Business News Marine Atlantic sets sail for success
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table of contents APRIL/MAY: 2017 VOLUME 32: #2 Business News is a publication of the St. John’s Board of Trade. Reproduction of any material contained in Business News is permitted provided written approval from the St. John’s Board of Trade. Articles and criticisms are invited, but opinions expressed by contributions do not necessarily represent those of the St. John’s Board of Trade. We encourage you to support the business leaders whose names and products you see advertised in this issue as well as throughout our entire membership. The Board reserves the right to edit submissions. Editor: Nancy Healey Printed by: Transcontinental Media Layout: image4 ST. JOHN’S BOARD OF TRADE EXECUTIVE Dorothy Keating Andrea Stack Janis Byrne Andrew Wadden Des Whalen Kendra MacDonald
Chair Senior Vice-Chair First Vice-Chair Second Vice-Chair Immediate Past Chair Treasurer
BOARD OF DIRECTORS Janine Browne Jon Drover Norm Dimmell Justin Ladha
Lynn Healey Don-E Coady Melissa Royle Shirley Smith
STAFF Nancy Healey
Chief Executive Officer
Margie Davis
Account Executive
Wanda Palmer Account Executive
In this issue . . . Cover Story..........................................................................................................................................................2 Chair’s Message................................................................................................................................................3 Upcoming Events.............................................................................................................................................7 Point of View......................................................................................................................................................8 Working For You.............................................................................................................................................12 Chair’s Inauguration ................................................................................................................................... 16 The Resilience Initiative ...........................................................................................................................18 On The Job........................................................................................................................................................22 Around the Board..........................................................................................................................................24 Member News.................................................................................................................................................28 New Members.................................................................................................................................................30 Member Profiles............................................................................................................................................. 31 The Economy...................................................................................................................................................32 Feature Editorials Investing In Natural Capital ........................................................................................................................ 10 Island Furniture’s Secret to Success .......................................................................................................... 11 Business, Culture and Reconciliation ........................................................................................................13 5 Tips for Business Success .........................................................................................................................14 Are you Paying Too Much Tax? What’s Your Property “Really” Worth? ................................................ 19 North Atlantic Refinery an Economic Driver for 30 Years ......................................................................20 Building an Innovative City What Is The Recipe For Success? ............................................................... 27
THIS COULD BE THE MOST IMPORTANT TOOL YOU’LL EVER USE.
Rhonda Tulk-Lane Policy & Advocacy Specialist Lorraine Ennis
Business Affairs Manager
Jackie Bryant-Cumby Member Relations Administrator Brendan Hagerty Labrador & Labour Market Specialist Jennifer Chaytor Manager, Finance & Compliance Lesley Galgay Resilience Specialist ST. JOHN’S BOARD OF TRADE 34 Harvey Road P.O. Box 5127 St. John’s, NL A1C 5V5 Canada Tel: 709.726.2961 Fax: 709.726.2003 E-mail: mail@bot.nf.ca www.stjohnsbot.ca
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Hospitality Newfoundland and Labrador honours Marine Atlantic with Tourism Corporate Partner Award Marine Atlantic’s commitment to the provincial tourism industry has been recognized by Hospitality Newfoundland and Labrador at the Annual Conference and Trade Show held February 21 – 23 in Gander. As the recipient of the Tourism Corporate Partner Award, Marine Atlantic was recognized as a business to business partner that has been successful in developing creative and effective alliances within the tourism industry. Not only is Marine Atlantic a lifeline for Newfoundland and Labrador’s commercial industries, it is a vital link for tourism. Over 300,000 people use the ferry service each year and a significant volume of goods shipped to and from the island are transported with Marine Atlantic. Accepting the award at the Tourism Excellence Awards Gala on February 23rd, Don Barnes, Vice-President of Customer Experience for Marine Atlantic, thanked the Board of Directors’ “excellent oversight” as well as the generous funding from the Government of Canada for helping improve customer service and the overall onboard experience. “The changes we have made would not have been possible without the actions of the Board and the Government,” he said. Barnes noted that the success Marine Atlantic has achieved to date and will continue to have in the future comes back to one focal element – the team at Marine Atlantic. “They are the ones who are there for our customers as they arrive; they provide a safe, reliable and quality experience while a customer is with us; and they provide all the supporting activities needed to enable our fantastic frontline employees.” To illustrate how desperately needed and far-reaching the improvements had been, Barnes resurrected a speech he had made seven years prior during Marine Atlantic’s first visit to the Hospitality Newfoundland and Labrador conference in 2010. “Our challenges did not appear overnight,” he said, “neither will they disappear overnight. Change and renewal will take dedication throughout the organization.” That dedication to change has been exemplified in the tireless efforts the Crown corporation has made in this
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The Tourism Corporate Partner Award was presented to Don Barnes, VP, Customer Experience on behalf of Marine Atlantic by Scott Hillyer, Hospitality NL Board of Directors.
decade to improve onboard amenities and customer service. The improvements were deemed necessary after a Hospitality Newfoundland and Labrador survey in 2008 identified insufficient accommodations, lengthy delays, long wait times and lack of seating and food options as major issues for passengers. Customers wanted change and Marine Atlantic delivered, implementing a new vessel fleet in 2011 led by the MV Blue Puttees and MV Highlanders. The ferries offered new food options in the form of the Met Restaurant, Barista Café and Riva Café as well as additional seating, more cabins, and increased deck space. In addition to onboard amenities, Marine Atlantic also improved customer service significantly, employing social media and other communications technologies to keep passengers updated and informed of potential delays and service interruptions. Marine Atlantic now has a 91 percent on time performance rate (including
weather impacts), in comparison to just 76 percent with the former fleet and 77 percent of customers now say they are highly satisfied with their experience, compared to just 43 percent with the former fleet. A 25 percent increase in capacity over the former fleet and improved operational procedures have reduced recovery delays to an average of 24 hours — a significant drop from previous years when passengers could be stranded for up to five days due to weather and other conditions. Vicki Rose, Marketing Manager for Marine Atlantic, says the company has seen the first back-to-back passenger increases in almost two decades. She signals a significant spike in visitors from Ontario, Quebec and the northeastern United States as further evidence that the improvements were both necessary and successful. Rose expects more growth this year, with 2017 being the 150th anniversary of Canada.
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Chair’s Message Mentoring Moments with Bill Mahoney Our members tell us that they want to take advantage of more mentoring opportunities from the Board of Trade. To help facilitate this, I am turning over my column in Business News to interview prominent business people in this province about their secrets to success.
There's always opportunity, even during bad times there are good opportunities
We start with Bill Mahoney, President/ owner of Regal Realty Limited, a St. John's based commercial real estate company, the Murray Premises Hotel Inc., Community Properties Limited, and St. John’s Executive Suites.
To catch more of my interview, go to our St. John’s Board of Trade YouTube channel, you can find the link on our website at stjohnsbot.ca
He is the former owner and president of Community Cable Limited and Andromeda Cablevision, cable television companies serving rural areas of Newfoundland and Labrador. Bill is a dedicated volunteer in the community and has been Inducted into the Junior Achievement Business Hall of Fame. I sat down with Bill, recently and asked about his business career.
There is always opportunity, even during bad times there are good opportunities. A practical suggestion would be to look for someone you would like to partner with or perhaps identify an owner of a business who is close to retirement and wants to monetize their interest in a company. An obvious area to explore is the huge oil and gas industry operating in our province….
Where do you see opportunity in this wonderful province of ours?
CHAIR
DOROTHY KEATING there are many and varied opportunities to supply good and services to oil and gas players. I would encourage everyone interested to attend the information sessions and listen to the companies describe what they require. It's enormous, the supply chain is never ending, so there is tremendous opportunities there alone.
What are the challenges within our province?
Dorothy Keating (l) chats with Bill Mahoney, President/Owner Regal realty at his offices in the Murray Premises.
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We have our share of challenges. I often say, in Newfoundland we work twice as hard for half as much. Our market is relatively small and access to larger markets is complicated by transportation issues. Of course there are always the more common challenges of access to capital and red tape and regulation. These challenges also create opportunities for us. If you can succeed in business in Newfoundland and Labrador you can succeed in business anywhere, but you have to be focused. Be prepared to invest not only financially, but invest yourself; commit yourself to the business. Business takes determination and a desire to succeed. While you can delegate authority, you are ultimately responsible for the success of your business. Challenges should be considered opportunities for learning and growth.
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chair's message continued from page 3
How did Bill Get Here?
Dorothy, that goes back a long time and I won't bore you with too many details. Back in the early 80s I was director of technical operations for a local cable television company. Through the course of my work, I recognized an opportunity presented by an emerging technology, satellite technology. I left my secure position and pursued the prospect of starting my own business..... the rest is history. It has been a long and sometimes challenging journey, but every step has been rewarding and fun.
Delegate authority not responsibility, ultimately you are responsible for the business.
Our province is populated with kind, generous, resourceful people and offers an unparalleled quality of life, which we too often take for granted. It is a great place to live and a great place to bring up a family.
How do you have a culture of success?
Difficult to define and articulate. What I try to do is engage everyone in the company, everyone is responsible for success, everyone is empowered to make decisions to achieve success. I would never take singular credit for any success we enjoy in our companies. The credit goes to the entire team and I try to convey that message to all employees. I encourage them to take action to improve a situation and I make certain they know I support the decision even when things don't work out as we had hoped. Recently, the Murray Premises Hotel was named Accommodator of the Year, by Hospitality Newfoundland and Labrador and I’m extremely pleased our team was acknowledged for their great work and we are now planning a celebration to show how much we appreciate their contribution to the company's success. Very much a team effort, everyone knows their input is important.
You have to be a little more creative and determined to get out there and make the business happen.
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difficult place financially, but anyone who has been in business for 30 or 40 years knows there are peaks and valleys ‌the sun will shine again. We will persevere and come out on the other side, no question about it. We may have to adjust our business operations, perhaps postpone some expenditures, but I predict we will be stronger because of it. Newfoundland and Labrador is still a place of opportunity and growth.
Making NL a place someone wants to invest and come to, what do you say to them? What can we do to attract?
You mentioned the advertisements that the Government of Newfoundland and Labrador are presenting across the country and they are spectacular. I travel across the country and speak to people who having seen them are in awe of the beauty of our province. The Department of Tourism is doing a great job and I commend them for that. This province has much to offer and we should showcase it whenever and wherever possible. I don't think we should compare ourselves to others, we should just focus on what we have and celebrate it. And we have lots to celebrate. Of course, a couple of jewels in our crown are Memorial University and Marine Institute which are world class institutions, driving and facilitating science, technology and innovation in our province. Generally, we are blessed with an abundance of natural resources and there are only 500,000 or so of us to share in the benefits that result from the exploitation of those resources. The reality of the industries that harvest these resources, is that they are cyclical in nature. We must understand that and prepare ourselves for those times when one is out of favour and others are in demand. We mustn't be so parochial in our thinking and act for the good of all. Surely, we can manage the expectations of our people and succeed collectively as a Province. We are currently in a
What sort of advice you would give someone in small business on how to ride out this next little while, lessons learned that you would have had through your journey?
I think it’s a good time for reflection and examination of your business operations. If you're finding it difficult in business today and many companies are struggling because of reduction in activity due to lower commodity prices, take the time to look at your cheque book and your inventory. Have a critical look at your monthly expenses, particularly if you have been in business awhile. We all get a little relaxed in our spending. Costs creep up and expenses are added over time that are not essential to our operation and they add up to a significant bill at the end of the year. You should also examine your inventory; are you carrying too much, how long are you carrying some lines of stock? Look at your balance sheet. Perhaps you want to dispose of some assets, or extend and consolidate debt if you are finding it difficult to manage. Adjust your spending to align with any reduction in revenue. Focus more on promoting your business, get out there and network. The St. John's Board of Trade provides many and frequent opportunities to present your business to a large and influential audience. Prepare your business for the next down turn. Don't skate too close to the edge; build cash reserves and develop good relationships with lenders. Remember, there are no secrets to success. Success in business is a result of preparation, hard work and learning from mistakes.
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upcoming events
We encourage all members to register online. Visit www.stjohns.ca/events to register for any of the events listed.
St. John’s Board of Trade 101
Join us for a detailed orientation and refresher on how to get the most out of your membership. Learn about our affinity programs, networking opportunities, our advocacy work, sponsorships, volunteer opportunities and so much more. Date: Friday, April 7 Time: 9:00 am – 10:00 am Location: Board of Trade Office, 34 Harvey Rd., 3rd Floor Cost: Included as a benefit of your membership
Canada - Newfoundland & Labrador Job Grant
Canada - Newfoundland and Labrador Job Grant: Up to $10,000 to Train New and Existing Employees The Canada-Newfoundland and Labrador Job Grant provides employers throughout the province with support to train and up-skill existing and new employees. Through this partnership employers are supported in connecting the right people with the right skills for their operational needs. Employers can avail of up to $10,000 in government support per trainee. In addition, employers decide which individuals to train as well as the type of training required. An employer contribution is required. Learn more at this informative session. Date: Tuesday, April 11 Time: 9:00 am – 10:00 am Location: Board of Trade Office, 34 Harvey Rd., 3rd Floor Cost: Included as a benefit of your membership
Marine Institute Business Mixer and Tour
Experience Canada’s world learning centre for marine and oceans-related career education and research. Sail the seas on our full motion simulator in our Centre for Marine Simulation and learn how our students and graduates are on the front lines of the oceans sectors around the globe. Join us to explore how our team at the Centre for Sustainable Aquatic Resources assists the fishing industry in sustainability and development. Attend this interactive event and you’ll be entered to win a Marine Institute basket. Date: Thursday, April 27 Time: 4:00 pm – 6:00 9m Location: 155 Ridge Road, St. John’s Cost: Included as a benefit of your membership
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point of view
Opinions expressed in articles are not necessarily those as held by the St. John’s Board of Trade.
Wake up...... we really are in tough financial shape Thank you for allowing Debora Coyne and myself, to contribute to your ongoing discussions about the economy of Newfoundland and Labrador. I want to emphasize up front that I am by nature an optimist not a pessimist. I am not here just to lament poor metrics, I am also here to celebrate our potential and look to better times ahead. But it is surely past due for a rigorous reality check, and to call out those who believe our economic situation is not all that bad, we have been here before etc. Well wake up...... we really are in tough financial shape! We are living in difficult economic times globally, and our people must have the courage to face up to what is. Strictly academic meanderings and debating the finer points of economic policy will not be enough to handle the seminal societal changes brought on by this new digital and big data age. We need to do a hard and perhaps even a harsh reality check on ourselves! It is not just because of slumping oil prices and increasing debt. It is not because Newfoundland and Labrador now has the lowest Moody’s rating of any province, or that per capita spending on government programs is at unsustainable highs: $14,000 per capita versus the national average of $8000. People are equally worried about persistent slow economic growth and the lack of job and income security. In a
world in which everything that can will be 'roboticized', the future seems particularly bleak. The people of Newfoundland and Labrador know all too well the costs and stress of precarious employment at home. We have been here before, and we are resilient. But it’s now time we faced facts. The issues and challenges we confront today require serious attention. Blaming outward is neither helpful nor productive. This is not the time for selfpity or conspiracy theories. In our own expectations of governments and deeply engrained sense of entitlement of what we think we deserve, we are at least partially responsible for where we are today. I refuse to demonize the federal government, and neither will I demonize our various leaders from Joey through to Danny and now to Dwight Ball. I have no doubt that they loved Newfoundland, and that they all worked in what they thought to be our best interests even though in retrospect we can see they made serious mistakes. It’s our government; we elected all of them. But I write from the Toronto diaspora, and that means many things, including that I have been away for too long and not as well-informed as I think. Am I an ignoramus, as my father would say, not close enough to understand much at all? Or on the other hand, could I be I someone distant enough
to be able to identify the forest from the trees? So if all my numbers are not totally on mark as of today, give me a bye. My recommendation is simple: it is time, as a Newfoundland and Labrador community, that we sat around our common kitchen table and took a hard look at where we are today financially, and what we must do to put our house in order. We are addicted to all sorts of mythology[ies] about ourselves, and like any severely addicted person, it is past time that those who love us triggered an “intervention”? If they do not, others less friendly soon may, and should that happen, few of any of us have any real understanding of the austerity that will be imposed. Think Paul Martin and the IMF in the early 1990’s and multiple it by one hundred times. It is now past time to face the impact on all of us of our collective debt. We cannot to behave like a medical doctor I know who refuses to open the envelope and look at his Visa bill every January. Neither must we succumb to the fantasies of Davis blaming Ball, or Ball blaming Danny, or everyone blaming the Feds. Let’s agree to own our collective past. Are we ready to face that from everyone’s else perspective, we have a bloated public service who enjoy an even more bloated benefits package? The public service grew faster than we could afford,
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and while we must be sensitive and not draconian, we must find a thoughtful solution in dialogue with the public service unions, who also must not be allowed to bury their heads in the sand. I am pro collective bargaining, but our public service unions leadership needs to open their collective minds to an independent perspective on the current financial crisis. The recent cuts are but a beginning, but we start by recognizing we must put our house in order. Neither can the Health Care silo or the Education silo remain untouchable. Do we have the nerve to address the issue of public service pensions? Are we doing what we must do on that front? How do we stand in comparison to the other provinces? My suggested answer....... not good. And how, without frightening hard working public servants to death, can we find a long-term economically sustainable solution, for this century and beyond? Has anyone at home ever reached out to our Canadian think tanks, like C. D. Howe, and dialogued about options? [Disclosure I am biased I serve on the National Council of CDH Are we prepared to take action on health care? Why is it that we have the highest cost medical care in Canada, yet the worst results? Yes, we have a small population scattered across a relatively large space. But the provision of health care is not and cannot be a make-work project across communities.
To provide health care of the highest quality, efficiently and effectively, we have to concentrate on the larger population centres and focus on alternative delivery systems. Further, we must do this through respectful dialogue with open minded medical professionals whose valuable input is indispensable, as well as the general public. Have we yet looked at what The Australians in Tasmania are doing facing comparable problems? Are our leaders brave enough to be transparent with us? And do we have the wisdom and the courage not to shout them down and bury our collective heads in the sand? No one gets all they want in life, and in our case that includes multiple community hospitals and professional salary costs we cannot afford. All of this presumes that we are prepared to work out solutions which will involve some pain for all of us. The alternative is that we refuse to face what is, we blame outwards, we identify the terrible other who is responsible for all our woes, and we simply postpone the inevitable, whether it takes six months or six years.
GARY MOONEY
I am confident that if we take the initiative on these and other issues ourselves, we will send a strong message not just to the financial markets who invest in us, but also to our fellow Canadians with whom we share the challenge of this extraordinarily difficult economic transition. In part two of this article, I address the great potential and challenge that is Muskrat Falls.
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Gary Mooney, a lawyer entrepreneur in financial services, is Senior Fellow of Massie college University of Toronto and a member of the National Council Of the CD Howe Institute. Debora Coyne is a constitutional lawyer, professor and author both are close observers of Newfoundland and Labrador
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investing in natural capital
Photos courtesy of Mike Dembeck
Living on the edge of the Atlantic Ocean, Newfoundlanders and Labradorians have the rare experience of enjoying the comfort of modern life while being surrounded by remarkable wilderness. Our wildlife and natural resources are at the heart of the Province’s heritage and culture – and they are worth conserving. At the Nature Conservancy of Canada we are investing in some of the Province’s most valuable natural capital, such as wetlands and forests, for the long term. These are the kinds of investments that we can not only enjoy now, but our kids and grandkids will be able to enjoy long into the future. Natural capital can come in many forms (air, land, water), and from it we derive a wide range of services. It could be a
wetland protecting against storm surges and providing water filtration. Or it could be a forest, generating clean air, and providing habitat for a multitude of wildlife. Or perhaps it is a nature reserve, setting the scene for a peaceful hike or a place to have a picnic with our kids. The Nature Conservancy of Canada (NCC) has been conserving natural capital in Newfoundland and Labrador since 1991. We are a national, not-for-profit, land conservation organization working to protect natural areas that sustain plants and wildlife. We secure private land (through donation or purchase) and manage it for the long term. Since 1962, NCC and our partners have helped to conserve more than 2.8 million acres of ecologically significant land across Canada.
Information from the Association of Newfoundland Land Surveyors Owning land, particularly when it includes your home is one of the most exciting and important investments a family can make. There are many things to consider when making this major investment, especially if it is your first real estate investment. A real estate agent or land appraiser can advise you about the value of the property, an accountant or bank manager can advise you about the financing and a lawyer can confirm the quality of the title that you will be obtaining. However, one aspect of land ownership that is often overlooked is the preparation of a land survey to determine the exact quantity and exact location of the boundaries of the land being purchased. Unless the property has been surveyed it is wrong to assume that the description used in the deed accurately depicts the current extent, or the limiting features of the property boundaries. A Newfoundland Land Surveyor using approved survey practices can provide you with this information.
www.anls.ca
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Over the past 25 years, we have helped protect nearly 13,500 acres of some of the most magnificent natural capital in the Province. Our nature reserves are as diverse as the landscapes we live in: important bird habitat in the worldrecognized Grand Codroy Estuary, remote wilderness in the Long Range Mountains, and lush forests on the Avalon. When NCC creates a nature reserve, we are not only conserving habitat for plants and wildlife, but also for the communities that value these natural spaces, and have a connection to the land. Our nature reserves are open for all to enjoy, and will remain just the way we found them – places of wilderness. Conserving natural spaces is an investment in our future well-being, not only for the services we will gain from them, but also for our connection to nature. There is nothing more rewarding than knowing my daughter will get to experience the same wilderness Newfoundland and Labrador has to offer, that I do. For more information about the Nature Conservancy of Canada, or to inquire about making a donation, visit www.natureconservancy.ca/nl APRIL/MAY: 2017
Island Furniture’s secret to success Island Furniture has evolved from a manufacturing plant to a retail furniture store and has expanded to become the significant local business it is today, helping to supply the demand for a wide choice of furnishing products. Today Island Furniture consists of a spacious distribution warehouse in Donovan’s Industrial Park and three retail locations; Island Furniture located at 428 Empire Avenue, Island Furniture located at 50 Aberdeen Avenue and Island Office at 59 Mews Place. Island Furniture offers great choice in top-of-the-line products, thousands of square feet of magnificent colors, designs and a seemingly endless variety of home and office furnishings. Island Furniture continues the vision of the late Mr. Walsh and currently employs 6 developmentally delayed individuals throughout all divisions of the company.
Island Furniture has been operating in St. John’s for more than 35 years. Although many customers are familiar with Island Furniture’s products, most are not aware of the history and vision of the company. In 1979 the late Paul E. Walsh founded Island Furniture, a furniture manufacturing company employing developmentally delayed individuals. The objective of this newly established organization was to become a viable business entity creating “real jobs” for developmentally delayed persons. Since its inception,
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A volunteer Board of Directors are responsible for the overall direction of Island Furniture’s affairs and have implemented a mandate to get other businesses involved with employing developmentally delayed individuals. Since 2000, Island Furniture has dispersed in excess of $5 million to various Supported Employment Agencies, businesses and charitable organizations across Newfoundland and Labrador; in turn, the funding has provided more than 1150 job placements for developmentally disabled persons with a percentage outside the St. John’s area. Generally, the funding is provided to companies on a 50/50 co-operative basis to make a position available within the organization. Job placements give
developmentally delayed individuals the opportunity to gain valuable exposure to the workplace, strengthen interpersonal skills and build self confidence. As the Supported Employment Coordinator for Island Furniture, Adam Fox has the opportunity to educate the business community regarding the benefits of Supported Employment. In recent years, Newfoundland and Labrador has come full circle and is the leading province for Supported Employment in Canada. Unfortunately, there are still many companies that do not identify with the benefits of Supported Employment. There are a large number of developmentally delayed individuals ready, willing and able to work. Employers need to recognize they also profit from Supported Employment, they hire and retain skilled, dedicated employees and enhance their workplace culture by diversifying their recruitment strategies. With the current labour shortage Newfoundland and Labrador is facing today, it is the prime time for companies to introduce Supported Employment into their organizations. Adam Fox, Supported Employment Coordinator We at Island Furniture believe that our employment model is beneficial for everyone involved; it is our goal to educate and challenge the business community to act right now. To discuss how Supported Employment can benefit your organization, please call me at (709) 579-4058 or email afox@nfld.net
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working for you
Advocating for Business
2017 IS AN IMPORTANT YEAR for the St. John’s Board of Trade’s advocacy work. Setting priorities and measuring success will be critical as we support governments role to create the right environment for business to succeed.
Federal Provincial Affairs Chair Andrea Stack, Investment Advisor, CIBC Wood Gundy 1. Red tape reduction 2. Reduced tax burden for business 3. Increased partnerships with the private sector 4. Increased efficiencies within government Municipal Affairs Chair Janis Byrne, Chief Legal Officer, Pennecon Group of Companies 1. Remove barriers to doing business 2. Increase economic development 3. Advocate for a collaborative relationship between City and business Labour Market Chair Shirley Smith, Vice President Human Resources, Cahill Group of Companies 1. Advocate for an entrepreneurship category 2. Build a community that supports retention of immigrants 3. Grow a talented population
If you have ideas or suggestions for our policy committees Contact Rhonda Tulk-Lane, Policy and Advocacy Specialist rtulklane@bot.nf.ca | 726-2961 ext 3
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business, culture and reconciliation When our current Prime Minister, Justin Trudeau, was elected in 2015 he was elected on the promise to renew the relationship between the Federal Government and the Indigenous people of Canada. With his election, this relationship has been thrust in to the spotlight with calls for an inquiry into Missing and Murdered Indigenous women, the signing of the United Nations Declaration on the Rights of Indigenous People (UNDRIP), and local protests over natural resource projects. Like many Canadians, you may have a lot of questions about Reconciliation. At the St. John’s Native Friendship Centre, we come across these questions daily when offering our training and services to the public— and we are happy to help educate. Let’s start with the most basic question, what is there to reconcile? Although Indigenous people have faced discrimination, violence, and varying degrees of cultural genocide at every turn in Canadian history, the focus on reconciliation came after the Truth and Reconciliation Commission (TRC) released its findings about the abuse and cultural genocide that occurred in Canadian Residential Schools. According to the TRC, Canadian Residential Schools are governmentsanctioned church-run schools established to restrict and eliminate parental involvement in intellectual, cultural, and spiritual development of Aboriginal children. The intent was to assimilate the more than 150,000 children who attended these schools in to Euro-Canadian culture and Christianity. The schools, rampant with physical and sexual abuse, stripped people of their cultural pride and identity. The impact these experiences had on survivors were passed on to future generations and can still be felt in many of their home communities. The current socio-economic conditions of Indigenous communities can be traceably linked to Residential Schools.
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Now that you know a little about what there is to reconcile you might want to know what reconciliation looks like and what it could mean for your business. Both the TRC and UNDRIP have calls to action for businesses. The TRC’s 92nd recommendation calls for the Canadian Corporate sector to “adopt the United Nations Declaration on the Rights of Indigenous Peoples as a reconciliation framework and to apply its principles, norms, and standards to corporate policy and core operational activities involving Indigenous peoples and their lands and resources”. UNDRIP specifically calls for businesses, governments, and organization to receive free, prior informed consent of Indigenous communities before developing a project using these principles and practices. While implementation will take time and consideration they will benefit businesses. Proper consultation is the first step to receiving a social license to operate(SLO). If you can receive this SLO you and your business are given the opportunity to build a rewarding and mutually beneficial relationship based on trust with your stakeholders— something every company knows is important to the bottom line. What few people realize is that Reconciliation is for all Canadians— not just Indigenous-Canadians. The Indigenous population is Canada’s fastest growing demographic and Canada is missing out on $27.7 billion because of its underutilized Indigenous workforce, according to the
DANIELLE SULLIVAN Communications Officer St. John’s Native Friendship Centre
National Aboriginal Economic Board. Reconciliation is an opportunity for businesses to tap in to the potential and innovation of an underutilized labor market. So where to start? If you are or will be operating a business in an Indigenous community or utilizing Indigenous resources, we suggest reaching out to the local Indigenous government(s) or organization(s). The St. John’s Native Friendship Centre, and other Indigenous entities, often prioritize educating the public. Ask what they recommend to get you started and about the opportunity reconciliation provides your business. Working towards Reconciliation won’t just help the communities you work in but it will put you at the forefront of a shift in corporate best practice giving you and your business a competitive edge.
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5 tips for business success Know your customers and clients. Be deliberate. One of my recent assignments involved working with the executive team of a company to develop a strategic communications plan. We drilled down through their communications with stakeholders, assessed what worked, and what didn’t work. We undertook a SWOT analysis (assessing strengths, weaknesses, opportunities, and threats), and from that exercise, began to develop a strategic communications plan. An exercise like this is a deliberate effort to understand your existing relationships and your preferred future interaction with stakeholders. It concludes with strategies and plans to get you where you want. COMMUNICATION IS KEY
Communication is at the heart of a strategic plan. And there is no better time than now to up your communications game with customers and other stakeholders, including staff, suppliers, colleagues, and even competitors. Here are five communicationscentred steps that will help you through the impact of this period of major resource project wind down, provincial government restraint and tax increases, and dampened commodity prices.
Double down on your existing customer base It is conservatively estimated that it costs five times as much to attract a new customer as it does to retain an existing one. Yet, day after day, customers walk out the door and never return. Work hard at knowing what makes ‘your’ customer tick. Be interested in them. Find out if their needs have changed. That could be your next opportunity. Work twice as hard to deliver top customer service.
Engage your staff Your staff is your most important resource. Ask them what they think, and find out what they hear from customers. Involve them in developing new ways to stir up business. Keeping staff engaged will also keep your top talent on the team. Advertise. For free. Restaurants are increasingly turning to Facebook to post daily menus, promote new dishes (with photos), and to share
Diversity makes us stronger. That’s why we’re committed to ensuring that traditionally underrepresented groups have equal opportunity to work on the Maritime Link Project. We’re proud to be helping change the face of the construction industry to better reflect our communities.
Stacie Barr, Construction Supervisor, West Coast of NL
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customer comments. They have created an online community for free. If you don’t already have a social media presence, develop one. Update the space daily with information that customers can use. Involve younger staff who know their way around social media. Be creative, but always be tasteful and tactful. It’s tough to undo an online mistake. Monitor your site several times a day. Post new content daily. Network Nothing makes a challenge tougher to tackle than keeping it inside your own head. Attend events where other business owners and leaders gather. The Board of Trade hosts several events such as luncheons, mixers, and free seminars. Seek out successful leaders and pay attention to what has made and kept them successful. Be a person of action Look for ways to think differently about your business and how you go about it. Take a course. For free. An excellent online site is edX.org, where some of the world’s
top universities offer courses for free. edX offers nearly 300 courses on business topics such as marketing, communication, customer relationship, competitive advantage, and project management. Do a course with some of your key staff and leaders. Learn together.
WHO WINS?
Sometimes, winning in business is about surviving to fight another day. Get your communications game in top shape. Take a deliberate look at your relationships, and at what you need to do to get where you want. Look inward to your staff, and outward to your customers and others, to help see the way forward. Doug Letto leverages his experience from a career in communications to provide advice, coaching, and other services to clients in the private and public sector. His training and coaching is tailored to the clients’ specific needs. Tel: (709) 765-1636 Email: douglettoconsulting@gmail.com Web: douglettoconsulting.com
Present
DOUG LETTO
Attentive
When you need us, we’re already on it.
TRAMPOLINE BRANDING
Contact: Larry Bootland 902 405 4809 Project: 11723C&P NL Board of Trade Ad Client: Cox & Palmer
VOLUME 32: #2
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chair's inauguration On February 23, 2017, we celebrated the inauguration of our new Chair Dorothy Keating. The evening was hosted by the Westmont Hospitality Group at the Sheraton Hotel. Past Chair Denis Mahoney, of McInnes Cooper administered the oath of office. We were delighted that several past President’s were able to join us including one of our founding Presidents Burf Ploughman. Past Chair Kim Keating, completed her term on the executive and was presented with her past president’s pin.
Dorothy Keating our new chair taking the Oath of Office from former Chair Denis Mahoney
The team from Westmont Hospitality Group the title sponsor of the Chair’s Inauguration at the Sheraton Hotel
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Senior Vice Chair Andrea Stack chats with our host Lisa Martin of Westmont Hospitality Group
Past President Kim Keating receiving her Past Presidents pin from Chair Dorothy Keating APRIL/MAY: 2017
The St. John’s Board of Trade is organizing another trip.
By popular demand we are headed to Croatia. Board of Trade trips have proven to be immensely popular to explore a part of the world with friends and colleagues. Croatia is listed as one of the must see destinations in the world. HURRY SPACE IS LIMITED BOOKING DEADLINE APRIL 28, 2017
September 30 - October 11, 2017 Book Now and Save
Croatia
$300
per person
HIGHLIGHTS...
• Opatija I Plitvice Lakes National Park I Dubrovnik • Choice of Excursion in Dubrovnik I Cilipi • Family-Style Dinner I Split I Diocletian's Palace • Ljubljana I Castle Dinner I Lake Bled • Pletna Boat Ride I Zagreb
For more information, contact Wanda, wpalmer@bot.nf.ca or call 726-2961, ext. 9 VOLUME 32: #2
For more information contact Helen Harris
Carlson Wagonlit Harvey's Travel (709) 726-2900 hharris@harveystravel-cwt.com
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the resilience initiative Ditch the smokescreens and mirrors – take accountability. The word accountability often has a negative connotation. All too often it is viewed as a consequence for poor performance, punishment essentially. The Oz Principle, a leading book on the topic of workplace accountability, takes a different approach, however. Its authors define accountability as a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results – see it, own it, solve it, do it. This definition is much more pragmatic in my opinion. It emphasizes the fact that accountability works best when people share ownership for circumstances and results. Its not a blame game. Ditch the smokescreens and mirrors and reap the rewards.
There are countless programs and success formulas on the market, but what many of them fail to address is that one essential ingredient is missing from the mix: results come from people who accept accountability for achieving them. People who take accountability make things happen in an organization. As the Oz Principle so poignantly puts it: Success springs not from some new-fangled fad, paradigm, process or program but from the willingness of an organization’s people to embrace full accountability for the results they seek. Accountability for results rests at the very core of the continuous improvement, innovation, talent development and governance movements that are so prevalent today. If accountability is a key to success then, why isn’t it on every organization’s agenda? Here is where the concept of victimization comes into play. Its often easier to blame someone or something else than to take accountability, correct? How often have we blamed our organization’s downfalls on the economy, the government, the education system, even the weather? According to Jim Collins, an expert that I often cite, what glaringly separates great companies from mediocre ones is the latter’s tendency to explain away the brutal facts rather than to confront the brutal facts head on. They anticipate and prepare for the worstcase scenario.
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How can you tell if you or members of your organization have fallen into the victimization trap?
Here are some tell tale signs: • Your discussions of problems focus more on what you cannot do, rather than on what you can do. • You fail to confront the toughest issues you face. • You feel lack of control over your present circumstances. • You spend a lot of time talking about things you cannot change. • You resist asking probing questions about your own accountability.
Do any of these ring a bell?
If so, accountability needs to be on your organization’s agenda. If left uncorrected, victim attitudes can erode productivity, competitiveness, morale and trust to the point that correction becomes so difficult and expensive that the organization can never fully rebound.
How do you fix the problem?
Well, that is a complex challenge that requires a solution tailored to your organization. I will, however, provide some insights to help you begin your journey. First of all, remember this: When bad things unexpectedly happen, as they always do, accountable companies take control of the damage and set a new course for achieving results. How often do you think about alternate courses? Secondly, accountability hinges on getting people to make a direct connection between their jobs and the organization’s desired results. How effective and well articulated in your organization’s vision?
I’ll leave you with this:
Recall when the astronauts on Apollo 13 uttered the phrase “Houston, we have a problem”. Can you picture people on the ground standing around and waiting for someone to do something? NO WAY. There was one problem and that was everyone’s problem. How would your team react?
For more information, visit www.botresilienceportal.com or contact Lesley Galgay, Resilience Specialist St. John’s Board of Trade Tel: (709) 726-2961 Email: lgalgay@bot.nf.ca
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are you paying too much tax? what’s your property “really” worth? Commercial Property Tax Spotlight In today’s challenging real estate market property owners and tenants need to vigilant in ensuring property assessments and the associated taxes are fair. Here are five things the business community should be aware of regarding property tax. Anticipating Assessments for the Next Tax Cycle (2019-2021) Current market conditions (January 1, 2017) will form the basis for the next tax cycle, tax years 2019- 2021. Given the downturn in the real estate market and current economic climate, the assessments should be stable or less than the current assessed values. We recommend having your assessment reviewed to ensure it is fair. In most cases, the assessments are fair; however, we can advise you on whether you should appeal. Denying Your Right to Appeal The city is in the process of mailing letters to commercial property owners. This letter will direct you to the city’s website to complete the Property Income Questionnaire. This information will form the basis for the property’s assessment. This document is required to be completed and failure to do so could be the basis for the denial of an appeal. If you receive this letter, we recommend contacting us to discuss.
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Property Tax vs Utility Cost Property taxes are one of the largest expenses for real estate owners and tenants. For example, energy costs (heat and light) are typically $2-$3 per square foot per year. Property taxes can range from $4-$9 per square foot, depending on the type of property. By ensuring your tax assessment is at market value, you can significantly reduce expenses/ operating costs. Commercial Tenants Need to be Informed As a commercial tenant, the tax burden is passed along to you as a percentage of space you occupy. As such, you must ensure the overall property assessment of the building is fair and ensure your landlord has had the assessed value professionally reviewed. You should not accept the tax bill being passed along to you, unless you have asked your landlord if they have had it reviewed and/or appealed the building’s assessment. Vacancy Allowance The City of St. John’s has reversed its thought to remove the Property Tax Vacancy Allowance and has committed to keeping the program through to 2019. This is the correct decision as we believe the removal of this program will have a negative impact on the amount of development in St. John’s.
MICHAEL KIRKLAND Michael Kirkland, BBA, AACI, P. App. has been an accredited Real Estate Appraiser/Advisor since 2001. He is a partner in Kirkland, Balsom and Associates, a part of the Atlantic Realty Advisors group. Mr. Kirkland can be contacted at info@kba.ca.
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North Atlantic Refinery an economic driver for 30 years
For 30 years North Atlantic Refining has been major contributor to the Newfoundland and Labrador economy. Over this time the refinery has supported the local communities and supplied a number of jobs. We directly employ some 500 people living in the Clarenville, Come By Chance, Arnold’s Cove, Holyrood, and St. John’s communities, and more.
Accounting & Auditing Management Consulting Mergers & Acquisitions Taxation
Suite 201, 516 Topsail Rd. St. John’s, NL, A1E 2C5 T: 709.364.5600 F: 709.368.2146 W: noseworthychapman.ca
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The support businesses we employ create an estimated 900 jobs and the spinoff effects of the money we spend on salaries and suppliers is estimated to create another 5,600 jobs in the province. The impacts of the refinery account for more than 3% of jobs and 5% of GDP within Newfoundland and Labrador. It has been a stable and consistent contributor to an economy that has, at times, struggled, and it can continue to be a vital part of NL well into the future.
needs to be extracted from the final product. The extraction of sulfur often led to high sulfur emissions and an unpleasant smell for the neighbouring communities. NARL Refining in the last 2 years has opted to buy more expensive crudes and reduce its sulfur emissions. In 2015, sulfur emissions were at the lowest level for the refinery since 1989 when production was much lower. We also achieved no air quality complaints in 2015 for the first time in over a decade
As the refinery produces more gasoline, diesel, and jet fuels than can be consumed in NL and there is a saturated market within Canada, we export close to 90% of our products. The majority of exports go to the very competitive and difficult US market. Over the past 10 years many refineries in the Atlantic basin have closed or become more efficient; NARL Refining has become more efficient as it competes with the largest refiners in the world.
The GHG emissions at the refinery are related to burning fuel oil or natural gas to refine oil. Due to the lack of natural gas on the island, NARL Refining uses fuel oil which is both more expensive than natural gas and more GHG intensive. It is in our best interest to reduce our use of fuel oil and increase our efficiency. We are achieving new records in productive capacity and have reduced our carbon footprint resulting in an emissions intensity in 2015 which is 19% lower than 2005. Our emissions fell by 12% as we processed 9% more crude!
Driving change
Environmental regulatory foresight was built into the design of the refinery in the 1970s. The design allowed the refinery to adapt to new sulfur, benzene, and VOC (volatile organic compound) regulations with less cost than competitors, and it is continuing to improve. These regulations, as well as increased greenhouse gas (GHG) awareness, have led to increasing efficiency and process improvements. Recent improvements include a major reduction in sulfur emissions. Previously the cheapest crudes available were processed at the refinery, often meaning higher concentrations of sulfur which
Much of this improvement is due to better management of our own facilities as we have improved maintenance and reliability processes. Some of this work includes investment in better monitoring systems, improved heat exchange to reduce the demand to burn fuel, and limiting the loss of steam and efficient use of steam. In the last two years the current ownership has invested $200M into these projects and increasing capacity. Our energy intensity is now reported every day within the refinery to ensure maintained focus on best practices.
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Ensuring a sustainable future
But the refinery faces some risk through new regulatory burdens, including the pricing of carbon. The risks to companies in NL can be mitigated through a number of policy options which are both federal and provincial. But, as the solution we will be looking for is meant to be a made in Newfoundland and Labrador solution, the provincial policy options which NARL encourages would be: 1. Export exemption This would avoid putting a price on exports, now or in the future, to allow NARL, and others, to compete in the export jurisdictions with their domestic companies 2. Revenue neutrality Similar to BC, this policy encourages companies to reduce carbon footprint as it may actually result in a short-term reduction of provincial taxes and fees 3. 2005 reference year To give credit for early action implemented in reducing emissions We consider these 3 policy options essential for the design of regulations regarding businesses in the province. In addition, NARL Refining also feels that a price on consumption (accounting for carbon as intrinsic in products) will be more effective than any price on production. Putting a price onto producers that export will result in decreased investment in the province from large
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industrial operators creating a decrease in emissions, but this does not encourage increasing investment in ‘green’ products. Emissions can be achieved through either shuttering businesses or by changing consumer demand. Consumer demand will drive companies to compete on lower carbon technologies, research, and products; the health of the economy can only be maintained through a process in which businesses are able to compete and choose to compete on GHG content. Reducing emissions must be done in a way that is both environmentally and economically responsible. We will continue to look for the most efficient operation of our business that leads to better economic and environmental outcomes. A strong NARL Refining means a strong Newfoundland and Labrador. We will continue to partner with the local people and communities for a sustainable future.
Tim Derksen Senior Strategy Analyst Economics and Policy NARL Refining, LP 1 Refinery Rd, Box 40 Come By Chance, NL A0B 1N0 Cel: (709)725-9872 Tel: (709)463-5222 email: TimothyDerksen@NARefining.ca Web: www.narefining.ca
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on the job
Creating an Effective Job Ad Creating an effective job ad is a tricky task and if done correctly can save valuable time and resources. Ineffective job ads are long, contain unnecessary information and eventually could exclude the right fit. Employers receive hundreds of resumes for a single position and most of them are not targeted to your needs. Improving the quality and constructing a well written job ad will attract the audience you are seeking. Paul Slezak states that “An effective job ad is not just a job description. It is a carefully crafted message with the aim of attracting the best qualified candidates for your job”. Creating that message takes practice and patience. 22
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So, how can you be better? According to Julie Strickland of Inc.com, there are six secrets to writing the perfect job description.
11
Catch the reader's eye from the beginning
44
Put a human voice in your job post
22
Know the difference between preferred and required
55
Woo potential candidates
33
Keep it short
66
Keep the process simple
Valuable resources are available to assist with your labour market needs. If you require information, contact Brendan Hagerty, Labrador and Labour Market Specialist email: bhagerty@bot.nf.ca tel: 726-2961 ext. 116
APRIL/MAY: 2017
An Economic Driver for
30 YEARS
A strong North Atlantic Refinery means a strong Newfoundland and Labrador. We have been a major economic driver for many years and we look forward to continued success for our people, our communities and our province.
OVERVIEW Oil processed (capacity) Oil processed (2016) Offtake* (2016)
Employee Communities
130,000 bbls 35.7 M bbls 34.0 M bbls
Arnold’s Cove Arnold’s Cove Station Clarenville Come By Chance Conception Bay South Holyrood St. John’s
* Offtake = sales or sale agreements
ECONOMIC IMPACT
$1.5 B
Total Economic Impact
(direct, indirect** and induced***)
$300 M+
Refinery direct contribution to NL GDP (annually)
$412 M spent in Canada (2016) in Newfoundland $217 M+ spent and Labrador (2016)
EMPLOYMENT
SUPPLY CHAIN
500
North Atlantic Refinery Limited employees
144+
6,500
Indirect** and induced***employment
23+
Newfoundland and Labrador suppliers Newfoundland and Labrador contractors
**Indirect = jobs + value created by supply chain and the company expenditures ***Induced = jobs + value created through expenditures of employees of North Atlantic Refinery and Supply Chain
www.narefining.ca
around the board
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A m an d a De of the S an, of the Ins u e a m us O 'Rega rance Bureau n lunch o e on a d f Can a d a sp o d re s se s n t h e cro so r wd .
r nior Vice Chai ncy Healey, Se ed Na ck O de CE g d in ar Bo rothy Keat and Chair Do y Da Andrea Stack s k’ tr ic out for St . Pa
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northern opportunities
OPPORTUNITIES
NOR H
KNOWLEDGE • CONNECTIONS • RESOURCES
THANK YOU TO OUR SPONSORS
SUPPORTED BY:
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building an innovative city what is the recipe for success? that, we are hurting our efforts if we don’t learn from the places that have already succeeded. A very influential article titled “The Rise of Innovation Districts: A New Geography of Innovation in America,” authored by Bruce Katz and Julie Wagner in 2014, suggests that there are three key assets necessary to make a place innovative. Innovation has probably become the world’s most overused buzzword. If you ask a CEO how to improve a struggling company, you may hear that “innovative ideas” need to be encouraged and embraced. When asking a University how they are training the leaders of tomorrow, I guarantee you that they will speak about how they are encouraging students to be innovative, while also investing in innovative teaching methods. Perhaps most common, if you speak about how to improve a place, whether that is a municipality or an entire nation, I can assure you that a key strategic element of the plan will be investing in innovation. Apparently innovation is going to save every company, every idea, and every location on the planet. That last statement is pretty facetious, but I don’t actually disagree with it. There is plenty of evidence that suggests that innovation really is something to strive for in our cities and our businesses if we want to see job growth, wage growth, and general happiness in the population. A recent study indicated that only 20 out of 3000 counties in the United States accounted for over 50% of new venture creation between 2010 and 2014. Those counties are primarily in innovation centers like Silicon Valley and New York City, which also represent a significant portion of that nation’s wage growth and job growth. Considering this, of course we all want to be innovative. However, to do
First, the economic assets must exist. Economic assets include research institutions, large firms, small and medium sized businesses, startups, and solo entrepreneurs dedicated to developing viable new technologies, products, and services for the market. Economic assets also include the businesses and organizations that exist to support these companies, such as business incubators, shared work spaces, venture capital, angel investors, and industry support groups willing to assist the development of new ideas. Let us not forget the traditional economic assets that must exist in these innovative areas as well; the grocery stores and hotels and pubs that allow innovative people to step away from their ideas for a moment and unwind. The second must-have ingredient for a place to be innovative is the right mix of physical assets. In the public space, this means the right types of roads, parks, plazas and sidewalks. These spaces are built with pedestrians in mind, so people can happen across each other as they run from the office to the pub and then back to the office. Privately held physical assets will be the buildings that house innovative companies and their support systems. Office buildings are more frequently being renovated to encourage flex-space and smaller lease types, so that small companies of two or three people can afford a place in an innovative area without breaking the bank. The final necessary asset, and perhaps the hardest asset to create without the buy-in from local business leaders, is the networking assets. Networking in this sense isn’t in reference to events where we all exchange business cards. Instead, it references true networks of businesses that encourage experimentation and provide a testing ground for ideas. This means local businesses that encourage their staff to be intrapreneurial. This also means companies calling up our local incubators and coworking spaces to find
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BRANDON COPELAND out if there are any industry-specific technologies emerging that they can help test, or perhaps even buy. This means taking a coffee meeting with a young entrepreneur who wants to ask about your business because he is trying to validate a product that may be of interest to you. St. John’s has a long way to go to create these environments, but we can all actively try to start fostering these innovation assets. Ask yourself what you can do. Maybe you are a commercial property owner who can renovate space in a way that encourages smaller leases, or an established business who can reach out to a place like Common Ground or the Genesis Centre to find out what you can do to test and support an idea being created by a local entrepreneur. We all say that we want our city to be more innovative, yet no successful innovator ever sits around and waits for the change to happen. There are clearly established examples of places that have succeeded in becoming innovation hubs. Instead of blindly throwing ideas into a pot, let’s grab their recipe and start doing our parts to invest in the necessary ingredients. Brandon Copeland is a project manager focused on creating better places. He is the principal consultant with Urban East. Reach out for a discussion. tel: (709) 746-5606 email: BCopeland@TheUrbanEast.com web: www.TheUrbanEast.com
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Member News New Development Chrono Square
Terry Hussey of Vigilant Management has secured land and are currently leasing 9,000 sq ft of space at 55 Moffatt Road in Mount Pearl. The development is called Chrono Square (www.chronosquare.ca) and Hussey will occupy 5,000 sq ft there for a total of 14,000 sq ft. They hope to start construction by May/June with occupancy next April. The building will have three ground level/retail spaces and one 2,000 sq ft unit on the second floor available for lease. “It's in a great location at the center of the three major municipalities, will be competitively priced (likely the lowest gross rent for a new building in the capital city area), and will have forward-thinking businesses looking to be a part of a community of professionals,.” Says Hussey.
Oceanex Inc., One of Canada’s Best Managed Companies
For the sixth consecutive year, Oceanex Inc. has been honoured with the prestigious Canada’s Best Managed Companies designation. Oceanex originally won in 2011 and has requalified in 2017 to maintain its status as a Best Managed Gold Requalified company. The Best Managed program recognizes the best-in-class of Canadian-owned and managed companies with revenues over $15 million demonstrating strategy, capability and commitment to achieve sustainable growth. “Best Managed companies deserve recognition for their entrepreneurial approach to excelling in an uncertain economic climate. They truly bring out the best in Canadian business leadership,” said Peter Brown, Partner, Deloitte and Co-Leader, Canada’s Best Managed Companies program.
Max Fitness has launched a Corporate Wellness Program
Oceanex is one of the most successful intermodal transportation companies in Eastern Canada. It is committed to operating to the highest standard while offering a cost effective, quality service to customers. This is supported by a progressive management style that encourages a culture of safety, quality, and continuous improvement throughout the organization.
This program is designed to help you and your teammates get fit together at MAX. MAX offers 2 options company pay, or employee pay . The savings are easy and the first discounts start with just 5 members. They have free orientations and 2 week trials available to get you started on the right foot! MAX is extending the program to spouses or child 16+ also gets further family discounts.
“Oceanex employees are indeed very proud to requalify as a Gold Standard Member and one of Canada’s Best Managed Companies for the 6th consecutive year”, states Captain Sid Hynes, Executive Chairman at Oceanex. “Our people take great pride in the efficient, reliable service they consistently provide. This award is certainly a result of their efforts.”
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They also offer dedicated classes just for your team promising to help you get fit, build morale, and have a blast with our trainers. To learn more, contact Zac Dobbin at 733-7316 or ZacDobbin@yourmax.ca APRIL/MAY: 2017
Member News
Bull Arm for lease
Nalcor Energy has issued a request for Expressions of Interest (EOI) to invite and assess interest for the potential use of the Bull Arm Fabrication facility following the completion of ExxonMobil Canada Properties lease in March 2018. “Nalcor Energy is focused on building sustainable business opportunities for Bull Arm Fabrication following the completion of the current lease,” said Chris Kieley, Vice President, Business Development. “The Site’s diversity of infrastructure and strategic location offer a unique opportunity for a wide range of potential uses. The EOI is a key step in the process to identify and evaluate future opportunities.” Since its development, Bull Arm Fabrication has played a key role in the province’s three offshore mega-projects: Hibernia, Terra Nova and White Rose. Since 2011, the Site has been home to the
construction of the multi-billion dollar Hebron Offshore Oil Project. Close to international shipping lanes and oil and gas developments in the Atlantic margin, the Site has year-round unobstructed, deep-water access to the Atlantic Ocean. The site spans over 6,300 acres and has fully integrated and comprehensive infrastructure to support simultaneous fabrication and assembly in its three key project areas: Fabrication Yard; Marine Facility; and Deepwater Site. The information submitted through the EOI process will inform long-term planning and may result in the issuance of a formal Request for Proposals. The deadline for submissions is Tuesday, April 25, 2017. To download a copy of the request for Expression of Interest, visit bullarm.nalcorenergy.com
Memorial launches Entrepreneurial Centre
An entrepreneurship centre that aims to support early-stage entrepreneurs at Memorial University to develop and launch their own businesses was officially launched today at the university’s St. John’s campus. The Memorial Centre for Entrepreneurship (MCE), a campuswide centre led by a partnership between the Faculty of Business Administration and the Faculty of Engineering and Applied Science, was created to promote entrepreneurship, support students, faculty and staff in developing their start-up business ideas, and contribute to developing an attractive entrepreneurial ecosystem in Newfoundland and Labrador. The centre offers individual coaching and mentorships; entrepreneurial work terms; start-up funding programs; a student ambassador team; and events and networking opportunities.
Designation for Healey
Nancy Healey, the Chief Executive officer of the St. John’s Board of Trade has received her ICD.D. (Institute of Corporate Directors Designation) upon completing the Director’s Education Program at
VOLUME 32: #2
the Rotman School of Business at the University of Toronto and passing the ICD exams. Healey won a scholarship to take the program and completed the first two modules at the Sobey’s School of Business at St. Mary’s University in Halifax and the last two modules at Rotman. The Institute of Corporate Directors strives to lead and demonstrate the value of excellence in directorship and enlightens directors to anticipate, influence, and meet boardroom challenges. The Director’s Education Program is currently being offered at the Gardiner Centre of Memorial University. “The course content was quite relevant to my role supporting the Board of Directors of the St. John’s Board of Trade, I thoroughly enjoyed the program and am grateful for the support from the St. John’s Board of Trade,” said Healey.
Your Opportunity to Call Bristol Court Home! • UP to 6,085 Square Feet of PRIME Commercial Office Space Available for Immediate Occupancy in the highly sought after Bristol Court Business Park on Kelsey Drive. • Neighbor with industry leaders in Oil & Gas, Insurance and Financial Management. • Up to 6,250 Square Feet of Warehouse space also available in O’Leary Industrial Park. Don’t wait! Contact Christa Chaulk (Commercial Division) today for details and to view! e: cchaulk@northviewreit.com t: 709.682.0283
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New Members SUNDANCE/CLUB 1/DUSK
TEAM BROKEN EARTH
THE ADELAIDE OYSTER HOUSE
SULLIVAN LAW AND TAX
Peter Quinton, Owner George Street St. John’s, NL, A1C 1J1 709-753-7822 pete@mightyquinton.com Peter Quinton, Owner 334 Water St. St. John’s, NL A1C 1C1 709-722-7222 pete@mightyquinton.com
WHITECAP INTERNATIONAL SEAFOOD EXPORTERS
Marius Linstead, Supply Chain Manager 64 Airport Rd. St. John’s, NL A1A 4Y3 709-739-6668 mlinstead@whitecapseafoods.com
TIFFANY VILLAGE RETIREMENT HOME Brenda Armstrong, Business and Social Wellness Manager 50 Tiffany Court St. John’s, NL A1A 0G1 709-722-7999 brenda.armstrong@tiffanyvillage.com
PROVIS-ATLANTIC CANADA ECONOMIC INFORMATION OBSERATORY
Dr. Monica Mallowan, Professor Observatoire Provis/Univ. De Moncton 218 J.D. Gauthier Shippagan, NB E8S 1P6 506-336-3400 ext 3447 monica.mallowan@umoncton.ca
PARKER DRILLING CANADA COMPANY
Chris Bonnell, Executive Director PO BOX 23004 Churchill Park St. John’s, NL A1B 4J9 709-753-0235 chris@brokenearth.ca Colin Sullivan, Lawyer 84 Airport Road, Unit B St. John’s, NL A1A 4Y3 csullivan@SullivanLT.ca
IN-WATER SURVEYS INC.
Colin Doody, Director of Operations 21 Pippy Place, Suite 201 St. John’s, NL A1B 3X2 Ph: 709-727-7848 Colin.doody@inwatersurveys.com
EVANS LANDSCAPING
Jennifer Keating, Director 113 Majors path St. John’s, NL A1A 4Z9 PH: 709-727-2800 evanslanscaping@hotmail.com
REFER A MEMBER receive an incentive
MOTIVATED MAIDS
Mark Baker, CEO 208 -14 Forbes Street St. John’s, NL A1E 3L5 Ph: 709-730-2190 mark@motivatedmaids.com
BEST WESTERN PLUS – HOTEL & SUITES ST. JOHN’S AIRPORT Andrew Windsor, General Manager 65 Jetstream Avenue St. John’s, NL A1A 0R7 Ph: 709-746-5007 andrewwindsor@rocketmail.com
709 747.3850
brenda@image4.ca
1170 TOPSAIL ROAD Mount Pearl, NL A1N 5E8
LEAMAN SIGNS
Greg Leaman, Owner 151 Empire Avenue St. John’s, NL A1C 3G1 Ph: 709-753-7545 greg@leamansigns.ca
www.image4.ca
Jennifer Simons, General Manager 215 Water St. St. John’s, NL A1C 6C9 709-753-3961 Jennifer.simons@parkerdrilling.com
BEST. BEST.
You want to be the
NRSTOR REMOTE COMMUNICATIONS & MINES Mark Baggio, Vice President 101 College St. Suite 345 Toronto, Ont. M5G 1L7 647-909-5053 mbaggio@nrstor.com
Get trained by the
Doug Letto leverages more than 30 years of experience in television journalism and communications consulting to provide the best media coaching and presentation training. Period. Get Doug working on a communications solution that's suited to you.
OLYMPIC CONSTRUCTION LTD. Matthew Mallam, Engineer 190 Majors Path St. John’s, NL A1A 5A1 709-576-4335 mmallam@ocltd.ca
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Doug Letto Consulting email: douglettoconsulting@gmail.com phone: (709) 765-1636 web: douglettoconsulting.com
APRIL/MAY: 2017
Member Profiles
Vigilant is dedicated to making construction projects successful while putting people first. Our innovative model for project delivery allows us to make your next construction project a smooth and enjoyable experience. By acting on behalf of the Owner, we provide project management which is independent of the Designer and Contractor, ensuring that all parties are clear in their roles. In the last five years, all Vigilant projects have come in within our contingency budget. Make us your first call and experience construction without the excuses. Contact: Nicole Tucker, Business Development Manager Tel: 709-782-5950 Email: nicole@vigilantmanagement.ca Web: www.vigilantmanagement.ca
The Avalon Arena Association is a not-forprofit organization dedicated to providing ice rentals to sport associations whose primary purpose is to operate ice related sports for youth up to 18 years old in the City of St. John’s. The Association operates Twin Rinks, a double ice pad facility located on Anthony Avenue and serves the St. John’s metropolitan region. Its major clients are the St. John’s Caps Minor Hockey Association and Prince of Wales Skating Club and through these organizations, we serve over 1200 youth of the community.
Contact: Stephen Haggerty Tel: 709-579-9681 Email: shaggerty@nf.aibn.com Web: www.twinrinks.org
VOLUME 32: #2
The Telegram and TC Media are pleased to bring you Horizons magazine. The 45th edition of Horizons will be published April 21, 2017. Now in its 3rd year of our new magazine format, Horizons delivers stories of the Creators, Fixtures, Commodities, Entrepreneurs, Advisors, Marketers and those who make a living off the water in our province. With over 150,000 readers, Horizons is Newfoundland and Labrador’s Premiere Business Review and the largest circulated magazine in the province. Look for your copy in The Telegram, Western Star or your local TC Media Community Newspaper starting April 21. Also available online at thetelegram.com Contact: Jamie Edgecombe Tel: 709-748-0814 Email: Jamie.Edgecombe@tc.tc Web: www.thetelegram.com
Underwater inspections need to be completed with smart solutions providing the lowest risk to -personnel, with the least impact on operational NPT, all partnered with cost effectiveness. In-Water Surveys Inc. offers innovative underwater inspection solutions which are the safest, most efficient and most cost favourable compared to traditional means. In-Water Surveys Inc. is a 100% locally owned & operated company based in St. John’s, offering portable underwater remote operated vehicle (ROV) & NDT services. The company is approved & accredited by multiple Classification Societies as specialists in vessel & MODU/MOU in-water hull surveys, including DNV-GL, ABS, and Lloyd’s Register.
Contact: Colin Doody Tel: 709-727-7848 Email: colin.doody@inwatersurveys.com Web: www.inwatersurveys.com Twitter: @inwatersurveys
We tell our story through our fresh ingredients and our passion for the plate. Experience some Newfoundland favorites with a twist! It’s in this passion in our recipes that makes a visit to Milestones truly unforgettable. Whether you come for a favorite meal or love trying new and trendy dishes, Milestones is all about great food without pretension. We are an impromptu meeting place with friends and a cozy spot for date nights. We’re familiar and friendly, but always on the cutting edge. We’re nights to remember and remarkable flavours to savour. That’s how we set the table at Milestones. Be part of the story…bring your next event or special occasion here! Contact: P am Goodyear Address: 14 Hebron Way, St. John’s NL Tel: 709-737-0651 Cel: 709-770-7957 Email: pam.goodyear@milestonesnl.com Web: www.milestonesrestaurants.com Like us on
Follow us on
Jack Axes is St. John's first indoor axe throwing facility. We offer a safe, fun, and competitive alternative to your usual night out. Enjoy an ice cool beverage while you watch your friends or coworkers enjoy this most Canadian of sports. There is no experience that quite compares to the sight, feel, and sound of that first axe biting into wood. Tel: 709-221-6525 Web: www.jackaxesinc.com Facebook: Jack Axes Twitter: @Jackaxesinc Instagram: @jackaxesinc
I 31
the economy Newfoundland & Labrador
FLASH SHEET
Percent Change
Current Month
Same Month Last Year
NL
Canada
Thousands
530.4
529.4
0.2%
1.3%
Thousands
229.3
231.5
-1.0%
1.5%
Percent
13.8
14.2
-0.4
-0.4%
All-Items (January, 2017)
135.3
129.2
4.7%
2.1%
Food (January, 2017)
144.5
146.7
-1.5%
-2.1%
Energy (January, 2017)
170.0
141.2
20.4%
12.1%
All-Items excluding Food and Energy (January, 2017)
127.2
122.3
4.0%
2.2%
Tonnes
1,574,593 p
1,520,750
3.5%
15.2%
$ Thousands
832,488p
821,814
1.3%
4.0%
Number
1,835
1,882
-2.5%
-2.9%
Housing Starts, All Areas (4th Quarter, 2016)
Number
381 p
488
-21.9%
-1.7%
Median House Price - Bungalows, St. John’s (4th Quarter, 2016)1
Dollars
306,279
316,324
-3.2%
--
Barrels
76,744,587 p
62,673,280
22.5%
--
POPULATION: (Estimated as of October 1, 2016) LABOUR: Employed, Adjusted (January, 2017) Unemployment Rate, Adjusted (January, 2017) CONSUMER PRICE INDEX (2002 = 100):
VOLUME OF IRON ORE PRODUCTION: (December, 2016) RETAIL TRADE (NAICS): Unadjusted for Seasonal variation (December, 2016) NEW MOTOR VEHICLE SALES: (December, 2016) HOUSING:
OIL PRODUCTION: (December, 2016)
For more information contact the Newfoundland and Labrador Statistics Agency. Source: Economics and Statistics Branch (Newfoundland and Labrador Statistics Agency), Department of Finance
Dedicated to helping your business succeed Whether you need advice on tax planning, managing cash flow or strengthening your operations, our St. John’s office is ready to help. Let’s start the conversation. kpmg.ca/stjohns
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APRIL/MAY: 2017
BUILDING A
BETTER
GATEWAY. Upgrading your airport experience in 2018.
The St. John’s International Airport Authority is dedicated to providing an outstanding passenger experience. We take pride in our role as the premier gateway to Newfoundland and Labrador and continue to seek ways to exceed passenger expectations.
To date, we’ve made significant investments in our Airport Improvement and Expansion Plan to enhance Airport facilities and services and will continue to do so as we build our capacity to welcome 2 million passengers by 2021.
Visit stjohnsairport.com for more information.