Business Examiner Peace Cariboo Skeena - November 2015 by Business Examiner Media Group

NOVEMBER 2015

» ENGINEERING

–PAGE 9

CHETWYND Paul Paquette and Sons the driving

Tax Strrategies for Business

force behind winning of large BC Hydro contract

Peace Cariboo Skeena WWW.BUSINESSEXAMINER.CA PAGE 34

SMITHERS For more than 60

Now in Prince Geeorge

‘We the North’ – UNBC tops national post-secondary rankings Northern BC school leads country across variety of categories

years Bandstra Transportation has helped link Northern BC with the rest of the province

PAGE 13

INDEX News Update

Prince George

Quesnel

South Cariboo

Kitimat

Prince Rupert

Sales

Law

RINCE GEORGE – The University of Northern British Columbia (UNBC) has been ranked as Canada’s leading Primary Undergraduate postsecondary institute by Maclean’s magazine. Despite being located a significant distance from the province’s major centers, the school has developed a strong brand, renowned for its highly engaged campus culture, invested educational staff, and nationally recognized academic research programs. “Excellence has no address,” says President Dr. Daniel Weeks. “We know that we deliver a very

SEE UNBC TOPS | PAGE 16

Fabricator An Industry Leader In Pressure Piping Tyrod Industries has added Linde gas products to the range of products and services it offers

Movers and Shakers 40

BY DAVID HOLMES

Opinion

Dawson Creek

Canadian Publications Mail Acct.: 40069240

UNBC students celebrate their school’s rank as the #1 Primary Undergraduate post-secondary institute in Canada

RINCE GEORGE – Tyson Kranrod, the President of Tyrod Industries Ltd. has seen his company grow from a single mobile welding rig, to become one of Northern British Columbia’s most innovative industrial mechanical construction companies, all in the space of only nine years. “We primarily specialize in constructing pressure piping systems, that’s our focus,” explained Jamie Kranrod, Tyrod’s Director of Finance and Administration.

“We offer both the pre-fabrication of the systems and the installation, as well as all oilfield and plant maintenance services. We are licensed with the BC Safety Authority which is what allows us to work on pressure systems.” The company began operations in 2006 with Kranrod serving as the sole proprietor owner / operator of a welding rig, working for oil and gas industry clients all across Northern BC. A few years after its founding Tyrod obtained its Mechanical License and a year and half ago added shop services to the range of services

Kranrod. “We’re just in the process of getting the word out about this addition and Linde is making contact with previous clients as there hasn’t been a Linde agent in Prince George for over a year.” Linde Industrial Gases Canada is one of the premier industrial gas providers in the country and part of the overall Linde Group, an international powerhouse serving engineering, industrial gas and supply chain delivery solution markets around the world.

being offered. The company’s well-equipped shop and office is located at 580 Richard Road in Prince George. “Very recently we’ve become an authorized Linde Industrial Gases agent, Linde being one of the largest suppliers of gases in the country, which include welding gases, medical, hospitality and proprietary gases, welding equipment and safety products. Essentially as an agent, we maintain a bottle depot here at our location where customers can come and get their welding gases from Tyrod Industries,” stated Jamie

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NEWS UPDATE

2 TERRACE Regional airport’s stats holding as predicted

The Northern Connector Passenger traffic at the Northwest Regional Airport remains down from last year, but latest numbers show the 2015 total thus is within projections. “We’re down 10 per cent for the calendar year,” says airport manager Carman Hendry in examining the passenger numbers to the end of September which stood at 172,854. But in looking at the 12 months f r o m t h i s S e p t e m b e r t o S e p t e mb e r 2 01 4 a n d c o m p a r i n g t h e m t o the 12 months prior to September 2014, traffic is down just four per cent, he said. Hendry’s predicting a calendar year 2015 total of just under 230,000 which is within projections set out at the beginning of the year. The airport set a record of 253,368 in 2014, far above the 177,294 total for 2013 and the 139,193 total for 2012. All figures are for scheduled flights and don’t include charters. Hendry noted that this year’s figures don’t have the influence of the Rio Tinto Alcan Kitimat smelter rebuilding project which was at its peak last year. “So if you look at this year, we continue to be a very busy airport,” said Hendry. “We have a large number of flights on airlines servicing Vancouver, we have flights to Calgary, to Prince George, to Vancouver.” “Our traffic reflects the frequency of these flights and the affordability of air travel.” The increase in traffic over the past

several years is driving an ambitious expansion project just underway which is being financed by a passenger user fee and grants from the federal and provincial governments. Firefighting and rescue service has just been introduced owing to the traffic increase. And two weekends ago, the Northwest Regional Airport was named Newsmaker of the Year at the 2015 Terrace and District Chamber of Commerce’s annual Business Excellence Awards. “It takes all of our people to make this place run,” said Hendry of the award. Both Air Canada and WestJet began direct service to and from Calgary in late spring. Air Canada has stopped that run as of this month as part of a general scale back for the fall and winter season and Hendry is predicting it’ll return next spring as part of the airlines spring/summer schedule.

QUESNEL West Fraser enters into agreement West Fraser announced that it has entered into an agreement to acquire Manning Diversified Forest Products Ltd. which has sawmill operations located in Manning, Alberta and related timber harvesting rights. The acquisition is scheduled to be completed before the end of October, 2015. The sawmill has operated at the site since 1993 and has been producing approximately 100 million board feet of lumber annually. West Fraser plans to adjust current operations and expand annual production capacity to approximately 130 million board feet. The timber rights acquired have a current operational annual allowable harvest of approximately 440,000 m3 of coniferous timber. West Fraser expects to

NOVEMBER 2015

provide additional information concerning the acquisition as part of its announcement of its third quarter results which is currently scheduled for October 26, 2015. “We are pleased to welcome Manning Diversified and its 120 employees to the West Fraser family of mills in Alberta,” said West Fraser’s President and CEO Ted Seraphim. West Fraser is a diversified wood products company producing lumber, LVL, MDF, plywood, pulp, newsprint, wood chips and energy with facilities in western Canada and the southern United States. This News Release contains certain forward looking statements about potential future developments, in particular those relating to the proposed acquisition of Manning Diversified, plans to expand annual production and the expectation of providing additional information about the acquisition. These are presented to provide reasonable guidance to the reader. Their accuracy and the actual outcomes or results of such developments or events will depend on and are subject to a number of assumptions, risks and uncertainties and other factors that could affect the ability of West Fraser to achieve such outcomes or results or execute its business plans, including those matters described in West Fraser’s 2014 Annual Management’s Discussion and Analysis under “Risks and Uncertainties” and may differ materially from those anticipated or projected. Accordingly, readers should exercise caution in relying upon forward looking statements and West Fraser undertakes no obligation to publicly revise them to reflect subsequent events or circumstances except as required by applicable securities laws. West Fraser shares trade on the Toronto Stock Exchange under the symbol: “WFT”.

PRINCE RUPERT LovePrinceRupert.com Campaign

Suite 130 – 177 Victoria Street Prince George, BC

Northern Development is helping the “shop local” movement gain momentum on the North Coast with the launch of www. LovePrinceRupert.com – a new platform that promotes the region’s independent, locally-owned businesses. The launch of the new site, financially supported by Northern Development, coincides with a marketplace event being held on November 14th from 11am to 3pm at the North Coast Meeting & Convention Centre (below Chances Gaming Centre). The marketplace event will showcase a host of unique Prince Rupert businesses and entrepreneurs who will be available to the public to talk about the unique, homegrown stories behind their businesses and the products they sell. LovePrinceRupert.com is the latest addition to the largest shop local campaign in Canada. The Small Town Love movement is a unique online marketing tool that highlights locally-owned, independent businesses with a goal to encourage more residents and visitors in the region to shop local and support their neighbourhood businesses. With the inclusion of LovePrinceRupert.com, the Small Town Love movement includes 24 communities and more than 1,000 independent businesses across Northern BC Northern Development has expanded the Small Town Love program across Northern BC, with an aim to keep more dollars in the local economy and support diversification and sustainability across the region. LovePrinceRupert.com is a partnership between the Trust, a contractor and the Prince Rupert and Port Edward Economic Development Corporation. The Love

Prince Rupert launch event is an excellent opportunity for local residents and tourists alike to come out and meet local business owners as well as learn about, sample, and shop their products. Everyone is invited to this public event, which is free to attend and will also feature free refreshments, giveaways, and door prizes. “Prince Rupert has dozens of unique businesses that attract customers from across the region and up and down the Pacific Coast – LovePrinceRupert.com is designed to celebrate this city’s entrepreneurs and drive more traffic through their doors. We couldn’t be more pleased to welcome Prince Rupert and its entrepreneurs to Small Town Love,” said Evan Saugstad, Chair, Northern Development. “Prince Rupert has a vibrant independent business community, and we want to keep these businesses thriving. These businesses are the heart of our city, and they really contribute to the character of Prince Rupert. They also step-up and give back at every chance, and we are lucky to have their commitment to the community,” said City of Prince Rupert Mayor Lee Brain.

BC LNG-Buy BC program connecting BC companies with LNG opportunities The LNG industry is creating a oncein-a-lifetime chance to enable strong economic growth and provide employment opportunities for local companies throughout British Columbia, like Prince Rupert-based Inlet Express. As Small Business Month wraps up, it’s important to note that the LNG-Buy BC program has at its core a firm belief that the entrepreneurial spirit, skills and innovative abilities of BC businesses will lead to a high level of success regardless of where they enter the LNG supply chain. Over the past three years, Inlet Express has worked extensively with LNG proponents who are considering project sites on the north coast. The company is experiencing a significant increase in business in the geosciences, ocean sciences and construction sectors. Inlet Express provides a full suite of highcalibre marine transportation vessels to service the resource and industrial sectors and isolated coastal communities. It serves a variety of project needs including expediting, crew and freight transport, ocean science, construction and helicopter support. Most recently Inlet Express entered into a strategic alliance with Valard Dive Services to offer commercial diving to support marine infrastructure assessment, construction and non-destructive testing (NDT) requirements. “I’ve had the opportunity to engage with some of the larger LNG contractors and have had available to me the tools necessary to be successful. One of the biggest things is prequalifying with these companies. I think the most important thing you’ve got to show is that it’s a local business, that you bring a lot of value added to the project with your local knowledge and the ability to access other contractors for them and team up with your other colleagues within the community and provide a wide range of services,” said John Turpin, president of Inlet Express. The LNG opportunity is strengthening BC’s economic future. If five LNG plants are built in BC, it could: generate a total investment of $175 billion; contribute up to $1 trillion to the province’s gross domestic product and create up to 100,000 direct, indirect and induced LNG-related jobs.

NEWS UPDATE

NOVEMBER 2015

As of September 2015, there are 20 projects proposing to produce LNG for export along BC’s coast. A large resource base of natural gas in northeastern BC – almost 2,800 trillion cubic feet – could support domestic and export markets for the next 150 years. The Canadian Federation of Independent Business’ Barometer shows a positive outlook, and 47 per cent of business owners say the state of their business is ‘good’; 20 per cent of small business owners in BC indicate they plan to add full-time staff; and BC’s small business confidence has been among the highest in Canada for over a year.

power engineering, electronics, satellite communications, culinary arts, applied business technology and horticulture. “Companies and organizations in the College’s region are starting to recognize the potential of CNC to contribute to local innovation and research,” said Hardy Griesbauer, Director of Applied Research and Innovation at the College. “We strive to involve our students in applied research as much as possible, and enhance their education through experiential projectbased learning opportunities in collaboration with partners. This results in real benefits to the community, regional businesses and our students.”

PRINCE GEORGE

NORTHERN BC

CNC among top 50 research colleges in Canada

Nisga’a receive $2.1 million for training

The College of New Caledonia has been named one of the top 50 Research Colleges in Canada by Research Infosource Inc. This is the first time that the College has made the list - ranking in at 48th overall. In the mid-sized college category, CNC has also been ranked 1st in formal research partnership growth, and 10th in the number of formal research partnerships (with a total of 23). The CNC Research Forest is largely to thank for the growth and success of the Applied Research and Innovation department. The CNC Research Forest is an economically self-sustaining and environmentally sustainable forest that meets the needs of its stakeholders and First Nations groups. Many of CNC’s current industry research projects center around the forest. The college also pursues research in

The Northern View Nisga’a citizens in Terrace, Prince Rupert and the Nass Valley are to benefit from a $2.1 million training program over the next three years. The goal is to train 215 Nisga’a for jobs within the liquefied natural gas industry, but skills learned can also apply elsewhere said Gary Patsey of Nisga’a Employment Skills and Training (NEST), the Nisga’a Lisims Government agency which is to administer the program. “This training targets those who require assistance with requisite skills enhancement before attaining industry or trades training and certifications. For these individuals, the training is foundational to further training in any other sector as well,” he said. Already more than 50 people have applied for training to earn a driver’s licence,

considered one of the key first steps toward employment. “We forecast that as clients work their way up to trades or industry training and gainful or demand driven employment, their quality of life will improve, their family or personal income will improve and acquiring transportation will be a viable option to them,” said Patsey. The money comes from a provincial government skills training program and was announced in Terrace on Oct. 19. Patsey said child care support will be provided to participants who need it. NEST anticipates an early November start-up by first hiring people to administer the program. It will contract out for services it cannot directly provide. Part of the training will also involve work experience at projects in Nisga’a communities. “The participants will be provided opportunities to apply their newly-acquired skills, training and strategies in work that benefits the community while enhancing the experience and resume of the clients,” said Patsey. Training planned so far includes first aid/CPR, road safety and dealing with hazardous materials. Nisga’a Lisims Government president Mitchell Stevens called the training program an important step toward economic development. “The program adds to the capacity of our people to participate in the major developments that are coming soon to our region,” he said. As it is, the Lisims government has signed a series of agreements with mining, pipeline and other companies providing business and employment opportunities on their projects.

FORT ST JOHN Prince Rupert Gas Transmission TransCanada Corporation announced that its Prince Rupert Gas Transmission project (PRGT) has signed a project agreement with the Blueberry River First Nations, a Treaty 8 First Nation. The agreement outlines financial and other benefits and commitments that will be provided for as long as the project is in service. “Achieving this agreement with Blueberry River First Nations is another important milestone for the PRGT project,” said Tony Palmer, president of PRGT. “We consider engagement with First Nations as paramount to our success. We want to ensure we have their input on environmental and cultural impacts and that they benefit from the construction and operation of the PRGT pipeline project.” “We believe the pipeline project will benefit our members today and for future generations, both financially and in terms of employment for our members,” said Chief Marvin Yahey. “The relationship we have established with TransCanada is just as important as the agreement, and we are confident that the relationship we have built will continue to the benefit of both parties for years to come.” While the specific terms of the agreement remain confidential, they include: access to employment and contracts as well as initial and annual payments for the life of the project. Along the pipeline route, PRGT has also signed project agreements with Doig River, Halfway River and Yekooche First Nations, Gitanyow First Nation, Kitselas First Nation, Lake Babine Nation, Metlakatla First Nation and Nisga’a Lisims Government.

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PRINCE GEORGE

NOVEMBER 2015

CASH MOBS FOR COMMUNITY BUILDING The main purpose of these mobs is to support both local businesses and the overall community

PRINCE GEORGE CHRISTIE RAY

hat a g reat October we had during Small Business Month! After finally finishing with the mobsters who attended our 1920s inspired Business Excellence Awards on October 24, we are now facing a mob of a different kind: a Cash Mob. A Cash Mob is an initiative, often organized by Chambers of Commerce or other business agencies, with intentions of supporting local businesses. If you’ve never witnessed a Cash Mob, it is quite exciting to be part of one and witness the energy that builds when good people come together to support great businesses. The buzz surrounding the event is deafening. On a preselected d ate, local residents are encouraged through social media and other

communications to assemble at one preselected local business to make purchases of $20 or more. The main purpose of these mobs is to support both local businesses and the overall community. The benefits for the business are an increase in sales and a raised profile in the community. They may also serve a secondary purpose in providing social opportunities for those who show up for the mob and stay to visit and network. Cash Mobs are also great for community building, as one of the aims is bringing people together in one place for a common goal. Our Chamber has cohosted two Cash Mobs so far with the team from Hell Yeah Prince George on Facebook. They took place on separate occasions at Books and Company and the Two Rivers Art Gallery gift shop. They were so much fun, well attended and made the business owners and

Garrett Fedorkiw,(far left) and Eoin Foley (middle), co-owners of Nancy O’s Restaurant along with presenting award sponsor Waste Management, Account Manager Cindi Pohl. Nancy O’s Restaurant won Business of the Year

The Integris Credit Union staff team won the Outstanding Corporate Culture Award at the Prince George Chamber of Commerce Business Excellence Awards held recently staff feel appreciated and supported by their community. Coming up on November 21 and December 19, we are planning two new Cash Mobs in Prince George taking place between 10AM-12NOON. The process we use to select the business to be ‘mobbed’ is an open nomination

process through Facebook. Anyone can suggest a deserving business to us by commenting on the social media posts. We take all the nominations into consideration before presenting a narrowed down list of ‘mob-able’ businesses to one of our Chamber committees for final selection.

Reza Akbari-owner of Shiraz Café and Restaurant on the left with sponsor BDC Account Manager, Barb Bush on the right. Reza won Business Person of the Year

Only Chamber member businesses are eligible for cash mobbing and they must have a retail component to their business so that visitors can support them by making purchases. Then, on the day of the mob, ou r sta ff tea m is on ha nd to hype-up the event in-store and to promote the Cash Mob activities by live Tweeting the event and sharing photos and experiences through Facebook. It is truly difficult to measure the joy and pride that businesses feel when their customers and community appreciate them. Going into, and staying in, business is not an easy process. So when your community reaches out to you to say thanks for being a part of the profile of our city of Prince George, it creates a supportive dynamic that continues to give back. Christie Ray is the CEO of the Prince George Chamber of Commerce. She can be reached at christie.ray@ pgchamber.bc.ca

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QUESNEL

NOVEMBER 2015

CHAMBER PARTICIPATES IN SECOND ANNUAL QUESNEL BUSINESS WALKS

QUESNEL WILLIAM LACY

uesnel Community and Economic Development hosted t he second a nnual Quesnel Business Walks on October 27th. Participants included the City of Quesnel, Quesnel Downtown Association, the Province of BC, and Com mu n ity Futu res. A s a lways the Chamber was grateful for the opportunity to be involved and reach out to the business community. Teams of two and three engaged over 60 businesses of all sizes and sectors in a short questionnaire about business in Quesnel. â&#x20AC;&#x153;I fi nd the Busi ness Wa l ks a very useful tool in planning Cha mber events, prog ra ms, and services, and still use information gathered last year to help g u ide some of ou r work. The feedback from the

b u s i ne ss c om mu n it y i s i nvaluable to our organization. We appreciate the opportunity to work closely w ith ou r E conom ic Development office and share the information gathered from the program for the overall benefit of the community,â&#x20AC;? Amber Gregg, Chamber Manager B u si ne ss wa l k s h ave b e en u se d i n ot her c om mu n it ie s to g a t h e r i n fo r m a t i o n a n d get a p u l se on t he b u si ne ss c o m m u n i t y. A s a f o r e s t r y dep endent e conomy t h at i s faci ng cha l lenges, we feel it is i mpor ta nt to use as ma ny tools as possible to stay connected w ith the busi nesses, fi nd out thei r concerns, a nd also understand what makes doi ng busi ness i n Q uesnel a wor t hwh i le i nvest ment. I n t h i s w a y, w e c a n c o n t i n u e to move our community for wa rd , s upp or t t he b u sinesses a nd i ndustry we cu rrently have, and attract new i n v e s to r s a n d r e s i d e n t s to the a rea. T h ere a re m a ny net worki n g o p p o r t u n i t i e s t h ro u g h the Chamber that allow us to get to know our members and their businesses. The business wa l ks a re u n ique i n that we are able to get time with the business owners face to face,

Directors of the Quesnel & District Chamber of Commerce and Quesnel Downtown Association interview business owners as part of the 2nd Annual Quesnel Business Walks, organized by Quesnel Economic Development and one on one. The Chamber appreciates the organization a nd pla n n i ng that goes i nto the event, as well as the time to

gather and summarize the data i nto a usef u l tool a nd hopes to continue participating for years to come.

William Lacy is President and Chair of the Quesnel and District Chamber of Commerce. He can be reached through qchamber@quesnelbc.com.

NOVEMBER 2015

PLOWE POWER HAS SERVED THE NORTH FOR 40 YEARS SPOTLIGHT

Prince George’s Plowe Power and its parent company Rokstad Power work to ensure the lights stay on in Northern BC

“In a nutshell... we help to keep the lights on.” RYAN DESPINS ROKSTAD POWER CUSTOMER ENGAGEMENT MANAGER

RINCE GEORGE – The lifeblood of the modern world, the energy that quite literally drives civilization, electricity delivered instantly and seemingly unendingly to households, businesses and worksites across the planet is one of the wonders of the age. But the ease of access, the ubiquitous unnoticed nature of its delivery hides the fact that for the lights to come on a small army of highly trained and skilled technicians must be on call 24 hours a day – just ask the crews at Prince George’s Plowe Power Systems Ltd. “We would like to let Northern BC industrial clients such as mines, or anyone who reads the Business Examiner know that we’re readily available and capable of working with them on any form of power line infrastructure project,” explained Lawrence Hancharuk, General Manager at Plowe Power’s Kamloops head office. Serving primarily (but not limited to) Northern British Columbia, Plowe Power Systems is a power line installation and service contractor working in the Kamloops and Prince George areas, a company which has been serving the overhead and underground distribution / transmission and power emergency needs of British Columbia since it was formed in 1978. Working with primary electricity utilities such as BC Hydro, as well as servicing remote, off the grid electrical consumers such as mines and other industrial users, Plowe Power’s main focus is on the installation of a wide assortment of support infrastructure, including transmission towers, wiring and both above and below ground

delivery systems. “BC Hydro itself does do a limited amount of work of this nature but the larger projects are usually contracted out and that’s where we come in,” Hancharuk explained. “But we’re not limited to power line only. We also do fibreoptic cable and underground installations, including working on civil projects. We have the capabilities to do any form of underground installation work.” With a workforce of more than 30 employees Plowe Power’s head office is in Kamloops, but it also maintains a shop and satellite office in Prince George as well as additional shop space in Cranbrook. But far more than a regional provider of commercial and industrial electrical installation services, Plowe Power, through its corporate relationship with its parent company, Rokstad Power, is part of a state of the art power line construction and maintenance system with links stretching across the continent. “The gist of what we do is to construct and maintain power lines,” explained Ryan Despins, Rokstad Power’s Customer Engagement Technical Manager. “The main part of the work we do involves the entire electricity grids. We work on towers, poles, underground installation and distribution, right down

Some jobs are harder than others. In this case, a Rokstad crew needs the help of a helicopter to service a transmission line. to the smaller distribution to homes. Really we handle the full spectrum.” Rokstad Power provides its clients with a full suite of power line construction and maintenance services. With its head office in Coquitlam, Rokstad Power maintains ongoing operations in strategic locations right across Canada and the United States. With approximately 500 employees and operating an extensive fleet of equipment, the company has positioned itself to meet the growing demand for electricity and the increasingly important need to rebuild the aging electric power infrastructure which is located throughout North America. “Rokstad Power was established in 2008 but under a different company name,” explained Despins. “The company’s growth has been dramatic. I’ve been here three years and there were 70 people here when I started and today it’s about 500.”

IBEW Local 258 is pleased to support Plowe Power and congratulate them on their many decades of success in the industry.

Plowe Power, which has been in operation for nearly 40 years, has earned a solid reputation in Northern BC, for the work it has performed for its industrial clients, and for its enviable safety record, despite working in an industry that has the potential of being very dangerous. “We have earned an excellent reputation for our team’s integrity, expertise, innovation and the delivery of responsible, effective products and service. Our safety record is impeccable with a very low incident rating with WorkSafe BC,” explained James Chalmers, Plowe Power’s Northern Area Manager. “We’ve worked for BC Hydro, but we also have many private customers such as the Red Chris Mine (located south of Dease Lake) and we just recently completed another project for an IPP (Independent Power Producer) named Altagas where we SEE PLOWE POWER | PAGE 7

This is not a job for people afraid of heights. This Rokstad Power linesman can find himself working on towers and poles right across the country

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NOVEMBER 2015

Rokstad Power is the parent company of Prince George based Plowe Power and is truly a North America wide company with more than 500 employees

PLOWE POWER CONTINUED FROM PAGE 6

looked after some transmission line infrastructure for a run of the river electrical generation project, a project that in fact just received an award from Clean Energy BC.” While a smaller regional service and installation provider, Plowe Power, through its connection w ith its much la rger pa rent company has access to a pool of resources, both in terms of technology and personnel that puts it at the forefront of its specialized and highly trained industry. “With the backing of our parent company Rokstad Power we have the capacity to handle projects of literally any size,” Chalmers said. Plowe Power has also had extensive experience replacing infrastructure that has become dated, worn out or has simply obsolesced. “We’ve done a lot of

work with underground conduits, for example we did a project in Prince George where we were replacing old worn out kiosks (above ground transformers) and replacing them with new underground pad-mount transformers,” Hancharuk said. “So we do touch on a little civil now and then. That project was just basically in the Prince George area.” The acquisition of Plowe Power by Rokstad Power just over a year ago was a corporate decision that made sound business sense to both companies. “I think the owners of the two companies knew each other and they had a long history with each other so I think they got together and the move met both party’s business goals,” Despins said. Pl o w e P o w e r ’s re g i o n a l reputation was built by providing unparalleled service, sometimes under very adverse Nor t h e r n B C c on d it ion s, a

Traditional wooden power poles serve as the nest for many of the vertical jobs undertaken by Plowe Power work crews professional ethic stringently maintained by the new ownership. “We are highly committed to the clients we work with, and value the long term benefits of evolving with the needs of these companies. In addition to our expert staff, we have a fleet of service vehicles, machinery and specialized equipment which ensure effective performance for your capital projects, routine maintenance needs a nd emergency situations,” Chalmers said. Professionalism, strict safety protocols, and ongoing and extensive training are keystones for persons considering a career as a power linesman or other technical position. “We’re continuously giving our guys refresher courses and keeping their PSSP (Power System Safety Protection) certification up to date with BC Hydro and any projects that require a higher level of training

we’re constantly staying on top of that,” Despins said. Access to the resou rces of Rokstad Power also introduces Plowe Power and its team to opportunities not available to it previously. “Plowe Power and Rokstad Power are basically what I like to say as being North American contractors. We spread from the west coast to the east coast. While Plowe Power is pretty much an exclusively British Columbia contractor, we’re not limited to any specific area in BC, we’ll go wherever the work is,” Hancharuk said. “Rokstad Power in contrast is established in Alberta, Saskatchewan, Manitoba, as far as the east coast and even south of the border dow n i n Ca l ifornia and in New York State. Through that connection Plowe Power has assisted in some of the storm damage restoration that took place in New York State

following Hurricane Sandy. We mobilized a team of about 15 guys who went down to help out. We were well received when we went down and our work was certainly appreciated.” “Another thing people don’t realize is that in a lot of cases most of the work we do, whether it is distribution or transmission maintenance, a lot of that work is done energized, with power f lowing through the lines to keep the light on,” Chalmers explained. “Most of the work done takes place with energized lines and that takes extra time, resources and equipment to do that. It’s a skill set that you have to have and you have to keep maintained at all times. All of our equipment goes through stringent testing and all of our guys are in the same boat, constantly being trained and recertified.” For Despins, the combined resources of Plowe Power and Rokstad Power make both companies stronger, and a greater asset to the communities they serve. “Plowe Power and Rokstad Power are serving all the power needs of the Northern BC market, including installation and construction. Together we have the tools, the training and the people to get the job done, no matter the size or the location. In a nutshell: we help to keep the lights on.” To le a r n more v i sit Plowe Power’s website at: http://www. plowepower.com/ while Rokstad Power’s website is available here: http://rokstadpower.com/

CongratulaƟons to Plowe Power on 35 years of success!

Thank you for your business, we look forward to working with you in the future

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OFF THE COVER

NOVEMBER 2015

TYROD INDUSTRIES CONTINUED FROM PAGE 1

“I believe Linde is one of the largest suppliers of industrial gas in Canada,” she said. “They have their own plants where they produce the product themselves. The product range is huge, there are specialty gases not only for welding but also for the hospitality and medical sectors (such as oxygen and helium gases) which are available from Linde here through Tyrod,” K ranrod explained. “What we stock on-site currently is the general welding gases such as oxygen and acetylene for rig welders, fabrication shops and even personal shop use.” Tyrod Industries has set up a secured (40’ x 20’) bottle dock on its property to facilitate the pick-up and delivery of gases for its clients. The company operates out of a 6,000 square foot shop and office centre, providing ample space to fabricate products for clients located across Western Canada. “Adding the Linde agent component was an add-on for our business, it was a good fit as we’re already in the welding business,” she said. In addition to custom welding and fabricating, Tyrod Industries offers the rental of mobile welding equipment, provides planning, site management and consultation services, as well as full installation services. “Our specialty is pressure piping systems. We work on everything from small jobs to

Jamie Kranrod is Tyrod Industries’ Director of Finance and Administration

“It was a good fit as we’re already in the welding business.” JAMIE KRANROD DIRECTOR OF FINANCE & ADMINISTRATION

large jobs. With our fully equipped mobile welding equipment the company is well suited to accommodate industrial clients who need to be taken care of often on short notice. “We might work with other contractors who are in construction as well and have a small component that needs field welds. With our mobile equipment we can accommodate,” Kranrod explained. “What Tyrod is known for is that we’re equipped to do pipe and we do it very well. Our quality control, our impeccable safety

Tyson Kranrod, the President of Tyrod Industries began his company with a single mobile welding rig, and grew the company from there record, the personal service and the standard of the product we produce is what we pride ourselves in,” she said. With a core group of about 15 full time staff, Tyrod’s ranks can swell dramatically depending on the size and complexity of the projects being handled. “One very positive thing for Tyrod, given that the industry has shifted in recent years, thanks to the range of industries operating in Prince George we manage to keep quite busy all year round,” she said. “Prince George is a prime location to do business, there’s more tha n one th i ng happen i ng,” Kranrod said. “We are very fortunate to be living and working in Prince George.” To learn more visit the Tyrod Industries website at: http:// tyrodindustries.com/

A welding and fabricating shop specializing in building pressure piping systems, Tyrod Industries has become an industry leader in its niche

Tyrod Industries uses its 6,000 sq ft fabrication shop to produce pressure piping systems used primarily by the oil and gas industry

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OCTOBER 2015

ENGINEERING Engineering: Science of Turning Concepts Into Realities The ongoing work of British Columbia’s engineering firms has directly impacted virtually all aspects of daily life BY DAVID HOLMES

hen mankind’s first proto-human ancestor discovered that chipping a flake off a stone created a sharp edge, or that a heavy stick could be used to dislodge a heavy boulder when deployed as a lever, the concept of engineering was born. Engineering is as much an art as it is a science, and is essentially the task of using some form of scientific method to create an outcome that produces a tangible result in the real world. That outcome could be that sharpened stone, or a huge span of steel bridging a river, or a towering edifice of glass and steel in the heart of a thriving metropolis. In the 21 st Century the concept of engineering is a broad professional field that touches on virtually all aspects of daily life. Traditionally the roles of an engineer were viewed as falling within four main categories: Chemical Engineering, Electrical Engineering, Civil Engineering and Mechanical Engineering – but today thanks in part to the revolution in electronic technology, there is a much greater likelihood of cross-pollination within the different core sectors, and literally hundreds of different subcategories for engineers and engineering students to pursue. “Consulting Engineering is an integral part of BC’s Knowledge Economy. The Association of Consulting Engineering Companies British Columbia (ACECBC) represents BC’s consulting engineering companies that provide engineering and other technology-based intellectual services to the public and private sectors,” explained Keith Sashaw, President and CEO, ACEC-British Columbia. “Consulting engineering companies play an integral role in ensuring the safe, efficient and sustainable planning, development, construction and operations of buildings, highways, bridges, ports, pipelines, mines and key infrastructure projects.

The Golden Ears Bridge is a six-lane structure built to connect Langley on the southside with Pitt Meadows and Maple Ridge on its northside

“Consulting engineering is at the centre of BC’s Knowledge Economy.” KEITH SASHAW PRESIDENT / CEO, ACEC-BC

Consulting engineers are at the forefront of emerging opportunities in all regions of the province,” he said. “They work together with local communities, applying technical innovation and creativity to ensure projects are developed in a manner that is economically, socially and environmentally sustainable. ACEC-BC takes a keen interest in monitoring and reporting on major projects that are key to creating jobs and prosperity for all British Columbians.” In British Columbia engineering firms, in a myriad of different sizes and specializing in ever wider subject areas, can be found all across the province. The following brief sampling represents just a few of t he hundreds of companies located across BC actively engaged in shaping the future of the province while making daily life easier and more convenient for

its citizens. Among the province’s major engineering players McElhanney Consulting Services Ltd. is among the very largest, with no less than 19 separate offices across BC alone. From Campbell River to Whistler, and from Terrace to Osoyoos McElhanney’s engineers are involved in a full spectrum of services, working successfully within an equally broad range of industries and sectors. A partial list of the firm’s service areas include agriculture where is it is involved with everything from completing drainage studies to developing complex irrigation systems. O ther a reas of ex per tise showcased by McElhanney include such diverse undertakings as software development, completing environmental assessments, site assessments SEE ENGINEERING | PAGE 10

10 ENGINEERING CONTINUED FROM PAGE 9

and developing plans for industrial wastewater treatment. The company has been involved in such projects as the twinning of the Trans Canada Highway through Banff National Park, and in the development

ENGINEERING

NOVEMBER 2015

of the Golden Ears Bridge on the Lower Ma i n la nd. A true soup to nuts engineering firm, McElhanney is one of the oldest firms of its type in Western Canada having been in continuous operation since 1910. To learn more visit the company website at: http://www. mcelhanney.com/

McElhanney Consulting Services played a role in the development of the 976 meter Golden Ears Bridge, a span that crosses the Fraser River Another major engineering company with a number of British Columbia locations is Binnie Consulting Ltd. Headquartered in Burnaby the company maintains offices in Surrey, Squam ish, K a m loops a nd P ri nce George and has been providing engineering services across Western Canada since 1969.

Accord i ng to the compa ny website Binnie is involved in a broad range of services and projects i nclud i ng: â&#x20AC;&#x2DC;t raf f ic planning; transportation engineering; project management services; construction management services; design build contracts management; landscape architecture including water

drainage and storm water management; parks, sports fields, and recreation facilities development, land development and site servicing; federal, provincial and municipal infrastructure; and Geomatics services.â&#x20AC;&#x2122; Binnie has been a key player in SEE ENGINEERING | PAGE 11

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ENGINEERING

NOVEMBER 2015

J.E. Anderson & Associates carried out the primary survey work for the Gablecraft townhome development in Central Nanaimo

ENGINEERING CONTINUED FROM PAGE 10

various major projects across the province including the Port Mann Bridge construction project, it was involved with the survey work for the Evergreen Line rail line on the Lower Mainland, the design of a large RV park in Taylor in northeastern BC and at the Royal Jubilee Hospital Patient Care Centre in Victoria. To learn more about this multi service entity visit its website at: http://binnie.com/ Speaking of Vancouver Island, Nanaimo’s Chatwin Engineering Ltd. is based in the Harbour City but has been involved in a variety of different projects right across Vancouver Island. The company worked with the Ehattesaht First Nation at Queen’s Cove on the Island’s west coast to help determine ground water source potentials for a new potable water supply for the existing Chenahkint Indian Reserve. Another Chatwin project involving Vancouver Island’s First Nations was the work it did for the Snaw-naw-as people at Nanoose Bay. The company helped to design the community’s new Sanitary Sewer System. Headed by Brian Chatwin who began his engineering career in 1982, Chatwin Engineering is a uniquely 100 percent employee owned civil engineering firm with offices in both Nanaimo and Victoria. The company places great emphasis on the work it does to better the lives of local citizens, while having the least impact on the environment. To learn more visit the company website at: http://www.chatwinengineering.com/ Another major player on the Engineering stage is Urban Systems with 13 separate offices across Western Canada including Cranbrook, Fort St. John, Kamloops, Kelowna, Nelson and in the Lower Mainland among others. With a company motto of: Spirit in Service for Vibrant Communities, Urban System prides itself on working on projects that enhance the enjoyment and livability of the communities it serves. Founded in 1975 this privately owned company has been recognized by the organization a Great Place To Work® no less than 10 times since 2006. The company describes itself as: “A professional consulting firm committed to supporting vibrant communities. Our inter-disciplinary team works with governments, Aboriginal communities, private industry, and non-profit organizations to help build communities that are safe, sustainable and prosperous.” T he company has worked on many projects including completing the Shelbourne Valley Action Plan Transportation Study for the District of Saanich

on Vancouver Island and in helping the City of Port Moody develop its long range financial framework. Its varied areas of service include asset management, economic development, land surveying, the operation of Geographic Information Systems (GIS), landscape architecture, water-related issues and many others. To learn more visit the company website at: http://www.urbansystems.ca/ A giant in the engineering field, with more than 3,000 engineers, designers, planners, researchers and advisors across the globe, Opus International has been involved in more than 12,000 projects across the United States and the British Commonwealth since its launch as an agency of the New Zealand government in 1885. In Canada and the US the company operates 16 offices (including in Terrace, Kelowna, Prince George, Victoria and North Vancouver) and has more than 700 employees across North America. Its New World focus has been almost exclusively on water, transportation and environmental engineering. As part of the Opus group in North America it also operates a separate water, wastewater and environmental engineering consultancy firm. Opus International Consultants (Canada) Limited specializes in providing such services as infrastructure rehabilitation and stormwater management for municipalities, as well as surveying, urban planning and a full range of project management services. In British Columbia the company has been a key player in such projects as the upgrades carried out at the Revelstoke Waste Water Treatment Plant and with the upgrade work to the Kelowna / Vernon Compost Soil Biofilter. A vast and internationally connected engineering powerhouse, Opus International is a true soup to nuts type of firm. To learn more check out is main website at: http://www.opusinternational.ca/ Another major engineering enterprise, with expertise in the energy sector, resources, computer science and agriculture is WSP (formerly known as Focus). This is a Canadian-owned multi-national firm and one of the world’s leading professional services companies with an estimated 32,000 employees located in over 39 countries around the world. The company maintains a number of British Columbia offices including those in Cranbrook, Kamloops, Victoria, Golden, Invermere, Kelowna, Prince George and Fort St. John. WSP’s specialties include energy cogeneration, oil and gas pipelines, remote sensing for fisheries, air quality management, underwater surveys, the development of industrial parks, airport

development, urban transportation and many other areas of service. Just some of the hundreds of projects it has been involved with include the development of the Kicking Horse Mountain Resort, providing geometric services for Spectra Energy’s sour gas line that will link Dawson Creek to Taylor as well as having carried out extensive surveying work in the Athabasca Oil Sands area in Northern Alberta. To learn more about this firm visit its website at: http://www.focus.ca/ With offices in Victoria, Nanaimo and Parksville, J.E. Anderson & Associates first opened its doors in 1959 with half a dozen employees. Today the company has grown to more than 50 employees with a focus on projects that involve everything from laying out single lot subdivisions to multi-year phased residential developments to forestry and municipal infrastructure projects. The majority of the

company’s work is centered on Vancouver Island and the neighboring Gulf Islands. J.E. Anderson & Associates has recently undertaken a number of significant projects including the subdivision of a large (405 hectare) farm near Horne Lake on Vancouver Island, extensive survey work on lands owned by the Pacheedaht First Nation on southern Vancouver Island and the survey work for the Gablecraft Development a 22-phase townhouse project to be constructed in Nanaimo. The company’s focus is on surveying work, project management and all areas of municipal engineering. To learn more visit its website: http://www.jeanderson.com/ “ACEC British Columbia represents 84 of BC’s consulting engineering companies that collectively employ 9,100 people in the Province of BC. The workforce is comprised of engineers, geoscientists, technicians, technologists and other support staff. The consulting engineering business contributes some $3.9 billion in annual revenue to the BC economy, 30 percent of which is earned from clients based outside of the Province of BC. These are revenues that would not find their way to the Province of BC if it were not for the excellent reputation of the BC consulting engineering industry,” Sashaw explained. “Consulting engineering is at the centre of BC’s Knowledge Economy, as engineering services comprise 20 percent of B.C.’s high technology sector. The Knowledge Economy is the source of high value employment, supporting a broad array of business spinoffs. A healthy BC consulting engineering industry is critical to building this future economic foundation of British Columbia.”

Providing professional structural and civil engineering services to clients throughout western Canada for over 20 years

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NOVEMBER 2015

EXPECTING 400,000 KM IS NOT UNREASONABLE SPOTLIGHT

Carefully planned maintenance plans focus on longevity

RINCE GEORGE - After being in the automotive industry for more than 30 years, Tom Simpson, owner of Benchmark Automotive has built a reputation on longevity. “I’ve got customers who have been bringing me their vehicles since I got out of high school,” he said, adding that some of the vehicles his company maintains have upwards of 700,000 km. “With the right maintenance and care, a vehicle should be able to reach 400,000 km without needing any major repairs.” It’s a tall promise that Simpson said his company delivers by creating the right maintenance package for not just the weather conditions, but also customer’s driving habits. “A mom picking up and delivering kids to school and soccer practice does a lot of stopping and starting,” he said. “While a

Bishop keeps his staff up-to-date with rapidly changing technology CREDIT:CORY O’NEIL

Benchmark handles all vehicles from commercial to recreational CREDIT:CORY O’NEIL

traveling salesman could drive for long hours at highway speeds. Each one uses the vehicle differently so will need different types of maintenance.” Simpson said that Benchmark’s goal has always been to provide the type of service that nets his customers the greatest returns. “It’s less expensive to keep a car in good running order than to wait until it needs a costly repair or to be replaced.” Benchmark services a broad spectrum of vehicles, from the small Smart car to motorhomes and buses and commercial transport vehicles. “There’s a real methodology to maintaining a vehicle,” he said. “We’re like investment counsellors creating a plan to maintain a vehicle, addressing issues before they happen.” Simpson said that choosing the right fluids and regularly testing and changing coolants are simple ways to avoid ugly repairs. “Coolant is sweet but over time and as it ‘cooks’ in the engine it becomes acidic and can eat away metal parts, which can lead to leaks.” He added that testing the coolant’s alkalinity, with the automotive industry’s version of the litmus paper test, can alert his maintenance crew that it’s time to do a coolant change. “Adding a high quality additive at every oil change can also extend the life of the engine by fortifying the oil and helping to protect the engine.” Though Simpson’s passion for vehicles started at an early age, (as he said, he graduated on a

With the right maintenance and care, a vehicle should be able to reach 400,000 km without needing any major repairs TOM SIMPSON OWNER, BENCHMARK AUTOMOTIVE

Thursday and started work on a Saturday), his road to success was marked by a strong learning curve. “W hen we first started the business it was my business partner and I. It didn’t take long for us to grow, eventually to 15 employees. We were open six days a week, 11-12 hours per day.” Simpson said that having a focus on volume made it hard to maintain the company’s high standards of quality so they changed the focus to more quality rather than more volume. Providing the level of service that keeps a car running for 700,000 km has gained Benchmark longstanding relationships. “We have multi-generational clients. Grandparents and parents sending their kids to our shop because they trust our work.” “None of the Benchmark team sells, we inform and educate.” Simpson believes in building relationships outside his business as well. He’s a trainer at the College of New Caledonia, is involved with the Heart and

Stroke Foundation and Women in Trades, and regularly hosts lady’s and kid’s educational evenings at his shop. He’s also a part of the steering committee for the provincial ITA Red Seal program. “Getting involved with governmental and community organizations keeps me aware of industry changes,” he said. It also provides a platform for Simpson to share his knowledge, expertise, work ethic and mantra of guiding a vehicle to longevity. “We aspire to be economically and environmentally driven, as well as to maintain value and quality for our clients,” Simpson said. “Our business name is our point of reference; it sets the compass to steer our growth and direction.” Benchmark Automotive is at 3532 Massey Drive in Prince George. www.benchmarkpg.ca

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NOVEMBER 2015

TRUCKING COMPANY GREW WITH NORTHERN BC SPOTLIGHT

For more than 60 years Bandstra Transportation has helped link Northern BC with the rest of the province

MITHERS â&#x20AC;&#x201C; It all began as the modest dreams of a pair of brothers, new arrivals from the Netherlands. Today that dream has flourished and expanded into a thriving transportation network that spans the province. From its home base in Smithers, Bandstra Transportation Systems Ltd., is the tangible embodiment of what can happen when a dream, coupled with hard work and vision, is allowed to become real. â&#x20AC;&#x153;Iâ&#x20AC;&#x2122;d say that our primary customers right now would be in the mining industry and other industrial clients,â&#x20AC;? explained company President John Bandstra Jr., son of one of the companyâ&#x20AC;&#x2122;s original founders and

In addition to its freight-hauling duties, Bandstra Transportation has a long-standing relationship with the United Van Lines moving company one of eight partners currently involved in the firmâ&#x20AC;&#x2122;s operations. T he 21 st Century edition of Bandstra Transportation is a robust and multi-tiered company that employs more than 340 full time employees, owns and operates in excess of 100 semi tractor trailers units, more than 250 trailers and about 55 smaller five ton vehicles. Headquartered

in Smithers, the company operates primary terminals in Richmond, Terrace, Prince George, Kitimat and Edmonton, as well as various satellite offices across British Columbia. The story of this expanding transportation network dates back to 1955 when John Bandstra Sr. along with his SEE BANDSTRA TRANSPORTATION | PAGE 14

babine

TRUCK & EQUIPMENT LTD. Congratulations to the entire team at Bandstra Transportation Systems Ltd.

Headquartered in Smithers, Bandstra Transportation is a multi-tiered, multi-generational trucking dynasty that interconnects Northern BC

Congratulations Bandstra Transportation on your 60 Year Anniversary of successfully serving the transportation needs of BC

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9341 Rock Island Rd Prince George, BC 250-562-7422

3364 Hwy 16 W Smithers, BC 250-847-3981

Congratulations Bandstra Transportation on 60 years and still going strong!

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BANDSTRA TRANSPORTATION CONTINUED FROM PAGE 13

brother Theo Bandstra and their friend Andy Beerda purchased the holdings of a small Smithers trucking firm, Capling Transfer. â&#x20AC;&#x153;At the time many of the roads were gravel and the majority of the goods and supplies coming into the Bulkley Valley arrived through the port of Prince Rupert, carried in the holds of ships operated by the Northland Navigation Company,â&#x20AC;? Bandstra explained. The fledgling motor carrier, using the two trucks that comprised the Capling Transfer rolling stock, launched their enterprise, regularly hauling supplies from Prince Rupert to Smithers and other points throughout the Bulkley Valley. Traversing the 220 mile gravel route linking Smithers to the ocean could take as long as 12 hours one way during those pioneering days. But despite the hardships and the long hours the company grew and established itself as a viable entity changing its name to Smithers Transport Ltd. in 1957. â&#x20AC;&#x153;As the area started developing more, and the roads were getting better thanks to the policies of the government of the day, under W.A.C. Bennett, and the expansion of the regionâ&#x20AC;&#x2122;s industries the company began hauling a greater variety of freight and saw their business expand,â&#x20AC;? Bandstra said.

Bandstra Transportation operates a fleet of more than 100 semi-tractor units and 250 trailers, and also has a smaller fleet of 5-ton cube vans â&#x20AC;&#x153;They began operating low beds and flat deck units to haul mining equipment.â&#x20AC;? By the early 1960s the company also began making regular cargo runs to Kitimat since Northland Navigation had begun servicing

that community in addition to Prince Rupert. In 1960 Theo Bandstra sold his share of the company to his two partners, John Bandstra Sr., and Andy Beerda. â&#x20AC;&#x153;They slowly began to grow and started hiring some drivers so they wouldnâ&#x20AC;&#x2122;t have to do all the driving themselves,â&#x20AC;? Bandstra said. â&#x20AC;&#x153;In 1961 they built an office / warehouse / shop facility in Smithers, right in town. It was a three-bay shop and that became their base and terminal.â&#x20AC;? In 1966 Smithers Transport (as the company was then known) beca me a member of United Van Lines, adding the household moving and storage business to the growing menu of transportation services it was providing across Northern British Columbia. In 1971 the expanding company built a new shop / warehouse facility that spanned six lots on Highway 16 frontage on the east side of Smithers. That same year the

60 Years Strong A partnership that works for management and labour Proudly representing Local 66 members at Bandstra Transportation since 1972. We are better together. clac.ca

â&#x20AC;&#x153;We essentially have an entire transportation network in place that links the major centres in the northâ&#x20AC;&#x153; JOHN BANDSTRA PRESIDENT, BANDSTRA TRANSPORTATION

company incorporated a subsidiary, Houston-based Bulkley Moving and Storage. In 1976 company founder Beerda sold his shares to his partner John Bandstra Sr., and his youngest brother Dick Bandstra, turning the company into a true family business. The current company president, John Bandstra Jr., acquired shares and became a partner in the business in 1980. â&#x20AC;&#x153;I grew up in the business, working during the summers during my college years. When I joined the company as a partner, I drove and did some work moving or hauling freight or whatever it took. In 1984 we bought a company in Terrace and Kitimat called Docâ&#x20AC;&#x2122;s Cartage, which was actually owned by my uncle Herman Bandstra. Docâ&#x20AC;&#x2122;s was primarily a moving company that was also part of United Van Lines. We amalgamated that with our Smithers group,â&#x20AC;? Bandstra said. SEE BANDSTRA TRANSPORTATION | PAGE 15

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While the company operates terminals in Edmonton and in the Lower Mainland, it always considers itself a Northern BC company

During its six decades of operation, the company, once known as Smithers Transport, has undergone several name changes

BANDSTRA TRANSPORTATION CONTINUED FROM PAGE 14

“At about the same time we expanded into Vancouver. We bought out a small company and started developing a Vancouverbased business moving freight

north. It was in 1988 that we changed our company name to Bandstra Transportation – we had been operating a number of different companies under different names so it made sense to amalgamate it all under a single banner.”

Through the 1990s the company continued to grow and explore new transportation-focused options. John Bandstra Sr., the last of the company founders retired in 1989, turning the presidency over to his brother and partner Dick. To enhance its Lower Mainland operations the company brought all of its Vancouver operations into a 25,000 square foot building in Richmond, which continues to serve as its main southern terminus. In 1993 a facility was established in Prince George, allowing the expanding enterprise to begin regularly scheduled freight service linking the Lower Mainland with Prince George, and from that terminal to destinations throughout northern BC. “We essentially have an entire transportation network in place that links the major centres in the north. Prince George has become a major hub for us, we have a terminal in Prince Rupert and a few years ago we opened a facility in Edmonton,” he said.

“The north is our primary focus. Our head office is still in Smithers, that’s our home turf. Nearly everything that we do, whether it is from Vancouver or Edmonton is all related to freight going to Northern BC. Using our various terminals the freight is then distributed to the smaller destinations, such as our commercial clients. We haul any general freight, operate reefer service, flatdecks, B Trains and we do a lot of container work out of Prince Rupert. We interline with carriers from eastern Canada.” The 2015 edition of Bandstra Transportation has grown far beyond a basic trucking service started by three new arrivals to Canada in 1955. Today the company operates separate moving divisions in Richmond and Prince George. Its fleet includes a crane truck and an all-terrain ex-military vehicle. “We don’t do any liquid bulk hauling, or carry cattle,” Bandstra said. “But we do just about everything else. We specialize

in doing a lot of back haul in the north such as moving lumber and ore, things that come back down to the port in Vancouver. We do a variety of things, like hauling groceries into the mining camps when they’re in the construction and operation phases. We even haul up to Stewart and up into the Dease Lake area to service the smaller communities.” As if the development of an expansive transportation system isn’t enough the company also operates its own truck repair and maintenance facilities (in Prince George and in Smithers) where it services not only its own fleet, but equipment operated by other operators. The company’s ownership is currently divided among six individuals, all either Bandstra brothers or cousins, continuing the legacy of this family-owned business. “Just this past week my son and a nephew of mine are becoming involved as owners / shareholders, bringing the company into its third generation. I’ll probably be retiring in a couple of years, but that will mean there’s eight of us involved, so it’s a good thing we all get along,” he said.,” he said. John Bandstra Sr., who is now 92 and is brother Dick Bandstra aged 74 still reside in Smithers and are proud witnesses to the flourishing company he began with his brother and their friend more than 60 years ago. At this point, the partners in the company are John Sr.’s sons John Jr. and Sid, Dick’s sons Phil, Rick and Ron, and Herman’s son Jack. New to the partnership are John R Bandstra, son of John Jr., and Kevin Bandstra, son of Sid. “We’ve have good long term employees, a nd as pa r t ners we’ve always had good relations amongst ourselves, probably because the founders, such as my Dad, had set a good tone right from the start. As a company we’re building on the foundation that they had put in place. We want to continue that legacy, to provide good service, good employment and work positively in all the communities we service.” To learn more visit the Bandstra Transportation website at: http://www.bandstra.com/

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16 UNBC TOPS CONTINUED FROM PAGE 1

high level product, and have been doing so for years, but getting that official external confirmation is really special. It validates the vision of the school, and the direction we’ve taken, and lets Northern students, both current and prospective, know that an elite education is available right in their back yard.” “This award is not attributable to just one person, or decision, it’s the culmination of effort and energy from our amazing faculty, staff, students, alumni, and the incredible community partners who so strongly support each campus.” The 2016 Maclean’s University Rankings compared institutions across eight different categories, including: student awards, total research dollars, library acquisitions, student-to-faculty ratios, faculty awards, operating budget per full-time student, library expenses, and the brand new student satisfaction survey, which ended up being the tie breaker that gave UNBC top spot. “A s a g raduate of U N BC, I

OFF THE COVER

NOVEMBER 2015

“One of the questions used in the survey was ‘what is the likelihood that your professor would know your name?’ and it was one that we scored quite high on.” DR. DANIEL WEEKS UNBC PRESIDENT

UNBC President Dr. Daniel Weeks recognize the value of a UNBC education, and can echo the sentiment of our current students that pushed us to the top of the national rankings,” says UNBC Board of Governors Chair and former student Ryan Matheson. “On behalf of the Board of Governors, I offer sincere congratulations to the entire UNBC community as well as its

supporters and champions.” Survey results included input f rom both cu rrent students a nd a lu m n i, who touted the school’s mental health services, extra-curricular activities and instructor quality, as the primary reasons for choosing the institution. “Receiving that kind of positive feedback from our students affirms the path that we’ve decided

to take,“ says Weeks. “To have our students, the individuals who pay to be here, who choose to spend their formative years here, give us that kind of evaluation, goes beyond any form of recognition from our peers. The students have recognized our intentions, and they appreciate the individualized care and attention they receive. “One of the questions used in the survey was ‘what is the likelihood that your professor would know your name?’ and it was one that we scored quite high on. That alone is a testament to our culture, and the boutique experience that we offer. Each one of our instructors takes a deep interest in the students’ wellbeing, and we couldn’t be more happy with the results we’ve been seeing.” Compounding the impact of the prestigious ranking is the torrent of attention Northern BC has been receiving as the potential leading economic driver for both the province and nation. That attention puts community fixtures like UNBC at the forefront of discussions relating to the feasibility of the North

transitioning to the economic powerhouse that citizens, industry and government are expecting it to become. “We will not reach our full potential unless we focus on developing our social fabric here at home,” says Weeks. “We need to develop strong leaders locally, and recognize just how interdependent the Northern communities are on each other. Educational institutions like UNBC will play a significant role in the longevity and impact of many of these projects, as we’re producing many of the direct and indirect employees necessary to complete them. “The relationships between industry, the municipalities and ourselves are all about building a better North. There’s a benefit for each group that’s involved, and we couldn’t be more excited about being playing a key role in the future success of the region.” UNBC currently has more than 4,000 students, and has been operating since 1992. The school has previously placed second on the Maclean’s University Rankings list, in 2014, 2012, and 2008. www.unbc.ca

Prince Rupert business leaders welcome Trans-Pacific Partnership The Northern View RINCE RUPERT - Many political pundits have already weighed in on how the Trans-Pacific Partnership (TPP) signed by the Canadian

federal government earlier this fall will a ffect d i fferent sectors of the Ca nadian economy. The Pacific Rim trade deal between Ca n ad a a nd 11 ot her cou nt r ies h a s

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different ramifications for farmers, who are being compensated $4.3 billion over 15 years for any lost income, than it does for the raw minerals industry than it does for the auto sector or the lumber industry. Here in Prince Rupert, the TPP brings exciting prospects to many businesses a nd residents who ca l l the North Coast home. With tariffs on Canadian exports to Japan, the world’s thirdlargest economy, coming down in the com i ng yea rs, a s wel l a s decreased tariffs in countries ranging from Chile to Malaysia to Vietnam to Singapore, the Port of Prince Rupert, which already ships and receives millions of tonnes of cargo per year, consisting of agri-food, biofuel, metallurgical coal, wheat, ca nola, logs, conta i ners a nd more, may potentia l ly see a d rastic rise i n tra ffic volu mes as Ca nad ia n exporters take advantage of the trade deal. “ T h e T ra n s-P a c i f i c P a r t n e r s h i p enables improved market access for trading between countries. The Port of Prince Rupert is supportive of all efforts that grow Canada’s participation in two-way trade. 3,000 jobs in northern BC depend on trade through our gateway - a number that’s doubled in just five years,” said Prince Rupert Port Authority manager of corporate communications Michael Gurney. “Importantly, the TPP participants are countries within the Asia-Pacific reg ion wh ich a re key orig i ns a nd destinations of Prince Rupert cargo traffic. Growth in the Port of Prince Rupert’s trade volumes — positively affected by the TPP’s effects on market reach and streamlined customs clearance procedures — will increase jobs, busi ness opportu n ities i n northern BC’s supply chains, and the tax base for all levels of government.” T he Prince Rupert and District Ch a mb er of Com merce a nd t he BC

Chamber of Commerce also support the deal. “[T he two Cha mbers] applaud the Oct. 5 announcement that Canada has successfully concluded negotiations to the Trans-Pacific Partnership,” said chamber president Rosa Miller. “The TPP agreement is good for BC and, in turn, good for our community as we conti nue to move towa rds becom i ng a br ig hter sta r a nd a key piece in the provincial and Canadian economy. We agree with [BC Chamber president and CEO] Jon Garson, when he says that negotiations are a giveand-take. While Canada had to move on key interests such as managed dairy and poultry products, the net benefit from gaining market access for goods while removing restrictions on services, investments, financial services, etc... is too good to pass up,” Miller continued. The Government of Canada’s Foreign Affairs, Trade and Development Canada website cites the TPP deal as the “most comprehensive trade agreement in the world” that “will help deepen Canada’s trade ties in the dynamic and fast-growing Asia-Pacific region while strengthening our existing economic partnerships with our partners in the NAFTA (North American Free Trade Agreement) and across the Americas”. The deal has yet to be ratified by the new Liberal Government of Canada, but the party said before the Oct. 19 federal election that it would “hold a full and open public debate” in Parliament about the agreement. “ T h e T ra n s-P a c i f i c P a r t n e r s h i p stands to remove trade barriers, widely expand free trade for Canada, and increase opportunities for our middle class and those working hard to join it. Liberals will take a responsible approach to thoroughly examining the T ra n s-Paci f ic Pa r t nersh ip,” read a statement.

NOVEMBER 2015

BONNETT’S ENERGY CORP: DELIVERY WELL AHEAD SPOTLIGHT

Company founded in Fort St. John in 1972 continues to set the standard in oil field services

ORT ST. JOHN – “Delivery Well Ahead” is what Bonnetts Energy Corp. is all about. The company, founded in Fort St. John in 1972 by Gerald and Dianne Bonnett, is a trusted name in downhole operations, as a leading provider of slickline services. Bonnetts Energy Corp. is one of the larger homegrown oil field services companies in Canada and is part of a small army of technical specialist firms working to ensure the viability and marketability of the nation’s oil and gas industry. The company now operates with seven independent but inter-related divisions to provide a broad spectrum of technical, data collection and operational services to the major oil and gas producers in the country. The divisions are: Bonnetts Well Intel,

Bonnett’s Energy Corp. currently has approximately 250 employees working at sites across Alberta and Northeastern British Columbia Boreal Testing, Redneckz Wireline, Boreal Pumping, Silverline Swabbing, Bonnetts Wireline and

Boreal E-line. The company has built strong roots in each of the communities

it serves in B.C. and throughout Alberta (head office is in Grand Prairie, Alberta), while focusing on the safety of its employees, the environment, and providing a premium quality of service to customers. It also knows the importance of being able to adapt quickly in an industry that historically has

more than its share of ups and downs. Its management team is skilled to adjust the company to meet customer needs and the fluctuations of the oil and gas industry. SOLID LEADERSHIP Murray Toews has been President since 1998 and Chief Executive Officer since 2005. Toews was raised working on his family’s grain farm before moving to the energy sector. He literally grew up in the Bonnetts Energy Corp. business, starting at the back of the shop and moving up to General Manager, and eventually, becoming an owner, along with Kelvin Torgerson. “I still feel comfortable walking to the back of the shop to see what’s going on today,” he says. “You’ve got to understand people and the equipment that we use, and I do, because of my experience. In the field and days in the shop, some days I wish we were only three units and my job was that one customer, one location, one crew and the job at hand was all that mattered. With the success of the business, some days that day on location was fun, simple and a lot less stress.” Chief Operating Officer Troy Tews has been with Bonnetts since 2006, coming to the firm after working for a multinational SEE BONNETTS ENERGY CORP. | PAGE 18

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BONNETTS ENERGY CORP. CONTINUED FROM PAGE 17

company in various locations throughout the world, in a variety of positions. His skill set derived from a wide variety of experiences has benefitted Bonnetts, helping them adapt to the ever-changing marketplace. He meshes well with Toews. “Murray and I work so well together. We complement each other,” he says. “I’ve known Murray since I was a kid. I decided I was coming back to the area, and we connected through nonbusiness related functions. “I’ve worked in a lot of places where things changed quickly, so it’s no different from where we are today,” he says. “With me having been part of large, international service providers, I try to bring that to the table.” Adds Toews: “T roy bri ngs consistency and the ability to maintain a strong, safe work environment for all the divisions at Bonnetts. Troy crossed all the T’s and dots all the I’s. I know I sleep better at night since Troy joined Bonnetts.” Chief Financial Officer Carrie Lonardelli notes the management team at Bonnetts keeps a careful eye on costs, which enables the company to weather the typical ups and downs that face resourcebased industries. “We make sure that we’re sizing right, and that we have cost efficiencies across the board. We centralize our purchasing,

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streamline our vendors, and do what we need to do,” she says. “When times are tough, we get pressures from our customers on pricing, so we do standard costcutting across the board.” Lonardelli adds that Bonnetts “provides very thorough training for our staff, to make sure they keep up with core competencies”, which also helps the bottom line through more efficient work processes. Carrie has a very strong control background and her warmth towards the staff makes for a well functioning executive team. Safety, as always, is a priority. “We have good people, and we make sure our staff gets safely home to be with their families,”

notes Tews. “We’re always pushing the safety side of the business, and we’re getting better every day at that. The company’s secrets to success start with looking after customers’ needs, and instilling policies and procedures to ensure the safety of workers. To that, Toews adds: “Being fair and honest to the company. Respect it and don’t neglect it, and it will look after you and your family and everyone else connected with it.” PLENTY OF EXPERTISE A specialist in providing socalled ‘downhole’ operations, Bonnetts Energy Corp.’s various corporate divisions are routinely tasked with delivering a diverse

range of services that typically involve either sending some tool or technology down an already drilled well hole (such as for data collection, cleaning or hole preparation) or for removing some object or tool that has negatively impacted the operation of the well, referred to as fishing. “The bulk of the services we provide in northern British Columbia involves slickline services, swabbing services, electric line services, fluid and nitrogen pumping services, testing services,” says Sales Manager Jeff Foster. “Our total head count across the company is about 250, that ranges from smaller bases SEE BONNETTS ENERGY CORP. | PAGE 19

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The company’s Boreal Pumping Services division uses the latest technology to provide clients solutions and services for resolving wellbore issues

Much of the work carried out by Bonnett’s Energy involves ‘downhole’ operations where instruments are lowered down existing drillholes

Carrie Lonardelli, Chief Financial Officer, joined the Bonnett’s team in January 2014

Chief Executive Officer, Murray Toews, has over 20 years of experience in the oil and gas industry

Troy Tews is Chief Operating Officer and has been with the company since 2006

BONNETTS ENERGY CORP.

area like the Progresses (Progress Energy Canada Ltd) of the world and so on so it really depends on your customer base and what services you’re providing out of it.” “Basically we started out as a slick-line company, progressed from a three-unit operation when Murray and his partners purchased it (in 1998). It continued to

grow and added well testing services in 1999. In essence we’re a services side support company for the oil and gas industry,” stated Tews, the COO. PRIVATE, PUBLIC, PRIVATE Bonnetts was a private company when Gerald and Dianne

CONTINUED FROM PAGE 18

to larger ones but that’s our total head count. “All of the services we provide throughout Northeastern BC are based on the demand of the customers. There are some significant customers working in the

SEE BONNETTS ENERGY CORP. | PAGE 20

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BONNETTS ENERGY CORP. CONTINUED FROM PAGE 19

Bonnett started it in 1972. Toews and two partners purchased it in 1998, turned it public in 2005, and have since returned it to its private roots, with Toews and Tews as owners along with their majority shareholder, Mill City Capital. T he Initial Public Offering (IPO) placed Bonnetts as an Income Trust, and the stock rose from $10 to $30 per share in just 18 months. The federal government’s dissolution of income trusts and other factors drove the stock price lower, paving the way for the purchase of all remaining shares in 2009 by Toews, Tews

and Mill City Capital. The privatization of Bonnetts was led by Mill City Capital. “There was so much equity held within a small group that the stock was never traded like a public company because nobody ever sold their shares,” Toews recalls. “We needed to be able to move as well. Being a private company now, we can move a little quicker.” Back when he first started with Bonnetts, Toews could see the company’s potential. “I saw this company could really grow, but I would have never thought that we would have 500 employees in its hey-day,” he SEE BONNETTS ENERGY CORP. | PAGE 21

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The Boreal Pumping Services division is one of seven individual divisions currently operating under the Bonnett’s Energy Corp banner

BONNETTS ENERGY CORP. CONTINUED FROM PAGE 20

Bonnett’s Electric Line Services division operates a full group of stimulation services covering northeastern British Columbia and Alberta

says, adding there are now around 250 workers on the payroll. “As he mentored me, Gerald was very open with me about how much money we spent and how much we could make. Gerald always said a slickline truck was the best kept secret in the oil and gas industry.” ENORMOUS POTENTIAL The Canadian oil and gas sector is a giant factor in Canada’s fiscal picture, injecting more than $129 billion into the national economy in 2013, according to statistics released by the Canadian Energy

Pipeline Association (CEPA). That sum (including the contribution of the mining industry) accounted for more than 27 percent of the entire Canadian Gross Domestic Product (GDP) placing the energy sector second only to the manufacturing industry (35 percent) in terms of monetary contribution. “The energy sector contributes significantly to the strength of Canada’s overall economy, and adequate and reliable pipeline infrastructure is critical to Canada’s economy. The oil, gas and mining sector accounts for more than one quarter of the value of Canada’s goods-producing economy,” as stated on the CEPA

website. “Through royalties, land payments, corporate and personal taxes, the oil and gas sector is a large generator of funds that our federal and provincial governments use to pay for essential programs and services such as health care, education, CPP and many other government programs.” No matter how it’s examined, the Canadian oil and gas industry is big business. Information released by Natural Resources Canada (NRCAN) shows that Canada has become the world’s fifth-largest producer and the SEE BONNETTS ENERGY CORP. | PAGE 22

Production testing services provided by Boreal Testing include the use of in-line production tests, carried out on site at remote location

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BONNETTS ENERGY CORP. CONTINUED FROM PAGE 21

fourth-largest exporter of natural gas. As part of a fully integrated and continental natural gas market, Canada moves its natural gas resources seamlessly across provincial and national borders, from supply basins to demand centres thanks to a network of pipelines and other infrastructures. A brief industry snapshot provide by NRCAN shows that 92 percent of all Canadian energy exports are destined for markets in the United States, exports with an annual price tag of more than $118 billion. In addition the biggest segment of government revenues is collected from the nation’s oil and gas industry, a sum that has averaged $23.3 billion during the past five years. But the influence from and the decisions made by the various political levels have a direct impact on the industry as a whole. Most recently the as yet unknown political direction to be taken by the newly elected federal Liberal government, and the policies already introduced by the Alberta NDP government have Bonnetts taking a “wait and see” position. ADAPTING TO THE MARKETPLACE While not as large as multinational players in the industry, Bonnetts Energy Corp. is considerably larger than many of its oil industry service sector competitors, which positions it to be

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Based in Grand Prairie, the Redneckz Wireline division is equipped with vehicle-mounted down-hole equipment offering the latest technological advancements more adaptive to any pending changes in the national oil and gas marketplace. “We’re large enough to have the flexibility we want with our producers, its companies like ours they have the confidence in. We can offer the better service and have the best people in place to do the job. The industry certainly is in a state of flux right now, with much of it coming back to the political side and uncertainly over how the different levels of government are going to impact the industry,” Toews said. One of the other keys to the company’s long range success and growth hinges on its willingness

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to embrace change, to adapt to the latest technologies and to invest in ongoing training of its greatest asset, its employees. “We’re sized right to keep us working steady, but we’re at 250 people so you’d better hope that we have determined that we’re sized right, if we’re not then we’ve got even bigger problems,” he said. “At the corporate level we feel we’re sized right to work steady, which wouldn’t have been the case if we were still at the 500 person mark we were back in 2006. The problem is if there is growth and we need to expand again a lot of the skilled people have moved on. People who have left the industry have moved into the forestry sector or agriculture which is big up this way. They’ve had a change of life and have moved onto other areas, so it’s hard to get those kinds of people back and training new ones takes time.” For Bonnetts it makes sound fiscal sense to keep its existing workers happy and trained on the latest equipment and technology as beginning the training process with new people is costly both in terms of money and time. “It’s complex and expensive work training new people up to those standards,” Foster explained. “It’s not easy and it’s not SEE BONNETTS ENERGY CORP. | PAGE 23

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BONNETTS ENERGY CORP. CONTINUED FROM PAGE 22

without expense.” EXPANDED SERVICES Key areas of the many technical services provided by Bonnetts can be roughly broken down into niches described by the company as: Well Intelligence, Testing,

Slickline, Pumping, Pumpdown, Swabbing and Electric Line. Each of these service areas address specific needs identified by the oil and gas producers, requiring specialized mobile equipment as well as the highly trained crews needed to operate them to fulfill their ongoing contracts. Well Intelligence, for example,

will involve the collection of a vast accumulation of information that examines all aspects of a well’s technical health, pressure levels, casing condition and others. Slickline involves sending specialized tools directly down well holes from the company’s SEE BONNETTS ENERGY CORP. | PAGE 24

Congratulations to Bonnett’s and all their divisions celebrating more than 40 years of excellence in the oilfield industry. We are a proud supplier of PCE equipment and services to Bonnett’s and the wireline industry globally.

The company’s Silverline Swabbing division came into being in 2004 and today operates a fleet of specialty vehicles to service clients across the region

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NOVEMBER 2015

BONNETTS ENERGY CORP. CONTINUED FROM PAGE 23

state of the art vehicles to address specific needs, including information collection and the removal of unwanted objects. Another service, Swabbing, makes use of mobile derrick units to remove liquids from within the wellbore itself and allows reservoir pressure to push fluids up the tubing or casing for removal. Bonnetts Energy has the tools, the experience and the personnel to handle all aspects of oil and gas industry servicing. “There are a lot of multinationals in this business so I wouldn’t say we’re one of the largest by any means. But once you take away the large groups, we’re certainly among the larger home grown providers of this type of service,” Tews explained. “I think that the message we need to get across is that Bonnetts has been here a long time, it’s a long standing name and we’ll continue standing no matter what the government at the provincial or federal level throw at us in the coming months. We’re prepared to adapt to change, to be flexible within the changing oil and gas sector,” Toews stated. CONFIDENCE IS KEY That confidence in the strength and adaptability of the company is echoed by other key management team members. “I agree with Murray,” says Tews. “We’ve been here a long time, we’re one of the larger

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The company’s Well-Intel division deals with surface data solutions and works right across the Western Canada Sedimentary Basin players in the game, but we’re feeling the effects as much or more than everyone else. We don’t have the escape of being able to run to Venezuela if that’s where the business is thriving like the multi nationals can do.

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“We’re a Western Canadian service provider which can be both a plus and a minus for us. We’ve done well compared to some of our competition in part due to our policy of reinvesting back into our equipment and our people to allow us to stay at the forefront of the industry. Our job is to look after our people, we strive to keep the head count right and to teach the people we have the best we can.” Like many in Alberta and across Northern British Columbia the potential benefits of the development of a mature Liquefied Natural Gas (LNG) industry and its companion pipeline infrastructure are the brass ring they are reaching for to help propel the entire industry throughout the 21st Century. Not just firms directly involved in the oil and gas industry, but companies ranging from metal fabricators, to brush and right away clearing firms, to local retailers in communities throughout Western Canada who

Congratulations to Bonnett’s Energy for achieving the longevity you have in business. We appreciate you allowing ATL Canadian Technologies to be a part of your success.

eagerly await the green light that will signal the start of this bright new chapter in Canada’s emergence as a global energy producer. “Having a supply of gas in the ground is fine, but it benefits no one unless it can get to the end user. To do that you need to have infrastructure, pipelines and all of the support services. Putting those things in place takes time and money and the longer they are delayed the longer it will be before the product can move to the customer,” Toews said. “Pipelines and infrastructure is what will hold up the LNG if they don’t get started on it soon. If things start to go again the lack of existing infrastructure will play a role with gas tied up behind the wellhead, but you need the infrastructure to get that gas to the end user and building it all will take years. We need British Columbia to get going on the LNG plants and get the pipe into the ground.” READY FOR THE FUTURE With decades of experience,

a keen willingness to adapt and having an uncanny ability to read the signs indicating the direction its ever changing industry is taking, Bonnetts Energy Corp. considered itself ideally positioned to respond as positively in the future as it has since its founding more than 40 years ago. “I think another take away for this story is that the way our business is run we’re sized properly to be able to adapt quickly. A smaller company might not have that option and a much larger company like a multinational is too rigid to be flexible,” Tews said. “We have strong belief in and commitment to the safety side of our business as well as to our service delivery. We believe the service quality side of our business, coupled with the safety side of the business and the people we have in place puts us at the forefront of the industry as far as service delivery goes.” SEE BONNETTS ENERGY CORP. | PAGE 25

C O N T R O L S

L T D

Congratulations to Bonnett's Energy Corporation on over 40 years of excellence

ATL Canadian Technologies Ltd. Eddy Carless President/Operations Manager eddycarless-atl@shaw.ca 403-341-3367 Ph. • 403-304-5652 Cell 96 Reinholt Avenue, Red Deer, AB T4P 3N8

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NOVEMBER 2015

Gerald Bonnett, left, and Murray Toews at Bonnetts Energy Corp. 40th anniversary

Wireline pressure control equipment is only part of the complex toolkit regularly used by Bonnett’s Redneckz Wireline division

BONNETTS ENERGY CORP. CONTINUED FROM PAGE 24

To ews rem a i n s g u a rded ly confident the industry and his company in particular will ultimately not merely survive, b ut t h r ive i n t h e c h a n g i n g world of the Canadian oil and gas industry.

“There may be a crystal ball to show the future of the industry but it’s kind of murky right now. You can take the approach that if the light that shines through that crystal ball is the light at the end of the tunnel it would be kind of nice to see some of that light right about now,” he said. “At this time of year, with the

ground starting to freeze the work that has to be done because the ground is frozen is about to get underway and we always get our share of that. We should start to see things pick up here soon.” “The company has been very well managed through downturns in the economy, changes

in government policy, the dollar, and oil prices, and we’ve always found a way to work through things. The current situation is as tough as we’ve had yet,” Toews says, referring to the hesitation and indecisiveness of Alberta’s NDP government. “It’s keeping everybody in the weeds, in limbo, sitting and waiting, Right now, no decision is the worst decision. It’s a standard holding pattern.” The enormous potential for

growth in Canada’s oil and gas sector looms large. With the right decisions, thousands of new drills could start virtually overnight, Toews says. “If we can get another 12,000 to 13,000 wells going in Western Canada, that would be great,” he says. “It’s tough to wait and see. We continue to be patient. We’ve pulled through every other problem we’ve faced so far, and we’ll get through this.” www.bonnettsenergy.com

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NOVEMBER 2015

VARIETY & INNOVATION KEY TO METAL FABRICATOR’S SUCCESS SPOTLIGHT

For more than 35 years Western Pacific Metalworks has been serving its industrial clients across Northwestern BC and beyond

ERRACE – Growing with the region, adapting to accommodate changing markets and introducing new products and services, Terracebased locally owned and operated Western Pacific Metalworks Ltd., has been a driving force in building Northern British Columbia for nearly 35 years. “We started in 1981 as general welding contractors. Since then we’ve changed with the times and went onto Millwrighting, fabricating, working with oil and gas industry and mining. Essentially we do a bit of everything. We’re always trying to accommodate the customers and their needs,” explained company Operating Manager Bryan Raposo. Housed within its 7,200 square foot shop and office facility Western Pacific Metalworks is an industrial metal fabricator capable of working with all metals, including aluminum, steel and stainless steel. The company has built its reputation on its ability to produce products for a wide range of industrial clients, having worked in support of everything from the forest industry to the oil and gas and mining industry, to handling even the smallest projects for its customers. “Sure the bulk of our work is for industrial clients but we still do the household / hobby projects too,” Raposo said. “We can have someone come in with a cracked lawnmower that needs some welding for example we will do that as well. We also do steel and aluminum sales for walk in customers.” Western Pacific’s shop is serviceable by bridge-trolley overhead cranes and is equipped with the up-to-date CNC (Computer Numerical Control) machinery necessary for complex metal

“We’re always looking for future endeavours and new challenges.” BRYAN RAPOSO OPERATING MANAGER, WESTERN PACIFIC METALWORKS

fabrication. “Our team has designed, fabricated, repaired, and serviced all aspect of aluminum, steel, and stainless steel, equipment and machinery including: transport trailers, heavy-duty logg i ng equ ipment, m i n i ng equipment, truck utility boxes, and boats,” the company website outlines. While based in Northwestern BC, Western Pacific Metalwork’s influence is felt not just across the region, but in some cases around the globe. “Back in 2013 we went to Sierra Leone in Africa where we installed a structural steel iron ore dump station. That was certainly one unique project we’ve done,” He explained. “Currently we have a staff of 11 employees and serve clients from all over, not just in Northwestern BC.” International projects aside, Western Pacific specializes in the welding and fabricating of projects for regional industrial clients such as Suncor Energy, Alteck, Veresen, Vallard, Great West Equipment, Pacific Northern Gas and Ridley Terminal to name just a few. The company also has a fleet of three fully-equipped mobile welding service trucks ready to respond to the needs of its clients. Western Pacific Metalworks provides custom shearing and forming, machining, and 40’ aerial platforms are also available for rent. One project that offers the potential of future orders across a wide range of industries is a large prefabricated steel building Western Pacific Metalworks is currently assembling in Prince Rupert. “The 7,000 square foot building we are currently working on has been pre-engineered SEE WESTERN PACIFIC METALWORKS | PAGE 27

Western Pacific Metalworks has years of experience fabricating and installing structural steel for building projects

The assembling of a large pre-engineered building in Prince Rupert is one of the company’s newest and most involved projects

A D iv is io n o f R u s s e l M e ta ls In c .

c Metalworks and we wish them continued success in the future 815 Enterprise Avenue | Kitimat, BC | 250-632-4702 www.russelmetals.com

Always a pleasure to work with Bryan, and we appreciate the great work WPM does! 3550 Highway 16 East,Terrce BC

250-635-3407 • 250-635-6919 info@bearcreekgroup.ca

NOVEMBER 2015

A skilled welding shop, custom designing, building and installing work boxes for work trucks is another of the firm’s specialties

WESTERN PACIFIC METALWORKS CONTINUED FROM PAGE 26

Some of the projects Western Pacific Metalworks produces require special equipment to install, like the use of a helicopter to lift this tower into place

for Permaseteel - they supply the building and we have been contracted to erect it for them. Previous constrution projects have not been pre-engineered. With our knowledge, experience and technical capabilites this project has proven our ability to adapt to the everchanging economic demands of Northwestern British Columbia.” As a major regional provider of custom metal / aluminum fabrication, Western Pacific Metalworks finds itself working on projects that cross a broad range of industries. A recent project saw the company play a role in upgrade work at Prince Rupert’s Fairview Terminals container port. “We also just completed a job with the Bear Creek Group in Fairview Terminals where we installed structural bents and conveyors, which involved welding, fabricating and other related services,” he said. “Our normal service area extends to Prince George, Kitimat, and Prince Rupert we go all over Northwestern BC. We’ve worked on projects as far as Sierra Leone, Africa to La Crete, Alberta and to quite a few places in between. My goal is to keep my crew working, so the size of the crew depends on the projects that are currently being worked on”. There are several projects in Northwestern BC that Western Pacific Metalworks has prospects

for new business opportunities. From large scale industrial jobs, right down to helping a resident repair a crack in a boat trailer, Raposo said his team has the experience and the equipment to tackle any sized welding and or fabrication project, including those for the commercial and residential market. “We do structural steel as well, so in 2012 Skeena Mall did a major renovation where Western Pacific Metalworks was responsible for doing all the structural fabrication, structural welding and installation of the project,” he said. “There are a number of similar businesses to ours here, it’s a fairly competitive market in our region. My main focus is procuring projects that will see Western Pacific Metalworks through the next 35 years and beyond.” For Raposo the work and the unique variety it presents is one of the attractions of his business. “We try to do a bit of everything, which is good because that way you’re always learning. Every job teaches you something new. There have been so many innovative projects that we’ve been part of and Western Pacific Metalworks will keep growing in experience our company motto says it all: No problems only solutions.” For the future Raposo’s goal is to expand to a new level. “We’re always looking for future endeavors and new challenges, perhaps even a shop expansion in the near future.”

Metal Buildings

Congratulations on your ongoing success

WE ARE PROUD TO CONGRATULATE WESTERN PACIFIC METALWORKS ON YOUR SUCCESS

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KITIMAT/SOUTH CARIBOO

LABOUR MARKET STUDY RESULTS SHOW A SHORTAGE OF WORKERS

SOUTH CARIBOO SHELLY MORTON

n October 30th Venture Kamloops and R.A. Malatest & Associates presented the results of the labour market study conducted for the region to a crowd in 100 Mile House. Venture Kamloops contracted R.A. Malatest & Associates to conduct a labour market study on their behalf and project partners BCLC, Community Futures Thompson Country, Domtar, KGHM – Ajax, Kinder Morgan, Ministry of Social Development and Social Innovation, Thomson Rivers University, Thomson- Nicola Regional District and Tk’emlups te Secwepemc. Venture Kamloops required a labour market study of the BC Interior to provide detailed information on the current and projected labour market in this area. The study assessed the

nature and extent if the labor market in the subject region. As a result of this study, stakeholders in the region and the general public will gain a deeper understanding of the labour market trends education and training requirements, and anticipate labour market needs within the next 10 years. The communities that were included in the regional study were Kamloops, Barriere, Ashcroft, Cache Creek, Chase, Clearwater, Clinton, Logan lake, Lytton, Merritt, Sun Peaks, Valemount, and 100 Mile House. Regions were allocated to aggregated geographical areas. In conclusion of the study, all areas will have a labour market shortage within the next 10 years. Presenters of the study stressed that the findings are based on a conservative view with the absence of any large projected capital projects. To view the full finding of the study visit: venturekamloops. com/vk-kamloops-labourmarket-study/. A breakdown of labour market highlights for each community is included in the report. The 100 Mile House area had a very strong participation rate in the study. ■■■ Get Youth Working has received new funding and is now available in the South Cariboo Region. The program, funded by the

Government of Canada through the Canada-British Columbia Job Fund, offers employers in your region of BC a $2800.00 hiring incentive to hire eligible youth 15-29 years of age, plus employers may request up to 41000.00 to purchase training for the newly hired youth. To register for the program visit: www.getyouthworking.ca. ■■■ Benefit of becoming a chamber member…..The Chamber of Commerce Group Insurance Plan is Insurance for small businesses that are anything but small! With over 25,000 companies participating in the program, stability is guaranteed. Contact your chamber office if you are looking for a medical plan to suit your small business and employees. ■■■ The Annual Santa Claus Parade and Moonlight Madness Shopping extravaganza in 100 Mile House will start with the parade at 6:00pm! Enjoy the festive evening with your families. Shelly Morton is Executive Director of the South Cariboo Chamber of Commerce, which covers from Clinton to Lac La Hache, including 100 Mile House. She can be contacted at manager@southcariboochamber. org or 250-395-6124.

KITIMAT BUSINESS WALK

KITIMAT TRISH PARSONS

he first Kitimat Business Walk was held November 4 led by Rose Klukas, Economic Development Officer for the District of Kitimat and staff from the ED Department. Additional Walkers included representatives from the Advisory Planning Commission, the Chamber of Commerce, District staff and Council. Business Walks are a regular occurrence in many communities across British Columbia, and the Kitimat Chamber will work with Kitimat’s Economic Development Office to continue the walks on a regular basis. November’s “Business Walk” provided the opportunity to gather information from local businesses, large and small

through face-to-face interviews. The information collected will be compiled by the Economic Development Office and shared back with the local business community and build a foundation for a stronger business climate in Kitimat. K iti mat is a com mu n ity i n t ra n s it ion w it h b u s i ne sse s continuing to meet the needs of residents while transitioning from the demands a major project coming to completion and anticipating the future needs for new major projects on the horizon. ■■■ Where Does One Apply For A Social License? Brian Lee Crowley, managing director of the MacdonaldLaurier Institute add ressed members of Kitimat Chamber of Commerce at our October dinner meeting on his final day of his Northwest BC tour. “Social License” – How does one apply? Who are the authorities to approve the application? Are there rules? Can the decision be appealed? Mr. Crowley did raise a number of questions that highlighted the vagueness of the term. Also noted was that

in recent years the term has been taken to new extremes as a reason for opposition to some projects. The announcements of major projects across Northwest BC in recent years has peaked interest in the notion that these projects must win public approval – “social license”, before they can proceed. Companies looking to develop Canada’s natural resources frequently use the term social license, or winning public support for potentially contentious projects. In recent months opponents to mega projects have determined that the proponents do not have “social license” for their projects. M r. Crowely a lso noted i n his presentation that consultation between proponents, government, First Nations and community are producing constructive results and continued engagement between all involved will benefit all Canadians. Trish Parsons is Executive Director of the Kitimat Chamber of Commerce. She can be reached at 250-632-6294 or tparsons@ kitimatchamber.ca

NOVEMBER 2015

Overall numbers holding strong despite challenges

he BC Northern Real Estate Board reports 3833 properties worth $979.3 million sold through the Mult iple L i st i ng Ser v ice i n t he first nine months of 2015. At this time last year, 4195 properties worth $1.07 billion had changed hands. As of September 30th there were 4575 properties of all types available for sale through the MLS, down slightly from 4658 properties at the end of September last year. BCNREB Vice-President William Lacy comments, “Given the slump in energy prices and overall economic lull, it is reassuring to see the overall numbers for the BCNREB are holding strong. Certain areas have been hit harder, but other areas are show i ng i ncreases i n prices and overall activity to create for a balanced result through the third quarter of the year. With pred icted i ncreases i n g loba l act iv ity, a nd g row t h predicted for BC in the comi n g q u a r te r s , w e a re l o o ki n g fo r a s ol i d c l o s e to t h e year and for increases to resu me th roughout nex t yea r. A lso, w it h potent ia l boosts to the northern ma rkets v ia l a rge e n e rg y p ro j e c t s , t h i s m ay be a n oppor tu n ity to t a k e a d v a n t a ge b e fo r e t h e next upswing in the market.” 100 Mile House: So far this year 289 properties worth $68.4 million have changed hands, compared to 270 properties worth $56.9 million to the end of September in 2014. Williams Lake: 293 properties worth $62 million have sold in the first nine months, compared to 317 properties worth $74.8 million in the same period last year. Quesnel: To the end of September 224 properties worth $43 million sold through MLS compa red to 2 16 proper t ies worth $42 million to the end of the third quarter of 2014. Prince Rupert: 168 properties worth $39.7 million changed hands so far this year in the Prince Rupert area, compared with 263 properties worth $55.4 million to the end of September 2014. Of the 126 single family homes that have changed hands this year, half sold for less than $241,000. Ter race: I n t h e f i r s t n i n e months of the year, 225 properties worth $57.6 million were reported sold i n the Terrace area, compared to 288 properties worth $72.5 million during the same period last year. Kitimat: 89 properties worth $2 4.4 m i l l ion have cha nged hands in the first nine months of 2015, compared to 128 properties worth $35.9 million to September 30th of 2014. Of the 57 single family homes sold so far this year, half sold for less

Also, with potential boosts in the northern markets via large energy projects, this may be an opportunity to take advantage before the next upswing in the market

than $310,000. Smithers: As of September 30th, 191 properties worth $49.5 million changed hands in the Smithers area, compared with 211 properties worth $47.5 million in the first nine months of 2014. Burns Lake: So far this year 81 properties worth $9.6 million have been reported sold through MLS compared to 57 properties worth $6.6 million in the first nine months of 2014. Va n d e rh o of : R e a l to r s a ssisted in the sale of 88 properties worth $16.2 million in the fi rst n i ne months of the year compared with 102 properties worth $18.4 million in the same time last year. Half of the 33 single family homes sold so far this year, sold for less than $205,000. Also changing hands were 11 parcels of vacant land and 22 homes on acreage. For t St. Ja m e s: 4 0 p ro p e rties worth $8.5 million were rep or te d sold to t he end of September, compa red to 36 properties worth $6.7 million in the same period last year. Fort St. John: As of the end of September, 578 properties worth $210.1 million were reported sold in the area compared to 740 properties worth $287.6 million at the same time in 2014. Half of the 220 single family homes sold so far, sold for less than $405,000. In addition, 88 parcels of vacant land, 75 h a l f duplexes, 40 homes on acreage, 39 manufactured homes in parks and a further 59 manufactured homes on land, were reported sold. Mackenzie: In the first nine mont h s of 2015, 57 prop erties worth $9.3 million were reported sold th rough M LS, compared with 60 properties worth $9.4 million the same time in 2014. Prince George: To t he e n d o f S e p te m b e r, 1 1 27 p r o p e r t i e s w o r t h $ 2 9 1 .7 million changed hands, comp a re d w it h 1 15 7 p ro p e r t i e s worth $281.6 million to September 30th, 2014.

PRINCE RUPERT/SALES

NOVEMBER 2015

CHAMBER SURVEYS BUSINESS COMMUNITY GENEROSITY

PRINCE RUPERT

A survey was sent out to the membership with a total of 100 responding with how much their organization had donated to local “good causes” in 2014

SIMONE CLARK

e know businesses are the lifeblood of a community, they employ local workers, provide valuable goods and services, support other businesses and they give back

generously to the communities they serve. This year the Prince Rupert and District Chamber of Commerce attempted to find out the actual dollar value of that generous business support in our community. A survey was sent out the membership with a total of 100 responding with how much their organization had donated to local “good causes” in 2014. The final tally was a stunning $2 million. Prince Rupert and District Chamber of Commerce President Rosa Miller shares, “As part of encouraging people to shop locally, we wanted to show that when your money is spent in town it is used to support the community.” Recognizing the total value of that investment in the community was an important

goal for the Chamber. “Being able to quantify this support in a real number shows us the ROI on dollars spent in the community is enormous, we hope individuals will consider that when they do their Holiday shopping this year.” Without this support for local teams, organizations, events and more those groups wouldn’t be able to offer the services that make Prince Rupert the great place it is. Miller adds, “$2 million is an impressive number and that’s only 100 of our member businesses. You can imagine what the grand total might be with more than 1200 businesses in Prince Rupert.” The survey respondents also included local non-profits who also support the community with in-kind

donations of thei r serv ices, venues etc. Harder to quantify is the donation of volunteer time, businesses often provide significant volunteer hours to support events and programs and their success. At a time when volunteers are harder to come by across the board this support is invaluable. Says Miller, “It never ceases to amaze me, the generosity of businesses in the community. They never hesitate to step forward to support organizations and events in the community.”

the idea that prospects are as eager as we are to talk about the business challenge we think is most relevant to their world. Actually, they are much more likely to engage meaningfully in a conversation about the outcome we can help bring about. What’s the Outcome? For most prospects, facing challenges (solving their problems or achieving their goals) is only a means to an end—realizing an outcome. It’s the desire for that positive outcome that provides the incentive necessary to face the challenge in the first place. It’s the desire for that positive outcome that drives all the behaviors associated with meeting that challenge, including the purchasing of necessary products and services. Because the prospect’s desired outcome is such a powerf u l motivating force, it should be considered a critical component of an effective prospecting discussion. Beth’s prospecti ng ef for ts would be more productive if she put her script aside, took a break from calling, and analyzed the value her company actually delivers – from the point of view of its most loyal customers. If she did that, she’d learn that the project managers who already use her company’s software tend to describe their positive experience with TaskFlow as follows: “By automating and coordinating order acquisition and delivery schedules with TaskFlow’s customized solution, I am able to complete projects on t i me a nd u nder budget.” Automating and coordinating order acquisition and delivery schedules is the challenge these project managers face … but completing projects on time and under budget is the outcome they’re after.

Beth’s discussions need to address not only the challenge, but also the outcome her ideal customers are most likely to desire. As of now, there’s no mention of that outcome at all in her script! Premature Presentation Syndrome Another problem with Beth’s script is that it is structured around making a minipresentation over the phone, rather than allowing her to ask questions. This calling script desi g n i s con si stent w it h a widespread “worst practice” t h at a f f l icts sa lesp eople i n many industries. All too often, when salespeople hear a prospect say, “I need X…” or “We’re trying to achieve Y,” they go into “sell” or “presentation” mode. They begin discussing their products that accomplish X or t hei r ser v ices t hat enable prospects to achieve Y … without first identifying the ultimate outcome the prospect is after. So: If a prospect states something like, “I need X,” rather than begin a discussion about Beth’s products or services related to X, we might want to ask the following questions in order to identify the outcome: ■ Suppose you had X, what would that enable you to do? ■ What would that mean to the company? ■ What would that mean to you? O n c e yo u u n d e rs t a n d t h e challenge-outcome connection, you can position your product or service as the effective means of facing the challenge … and achieving the desired outcome. If Beth were to structure her prospecting calls around both components – the challenge of coordinating schedules and the outcome of bringing projects in on time and under budget – she’d have better prospecting

c o n v e r s a t i o n s . A n d s h e ’d schedule more appointments. The Bottom Line To improve your prospecting efficiency, make sure your discussions focus on the outcome, not just the challenge. In order to do this, you must take the time to understand what your ow n ideal prospects hope to accomplish by working with you. Specifically, you must ask yourself: By successfully facing their challenges, what outcomes do my ideal prospects achieve? How does my product or service help prospects face their challenges and obtain those outcomes? W h a t a re t h e b i g ge s t o bstacles—real and perceived— preventing them from successfully facing those challenges? The key to creating an effective prospecting approach is to first understand who your ideal prospects are—the challenges they face, the outcomes they desire, and the potential roadblocks they face. You must then be ready to ask questions that help the prospect enter a meaningful, peer-to-peer discussion with you about the ways your product or service might be able to address those issues. I f you do t h at, you r prospecting ratios will improve, a nd you’l l schedu le more appointments. C o p y r i g h t 2 015 S a n d l e r T ra i n i n g a nd I n si g ht Sa le s Consu lti ng I nc. A l l rights reserved.

Simone Clark is Manager of Communications of the Prince Rupert and District Chamber of Commerce. She can be reached at 250-624-2296 or simone@ princerupertchamber.ca

CHALLENGE VS. OUTCOME

SALES JOHN GLENNON

eth is a new sales hire at TaskFlow, an enterprise software firm specializing in custom-designed project management applications. The company targets Fortune 1000 workspaces. She has been making prospecting calls for about two weeks, and her numbers so far are abysmal. So far, she hasn’t scheduled a single appointment. She’s been using the “standard” prospecting script handed to her during her onboarding process, a script that instructs her to ask the person she’s calling the following question: “Are you interested in improving order acquisition and delivery schedules?” By this point, Beth has asked t h a t q u e s t i o n h u n d re d s o f ti mes. People ra rely a nswer “yes,” and when they do, the script she’s following doesn’t seem to lead to a d iscussion that results in an appointment. Instead, it asks her to deliver a sa les pitch. She’s reached the point where she not only dreads posing the question – she dreads dialing the phone to talk to new people. The appointment drought Beth is experiencing isn’t entirely her fault. It’s largely a function of the script she’s using. Baked into her “standard” script is a common selling misconception:

Because the prospect’s desired outcome is such a powerful motivating force, it should be considered a critical component of an effective prospecting discussion

John Glennon is the owner of Insight Sales Consulting Inc, an authorized Sandler Training Licensee. He can be reached at jglennon@sandler.com, toll free at 1-866-645-2047 or visit www. glennon.sandler.com

NOVEMBER 2015

STRUCTURAL ENGINEERS BUILD STRONG FOUNDATIONS ON THE GROUND AND IN BUSINESS SPOTLIGHT

Business mantra says quality is no accident

RINCE GEORGE – Doug Gairns, P.Eng., and Nelson Santos, P.Eng. first met while designing and building a concrete toboggan at the University of British Columbia (UBC) as part of their engineering extracurricular activities. T h o u g h t h e i r te a m’s s l e d wasn’t the fastest, it did win the award for best engineering design and braking system with a unique waffle design that had Styrofoam as its core. Thirty years later, Gairns and Santos are still teamed up, but as business partners and owners of Gairns Santos Engineering (GSEI). A f ter g radu at i ng f rom t he f ive-ye a r p ro g ra m , G a i r n s returned to his hometown of Prince George (PG) and Santos to Vancouver. “My wife was originally from PG.” Santos said. “but when we went looking to buy a home in Vancouver she said we could get twice as much space and pay half as much in Prince George. So we moved.” Santos’ first job was with the same company Gairns worked for, a nd for t h ree yea rs t he friends worked together until Santos went to work for a local pulp mill and Gairns went out on his own as a sole proprietor. “I had been running projects for the pulp mill for a few years, seeing engineers brought from Vancouver to work on projects here,” Sa ntos sa id. “I saw a business opportunity that could provide local experts and expertise and I approached Doug about the possibilities.” In August of 1993 Gairns and Santos joined forces and formed GSEI. Today, w ith a staff of eight including two engineers in training (EIT’s), GSEI has a

Doug Gairns is an expert in computer modelling CREDIT:NELSON SANTOS

What clients want is a good listener NELSON SANTOS OWNER, GAIRNES SANTOS ENGINEERING INC.

Congratulations to Gairns Santos Engineering Inc. on over 20 years of success!

Gairns and Santos said listening is one of the most important parts of their job CREDIT:BRYN ENDACOTT

portfolio brimming with successful projects and satisfied customers. “What clients want is a good listener,” Santos said. “We’ve been told we do that well.” For both men listening is one of the most important parts of their job, giving them a full understanding of what the client wants, what options are acceptable and what aren’t and how the structure will best serve its purpose. “We’re known for providing v iable, si mple a nd practica l solutions,” Santos said, adding that one of the company’s guiding pillars and tenets is that

quality is never an accident. He added that GSEI’s company culture and core focus from day one revolves around quality, from the initial consultation to the detailed drawings. “Quite often our clients compliment us on the detail and t horou g h ness of ou r d rawings,” he said. “Clarity at this level minimizes risks and problems during the building phase and reduces the risk of budget overages.” “We only deliver quality service,” Gairns added. “Spending time looking at options, creating the best quality product. For the builder and owner investing in

the structure and foundation of a project, this saves money.” As much of its work involves designing structures and lifting systems within congested equipment areas or around existing buildings, GSEI draws its designs based on field measurements, photographs and existing drawings and then confirms consistency of dimensions, accuracy and fit. With 2D and 3D static or dyna m ic computer a na lysis of structures, GSEI ensures that designs are current to all structural code requirements and, in SEE STRUCTURAL ENGINEERS | PAGE 31

We are pleased to send our very best wishes to Gairns Santos Engineering. Well done!

Office: 250-596-9292 www.cobalt-group.ca 1315 Noranda Rd. East, Prince George, BC

NOVEMBER 2015

STRUCTURAL ENGINEERS CONTINUED FROM PAGE 30

Much of what structural engineers does is hidden but essential CREDIT:BRYN ENDACOTT

Clarity in design and drawings minimizes risks and problems during the building phase CREDIT:BRYN ENDACOTT

Congratulations Congratulations to Gairns Santos Engineering on their continuing success!

Gairns Santos!

accordance with the Association of Professional Engineers and Geoscientists of British Columbia Bylaw, receive an in-house and an independent review. Their combined experience of 56 years brings its own level of quality and service and has provided a rich variety of jobs within the rapidly developing region of BC. Gairns said his experience has primarily been in the industria l sector design ing major structures for both pulp and m i n i n g, s u c h a s blo w t a n k foundations, ash bin support structures, new precipitator support structures, and also the recent completion of the structural design of a 15,000 sq ft administration building. He enjoys the challenge of large technically involved projects and is an expert in computer modelling using structural analysis software. Santos, in addition to structu ra l desig n work, a l so h a s ex perience w ith project coordination services, working with structural, mechanical, electrical and architectural designers. His projects include the safe removal of a fire damaged, elevated wood conveyor gallery from its tower supports, removing and replacing heavy equipment from congested a reas, lifting a 100-ton railcar dumper out of a concrete dump pit without damaging adjacent structures, pipe bridges, and steel and wood frame structures. He enjoys the smaller unique and unusual structural challenges as well as marketing and business development. Gairns said that what a structural engineer designs is sometimes hidden but is essential to be able to support a certain load whether it’s for a building, a bridge, or removal of a damaged structure. “Much like the skeleton supports the human body, our designs support a certain form and weight,” Santos added. GSEI’s logo design also reflects its strong foundational work. It boasts a red beam to symbolize

Congratulations Gairns Santos Engineering on 22 years of excellence!

We look forward to another 20 years!

Doug Roddick

Banking | Insurance | Benefits

Your Professional Liability Broker 21-21 Dallas Road, Victoria, BC

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Main Office

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1840 Quinn St 317 Enterprise Ave Prince George, BC Kitimat, BC 250-562-5424 250-632-3961

Nelson Santos enjoys unique and unusual structural challenges CREDIT:BRYN ENDACOTT

engineering excellence, and t h re e blu e s up p or t pi l l a rs. Gairns said the navy blue is a colour associated with strength, stability and good judgement. “The pillars represent quality, service and balance,” Santos said. “We follow W.A. Foster’s tenet that quality is the result of high intention, sincere effort, intelligent direction and skillful execution, and represents the wisest choice of many alternatives.” He added that the balance pillar was a reflection of the need for balance, not just in their work but also in relation to their home life. “We believe that balancing our lives with work, family, recreation and friends makes us better engineers. It transfers to more and better creative energ y,” Gairns said. P utti ng the focus on these three pillars has helped GSEI inspire the next generation of st r uctu ra l eng i neers. Craig Santos is one of the engineers in training, giving his dad, Nelson, the opportunity to pass on the lessons and philosophy of a strong and successful business. He and the other EIT, Bryn , graduated from UBC. Craig has two more years as an EIT and Bryn has one. Gairns added that though the oil and gas industry in Alberta and mining in BC has taken a hit on the commodities and projects, their business is thriving. “We recently worked on the 15,000 sq f t-2-storey faci lity and other structural work at Mt. Milligan mine located north of Fort St. James, owned by Thompson Creek Metals, and before that we did structural work for Kemess Mine.” Sa ntos added that i n thei r business there is value and safety in professional, experienced service. “The majority of GSEI’s work is in the local pulp and paper industry where we have developed strong loyalty. We’re proud to have a part in the industry’s continued improvement in efficiency and product quality.” Gairns Santos Engineering Inc. is at 1507 3 rd Ave. in Prince George. www.gsei.ca

NOVEMBER 2015

MODULARIZATION: KEY TO BUILDING INDUSTRIAL PROJECTS SPOTLIGHT

Northern Steel Ltd. have become industry leaders in the concept of modularization fabrication of industrial projects

“We’ve been fortunate over the years to be involved in many different sectors with different clients.” EDUARD HAUSOT

RINCE GEORGE – Modularization has been envisioned as a way to custom-build a complex industrial project that works the first time, which in turn will reduce both costs and save time for the client. Perfecting the building techniques to deliver module-based projects is a goal Prince George-based Northern Steel Ltd. has striven to achieve. “Modularization is essentially attempting to maximize the work done in the shop environment or the shop yard environment as opposed to doing the work in the field,” explained Eduard Hausot, President of Northern Steel. “We do a lot of this modular fabrication for the northern Alberta market, especially for the oil and gas industry. Essentially that work can range from modules which are like pipe racks and those kinds of fabrications to larger assemblies. Sometimes a design will include three, four or five pieces. What we can do is assemble them in our yard and in our shop and then ship them as a larger component. What that

PRESIDENT, NORTHERN STEEL LTD.

does is reduce a lot of the costs related to field labor, reduces things like weather delays and it helps to minimize start up times as we can essentially ship a fully completed, assembled, and tested module.” By pre-building a project, assembling it on the shop floor or outside if too large to assemble indoors, it can be tested and modified if necessary before being shipped to the end user. “Every time you go in the field you’ve got lots of costs related to things like weather, safety and labor itself. A lot of the labor, especially up in the Fort McMurray area is fly-in labor so you’ve got to deal with living-out allowances and other costs,” Hausot explained. “The field rate is significantly higher and the productivity due to weather and other factors is lower. What we have the ability to do is modularize the fabrication for some of these upcoming projects and then ship them as larger units with more shop labor, less field labor.”

Modularization projects can come in a wide variety of sizes and shapes and if not too large the complete job can be assembled within the fabrication shop

Working in Northern Steel’s expansive shop large projects can be fully assembled and tested prior to being shipped to clients across North America An industry leader in metal fabricating for nearly 40 years, Northern Steel Ltd. has become one of British Columbia’s most technologically advanced custom steel manufacturing facilities. Housed in a 55,000 square foot fabrication and welding shop, the operation features a 70 ton capacity overhead crane and recently its machine shop was expanded to 10,000 square feet, having a 20 ton overhead crane capacity of its own. Another plus for the company, and one that makes it ideal for the assembly of large modules, is the expansive size of its present property. “We can carry out the fabrication in the shop of the various components - if it’s of an appropriate size then we can also assemble it in the shop as well. But we can also assemble it outside as we have seven acres of modular yard to work with, referred to as Mod-Yard. We can also stage and we can erect and install mods right in our yard,” Hausot said. The building and testing of an industrial project before being shipped has many advantages for both the client and for Northern Steel. Ultimately the ability to transport the finished product is one of this building techniques few limiting factors. “As long as the project is shippable within the shipping constraints of whatever route there is to the project, we

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can get it there,” he said. “We have a logistics team that takes a look at the shipping corridors and has over the last 25 years, been successful in shipping some very, very large components all across British Columbia, into northern Alberta and as far as the southern United States even.” “Right now we’re working on some module construction for some large modularized skids with pressure piping, all assembled in our shop. Instead of shipping the skids separately and with the piping in pieces, all of the crossovers and different structural components that complete the skid are shipped together. What that does is eliminate a whole pile of electrical work on-site and eliminates a whole pile of insulating work onsite,” Hausot explained. This innovative building technique has many other advantages. “It eliminates all the iron work required to assemble the component. Instead we do it all in our shop right here in Prince George. A lot of our clients love the fact that they can come in to a controlled environment such as a shop like ours and they can do what’s called a ‘walkdown’ of the unit prior to shipping. They can come through with their inspectors, or their client reps, and they can come through from top to bottom on their project before they give us the shipping release

to make sure everything is as they need it to be on-site. The benefit of that as well is that they know it fits. Instead of getting different components from different suppliers and trying to put it together on-site, only realizing then that they’ve got some fit-up problems – we can avoid all of that by doing it all in the shop prior to shipping.” Like many businesses in Northern BC, Northern Steel views the promise of a vibrant Liquefied Natural Gas (LNG) industry being developed in the region as a major boost to the local economy. For Hausot, his firm’s expertise in modularization would make it ideally suited to service this new industry, but he considers its application adaptable to any major industrial client. “This technology is certainly not strictly LNG, it’s pretty much any industrial type project that is looking to complete more of the work in a controlled shop environment which has lower costs associated and increase productivity in the long run,” he said. “We do a lot of this type of modularization even in the mining sector, in the oil and gas sector this is very common so it lends itself well to the LNG industry should it transpire, which we’re all hopeful that it will. But any kind of industrial facility, whether it is a new facility of some kind, or upgrading an existing one, the benefits remain the same – the time savings, the cost savings are all the same.” For Hausot and Northern Steel, the diverse nature of the company’s skills and expertise have helped it to grow and evolve to meet any challenge or to tackle any sized project. “We’ve spent 30 years diversifying into different sectors. That’s the key to the success of our business. It’s a pretty dangerous way to do business when you have all your eggs in one basket. We’ve been fortunate over the years to be involved in many different sectors with different clients across all of North America so we have access to different types of work in different industries.” To learn more visit the Northern Steel website at: http://www. northernsteelltd.com/

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NOVEMBER 2015

Electrical Contractor Wins Top Clean Energy Award Telkwa company has earned accolades for the work it carried out at massive run of river power projects

The crew at BV Electric in Telkwa have helped to turn the company into one of the leading electrical contractors in Northern BC

E L K WA – A n a c c o mp l i s h e d B u l k l e y Va lley industrial electrical contractor can add one more accolade to its growing list of accomplishments. Telkwa based BV Electric Ltd. was among a group of contractors recognized for its involvement in the Clean Energy Association of British Columbia’s (CEBC) Project of the Year. “We just came from the Clean Energy BC conference in Vancouver and our company was recognized for its involvement in the Project of the Year,”

explained Philippe Bernier, BV Electric’s Di rector of Community Relations and Business Development. “Over the last two years the Forrest Kerr Hydroelectric Project (in 2014) and the McLymont Creek Hydro-Electric Project (in 2015) have collectively been awarded the Project of the Year. We served as the prime electrical contractor for both of these projects. With this feather in our cap we believe that we have proven we have the capacity and the resources, experience and

“We’re really in the sweet spot when that work comes online.” PHILIPPE BERNIER COMMUNITY RELATIONS DIRECTOR

knowledge to take on any sized project that will be taking place in our area.” Founded in 2006, in less than a decade BV Electric has become one of Northern British Columbia’s leading electrical

BV Electric’s President Gary Huxtable (left) and Director of Business Development Philippe Bernier are proud of their company’s achievements

The McLymont Creek Hydro-Electric project earned the Project of the Year award from the Clean Energy Association of BC

contractors. “We have successfully completed projects Canada wide and take pride in our projects being completed on time and under budget,” Bernier said. “We think that geographically we’re positioned right in the centre of where the two proposed pipelines are going to go through so we’re really in the sweet spot when that work comes online.” The McLymont Creek HydroElectric Project was the last of three, run-of-river, hydro-electric projects to be delivered to Altagas, as part of its NorthWest Projects portfolio. The project is now producing power 180 days ahead of the projected commissioning date. BV Electric is a British Columbia Construction Safety Alliance (BCCSA) Certificate of Recognition (COR) Certified Company. It is also an official Standard Products Power

Smart Installer and a Registered Alliance Member of BC Hydro’s Power Smart Program. BV Electric operates a fleet of service trucks and can draw from a corps of experienced technicians that allow it to handle projects of any size or complexity. Bernier estimates that currently a full 60 to 70 percent of the company’s workload is devoted solely to industrially-focused projects. “Over the past year and a half we’ve been trying to position ourselves to make sure we have the right contacts and followed all the right protocols to make sure we’re getting recognized as a potential contributor to the large potential boom that could be coming to our region.” To learn more visit the company’s website at: http://www. bvelectric.ca/

NOVEMBER 2015

COMMUNITY SPIRIT KEY TO BUSINESS SUCCESS SPOTLIGHT

Paul Paquette and Sons the driving force behind winning of large BC Hydro contract

H ET W Y N D – Ja mes Cash Penny, the founder of the JC Penny department store chain in the Unites States is credited with saying: The keystone of successful business is cooperation. Friction retards progress. W hile they may never have met, that same undying belief in the power of community effort is at the heart of the achievements of Chetwynd’s Paul Paquette. “We had two other local companies that were in the same kind of business as me so all three of us got together and put in a collective bid on a project and it paid off,” explained Paquette, founder and owner of Paul Paquette and Sons Contracting Ltd. a smaller midsized Saulteau First Nations aboriginal company located on Saulteau First Nations reserve. T he most sig n i f ica nt project the local forestry and land clearing contractor won was two contracts that involves removing more than 2,000 acres (841 hectares) of land on the north and south banks of the Peace River as part of the preparatory

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“He’s a straight forward kind of man and it’s that quality that allows us to develop these relationships.” TODD POWELL GM, PAUL PAQUETTE & SONS

work for the construction of BC Hydro’s massive Site C dam near Fort St. John. “The main message for me in this article is that despite being a smaller sized local company we’ve made strategic alliances with other local companies, both aboriginal and non-aboriginal, to tackle and be awarded these larger jobs,” explained Todd Powell, General Manager of Paul Paquette and Sons. “One Site C job that we got was the south bank clearing, which was a public bid, anybody could bid on it. As far as I understand it there were bids from as far away as the United States. But a bunch of local contractors all banded together, put in our bid and we were awarded the contract. When we were awarded the contract they said we were the highest valued proponent on the bid and that’s what I think is really key. The fact that as a bunch of local, smaller companies we can get together and we can take on these bigger jobs and do it as safely and as efficiently as any large non-local company.” Founded in 1993 Paul Paquette and Sons, based in Moberly Lake just outside of Chetwynd, is an award winning logging and land clearing company that began after Paquette decided to leave Canadian Forest Products (Canfor) to venture out on his own. “I decided I wanted to work on my own, didn’t want to work

Paul Paquette (upper left) and his brothers in earlier days, grew up wanting to make a difference in his community for anybody else,” he explained. “I bought a rubber-tired backhoe and worked on the Reserve helpi ng to i nsta l l t he water and sewer lines and over time I started growing a little bigger when I bought an excavator, and eventually a few more pieces and it sort of just took off from there.” The development and expansion of the company, employing a mixture of both aboriginal and non-aboriginal workers, culminated in it winning not one but two prestigious awards in the same year. “As an aboriginal business we were recognized

at the inaugural BC Achievem e n t Fo u n d a t i o n’s B r i t i s h Columbia Aboriginal Business Award with an “Outstanding Business Achievement within the Business of the Year – 10 or more Persons Enterprise. Subsequently, we were recognized locally by the Chetwynd Chamber of Commerce, as Business of the Year for Chetwynd,” Powell said. “It s p e a k s volu mes to t he owner and the president of the company, Paul Paquette, and how he grew up in both communities and the relationships that he made as he grew up. He’s

a straight forward kind of man and it’s that quality that allows us to develop these relationships within our local communities. It’s a case of giving back to the community as much as possible.” The massive BC Hydro project involved a total of six main local enterprises, all working under Paquette as the project’s Prime Contractor. The partners in the project include local firms Young’s Mills (1980) Ltd., Hustle Contracting Ltd., B.A.C.K. Ventures, Hi-Sky Enterprises Ltd., SEE PAUL PAQUETTE AND SONS | PAGE 35

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An expansive land clearing project, the Chetwynd industrial team won the contract over many other larger competitors

PAUL PAQUETTE AND SONS CONTINUED FROM PAGE 34

Jessica MacDonald the Chief Executive Officer (CEO) of BC Hydro and Paul Paquette share a laugh at the Site C worksite

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Enviro-Mulch and Petro-West Construction LP. “When Paul Paquette and Sons is awarded a contract for a certain dollar value it’s fair to say that over 95 percent of whatever that money is will be staying within the area where we live. The economic impact is going to be realized locally,” Powell said. Dwan Young, the ow ner of Young’s Mills a logging contractor and major partner in the BC Hydro project has worked in association with Paquette

in his early years of logging. “We’ve worked together when he received a large quota to log and Paul asked me to help, he explained. “Paul tells people I showed h i m how to log, but I never really think of it in that way. He seemed to have a good understa nd i ng of wh at needed to be done. There are mainly the three of us involved with the Hydro Project, Paul, myself and Shayne Waldie of Hi-Sky Enterprises. It would be hard to take on bigger projects and still be able to maintain what you’re doing without pooling resources. This approach allows us to

bring more pieces of equipment into it and to turn it into a big project, something we couldn’t do on our own.” An award winning company in its own right, it was recently announced that Young’s Mill was named Canfor’s Contractor of the Year for 2015. The company has been in operation in Chetwynd since 1980. “That’s what’s been so good for u s. We’ve a l l g row n up together, we’ve gone to school together, we’ve played hockey together and we’ve worked together. With a big project like SEE PAUL PAQUETTE AND SONS | PAGE 36

Sending our best wishes to ƚŚĞ ƚĞĂŵ Ăƚ WĂƵů WĂƋƵĞƩĞ & Sons, we look forward to working with you in the future.

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The overall BC Hydro contract calls for the clearing of more than 840 hectares of brush on both the south and north banks of the Peace River

PAUL PAQUETTE AND SONS CONTINUED FROM PAGE 35

this the only way that we can do it is for all of us to work as a team. It’s worked out really well for us,” Waldie said. Fo r Wa l d i e , o n e o f t h e strengths of the collective nature of the project is the differing talents and skills of the different groups involved. “To make it work it really needs the different dynamics of the three groups involved as well, us, Paul Paquette and Young’s Mill. It’s really dynamic as we all bring

something special to the group. It’s almost like it’s the perfect scenario, Todd has done a great job of making this group work.” T he Site C project involves clearing 622 hectares of land on the south bank of the Peace River and an additional 219 hectares on the River’s northern ba n k. T he Chetw y nd-based joint venture was very responsive and adaptable right from the project’s launch. “Under the original term of the south bank contract the start up for the project was delayed and we eventually had about half of the time originally planned to

complete the project and as of today we’re actually ahead of schedule – we’re on time with no serious accident or lost time injuries,” Powell states. “That success is an attribute of all the people who have been brought together on this job. Even though we’re different companies, we see each other at same grocery stores, banks and gas stations. We know each other in that sense of community and it works out on the job site as well.” One of the keys to the success of the now proven Chetwynd com mu n ity-based busi ness

model is the opportunity it provides for people to work with their friends and neighbors; people with whom they already have long standing relationships. “Contract purposes requires structure and hierarchy but the relationsh ips of the owners and workers working together with each other when they have had the benefit of g row i ng up w ith each other makes it far much more efficient model,” Powell said. “We have been fortunate to be selected as the prime contractor on these jobs because of our subcontractor’s, communities

and staff’s expertise and support. In addition to this major project we also have quota logging for West Fraser Timber but together we’re going to be pursuing some future large pipeline opportunities.” For Young the ability of a collection of companies to draw on a larger pool of local workers and equipment in short order was another factor in the group winning its contract. “It takes quite a bit of equipment to carry out a job like this. We’ve had five or six bunchers cutting SEE PAUL PAQUETTE AND SONS | PAGE 37

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The Chetwynd collaborative business venture won the contract to clear brush in preparation for work on the BC Hydro Site C dam

PAUL PAQUETTE AND SONS CONTINUED FROM PAGE 36

The land clearing contract involves a number of Chetwynd companies, working together with Paul Paquette and Sons serving as prime contractor

at any one time. There aren’t too many people who have that much equipment just sitting in their backyard,” he said. “We’re hoping that with all of the planned pipeline activity that could be coming to the region the collaborative business model we used here could also be used when bidding on projects there. We’re not banking on it coming in, but we’re certainly hoping to get a little business out of it.” Young echoes the feeling that much of the impetus behind the success of the Chetwynd collaborative business model rests with Paquette and his vision for increased community effort. “A lot of what we do as a group is driven by Paul. Everyone we’ve hired has been hired locally we’ve not had to go outside of

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the region to hire people. We’ve had mulchers on site and other equipment and it’s all been local. That’s really what we’re pushing, to try and use as much as we can from within the community,” he said. A forest industry service provider, Paul Paquette and Sons’ specialty is right of way and land clearing projects, a niche market the company has developed a proven expertise in. “We also remove non merchantable material and when it is required to be mulched we work through other local sub-contractors, specifically Enviro-Mulch, a company we’ve had a relationship with now for several years. Jeff Doyle is the company’s General Manager and looks after a lot of the non-merchantable material by mulching right on site,” Powell said. “Other non-merchantable materials will get piled and burned when it’s suitable within the environmental protection plan. Another major local sub-contractor that supports our group when we lack capacity and has been i nstr u menta l w ith ou r North Bank contract is Petro West Construction LP.” “ We ’ v e d e v e l o p e d a l o n g standing working relationship with Paul, having done four or five of these large scale jobs in the past over the space of maybe seven or eight years,” EnviroMulch’s Jeff Doyle explained. “A project like the Site C one is a l l about com mu n ity, the business stays at home, locally grown which adds to the sales pitch for ou r cl ients. W hen combined with the First Nation’s content we can become a major force to be reckoned with.” For Doyle one of the attractions of the local collaborative business model is the opportunity it provides for generated revenues to remain in the community. “We all shop locally, all of our equipment like pickups a nd th i ngs l i ke that a re bought locally, parts, supplies, you name it. Working together is really a strength you find in t he nor t her n com mu n it ies. SEE PAUL PAQUETTE AND SONS | PAGE 38

NOVEMBER 2015

Provincial Labour Minister Michael DeJong congratulated Paul Paquette at the 2008 Aboriginal Business Awards

PAUL PAQUETTE AND SONS CONTINUED FROM PAGE 37

The only way to compete with everybody else is for a bunch of guys who have small businesses to join together to form a new, and larger entity. It’s proven as it’s working for us.” “T he re a son a ny of u s a re dealing with Paul is because he’s very honest. If he tells you something he sticks to it. For me that is one of the most important parts of this arrangement. You always know you can trust what he says when we make a

decision together. We managed to get this contract by using Pau l’s pla n. T here’s no way any one of us could have gotten this contract on our own while maintaining our own contractual obligations,” Young said. “He’s not the kind of person who just takes charge. He respects what other people says and think as well, so what we’re doing is a two-way street.” Paquette maintains that another reason for his company’s success, a nd the reason the Chetwynd collaborative model works so well, is due to an

In 2008 Paul Paquette and Sons were named Business of the Year by the Chetwynd Chamber of Commerce emphasis on doing a job correct the first time. “We always like to leave a job with good feelings all around,” he said. “The way I look at it, even if it costs you a little extra to do a good job, just do it. Doing it right the first time will always pay off in the long run. Just look at the Site C Project, we’re ahead of schedule and everything is

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going really well on that project, even though we initially had a shorter time frame to get everything done. What we did was we loaded it up with more equipment than we originally planned just to make up for the shorter time period that was available to us.” Respected in both his community and in the boardrooms of his clients, Paquette is in every sense a Northern BC success story. “When I was raised it was in a house with no floor and eight siblings. It was no exaggeration to say that we were poor,” he described. “I’d see my Dad going to work day in and day out falling trees and I knew he worked for himself and I wanted to be like him, so I realized that if you put your mind to anything, and have belief you can do something good for yourself. My goal from an early age was to be successful, to achieve something of value and I’ve done that.” That drive to achieve, while benefiting his community has helped attract the support he

has received from area business leaders. “Paul is a pretty upstanding guy with his community. This venture really is a home grown success story, in every sense.” Doyle said. A Northern British Columbia success story and the owner of an award winning company, Paquette shows no sig n s of wanting to slow down or to rest on his laurels. “I’m not quite done yet,” he said with laugh. “Talk to me in another five or six years and you might get a different story.” A s a n abor ig i n a l bu si ness Paquette brings a respect for Nat u re a nd for h i s cu lt u ra l heritage to every job site. “I respect the environment, there’s no doubt about that. W hen I was young I learned to live off the land and I still do that today. I also respect my culture. For me I want to give First Nation’s people an opportunity to do this, to teach them the work that I do, which I have. A lot of them are equipment operators now. It kind of makes you feel good.”

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NOVEMBER 2015

WHAT IP PROFESSIONALS ARE TALKING ABOUT LAW

Reimagining the Ways We Practise

have just returned from the annual convention of the Intellectual Property Institute of Canada (IPIC). This is two-day event with numerous educational workshops for Patent Agents, Trademark Agents a nd I P Law yers. T here were plenary sessions that everyone attended and breakout sessions where the audience broke into smaller groups. T he plenary sessions included an address in which Mr. Justice George Locke of the Federal Court provided “tips for having a better relationship with your Judge”, an address by the President of the Canadian Bar Association, Janet Fuhrer, concerning the f utu re of the profession entitled “Reimagining the Ways We Practise”, a panel of experts discussing Crowdfunding, and a panel discussing the issues and opportunities which are being created by 3D printing. I find Crowdfunding interesting in its various forms. You can Crowdfund through social media to solicit pre-orders for your product. You can Crowdfund by making an emotional

3D printing is considered a “disruptive” technology, because it has the potential to dramatically change the way we do things

Michael Cooper and Doug Thompson of ThompsonCooper LLP appeal through social media to solicit donations. Subject to legal limitations imposed by securities regulators, you can also use social media to Crowdfund by selling small equity interests in a start-up venture. 3D printing is considered a “disruptive” technology, because it has the potential to dramatically change the way we do things. For example, currently there are numerous people employed in the transportation industry. However, shipping costs can be avoided entirely by simply hav i ng a 3D “pri nt shop” i n your neighbourhood. Instead of shipping a replacement part for one of your motor vehicles

or household appliances, the part can be “printed” for you. A s w ith the cu rrent issues related to genuine and “pirate” internet sites for music and videos; there will soon be a problem with genuine and “pirate” internet sites that supply the files necessary to print out these parts. The patent breakout sessions included: a review of key court decisions concern i ng “the promise of the patent” which have changed the way patents should be prepared; and a session ca l led “G otcha” wh ich reviewed patent infringement remed ies i n Ca nada a nd the United States. T he t rad em a rk /copy r i g ht

brea kout sessions i ncluded: a review of changes which are c o m i n g to T ra d e m a rk L a w as a result of Canada having sig ned a nu mber of t reat ies ( N i c e , S i n g a p o re a n d M adrid); and several sessions on dea l i ng w it h copy r ig ht a nd tradema rk issues i n l ig ht of the Internet and social media. It was explained that in this age of socia l med ia, t he old approach of send ing a nasty “cease and desist” letter may back f i re. A n u n necessa r i ly heavy-handed cease and desist letter may well be posted on socia l med ia a nd att ract comment. Before one can stop it, the matter may go “viral” w ith the possibi l ity of substantial negative publicity. An exa mple that was d iscussed a s a n a lter n at ive approach, w a s a d i s p u te b e t w e e n t h e makers of a juice called “Pom Wonderful” and a television host by the name of John Oliver. The humorous (although somewh at of f colou r) v ideo can be viewed on YouTube at http://www.youtube.com/ watch?v=Bml8KwCmob8. Why am I relating this information to you? I believe that by rev iew i ng issues bei ng d iscussed by I P professions today, you gain insight as to issues which will be touching our lives tomorrow.

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MOVERS & SHAKERS

update to Prince Rupert city council about its proposed natural gas liquefaction and export facility on Lelu Island, detailing that with the first of two conditions completed, the company is still awaiting approval from the Government of Canadaâ&#x20AC;&#x2122;s environmental assessment process.

Terrace Calgary-based AltaGas, a Canadian partner of the Douglas Channel LNG project, will be finding out if it will be successful in appealing a decision by the federal government to impose a $100 million customs duty on the LNG project near Kitimat. The $3.4 Thornhill sewer extension project near the intersection of Highway 16 and Highway 37 South is under construction, with expected completion set for the spring of 2016. Inland is now open for business at 3671 Highway 16 East. The Terrace & District Chamber of Commerce has announced the winners of its 16th Annual Business Excellence Awards. Recipients include: Sasa Loggin for the Community Booster Award; The Puckered Pig Mobile Bistro for Company of the Year and Rookie of the Year; Robin MacLeod for Contributor to the Arts; Chill Soda Shop Terrace for Customer Service; Christian Theberge of Shames Mountain for Employee of the Year; Bryan Gascon of Terraceâ&#x20AC;&#x2122;s Canadian Tire for Executive of the Year; Blunt Hair Studio for Home-based Business; Northwest Regional Airport for Newsmaker of the Year; Sherwood Mountain Brewhouse for Renovation of the Year; My Recreational Mountain Co-op for Tourism Excellence; Blaine Kluss for Volunteer of the Year; Northern Savings Credit Union for the Chamberâ&#x20AC;&#x2122;s Choice Award. Cal Albright, Executive Director of the Kermode Friendship Centre, was successful in his request to city council for support in seeking a grant for renovations.

the skills learned may also apply elsewhere. Terrace native Mitch Warner, a brewer at Dageraad Brewery in Burnaby, along with owner Ben Coli, took home first place in a provincial competition for the Belgian abbey ale category with their Dageraad Blonde. The business was also awarded second place in the French farmhouse category with Randonneur Saison and third in the sour/wild ales with its Dewitte brew.

Terrace Honda is celebrating its 20th anniversary this year, located at 4534 Keith Avenue. Spotless Cleaning Center, located at 3223 Emerson Street, is celebrating its 50th anniversary this year.

City Furniture & Appliances Ltd. is celebrating its 39th anniversary, located at 4519 Lakelse Avenue.

Entrec, a heavy lift and heave haul provider, celebrated the purchase of Rain Coast Cranes by opening a brand new facility in Thornhill.

Nisgaâ&#x20AC;&#x2122;a citizens in Terrace, Prince Rupert and the Nass Valley will be benefitting from a $2.1 million training program over the next three years, administered by the Nisgaâ&#x20AC;&#x2122;a Lisims Government agency. The aim of the program is to train 215 Nisgaâ&#x20AC;&#x2122;a for jobs within the liquefied natural gas industry, but

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Naomiâ&#x20AC;&#x2122;s Grill has vacated its former location in Rupert Square Mall, and moved to the former Fukasaku location on Second Avenue West. Wau CafĂŠ has opened on Third Avenue West as Prince Rupertâ&#x20AC;&#x2122;s newest Malaysian restaurant. ReMax Coast Realty has opened its new offices at the heard of the Third Avenue commercial area, having constructed its building on a lot in the 500 block of the cityâ&#x20AC;&#x2122;s downtown core. Happy Little Clouds Art Studio has opened for business, located at 251 3rd Avenue West.

The Ministry of Aboriginal Relations and Reconciliation has put $385,000 towards the first year of KyahWorks, a three-year program aimed at giving Moricetown Band members better access to job training.

Community Living BC has awarded the Smithers Art Gallery for being inclusive of people with disabilities.

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The Le Blanc Boutique has opened for business at 413 3rd Avenue East.

Telkwa has chosen Kimberlyâ&#x20AC;&#x2122;s Kitchen to receive the Telkwa Business Leadership Award as per the public vote.

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Northern Savings Credit Union has laid off 12 of its 44 Prince Rupert head office employees now that it has sold off a stand alone technology services company and is reducing the size of its southern BC mortgage portfolio.

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The District of Port Edward has lent its support to TransCanadaâ&#x20AC;&#x2122;s Prince Rupert Gas Transmission project, making it the second northwest municipal government in a month to do so.

The Haisla are to receive 120 hectares of Crown land from the BC government to connect its two pieces of existing reserve land, as a part of a provincial program called incremental treaty agreements, which are meant to pave the way to negotiate final and more comprehensive land claims and selfgovernment treaties.

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Funding has been secured from BC Housing to re-open Kitimatâ&#x20AC;&#x2122;s Extreme Weather Shelter this year. The shelter was officially opened November 1, and will run until March 31, open from 8 p.m. until 8 a.m.

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The new Nisgaâ&#x20AC;&#x2122;a Child and Family Services celebrated its official grand opening Oct. 16. The Lisims agency has moved to a Lazelle Avenue location from one on Lakelse Avenue.

The Terrace and District Chamber of Commerce has moved locations from the upper floor of the SpeeDee building, to the heritage building on the corner of Lakelse and Kalum.

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The first phase of a large multi-family residential development is now under construction by Vancouver developer SwissReal. The development includes seven townhomes in two duplexes and one triplex, with an estimated value of $1.4 million.

Park Avenue Optometry is undergoing an addition and renovation that is estimated at $1 million.

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NOVEMBER 2015

Jody Mitchell Jody Mitchell opened Filaprint 3D earlier in 2015 in the basement of her home. Filaprint 3D is one of northeastern BCâ&#x20AC;&#x2122;s first 3D printing companies geared toward ecofriendly manufacturing and education. With support from the District of Tumbler Ridge and Community Futures Peace Liard, Mitchell hopes to move into outside office space early next year, and is training future employees with the hopes of hiring in the new year.

Proponents of the proposed four-storey Coast Hotel at Main and Kind Streets gave a more detailed look at what the development will look like, including a twostorey waterslide, pool, indoor and outdoor hot tubs, a conference room, bike and ski tune-up shop and storage, fitness room, and a large lobby that serves breakfast. The 11,775 square-foot building will house 83 rooms for visitors. Al McCreary, former Hudson Bay Lodge owner, has stepped down from the executive committee of the BC Hotels Association after 17 years.

Prince Rupert

Telkwa company BV Electric has been recognized for its work with BC Hydro on the McLymont Creek Hydro-Electric Project, which is the last of three, run-of-river hydroelectric projects to be delivered to Altagas as part of its NorthWest Projects portfolio.

Pacific Northwest LNG has provided an

Smithers Gunworks, a gunsmithing shop,

MOVERS & SHAKERS

NOVEMBER 2015

and Studio 16, a kitchen, bath and lighting design studio, have both opened for business in Smithers. Vandergaag & Bakker, CPAs, has welcomed Troy Van Damme to its staff, and congratulated him on his successful completion of the Chartered Professional Accountants designation.

Williams Lake Cariboo Chevrolet has welcomed the addition of Justin Gertzen to its sales team, located at 370 S. Mackenzie. Lake City Ford’s Collision Centre is currently expanding its Repair Facility at its 715 Oliver Street location. The City has agreed to contribute up to $250,000 toward expanded parking and a possible roundabout at the Cariboo Memorial Complex, which will coincide with the pool upgrade. City Furniture & Appliances Ltd. is now open for business in Williams Lake at 240 Mackenzie Avenue N. The Community Arts Council of Williams Lake has set up a brand new central office in the basement of the Central Cariboo Arts Centre in the old firehall. Interior Health has welcomed the addition of Jia Guo to the area as its new audiologist. Tim Rolph has been named the new Williams Lake Stampede Association president, taking over the reigns from longtime president Fred Thomas.

Prince George The Prince George Chamber of Commerce announced the winners of its 2015 Business Excellence Awards. Recipients include: Mr. Mikes Steakhouse Casual for the Hell Yeah Prince George Ambassador Award; the 2015 Canada Winter Games for the Community Impact Award; UNBC Students Pave the Way for Environmental Leadership; Speedee Your Office Experts Ltd. for Service Excellence; Livework Communications for Micro Business of the Year; Northern BC Tourism Association for Tourism Impact; Greg Pocock of the Prince George Cougars for Entrepreneur of the Year; Integris Credit Union for Outstanding Corporate Culture; the Prince George Cougars for Corporate Citizen of the Year; Nancy O’s Restaurant for Business of the Year; Reze Akbari of Shiraz Café and Restaurant for Business Person of the Year. The University of Northern British Columbia has been named the best university in its category in the Maclean’s magazine annual rankings. The College of New Caledonia has announced that Jatinder Notay has joined CNC as its new Vice President, Academic effective Nov. 2. Prince George Airport’s customers will see a $5 increase to the airport improvement fee starting in the new year.

Dawson Creek Mile Zero City will be opening this winter in the historic building on 102 Avenue.

Krusel takes Prince Rupert message to Germany BY THE NORTHERN VIEW

amburg, Germany doesn’t have much in common with Prince Rupert, BC With a population of more than 1.7 million people and essentially half-a-world away, the two communities don’t share a common language, common demographics or a common culture. But one thing Hamburg and Prince Rupert do have in common is a port facility that links interior markets to the world. And it was that commonality that brought Prince Rupert Port Authority president and CEO Don Krusel to the stage in Hamburg as one of the speakers at the inaugural KPMG Global Shipping Conference on Nov. 3.

Prince Rupert Port Authority manager of corporate communications Michael Gurney said Krusel’s presentation focused on sharing the strategic approach to the Port of Prince Rupert’s development story. “He emphasized how the Port has focused on the fundamental principles of cargo diversity, local economic benefits, planning to safely accommodate vessel traffic increases, and managing environmental impacts to ensure that growth is sustainable into the future,” he said. The conference brought together those involved in the shipping industry from around the world to examine common issues such as capital market strategies, taxation challenges and the influence of developing international ports on the industry.

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OPINION

NOVEMBER 2015 A division of Invest Northwest Publishing Ltd. Prince George Office 2871 Wildwood Cres Prince George, BC V2K3J4 Toll free: 1.866.758.2684 Fax: 778.441.3373 Email: info@businessexaminer.ca Website: www.businessexaminer.ca

PUBLISHER/EDITOR | Lise MacDonald, lise@businessexaminer.ca SALES | Shawn Bishop, shawn@businessvi.ca; Josh Higgins josh@businessvi.ca; Joanne Iormetti, Joanne@businessexaminer.ca WRITERS | Goody Niosi, Beth Hendry-Yim, John MacDonald, David Holmes WEBSITE | John MacDonald, john@businessexaminer.ca

REAL CHANGE HAS ARRIVED IN CANADA. WHAT DOES THAT MEAN FOR BUSINESS?

MARK MACDONALD

anada voted for change i n the October 19 federal election. Change it is, as Justin Trudeau’s Canada is expected to look fairly different than the last nine years under Stephen Harper. Harper, an economist, did an admirable job navigating our cou ntry th rough the toughest economic challenges since the Great Depression, lowered interest rates to their lowest rates in over 50 years, brought cor porate ta xes to where Canada became an even better option to invest than the United States, and balanced the budget. Economically, he left the country in much better shape than when he arrived. I f T rudeau, the former d r a m a t e a c h e r, p e r f o r m s l i ke h is father, P ierre – a nd ma ny older Ca nad ia ns seem to hope he does – then we have a pretty good idea of where he will lead the country over the next four years. Just like U.S. President Barack Oba m a, Ju st i n T r udeau promised to tackle the “one per centers”, the “millionaires”,

whom, he cl a i m s, m a ke too much money a nd don’t contribute enough to the public cof fers. T hei r ta xes w i l l be going up so they can pay “their fair share”. W h at t h at ex act ly me a n s, we’ll soon find out. We suppose the fact that the “one per centers” already carry 20 per cent of Canada’s tax load apparently isn’t enough. Class warfare has, unfortunately, become a popular route to victory at the polls. Taxing the “rich” and business is far, far less damaging due to the sheer nu mb ers of p eople i n that class who vote. Promise t he “have-nots” a nd ot hers who depend upon, or demand, government assistance, more of everything they need and, in their minds, only what the gover n ment ca n g ive t hem, means votes. O ne of t he most t roubl i ng things about class tax warfare is that the people in the upper echelon of income earners are t hose who sta r t bu si nesses a nd ta ke ca lcu lated risks to move forward, and as they do, create jobs and opportunities for others. So, what can we look for from Trudeau in Ottawa? He has been fairly direct regarding his opposition to the Northern Gateway Pipeline. T here is no pol it ica l reason w h y h e wo u ld p u s h fo r t h e p ro j e c t’s c o m p l e t i o n n o w. L ook i ng at the red tide that swept the Maritimes, which is also the intended destination for the Energy East Pipel i ne, it shou ld be a foregone

conclu sion t h at i f T r ude au promotes a ny pipel i ne, it would be that one. It will be interesting how he looks at the oil sands now. It’s one th i ng to howl i n protest about their expansion and go a lon g w it h t he wave of d erision that has made oi l a nd gas revenue a new “si n ta x” a k i n to ciga rettes a nd a lcohol. It’s quite another to open the books a nd d iscover how much of Ca n ad a’s economy is dependent on this one resource sector. Like it or not, the only “have” provinces in Canada are those with oil and gas extraction. Regardless of whether or not there is another pipeline built under the federal Liberals, the oil and gas industry has still managed to grow and produce despite exporting bitumen by rail, which is both expensive, a nd u n sa fe. It h a s su r v ived thus far, and will, if need be, by maintaining the status quo on transportation. And if the price of oil rebounds, look out. If you listen closely enough, Trudeau’s promise of a carbon ta x a nd pipel i ne opposition may sou nd fa i ntly l i ke h is father’s National Energy Plan that crippled Alberta. Pundits believe it was part of Pierre’s pl a n to keep t he West wea k and solidify political power in Central Canada – aka Ontario and Quebec. So aga i n, we have a not her Quebec Prime Minister, who has no apparent political reason to placate the West. Harper noted that “the West wants in”, and under his leadership,

the West was i n. T he Liberals do have some seats in the lower mainland and smatterings throughout B.C. and Alberta, so Trudeau can’t ignore the West. B u t a re a s l i k e Va n c o u v e r Island, which has eight NDP M P ’s a n d t h e l o n e G r e e n , should be prepared to pay the price for – once again – voti ng aga i nst the govern ment in power. Particularly when it comes to the promised infrastructure investment promised by Trudeau. Federal deficits. His father introduced them to Canada, and Trudeau promised at least $10 billion deficits annually over t he ne x t fou r ye a rs to f u nd i n f rastr uctu re. T hat w i l l prov ide some st i mu lu s to the economy, even though it’s in better shape than Trudeau made it out to be in the campaign. It i s bor rowed money t h at we will pay for eventually, although interest rates are low, now. It may seem to be a good time to borrow, but Trudeau also forecast and, as much as a PM could do, nearly promised to raise interest rates, which will make the money he is going to borrow more costly. It was fascinating to see Trudeau pull the Liberals farther left than the NDP during the campaign, and still win. Make no m ista ke: A n N DP federa l government would have been a n a b s olute ly c at a s t roph ic disaster for Canada, as they simply can’t handle finances. Nor do they understand how the economy works. They’ve

proven that every where they’ve held government, and A lberta, sad ly, is now fi nding out. We ’ l l p a y m o r e i n t a x e s , thoug h, when the fi rst Libera l budget is h a nded dow n next spring. W hat we do know is that businesses will be paying more – up to $1,000 per employee – which will come right off the bottom line. Trudeau has promised to cut the small business tax rate from 11 to 9 per cent, which is positive if you’re in small business. That cou ld ma ke it pretty much a wa sh for some operat ion s when all the dust settles and all taxes are accounted for. O vera l l, t houg h, for t he short term, Canada’ economy shouldn’t be adversely affected by the Liberals. They aren’t expected to fight or renege on i nter n at ion a l t rade de a l s – there are now over 50 – that clea rly benefit ou r cou ntry. It would be economic suicide to do so. S o f o r t h e e c o n o m y, i t ’s steady as it goes. At least for now.

BC CITIES CLIMB CFIB ENTREPRENEURIAL COMMUNITIES RANKINGS

RICHARD TRUSCOTT

c c o r d i n g t o t h e 2 015 Entrepreneurial Communities Report f rom t he Ca nad ia n Federat ion of Independent Business (CFIB), B C i s now home to ei g ht of t he top 30 cit ie s i n t he a nn u a l ra n k i n g s o f C a n a d a’s best places to start and grow a business.

“Its great to see so many of the province’s cities be reco g n i z e d a s re l a t i v e l y go o d places to ow n a nd operate a business. Specifically, a tip of the hat goes to Penticton and Kelowna. On the policy side, however, there’s still work to do to make more BC communities small business friendly,” says R ichard T ruscott, Vice President, BC and Alberta. T he a n nua l study assesses w h i c h c i t i e s h a v e b e s t e nabled sm a l l busi nesses to start, grow, and prosper. The report looks at the entrepreneurial environment in 121 of the most populous municipalities (roughly 20,000 people or more) across Canada, according to information drawn f rom publ ished a nd cu stom

tabu lated Statistics Ca nada sources, as well as survey research conducted with CFIB members. T h e 2 015 s t u d y c o v e r s 1 4 indicators grouped into three a r e a s : p r e s e n c e , p e r s p e ct i v e , a n d p ol i c y. P re s e n c e covers the sca le a nd grow th of busi ness ow nersh ip, perspective measures optimism and growth plans, and policy represents the actions loca l governments take with respect to business taxation and regulation. Scores in those three major categories are combined a nd weig hted to prov ide a n overall score and ranking. A s a re s u l t o f d a t a a v a i lability issues from StatsCan, the study separates the metro a reas of Ca nada’s la rgest

cities, including Vancouver, from all the surrounding municipal areas and ranks each. Fo r 2 0 15 , P e n t i c t o n a n d Kelow na ju mped up t he l ist i nto s e c ond a nd t h i rd s p ot (up f rom 20 t h a n d 15 t h res p e c t i v e l y i n 2 01 4). O t h e r BC cities risi ng th rough the rankings include (2014 ranking in brackets): Salmon Arm 12th (28th), Ch i l l iwack 16th (16t h), P r i n c e G e o rge 25 t h (33rd), Parksville 28th (44th), Vernon 29th (32nd), Vancouv e r p e r i p h e r y (t h e G re a te r Vancouver Regional Dictrict excluding the City of Vancouver) 30th (63rd), Nanaimo 39th (76th), Kamloops 46th (49th), A b b o t s f o r d-M i s s i o n 47 t h (5 4th), Victoria 53rd (78th), Ca mpbel l R iver 55th (57 th),

Quesnel 61st (65th), Fort St. John 69th (40th), Port Alberni 87th (69th), Courtenay 83rd (111th), City of Vancouver 94th (101st), and Cranbrook 100th (112th). “A lt hou g h m a ny BC cit ies perform relatively well in this report, mayors and councils across the province still have work to do to cut red tape and make property taxes fairer for small business. They must not become complacent. On the other hand, the City of Vancouver clea rly needs to do a lot of heavy-lifting to improve bot h t hei r p ol icy score a nd thei r overa l l ra n ki ng,” concludes Truscott. The full CFIB Entrepreneuria l Com mu n ities Report is available at www.cfib.ca.

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NOVEMBER 2015

Northern Lights College celebrates new VP and 40th Anniversary College provides training to fill labour shortfall

AWSON CREEK - Northern Lights College (NLC) has cause to celebrate. T h i s y e a r m a rk e d i t s 4 0 th a n n i v e r s a r y a n d o n N o vember 26 it welcomes a new vice-president. The college first opened its do ors i n Septemb er 1975 i n Dawson Creek, and it has since expanded to include five campuses and three access centres serving communities across more than 363,000 sq km of northern BC. It b oa sts t h ree Cent res of Excellence: the clean energy technology and aerospace centres in Dawson Creek, and the Centre for Training Excellence in Oil and Gas in Fort St. John. Fo u r of t he c a mp u se s h ave a lso establ ished Aborig i na l Gathering Spaces, which are shared places for Aboriginal students to socialize and receive support. Known as BC’s Energy College, it h as m a ny g radu ates entering high-demand trades including oil and gas and clean energy. Jennifer Fernandes, director of communications and marketi ng, sa id that the college has offered programs in solar panel installation and a wind turbine maintenance technician certificate. “The Peace region is booming and is still experiencing labour shortages. Students attending the college can train and work in the North.” She added that a recent provi nci a l news rele a se showed that students stay i ng i n the north after graduation earned a median hourly wage of $31. It also showed that 16 per cent of nor t her n g radu ates were female, the highest level of any region in BC. Minister of Advanced Education Andrew Wilkinson sa id recent Northern Light graduates are more likely to be employed in training-related jobs compared to other BC students while 91 per cent of the college’s st udents fou nd t hei r education useful when finding employment. And Shirley Bond, minister of jobs, tourism and skills training, said that the best way to ensure a work force i n the nor th is to train students in the north. NLC’s new vice-president of community relations and student services, Susan Hunter, said that she is pleased to join such a strong and progressive college. “Both Northern Lights College a nd the com mu n ities it serves have many assets that will further enhance their presence in the post-secondary sector of BC.” A native of Ontario, Hunter

NLC celebrates 40 years with a donor appreciation night CREDIT:JENNIFER FERNANDES

The Peace region is booming and is still experiencing labour shortages. Students attending the college can train and work in the North JENNIFER FERNANDES COMMUNICATION AND MARKETING NORTHERN LIGHTS COLLEGE

New vice-president, Susan Hunter, said NLC is a strong and progressive college CREDIT:JENNIFER FERNANDES

previously served as director of marketing and communic at ion s at Sau lt College for nearly a decade, during which she worked to develop and sustain corporate and community level partnerships in support of campus development. She was a lso a corporate tra i ner with Sault’s industry partner, Tenaris University, and led the $4 million Study North project with six northern Ontario colleges. As part of the 40th celebration on October 23, NLC hosted an evening in honour of its donors at the Energy House in Dawson Creek, a LEED Platinum building completed in 2011 and certified in 2013. T he event

recognized significant financi a l don at ion s b y c ompa nies, groups and individuals in support of the college, such as Shell Canada, which recently donated $150,000 towards a proposed new trades training center in Dawson Creek. “Shell Canada is one of the College’s biggest supporters, a nd we a re t ha n k f u l for t he s up p or t t h i s d on at ion w i l l br i ng as it w i l l help g reat ly towards the construction of a proposed training center,” said Bryn K lumatycki, president and CEO of NLC. In an earlier statement, MLA Mike Bernier ack nowledged not only Shell for its support but also other donors as well

NLC Foundation Chair Danny Schilds and NLC President and CEO, Bryn Kulmatycki CREDIT:JENNIFER FERNANDES

as the provincial government’s investment in jobs and skills training. “The provincial government continues to work with Northern Lights Col lege i n developing a business plan for the proposed new t rades t ra i ning centre in Dawson Creek. As part of BC’s Skills for Jobs Blueprint our government is investing $185 million in new infrastructure and equipment

to suppor t trades a nd sk i l ls training,” Bernier said. Northern Lights College has c a m p u s lo c a t io n s i n C h e tw y nd , Daw s on C re e k , For t N e l s o n , Fo r t S t . J o h n a n d T u mbler R id ge w it h access centres in Atlin, Dease Lake and Hudson’s Hope. BC. N o r t h e r n L i g h t s C o l l e ge , Dawson Creek is at 11401 8 t h St. in Dawson Creek. www.nlc.bc.ca

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