Business in Calgary August 2018

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Volume 27 | Number 8

REGULAR COLUMNS

11

Say Hello to Pipeline Canada

By Frank Atkins

12

The Alberta Government is Meddling with Workers’ Compensation

By Amber Ruddy

14

Talk to Your Friends About Alberta’s Debt

By Colin Craig

CONTENTS COVER FEATURE

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Calgary Co-op Part of the City, Serving the City

By Melanie Darbyshire

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On Oil and Gas, Canada is Missing the Boat

By Cody Batershill

67 73 78

Leading Business The Calgary Report Current developments for Calgary Telus Convention Centre, Tourism Calgary, Calgary Economic Development, and Innovate Calgary

Marketing Matters

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CORRECTION NOTICE In the July issue of Business in Calgary magazine, the excerpt regarding Gerry Baxter from Calgary Residential Rental Association was incorrect. Gerry is not the founder as mentioned, but is the executive director of the association. Business in Calgary apologizes for the error.

DIRECTORS EDUCATION PROGRAM

CANADA’S LEADING PROGRAM FOR DIRECTORS APPLY BEFORE AUGUST 16, 2018 FOR THE NEXT CALGARY OFFERING OF CANADA’S LEADING PROGRAM FOR DIRECTORS. “The ICD-Rotman DEP instructors were top-notch and brought real situations into the classroom with a lens on behind-thescenes factors, complementing and refining the skills I learned “on the job” as a long-time director. The program proved invaluable in terms of driving-home the challenges facing today’s directors, particularly when it came to making tough decisions. An added benefit was being introduced to fellow DEP graduates who shared the same insight on boardroom issues, bringing conversations around the table to a higher level. When I am searching for new directors, having the ICD.D designation signifies to me that the candidate has invested in the profession of being a director.”

RANDY FINDLAY, P.ENG., ICD.D CHAIR, PEMBINA PIPELINE, UBC ALUMNI ASSOCIATION DIRECTOR, ELLISDON, SUPERIOR PLUS

The Directors Education Program (DEP), jointly developed by the Institute of Corporate Directors and the University of Toronto’s Rotman School of Management, is offered nationally at Canada’s top business schools. Since the launch of the DEP, over 5,000 directors have completed the program, taking the first step towards acquiring their ICD.D designation.

ATTAIN YOUR ICD.D AND BE MORE EFFECTIVE AS A DIRECTOR.

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Volume 27 | Number 8

65

THIS MONTH’S FEATURES

20 25

Ready for an Encore Calgary’s theatre industry weathers economic storm

By Cat Nantel

018 Business in Calgary 2 Leaders Awards Gala Hughlights

33 49 58

Head Office Must-Haves Calgary is ideal

By John Hardy

To Build or Renovate?

Tracking the trends

By John Hardy

Not Just Another Day at the Office Societal and legal changes encouraging employers to expand workforce training

By Jamie Zachary

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

All in a Day’s Forecast Fashion for Calgary’s four seasons

By Erlynn Gococo

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REGULAR CONTRIBUTORS Paige MacPherson Frank Atkins David Parker David Yager

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SAY HELLO TO PIPELINE CANADA // FRANK ATKINS

Say Hello to Pipeline Canada

BY FRANK ATKINS

I

was just starting my career as an economist at the time Trudeau the Elder was ruining the Canadian economy.

From an economic perspective, the Elder did many strange things, and Trudeau the Junior seems to be following his father’s path. One of the least defensible economic policies of both men is to run large fiscal deficits when the economy is growing. This is supposed to be the time of the economic cycle when the government gets out of the way and lets the economy function on its own. However, being socialist seems to mean that you do not believe the economy can function without your help.

We now have the Junior repeating an odd policy that was engineered by his father. I remember the day quite clearly when Marc Lalonde, who was finance minister at the time, rose in the House of Commons to announce the government was buying PetroFina, and creating Petro-Canada. Thirty years later, Petro-Canada was absorbed by Suncor, having become a bloated inefficient bureaucracy. Now in 2018, the Junior has announced the federal government is buying Trans Mountain pipeline for $4.5 billion. One irony here is that on the same day the announcement was made, the auditor general released a scathing report, basically saying the government was incapable of running almost everything. Auditor general Michael Ferguson concluded there were fundamental failures of project management, and that Canada has a “broken government system.” This makes me wonder how, given that the auditor general claims the government cannot manage anything, the Junior can grandly announce, “We’re going to get that pipeline built.”

Political reaction to this announcement was divided on predictable ideological lines. The Conservatives basically stated the government mishandled this whole issue by not

THERE IS SOME TRUTH IN THE CONSERVATIVE’S POSITION ON THIS DEAL. THE GOVERNMENT DITHERED AND DELAYED AND DID NOT SEEM TO BE ABLE TO MAKE UP ITS MIND AS TO WHAT WAS THE CORRECT THING TO DO. providing investors with the certainty that was needed for the private sector to build this pipeline. The NDP fell back on their usual climate change rhetoric stating the government has failed future generations on climate change.

There is some truth in the Conservative’s position on this deal. The government dithered and delayed and did not seem to be able to make up its mind as to what was the correct thing to do. It appears the Liberals were afraid to stand up to Premier Horgan for fear of losing votes in British Columbia.

Anticipating the climate change criticism, the government insisted this whole transaction must go together with measures, such as carbon taxes, to constrain greenhouse gas emissions. This is somewhat odd, as the government is trying to get a pipeline built that may increase emissions that the left wing says is causing climate change, while at the same time claiming to be environmentalists with the imposition of carbon taxes.

In the end, this is a typical government convoluted initiative.

I have confidence this will be entirely mismanaged, and we will be saddled with the son of Petro-Canada, which will come to be called Pipeline Canada.

Frank Atkins is a senior fellow at the Frontier Centre for Public Policy.

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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THE ALBERTA GOVERNMENT IS MEDDLING WITH WORKERS’ COMPENSATION // AMBER RUDDY

The Alberta Government is Meddling with Workers’ Compensation

BY AMBER RUDDY

A

few years ago, then MLA now premier, Rachel Notley, told the Canadian Injured Workers Association of Alberta that our province’s Workers’ Compensation Board (WCB) “is an incredibly cheap insurance system for employers,” and that “we don’t even have a system of even keeping the WCB accountable to the crappy-ass legislation we have in this province.”

Well, that certainly sets the stage for the rough ride employers are now in store for. Effective September 1, 2018, ideologically-driven changes will fundamentally alter Alberta’s WCB, shifting the system from one that balances the interests of businesses and workers to one that is “worker-centric.”

The Canadian Federation of Independent Business (CFIB) tracks business owner concerns over time. Survey findings from over a thousand business owners show the WCB has become a concern for entrepreneurs. In fact, 26 per cent of businesses reported workers’ compensation as a serious issue for their business in 2014, compared to 42 per cent now. Concern about having fair and balanced provincial labour laws went from 15 per cent in 2014 to 48 per cent today.

The WCB system is 100 per cent funded through employer premiums. For many years, the board’s policy has been to refund employers the excess monies over and above what is needed to properly fund the workers’ compensation system.

When the WCB’s funding position (assets versus liabilities) exceeds 128 per cent, an automatic distribution is triggered.

To put that into perspective, about $2 billion has been returned to Alberta business owners in the past five years.

This policy helps workers. Entrepreneurs report using the refunds to invest in newer safer equipment, offer training opportunities and to stay afloat by paying down debt.

Government meddling with this policy is problematic because the workers’ compensation system is supposed to be independent from government.

During a government mandate review, the minister of labour rejected a recommendation from the review panel to redirect the surplus moneys to other areas. Yet in a recent letter, the minister directed the board to conduct a consultation and to change their policy.

The Alberta government seems to be trying to minimize political fallout: getting their desired outcome for the labour movement while trying to avoid public uproar from the small business community. Quite frankly, business owners will see through this thinly-veiled scheme to redirect the funds.

Policy-makers should instead be talking about lowering the threshold at which a refund is triggered, to put more money back into businesses. According to a research report

by CFIB, an Alberta business with five employees would receive a $4,960 rebate this year if monies over a 110 per cent threshold were refunded, instead of at the overlycautious 128 per cent level. Yet, this policy is not even on the table for discussion.

Job creators will soon be paying the price for the government’s ideological agenda under the guise of WCB reform.

Amber Ruddy is the director of provincial affairs for the Canadian Federation of Independent Business. She can be reached at amber.ruddy@cfib.ca. Follow her on Twitter @aruddy.

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

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TALK TO YOUR FRIENDS ABOUT ALBERTA’S DEBT // COLIN CRAIG

Talk to Your Friends About Alberta’s Debt

BY COLIN CRAIG

W

e all know someone who doesn’t pay attention to ballooning government debt. How can we help them understand the consequences of irresponsible spending?

shut down or avoided Alberta because of the government’s 20 per cent business tax increase? It’s hard to say: businesses don’t usually alert the media when they choose to invest somewhere else – they just do it.

First, ask your friends to reflect on the old expression – “if something sounds too good to be true, it probably is.”

Rising government debt is no different; it ultimately means higher taxes.

The third thing people need to keep in mind is that if governments run into debt problems, the services people care about most are eventually impacted.

Premier Notley is currently on pace to take our province’s debt from about $12 billion (when she started as premier) to $53 billion in just four years. Her government is increasing the province’s debt by a staggering $344 every second.

What’s the consequence of all that new debt? Well, just like if you quadrupled your credit card debt, the government’s minimum interest payments have also increased.

And guess what happened as interest costs rose over the years? The government increased income taxes, business taxes and the premier has now set her sights on higher carbon taxes as well. Her debt explosion is already hurting taxpayers in the pocketbooks.

Next comes the employment angle. Ask your friends what they think happens when businesses see a government rapidly increasing its debt? The answer of course is businesses start to worry about governments raising taxes to address the debt problem. And if businesses worry about tax increases, some will decide to build their new factory somewhere else – taking all kinds of jobs with them.

We’ve also heard stories of existing businesses shutting down because of rising taxes and costly government decisions. Just ask the former owner of Abruzzo Ristorante in Calgary, who cited rising property taxes as a key reason for permanently closing the doors. How many businesses

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

Premier Notley routinely refuses to get spending under control, claiming she’s “protecting” education and health care.

On the surface, her claim sounds valiant, but in reality, she’s doing more to put those services at risk than anyone else.

When Greece ran into debt problems a few years back, the Guardian ran the following headline “Greek Debt Crisis: Of all the damage, health care has been hit the worst.”

Eventually, even the most sacred of government spending cows are impacted.

To be clear, Alberta isn’t likely to run into a Greece-like debt problem any time soon. But it’s reckless for the government to be stepping on the gas towards such a problem.

What we need to see is for the government to get its spending problem under control – and doing so wouldn’t result in the sky falling.

Next door in British Columbia, we find a government that is providing similar services but at significantly lower costs. They’re simply a lot more cost-effective. If Alberta merely got its spending levels down to what B.C. spends per person, our government wouldn’t have a deficit right now … nor would it have piled on the extra $56,656 in debt since your started reading this column. Don’t forget to tell your friends.

Colin Craig is the Alberta Director for the Canadian Taxpayers Federation

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ON OIL AND GAS, CANADA IS MISSING THE BOAT // CODY BATTERSHILL

On Oil and Gas, Canada is Missing the Boat

BY CODY BATTERSHILL

A

failure to attract oil and gas investment to Canada hurts all of us financially – and it puts the global environment at greater risk. So why do we stand by as Canada continues to miss the boat on world energy markets?

A HEADLINE FROM A COUPLE OF

Think of it this way. Decision-making has become increasingly holistic as fragmented thinking and processes that result in division are more and more seen as old school.

But you’d never know it by looking at Canadian energy policy. The result of that disconnect? Canada just isn’t making the grade.

DROPPED TO $31.4 BILLION IN 2017,

This has to change.

CONTENT TO BE STEWARDS OF A GIANT

Canada has to learn to balance sustainability leadership, at which we excel, with attracting investment, competing for job creation and prospering through a sharper focus on oil and gas development – all of which we’re not doing as well as we should.

NATURE RESERVE THEN WE NEED TO

A headline from a couple of months ago noted foreign direct investment in Canada had dropped to $31.4 billion in 2017, compared to $49.4 billion the year before. Where did it go? Largely to the U.S. Unless Canadians are content to be stewards of a giant nature reserve then we need to rethink our future. We need to sell ourselves.

Canada’s energy sector needs foreign investment, and the regulatory framework to attract it – especially in a world where global oil and gas demand is growing at a very fast pace.

Why do we allow non-Canadian supported special interests to influence our decision-making processes to ensure no tanker traffic moves off the B.C. coast, even though Alaskan and Washington state tanker traffic travels unimpeded through their respective territories?

MONTHS AGO NOTED FOREIGN DIRECT INVESTMENT IN CANADA HAD COMPARED TO $49.4 BILLION THE YEAR BEFORE. WHERE DID IT GO? LARGELY TO THE U.S. UNLESS CANADIANS ARE

RETHINK OUR FUTURE. Vancouver researcher and writer Vivian Krause has found numerous groups collaborating on a multifaceted campaign “to landlock” Alberta oil and prevent it from reaching global markets.

The amount these U.S. foundations have paid activist group Dogwood between 2008 and 2016 is more than $2.7 million.

That goes toward campaigning against tankers off the coast, defeating Canadian elected officials who disagree with the anti-pipeline position and working to frustrate the Canadian public consultation process through letter writers and additional witnesses.

Yes, let’s build the Trans Mountain expansion. But let’s put policy in place that allows our oil and gas sector to prosper.

Canada’s enviable health and social services, our country’s infrastructure and our quality of life all hang in the balance.

Cody Battershill is a Calgary realtor and founder/spokesperson for CanadaAction. ca, a volunteer organization that supports Canadian energy development and the environmental, social and economic benefits that come with it.

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

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OFF

THE

Boldness in the Boardroom: Preparing for the Next World Order with ICD In addition to critical business skills like leadership, strategy, risk management, flexibility and sound judgment, the familiar but valid cliché that nothing is as constant as change may be the most enduring.

Few know that better than the 13,000 coast-to-coast members of the Institute of Corporate Directors (ICD), the voice of Canadian directors and boards. The distinguished not-for-profit association provides top-quality education, advocacy and thought leadership in conjunction with improving trust and confidence in Canadian organizations by developing and activating directors.

Vancouver was the host city of the ICD National Conference and Fellowship Awards Gala this past May – one of Canada’s most influential business events, bringing together seasoned directors, executives and industry leaders for two days of thought leadership, networking and celebration.

It was an invaluable opportunity to provide insights on emerging governance issues in and outside the boardroom to prepare directors to lead their organizations to success.

The conference speakers and panellists focused on this year’s theme: Boldness in the Boardroom, Preparing for the Next World Order – underscoring the importance of leadership in a world of disruption.

The relevant agenda included timely topics such as the future of Canadian trade and touched on the nature of Canada’s future trade relationships, from NAFTA and beyond, with a concentration on the implications of supply-management

reform, global security issues, integration of transportation systems and the flow of goods across our borders.

The conference examined the thorny issue of social licence in volatile times, suggesting that a “business as usual” strategy will no longer work, and instead urged engagement with stakeholders in an evolving and multifaceted landscape.

The ICD conference discussed maintaining a competitive advantage while balancing risk and innovation in the boardroom and what boards may consider about affecting strategic decisions around innovation. The panellists recommended that boards be willing to invest in four or five projects at once and become comfortable with failure, even reward it.

And although the conference focus was corporate and management, the discussions got personal! On the vital ABOVE: STEWART BECK, PRESIDENT & CEO, ASIA PACIFIC, LAURA DAWSON, DIRECTOR, CANADA INSTITUTE AT THE WOODROW WILSON INTERNATIONAL CENTER FOR SCHOLARS, HONORABLE DAVID L. EMERSON. PHOTO SOURCE: CALEY TAYLOR

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OFF

THE

OVERALL, THE ICD CONFERENCE UNDERSCORED THAT, PARTICULARLY IN TODAY’S UNPREDICTABLE BUSINESS WORLD, LEADERSHIP IN THE BOARDROOM IS NOT AN OPTION, BUT A NECESSITY! topic of leader character in the spotlight, the panellists emphasized that in the era of #MeToo, board oversight of leader character has never been more critical and that boards must address character-related issues pre-emptively.

With the crucial and multifaceted impact of technology, the ICD conference stressed various aspects of governance in the blockchain age, one of the most transformative technologies since the Internet. The panellists urged the importance of directors being prepared for the effects it will have on their organization’s business models and to evaluate and use blockchain to drive growth and create long-term value.

Directors were encouraged make sure their organizations have accurate data which is a prerequisite for building successful blockchain solutions, and the conference panellists also asserted that blockchain may have the potential to provide solutions for non-traditional risks caused by poor governance, market failures and bad data.

Overall, the ICD conference underscored that, particularly in today’s unpredictable business world, leadership in the boardroom is not an option, but a necessity!

Boards and directors must be bold, embrace risk and enable innovation to thrive.

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READY FOR AN ENCORE // ARTS & CULTURE

Ready for an Encore

BY CAT NANTEL

CALGARY’S THEATRE INDUSTRY WEATHERS ECONOMIC STORM

A

irlines do it. So do hotels. And an increasing number of theatres are doing it too.

These businesses are adjusting their product prices in response to real-time supply and demand.

It’s called dynamic pricing. For example, increased demand for a last-minute Friday night flight to Las Vegas drives prices up while decreased demand for a Tuesday afternoon flight to Sarasota drives prices down. Similarly, if a Friday night theatre première has only four seats left, prices may go up. But if demand is lower for a Tuesday show, prices may come down.

Calgary’s mystery-based Vertigo Theatre transitioned to dynamic pricing approximately three years ago.

“Other theatres in Calgary have already implemented dynamic ticket pricing,” says Rose Brow, executive director at Vertigo Theatre. “Recent changes like this one allow us to ensure we are keeping up with industry best practices and offsetting shrinking corporate donations so that we can keep offering high-calibre artistic productions that patrons want to see. Dynamic pricing also incentivizes annual subscriptions since it allows patrons to lock in the best price, the best seat and more personalized service.”

According to Calgary Arts Development, corporate donations and sponsorship for theatre organizations have been trending down, decreasing 21 per cent from 2014 to 2017.

Individual donations have remained almost flat during that time, decreasing and then increasing four per cent.

To help the local art scene stay afloat, the City of Calgary, in partnership with Calgary Arts Development, announced the creation of the Calgary Arts Emergency Resiliency Fund. In 2016, $1 million in funds were invested in 34 arts organizations. The fund was reinstated in 2017.

“There appears to be a permanent change in the industry,” explains Emiko Muraki, director of community investment and impact at Calgary Arts Development. “The fund provided temporary relief, giving organizations a bit of time to rethink how they make up their revenue.”

While most of Calgary’s theatre companies are reviewing their revenue streams, others, like Theatre Calgary, the city’s oldest professional theatre, have been able to weather the storm thanks to forward thinking. Unlike many theatres, it has seen individual giving go up in the last few years thanks to in-house initiatives like the Artistic Champions which allows members to receive exclusive opportunities to meet the artists, go behind the scenes and enjoy an on-stage dinner with artistic directors.

“We started the Artistic Champions campaign three years ago now,” explains Lisa Mackay, director of marketing and audience development at Theatre Calgary. “This now brings in more than 20 per cent of our fundraising revenue.”

ABOVE: ACCORDING TO STAFFORD ARIMA, THEATRE CALGARY’S NEW ARTISTIC DIRECTOR, REACHING WIDER AUDIENCES STARTS WITH DIVERSITY AND INCLUSIVITY ON STAGE AND BACKSTAGE. HONOUR BEAT IS WRITTEN BY INDIGENOUS PLAYWRIGHT TARA BEAGAN, DIRECTED BY MICHELLE THRUSH, AND FEATURES A FULL INDIGENOUS CAST, DIRECTOR AND DESIGN TEAM. PHOTO SOURCE: ART BY ANDREA UCINI.

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

// ARTS & CULTURE

HASKAYNE

Similarly, Vertigo Theatre recognizes the importance of loyal patrons. It launched the Royal Mystery Society in 2017, a behind-the-scenes experience that invites members to unique theatre events throughout the season.

“We realize the importance of nurturing the relationship we have with our most loyal theatregoers,” explains Brow. “This is why Vertigo is developing programs and offerings that deepen the relationship we have with our patrons and the larger Calgary community. By asking our stakeholders what matters most to them, we are better able to provide excellent artistic experiences, maintain sustainable operations and contribute to a vibrant, creative life for Calgarians.”

Vertigo Theatre isn’t alone in these efforts. According to Muraki, Calgary’s theatre industry has been going to great lengths to provide experiences that resonate with the city’s diverse audiences.

“Over the last decade, I’d say there has been a desire to make theatre more broadly available to all Calgarians,” says Muraki. “Theatre companies are creating more inclusive spaces for audiences. They are telling stories that Calgarians want to hear, in a way they want to hear it.”

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Col Cseke has been the artistic director at Inside Out Theatre for five years. The organization produces and presents plays created by artists with disabilities.

“One of the positive things happening in theatre right now,” says Cseke, “is that there has been a larger interest in work created by artists and companies and communities that have historically been marginalized. I’d argue there is more interest now in disability-identified theatre than there ever has been.”

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ABOVE: INSIDE OUT THEATRE’S MAKE LOVE NOT ART, PREMIÈRED AS PART OF THE HIGH PERFORMANCE RODEO IN JANUARY 2018. THE ORGANIZATION PRODUCES AND PRESENTS PLAYS CREATED BY ARTISTS WITH DISABILITIES. PHOTO INCLUDES ELAINE LEE AND COL CSEKE. PHOTO SOURCE: MIKE TAN.

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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READY FOR AN ENCORE // ARTS & CULTURE

This interest can in part be attributed to a recent project launched by Inside Out Theatre called the Good Host Program.

“The Good Host Program makes theatre more accessible for people of all abilities by offering services such as American Sign Language (ASL) interpreters, audio description and relaxed performances for those with sensory concerns, autism spectrum disorders, learning disorders, dementia or even parents with small babies,” explains Cseke. “Inside Out Theatre runs the program and helps theatre companies throughout Calgary interested in offering these services.”

The program, which launched in 2017, was quickly embraced by the industry. In this past year, 12 organizations partnered with Inside Out Theatre to offer ASL interpreters, audio description or relaxed performances at over 40 events.

As of last year, Theatre Calgary offers ASL-translated

performances for every main-stage production and offers an ASL subscription, the first of its kind in Canada.

Theatre Calgary has also made theatre more broadly available to Calgarians thanks to Shakespeare by the Bow, an initiative first started in 2012. Performances are non-ticketed and are pay-what-you-will by donation.

“Shakespeare by the Bow is about creating an experience that everyone can enjoy,” says Mackay. “By performing the plays outside on Prince’s Island Park, we’re able to remove the hesitation factor that one might get from attending a play in a theatre and reach a much wider audience.”

But as Stafford Arima, Theatre Calgary’s new artistic director, explains, “Reaching a wider audience isn’t just about who is sitting in the seats. It starts with diversity and inclusivity on stage and backstage. It’s about bringing together writers, directors, designers and actors from different backgrounds who can produce quality works that Calgarians want to see.”

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

Case in point, Theatre Calgary is curating three world premières including Honour Beat, the story of two grown sisters who face off over their mother’s deathbed. Written by indigenous playwright Tara Beagan and directed by Michelle Thrush, Honour Beat features a full indigenous cast, director and design team.

As Calgary’s theatre scene evolves, an increasing number of artists are pursuing their passion in the industry. According to Calgary Arts Development, the number of artists hired has gone up 48 per cent from 2014 to 2017 and public activities (i.e. performances, exhibitions, films, video or media screenings and/or community arts projects) increased 51 per cent from 2014. However, with full-time staff

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READY FOR AN ENCORE // ARTS & CULTURE

making productions smaller, we share resources with theatre companies across Canada to offer our patrons a larger-scale production that we might not otherwise be able to create on our own.”

decreasing by three per cent since 2014 (162 FTE), it is likely productions are getting smaller.

That’s not the approach Vertigo Theatre wants to take.

“It seems somewhat counter-intuitive,” explains Brow, “but even in times of economic downturns, we try to ensure that our plays maintain high-production values. Instead of

In 2017, the organization collaborated with the Royal Manitoba Theatre Centre and Gateway Theatre to produce Nine Dragons written by Jovanni Sy. This year, Vertigo Theatre is partnering with Persephone Theatre to produce The Thin Man by Lucia Frangione. The organization is also collaborating with Calgary’s Shakespeare Company to bring different styles of work and new audiences to Vertigo Theatre.

Amidst Calgary’s economic downturn, many theatre companies have struggled to stay afloat. But for Theatre Calgary, Vertigo Theatre and Inside Out Theatre, investments in industry-best practices, strong donor relations, industry collaborations and a focus on audience needs has positioned them to return for an encore.

ABOVE: THEATRE CALGARY’S SHAKESPEARE BY THE BOW FIRST STARTED IN 2012 AND HAS MADE THEATRE MORE BROADLY AVAILABLE TO CALGARIANS. INSET: THE TWO GENTLEMEN OF VERONA. LEFT TO RIGHT: JUSTIN LANOUETTE, BILLY BROWN AND KIANA WOO IN THE TWO GENTLEMEN OF VERONA. PHOTO SOURCE: PHOTO BY TRUDIE LEE.

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2018 LEADERS AWARD GALA HIGHLIGHTS // LEADERS

Highlights

From Business in Calgary’s 2018 Leaders Awards Gala The Judges

3RD FROM LEFT: TOM CHISHOLM, TRICO HOMES.

3RD FROM LEFT: SAM COREA, SAM COREA, RE/MAX HOUSE OF REAL ESTATE

3RD FROM LEFT: LINDA ROBINSON, PACIFIC WINE & SPIRITS INC.

3RD FROM LEFT: DR. GREG UCHACZ, PROACTIVE HEALTH GROUP

3RD FROM LEFT: CHRIS MURRAY (ACCEPTING ON BEHALF OF SCOTT KERR, IRONCREEK OILFIELD RENTALS INC.).

2ND FROM LEFT: ALINA MARTIN, DANATEC EDUCATIONAL SERVICES LTD., A YARDSTICK GROUP OF COMPANIES

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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2018 LEADERS AWARD GALA HIGHLIGHTS // LEADERS

26

2ND FROM LEFT: GEOFF BEST, BEST OF SEVEN BARBERS LTD.

2ND FROM LEFT: BROCK SCHROEDER, ENTUITIVE

2ND AND 3RD FROM LEFT: EDWARD ALFKE AND ALASTAIR HANDLEY, CARBON CREDIT SOLUTIONS INC.

2ND AND 3RD FROM LEFT: KERRI MCGRATH AND JESSE MESSOM, BIGFOOT INDUSTRIAL SERVICES

3RD FROM LEFT: SHERI MACMILLAN, MACMILLAN ESTATE PLANNING

3RD FROM LEFT: MILENA RADAKOVIC, NEXUS EXHIBITS LTD.

2ND FROM LEFT: ARUP DATTA, ARUP DATTA ARCHITECT LTD.

2ND FROM LEFT: MEGAN SZANIK, ESPY EXPERIENCE

AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

2018 LEADERS AWARD GALA HIGHLIGHTS // LEADERS

3RD FROM LEFT: GRAHAM SHERMAN, TOOL SHED BREWING COMPANY

2ND AND 3RD FROM LEFT: BILL HUNT AND DAN EVANS, EVANS HUNT

3RD FROM LEFT: JAY MCKEEN, JACK CARTER CHEVROLET CADILLAC BUICK GMC

2ND FROM LEFT: GERRY BAXTER, CALGARY RESIDENTIAL RENTAL ASSOCIATION

2ND FROM LEFT: SHARLENE MASSIE, ABOUT STAFFING

3RD FROM LEFT: DESIRÉE BOMBENON, SURECALL CONTACT CENTERS

Platinum Partner

Gold Partners

Official Airline Partner

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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CALGARY CO-OP // COVER

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CALGARY CO-OP // COVER

CALGARY CO-OP PART OF THE CITY, SERVING THE CITY

BY MELANIE DARBYSHIRE

W

hen it comes to buying groceries, Calgarians have a lot of choice. From big-box American chains to local farmers markets, an ever-expanding multitude of entities vies for a share of the local market. Each uses its own tactics to sway shoppers who, with their mighty purchasing power, ultimately decide who wins and loses.

One decisive winner – for the past 62 years – is Calgary Co-op.

Formed in 1956 by local farmers, ranchers and producers, the purpose of Co-op was to pool resources in order to buy cheaper. Its first store, located in downtown Calgary, gained approximately 1,000 members in the first year.

Fast forward to today, Calgary Co-op is one of the largest retail cooperatives in North America, with $1.2 billion in annual sales and over 460,000 members. Its locations in Calgary and the surrounding communities of Airdrie, Cochrane, High River, Okotoks and Strathmore include 24 food centres with pharmacies, 28 wine, spirits and beer locations, 30 gas bars, 24 car washes, five commercial card locks and three Home Health Care (HHC) Centres. Calgary Co-op is your local grocery store (since childhood for many), and much, much more.

The basis for this longevity? “We’re founded upon service,” says Ken Keelor, CEO of Calgary Co-op. “Some people might call it old fashioned that we help you carry your groceries out or that we offer you full-service gas at self-service prices, but in a world where a lot of businesses are reducing the amount of service you get, Calgary Co-op has always been about service in every one of our lines of business.”

Keelor knows much about the grocery business, having spent most of his career in it. Originally from India, he moved to Canada in 1995 with a bachelor’s degree in physics and an MBA in marketing. After six years with Save-On-Foods in B.C., he moved to Toronto where he spent 10 years with Sobeys and three years with Rexall Pharmacies. He returned to Sobeys after it purchased Safeway, then joined Co-op as CEO in November of 2014.

His pride in Co-op’s level of service is palpable. He credits its people – Co-op’s secret ingredient, he says – with this service. “They’re outstanding,” he raves, “service is in their DNA.” Not only instrumental in day-to-day operations, these 3,850 employees also help determine Co-op’s future at twice yearly sessions conducted by store managers and attended in batches, so that all employees can provide input for Co-op’s strategy.

That Co-op’s team members are local community members is another key part of its success. “We’re created by the local communities for the local communities,” Keelor explains. “We are intimately and always will be intimately familiar with Calgarians because our team lives in these communities. We tend to understand our customer better than anybody else. When Calgary’s not doing well, we know.”

Take, for example, the past three years of recession.

“Because we’re so local, we were able to see that there was some challenge ahead so we altered how we focused on our customers,” Keelor explains. “They wanted more value offerings in our stores. So, while we didn’t pull back on our services, we certainly put a dose of value into our merchandising in the stores, into the product mix in our flyers and our promotional activities.” As a result, Co-op did not make significant cuts to its workforce. “We worked through those times as a team.”

Co-op’s team members are fiercely loyal to their employer who, for the second year in a row, was named to Alberta’s Top 70 employers. “We had our service awards yesterday and had a 45-year employee,” Keelor marvels. “We had 220 employees who had 10 years each. We have one gentleman who will celebrate 50 years next year. It’s very rich.”

Today, Keelor says, Co-op is doing well given the state of the economy. “And we’re quite happy in terms of seeds we have planted for the future.” Those seeds include five new gas bars, more grocery and liquor stores, redevelopment of the Brentwood, Dalhousie, North Hill and Oakridge

LEFT: KEN KEELOR, CEO OF CALGARY CO-OP PHOTO SOURCE: EWAN PHOTO VIDEO

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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CALGARY CO-OP // COVER

locations, a future cannabis business and expansion of e-commerce options.

a jam when the producer of the jam is standing right there,” says Keelor.

Co-op’s grocery business, which occupies approximately 15 per cent of the Calgary market, remains focused on its key pillars. “We’re known for quality, freshness, service, local and community,” says Keelor. “We’re not known for being the cheapest price in the city, but we are known for being the greatest service-value in the city.”

Freshness is another attribute Co-op is loved for. “Our produce is fresh because our team puts so much TLC into it,” Keelor explains. “But another reason is it’s an upward spiral – our mem-ber/owners purchase it faster and we replenish it with other fresh stuff.” He highlights Co-op’s cheese island, with hundreds of varieties of cheeses and highly-knowledgeable team mem-bers, as well as the bakery. “I’ve never seen bakery people as passionate as they are at Calga-ry Co-op.”

Co-op customers, he continues, are more discerning, desiring local, fresh and organic prod-ucts.

To meet these desires, Co-op carries hundreds of local products. Recently, it started carrying only Alberta beef.

“All of our fresh beef is harvested, produced and packaged in Brooks,” Kee-lor says proudly. “And the response from our members has been almost immediate – a huge uptick in purchases of beef.” Other local products include Paradise Hill Farm tomatoes and the widest selection (outside of Spolumbo’s store) of Spolumbo’s sausages in Calgary.

Every year, Co-op holds a meet-the-producers event, recently rebranded as “Fresh from the West.” Taking place over four weekends in July and August, local producers and their products are showcased in stores. “It’s kind of a thrill to buy

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Environmental sustainability is a priority for Calgary Co-op, which has undertaken several initia-tives in its grocery stores including new coffin freezers with sliding doors, recycling programs and combined heating and power (CHP) units at its Shawnessy and West Springs locations. “It uses the waste from natural gas to heat and power the store,” Keelor explains, “and allows a 20-40 per cent reduction in usage of the grid.”

Under Keelor’s direction, Co-op pharmacies have received a recent update. New blue graphics replaced old hospitallooking white ones, new software and cash registers were installed and more comfortable chairs were added. “We’ve made it more of an oasis,” he says. “Where you feel good and we look after you.”

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CALGARY CO-OP // COVER

The Natural Choice department – adjacent to the pharmacies and where natural foods and supplements can be found – is growing. Natural Choice advisers are available in store offering advice to customers.

Co-op’s wine, spirit and beer business is also expanding, and Keelor sees much potential. “We should have many more liquor stores than we do,” he admits. “We’ve grown that business with great care and it’s been very exciting. At its heart is our wide assortment and very knowledgeable and passionate liquor employees.”

Promotional activities, including the twice-yearly “Grape Escape” where many suppliers, including private labels, are highlighted to customers, are important.

The World of Whisky, Co-op’s newest concept liquor store – located downtown in the +15 next to the Calgary Petroleum Club – has been a huge success since opening last year. “They have 700 varieties of scotches and whisky,” Keelor offers. “But it’s really the two employees in that store who make the difference. They can tell you the origins; how to drink them. It’s a very small store, but wow, for World of Whisky, it is amazing!”

Acquired some years ago, Co-op’s HHC line of business is very healthy and in fact has contin-ued to grow every year of the recession. “It’s our most recession-proof business because it’s not about impulse purchases,” Keelor explains. “It’s people with genuine needs who want to trust who they buy from.”

A co-operative at its core (membership costs $1), Calgary Co-op members earn a rebate when they shop at any of the businesses.

In February each year, the rebate is sent out in the form of shares and cheques. The total amount rebated has ranged between $31 million and $35 million the last few years. “The longer and more you shop, the larger the cheque,” Keelor smiles.

It is member/owners who make up Co-op’s board of nine directors. “If you spend $3,600 in a year you are eligible to stand for election to our board,” says Keelor. “We’re tightly governed by Calgarians and I experience it every day.” For example, he’s often challenged on how a promising business decision is also good for the community.

“We don’t exist just because we have a business but also because we have a social purpose,” he reiterates. “And our social purpose is to serve Calgarians in a responsible,

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trustworthy way that contributes to Calgary and the surrounding cities.”

Indeed, Calgary Co-op contributes generously to many charitable causes. The Co-op Charity Golf Classic raises between $290,000 and $300,000 every year for organizations such as the YWCA and Meals on Wheels. “We have lots of supplier participation and all of our store managers come out,” Keelor says.

Another initiative, which occurred this past February, encouraged members to spend their rebate cheques in Co-op stores in support of the Calgary Women’s Emergency Shelter.

“If you spent your cheque with us we would contribute our own funds to the women’s shelter,” Keelor explains. “And if you wanted to donate, we would match your donation too.”

Other initiatives include Stuff a Bus for the food bank, Stampede breakfasts throughout the city, Seniors’ Day at Heritage Park and financial support for local community projects.

With an eye to the future, Keelor expects much more competition for Co-op, as well as plenty of opportunity to excel at what it does best. “More and more customers are becoming discerning, whereas in the past it was all about price and you could get by if you were somewhere in the middle. Now we think grocers in the middle will perish. You have to be acutely about price or acutely about the discerning customer who knows what they want.” For Co-op, this will mean offering traceable products that can be purchased through multi-channels (in store or online, for example).

The redeveloped stores (none of which will close during rebuilding) will be better integrated with local streetscapes, featuring more natural lighting, brighter colours, open and community spaces, and rooftop gardens.

Co-op’s cannabis business, still in the early stages, provides another opportunity. “A significant portion of our members are interested in buying cannabis from a safe, trusted and reliable retailer – which we are. So, we take immense pride in being able to build a brand-new business.”

With a social purpose and a solid business, Calgary Co-op’s place in the city is sure. By remaining committed to its original values while also building on them, Co-op has not only survived 62 years, it has thrived in them. It remains Calgary’s grocery store.

HEAD OFFICE MUST-HAVES // HEAD OFFICES

HEAD OFFICE MUST-HAVES CALGARY IS IDEAL

BY JOHN HARDY

“C

algary is the ideal location for a head office location,” says the plugged-in and upbeat Allan Nelson, managing partner, Calgary, at Leaders International (formerly Davies Park), one of the most respected executive search firms in the country. “In fact, I believe we have the most head offices per capita of any other city in Canada. Currently, there is a strong appetite to attract diverse businesses to Calgary.

“Why? Business taxes are favourable. The city is working hard to diversify our local economy and attract new businesses. There are numerous commercial and industrial real estate options throughout the city, lease rates are reasonable and landlords are willing to negotiate to attract corporate offices, especially in the downtown towers.

“In terms of infrastructure, Calgary also provides access to great transportation, including rail and trucking and an expanded world-class airport,” Nelson says. “All of these factors combine to create must-haves for a head office location.”

Traditionally, before concepts like corporate culture and corporate profile were updated and revised, there was perceived and actual bragging-right clout for cities to boast about attracting head offices.

From vital Calgary head office connections like CP Rail, Enbridge and Suncor, ATCO and others are Calgary business legends. As are the banks on Toronto’s Bay Street, and the strangely obscure, out-of-the-way but potent impact of Walmart’s head office in Bentonville, Arkansas, Apple’s head office in Cupertino, California or Kellogg’s head office in Battle Creek, Michigan.

“Head offices are where the decisions are made, which means that there is often a base of businesses that exist to support those head office activities and decisions, like finance, accounting, consulting, research and others,” explains Adam Legge at the Canadian Centre for Advanced Leadership at Calgary’s Haskayne School of Business. “Often budgets get spent largely in and around the region of a headquarters and the economic spinoffs tend to be larger than with branch offices.”

Legge continues, “Head offices typically have the highestpaying jobs and therefore support a higher income in the community, a higher quality of life and amenities. Head office cities often are the recipients of larger investments in things like sports, arts and culture as the companies work to make the quality of life for their employees highly attractive and desirable.”

As Nelson points out, in addition to the business decisions,

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HEAD OFFICE MUST-HAVES // HEAD OFFICES

strategizing and managing corporate bottom lines, head offices are ultimately all about – people.

services – like IT, supply chain and oilfield services, accounting, legal and more – locate around head offices.

“One of the key factors for a head office is access to a hardworking, educated and talented workforce. It is an absolute must for any company to be successful.

Most business leaders acknowledge that some other facts of business life may take rethinking and change. Like the impact of technology on the Calgary, and North American, corporate and business world.

This city is big enough to have all the amenities you could ask for, yet still small enough to be manageable. There are good schools, affordable housing, lots of community programs and volunteer opportunities, and entertainment options. As I mentioned, it’s also easy to get around, with good roads and public transportation.

“And we are one of the sunniest areas in North America,” he adds with a warm laugh. “Calgary has proximity to the mountains and unlimited outdoor activities. They attract families to live and stay in Calgary. The city is vibrant and full of entrepreneurial energy. People are optimistic and make things happen. We have a lot of spirit. People want to live and work here.

“A great example of how Calgary attracts great people: when we had the assignment to find a new CEO for Calgary Co-op, Ken Keelor was originally from the U.K., and at the time was working in Toronto. When he heard about the opportunity, he flew to Calgary, toured a few of the stores and really liked what he saw in the Calgary area. He’s been at the helm of Calgary Co-op since 2014, and hasn’t looked back.”

While two years of downturn have been challenging broadsides for Calgary businesses and they have taken a toll, Calgary’s resilience and determination are achieving the much-awaited recovery.

“Of course there was some shrinkage,” says Sandip Lalli, CEO of the Calgary Chamber of Commerce. “It’s typically what happens when economies go through what Calgary went through. By and large, the business community itself may not have shrunk and there were effects of the trend of mergers and acquisitions. But especially head offices continue to add vibrancy, jobs, investment and charitable donations.”

She adds that head offices attract employees from around the world, increase migration to Calgary and provide an opportunity to showcase who Calgary is and she emphasizes the proven business factor that directly or indirectly related professional

“Technology has reduced the potential size and scale of a head office and how companies choose to form in the future,” Legge says. “With the growth of the gig economy, many companies are choosing not to be large, but to be a core group and then a team of contractors that can ebb and flow across projects or phases of work, and people can work from anywhere. So technology is an enabler of that, but it is not the driver. The driver is how nimble and flexible companies want to be in the future in terms of their size and scale.”

Nelson’s solid HR sector and Leaders International’s experience and expertise about corporate function and employee attitudes is invaluable. “There are two perspectives: the employee perspective and the employer perspective. Of course, generalizations are misleading because everyone is unique. While many like to get up every day and go to an office to do their work and enjoy the professional and social head office atmosphere, there are others who, for economic or convenience reasons, opt for technology and prefer to work from a satellite location,” Nelson says.

“We find that people, especially the younger and mid-career professionals, are looking for more flexibility in how and where they work. They want options that make sense. Also, with advancements in technology, work life and personal life are getting more and more intertwined. Employers are responding to this. They still like the advantages of having their teams under one roof and they are making their corporate environments more attractive for employees.”

Allan Nelson cites some Calgary head offices, like WestJet, ATCO and Smart Technologies, as contemporary examples of campus-like environments where employees can work, eat, exercise and even play at the corporate campus. “Ultimately, I think head offices will continue to evolve and they are still going to be around for the foreseeable future – helping Calgary to attract top leadership talent, and ultimately, the type of great people this city is known for.”

Financial Post 500 rankings provided by Financial Post Magazine, published nine times a year by The National Post, and Infomart, a full-service content strategy group providing media monitoring and analytics services, research, executive summaries, content solutions and corporate data to organizations across Canada.

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

HEAD OFFICE MUST-HAVES // HEAD OFFICES

Enbridge Inc.

Rank: Energy Cdn (out of 800)

E

Al Monaco

9

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.

REVENUE

Suncor Energy Inc.

S

Steven W. Williams

44,378,000,000

www.enbridge.com

Imperial Oil Ltd.

Rank: Energy Cdn (out of 800)

A

14

31,975,000,000

$

Husky Energy Inc.

H

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, our company remains committed to the highest standards across all areas of our business.

Rich Kruger

Asim Ghosh

REVENUE

29,125,000,000

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

27

18,583,000,000

Cenovus Energy Inc.

Alex Pourbaix

17,868,268,000

Canadian Natural Resources Ltd.

17,043,000,000

Rank: Energy Cdn (out of 800)

29

REVENUE

L61-LEA-002_Banner_outlined_FIN.indd 8

28

enovus Energy Inc. is a Canadian integrated oil and natural gas company.

It is committed to maximizing value by responsibly developing its assets in a safe, innovative and efficient way. Operations include oil sands projects in northern Alberta, which use specialized methods to drill and pump the oil to the surface, and established natural gas and oil production in Alberta and British Columbia. The company also has 50% ownership in two U.S. refineries. Cenovus shares trade under the symbol CVE, and are listed on the Toronto and New York stock exchanges.

$

TransCanada Corp.

F

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 our portfolio of projects and to deliver our 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.

16,651,000,000

Rank: Energy Cdn (out of 800)

REVENUE

$

$

25

www.huskyenergy.ca

C

Charles Magro REVENUE

Steve W. Laut

Rank: Energy Cdn (out of 800)

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, a stable foundation.

$

utrien is a retail supplier of agricultural products and services in North and South America and producer and marketer of agricultural nutrients and industrial products.

C

www.suncor.com

REVENUE

$

N

11

uncor Energy is Canada’s leading integrated energy company. Suncor’s operations include oil sands development and upgrading, conventional and offshore oil and gas production, petroleum refining, and product marketing under the Petro-Canada brand. A member of Dow Jones Sustainability indexes, FTSE4Good and CDP, Suncor is working to responsibly develop petroleum resources while also growing a renewable energy portfolio. Suncor is listed on the UN Global Compact 100 stock index and the Corporate Knights’ Global 100. Suncor’s common shares (symbol: SU) are listed on the Toronto and New York stock exchanges.

REVENUE

$

Nutrien

Rank: Energy Cdn (out of 800)

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

38

or over 65 years, TransCanada has proudly delivered the energy that millions of North Americans rely on to power their lives and fuel industry, which includes building and operating natural gas and liquids pipelines and power generation facilities. For more information visit: www. transcanada.com or check us out on Twitter @TransCanada or Facebook @TransCanadaCorporation Russell K. Girling REVENUE

www.cnrl.com

13,449,000,000

$

www.transcanada.com

2018-07-09 12:45 PM

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

35

HEAD OFFICE MUST-HAVES // HEAD OFFICES

Parkland Fuel Corp.

Rank: Energy Cdn (out of 800)

P

Robert B Espey

59

C

arkland Fuel Corporation is one of North America’s fastest growing independent marketers of fuel and petroleum products. We deliver gasoline, diesel, propane, lubricants, heating oil and other high-quality petroleum products to motorists, businesses, households and wholesale customers in Canada and the United States. Our mission is to be the partner of choice for our customers and suppliers, and we do this by building lasting relationships through outstanding service, reliability, safety and professionalism.

REVENUE

9,560,500,000

$

Gibson Energy Inc.

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

81

REVENUE

6,100,839,000

Pembina Pipeline Corp.

P

Keith Creel

$

6,554,000,000

Encana Corp.*

E

Rank: Energy Cdn (out of 800)

91

5,767,014,000

$

NOVA Chemicals Corp.*

www.pembina.com Rank: Media Cdn (out of 800)

100

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 (throug Shaw Media). Shaw serves 3.3 million customers, through a reliable and extensive fibre network. Shaw Media operates one of the largest conventional television network in Canada, Global Television, and 19 specialty networks.

REVENUE

4,882,000,000

36

L61-LEA-002_Banner_outlined_FIN.indd 4

Rank: Chemical Cdn (out of 800)

N

Todd D. Karran

$

www.encana.com

99

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

Their employees work to ensure health, safety, security and environmental stewardship through our 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 we live and work.

REVENUE

S

Bradley S. Shaw

89

Douglas J. Suttles

Michael H. Dilger

Shaw Communications Inc.

Rank: Energy Cdn (out of 800)

REVENUE

www.gibsons.com

REVENUE

5,408,000,000

www.cpr.ca

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.

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 our stakeholders.

$

74

anadian Pacific (TSX:CP)(NYSE:CP) is a transcontinental railway in Canada and the United States with direct links to major ports on the west and east coasts, providing North American customers a competitive rail service with access to key markets in every corner of the globe. CP is growing with its customers, offering a suite of freight transportation services, logistics solutions and supply chain expertise.

ibsons is a Canadian-based midstream energy company with operations in most of the key hydrocarbon-rich basins in North America. For over 60 years, Gibsons has delivered integrated midstream solutions to customers in the oil and gas industry. With headquarters in Calgary, Alberta, the Company’s operations include the storage, blending, processing, transportation, marketing and distribution of crude oil, natural gas liquids and refined products. The Company also provides oilfield waste and water management services. Gibsons is the second largest industrial propane distribution company operating in Canada under the Canwest Propane and Stittco Energy brands.

$

Rank: Transport Cdn (out of 800)

REVENUE

G

A. Stewart Hanlon

Canadian Pacific Railway Ltd.

4,989,512,000

$

ATCO Ltd.

Rank: Utility Cdn (out of 800)

W Nancy C. Southern

www.novachem.com

106

ith approximately 7,000 employees and assets of $22 billion, ATCO is a diversified global corporation delivering service excellence and innovative business solutions in Structures & Logistics (workforce housing, innovative modular facilities, construction, site support services, and logistics and operations management); Electricity (electricity generation, transmission, and distribution); Pipelines & Liquids (natural gas transmission, distribution and infrastructure development, energy storage, and industrial water solutions); and Retail Energy (electricity and natural gas retail sales). More information can be found at www.ATCO.com._

REVENUE

www.shaw.ca

AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

4,541,000,000

$

www.atco.com

2018-07-09 12:44 PM

HEAD OFFICE MUST-HAVES // HEAD OFFICES

WestJet Group of Companies

Rank: Transport Cdn (out of 800)

T Edward Sims

107

K

ogether with WestJet’s regional airline, WestJet Encore, we offer scheduled service to more than 100 destinations in North America, Central America, the Caribbean and Europe and to more than 175 destinations in over 20 countries through our airline partnerships. WestJet is proud to be recognized as Best Airline in Canada and Travellers’ Choice winner – North America for 2017 and 2018 in the TripAdvisor Travellers’ Choice awards for Airlines. The airline was also named the Travellers’ Choice Winner – Economy, North America, 2018. WestJet is publicly traded on the Toronto Stock Exchange (TSX) under the symbol WJA. For more information about everything WestJet, please visit westjet.com.

REVENUE

4,502,320,000

www.westjet.com

ConocoPhillips Canada Resources Corp.*

C

David G. Smith

Rank: Energy Cdn (out of 800)

132

REVENUE

3,399,462,000

Crescent Point Energy Corp.

C

3,413,363,000

ENMAX Corp.

www.keyera.com Rank: Utility Cdn (out of 800)

E

Gianna Manes

149

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

REVENUE

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

160

2,997,000,000

$

AltaGas Ltd.

A

rescent Point is a leading North American light and medium oil producer that seeks to maximize shareholder return through its total return strategy of long-term growth plus dividend income. The Calgarybased company is a conventional oil producer with high-quality assets across western Canada and the United States.

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

169

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.

Scott Saxberg

David Harris

REVENUE

2,768,500,000

$

MEG Energy Corp.

M

REVENUE

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

173

2,556,200,000

$

Seven Generations Energy Ltd.

S

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

2,434,520,000

$

L61-LEA-002_Banner_outlined_FIN.indd 1

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

183

even Generations Energy is an independent, public-traded energy company in the early stages of developing its liquids-rich Kakwa River Project, located about 100 kilometres south of its operations headquarters in Grande Prairie, Alberta. With corporate headquarters in Calgary, Seven Generations shares trade on the TSX under the symbol VII.

William J. McCaffrey

Patrick B. Carlson

REVENUE

38

131

eyera is one of the largest independent midstream operators 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 natural gas liquid (NGL) and crude oil infrastructure includes pipelines, terminals, and processing and storage facilities in the Edmonton and Fort Saskatchewan area, a major North American NGL hub.

$

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 oil sands.

$

Rank: Energy Cdn (out of 800)

REVENUE

$

Ken Lueers

Keyera Corp.

REVENUE

www.megenergy.com

AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

2,347,600,000

$

www.7genergy.com

2018-07-09 12:44 PM

HEAD OFFICE MUST-HAVES // HEAD OFFICES

Tervita Corp.

Rank: Oil Field Cdn (out of 800)

W

185

Secure Energy Services Inc.

S

ith a relentless focus on safety, efficiency and regulatory compliance, our earth, water, waste and resource solutions deliver meaningful results from the outset to the end of every project. Applying our specialized expertise in the oil and gas, mining and industrial sectors, we minimize your impacts and liabilities while we maximize recovery, improve sustainability and enhance your corporate reputation.

Rank: Oil Field Cdn (out of 800)

187

ECURE is a leading North American energy services company providing safe and environmentally responsible fluids and solids solutions to upstream oil and natural gas companies operating in the Western Canadian Sedimentary Basin, North Dakota and Colorado.

John Cooper

Rene Amirault

REVENUE

REVENUE

2,329,000,000

$

www.tervita.com

TransAlta Corp.

Rank: Utility Cdn (out of 800)

T

191

2,328,208,000

$

Inter Pipeline Ltd.

I

ransAlta is Canada’s largest publicly traded generator and marketer of electricity. With ongoing investment in renewable and cleaner power generation, TransAlta is producing more electricity with less environmental impact. As Canada’s largest wind producer and Alberta’s largest generator of renewable energy, TransAlta takes pride in reliably meeting our customers’ needs with environmentally responsible, low-cost power.

www.secure-energy.com Rank: Energy Cdn (out of 800)

194

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.

Dawn L. Farrell

Christian P. Bayle

REVENUE

REVENUE

2,307,000,000

$

www.transalta.com

Graham Management Services LP

F

Rank: Engineer Cdn (out of 800)

205

2,260,600,000

$

Devon Canada Corp.*

D

rom the beginning, P. W. Graham & Sons Construction was built on values and a vision. With a steadfast belief in commitment, integrity and reliability, we’ve grown steadily to be one of the leading, fully-integrated construction companies in North America

Rob Dutton

Grant Beck

2,033,021,000

Rank: Energy Cdn (out of 800)

206

evon Canada Corporation is an experienced player in heavy oil, with more than 20 years of cold flow heavy oil production in Bonnyville, Alberta and steam assisted gravity drainage (SAGD) heavy oil operations in the Athabasca region of northeastern Alberta. Exponential growth in our Jackfish 1, 2 and 3 operations has led to over 120,000 BOED of best-in-class production. Devon Canada is a division of Devon Energy, an Oklahoma-based oil and gas production company.

REVENUE

REVENUE

$

www.interpipeline.com

www.grahambuilds.com/about-graham/leadership/

Fluor Canada Ltd.*

F

Rank: Engineer Cdn (out of 800)

221

2,014,496,000

$

Tourmaline Oil Corp.

T

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.

1,878,855,000

L61-LEA-002_Banner_outlined_FIN.indd 7

Rank: Energy Cdn (out of 800)

222

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.

Simon Nottingham

Michael L. Rose

REVENUE

$

www.devonenergy.com

REVENUE

www.fluor.com/canada

1,870,413,000

$

www.tourmalineoil.com

2018-07-09 12:45 PM

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

39

HEAD OFFICE MUST-HAVES // HEAD OFFICES

Enerflex Ltd.

252

Rank: Oil Field Cdn (out of 800)

E Blair Goertzen

United Farmers of Alberta Co-operative Ltd. Whole

1,553,355,000

$

Calfrac Well Services Ltd.

C

Carol Kitchen

www.enerflex.com

255

Rank: Oil Field Cdn (out of 800)

Jose Fernando Aguilar

1,536,163,000

$

ARC Resources Ltd.

A

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

267

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

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

Myron M. Stadnyk

REVENUE

1,527,705,000

$

Precision Drilling Corp.

P

REVENUE

www.calfrac.com

280

Rank: Oil Field Cdn (out of 800)

1,405,700,000

$

Cervus Equipment Corp.

C

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.

Kevin A. Neveu

Graham Drake

REVENUE

1,321,224,000

$

Calgary Co-operative Association Ltd.

O

www.precisiondrilling.com

1,195,552,000

L61-LEA-002_Banner_outlined_FIN.indd 5

Rank: Whole Cdn (out of 800)

290

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 largestgroup 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.

Rank: Food Sell Cdn (out of 800)

299

1,221,285,000

$

Mullen Group Ltd.

M

www.cervuscorp.com Rank: Oil Field Cdn (out of 800)

308

ullen Group Ltd. (Mullen” or the Mullen Group”) is a publicly-traded company listed on the Toronto Stock Exchange (TSX”) under the symbol MTL”. Mullen Group is headquartered in Okotoks, Alberta operating across Canada and the United States.

wned by our members, Calgary Co-op is one of the largest retail cooperatives in North America. With over 440,000 members, 3,900 employees, assets of $519 million and annual sales over $1.2 billion, Calgary Co-op is committed to lead in food; petroleum; home health care; pharmacy; wine, spirits, beer and travel. In 2014, through the Co-op Community Foundation and community initiatives, Calgary Co-op invested over $4.2 million into local youth programs, education, environment, preventative health and poverty relief. For more information please visit www.calgarycoop.com

$

www.arcresources.com

REVENUE

REVENUE

40

253

FA Co-operative Limited (UFA) is an Alberta-based agricultural co-operative providing products, services and agricultural solutions to farmers, ranchers, members and commercial customers. Founded in 1909, UFA’s extensive network includes 35 Farm & 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 or for more information about UFA locations, visit m.UFA.com.

REVENUE

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.

Ken Keelor

(out of 800)

U

nerflex is a single source supplier of natural gas compression, oil and gas processing, refrigeration systems, and electric power generation equipment – plus related engineering and mechanical service expertise. The Company’s broad in-house resources provide the capability to engineer, design, manufacture, construct, commission, and service hydrocarbon handling systems. Enerflex’s expertise encompasses field production facilities, compression and natural gas processing plants, gas lift compression, refrigeration systems, and electric power equipment servicing the natural gas production industry. Headquartered in Calgary, Canada, Enerflex has approximately 2,200 employees worldwide.

REVENUE

Cdn Rank:

Murray K. Mullen REVENUE

www.calgarycoop.com

AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

1,138,489,000

$

www.mullen-group.com

2018-07-09 12:44 PM

HEAD OFFICE MUST-HAVES // HEAD OFFICES

CES Energy Solutions Corp.

C

Rank: Oil Field Cdn (out of 800)

323

Vermilion Energy Inc.

V

ES trades on the TSX under the symbol CEU and is quoted in the United States on the OTC Nasdaq International under the symbol CESDF. CES has evolved into an industry leader through a combination of organic growth initiatives and strategic acquisitions since its initial public offering in March 2006.

Thomas J. Simons

Lorenzo Donadeo

REVENUE

1,029,640,000

$

Stuart Olson Inc.

www.cesenergysolutions.com Rank: Engineer Cdn (out of 800)

329

REVENUE

1,017,311,000

AltaLink, L.P.

www.stuartolson.com Rank: Utility Cdn (out of 800)

336

ltaLink is Alberta’s largest regulated electricity transmission company.

Our transmission system is the essential link that connects homes, farms, businesses and industries to the electricity generated across Alberta. Our more than 800 employees are committed to maintaining top quality and reliable electrical transmission services for Albertans, and to providing innovative technical and financial solutions to enable Alberta’s growing electricity market. On December 1, 2014, Berkshire Hathaway Energy purchased 100 per cent of the equity ownership in AltaLink L.P. (AltaLink)

REVENUE

973,106,000

$

Enerplus Corp.

Ensign Energy Services Inc.

E

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

348

nerplus is a North American energy producer with a portfolio of high quality oil and gas assets in resource plays that offer significant organic growth potential. We are focused on creating value for our investors through the execution of a disciplined capital investment strategy that supports the successful development of our properties, and a monthly dividend to shareholders. We are a responsible developer of resources that strives to provide investors with a competitive return comprised of both growth and income.

REVENUE

935,003,000

$

Rank: Oil Field Cdn (out of 800)

334

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.

Robert H. Geddes

1,000,650,000

$

Rocky Mountain Dealerships Inc.

R

www.ensignenergy.com Rank: Whole Cdn (out of 800)

342

ocky Mountain Dealerships Inc. is one of Canada’s largest agriculture and industrial equipment dealership networks with branches located throughout Alberta, Saskatchewan, and Manitoba. Through its network of Rocky Mountain Equipment locations, Rocky sells, rents, and leases new and used agriculture and industrial equipment and offers product support and finance to its customers.

Garrett A. W. Ganden REVENUE

E

Ian C. Dundas

www.vermilionenergy.com

REVENUE

A

Scott W. Thon

1,024,362,000

$

$1 billion+ organization, Stuart Olson has been empowering Canadian business since 1911. Their rich history demonstrates their reach and diversity as a full service construction and industrial services company that provides comprehensive and innovative solutions to Canada’s public, private and industrial infrastructure markets. With clients in commercial development, oil and gas, mining, health care and education, to name just a few, the 4,000 dedicated people of Stuart Olson have a positive and lasting impact on businesses and communities across Canada.

$

326

ermilion is an international energy producer that seeks to create value through the acquisition, exploration, development and optimization of producing properties in North America, Europe and Australia. Our business model emphasizes organic production growth augmented with value-adding acquisitions, 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.

REVENUE

A

David J. LeMay

Rank: Energy Cdn (out of 800)

959,355,000

$

Trican Well Service Ltd.

T

www.rockymtn.com Rank: Oil Field Cdn (out of 800)

351

rican is an oilfield service company that provides specialized service and technology to customers involved in the exploration and development of oil & natural gas reserves. Now marking 20 years, Trican’s services are used throughout a well’s life cycle and include multistage fracturing, coiled tubing, cementing, reservoir characterization, acidizing & production enhancement, and industrial & pipeline services.

Dale M. Dusterhoft REVENUE

www.enerplus.com

929,912,000

$

www.trican.ca

Stronger Together

Davies Park Executive Search & Leaders International unite We have common threads that include proud histories with great people on our teams, providing quality advice, and delivering game-changing results for our clients. We now begin an exciting new chapter by uniting as Leaders International Executive Search, to become one of the largest executive search firms in Canada.

42

L61-LEA-002_Banner_outlined_FIN.indd 2

AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

2018-07-09 12:44 PM

HEAD OFFICE MUST-HAVES // HEAD OFFICES

Whitecap Resources Inc.

W

Rank: Energy Cdn (out of 800)

354

Baytex Energy Corp.

B

hitecap Resources Inc. is an oil-weighted growth company that pays a sustainable monthly cash dividend to its shareholders. Our company is focused on profitable per share growth from our existing assets enhanced by opportunistic and accretive acquisitions with future growth potential. Whitecap’s common shares are traded on the Toronto Stock Exchange under the symbol WCP. Grant B. Fagerheim

Edward D. LaFehr

REVENUE

910,240,000

$

Sinopec Daylight Energy Ltd.*

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

377

REVENUE

802,164,000

Jacobs Canada Inc.*

J

Chip Mitchell

849,642,000

$

Parex Resources Inc.*

P

www.sinopecdaylight.com Rank: Engineer Cdn (out of 800)

383

REVENUE

776,644,000

Peyto Exploration & Development Corp.

P

778,354,000

$

Athabasca Oil Corp.

A

L61-LEA-002_Banner_outlined_FIN.indd 7

Rank: Energy Cdn (out of 800)

386

thabasca Oil Corporation is a Canadian energy company with a focused strategy on the development of thermal and light oil assets.

Situated in Alberta’s Western Canadian Sedimentary Basin, the Company has amassed a significant land base of extensive, high quality resources.

Athabasca’s common shares trade on the TSX under the symbol “ATH”.

Rob Broen, P.Eng.

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

395

758,547,000

$

MNP LLP

M

www.atha.com Rank: Account Cdn (out of 800)

399

NP is a leading national accounting, tax and business consulting firm in Canada. With more than 60 offices strategically located in urban and rural centres throughout Canada and through partner-led engagements, MNP provides a collaborative, cost-effective approach to doing business and personalized strategies to help organizations succeed across the country and around the world.

Darren Gee

44

www.parexresources.com

REVENUE

Jason Tuffs

REVENUE

726,852,000

382

Wayne K. Foo

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.

$

Rank: Energy Cdn (out of 800)

REVENUE

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.

$

www.baytexenergy.com

arex Resources Inc. is a Colombian focused, international oil and gas exploration and development company, headquartered in Calgary, Canada and publically listed on the Toronto Stock Exchange (TSX:PXT).

The Company holds interest in several blocks in the prolific Llanos Basin and the Magdalena Basins of Colombia.

inopec Canada is a diversified unconventional oil and natural gas company, focused on developing our asset base in Alberta and north east British Columbia. The Company has a balanced mix of crude oil, liquids-rich natural gas and resource play natural gas and is a 9.03% partner in the Syncrude Oilsands Joint Venture. Sinopec Canada is a business unit of Sinopec International Petroleum Exploration and Production Corporation (SIPC) and is indirectly owned by China Petrochemical Corporation (Sinopec Group), one of the world’s largest enterprises.

$

368

aytex Energy Corp. is an oil and gas corporation based in Calgary, Alberta. The company is engaged in the acquisition, development and production of crude oil and natural gas in the Western Canadian Sedimentary Basin and in the Eagle Ford in the United States. Approximately 80% of Baytex’s production is weighted toward crude oil and natural gas liquids. Baytex’s common shares trade on the Toronto Stock Exchange and the New York Stock Exchange under the symbol BTE.

REVENUE

S

Brian Tuffs

Rank: Energy Cdn (out of 800)

REVENUE

www.peyto.com

AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

716,000,000

$

www.mnp.ca

2018-07-09 12:45 PM

FAST FACTS 2017

COMPANY NAME

HEAD OFFICE MUST-HAVES // HEAD OFFICES

CITY, PROVINCE

INDUSTRY

REVENUE ($000S)

9 ENBRIDGE INC. CALGARY, ALBERTA ENERGY 44,378,000 11 SUNCOR ENERGY INC. CALGARY, ALBERTA ENERGY 31,975,000 14 IMPERIAL OIL LTD. CALGARY, ALBERTA ENERGY 29,125,000 25 HUSKY ENERGY INC. CALGARY, ALBERTA ENERGY 18,583,000 27 AGRIUM INC.* CALGARY, ALBERTA CHEMICAL 17,868,268 28 CENOVUS ENERGY INC. CALGARY, ALBERTA ENERGY 17,043,000 29 CANADIAN NATURAL RESOURCES LTD. CALGARY, ALBERTA ENERGY 16,651,000 38 TRANSCANADA CORP. CALGARY, ALBERTA ENERGY 13,449,000 59 PARKLAND FUEL CORP. CALGARY, ALBERTA ENERGY 9,560,500 74 CANADIAN PACIFIC RAILWAY LTD. CALGARY, ALBERTA TRANSPORT 6,554,000 81 GIBSON ENERGY INC. CALGARY, ALBERTA ENERGY 6,100,839 89 ENCANA CORP.* CALGARY, ALBERTA ENERGY 5,767,014 91 PEMBINA PIPELINE CORP. CALGARY, ALBERTA ENERGY 5,408,000 99 NOVA CHEMICALS CORP.* CALGARY, ALBERTA CHEMICAL 4,989,512 100 SHAW COMMUNICATIONS INC. CALGARY, ALBERTA MEDIA 4,882,000 106 ATCO LTD. CALGARY, ALBERTA UTILITY 4,541,000 107 WESTJET AIRLINES LTD. CALGARY, ALBERTA TRANSPORT 4,502,320 131 KEYERA CORP. CALGARY, ALBERTA ENERGY 3,413,363 132 CONOCOPHILLIPS CANADA RESOURCES CORP.* CALGARY, ALBERTA ENERGY 3,399,462 149 ENMAX CORP. CALGARY, ALBERTA UTILITY 2,997,000 160 CRESCENT POINT ENERGY CORP. CALGARY, ALBERTA ENERGY 2,768,500 169 ALTAGAS LTD. CALGARY, ALBERTA ENERGY 2,556,200 173 MEG ENERGY CORP. CALGARY, ALBERTA ENERGY 2,434,520 183 SEVEN GENERATIONS ENERGY LTD. CALGARY, ALBERTA ENERGY 2,347,600 185 TERVITA CORP. CALGARY, ALBERTA OIL FIELD 2,329,000 187 SECURE ENERGY SERVICES INC. CALGARY, ALBERTA OIL FIELD 2,328,208 191 TRANSALTA CORP. CALGARY, ALBERTA UTILITY 2,307,000 194 INTER PIPELINE LTD. CALGARY, ALBERTA ENERGY 2,260,600 205 GRAHAM MANAGEMENT SERVICES LP CALGARY, ALBERTA ENGINEER 2,033,021 206 DEVON CANADA CORP.* CALGARY, ALBERTA ENERGY 2,014,496 221 FLUOR CANADA LTD.* CALGARY, ALBERTA ENGINEER 1,878,855 222 TOURMALINE OIL CORP. CALGARY, ALBERTA ENERGY 1,870,413 252 ENERFLEX LTD. CALGARY, ALBERTA OIL FIELD 1,553,355 253 UNITED FARMERS OF ALBERTA CO-OPERATIVE LTD. CALGARY, ALBERTA WHOLE 1,536,163 255 CALFRAC WELL SERVICES LTD. CALGARY, ALBERTA OIL FIELD 1,527,705 267 ARC RESOURCES LTD. CALGARY, ALBERTA ENERGY 1,405,700 280 PRECISION DRILLING CORP. CALGARY, ALBERTA OIL FIELD 1,321,224 290 CERVUS EQUIPMENT CORP. CALGARY, ALBERTA WHOLE 1,221,285 299 CALGARY CO-OPERATIVE ASSOCIATION LTD. CALGARY, ALBERTA FOOD SELL 1,195,552 308 MULLEN GROUP LTD. CALGARY, ALBERTA OIL FIELD 1,138,489 323 CES ENERGY SOLUTIONS CORP. CALGARY, ALBERTA OIL FIELD 1,029,640 326 VERMILION ENERGY INC. CALGARY, ALBERTA ENERGY 1,024,362 329 STUART OLSON INC. CALGARY, ALBERTA ENGINEER 1,017,311 334 ENSIGN ENERGY SERVICES INC. CALGARY, ALBERTA OIL FIELD 1,000,650 336 ALTALINK, L.P. CALGARY, ALBERTA UTILITY 973,106 342 ROCKY MOUNTAIN DEALERSHIPS INC. CALGARY, ALBERTA WHOLE 959,355 348 ENERPLUS CORP. CALGARY, ALBERTA ENERGY 935,003 351 TRICAN WELL SERVICE LTD. CALGARY, ALBERTA OIL FIELD 929,912 354 WHITECAP RESOURCES INC. CALGARY, ALBERTA ENERGY 910,240 368 BAYTEX ENERGY CORP. CALGARY, ALBERTA ENERGY 849,642 377 SINOPEC DAYLIGHT ENERGY LTD.* CALGARY, ALBERTA ENERGY 802,164 382 PAREX RESOURCES INC.* CALGARY, ALBERTA ENERGY 778,354 383 JACOBS CANADA INC.* CALGARY, ALBERTA ENGINEER 776,644 386 ATHABASCA OIL CORP. CALGARY, ALBERTA ENERGY 758,547 395 PEYTO EXPLORATION & DEVELOPMENT CORP. CALGARY, ALBERTA ENERGY 726,852 399 MNP LLP CALGARY, ALBERTA ACCOUNT 716,000 407 KINDER MORGAN CANADA LTD. CALGARY, ALBERTA ENERGY 683,800 415 BONAVISTA ENERGY CORP. CALGARY, ALBERTA ENERGY 644,505 417 WEATHERFORD CANADA LTD.* CALGARY, ALBERTA OIL FIELD 638,616 419 MURPHY OIL CO. LTD.* CALGARY, ALBERTA ENERGY 630,179 421 PENGROWTH ENERGY CORP. CALGARY, ALBERTA ENERGY 622,000 429 TOTAL ENERGY SERVICES INC. CALGARY, ALBERTA OIL FIELD 604,662 443 BIRCHCLIFF ENERGY LTD. CALGARY, ALBERTA ENERGY 559,387 447 STEP ENERGY SERVICES LTD. CALGARY, ALBERTA OIL FIELD 553,220 448 GRAN TIERRA ENERGY INC.* CALGARY, ALBERTA ENERGY 547,410 457 AGRICULTURE FINANCIAL SERVICES CORP. LACOMBE, ALBERTA FINANCE 518,443 462 TRINIDAD DRILLING LTD. CALGARY, ALBERTA OIL FIELD 501,615 464 BADGER DAYLIGHTING LTD. CALGARY, ALBERTA ENGINEER 499,236 472 SOUTH COUNTRY CO-OP LTD. MEDICINE HAT, ALBERTA FOOD SELL 480,535 479 PARAMOUNT RESOURCES LTD. CALGARY, ALBERTA ENERGY 462,713 491 ENBRIDGE INCOME FUND CALGARY, ALBERTA ENERGY 444,000 495 PAINTED PONY ENERGY LTD. CALGARY, ALBERTA ENERGY 434,752

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

45

HEAD OFFICE MUST-HAVES // HEAD OFFICES

Kinder Morgan Canada Limited

Rank: Energy Cdn (out of 800)

K

Ian D. Anderson

407

Bonavista Energy Corp.

B

683,800,000

$

Weatherford Canada Ltd.*

W

Jason E. Skehar REVENUE

www.kindermorgan.com Rank: Oil Field Cdn (out of 800)

417

644,505,000

$

Murphy Oil Co. Ltd.*

M

eatherford delivers innovative technologies and services designed to meet the world’s current and future energy needs in a safe, ethical, and sustainable manner. Grounded by our core values and inspired by our world-class people, we are committed to being a trusted business partner to those we serve.

David J Butter

638,616,000

$

Pengrowth Energy Corp.

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

421

419

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.

630,179,000

$

Total Energy Services Inc.

622,000,000

$

Birchcliff Energy Ltd.

B

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

443

REVENUE

559,387,000

L61-LEA-002_Banner_outlined_FIN.indd 6

Rank: Oil Field Cdn (out of 800)

Dan Halyk

429

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 four businesses: contract drilling services (Savanna Drilling and Chinook Drilling), contract well servicing (Savanna Well Servicing), rentals and transportation services (Total Oilfield Rentals), Compression & Process Services including manufacturing and field maintenance (Bidell Gas Compression and Spectrum Process Services).

REVENUE

604,662,000

$

STEP Energy Services Ltd.

H

irchcliff Energy Ltd. is a focussed, low cost intermediate oil and gas upstream producer with operations concentrated in the Peace River Arch area of Alberta, where the company primarily targets the prolific Montney/Doig Resource Play. Birchcliff owns and controls its infrastructure, has a large land base and is committed to an environmentally sustainable future. Birchcliff’s production is 78% natural gas. Birchcliff’s common shares are listed on the TSX under the symbol –BIR”.

$

www.murphyoilcorp.com

T

engrowth Energy Corporation is a Canadian intermediate energy company focused on the sustainable development and production of oil and natural gas in Western Canada from its Lindbergh thermal oil property and its Groundbirch Montney gas property. The Company is headquartered in Calgary, Alberta, Canada and has been operating in the Western Canadian Sedimentary basin for over 28 years. The Company’s shares trade on both the Toronto Stock Exchange (TSX) under the symbol PGF and on the OTCQXÂ Best Market under the symbol PGHEF._

REVENUE

46

Rank: Energy Cdn (out of 800)

REVENUE

P

A. Jeffery Tonken

www.bonavistaenergy.com

Michael K. McFadyen

REVENUE

Randy Steele

415

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.

inder Morgan Canada Limited (KML) manages and is the holder of a minority interest in a portfolio of strategic energy infrastructure assets. The Trans Mountain Pipeline system is the only Canadian crude oil and refined products export pipeline with North American West Coast tidewater access. In Alberta, KML has one of the largest integrated networks of crude tank storage and rail terminals in Western Canada.

In British Columbia, KML controls the largest mineral concentrate export/import facility on the west coast of North America through its Vancouver Wharves Terminal. For more information, please visit www.kindermorgancanadalimited.com.

REVENUE

Rank: Energy Cdn (out of 800)

Regan Davis

www.totalenergy.ca Rank: Oil Field Cdn (out of 800)

447

eadquartered in Calgary, Alberta, STEP Energy Services is a technically focused, oilfield service company providing specialized coiled tubing and associated pumping and support equipment to service the deep horizontal well market in Western Canada, south Texas and Louisiana. In response to client needs, STEP added hydraulic fracturing services to its Canadian asset base. STEP has built its team of fracturing professionals and business strategy with the same attention to execution, preventative maintenance, HSE, engaged culture and core values that led to the successful growth of its coiled tubing and fluid pumping solutions.

REVENUE

www.birchcliffenergy.com

AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

553,220,000

$

www.stepenergyservices.com

2018-07-09 12:45 PM

HEAD OFFICE MUST-HAVES // HEAD OFFICES

Gran Tierra Energy Inc.*

Rank: Energy Cdn (out of 800)

G

Gary S. Guidry

448

547,410,000

www.grantierra.com

Trinidad Drilling Ltd.

Rank: Oil Field Cdn (out of 800)

T

462

501,615,000

www.trinidaddrilling.com

South Country Co-op Ltd.

Rank: Food Sell Cdn (out of 800)

S

472

outh Country Co-op Limited is here to serve our members with products and services that help build, feed and fuel individuals and communities. We are a different kind of business; being member-owned means that any profits are returned to our members and stay in the local economy. We live where you live, work where you work and help grow the economy right here. We are your neighbours and we make sustainable investments in the communities we share.

REVENUE

Badger Daylighting Ltd.

B

Rank: Engineer Cdn (out of 800)

464

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.

Paul Vanderberg

499,236,000

$

www.badgerinc.com

Paramount Resources Ltd.

Rank: Energy Cdn (out of 800)

P

James H. T. Riddell

479

aramount Resources Ltd. is an independent, intermediate Canadian energy company. The Company explores for, develops, produces, and markets natural gas, crude oil, and natural gas liquids in Alberta, British Columbia, Saskatchewan and the Northwest Territories. The Company also holds securities of public and private entities, including Trilogy Energy Corp., MEG Energy Corp., Marquee Energy Ltd., RMP Energy Inc., and Strategic Oil & Gas Ltd. The Company’s heavy oil assets were spun off into a 100% owned subsidiary, Cavalier Resources Inc., in January 2012.

REVENUE

480,535,000

$

www.southcountrycoop.com

Enbridge Income Fund

Rank: Energy Cdn (out of 800)

E

491

462,713,000

$

REVENUE

www.paramountres.com

Painted Pony Energy Ltd.

A

Rank: Energy Cdn (out of 800)

495

growth-oriented Canadian public natural gas producer, operating in the Montney formation in Northeast British Columbia. Painted Pony’s philosophy is to grow through production development drilling for natural gas and natural gas liquids.

nbridge Income Fund Holdings Inc. is a publicly traded corporation. The Company, through its investment in Enbridge Income Fund, holds high quality, low risk energy infrastructure assets. The Fund’s assets include a portfolio of liquids transportation and storage businesses, Class A units entitling the holder to receive defined cash flows from the Southern Lights Pipeline, a 50 percent interest in the Alliance Pipeline and interests in more than 500 megawatts of renewable and alternative power generation capacity.

444,000,000

www.afsc.ca

REVENUE

$

$

518,443,000

$

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.

REVENUE

Perry F. Schuldhaus

Steve Blakely

457

griculture Financial Services Corporation (AFSC) is a provincial Crown corporation with a private sector Board of Directors that provides producers, agribusinesses and other small businesses loans, crop insurance and farm income disaster assistance. AFSC has provided Alberta farmers with hail insurance for 80 years, and has grown into a diverse corporation with several core business areas, including crop insurance, livestock price insurance, farm loans, commercial loans and farm income disaster assistance.

REVENUE

$

Mike Clement

Rank: Finance Cdn (out of 800)

A

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

Brent Conway

Agriculture Financial Services Corp.

Patrick R Ward REVENUE

www.enbridgeincomefund.com

L61-LEA-002_Banner_outlined_FIN.indd 3

434,752,000

$

paintedpony.ca/about-us/officers/default.aspx

2018-07-09 12:44 PM

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

47

TO BUILD OR RENOVATE? // CONSTRUCTION & RENOVATION

TO BUILD OR RENOVATE? TRACKING THE TRENDS

BY JOHN HARDY

W

hen it comes to the big decision to “build or renovate,” it’s understandable that it invariably conjures up residential properties.

However, in the Calgary market, trends to build or renovate are also relevant in industrial, commercial and institutional (ICI) markets. In addition, there is the often-forgotten construction science of infrastructure.

Many industry stats underscore that Calgary “build or reno” trends are either adjusting or outright changing. “It seems

that much of Canada may be somewhat unchanged but Calgary is shifting,” notes the industry-savvy Bill Black, chair of the Calgary Construction Association (CCA), the effective voice for Calgary’s construction sector.

“Our current downturn in commercial volumes, the ‘flight to quality’ that replaced a lot of aging office building inventory, high vacancies with no sign of office leases recovering, and the new energy code raising standards may have all conspired to begin a drive towards renovation and, mainly, superficial upgrades.”

ABOVE: BONNYBROOK WWTP DEWATERING BUILDING PHOTO SOURCE: GRAHAM CONSTRUCTION

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

49

Technological Innovation and Award-Winning Service at its Finest

C

algary Elite Roofing has been providing Calgarians – and now all southern Albertans – with a different approach to protecting their home from the elements. From being one of the first roofing companies in Calgary to utilize the technology of drones to installing the revolutionary Euroshield rubber-roofing product that has now released its first HAILPROOF ROOFING SYSTEM, Calgary Elite Roofing always look to the future – embracing technological advancements to ensure customers receive the highest return on their investment.

From the start, Greg Garcia, Robert LaPierre and now Ruben Guimond (Lethbridge Elite Roofing) have maintained three key elements: safety, quality and a positive economic and environmental impact. It is a mantra that separates Elite Roofing from the pack and defines them as leaders in the roofing industry. Winning the Small Business of the Year Award and the Customer Service Excellence Award in 2016 at the Calgary Chamber’s Small Business Week was the catalyst for continued growth and development – which saw the company expand by bringing on a new partner Ruben Guimond to run operations in Lethbridge, Alberta.

All three partners are involved in the day-to-day operations of Elite and truly feel the Euroshield brand is a true fit for Elite.

Under the leadership of CEO Henry Kamphuis, no other roofing system to date has grown by leaps and bounds the way Euroshield has over the years, always striving to improve how consumers can protect what most likely is their largest investment and nest egg for retirement.

In recent developments, Calgary Elite Roofing has been awarded a $1 million-plus contract to replace an old shake-roof system with the Euroshield line. “This will be the last roof we put on for them until Calgary Elite Roofing’s next generation of leaders takes the reins,” jokes LaPierre and Garcia, as they know this

condo corporation will never have to replace a roof due to hail with a 50-year non-prorated manufacturer’s warranty.

Combined with Elite’s regular maintenance package to maintain upkeep during the life of the roof, there will be one less expense to the condo association’s board members – and one more happy roofing customer in southern Alberta.

Calgary Elite Roofing | (403) 478-2580 WWW.CALGARYELITEROOFING.CA Suite 300 - 160 Quarry Park Blvd SE Calgary, AB T2C 3G3

Above: Calgary Elite Roofing Truck Fleet. Inset: Left to right: Robert LaPierre, Vice President; Ruben Guimond, CEO - Lethbridge; Greg Garcia, CEO. Photos by PhotoArt4U - Zev Vitaly Abosh.

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TO BUILD OR RENOVATE? // CONSTRUCTION & RENOVATION

He explains the ‘flight to quality’ industry term, usually used to describe the REIT-fuelled drive to build a large number of quality highrise office buildings in a city with a number of older ones. “Those who own the older ones may not like the expression but there is no doubt that the concept of Type A office space has been redefined, especially downtown, over recent years.

“There is also a noticeable trend of office buildings being considered for repurposing towards the retail and residential market.”

With the most common word-association focus of build or reno options being on residential decisions, Shannon Lenstra, president of Calgary’s Kon-strux Developments, the 2018 winner of BILD Calgary Region’s Renovator of the Year Award, points out, “The balance between building new and renovating is just like anything else. Residential homeowners tend to follow trends. We are always in the mix and have the team and experience to build new, gut-and-remodel, or tweak and improve an existing project.

“Since we do all types and sizes of renovations, from huge

top-to-bottom custom-everything gut jobs to tiny closets and guest bathrooms, our business is client-driven and every job is different.” This is because every client is different and every house is unique, with differing issues, timelines, budget items and esthetics through the entire planning and building process.

“Structural renovations are less fun for clients,” she notes.

“Mostly because they involve fixing something that should have been done right the first time – and now they’re spending money to change or repair it.”

Lenstra also mentions that although the build or reno decision is impacted by various personal and market factors, she points out from experience that people get a better ROI on ensuite and kitchen renovations, particularly for people who plan to sell their home in the next three to five years.

“We are also doing a lot of additions and full-house renos as the market is picking up. A lot more people are staying in their current areas that they like and updating their outdated homes,” she says. “Lot sizes in older communities can’t be beat. And having mature trees makes a real difference to the ambiance and value of a house.

ABOVE: CROWCHILD SHORT TERM IMPROVEMENTS. PHOTO SOURCE: GRAHAM CONSTRUCTION

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

202-1608 17 Ave SW Calgary, AB T2T 0E3 lignuminteriors.com

For more than 30 years we’ve worked with some of the biggest corporate names in Calgary. From conception to completion, we strive to provide the highest level of client construction experience possible.

MILLWORK w GENERAL CONTRACTING w PROJECT MANAGEMENT

TO BUILD OR RENOVATE? // CONSTRUCTION & RENOVATION

“Everyone is interested in energy efficiency now, so we prioritize educating our clients on the options and encourage them to include extra insulation, triple-paned windows, solar tie-ins, in-floor heating and other ways to stretch their energy dollar.”

As with many aspects and dimensions of particularly Calgary-area business, the build or reno trend has been impacted by key influencers like the downturn and generational transitioning. Residential construction (more than ICI) is dealing with the festering boomers versus millennials factor.

“In Calgary, the generational dynamic seems to be moving slowly, overshadowed by economic factors,” Black says.

“Boomers are more conditioned to be able handle the cycle as they have been through it before, however they may be relying on older habits as a way to deal with this downturn

and the recovery. Millennials are not as conditioned by experience and are coming to terms with their first major downturn cycle.”

He points out that, when it comes to the economy and the effects on Calgary’s commercial real estate market, there is a definite impact, especially concerning vacancies. “There’s nothing like empty buildings with no quick end in sight to push investors into new endeavours.”

Lenstra agrees that regional or global downturns impact the industry and everyone in it. “When it comes to the energy sector, Calgary’s fortunes go hand and hand with the price of oil. You can’t take out such a huge sector and not think it would have an effect on everybody around.”

She admits that the generational factor is huge, especially for the reno industry and cites, according to StatCan

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

TO BUILD OR RENOVATE? // CONSTRUCTION & RENOVATION

numbers, that millennials are expected to overtake boomers in population in 2019, as their numbers swell to 73 million and boomers decline to 72 million. “We are adjusting to the boomers retiring and the millennials coming in with different flows and work patterns. The affordability of the housing stock in Calgary is a real issue for younger buyers.

Like in larger urban areas, we are seeing some renters investing in their rental properties when an owner won’t do so – bathroom renovations and kitchen upgrades – in longterm rentals that people expect to stay in for years to come.

“But home ownership is still a goal for high-earning young people and millennials who have parents interested in providing down payments on a house. This demographic puts an emphasis on multi-use spaces.”

The Calgary Construction Association suggests some key influencers when it boils down to the build or reno decision including: • primarily cosmetic renewal to compete on esthetics; • the retrofitting of aging, end-of-life systems; • the complete repurposing to reposition a building.

Black speculates on the next five years or so of Calgaryarea build or reno trends: “Considerable flight to quality will happen on highrise rental apartments, leading to more multi-family developments. There will be reno, repair and repurposing of aging inventory and buildings may be changing hands.”

INFRASTRUCTURE

I

n a different world from the usual stereotypes of the residential and ICI build or reno sector is the overlooked and taken-for-granted construction science of civil infrastructure.

From the high-visibility big pieces of heavy equipment, the crews with the day-glow vests, the roadside “caution” signs and the sometimes-mangled orange cones.

It is also part of the widely-respected specialty and expertise of the industry-respected Graham Construction, one of North America’s premier integrated construction organizations. Jayson Veldhoen, Alberta operations manager at Graham, highlights some key civil infrastructure differences. “In general, ICI construction tends to be driven by private funding. Civil infrastructure projects tend to be publicly-funded and publicly-owned.

And a basic feature of publicly-owned and funded projects is they tend to be highly visible and widely publicized, due to their potential impact on a wide variety of community stakeholders.”

He adds that while most ICI projects tend to be confined to an enclosed construction site, public infrastructure (roads, bridges, on- and off-ramps, and overpasses) is highly visible from passing traffic. “Infrastructure sites have many traffic

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

flow, pedestrian and facility operations aspects.

“Civil infrastructure is built for population growth or to repair or maintain existing infrastructure. When business slows down significantly in a given area, population growth tends to slow down, reducing the need for those growth projects. Also, less private business leads to less government revenue available for infrastructure projects.”

He is upbeat but also realistic, especially about civil infrastructure as part of Calgary’s recovery. “Ultimately, no one has a crystal ball. Spending on civil infrastructure projects in Calgary in the past five years has been fairly steady, due to government stimulus spending and due to the momentum running on from the longer cycle time in the planning-budgeting-executing cycle of civil infrastructure projects.

“This year, we are starting to see the end of that project momentum and stimulus spending, and an increase in competition for fewer infrastructure projects. Some government projects in Alberta are being postponed due to a lack of funding. But governments know that infrastructure improvements can make businesses more efficient and facilitate business revenues,” Veldhoen says with positivity.

NOT JUST ANOTHER DAY AT THE OFFICE // TRAINING & EDUCATION

NOT JUST ANOTHER DAY AT THE OFFICE Societal and legal changes encouraging employers to expand workforce training

BY JAMIE ZACHARY

B

ill Borger is familiar with the construction industry’s stereotype – a rough and tough group of workers whose common tongue is swearing and shouting.

“In the traditional construction industry, that’s the way you used to deal with people – you yelled at them. It was an era of yelling and people just accepted it,” says the president of the Borger Group of Companies, which employs more than 350 workers across Alberta’s construction industry. “But every study has proven that’s not the way to run an organization.”

So instead of accepting it, Borger sought to help change the industry’s image.

About seven years ago, his group became the first construction company in Canada to become Respect in the Workplace certified – a Respect Group initiative based on the well-known Respect in Sport program. The online course is now mandatory for all new employees, and all staff need to get re-certified every three years.

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

“We believe that everyone has a right to be treated with dignity and respect in the workplace,” says Borger. “We also believe that the interaction between team members needs to be healthy to be safe.”

The efforts have paid off. Borger’s company has been voted

by Canadian Occupational Safety as one of Canada’s safest employers for the past five years. And most recently, it was named Canada’s Best Health & Safety Culture.

Respect Group co-founder Wayne McNeil says business leaders need to be discussing respectful workplaces in the same sentences as productivity, recruitment and retention.

That means extending the conversation to include issues such as training around cultural appropriation, opioids and recognizing the signs of mental illness.

“Today, we’re talking a lot about employee well-being in the workplace – not just physical safety, but psychological safety, which was a term that wasn’t around four years ago,” says

NOT JUST ANOTHER DAY AT THE OFFICE // TRAINING & EDUCATION

McNeil, whose organization currently has more than 250 Respect in the Workplace clients.

related disability on its own accounts for 30 per cent of total claims in Canada, but 70 per cent of costs.

“We’re talking about inclusion. We’re talking about diversity. We’re talking about these things because if you have engaged employees who are healthy psychologically, they are going to feel far more apt to contribute to the company. And the company is going to get a lot greater results through their work.”

“We’re talking about it because we’re starting to realize the impact that poor mental health has on a business’ bottom line in a real concrete sense,” says Jordan Friesen, national associate director, workplace mental health, Canadian Mental Health Association.

The Canadian Mental Health Association (CMHA) estimates poor mental health and illness costs the Canadian economy $51 billion per year. The Conference Board of Canada says $20 billion of that is due to lost productivity.

Typical barometers of unhealthy workplaces include escalating sick time and benefits usage, as well as an increase in long-term disability costs. CMHA says mental health-

“Businesses are starting to realize that there is a financial case for having a healthy workforce.”

Friesen adds initiatives such as Bell’s Let’s Talk Day and CMHA’s Mental Health Week are shining a light on the importance of mental health, as well as the consequences of not taking care of it.

“Those two are colliding. You see that business case and that ethical case for promoting health come together in the

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BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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Strathcona-Tweedsmuir School Gets a New Look

F

or students looking for a fantastic learning environment, Strathcona-Tweedsmuir School has it inside and out. The impressive private school sits on 220 acres of land just 10 minutes outside of Calgary, offering incredible facilities for flexible learning spaces, canoeing, cross-country skiing, robotics and environment clubs, as well as creative and scientific inspiration. This past winter, the learning environment got bigger with the completion of a long-awaited expansion of the main campus.

“It doesn’t look like any other school. It’s beautiful, with a sense of calm,” says Lara Unsworth, director of enrollment and communications for Strathcona-Tweedsmuir School.

“We worked with an architect out of California who designs schools based on what will optimize student learning and well-being.”

That includes high ceilings, floor-to-ceiling windows and using natural materials like wood and stone to bring the spectacular foothills surrounding the school inside. The design also facilitates Strathcona-Tweedsmuir’s modern teaching style by incorporating innovative spaces that encourage students to engage in their learning in a handson, interactive way.

The donor-funded $24-million expansion added 65,000 square feet to the existing facility, including a new elementary wing for students from kindergarten to Grade 6. With bright, open spaces and flexible work areas, teachers can present a vast array of activities in different ways and the youngest STS students enjoy a warm, comfortable learning environment in which they can grow and flourish.

The expansion also fosters the student body’s creativity with a new and enhanced Fine and Performing Arts space for K-12 students. This area boasts design and makerspace studios, acoustically-optimized band and choral rooms, a purpose-built drama room and a large visual arts area that allows students to work on long-term projects.

There are also individual and small group rehearsal rooms and a performance space that seats up to 200 guests.

The new spaces complement the school’s dedication to developing well-rounded students who aim for excellence in academics through the K-12 International Baccalaureate Programme as well as fostering leadership, citizenship and creativity. Educators achieve this by offering more than 90 co-curricular programs to help students discover and nurture their passions while entrenching volunteerism and character development into the curriculum from a young age.

One example of innovative programming is the introduction of design labs to spur students to work through the design thinking cycle by asking questions, trying out ideas, learning from their mistakes and then trying something else.

“We are preparing our students for jobs that don’t exist yet and to find success in any field they choose to go into,” says Unsworth.

The school’s educators are as passionate and dedicated as its students, and STS has found a kindred spirit in its new head of school. Carol Grant-Watt brings her business acumen and passion as an educator to the school, adding her fresh energy and ideas to the fresh and innovative Strathcona-Tweedsmuir School campus this fall.

WELCOME

Mrs. Carol Grant-Watt We are proud to welcome our new Head of School, Mrs. Carol Grant-Watt. Mrs. Grant-Watt brings her passion and vast experience as an educator and a leader to Strathcona-Tweedsmuir School.

We look forward to her fresh energy and ideas as we celebrate all that we have accomplished, connect to our core values, and continue to stimulate progress.

Join us for a fun, interactive Open House on September 22, 2018 at 10:00 am. Have the opportunity to meet Mrs. Grant-Watt, students and faculty, enjoy a tour of our incredible campus, and partake in our annual Family Fall Fair.

strathconatweedsmuir.com

NOT JUST ANOTHER DAY AT THE OFFICE // TRAINING & EDUCATION

workplace because, ultimately, we bring our whole selves to work,” he says.

Other more qualitative indications of unhealthy workplaces include employees expressing concern around stress (47 per cent of Canadians say work is the most stressful thing in their lives, according to CMHA), as well as high staff turnover.

The Respect in the Workplace program has been, “a huge retention tool in that it’s changing the way people are interacting,” says Borger. “I also believe it has helped to reduce turnover – not turnover because they took the course but because their peers did.”

Businesses also need to consider the legal implications of not properly training their workforce around issues such as respect and mental health. Earlier this year, extensive changes to Alberta’s Occupational Health and Safety Act came into effect via Bill 30 that places increased requirements on employers to ensure workers are not subjected to workplace harassment, and an expanded duty to report workplace incidents.

Previously, employers in Alberta were only responsible for protecting the physical safety of employees when it came to workplace violence. Now, it includes psychological safety, which brings in factors such as harassment and bullying.

“Organizations are required to do proper training,” says Janet Salopek, Calgary-based president and senior consultant with Salopek & Associates.

“They have to do training for their managers and employees around harassment and workplace violence.”

Others are being proactive in light of the #MeToo movement, wanting to both mitigate the chances of it happening in their workplace, as well as establishing a legal footing if later challenged in court, she says.

“Those claims can be very expensive if they are not handled properly – expensive in that they are costly dollar-wise, they tie up a lot of resources and you may not get your employee back and productive,” says Salopek.

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They also tend to transcend the size of companies.

A common misconception is workplace issues are limited to mid- to large-size employers that have more diverse workforces and the budgets to match.

McNeil says small businesses face the same issues, and it’s equally as critical to address – especially if a small business has what he calls one BAHD (bullying, abuse, harassment and discrimination) employee.

“It could be the boss who can very easily undermine an organization in a heartbeat. The collateral damage of that creates a very toxic environment,” he says, noting his organization’s clients run the gamut of mom-and-pops to governments and universities.

“The bottom line is no company is exempt. If it’s about a positive culture – and I think every company should strive for that – then you need to have some foundational training.”

Salopek adds it just takes one claim to put an employer into a position where they are reacting, putting their brand at risk and tying up resources.

“It doesn’t matter how many employees you have, you need to make sure you have a healthy workplace or you’re at risk,” she says.

Friesen adds that while training is an important foundational tool, so too is shifting culture – and that starts at the leadership level.

“We try to have an intentional conversation with leaders to help them think differently and make that connection between building a mentally healthy workplace,” he says. “And then (we expand to focus on) the benefit that’s going to have on their employees, their bottom line, as well as mitigating hot-button issues that they would otherwise have to respond to.”

Borger agrees, saying, “It is just a tool that’s available to us. Without proper mentorship or management or coaching, there is not a program that’s going to have a massive impact, anywhere. It’s just a bit more of people walking the walk and understanding what is and what is not allowed in the workplace.”

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ALL IN A DAY’S FORECAST // DRESS FOR SUCCESS

All in a Day’s Forecast

FASHION FOR CALGARY’S FOUR SEASONS

BY ERLYNN GOCOCO

D

ressing for Calgary’s four seasons can be challenging.

Sunny and warm one minute, cold and wet the next.

And let us not forget the harsh Prairie winters that can linger for months. Welcome to YYC. So how does one dress “fashionably” in a city that has four seasons and unpredictable weather? Turns out that with a little practice, and maybe a little help from a personal stylist or Pinterest, you can learn to repurpose your wardrobe while showcasing different looks for all four seasons.

Lisa Tant, styling sales director at Nordstrom Canada, says, “The key to creating a wardrobe that is functional year-round is layering. Begin by building a wardrobe of foundation pieces in your choice of neutral colour. Then, complement these staples by pairing with playful textures, patterns and materials that are seasonally appropriate. For example, pair a pencil skirt with a silk blouse in the summer and tights and a cashmere sweater in the winter months.”

Local designer Kate Hewko echoes Tant’s comments and says that layering items is the key to dressing in Calgary.

“Use a mix of high-low to keep things affordable; this means

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spending money on a unique piece, but buying the more affordable option for basic items.”

Sunjeev Prasad, local fashion blogger and founder of Street Gentlemen, says his mission is to “positively impact and empower men through personal image consulting.” He says dressing for Calgary’s four seasons does not have to be difficult. “Of course you’ll need items specifically for each season like a winter coat and boots, but there are ways of building your wardrobe without breaking the bank.”

Prasad explains that he focuses on teaching his clients how to invest in pieces that are both timeless and versatile.

“Doing so gives you more flexibility when it comes to getting dressed every day. This will make your life much easier since we all know how moody Calgary’s weather can be.”

Having a wardrobe of coats is something Tant recommends.

Consider a casual puffy jacket or a tailored wool coat to take you through fall and winter. “We like layering in down or faux-fur vests and warm scarves in the winter. A light cashmere loose sweater is another great buy. A shift dress is a smart investment that can be dressed up for cocktails with

ALL IN A DAY’S FORECAST // DRESS FOR SUCCESS

heels and jewelry, and then dressed down for the weekend with flats and a denim jacket.”

For an edgier look, Hewko says a light moto jacket is great for all Calgary seasons. Layer it on top of a dress for cool summer evenings and rainy days, or wear on top of your turtleneck during warm winter chinooks.” She adds that accessorizing is a great way to bring functionality to your wardrobe. “Adding tights and a long-sleeve T-shirt to a summer tunic creates a fall-appropriate look. The same tunic can be styled with bare legs and strappy sandals for the summertime.”

Jaia Talisman, local personal shopper, stylist and owner of Talisman & Crush, helps wardrobe working women who don’t have time to shop or spend hours sifting through the racks. Her clients count on her to keep them on the cutting edge of fashion while respecting personal budgets.

“You know winter in Calgary … one day you can wear shorts, the next day you get hit by brutal winds that have you bundled up to the tip of your head with only your nose peeking out.

But as a professional woman in the business world, looking ‘put together’ is a necessity despite the challenges.”

Many of the pieces that Talisman selects for her clients are either on sale or purchased at a vintage store. “It’s important to know that you don’t need to buy at full price all the time

– however, be sure to always check the quality and be a slowfashion shopper. Fast-fashion are clothes that rip, twist and disintegrate in the washing machine after one wash. They end up in landfills and end up polluting our environment.

Making good choices and investing in long-term items that will be staples in your wardrobe end up costing you less than buying fast-fashion.”

Darren Biedermann of Supreme Men’s Wear agrees and says, “Purchasing top-quality limited-production fashions only really feels expensive the first time. Once you experience the compliments and the way it makes you feel and the connections you make while wearing elevated, passionate fashion, you understand the value proposition. Investing in fashion will be one of the best investments you make in yourself.”

According to Adam Percival, national director of tailored clothing for Harry Rosen, there are many elements to consider when selecting an appropriate wardrobe for the seasons. “It’s always helpful to have a connection with a clothing adviser in-store. They will get to know your taste, understand your fit and provide appropriate suggestions. If you don’t have an adviser, simply make your way into the store and head towards an adviser whose personal style you identify with and let them take care of the rest.”

Percival adds that it is always best to start with a foundation of basics. “Consider darker colours such as navy and charcoal

LEFT: SIDE-SLIT COTTON-BLEND PENCIL SKIRT, NORDSTROM CANADA. PHOTO SOURCE: NORDSTROM CANADA

MIDDLE: OUTFIT BY HARRY ROSEN. PHOTO SOURCE: HARRY ROSEN

RIGHT: CLOTHING DESIGNED BY KATE HEWKO. PHOTO SOURCE: DARRYL POLLOCK PHOTOGRAPHY

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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ALL IN A DAY’S FORECAST // DRESS FOR SUCCESS

in fabric weights that are season-less. Start by selecting a navy suit, for example. In a pinch, the jacket can be worn with separate trousers or even jeans and the pants on their own as well.” He suggests avoiding the temptation to buy too many “fashion” pieces as you’re starting to build your wardrobe. “Add these in once you’ve got a solid starting-off point.”

A foundation wardrobe, says Percival, would start by avoiding true summer fabrics and true winter fabrics. For example, linen shirts are perfect for a hot summer afternoon outside but shouldn’t be worn after Labour Day. Similarly with flannel (shirts or trousers); these can be too heavy past March and, in today’s climate-controlled environments, won’t be entirely necessary. Pure-cotton shirts in a variety of colours and patterns are ideal.”

For footwear, Prasad recommends Chelsea boots – they are versatile and can be worn both dressed up or down. “They’re

great in nearly every weather condition and are fairly comfortable to walk around in too.” Chelsea boots also have the advantage of being suitable for both men and women.

There are many ways that you can wear your clothes throughout the year without having to pack it away for months, says Talisman. “Our seasons change so frequently in Calgary, we can always have a pullover handy in our closet to wear in the middle of summer. By organizing your closet the smart way, you can have access to everything throughout the year and always know what you’ve got. Mix and match your pieces and remember, layering is the key when dressing in Calgary.”

Like adding spice to a recipe, Prasad cautions that you can overdo it if not careful. “Add just enough and you enhance your look. Overdo it, and there’s a good chance you’ll ruin your outfit.”

LEFT: OUTFIT BY HARRY ROSEN. PHOTO SOURCE: HARRY ROSEN

TOP RIGHT: OUTFIT BY HARRY ROSEN. PHOTO SOURCE: HARRY ROSEN

BOTTOM RIGHT: OUTFIT STYLED BY JAIA TALISMAN FROM TALISMAN AND CRUSH.

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PHOTO SOURCE: KEN HEINBECKER

AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

Leading Business AUGUST 2018

Trans Mountain Pipeline: One step forward, two steps back for investment in energy

CalgaryChamber.com BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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2018 Board of

Directors Executive Chair: Phil Roberts, President, Vintri Technologies Inc Vice Chair: Brent Cooper, Partner, McLeod Law

One Step Forward, Two Steps Back for Investment in Energy

Past Chair: David Allen, Founder & President Situated Co. Treasurer: Wellington Holbrook, Chief Transformation Officer, ATB Financial

Directors Bill Brunton, Vice President, Habitat for Humanity, Southern Alberta Mike Williams, Executive Vice-President, Encana James Boettcher, Chief Idea Officer, Fiasco Gelato Desirée Bombenon, President & CEO, SureCall Contact Centres Ltd

W

hile moving forward with Trans Mountain is a win for the business community, the additional costs and uncertainty shaped by existing government policy and two new pieces of federal legislation – the Tanker Moratorium and changes to environmental assessments and energy transmission – represent one step forward and two steps back for energy investment in Canada.

Here’s what your business should know about the state of investment in Canada’s energy industry, the policies that are currently impacting investment, and the new pieces of legislation that could put investment further at risk.

Mandeep Singh, Audit Partner, Deloitte Jason Hatcher, Managing Principal, Navigator

Current State of Investment

Greg Garcia, President and CEO, Calgary Elite Roofing

At $75 billion, the energy industry is Canada’s largest capital investor; bigger than the automotive industry in Ontario, aerospace in Quebec and forestry in British Columbia.

These investments go towards supporting wages, developing new technology, improving productivity and increasing the quality of life across the country.

Brian Bietz, President, Beitz Resources Jenn Lofgren, Founder, Incito Mike Shaw, Vice President, Calgary Region Gas Distribution, ATCO Management Sandip Lalli – President and CEO Aaron Kroontje – Director of Digital & Technology Rebecca Wood – Director of Member Services Zoe Addington – 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

An increasingly uncertain investment climate (stalled NAFTA negotiations, market access delays, burdensome regulatory compliance and the layering of costs from all levels of government) is forcing investors to reconsider deploying long-term capital in Canada.

In 2017, total capital spending in Canada’s oil and gas industry was down 19 per cent from 2016 and 46 per cent from 2014. In comparison, capital spending on oil and natural gas in the United States last year increased by 38 per cent to $120 billion.

U.S. tariffs and additional escalations will further impact Canada’s energy sector, specifically by disrupting the highly-integrated North American supply chains. For example, in 2016 Enbridge purchased $8.1 billion in goods and services from 12,000 firms – roughly half spent in Canada and half in the United States. It is especially important for investor confidence that further trade tensions are avoided, and the North American Free Trade Agreement is renegotiated.

Two new pieces of federal legislation threaten to further discourage investment in Canada’s energy industry.

The Tanker Moratorium The Oil Tanker Moratorium Act (Bill C-48) was passed by Parliament on May 8, 2018. It bans any ship carrying, or intending to carry, more than 12,500 metric tons of “persistent oils” such as crude, fuel oils and partly upgraded bitumen from docking anywhere north of Vancouver Island.

The ban raises four key issues.

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First, even if we build additional pipelines to tidewater, the tanker ban limits its transportation off the coast.

Canada’s current lack of market access has been estimated to cost Canadian energy firms $15.8 billion in 2018. The moratorium severely reduces the potential of future projects to provide jobs, tax dollars and responsible energy to the world’s growing middle class.

Second, the moratorium is also ineffective and inconsistent as there are no tanker prohibitions for the south coast of B.C. or the north or east Canadian coasts, despite tankers carrying foreign oil routinely docking there. Oil tankers from Alaska also go past our coast every day and will continue to do so under the proposed moratorium. Limiting the size of tankers may impact our ability to sell to international customers, who have ports built to accept the more efficient, larger vessels.

Third, the ban focuses on large tankers while continuing to allow diesel and oil barges from travelling between coastal communities. This is despite the advent of double-hulled tankers and their record of low oil spills.

Double-hulled tanker spills account for only 3.7 per cent of total tanker spills occurring between 1970 and 2010.

The ban won’t prohibit smaller or older oil-powered vessels that do not have the same level of technology, detailed safety and marine protection plans, or escort tugs and pilots. The narrow moratorium is not based in science, as the Government of Canada’s own reports show diluted bitumen is no worse than conventional oil to clean up in the rare case of a spill.

Fourth, there was a lack of consultation before passing the tanker ban. First Nations company Eagle Spirit Energy is currently challenging the Tanker Moratorium for the lack of consultation and potential violations of aboriginal title and have vowed to take it all the way to the Supreme Court. The Nisga’a First Nation has also lamented the limited “introductory dialogue” they received from the federal government before they instituted the moratorium.

Bill C-69: Impact Assessment and a New Regulator Bill C-69 establishes the new Impact Assessment Agency

of Canada – responsible for completing environmental impact assessments – and establishes the Canadian Energy Regulator to replace the National Energy Board.

The Chamber, in our joint submission with the Canadian Chamber of Commerce, called on the federal government to institute a regulatory process that allowed for certainty by identifying clear deadlines, keeping larger national policy discussion separate from the technical project reviews, and respecting provincial jurisdiction.

Bill C-69 will not achieve greater certainty, clarity or predictability. The public participation standing tests have been removed, and it’s not clear whether timelines will improve; we expect them to be longer. Furthermore, new considerations that are not science-based and not easily defined such as indigenous reconciliation and gender-based analysis have been included.

According to the Canadian Energy Pipeline Association, “If the goal is to curtail oil and gas production, and to have no more pipelines built, this legislation may have hit the mark.”

Moving Forward Global oil demand is expected to rise 30 per cent by 2040. Canadian production to meet this demand should be considered a global win – responsible development alongside a commitment to protect the environment.

Through Canada’s Oil Sands Innovation Alliance, Canadian oil and gas producers have invested more than $1.3 billion towards reducing GHGs. With many people around the world recognizing Canada as a stable, reliable and a foremost environmentally-responsible producer, we have a great opportunity to meet the growing global demand for energy.

Moving forward, all three levels of government must ensure Alberta’s energy industry is competitive. This includes tax competitiveness, eliminating unnecessary regulatory burdens and facilitating new market access.

Anything less, and we will continue to see investment flee and the Canadian economy slump while other oilproducing countries – who fail to live up to Canada’s environmental standards – seize the opportunity.

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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

ConocoPhillips

ConocoPhillips Canada is the Canadian division of ConocoPhillips, one of the world’s largest independent exploration and production companies based on production and proved reserves.

Headquartered in Calgary, its portfolio includes the Surmont oilsands project in the Athabasca region of northeastern Alberta and exciting opportunities in the liquids-rich Montney play in northeast British Columbia. Canadian production averaged 62,000 barrels of oil equivalent per day in 2017.

For more information, please visit conocophillips.ca.

CIBC

CIBC is a leading Canadian-based global financial institution.

Through their four strategic business units – Canadian Personal and Small Business Banking, Canadian Commercial Banking and Wealth Management, U.S. Commercial Banking and Wealth Management, and Capital Markets – CIBC provides a full range of financial products and services to 11 million individual, small business, commercial, corporate and institutional clients in Canada, the U.S. and around the world.

For more information, visit cibc.com

Thanks

The Chamber thanks the following long-standing member companies celebrating anniversaries this month for their years of support to the Calgary Chamber, and their commitment to the growth and development of Calgary.

Member name Cole International Nerds On Site Inc. At Large Communications CRS Capital Management Lusterglaze Corporation SKD Investment Ltd.

Years as a member 30 15 5 5 5 5

which will consist of 78 stars on the PGA TOUR Champions, will compete for US$2.35 million in a three-round, 54-hole strokeplay tournament. The tournament has raised more than $22.1 million in its first five years that has been distributed amongst 159 youth-based charities in Alberta. This year, the tournament has set the ambitious target of raising $10 million for 182 youthbased charities from all corners of Alberta.

For more information, visit shawcharityclassic.com.

Burns & McDonnell

Mount Royal University

Mount Royal University has carved out a distinct niche by offering smaller class sizes, a robust liberal education and unique undergraduate programs. Founded in 1910 and located in Calgary, Mount Royal grew into a vibrant college in the 1930s and became a mid-sized university with a greater focus on bachelor degrees in 2009. Today, nearly 12,000 credit students choose from 12 bachelor degrees and 32 majors, a university entrance option, as well as certificate and diploma programs. By 2025, Mount Royal University’s goal is to become a “first-choice” institution, with more than 16,000 credit students (13,000 fullcourse load students) choosing from 15 degrees and 60 majors.

For more information, visit mtroyal.ca

Burns & McDonnell is a full-service engineering, architecture, construction, environmental and consulting solutions firm, with offices worldwide, including in Calgary and Toronto. Their staff of 5,700 includes engineers, architects, construction professionals, planners, estimators, economists, technicians and scientists, representing virtually all design disciplines. They plan, design, permit, construct and manage facilities all over the world in multiple industries, including power, oil and gas, and environmental. They have one mission in mind – to make clients successful.

For more information, visit burnsmcd.com.

Congratulations to Cole International for celebrating 30 years as a Calgary Chamber Member.

Cole International

Shaw Charity Classic

The Shaw Charity Classic hosts some of the greatest names in the game of golf in Calgary at Canyon Meadows Golf & Country Club, this year taking place August 29 – September 2, 2018. The field,

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AUGUST 2018 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

Removing transportation barriers and earning each customer’s trust one shipment at a time, Cole International delivers creative solutions for international logistics needs. For more than 50 years, their team has been honing and expanding capabilities in customs brokerage, transportation/warehousing, customs consulting, and commodity tax and compliance consulting. With offices in all major Canadian cities and at key border crossings, Cole International is known for the passion of their people, the depth of their knowledge, and their ability to make swift and effective decisions.

For more information, visit colintl.com.

Let’s get you back out on the road faster!

To view our inventory, visit drivingforce.ca

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It’s all about the experience.

The New Calgary Normal I

n so many ways – from retail, house-hunting and real estate to car sales, renos and planning vacations – Calgary residents and businesses are realistic about lingering speed bumps, anxious for the much-awaited recovery and adjusting to the new normal.

“The city’s profile plays a big role in how people behave and think within it,” says Julie Rubin, executive director of the Elevated Learning Academy and an EO Calgary member. “Not only are the people within it still struggling, its perception from outsiders is worrisome as well. With its reputation so heavily linked to the oil and gas industry, it’ll be a while before its ‘profile’ evolves to something new.

“The new normal is likely going to be moving away from a bust-and-boom mentality, and towards more conservative fiscal decisions in people’s personal lives and within business.”

It was inevitable that the past two years have impacted the reputation and business profile of Calgary but, according to Josh Higgelke, broker of record at the Mortgage Connection and an EO Calgary member, “It may have been dented a bit but Calgarians are resilient; businesses have adjusted and are doing things differently.

“There is no blame but Calgary business may have been living ‘high off the hog’ and in a boom-and-bust cycle for a while.

Perhaps companies have become more conservative and cautious with their approach and strategy. The oil and gas industry, for example, is now in line with many other industries.”

Bob Sheddy, owner Century 21 PowerRealty, is a commercial broker, property manager and EO Calgary member. He tracks Calgary’s new normal by his business activity and feedback from the 30 residential Realtors on his team.

Mortgage rules and rates have changed, leaving buyers unsure of qualifying amounts. “And a buyer’s appetite to take on risk has changed; the new normal is changing our approach with clients as we walk them through the process to ensure that they won’t have any issues after making an offer.”

“I am watching my agents adapt to what many have called ‘the new normal.’ Because properties spend more time on the MLS, I am watching them put more effort into the marketing message and using tools like more advanced photography, drone footage and professional videos.

Mortgage rules and rates have changed, leaving buyers unsure of qualifying amounts. “And a buyer’s appetite to take on risk has changed; the new normal is changing our approach with clients as we walk them through the process to ensure that they won’t have any issues after making an offer.”

Most business people agree Calgary’s new normal includes a much-awaited light at the end of the downturn tunnel. “This summer we have oil in the $70 WTI range,” Sheddy says with enthusiasm. “Most of those large-scale decisions have been made and executed, and I think that local business clients are cautiously optimistic about the future.”

Contributing Members:

Julie Rubin

Josh Higgelke

Bob Sheddy

executive director, Elevated Learning Academy

broker of record, Mortgage Connection

owner, Century 21 PowerRealty

The international Entrepreneurs’ Organization (EO) is the respected, world-wide business networking group — with more than 10,000 members in 35 countries — where business leaders meet informally to brainstorm, compare notes, learn and share relevant discussions about business.

EO has 122 chapters around the world, including the Calgary chapter which is the fifth largest and one of the most active EO chapters in the world.

www.eocalgary.com

|

For membership inquiries: membership@eocalgary.com

IGNITE INNOVATION AT THE CENTRE The notion of innovation has been gaining momentum in Calgary since the economic downturn, and our city has responded in spades. Recent media coverage points to Calgary as a leading innovator, in no small part spurred by technology development in the energy industry.

At the same time, there has been a groundswell of entrepreneurial activity across all sectors as motivated and talented people look to make their ideas a reality.

Coupled with Calgary’s pitch to draw new and expanding organizations to the city, it is evident that Calgary is becoming a centre of innovation within Canada.

With our revised city focus, the Calgary TELUS Convention Centre (CTCC) has introduced spaces meant to foster collaborative energy and enhance the face-to-face interactions that fuel innovation and growth within Calgary. From breakout sessions at large conferences to working groups for smaller divisions, our flexible rooms and supportive services are the perfect way to accelerate creative interactions and enhance much needed personal collaboration.

As a leader in meeting and conference services, CTCC holds a unique and vital position as a contributor to the energy of the downtown core. We are focused on creating an environment and ambiance built upon great spaces

and exceptional service, to bring people together to spur progress. Our newly released specialty spaces were created to do just that; to connect people in productive ways with modern furniture and creative technologies that facilitate interaction and help bring ideas to life.

CTCC’s talented and dedicated staff assist our clients with what’s needed for enhancing their ideation and collaboration. From customized room layouts with the necessary audio/visual tools and exceptional catering, CTCC has progressed from “just spaces” to remarkable experiences that make meetings and events effective and memorable.

And when our clients and event participants are ready to step away, they can take in the surrounding green spaces or find the right spot for a little retail therapy. From a great cup of coffee to a delightful meal or some much needed vitamin D at Olympic Plaza, CTCC guests can recharge and enjoy all the amenities found at and near the centre.

As an organization focused on providing the perfect experience for increasing collaboration and enhancing face-to-face interactions, the Calgary TELUS Convention Centre is truly at the centre of the most creative and innovative efforts.

calgary-convention.com BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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Sky is the Limit as Drones Testing Takes Off in Calgary

T

he idea of the city as a living lab for the experimentation and innovation driving the new economy is taking off in southeast Calgary.

High above the grassy fields that cover the Shepard Landfill, a growing number of private companies and post-secondary institutions are using the city property as a testing ground for the latest technology in unmanned aerial vehicles (UAVs), or drones.

Calgary has long been a centre for aviation and the aerospace sector and it is now quietly emerging as a global hub for autonomous systems. It is one of the first major cities in North America to allow for mass testing of UAVs. As with the Internet, GPS and other technology, drones originated in the military but they have become popular consumer products and powerful business tools. They are increasingly used in industries including infrastructure, energy, agriculture, transportation and logistics, and media/ entertainment – all key sectors for Calgary’s economic growth and diversification.

The Shepard site is part of a Living Lab initiative launched earlier this year as the city creates a system where companies are able to apply to use municipal properties and facilities – from landfills to parking garages – to test their technology.

“The idea for the Living Lab has been around for a long time but what we brought was process,” Andrew Sedor, business development coordinator in transportation strategy for the City of Calgary, explains during a drone demonstration.

Facilities are available for testing autonomous and unmanned vehicles – aerial and ground.

The Living Lab is based in part on the application process Calgary Economic Development created and is already in place for the city to make sites available for film and TV production. Sedor notes the logistical and legal liability issues are similar in both industries.

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THE CITY IS WORKING TO ALIGN WITH INDUSTRY, ACADEMICS AND OTHERS TO BECOME A STRONGHOLD IN TECHNOLOGY DEVELOPMENT AND THE AEROSPACE SECTOR IS EMBRACING THE OPPORTUNITY. “What we’re doing now is creating an asset catalogue of all the city’s facilities,” he says. “We want to do the same thing as the film industry does in technology. We are looking to connect with industry and academia and provide them with a variety of testing facilities that can help support and grow their research and/or business.”

Initiatives such as the $100-million Opportunity Calgary Investment Fund gets more media attention but lowerprofile actions like the Living Lab are critical for Calgary to achieve the goal in its new long-term economic strategy to be the most business-friendly city in Canada.

The city is working to align with industry, academics and others to become a stronghold in technology development and the aerospace sector is embracing the opportunity.

Alberta is home to 25 per cent of all the UAV, geospatial and navigation companies in Canada and most are based in Calgary. In all, there are 2,500 businesses related to the aerospace sector in Calgary and the post-secondary institutions, particularly the University of Calgary and SAIT, are working with top global companies and conducting world-leading aerospace R&D. A wave of unprecedented technology advances is transforming all industries but with the key players in sectors like aerospace at work together in the Lab, prospects for a vibrant and diverse economy in the city are looking up.

Calgary is Gearing Up for Two Major Events in 2019 THE CANADIAN COUNTRY MUSIC AWARDS AND GREY CUP AND ARE COMING TO CALGARY

BY BRIDGETTE SLATER

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key function of Tourism Calgary is to support the attraction, development, promotion and activation of sport, culture and major events. Since 2005, Tourism Calgary and the Calgary Sport & Major Events committee have supported over 500 events, generating in excess of $500 million for Calgary’s economy. From a city-building perspective, these events enrich the community, promote civic pride and stimulate the economy. Tourism Calgary expects all these benefits, and more, to transpire as Calgary hosts the Canadian Country Music Awards and Country Music Week, and the 107th Grey Cup and Grey Cup Week in September and November of 2019, respectively.

From September 5 to 8, 2019, Calgary will host the Canadian Country Music Awards and welcome Country Music Week to the city for the ninth time. The return of the CCMA Awards in 2019 will earn Calgary the title of the show’s most frequent host city – a testament to Calgary’s connection to music and ability to collaboratively execute exceptional events with the CCMA host committee. Building on the city’s music culture and status as Canada’s country music capital, Calgary will once again create unforgettable experiences for country music fans and Canada’s biggest country stars in 2019. To contribute to the success of Country Music Week 2019, Tourism Calgary will elevate guests’ experiences and demonstrate Calgarians’ reputation for being ultimate hosts by developing, promoting and activating cornerstone events such as the Songwriters’ Series, FanFest and the CCMA Award Show.

To build excitement for the 107th Grey Cup, events will be held throughout Calgary as part of the Grey Cup Week 2019 festival. When Calgary last hosted the Grey Cup in 2009, over 121,000 fans enjoyed the sold-out game and festival. Among those fans were 32,000 visitors to Calgary who contributed $35 million to the local economy through visitor spending.

Through hosting upward of 70 sport, cultural and major events annually, Calgary has earned its reputation for being ultimate hosts. During these two signature events in 2019, Calgary will showcase this reputation and provide visitors from across the nation with a unique opportunity to experience the city’s offerings and celebrate Canadian excellence.

To learn more about upcoming events in Calgary, see visitcalgary.com.

Building on the city’s sport legacy, Calgary will host the Canadian Football League (CFL) championship game for the fifth time on November 24, 2019 at McMahon Stadium.

BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // AUGUST 2018

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The Inc. MORE SPACE FOR EVEN BIGGER IDEAS

BY ANDREA MENDIZABAL

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t takes an entire community of support to drive the success of a startup, and The Inc. in Calgary’s northwest is helping entrepreneurs go from inspiration to market.

Located within the Alastair Ross Technology Centre (ARTC), The Inc. is a community helping entrepreneurs develop their brightest ideas into viable businesses by providing early-stage startups with space to work and grow through mentorship, support and programming.

Powered by Calgary Technologies Inc. (CTI), The Inc. not only offers shared and private office space, but also supports and encourages the growth of ideas by including access to experienced advisers, guidance and programming to help move businesses forward.

It is an environment that encourages creative thinking, networking and collaboration.

Open desks and private office space can be rented on a pay-asyou-go model, complete with access to breakout and meeting rooms, mail and reception services and a business centre – 24/7.

“We are working directly with you to help you get further faster. The goal is to foster and support a startup learning environment,” says Steven McIlvenna, director of entrepreneur development at CTI. “We believe that entrepreneurs working in a community of other entrepreneurs can learn more, grow faster and build better business.”

Surrounded by a hub of activity at the ARTC, The Inc. nurtures the physical presence and growth of its clients.

As an innovation hub, more than 300 industry, networking and education events are held at the ARTC each year making it the place for startups and entrepreneurs to collide, create opportunity and expand their network.

To learn more about The Inc. and how it can help move your startup forward, visit calgarytechnologies.com/the-inc.

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GET INSPIRED The future is bright for innovation in Calgary. That’s why we are focused on creating the environment and ambiance that allow problem-solving and creative thinking to flourish.

calgary-convention.com

MARKETING MATTERS // DAVID PARKER

Marketing Matters

BY DAVID PARKER

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dvertising and public relations agencies are surely good indicators of the health of our business community, and positive updates from several of them indicate there is a bit of a bounce back toward a busyness and fun that are essential ingredients to stimulate creative minds.

Tag Advertising reports winning no less than five new clients recently, adding two additional staff members, and being able to build an outdoor patio overlooking the second-floor office on Fourth Street SW with soft seating, umbrellas and a barbecue where they can enjoy a Friday afternoon Corona.

Cam Clark Ford Group, with five regional dealerships, is one of the new clients that have commissioned Tag to brand and market their entities under one umbrella, including media planning and buying.

Growing and marketing of cannabis has caught the attention of many businesses from universities to construction companies, lawyers to commercial Realtors. And Tag has won back-to-back wins in the industry with Bloom Cultivation and NewEra to handle branding and marketing from genetics to retail distribution.

Tag has also been given the nod to rebrand international E&P industry firm 3esi-Enersight from name and logo to international sales packages and online media. Number five welcomed into the stable of new accounts is Bentall Kennedy which includes responsibility for its 70 malls across Canada with top priorities being working with Calgary’s North Hill location and Parkland Mall in Yorkton, Saskatchewan.

evolved from the traditional advertising agency model into a full-service agency. She has also led Anstice to become an industry leader in FX (female experience) – demonstrating the “she-economy” and strong understanding of the earning and spending power of women.

Anstice has also increased its staff count by welcoming Marc Binkley as director, digital and strategy.

Last month, I reported Karo had been acquired by Torontobased Rain, and I was wondering where Chris Bedford would resurface after leading that agency for 25-plus years.

With that long chapter in his life over, the adman who came to Calgary many years ago to lead the McKim agency is back in business with the launch of Bed4ord&Co, doing what he likes best. We look forward to hearing more about his new venture.

Scott Crockatt has been serving the Calgary Chamber for the past five years as director of marketing and communications as a passionate promoter of the chamber and this city.

Crockatt has recently taken on a new role as director of marketing at United Way Calgary and Area; a newly-created position to help roll out the Calgary portion of United Way’s new brand and renewal across Canada.

Parker’s Pick Founder and chief strategist Sheenah Rogers-Pfeiffer reports progressive changes at Anstice Communications which has

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The creative by Daughter for Cabin, a new craft brewery opening this fall. Trust the beer will taste just as good.

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