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Contents

Volume 24 • number 8

on our cover…

Scott Saxberg, founder, president, chief executive officer and a director of Crescent Point Energy

PUBLisHErs

Pat Ottmann & Tim Ottmann

EDitor

John Hardy

CoPY EDitors

Lisa Johnston & Nikki Mullett Cher Compton cher@businessincalgary.com

AUGUST 2014 $3.50

ContriBUtinG DEsiGnErs Jessi Evetts Cole Ottmann

aDMinistration

Nancy Bielecki nancy@businessincalgary.com Kim Hogan kim@businessincalgary.com Melissa Arthur info@businessincalgary.com

www.businessincalgary.com

art DirECtor

rEGULar ContriBUtors Richard Bronstein Frank Atkins David Parker Lonnie Tate

tHis issUE’s ContriBUtors Heather Ramsay Stewart McDonough Andrea Mendizabal Parker Grant Dan Cooper Colleen Wallace Nerissa McNaughton

PHotoGraPHY

Cover photo courtesy of Ewan Nicholson Photo Video

aDVErtisinG saLEs

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Pays Off

sUBsCriPtions

Online at www.businessincalgary.com Annual rates: $31.50 $45 USA $85 International Single Copy $3.50

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EDitoriaL, aDVErtisinG & aDMinistratiVE oFFiCEs

Crescent Point’s Long-term Strategy

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Evelyn Dehner evelyn@businessincalgary.com Renee Neil renee@businessincalgary.com

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COVER 29 • Crescent Point’s Long-term strategy Pays off ... steady, solid, well positioned and patient

By John Hardy

Find us online!

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www.businessincalgary.com 6 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

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Contents

Volume 24 • number 8

THIS MONTH’S FEATURES 35 • Renos & ROI Investing in stunning kitchens and dazzling ensuites

By Dan Cooper

49 • Learning For Work Graduating work-ready employees

By Colleen Wallace

62

54 • The Real Reasons for Alternative Energies

Canada: the fifth largest energy producer in the world

By Parker Grant

58 • If the Shoe Fits…

You Don’t Necessarily Have to Wear It Advice for men on how to put their best foot forward.

By Nerissa McNaughton

62 • The Pros and Cons of Being Plugged-in It’s tricky and complicated but worth it.

By Colleen Wallace

49

65 • Consumer Mood While housing markets remain strong, consumer mood is cautiously optimistic.

By Heather Ramsay

67 • Calgary Head Office Feature 81 • Customizing It’s All in the Balls and Clubs your stuff

By Colleen Wallace

REGULAR COLUMNS 14 • The Pundit Effect

By Richard Bronstein 16 • Left Versus Right Matters in Economics

By Frank Atkins

COMPANY PROFILES 77 • Pekarsky Stein - 5 anniversary The Ultimate People Business th

17 • Fairy Tales

By Lonnie Tate 85 • Leading Business 89 • The Calgary Report Current developments for Calgary Telus Convention Centre, Tourism Calgary, Calgary Economic Development, and Innovate Calgary

94 • Marketing Matters

By David Parker

8 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

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Wo o d Auto m ot ive G ro up

Woodridge Ford Lincoln The Wood Group philosophy focuses on the customer and always providing exceptional products and service.

Woodridge is no exception.

It provides customers with every option, from new vehicle leasing to pre-owned sales.

Rory Wood, sales manager at Woodridge Ford Lincoln

T

he Woodridge name has long been a part of Calgary’s vibrant and successful business community, and is recognized as the “go-to place” for Ford and Lincolns. When Gerry Wood bought the dealership in 1983, he understood success would take a lot of hard work and the flexibility to adapt to change. “To be good in business means you’re always looking for ways to improve and you have to accept change as a key to your operations,” says Gerry Wood, president of the Wood Automotive Group.

One major change for Woodridge Ford Lincoln happened five years ago with the opening of the new store in Douglasdale. Travis Eade, Woodridge Ford Lincoln’s general manager, explains that the store was built to Ford’s exacting “Millennium Standard” which features extensive diagnostic equipment and shop technologies, specialized tools and protocols for maintenance and service.

The Wood Group philosophy focuses on the customer and always providing exceptional products and service.

Woodridge is no exception. It provides customers with every option, from new vehicle leasing to pre-owned sales.

“We have some very loyal customers who only buy from Woodridge and that’s because we strive to ensure that they

receive true quality, service and customer care,” explains Rory Wood, sales manager at Woodridge Ford Lincoln. “That means we stay in touch; we apprise them of new programs and opportunities to bring in their current lease and move into a newer vehicle that may better fit where they are in life,” adds Wood.

That cycle of vehicle lease is a win-win. It ensures they are meeting customers’ needs and at the same time, the dealership can continue to populate its pre-owned inventory.

“Our customers can be confident they’ll be buying a quality pre-owned vehicle, because we know the history of the cars in our lot including their service and maintenance record.

When you combine these elements, there is great value in pre-owned vehicles,” says Rory Wood.

The cycle of leasing and lease backs at Woodridge makes up over 80 per cent of the pre-owned inventory, and includes all makes and models, domestic and imported. “We are in business for our customers, and it helps that we are passionate about vehicles. Referrals are a large part of our sales and there is no greater compliment than a call from the friend or relative of a customer,” says Gerry Wood.

www.woodauto.ca | www.woodridgeford.com | 855.216.5629

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The Pundit Effect • Richard [title] • Bronstein [section]

BY RICHARD BRONSTEIN

The Pundit Effect

I

f pundits and pollsters really knew what they were talking about, we could save a lot of money by not having elections. All we’d have to do is summon the best and brightest punditti of the land to a conference every four years. They could debate and analyze for a couple of days and when they reached consensus the head pundit would emerge to tell us who will be our next prime minister and governing party.

We wouldn’t need campaign financing, we wouldn’t need an electoral bureaucracy and the rest of us could better spend our time on the golf course or the lakeside.

How much worse could the results be? I mean, it only took seven per cent of the qualified voters in Fort McMurray in a recent byelection to choose a new member of parliament.

This is not a slam against lazy voters, and it is not a backhanded critique of pundits. I love them and read them all. I love watching those political panel shows on TV. The best political pundits are cut from the same cloth as sports columnists. Who, but a freakish minority of us, pays close attention to game statistics? After we know the final score – who won and who lost – what most of us look for is the writer who can best tease out the lessons in life to be learned from the match.

That’s the nub of any sporting match – the hope we have invested. Were our dreams fulfilled? Did good triumph over evil? Or did fate deal us a bad hand again?

I’m not saying that politics is the same as sports. But neither is politics entirely rational. (Ask the pollsters what happened in provincial elections in B.C., Alberta and Quebec.)

Which leads us to a rather remarkable transformation that appears to be happening in federal politics – the rise of Justin Trudeau.

This relatively young individual has taken over a moribund Liberal party that was absolutely crushed in the last election and thrust it into first place in the polls. Yes, it’s true that the next federal election, expected in 2015, is a long way off and many things can change.

Just wait, they say, until the Conservatives blitz the public with hard-hitting negative messages. Wait, because the

14 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

inexperienced Trudeau may step on his tongue one time too many. Just wait, say others, for the heat of political battle to singe the young Liberal leader. Indeed, all these things and more can happen and Justin Trudeau could plummet like the temperature in January.

On the other hand, the Stephen Harper playbook (if he does decide to run again) just may not work this time. It worked against Stéphane Dion because nobody outside Ottawa and Montreal knew him. It worked against Michael Ignatieff because we didn’t know him either.

But today’s Liberal leader has a protective mantle, the Trudeau legacy. While that legacy may still taste like poison to some Albertans, it is a name of greatness in most of the rest of Canada.

The last time Canada mattered in the world was during the leadership of Pierre Trudeau. That’s when we had fame.

Through Pierre Trudeau we were all celebrities. Is it not possible that what we really long for – after a lengthy interregnum of dullness and modest ambition in our nation – is to dream big thoughts again?

The government of Prime Minister Harper has delivered competent economic management, which is not to be sneezed at, spiced with a few minor scandals and political offsides that don’t really amount to much. We know exactly what another four years will be like.

Are Canadians willing to be herded in the same direction again in 2015? Perhaps not. Justin Trudeau has charisma, he attracts crowds, and people are eager to be with him.

As the former prime minister, Brian Mulroney, said of him, “What’s not to like?”

In the battle for political hearts and minds, I think there are times when hope trumps fear. Justin Trudeau may just be the person who best embodies this quality in presentday Canada. The wheels may yet fall off his bandwagon, but for now, he seems to have piqued the interest of many Canadians.

It has nothing to do with facts or reasons or who is better able to run the country. It’s just a feeling that it is time for change and Trudeau’s timing may be just about right. BiC

Wo o d Auto m ot ive G ro up

Woodridge Ford Lincoln

W

hen drivers are looking for a new Ford or Lincoln, they know where to go – Woodridge Ford Lincoln. Gerry Wood bought the dealership in 1983 and understood that exemplary customer service would be at the heart of the business. He also knew that integrity and building lasting relationships were essential for success.

More than three decades later, the success of the Wood Automotive Group is testament to this solid foundation. “We are very passionate about vehicles and people. Our goal is to make sure every customer has a good experience and that they get exceptional quality and value in a vehicle. The customer is always top priority,” says Gerry Wood, president of the Wood Automotive Group.

Woodridge Ford Lincoln offers one of Canada’s best selections of new Fords and Lincolns and prides itself on meeting the specific needs of every customer. A revised leasing program is a perfect example. Traditionally, dealerships offer lengthy lease terms stacked with conditions.

Woodridge Ford Lincoln provides shorter term leases with greater flexibility and value.

Travis Eade, general manager of Woodridge Ford Lincoln, explains that nearly half of their customers lease vehicles, rather than buy. “Customers are looking to enjoy a vehicle for two to three years, be confident in the warranty program and have flexibility and options as their lives and needs for a vehicle change,” he says. That goes for individuals as well as corporations, as both closed and open-ended leases are available.

“With a lease you pay for what you use, instead of owning a depreciating asset at the end of the day,” says Eade. Clearly customers appreciate the lease cycle and the dedicated renewal team at the dealership. Paired with either in-house

Travis Eade, general manager of Woodridge Ford Lincoln

leasing or leasing directly from Ford, customers have the widest range of options and Woodridge Ford Lincoln ensures a smooth and seamless process.

While the Wood Automotive Group came from humble beginnings, today it is an industry leader and sets the standard for dealerships across Canada. “We are very proud of our entire team and will continue to constantly improve and grow. That’s the Wood Group way,” says Gerry Wood.

“Coming together is a beginning; keeping together is progress; working together is success.” ~ Henry Ford

www.woodauto.ca | www.woodridgeford.com | 855.216.5629

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Left Versus Right Matters in Economics[title] • Frank Atkins • [section]

By Frank Atkins

I

was recently at a business meeting, which was not supposed to have anything to do with politics.

However, as often happens at these meetings, the conversation drifted away from the business at hand and into the realm of politics. One of the individuals at the table offered the opinion that the “left versus right” way of doing politics is dead, and any politician who follows this is doomed.

I have heard this many times, and it always seems to come from individuals who, in the supposed old way of thinking, lean to the left side of the spectrum. However, as I tried to explain to the people at the table, the left versus right distinction has very important meaning in economic matters. How our political leaders view the amount of government involvement in an economy, and the resultant size of the government, is vital to the functioning of an economy. Big government, that is socialism, is very costly, and always implies larger spending financed by tax increases.

This is likely the reason why when Alison Redford, a “Red Tory” (really just a tax-and-spend Liberal), was first elected she floated the idea of introduction of a provincial sales tax. Now the idea a provincial sales tax has economic merit, but not if it is introduced simply as a new source of revenue to finance increases in spending.

These ideas are extremely important in light of the current race for

Left Versus Right Matters in Economics the Alberta Progressive Conservative leadership. The clear front-runner (at least at the time that I am writing this in early July) is Jim Prentice. Now Mr. Prentice is very clearly a “Red Tory.”

As such, he clearly eschews the left versus right distinction. This allows him to be as tax-and-spend Liberal without being labelled as one. This is clearly a brilliant marketing strategy.

As part of his platform, Mr. Prentice has announced that Alberta has “an incredible infrastructure deficit.”

I have heard these words before, but I have yet to see a shred of credible empirical evidence that this infrastructure deficit exists. It is true that in boom times people move here seeking employment, and this may give rise to the need for more roads and some other types of infrastructure. (Oddly, our mayor seems to believe that this gives rise to the need for more citybuilt recreation centres.) However, when the inevitable bust comes after the boom, a great number of these people leave Calgary to find jobs elsewhere. I am not saying that we may not need more infrastructure, but I cannot see the urgency that Mr. Prentice appears to see.

Continuing with his marketing strategy, Mr. Prentice has stated that, “This isn’t about ideology. It’s about people and the responsibilities of government.

Albertans understand we need these assets.” I think that Mr. Prentice may be purposefully confusing the follow-

16 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

ing two ideas. The idea that politicians have repeated the left-wing mantra that there is an urgent infrastructure need, so everyone must believe it, versus the question of whether Albertans actually believe that there is any kind of urgent need. Notice that Mr. Prentice labels infrastructure as assets, implying that if we get into any financial difficulty, we can just sell a road at some point in the future, much the same way in which you would sell a financial asset if you needed the cash.

The bottom line here is that left-leaning politicians have devised a marketing strategy that essentially paints them as non-left leaning politicians, because these labels are outdated. Then, when they get into power, they behave like left-leaning politicians, increasing spending and taxes, claiming that it is not about ideology, but this is what the citizens want. If you are voting in the Alberta Progressive Conservative leadership race in the fall, I hope that you can see through this strategy. The “left versus right” distinction matters for economics. BiC Frank Atkins is an associate professor of economics at the University of Calgary, a senior fellow at the Frontier Centre for Public Policy and a member of the advisory board of the Institute for Public Sector Accountability.

Fairy tales • Lonnie Tate

By Lonnie Tate

Fairy Tales

L

ast month I accused councilors at City Hall of fuzzy thinking. I’ve come to the conclusion they are worse than fuzzy thinkers. They believe in fairy tales.

Hans Christian Andersen couldn’t carry the sneakers of the people who are writing and thinking about Calgary’s Public Art Collection. Look at these examples lifted directly from the website:

Travelling Light ($471,000)

“In the shape of a ring, the sculpture represents the most iconic symbol of movement, the wheel. The arches of the street lamps rise from the apex, clearly and unequivocally anchoring the sculpture, while at the same time evoking the notion of constant movement. This dual meaning is reflective of the character of a bridge - a fixed, connecting location that serves movement and travel. Viewers may interpret the arches of the lamps as the handlebars of a high wheeler, the silhouette of a bird about to take flight or perhaps even a butterfly’s antennae. The radiant colour makes reference to the sky, which is always in the background, and contrasts with the bridge’s other functional elements.”

Steward ($250,000)

“Steward helps illustrate the cycle of storm water management at the Water Centre by being closely integrated with the building’s structure as well as the garden. Rainwater is directed from the Water Centre’s roof to the garden; the building’s leaders (downspouts) funnel the water onto three runnels (constructed riverbeds containing river rocks) leading to Sayre’s vessels. The garden collects and filters water in above-ground bio-swales (retention ponds) before being naturally transferred to underground cisterns for future irrigation use. The overall result of the collaborative garden project is a compelling and inviting opportunity to interact with the water harvest cycle at work and expresses The City’s commitment to manage our water resources carefully.”

Chinook Arc ($376,000)

“The artwork is an interactive, illuminated sculpture that emits a soft, internal glow. The concept reflects our impressions of Beltline as a well defined (sic), confident and vibrant

community. The shape draws inspiration from the historic Beltline Streetcar loop that once encircled the neighbourhood, as well as the Chinook arch phenomenon that periodically blankets the sky. These two identifying boundaries inspired the crisp edges and rounded curves seen in the work.”

The latter (Chinook Arc) is not technically on the website but will be when Barb Scott Park is opened. It is in the Belt Line where I live and as I watched its construction (over a two-week period) I thought it would be named The Laundry Bag. But then again, I do not write fairy tales. And how was I to know that it was going to have interactive lights that change color when people clap their hands or use their cell phones?

Who writes this stuff? Inspiration from a Streetcar loop?

It hasn’t existed in anyone’s living memory. And if you can find a visual relation between a streetcar loop and The Laundry Bag, I will eat it.

So back to Hans Christian Andersen. Like the child in The Emperor’s New Clothes who said: “But he isn’t wearing anything at all!” I say: “But this isn’t art at all!”

It is expensive non-art – these three were budgeted at about $1,000,000.

How can this happen? City Hall is allocating 1% of infrastructure costs to a Public Art Program. To date, 24 such projects have rung-up some $6,000,000 in expenditures which (for the most part) are non-art. That is what happens when allocations of funds are not tied directly to a project where costs and results would be monitored. There is some modest good news, council has reduced the allocation to one half of one percent … so there will be less bad non-art.

The scary part is there are at least twenty new projects in the funnel as everyone and their dog line-up for “free” funds to build more hair-brained monuments to bad taste. Even more scary; councilors are lining up to support projects for their particular wards. I have read some of the applications for funding. There are more fairy tales not dissimilar from the three quoted here.

This has to stop! Using seventeen meter hula hoops as light standards is not art!

But there I go expressing an overtaxed novice’s view of art forms. BiC

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 17

Off the Top • News

Rt. Hon. Brian Mulroney to speak at SOS Children’s Villages Calgary Leadership Luncheon Former Prime Minister Brian Mulroney will speak at the SOS Children’s Villages Leadership Luncheon on Friday, September 12, 2014. At the luncheon, Calgary’s business leaders and the public will hear Mulroney speak on “Leadership in Uncertain Times.”

Mike Jackson, managing director of Scotia Capital and a board director for SOS Children’s Villages says, “This event provides the leadership of Calgary’s business community to hear about leadership from an important figure in Canadian politics while at the same time providing an opportunity to support a charity that seeks to protect the world’s most vulnerable children.”

Founded in 1949, SOS Children’s Villages provides children who have been orphaned and abandoned with a caring, loving and secure family environment where basic needs for food, health, shelter and education are met. Over one million children in 133 countries benefit from the agency’s commitment to “a loving home for every child.”

“Brian Mulroney is a distinguished world leader whose leadership hastened the end of apartheid in South Africa and his economic policies provided the impetus for Canada’s impressive economic performance today,” notes Jennie Moushos, senior vice president western division of Intact Insurance Company and a board director for SOS Children’s Villages. “He is uniquely positioned to speak about leadership in uncertain times.

“This luncheon provides a oncein-a-lifetime opportunity to hear Mr. Mulroney speak to Calgary’s business leaders. It’s also a wonderful way to support SOS Children’s Villages’ lifesaving work.”

Mulroney was prime minister from 1984-1993. He was the first Canadian prime minister in 35 years to win successive majority governments and the first Conservative prime minister to do so in 100 years.

18 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

Former Prime Minister Brian Mulroney

“This luncheon provides a once-in-a-lifetime opportunity to hear Mr. Mulroney speak to Calgary’s business leaders. It’s also a wonderful way to support SOS Children’s Villages’ life-saving work.” ~ Jennie Moushos For tickets and information visit soschildrensvillages.ca.

SOS Children’s Villages provides long-term, family-based care for over 75,000 children in 133 countries. It reaches out to another 1,000,000 children and their families through its kindergartens, schools, medical centres and family strengthening programs. BiC

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off the top • News

Calgary Municipal Land Corporation Signs First Deal with Calgary-Based Developer knightsbridge homes to deliver gen-y residents to East Village Calgary Municipal Land Corporation (CMLC) – the organization overseeing the exciting revitalization of East Village – is delighted to announce the sale of two land parcels near the historic St. Louis Hotel to Knightsbridge Homes. Designed with generation Y in mind, the twin projects along 8 Avenue SE will add 300 condominium homes to the neighbourhood.

Averaging around $225,000, the price points as well as the unique development concept are tailored to attract buyers in the 20 to 35 age bracket.

Aptly named N3 to reflect the project vision – “New Attitude, New Living, New Vision” – the Knightsbridge development will break new ground in Calgary’s multifamily development space with parking for bicycles and ‘microcars’ only. The project vision also includes social open spaces for entertaining and hosting, Wi-Fi connectivity throughout and fully furnished units. Additionally, to support the marketing platform of – No car, No parking, No problem – each buyer will receive a $500 credit to Car2Go and an urban bicycle.

“We are extremely excited about N3,” says Michael Brown, president and CEO, Calgary Municipal Land Corpo-

t

ration (CMLC). “The East Village master plan vision places enormous emphasis on the pedestrian experience. You can see this focus demonstrated across the neighbourhood with pedestrian-only streets, pedestrian bridges, wide sidewalks and public parks designed for resting and visiting. East Village is a neighbourhood for all ages, designed to bring residents together at the street level day and night.”

N3’s location along the LRT line makes the site easily accessible to young urban explorers working in the downtown core and students attending classes at Bow Valley College or the University of Calgary’s downtown campus. In fact, only 270 steps separate the N3 site in East Village from the City Hall LRT Station.

The project recognizes that gen-Y real estate buyers do not value car ownership in the same way as previous generations.

Since the site is considered a transit-oriented development (TOD) project given its proximity to the LRT– the service is free within the downtown – and contains no parking spaces, a more attractive price point can be extended to the buyer.

“We intend to start registering interest in the project as soon as we receive our development permit,” notes Joe

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Starkman, president of Knightsbridge Homes. “We submitted the completed permit package to the city on June 6, with an understanding that it would be the first project of its kind in Calgary and would require 100 per cent relaxation of the land-use bylaw as it relates to residential parking allowances.”

“Developing and marketing products for generation Y is a burgeoning business,” notes Susan Veres, VP marketing and communications, CMLC. “This young demographic is redefining the way residential developers design and market homes. They expect style and function, aren’t interested in big mortgages and don’t see value in vehicle ownership and ongoing maintenance, particularly when other options are available to them. This type of project fits perfectly with the aspirations of East Village and will fulfil demand in the marketplace for residential offerings available across multiple income levels and demographic segments.”

Knightsbridge Homes is no stranger to designing and marketing residential condominiums for gen-Y buyers.

University City – a mixed-use project of 705 condo units in Calgary’s northwest community of Brentwood – has four residential towers and only 24 units remain unsold.

For their project in East Village, Knightsbridge will design a pedestrian mews system on either side of the St. Louis Hotel, which is slated for retail and commercial uses in the future, to allow easy connections to the neighbourhood’s many amenities.

Imagined as a mixed-use, amenity-rich master-planned neighbourhood in the downtown core, East Village will be home to more than 11,000 residents upon completion in 2027. With local amenities like RiverWalk, St. Patrick’s Island Park, new Central Library, National Music Centre and an urban shopping centre, East Village has become a highly desirable neighbourhood in Calgary’s downtown core. BiC

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businessincalgary.com | BUSINESS IN CALGARY August 2014 • 21

off the top • News

Shaw Charity Classic the pgA pros like calgary

Photo coutesy of Shaw Charity Classic

Even after just the first year of the Shaw Charity Classic, the exciting, high-profile event has already made Calgary history.

It drew more than 40,000 fans to watch the PGA Champions at Calgary’s Canyon Meadows Golf and Country Club.

The inaugural event was not only recognized with an Outstanding Achievement Award for a first-year event by the prestigious PGA Tour and presented with the coveted Tourism Calgary White Hat Award for best event, festival and attraction but it turned out to be the second biggest 2013 special event in Calgary and it generated a record-setting charitable donation of $2,276,251 for Calgary charities.

Can they top it, this year?

“Absolutely!” says Sean Van Kesteren, tournament director of the Shaw Charity Classic. “Calgary has been exceptional; the Champions really liked the city, the people, and were very impressed with the Canyon Meadows course. So they’re coming back.”

This list of golfers includes Fred Couples, Bernhard Langer, Fred Funk, last year’s winner Rocco Mediate, Kenny Perry, Mark Calcavecchia, Steve Elkington, David Frost and Calgary’s Stephen Ames, who recently turned 50 and now qualifies for the Champions Tour.

Ames is also a patron and one of the driving forces behind the tournament. His induction into the Canadian Golf Hall of Fame will also occur the week of the tournament.

Van Kesteren explains that more than 1,400 volunteers 22 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

have been signed up since March and enthusiastically points out that the PGA legends will play for a purse of $2.25 million, a $250,000 increase from last year.

“Our purse is one of the most aggressive on the tour, and since it’s a Champions event, there’s no cut and there is cash regardless of the finish.”

“It’s not only exciting but it’s a fabulous win-win for Calgary,” says Shael Gelfand on behalf of Woodridge Ford Lincoln, a major booster (and official vehicle supplier) of the Shaw Charity Classic. Woodridge Ford Lincoln — Canada’s largest Lincoln dealer and southern Alberta’s largest Ford dealer — will feature the all-new Lincoln Classic MKC at the Shaw Charity Classic.

“They are a tremendous group to work with – very highenergy movers and shakers and very responsive. We were very impressed with last year’s buzz,” he raves.

The mission of the August 27-31 Calgary event, in addition to exciting professional golf, is raising money for charities.

Shaw Communications has committed $1.275 million to the YouthLink Calgary Police Interpretive Centre, which educates youth about crime and its consequences; and Hull Services, which deals with children’s mental health issues.

A total of eight charity partners will benefit from the tournament, with children being the primary benefactors of those dollars.

The Shaw Charity Classic is all set for Canyon Meadows Golf and Country Club, August 27-31, 2014. BiC

off the top • News

Highlights from the 2014 Leaders of Tomorrow Awards Gala

Pat Ottmann, publisher of Business in Calgary, and Gianna Manes, guest speaker for the evening.

LOT winner Mario Amantea, ZGM Collaborative Marketing, and Randy Mowat, MNP.

On Thursday, June 26, Business in Calgary hosted the 7th Annual Leaders of Tomorrow Awards Gala in honour of this year’s winners. Guests were entertained with Dave Kelly as the MC for the evening, and Gianna Manes gave the heartfelt speech “Connecting through Communication”, reflecting on the experiences of last year’s flooding.

David Parker, and LOT winner Michael Kehoe, Fairfield Commercial Real Estate Inc.

A total of 26 individuals, from 20 companies, were recognized in this year’s awards. The Leaders of Tomorrow program honours people in the business community who have contributed to making Calgary the great city that it is, through their personal integrity, values, business initiatives, community involvement, innovation, and philanthropic activities.

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businessincalgary.com | BUSINESS IN CALGARY August 2014 • 23

off the top • News

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Highlights from the 2014 Leaders of Tomorrow Awards Gala (continued)

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24 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

Kathy Ehlert, and LOT winner Barry Ehlert, Windmill Golf Group

off the top • News

a

Dan Lindsay, Servpro (far left) and Dave Zimmel, MNP (far right) present to LOT winners Marty Stromquist (second from left) and Don Getzlaf (second from right), NCS Oilfield Services.

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Off the Top • News

Woodridge Charity Golf Tournament A big boost for Calgary’s PREP program

a unique retreat...

MEETINGS • EVENTS

Bearcat Murray putts onto the green at the 28th annual Woodridge Charity Golf Tournament on Monday, Aug. 26, 2013. The tournament raised money in support of the PREP program, that provides services and resources for individuals with Down syndrome.

Photo credit: Gavin John/STR/QMI Agency

Lee Thiessen celebrates sinking a long putt at the 28th annual Woodridge Charity Golf Tournament on Monday, Aug. 26, 2013.

Photo credit: Gavin John/STR/QMI Agency

“It’s all fore the kids!” is the unofficial motto of Calgary’s dynamic Woodridge Charity Golf Tournament.

The milestone 29th year of the popular “best ball” golf event is all set for August 25, 2014 at Cottonwood Golf and Country Club.

“We have a dual purpose,” explains the committee’s Rob Parry. “Getting together for a super day of golf and raising money for Calgary’s exceptional PREP Program is what it’s all about.

PREP is a not-for-profit organization and resource centre of excellence that provides innovative educational and therapy services to children with Down syndrome, dedicated to the inclusion of individuals with Down syndrome in home, school and community life.

As PREP executive director Barbara Tien points out, the Woodridge Charity Golf Tournament has opened doors for young people with Down syndrome in the Calgary area to enjoy all the benefits of living in the community.

“Most kids are fully included to at least Grade 6,” she says. “It’s after that that it gets more challenging.”

The successful fundraising golf event was started 28 years ago by respected Calgary business leader Gerry Wood (president of the Wood Automotive Group) and his wife, Elaine. Their daughter, Megan, now 33, was born with Down syndrome.

“The weather is usually good to us,” Parry says with a smile, “and we have a great day with about 170 golfers. From on-course massages and a club-washing service, we keep it fun and nearly every tee has a surprise.

“The planning started in March and involves lots of hard work from our small but wonderful army of volunteers. But in the past 28 years, thanks to the generosity and support of our participants, we have raised millions of dollars which go mainly to PREP as well as Calgary’s Eckert Centre and Mount Royal University.”

Click on the photo gallery at www.woodridgegolf.ca to see pictures of some Woodridge Golf Tournament good times and get more information about this year’s big event. BiC

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businessincalgary.com | BUSINESS IN CALGARY August 2014 • 27

crescent point’s Long-term strategy pays off • Cover

Scott Saxberg, founder, president, chief executive officer and a director of Crescent Point Energy

Crescent Point’s Long-term Strategy

Pays Off

... steady, solid, well positioned and patient WRITTEN BY JOHN HARDY

a

ccording to the company website, “Crescent Point Energy is a conventional oil and gas producer. But we’re anything but conventional. We’re dynamic, disciplined and driven by results.”

|

PHOTOS BY EWAN NICHOLSON PHOTO VIDEO

It may be trickling down from the top.

Because a no-holds-barred visit with Scott Saxberg, founder, president, chief executive officer and a director of Crescent Point Energy, unmistakably emphasizes that businessincalgary.com | BUSINESS IN CALGARY August 2014 • 29

crescent point’s Long-term strategy pays off • Cover

“We not only survive, we thrive. A key part of our long-term strategy is to be steady, solid, well positioned and patient, because downturns can be huge opportunities.” ~ Scott Saxberg although Saxberg is a conventional oil industry president and CEO, he is anything but conventional. He is dynamic, disciplined and driven by results.

And given his downplayed preoccupation with all things Crescent Point – the quirks, whims and ups and downs of the energy industry, too much travelling on business, enjoying quality time with his two teenage sons, an out-of-CEO-character hobby, some outspoken thoughts about the state of Canada’s oil business and always trying to learn from other people’s mistakes – Scott Saxberg has a lot on his mind.

From the 1998 jolt of the bottom falling out of oil prices, shares crashing from $9 to $1 and a 30-something Saxberg losing all his money and eventually owing money to the company to the ambitious, gung-ho and instant success of the 2001 Crescent Point startup days, earning a “Canada’s most valuable large stock” rating from Bloomberg and various downturns and upturns in between, he hung tough and has proved to be a gutsy, positive, determined, resilient and consummate risk-managing oil industry leader.

According to friends, staff, his senior management team, investors, peers and even some competition, Saxberg has managed to stay a focused, determined, strategizing straight shooter and a no-airs and loyal nice guy.

30 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

“Hey! Downturns and upturns are a nature of this business,” he shrugs. “It serves us well. It keeps us sharp, on our toes and constructively fearful that virtually anything can happen. Risk mitigation is a key part of what we do. Little blips up and down happen all the time, but there have been five significant downturns since Crescent Point began 13 years ago.

“With our industry-unique approach, we almost look forward to them. We not only survive, we thrive. A key part of our long-term strategy is to be steady, solid, well positioned and patient, because downturns can be huge opportunities,” says the 46-year-old chief executive who continues to build a distinguished career and earn solid industry respect with a leadership style that can be summarized as five per cent hunch and 95 per cent strategy, risk management and smarts.

Some oil business insiders credit Saxberg with a kind of professional sixth sense for grasping where the oil industry is, where it is headed, possible speed bumps and, most importantly, his knack for charting Crescent Point’s options for turning negatives into positives.

In the late ’90s, before the shale gas boom hit, a modern-day gas rush happened and majors flocked to Canada,

Business Resilience: The best defense is an effective offense

Cliff Trollope, CBCP, CRM, CAS Business Resiliency Practice Leader

We live, and work, in a dangerous world. From the natural—extreme weather, environmental changes, pandemics— to the man-made—terrorism, fraud, workplace violence—facing the unknown can wreak havoc on our business and operating environments. And yet, many business owners put off planning for the “what if” scenarios until a crisis happens.

“A disruption or crisis can have long-term effects on the financial, operational and overall health of your business.

In addition to lost revenue and the cost of recovery, businesses must consider more intangible costs as well, including damage to your brand, loss of market share and the effects on morale and workplace efficiency,” says Cliff Trollope, MNP’s Business Resiliency Practice leader. “A proper business resilience plan doesn’t just focus on how your business is going to rebound after a crisis, but establishes systems to keep you functioning as efficiently as possible throughout the disruption or crisis.”

Your business resilience plan can include everything from document retention to backing up your system, a firewall program or succession planning.

Elements can range from the most basic steps—like having everyone’s phone numbers in a secure place—to the most in-depth long-term planning— like a 10-year succession strategy.

“When disaster strikes—no matter what it is—time is of the essence,” explains Trollope. “The faster you can respond, the better the position your business will be in. While your organization may have some or many of the procedures and plans already in place, true resilience is achieved by integrating these efforts and linking them to your strategic planning processes well in advance of a disruption or crisis.”

You’re never too big, or too small to plan From hospitals to major financial institutions, many large organizations have already considered the need for business resilience planning. Unfortunately, these plans are often developed on a reactionary basis—aimed at addressing a specific upcoming concern or in response to issues a competitor has faced.

Within large organizations, it can be hard to ensure that all of the necessary people understand the processes and the roles they are expected to play.

Some plans are just too general to be effective. For example, in the event of a natural disaster, a bank may only require that “necessary personnel” come into the office. Does your staff know who this includes and who it doesn’t?

Newer or smaller companies often justify putting off creating a business resilience plan. “When you’re busy building your business, establishing a customer base or developing your brand, it may not be a top priority to spend time and money worrying about what could happen,” says Trollope. “But without an established brand or trusted reputation to rely on, your response during a disruption will have a major impact on how you’re seen within the industry and with customers or clients.”

Putting your plan in place today Developing effective strategies to proactively identify and manage potential disruptions is your best defense in an ever-changing world. Individual plans and programs are critical, but true resiliency is achieved by integrating effective programs and linking them to your organization’s overall risk-based strategic planning process.

Cliff Trollope has more than 20 years of experience helping clients with emergency response, business continuity, crisis management and physical security. Contact Cliff at cliff.trollope@mnp.ca or Gordon Chan, Enterprise Risk Services Leader at gordon.chan@mnp.ca or 403.537.8429

crescent point’s Long-term strategy pays off • Cover

especially to Alberta and Saskatchewan, raiding and cherrypicking natural gas-weighted juniors like adding random pieces to a hobby collection.

The scheme was to buy up the gas, and sell off the oil.

It turned out to be a glaring and irresistible opportunity that gave Scott Saxberg a bright idea. The idea would not only hatch an influential, vital new player in the Canadian oil industry but a tactical strategy that would professionally and personally change his life.

The industry-obvious idea became the company’s inspiration and motivation.

“It’s a lot easier to find oil in existing fields than drilling in new fields,” he remembers the initial revelation. “We felt that 2001 was a perfect time to launch Crescent Point and focus only on the oil assets ‘the big guys’ were selling off in their push to scoop up natural gas.

“Right from the start, we were one of the few companies that concentrated on just oil,” Saxberg remembers. “Research and recovery stats showed that, if managed properly, large oilfields could outperform initial projections, information and data. Timing and technology were terrifically on our side.”

From the start, the company focused on the efficient and effective water-flooding management (voidage replacement) and horizontal drilling that was just being perfected. He explains that Crescent Point embraced both as primary skill sets and soon noticed its recovery rates going from 20 per cent to 30, 35 and up to 50 per cent.

As spelled out in the company’s most recent annual report, the business plan is ambitious, aggressive but straightforward: “We strive to create sustainable, value-added growth in reserves, production and cash flow through the strategy of acquiring, exploiting and developing high quality, long life, light and medium oil and natural gas properties. Our goal is to acquire operational control of properties that offer significant development and production potential through a number of techniques, including drilling, fracture stimulation of horizontal wells, re-completing existing wells and implementing waterflood or pressure support schemes.”

With a shrug and a grin, Saxberg candidly admits that, at the very beginning, the Crescent Point business master plan targeted the possibility of accumulating and growing assets and achieving a size where they could also become a viable acquisition and sell to a major.

And then solid success and reality set in and changed the plans.

His vision and leadership and the company’s steady growth strategy clicked and quickly started to pay off.

Remarkably, in less than two years, the upstart company morphed from an attractive acquisition possibility to fasttracked and exponential growth through acquisitions.

32 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

It turned out to be a glaring and irresistible opportunity that gave Scott Saxberg a bright idea.

The idea would not only hatch an influential, vital new player in the Canadian oil industry but a tactical strategy that would professionally and personally change his life.

The company almost instantly became a bit of an industry pioneer, swooping in and making a go of various hot “new plays” such as in the Bakken and areas of southwestern Saskatchewan. “About six years after we started the company,” he recalls, “we recognized potential like the Shaunavon, Swan Hills and other plays. We did well, very well.”

Saxberg’s sixth sense and the company’s dynamic and aggressive strategy has never looked back.

crescent point’s Long-term strategy pays off • Cover

Since the early success in the Bakken and being one of the industry’s early believers in the Exshaw Formation – the still unexploited central Alberta region that some experts hint could eventually outperform the Bakken play in terms of total recoverable resources – the company has drilled more 2,700 multistage horizontal wells since it was formed and continues vigorous growth from its solid acquisitions strategy.

In 2003 it merged with Tappit and converted to a trust,

completed a strategic acquisition of assets in the Battrum and Cantuar areas of southwestern Saskatchewan and merged with Mission Oil and Gas — a defining acquisition for Crescent Point — and established the Viewfield Bakken area. Then Innova Exploration and two years later, the company converted back to a dividend-paying corporation due to its arrangement with Wild River Resources and also acquired Wave Energy. businessincalgary.com | BUSINESS IN CALGARY August 2014 • 33

crescent point’s Long-term strategy pays off • Cover

Saxberg insists that he really doesn’t spend much time being distracted by keeping tabs on what the competition is doing and he prefers to look forward and deal with Crescent Point opportunities.

In the past two years, Saxberg’s target has included Ute Energy (a big Crescent Point boost, establishing its large position in the Uinta Basin resource play in Utah) and this year’s $1.1 billion purchase of CanEra Energy Corp.

By most industry standards, measures and tracking, Crescent Point Energy (TSE: CPG) continues to be a phenomenon.

Saxberg insists that he really doesn’t spend much time being distracted by keeping tabs on what the competition is doing and he prefers to look forward and deal with Crescent Point opportunities.

His company’s market capitalization is currently more than CDN$19 billion. Comparably, Talisman is currently about CDN$11.5 billion, Encana is about CDN$18.5 billion, ARC Resources is about CDN$10.1 billion and Baytex Energy is about CDN$5.8 billion.

Sagging Canadian oil prices have taken their toll on most companies, but Crescent Point’s mid-summer closing price of CDN$47.42 managed to outperform the TSX energy index of 64 Canadian oil and gas producers.

The iconic Bloomberg organization recently rated Crescent Point Energy “Canada’s most valuable large stock” – an invaluable milestone, achievement and dose of business feedback that surprised, delighted and vindicated Scott Saxberg.

In barely 13 years, the gutsy junior upstart is now respectably in the big leagues with the likes of Talisman, Nexen and even Encana and ranked Canada’s fourth-largest oil and natural gas producer.

Saxberg, the high-energy father of two teenage boys, emphasizes balance in his life, tries hard to at least put his smartphone aside when he gets home (“in this business, it never really gets turned off,” he laughs), savours the potent and disconnecting breaks of playing league hockey and speaks affectionately about coaching his sons in hockey since they have played the game.

With his senior executive vantage point and being the son of a former TV reporter, he is intensely knowledgeable and passionate about any opportunity to constructively editorialize on some festering and urgent issues of the Canadian oil industry.

“Americans have turned the vital and legitimate need for the Keystone pipeline into a dragged out political game. It has become an environmental, political and public opinion bargaining chip. It’s absurd. Logically it should be built.

Keystone has been documented and proven as environmen34 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

tally sound, and it is, by far, the cheapest option. All the arguments now are 100 per cent political.

“But the American arrogance is backfiring,” Saxberg is professionally and personally revved.

“Their unrealistic growth in light-oil production has given them a false sense of security, but their supply may not be guaranteed. They have woken up the Canadian oil industry and Canadian politicians about being way over-reliant on the U.S., and hopefully they have also opened up Canada to find other options.

“We must have a pipeline to the west coast and find new markets. We move thousands of barrels down the St. Lawrence to the east coast and we don’t move it west. It just doesn’t make sense,” he says with a shrug.

Aside from coaching his sons, going all out with league hockey games, occasional but precious quiet time and relaxation either fishing or indulging his unusual hobby of researching military history, Scott Saxberg admits to just a few enjoyable guilty pleasures like beer, chips and dip. He laughs off the notoriously hectic and stressful pace of workdays (and nights) and his reputation for always keeping his eyes on the Crescent Point ball.

“Our corporate strategy is engrained and straightforward,” he points out with positive confidence. “And it has never really changed. We aim for steady growth, we’re careful not to get ahead of ourselves and we stay focused on not overcapitalizing or stretching ourselves too thin.

“Through it all,” he smiles with pride, “we have never missed any quarterly or annual targets.”

About half of Crescent Point’s 800 staff are in the field in Alberta and Saskatchewan and staff consensus is that Saxberg-the-CEO’s somewhat unconventional management and leadership style is open, inclusive, unassuming, friendly and personable with minimal formalities.

“We try to maintain a family feeling and we do a lot of little things to eliminate barriers between levels of management,” Saxberg points out.

“And not just being corporately correct or nice, but our management team is genuinely the key to our success.

We have a terrifically strong team that has been working together for about a dozen years, and most of us have known each other for more than 20 years.

“Especially in a business like oil, consistency is sometimes the toughest thing to achieve. After a while, we all learn that there’s no need to keep reinventing the wheel.” BiC

Renos & Roi • Construction & Renovations

&

Renos

ROI

Investing in stunning kitchens and dazzling ensuites

D

esigners, renovators – and a major Canadian bank’s economists and numbers crunchers know best! At least when it comes to the hot and cold consumer likes and dislikes.

It’s also documented, proven and notorious that the trends can be (and are) infamously fickle and forever changing.

When it comes to homes, the mantra used to be location-location. Today, it’s reno, reno, reno. And according to Calgary designers, reno specialists and the details of the revealing Scotiabank Home Renovations Poll, a contemporary Calgary home’s undisputed wow factor, lifestyle enjoyable, price and resale value hot spots are kitchens and bathrooms.

Although the various options for “green” – high-efficiency furnaces, windows, attic insulation and other sustainability

BY Dan CooPEr

and environment factors – are downplayed a bit, it is still a reason why some people do home renos.

Of course there’s an unfortunate, fluky and forgettable blip in the trending of some Calgary renos, due to the localized damage and mess caused by last year’s flood.

But aside from the sometimes dragged out repairs, rebuilding and post-flood renovation or wanting to be “greener,” the pendulum of reno wish lists and preferences keeps swinging from basements, sunrooms, backyards, room additions, windows, front doors and entrances to the reigning reno guilt pleasures of Calgary homeowners: decadent ensuites and dazzling, entertainment-centre kitchens.

Blame Holmes on Homes, Reno Rookies, Leave it to Bryan and the glut of other reality TV makeover shows that make it seem so easy, organized, exciting, glamorous, affordable and fast! businessincalgary.com | BUSINESS IN CALGARY August 2014 • 35

Congratulations Moiz Bhamani, CEO On Winning Leaders of Tomorrow Award at ff a t S m o r F l Prime Rea Estate Group

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Renos & Roi • Construction & Renovations

“People are definitely putting their reno budgets into kitchens and ensuite bathrooms.” ~ Jamie Senger there’s no doubt about it! People are Expert and respected Calgary reno definitely putting their reno budgets into contractor Jamie Senger, president of kitchens and ensuite bathrooms.

Copperstone Renovations, roars with “We think clients should go with their laughter and shakes his hard-hatted feel, especially when it comes to ‘the head. “If it was even a tenth as easy as cosmetics’ or the look of the ensuite or it is on TV, it would make all customthe kitchen,” Senger points out. “But ers happy, it would be great for business actual layout is so important. and it would be a miracle – to actu“Be realistic. Figure out the best and ally have 10 trades working together in most efficient and functional use of the same house at the same time. Nice space. If you have to walk around the thought but just a fantasy.” island to get to the fridge, it’s not good.”

Professionals like Senger, area designIn addition to being hands-on and ers, decorators, other contractors and “doing,” Senger enjoys the communieven the Scotiabank poll at least agree cation aspects of the client relationship that much of the credit for the current and the opportunity to offer suggestions popularity of home renos does trace and advice. back to the misleading but popular DIY Jamie Senger, President of Copperstone Renovations “When it comes to contemporary TV shows. ensuite and kitchen renos, let’s just say As with cars, clothes, music, beer, some things are hot and some are not. sunglasses, snacks, hemorrhoid cream Most glass-enclosed showers are now 4x8, the multi-jet body and who to vote for, the TV push gives people ideas. sprays are going out of style and rain-can shower heads in the “Whether it’s those TV shows or browsing the Internet, it’s ceiling are very popular. Yes, the thick shower wall and door great that people are so well informed and knowledgeable. glass is stunning but still very expensive.

They have searched and researched the styles, the accesso“Heated tile floors are extremely popular and because the ries and studied the options,” Senger says with enthusiasm. tiles are so beautiful and they are heated, no more needs for “Occasionally their expectations may be a little unrealistic mats or cover-up. but they basically know what the look they are aiming for.

“Although granite is still much in demand, I think the trend “Although basements and enlarging living and dining is fading. Granite is stone, it’s delicate, it stains and must be rooms to create one large great room are quite popular, 38 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

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Renos & Roi • Construction & Renovations

Not only will an income suite add a huge value to the home, it’s an investment that will actively generate money while the equity in the home increases.

sealed every three to five years. The new countertops are now man-made quartz. The seams disappear easier and it’s much easier to maintain.”

The home reno habit has been around for more than 10 years but in the past three years or so, the trend has shifted from landscaping, airy sunrooms, playtime basements and bright new windows to spectacular kitchens and palatial or just pampering ensuites.

According to the Scotiabank poll, nearly half of the reasons for home renos is to boost the comfort and enjoyment of a home and about a quarter of the poll respondents say the key reason is to add value to the house.

The Scotiabank poll tracks that over 70 per cent of Canadians consider their homes as a good investment and 63 per cent of Alberta homeowners replied to the poll with plans for some renos to their home in 2014.

The poll also summarizes: “It’s no surprise that bathrooms and kitchens top the list of renovation projects, as they are areas of the home that offer the greatest return on investment.”

It also cites the most common triggers of a decision to renovate as TV shows, family, friends and neighbours, magazines and home renovation stores.

Despite the comfort and enjoyment reasons for the hot trend of kitchen and ensuite renos, a Canadian real estate survey about factors that impact resale value rated ensuites and kitchens only second and third when it comes to the top-rated renos done to a home.

No. 5 is hardwood floors. The survey found it looks fresh, attractive, timeless and durable.

No. 4 is hardware and fixtures.

Simple but replacing relatively inexpensive items like faucets, sinks, toilets and cabinet knobs can make a big impact.

No. 3 is the ensuite.

No. 2 is the kitchen.

No. 1, surprisingly, the top-rated reno (although a limited opportunity in most homes) is what the real estate industry calls “income suites.”

Whether it’s the basement, a third floor or loft conversion, or income suite renovations, when done correctly, income suites can often double the initial investment. And there’s an extra bonus.

Not only will an income suite add a huge value to the home, it’s an investment that will actively generate money while the equity in the home increases.

The poll includes the jarring revelation and warning that more than 25 per

40 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

cent of Canadians planning to renovate don’t have an actual, written-out budget. No, just “having a good idea about how much you want to spend” is not sensible. Scotiabank suggests incorporating renovation plans into the overall household financial plan as a good way to map out how to best use the resources available for specific renos.

The team of reno professionals who helped put together the Scotiabank poll offer helpful factors to consider when hiring a designer or contractor to make the dream ensuite or dream kitchen a reality.

1. Do your research — get recommendations and interview potential candidates.

2. Meet in person and make sure the candidate can answer your questions in a way that satisfies you.

3. Check references and ask to see the finished projects he/ she has done in the past.

4. Create a project plan and get bids – remember, the cheapest bid isn’t always the best bid.

5. Get it in writing — create a contract detailing the scope of work, a payment schedule and proof of insurance. BiC

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Access to an excellent education any time, any place, any path, and any pace, ensures they can overcome any barriers to a fulfilling career.

And employers love it, too. Work-ready graduates in vital fields, who are motivated and eager to get the job done. They work hard. They value opportunity. They will contribute immediately.

“

Calgary¹s economic sustainability is dependent on having a strong workforce. The faster we get new graduates into the workforce, the better. It is an important part of our city¹s vision of ensuring every Calgarian prospers in our strong economy, and the graduates from Bow Valley College are fantastic.

”

Calgary Economic Development

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Things are happening in the East Village that will change our lives forever, and the new Bow Valley College is going to be a big part of it.

An investment over $290,000,000 has transformed the College, creating one of western Canada’s leading educational institutions (in addition to the North, South and West Campuses in the East Village, there are 20 regional centres across Southern Alberta).

As the gateway to the East Village, Bow Valley College and the learners are the heartbeat of the renaissance rising here.

If you think this city is great now – already recognized around the world as one of the most livable on earth – you ain’t seen nothing yet.

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Bow Valley College has been an important Alberta institution for almost 50 years now, and with their new facility, strategically located at the edge of the East Village, they are a great example of what the entire neighbourhood will become in the very near future.

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Susan Veres, VP Marketing & Communications, Calgary Municipal Land Corporation

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It has been said that Calgary doesn’t have a labour shortage; we have a skills shortage. Education is a vital component of the advancement of our city. This means more than teaching the skills needed for a better career. It means helping people lead a better life.

At Bow Valley College, we have become the shoulders for all to stand on, the ladder for all to climb, the launching pad for all to soar. Because every single person has the right to become the best they can be.

The Calgary Chamber is a vital part of that process. As we continue to demonstrate our relevance to our downtown community, Bow Valley College relies on the Chamber to provide context and access to our neighbours.

“

For almost 50 years, Bow Valley College has made our city stronger by contributing work-ready graduates to our economy.

With the incredible new campus and expanded programs, we’re eagerly looking forward to many more in the future.

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Adam Legge, CEO, Calgary Chamber

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WHEN YOUR DAY COMES. THE DAY YOU DECIDE GOOD ENOUGH... ISN’T. THE MOMENT YOU WANT TO REACH HIGHER. WHEN IT’S TIME TO CRUSH THE BARRIERS STANDING BETWEEN YOU AND VICTORY. WE’LL MAKE IT HAPPEN. THE WORLD NEEDS YOU.

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Learning For work • Training & Education

Learning For Work Graduating work-ready employees

BY COLLEEN WALLACE

N

o doubt about it. MBA and other postgrad business courses, which are often assumed to be tickets to business advancement and success, get most of the education and training exposure and attention.

Factually, statistically and according to current Calgary enrolment trends, it’s not where the real action is.

While the segment of earn-while-you-learn students will always fill MBA and other business school classrooms, there is a stealthy but significant surge in back-to-school work-

ing students signing up for many work-related classroom opportunities: from the broad range of skilled trade and apprentice programs to certification and random courses in areas like health and human services, justice studies, event management and the massively popular and in-demand business administration.

Using a variety of Canadian estimates and projections, evidence indicates that, by 2031, at least 77 per cent of the Canadian workforce will need some kind of post-secondary

…there is a stealthy but significant surge in back-to-school working students signing up for many work-related classroom opportunities…

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 49

Learning For work • Training & Education

Anna Kae Todd, vice-president, learning, at Bow Valley College

credentials – whether it is apprenticeship, university, college, polytechnic, professional or industry-sponsored training just to make it to the first interview.

It’s also a discouraging but proven fact (and warning) that there will be fewer jobs available for workers who do not have any type of post-secondary education. According to Statistics Canada, by 2016 there will be almost 550,000 unskilled Canadian workers who will not qualify for the skilled vacancies that will exist. The number could bulge to 1.1 million by 2021.

HR professionals and economists agree that an inevitable trade, skilled and front-line service worker shortage is almost inevitable. It will definitely impact every Canadian, because consumers will likely have to pay more for scarce skilled trade services and wait longer for the services to be available.

Of course the crunch situation didn’t just happen overnight.

National stats and the pluggedin insight and experience of some respected Calgary training and education experts confirms the hot trend of workplace hopefuls returning to the classroom.

They also suggest a definite cause and effect about the looming skilled trade job shortage. In fact, overly simplified, there may be three direct causes.

There’s no consensus about when it started but academics and researchers point to a likely late ’80s shift when magnet jobs like dot-com, IT, financial services and conventional office opportunities dangled job carrots of higher pay, better benefits and less stressful workdays and lured away a generation of grads.

But two undisputed and classic factors for the impending worker shortage are the two predictable and constant facts of workplace life: retirement and turnover.

Turnover? HR jargon calls it attrition but it’s better known as moving around when it comes to jobs, employers and workplaces.

Retirement has always been a factor but, according to sheer numbers, it’s an enormous crunch shaking up all kinds of workplaces, causing significant problems and even crippling shortages.

Blame it on the generation gap.

Blame it on boomers! The baby boomer generation (51-68 year olds) has reached or is creeping up on conventional retirement age and shrinking the workforce.

As a result of turnover, boomer drop-off and retirement, in addition to occasionally misleading and poor industry-stereotype reasons, some career options like manufacturing, trucking, forestry and other traditional industries are openly scrambling about drastic shortages of skilled and qualified staff.

There’s a “job rush” and a blitz to acquire skills, training and qualifications for what the apprenticeship and training sector calls the Red Seal trades: from motorcycle mechanics, roofers, tile setters, painter/decorators, rig technicians, boilermakers, carpenters, construction estimators, millwrights, power-line technicians, welders, glaziers and hairstylists to industrial mechanics, crane operators, sprinkler system installers, cooks, auto body technicians, electricians, plumbers, sheet metal

50 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

workers, bakers, steam fitters, pipe fitters, cabinetmakers and dozens more.

The demand for skilled and qualified workers has begun to spike upward.

Canada’s construction labour force must replace a staggering 219,000 construction workers who are expected to retire by 2020, just to carry out projects and workloads.

More than 40 per cent of workers in the mining industry are boomers. About one-third of the mining workforce is already eligible to retire, leaving the mining industry in the bind of attracting 112,000 new workers by 2020.

Canadian trucking is a $65-billion industry that employs more than 260,000 truck drivers. According to the Conference Board of Canada, an outright shortage of 30,000 truckers could cripple the industry (and severely damage the economy) as soon as 2020.

All solid and urgent reasons why most classrooms at Calgary’s SAIT Polytechnic and Bow Valley College already have waiting lists of students anxious to get skilled, qualified and employable.

“There is a definite shift in trends,” according to Anna Kae Todd, vicepresident, learning, at Calgary’s innovative Bow Valley College. “Not only a shift in the types of courses and programs, but a shift in the goals and objectives of students.

“In any given year, we have about 14,000 learners in our classrooms. It’s not only interesting, it’s exciting and inspiring to sense the current trends in the workplace as well as the types of jobs and careers our students are targeting.”

Bow Valley College is not only uniquely focused and committed to delivering the most relevant, upto-date and leading-edge skills and qualifications, but also to improving the educational and career opportunities for Calgary’s work-ready students.

Todd mentions various examples of how today’s student skills and

“ The courses opened my eyes to new

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Learning For work • Training & Education

the board,” says Lee Haldeman, the solidly experienced and qualifications choices are a vital reflection of the constantly knowledgeable vice-president of academic at SAIT, Calgary’s changing nature of the contemporary workplace. entrepreneurial and world-class post-secondary institution.

“Bow Valley’s business administration program has always SAIT is renowned for its contemporary and focused been a staple,” she says. “As recently as five years ago the approach to apprenticeship, career learning and experiencediplomas were in three basic specialty areas like administraoriented skills training. tion, accounting and human resources.

“We have 70,000 registrations and “Now there are eight or nine areas, includgrowing waiting lists for the wide variing tourism, marketing, philanthropy and ety of programs. The apprentice side has development, and they are all in demand. rebounded very strongly and, this year, Enrolment in the business programs at our we will have 600 additional students Chiu School of Business is up 134 per cent.” enrolled in some type of apprenticeship.

Another Calgary skills training and “The SAIT business diploma programs qualifications success story is Bow Valare tremendously popular and in demand,” ley’s remarkable School of Health, Justice, he points out, “but so are the various proand Human Services. It has grown by more fessional and technical programs, like than 70 per cent and embraces popular power engineering, certification in health courses and programs such as nursing (a areas and the public sector. flagship Bow Valley program that’s consis“The opening of our fabulous, $26-miltently wait-listed), hospital, veterinary, and lion Cenovus power engineering facility dental health administration, early learnwill enable us to expand the popular power ing and childcare, law enforcement, event engineering program. There are 160 spaces management and pharmacy technician.

Lee Haldeman, vice-president, academic, at SAIT and about 390 on the waiting list.”

“There are definitely increases across 52 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

Learning For work • Training & Education

You mood and perception about workplace-ready graduates, apprenticeship and skills-trained and qualified employees is encouraging.

Haldeman tracks a definite surge in traditional but contemporary trades like carpentry, electrical, plumbing, welding and training as an automotive service technician working with the latest technology and computer diagnostics and others.

“We carefully review our programs on an annual basis, based on the demand for certain trades and also based on the placement of our graduates. The challenges and requirements for apprentices is more stringent than ever but the results are there and they are undisputable.

“Especially in the Calgary market, there is definitely need for skilled trades,” he emphasizes with enthusiasm. “Trades such as welders, heavy equipment technicians and construction and building jobs are just a few of the areas in high demand due to labour shortages caused by continued growth combined with an aging workforce.”

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The Canadian mood and perception about workplace-ready graduates, apprenticeship and skills-trained and qualified employees is encouraging.

The dynamic positivity and optimism of SAIT and Bow Valley College is mirrored by the encouraging results of a major Canadian HR study by Randstad Canada, one of the country’s most respected staffing, recruitment and HR services firms.

According to the 2014 Randstad Canada Labour Trends Study, the outsourcing of jobs and increases of international workers and an overall lack of skilled workers were the biggest culprits faced by Canada’s employers.

Randstad made specific mention of Alberta as one of the most vulnerable to a lack of skilled trades workers due to the impact of especially boomer retirements already triggering labour shortages in oilfields and many oilfield services.

The study also underscored the lack of skilled workers in Quebec’s IT and aerospace industries.

The Randstad survey also reflected a public perception shift back to respectability and popularity of apprentices and skilled trades. The hot appeal of dot-coms and high-tech career options may have cooled off slightly and the traditional and new workplaces are again attracting the new employees.

The poll showed that more than 44 per cent of Canadians consider skilled trades as one of the top three industries for job opportunities. Health care is number 1 at 38 per cent. Oil and gas is number 2 at 34 per cent. Technology and construction/engineering are also popular destinations for today’s workplace-ready grads. BiC

mtroyal.ca/conted 403.440.6875 Parvez, Project Management

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 53

the Real Reasons for Alternative Energies • Alternative Energy

The Real Reasons for

Alternative Energies Canada: the fifth largest energy producer in the world

BY ParkEr Grant

t

The globally respected Richard Dixon, executive director of here is double-sided nagging and confusion when it the Centre for Applied Business Research in Energy and the comes to the push for “alternative energies.”

Environment (CABREE) at the Alberta School of Business at All sides, boosters, critics, so-called experts and the University of Alberta points out that public opinion are overwhelmed by too experts and researchers have been studymuch talk, theory, studies, reports and ing and theorizing about energy supplies strategies and not nearly enough tactiand alternate energy options for almost cal facts, progress or action.

20 years. “The likely scenario is that we The most delicate and avoided issue will double our energy needs by 2050. may well be: what is the true, honest, That’s not a scare, it’s reliable fact.” real and practical reason for the push?

The real issue most countries must One side of the alternate energy issue deal with is not a question of alterswirls around air, water, the atmonatives for hydrocarbons (like oil and sphere, polar bears, arctic thawing, coal) but the reality that given the proweird and extreme weather and the jected fuel demands of the world, and quality of future life. especially North America, we will need The other, much more pragmatic and both and we will need it all. “A lot of analytical but not as exciting or juicy people would love to get away from side – often triggered by scientific and fossil fuels,” Dixon shrugs, “but as a social guesstimates, crunching stats, fuel source, especially as a transportatrends and numbers, calculating and tion fuel source, it is very, very hard to projecting – is that the world will simRichard Dixon, executive director CABREE at the University of replace.” ply need much more energy, not less.

Alberta

54 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

the Real Reasons for Alternative Energies • Alternative Energy

According to even unbiased and objective researchers, by 2050, one-third of the world’s energy will need to come from solar, wind and other renewable resources. energy. They are renewable and have lower carbon emisCanada is the fifth largest producer of energy in the world, sions, compared to conventional energy sources. producing about six per cent of the world’s energy supplies.

While much of the current alternative energy consciousIt is also the world’s largest producer of natural uranium, ness uses 2020 and 2050 as the two most common (and producing one-third of world supply as well as the world’s referenced) benchmark and target dates, the alternative undisputed leading producer of hydroelectricity, accounting energy movement’s actual momentum evolved from various for 13 per cent of global production. major, international conferences and summits — although What makes Canada a key player in the energy game is the popular credit for “the start” of the alternative energy that it’s also a significant producer of oil, natural gas and focus is usually attributed to the 2002 United Nations World coal. Only Russia, China, the U.S. and Saudi Arabia produce Summit on Sustainable Development in Johannesburg, more total energy than Canada.

South Africa.

Another unarguable fact, (but something which must According to even unbiased and objective researchers, change soon, according to more and more insiders) is that by 2050, one-third of the world’s energy will need to come the U.S. is not only Canada’s major trade market for energy from solar, wind and other renewable resources. products and services but has been complacently allowed to Despite target dates and theories, the impartial science of virtually be Canada’s only energy trade market. it all shows that CO2 increases the temperature of the planet Canada ships out a staggering 98 per cent of its total and causes the infamous “climate change” and “global energy exports to the U.S. and also exports significant warming” effects. amounts of uranium and coal to Asia, Europe and Latin “There are all kinds of well-intentioned but idealistic America. dreams, wishful thinking and hypotheses out there,” cauDespite being a net energy exporter, Canada is an importer tions Dr. Bob Schulz, professor of strategic management at and exporter of coal and petroleum, because most major the University of Calgary’s Haskayne School of Business. coal and oilfields are located in Western Canada (particularly “One theory is that there’s an alternative energy out there here in Alberta) far removed from key Canadian population (solar, wind, thermal) just waiting to be tapped and conand industrial centers in Ontario and Quebec. verted. It’s just not that easy or true. All energy sources have Besides, many of Canada’s oil refineries cannot handle the their own problems and consequences. So far, some are not types of oil produced in Canada. yet recognized.

The contentious side of the alternative energy story woven “Alternate energies may be three per cent of the solution. into the toxic reality is that, whether it’s cars and trucks, About 97 per cent is not,” he notes. heating our homes and factories and “Wind will never be 100 per cent in so many other ways of normal and alternative and solar may be an effective convenience-driven life, we are hopeoption in about 10 years or so but, even lessly hooked on conventional energy sources (what scientific jargon calls hydrocarbons) which get spewed into the air, the water and, through the soil, “All energy into the foods we eat. sources have their According to tough-to-track stats, there are now more than 800 million own problems and cars on the road and 70 million new ones are built each year. Researchers consequences. So far, make the revelation that some giant world cultures and economies, like some are not yet China and India, are surging with their love affair for cars and trucks, bloating recognized.” world demand for gasoline.

Alternative energy refers to energy ~ Dr. Bob Schulz sources that have no undesired conDr. Bob Schulz, professor of strategic management at the Universequences like fossil fuels or nuclear sity of Calgary’s Haskayne School of Business businessincalgary.com | BUSINESS IN CALGARY August 2014 • 55

the Real Reasons for Alternative Energies • Alternative Energy

“There have been improvements in solar and that may be our big one.

But, for now, solar is pretty well still a rich man’s game and it will have no impact on transportation fuels.” ~ Richard Dixon then, it may be 15 to 20 per cent. Don’t forget, what happens when the wind isn’t blowing? And solar doesn’t work very well during the six months of short days in Canada,” Schulz says.

The buzz of constant media exposure and often superficial public perception invariably triggers automatic thought (and arguments) about the cars we drive and the trucks that haul.

Energy analysts and researchers know better. They accept that the simplistic focus on car and truck pollution is an easier concept for the lay consumer to grasp.

Reality shows otherwise. In Alberta, throughout North America and many parts of the world, electricity is a much bigger, more vital and often controversial energy topic.

Electricity is taken for granted because we flick a switch, the lights go on, the appliances are humming and factory shifts are working overtime. So electricity is not part of the routine energy controversy. Mostly because the common assumption is that electricity comes from hydroelectric generation and doesn’t involve nasty visuals like smokestacks and billowing plumes.

Although several provinces rely predominantly on hydroelectric power, stats show that Alberta and five other provinces not only still burn coal to generate their electricity, Alberta, Saskatchewan and Nova Scotia rely more on coal than any other source of electricity.

“On an annual basis, Alberta’s coal-fired electricity plants release roughly the same quantity of greenhouse gases as half of all the passenger vehicles on the roads in the entire country,” warns a recent report from Clean Energy Canada and the Pembina Institute, the Canadian non-profit think-tank.

The report – Power To Change: How Alberta Can Green its Grid and Embrace Clean Energy – urges an end to Alberta’s reliance on coal and gas for electricity generation, and ultimately transform its power system to a more diverse mix of clean and renewable energy sources.

The research and the findings also crunch stats to show that Alberta’s electricity sector generates almost the same quantity of carbon pollution as its oilsands sector. Mostly this is due to the province’s continued reliance on coal.

“At present, Alberta burns more coal for electricity than 56 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

all other provinces combined and, in total, Alberta sources about 85 per cent of its power from fossil fuels. The resulting pollution carries a real cost to society that is not currently reflected in the price Albertans pay for power,” warns Ben Thibault, electricity program director with the Pembina Institute.

“Recent research showed that more than two-thirds (68 per cent) of Albertans want coal plants phased out or shut down and replaced with natural gas and renewable energy such as wind, solar and hydro. Polling and research also found that two-thirds of Albertans are prepared to pay higher prices for electricity generated by wind and solar power.

“Alberta could cut its reliance on high-polluting energy dramatically, but the lack of a renewable policy framework has been a real barrier,” he explains. “Within 20 years, Alberta has the potential to drastically reduce its over-reliance on fossil fuels for power generation and replace it with renewable energy sources such as wind, sun, biomass, hydro and geothermal energy.”

Despite ongoing theories and push for alternative energies, there is some positive action.

“It is encouraging and we have seen some changes in especially three areas.

Windmills have become larger and they may be viable,” Dixon says, “but how many windmills can you crowd into Lethridge and how much damage to wildlife? Portugal is crowded with windmills but only 17 per cent of their power comes from wind.

“There have been improvements in solar and that may be our big one,” he hints. “But, for now, solar is pretty well still a rich man’s game and it will have no impact on transportation fuels.”

Recognizing the benefits of alternative energy, countries around the world are introducing policies to encourage its development.

In North America, public and private sector investment in renewable energy is growing rapidly and there is steady increase in new policy initiatives and plans by utilities to boost renewable energy capacity in countries like the U.S., Germany, Japan and Spain.

Canada (and especially Alberta) has some work to do. BiC

To

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Well, we are reliable and consistent in our results. We’ve been doing this for 20 years and that experience allows our employees to effectively respond to all kinds of situations in order to overcome concerns or objections. We can give feedback, we can offer immediacy in our service and also we can redirect to another list or another approach which will lead to the highest ROI. We get you two leads per hour – minimum.

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We can assist with scripting, strategy, approach and proven techniques. We make introductory calls to represent your company, and ask qualifying questions to determine interest from a prospect.

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Customer services, lead generation and qualifying, appointment setting, re research, survey, courtesy calls, attendance to events, permission to market It’s how you approach the customer in the initial contact that makes the difference.

Bios:

Veronica is the founder, and with over 25 years of experience, her phi philosophy involves finding the work that no one wants to do, but that is required in certain businesses to sustain growth. Do a dirty job well and there is always work in the marketplace.

Mark is a chemical engineer with a strong technical background. He enjoys people and considers each conversation an opportunity to learn and grow. He is able to consider each interaction as a unique conversation always talking with clients and never at them. Always active, he enjoys bike riding, hiking and the ocean. Mark’s worked with Cold Calling Co. for two years.

Judy worked as an Instrumentation Tech for 15 years involving the calibration and repair of measuring equipment and pressure gauges used in machine shops and in the oil industries. She also has over 10 years of experience marketing product line and opportunities to businesses. In 2013 she took up boxing and her biggest foe was cancer -- she took the belt and TKO’ED it and is hoping to keep the championship. Judy’s worked with Cold Calling Co. for four years.

Worked with:

Owner, Veronica

Shell SAIT Heart & Stroke Foundation Great Western Containers Inc. Western Diazo Ziff Energy Group

Marketing specialist, Mark

Marketing specialist, Judy

Toll free 1-866-cold-call 1-866-(265-3225) | www.coldcallingco.com | veronica@coldcallingco.com

if the shoe Fits…. • Dress for Success

If the Shoe Fits…

You Don’t Necessarily Have to Wear It Advice for men on how to put their best foot forward.

BY nErissa MCnaUGHton

t

he world of shoes has typically been aimed at women. After all, according to Glamour magazine, women spend an estimated $25,000 on footwear over a lifetime, with each pair averaging $53. Statistics like this used to make men roll their eyes, but the times they are a-changing and the men’s footwear market is heating up.

“The younger generation is not buying into their dad’s ‘dress for success’ policy.

Technology has changed where and why men work. It’s not like they have to park in a parkade and go up the elevator to the 18th floor anymore,” says image and style expert Shirley Borrelli as she explains the sudden rise in men’s fashionable footwear.

“Basically, not a lot of guys are wearing the conservative navy pinstripe suit.”

Shirley Borrelli, image and style expert

58 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

if the shoe Fits…. • Dress for Success

If you are in skinny jeans and V-neck t-shirt (dare I say…hipster?), go ahead and wear those Converse sneakers with all the irony you can muster. But if you are in a nice pair of dark trousers and a button down linen shirt, skip the sneakers and aim for the loafers.

It’s true. Even traditional suit-and-tie corporations have relaxed their dress code to allow for more comfort and personalization, to say nothing of the men who work in trendy cafés, app development firms, re-imagined corporations and art studios. As Borrelli always points out, you dress for the culture of the business. You don’t want your banker to have a shaved head, purple goatee and a nose piercing any more than you want your tattoo artist to play classical music in the studio and greet you in a suit and tie.

Along with this shift in men’s work options comes a radical shift in men’s clothing styles. Today’s styles are cut closer to the body. Pants are slimmer and shorter. The pant no longer has to cover half of the foot. In fact, not only is the foot more exposed than ever, the leg itself is on display whenever a man sits down in one of these modern jeans or trousers.

Men have responded to this industry/style change with gusto. “Men are starting to explore their style,” smiles Borrelli. Thankfully she has plenty of advice for men looking to get their feet wet in all those new shoe options.

Rule 1 – the shoe anchors the look: “Men have reasons for wanting to be stylish. They may be in sales and want to look trendy or in a leadership position and want to have

others look up to them,” says Borrelli. “However, they can have a current haircut, modern glasses and a streamlined suit; but add the wrong footwear and they ruin their whole look.” If you are in skinny jeans and V-neck T-shirt (dare I say … hipster?), go ahead and wear those Converse sneakers with all the irony you can muster. But if you are in a nice pair of dark trousers and a button-down linen shirt, skip the sneakers and aim for the loafers.

Rule 2 – some shoes are not for the office: If you can

wear it to the gym or if it’s a flip-flop, it should never see your office. Any shoe of this calibre takes your outfit from business casual to street wear.

Rule 3 – you men have needs: Those needs are the two types of shoes you should have in your closet at all times.

Type one is the lace-up leather shoe with a thin sole. Those thick chunky soles? “Absolutely not!” says Borrelli, then adds with a shudder, “Even though stores still sell them.” This is your dress shoe. Type two is your dressy casual shoe. This category has a lot of flexibility in style, colour and application. “These are your dessert boots, your slip-on loafers, your oxfords. These are what you wear with your dress shirt but no tie or jacket,” counsels the style expert. businessincalgary.com | BUSINESS IN CALGARY August 2014 • 59

if the shoe Fits…. • Dress for Success

Today’s socks give men a way to express their personality and jazz up their outfits…

to address the hair down there. Today, a lot of men’s styles include shoes without socks. If you have thick, dark, coarse hair on your legs, you have three options: wax it, shave it or cover it up with a sock.

Michael Sikorsky Robots and Pencils Inc. Says Michael, about his choice of sock style - “Thinking there is one true or correct path in life is just as ‘silly’ as thinking you must wear the same colour of socks. By wearing different socks, I’m reminded daily to think counter intuitively.”

Photo by Ewan Nicholson Photo Video.

Rule 4 – sock it to me: Because of the style change, men’s ankles and lower legs are often on display. Have you noticed the many colourful, patterned, wild socks in the men’s department lately? This is why. Today’s socks give men a way to express their personality and jazz up their outfits, because today’s socks are not hidden under widelegged trousers.

Rule 5 – wax it, shave it or cover it up: Borrelli pauses for a moment as she tries to think of a tactful way to put it; but there is only one way to say it, “I don’t want to see any hairy legs.” OK men, fess up. You see a woman in a beautiful dress but her legs remind you of Chewbacca. Attractive? No. You don’t see that often because it’s not stylish or something anyone, man or woman, wants to see. Now that your ankles are playing peek-a-boo with the general public, you have 60 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

Rule 6 – connect the dots: Your shoes need to be in the same colour family as your other accessories (tie, belt, scarf, etc.) and yes, that means no black shoes with a brown belt.

Now, men, it’s time for some foot safety advice. You may wince all you like at the damage done to ladies’ tender tootsies in those sky-high platform stilettos, but you are far from immune when it comes to damaging footwear. Jessica Kwan, from the Calgary Foot Clinic, cautions that no matter what colour or style you choose, you need to wear shoes that are supportive. “The more rigid the sole of the shoe, the better the protection for the feet,” says Kwan.

Unsupportive shoes, along with lifestyle and certain activities, can cause the following ailments: heel pain, ingrown toenails, ankle sprains, big toe joint stiffness and Achilles tendonitis. These discomforts can be indicative of deeper problems, such as inflamed ligaments on the bottom of the foot, infection and arthritis. Kwan urges anyone with these symptoms to seek treatment with a podiatrist to prevent lasting damage.

“Don’t walk around without good support,” agrees Shannen Gomboc of Check M8 Shoes, a Calgary store that specializes in hard-to-fit sizes such as 14 to 17. “Arch is just as important for the men as it is for the ladies. Thankfully, it’s a lot easier now to find function and fashion in one shoe.”

Gomboc recommends ECCO for dressy and sporty styles, Clarks who makes footwear for men of all ages, Johnston and Murphy for their comfortable dress shoes and Naot, which works well for men who need to insert orthotics.

“Fun fact,” Gomboc points out, “All of the American presidents have been given a pair of Johnston and Murphy shoes for their inauguration. Barack Obama has a pair.” Gentlemen, take note. Even the “leader of the free world” wears fashionable shoes.

Men are really branching out in expressing their individuality and today’s shoes clearly reflect that. With so many colours, options and styles, it’s easier than ever for men to put their best foot forward. BiC

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the pros and cons of being plugged-in • Technology

The Pros and Cons of Being

Plugged-in It’s tricky and complicated but worth it

BY COLLEEN WALLACE

F

rom the cavernous offices in The Bow and Bankers Hall, the cubicles in the prefab offices in the oilfields and other job sites to the Kensington lofts and boutique layouts and highrise, low-rise and strip mall workplaces around the four quadrants of Calgary, technology is a conventional fact of work life.

Today’s employees meet, share, discover, research, discuss and get work

done via technology. Of course it is still (and always will be) about people.

People used to go to work. Now work goes to people. Whatever work needs to be done, almost any time it needs to be done, it gets done by technology.

Embrace it or not, workplace technology has shaken things up, dramatically.

Today’s employees routinely expect and assume that the technology tools that are such vital parts of their per-

62 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

sonal lives will also double as important parts in their work lives.

Actual stats are impossible but more than a billion smartphones are active and in circulation. More than 60 per cent of people who bring their personal smartphone to work, do use it for business.

Analysts say that employees will soon spend as much as 80 per cent of their work time “collaborating,” mostly via technology.

the pros and cons of being plugged-in • Technology

People used to go to work.

Photo courtesy of Next Digital

Now work goes to people.

A fascinating and telltale HR fact of workplace technology life is that today’s employees now consider increasing popular workplace options like telecommuting and flexible work hours as perks and key aspects of their benefits and job satisfaction.

Gently but steadily morphing away from the world of static computers to the limitless options of mobile technology, the now generation of super-connected, “mobile” employees keeps redefining the new way of working, with a tsunami of technol-

ogy implications that are felt from the corner office to the home workstation.

Cutting-edge and dazzling new technologies have reached critical mass and are creating an exciting and crucial inflection point for businesses of all sizes in all industries.

It is being proven, almost daily, that organizations that respond and adapt (quickly) enjoy a definite competitive edge.

As fancy, limitless and sophisticated as workplace technology can be, there are basics.

For workplace technology to make a business run better and more efficiently, it has to have a clear and effective business purpose. Equipping receptionists who spend hectic days on the phone with access to office suite software is an example of a non-business focused technology.

Technology can only positively impact a business’ operations if the benefits that it brings are greater than the additional costs involved to install and use it. Poorly designed software and processes can slow down employees and reduce their efficiency and productivity.

The best technology for the workplace is usually customized, easy to use and immediately effective. Public cloud storage and file-sharing services (Google Drive, Dropbox) are just two random examples of user-focused workplace technology.

At work or at play, the one constant and guaranteed sure thing about technology is change. Usually warp-speed change. But if the IT experts, geeks and super-brains can barely keep up, how is the small to mid-size business

Matt Patrick, regional project manager with Next Digital

operator or staffer supposed to cope?

“A lot of our work is listening,” says Matt Patrick, regional project manager with Next Digital, the dynamic and innovative customized IT solutions firm making its mark with organizations in Calgary, Edmonton and across Canada.

Next Digital’s edge is a bold, intriguing and catchy branding commitment “to free our customers from the burden of technology.”

“The essential part is to listen to the client, their needs, their problems and their objectives, and then design and apply a customized IT solution and make it work. Is it easy? Sometimes. Is it doable? Absolutely. And not only for the effectiveness of the business but also because contemporary employees expect the flexibility of access to be at their fingertips,” Patrick points out.

“From salespeople to accountants, sales reps, event planners, service staff and geologists – mobile workforces are undeniably a hot trend. And aside from the technologies and the systems,

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 63

The Pros and Cons of Being Plugged-in • Technology

CON: The most plugged-in of companies can get technology-dependant, and not realize it – until something goes wrong.

Companies that depend heavily on computer systems to conduct business can come to a virtual standstill if the system crashes.

Many downtown Calgary businesses (without external servers) were jolted by the helpless downtime during last year’s flood.

there are important issues and concerns for the company.

“Issues like how to make the company’s files safe, secure and encrypted? A big issue with the mobile workforce is limited versus open access. Who needs access to what and who should be denied access to what? For many reasons, and regardless the business or the size of the company, ‘open access’ is not recommended,” Patrick cautions.

“One of the hottest trends of the new mobile workforce is BYOD (Bring Your Own Device). It has become so popular that many, especially small to mid-size businesses, must deal not only with how to keep the employees personal device hookedin and compatible with the company but how to make the connection and the company’s files safe and secure.

“It’s not paranoia or a fear factor,” he emphasizes. “It’s just practical reality and business common sense.”

As Patrick explains, “virtualization” is a relatively new but extremely popular option for some small to mild-size businesses. Hardware virtualization or platform virtualization means the creation of a virtual machine that acts like a real computer with an operating system.

Software executed on these virtual machines is separated from the underlying hardware resources. In hardware virtualization, the host machine is the actual machine on which the virtualization takes place, and the guest machine is the virtual machine.

The words host and guest are used to distinguish the software that runs on the physical machine, from the software that runs on the virtual machine.

Aside from constant software and systems troubleshooting and the scheduled or urgent office calls, the savvy Next Digital IT consultants are busy creating, installing and explaining other Calgary-business technology hot topics like cloud services, upgrading operating systems, virtualization and – especially since the business impact of last year’s Calgary flood – designing and installing customized disaster recovery systems.

As any IT wizard and office manager will testify, there are terrific and invaluable pros and challenging cons to technology in the workplace.

PRO: Technology is proven to save time and money.

It decreases the time it takes to accomplish work, which ultimately saves money and increases productivity. Communication speed also increases. Instead of sending a message by mail, using email or texts gets it there instantly.

64 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

PRO: For many businesses, technology means tremendously increased mobility. Applications developed for smartphones and tablets bring up-to-the-minute services directly to the client, the job site, the front seat of the car or the home office.

CON: Some technologies contain features that need to be upgraded regularly, which can mean additional expense.

As just one example, companies may need to change computer software frequently just to keep up with industry trends. Entire computer or operating systems may also need upgrading every year or two.

Overwhelming consensus is that the positives of technology in the workplace very heavily outweigh some practical – and occasionally subjectively contentious – negatives.

The positives are much raved about and sometimes taken for granted as the new normal.

Some of the occasionally debated negatives include:

• Causing distraction at work. Not only idle Internet browsing but social networks at work can cause so much distraction and affect employee productivity that some companies block access to non-work websites like Facebook, Twitter and YouTube.

• It’s expensive to buy technology, but it is also pricey to maintain it. Many small to mid-size businesses cannot afford the cost of hiring a full-time IT person, so they resort to monthly IT contractors who charge for work done.

• Some say technology at work makes employees lazy. Since most functions are automated, employees can become complacent (and lazy) at work and some studies show that technology dulls creativity and skills.

• Workplace relationships are affected because employees communicate via cellphones, texting or email and there isn’t much face-to-face and interpersonal communications, supposedly making some employees more reserved and self-centred.

• Technology is risky. Especially when it comes to data security. Whether it’s the remote access of the mobile workforce or the slightly dated option of employees bringing flash drives to work, accessing critical company information.

Considering the good with the bad, workplace technology has redefined the workplace ... and the employee. BiC

consumer Mood • Real Estate

Consumer Mood While housing markets remain strong, consumer mood is cautiously optimistic

BY HEatHEr raMsaY

r

esidential real estate in Calgary continues to be a hot topic, and with good reason. As the city continues to grow in population, business investment and activity, and significant housing, social and cultural developments take place within East Village, there is clearly proof of ongoing economic momentum.

Continually high net migration rates are demonstrative that Calgary is a desirable and affordable city to call home.

Last year alone, over 45,000 people moved here, which brought a flurry of real estate activity. Albeit the changes and bustle have been positive, they have prompted a cautiously optimistic consumer mood. Cautious due to rumours about potential increases in interest rates, yet optimistic about pricing, increases in inventory and housing options.

On a national scale, new starts in the month of May were surprisingly robust. The Canada Mortgage and Housing Corporation (CMHC) reported a 0.8 per cent gain in the month of May, with an estimated annual pace of 198,324 new home starts. Be it that inventory is five per cent lower than levels at the same time last year, the gradual decline has not met the double digits of previous years. Although these numbers are encouraging, economists are stating that even though pricing and affordability are strong, the pace is not sustainable.

Having peaked in May, there is the expectation that housing starts will decrease somewhat over the coming months.

Experts anticipate that the shift will stabilize the new home market and there will likely be further adjustments as the economy continues to recover and interest rates pick up.

Closer to home, the trend is similar with continued pick

“We are seeing more high-end single-family homes on the market as of late, as well as a needed pick up in the condominium apartment sector.” ~ Anne-Marie Lurie up in new starts as well as the resale markets. According to CMHC, the total housing starts in the Calgary Census Metropolitan Area (CMA) are forecast to continue to increase.

The increase is estimated to be 16 per cent (14,600 units), reaching the highest level since 2006.

While conditions and inventory availability vary by market segment, the year-to-date increases in residential resale in May hit an all new record. New listings were up by 16.5 per cent, over the same period last year, with a total of 2,948 units sold. Increased inventory has helped ease some of the market pressure and continues to favour the seller.

“The real estate demand of late is higher than expected.

It has stemmed from higher than anticipated net migration, solid salaries, increased opportunities, and the fact that Alberta, and especially Calgary, remains affordable,” explains Anne-Marie Lurie, chief economist with the Calgary Real Estate Board (CREB). “We are seeing more high-end single-family homes on the market as of late, as well as businessincalgary.com | BUSINESS IN CALGARY August 2014 • 65

Consumer Mood • Real Estate

Canada Mortgage and Housing Corporation ~

Highlights

Tight inventory in moderate single-family homes is prompting those owners to

• Single-detached starts forecast to rise in 2014, but moderate in 2015

list their properties so that

• Multi-family starts will escalate in 2014 before slowing in 2015

they can then take advantage of pricing and move up into

• MLS (registered icon) residential price expected to increase in 2014 and 2015

a larger property. a needed pick up in the condominium apartment sector.

Surrounding towns are also seeing an increase in both new build as well as resale. Overall, the activity remains encouraging.”

With low interest rates and the growing level of product available, it is likely that more homeowners will appreciate the equity in their current home and then put it on the market. Tight inventory in moderate single-family homes is prompting those owners to list their properties so that they can then take advantage of pricing and move up into a larger property.

“Pricing has and will likely continue to increase at a moderate rate. As listings improve the market should stabilize further. Even though total active listings have been consistently lower than the previous year, there continues to be a shifting trend in pricing. We have finally experienced price recovery, and that gives homeowners and new buyers more options,” says Lurie.

Given that Bank of Canada lending rates haven’t changed since last year, there is speculation that things may begin to shift. Inflation has remained low but with some pick up it will undoubtedly influence bank lending rates as well.

Changes in lending policies are also worth noting, as that will influence buyer behaviour on properties valued at one million dollars and up.

• Net migration will support demand for rental units throughout the forecast period

Projections from experts for the second half of the year include: • Unlikely that interest rates will increase significantly • Sales growth levels will ease off, given the highs seen earlier in the year • A strong market and economic momentum will continue at moderate levels • Sales will be at sustainable levels (but not at the same double-digit levels as last year) • Continued lower-paced price gains and pace of market growth A year past the flood, it would be remiss not to comment on the fallout from damaged areas. It’s a pro/con situation, as some communities are suffering limited sales due to the flood in their geographic location. At the same time other communities are flourishing as investors and buyers are seeking lower prices and willing to invest in clean up or renovation of the respective property(ies). Either way, given the real estate market and economics in Calgary and surrounding areas, it is a good time to get in to or move within the housing market. BiC

Mortgage Rates One-year posted mortgage rate Five-year posted mortgage rate Annual employment growth increase

2014 3.0 to 3.5% 5.0 to 5.5% 2.5%

*CANADA MORTGAGE AND HOUSING CORPORATION – HOUSING MARKET OUTLOOK, CALGARY CMA

66 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

2015 forecast 3.2 to 4.25% 5.5 to 6.0% 2.4%

Calgary Head Offi ce Feature M

ore and more, when Canadian, American and international companies think Canadian business, they think Calgary.

One reliable testimonial is the number of major head offices already calling Calgary home and the positive and steady trend of companies either considering Calgary or making the move to Calgary as their head office.

To borrow from residential real estate jargon, Calgary continues to prove itself as a solid, viable and dynamic location for corporate head offices. There are currently more than 130 head offices located in Calgary and more on the way!

Although the intangible but unique and renowned western spirit and hospitality is definitely a big draw, Calgary also has many of the hard-core corporate wants and needs that it takes to attract head offices.

“Head offices are the reflection of the

Suncor Energy Inc.

S

Steven W. Williams

highest value component of the corporate entity,” says Bruce Graham, president and CEO of Calgary Economic Development, the not-for-profit corporation funded by the city, private sector, community partners and other levels of government.

“Without a doubt, establishing a head office is about presence, visibility, profile and definitely about prestige, for the company and certainly for our city.

“Head offices often define the business districts where they’re located. It’s where decisions are made and the decisions tremendously affect the local market.

The operations and the capital spending at head office levels of a company impact the local economy,” he explains.

The Calgary business community and Calgary Economic Development’s pitch to attract head offices is still riding the momentum of last year’s rating by the influential MoneySense magazine, which judged Canadian cities on criteria like

Rank: Energy Cdn (out of 800)

1

Enbridge Inc.

E

uncor Energy is Canada’s leading integrated energy company. Suncor’s operations include oilsands development and upgrading, conventional and offshore oil and gas production, petroleum refining, and product marketing under the Petro-Canada brand. While working to responsibly develop petroleum resources, Suncor is also developing a growing renewable energy portfolio. Suncor’s common shares (symbol: SU) are listed on the Toronto and New York stock exchanges.

REVENUE

39,784,000,000

$

Imperial Oil Ltd.

A

Al Monaco

www.suncor.com Rank: Energy Cdn (out of 800)

8

32,918,000,000

Husky Energy Inc.

H

Asim Ghosh

Cenovus Energy Inc.

C

www.imperialoil.ca Rank: Energy Cdn (out of 800)

20

Rank: Energy Cdn (out of 800)

13

usky Energy is one of Canada’s largest integrated energy companies.

The company operates worldwide with upstream, midstream and downstream business segments. A combination of technological innovation, prudent investment, sound project management and responsible resource development allows Husky to deliver strong returns to shareholders. The company has a well-defined and growth-oriented business plan, and a stable foundation.

23,317,000,000

$

Agrium Inc.*

A

Brian C. Ferguson

Charles V. Magro

REVENUE

18,657,000,000

www.enbridge.com

REVENUE

enovus Energy is a Canadian oil company. They are committed to applying fresh, progressive thinking to safely and responsibly unlock energy resources the world needs. Their operations include oilsands projects in northern Alberta, which use specialized methods to drill and pump the oil to the surface, as well as natural gas and oil production across Alberta and southern Saskatchewan.

$

7

nbridge has become a leader in the safe and reliable delivery of energy in North America and is proud to be recognized as one of the Global 100 Most Sustainable Corporations in the World. They transport energy, operating the world’s longest, most sophisticated crude oil and liquids transportation system, with a significant and growing presence in the natural gas transmission and midstream businesses, and an increasing involvement in power transmission.

$

Rich Kruger REVENUE

32,722,000,000

Rank: Energy Cdn (out of 800)

REVENUE

fter more than a century, Imperial continues to be an industry leader in applying technology and innovation to responsibly develop Canada’s energy resources. As Canada’s largest petroleum refiner, a major producer of crude oil and natural gas, a key petrochemical producer and a leading fuels marketer from coast to coast, Imperial remains committed to the highest standards across all areas of their business.

$

quality of life, standard of living, incomes, available jobs and employment rates.

The judging declared Calgary as number one for best overall city, best large city and best place to raise children. Important things to contemplate when considering a head office location of business and staff.

“We definitely underscore our strong business features, like Calgary’s thriving business service sector, the availability of quality and skilled employees is a major Calgary advantage,” Graham emphasizes with a passion, “the municipal and provincial fiscal and tax environment and the overall economic vitality of the city and the province.”

Unlike other major Canadian cities, Graham points out that Calgary attracts companies by merit — leveraging the city’s strengths and quality of life — not incentives.

According to 2014 stats, Calgary’s head office appeal is strong and getting stronger.

www.huskyenergy.ca Rank: Chemical Cdn (out of 800)

24

grium is driven by growth, whether it is to improve the performance of crops that feed the world responsibly, grow their business, their market share or their earnings. Their commitment to growth and diversification, within a framework of financial discipline, will endure as the cornerstone of their long-term strategy. Agrium Inc. is a major retail supplier of agricultural products and services in North and South America, a leading global wholesale producer and marketer of all three major agricultural nutrients.

REVENUE *CONVERTED FROM U.S. DOLLARS

www.cenovus.com

16,198,810,000

$

www.agrium.com

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 67

Calgary Head Office

Feature

Canadian Natural Resources Ltd.

C

Steve W. Laut REVENUE

Rank: Energy Cdn (out of 800)

25

anadian Natural is one of the largest independent crude oil and natural gas producers in the world. The company continually targets cost-effective alternatives to develop their portfolio of projects and to deliver their defined growth plan, thereby creating value for shareholders.

A balanced mix of natural gas, light oil, heavy oil, in situ oilsands production, oilsands mining and associated upgrading facilities, represents one of the strongest and most diverse asset portfolios of any energy producer in the world.

16,145,000,000

$

Gibson Energy Inc.

G

www.cnrl.com

Rank: Energy Cdn (out of 800)

62

TransCanada Corp.

W

Russell K. Girling REVENUE

8,797,000,000

$

Fluor Canada Ltd.*

F

Rank: Engineer Cdn (out of 800)

68

Bob McLeod REVENUE

6,940,669,000

$

Canadian Pacific Railway Ltd.

C

www.gibsons.com

Transport

Cdn Rank: (out of 800)

70

(See footnote 6)

6,464,074,000

$

Encana Corp.*

E

anadian Pacific operates a North American transcontinental railway providing freight transportation services, logistics solutions and supply chain expertise. Incorporating best-in-class technology and environmental practices, CP is redefining itself as a modern 21st century transportation company built on safety, service reliability and operational efficiency.

www.fluor.com/canada

Rank: Energy Cdn (out of 800)

73

ncana is a leading North American energy producer that is focused on growing its strong portfolio of diverse resource plays producing natural gas, oil and natural gas liquids. By partnering with employees, community organizations and other businesses, Encana contributes to the strength and sustainability of the communities where it operates.

E. Hunter Harrison

Douglas J. Suttles

REVENUE

REVENUE *CONVERTED FROM U.S. DOLLARS

6,133,000,000

$

NOVA Chemicals Corp.*

N

www.cpr.ca

Rank: Chemical Cdn (out of 800)

81

OVA Chemicals develops and manufactures chemicals, plastic resins and end products that make everyday life safer, healthier and easier.

Their employees work to ensure health, safety, security and environmental stewardship through a commitment to sustainability and responsible care to ensure effective health, safety, security and environmental stewardship.

NOVA Chemicals and its employees practise a culture of dignity, respect, openness and honesty with one another and in the communities where they live and work.

REVENUE *CONVERTED FROM U.S. DOLLARS

5,436,340,000

$

Shaw Communications Inc.

S

Bradley S. Shaw

www.transcanada.com

luor is an industry leader in engineering, procurement, fabrication and construction (EPFC). With more than a century of global experience and 65 years in Canada, Fluor is the industry benchmark in building the most challenging and complex capital projects safely, on schedule and budget while building rewarding careers and stronger communities.

A. Stewart Hanlon REVENUE

REVENUE

49

ith more than 60 years of experience, TransCanada is a leader in the responsible development and reliable operation of North American energy infrastructure including natural gas and oil pipelines, power generation and gas storage facilities. For more information visit: www.transcanada.com or check them out on Twitter @TransCanada or blog.transcanada.com.

ibson Energy is a growth-oriented, North American midstream oil and gas company. They play a significant role in the oil and gas industry by linking upstream producers with downstream refiners. Each year, the company moves millions of barrels of energy products to market through their facilities and infrastructure — injection stations, terminals, pipelines, tank storage and a fleet of over 1,900 truck transportation units.

Todd Karran

Rank: Energy Cdn (out of 800)

www.novachem.com

Rank: Media Cdn (out of 800)

86

haw is a diversified communications and media company, providing consumers with broadband cable television, High-Speed Internet, Home Phone, telecommunications services (through Shaw Business), satellite direct-to-home services (through Shaw Direct) and engaging programming content (through Shaw Media). Shaw serves 3.3 million customers, through a reliable and extensive fibre network. Shaw Media operates one of the largest conventional television networks in Canada, Global Television, and 19 specialty networks.

5,142,000,000

$

68 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

www.shaw.ca

6,033,740,000

$

Harvest Operations Corp.

H

www.encana.com

Rank: Energy Cdn (out of 800)

82

arvest was formed in July of 2002 and has experienced significant growth and value appreciation since that time, with a balanced asset base, superior operational expertise, extensive land base and development opportunities. Their inventory of future development projects includes 1,900 drilling locations on more than 1.1 million net acres of undeveloped land.

Myunghuhn Yi REVENUE

5,364,700,000

$

Pembina Pipeline Corp.

P

www.harvestenergy.ca

Rank: Energy Cdn (out of 800)

87

embina Pipeline Corporation is a reliable and growing energy transportation and service provider with an exciting future. Their integrated businesses and quality assets combine with prudent financial management to form the foundation of its strategic plan. They believe in carefully managed, responsible growth that exceeds the expectations of stakeholders.

Michael H. Dilger REVENUE

5,025,000,000

$

www.pembina.com

Calgary Head Office

Feature

Talisman Energy Inc.*

T

Harold N. Kvisle

Rank: Energy Cdn (out of 800)

92

alisman is committed to conducting its business safely and in an ethically, socially and environmentally responsible manner. The company is a participant in the United Nations Global Compact and is also included in the Dow Jones Sustainability North America Index. Established as an independent company in 1992, Talisman has grown production from 50,000 boe/d in 1992 to 452,000 boe/d in 2007. Over the longer term, the company believes the diversity of its asset base will provide significant growth opportunities.

REVENUE *CONVERTED FROM U.S. DOLLARS

4,791,560,000

$

Sysco Canada, Inc.*

I

www.talisman-energy.com

Rank: Food Distribution Cdn (out of 800)

95

ConocoPhillips Canada Resources Corp.*

C

Ken Lueers REVENUE

ATCO Ltd.

n 1977 Sysco surpassed its competitors to become the leading supplier to “meals-prepared-away-from-home” operations in North America.

Since then, the industry it serves has expanded from $35 billion to approximately $210 billion. Today, Sysco has sales and service relationships with more than 400,000 customers and remains committed to helping them succeed in the food-service industry and satisfy consumers’ appetites.

Rank: Utility Cdn (out of 800)

99

Nancy C. Southern

4,722,308,000

Canadian Oil Sands Ltd.

C

www.sysco.ca

Rank: Energy Cdn (out of 800)

105

4,359,000,000

$

Superior Plus Corp.

S

anadian Oil Sands is a pure investment opportunity in light, sweet crude oil. Through its 36.74 per cent interest in the Syncrude project, they offer a solid, robust production stream of fully upgraded crude oil, exposure to future crude oil prices, potential growth through high-quality oilsands leases and an attractive dividend. For more information about Canadian Oil Sands please visit www.cdnoilsands.com.

Luc Desjardins

Ryan M. Kubik

4,034,000,000

$

WestJet Airlines Ltd.

W

www.cdnoilsands.com

Transport

Cdn Rank: (out of 800)

113

REVENUE

3,662,197,000

Keyera Corp.

K

3,752,800,000

ENMAX Corp.

E

111

Gianna Manes

www.superiorplus.com

Rank: Utility Cdn (out of 800)

125

NMAX, through subsidiaries, makes, moves and sells electricity to residential and commercial customers and is headquartered in Calgary with offices in Edmonton. ENMAX Power Corporation owns and operates transmission and distribution infrastructure in Calgary and ENMAX Energy Corporation owns electricity generation facilities throughout Alberta. Since 2007, ENMAX has been named one of Alberta’s Top Employers. ENMAX Energy is the retailer for the City of Calgary and the City of Edmonton.

REVENUE

www.westjet.com

Rank: Energy Cdn (out of 800)

127

3,364,100,000

$

Devon Canada Corp.*

D

eyera is one of the largest independent natural gas and natural gas liquids (NGL) midstream businesses in Canada. Its operating businesses provide a range of gathering, processing, fractionation, storage, transportation and marketing services to the oil and gas industry. Keyera’s NGL and crude oil infrastructure includes pipelines, terminals and processing and storage facilities in Edmonton and Fort Saskatchewan, Alberta, a major North American NGL hub.

REVENUE

3,277,207,000

Rank: Utility Cdn (out of 800)

uperior Plus has a portfolio of diversified businesses consisting of propane distribution, specialty chemicals, construction products distribution and fixed-price energy services. Their goal is to provide long-term stable dividends and premium returns to shareholders through valuebased growth in core assets. In 2006, Mr. Billing assumed the dual role of chairman and CEO to focus on maximizing unit holder value and longterm value growth.

$

estJet is proud to be Canada’s most-preferred airline, powered by an award-winning culture of care and recognized as one of the country’s top employers. WestJet offers scheduled service to more than 85 destinations in North America, Central America, the Caribbean and Europe. Through their regional airline, WestJet Encore, and with partnerships with airlines representing every major region of the world, they offer their guests more than 120 destinations in more than 20 countries.

$

www.atco.com

REVENUE

REVENUE

$

A

www.conocophillips.ca

REVENUE

$

James V. Bertram

(See footnote 6)

TCO Group is one of Canada’s premier corporations. As a $16 billion enterprise with more than 9,800 employees, ATCO Group is built upon nine principal operating subsidiaries that span five continents. Engaged in structures and logistics, utilities, energy and technologies, their companies deliver service excellence and innovative business solutions.

Kent Humphries REVENUE*CONVERTED FROM U.S. DOLLARS (See footnote 6)

Gregg Saretsky

93

PC’s story in Canada began over 100 years ago and continues today with a team of nearly 2,750 full-time employees and contractors.

Headquartered in Calgary, Alberta, ConocoPhillips Canada is a top-three producer of natural gas in the country, with a world-class portfolio, including assets in Western Canada and the Arctic. With interests near Fort McMurray, Alberta, they are well positioned to become a leading in situ producer in the oilsands.

4,786,410,000

$

Rank: Energy Cdn (out of 800)

John Richels

www.enmax.com

Rank: Energy Cdn (out of 800)

151

evon Energy Corporation is a leading independent oil and natural gas exploration and production company. Devon’s operations are focused onshore in the United States and Canada. They also own natural gas pipelines and treatment facilities in many of their producing areas, making them one of North America’s larger processors of natural gas liquids. The company’s portfolio of oil and gas properties provides stable, environmentally responsible production and a platform for future growth.

REVENUE *CONVERTED FROM U.S. DOLLARS

www.keyera.com

2,735,680,000

$

www.devonenergy.com

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 69

Calgary Head Office

Feature

Crescent Point Energy Corp.

C

Rank: Energy Cdn (out of 800)

154

TransAlta Corp.

T

rescent Point Energy Corp. is a conventional oil and gas producer with assets strategically focused in Western Canada. Crescent Point continues, since inception in 2001, to aggressively pursue its three-part business strategy of acquiring, exploiting and developing high-quality, large resource in place assets while maintaining a strong balance sheet and balanced three-and-a-half-year hedge program.

Dawn L. Farrell

2,679,461,000

$

Graham Group Ltd.

G

REVENUE

www.crescentpointenergy.com

Rank: Engineer Cdn (out of 800)

165

2,292,000,000

$

Penn West Petroleum Ltd.

P

raham Group Ltd. is an employee-owned construction solutions partner with over eight decades of experience, providing general contracting, design-build, construction management and public-private partnership (P3) services in the commercial, industrial, infrastructure, earthworks and masonry sectors. The company has offices throughout North America and employs over 1,300 professionals and office staff. As one of Canada’s largest construction companies, Graham has the resources, capacity and expertise to undertake projects of every scope, scale and complexity.

REVENUE

2,262,476,000

$

UFA Co-operative Ltd.

U

Peter Melnychuk

www.graham.ca

Rank: Wholesale Cdn (out of 800)

176

FA Co-operative Limited (UFA) is an Alberta-based agricultural cooperative providing products, services and agricultural solutions to farmers, ranchers, members and commercial customers. Founded in 1909, UFA’s extensive network includes 35 farm and ranch supply stores and more than 110 bulk fuel and cardlock petroleum locations in rural Alberta, British Columbia and Saskatchewan. For more information about UFA, visit UFA.com.

2,126,750,000

E

Rank: Energy Cdn (out of 800)

167

enn West is one of the largest conventional oil and natural gas producers in Canada. Their goal is to be the company that redefines oil and gas excellence in Western Canada. Based in Calgary, Alberta, Penn West operates a significant portfolio of opportunities with a dominant position in light oil in Canada on a land base encompassing approximately five million acres.

David Roberts

2,234,000,000

$

Trican Well Service Ltd.

T

Dale M. Dusterhoft

www.pennwest.com

Rank: Oil Field Cdn (out of 800)

178

rican Well Service Ltd. is an international pressure pumping company with operations on six continents. Trican provides innovative, engineered and integrated solutions to its customers involved in the exploration and development of oil and natural gas reserves. With a highly trained and competent workforce and a recognized commitment to ongoing research and development, Trican is a technical leader in each of the service lines in which they operate.

REVENUE

$

Ensign Energy Services Inc.

www.transalta.com

REVENUE

REVENUE

www.ufa.com

Rank: Oil Field Cdn (out of 800)

183

2,115,472,000

$

AltaGas Ltd.

A

nsign Energy Services Inc. is an industry leader in the delivery of oilfield services in Canada, the United States and internationally. They are one of the world’s leading land-based drilling and well-servicing contractors serving crude oil, natural gas and geothermal operators. Additional services include directional drilling, rental equipment, managed pressure drilling, oilfield manufacturing and production flow back units.

www.trican.ca

Rank: Energy Cdn (out of 800)

189

ltaGas is an energy infrastructure business with a focus on natural gas, power and regulated utilities. AltaGas creates value by acquiring, growing and optimizing its energy infrastructure, including a focus on clean energy sources.

Robert H. Geddes

David W. Cornhill

REVENUE

2,098,011,000

$

Precision Drilling Corp.

P

REVENUE

www.ensignenergy.com

Rank: Oil Field Cdn (out of 800)

190

2,042,932,000

$

URS Canada, Inc.

U

recision Drilling Corporation is Canada’s largest oilfield services company, one of the largest in the United States, with a growing international presence. Precision provides high-performance contract drilling, directional drilling, completions and production, and strategic support services to customers. The company’s focus on safety, efficiency and the best equipment delivers value for Precision’s customers and investors.

2,029,977,000

REVENUE

www.precisiondrilling.com

70 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

www.altagas.ca

Oil Field

Cdn Rank: (out of 800)

204

RS Corporation is a leading provider of engineering, construction and technical services for public agencies and private sector companies around the world. The company offers a full range of program management; planning, design and engineering; systems engineering and technical assistance; construction and construction management; operations and maintenance; management and operations; information technology; and decommissioning and closure services. URS provides services for federal, oil and gas, infrastructure, power, and industrial projects and programs.

Kevin A. Neveu REVENUE

$

164

ransAlta is helping meet the growing appetite for electrical power while minimizing the environmental impact of doing so. They are Canada’s largest publicly-traded generator and marketer of electricity and renewable power. They are investing in new ways to further cut emissions and are regularly recognized for their sustainable approach to business, the environment and the communities they serve.

Scott Saxberg REVENUE

Grant Beck

Rank: Utility Cdn (out of 800)

(See footnote 6)

1,879,500,000

$

www.urs.ca

Calgary Head Office

Feature

Jacobs Canada Inc.*

Rank: Engineer Cdn (out of 800)

J

Chip Mitchell

acobs Engineering Group Inc. is one of the world’s largest and most diverse providers of technical, professional and construction services, including all aspects of architecture, engineering and construction, operations and maintenance, as well as scientific and specialty consulting. They serve a broad range of companies and organizations, including industrial, commercial and government clients across multiple markets and geographies.

REVENUE *CONVERTED FROM U.S. DOLLARS

1,677,171,000

$

www.jacobs.com

S

Rank: Oil Field Cdn (out of 800)

243

ECURE is a TSX publicly-traded energy services company that provides safe and environmentally responsible fluids and solids solutions to the oil and gas industry. The corporation owns and operates midstream infrastructure and provides environmental services and innovative products to upstream oil and natural gas companies operating in the Western Canadian Sedimentary Basin (“WCSB”) and the Rocky Mountain region in the United States.

REVENUE

C

1,492,540,000

www.secure-energy.ca

Enerflex Ltd.

Rank: Oil Field Cdn (out of 800)

E

253

Jose Fernando Aguilar

1,563,814,000

$

ARC Resources Ltd.

A

1,405,022,000

$

www.enerflex.com

MEG Energy Corp.

Rank: Energy Cdn (out of 800)

245

RC is one of Canada’s leading conventional oil and gas companies.

Their operations are focused in five core areas across Western Canada, providing them with an extensive resource base of high-quality oil and natural gas development opportunities.

Myron M. Stadnyk

1,447,500,000

$

Inter Pipeline Ltd.

I

www.arcresources.com

Rank: Energy Cdn (out of 800)

262

nter Pipeline Ltd.’s petroleum transportation, processing and storage assets play an important role in connecting energy and petrochemical producers to markets. As one of the largest energy infrastructure businesses in Canada, Inter Pipeline has a strong track record that has produced increasing and reliable monthly cash dividends for their shareholders.

Christian P. Bayle

Rank: Energy Cdn (out of 800)

M

263

1,362,713,000

$

Enerplus Corp.

E

EG Energy Corp. (MEG) is a Canadian oilsands company focused on sustainable in situ development and production in the southern Athabasca oilsands region of Alberta. MEG has acquired a large, highquality resource base — which along with a well-formulated strategic growth plan, positions them to be a strong oilsands player for many years to come.

William J. McCaffrey

Ian C. Dundas

REVENUE

www.interpipeline.com

Rank: Energy Cdn (out of 800)

266

nerplus is a North American energy producer with a diversified asset base of oil and gas assets that offer both a stable cash flow stream as well as growth potential. They are focused on creating value for investors through the successful development of their properties and the disciplined management of their balance sheet. Through their activities, they strive to provide investors with a competitive return comprised of both growth and income.

REVENUE

1,334,497,000

$

www.megenergy.com

Apache Canada Ltd.*

Rank: Energy Cdn (out of 800)

A

272

1,310,602,000

$

Pengrowth Energy Corp.

P

pache was formed in 1954 with $250,000 of investor capital with the simple concept of becoming a significant and profitable oil company.

Today, Apache Corporation is one of the world’s top independent oil and gas exploration and production companies. The journey to this point was fuelled by Apache’s contrarian approach to business.

www.enerplus.com

Rank: Energy Cdn (out of 800)

277

engrowth Energy Corporation is a monthly dividend-paying, intermediate Canadian producer of oil and natural gas. Its focus is on the development of conventional and unconventional resource-style plays within the Western Canadian Sedimentary Basin. On March 23, 2012, Pengrowth Energy Corporation and NAL announced a strategic business combination.

Timothy O. Wall

1,260,720,000

www.calfrac.com

REVENUE

REVENUE

$

236

alfrac is an innovative pressure pumping services provider focused on North America’s premier unconventional natural gas and light-oil plays plus strategic international markets. With state-of-the-art equipment, in-house R&D, a diversified customer base, an expert team of employees, experienced management and record annual revenues in 2011, Calfrac is strongly positioned for continued growth.

nerflex is the single-source supplier of natural gas compression, oil and gas processing and electric power equipment — plus in-house engineering and mechanical services expertise. The Company`s broad in-house resources provide the capability to engineer, design, manufacture, construct, commission and service hydrocarbon handling systems. Enerflex has approximately 3,300 employees and operates out of Canada, the United States, Latin America, the Middle East, Australia, Southeast Asia and Europe.

REVENUE *CONVERTED FROM U.S. DOLLARS

Rank: Oil Field Cdn (out of 800)

REVENUE

$

J. Blair Goertzen

Calfrac Well Services Ltd.

REVENUE

(See footnote 6)

Secure Energy Services Inc.

Rene Amirault

224

Derek W. Evans REVENUE

(See footnote 6)

www.apachecorp.com

1,231,300,000

$

www.pengrowth.com

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 71

Calgary Head Office

Feature

Vermilion Energy Inc.

V

Lorenzo Donadeo REVENUE

Rank: Energy Cdn (out of 800)

281

ermilion is an oil-leveraged producer that adheres to a value creation strategy through the execution of full–cycle exploration and production programs focused on the acquisition, exploration, development and optimization of producing properties in Western Canada, Europe and Australia. Their business model targets annual organic production growth of approximately five per cent along with providing reliable and increasing dividends to investors. Vermilion trades on the Toronto Stock Exchange and the New York Stock Exchange under the symbol VET.

1,205,899,000

$

Murphy Oil Co. Ltd.*

M

www.vermilionenergy.com

Rank: Energy Cdn (out of 800)

286

Calgary Co-operative Association Ltd.

A Ken Woo REVENUE

1,187,119,000

$

Stuart Olson

A

Mike McFadyen

David J. LeMay

1,184,706,000

$

Baytex Energy Corp.

B

James L. Bowzer

www.murphyoilcorp.com

Rank: Energy Cdn (out of 800)

303

REVENUE

1,102,278,000

www.baytexenergy.com

Cdn Rank: (out of 800)

316

1,106,469,000

Lightstream Resources Ltd.

L

T

Lyle C. Whitmarsh REVENUE

307

1,069,614,000

$

Cervus Equipment Corp.

C

www.lightstreamresources.com

Rank: Wholesale Cdn (out of 800)

340

ervus is in the business of acquiring and operating authorized agricultural, industrial and commercial equipment dealerships by facilitating dealership succession. The company proudly owns the largest group of John Deere agricultural equipment dealers in Canada and has a significant presence in the commercial and industrial and equipment sectors through their Bobcat, JCB, JLG, AR Williams and Peterbilt dealerships across the West.

REVENUE

www.rockymtn.com

Rank: Oil Field Cdn (out of 800)

346

rinidad Drilling provides modern, reliable, expertly designed oil and gas drilling equipment operated by well-trained personnel. Trinidad’s drilling fleet is one of the most adaptable, technologically advanced and competitive in the industry. Trinidad started as a small Canadian driller in 1996 and has grown to become an industry leader operating in Canada and the United States. Through a joint venture, Trinidad also has the opportunity to operate drilling rigs in other international markets such as Saudi Arabia and Mexico.

845,888,000

$

Rank: Energy Cdn (out of 800)

John D. Wright

Graham Drake

Trinidad Drilling Ltd.

www.stuartolson.com

ightstream Resources is an oil and gas exploration and production company combining light-oil Bakken, Cardium and Swan Hills resource plays with conventional light-oil assets. They apply technical innovation to deliver industry leading operating net backs, strong cash flows and production growth.

Matthew C. Campbell REVENUE

1,007,762,000

301

$1.3 billion organization, Stuart Olson has been empowering Canadian business since 1911. A rich history demonstrates their reach and diversity as an integrated, full-service organization serving the construction and industrial markets. With clients in commercial and residential development, oil and gas, hospitality, mining, health care and education, to name just a few, the 4,200 dedicated people of Stuart Olson have had a positive and lasting impact on businesses and communities across Canada.

$

ocky Mountain Equipment is a consolidator of agriculture and construction equipment dealerships. Operating dealerships across Alberta, Saskatchewan and Manitoba as well as customers radiating beyond those three provinces, RME’s goal is to bring professional, stable, and dependable equipment partnerships to its customers.

$

Rank: Engineer Cdn (out of 800)

REVENUE

Rocky Mountain Dealerships Inc. Wholesale

R

www.calgarycoop.com

REVENUE

aytex Energy Corp. is a dividend-paying conventional oil and gas corporation based in Calgary. The company is engaged in the acquisition, development and production of oil and natural gas in the Western Canadian Sedimentary Basin and has an emerging presence in the United States. Baytex is committed to maintaining its production and asset base through internal property development and delivering consistent returns to its shareholders.

$

285

s Calgary’s only local food retailer, Co-op’s roots run deep in the heart of the community. Co-op is focused on providing the freshest, best quality products at competitive prices. To do so they conduct weekly price checks with Co-op stores and stores of their two main competitors. It is the only retailer in Calgary that delivers an annual membership refund - in the form of cash and equity to their member-owners - every year.

urphy Oil Corporation is an international oil and gas company that conducts business through various operating subsidiaries. The company produces oil and natural gas in the United States, Canada, the United Kingdom, Malaysia and Republic of the Congo and conducts exploration activities worldwide.

REVENUE *CONVERTED FROM U.S. DOLLARS

Rank: Food Sell Cdn (out of 800)

www.trinidaddrilling.com

72 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

899,806,000

$

Corus Entertainment Inc.

C

John M. Cassaday

www.cervuscorp.com

Rank: Media Cdn (out of 800)

355

orus Entertainment is one of Canada’s most successful integrated media and entertainment companies. Founded by J.R. Shaw, the company was built from the media assets originally owned by Shaw Communications, and spun off as a separate, publicly-traded company in 1999. Since then, Corus Entertainment’s asset base has grown remarkably through strategic acquisitions, strong organic growth and a disciplined operating approach.

REVENUE

803,541,000

$

www.corusent.com

Calgary Head Office

Feature

Bonavista Energy Corp.

B

Rank: Energy Cdn (out of 800)

359

Newalta Corp.

N

onavista Energy Corporation is a Calgary-based oil and gas company with a proven track record of value creation. Since inception in 1997, Bonavista has consistently added shareholder value by pursuing a disciplined and effective strategy that focuses on long-term profitability. Today, Bonavista is one of Canada’s largest dividend-paying energy companies, with a market capitalization of approximately $3.1 billion CDN. Alan P. Cadotte

791,745,000

$

Gran Tierra Energy Inc.*

REVENUE

www.bonavistaenergy.com

Rank: Energy Cdn (out of 800)

G

371

783,396,000

$

Tourmaline Oil Corp.

T

742,063,000

$

Savanna Energy Services Corp.

www.grantierra.com

Rank: Oil Field Cdn (out of 800)

S

386

REVENUE

696,609,000

SMART Technologies Inc.*

S

721,313,000

$

www.tourmalineoil.com

394 anadian Energy Services & Technology Corp. (“CES”) is a leading C provider of technically advanced consumable chemical solutions throughout the life cycle of the oilfield. This includes solutions at the

Rank: Canadian Energy Services & Technology Corp. Oil Field Cdn (out of 800)

Thomas J. Simons

drill-bit, at the point of completion and stimulation, at the well head and pump-jack, and finally through to the pipeline and midstream market.

CES’s business model requires limited reinvestment capital to grow. As a result, CES has been able to capitalize on the growing market demand for drilling fluids and production and specialty chemicals in North America while generating free cash flow. CES returns much of this free cash flow back to shareholders through its monthly dividend.

REVENUE

www.savannaenergy.com

Technology

Cdn Rank: (out of 800)

418

662,818,000

$

Parex Resources Inc.*

H

www.canadianenergyservices.com

Rank: Energy Cdn (out of 800)

427

eadquartered in Calgary, Parex Resources Inc. is engaged in oil and natural gas exploration, development and production in South America and the Caribbean region. The company is conducting exploration activities on several blocks in the Llanos Basin and Middle Magdalena Basin of Colombia and onshore Trinidad and Tobago.

Neil Gaydon

Wayne K. Foo

REVENUE *CONVERTED FROM U.S. DOLLARS

589,959,000

$

Horizon North Logistics Inc.

H

REVENUE *CONVERTED FROM U.S. DOLLARS

www.smarttech.com

Rank: Oil Field Cdn (out of 800)

436

573,147,000

$

Canexus Corp.

C

orizon North is a publicly-traded company (TSX: HNL) that provides resource companies with mobile structures, camp management and catering, matting solutions, and northern marine services. With over 1,000 employees and offices and/or manufacturing plants in Calgary, Sherwood Park, Grande Prairie and Anzac, Alberta, Kamloops, British Columbia and in Tuktoyaktuk, Inuvik and Norman Wells, Northwest Territories, Horizon North operates in Canada’s western provinces and three northern territories.

REVENUE

554,387,000

$

377

Michael L. Rose

MART Technologies Inc. is a leading provider of technology solutions that enable inspired collaboration in schools and workplaces around the world by turning group work into a highly interactive, engaging and productive experience. SMART delivers integrated solutions of hardware, software and services designed for superior performance and ease of use, and remains a world leader in interactive displays.

Robert T. German

Rank: Energy Cdn (out of 800)

REVENUE

avanna Energy Services Corp. (Savanna) is a premier North American energy services provider. Their primary offerings include conventional drilling, hybrid drilling and well servicing, and comprehensive oilfield services such as oilfield equipment rentals that meet the needs of their diverse oil and gas customer base. Savanna is uniquely positioned in the energy services industry, incorporating aboriginal partnerships and community involvement with leading technology that includes PLCcontrolled service rigs and patented hybrid drilling rigs.

$

www.newalta.com

ourmaline is focused on long-term growth through an aggressive exploration, development, production and acquisition program in the Western Canadian Sedimentary Basin. Their business strategy is to maximize shareholder value by increasing reserves, production and cash flows through the exploitation and development of a continually growing asset base.

ran Tierra Energy Inc. is an international oil and gas exploration and production company headquartered in Calgary, incorporated and traded in the United States and operating in South America. The company currently holds interests in producing and prospective properties in Colombia, Argentina, Peru and Brazil. Gran Tierra’s strategy is focused on establishing a portfolio of drilling opportunities to exploit undeveloped reserves to grow production, as well as undertaking exploration drilling to grow future reserves.

REVENUE *CONVERTED FROM U.S. DOLLARS

Kenneth B. Mullen

363

ewalta is based in Calgary. They provide services through their network of facilities across Canada and customer locations where they mobilize their equipment and people to process material directly onsite. They are in the product recovery business, where innovation and customer-driven approaches add value to their customer’s bottom line.

Today, Newalta has 85 facilities across Canada and 2,000 people.

Jason E. Skehar REVENUE

Dana Coffield

Rank: Environ Cdn (out of 800)

www.parexresources.com

Rank: Chemical Cdn (out of 800)

439

anexus produces sodium chlorate and chlor-alkali products largely for the pulp and paper and water treatment industries. Their four plants in Canada and two at one site in Brazil are reliable, low-cost, strategically-located facilities that capitalize on competitive electricity costs and transportation infrastructure to minimize production and delivery costs.

Richard A. Ott REVENUE

www.horizonnorth.ca

552,961,000

$

www.canexus.ca

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 73

Calgary Head Office

Feature

Peyto Exploration & Development Corp.

P

Rank: Energy Cdn (out of 800)

445

MNP LLP

eyto Exploration & Development Corp. is a natural gas-weighted explorer and producer that is committed to building value through the exploration and development of high-quality gas properties.

A

Cdn Rank: (out of 800)

459

t MNP, finding the right solutions starts by understanding your vision, your business and you. It begins with a relationship. The company has grown over the years, one handshake and smile at a time. With more than 70 offices across the country, MNP has become one of the largest chartered accountancy and business consulting firms in Canada.

Darren Gee

Daryl Ritchie

REVENUE

535,395,000

$

Bankers Petroleum Ltd.*

B

REVENUE

www.peyto.com

Rank: Energy Cdn (out of 800)

464

487,000,000

$

David L. French

480,638,000

$

Legacy Oil + Gas Inc.

L

www.bankerspetroleum.com

Rank: Energy Cdn (out of 800)

474

477,033,000

$

B

Sam Kolias

Connacher Oil and Gas Ltd.

C

REVENUE

www.legacyoilandgas.com

Rank: Energy Cdn (out of 800)

499

www.trilogyenergy.com

Boardwalk Real Estate Investment Trust

Trent J. Yanko REVENUE

464,912,000

465

rilogy Energy Corp. (TET) is a Canadian energy corporation formed through a spin-out of assets from Paramount Resources in April 2005.

Originally an income trust, Trilogy converted to a corporate structure in February 2010. Trilogy’s geographically concentrated assets are primarily low-risk, high-working interest, lower-decline properties that provide abundant infill drilling opportunities and good access to infrastructure and processing facilities, many of which are operated and controlled by Trilogy.

REVENUE

egacy’s experienced management team has a proven track record of aggressively growing oil and natural gas companies on a cost-effective per share basis. The company is strategically focused on both a geographic and commodity basis and will maintain prudent fiscal management, allowing them to be well positioned to profit from the current environment.

$

Rank: Energy Cdn (out of 800)

T

James H. T. Riddell

REVENUE *CONVERTED FROM U.S. DOLLARS

www.mnp.ca

Trilogy Energy Corp.

ankers Petroleum Ltd. is a Canadian-based oil and gas exploration and production company focused on maximizing the value of its heavy oil assets in Albania. The company is targeting growth in production and reserves through application of new and proven technologies by a strong experienced technical team.

Rank: Real Est Cdn (out of 800)

476

oardwalk REIT owns more than 225 properties with 34,651 residential units. Boardwalk’s objectives are to provide residents with the best quality communities and customer service, while providing unit holders with sustainable monthly cash distributions, and increase the value of trust units through acquisition, disposition, development and management of multi-family communities. Boardwalk REIT is vertically integrated and is Canada’s leading owner/operator of multi-family communities with over 1,500 associates welcoming customers home.

462,022,000

$

Trimac Transportation Ltd.

H

onnacher Oil and Gas Limited is a Calgary-based exploration, development and production company active in the production and sale of bitumen, crude oil, natural gas and natural gas liquids. Connacher is a growing exploration, development and production company with a focus on producing bitumen and expanding its in situ oilsands projects located near Fort McMurray, Alberta.

www.boardwalkreit.com

Transport

Cdn Rank: (out of 800)

500

eadquartered in Calgary, Alberta, Trimac provides Canadian domestic and international cross-border trucking services. Trimac also provides complementary logistics services through its subsidiary Bulk Plus, and repairs, maintenance and tank-trailer cleaning services through its National Tank Services division. Trimac is Canada’s largest bulk trucking services provider with operations from coast to coast.

Christopher J. Bloomer

Jeffrey J. McCaig

REVENUE

427,861,000

$

Balancing Pool

T

REVENUE

www.connacheroil.com

Rank: Utility Cdn (out of 800)

505

426,280,000

$

Long Run Exploration Ltd.

L

he Balancing Pool plays a prominent role in managing the power purchase arrangements of several major power plants. The Balancing Pool was established in 1999 by the Government of Alberta to help manage certain assets, revenues and expenses arising from the transition to competition in Alberta’s electric industry.

Bruce Roberts

William E. Andrew

REVENUE

419,243,000

$

Account

www.trimac.com

Rank: Energy Cdn (out of 800)

510

ong Run Exploration leverages existing land positions in key plays within its diversified portfolio of properties to grow crude oil volumes.

These plays present lower-risk development opportunities which provide highly attractive rates of return for Long Run shareholders. By continually striving to improve both cost-efficiency and well productivity in these lower-risk development projects, the company is well positioned to generate year-over-year growth in crude oil volumes.

REVENUE

www.balancingpool.ca

74 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

406,005,000

$

www.longrunexploration.com

Calgary Head Office

Feature

Enbridge Income Fund

Rank: Energy Cdn (out of 800)

E

Gordon G. Tallman

511

Pason Systems Inc.

P

nbridge Income Fund Holdings Inc. (“EIFH”), through its investment in Enbridge Income Fund (the “Fund”), holds high-quality, low-risk energy infrastructure assets. The Fund’s assets include a 50 per cent interest in the Canadian segment of the Alliance Pipeline, a 100 per cent interest in the various pipelines comprising the Saskatchewan System, and interests in more than 400 megawatts of renewable and alternative powergeneration capacity.

REVENUE

513

ason is the leading global provider of specialized data management systems for land-based and offshore rigs worldwide. Their rental solutions, which include data acquisition, well-site reporting, remote communications and web-based information management, enable collaboration between the rig and the office.

Marcel Kessler REVENUE

403,200,000

$

www.enbridgeincomefund.com

PHX Energy Services Corp.

H

Rank: Oil Field Cdn (out of 800)

523

403,088,000

$

John M. Hooks

www.pason.com

Western Energy Services Corp.

W

orizontal and directional drilling is Phoenix’s focus. They operate throughout North America, Peru, Colombia, Albania and Russia, and have drilled over 18,000 wells since inception. Their in-house research and development department designs and manufactures downhole technologies that create their service advantage.

Rank: Oil Field Cdn (out of 800)

524

estern Energy Services Corp. is an oilfield service company that provides contract drilling services through Horizon Drilling in Canada and Stoneham Drilling Corporation in the United States. In addition, Western provides well servicing through Eagle Well Servicing and provides rental services through AERO Rental Services in Canada.

Alex R. N. MacAusland

REVENUE

REVENUE

380,663,000

$

www.phxtech.com

Nabors Canada*

Rank: Oil Field Cdn (out of 800)

N

526

379,943,000

$

REVENUE *CONVERTED FROM U.S. DOLLARS

372,526,000

$

(See footnote 6)

Whitecap Resources Inc.

W

www.wesc.ca

The Calgary Airport Authority

T

abors is involved in every phase of the life of an oil or gas well. This includes well construction, completion, maintenance and ultimately plug and abandonment. The Nabors companies own and operate approximately 501 land drilling and approximately 743 land work-over and well-servicing rigs in North America. Nabors’ actively marketed offshore fleet consists of 40 platform rigs, 12 jack-up units and four barge rigs in the United States and multiple international markets. Nabors participates in most of the significant oil, gas and geothermal markets in the world.

Garth F. Atkinson

Transport

Cdn Rank: (out of 800)

539

he Calgary Airport Authority is a not-for-profit, non-share capital corporation incorporated under the Regional Airports Authorities Act of Alberta. The Authority is responsible for the management, maintenance and development of Calgary International Airport (YYC) and Springbank Airport (YBW) under long-term lease from the Government of Canada.

YYC is an important economic engine for the city, region and province, generating over $6 billion per annum in economic activity.

REVENUE

www.naborscanada.com

Rank: Energy Cdn (out of 800)

542

351,326,000

$

www.yyc.com

Black Diamond Group Ltd.

Rank: Service Cdn (out of 800)

H

hitecap Resources Inc. is a dividend-paying, oil-weighted company focused on providing sustainable monthly dividends to its shareholders and per share growth through a combination of accretive oil-based acquisitions and organic growth on existing and acquired assets.

544

eadquartered in Calgary, Alberta, Black Diamond Group Limited was founded in 2003.Today they are a dividend-paying corporation with over two million square feet of net leasable modular space, as well as a fleet of high-quality, well-maintained rental equipment. They are known for an ability to deliver full-service solutions.

Grant B. Fagerheim

Trevor Haynes

REVENUE

349,622,000

$

Total Energy Services Inc.

T

REVENUE

www.wcap.ca

Rank: Oil Field Cdn (out of 800)

547

otal Energy Services Inc. (“Total”) is a growth-oriented energy services company based in Calgary. Through various operating divisions and wholly-owned subsidiaries, Total is involved in three businesses: contract drilling services (Chinook Drilling), rentals and transportation services (Total Oilfield Rentals LP) and the fabrication, sale, rental and servicing of new and used natural gas compression equipment (Bidell Equipment LP).

Daniel K. Halyk

339,579,000

347,055,000

$

www.blackdiamondlimited.com

Essential Energy Services Ltd.

E

Garnet K. Amundson

REVENUE

$

Rank: Oil Field Cdn (out of 800)

Rank: Oil Field Cdn (out of 800)

549

ssential is a growth-oriented, dividend-paying corporation that provides oilfield services to producers in Western Canada for producing wells and new drilling activity. Essential operates the largest coil tubing well service fleet in Canada with 47 coil tubing rigs and a fleet of 55 service rigs. Essential also sells, rents and services downhole tools and equipment including the Tryton Multi-Stage Fracturing System. Further information can be found at www.essentialenergy.ca.

REVENUE

www.totalenergy.ca

336,269,000

$

www.essentialenergy.ca

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 75

Calgary Head Office

Feature

TransGlobe Energy Corp.*

T

Rank: Energy Cdn (out of 800)

552

Veresen Inc.

V

ransGlobe Energy Corporation is an international exploration and production company based in Calgary, Alberta with oil interests in the Arab Republic of Egypt and the Republic of Yemen. The company has interests in nine international blocks with active programs of exploration and development drilling underway.

Ross G. Clarkson

Donald L. Althoff

REVENUE *CONVERTED FROM U.S. DOLLARS

324,775,000

$

Badger Daylighting Ltd.

B

REVENUE

www.trans-globe.com

Rank: Oil Field Cdn (out of 800)

554

553

eresen Inc. owns and operates energy infrastructure assets in North America. It operates in three segments: pipelines, midstream and power. The pipeline segment owns a 50 per cent interest in the Alliance Pipeline, which is an integrated pipeline system consisting of an approximately 3,000-kilometre high-pressure natural gas mainline pipeline located in Canada and the United States; and a 100 per cent interest in the Alberta Ethane Gathering System, a 1,324-kilometre pipeline that transports pure ethane within Alberta.

324,700,000

$

www.vereseninc.com

Crew Energy Inc.

Rank: Energy Cdn (out of 800)

C

adger Daylighting Ltd. (“Badger”) is North America’s leading provider of non-destructive hydrovac excavation services. Badger traditionally works for contractors, engineers and facility owners in the oil and gas, power, municipal, transportation, industrial and commercial construction industries.

557

rew Energy Inc. is a growth-oriented oil and natural gas producer, Their activities are concentrated in central Alberta and northeast British Columbia and focus on the development and expansion of its core natural gas and light-oil producing areas and exploration of its large, undeveloped land base.

Tor Wilson

Dale O. Shwed

REVENUE

324,594,000

$

Twin Butte Energy Ltd.

T

REVENUE

www.badgerinc.com

Rank: Energy Cdn (out of 800)

562

321,557,000

$

www.crewenergy.com

Kinder Morgan Canada Inc*

K

win Butte Energy Ltd. has approximately 22,200 barrels of oil equivalent per day of production with a focus in the Provost area and on heavy oil in the greater Lloydminster area along the Alberta and Saskatchewan border.

Rank: Energy Cdn (out of 800)

565

inder Morgan is the largest midstream and the fourth largest energy company (based on combined enterprise value) in North America.

Their pipelines transport natural gas, refined petroleum products, crude oil, carbon dioxide (CO2) and more. They also store or handle a variety of products and materials at their terminals such as gasoline, jet fuel, ethanol, coal, petroleum coke and steel.

James M. Saunders

Ian D. Anderson

REVENUE

312,559,000

$

Canyon Services Group Inc.

C

REVENUE *CONVERTED FROM U.S. DOLLARS

www.twinbutteenergy.com

Rank: Oil Field Cdn (out of 800)

573

311,060,000

$

Birchcliff Energy Ltd.

B

anyon Services Groups business model is focused on the design and delivery of technically advanced fluids for the oil and gas industry.

Canyon Services Groups business model requires limited reinvestment capital to grow. As a result, Canyon Services Group has been able to capitalize on the growing market demand for drilling and production fluids in North America while generating free cash flow.

Bradley P. D. Fedora

A. Jeffery Tonken

REVENUE

299,790,000

$

CanElson Drilling Inc.

T

www.canyontech.ca

Cdn Rank: (out of 800)

609

www.kindermorgan.com

Rank: Energy Cdn (out of 800)

589

irchcliff Energy Ltd. is a Calgary-based intermediate oil and gas company with operations focused exclusively in the Peace River Arch area of Alberta, where Birchcliff has successfully developed two significant resource plays: the very large and prolific Montney/Doig natural gas resource play in Pouce Coupe and the Charlie Lake light-oil resource play at Worsley. Birchcliff’s common shares are listed on the TSX under the symbol “BIR”.

288,691,000

$

Bonterra Energy Corp.

B

www.birchcliffenergy.com

Rank: Energy Cdn (out of 800)

610

onterra Energy Corp. is a high-yield, dividend-paying oil and gas company headquartered in Calgary, Alberta. Bonterra has paid a monthly dividend (formerly a distribution) since inception and intends to pay approximately 50 to 65 per cent of funds flow to investors.

Randy Hawkings

George F. Fink

REVENUE

257,004,000

(See footnote 6)

REVENUE

he primary business of CanElson is operating land-based contract drilling rigs in Canada, the U.S. and Mexico for oil and gas exploration and development companies. CanElson is publicly-traded on the TSX under the symbol CDI.

$

Rank: Energy Cdn (out of 800)

REVENUE

www.canelsondrilling.com

256,575,000

$

FOOTNOTE 6: CANADIAN REVENUES AS PER PARENT COMPANY’S ANNUAL REPORT

76 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

www.bonterraenergy.com

The Pekarsky Stein Calgary team on the rooftop patio of their character office in the old Alberta Hotel Building

THE ULTIMATE

PEOPLE BUSINESS Written by John Hardy | Photos by Melissa Arthur

P

ekarsky Stein, the dynamic and innovative, Calgarybased executive search firm, continues to redefine the business essentials of relationships, personal touch and the “perfect fit.”

In addition to the search basic of a perfect fit of strong skill sets and core competencies, Pekarsky Stein prioritizes matching a perfect fit of personality, values, attitude, approach, collaboration and a determination to succeed with aspects of the individual company culture.

As they prove with every assignment, the thorough and indepth Pekarsky Stein search for a perfect fit is so much more than a slogan.

It’s what Pekarsky Stein does, and how they do it!

It’s the way they work. It is the way they keep earning client and candidate trust and respect. It is their impressive track record. And it is the uncompromised Pekarsky Stein commitment to its clients and candidates.

A perfect fit, in every way, is just part of the special Pekarsky Stein win-win story.

“Absolutely and unconditionally, our service, our focus, our experience and our expertise is about people,” says the positive and upbeat Adam Pekarsky, the entrepreneurial go-getter and founding partner of the sought-after western Canadian search firm, with offices in Calgary and Edmonton.

“Ultimately, our effectiveness, our reputation and our success is built on relationships and people. It’s about personalizing the

client relationship to fully understand the organization’s values and their specific needs.

“The personalized aspects of the search are also a key to achieving the best possible fit of skilled and qualified candidates. We walk the +15s in this city every day with our clients, our candidates, our suppliers and our competitors. It’s our name on the door and keeping it personal matters.”

He explains the primary Pekarsky Stein niche as ranging from managers to C-suite, General Counsels, health and safety leaders, taxation directors, chief marketing officers, training and development managers, client relations and communications directors to VPs, CIOs, CFOs, CEOs and others across various industries.

“Let’s face it,” he points out with a slight chuckle. “Companies are looking for more VPs, senior managers and directors than CEOs. There’s usually only one of them.”

Exceptional rapport with clients and candidates, the many components of the unconditionally personalized search and finding the perfect fit are not only key factors of the Pekarsky Stein difference but parts of the industry-leading search firm’s competitive edge.

“We are intentionally a small boutique operation,” explains enthusiastic and focused partner, Terry Stein. “The nine of us have diverse business and professional backgrounds and experience and together we have unparalleled experience in areas like law, accounting and executive leadership.

PEKARSKY STEIN | 5th ANNIVERSARY | 1

The unmistakable Alberta imagery and comfortable vibe of the Pekarsky Stein space

“Although most of our searches are customized and individual, our diverse expertise allows us to also specialize in difficult-to-fill positions across multiple industries.

“Whatever the client need, we are solidly dedicated to the personal approach that large operations couldn’t possibly offer. The basics of the search process are vitally important, but it can never replace our true strength: genuine human interaction and personal relationships.”

The firm is actively involved in the community, giving back by volunteering and supporting numerous community causes.

Pekarsky also echoes the firm’s pledge of exceptional service and unconditional emphasis on a personal touch.

“We know how to find and match the right person for the right position, mostly because we know people! And we listen! We consistently listen and we listen well,” he says with conviction.

“Listening, learning, accurately reading and getting to really know the people and earn their trust are not only crucial components of the search process but keys to understanding client needs and must-haves – from skills sets and qualifications to vital intangibles like personality, attitude, values and outlook.

“It’s the secret sauce of what makes us special,” Pekarsky says with competitive professionalism and a hearty laugh. “The solid relationship with the client and fully understanding and embracing what they are looking for. The things said and not said. The must-haves from the nice-to-haves.”

Internally and externally, Pekarsky Stein stresses constant and effective communication.

The firm follows up and stays in touch with its clients, utilizing frequent communications, weekly status reporting, comprehensive pre-screens, thorough referencing, assistance with preparing offers and the continuity of post-placement contacts.

“We not only stay in touch with candidates after we place them,” adds Terry Stein, “but what separates us is how we treat them when they’re suddenly not the client but rather the candidate frustrated by other firms not returning their calls.”

The firm’s (www.pekarskystein.com) website is extremely popular, especially the company blog and more than 6,000 monthly clicks on to the site’s In The Know newsletter.

The partners enthusiastically underscore some other advantages of their competitive edge of “being small.”

It enables the respected and high-achiever search firm to offer a non-traditional fee structure that puts the client first.

It also allows a customized search, based on the specific needs of the client, from developing role descriptions, research sourcing, conducting in-depth prescreen interviews and refining short lists to facilitating client interviews, reference contacts, presenting offers and post-placement followups.

PEKARSKY STEIN | 5th ANNIVERSARY | 2

Adam Pekarsky and Terry Stein openly admit that “being small” resonates with the firm’s team of professionals and they itemize other positives of being small. Clients do not pay for high overhead and that international offices or multiple and divergent lines of business would distract from Pekarsky Stein’s most important core mission and promise – assuring clients customized, personalized, nimble, responsive service.

The nine executive search specialists of the Pekarsky Stein team are plugged-in and up to date about all aspects of today’s highly competitive search and recruitment business.

They are solidly savvy about the exciting Calgary market and driven by not only the Pekarsky Stein uniqueness but doing whatever it takes to continue earning its respected reputation for executive search excellence.

“Calgary is such a terrifically diverse city. More deals get done, based on trust. It’s the western ethic and I love it,” Pekarsky says with high-energy spirit. “It’s not only a booming market for a broad range of career professionals but it is such a wonderfully entrepreneurial and transactional market to work in.

“I am convinced that Albertans like doing business with Albertans. The search process is intricate and personal.

Global offices or multiple lines of business are no substitute for understanding the way Calgary clients and Calgary candidates think.”

His partner and longtime friend, Terry Stein, is also supercharged about Calgary as an exciting business community.

“We’re in a tremendously competitive industry, and our knowledge of the Calgary market is invaluable,” he says.

“There are so many trending changes in Calgary. Maybe the migration of younger people moving here to build careers or the steady infusion of foreign capital but culturally and in many other ways, Calgary continues to be terrifically diversified and sophisticated.”

Although some search specialists cringe at cheap shots and clichéd references like “recruiter” and “headhunter,” Pekarsky (a former lawyer with solid corporate experience) surprisingly but candidly admits that while he doesn’t mind either term, headhunter is slightly better.

“They both sort of ooze ‘contingent placement agency’ which we unequivocally are NOT.”

Enjoying a lighter moment, from L to R: Brendan Wade, Jessica Young, Terry Stein, Adam Pekarsky, Lisa Luedtke, Patrick Malachi and Ranju Shergill.

He feels that anyone can create a website, claim to be a recruiter and just accumulate files in a database. He regrets that some recruiters give the legitimate search profession a bad name by treating candidates like commodities, throwing resumés at a wall and hoping one sticks.

“After a search and a shortlist of six candidates,” he points out, “only one gets the job. But how you treat the other five matters a lot.”

He proudly differentiates that being much more than a recruiter and “being exceptional” has been the uncompromised Pekarsky Stein goal since the firm was founded in 2009.

Congratulations to Pekarsky Stein on 5 great years.

FACILITYCalgary

We at Interconnect Communications INC. would like to congratulate Pekarsky Stein on their 5th Anniversary! www.interconnectcom.ca | Suite 366, 440- 10816 Macleod Trail S Calgary, AB email: info@interconnectcom.ca

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PEKARSKY STEIN | 5th ANNIVERSARY | 3

THE “EXECUTIVE SEARCH BUSINESS” (AT LEAST WITH THE MIDAS TOUCH OF PEKARSKY STEIN) MAY WELL BE THE ULTIMATE PEOPLE BUSINESS. “We have a team of total superstars. Absolute professionals.

Highly educated, ethical beyond reproach and communityminded.”

Today, the unique double-sided Pekarsky Stein sword that is commitment is more relevant and critical than ever.

On one side, applying the personal touch to properly understanding the specific needs of the client is the firm’s priority one. “At the end of the day, like most service businesses, we’re the butler. We are there to serve our client,” he says.

Equally important is Pekarsky Stein’s focus on the candidate.

Pekarsky calls it “candidate care” and working with candidates to effectively tell their story. The dynamic Calgary-based search firm spends in-depth time listening to and coaching candidates.

It’s a given. Most job-searching people above certain levels already have required skills sets and job competencies.

But, as Pekarsky cites from 14 years experience, “How well do they play in the sandbox? Do they have a high EQ (emotional quotient)? Do they mesh with people? Do they collaborate? Are they strategic and business savvy? Are they practical? Did they say ‘thank you’ to the receptionist?

“Look!” he implores. “We’re selling oxygen. Everyone is a candidate and ultimately interested in doing better.

Sometimes when we make a cold-call contact, the person may politely reply, ‘No thanks. I’m happy, satisfied with my salary and my job and doing fine.’

I quickly tell them, ‘That’s great because a happy and satisfied candidate is exactly what our client is looking for.

When can we meet?’

“Our personalized expertise is not to just add names to an endless database list. I didn’t go to law school to do that. We engage people and work closely with them in a professional and positive way.”

From a career lifetime and the success of working with the gamut of specific client wants, needs, wish lists and matching up qualified and compatible candidates, Adam Pekarsky illustrates one of the most common personality-trick questions that pop up during many interviews.

“So, tell us what you know about us.”

He cautions that it is a popular and telltale way for a potential employer to gauge the candidate’s interest and seriousness about becoming a productive member of the company.

“If it means reading a year’s worth of SEDAR disclosure documents,” he grins, “the sharp candidate will be ready.”

According to Pekarsky Stein partner Ranju Shergill (who is the firm’s first employee to recently become the firm’s first “homegrown” partner) followup comments from the firm’s clients and candidates are a gratifying confirmation.

“We get positive feedback about the way they were treated with openness, honesty, respect and our proactive communication.

The trend has shifted back quite a bit,” Shergill says.

“Today, employers and candidates are both looking for long-term career security and advancement opportunities.

Especially at senior levels, companies are looking for potential stars that will evolve and grow with the company.”

As Stein, Shergill and Pekarsky point out from years of experience and success, “the executive search business” may be a misleading and misunderstood misnomer.

The “executive search business” (at least with the Midas touch of Pekarsky Stein) may well be the ultimate people business.

“Sometimes we call it a passion match,” Adam Pekarsky says with professional expertise and a good-natured smile.

“It’s like knowing two friends really well and setting them up on a blind date. He likes horror movies. She likes long walks on the beach. If they’re truly compatible, it will work out beautifully.”

WWW.PEKARSKYSTEIN.COM PEKARSKY STEIN | 5th ANNIVERSARY | 4

It’s All in the Balls and Clubs • Golf

It’s All in the Balls and Clubs

Customizing your stuff

By Colleen Wallace

B

dis Greens Golf and Country Club. “The balls ubba Watson, Justin Rose, Jordan go so far that it’s possible that it can make Spieth, Rory, Tiger and Phil all know some courses obsolete. Not around here!” he about it and have commented on how laughs. “The numbers are coming down and it is changing and speeding up the game. it even makes the game more fun.”

But it’s not really a big deal or even The game is renowned for its skill, prean issue at Springbank Links, Fox Holcision and strategy but another factor, at low, Shaganappi Point, Priddis Greens, PGA or at real levels, is distance. With Bearspaw or D’Arcy Ranch. other important side-effects, the science The pros have issues with the slick and and technology of the newest and latest sophisticated science that golf ball and club in golf balls and clubs (especially drivers) technology has become, and how it continis mostly about – distance. ues to impact the speed and the dynamics The design and manufacturing of the of the sacred game. Understandable conMarc Emslie, senior associate professional at Priddis iconically-dimpled golf ball is a specialized cerns when there’s $1.4 million on the line.

Greens Go & Country Club science unto itself.

Although state-of-the-art balls and clubs Primarily, the choices are two- to five-piece construction are normal facts of life at McCall Lake Golf Course, the Glenand the biggest difference is “spin ranges.” Some spin a lot coe or Willow Park, it’s not a burning issue for complaints and some hardly spin at all. or discussion. In fact, according to the weekend warriors and The two-piece golf ball is by far the most commonly used other happy golfers in Calgary, the science and technology

by Calgary-area golfers, but the constantly evolving science are a bonus and usually a boost for normal games. of a better golf ball has drastically altered Rory’s, Phil’s and “Maybe on the PGA circuit it changes the game and makes Tiger’s game. things complicated,” shrugs the tremendously knowledgeable According to recent stats, the pros tend to opt for fourand affable Marc Emslie, senior associate professional at Prid-

businessincalgary.com | BUSINESS IN CALGARY August 2014 • 81

It’s All in the Balls and Clubs • Golf

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82 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

and five-piece balls and it boosts their average drive distance to about 280 yards. With a two-piece ball, most recreational golfers now get about 205 yards.

Most of the credit goes to the ball.

The two-piece ball is a thin cover of (dimpled) plastic resin and a large rubber core. Whether it’s the average two-piece or the four- to five-piece of the pros, compression factor is the important consideration.

In both ball types, the more compressed the core, the farther the ball travels because whacking it causes less deformation and the ball is less “wonky” in flight.

Other aspects of golf ball science tend to get tricky and complicated. The dimples do serve a purpose, not just traditional cosmetics. The dimples create aerodynamic lift and figure into a golfer’s strategy when it comes to air resistance, gravity, drag and other picky issues.

The higher the lift, the less resistance and drag and the further the ball goes. Sounds so simple!

“It’s actually amazing what technology has done and continues to do to the game. Exciting and fascinating,” Emslie explains. “There is a Doplar radar launch monitor. It measures ball launch angles, spin rates, club head and ball speed and other aspects of a golfer’s game.”

By and large, in the real world, on the real course and give or take nuances and occasional cop-out blame, a two-piece ball is a two-piece ball.

The Dreaded Slice The golfer’s slice is caused by cutting across the golf ball which puts side spin on the ball allowing it to fly off to the right-hand side if you are a right-handed golfer. This is the most common miss for any average golfer playing the game.

The first thing to check before we work on the swing is the grip. Make sure the club face is square to your target (face of the club is parallel to our target) and the hands on the club are not turned over to far right; creating this error will result in a weaker grip allowing the golf ball and swing to go off to the right.

Next step is to create a correct stance and setup position. Make sure your feet and club are parallel to your target line. This should allow your knees, hips and shoulders to be on the same line, giving you the best chance to make a good swing with a straight golf shot.

John Seymour Head Golf Professional Lynx Ridge Golf Club

Tip to make sure your impact position is giving you the best chance to hit the ball straight: Most golfers where a glove on their top hand. The Velcro piece on the glove should be square at impact and turning over to face away from you (as seen in the two photos). A slicer’s position with this hand would have the Velcro on the glove going square to the target even well after the golf ball. This creates space in the front arm instead of turning the club over to keep the ball straight. This is an easy swing thought and a good way to create positive feedback. By starting off hitting little chip shots you will be able to control your shots and create instant feedback and feel for improving your game!

John Seymour, Head Golf Professional

“

Golf is deceptively simple and endlessly complicated; it satisfies the soul and frustrates the intellect.

It is at the same time rewarding and maddening and it is without a doubt the greatest game mankind has ever invented. ~ Arnold Palmer, US golfer

”

It’s All in the Balls and Clubs • Golf

“…special balls and customized clubs aren’t magic. Technology only takes you so far. You still can’t ‘buy’ a game.” ~ Marc Emslie,

senior associate professional Not so with clubs. Surprisingly for some, you don’t have to be a Jim Furyk, Sergio Garcia, Bubba Watson or a Matt Kuchar to have custom clubs. Many area golfers, from the Links of GlenEagles and Maple Ridge to Priddis Greens, are opting for “customized” clubs. It’s not just a lifestyle of the rich and famous golfer.

“Everybody’s body size is different,” says the upbeat Emslie with a charming Scottish whirr. “At Priddis and at other Calgary courses, we routinely do custom club fitting. It happens in two parts. A static measurement of things like height, hand size and arm length, and a dynamic test, analyzing ball flight, left or right, placing tape on the club and so on.

“We can customize the length, the shaft flex, the Y angle, even the grip. And there’s lots of demand, especially with drivers but most other clubs.

“It’s a very popular option. We are trained in club fitting.

And it’s valuable to have clubs that are customized for the individual’s height and build. Courses that offer customized clubs usually provide it as a value-added benefit and most of the time, unless there are special needs like a custom shaft or grip, there is no difference in price.

“Drivers, irons and especially putters,” he points out. “At the end of the day, putting is the most vital part of the game.

Customized putters help with individual strokes.”

Knowing which golf club to hit from any given distance is called “knowing your yardages.” It is learned by trial-anderror and varies widely from golfer to golfer.

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One person’s 5-iron distance is another person’s 3-iron distance is another person’s 7-iron distance.

Manufacturers control distance mainly through shaft length and the loft of the club face. A 7-iron will have a shorter shaft than a 4-iron (resulting in less club head speed) and the 7-iron will have more loft on the face, which will cause the ball to rise and fall on a steeper trajectory.

There is no “wrong” golf club distance – there is only your distance.

You can begin gauging your personal distances – how far you hit each club – on a driving range. But driving range distances are not always real distances because balls made for driving ranges are usually intended to be pounded till done.

You’ll simply have to make educated guesses as you start playing golf courses, pay attention to the results and make adjustments, and gradually get a feel for which club gets you about what distance.

If you want to get a better guess, take 30 golf balls to an open field, a large park or a deserted driving range. Hit all 30 using the same golf club. Walk out to where your balls landed and discard your 10 longest shots and your 10 shortest shots.

The 10 remaining balls will be your average for that club.

The “yardages” vary for men and women as well as based on short hitters, mid-hitters and long hitters.

Club Driver 3-wood 5-wood 2-iron 3-iron 4-iron 5-iron 6-iron 7-iron 8-iron 9-iron

Men 200-230-260 180-215-235 170-195-210 170-195-210 160-180-200 150-170-185 140-160-170 130-150-160 120-140-150 110-130-140 95-115-130

Women 150-175-200 125-150-180 105-135-170 105-135-170 100-125-160 90-120-150 80-110-140 70-100-130 65-90-120 60-80-110 55-70-95

“But special balls and customized clubs aren’t magic,” Emslie winks and chuckles. “Technology only takes you so far. You still can’t ‘buy’ a game.” BiC

Leading Business Connecting to solve business challenges

AUGUST 2014

Nominate your favourite Calgary small business

for a Small Business Week Award

Annie Cole, Muttley Crue Organic Grooming and Daycare

Nominate your favourite Calgary small business for a Small Business Week award at www.SmallBusinessWeekCalgary.com between July 15 and August 22.

Every year for the past thirty-five years, during the third week of October, communities across the country celebrate Small Business Week to pay tribute to the many contributions that small businesses make to the Canadian economy.

The Calgary Chamber is the hub for all Small Business Week activities, information and celebrations in Calgary. The Chamber will be hosting Small Business Week Calgary from October 20-24th to highlight the contribution of small business to our city. Activities include events, workshops, behind-the scenes tours of Calgary businesses, an expo and an awards show to celebrate our city’s greatest small businesses.

Winners of a Small Business Week Calgary Award often receive exposure that has helped them attract new customers, business partners and lead to higher sales.

Wining a Small Business of the Year award really helped raise the profile of Annie Cole’s small business, Muttley Crew Organic Grooming and Daycare, which won the Environmental Stewardship Award at last year’s celebrations.

“Just being nominated alongside businesses like Lela EcoSpa and Market 17 was an honour enough, but the feedback and new clients we gained was way beyond our expectations.”

Cole contributes much of her business growth and expansion to winning a Small Business Week Award.

“This fall we will be moving our shop to a substantially larger location and taking on over-night boarding as an added service. We were already working at almost capacity and after winning the award for Environmental Stewardship we have a wait list a mile long for our daycare, boarding and grooming, so at this point our relocation couldn’t come soon enough.”

Muttley Crue is Canada’s first eco-friendly, sustainable, chemical- free grooming, daycare, boarding and retail spa for dogs. Being an eco-conscious person and observing the array of chemicals that are applied to dogs, given to dogs and washed down the drains, made owner Annie Cole realize that things had to be done differently. Muttley Crue has set the standard in green pet care and works hard every day to maintain that standard for our earth, our city and their clients.

Using Bulfrog Power and only using locally or in-house made products from shampoos to cleaners, in addition to composting all dog hair and recycling everything have helped get Muttley Crue’s waste down to under one percent.

Help the Calgary Chamber celebrate our city’s small businesses by nominating your favourite small business for a Small Business Week award at www.SmallBusinessWeekCalgary.com. businessincalgary.com | BUSINESS IN CALGARY August 2014 • 85

2014 Board of

Directors

Chamber Member Spotlights

Executive Chair: Leah Lawrence, President, Clean Energy Capitalists Inc. Immediate Past Chair: Joe Lougheed, Partner, Dentons Canada LLP

The Calgary Chamber is proud to represent many Calgary businesses large and small; this month we are highlighting some of our industry leading members.

Chair Elect: Rob Hawley, Partner, PricewaterhouseCoopers LLP Second Vice Chair: Denis Painchaud, Director, International Government Relations, Nexen Inc. Vice Chair, Finance: Bill Brunton, Chief Communications Officer, Calgary Board of Education CEO: Adam Legge, President and CEO, Calgary Chamber

Directors David Allen, President, Calgary Land, Brookfield Residential Properties Inc. Carlos Alvarez, Audit Partner, KPMG Lorenzo DeCicco, Vice-President, TELUS Business Solutions Rob Hawley, Partner, PricewaterhouseCoopers LLP Wellington Holbrook, Executive Vice-President, ATB Financial

Bantrel Bantrel is a leading provider of engineering, procurement and construction (EPC) services in Canada. Since their inception in 1983, Bantrel has delivered end-to-end solutions for some of Canada’s most challenging and complex energy projects. Working with some of the biggest producers in the energy industry, Bantrel has lead the execution of a wide variety of resourcerelated projects. In addition to their core business in oil and gas and the chemical industries, Bantrel also provides EPC services to power, mining and metal companies across the country.

Bantrel is headquartered in Calgary with a satellite in Edmonton. Their global reach and local touch are strengthened by their affiliations with their parent company, Bechtel Corporation, one of the largest EPC companies in the world, and with McCaig Investments, a Calgary-based holding company with longstanding ties to the local business community.

For more information visit Bantrel.com.

Guy Huntingford, Chief Executive Officer, Urban Development Institute Bruce Okabe, Chief Executive Officer, Travel Alberta Phil Roberts, Vice-President, Axia NetMedia Corp Linda Shea, Senior Vice-President, AltaLink Mike Williams, Executive Vice-President, Corporate Services, Encana

Management Adam Legge – President and CEO Michael Andriescu – Director of Finance and Administration Kim Koss – Vice President, Business Development Scott Crockatt – Director of Marketing and Communications Rebecca Wood – Director of Member Services Justin Smith – Director of Policy, Research and Government Relations

Leading Business magazine is a co-publication of the Calgary Chamber and Business in Calgary Calgary Chamber 600, 237 8th Avenue S.E. Calgary, Alberta T2G 5C3 Phone: (403) 750-0400 Fax: (403) 266-3413 calgarychamber.com

International Fitness Holdings Inc. (IFH) IFH owns and operates World Health, SPA LADY, and The Bankers Hall Club. With over 100,000 members in 14 convenient locations, and a collective 75+ years of operations, the IFH group of clubs comprise Calgary’s number one choice in health and fitness services.

Your employee’s waistline directly impacts your company’s bottom line. IFH is proud to announce the launch of Power in Numbers – A workplace wellness initiative. An effective and easy to administer corporate wellness program, Power in Numbers earns your employees preferred membership rates while helping you strengthen company culture, recruit and retain the right people, and make everyone more productive.

Apply for your no obligation evaluation by emailing corporate@ifhinc.ca.

TECHNOLOGY CORPORATION Mobility Quotient U-Technology is a Calgary-based company focused on the development and distribution of the latest LED Lighting technology in Western Canada. U-Tech thinks differently: it is important to be able to offer the right product to fit the application instead of trying to fit the application to the product.

U-Tech helps distributors and clients meet their objectives with simple, ecofriendly and cost effective solutions. The company’s philosophy is to support customers, save costs, reduce energy consumption, increase quality of life through true color environment, all with the peace of mind of warranty included.

For more information visit at U-Tech.ca.

86 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

Upcoming Events For details and to purchase tickets for any of the Calgary Chamber’s events please visit CalgaryChamber.com.

October 20-24, 2014 Small Business Week Organizations of all sizes can benefit from getting involved with Small Business Week.

Started by the Business Development Bank of Canada, Small Business Week has been celebrated every year for the past thirty-five years, during the third week of October. Communities across the country celebrate Small Business Week to pay tribute to the many contributions that small and medium sized businesses make to the Canadian economy. The Calgary Chamber is your go-to source for all events, activities and information relating to Small Business Week in Calgary which runs from October 20-24, 2014.

In addition to celebrating small businesses, Small Business Week has a variety of opportunities that both small and large companies can benefit from. Small businesses can network with their peers and learn new or update skills through a variety of workshops and program offerings, while large companies have the perfect opportunity to connect with small business owners that may need their services at a variety of events across the city.

Nominate a Calgary small business for a Small Business Week Award It is an honour to simply be nominated for a Small Business Week Award. The winners of these awards often grow into Calgary’s medium and large businesses. Past winners of the Small Business of the Year Award have gone on to become some of Calgary’s most iconic companies. Some past winners include Alberta Boot Company, Blaskin and Lane, Bow Cycle, Chocolaterie Bernard Callebaut, Spolumbo’s Fine Foods and Venture Communications as well as many more.

To nominate your business or another Calgary small business go to www.SmallBusinessWeekCalgary.com/Nominate

Host an event or learning workshop Thanks to the generous support of ATB Financial, the Calgary Chamber is able to provide SmallBusinessWeekCalgary.com again this year, which is the single-largest touch point for all events, activities, and information relating to Small Business Week in Calgary. This website allows companies of all sizes to post their events relevant to a small business audience online where it will be noticed by the right people. It is simply the easiest way to get directly in front of the largest small business audience in Calgary. To post something to the website visit SmallBusinessWeekCalgary.com/events.

Showcase your company at Small Business Week Expo The other highlight of Small Business Week is the trade show expo which is held directly before the Small Business Awards ceremony on Thursday, October 23. This event gives businesses the opportunity to display their products and services, discover new businesses, and network with other members of the Calgary business community. The event attracts over 300 attendees and booths sell out quickly so get your request in early by emailing Events@CalgaryChamber.com.

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TrusT and Teamwork Over the past 40 years, the efficiency of the team of dedicated staff at the Calgary TELUS Convention Centre (CTCC) has ensured the centre’s continued success. Returning clients know they can count on the CTCC to ensure their events run smoothly. The long-term employment of many staff members reflects the positive corporate culture of the centre.

The emphasis on teamwork creates an atmosphere of trust that makes for a successful working environment.

Lisa Massier, Office Manager and 28-year employee of the CTCC, says, “Our ability to work together and the fact that we know we can depend on each other ensures our clients’ success.” She adds, “If required, we can step out of our normal roles to help get things done and look after the needs of our clients. We recognize our clients are often under pressure to create and manage a successful event and we will do anything we can help them achieve their goals.” This positive approach towards the common goal of client satisfaction keeps event organizers returning to the CTCC year after year.

With today’s increasing demand for faster organization of events, shortened deadlines, and increased clients requirements for larger and more diverse conferences and conventions, the CTCC staff often need to adjust quickly and efficiently to meet client needs. They must rely on their fellow team members in liaison with their network of suppliers and partner organizations to function effectively.

Gillian Podlubny has been on the CTCC team for 18 years and she says, “We’re here to help our clients stage great meetings and events for their guests and delegates and this sometimes requires creating thinking.” She continues, “Our facility is now smaller than those available in many other Canadian cities plus we often do not have broad information on a client’s needs so we have developed into a versatile and pro-active group.” Lynn MacMullin-Cudmore echoes Podlubny’s positive perspective on her working environment.

MacMullin-Cudmore has been part of the CTCC team for 14 years and is Coordinator of Guest Services and the Business Centre. She states, “We function effectively because we trust each other. We have different types of clients with varied needs, and we know that each department will do what needs to be done to meet our clients’ requirements.”

“We respect each other and we have strong relationships amongst the staff, suppliers, and partners”, says Will Henderson. Henderson is Director of Maintenance and a 29-year CTCC team member. He states, “With these strong relationships in-place we can move quickly and efficiently to meet client needs.” The cooperative working relationships between the departments at the CTCC ensure that the clients needs are addressed in the planning stages and followed through until the event’s successful conclusion. The 40 year success of the CTCC is something all Calgarians can celebrate and the teamwork and environment of trust and cooperation created by the centre’s staff is a key component to the facility’s continued success. calgary-convention.com expandthecentre.ca businessincalgary.com | BUSINESS IN CALGARY August 2014 • 89

The Relationship Romp Tourism’s key relationship

BY STEWART MCDONOUGH

i

n June, the board chairs for Tourism Calgary and the Calgary Hotel Association (CHA) signed a memorandum of understanding (MOU) after 13 months of negotiation.

And Calgary’s tourism community enjoyed a collective sigh of relief.

Coordinated and sustainable tourism growth is closely tied to the ability of key destination stakeholders to work together with combined resources towards common goals.

The 13 months from discord to reconciliation came as a three-year agreement reached in 2011 was coming to an unsatisfactory close. The lack of satisfaction wasn’t in relation to growth in the visitor economy – Calgary was leading the nation in tourism growth, and Calgary’s hotels were leading the nation in occupancy level and revenue per available room.

The issue was a lack of shared understanding, which led to a major breakdown in the relationship. For more than 10 years, the relationship between Calgary’s foundational partners has been rocky, inconsistent and unbalanced. So what has happened in the past 13 months to offer confidence that three years from now you won’t be reading a similar article?

The answer lies in an adventure we call “the path to positive partnerships” or “the romp towards the realm of radiant relationships” – let’s not forget that tourism is a fun industry.

OK, maybe those aren’t generally used by many, but you get the point.

Here’s a napkin diagram to illustrate the romping path towards strong relationships based on mutual understanding.

Shared interest is the first step.

“What’s in it for me?” needs to shift to “What’s in it for us, for our city, for our industry.” This is where self-interest can comfortably intermingle with altruistic intent.

Shared commitment to a balance of common long- and short-term goals is next. These goals also happen to be the building blocks of sound strategy. It’s abundantly clear and universally agreed to that what’s good for the destination is also good for hotels, restaurants, attractions, shops, festivals, events and so on and so forth.

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Clear roles are fundamental in building a team atmosphere. Recognizing the strengths of various players releases potential and capacity. Establishing who is responsible for leading or contributing or simply being aware in a variety of spaces will make for much smoother navigation and the ability to steer clear of troubled waters.

Defined accountability and transparent, regular reporting allows for course corrections – though ideally not at the expense of long-term, research-based strategy.

Shared responsibility means shared credit and failure.

It requires an understanding that occasional failure is at the heart of bold innovation, and that we succeed and fail together. Blame takes a back seat to solutions.

Trust is vital; it is the holy grail of this quixotic quest.

And let’s be clear, unrest between the destination marketing organization and hotel-controlled destination marketing funds - between DMO and DMF – is the norm not the exception. But we should not be satisfied with the norm. Calgary wasn’t founded with a laissez-faire approach. We don’t settle, and we shouldn’t settle now.

The Tourism Calgary and CHA MOU is aspirational, collaborative and optimistic. It brings the hotel community back to the strategy table in numbers on the Tourism Calgary board. The financial commitment has increased with base funding growing from $2.4 million to $5 million annually, and it’s an openended agreement enabling the kind of long-term planning that is essential to quality sales and marketing planning.

The work is far from over and all relationships that last are hard won. Over the past 13 months clarity and understanding have patiently been brought to bear on each contentious issue on the ledger. With greater understanding and trust built over time, true partnership is attainable and the open-ended agreement reached between Tourism Calgary and the CHA will unleash this city’s potential as a preeminent tourism destination.

Telling Calgary’s Story

and Why Rankings Matter

i

f you walk around the Calgary Economic Development offices or spend much time reading through our website and promotional materials, one thing will surely stand out. We use a constant stream of statistics and rankings to help tell the Calgary story. These rankings cover a wide variety of topics ranging from lifestyle, safety, greenness, and of course, the economy.

The economic rankings don’t really surprise many. Over the last several years, Calgary has consistently ranked high in annual reports on the economy, labour participation, and more recently as a strong global financial centre.

These annual rankings are supported by frequent articles and press releases from Statistics Canada, the Conference Board of Canada and other international publications, further positioning Alberta and Calgary as leading the nation in economic growth and job creation.

However, as Calgary engages in the global war for talent, quality of life has become increasingly as important as the paycheque. This is evident in the strategic plan for the city - Calgary: A great place to make a living, a great place to make a life. Similar to the benefits of economic rankings, quality of life rankings assist the city in reinforcing the message that Calgary is not only a great place to make a living, but a great place to make a life. The Economist Intelligence Unit has ranked Calgary as the fifth most livable city in the world for five years in a row. MoneySense magazine considers Calgary the best large city to live and best large city to raise children (2014). At the same time SportBusiness International gave Calgary the No. 1 Ultimate Small City Sports Award (2014).

These quality of life rankings are causing people to give Calgary a second look. For example, many might not know that Calgary is an active city with the longest urban pathway system in North America (at 960 kilometres between pathways and bike ways), has the most hours of sunshine

per year of any major city in Canada and that the city is only an hour away from the outdoor playground in the Canadian Rockies.

Calgary Economic Development works tirelessly to spread the good word about our city across the country and around the world. It is the integration and validation of third-party rankings, statistics and facts into the story that help make it all come alive for someone contemplating a move to Calgary.

Third-party rankings aren’t always scientific but there is no doubt that they matter. They send strong signals to the marketplace for people, and where people go – businesses follow.

For a complete list of Calgary rankings, visit: calgaryeconomicdevelopment.com. businessincalgary.com | BUSINESS IN CALGARY August 2014 • 91

Driving Innovation in Southern Alberta

Forward

BY anDrEa MEnDiZaBaL

B

uilding, developing and growing your technologybased company or idea takes the right resources and plenty of individuals, partners and mentors. As the fall season approaches, there is no better time to accelerate your path and advance forward. Whether at the early stages of development or approaching growth, there are services available to provide startups, researchers and entrepreneurs with the resources to accelerate business success.

Recognized by the Canadian Association of Business Incubation (CABI) for continually developing innovative and effective programs that support southern Alberta’s advanced technology sector, Innovate Calgary continues to deliver by supporting and rolling out a great fall lineup of events, programs and workshops for innovators at any stage of development. This fall get ready to carve your path to success and take your innovation to the next stage of growth.

Communivate PR Bootcamp | September 6, 2014 Every startup has a story to tell. In this full day workshop, entrepreneurs in the social enterprise space will learn how to craft their stories, build a PR plan and develop media coverage. Presented by Innovate Calgary, Startup Calgary and led by startup marketing executive Scott Valentine.

Beakerhead 2014

| September 10-14, 2014

More than 90 partner organizations come together for Beakerhead week to put on more than 50 events throughout various venues and public spaces across the city. It’s a time and place where engineers show their creative sides and artists get technical, where science hits the street and everyone gets ingenious. Innovate Calgary is a proud program partner of this initiative.

Tech Showcase 2014

| September 11, 2014

Technology and competition take centre stage at Innovate Calgary’s annual Tech Showcase, one of Calgary’s largest tech sector events showcasing some of the city’s most innovative, early-stage technology companies. Part of Beakerhead week, and going on its 15th year, Tech Showcase is an afternoon of electrifying energy, interactive displays and a grand pitch competition as tech entrepreneurs vie for the perfect pitch prize package.

92 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

Startup NEXT

| Begins October 2014

Have a great idea? Startup Next, an international program powered by Google for Entrepreneurs, is an intense five-week program focused on guiding teams through the challenging early stages of building a tech startup. The best Startup Next teams get invited to the Startup Next First Look Forum – a global demo day style event with accelerators, investors and media. The Calgary series is sponsored and organized by Innovate Calgary and Startup Calgary.

Innovator’s Toolkit Series | Begins October 2014

From uncovering financing options to capturing your market, the Innovator’s Toolkit Series arms technology entrepreneurs with a toolkit for business success. Designed for technology innovators and companies at any stage of development, this six-session series focuses on providing the most effective best practices for company development, and provides valuable insight from “been there, done that” mentors, entrepreneurs and executives.

Go-To-Market

| Begins October 2014

Innovate Calgary teams up with TEC Edmonton and Rocket Builders to help technology companies develop the skills needed to maximize successful execution in market entry, product launch and revenue growth. This four-month program will address marketplace challenges and focus on strategy and implementation.

CEO Roundtable

| Held Monthly

The CEO Roundtable is a peer advisory forum for senior executives, board members and founders of technology companies to openly discuss their challenges and accelerate actions and decisions in a confidential, safe environment. An experienced facilitator holds members feet to the fire and leads the process.

New Tech Meetup

| Held Monthly

Build your network and engage with the Calgary startup community. New Tech Meetup brings together the startup, business, academic and investor communities to socialize, showcase and support Calgary’s technology ecosystem with monthly presentations from the latest tech companies.

To learn more about Innovate Calgary and how it supports new and emerging technology, and for details about the fall 2014 lineup of programs and workshops, visit www. innovatecalgary.com.

G IN L AT FU BR NG ES LE NI U 4 CE EA OG 197 M IAL CE D IN S

ca lg ar yco nv en tio n. co m

LET’S MEET THE FUTURE TOGETHER

CELEBRATING 40 YEARS OF PARTNERSHIPS FORGED C CR ELE E E B SI XCH AT RA NC A IV TI E 1 NG E NG 9 7 ES 4

THANKS, CALGARY, FOR BEING PART OF

E CO O 4 BRA NN F G 0 Y TI EC LO EAR NG TI BA S ON L S

CE L

MarketingMatters • David Parker

MarketingMatters

BY DAVID PARKER

T

ourism Calgary has a new vice president of marketing.

Since Gisele Danis left that position last November to join Brookfield Residential as director of marketing and communications, Jeff Hessel has been acting in the interim role but has now accepted the permanent position.

Hessel joined Tourism Calgary almost four years ago and during that time, according to interim CEO Cindy Ady, “Has become a valued member of our team and earned the respect of industry partners, key stakeholders and his Tourism Calgary colleagues.”

He played a leadership role in the award-winning Doors Open postflood campaign, the 2014 marketing strategy and tourism cooperative campaigns, the Right Here advertising platform and the White Hat campaign in Toronto.

Prior to joining Tourism Calgary, Hessel served as director of marketing at Telus Spark for 12 years, has contributed to the Calgary Attractions Committee in various capacities and was a member of Travel Alberta’s Tourism Destination Region board.

Last month I reported that Stewart McDonough had left the city for Ontario. He is the new director of communications for the City of Guelph and his position here at Tourism Calgary has been filled by Cassandra McAuley.

•••••••••••••• In other tourism news it’s too bad that Bruce Okabe has decided to return to British Columbia in October after fulfilling a five-year commitment here

as CEO; he will be missed. But I was glad to bump into Francisco Gomez, former regional vice president of Fairmont Hotels and Resorts, at the Fairmont Palliser’s Stampede breakfast and learn that he has accepted an appointment on Travel Alberta’s board of directors.

•••••••••••••• ClearMotive Marketing Group has been servicing Honda’s 700 Canadian motorcycle, ATV and power equipment dealers from its Calgary office but has now opened a second office in Toronto closer to the client.

Located in Liberty Village on Dufferin Street, CEO Tyler Chisholm says the agency also plans to use it as a springboard into the Greater Toronto Area.

•••••••••••••• Monique Gamache, design director at WAX Partnership, must have been pretty excited after travelling to London to accept a D&AD Professional Award to find that it was the ultimate award – a Black Pencil; the first one given to a Canadian agency in eight years.

Gamache was lauded for the annual report WAX designed for its client CSPD (Calgary Society for Persons with Disabilities). It’s a provocative piece that told the society’s financial story but also worked to raise awareness that “being handicapped is hard” by making it difficult to handle with a single staple and using stark photography and honest language that didn’t pull any punches.

•••••••••••••• Melodie Creegan, founder and president of Mosaic Communications, can be forgiven for not reading Business in Calgary right away. She will be plodding along on horseback in the wilds of northern British Columbia on her annual trail ride.

94 • August 2014 BUSINESS IN CALGARY | businessincalgary.com

But it’s not all relaxing with no work worries; Muskwa-Kechika Adventure is a client that Mosaic helps promote; a globally significant area of wilderness, wildlife and cultures. Understand that the park is about the same size as Ireland so hope her horse is fitted with GPS. Back in the Calgary office, staff is very busy with a growing number of accounts including a new win – Ensign Energy Services, a leading global land-based drilling company.

•••••••••••••• I always enjoy the Leaders of Tomorrow Awards that this magazine does such a good job in organizing and promoting.

They are an opportunity to meet with and talk to some of this city’s brightest and best and this year I was pleased to be able to catch up with leader Mario Amantea of ZGM Collaborative Marketing.

I’ve known Amantea for a lot of years through his times with Fieldstone, Parallel and Strokes Design.

He has been a partner and general manager at ZGM for the past 12 years and was excited to tell me about the progress of his 11-person Edmonton office that was a result of purchasing Donovan Creative last September and is currently helping Edmonton in its bid for the Commonwealth Games.

The 35 Calgary staff keep busy with long-term relationships with Jayman Homes, Western Financial Group and Fountain Tire, is AOR for YYC and has completed a brand refresh for Bonavista Energy.

Parker’s Pick: The awesome 7.1 surround sound at The Beach.

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This is the new starting line.

This is Bow Valley College South Campus. It’s part of an over $290 million transformation that has created one of Western Canada’s leading educational institutions, serving more than 14,000 learners at three campuses and 20 regional centres in Alberta.

Students triumph here. Access to an excellent education any time, any place, any path, and any pace, ensures all learners can overcome any barrier to a fulfilling career.

And when our learners win, Alberta wins, thanks to work-ready graduates in vital fields, motivated and eager to get the job done.

Visit bowvalleycollege.ca to find out more.