions.that But even most blind in the most Butwhen evenhe thedrops mostthrough experienced pilotappalling breathes aconditions. sigh of relief experienced pilot breathes sighwelcoming of relief when through the cloud cover and catchesathe sightheofdrops the airfield the cloud cover and catches the welcoming sight of the airfield lights in the distance. And if that pilot is flying into Toronto – lights in the distance. And if that pilotnumber is flyingofinto Toronto Pearson International Airport or any other major– Pearson International Airport or any number of other major Canadian airports, there is a good chance that the lights he sees Canadian airports, thereElectric. is a good chance that the lights he sees were installed by Tristar were installed by Tristar Electric.
TRISTAR ELECTRIC INC. TRISTAR ELECTRIC INC.#1, 6068 Netherhart Road, Unit 6068 Netherhart Road,L5T Unit1N3 #1, Mississauga, Ontario. Ontario. L5T 1N3 tel:Mississauga, 905.670.1642 fax: 905.670.1932 tel:E‐mail: 905.670.1642 fax: 905.670.1932 info@tristarelectric.ca E‐mail: info@tristarelectric.ca
C AR RE VIE W: VO LVO XC9 0
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C A R R E V I E W: VO LVO XC9 0
VOLVO XC90 T
he Volvo XC90 is technologically ahead, with a practical approach to security and safety. It will surprise you in regard to its efficiency. With an air of luxury, it is a refreshing choice in comparison to the usual image of its competition. For such a spacious vehicle, designed with practicality in mind, its overall look is extremely appealing. The T-shaped daytime running lights for example, give the Volvo a futuristic sleek appeal, assisted with radiator grille and a streamlined shaping.
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C AR RE VIE W: VO LVO XC9 0
Interior, Design, Technology This car is technically nothing short of exceptional. The aesthetic appeal of this vehicle is built for aerodynamic purposes, even though the front end is slightly square. The car still has a slight SUV feel to it, with 19-inch alloy wheels. Looking at the rear end of the car, with small collections of lights and the tail-lamps continuous form the bump up to the top of the boot, you are sure to be visible and easily distinguishable from other road users. The Volvo XC90 hosts a dual exhaust, as well as a smaller boot lip spoiler, resulting in a clean looking back-end to the vehicle as a whole. Inside, the Volvo adopts the same approach to the outside. Leather is a main attraction of what is a very appealing format. With a simplistic style to the dashboard; less buttons, two main air vents, and an entertainment and climate system, all facilitated by a central touchscreen. The Sensus interface is the icing on the cake. This system incorporates a tiled function screen, similar to a smart phone set up, which is used to operate many features on the car. Inclusive in the price tag as standard is sat-nav, air-filtration, keyless entry, LED headlights, DAB radio and auto-dimming mirrors, as well as a powered driver’s seat. The entry-level Momentum specification is also complete with cruise control, 19-inch alloy wheels, roof rails, an 8” TFT driver information display and an impressive 10 speaker 330W audio system. The XC90 hosts a large central console and the glovebox is a respectable size. In the back, storage is a consistent priority, with individual trinket trays and cupholders. There are also individual
controls allowing independent temperature areas; this however doesn’t extend to the third row. The seats throughout the entirety of the Volvo are incredibly comfortable with plenty of leg room. Headroom in the back row is slightly more limited than that of the other two rows at 92.3cms as oppose to 99.8 and 99.7cms respectively. The boot has 451 litres of space, and with foldable back row seats, this figure jumps to a very impressive 1,102 litres. With all the seats away, 1,951 litres in total can be achieved. That leaves no difficulty storing away the family shop! If you needed any further assistance with your shopping, there is a pop-up shopping bag holder. Reliability and Running Costs Volvo are known to be a car with a safety presence, and despite including two world firsts: A Run Off-Road system that is able to identify if you leave a tarmac terrain and prepares the car for a crash, and seats that are not only energy-absorbent and will reduce the impact of a serve impact, with the amount of technology included, reliability should still not be a concern. The breaking system is another modern feature as it disables you from turning in front of an oncoming car, again emphasising safety. Additionally, an extra feature of safety is the compartment for the front passenger is composed of high-strength steel; the strongest steel in the industry. Seven airbags are also included, covering all three rows of seats, as well as a blind spot warning, a Queue Assist function and a rear cross traffic alert are all optional extras. Volvos as standard are accompanied by a three-year/60,000mile warranty, average for the class. Upon buying the vehicle,
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the servicing plan should be fixed with servicing costs. One offering is £100 a year for all service consumables. The Twin engine on the XC90 T8 incorporates plug-in hybrid technology, officially registering 134.5mpg on the combined cycle. This figure is slightly optimistic when in reality the car is driven on a regular basis. Volvo offers options to charge at both home and work, and have access to the latest technology by collaborating with Pod Point to achieve high-voltage charging installations. In two-anda-half hours, the battery can be completely replenished. Another impressive figure is the CO2 emissions, at 59g/km. Performance The handling itself, despite including four-wheel drive, is more suitable for a perfectly tarmacked surface than a rough off-road terrain. This does have the advantage of a really comfortable ride, with a smooth gear change. If you push a few boundaries in terms of corners, steering is slightly lighter than a sporty feel necessary for cornering at speed. This car has a balance that provides stability and comfort, as well as a performance level that can handle most challenges presented. You still feel comfortable, even when pushing the XC90’s performance, assisted with a standard steel suspension, there is still a feeling of comfort. The engine itself is a trio of two-litre Drive-E four-cylinder engines. They include the D5, with a 222bhp twin-turbodiesel, the T6 which achieves 316bhp using a turbocharged and supercharged petrol unit, while the T8 achieves a hybrid twin engine option which improves the range. The performance from this engine isn’t aggressively impressive,
C A R R E V I E W: VO LVO XC9 0
unless viewed ecologically at the figures for mpg and CO2 emissions. With electric power alone, Volvo claims the T8 will reach 25 miles. You can also save battery charge and decide when to use it, or alternatively, whilst moving, recharge using the petrol engine as a generator. Inevitably, doing this will harm the overall fuel economy, dropping it around 30% whilst battery charging.
Performance is maximised when both petrol and electric engines are combined. Volvo brags 0-62mph in 5.3 seconds, but whilst driving, you don’t get the sense it could achieve this. Acceleration response is still immediate. Overall the XC90 still feels more of a comfort car than one built for raw performance. In conclusion, the interior is luxurious, and built with a modern
perspective and a minimalistic quality. The ride is subsequently extremely comfy, smooth and the Volvo XC90 is a smart choice for space and economy. The only downside is that with the inclusion of new technology, such as a busy touch screen which controls a range of vital feature access, it can be slightly confusing to those unacquainted to modern smartphone formats.
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VW Golf GTD
C AR RE VIE W: V M G O L F
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C A R R E V I E W: V M GOLF
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f you’re looking for a sporty hatch that performs dynamically, yet has an economic edge, look no further than the VW Golf GTD. Although on the surface, this car looks like a small step forwards, underneath, the differences become obvious. VW boast a sharp 181bhp 2.0-litre turbodiesel with an all-independent suspension by means of a lightweight MQB platform. As does the VW Golf GTI, the gearbox has the selection of a six speed manual set up. Despite this hungry, performance driven engine, the car is incredibly economical, offering 67.3mpg. It is also friendly on an environmental level, producing just 109g/km CO2, rivalling running costs that compete with the likes of a supermini. VW offers the GTD as an estate model. The additional 100kg of weight does impact the performance statistics and this model has a premium of £695 in comparison to the hatchback version.
Interior, Design and Technology The most obvious signs of intention in terms of performance are the tailgate spoiler, twin-exit exhausts, bi-xenon headlamps, and 18-inch Nogaro wheels that give the GTD an edge. Slightly less obvious is the GTD badge itself, and the overall visual of the vehicle is less forceful than that of the GTI. When you look at the interior inside, a similar approach is taken by VW, with a plush checkpatterned material, and expensive finish mean that it lines itself in direct competition with the interior of an executive saloon with a much larger price tag. Racy elements are included, with glossy black plastics and metal detailing, giving the car a balanced feel. This balance also extends to the space facilitated. Straightaway, the family aspect is noticeably considered, with a boot space of 380 litres, meaning it unusual shaped storage is a spatial one. Even the wheel arches don’t encroach at the rear. The estate edition of the GTD has a boot nearly even double the size of the hatch at 605 litre boot, meaning the estate option has clear
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C AR RE VIE W: VM G O L F
advantages for a family. In regards to practicality, in the back of the GTD, the legroom is acceptable and there is enough room to fit three adults next to one and other. With plenty of headroom, the car gives off a spacious, airy feel, giving excellent visibility with a larger glass area. Reliability and Running Costs The Golf has been in production for three years now in every variety, and the millions sold consequently mean many small glitches have now been fixed. This is important to uphold its image of reliability against the bad press existing surrounding the service of its dealerships. In terms of safety, seven airbags are a standard feature of the GTD, as well as a wide variety of electronic safety systems, including Volkswagen’s city emergency braking, as well as Front Assist amongst others; all helping to reduce crash impact. All of this resulted in a good performance for the GTD in the Euro NCAP’s test, rating five stars, the maximum. In regards to costing, the five-
door form is a staggering £27,355 when fitted with a DSG box. With a manual box, the price lowers to £25,900. Although the estate costs £695 more, the benefits are obvious. The equipment provided in the car is inclusive, with essentials such as an iPod connection, a steering wheel with modern controls as well as Bluetooth. It also includes cruise control, DAB radio and dualzone climate control. This all helps understand why the cost of the Golf is what it is. Statistics continue to be positive about the VW GTD, with a retention in value of 47.7% over three years. On offer as a financial bonus a pre-paid service package, looking after the maintenance of the vehicle for three years at the incredibly reasonable price of £299. With CO2 emission at 109g/km, despite it being a sixspeed manual, it results in a cost effective advantage over cars such as the Astra, by returning an incredibly decent 46.6mpg. Performance The GTD is most impressive in the Sport mode available when driving, in comparison to the
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other two driving modes; Normal and Eco. Although in comparison to cars such as the Ford Focus ST diesel, the 2.0-litre turbodiesel doesn’t pack the same punch, the shifts are smooth and you are continuously tempted by the sixspeed gearbox to rev the engine. The car drives precisely with the Golf’s accurate steering. Volkswagen ensures balance with a distance cruising ability that results in the car performing well at long distance as well as racy bursts. With a slightly firm suspension, the car feels comfortably controlled even in Sport mode, and yet avoiding the feeling of harshness. In order to reduce understeer, there is an XDS+ system, braking each wheel individually. The Golf feels reactive, with adequate grip and good traction. To summarise, the Volkswagen Golf GTD looks sharp, and is both quick, with a refined nature, offering an excellent overall balance. The only real negatives are lack of power in comparison to rivals, unaided by a steep price tag. It’s a car ideal for a balanced choice.
C A R R E V I E W: V M GOLF
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C AR RE VIE W: SKO DA SCO U T
Skoda Octavia Scout
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f you’re put off by the idea of an SUV, then the Octavia Scout is an excellent alternative. It has plenty of room for passengers and luggage, running costs are reasonable, and it’s a comfortable drive over long distances. We’ll miss the Scout, because it really is a great all-rounder.
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C A R R E V I E W: S KO DA S COUT
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C AR RE VIE W: SKO DA SCO U T
Fuel economy: 49.3mpg As I’m approaching 33, I have found that my taste in cars has changed. Whereas before I was attracted by flared wheel arches wrapped around big wheels, and spoilers, they now seem to be less appealing. I road tested the Octavia Scout for a week and found that albeit a rather sensible looking car, it had the handling and performance of a well-balanced VW, particularly when put into sport mode. The sport setting gave the practical
car a performance edge. Despite a slight aggressive response in this mode, the Octavia remains balanced. The Octavia Scout delivers a smooth comfortable ride with all the benefits of a sharp and well poised hatch. That comfort is most apparent when the Scout is cruising on the motorway. I travel across the country on a daily basis, and the Scout’s smaller wheels really do take the edge off bumps. Colleagues have found that the Scout is a perfect high-speed
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cruiser too, and there is not much of the motorway network the Skoda hasn’t covered on its journeys around the UK. On test we were unfortunately not able to test, due to the lack of snow this winter, is to test the limits of its four-wheel-drive ability; but on the odd icy morning and with plenty of wet roads meant we have appreciated the added security the system offers. The Scout estate is the perfect flagship for the Octavia range. Its rugged looks and extra equipment
C A R R E V I E W: S KO DA S COUT
mean that it offers something different to the low-profile tyres and body kit offered by the hot vRS version, and for me, that arguably makes it all the more appealing. I’ve always been a bit sceptical about crossover versions of regular cars. Whether it’s upmarket models like the Audi A6 Allroad, or budget versions, such as the Dacia Sandero Stepway, they seem to me like they’re trying too hard, and the most off-roading task they’ll ever do is tackle a high kerb or a grassy field. What’s more, the plastic body
cladding, raised ride height and four-wheel drive, where it’s offered, mean they command a premium over the standard models they’re based on; they tend to usually have higher running costs too. Well, now it’s time to find out if there’s more to these cars than meets the eye, as I’ve taken charge of the Skoda Octavia Scout that has joined our fleet. As it’s based on one of our favourite estates, the Scout is off to a good start. The black plastic
wheelarch trim and silver skid plates, in addition to roof rails and wing mirrors, all nicely complement the Octavia’s straightedged design. In some ways, I think the Scout makes more sense as the flagship of the Octavia range than the hot vRS model due to its grown-up and refined nature compared to the wild child turbo model. In addition, the 33mm raised ride height of the Scout is probably a more effective addition to the Octavia than the lowered sports suspension you get on the vRS. The extra height means there is room for longer-travel suspension at each corner, and that ensures the Scout has a pretty comfortable ride, especially in town. Speed bumps and potholes are easily negotiated, yet the Scout still handles as an Octavia should, with light, direct steering and sharp responses. This does result in a slight extra body roll. However, this is more controlled than with most SUVs, which is a definite bonus of the crossover estate. The Scout’s talents do not end there, as its motorway manners are first-class, too. The suspension soaks up all but the harshest bumps, while the plush cabin and quiet diesel engine help it to be a great cruiser. Another standard feature is the vast 610-litre boot; although our car’s optional space saver reduces capacity by 20 litres. The boot in the Scout has managed everything I’ve thrown at it so far. To this point in time, the Octavia Scout is convincing me that this type of model really works. A fuel economy of 45mpg is respectable, despite a shortfall of 10mpg in comparison to Skoda’s claimed figure, and it’s a price I’m happy to pay for a comfortable and urbanfriendly family car.
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E VERGRE E N
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E V E RGREEN
The Evergreen Line A new $1.4 billion rapid transit line connecting Coquitlam to Lougheed Town Centre in Metro Vancouver is currently under construction and due to open early next year
T
By: Abigail Saltmarsh his fall will see the testing of the new rapid transit line between Coquitlam and Lougheed Town Centre and, if everything goes to plan, Metro Vancouver will be on the move and British Columbia will have the longest, fully automated rapid transit network in the world.
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E VERGRE E N
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E V E RGREEN
Despite the challenges of such a major project, the line is now due to open early in 2017, says Amanda Farrell, executive project director for Evergreen. “We are more than 80 per cent complete,” she says. “We have finished tunnelling, most of the system is in and we are very, very close to starting testing on the line. There were some challenges with the tunnelling that presented issues for the contractors and put us back but we are now on track for services beginning by the end of February 2017.” The creation of a line through the northwest corridor of Vancouver Metro has been under discussion for some time now, explains Mrs Farrell. “There has been an aspiration to do this for more than 15 years but although it had been looked at many times it was not until 2008 that the Evergreen Line Business Case was launched.” The Evergreen Line is essentially an 11km extension to the existing network. It will be a fast, frequent and convenient Advanced Light Rapid Transit (ALRT) SkyTrain service, connecting Coquitlam City Centre through Port Moody to Lougheed Town Centre in approximately 13 minutes. It will connect without transfer to the current SkyTrain network at Lougheed Station, and will integrate with regional bus and West Coast Express networks, and will even have facilities for cyclists. The ALRT is automated and driverless, and runs primarily along elevated and at-grade guideways. The project also includes a 2km tunnel, seven stations, power substations, train operating systems and parking facilities, as well as a vehicle-storage and light maintenance facility. The rigorous competitive pro-
cess for the project opened in 2010 and advanced works, such as widening roads, relocating utilities, realigning railway tracks and removing vacant buildings, began in 2012. By early 2013, it was announced that EGRT Construction, a consortium led by SNC-Lavalin, had been awarded the $889 million contract to design, build and finance the Evergreen Line. EGRT Construction includes SNC-Lavalin Constructors (Pacific) Inc, SNC-Lavalin Constructors (Western) Inc, Graham Building Services, SELI Canada Inc, and Rizzani de Eccher Inc. Overall, the Evergreen project includes approximately 80 to 100 consultant firms and contractors: additional sub consultants and subcontractors include MMM Group Ltd; International Bridge Technologies Inc; Jacobs Associates Canada Corporation; Tetra Tech EBA; Reid Jones Cristofferson Consulting Engineers; Dialog; Francl; Perkins and Will; Fast and Epp; Hall Constructors; Pedre Contractors Ltd; Flynn; Western Pacific Enterprises; Quantum Murray; Matcon; Fraser River Pile and Dredge. “The total project cost for the Evergreen Line is $1.4 billion and we are on budget,” Mrs Farrell says. “Funding is being provided by the Province of British Columbia, the Government of Canada and TransLink.” The Province is contributing $583 million and is overseeing construction of the project. The Government of Canada is contributing up to $417 million, while TransLink (the statutory authority responsible for the regional transportation network of Metro Vancouver) is contributing $400 million and will operate the Evergreen Line when it is complete. Since the green light was given to the project, five rounds of
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E VERGRE E N
public consultation have taken place. An Environmental Assessment Review was also carried out to look at the potential social, economic and environmental impacts and benefits of the project. “Our aim has been to minimise impact. We have had a very, very active community engagement process all the way through and a business liaison program was established so we could work closely with those businesses close to the line,” she explains. For the duration of construction, a community relations team has been working with residents, businesses,
motorists and communities to provide current information about traffic, and the project as a whole. Traffic management has also been a key focus, with residents, motorists and businesses being notified well in advance of delays or changes to traffic patterns. But, continues Mrs Farrell, the general public and businesses have given their overwhelming support to the project, appreciating the benefits it will bring to Metro Vancouver. “It was initially estimated that some 8,000 direct and indirect jobs would be created
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INTERNATIONAL BRIDGE The Vancouver Sky Train Evergreen Line connects the cities of Burnaby, Port Moody, and Coquitlam. It originates at the Lougheed Town Center station, part of the existing Millenium Line. The new 11 km-long transit line includes approximately 3 km of precast concrete segmental elevated guideway. In December 2012, International Bridge Technologies, Inc. (IBT) entered into two Services Agreements for detailed design of the precast segmental guideway: • Agreement with SNC Lavalin Constructors (Western) Inc.: Detailed design of the guideway superstructure. • Agreement with SNC Lavalin Constructors (Western) / Graham Building Services Joint Venture: Detailed design of the substructure, including foundations, for the guideway. IBT’s scope work also included the following services: • Verification of the permanent structure under special erection equipment loads. • Technical assistance to the Contractor during construction. • Monitoring and review of construction for conformance with design requirements. • Certification of the completed structure in accordance with the Association of Professional Engineers and Geoscientists of British Columbia (APEGBC) guidelines.
E V E RGREEN
during construction but I think at least as many jobs are going to be created again through the additional development that we are now seeing around the stations,” she says. The new line will have seven stations: Lougheed Town Centre, Burquitlam, Moody Centre, Inlet Centre, Coquitlam Central, Lincoln and Lafarge Lake-Douglas. “Lincoln Station is particularly interesting as it was not initially part of the project and would not have happened without public funds being leveraged with private support. It is being funded through a partnership between the City of Coquitlam and Pensionfund Realty Limited, a privately held real estate company.” All the stations on the new line
will have plazas featuring pedestrian walkways, passenger pick-up and drop off spaces, transit connections, bike racks, landscaping, public seating, public art and, at some stations, bus loops and Park and Ride facilities. A $2.1 million contract has been awarded to Coquitlam-based contractor Jack Cewe Ltd for the construction of the Burquitlam Station plaza. This work is underway and will be completed this summer. “The Ministry of Transportation also awarded a station plaza contract to Jacob Bros Construction and a third contract is currently in procurement,” she says. “All the stations are looking fantastic – they are very modern, with lots of glass, and yet have also been designed to fit into the communities around them.”
Now, says Mrs Farrell, the focus is very much on the final stages of construction and then handing over to TransLink. Some 28 new trains have been ordered for the line and soon thousands of passengers will be experiencing all the benefits of the Evergreen Line. “By 2021 we expect to be carrying approximately 21,000 passengers a day and at peak times trains will be running every three minutes,” she adds. “The mayor of Metro Vancouver has a vision for further improving the transit and transportation system. There will be more exciting developments over the coming years but in the meantime the opening of the Evergreen Line in 2017 is a very important part of the overall picture for faster and more frequent transport.”
Vancouver SkyTrain
Evergreen LINE
BRITISH COLUMBIA, CANADA
858.566.5008 •
www.ibtengineers.com
USA | CANADA | FRANCE | MIDDLE EAST
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UBC
UBC
A Wooden Way Forwards
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By: Sarah Louise Brooks
n Vancouver, Canada, the local community has recently been united as the University of British Columbia commences the construction of The Student Residence at Brock Commons. This major new project started in November of last year and aims to be completed by September 2017: ‘Everything is currently running to schedule’ according to John Metras, Managing Director of Infrastructure Development at the University of British Columbia. This innovative project will stand a staggering 53 metres high. The 18 storey building, when completed, will be amongst the tallest wood structures in the world. Housing approximately 400 students, the campus building will also involve numerous different local communities; from the sourcing of raw materials, to research opportunities for the UBC faculty staff and students.
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UBC
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UBC
This towering wooden structure will utilise an increasingly popular composition of materials. The two types of laminated timber used in the Student Residence at Brock Commons are glulam
columns made with douglas fir and Cross-Laminated Timber (CLT) floor panels made with SPF, (spruce, pine and fir). The wooden structure layout has been rigorously designed and reviewed to address potential
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risks, with the University of British Columbia evidencing a meticulous focus upon safety. John Metras described how a conservative approach was taken to the actual design and that, ‘a rigorous regulatory approval process was undertaken to ensure the safety of the building.’ The safety measures in place are extensive. Structurally, the foundation, first storey, elevator and stair cores are constructed in concrete to provide enhanced seismic reinforcement. The wooden elements of the design are encapsulated in up to three layers of fire-rated gypsum wallboard in order to provide an increased fire separation over typical building code requirements. Another measure in place for enhanced safety is a backup water tank, which
UBC
is located in the basement as a contingency plan to supply the sprinkler system in the event that the main water supply becomes unavailable. Undertaken was a peer review of the building design by an independent panel, consisting of building scientists, structural engineers, fire safety experts and firefighters; overseen by the Provincial Building and Safety Standards Branch. The focus is primarily safety with this construction. The decision to use a hybrid wood structure was not only to encourage innovation; demonstrating the practical use of wood in a high-rise building application, but was also
chosen due to its environmental advantages. Wooden structural products have less embodied energy and are responsible for a lower air and water pollution output and thus have a lighter carbon footprint compared to other, more commonly used building materials. The structural wood components for the building are being manufactured in Penticton, British Columbia; using BC sourced timber, thus benefiting the local economy and reducing the carbon footprint associated with transportation of materials for the building. Also, using renewable wood products from a forest that has been responsibly managed, like the local forests of
British Columbia, consequently reduces carbon atmospheric output for the longevity of the structure. As John Metras adds that the benefits continue not only for the duration of its use but, what is more, ‘even longer if the wood is further reclaimed and repurposed at the end of the building’s lifecycle.’ Furthermore, in addition to the environmental benefits from this innovative structure, the students themselves will be directly involved and learning from the project. The building will be monitored by faculty researchers and graduate students in the University of British Columbia Faculty of Forestry and Faculty of
Centura Building Systems LTD 1 - 460 Fraserview Place Delta, British Columbia V3M 4H6 Canada T: 604.522.4980 F: 604.522.1604 TF: 1.866.378.2288 info@centurabuilding.com
At Centura, our team of professionals have been in the business for over 35 years. During that time, we have developed an excellent reputation in Western Canada for providing high quality services, products and workmanship at reasonable prices. Untitled-1 1
02/03/2016 11:02
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Applied Science both during the construction stage and moreover post occupancy. The sensors for these observations are being installed in the wood structure in order to measure moisture content, as well as vertical movement and vibration. The building therefore is aiding in research for the future of structural wooden constructions. Wood structures are already being used in some of the other buildings within the UBC campus, such as the Earth Sciences Building and the Bioenergy Research and Demonstration Facility. The Brock Commons project is thus the next step in the evolution of innovative wood structures at UBC. With success using these environmentally friendlier construction materials on previous buildings, the
University of British Columbia has future projects in mind. John Metras disclosed that future projects involving substantial wood components include both the Indian Residential Schools History and Dialogue Centre, in which wood structural elements will be included, and the Sports Medicine Centre, which will not contain structural wood elements, but will however feature an exterior torched wood cladding system. The Brock Commons project is estimated to cost 8% more than a comparable concrete building. This “innovation premium� is due to first time costs associated with research, design, approval and implementation of one of the first buildings in the world at this height. As wood structures and laminate wood compositions become more widely used they are expected
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to become very cost competitive with conventional building materials. The additional costs for the Brock Commons project are being funded by external agencies so will not be felt by the students who will be inhabiting the premises. The University of British Columbia has ensured that the accommodation will be rented at the same rates as current campus accommodation. Funding contributors to the project include: Natural Resources Canada (Federal Government of Canada), Province of British Columbia (Ministry of Forests, Forest Innovation Investment) and the Binational Softwood Lumber Council. Many of these benefactors are local, evidencing further the local impact of The Student Residence at Brock Commons and how invested the
UBC
community is in its success. As well as benefactors, the project’s accomplishment is reliant upon vital contractors. These include: The project’s architect Acton Ostry, Fast & Epp (structural engineer), Architekten Hermann Kaufamnn (tall wood advisor), UBC Properties Trust (project manager), GHL Consultants (fire safety/code consultant), RDH Building Science (building envelope consultant), Urban
One (construction manager), Structurlam Products (supplier of engineered wood components), Seagate Structures (wood structure erection), and finally Centura Building Systems (supplier/installer of panelized envelope system). John Metras concluded: ‘The Student Residence at Brock Commons will not only provide an outstanding facility for our student residents but will also demonstrate the use of
a sustainable, locally sourced building material in an innovative application and provide an on-going research opportunity for our faculty and students’. The Student Residence at Brock Commons is clearly showing how innovation in wood structures can engage a community with research and practical construction, and with its growth in popularity, perhaps showing us a more environmentally friendly future for construction.
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MAL AK WA
MALAKWA BRIDGE
A new modern, four-lane bridge on the TransCanada Highway is due to open this summer By: Abigail Saltmarsh
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n 2012 British Columbia’s Ministry of Transportation and Infrastructure committed $650 million to improving the safety and reliability of 337 km of the Trans-Canada Highway. The plan was for improvement work to take place over the following 10 years and to include a number of projects that would see much of the two-lane highway between Kamloops and the Alberta Border widened to accommodate four lanes. This summer sees the completion of one of these projects: the creation of a new bridge over the Eagle River and the improvement the stretch of highway leading to and from the crossing. Murray Tekano, senior project director on the Malakwa Bridge and Four-Laning Project, says this was essential – not only for keeping traffic moving but also ensuring travellers were safe.
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McELHANNEY McElhanney Consulting Services Ltd. provides numerous integrated services across Western Canada and worldwide. McElhanney provides bridge engineering services in design-build, P3, and traditional bid-build environments. They have expertise in bridges of all types and sizes, including long-span high technology bridges with a focus on reducing construction cost and/or construction duration. Their core strength is in engineering practical solutions based on advantageous construction methodologies that best address site-specific issues and constraints. With equal experience in both design and erection engineering, McElhanney’s concepts are developed around practical means and methods of construction from the beginning, resulting in fully integrated solutions that are specifically tailored to the situation.
“For the past 10 years or so, plans for improving this bridge have been in development. There have been more than 30 traffic incidents here and these have included two fatalities,” he says. “Safety is our primary focus and we believe the new wider bridge will address this, as well as handling the increased traffic volume and larger truck loads much more efficiently on this important highway.” The existing bridge is nearing the end of its service life, explains Mr Tekano. It dates back to the 1950s when the TransCanada Highway (Highway 1) was first constructed. “It was one of a number of similar designs, which were built when vehicle operations were nothing like they are today,” he observes. “The standard of the construction was excellent for the time but over many decades the situation has changed and it became clear a
new bridge was needed.” In 2012 the consultation process began and in 2014 the Ministry of Transportation and Infrastructure announced the project would go ahead as part of the wider 10-year plan. The aim was to create a modern four-lane bridge to better accommodate commercial trucks, to improve safety and to support Canada’s Pacific Gateway to enable the safe and efficient movement of goods across key trade corridors. With between 6,000 and 11,000 vehicles crossing the existing structure each day (of which approximately 30 per cent are commercial vehicles), the project would make the major economic corridor safer and more efficient. The project also included the widening of 2.7km of Highway 1 from two to four lanes and the addition of centre median barriers. The highway will also
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have 2.5m wide paved shoulders and rumble strips to improve safety for all users, including cyclists and pedestrians. Tybo Contracting Ltd of Langley BC was the successful bidder with a tender of $16.4 million for the construction of the new bridge and the fourlaning project. Construction began in August 2014. Paul Sargent, structural engineer at McElhanney Consulting Services Ltd., was project manager for the Canadian engineering and surveying company and was also involved with bridge design and construction review. Other key personnel from McElhanney included Dennis Mitchell, drafting lead, and Mark Frew and Jaime Guzman for the design review. Mr Sargent explains McElhanney became involved at an early stage: “The Ministry of Transportation and
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MAL AK WA
Infrastructure did the conceptual design for the bridge and I was brought in for the value analysis and then became much more involved in the detail of the structure,” he says. “I have stayed with the project all the way through and am still involved now during construction.” The challenges of the Malakwa Bridge included dealing with pre-existing features, skewed bridge geometry, varying super-
Infrastructure staff on site and the expertise of the bridge contractors.” In addition to the bridge itself and the widening of the 2.7km of highway, the project includes the creation of 1.8 km of new local roads, explains Mr Tekano. These will access the highway at two new protected T intersections, which provide drivers with a protected lane to wait in so they can turn safely both on and off the
been positive.” To date, a number of projects within the 10-year plan have already been completed. The ongoing seven projects, which include Malakwa Bridge, make up $140 million of the $650 million investment and are expected to create 3,300 direct jobs within British Columbia over the next decade. “This project is costing $33 million,” Mr Tekano says. “It is being jointly funded by the
elevation and spiral roadway alignment. “The launching procedure for two structures is always a bit of a challenge when one is about half the length of another,” he says. “There was also the fact we had an existing bridge that needed to be removed. We have worked on similar four-lane projects with an existing two-lane structure but the alignment has not been as close – there were proximity issues between the two structures but the job has been smooth to date. I think this is a reflection of both the Ministry of Transportation and
highway. The Hickson Road intersection is being upgraded with a new protected T concept, and accesses at Ackerman and Delaney roads will be consolidated with a new intersection near the Shuswap Speedway. “Throughout this project we have been very engaged with the local community and have been keen to have their input,” he says. “The Eagle River is also environmentally sensitive and of great importance to local communities. Happily we feel we have been able to accommodate and address any concerns and that reaction to the bridge has
Government of Canada, which is contributing $13 million, and the Province of British Columbia, providing $20 million. There was an initial estimated cost of $35 million so at the moment we are coming in below budget and ahead of schedule. The original plan was to be completed by the fall but now we expect to be able to open in the summer.” He adds: “What is most exciting, however, is that this will see the completion of an important piece of the wider plan to make this highway as a whole much more efficient, reliable and safer for people to drive on.”
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SOUTHE AST CO NST RU C T I O N
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S O U T H E A S T CO N S T RU C TION
SOUTH EAST
CONSTRUCTION
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By: Djamil Benmehidi
s host to almost half of the world’s known mineral reserves, and accounting for 28% of total global production, the province of Saskatchewan, also known as the province of 100,000 lakes, is as famed for it’s world-leading potash industry as it is it’s sweeping prairie fields.
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SOUTHE AST CO NST RU C T I O N
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S O U T H E A S T CO N S T RU C TION
With $50billion being invested in capital mining projects in the province over the next two decades, potash is big business in these parts. That it is home to the world’s largest potash producing company, PotashCorp, is impressive in itself, but it’s when the regions ten potash mines, which are amongst the largest and most modern in the world, are factored in that the scale becomes more apparent. That isn’t to say the sector hasn’t faced it’s challenges in recent years, of course. The potash industry has been no more immune to the commodities slump and falling prices than any other. And yet in spite of challenging market conditions, the value of potash production in Saskatchewan was $8.2 billion last year alone - a figure
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which insiders expect to rise this year. To maintain its edge over global rivals, the province’s potash miners must have access to industry service providers of the same world-class caliber – the consultants, engineers, and construction specialists to help keep them ahead of the pack. That’s where South East Construction comes in. With a 20-year history of providing support and expertise to the potash mining and milling industry, South East Construction has been the first-stop for mining big-hitters who operate in the region since 1986. Located in the beating Esterhazy heartlands of industrial Saskatchewan, the company has built a strong and enduring relationship with some of the
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biggest names in the business, making South East Construction the first-choice contractor for industry leaders PotashCorp, BHP Billiton Canada, and the Mosaic Company. In the words of Chief Operating Officer Mike Silvernagle, it is this client-centric focus on fostering trust and the company’s dedication to continuous improvement that has made South East Construction “the easy button for companies,” and delivered annual revenues in excess of C$47million. “It boils down to how fast you can do business when the trust component is there. Once you have trust, the speed at which you can do business is remarkable. We’ve proven the way we do business works. Trust with the client is built
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ECONOMIC
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through safety, productivity, and cost-effectiveness,” says Silvernagle. With reference to a C$250,000 investment in software which has made South East Construction better able to improve operation efficiency, he continued: “We made the software investment to help us control our costs so we could lower rates and provide clients with the best deal possible. Our clients want to know we are managing there money properly. Trust among the client is vital, and if you have that, the client retention follows.” South East Construction primarily offers construction and maintenance services for client potash producers, as well as the manufacture of structural steel and piping, and specialist maintenance and sites service work, which includes snow removal, road maintenance, water and waste removal. The company also has a fully integrated steel fabrication and painting facility, equipped with an industry leading PythonX robotic CNC plasma cutting machine as well as a full service paint shop. Put simply, it’s a one stop shop. However following a diversification drive in 2010, and the company’s recent acquisition by parent company Mosaic Capital in 2014, South East Construction also now takes on construction and infrastructure projects for the energy sector and engineering procurement and construction management firms such as Hatch Ltd, Amec PLC, SNC-Lavalin Inc. It goes without saying that none of this would be possible, were it not for South East Construction’s dedication to safety and hiring staff with the char-
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acter and integrity to take the business forward. In this respect, Silvernagle has an effective, albeit unorthodox method of making sure that he is hiring employees with the right stuff. “I’ll browse resumes of course, but I like to look future employees in the eye and see if they’re personal, intriguing and what they’re built like. Character is everything to me, and we want employees that will drive to ensure our clients are looked after” On the matter of safety, South East Construction places great emphasis on training staff rigorously. The business is commit-
ted to a health & safety, and environmental program that is designed to protect not only employees and sub-contractors, but also clients, property, and the wider public. New employees in particular are subject to an extensive training program for new employees, which incorporates training and safety initiatives. It’s this Safe Start program which Silvernagle credits with saving lives. “The main question we ask is ‘what would happen if you didn’t come home tonight?’ As we force them to write this down, it’s amazing what happens. It hits home for people.
After two weeks on the job we bring them back to finish the safety program. It not only helps refresh them and hold them accountable, but it shows we care about their well being.” All in all, with South East Construction currently engaged in a number of ongoing projects in Saskatchewan and further afield, Silvernagle expects that the company will continue to ride out the ongoing commodities storm which as of yet shows no signs of abating. As he says, South East Construction will continue to be the easy button for companies who need the job done.
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G4S GUAM
G4S Secure Solutions Guam: Guiding the Market
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By: Sarah Louise Brooks
uam is the largest southernmost Island in the Marianas. The islands economy is dominated by two key areas: tourism and services provided to the United States military. For the first 10 months of last year, Guam’s visitor arrivals increased by 3.4 percent, to 1,154,879, and it continues to grow. Security is pivotal to the success of both the tourism industry and the services that are provided to the United States Military. G4S Secure Solutions Guam interact heavily with both of these economically vital sectors. Chris Garde, Company Managing Director in Guam, Saipan and the Marianas Islands, explains the business’ core activities that he oversees: ‘The business itself is comprised of man services. We have about 1100 employees on the island. Guam is a very small area, with a population of just over 180,000. G4S is one of the largest employers in Guam and Sapain.’ With such a large employment on the island, G4S has a definite market dominance. Chris further explains: ‘We are dominant in our area of service. In the cash business we have about 80% market share, also we have 85% market share in ESS security systems, specifically the alarms market. In regards to the man power element of G4S, our market share is around 90%.’ These figures clearly indicate that G4S Guam Secure Solutions has influence over Guam’s economy and can make decisions which will have direct influence. The company boasts a close relationship with the government. In 2010, G4S established Care and Justice Solutions; a service primarily providing government justice and safety solutions for the community. Therefore, with such a varied combination of security services and expertise, G4S helps secure market domination through both government association and variety. G4S’ presence in Guam was initiated through the acquisition of 3 major existing security companies on the Island: Securewest Interna-
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tional and Armored Express Services and Pacific Security Alarm. Mr Garde described to Evolution Business Media how the choice to invest in Guam was predominantly location. As Guam is a US territory, and the location of the naval base, air force facilities and military build-up, G4S identified an opportunity to provide security for this sector. Chris explains: ‘We provide the security system for the military: communications, alarm monitoring, base and the facilities inside, some of the residential areas, service map, updates in communications.’ In Saipan, G4S sought a very different opportunity. As a developing economy, places such as Hong Kong are pouring in investment in ventures such as casinos. The CEO of G4S Marianas elaborates: ‘Investment projects in Saipan are worth around $7 Billion dollars. These investments include casino hotels, casino theme park hotels; there are lots of things happening in Saipan. We provide Electronic security services to them and man power security as the facilities increase.’ With this substantial amount of investment and business entering Saipan, increased numbers of staff are needed to run and work in these ventures. Chris Garde discusses the issue surrounding this increasing demand for staff: ‘One of the major challenges in Saipan specifically is man power. We have to bring in man power specifically CW contact workers, it’s still a challenge year to year, we have to review and manage the contracts properly.’ In 2014, the American government announced that the CNMIOnly Transitional Worker, or CW visa programme as it is commonly known, would be extended until 31st, December 2019, but that
no further extensions would be approved. Federal officials in Washington, D. C. are being told recently that, hypothetically, even if all of the unemployed U.S. workers in the Commonwealth found employment, 11,000 further workers would still be required. At G4S, training centres are already in progress in both Saipan and Guam in response to this issue. Chris comments: ‘We have training centres that provide training for the locals. A lot of these locals, are capable of working in the security industry, provided they are trained properly and that they are also culturally aware of how to work in a tourist environment.’ Training is a crucial avenue to assist in combatting the issue of labour shortage, however, it isn’t just quantities of workers required that is a potential problem for G4S, but additionally, finding those that have the skill level required to do more specific roles. ‘We have challenges with highly skilled workers. Guam is very similar to Saipan in that respect because we do have challenges in areas such as administration, and finding the right people.’ G4S Secure Solutions Guam also offer internal staff training. Chris Garde himself was assigned to Guam after completing the G4S Leadership training programme in 2010. One example of internal programmes is the G4S offer hotel management scheme, in which, in accordance with the American Hotel Association, certified courses are set up for those in supervisor and managerial positions. Chris adds: ‘The majority of managers are Certified Lodging Security Directors and Supervisors are Certified Lodging Security Officers certified, which means they are trained to interact with the tourists and how to work in the tourism industry; how to act and
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professionally manage an incident. I believe that is one reason for our success in major markets here in Guam.’ As well as working with the American Hotel Association, G4S are also members of many other local associations in Guam; the Guam Chamber of Commerce for example. Teresa Kasperbauer Sakazaki, the G4S Marianas Director of Sales & Marketing, informed us further about how these memberships work: ‘These associations
have the logistics side of security at G4S, enabling us to deliver the services that most of our competitors aren’t able to deliver, for example, alarm systems.’ Not only does G4S Guam have to keep ahead of the competition, but crime itself is an everevolving sector and it is essential that the company combats this using the latest in technological advances. G4S combat crime by using a layered model. ‘We have both eyes and cameras on the
tourists benefit, as they are able to see first-hand the safety measures the island is taking in order to assure Guam’s tourism sector continues to grow. G4S Secure Solutions Guam are also emerging into sectors such as education. 3 years ago, the department of education in Guam passed a safe schools act. G4S won a bid to supply schools with security provisions. What the company provides is access control, CCTV and intrusion alarm systems to 23
create a synergy effect. By working with the industry, the business partners, the private partners, you are constantly receiving intelligence about the island, direct from the island, creating opportunity. As a team, we are able to move the island forward in a positive way for tourists and residents and the island prospers as a result. This knowledge creates mutually beneficial relationships.’ The knowledge acquired from Guam associations, helps identify customer requirements. Despite market dominance, G4S are aware that they are unable to stay static, and must continue to evolve. Chris Garde explains how G4S Guam stay ahead of their competition, in a location that he describes as ‘incredibly competitive’ in regards to the security industry: ‘Being responsive to customer requirements is essential. Additionally, we
street; in terms of strategy, we have the technology, the layered security, the static security, the security on the beach’, explains Chris. With 4,000 alarms spread all over the island, and cameras monitoring a wide variety of locations, G4S services collaborate with the police department in Guam, providing footage and assisting with arrests; securing prosecutions wherever possible. Keeping tourists safe is a top priority for Guam. Tourism provides essential economic income for the island. Just over a year ago, G4S collaborated with Guam Visitors Bureau, (GVB), and created a project which introduced visitor safety officers to the island. The uniform worn by the safety officers allows them to be easily identified in the areas they are assigned to, such as shops and beaches; areas of specific tourist interest. Consequently,
schools in Guam. The installation process is still in motion, expected to be completed by February 2017. Practically providing school security is not the only way G4S is working with the education sector. Teresa Kasperbauer Sakazaki conveys a clear ethos in investing in the actual education itself: ‘We have a lively programme with the Guam Community College on an apprenticeship programme, helping individuals gain a respected college education, as well as providing them with the practical knowledge and experience they need through other practical training exercises. This is a big part of G4S Guam: We invest in our people because we know it’s the people who make the company.’ Looking to the future, G4S, is seeking to expand upon existing programmes such as the safety officer programme in partnership
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G 4 S GUAM
with Guam’s visitor bureau. One area of developing interest for the company is assisting with beach patrols, also in correspondence with the GVB. Chris Garde elaborates further: ‘Guam has a lot of beaches, it is of course an island, and therefore beach safety for tourists is a priority. As part of a water safety programme, G4S provide, not only beach patrols but beach safety services such as lifeguarding. So far, this programme has saved a total of 11 lives, and we are proud to be involved.’ It is clear that G4S Guam are a company heavily integrated within the Guam community, and that the services provided are becoming increasingly diverse in order to maintain a competitive advantage. By understanding public requirements through avenues such as memberships and association, and using this gained knowledge to adapt accordingly, G4S evidences an ability which is sure to keep them ahead for the foreseeable future.
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MANITOBA HYD R O
MANITOBA HYDRO
A unique utility, with some powerful projects
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ack in the 20th century, when the Manitoba Power Commission and Manitoba Hydro Electric Board united to form Manitoba Hydro, pushing out into far reaches of the Canadian province was no easy business. Now, says public affairs manager Scott Powell, the world has opened up somewhat but the ingenuity, expertise and sheer determination required to see the corporation’s current projects through to fruition still necessitates an equal measure of drive. “Like Quebec, parts of northern Manitoba are extremely remote and we face a number of huge challenges even today,” he points out. “There are the extreme climates: the very hot summers and the long, cold winters, and then the access to the sites in
By: Abigail Saltmarsh order to be able to break ground. “When we began working on our first major northern projects back in the 1950s, there were no roads and there was very little infrastructure. But, even today, we are working in locations that are really quite unique - and we still require critical infrastructure for our current projects, such as Keeyask and Bipole III.” “Unique” is a term that is frequently applied to Manitoba Hydro, one of the largest and longest-standing energy utilities in Canada. The history of the electrical industry in the region goes back to the late 19th century, with the formation of the Winnipeg Electric Railway Company and the Manitoba Electric and Gas Light Company. Over the decades these and other companies evolved until Manitoba Hydro became the sole supplier of electricity. Today it remains a crown
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corporation, a publicly owned utility that is responsible to the provincial government, but operates as a separate entity. It is one of the largest energy utilities in Canada, with capital assets-inservice of more than $17 billion at original cost. Vertically integrated, it is involved in the planning, design, construction, operation and maintenance of all elements of electricity and natural gas infrastructure, serving almost 562,000 electricity customers and nearly 275,000 natural gas customers in Manitoba. “What is unique for us as a utility is that over 95 per cent of our electrical energy comes from renewables,” Mr Powell continues. “We do have some natural gas generation as a back-up and purchase some wind power from independently-owned wind farms, but nearly all our
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electricity comes from reliable, self-renewing water power.” Manitoba Hydro’s energy is generated at 15 hydroelectric stations, most of which are on the Winnipeg, Saskatchewan and Nelson rivers. It is among the lowest cost providers of domestic electricity rates in Canada and exports surplus
electricity to utilities through its participation in three wholesale markets in Canada and US. It is also the major distributor of natural gas in the province, taking it out to nearly 100 communities in the province. Among the corporation’s current pioneering projects are Keeyask and Bipole III.
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The Keeyask Project will see the creation of Manitoba’s fourth largest generating station. It will be situated at Gull Rapids, some 725 km north-east of Winnipeg, on the lower Nelson River, and will be a source of renewable energy, providing approximately 695 megawatts of capacity and producing an average of 4,400
MA N I TO BA HYDRO
gigawatt hours of electricity each year, explains project manager Dave Bowen. “One of the things we are particularly proud of is that Keeyask is a collaborative effort between Manitoba Hydro and four Manitoba First Nations: Tataskweyak Cree Nation, War Lake First Nation, York Factory First Nation and Fox Lake Cree Nation, working together as the Keeyask Hydropower Limited Partnership (KHLP),” he says. “Manitoba Hydro is responsible for project management during construction, and will own at least 75 per cent of the equity of the partnership. The four First Nations, known collectively as the Keeyask Cree Nations, together have the right to own up to 25 per cent of the partnership.” The $6.5 billion Keeyask Project has three major components: the
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Keeyask Infrastructure Project, Keeyask Transmission Project, and the Keeyask Generation Project. Construction on the infrastructure project began in early 2012 and was substantially completed in July 2014. Work began on the generation project following that, and the first generator is expected to come online in 2019, with all units online by 2020. “The infrastructure project saw work on access road construction and camp development: the site is remote and we basically had to construct a town. Along with the weather, one of our greatest challenges is attracting and retaining the labour we need to build Keeyask – our on-site workforce will peak at approximately 2,000 people. We are competing against other remote Canadian projects and
our best in class camp provides workers a safe and comfortable home away from home,” Mr Bowen stresses. “We also have to ensure we maintain our focus on minimising environmental impacts throughout this project. It is about working in ways that minimise any environmental impact at every stage.” The Bipole III Project faces many of the same challenges as Keeyask – rugged terrain, severe climate, attracting and retaining skilled workers, as well as environmental considerations. And here again, the creation of high quality staff facilities is a priority. Bipole III, explains deputy project manager Alastair Fogg, is a $4.6 billion transmission reliability project with a projected in-service date of 2018. “What is unique again about
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Manitoba Hydro is that 75 per cent of the electricity used in Manitoba is generated at our northern generating stations. This energy travels south, through the Interlake region, down two highvoltage direct current (HVDC) transmission lines known as Bipole I and II, which run sideby-side,” he explains. “The idea behind Bipole III was to provide an alternative path.” Being in such close proximity to each other, he continues, the Bipole I and II lines are susceptible to being impacted by a single weather incident, such as a major ice storm or tornado, or forest
into project planning. “Aboriginal Traditional Knowledge (ATK) is valued for the contribution it made to providing complementary understanding about the environment and people” says Mr Fogg. “We recognise the value of ATK and that this knowledge was incorporated during the planning and environmental assessment process”. Angie Adams, vice-president of major capital projects at the corporation, stresses Manitoba Hydro’s continued success as a whole is linked to the economic and social sustainability of the
Manitoba Hydro and its partners, and this will serve to put everyone involved in these projects in a good position for the future.” As Manitoba Hydro heads towards fruition on its current projects, Mr Powell concludes, there are also other lessons to be learned from Keeyask and Bipole III. Not only is environmental and social best practice at the corporation evolving but the process of planning and constructing the projects is resulting in invaluable knowledge, know-how and experience at every level within the utility. “A lot of the other infrastructure
fire event, causing major power outages. They also rely on a single converter station in the south to convert the direct current power back into alternating current for distribution into the provincial power grid. The Bipole III Reliability Project includes two new converter stations. One of these, the Riel Converter Station, would be in the south to provide another major point of power injection into the transmission and distribution system. The other would be in northern Manitoba, northeast of Gillam (the Keewatinohk Converter Station). As with Keeyask, Mr Fogg insists, the traditional knowledge of the people living in the area was incorporated
communities in which it operates. The aim with both Keeyask and Bipole III is to provide early business opportunities for northern Aboriginal people, and other northern and Manitoba workers, and that - as the projects progress - there will be continued training and long-term prospects for career development. “Our corporate social responsibility philosophy is to ensure best practices and to work closely with all communities where we operate,” she says. “And moving forward our aim is to ensure that we continue to conduct our business in this way. “I do believe that we have built a strong relationship between
Manitoba Hydro relies on was installed after the second world war, when the first major rural electrification programmes took place,” he points out. “Much of this will need to be renewed over the next 10 to 20 years and we will also have to add new capacity to meet the growing needs of our customers. “The experience we gain on projects such as Keeyask and Bipole III will serve us well in the long-term as we move full speed into renewing, rebuilding and expanding our existing assets as they come to the end of their service lives. Being able to continue to provide our customers with reliable service at affordable rates is always our goal.”
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Talk without Limitations