Issue #3 - March 2013
National Energy Business Centre of Excellence (NEBCE)
Canada’s First Nations Energy Publication
SAFETY’S
BEST Haztech Soars to New Heights
Women in the Industry Part 2 of 5 Q & A Series
Demand Side
VS
Supply Side Management
This Month’s Profile: Membertou First Nation
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Issue #3 - March 2013
National Energy Business Centre of Excellence (NEBCE)
Table of Contents MESSAGE FROM THE DIRECTOR Focus on Partnerships
Partnering for prosperity First Nation’s In The Potash Sector
Safety’s best Haztech Soars To New Heights
Profile Membertou First Nation
NATIONAL RES
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National Reservation Economic Summit 2013
women in industry Cheryl Cardinal Director National Energy Business Centre of Excellence Indian Resource Council Lynn Calf Robe Manager of Business Development National Energy Business Centre of Excellence Indian Resource Council Nathan Elliott Contributing Editor David Blondeau (Maxpo Communications Inc.) Design and Layout Curtis Comeau / Shawn Hazen Chandler Willie / Danielle Hartley Judy Desjarlais Photos Nathan Elliott / Cheryl Cardinal Lynn Calf Robe / Marc Soulliere / Deanna Burgart Writers
Part 2 of 5 - Q & A Series
VERSUS Demand Side vs Supply Side Management
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NEBCE Mandate
“Supporting First Nations in their efforts to attain greater management and control of their energy resources.” Elements© is a monthly publication distributed by National Energy Business Centre of Excellence (NEBCE) and IRC Inc. Any use of content or duplication without written consent is not permitted. For any information, please contact Cheryl Cardinal at cherylc@fnet.ca.
message
from the director Cheryl Cardinal Excellence. An over-arching theme of the piece is that, profits and economic growth aside, the health and safety of workers should be the most important consideration for any company working in the energy and resource sectors or elsewhere.
Once again, the National Energy Business Centre of Excellence has worked diligently to bring issues forward to foster First Nations economic success in the energy and resource sectors. This issue has focussed on several key topics central to building First Nations capacity, in particular, creating meaningful partnerships to heighten First Nations opportunities in our traditional territories and beyond.
In another dynamic piece, Nathan Elliott, President of the Insightgroup, highlights the role that First Nations play in Saskatchewan’s potash sector, detailing some of the innovative partnerships that exist and how, in many cases, First Nations are leading the charge in establishing them.
It is no secret that many companies working in the energy and resources sectors are looking to work with First Nations more than ever before. In order to engage effectively, First Nations must focus on education, as well as more clearly understand the direction that we want our communities to go when it comes to firmly establishing ourselves in the Canadian and international economies.
Our second instalment of Women in the Industry highlights Judy Desjarlais and her company Top Notch, which provides services to the oil and gas sectors in British Columbia. While she has faced many challenges in building her company, Top Notch is now reaping the benefits from an energy sector in dire need of services that Top Notch provides.
Recently, I attended the Missouri River Energy Summit in North Dakota with a group of Canadian delegates from the Indian Resource Council, First Nations communities and the President/ CEO of the Saskatchewan First Nations Natural Resources Centre of Excellence. The Canadian delegates were able to discuss opportunities that exist for our people and how we can start taking advantage of the opportunities on our lands. The information that was shared among the Native American tribes discussed many of the issues that we face here in Canada. Through our experiences, we are able to sit and discuss clear issues that we face and how we have overcome them. Chief Delbert Wapass, Chairman of the Indian Resource Council, shared the experiences that many First Nations in oil and gas development faced and have overcome in energy and resource development sector. He shared how different nations have chosen to develop and even though their approach to development is different and unique, it fits within the needs of the community to take full advantage of the opportunities that are currently within our communities. It is through events such as these that allow First Nations and Native Americans to network and understand challenges that we face in our communities and create our own solutions that work.
These are just a few of the exciting pieces that adorn the pages of our ever-evolving publication. As we have made clear in previous issues, Elements employs the elements of Earth, Fire, Wind and Water as common themes of understanding energy and resource development, both on and off reserve in Canada today. Earth includes mining as its main focus. Fire shares stories from the oil and gas sectors. Wind highlights a number of First Nations wind energy activities currently underway. Finally, Water includes information on protection and understanding of this great Canadian resource. Thank you for helping make our vision a reality and for propelling our movement forward. We firmly believe that information is power. We hope that our publication will empower both First Nations and non-First Nations who are attempting to better understand the energy and resource sectors, and our place within them, today.
The columns in this issue highlight a range of successful partnership, and other exciting industry stories. We discuss another opportunity where First Nations and Native Americans have come together to learn from each other at the Reservation Economic Summit organized by the National Centre for American Indian Enterprise Development (NCAIED) based out of Mesa, Arizona. This conference is an annual event and has delegates from Canada and the United States. Providing more opportunity for First Nations and Native Americans to learn from each other towards our own path of economic stability.
Respectfully,
Cheryl Cardinal
In our feature piece, Haztech discusses its work in the areas of health and safety, and it includes commentary on its First Nations partnerships, including with the National Energy Business Centre of elements
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Partnering For Prosperity: First Nations in the Potash Sector by Nathan Elliott
potash producers as partners, at a time when labour is in short supply due to rising potash demand and mine expansion projects.
A version of this article first appeared in the Inaugural issue of PotashWorks Magazine, January 2013. Mining is the backbone of the Saskatchewan economy. The sector stimulates economic growth, job creation and spin-off activity in urban centres, in rural areas and, more recently, in First Nations communities across the province. Several of these communities are capitalizing on the continuing strength of the mining sector by aligning with leading industry players in a series of innovative partnerships.
While the story of First Nations partnerships in the potash sector is still in the early stages, this reality does not disguise the fact that major inroads are being made. Case in point, the Saskatoon Tribal Council (STC), an organization representing seven Saskatoon-area First Nations, has formed a series of partnerships with potash companies focused on developing recruitment, education and workplace strategies. A workforce partnership with PotashCorp allows STC to assist the potash company in the recruitment, short listing and first level interviews of STC members competing for PotashCorp positions. Early results are promising, pointing to more job applications from STC members. “Our goal,” says STC Tribal Chief Felix Thomas, “is to build a path for greater inclusion and participation by First Nations in the opportunities at PotashCorp.”
Nowhere in the province are partnerships making more inroads than in the provincial north. David E. Smith, Senior Policy Fellow at the Johnson-Shoyama Graduate School of Public Policy, describes as “an economic pole attracting international business to traditional First Nations lands.” Although uranium in northern Saskatchewan has been mined for more than fifty years, the industry has undergone unparalleled growth over the past decade. Through its Kitsaki Development Corporation, the Lac La Ronge Indian Band has contributed to this growth through long-lasting partnerships with Cameco and AREVA by providing transport, road construction and catering services to the region’s uranium mining giants.
Other potash partnerships show promise. In April 2012, ATCO Structures and Logisitics received a multi-million dollar contract to design, construct and operate a 2,586-person turnkey workforce housing lodge for BHP Billiton’s Jansen Potash Project, 140 kilometres east of Saskatoon. While development plans for the mine remain up in the air, ATCO has partnered with First Nations groups in the Touchwood Hills area of Saskatchewan, including the George Gordon First Nation, Day Star First Nation, and Kawacatoose First Nation to help deliver components of the agreement.
In the southern part of the province, there is also a flurry of mining activity in the potash sector. Following the lead of their northern counterparts, here we see the business needs of potash companies meeting economic development opportunities and challenges provided by Saskatchewan’s youngest and fastest-growing demographic. In response, First Nations groups have joined
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In the potash sector, First Nations groups have not only partnered to focus on workforce and education strategies, but also have worked to advance a First Nations equity stake in the development of the resource. Companies from as far away as China and India have approached First Nations to develop the resource sitting literally underfoot. The partnership agreement reached by the Kawacatoose First Nation and Native American Resource Partners (NARP) in early 2012 to help develop potash reserves makes the point. Recognizing that potash mining was going on all around them, Kawacatoose leadership decided to act. Chief Darrin Poorman notes, “We know we sit on the richest deposits of potash…. We’re going to move forward as a collective, not just as Kawacatoose…. I believe we can do things as one voice as First Nations people…. We have to start doing things for ourselves.” At the same time, the Muskowekwan First Nation gave approval for a proposal to designate lands for exploration of potash – and a potential mine site. Under the agreement, Encanto Potash Corp has access to all of the potash rights under the 16,830-acre Muskowekwan’s home reserve and its Treaty Land Entitlement reserve lands comprising 15,500 acres.
underestimated. The scale of the potash sector, its proven returns to date, in both revenue and employment, and the possibility for aligning entrepreneurial First Nations groups with well-established industry partners are attractive features. Cheryl Cardinal, Director of the National Energy Business Centre of Excellence notes, “While many of the First Nations partnerships in the potash sector are new, the focus has been and should remain on treaty principles of respect, consultation and understanding.” Blaine Favel, President and CEO of One Earth Oil and Gas echoes this sentiment, “The engagement between First Nations peoples and the potash industry, while overdue, is welcome as it aligns labour force needs of producers with the growth of a young, rural-based First Nations population. It is a win-win-win proposition for industry seeking a new generation of workers, for First Nations peoples striving for economic self-sufficiency, and for a society striving to ensure the benefits and growth of this pivotal sector which is shared by all.”
Despite all the traction, the road is not without its challenges. Few First Nations-owned and operated businesses currently serve the mining industry in southern Saskatchewan. Further, many First Nations people fall short of the grade 12 education needed to apply for positions in the potash sector. As a result, additional work is needed in order to continue to bridge the gap between education levels in First Nations communities and what is needed to work in the industry. The barriers to entry do not stop at education. Wesley McDougall, President of the Aboriginal-owned and operated engineering firm Canadian Plains Mechanical (CPM) laments, “In CPM’s early stages, potash companies saw the promise in our business and were helpful, even outlining the necessary steps towards becoming a vendor. Now that CPM is a qualified vendor, the opportunities to work in our areas of expertise have not materialized and we are only invited to bid on projects passed up by other firms. It is frustrating, but we remain optimistic that we can work with potash producers to prove to the world that First Nations people can partner with industry to play key roles in major infrastructure projects.”
These principles will be needed to sustain long-term relationships and agreements that will stand the test of time by keeping industry profitable and by helping create economic space for First Nations peoples.
Despite these challenges, the reciprocal rewards for both First Nations people and potash producers cannot be elements
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SAFETY’S
BEST by Nathan Elliott
It is a sunny morning and we are flying at 21,000 feet onboard the HazAir C-GJVE plane en route to an aerial tour of Mosaic’s K1, K2 and K3 potash mines near Esterhazy, Saskatchewan.
Haztech Soars to New Heights in Health & Safety A similar version of this article first appeared in the inaugural issue of PotashWorks Magazine, January 2013.
Haztech’s rise to the top of Saskatchewan’s health and safety service chain is made clear when the pilot doubles back for a second pass of the expansive mine sites. Still firmly pressed against the window, the Regina born and raised paramedicturned-firefighter-turned-entrepreneur points out that, “On this site alone we have a team of physicians, registered nurses, emergency medical technicians, occupational health care technicians, occupational health and safety practitioners, not to mention a fleet of specialty vehicles and equipment.” “Safety,” he lectures intensely, “is serious business, because the first wealth is health.” The intense focus on surpassing all legislated health and safety requirements represents the Haztech difference. With a holistic service catalogue and a large fleet of medical units, Haztech has developed the capacity to provide innovative training, education and response to companies committed to safely returning workers to their families.
Since takeoff, Shawn Hazen, President of Regina-based Haztech Group, has been nose-deep in his iPhone when the pilot announces that we are approaching the mine sites below. Excited, Hazen looks out the window and says, “Potash is not only one of Saskatchewan’s great industries, but one of the world’s great industries. We are thrilled to play a small part in it.”
As a new father himself, Hazen recognizes that even in the energy and resource sectors ongoing race for profits and market share, the health and safety of workers reigns supreme. “At the end of the day, people are the engine that drives our economy. These are mothers, fathers, daughters and sons just trying to making a living. They deserve to be safe,” he asserts.
The small Haztech part Hazen describes is an understatement. Coming up on its 7th anniversary, Haztech has evolved from having one ambulance with a small list of services, to becoming the “new standard” in health, safety, fire, rescue, security and training. With 100 employees in sight, and a new occupational health centre set to open in June 2013, the company provides services to industry heavyweights, including Enbridge and COOP Refinery Complex. It also counts BHP Billiton, Vale and the Mosaic Company amongst its current crop of potash sector clients.
The Mosaic Company echoes this philosophy. William Holder, Mosaic’s Director of Health, Safety and Security notes, “Creating a safe environment and, in turn, a safe Mosaic, remains our top priority. We consider one injury to be one too many.” He continues, “We are relentless in our pursuit of an injury-free workplace, and we work hard to build a
“Safety is serious business, because the first wealth is health.”
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strong safety culture. Therefore, we view Haztech as a strong champion for our employees’ health and well being.”
Centre of Excellence, Hazen is aiming for 20 % First Nations employment in the company in the near future, and is focussed on engaging communities throughout Western Canada in an attempt to encourage more First Nations people to consider the health and safety fields for employment.
Still, energy and resource development has its risks. It is labour-intensive, requires heavy machinery and employs large numbers of people. Invariably, emergencies do happen that require immediate response. Haztech has quickly become a go-to industry source for providing this response.
With its focus on inclusion, Haztech’s future is bright. It has recently launched HazCare, a specialized occupational, health-focussed division servicing Haztech clients – the first of its kind in Saskatchewan. Dr. Robert Horner, Haztech’s Chief Medical Officer notes that, “Our HazCare model takes a more direct approach to treatment. Our team provides an integrated care model, whereby we coordinate all aspects of patient care – from diagnosis to a final return to work.” The Haztech difference does not stop here. The company is on-track to establish its full slate of services in Calgary and Fort McMurray, in a desire to replicate some of its Saskatchewan successes in the bustling Alberta economy. As we begin our descent into Regina, morning has now turned into afternoon. Our tour at 21,000 feet is over. It has literally provided a birds-eye perspective on health, on safety, on potash, on First Nations, and on a company that brings them together. Despite Haztech’s success thus far, its president looks ahead, “The sky is the limit, but we are heading for the moon.”
While Haztech’s growth has been swift and its impact on the industry clear, it has not been without its growing pains. Like other industries, health and safety suffers from a perpetual shortage of qualified personnel, a reality Hazen knows firsthand. “If they were available, I would hire 10 EMTs tomorrow. This is one area where we are committed to increasing First Nations opportunities, but it does not happen overnight,” he suggests. “First Nations,” Hazen asserts, “represent both a current and potential labour pool for our company.” Through partnerships with the several First Nations organizations, including the National Energy Business
Nathan Elliott, President, The Insightgroup, a full service research and strategic consulting firm for the energy and resources sectors.
“First Nations,” Hazen asserts, “represent both a current and potential labour pool for our company.” elements
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PrOFILE MEMBERTOU FIRST NATION Located on Unama’ki (Cape Breton, Nova Scotia)
their Nation to pursue education and employment around the country. He asked them to come back and build the community and change the way that business was done within the Nation.
We Are
MEMBERTOU
With a focus on sound leadership principles, transparency and accountability, Membertou was able to forge a new economic frontier. A frontier which incorporates the innovations of a modern economy, with indigenous knowledge rooted in principles of conservation, sustainability of resources and reverence for both land and waters. The Nation uses sustainability, conservation, innovation and success as its “pillars for achievement,” and incorporates these business principles into their daily business practices. These pillars embrace a “Treaty Economy” perspective, including Canadian First Nations and Native American people’s to create sustainable economic growth. Under Chief Paul’s leadership, Membertou has also doubled its community land base.
The Membertou First Nation is rich in its past, its people and if its recent economic success is any indication, its long-term potential. Membertou was named after the Grand Chief Membertou, who lived from 1510-1611. The community, which belongs to the great tribal group of the Mi’kmaw Nation, is situated three kilometres from the heart of the city of Sydney, Nova Scotia, within its tribal district of Unama’ki (Cape Breton). Membertou is one of the five Mi’kmaw communities in Cape Breton, and one of thirteen in the Province of Nova Scotia. It is an urban community consisting of 1260 people, and one of the five communities that make up the Cape Breton Regional Municipality, with a total population of over 115,000 people. This community has utilized their location and unique business approach to diversify its economic development portfolios and, in turn, has become a model for emulation across the country.
Much of Membertou’s diverse portfolio is managed by the Membertou Development Corporation. With offices in the community and in Halifax, the Nation boasts renewable energy, hospitality, gaming, geomatics, market, Heritage Park, and information technology, amongst its current crop of business focuses. Most of the departments have been ISO certified in the Development Corporation: this is the first Aboriginal government in Canada and in the world to be ISO certified with the ability to bid on numerous contracts. Through the corporation, the Nation seeks to meet the opportunities and address the challenges of a globalized world.
This community has not always been in its present location, having previously been located off Kings Road, along the Sydney Harbour. In 1916, the relocation of the 125 Mi’kmaq was ordered – the first time a First Nation community had been legally forced through the courts to relocate in Canadian history. In 1926, the Membertou community was officially moved to its present location.
As part of its clear business development strategy, Membertou now emphasizes wealth creation over job creation to foster long-term sustainability. Further, through developing strategic alliances, the Development Corporation has been able to diversify its portfolios to create much-needed stability. As well, Chief Paul initiated proactive education and career related training programs for the Membertou community members in order to maximize employment opportunities that arose from the newly-formed strategic alliances.
While Membertou is currently experiencing an impressive run of economic success, community economic prosperity has not always been the case. Terrance Paul became Chief of Membertou in 1984. Upon his election, he knew he wanted something different for his people. With a $4 million dollar budget and $1 million annual operating deficit, change was a must. To ignite this change, Chief Paul recruited band members who had left elements
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Photo: Membertou Powwow
One exciting area of economic development where Membertou has been working is in renewable energy. With today’s growing concern for the world and the carbon footprint that will be left behind, the Membertou Corporate Division and GrupoGuascor/ Dresser-Rand entered into a joint venture to create Anaia Global Renewable Energies (AGRE). The company markets renewable energy solutions to Nova Scotia, and throughout North America. AGRE offers customers turnkey energy solutions including design, engineering, construction, operations and maintenance services. Membertou recognizes that GrupoGuascor/Dresser-Rand is a global leader in renewable energy, including solutions in bioenergy, waste heat recovery, solar, and wind. This is the primary reason why the community chose to do business with them. When undertaking its due diligence on the company, Membertou was particularly interested in the work that GrupoGuascor/ Dresser-Rand had done for the remote, rural and indigenous communities in the Amazon rainforest. Presently, it has 63 plants in the Amazon, producing 200 MW of electricity, as well as employing 500 people. This unique partnership has poistioned AGRE to provide a vehicle for sustainable economic growth, a positive step in minimizing the carbon footprint that will remain for future generations.
It is clear that Membertou’s successful economic development initiatives show no signs of slowing down. With an intense focus on sound leadership, wealth creation, sustainability and fostering treaty principles, Membertou is well-positioned for continued growth and to push the boundaries of what First Nations economics can achieve. Photo: Membertou Meeting
Initiatives like the AGRE partnership are a sign of Membertou’s commitment to pushing the barriers or what can be done in First Nations economic development. Over the last ten years, Membertou’s budget has grown from $4 million dollars, to a current $113 million dollar operating budget. Just as compelling, the number of employees has jumped from 37 to 531. Other initiatives launched by the Nation include: the Membertou Market, Membertou Geomatic Solutions, the Membertou Trade and Convention Centre and most recently, their hotel The Hampton Inn by Hilton, Membertou which opened last spring in a partnership with the D.P. Murphy Group. Photo: Hampton Inn
MEMBERTOU
111 Membertou Street Membertou, Nova Scotia B1S 2M9 Canada Tel: (902) 564-6466 Toll Free: (800) 617-6466 Fax: (902) 539-6645 Membertou Corporate Division TD Centre 1791 Barrington Street, Suite 300 Halifax, Nova Scotia Canada, B3J 3K9 Tel: (902) 429-5445 Fax: (902) 429-5461
www.membertou.ca elements
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d on THE RES r o W
by Deanna Burgart, CET EIT
Victoria Labalme, a motivational speaker and facilitator, has worked with several Fortune 500 companies to inspire, engage and improve their bottom line by weaving art and creativity into business. During her keynote, she introduced the audience to The Prism Effect ™ and finding your passion and purpose - or “Through Line.” Victoria also spoke about listening and she made a valid point through telling her audience that although many in business attend training on leadership, presenting, speaking, and communicating – very few attend formal training on the topic of listening. Both her keynote and her workshop on listening were inspiring and received with both gratitude and enthusiasm from the packed rooms.
Leadership and listening were two key messages throughout RES - the 2013 National Reservation Economic Summit in Las Vegas, Nevada from March 11 – 14, 2013. Steven B. Wiley, keynote speaker from the Lincoln Leadership Institute at Gettysburg who has influenced organizations such as Kellogg, Ford, Wells Fargo, Home Depot and more, shares that “We could be better leaders, in large part because we could be much better listeners.” He explains the difference between Transactional Leaders and Transformational Leaders. Transactional leaders utilize HR processes and their authority to plan, organize, control, coordinate and direct. Transformational leaders do much more. They operate from their own experiences and personality. They lead based on their value system and they envision, enable, role model, build culture, co-create, and listen.
RES is presented by the National Center for American Indian Enterprise Development (NCAIED), a national 501(C)(3) nonprofit American Indian economic and business development organization. The organization was founded in 1969 by a small group of seven American Indian community leaders based in Los Angeles, California. It was initially named the Urban Indian Development Association or UIDA. UIDA worked with both government agencies and corporations to assist American Indian enterprise development. Working with several influential US Senators, the UIDA changed its name to the National Center for American Indian Enterprise Development in the late 1980s. This change reflected both an increase in scope of services, as well as a focus on both urban and reservation-based economic development. The organization relocated to Arizona and now owns a 10,000 square foot building in Mesa, Arizona, which serves as its corporate headquarters. The theme of the 27th Annual conference was “Honoring Our Past…Defining Our Future” and entwined Ancient Cahokia into the present day with images, stories and history. From the conference program, “The Cahokia Mounds represents the largest archeological site north of Mexico. The community consisted of large communal plazas, grand architecture, and established religious, ceremonial and residential infrastructure. – Cahokia, is the pinnacle achievement of the Mississippian culture. Our National Reservation Economic Summit is a modern day version of Cahokia. The RES event gathers our Native People from all across North America, participants from around the world and brings us all into one location to do business and to talk about economic development. It is only by working together that we can grow our communities for the betterment of future generations.” The RES event was filled with diversity and culture and featured breakout sessions on Native Economic Development on topics including, but not limited to, gaming, energy, construction, corporate procurement, global enterprise, taxation, government
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programs and legislative updates and leadership. The week also included a two day Trade Show and Procurement Expo, an American Indian Art Market (which included many artisans from Canada), live entertainment and engaging keynotes and receptions. The conference provided a variety of networking events, a Business Leaders Forum and NCAIED’s 40 under 40 business mixer and awards presentation.
hundreds of millions of dollars to Indian Country, but they can’t find us because we’re focused on little pots of opportunity. The potential for us is limitless.” David Hinson, Director of the Minority Business Development Agency, states that he has $700 million in Australian contract opportunities on his desk in Washington – many which represent a chance for Native American businesses to connect with Aboriginal Australian enterprises. Many companies at the Procurement Expo such as Coca Cola, MGM Resorts International and Raytheon showcased their commitment to Supplier Diversity, and were present to connect with Native businesses.
Mr. Frank Oz, creator of the Muppets and voice of Yoda, as well as director of many successful films, attended both the golf tournament and was also a keynote speaker for a lecture entitled “A Conversation with Frank Oz.” In an honest and humble interview with NCAIED President and CEO, Gary Davis, Frank discussed his work with Jim Henson, his thoughts on working with George Lucas as Yoda and his work as director. Throughout the conversation, Mr. Oz shared his own life lessons that included: the importance of authenticity, perseverance and learning from your mistakes. One key piece of advice he gives to Indigenous youth on finding their passion is to “be authentic”.
The final day of the conference was a day to showcase the work of Native women. Highlighting this day was a luncheon which included an exhibition at the Women’s Runway Fashion show produced by Pam Baker of British Columbia’s Touch of Culture, and a beautiful performance by Cherokee Tabitha Fair and a presentation to Roxie Schedke of NCAIED’s National Native Women Business Owner of the Year. The recent passage of the Violence Against Women Act in the United States was celebrated by a loud cheer from the audience. The afternoon included a Women in Business panel, where participants shared their experience as “Native, entrepreneurial trailblazers”. RES was an informative and valuable event that was attended by over 2500 delegates from the United States, Canada and around the world. It focused on helping Native owned businesses, leaders and entrepreneurs (many of whom are in the energy and resource sectors) learn ways to expand their business and connect with one another. Many large corporations with “Supplier Diversity Programs” were also in attendance to make valuable connections with Native owned businesses. Community leaders from reservations and Canada’s First Nations were present to connect with one another and do business. The energy throughout the week was positive, productive, tangible and it afforded many people the opportunity to gather in one place and share successes, best practices and build relationships for the future. Top quality keynoters shared principles of listening and leadership, both instrumental to success. This was my first year at RES, and it definitely will not be my last. Top Left Photo: Gary Davis & Fank Oz Bottom Left Photo : National RES 2013 Board of Directors
There was a strong focus on Native American and Indigenous unity on a Global scale, which came across in the keynotes and breakout sessions. NCAIED President and CEO, Gary Davis, stated, “It wasn’t just one tribe that achieved economic and cultural success at Cahokia, it was multiple tribes…who understood that they could get more done together than we can apart.” At a breakout session on global enterprise, he also stated that he consistently meets with corporations, “who want to give Above Photo: Native Dancer Welcomes - Inset Photo: RES TV
Photos Courtesy by Chandler Willie, NCAIED
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WOMEN Industry
in the
by Lynn Calf Robe This month the National Energy Business Centre of Excellence sat down with Judy Desjarlais, owner of Top Notch Oilfield Contracting located in the British Columbia, Canada and asked her a series of questions about her company, her career and her exciting life. I am self-employed and owner of Top Notch Oilfield Contracting Ltd. We supply general oilfield labourers for road and lease construction, Certified Fallers for seismic line cutting, equipment for road and lease construction, and picker truck service for our “Hot Shot� department.
Judy Desjarlais Manager of Top Notch Oilfield Contracting Ltd of North East BC.
5 Part Q & A Series - Part 2 Q: How long have you been working for the company? A: I have been in business for nine years with my business partner and husband, Boomer Desjarlais. Q: Why did you choose a career in the industry? A: I love a good a challenge. We recognized that there are numerous opportunities in the industry and a need for labourers, so we went and capitalized on it. We have created employment opportunities. Currently we have six full time employees in a variety of roles including: Certified Chainsaw Operators, General Oilfield Laborers and Equipment Operators. We also have a Picker Operator for our Hot Shot Division. We have a great team that strives to be Top Notch, with a focus on keeping our clients happy. Q: What kind of training is required for your occupation? A: I had not taken any training really. I always had a dream to be self-employed. I had a grandmother who raised me; she was a great teacher and role model that I had growing up. I have an aunt who is a lawyer and a mother who is a businesswoman - they worked many years in the corporate world. These ladies were my inspiration. Still, being young, I was not really sure what I was going to do. My husband had come from a family of entrepreneurs and business owners so he had a sense of business skills and operations management, required for starting a business. We saw the opportunity and did our best to capitalize on it. Having my husband as my business partners has been invaluable. You can share a common vision, but still have different inputs and ideas -- it makes it easier to put your plan in action. Q: What qualities do you bring to the job? A: I went to college and have taken a business management course. I also took a bookkeeping course and a few other administration courses to make me more hands on in the administration end of things within the corporation. I must confess, I have not always been hands on with looking after the administrative side of things. I hire professionals for this part, and if anything - my biggest advice is learn all you can in regards to administration, both in the field and out of the field, I am hands on with both. Q: What is a typical day like for you? A: It starts by waking up to my three beautiful babies, then seeing them off to school. I then begin my work day in the office, organizing and managing paperwork. Once that is complete, I am out in the field with my husband ensuring everyone is in compliance and my clients are happy. If there is a problem, we address then and there. Q: Energy is perceived as a male dominated industry, what has been your experience been like? A: It has been no challenge at all - we work within a region where everyone knows everyone and they pretty much respect that I am there to do business and offer a service to them that I take very seriously because it’s my livelihood. My clients can almost expect to see me out in the field daily, or helping the guys with whatever task they are doing. Q: What are three things you like about your job? A: I love the outdoors. I work in the mountain surroundings so I get to see a beautiful sunrise, amazing sunsets and breathtaking views daily. I love the flexibility that I have between family and work. I love that I can work alongside my husband when I am in the field. Most of all, I love meeting new people and the new opportunities we encounter daily. Q: What have been some challenges associated with your line of work? A: I would say finding good stable employees and hoping that we can retain them. We can be flat out for a few months and then sit for a month. It is hard to keep our team busy, because within this sector things change and you never know what will happen in day-to-day operations. We have a great team of employees now and so far we have been able to keep them working full-time. We have been truly blessed. Q: How did you overcome these barriers? A: We have diversified and expanded our service offerings. We expanded into trucking service in our Hot Shot division, and a have purchased few pieces of equipment to respond to industry demand. Q: What advice do you have for other women who are interested in pursuing a career in the industry? A: If you have a goal, stay motivated. We are idle no more and must show the world what we can do!!
elements
- Issue #3 / March 2013
14
National Energy Business Centre of Excellence (NEBCE)
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Demand Side vs Supply Side Management By Marc Soulliere - President/CEO, TWN Wind Power
What exactly are Demand Side Management and Supply Side Management and how do they relate to each other?
Further, utilizing an alternative such as a Solar Tube can make a big difference. Most warehouses have large, open ceilings and can take advantage of solar tubes. These ‘fixtures’ magnify the sunlight so you can use the sunlight during the day to provide lighting and the existing light fixtures at night.
Demand Side Management (DSM) involves actions that influence how much energy you use or when you use energy. The goal of DSM is to encourage users to use less energy during peak hours, or to move the time of energy use to off-peak times such as night time and weekends. Peak demand management does not necessarily decrease total energy consumption, but it can play a part in reducing the need for investments in power plants. DSM is an effective way to manage your overall energy picture.
2. Know your Smart Meter A smart meter keeps track of your energy consumption in small intervals of time (usually an hour or less) and communicates that information back to your utility company so they can bill you accordingly. These meters know what time of the day you’re using energy and how much is being used, so always be aware of peak times so you can avoid paying extra.
Supply Side Management (SSM) refers to activities conducted on the utility’s side of the customer meter. So, in other words, how energy is provided to your organization. This can include traditional utility-scale energy, (Hydro, Coal, Nuclear) and Renewable Energy sources (Wind, Solar, GeoThermal, Biomass). Installation of your own renewable energy facility (small wind, small solar, biomass etc) can supply your facilities with the energy generation independently.
3. Switch it off! Just because electronics aren’t being used, doesn’t mean they are not consuming electricity. Turn off or unplug any appliances when they are not being used since they still consume electricity in standby mode. You can also install power bars so you can easily access the plugs for multiple electronics and turn them all off with the simple flick of a button.
According to the World Energy Council (WEC) and the Energy Information Administration (EIA), in the absence of new government policies, the world’s energy needs will rise inexorably. World primary energy demand is projected to expand by more than half between now and 2030.
4. Programmable Controllers Why heat a room or keep lights on when no one is there? Install a programmable system which controls lighting, ventilation and temperature to knock down building room energy inefficiencies.
How can communities integrate DSM into buildings? Energyefficiency retrofits are the “low-hanging fruit,” with fairly simple implementation for immediate reduction of your energy profile, without the need for investment in new capacity generation.
5. Computer intelligence A typical desktop computer uses from 65 watts to 250 watts. When computers are left on overnight, they continue to consume electricity. There are software management solutions which help decrease the amount of energy computers and peripherals use, which considerably decrease overall energy costs per year. Using this type of energy management tool on an organization’s network has been demonstrated to save on average 200 kg of CO2 emissions per PC per year, and generate $36 per PC per year in energy savings.
There are many simple ways that communities and organizations can achieve energy-efficiency goals. Here are just a few examples: 1. Let there be light! One of the simplest ways to make a significant change is to invest in efficient lighting systems. Compact fluorescent lamps (CFLs) and LED lighting options use less energy, generate less heat, and last more than 10 times longer than the average incandescent bulb. Adding lighting motion sensors will increase the energy efficiency even further.
To learn more about other ways to energy efficiency visit the US Department of Energy online. These are just a sample of DSM actions to benefit community buildings. Start with a plan, and begin implementing some easy steps to reducing your overall energy profile.
Lighting retrofits may also be something to consider depending on the building type. Replacing existing fixtures with more efficient ones, including motion sensors, can greatly reduce energy costs.
elements
- Issue #3 / March 2013
15
National Energy Business Centre of Excellence (NEBCE)
National Energy Business Centre of Excellence 235 - 9911 Chiila Boulevard Tsuu T’ina Nation AB, Canada T2W 6H6 Tel: (403) 252-1702 Fax: (403) 252-3226 E-mail: cherylc@fnet.ca First Nations Website: www.fnresources.com Oil & Gas Website: www.nebce.com
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