BIC December 2014

2014

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PROFILE

Housing Campaign Entices Top Volunteers

By David Parker

S

tephanie Felesky is well known in this city for her leadership in numerous volunteer roles and philanthropic causes, so when she accepted with enthusiasm the invitation to join the cabinet of the RESOLVE Campaign, it begged the question of “why did you think RESOLVE was worth more of your considerable time and effort?”

RESOLVE is made up of nine established agencies that are working together to raise $120 million from the private sector to help provide affordable housing for 3,000 vulnerable and homeless Calgarians.

Despite her busy schedule, Felesky made time for a bowl of soup at the Bow Valley Club and, for a time, I thought I was the one who was being interviewed, as the gracious lady asked questions as to my health, my family and my concerns.

Soup finished, I began to find out just how much of her time is being devoted to others.

Her many commitments have included serving as board chair and chair of the search committee of the United Way of Calgary and Area. She was a member of the Calgary Police Commission, an enthusiastic member of the board of governors of the University of Calgary, and, along with her husband Brian, co-chaired the United Way’s annual campaign in 2000.

Currently, Felesky is a member of the West Campus Development Trust, chair of the HR and governance committee of the Institute of Corporate Directors, and serves as a director of publicly traded Canexus Corp.

But back in 1994, her friend Art Smith had said to her, “You have completed your term at United Way so you must have the time to join me in a new venture to help eradicate homelessness.”

Smith felt the need to create a foundation to coordinate the many organizations that were attempting to solve the problem of homelessness but without knowing who was doing what, and each applying for separate grants from governments and private suppliers of funds.

Stephanie Felesky

Felesky was soon a founding member of the Calgary Homeless Foundation, working on a plan to address the need for affordable housing. It was a natural transition to join the RESOLVE Campaign cabinet and work with other community leaders to encourage individuals and businesses to leverage government funds with philanthropic gifts, in order to build more affordable, supportive housing for those most vulnerable.

“The formation of the RESOLVE Campaign is a brilliant and courageous new strategy for action,” she says. A firm believer in ‘Housing First,’ a proven approach to keeping people off the streets, she believes the collaborative nature of the campaign will do much to put roofs over the heads of people facing huge challenges today.

RESOLVECalgary.ca

“

Philanthropy doesn’t have to be about changing the whole world. It’s about doing whatever you can to help those in your community.

”

David Bissett Founder of Bissett Investment Management. Lifetime Achievement Philanthropist award recipient.

David was recently recognized by the Association of Fundraising Professionals with a 2014 Generosity of Spirit Award. This exemplifies his lifelong commitment to making Calgary a better home for everyone. His visionary and generous support for RESOLVE is helping to build affordable rental housing for 3,000 homeless and vulnerable Calgarians.

RESOLVE is: A collaborative initiative of nine established social service agencies working directly with government, business and community leaders.

Committed to raising $120 million to help Calgary’s 10 Year Plan to End Homelessness cross the finish line.

Working to solve the affordable housing crisis with the help of people like David – and you.

RESOLVE TO GET INVOLVED – AND MAKE A TANGIBLE DIFFERENCE.

Find out how at RESOLVEcalgary.ca

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Supporting the visions of entrepreneurs one story at a time

Contents

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Volume 24 | Number 12

On our cover…

PUBLISHERS

Pat Ottmann & Tim Ottmann

Generosity of Spirit Awards recipients

EDITOR

Corporate Philanthropist - FirstEnergy Capital

John Hardy

COPY EDITORS

John Chambers, CEO, FirstEnergy Capital; and Jim Davidson, executive chairman and founding partner, FirstEnergy Capital.

Lisa Johnston & Nikki Mullett

December 2014 $3.50

CONTRIBUTING DESIGNER Jessi Evetts

businessincalgary.com

ART DIRECTOR

Cher Compton cher@businessincalgary.com

ADMINISTRATION

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

REGULAR CONTRIBUTORS Richard Bronstein Frank Atkins David Parker Lonnie Tate

THIS ISSUE’S CONTRIBUTORS Andrea Mendizabal Parker Grant Nerissa McNaughton Ben Freeland Tiffany Burns Debra Ward

A Special Community

PHOTOGRAPHY

2014

Cover photo courtesy of Ewan Nicholson Photo Video

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Meet the 2014 Generosity of Spirit Awards recipients.

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Supporting the visions of entrepreneurs one story at a time

Contents

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Volume 24 | Number 12

THIS MONTH’S FEATURES 28 • The New Rules

63

TFWP Aggravates the Alberta labour crunch.

By John Hardy

51 • The Continuing Education Reinvents Itself workplace defines the curriculum.

By Parker Grant

56 • Business Aviation Matters to Everyone

By Debra Ward

63 • Two Investing in Entrepreneurship industry experts advise startups and investors about the financial considerations of investing in an idea.

By Nerissa McNaughton

87 • After Red Hot! a slow post-recession recovery, Calgary’s new and resale condo market is on a tear once again.

By Ben Freeland

56 REGULAR COLUMNS 12 • ByThe Bear Facts Richard Bronstein 14 • ByDifferent Year, Same Budget Mess Frank Atkins 16 • By Imagine Calgary Lonnie Tate 91 • Leading Business 97 • Current The Calgary Report developments for Calgary Telus Convention Centre, Tourism Calgary, Calgary Economic Development, and Innovate Calgary

102 • Marketing Matters

By David Parker

10 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

BOMA CALGARY NEWS 43 • Winter 2014 COMPANY PROFILES 67 • Devitt & Forand Contractors 50 Years of Building Relationships 75 • 35Jaeger Electric Years and Counting 79 • Continues ENTREC Corporation to Raise its Game 83 • CONTAVA: Securing the Future 10 Anniversary th

87

The Bear Facts • Richard Bronstein

By RICHARD BRONSTEIN

The Bear Facts

M

aybe we can start a new tradition this Christmas.

Instead of wishing Merry Christmas, Joyeux Noel and Peace on Earth only to our fellow two-legged creatures, why don’t we extend the blessing to our mammalian cousins?

I know it kind of sounds goofy to say, “Merry Christmas, horse.” But if you reflect a little deeper on the idea, it is not so outlandish. I mean, the Judeo-Christian heritage demands that we treat animals kindly and with respect. Most people, I would venture, accept this ethical standard.

So why is it that when some Alberta ranchers feel they may have a problem with bears endangering their herds and houses that they automatically call for killing the bears?

Kill the grizzlies they say. What an irresponsible attitude for people who claim to be stewards of the land.

I don’t particularly want to see ranchers suffer losses through predation. And I believe the province has programs that offer some level of compensation for when this happens.

I also don’t want people in the country to be mauled and maimed in wildlife encounters. There are also programs in the province that deal with that.

And I don’t object to hunting wildlife so long as it is done responsibly and on a sustainable basis.

But ranchers are not the only ones who live in proximity to bears. So do people in Waterton, Crowsnest Pass, Banff, Canmore and Jasper. In none of these communities do people agree that when a bear is spotted nearby, the first reaction should be to shoot it.

Who thinks like that anymore these days?

One of the greatest success stories that is happening in the field of conservation is co-existence. The idea is not to destroy all animals that come in conflict with humans, but to educate humans to better manage their encounters with wildlife.

For example, where I have a recreation property in the Crowsnest Pass, they have a very active Bear Smart program.

And we’ve needed it these past few years as numerous bears, including a few grizzlies, have come down into the valley looking for food in the fall. They’ve been prowling around 12 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

Coleman, Blairmore, Bellevue and Hillcrest, where I live.

Two years ago we counted a dozen bears one afternoon along the Crowsnest River.

This fall we had a juvenile black bear that kept returning to our neighbourhood because of the apple trees. The Bear Smart volunteers came by to make sure we knew there was a bear in the area and to take sensible precautions. If the bear refuses to leave, they can either trap it or call out the Karelian bear dogs to chase it away. The focus of the campaign is to condition bears to stay away from human habitation. It seems to be working, as I don’t recall any serious human-bear clash in several years in The Pass.

If ranchers have a serious problem with grizzlies attacking their cattle – and they have offered no compelling evidence that this is so – then there are a number of options to look at before we engage in the wholesale slaughter of these wild animals.

The first thing that should happen is for the province to take leadership. Talk to the ranchers and enumerate the extent of the problem. Then there needs to be a three-way dialogue among provincial wildlife officials, conservation scientists and ranchers to collectively devise a strategy that helps ranchers while preserving the bear population.

A number of years ago when we started having numerous avalanche tragedies, nobody called for banning people from the backcountry, and nobody demanded the government bulldoze mountains. We used science and best practices to educate people on how to mitigate disaster.

If ranchers want people to take their problems seriously, they should holster their guns and take up the book. There are peaceful solutions to the problem. It’s not perfect, but it’s better than a policy of assassination.

Ninety-five per cent of the four million people in Alberta are not ranchers and they are not going to tolerate this cowboy gunslinging approach to wildlife management.

So let’s talk about realistic solutions. In the meantime, if the neighbourhood bear eats one of your cows, search for the goodness in your soul and call it a Christmas gift to Ursus horribilis. BiC

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Left side, L-R: Tim Tubman, sales manager; Kendall Chapman, fixed operations; Evan Deveau, fixed operations; Sam Elfakhouri, sales manager.

Right side, L-R: Gerry Wood, president of Wood Auto Group; Shane Robb, sales manager; Peter Faller, sales manager

Y

ou can’t help but smile, and you have plenty of reason to. Be it all of the shiny new vehicles, that the coffee is always on, or perhaps it’s the friendly and always entertaining team at Advantage Ford. Regardless, this dealership is the place to go for exceptional Ford vehicles, parts and service.

Since opening its doors 20 years ago, Advantage Ford has continued to grow in inventory and success. The dealership has consistently been in the top two Ford retailers in Calgary, based on sales volume alone. “We pride ourselves on outstanding product and a dynamic team of long-term employees. With a team like ours, it’s no surprise that 75 per cent of our business is either repeat or referral,” explains Sam Elfakhouri, CFO of Wood Automotive Group.

Known as one of the top Mustang dealers in the nation for the last eight years, and being top dealer for Ford’s Special Vehicle Team (performance vehicles such as Mustang Shelby and F150 Raptor) are testaments to the team’s hard work and loyal customers. Shane Robb, sales manager at Advantage Ford says that the current inventory of new and used vehicles means customers have more options.

“We want to ensure our customers are informed and select the right vehicle for their needs. Happy customers are the

best customers, and we ensure our entire team understands that we want every visitor to our dealership to have a great experience. From the moment you set foot in the showroom to visits for routine maintenance, our customers can be confident in great service,” says Robb.

As a full-service dealership that is part of the greater Wood Automotive Group, this team is also actively involved in community events and charitable projects. Employees are encouraged to volunteer, fundraise and give back. One such program takes place every Christmas, when the team sponsors a family. They often raise upwards of thousands of dollars to purchase food, gifts and other household items so that a family in need can enjoy the holiday.

“We want to help children. This initiative is just one small way that the Wood Automotive Group and Advantage Ford can give back to the community. Calgary is an amazing place to live, work and play. Advantage Ford is certainly proud to be a part of that,” adds Robb.

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Different year, Same Budget Mess • Frank Atkins

By FRANK ATKINS

I

have always thought that the City of Calgary is a very poorly run institution. There seems to be no connection whatsoever between sources of revenue and planned expenditure. This leads to the neverending desire for more revenue. It does not seem to have dawned on city council that perhaps they spend too much money on unnecessary items.

In early November, we officially re-entered the whining tax season in Calgary. One more time we are being told that the city has no choice but to raise taxes by 4.7 per cent annually for the next four years. This does not include proposed increases in utility bills and transit fares. When confronted with the possibility that they could just spend less money, the progressives on council, led by the mayor, point to the fact that population growth requires more services. I agree that when we have significant in-migration, there is a need to provide increased services.

The problem here is that the mayor and council are only focusing on one portion of the big picture, in what appears to be some sort of hastily conceived public relations strategy.

Notice that the budget is no longer called a budget, but rather an “action plan.” I suppose that we are to imagine the mayor and council busily running around thinking up ways to make our lives better. The most interesting part of this public relations strategy is that the mayor has introduced a new tone

Different Year, Same Budget Mess The problem here is that the mayor and council are only focusing on one portion of the big picture, in what appears to be some sort of hastily conceived public relations strategy. into the defence of the tax increases. I heard Mr. Nenshi on a radio news clip adopting what can only be described as a condescending tone, telling us that he cannot control the number of police officers on the street nor the number of firefighters that are needed.

On the surface, he is correct. But what about some of the other expenditures?

Can they be described as being caused by people moving to Calgary and therefore be deemed as necessary?

The mayor needs to explain why we need a new bridge from St. Patrick’s Island to the East Village. Bear in mind that this is a pedestrian bridge, which replaced an existing pedestrian bridge.

Perhaps all of the people who are moving here are going to live in East

14 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

Village and they will desperately need foot access to the zoo. The mayor needs to explain why we need Parkdale Plaza which, according to the city website, is “a new plaza for Calgarians to pause, enjoy and reflect.” This appears to be a pressing infrastructure need, caused by people moving here. I am certain that there must be other projects like these ones that the mayor is not keen to talk about in the face of impending tax increases.

The above spending notwithstanding, the mayor and council need to make some decisions about how they operate. For instance, why is the City of Calgary involved in running recreation centres? This simply duplicates what is being done in the private sector. More generally, the city needs to think about contracting out more services. I am certain that this can be done in a manner that will cost Calgarians less money, and obviate the need for tax increases.

Mr. Nenshi, I challenge you to address these issues, and explain why we still need these excessive tax increases. BiC

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imagine Calgary • Lonnie Tate

By LONNIE TATE

Imagine Calgary

H

ave you heard of imagineCalgary (iC) and the imagineCalgary Plan for Long Range Sustainability (“the Plan”)? I hadn’t until I started looking into CADA, the Calgary Arts Development Authority. That is the independent corporation owned by the city and funded through grants from the city. The printed CADA material references the Plan as a guiding light.

I’m still grappling with the concept of being independent while being owned and funded by the city. I suppose it works something like my independence when I lived at home and was funded by my parents.

Let me enlighten you. IC seems to live in the secretariat of sustainability at city hall. Its principal document is the Plan.

It was published in both 2006 and 2007 with pretty much the same words, but different graphics. More than 200 pages of reading guaranteed to cure insomnia. I have not found a person who is clearly responsible for the publication, its contents or application of the plan.

You may not know there was a survey conducted in 2005 asking Calgarians five questions. According to the Plan, 18,000 citizens responded to the questions. Their answers were distilled into five broad categories that contain 114 targets for the year 2106. Incredible!

I haven’t got my hands on the actual survey but was told the questions were something like: What do you value about Calgary? What is it like for you to be here? What changes would you most like to see? What are your hopes and dreams for Calgary’s future? What can you do to further Calgary’s future? (The fourth question is a direct quote from the Plan.) What insight! What clarity!

Since I didn’t know about the survey I wondered why I had missed it. I was told someone set up booths at festivals and street fairs and encouraged those in attendance to answer the questions. Brilliant! I’m sure people who attend festivals and street fairs know a lot; apparently they know everything.

The reports, studies, sub-plans, coordinating seminars, conferences and meetings are legion. I have thousands of pages of superbly produced reports. In real life I ran a large marketing department and know something of publication

16 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

production. These are superb pieces of work. I find many unintelligible … but that may be just me.

You give it a try. There is a 14-page report dated April 8, 2014 called imagineCalgary’s Action Summit on the Natural Environment. I recommend it because it is short. You can access it by keying the first four words of the report title into your browser and following the links.

What does it all mean? It is not as bad as it might be. The business adage of what gets measured gets done holds in most endeavours. There are precious few measurable targets so the plan is dishevelled and falling apart. I don’t know anybody who would think that a plan prepared 10 years ago would hold water today.

But the secretariat tells me we are driving toward success on most fronts. For all you know, you may be contributing.

One of the 114 targets states: “By 2036, full employment in the labor force … is sustained.” If you create a job, you will count as a contributing factor!

Some deep background.

From 2001 to 2006, there was a group of 25 Canadians under the age of 35 who comprised a think-tank called Canada25. In their words it was “a non-partisan organization dedicated to engaging the perspectives of young Canadians living around the world in Canada’s public policy debates.”

It died out in 2006 for lack of funds … or perhaps they all grew up.

I couldn’t trace all the members but they seemed a bright lot, most of them either academics or in the process of becoming academics. I picture offices of teaching assistants, two to a room, rabbit warren rooming houses, basement suites, all-night coffee vigils at the students’ union. Who knows?

At least they thought. And out of that thought, came a report entitled Building Up, Making Canada’s Cities Magnets for Talent and Engines of Development. It was published in December 2002. A lot of the ideas appear in the Plan.

On page 8 of the document is the name of the principal author: Naheed Nenshi.

Hmmmm! BiC

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off the top • News

Dashboard showing how the GIS capability in geoAMPS assists the process of tracking a project area, including a project being developed on Crown lands, at the tract level.

geoAMPS Offers Software Solutions for Calgary Companies Recently celebrating its fourth anniversary, geoAMPS is a software company making a major impact in the energy, utilities, land services and transportation industries. And it is pleased to announce that several Canadian companies have been added to its growing list of customers. geoAMPS products and services have been so well received by industry-leading companies in Canada, especially in Alberta, company executives plan to open an office in Calgary.

This expansion across the border is no accident. It is the result of a concerted effort to develop a software product that addresses the unmet needs of Canadian organizations.

Because geoAMPS software has both Canadian and U.S. capabilities, it can be utilized for projects in either country or those that straddle the border. geoAMPS (AMPS stands for Asset Management and Project Solutions) was founded in 2011 by Yogesh Khandelwal, who continues as president and chief executive officer. An engineer with more than 15 years of experience in database customization and standardizing processes, he built the software in his home before launching the company.

Establishing a business model of innovation, research and development, and outstanding technical support, Khandelwal has positioned geoAMPS as the leading software provider for managing land rights and infrastructure assets.

22 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

Yogesh Khandelwal, president and CEO of geoAMPS

geoAMPS employs 35 and wants to hire more. Nine Canadian companies have been added to its customer base.

“Our software solutions are the collective knowledge of many people who are experts in their areas,” says Khandelwal.

off the top • News [title] • [section]

The Award-Winning ATCO

Going the extra mile toward configuration made the geoAMPS solution more attractive to Calgary-based companies, especially for service companies acquiring land rights for large projects.

geoAMPS offers 11 industry-specific, web-based software products, serving land rights, oil and natural gas, renewable energy and transportation, among other industries. Each of these products is configured to meet the client’s specific needs.

Going the extra mile toward configuration made the geoAMPS solution more attractive to Calgary-based companies, especially for service companies acquiring land rights for large projects. geoAMPS software is a highly intuitive tool for tracking and management of Crown lands.

Unlike other software providers, geoAMPS tracks Crown land at the tract level. That includes occupant/ landowner contacts, stakeholder management, consents, payments and the addition or removal of tracts from the project. geoAMPS software is unmatched in Crown land disposition tracking. The software helps project planners navigate the strict national and provincial regulations regarding Crown dispositions. geoAMPS software alerts planners to requirements for each project type, such as pipelines, utility lines or transportation.

It helps companies meet those requirements, including necessary landowner contacts, project mailers and the payment of fees. geoAMPS’ GIS capability assists in project planning and compiling the required legal description of each tract.

Because geoAMPS software is web-based, landmen can access and update project information on mobile devices. This capability enhances project efficiency, as geoAMPS software enables average savings of 35 per cent on project costs. BiC 24 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

Nancy Southern, chair, president & chief executive officer, ATCO, celebrates the success of the 2013 ATCO EPIC campaign with ATCO employees.

Many big companies have a big heart when it comes to corporate philanthropy and giving back to their communities. Maybe it’s a consequence of being huge that many big companies rarely get attention, appreciation and recognition for this generosity.

Calgary-headquartered ATCO Group – with more than 9,000 employees and assets of approximately $17 billion – is one of those exceptional and generous big companies. But when it comes to thanks and recognition of what the tremendous community-oriented ATCO does, this year it’s different.

Last month, ATCO was recognized in Washington, D.C. as the winner of AFP’s International Philanthropy Award.

The Association of Fundraising Professionals (AFP) – representing more than 32,000 charities and charitable fundraisers around the world – honoured ATCO for the company’s numerous extraordinary contributions to philanthropy and the charitable sector.

In particular, the international AFP award recognizes the ATCO EPIC (Employees Participating in Communities) program. ATCO boosts the generosity of their staff by corporately matching pledges made to human health and wellness organizations.

off the top • News World’s first Omnidirectional Electrostatic Loudspeaker

by Muraudio

Proudly engineered and manufactured in Canada

In the Calgary community, ATCO is dynamically involved with Inn from the Cold, providing emergency shelter, support and programs to homeless children and their families.

“Over the years ATCO and its people have donated time, resources, skills and dollars to ensure that the Inn can fulfil its mission and that the city’s most vulnerable children are not forgotten,” says Janeen Webb, director, donor relations for Calgary’s Inn from the Cold. “Congratulations to ATCO on receiving this award and our gratitude for everything the company and its people do to support charities and communities across Canada and around the world.”

As acknowledged by AFP International, ATCO has raised more than a remarkable $24 million for more than 500 charities while also facilitating hundreds of thousands of employee volunteer hours. BiC

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off the top • News

Bow Valley College President and CEO Sharon Carry to join the Alberta Order of Excellence Bow Valley College president and CEO Sharon Carry became a member of the Alberta Order of Excellence at a ceremony in Edmonton on October 15, 2014. Carry was joined by seven other outstanding Albertans in receiving the province’s highest honour this year.

“I’m so pleased to have been asked to become a member of the Alberta Order of Excellence,” says Carry. “This honour is not due to my life’s work; rather it is an acknowledgment of the great work we do here at Bow Valley College. Since 1965 we have been helping learners fulfil their dreams for a better life, providing work-ready graduates for the economy, and working to promote intercultural practice.”

Carry is a passionate visionary who has transformed post-secondary education for adult learners. Her determined commitment has been showcased in her achievements as a leader at Bow Valley College, where she has worked since 1997, and in the many community groups she has volunteered her time with over the years.

Carry has also been a founder of several organizations including the Educational Liaison Association of Alberta, Alberta Association of Colleges and Technical Institutes, eCampusAlberta, ApplyAlberta, and

t

Sharon Carry receiving the Alberta Order of Excellence from Donald S. Ethell, the Lieutenant Governor of Alberta, on October 15, 2014.

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in the community, Olds Fashioned Christmas and imagineCalgary. She has also served on the board and executive of Colleges and Institutes Canada.

“The Alberta Order of Excellence is about recognizing those who have made a difference, who have served Albertans with distinction, and whose contributions will stand the test of time,” says LieutenantGovernor Donald S. Ethell, chancellor of the Alberta Order of Excellence.

The new Alberta Order of Excellence members chosen for investiture in 2014 are: • Sharon Carry, Calgary • Tony Cashman, Edmonton • Morris Flewwelling, Red Deer • Colin Glassco, Calgary • Julia Hamilton, Calgary • Willie Littlechild, Maskwacis • Fred Mannix, Calgary • Reinhard Muhlenfeld, Edmonton The new members will bring the total membership of the Alberta Order of Excellence to 140. BiC

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businessincalgary.com | BUSINESS IN CALGARY December 2014 • 27

The New Rules • Immigration

The New Rules TFWP Aggravates the Alberta labour crunch

BY JOHN HARDY

C

algary’s booming economy is driven by various business boosters.

Suddenly, Calgary must deal with some crippling broadsides from some infuriating business busters.

That’s what the momentum of frustration, concern, anger and even outrage is all about. It’s pushback from many Calgary business leaders, the Chamber, some MPs, the premier, MLAs and some connected lobbyists, provoked by the drastic changes and the restrictive new rules about Ottawa’s Temporary Foreign Worker Program (TFWP).

According to the mostly business and consultant pushback, some of the key and contentious changes are: • A cap on the number of low-wage temporary foreign workers at each worksite, with a 10 per cent limit by 2016.

• Companies being required to reapply each year to hire low-wage TFWs, instead of every two years.

• The cost of the applications has spiked to $1,000 per employee, up from $275; barring employers from hiring low-wage TFWs in regions where the unemployment rate is above six per cent.

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The New Rules • Immigration

• Forcing employers who rely on TFWs to have a “firm timeline and plan” in place to transition to a Canadian workforce over time.

• Strict penalties for employers that break the rules.

Even among riled opponents of the new TFWP, there aren’t many who actually doubt allegations and reports about random and isolated program abuses.

From disputed government research alleging that more than 2,500 Canadian companies are operating with more than a third of their workers as TFWs to a recently cited abuse scenario and subject of an ongoing federal investigation of a large Saskatchewan electrical contractor and allegations that it laid off 58 Canadian electricians while keeping temporary foreign workers on the job.

Even the most cynical of objectors accepts the federal government’s superficial and warm ’n’ fuzzy goal to assure that Canadians get first dibs on any job opportunities.

But there is widespread consensus, especially in drastically low unemployment areas like Alberta, that plugging abused TFWP loopholes with the announced changes may be well-intentioned but generated by misguided generalizations that ignore important regional needs and differences.

Some go as far as accusing the new rules of painting the drastically varied regional labour situations with one

indiscriminant broad brush and that the changes are a gross overreaction, using a shotgun to kill a fly.

“We look at a lot of things when it comes to a dire labour shortage for our members,” says Justin Smith, director, policy, research and government relations with the Calgary Chamber. “Having access to a pool of immigrants is extraordinarily important. It could also be one of the biggest barriers to growth and competitiveness.

“These rule changes make it more expensive to hire TFWs and it disqualifies them. Not only the unreasonable hike in application costs but the reducing limit – 50 to 30 and eventually 10 per cent of TFWs to be compliant. It’s crazy! What happens if they have 10 or fewer staff? This is a serious problem for many businesses.”

The TFWP changes are not totally without their allies and defenders. Some, like labour unions in northern Alberta areas such as Fort McMurray, have consistently voiced strong concerns about on-site safety, pay scales and other implications of skilled labour being replaced by often unskilled, temporary foreign workers.

“This is simply an example of bad judgment and poor enforcement by the government,” Smith says. “Because some employers abuse the rules, why punish all employers? It’s like not ticketing drivers for speeding but taking away everyone’s right to drive.”

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The New Rules • Immigration

“These rule changes make it more expensive to hire TFWs and it disqualifies

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Despite the sources and motives of current TFWP feedback and positioning, one impacted business fact is undisputable. Alberta creates more jobs, attracts more workers, and has more job vacancies than other provinces.

It is also a documented Canadian stat that people from around the world increasingly choose Alberta as the place they want to live, work and raise their families.

Other Canadian and Alberta-specific details are also telltale and relevant.

• In 2013, Alberta welcomed 36,366 new permanent residents, accounting for 14 per cent of Canada’s total of 258,619.

• Alberta has led all provinces in economic growth during the past 20 years.

• Over the past year, Alberta has accounted for nearly half of the job creation in the country (47 per cent of Canada’s job growth between August 2013 and August 2014).

• Alberta consistently has the second-lowest unemployment rate in the country.

• Alberta consistently has the highest workforce participation rate (73 per cent in 2013).

• According to trending projections and strictly mathematical calculations, in

30 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

The New Rules • Immigration

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various industries and sectors, from the oilfields and lab technicians to grocery stores and hotels, Alberta will be short 96,000 workers over the next decade.

Despite possibly biased number crunching and interpretation, one business fact is for sure: Alberta’s growing economy needs workers.

Ever since mid-summer, federal Employment Minister Jason Kenney has been under fire from not only fellow Conservative MPs in Alberta, but Alberta MLAs of various stripes, vocal (mostly western) business leaders, industry groups, lawyers, and lobbyists about the TFWP changes he introduced in June.

The frustration and anger is often rooted in the accusation that it ignores – or, at best, discounts – Alberta’s unique and delicate labour situation, and that the changes will exacerbate Alberta’s already drastic labour shortage.

“Let’s face it,” warns the dynamically knowledgeable Calgary lawyer Evelyn Ackah at Ackah Business Immigration Law. “Alberta business and the strength of Alberta’s economy impacts the strength of the country. Alberta, B.C. and Saskatchewan seem to be the strong economies negatively impacted

by TFWP changes.”

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The New Rules • Immigration

“It’s also a problem for high-end restaurants and Tim Hortons, multinational oil companies, grocery stores, small IT companies with a staff of four or five, independent hotels and ski hills.” ~ Evelyn Ackah Calgary lawyer Evelyn Ackah at Ackah Business Immigration Law

In a mid-summer statement, Alberta Premier Jim Prentice said that labour policy, including the fate of temporary foreign workers, is at the top of his agenda for key 2014 meetings scheduled with Ottawa.

He acknowledged concerns that the TFWP changes will limit the number of foreign workers that large and

medium-sized Alberta companies are allowed to hire while also acknowledging the positive rationale as an attempt to ensure that Canadians are first in line for Canadian jobs.

Some independent business owners feel the frustration of spitting into the wind about that frequent logic as being a hollow, loose and flawed theory. Their response is that, in the real world of their businesses, it’s a nice thought but the practical reality is that there simply are no Canadians knocking on the door or filling out applications for jobs they can’t fill.

“Look! The changes are a veiled attempt to eradicate the TFWP,” warns the Chamber’s Justin Smith.

“The changes refuse to consider huge regional variations. What makes sense for Calgary doesn’t apply to Mississauga or Montreal.”

The premier did echo concerns that, given Alberta’s current and

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worsening labour crunch, the new TFWP rules make it even more difficult for some Alberta businesses to just continue their current staffing or fill job vacancies.

“Despite some short-sighted attempts to focus only on low-wage work, that’s misleading,” Ackah points out. “It’s also a problem for high-end restaurants and Tim Hortons, multinational oil companies, grocery stores, small IT companies with a staff of four or five, independent hotels and ski hills.”

“With the population pressure we’re under and with the job-creation pressure that we’re facing in this province, I’ve heard it loud and clear from business people that the changes on temporary foreign workers are going to be very, very difficult,” Prentice cautioned in a statement.

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The New Rules • Immigration

“They pay taxes, they contribute to society and a vast majority of the employers have followed all the TFWP rules. So why are they being penalized?“ ~ Ric McIver The Honourable Ric McIver, Alberta’s minister of jobs, skills, training and labour

permanent residence. Most of the current nominees are temporary foreign workers who are filling permanent jobs.

Prentice also reiterated the familiar rebuttal from many provincial business leaders and industry groups that Ottawa must resolve the discrepancy that while Alberta has accounted for almost all of Canada’s job growth, it receives only two per cent of the immigration nominees.

“The good news and bad news about the TFWP changes,” notes Calgary’s Evelyn Ackah, “is that it is ‘framework legislation’ and it doesn’t have to go through the House.

The minister has the discretion to look at facts and make adjustments – either way, without notice. He has the power to make it better or make it worse.”

The Honourable Ric McIver, Alberta’s minister of jobs, skills, training and labour, spoke exclusively with Business in Calgary, and explained the urgency of his government’s TFWP concerns.

“The recent TFWP changes are quite troublesome for us.

One of the key issues is regional differences and making

important rules like the TFWP changes which differently impact specific areas of a large and diverse country. It’s clearly not a one-size-fits-all situation and should not be treated like one.

“Alberta has a labour shortage,” the minister says, bluntly. “And the urgency is that we need to get people coming into the province to work. It’s not just one sector.

It’s across Alberta’s economy. Are there people without work? Yes. “But there are also a lot of temporary foreign workers who have already been trained and experienced and they want to stay here, and the employers who rely on keeping them working in their businesses,” McIver points out. “They pay taxes, they contribute to society and a vast majority of the employers have followed all the TFWP rules. So why are they being penalized?

“The clock is ticking and there is definitely an urgency for dialogue with Ottawa to achieve a workable solution. I’m confident we can do it.” BiC

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a Special Community • Cover

A Special Community C algary is special. In many categories and for many reasons, Calgary is a special place. It is an exciting and special place to live. A popular and provenly special destination. A dynamic and special place to do business.

Of the many factors that make Calgary special is the (often stealth) generosity of people and businesses.

According to stats and various national surveys, “giving back” is more prevalent in Calgary than most other Canadian areas.

Every year, more than 30,000 members of the Association of Fundraising Professionals (AFP) in 260 chapters (16 in Canada) set aside November 15 as National Philanthropy Day (NPD), to acknowledge the vital role philanthropy plays in communities.

“Canada was the first nation worldwide to formally legislate NPD and Calgary hosts the largest celebration in the country,” notes Kathleen MacPherson, 2014 NPD co-chair.

While most AFP groups throughout North America recognize and salute one community philanthropist, Calgary chose to make a good thing even better.

The Calgary Chapter expanded the celebration into a full week event and created the Generosity of Spirit (GOS) Awards to honour seven Calgary philanthropists – individuals, families, businesses and groups – whose giving back has helped make Calgary a better place.

“Dreams drive private and social enterprise. They are also the fuel that drives philanthropy,” says the focused and enthusiastic Lorie Abernethy, president of the Calgary and Area Chapter of AFP. “This year’s NPD celebrates those who dream and those who dare to do. It is a celebration of philanthropy – of giving, volunteering and charitable engagement.”

Most generous and involved community boosters shun recognition. “While philanthropy is a selfless act and many shy away from awards,” admits upbeat Mira Boucher, co-chair of Calgary’s NPD, “the honorees are important inspiration for the community. Highlighting their commitment can inspire others.”

…thanks to special people, groups and businesses

BY JOHN HARDY

2014

Generosity of Spirit Awards

recipients - - - - - - - - - - - - - - - - - - - - - - -

B&

Corporate Philanthropist - - - - - - - -

FirstEnergy Capital

Jim Davidson, executive chairman and founding partner of FirstEnergy Capital, and John Chambers, CEO of FirstEnergy Capital.

Photo by Ewan Nicholson Photo Video.

The makings of a successful business are familiar and traceable – vision, planning, strategy, leadership, fiscal and risk management, and market savvy.

The essence and the fibre of a successful business are more difficult to define and track. It involves intangibles like caring, community, giving back and philanthropy.

About 22 years ago, before the bottom line was defined, before the i’s were dotted and t’s crossed on the FirstEnergy Capital incorporation documents and business plan, the commitment to community and giving back was outlined, formalized and locked in as a key corporate priority. businessincalgary.com | BUSINESS IN CALGARY December 2014 • 35

a Special Community • Cover

“Doing what we could to support and help our community has been vitally important for us from the very beginning.” ~ Jim Davidson “Doing what we could to support and help our community has been vitally important for us from the very beginning,” recalls Jim Davidson, executive chairman and founding partner of FirstEnergy Capital. “In 1992 … before we actually opened our doors, we had very long and detailed meetings, putting the framework together for our company.

“The philanthropic aspect of our business model was an important topic from the very beginning. Some old papers and archived documents from those early meetings show corporate giving, prominently listed as items on the meeting agenda,” he smiles with nostalgia and some emotion.

It was the year that Ralph Klein was first elected premier, the energy industry was buzzing about something called the new Experimental Oil Sands Royalty Regulations, the Canadian toonie hadn’t been invented yet, the Winter Olympic Games were held in Albertville, France, Whitney Houston was hot, Charles and Diana split, Brian Mulroney was prime minister, George H.W. Bush was moving out of the White House while Bill Clinton was moving in, the Internet was an interesting new idea and nobody knew the name Keystone XL. If corporate philanthropy happened at all, it was usually subtle and haphazard. It was not nearly as mainstream as it is today.

“Our founding partners were unanimously aligned with the aspect of the company giving back to support and strengthen our community. Since we started our firm, in 1993, FirstEnergy Capital has been committed to making a difference in the communities where our staff and clients work and live.

“It has always been an important way to bind our focus about goodwill. We agreed at the start that philanthropic giving would be one of our core values and an essential building block of our company. It was discussed, motioned and passed,” Davidson recalls with pride. “And it continues a key component of what we do and how we do it.”

Some 22 years later, giving back remains a vital FirstEnergy policy. Every year, a minimum of 2.5 per cent of the company’s gross profits are directed to local charities and community groups.

“Calgary is such a terrifically unique community,” raves FirstEnergy CEO, John Chambers. “It is a big city with a distinctly community-oriented smaller city feel. There is a definite advantage and special benefits about giving back. It allows for a more intimate, friendlier feeling of looking out for others.”

It’s a moot point whether the uncompromised, determined commitment of giving back and corporate philanthropy is a cause or an effect of FirstEnergy’s dynamic performance 36 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

and reputation, but the company’s success and generosity continue to grow exponentially.

To date, FirstEnergy and its partners have given back a remarkable $35 million to its communities.

While its formally entrenched company policy of corporate philanthropy and giving back is a superb dimension of the FirstEnergy profile, the Calgary-based energy capital firm is globally respected and admired as a major player in today’s energy sector.

From its offices in Calgary and London, England, FirstEnergy functions primarily as a vibrant and innovative energy-focused investment bank, providing full-service investment banking and vital energy industry information to clients literally around the world.

In various ways, mostly corporate and some social, FirstEnergy consistently proves itself and is recognized as a solid and unique energy industry leader and business organization that is in a league of its own.

There is a massive wall of cascading water in the lobby area of FirstEnergy Capital’s head office on 6th Avenue in Calgary’s downtown core. The steady flow of water reflects the dynamic company’s vision and attitude, not about ‘testing the waters’ but about ‘making waves’ and making an impact in the global energy sector.

The Calgary-based company is so much more than just a funding arranger or a traditional investment source for energy industry capital.

FirstEnergy’s market expertise goes beyond, way beyond, North American and world oil and gas exploration, production, technology and transportation.

The company is also an authoritative and vital client resource for cutting-edge, energy industry research, news, analysis and information.

Mostly on various client-exclusive links and portals (like the Daily Research Summary, the Daily Global Research Summary, the Morning Meeting reports and the most recent weekly energy industry stats), posted on the stateof-the-art FirstEnergy website and other forms of client communications, the company is recognized as a soughtafter and solid source – providing its clients with valuable daily, weekly and quarterly energy information, updates and energy sector details.

The inventive firm has established itself as a reliable, influential and much-referenced resource for topical and significant industry information and details to not only identify emerging opportunities but provide trending and market intelligence about more than 140 North American and international energy companies in various stages of development – from the Canadian oilsands to international

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a Special Community • Cover

community causes. “It could be a three-line email or a detailed E&P, small-cap to large-cap producers, energy services, proposal,” Davidson explains. “Absolutely every request gets transportation, and processing and generation to current reviewed and considered and decisions are made.” market trends, index and industry information and The company usually organizes exciting and fun special breaking news. events – like the annual FirstRowdy event at the Stampede FirstEnergy’s primarily electronic and time-sensitive info for company staff, families and clients – to boost the giving updates and info exchange is generated and tracked by component with some enjoyable activity. company analysts and specialists with diverse and technically On an annual basis, FirstEnergy’s generous corporate proficient backgrounds. FirstEnergy has become renowned philanthropy has assisted more than 500 Calgary causes, for its objectively independent and high-quality industry including its 20-plus year support research and energy-specific expertise. and relationship with the exceptional Its Equity Capital Markets (ECM) work of the Calgary Counselling team is acknowledged as one of the Centre, and immediate support such most active and plugged-in energy as FirstAid for the Slave Lake fires securities traders in the industry.

“Corporately we feel and FirstFlood in response to the Combined with FirstEnergy’s acclaimed we have a responsibility 2013 southern Alberta floods. expertise about the Canadian and As the GOS Corporate Philanthropy world economies, technical insights to express gratitude Award recognizes, FirstEnergy’s giving and tremendous energy sector savvy, it back transcends financial donations. continues to earn solid success for the for the community The company and its staff provide company, its investors and corporate leadership through board positions and partners. where we earn our volunteer contributions in education, “Our industry, like most others, community and sustainability, arts and continues dealing with many changes,” business success.” culture, animal welfare, and health.

Chambers notes. “Especially when There are images of horses it comes to innovative and new ~ John Chambers everywhere in FirstEnergy’s Calgary technology. It has enormously changed office; they are symbols underscoring how things are done by the energy the company’s “leap of faith” at their beginning, and their sector. Producers are pursuing much bigger and much more strength, vision and commitment. Although it’s clearly about expensive shale plays. The size of the companies and the much more than business, and in addition to its strong growth money it takes has changed dramatically. Today, $50 million and business success, FirstEnergy’s success has always been to $100 million is a small play.” defined by a culture of honour, integrity and community.

Davidson agrees and underscores that FirstEnergy’s Prioritizing the firm’s relationship with clients and its years of experience and solid track record enables the firm community are consistent and invaluable components to adjust to the many changes and grow. “The financial of doing business. Giving back year round is a constant services industry has also changed significantly. The philosophy engrained in formal FirstEnergy philosophy, financial meltdown of 2007 left behind the carnage of policy and among all FirstEnergy staff. increased regulations and compliance. It’s tough for some “Corporately we feel we have a responsibility to express newer and smaller boutique firms to deal with the many gratitude for the community where we earn our business levels of changes. success,” Chambers underscores his company’s policy and “Fortunately, we have devoted a great deal of time pledge about giving back. “We will not waiver on our constantly training our staff in many areas including commitment and belief that a successful performance creates succession planning and we grow our firm from within. Our a successful contribution to the community. It is burned into retention of employees is unparalleled within our industry the firm’s DNA and it is an expectation you sign on for and we have a dynamic organization with a profitable and when you walk through the door.” good working environment and upward mobility.

“The scope and diversity of our corporate giving and “In 1992 we started with four people,” he cites with involvement creates not only a sense of pride and connection personal and professional pride. “Today we are 125.” with our community,” Jim Davidson points out, “but also And FirstEnergy is consistently success-driven. a heightened awareness of recognizing how and where we Particularly due to the company’s prioritized corporate can actually make a difference through our time, efforts and philanthropy policy of annually giving back 2.5 per cent of resources. gross profits, FirstEnergy’s strong balance sheet and business “Ultimately, our support of the various initiatives is also success also works out to significant support-success for an investment – in the social and economic development of charitable community causes. our communities.”

Year round and in any format, the company’s staff and clients are invited to submit nominations for worthy 38 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

a Special Community • Cover

Lifetime Achievement Philanthropist

receive a full SAIT scholarship.

He is also actively involved in Calgary’s RESOLVE Campaign – a collaboration of nine local agencies, “It all starts with a passion,” roars the hectically raising $120 million for affordable busy and gregarious Calgary philanthropist, housing. Due to his charitable Dave Bissett, the GOS Lifetime Achievement support of the Calgary Homeless Philanthropist.

Foundation and Horizon Housing After years of hard work and earning tremendous Society, the agencies are able to success in the financial services industry, Bissett create affordable housing options sold his business, came into significant wealth and for homeless and low-income devoted his limitless energies to being a tireless Calgarians.

Calgary community booster, particularly in areas Most importantly, Dave Bissett like education, the environment, homelessness has given hundreds of individuals a and other worthwhile needs and local causes.

David Bissett. Photo courtesy of Monique St. Croix. place to call home and the chance to “Philanthropy doesn’t have to be about some rebuild their lives. grandiose idea of changing the world. It’s about “All of us want respect in our finding a way to have a meaningful impact on people’s lives, communities and ultimately it comes down to a question and doing whatever you can to help those in the community.” of what do we leave behind? I cringe about recognition,” SAIT is just one example of Bissett’s interest to help he admits. “When I sold my business, I donated $8 million Calgarians who can’t afford a post-secondary education. to the Calgary Foundation and I didn’t like the fuss and With his support, SAIT works with area high schools to attention. But maybe it had some value. Hopefully it inspired provide opportunities for students to attend the institute. and challenged other people to get involved and give what Through the Bissett Scholar Program, identified students they can to help.”

David Bissett - - - - - -

Small Business Philanthropist - - -

Cedarglen Homes Howard Tse, president of Cedarglen Homes, flips through the pages of a thick binder on his desk. They are letters of thanks from Calgary families. Tse awkwardly admits that it’s hard to keep dry eyes.

For 34 years, Cedarglen Homes (the GOS Small Business Philanthropist) has been a popular and successful Calgary homebuilder, building quality homes and creating family-friendly communities. The company is also continuously looking for ways to give back and support the Calgary community.

Wellspring Calgary is a special community group, Standing: Howard Tse, president; Sam Ahn, drafting and design manager; Teresa Del Frari, production and systems manager; Pretum Narang, estimating manager. dedicated to offering programs and support to people living Seated: Allison Harvie, sales and marketing manager; Scott Haggins, chairman; Dean Satink, production manager.

Photo courtesy of Monique St. Croix. with cancer and channelling resources to help Calgarians affected by cancer improve the quality of their lives.

“It has been important for me since university days. I knew Last year, Cedarglen chairman Scott Haggins proposed the what I wanted to do, and who I wanted to be. I made a idea of a fundraising charity home to Wellspring Calgary. With commitment to give back because there is a feeling of a help from its trades and suppliers, the Wellspring Calgary home greater purpose than day-to-day work lives. was built in Auburn Bay. It was an invaluable boost of exposure “Of course we can’t measure ROI on giving back, but we for the tremendous work and programs of Wellspring Calgary. know it’s working. The community gets involved, our staff, This June, after thousands of visitors and potent exposure trades and volunteers get involved and want to be a part of for Wellspring, the luxurious home was auctioned off to the it. And feedback like this binder. winning bidder – for $551,000. All proceeds went directly to “Our Cedarglen Homes philanthropy means sharing our the terrific community work of Wellspring Calgary. success and improving the quality of life for others.”

“It’s what it’s all about,” Howard Tse nods with emotion. businessincalgary.com | BUSINESS IN CALGARY December 2014 • 39

a Special Community • Cover

Doc Seaman Individual Philanthropist

Nicki Perkins - - - - - - -

the Calgary Health Region Nicki Perkins is uniquely wonderful, inspiring, and University of Calgary. personable and high-energy dynamo who refuses “Is it frustrating?” she shrugs. to understand what all the fuss is about. She also “Of course. And it probably happens to be the 2014 Doc Seaman Individual takes unusual spirit to deal Philanthropist. with CF. Maybe it’s another She laughingly (and almost defiantly) admits that look at mortality. But attitude she’s not in the best of shape. takes you far in life.

Perkins was born with cystic fibrosis (CF) and “You maybe have been not diagnosed until age four. In 2010 she was also given a cactus, but you don’t diagnosed with diabetes, has only 37 per cent of have to sit on it. I have little her lung capacity, takes more than 18 different Nicki Perkins. Photo courtesy of Monique St. Croix. time for toxic things in my medications each day and she shrugs and winces life and my absolutely biggest about recently having to need oxygen. pet peeve is negativity.”

She is driven, determined and refuses to use Perkins also has a fabulous sense of humour and health issues as excuses to stop giving back. She would infectious laugh. “Making time for me is doing CrossFit rather not list her disabilities because she lives and glows fitness with my CrossFit family, even hooked up to oxygen. with the attitude of focusing on and maximizing her And teatime at two o’clock with Judge Judy and my threeremarkable abilities. year-old mutt, Miss California, is a must!

Her amazing energy and passion to help others created the “Being a philanthropist is not a choice for me; it is an Summit Foundation for Cystic Fibrosis, in partnership with obligation,” says the determined champion of giving back the Calgary Health Trust. Officially she sits on the board and and helping others. “It’s my purpose in life and it’s my gift. her foundation has raised over $650,000 to support local CF Being inspirational in other people’s lives is a mission. It is research with a global impact. my light and I must shine it, always.”

From 2006 to 2009 she was also the patient ambassador for the Reach! campaign which raised over $300 million for

Philanthropic Group - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

George McDougall High School Being involved and caring about the community is just part of the school day for the 850 students and 65 staff at Airdrie’s George McDougall High School (GMHS), the 2014 GOS Philanthropic Group. In just four years, with energetic commitment, excitement and even some fun, the George McDougall staff and students have developed a culture of tremendous compassion, caring and giving back.

In 2011, after a GMHS student was diagnosed with cancer, the students decided to raise money through a two-day “Ride of the Mustang” stationary bike-a-thon. The first year had 42 teams with 400 participants pedalling for $63,000 for the Kids Helping Kids Foundation of the Alberta Children’s Hospital (ACHF).

In the past four years, the “Ride” has grown to 65 teams and over 700 participants, to date raising a spectacular $450,000 for ACHF research, equipment and community services. It has also inspired other fun fundraising events 40 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

for the GMHS students and staff. Pillows for a Cure, Concert for a Cause and the Cancer Car Smash benefit more than a dozen community groups and causes.

The students are revved and are already calling the 2015 version of the annual event “The Ride for Five.” In its fifth year, the plan is to hit a five-year total of $500,000.

“This is really a remarkable school,” says GMHS principal Ed Polhill. “Not only for the spirit but for the caring and commitment to the community. The staff help out and serve on committees but the events and the giving back is organized and done by the students. They set targets and it’s entirely their focus.

“We talk about how it’s about more than dollars and final amounts. It’s the spirit of giving back. By empowering the next generation with the value of philanthropy, we will have a positive impact on the future of our society,” the principal says.

a Special Community • Cover

Philanthropic Family - - - - - - - - - - - - - - - - - - - - - - - -

The Horbachewski Family Lee Horbachewski is an upbeat, energetic, candid and honest woman with a very special story to tell. It’s how she turned a tragic and very private nightmare situation into a positive inspiration.

“In 2004 I attempted suicide,” she says with jarring bluntness. “I was in denial about depression. And the Distress Centre Calgary (DCC) saved and changed my life.

Not only about how precious life is but especially triggering us to help DCC continue doing their superb work.”

Horbachewski put her story into a very special and important book, “A Quiet Strong Voice: A Voice of Hope Amidst Depression, Anxiety, and Suicidal Thoughts.” It’s the sometimes raw but positive and inspiring story of depression, being overwhelmed, her suicide attempt and the help to regain control of her life and turn it around.

It has become a family story.

Lee and Neil Horbachewski and their 15- and 11-yearold daughters have turned Distress Centre Calgary into a family cause. They give of their time, energy and money and participate in various opportunities to “spread the word.”

The family fulfils the commitment that 50 per cent of the book’s proceeds go directly to Distress Centre Calgary. At the initial book launch, 200 people were introduced to DCC and some $4,000 was raised. At a second book launch this year, the Horbachewski family presented a $30,000 cheque to the Distress Centre.

Horbachewski family - Lee, Taryn, Aubrey and Neil. Photo courtesy of Monique St. Croix.

“There’s really not much special about it,” according to Lee Horbachewski. “It’s just the way life is. It’s about family values, friends, community, gratitude and also about generosity. Maybe it’s the ‘art of giving,’ because giving back involves time, which is as important as money.”

In various other ways, the Horbachewski family continues to give back – to Distress Centre Calgary and other community causes, such as ICAN (Invermere Companion Animal Network). The family also volunteers at the shelter.

“As parents it is our responsibility to be role models to instil generosity in our children, so they can also make a difference in their lifetime,” Lee Horbachewski explains. “For our family, it’s also personal – a way for us to express gratitude. If not for the Distress Centre, our daughters would not have a mother to love them and teach them about giving back.”

Students and staff at George McDougall High School. Photo courtesy of Monique St. Croix. businessincalgary.com | BUSINESS IN CALGARY December 2014 • 41

a Special Community • Cover

assistant with the Ability Society. She was their youngest employee!

In her spare time, Rahman was involved in Crescent Heights High School athletics, volunteering as a sports medicine trainer It sounds unlikely but Nazifa Rahman’s and, her proudest accomplishment to passion for philanthropy and caring for date, organizing a school-wide “We Day” others was sparked very early, at the age to promote youth empowerment and of seven. awareness of the less fortunate.

She immigrated to Canada with her She also volunteered as a student leader family at age three and was seven when with the Youth Volunteer Corps (YVC) and her brother was born and diagnosed organized fundraising events that supported with autism (ASD). She was close with an orphanage in Africa. Motivated by her her brother and wanted to be part of his leadership, students at the school raised development. She sat in on treatment $13,000 towards Kids Cancer. sessions, appointments and meeting “I just have a passion for youth in Nazifa Rahman. Photo courtesy of Monique St. Croix. with therapists, doctors and government general and especially youth with special officials. By the age of 12, due to her needs. Everyone has a large potential brother’s social anxiety, she began to bloom. If you stand by what you’re doing and trying accompanying him and helping out other young people in to achieve, and not be concerned with whatever other the specialized summer camps and evening workshops at the people may be thinking, every day is a reward and a Ability Society. payback,” smiles the now 18-year-old University of Calgary It was the beginning of her outlook and natural attraction engineering student. to working with young people and making a difference “The recognition for volunteering and being involved is by being involved. At age 15, as a result of her energetic humbling and not necessary. I have always just assumed that volunteering, she was offered a part-time job as a program being involved in the community is a basic responsibility.” BiC

Youth Philanthropist - - - - - - -

Nazifa Rahman

Thank You Calgary!

For daring to take action to make our world a better place.

Thank you to our investors, volunteers and nominating organizations for making the 18th annual National Philanthropy Day® and Philanthropy Awareness Week a remarkable celebration of philanthropy in our communities.

Congratulations to the 2014 Generosity of Spirit™ Award Recipients!

Follow us on twitter @afpcalgary and using #npdyyc P L AT I N U M I N V E S T O R

LUNCHEON PRESENTING INVESTOR

YOUTH FORUM PRESENTING INVESTOR

GOLD INVESTORS

GENEROSITY OF SPIRIT™ RECEPTION PRESENTING INVESTOR

BRONZE INVESTORS

MEDIA INVESTORS

PROFESSIONALS FORUM PRESENTING INVESTOR

S I LV E R I N V E S T O R S

PROFESSIONALS FORUM KEYNOTE INVESTOR

PROFESSIONALS AWARDS LUNCHEON PRESENTING INVESTOR

DOC SEAMAN INDIVIDUAL PHILANTHROPIST AWARD

EVENT & TECHNOLOGY INVESTORS

ALUMNI & FRIEND INVESTORS

Black Fund Development Inc. Calgary Chamber of Voluntary Organizations Calvista LLP Canadian Association of Gift Planners (CAGP), Southern Alberta Roundtable Duncan and Verda McNeill

42 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

TOC

Page 1 - Occupier Strategies, Manager Performance and Building Attributes Diverge Page 4 - A Fond Farewell from Billy BOMA Page 6 - BOMA Insider Page 7 - What has BOMA Calgary Done Lately?

NEWS WINTER 2014

Occupier Strategies, Manager Performance and Building Attributes Diverge Sandy McNair

One approach will no longer result in success for occupiers, managers or investors

For more than a decade, declining capitalization rates have enhanced values and returns for virtually all commercial real estate investors.

Operational Excellence Key to Future Returns

With the era of riding the wave of cap rate compression drawing to a close, future returns and outperformance will require operational excellence. Traditionally the industry has taken a relatively homogeneous or commoditized approach to manager characteristics/performance and to building attributes/positioning. The traditional bias taken by many that one size and one approach to manager performance and building attributes fits most office occupiers is now dangerously out of date.

Battle for Talent

The ability to recruit, retain and grow high-performance people – the battle for talent – is a top priority for most office occupiers and their senior management teams. The choices made in the selection of workplaces and workspaces, given the escalating intensity and impact of the battle for talent, have become mission critical for many office occupiers.

While it is faster and easier to measure differences in price, the occupier fails to benefit from a deeper understanding of the quality of fit between their strategies and culture and the more detailed characteristics of the shortlisted buildings and their management teams.

Beginning about five years ago and on an accelerating basis, office occupiers have identified and committed themselves to increasingly intense and divergent strategies to win the battle for talent.

Spike in New and Different Supply

Driven by a combination of occupiers seeking new and different workplaces and real estate investors wishing to place capital, each major office market has experienced a material spike in new supply. Refer to the charts on the following page. The first chart provides an overview of the proportion of each major market that is currently under construction and the proportion that is nearly new, that is built since 2000. The second chart focuses on just the downtown portion of each major market.

The differences between these new buildings and the existing buildings are material and go well beyond just increased occupant density and the related impacts on fire stairs, elevators, washrooms, electrical and

1

BOMA Calgary News

BOMA Calgary News is a co-publication of BOMA Calgary and Business in Calgary.

Business in Calgary

1025, 101 - 6 Ave. SW, Calgary, AB T2P 3P4 Tel: 403.264.3270 • Fax: 403.264.3276 info@businessincalgary.com www.businessincalgary.com

BOMA Calgary

120, 4954 Richard Road SW, Calgary, AB T3E 6L1 Email: info@boma.ca • Web: www.boma.ca Tel: 403.237.0559 • Fax: 403.266.5876

Communications Committee Chair - Leah Stewart, Sizeland Evans Interior Design Giovanni Worsley, MNP LLP Jesse Buhler, Artis REIT Rita Reid, First Capital Realty Lia Robinson, BOMA Calgary Carly Chiasson, Bee-Clean Building Maintenance Serah Nguyen, Bentall Kennedy (Canada) LP Kim Wiltse, 20 Vic Management

mechanical. Their designs often place heightened emphasis on worker comfort and productivity – more daylight, better and more personalized control of temperature, flexible layouts, and better technology as well as a focus on environmental leadership and lower operating costs. For a segment of the market, the attributes of these new buildings are directly aligned with their strategy to win the battle for talent. The specifics vary by office occupier.

Some are choosing high density and an approach to sharing workstations that result in 1.3 workers per workstation generating an overall reduction in their footprint of 35 per cent and higher. In a nutshell, a segment of the occupier market is choosing to move to better space, but use much less of it.

Multiple Occupier Segments

Given the wide range of building and manager-specific performance, the averages are now especially dangerous. The specifics matter and vary widely across the marketplace. With that cautionary note, here are a few examples of the divergent outcomes being employed by office occupiers: • Three major energy firms in Calgary moving from 300 square feet per person to 250, 350 and 400 square feet per person in new and existing office buildings; • Major Canadian bank moving to a combination of 80 square feet per person and 140 square feet per person for a net average of 120 square feet per person in a new Toronto building, with 120 square feet per person being their global target for density; • An accounting firm moving from multiple locations to better, smaller premises based upon 1.4 workers per workstation; • An existing office occupier in Toronto that will retain their traditional approach and retain their current density of 400 square feet per person; • A major Canadian telco moving from multiple locations to new premises at an average density of 100 square feet per person.

Board of Directors

CHAIR Ken Dixon, Strategic Group CHAIR-ELECT Chris Nasim, GWL Realty Advisors SECRETARY TREASURER Lee Thiessen, MNP LLP PAST CHAIR Chris Howard, Avison Young Real Estate PRESIDENT & CSO William G. R. Partridge, CAE, BOMA Calgary

Directors

Fred Edwards, Servpro Cleaning Steve Weston, Brookfield Properties Marjorie Cone, H&R REIT Management Services LP Robert Brazzell, Altus Group Corrine Jackman, Hopewell Real Estate Services Cam Gresko, Cadillac Fairview Dustin Engel, Alberta Infrastructure Richard Morden, Bentall Kennedy (Canada) LP Loy Sullivan, 20 VIC Management Jay de Nance, Fairfield Commercial Real Estate Pearl Madryga, Sun Life Assurance Company

The Building Owners and Managers Association of Calgary publishes BOMA Calgary News quarterly. For advertising rates and information contact Business in Calgary.

Publication of advertising should not be deemed as endorsement by BOMA Calgary. The publisher reserves the right in its sole and absolute discretion to reject any advertising at any time submitted by any party. Material contained herein does not necessarily reflect the opinion of BOMA Calgary, its members or its staff. © 2014 by BOMA Calgary.

Printed in Canada.

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Office Inventory by Year Built

200,000,000

4.5%

180,000,000 160,000,000

16.7%

140,000,000 120,000,000

1.6%

100,000,000 80,000,000 60,000,000 40,000,000 20,000,000

14.2%

9.2%

6.8% 22.9% 6.0% 13.3%

5.2% 21.0%

33.4%

-­‐

Vancouver Edmonton Built pre-­‐2000

Built since 2000

Calgary

Toronto

OUawa

Montreal

Currently Under ConstrucRon/Percent of ExisRng Inventory

Source: Altus InSite Sept 26, 2014

Downtown Office Inventory by Year Built

80,000,000

7.1%

70,000,000

11.0%

60,000,000

1.3%

50,000,000

9.9%

40,000,000 30,000,000 20,000,000 10,000,000

7.5%

35.2% 9.1% 11.8% 7.6% 7.1%

3.8% 19.4%

-­‐

Vancouver Edmonton Built pre-­‐2000

Built since 2000

Calgary

Toronto

OUawa

Montreal

Currently Under ConstrucRon/Percent of ExisRng Inventory

Source: Altus InSite Sept 26, 2014

The key issue for investors and managers is how many occupier segments are there, what will they pay for and how big will each segment eventually become? These answers are fundamental to developing winning strategies for most all existing office buildings, especially the vast majority of the market that was built prior to 2000.

The key point here is that one approach or one size will not fit all occupiers and their increasingly divergent strategies.

Building Positioning and Manager Branding

Each building owner will now want to make a deliberate choice on the positioning of their building: To which occupier segments are you

focusing this building? Which occupiers will be most likely to succeed in this building? In what ways is this building and building management team best able to help your occupiers win the battle for talent and succeed? How well do the occupiers’ strategies align with yours for this building?

Big Winners and Big Losers

It will be very difficult for any management firm to be sufficiently skilled to be all things for all people.

More likely, breakthrough results will require focus on the objectives of one or two occupier segments and their strategies.

Some investors and their managers will have become lulled by the strong

performance they have enjoyed over the past decade by doing little more than riding the wave of cap rate compression. These investors, their managers and their properties are most at risk of sharply increasing vacancy and plunging rental rates. In most markets the backfill space in the existing buildings will be significant as the new buildings are completed and filled. The occupiers moving into the 21.1 million square feet of buildings that are currently under construction will likely be moving out of more than 21.1 million square feet in existing buildings, buildings that were built prior to 2000. Some existing buildings will initially fail in the battle with obsolescence due to poor or no strategy, no to low investment and management that is flawed or not focused on the strategies of their targeted occupiers.

For some industry watchers we are about to enter a very confusing time with performance of neighbouring buildings that had been viewed as peers seeing their performance diverge widely – perhaps $13 rents and painfully high vacancy in one and $33 rents and low to no vacancy in another. Much like retail, the office market will soon see big winners and big losers at the same moment in the same locations.

Understanding and contributing to your tenants’ strategy, choosing to focus your building attributes on specific occupier segments, and building and enhancing the value of the brand of your management team are the keys to delivering operational excellence. Measure, proactively listen and continuously improve.

A superior rate of tenant retention at above-market rents is the objective of most every investor, asset manager, property manager and leasing expert. That is the best, if not only path, to superior returns in 2015 and beyond.

SANDY MCNAIR IS THE PRESIDENT OF ALTUS INSITE, A DIVISION OF ALTUS GROUP. SINCE 1997, ALTUS INSITE HAS CONDUCTED MORE THAN 1.7 MILLION TENANT SATISFACTION SURVEYS FOR MANY OF CANADA’S LEADING OFFICE BUILDING OWNERS AND MANAGERS. SANDY.MCNAIR@ALTUSINSITE.COM WWW.ALTUSINSITE.COM.

3

President’s Report

By William G.R. Partridge, CAE President & Chief Staff Officer

A Fond Farewell from Billy BOMA

This is the most difficult article I have written – it is my final one as I transition to retirement at the end of this year. It has been 12,462 days or 34 years since I walked in the BOMA Calgary door. Initially I had planned to be here just five years. However, that plan was shattered as I soon came to a realization that BOMA, and all it stood for, had become my passion.

While my formal training was in urban and regional planning – one of my most memorable projects was

working on the team that created the plan for The New Town of Fort McMurray – I found that the complexity of cities and urban life were hugely interesting in an academic sort of way.

The needs of commercial developers and building owners were at the time under pressure from ideologically-driven urban planners at the City of Calgary.

One cannot fault them for that ideology, except to note that it lacks one vitally important aspect and that is

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the experience that the real world gives you. I ought to know. I have been there. One of the roles we played was to help city officials and councillors better understand our industry and what it needs to be successful. After all, BOMA members provide the space where Calgarians work, play, shop, learn and in some cases live. We are inextricably connected to this community.

For the most part, 2014 has been the “farewell tour” beginning after my March announcement of my intention to retire at the end of the year. The time since then has been bittersweet.

There are so many friendships that I have built over my time with BOMA from all over the world that I have come to value greatly. It is part of what we refer to as “The BOMA Family.” Locally, it is the members of BOMA Calgary who have inspired me and kept me going in a job that I came to love. There are many who I have seen grow and develop their careers and take on positions of authority and great influence in our community. I am happy and proud of them for their success and grateful if I in any way have somehow contributed to that success.

I have seen the association grow over the years along with the city, from a mere 85 members to now over 600.

The volunteers who have stepped forward to serve on BOMA committees are outstanding and I wish there was more room on this page to articulate all that they have achieved.

The association is in good shape. Our mission is clear and focused. We have a role to play in our community and we perform it well with conviction and high principles. We have created an organization that not only serves its members, but the community as well. We have positioned BOMA to be a partner in our community and an entity that is part of good solutions.

What BOMA Calgary is today is not about me. But rather it is more about its members, and about the professional staff, who have made that happen. While my name was at the top of the organizational chart, I was a mere bit player in the overall success.

When the late Ralph Klein was mayor of Calgary he nicknamed me “Billy BOMA” after I posed a question at a public meeting for which he uncharacteristically could not answer. It stuck, and some suggested that I personified what BOMA was about. I say no. BOMA is about our industry’s and our association’s principles, our values, and what we do to make Calgary a better place for all.

I am grateful for the opportunity to have served BOMA and its members over the years in a variety of ways locally, nationally and internationally. We now have an organization that commercial real estate professionals simply must be a part of to be successful.

So, if I may finish with a quote from one of the heroes of the modern era, General Douglas MacArthur: It is time now for this old soldier to simply fade away.

Dream believes in better communities to live in and work in. Our goal is to be Canada’s top real estate investment, development and management company.

5

BOMA Insider Welcome New BOMA Member Companies!

Simson Maxwell, Warren Wright

AEC Property Tax Solution, Robert Gagne

Servpro Disaster Restoration, Mike Lunnin

Wyman Construction Group, Peter Samer

Golf Classic Co-Title Sponsor

September’s welcome to New BOMA members!

October’s welcome to New BOMA Members!

The Morguard team accepts the BOMA BESt® Level 2 certification for the Genesis Building

Congratulations to ServiceMaster of Calgary Disaster Restoration, national award winners Pinnacle Above & Beyond!

What sets us apart?

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What has BOMA Calgary Done Lately?

Vice President Communications & Client Relations

The 2014 Year in Review

BOMA Calgary’s scope is varied and far-reaching. Through its 10 committees, BOMA offers a variety of events to create the space for members to build professional relationships. It is also the association that works with municipal and provincial representatives to ensure that the voice of BOMA members is heard as a crucial and helpful stakeholder.

ADVOCATE

Throughout the year BOMA has been effectively advocating for industry, in partnership with BOMA Edmonton, as the province reviews the Municipal Government Act. As a result of our efforts, BOMA is now one of a few key stakeholders invited by the province to sit on their Industry Focus Group where we are having a direct impact on the government’s deliberations.

Other key efforts included highlevel meetings and discussions with the province, the outcome of which was that the proposed Condominium Property Act for the first time recognizes commercial condominiums as distinct; and securing industry representation on numerous City of Calgary stakeholder advisory committees relating to issues like planning, transportation and taxes, while acting as a valued resource to administration and council. This was also demonstrated through such specific topics as +15 System Review, Large Retail/Commercial Urban Design Guidelines and the Downtown Cycle Track.

NETWORK

BOMA Calgary members returned to Priddis Greens Golf and Country Club

for the 32 annual BOMA Golf Classic.

Enmax also celebrated its 15th year as co-title sponsor. They, along with over 70 corporate member sponsors, continue to make this event a success. The tournament sold out in 25 minutes and raised $16,290 for the BOMA Calgary Foundation.

The BOMA Excellence Awards welcomed co-title sponsor TransCanada this year, a generous sponsorship and commitment to the industry!

As well, the awards featured a new category: Certificate of Excellence Industrial.

Industry careers on boma.ca were enhanced through content creation and generation, driven by BOMA’s young professionals. They also launched the Next Gen Building Tours – helping other young professionals to see the career possibilities of commercial real estate.

The BOMA Mentorship Program continued into its third year in 2014.

The Service Directory was launched in 2014 through a group of associate members, helping to create a space for members to find the services and products they need to be successful in the industry.

EDUCATION, PARTNERSHIPS AND RESOURCES

BOMA Calgary is an invited partner with the Calgary Emergency Management Agency (CEMA) and played a supporting role through the power outage in October. We had seven volunteer representatives go through CEMA’s training this year and are better prepared for any future emergencies. We con-

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tinue to build partnerships with Calgary Police Service, the Calgary Fire Department and other organizations.

Our committees provided resources and information on OH&S policies, and the BOMA BESt® Certification program and Cooling Technology Institute’s guidelines. The Innovation & Technology and Healthy Workplace Breakfast Series both began this year, introducing key topics and knowledge for the industry. As well, there was maximum enrolment in both the winter and fall sessions of the Building Operator Development Program (Level 2) 5th Class for Building Operators course.

RedPoint Media and Marketing Solutions came on board to deliver the 2014 BOMA Building Guide, a key resource for the industry. We continued our partnership with Business in Calgary to produce the BOMA Calgary News quarterly.

BOMA Calgary saw an increase in events registration, courses and sponsorship in 2014, supporting valuable resources and services for the commercial real estate industry.

Thank you to our committees and volunteers for their contributions to this annual review. What truly makes this organization great is members’ passion for their industry. I am grateful to have served this organization for the past seven years, and as part of that role, act as editor of the BCN. This will be my last issue as I wrap up my tenure at BOMA Calgary. We have a great team of staff and volunteers who will continue to grow and develop the organization. Thank you all for sharing in this unique and rewarding BOMA experience.

Continuing education reinvents itself • Continuing Education

Continuing Education

Reinvents Itself The workplace defines the curriculum

BY PARKER GRANT

B

process. The first thing we do is reach out to business and usiness, the workplace and careers are not stagnant. industry. We listen, we understand the trends, we understand Never stale. They are dynamic. They evolve. They their needs and determine how SAIT can help and hopefully are supply and demand. Business, the workplace solve their long-term staffing situations,” he explains. and careers constantly change. There are always new prob“The program design sessions are vitally important for us. lems and new solutions. They require new skills and new They are full, eight-hour days when we invite businesses qualifications. And new ways of doing things. to meet with us to discuss and outline their challenges and It only follows that training and education, especially poststaffing needs. It’s a fascinating and productive process, secondary continuing education (CE) – the foundation of the interesting communication and together we develop programs workplace and careers – must also be dynamic, constantly based on what business and industry needs. Interestingly changing, evolving and keeping up with the relevant and enough, many of the business leaders who are part of our realistic needs of its key clients: students. program design sessions not only help us create programs and Like many savvy Calgary businesses – and there is no disputing that today’s CE is very much a competitive business – it is extremely responsive to what the client (the student) wants and how they want it.

“It’s an important Although students are CE’s client base and the appeal of courses triggers and workable process. enrolment and registration, the practical reality is that the wants and needs of CE The first thing we do is students is secondary. Most education and skills and training experts agree reach out to business that while CE is constantly changing to and industry. We listen, respond to what students want – CE is workplace-driven. we understand the “Of course it’s ultimately what the student will sign up for,” says Patrick trends, we understand Weinmayr, director, products and partnerships at SAIT. “But it’s absolutely their needs.” vital that we stay plugged in to business and industry. We are very responsive to ~ Patrick Weinmayr the Calgary market.

Patrick Weinmayr, director, products and partnerships at SAIT “It’s an important and workable businessincalgary.com | BUSINESS IN CALGARY December 2014 • 51

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David Allwright, dean, Chiu School of Business, Bow Valley College

courses, but they will be sending their employees to take the courses.”

Monitoring the pulse of the workplace, understanding the challenges and anticipating new trends, the realistic expectations of which CE coursers will or won’t sell is a key function of the CE planning and delivery process.

“Being ready for what the business community wants and needs keeps us reviewing and adapting our programs,” says David Allwright, dean of the Chiu School of Business at Bow Valley College. “All of our credit programs have a program advisory bfoard.

There’s at least 12 boards and they usually meet about twice a year.

“They are invaluable and we rely on them to provide us with input and advice on what types of skills they need and important discussions about curriculum design and course content.”

It wasn’t so long ago that people were heading off to work with either a GED (general educational development) alias high school diploma or clutching conventional degrees like a B.Comm., B.Eng., BBA or a generalized BA and comfortably flying under a career radar for life.

With the sophistications and complications of the workplace and the warp speed of skills and qualifications changes, a basic bachelor’s degree may still be a decent start for a

52 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

Robert Wensveen, associate director, business operations at University of Calgary Continuing Education and president, CAUCE.

career foundation, but a GED hoping for on-the-job training is likely a proverbial dead-end.

It all seems so many CE lifetimes ago.

According to Statistics Canada, a majority of people will spend between 35 and 45 years of their lives (maybe longer) working. The average worker will switch careers three to five times during their working lifetime. Contemporary stats and the evolution of the workplace continues the early warning signal that a conventional education transitioning into jobs and careers simply is not indefinitely viable.

In the past three decades or so, there has been a subtle but steady change in the labour market and the workplace.

Canada has moved from a resourcebased economy to a service-based one, creating a changing and different mix of jobs available for Canadians.

The overwhelming fastest-growing and most in-demand jobs are now in Canada’s service sector, which more than doubled in the past 20 years.

“Demographic projections suggest Canada will not be able to rely on conventional population growth to fuel our economy in the coming decade,” warns Robert Wensveen, associate director, business operations at University of Calgary Continuing Education and president of the Canadian Association for University Continuing Education (CAUCE).

“

I think attending classes really hones your ability to communicate and share ideas. Plus, you develop relationships and networks.”

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Continuing education reinvents itself • Continuing [title] •Education [section]

“Students are trending a desire to get their CE education quickly and get back to work quickly.” ~ Patrick Weinmayr

“By 2030, the population over the age of 65 will double, while the working age population (25-64) will grow by just eight per cent. There will simply not be enough population growth to drive the kinds of increases in the overall size of our labour force that would be needed to support an increasingly dependent, aging population.

“Canadians are in for a major demographic shift. To respond to the anticipated economic, social and labour market demands resulting from this shift, universities and colleges will need to both expand access to higher education for untapped segments of the population and international students, and increase the quality of education students receive.

“Enhancing the quality of education by providing more interactive and engaging learning experiences is consistent with improved academic performance, knowledge acquisition and skills development,” he suggests with positivity.

While formerly popular CE “evening classes” like photography, cake decorating, conversational Italian, astrology and history of the pharaohs may have been good ideas at the time, it just doesn’t cut it anymore. It’s a key reason why and how CE continues to reinvent itself.

In classrooms or online, CE offers viable options for a wide cross section of (usually mature) Calgary area students looking for skills, training, upgrading or certification for various reasons. They’re tracking down and registering for skills and credentials to successfully get a job, they are moving up the ladder or switching careers.

From pharmacy technicians, HR recruiters, construction estimators, justice studies diplomas in law enforcement or correctional services, hydrologists and pipeline control centre operators to recreation therapy aides, digital marketing, geophysicists and the literally dozens of other targeted and specific courses and programs on the contemporary CE menu of established and popular Calgary sources like Bow Valley College and the Chiu School of Business, the University of Calgary, SAIT, Mount Royal University and others.

Whatever the trends and individual factors, some current CE stats are an interesting and telltale story. The average CE student is now older than before – and they want their targeted CE upgrade or credentials faster than ever.

“According to North American CE figures,” Wensveen points out, “more than 40 per cent of post-secondary 54 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

enrolment consists of students who are 25-plus. Over 80 per cent are 25-54. And the biggest group, more than 40 per cent, are 40-49.”

The newest and most revealing changing-times CE stat may be the revelation that over 50 per cent of today’s CE students already have an undergraduate degree that the contemporary workplace may feel is no longer enough.

“Students are trending a desire to get their CE education quickly and get back to work quickly,” says SAIT’s Weinmayr. “SAIT’s forte is applied education. The demand for credentials has increased and personal interest courses are fading. There is a definite trend of CE students wanting job skills sets and applied learning. Math upgrading, accounting programs, athere’s tremendous growth in areas like power engineering.”

Perhaps the most dynamic new aspect about CE is not what students choose to learn but how they opt to learn it.

It’s the technology tsunami that CE and other sources of post-secondary education are scrambling to embrace and expand: MOOCs. The unlimited convenience of massive open online courses (MOOCs) are dramatically redefining the speed, the location and the untethered convenience of how contemporary CE students learn what they learn.

Every CE facility throughout North America has clicked on to MOOCs as the undisputed new way to do CE business.

“About 20 per cent of our CE courses are fully online,” notes Wensveen. “About 70 per cent of our courses have some form of online delivery, whether it’s fully online, blended online or augmented online. It’s just the way it is.”

Full-time, daytime and evening classes in brick-andmortar classrooms or online, the demand for a skilled, trained and job-ready labour force has been a principal driver in the growth of CE enrolments and participation rates.

Statistics continue to show that investing in continuing education continues to pay dividends. Individuals who enrol in these programs do see their job opportunities increase.

Today’s worker needs to be educated, skilled and qualified for tomorrow, not only today.

From business, trades, arts and culture to health care, science and technology, CE is business, industry and market savvy and continually adapts to social, economic and workplace trends, ensuring that Calgary’s CE options are current, engaging and relevant.

It’s why many Calgary Winter Semester CE courses show “No Vacancy!” BiC

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Business Aviation Matters to Everyone • Aviation

BUSINESS AVIATION TO EVERYONE

Matters

BY DEBRA WARD, CANADIAN BUSINESS AVIATION ASSOCIATION

I

t’s pretty obvious that business aviation is great for the people who have access to corporate aircraft. What’s not so well known is why business aviation matters to everyone else, even if they have never seen a private jet.

This is especially true in Alberta, which is home to 22 per cent of all Canadian business aviation aircraft, which represents a major shift in business aviation demographics.

A recent economic impact study by the Canadian Business Aviation Association (CBAA) shows that Canadian business aviation generates $3.1 billion in direct economic outputs, with three quarters of a billion dollars of that in Alberta. Additionally, 2,560 of the 11,500 direct employees live and work in Alberta, earning a total of $200 million in wages and contributing $320 million to Canada’s GDP. Of the 1,891 registered business aviation aircraft in Canada, 419 are registered in Alberta.

“Just as Alberta is a huge contributor to the Canadian economy, its business aviation operations are a major part of our industry and of the CBAA membership,” says Rudy Toering, president and CEO of the CBAA. “Business aviation is critical to Alberta companies, contributing hundreds of millions of dollars to the provincial economy while flying supplies and workers to remote locations, serving international and domestic customers quickly and efficiently, and giving Alberta enterprises the extra lift to be a major player on the world stage.”

Corporate aviation is not only the most efficient, but also the safest form of flight worldwide, and Canadian corpo56 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

rate aviation is the safest within that group. However, this fact is something that the federal government hasn’t yet fully grasped. The economic impact study not only quantifies business aviation’s economic impact, but arms the sector with the facts and data it needs to be heard in Ottawa.

“Business aviation is federally regulated,” explained Toering, “and, frankly, we are overregulated in many areas. It is very apparent that our government is focused on safety, and rightfully so. Our sector is well advanced in the implementation of safety management systems, and we look forward to Transport Canada recognizing the pro-active steps we have taken to ensure safety, and are working towards a reduction of red tape and regulation as a result.

This is critical, as in some instances, we are being treated in the same way as scheduled commercial flights, which shows a complete misunderstanding of how our sector operates and our commitment to safety practices.

The upshot is a chilling effect on investments on Canadian-registered business aircraft. People still need, buy and use their business jets, but some of them are avoiding the whole regulatory hassle by registering them off-shore, most particularly in the US, which has a much lighter regulatory regime for business aviation. The economic impact numbers demonstrate how much is at stake if this continues.”

When the direct, indirect and induced impacts are combined, business aviation’s clout is even more pronounced.

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Business Aviation Matters to Everyone • Aviation

Nationally, its total contribution amounts to 23,500 jobs, $1.50 billion in wages and $5.4 billion in economic outputs.

Dozens of Alberta companies support business aviation directly, from fixed base operators, such as Signature Flight Support in both Calgary and Edmonton, to fuel providers like Canadian Natural Resources Limited, to avionics supplies such as Avmax and many more. Business aviation is a major contributor to the Alberta and Canadian economies.

“This is the first time that Canadian business aviation has put some hard numbers, including provincial impacts, to what we knew anecdotally,” says Toering. “We always knew that business aviation was a powerful and essential tool for the country. Now we are able to demonstrate what that means to everyone. The numbers show, without question, that Canadian business aviation is a significant contributor to jobs, economic activity and taxes in every province.”

Given Alberta business aviation’s importance to its economy and its high level of CBAA membership, the CBAA focuses a lot of its efforts in this province. “We are very involved with the Alberta business aviation community,” says Toering. “CBAA has two active Alberta chapters, one in Calgary and one in Edmonton. In fact, when we held our 2014 convention in Edmonton, it turned out to be one of our most successful in years, with a 60 per cent growth in operator attendance. This alone tells you how important business aviation is in this province.”

As the sector’s national advocate, the CBAA takes on a range of initiatives that help Alberta operators’ bottom line.

“Ottawa can seem very distant from an operator’s day-to-day reality, yet the decisions made there affect op58 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

erations across the country,” says Toering. “The CBAA is business aviation’s voice in the capital. We are continually working with all the key government departments and other agencies such as Transport Canada, CBSA, NavCanada, the Canada Revenue Agency and airports, among others, to remove barriers and promote the fair treatment of business aviation.

“In the same way, international regulations such as Europe’s Third Country Operations and emissions measures have a huge impact on many of our operators, and we work with our counterparts across the world to deal with the blowback on business aviation.”

While advocacy is a core activity, the CBAA is equally committed to ensuring that every business aviation operation has practical tools to not only fully comply with government regulations, but to ensure that members maintain the best aviation safety record worldwide, and Canadian business aviation is recognized by Transport Canada and the world as a model sector for safety initiatives and best practices. The first part of this project, a scalable and comprehensive safety management system for single and multi-person operations bundled with an aggregate data base, will be available to CBAA members shortly.

Toering concludes, “Business aviation keeps Canadians moving within this vast country and across the globe.

From corporations to MEDEVAC operations, and from the most remote points of Canada to its most populated areas, it connects us efficiently and safely. As a major contributor to our economy and quality of life, business aviation matters to everyone.” BiC

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Directory • AVIATION

ALBERTA AVIATION OPERATORS ADVENTURE AVIATION INC. Michael Mohr, Owner Tel: 780.539.6968 Aircraft Operated: (3) C172, (1) Twin Comanche, PA30 (1) Cessna Centurion P210N, (1) Precision Flight Controls “Cirrus II” Simulator AHLSTROM AIR LTD. Kyle Wadden, Operations Manager / Chief Pilot Tel: 403.721.2203 Cell: 403.844.0978 Aircraft Operated: (1) AS350SD2 AIR PARTNERS CORP. Vik Saini, President Toll Free: 1.877.233.9350 Alternate Number 403.291.3644 Aircraft Operated: (3) Cessna Citation X C750, (4) Cessna Citation Ultra 560, (1) Cessna Citation Excel 560XL, (1) Cessna CJ2 525A, (1) Hawker 800A Bae125-800A, (1) Bombardier Learjet 45, (1) Beechcraft King Air 200 B200, (2) Beechcraft King Air 350 B300 ALBATROS CHARTERS Joe Viveiros, Ops Manager Tel: 403.274.6103 Aircraft Operated: Beechcraft King Air B200, Cessna Citation CJ4, Citation X, Agusta A109S Grand www.albatrosaircraft.ca ALTA FLIGHTS LTD. Bob Lamoureux, President Tel: 587.400.9789 Aircraft Operated: (2) Metro 23, (1) King Air 350, (1) Piper PA31, (4) Cessna 172 www.altaflights.com charters@altaflights.com AVMAX GROUP INC. Don Parkin, Executive VP Tel: 403 291 2464 CALGARY POLICE SERVICE Tel: 403.567.4150 Aircraft Operated: (2) EC120 CAN-WEST CORPORATE AIR CHARTERS Art Schooley, President Tel: 780.849.4552 Aircraft Operated: Citation 560, King Air 200, Piper Navajo, Cessna 210, 206, 185, 182 CANADIAN HELICOPTERS LIMITED Don Wall, President/CEO Tel: 780.429.6900 Aircraft Operated: Robinson R22B/B2, Robinson R44II, Bell 206B/BIII, Airbus Helicopters EC120B, Bell B206L/L1, Airbus Helicopters AS350BA/ B2/B3/B3e, Bell B407, Airbus Helicopters AS355F2/N, Sikorsky S76A/A++, Bell B212, Bell B412 EP, Sikorsky S61N DELTA HELICOPTERS LTD. Don Stubbs, President Toll Free: 1.800.665.3564 Aircraft Operated: (9) Bell 206B, (4) A-Star 350BA, (4) Bell 204b, (4) AF350-B2

EDMONTON INTERNATIONAL SHELL AEROCENTRE Sarah Gratton, Aerocentre Manager Toll Free: 1 888 890 2477 Tel: 780 890 1300 E-Z AIR INC. Matt Wecker, President; James Pantel, Ops Manager/Chief Pilot/CFI Tel: 780.453.2085 Aircraft Operated: (2) Robinson R44 EDMONTON FLYING CLUB Ralph Henderson, President Tel: 780.454.4531 Aircraft Operated: (4) C172G1000 equipped, (2) DV-20, (1) DA42 EDMONTON POLICE SERVICE Tel: 780.408.4218 Aircraft Operated: (2) EC120 ENERJET Darcy Morgan, CCO Tel: 403.648.2804 Aircraft Operated: (3) Boeing 737-700NG GUARDIAN HELICOPTERS INC. Graydon Kowal, President/CEO Tel: 403.730.6333 24 Hr: 403.862.1234 Aircraft Operated: (3) Bell 205, (1) AS350 B3, (1) AS350 B2, (1) AS350 SuperD, (1) AS350 BA, (1) Bell206L, (1) Bell 206 INTEGRA AIR INC. Brent Gateman, President Toll Free: 1.877.213.8359 Aircraft Operated: (3) BAE Jetstream – 31, (3) King Air 200, SAAB 340 B KENN BOREK AIR LTD. Brian Crocker, Operations Manager Tel: 403.291.3300 Aircraft Operated: Twin Otter DHC6, Turbine DC3, King Air BE200, Beechcraft 1900 MOUNTAIN VIEW HELICOPTERS Paul Bergeron, President/CP Tel: 403.286.7186 Aircraft Operated: (3) R22, (2) R44, (1) Bell 206 NORTH CARIBOO AIR Ehab Matta, Director of Business Development Toll Free: 1.866.359.6222 Aircraft Operated: Dash 8 100/300, Beech 1900D, King Air 200, Challenger 601, AvroRJ100, Q400 www.flynca.com OPSMOBIL Toll Free: 1-877-926-5558 Aircraft Operated: (4) C-172, (1) C-206, (1) C-208, (1) PA-31, (3) R44, (28) R44-II Raven, (5) BH-206B, (1) BH-206L3, (2) AS-350BA, (1) AS-350B2, (11) AS-350FX2, (2) EC-120B PEREGRINE HELICOPTERS Tel: 780.865.3353 Aircraft Operated: (1) B206B3, (1) Bell 206 L3 www.peregrinehelicopters.com peregrinehelicopters@gmail.com

60 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

PHOENIX HELI-FLIGHT INC. Paul Spring, President Tel: 780.799.0141 Aircraft Operated: (2) EC120B, (3) AS350B2, (1) EC130B4, (1) AS355N, (1) AS355NP, (1) AS350B3, (1) EC135T2e R1 AIRLINES LTD. Eric Edmondson, President; Richard Pollock, Business Development Manager Toll Free: 1.888.802.1010 Aircraft Operated: (1) Dash 8-100, (1) Dash 8-300, (2) CRJ100/200, (2) Beechcraft 1900D www.r1airlines.ca

CANADIAN NORTH H. (Hart) Mailandt, Director, Business Development Tel: 403 383 3453 Aircraft Operated: (4) Dash 8, (6) 737-200 Combi, (10) 737-300 www.canadiannorth.com hmailandt@canadiannorth.com CAN-WEST CORPORATE AIR CHARTERS Art Schooley, President Tel: 780.849.4552 Aircraft Operated: Citation 560, King Air 200, Piper Navajo, Cessna 210, 206, 185, 182

RIDGE ROTORS INC. Hans Nogel, Ops Mgr Toll Free: 1.877.242.4211 Aircraft Operated: (2) B206B2, (1) A Star 350 B2, (2) R44

CENTRAL AVIATION INC. Colin MacLeod, Ops Manager Tel: 403.242.9130 Aircraft Operated: (1) Cessna Citation Ultra 560, (1) King Air B200

ROTORWORKS INC. Jim Hofland, Chief Pilot/Ops Manager; Ryan Cluff, Instructor/Comm Pilot; Kyle Hutchinson, Instructor/Comm Pilot Tel: 780.778.6600 Aircraft Operated: (2) R22 Robinson, (1) R44 Robinson

ENERJET Darcy Morgan, CCO Tel: 403.648.2804 Aircraft Operated: (3) Boeing 737-700NG

WESTJET AIRLINES LTD. Toll Free: 1.888.937.8538 Aircraft Operated: (13) Boeing 737-600, (69) Boeing 737-700, (23) Boeing 737-800

ALBERTA CHARTER OPERATORS CHARTER FIXED WING ADVENTURE AVIATION INC. Michael Mohr, Owner Tel: 780.539.6968 Aircraft Operated: (3) C172, (1) Twin Comanche PA30 (1) Cessna Centurion P210N, (1) Precision Flight Controls “Cirrus II” Simulator AIR PARTNERS CORP. Vik Saini, President Toll Free: 1.877.233.9350 Aircraft Operated: (3) Cessna Citation X C750, (4) Cessna Citation Ultra 560, (1) Cessna Citation Excel 560XL, (1) Cessna CJ2 525A, (1) Hawker 800A Bae125-800A, (1) Bombardier Learjet 45, (1) Beechcraft King Air 200 B200, (2) Beechcraft King Air 350 B300 ABSOLUTE AVIATION Ron VandenDungen, Chief Flight Instructor Tel: 780.352.5643 Aircraft Operated: (5) Cessna 172, (1) Piper Twin Comanche, (1) Piper Aerostar ALTA FLIGHTS LTD. Bob Lamoureux, President Tel: 587.400.9789 Aircraft Operated: (2) Metro 23, (1) King Air 350, (1) Piper PA31, (4) Cessna 172 www.altaflights.com charters@altaflights.com ARIES AVIATION SERVICE CORP Marvin Keyser, President Toll Free: 1.877.730.6499 Aircraft Operated: LR36 Learjet, PA-31 Navajo, King Air 200, Turbo Commander

INTEGRA AIR INC. Brent Gateman, CEO Toll Free: 1.877.213.8359 Aircraft Operated: (3) BAE Jetstream – 31, (3) King Air 200, SAAB 340 B KENN BOREK AIR LTD. Brian Crocker, VP Operations Tel: 403.291.3300 Aircraft Operated: Twin Otter DHC6, Turbine DC3, King Air BE200, Beechcraft 1900 NORTH CARIBOO AIR Ehab Matta, Director of Business Development Toll Free: 1.866.359.6222 Aircraft Operated: Dash 8 100/300, Beech 1900D, King Air 200, Challenger 601, AvroRJ100, Q400 www.flynca.com NORTHERN AIR CHARTER (P.R.) INC. Rob King, President Tel: 780.624.1911 Aircraft Operated: (1) Piper Aztec, (1) Piper Navajo, (1) King Air 100, (5) King Air 200, (1) Beech 1900 OPSMOBIL Ron Ellard, Operations Manager - Fixed wing Toll Free: 1-877-926-5558 Aircraft Operated: (4) C-172, (1) C-206, (1) C-208, (1) PA-31 SKY WINGS AVIATION ACADEMY LTD. Dennis Cooper, CEO Toll Free: 1.800.315.8097 Aircraft Operated: (9) Cessna 172, (1) Piper Senaca I, (1) Piper Navajo Locations in Red Deer and Okotoks R1 AIRLINES LTD. Eric Edmondson, President; Richard Pollock, Business Development Manager Toll Free: 1.888.802.1010 Aircraft Operated: (1) Dash 8-100, (1) Dash 8-300, (2) CRJ100/200, (2) Beechcraft 1900D www.r1airlines.ca

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Directory • AVIATION

SUNWEST AVIATION LTD. Richard Hotchkiss, President/CEO Toll Free: 1.888.291.4566 (1) Falcon 900EX, (2) Challenger 604, (3) Cessna Citation Sovereign, (2) Gulfstream G150, (2) Hawker 800, (2) Lear 55, (3) Lear 45, (1) Lear 35, (7) Beech 1900D, (4) Metro liner 23, (4) King Air 350, (4) King Air 200/B200, (2) Dash 8-300 TEMPEST JET MANAGEMENT CORP Brent Genesis Tel: 866.501.0522 Aircraft Operated: Citation Ultra www.tempestjet.ca

ALBERTA CHARTER OPERATORS CHARTER ROTARY WING AHLSTROM AIR LTD. Kyle Wadden, Operations Manager / Chief Pilot Tel: 403.721.2203 Aircraft Operated: (1) AS350SD2 ALBATROS AIRCRAFT Joe Viveiros, Ops Manager Tel: 403-274-6103 Aircraft Operated: Agusta A109S Grand www.albatrosaircraft.ca BAILEY HELICOPTERS LTD. Brent Knight Tel: 403.219.2770 Cell: 403.370.2750 Aircraft Operated: Bell 212, Bell 206 B, AS 350 B2/BA www.baileyhelicopters.com BLACK SWAN HELICOPTERS LTD. Linda Johnson, President Toll Free: 1.877.475.4774 Aircraft Operated: (1) FX 2, (1) B206B, (2) R44 II, (1) B204C CANADIAN HELICOPTERS LIMITED Don Wall, President/CEO Tel: 780.429.6900 Aircraft Operated: Robinson R22B/B2, Robinson R44II, Bell 206B/BIII, Airbus Helicopters EC120B, Bell B206L/L1, Airbus Helicopters AS350BA/ B2/B3/B3e, Bell B407, Airbus Helicopters AS355F2/N, Sikorsky S76A/A++, Bell B212, Bell B412 EP, Sikorsky S61N DELTA HELICOPTERS LTD. Don Stubbs, President Toll Free: 1.800.665.3564 Aircraft Operated: (9) Bell 206B, (4) A-Star 350BA, (4) Bell 204b, (4) AF350-B2 E-Z AIR INC. Matt Wecker, President; James Pantel, Ops Manager/Chief Pilot/CFI Tel: 780.453.2085 Aircraft Operated: (2) Robinson R44 EDMONTON POLICE SERVICE Tel: 780.408.4218 Aircraft Operated: (2) EC120

GREAT SLAVE HELICOPTERS INC. Kelly Brenton, President; Corey Taylor, VP, Global Operations and Product Development Tel: 867-873-2081 Springbank Base Facility, Tel: 403.286.2040 Aircraft Operated: Bell 206B, Bell 206 LR, Bell 206L3, Bell 206L4, Bell 212, Bell212S, Astar 350 BA, 350B2, 350B3, EC 130B4, BK 117 850D2, Bell 412EP, Bell 407, Bell 205 GUARDIAN HELICOPTERS INC. Graydon Kowal, President/CEO Tel: 403.730.6333 24 Hr: 403.862.1234 Aircraft Operated: (3) Bell 205, (1) AS350 B3, (1) AS350 B2, (1) AS350 SuperD, (1) AS350 BA, (1) Bell206L, (1) Bell 206 HIGH COUNTRY HELICOPTERS Hjalmar Tiesenhausen Toll Free: 1.877.777.4354Aircraft Operated: Bell 206, 206 Long Ranger HIGHLAND HELICOPTERS LTD. Terry Jones, Director of Operations Tel: 604.273.6161 Aircraft Operated: (18) Bell 206B, (2) Bell 206 L-3, (2) AS350 BA, (16) AS350 B2 www.highland.ca MOUNTAIN VIEW HELICOPTERS Paul Bergeron, President/CP Tel: 403.286.7186 Aircraft Operated: (3) R22, (2) R44, (1) Bell 206 MUSTANG HELICOPTERS INC. Tim Boyle, Ops Manager Tel: 403.885.5220 Aircraft Operated: AS350 B3e, AS350 B2, MD500 D, BELL 205A-1++, BELL 212 HP OPSMOBIL Bertrand Perron, General Manager - Rotary wing Toll Free: 1-877-926-5558 Aircraft Operated: (3) R44, (28) R44-II Raven, (5) BH-206B, (1) BH-206L3, (2) AS-350BA, (1) AS-350B2, (11) AS-350FX2, (2) EC-120B PEREGRINE HELICOPTERS Tel: 780.865.3353 Aircraft Operated: (1) B206B3, (1) Bell 206 L3 www.peregrinehelicopters.com peregrinehelicopters@gmail.com PHOENIX HELI-FLIGHT INC. Paul Spring, President Tel: 780.799.0141 Aircraft Operated: (2) EC120B, (3) AS350B2, (1) EC130B4, (1) AS355N, (1) AS355NP, (1) AS350B3, (1) EC135T2e PRECISION HELICOPTERS INC. John Carlton, DOM Toll Free: 1.877.545.5455 Aircraft Operated: (1) AS350BA, (1) AS350D2 REMOTE HELICOPTERS LTD. Jeff Lukan, President Tel: 780.849.2222 Aircraft Operated: (2) Bell 206B, (1) AS350B2, (2) AS350 SD2, (2) Bell 212, (2) 205A1++, AS350 B3E

62 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

RIDGE ROTORS INC. Hans Nogel, Ops Mgr Toll Free: 1.877.242.4211 Aircraft Operated: (2) B206B2, (1) A Star 350 B2, (2) R44 SLAVE LAKE HELICOPTERS LTD. George Kelham, President; Debbie Kelham, Owner Tel: 780.849.6666 Aircraft Operated: (3) AS350 B2, (1) Bell 206 BIII, (1) EC120 SLOAN HELICOPTERS LTD. Troy Sloan, President Tel: 780.849.4456 Toll Free: 1-888-756-2610 or 1-888-SLOAN10 Aircraft Operated: (2) RH44, (1) EC120B, (1) AS350B2 THEBACHA HELICOPTERS LTD. Kim Hornsby, President Tel: 780.723.4180 Aircraft Operated: (1) AS350B2 (1) Bell 206B WOOD BUFFALO HELICOPTERS Michael Morin, President Tel: 780.743.5588 Toll Free: 1.866.743.5588 Aircraft Operated: Bell 206B, Eurocopter EC120B, Eurocopter AS350-B2 operations@woodbuffalohelicopters.ca

JET CHARTERS AIR PARTNERS CORP. Vik Saini, President Tel: 403.291.3644 Aircraft Operated: (3) Cessna Citation X C750, (4) Cessna Citation Ultra 560, (1) Cessna Citation Excel 560XL, (1) Cessna CJ2 525A, (1) Hawker 800A Bae125-800A, (1) Bombardier Learjet 45, (1) Beechcraft King Air 200 B200, (2) Beechcraft King Air 350 B300 ALBATROS CHARTERS Joe Viveiros, Ops Manager Tel: 403-274-6103 Aircraft Operated: Beechcraft King Air B200, Cessna Citation CJ4, Citation X www.albatrosaircraft.ca AURORA JET PARTNERS - HEAD OFFICE / EDMONTON BASE Toll Free: 1.888.797.5387 Fax: 780.453.6057 www.aurorajet.ca CANADIAN NORTH H. (Hart) Mailandt, Director, Business Development Tel: 403 383 3453 Aircraft Operated: (4) Dash 8, (6) 737-200 Combi, (10) 737-300 www.canadiannorth.com hmailandt@canadiannorth.com

ENERJET Darcy Morgan, CCO Tel: 403.648.2804 Aircraft Operated: (3) Boeing 737-700NG GENESIS AVIATION INC. Brent Genesis, President Tel: 403.940.4091 Aircraft Operated: Full complement of turbo props & Business jets www.genesisaviation.ca TEMPEST JET MANAGEMENT CORP Brent Genesis Tel: 866.501.0522 Aircraft Operated: Citation Ultra www.tempestjet.ca

AIRCRAFT SALES GENESIS AVIATION INC. Brent Genesis, President Tel: 403.940.4091 www.genesisaviation.ca jetsales@genesisaviation.ca PRAIRIE AIRCRAFT SALES LTD. Kathy Wrobel, President; Andrew Fletcher, Sales Associate Tel: 403.286.4277 Aircraft Operated: (1) Caravan www.prairieaircraft.com sales@prairieaircraft.com JOHN HOPKINSON & ASSOCIATES Andrew Hopkinson, VP Tel: 403.291.9027 Fax: 403.250.2459 Aircraft: Specializing in commercial and corporate aircraft www.hopkinsonassociates.com sales@hopkinsonassociates.com

FRACTIONAL OWNERSHIP & JET MANAGEMENT AIRSPRINT INC. Judson Machor, Chairman & CEO Toll Free: 1.877.588.2344 Selling interests in Citation XL/S and CJ27 www.airsprint.com flywithus@airsprint.com

investing in entrepreneurship • Investing

The Localize app in action.

Investing in Entrepreneurship Two industry experts advise startups and investors about the financial considerations of investing in an idea

BY NERISSA MCNAUGHTON

You Need Fuel

“Too many businesses are started impulsively by people unwilling to seek out advice, which leads to very high failure The latest Industry Canada statistics show that Alberta rates. So, get advice before you start the business. This helps contributes just over 154,000 small and medium-sized you minimize major errors that can be terminal for startups businesses to Canada’s approximate 1,107,540 overall count. and creates context for your personal finances. Independent Entrepreneurship is alive and healthy in the province, but advice brings experience, realism and detachment from the before you take the plunge into business ownership, there romantic notion of business ownership; an outside party can are a few things you should know. see your blind spots! If you’re already in business, yesterday Entrepreneurship is more than passion. You can’t make is a good time to seek out advice that integrates business your idea go by simply being very excited about it. Like and personal wealth. a great car, it’s not going forward without fuel, and once “A basic business plan with realistic targets is step one. you fuel it up, you need to keep adding that fuel to stay Most businesses these days begin as a in operation. For startups, managing and one-person consultancy, which makes obtaining “fuel” can make or break the cash flow planning as simple as building company. Many startups fail because they an Excel spreadsheet with revenue and don’t have enough, can’t raise enough, expense estimates that follow from the pitch to investors at the wrong time or business plan. Before starting a business, mismanage the funds they have. To help it’s best to understand the short-, mediumemerging business owners avoid these and long-term impact on your personal pitfalls, Business in Calgary turned to finances. This helps you make more two sources to learn the ins and outs of mindful decisions, including whether investing financially in entrepreneurship. or not you actually go ahead with the business. If you have a spouse/partner, The Financial Adviser: Get Help both are affected so you both need to be Andrew Ruhland is the president and involved up front. founder of Calgary’s Integrated Wealth “Private investment in startups is a Management Inc. Ruhland tells entrepreneurs critical element of a vibrant economy, and those looking to invest in a startup a few while we also know that a fool and his/her Andrew Ruhland, president and founder of Calgary’s things to keep in mind.

Integrated Wealth Management Inc. money are soon parted. Most businesses businessincalgary.com | BUSINESS IN CALGARY December 2014 • 63

Investing in Entrepreneurship • Investing

fail because the owner lacks systems and/or discipline, so private investors should look for startups with well-organized, realistic and dynamic business plans that exist outside the owner’s head. It should all be documented in advance.

Solutions such as Manifast from Sunwapta Solutions are an excellent tool. Wise investors take calculated risks (not chances) on skilled, energetic and visionary people who also exhibit organization, discipline, maturity and a willingness to seek and implement experienced advice.”

“Ideally, use cash instead of credit. Psychologically and financially, it’s preferable to start with capital that you and/ or equity investors actually provide to generate new wealth rather than ‘digging a hole’ that you intend to backfill with future business income. This isn’t always possible, especially if the business requires pricey equipment to launch. In that scenario, leasing is often preferable to borrowing to buy.

The Entrepreneur: Use Available Resources

Localize works with grocery stores to deliver on-shelf information programs that identify where food has come from relative to each retail location. Meghan Dear founded Localize in 2011 and now has a team of 10 working with hundreds of retailers in Western Canada.

“The financial barriers that we faced were pretty typical to a startup,” says Dear. “When I started Localize, I had no idea just what the scope of the financial commitment would be. Hiring people, paying yourself, paying rent, hiring lawyers and accountants, setting up a website – all of these things are incredibly expensive! Access to capital … can also be challenging.”

Dear overcame these challenges and Meghan Dear, Founder of Localize offers the following advice based on her experience: “I started Localize with the ‘fail fast’ approach, which meant testing on a small scale before committing to bigger and more expensive endeavours.

For me, this involved making my own website (just a simple drag-and-drop as I had no web design skills) and then having a talented designer mock up a label for me. I visited grocers directly with a copy of my label and a list of products and asked them what they thought about my concept and whether they would be willing to allow me to put the labels up in their store as a pilot. I heard a bunch of noes before I found a first partner. That single grocery store gave me the increment of traction that I needed to properly build and figure out my business.

“Revenue is validation. Whether you are selling $1 app downloads, an enterprise-level software service or a tasty line of dips at the farmers’ market, you need to prove that

64 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

The Localize Team Winning the TEC Venture Prize. Photo courtesy Mack Male.

you can actually make money. Even a small amount of revenue on an imperfect product is proof of your trajectory and your operational capacity. It’s tempting for perfectionists like me to want to overbuild and deliver a perfect product. It’ll never happen, so start selling early!

“Apply for grants, hiring credits and competitions. I think there are an enormous number of entrepreneurs who don’t actually apply for grants. Grants take work and a lot of commitment to get written, but they are incredibly empowering to overcome financial barriers. Nowadays we are incredibly fortunate to be using a number of grants that are allowing us to accelerate and overcome early risk, including IRAP and AITF programs. We also won two major competitions this past year (Good Deals Canada and TEC VenturePrize) and they provided an infusion of cash, but mostly more validation and exposure.

“I don’t propose using a debt tool lightly, but I know that I should have sought out debt financing a little sooner than I did for Localize. As soon as we took a little debt to grow, we took off like wildfire. It was the fuel that we needed to get operational more quickly.”

In Conclusion

Running your own business can be very rewarding on a personal level and financially, but you must be prepared to invest heavily – and this means your time, money and sanity – to get your business off the ground. Thankfully help is on hand, in the form of financial advisers, startup programs, grants, competitions and more. Before you invest your funds, invest in a realistic plan and make good use of the resources around you. BiC

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50 Years of Building Relationships

By John Hardy

Devitt & Forand | 50 Years | 1

The team at Devitt & Forand.

Photo by Bookstrucker Photography.

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into the ground, it is the Devitt & Forand teams of skilled professionals working together and earning the respected Devitt & Forand reputation – one project at a time.

Although the physical aspects – the roof trusses, structure, windows, walls, duct work, the doors and entrances, the trim and the exterior and interior features and finishes – invariably get noticed and associated with the company’s high levels of construction quality and success, Devitt & Forand is a multifacetted management company.

An exceptional construction management company.

“We are cost and scheduling driven but it all starts with listening and open communication with our clients,” says Rick Andison, vice president, development with Devitt & Forand Contractors, one of Calgary’s most experienced,

Devitt & Forand | 50 Years | 2

here’s a little known secret to the remarkable Calgary success story that is Devitt & Forand Contractors.

After more than 50 years of exceptional quality and the successful completion of mostly Calgary industrial, institutional and commercial construction projects, the real business and uncompromised Devitt & Forand priority is – people! And relationships.

The listening and communication that is the basis of the solid relationship with Devitt & Forand clients. The relationship with Devitt & Forand staff. The Devitt & Forand relationships with trades. And the collaborative Devitt & Forand relationship with architects, engineers, consultants and designers.

And it’s so much more than construction.

From concept to completion, long before shovels go

Caesar’s Steakhouse & Lounge in south Calgary

Vista Landing Shopping Centre The new home of BMW of Royal Oak, a Dilawri Group Dealership

Since 1997, it is our people who have made us Proud to be Unique.

We attract the highest quality of professionals at all levels of experience; 1st year, 2nd year, 3rd year, Journeymen and Foremen.

UNIQUE SERVICE UNIQUE DESIGN UNIQUE PEOPLE

Join our team at www.iam.proudtobeunique.com

CONGRATULATIONS TO FOR 50 YEARS

IN BUSINESS

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Visit www.uniquescaffold.com for more information.

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Devitt & Forand | 50 Years | 4

Providence Pre-School

The respected, Calgary-based company has stayed true to core values and continues with an uncompromised emphasis on relationships and keeping the business personal. diversified and innovative general contractors and construction management companies.

“It’s vitally important for us because it ensures that we understand their specific and unique needs. Part of what sets us apart is the ability to communicate with all stakeholders – from the client, the consultants, engineers, subtrades and our on-site staff. Everybody knows what is

expected, what is needed and what we will achieve.

“Let’s face it. Construction processes are somewhat similar.

But the stages of the project and the final delivery is much smoother and efficient when everybody is on the same page and we all understand the details of the client’s needs.

“Because, at the end of the day, that’s what it’s all about: the client’s needs and expectations.”

www.ultralitedoors.ca Ultra-Lite Doors has served Calgary and area for more than three decades, with durable and distinctive overhead doors in a full range of prices, styles and materials. Family owned and operated, Ultra-Lite Doors offers expert installation and service, along with products from the world’s top manufacturers.

Congratulations, Devitt & Forand!

Wishing you continued success.

Devitt & Forand | 50 Years | 5

Andison is a straight-shooting, high-energy and seasoned construction professional who rarely minces words. Particularly about the company’s philosophy, approach, standards and the role and value of the Devitt & Forand team.

“From new builds, additions to renovations, setting expectations, internally and externally, communication and collaboration are huge factors and important for the way we do things. We really don’t believe in isolating people or trades or any kind of pecking order.

“It’s more than theory. We walk the talk,’” he says with firm conviction. “Everybody participates. Everybody works together. Everyone is accountable for the project to happen and succeed as planned. From the president, the engineers, the estimators all the way to the guy at the end of the screw gun or driving the backhoe.

“We assume complete responsibility for the construction of every project. Our focused team approach results in a higher quality of construction, staying on-budget and a better and problem-free on-time completion.”

With growth comes success. With success come reputation, expectations and invariably high standards.

In the past half-century of growth and success, the innovative Calgary company has kept up to date with the most contemporary aspects of construction, like technology, trends, techniques and the latest construction systems.

There is a Devitt & Forand difference and it continues to set the company apart.

The respected, Calgary-based company has stayed true to core values and continues with an uncompromised emphasis on relationships and keeping the business personal.

“Our client relationships matter the most,” says president and CEO, Brenda Brunette, with enthusiasm and pride. “Keeping it personal not only makes us more effective but ensures that our clients never, ever, feel like just a number in a project file.”

Brunette explains that she is from an accounting background and served as the company’s chief financial officer, acquiring actual construction-industry expertise by osmosis. She abruptly took on president and CEO responsibilities about two years ago, after the sudden death of her husband (and Devitt & Forand chairman and president) Al Brunette.

“Although we continue to earn our track record with every project and every completion,” she points out with a passion for the company and its deep-rooted traditions, “the industry is so dynamic, changing and sophisticated. We are determined that our values, our priorities and how we do business never change.

“We are strict and focused about maintaining our company standards and our commitment. We listen to

Canadian Welding Bureau

it possible for the company to individualize terms and conditions and contractual arrangements to fit the detailed and specific needs of the client’s individual project.

Brunette underscores another important aspect of the Devitt & Forand difference.

“Many of our clients are repeat clients or direct referrals.

That is such positive and gratifying feedback. Actually,” she says with a satisfied, warm smile, “word of mouth is the ultimate reference and testimonial. It also makes it possible for us to continue building our reputation with experience, integrity, vision and results.”

Despite many changes, both within the construction industry and when it comes to the needs and expectations of clients, Andison highlights some of the new ways of doing things and how it keeps the company contemporary, relevant, successful and much in demand.

“No doubt about it, technology has a tremendous impact, not only with actual engineering, planning and estimating stages but the many significant changes with building systems, techniques and materials and other key aspects of the construction process.”

Constant training and upgrading is not only an important component but a company priority. Devitt & Forand staff and trades embrace change and are constantly up to date.

Quality System ISO 9001:2008

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Devitt & Forand | 50 Years | 6

our clients. That’s number one! We build on our strengths and we continue to be unconditionally fair and honest in everything we do. Of course we make sure all the i’s are dotted and t’s crossed and we are always conscious of the invaluable trust factor with our clients, in our industry and in our community.”

Rick Andison outlines that the personalized client and professional relationships, the rapport, the listening and the communication with not only clients but consultants and trades, are all special aspects of the Devitt & Forand difference and the way the company does business.

From projects like building banks and car dealerships, the extensive modernization and renovation of hospitality facilities, the Alberta Trade Centre, retail malls and plazas, schools, the complete renovation of the landmark Caesar’s Steak House in south Calgary to the redevelopment of the popular Signal Hill Library, various multi-tenant residential buildings, a full-scale renovation of the Stroke Unit at Foothills Medical Centre, construction management services for ongoing site renovations and upgrades for SAIT, the Ernie Starr Arena, Fairfield Inn and many other Devitt & Forand projects throughout Calgary.

The personalization and customization which has become a well-known Devitt & Forand specialty makes

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Congratulations Devitt & Forand

on this half-century milestone!

Wishing you continued success.

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Congratulations to Devitt & Forand!

Here’s to another half century of continued success!

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Congratulations to Devitt & Forand for 50 Successful years in business!

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Through the strength and integrity of our team, we will provide our services on time, on budget, every time. #2, 215 - 36th Ave.,N.E. Calgary, AB T2E 2L4

T: 403.277.3077

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Devitt & Forand | 50 Years | 7

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Andison explains that technology is also vital for project and budget management, scheduling and the completion and delivery of projects. He adds that it is also a valuable tool for the company’s ability to be in constant communication with clients, consultants, engineers and its on-site crews.

Devitt & Forand is also widely recognized as an industry leader in the areas of sustainable design and construction, by its management of many projects according to the important LEED rating system. The company’s LEED professionals work with building systems that deliver innovative solutions and incorporate green building materials, light retrofits, employee energy awareness and risk management programs with project completions that have positive, long-term effects on the environment.

He openly admits that a major, current challenge of the construction industry is finding qualified, skilled and reliable trades and professionals. He attributes part of the problem to be the boomer bubble. Some trades with years

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Devitt & Forand | 50 Years | 8

Andison concedes that although Devitt & Forand is not immune to the skilled trade squeeze, the industry-leading company’s distinguished 50-year track record and industry reputation is an advantage and a competitive edge.

of experience are approaching retirement and, for several reasons, the younger generations are not as interested in construction trade areas like carpentry, plumbing, masonry, electrical and others.

Andison concedes that although Devitt & Forand is not immune to the skilled trade squeeze, the industryleading company’s distinguished 50-year track record and industry reputation is an advantage and a competitive edge. It enables the company to not only continue the completion of projects with experienced staff and trades but makes it possible to attract qualified staff who are mentored and trained to be productive members of the outstanding Devitt & Forand team.

More than most aspects of the complex and specialized project planning and construction process, he stresses the dynamic rapport and unconditionally honest and truthful communication with clients as a key component of not

only Devitt & Forand’s success but also the company’s industry reputation.

“Our clients are consistently encouraged to ask all questions, about anything and any time. And we always respond to them straight and honestly. The good news and the bad news. It’s what they expect from us. It’s so gratifying when we get comments from clients, mentioning that they value the Devitt & Forand honesty and directness.

“The past and track record and achievements are nice, but we must (and do) prove ourselves each and every day!” Rick Andison emphasizes with driven professionalism. “After all, like life – construction and contracting is a competition.”

The exceptional high quality of work, the rapport and relationship with clients and the uncompromising attention to detail makes the respected, Calgary-based contractor a solid winner! •

www.devitt-forand.com 403.255.8565

Devitt & F

Far left photo - Stacey Jaeger.

Right photo, L-R: Laurie Jaeger, Kari Burley, Deena Badger

35 Years and Counting Devitt & Forand | 50 Years | 8

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Written and photographed by Tiffany Burns

un by four siblings, Jaeger Electric provides services in the commercial and industrial markets. ThroughThrough out Western and Central Canada, the company is especially well known for its work at airports, specializing in airfield lighting control systems, signs, wind towers and flight information displays.

Jaeger Electric is one of the few electric service companies in Calgary that installs different systems beyond the purely electrical. Jaeger has years of experience installing fibre optic systems, parking systems (ticket submitters and gate arms), street lighting, public address systems, fire alarm systems, generator systems, temporary generator systems, backup battery systems, underground duct systems, narrowcast media systems, audio/video systems, variable message signs, access control systems and closed-circuit TV. Jaeger Electric has been crafting a reputation for solid, reliable work since 1979. That reputation is inextricably linked to the company’s founder and namesake, Bruno Jaeger.

“I can be somewhere I’ve never been before, wearing a Jaeger Electric jacket,” says his daughter Kari Burley.

“Strangers will walk up to me and say, ‘Jaeger Electric? I knew Bruno.’”

Bruno Jaeger was well known in the industry. His famfam ily emigrated from Germany in 1953, when he was just nine years old. By the 1960s, he was working as

an electrician in Calgary. In the ’70s, Bruno was hired as the electrical superintendent for a local electrical company overseeing the construction of the new airport terminal. When the project was completed, the building owner suggested he start his own company to provide the maintenance.

With four children, aged one to 14, it was a risk to start up on his own, but Bruno decided to take the leap. In 1979, he founded Jaeger Electric. The airport and its tenants have been major clients for Jaeger Electric ever since.

Bruno’s three daughters and one son grew up living and breathing Jaeger Electric, regularly regaled with their father’s tales of exciting new projects. His son, Stacey, was particularly fascinated. At the tender age of six, he started to go to work with his dad after school and Saturday mornings. He was immediately hooked. Stacey even spent his spare time in junior high reading the electrical code book. No comic books or thrillers for him. Or lingering over schoolbooks, for that matter.

“I always liked electronics,” says Stacey, now president of Jaeger Electric. “I was always messing with something.

I could create a doorbell or turn on a light with a piece of tinfoil and a couple of wires.”

Nor could his three sisters resist the electrifying force field of the family company. Laurie Jaeger, the eldest child, remembers a time at age 18 when her dad got a service call well past midnight. “He woke me up and I went with him.”

Today she is the vice president and controller.

Kari Burley, the second eldest sister, is project manager and safety manager. Deena Badger, the baby of the family,

Jaeger Electric | 35 Years | 1 75

The company has approximately 40 full-time staff and a fleet of over 30 vehicles and equipment. Although the company moved into a 7,500-square-foot building in 2005, the growth in contracts has resulted in Jaeger Electric outgrowing their space.

www.ewcl.net | 403.250.7060

Congratulations to Jaeger Electric on 35 years in business!

We wish you continued success.

is the credit manager. She also runs human resources.

In 2003, Bruno passed away. Some clients thought the company couldn’t run without him, but Stacey, Kari, Deena and Laurie banded together to prove any doubters wrong.

Now, as it has been since the company was founded 35 years ago, business is booming. Since their father’s untimely death, the Jaeger siblings have quadrupled sales. The company has approximately 40 full-time staff and a fleet of over 30 vehicles and equipment. Although the company moved into a 7,500-square-foot building in 2005, the growth in concon tracts has resulted in Jaeger Electric outgrowing their space.

With that challenge came a new opportunity. After renting space for decades, the company has acquired land in Balzac, where it is building a 14,000-square-foot commercial space. Not only will the extra room allow the company to continue to grow (they have the ability to add on another 14,000 square feet), they will be able to offer leasing to multiple tenants.

“With a new office and yard space we’ll be able to expand office staff to handle more projects – and bigger projects,” says Stacey.

The new building will be a milestone beyond the traditional business sense.

“It’s a big move,” says Deena. “We’ve been working so hard for the past 11 years since dad died, learning the processes. Moving into a new building – that we own – is a huge accomplishment for us.”

Jaeger Electric is handling all the electrical and mechanical in the new building, of course. On track for

Jaeger Electric | 35 Years | 2

lightning-fast completion, the company expects to move in next August.

One of the ways Jaeger Electric has attracted clients is its technology savvy. Stacey credits the company’s ability to stay ahead of the curve as a prime ingredient keeping the company moving forward.

“We installed the first fibre optic cable at the airport in 1994,” says Stacey. Running between two buildings at the airport, fibre optic was a natural choice over copper, and helped pass data for longer distances.

Stacey also left incandescent bulbs in the dust a decade ago. Jaeger Electric has been installing LED (light-emitting diode) lights at the airport for 10 years, well before many other companies adopted the long-lasting technology.

“The cost is a little bit higher, but the maintenance is cheaper.

So in a way we’re putting ourselves out of work.” Stacey laughs and explains that LED lights have 15-year warranties on them.

“They don’t need us to maintain it whereas an existing fixture is going to need maintenance every three years.”

Half of the contracts at Jaeger Electric are maintenance,

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Congratulations Jaeger Electric!

Proud to be working with you, and we wish you many more years in the industry.

Jaeger Electric | 35 Years | 3

“We took the dream he built and expanded on that. This is the legacy we’re going to leave for our kids.” but don’t expect the workload at the company to slow down due to LED lights. Jaeger Electric is moving forward with solar panel installation, with four out of only 28 people in Alberta certified in Construction Electrician Solar Photovoltaic Systems. To test the technology, Jaeger Electric installed solar into four of its own construction trailers, to provide green electricity.

“I have one trailer that’s over three years old now – the first one we built,” says Stacey. “It has never been plugged into an outlet.”

He plans to expand Jaeger’s solar offerings, in keeping with a mainstay of the company’s business plan: diversity.

“We do a lot of different systems besides just general electrical,” says Stacey. “We do fibre optics, parking systems (ticket submitters and gate arms), flight information systems, access control systems, closed-circuit TV. A lot of companies don’t do all that. We do it all. We even do the majority of our own excavation.

“We come in and excavate and install the ducts, install the power cable and make all the final connections,” he continues, “whereas other companies subcontract that out. We can handle projects from start to finish. People don’t have to hire one person to do this and one person to do that, and coordinate it in between.”

The company also has a strong commitment to safety, holding a Certificate of Recognition (COR) from the Alberta Construction Safety Association (ACSA). Jaeger has a health and safety program in effect that is adhered to by all employees both in the field and in the office, along with a full-time safety officer to ensure the program is followed by all employees. Jaeger holds a current Alberta Workers Compensation Board (WCB) account. All employees have standard first aid certificates, Workplace Hazardous Materials Information

Kari Burley

Deena Badger

Laurie Jaeger

System (WHMIS) and Construction Safety Training System.

Select employees also have formal training in articulated boom lifts, scissor lifts, confined space entry, H2S Alive, Lock out / Tag out (LOTO), skid steer and forklift operating.

Many of the work systems incorporated by founder Bruno Jaeger are still in place.

“We often go back to how dad did it,” says Deena. “So often we realize it still works. Even though it was 20 or 30 years ago, it still works.”

The siblings credit their strong family upbringing as the glue that helps them work together – as well as their ability to recognize their differences.

“We all have different strengths,” says Laurie.

“My version of a family-run business is that they care,” says Deena. “They care about the business, they care about the service they give out. When I’m looking for a different service, I try to support familyowned companies.”

Laurie’s two daughters, Melissa and Kim, have both joined the company. A cousin works in maintenance and new installs, and Deena’s husband works in service, but the Jaeger Electric family isn’t limited to those who are directly related.

“Some of our employees have been here more than 20 years,” says Kari. “They’re as much a part of the family as our siblings are.

That’s the atmosphere that attracts people to us. I have clients who call me today – who started calling dad 30 years ago. They can still call me today, and still get the same person they always get, who knows their building and knows what’s been done before.”

Bruno’s electric legacy is growing exponentially.

“When dad was running the business, he was just one person,” says Kari. “Now there are four of us. We can take on more work and larger projects.”

As they celebrate 35 years and look forward to the next 35, Deena says their dad would be proud.

“We took the dream he built and expanded on that. This is the legacy we’re going to leave for our kids.” •

Stacey Jaeger

www.jaegerelectric.com

403.250.5990

Rising Up: ENTREC Corporation Continues to Raise its Game ENTREC’s impressive track record of rapid growth provides a solid base for a strong and purposeful acceleration into the crane market

W

By Nerissa McNaughton

ho is ENTREC? The company, built on a combination of acquisitions and organic growth, dates back to 1995 with the formation of Schell Equipment. In 2009 a public capital pool company called EIS Capital was formed. Heading the management team were the former executives of Eveready Inc.: executive chairman Ron Marlin, former CEO of Eveready Inc. and the founder/president of Marlin Travel Group; president and CEO John Stevens, former VP and CFO of Eveready Inc. and the former president, CEO and COO of NC Services Group; and CFO Jason Vandenberg, former vice president finance and CFO of Eveready Inc., and former vice president finance of Afexa Life Sciences Inc. In May 2011, EIS Capital acquired non-core heavy hauling assets from Flint Energy Services. At this time the EIS Capital name changed to ENTREC, which stands for energy, transportation, rigging, engineering and cranes.

After the Flint Energy Services acquisition, ENTREC expanded rapidly. Thirteen more acquisitions worth over $200 million followed as ENTREC looked to aggressively expand both geographically and in operational scale. Currently, ENTREC services the oilsands and liquefied natural gas (LNG) industries in Western Canada, along with the Bakken oilfield in North Dakota. Other industries serviced include conventional oil and gas, mining, petrochemical, pulp and paper, infrastructure, refining and power generation.

The rapid trajectory of ENTREC’s earnings speak to the management of the company, the assets and the confidence of the stakeholders. In just one year (December 31, 2012 to December 31, 2013) revenue increased from $132,491,000 to $212,911,000. During this time period ENTREC’s asset value grew from $265,369,000 to $359,787,000 and shareholders’ equity rose impressively from $115,992,000 to $179,768,000.

www.entrec.com

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Regardless of how quickly ENTREC grows (and the rate of growth is truly astounding) or how successful the company becomes, the corporation is quick to credit their valued employees, from administration to engineering and logistics, as critical components in their success. For ENTREC, employee ownership is a mandate that gives each worker a vested interest in the company and allows the employees to share in the benefits of the corporation’s success. The company’s core values ensure employees are guaranteed a safe working environment where they will be motivated, engaged and respected.

Through additional core values, the company further pledges exceptional customer service that exceeds the needs of each client, integrity in every transaction and improvement of the communities and environments in which they operate.

Clearly ENTREC has reached a high point of growth, customer service and employee satisfaction – but they are just getting started.

“Each acquisition, along with the rapid organic growth, was a stepping-stone and laid the foundation for our overall goal: to enter the crane business in a serious and impactful way,” says John Stevens, president, CEO and director of ENTREC. “We will become Western Canada’s number one crane business because of engaged employees delivering excellent customer service and doing it safely; and we will remain in that number one position because we will never deviate from our core values and our commitment to our communities and the environment.”

In an open shareholders’ letter (2013) Stevens noted a very significant development ENTREC undertook in support of their goal. “The year’s most important event was our acquisition in July, 2013, of GT’s Crane and Transportation Services Inc. GT’s was based in Grande Prairie and had approximately $53 million in annual revenue, recently built state-of-the-art equipment, including 45 cranes, and had a well-designed facility under construction. The acquisition was valued at approximately $54 million in cash and shares and made ENTREC the leading crane services and heavy haul provider in northeast B.C. and northwest Alberta.”

Can they sustain their momentum as they increase their market share in the crane industry? Of course they

John Stevens

can. ENTREC’s growth is the result of careful and calculated planning; the future has not been left to chance.

“We had a strategy,” Stevens explains. “We wanted into the crane business and also wanted to grow geographically. This means we had to get into the oilsands.

We did acquisitions in Fort McMurray and Bonnyville, as well as acquisitions that got us into all of the major oil and gas producing centres: the Bakken region, northern B.C., northwest Alberta, and more.”

Evidence of this strategy is displayed in Stevens’ beautiful office, which resides on the third floor of ENTREC’s stunning new 100,000-plus-square-foot headquarters on the western edge of Acheson. From his floor-toceiling windows Stevens can see over 60,000 cars go by daily on the Yellowhead Highway. The hutch on his desk is topped by a long line of baseball caps; each one is

www.entrec.com

from a company ENTREC acquired and they are lined up in the order the acquisitions took place.

After having entered the crane business in 2012, ENTREC quickly grew its fleet to 165 in 2013. Its ongoing commitment to becoming the premier crane service provider in Western Canada is perhaps best illustrated by its current comparative fleet count – which now stands at 245.

“We are well positioned to take care of the oilsands industry,” says Stevens, pointing out the importance of allterrain cranes in the oilsands, especially for MRO work. “The maintenance work is certainly there and ongoing. We are prepared to take full advantage of the growth of in situ.

“ENTREC is very well positioned to serve the industry’s growth because of the major capital investments we’ve made to the oilsands,” Stevens continues. “We have developed a new yard with a large shop well under construction, on the south side of Fort McMurray, and are committing more and more equipment to that operation each month. We also have another new, large facility with a significant amount of equipment in Bonnyville, which is in the heart of the busy in-situ and heavy oil country to the south.

“Our Calgary location serves the local market and notably also has significant experience in handling U.S./ Canadian cross-border traffic, a significant traffic stream which is steadily increasing as it relates to oilsandsbound infrastructure. We’ve also invested in supporting our customer not only in the field, but also through their head offices – and thus established a local business development office in downtown Calgary about a year ago.

This on-the-ground commitment is critically important as we continue to expand our presence in oilsands, and other aspects of energy such as LNG, where ENTREC is

The crane fleet is capable of mastering any application. The fleet includes: • Crawler cranes for use in oilsands mining and in situ construction, LNG construction, infrastructure and miscellaneous projects • Rough terrain cranes for use in oilsands mining and in situ construction, LNG construction and drilling and other construction projects • Carry deck cranes for use in plant site maintenance and construction • All-terrain cranes used in the oilsands, maintenance and repair operations (MRO), taxi work, LNG drilling, infrastructure and other industrial work • Hydraulic truck cranes used in oilsands MRO, taxi work, LNG drilling, infrastructure and other industrial work • Picker trucks (the largest fleet in Canada) used for in situ MRO in the oilsands, conventional oil and natural gas projects and other industrial work

also well positioned with operations in Kitimat, Prince Rupert and Terrace, British Columbia.”

Currently, ENTREC is doing a wide variety of work for all of the industry’s major oil and gas corporations as well as engineering and procurement companies. The very

www.entrec.com

diverse and extensive client list includes all the heavy hitters across every western Canadian region that has natural resources interests. These clients include: Husky Energy, Suncor Energy, Encana, Esso Imperial Oil, MEG Energy, Canadian Natural Resources, Devon Energy Corporation, Laricina Energy Ltd., Cenovus Energy, ConocoPhillips Canada, Nexen, Shell Canada, Rio Tinto Alcan, Apache, Paramount Resources Ltd., Progress Energy Canada Ltd., WorleyParsons Resources & Energy, Flint Energy Services, Fluor Canada Ltd., JV Driver, Bantrel, PCL Construction, URS Corporation, Express Integrated Technologies LLC, CB&I and Ledcor Group.

In 2014, ENTREC claimed the fourth spot on Alberta Venture’s Fast Growth 50 list and was also named as one of Alberta’s Top 65 Employers. “It all comes back to employee ownership,” says Stevens who credits every hard-working member of the team for the recognitions.

“We are really big believers in employee ownership. It’s been our goal to be in the Top 100 since day one. We achieved this because of our core values and employee ownership program. We built our entire business model on engaged employees and strong core values. Out of 700 employees, about 500 are owners in the company.

This certainly helped us achieve such a high rating in the Top 100 program.”

Another driving factor for the Top Employer’s recognition is ENTREC’s “if it is important to our employees and important to our customers, it’s important to us” philosophy. To this end, ENTREC has supported one of their em-

ployees who ran across Canada in support of cancer research, provided a free barbecue meal to the volunteers helping with the High River flood, donated a bobcat and crew to last year’s flood cleanup efforts, sponsors playgrounds, local 4-H clubs and so much more.

Stevens’ leadership has also been well recognized. In 2013 he was winner in the Leaders of Tomorrow awards and a finalist in the EY Entrepreneur of the Year awards (prairies region) in the emerging entrepreneur category.

The future holds nothing but promise for ENTREC. Bitumen production in the oilsands remains at or above forecasts with a steady increase predicted through 2030. Two proposed LNG export facilities and four possible pipelines prove the outlook for the LNG industry is strong as well. With ENTREC ideally situated in the heart of these thriving sectors, there is only one direction for the company to go: up.

“We are just getting started,” smiles Stevens. “The crane and heavy haul industry is a worldwide industry.

Our goal in 10 to 15 years is to be a global company. We will take advantage of the growth here and then we will venture beyond this geographical region. We will keep growing and succeeding, and we will do it the same way we built our company to this level; with employee ownership and engagement.”

www.entrec.com

C O N T A V A : SECURING THE FUTURE T

BY NERISSA MCNAUGHTON

hink of the word “security.” Are you imagining a guard or police officer, perhaps an alarm system, closed circuit camera or an electronic lock on a door? Behind those commonly imagined security devices are computers, software and networks which enable these people to do their jobs. This is where CONTAVA comes in. “We provision and administer the IT infrastructure and software necessary to collect security data and apply the security rules decided upon by management. We monitor the network, look at the security devices and ensure, 24 hours a day, security is playing its role in protecting businesses assets. We are the behind-the-scenes part of what makes a business secure,” explains CONTAVA president Curtis Nikel.

CONTAVA does business in the security vertical of information technology. “The opportunity which I saw,” says Nikel, “was that the information technology (IT) departments within companies were being asked to take the lead on the procurement and the administration of security technologies. This made perfect sense as most companies IT infrastructure existed amongst all of their properties. Armed with the request to procure security, IT departments then began to search for partners

CURTIS NIKEL

who could explain how security devices would behave on their networks and what the configurations would look like. Further, they needed to ensure these technologies would meet the needs of the security department and allow them to apply those security rules mentioned earlier. Understanding that IT knows best

C O N TAVA I N C . | 1 0 T H A N N I V E R S A R Y | PA G E 1 83

how to install and manage technology while security knows best how to establish rules and apply them, CONTAVA was created to bridge the two industries together.”

Nikel’s instinct was right. The doors opened for the business in 2004 and ten years later, the company continues to grow at a rapid pace. “The growth has been fuelled by the passion of our employees, the trust and acceptance within our target markets and the leadership the team has been able to offer our clients,” says Nikel with pride in CONTAVA’s achievements. “There is nothing more important to CONTAVA than our culture and the quality of our people. That’s what drives our success.”

Just how important is protecting client data in this day and age? Very! One needs to look no further than the recent high profile cyber attacks on Home Depot and Target. The Home Depot attack alone put 56 million consumer credit and debit cards at risk across Canada and the States. “The cyber attack risk exists for every business,” stresses Nikel. “It’s happening right now as you and I talk. People are trying to hack into networks and obtain that confidential data we all store. The concern is we are all moving into everything being networked, from our home alarm to our refrigerators; even one day our cars will report back to the manufacturer when parked in our garages. We are so networked and the risks are enormous, to individuals and companies.”

What’s a company to do? Operate off the grid? That’s impossible in a world where your business doesn’t survive if we can’t search for it on Google. “You need to be connected to do business today, but you also have to protect your data,” says Nikel.

“This is where CONTAVA is going. We must be leaders in this area. To work on client’s networks, businesses need to have cy-

ber business policies that protect clients and ensure integrity is never compromised.”

Canada was more than ready for CONTAVA. Their first large project was University of Alberta’s Enterprise Square in 2006.

“That project gave us an opportunity to work with a well-known builder and electrical contractor. It also gave us the opportunity to on board proficient technical people and create a solid foundation for business in Edmonton,” says Nikel.

Many more high profile projects quickly followed, including work for the City of Calgary’s LRT system. This project showcased the full cross section of CONTAVA’s talents, including data networking, fibre optics, video storage, a command and control center, engineering, electrical work and ongoing support.

In Edmonton, CONTAVA recently completed the upgraded command and control center for the LRT and is applying its security technology in many of the construction projects underway in the downtown area.

Today, CONTAVA works across Canada. Its clients have properties and employees working east to west and CONTAVA’s employees are right there supporting their needs. CONTAVA technology, in the hands of the security professionals, allows millions of people to go safely to work, unlocks and locks thousands of doors, and archives hours of video for investigations.

While you’re not at work, CONTAVA technology is protecting your workplace so you have one to return to the next day.

“The CONTAVA difference is that we only focus on security,” Nikel explains. “We are security professionals; we employ professional engineers and perform design services for our clients.

Our staff of university and college graduates combine to offer a

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very high IT IQ to our clients and allows us, as a team, to dede liver on many complex opportunities. We are the only security integrator this committed to the industry in Canada. As a fullfledged engineering company, we often earn the opportunity to work with others to be part of the early design on client’s facilities. This early planning ensures our clients receive a wellfunctioning and secure building.

“Once on board with CONTAVA, our staff receives industryspecific, ongoing education. We are committed to staff that are likeminded to learning, have a passion for security and for makmak ing the community a safer place. We have a set of corporate valval ues that we live by, and we expect our employees to live by them as well. Wellbeing, integrity, respect, creatively, accountability

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and passion can be found in all of our people. We are all focused on delivering results that make a difference.”

CONTAVA also makes a difference in the community. “CONTAVA’s culture is one of fun, respect and continuous learning,” smiles Nikel. “We get involved in many activities, both individually and corporately. There is not a day that goes by when someone posts a fundraiser or charitable event on our company’s intranet.” CONTAVA’s charitable participation includes the ALS Ice Bucket challenge and 630 CHED’S Santa’s Anonymous, among many others.

One charitable organization that is very dear to Nikel is Crime Stoppers. He is the second generation president of the Edmonton and Northern Alberta chapter. “The value Crime

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Stoppers provides communities in Alberta is unbelievable,” he points out. “I recently met with the Edmonton Police Service and the RCMP. In both cases, the senior officials had trementremen dous respect for what Crime Stoppers provides them by way of intelligence and how it offers anonymity and information.”

This year, Nikel won a well-deserved Leaders of Tomorrow award and he’s poised to keep the company on its path of growth by adding new client-centric services. He also wants CONTACONTA VA to continue as an employer of choice in the industry. He’s thankful to his clients, staff and many supporters, both personal and professional. “Building a business is a team effort and you

need to work with individuals and groups inside and outside of your wall to achieve this.”

Nikel’s philosophy ensures CONTAVA and his team have a bright future forecast. “Think big,” he says in closing. “You only get what you ask for in life.” CONTAVA asked for, and received success; but it’s not an inward-focused success.

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red hot! • Real Estate

Red Hot! After a slow post-recession recovery, Calgary’s new and resale condo market is on a tear once again

BY BEN FREELAND

A

Lurie contends that numerous factors are contributing to late October report released by PricewaterhouseCoopers Calgary’s surging condo sector.

Canada and the Urban Land Institute cited Calgary Among these are skyrocketing prices for single-family homes and Edmonton as the country’s top two real estate (currently benchmarking at $512,000), markets, with Calgary leading the pack an extremely tight rental market pushing with a slight edge over Edmonton. would-be renters into the condo market, While this information came as little persistent high in migration to the city surprise with regards to the overall resiand an overall trend towards highdential real estate market, the biggest density downtown living. news has been the remarkable comeback Moreover, this recent rise in condo story of Calgary’s condominium market, prices, coupled with the tight rental which in the years following the 2008 market, has made the sector much financial crisis has lagged considerably more attractive to investors involved behind the single-family home market. in the secondary rental market, adding “It’s taken a long time for condo prices further fuel to the sector. to recover from the recession,” says “Until recently single-family homes Ann-Marie Lurie, chief economist for were accounting for 70 per cent of the Calgary Real Estate Board (CREB).

Calgary’s residential real estate market,” “In recent years we’ve seen a red-hot she notes. “We’ve seen that rate drop to single-family market and a largely flat around 66 per cent, and it’s continuing condo market, but this year the condo Ann-Marie Lurie, chief economist for the Calgary Real Estate to decline.” market has finally started to take off.”

Board (CREB) businessincalgary.com | BUSINESS IN CALGARY December 2014 • 87

red hot! • Real Estate

“Anecdotally we’re also seeing a trend of downsizing boomers moving into condos, but the lion’s share of this growth is coming through in-migrating gen-Xers and millennials.” ~ Felicia Mutheardy

By the numbers, Calgary’s condo market grew by 2,495 absorptions between January and September of this year, with prices currently standing at a benchmark price of $298,800 for apartment-style condos and $336,000 for semi-detached and row-type units. Of this 2,495, nearly half have been in the downtown core, with 1,197 condo starts (up from 204 the previous year) year-on-year as of September.

Other areas seeing substantial growth include the beltline area, the Northeast and the North Hill areas. Strong growth areas in the condo market have tended to correlate with proximity to C-Train lines.

Felicia Mutheardy, senior market analyst for the Canada Mortgage and Housing Corporation in Calgary, maintains that the city’s surging condo market is closely tied to its runaway population growth.

“Calgary’s net migrants are mostly between the age of 20 and 34, which represents a huge number of first-time homebuyers,” she says. “We’re coming off two consecutive record years of net migration, and this, in combination with the tight rental market, is creating massive demand for condominiums. Anecdotally we’re also seeing a trend of downsizing boomers moving into condos, but the lion’s share of this growth is coming through in-migrating genXers and millennials.”

Mutheardy contends that the current level of growth in the condominium market is almost unprecedented. “We’re in the midst of the second highest level of condo production in the city’s history, and the highest rate since 1978. Inventory is extremely low; we only had two units in inventory in September, and construction is ramping up,” she cites.

“Basically units are filling up as quickly as they can be built.”

This surge in demand for high-density urban living spaces in the form of condominiums is far from just a Calgary phenomenon.

The October PwC report states that Canadians are moving 88 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

from the suburbs to downtown settings in large numbers, with urban centres growing at around 7.1 per cent from 2006 to 2011, and resulting in condo booms in almost all the country’s major cities. PwC tracks that it is mostly 40-andunders who are driving this trend, motivated in large part by high house prices but also by environmental concerns and a desire for shorter and less costly commutes.

The report also notes that Calgary, Edmonton and Vancouver are currently experiencing the fastest downtown residential growth owing to disproportionate job growth in the western provinces. Calgary, moreover, has also emerged as Western Canada’s leading retail growth city, according to the PwC report, with growth rates matched only by Toronto, a factor that has also contributed to making downtown living more attractive.

While market experts in Toronto and Vancouver are increasingly worried about an oversupply of units and an unhealthy predominance of wealthy foreign investors involved in the secondary rental market, their Calgary counterparts harbour no such worries.

Ann-Marie Lurie argues that while Calgary’s presently red-hot condo market will taper off a bit in the coming years, demand will remain strong for apartment-style, row and semi-detached developments for the foreseeable future.

“We’re going to see a ramping up of single-family house construction in the next year, and this is going to turn the heat down a bit in the condo market, with prices levelling off,” she details.

“But with population growth continuing unabated we’re certainly not worried about prices dropping off. I think it’s fair to say we’re moving towards a more balanced residential market, such as we haven’t seen in quite some time.”

After a number of rocky post-recession years, Calgary’s condominium market is back from the brink, and by the looks of it will remain strong for the foreseeable future. BiC

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90 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

[title] • [section]

Leading Business Connecting to solve business challenges

DECEMBER 2014

Supporting Calgary’s Small Business Community

C

algary is Canada’s small business capital. Of Calgary’s 54,500 businesses, 95 per cent are small businesses with less than 50 employees. Small businesses are drivers of economic development that help stimulate growth and innovation.

There is a special entrepreneurial spirit in Calgary’s small businesses, a can-do attitude that leads many small businesses here to grow into national and even global players. Many of the businesses truly impacted by last year’s floods were small businesses, and more than 99 per cent of those businesses have reopened, a true testament to their ability to recover and their resiliency.

Despite these strengths, small businesses face many challenges that make it difficult to thrive. Small businesses provide half of all Canadian jobs and make up nearly 30 per cent of our GDP, so when small businesses face challenges they are challenges that affect the entire economy.

In light of Small Business Week Calgary 2014, the Calgary Chamber recently released a report outlining some of the challenges and opportunities that small businesses face in Calgary.

Key issues for small business in Calgary Attracting and retaining skilled workers The report discovered that staffing was a top issue for small business in the city with the ongoing labour shortage affecting the ability of employers to attract and retain quality employees. Many small business owners feel obliged to pass on business opportunities because they are understaffed or lack human resources capacity. The labour and skills shortage has affected the ability of small business owners to take any time away, has left them with

poorer quality candidates and increased labour costs in order to retain the skilled labour they do have.

Solutions Calgary’s expensive and often unavailable housing options, especially rental housing, is having a strong effect on the economy. More affordable housing options will help Calgary attract new talented people to the city, many of whom are renters when they first move to Calgary.

More support and the engagement of underutilized groups, such as the Aboriginal community and new Canadians, will connect Calgary business owners to a skilled and ready workforce that is often overlooked.

Government and taxes The report also revealed that small business owners identified government, taxes and the cost of conducting business in Calgary also as major issues, highlighting the need for a tax reform that increases the ability of small business owners to compete.

Solutions A competitive tax system will attract investment and economic growth. The Chamber recommends the review of the small business tax environment to incorporate additional growth incentives, employment strategic procurement methods to help small business gain market legitimacy, and continue to promote entrepreneurship through reducing regulatory burdens and facilitating partnerships between startups and established business ventures.

To read the full report visit www.CalgaryChamber.com/ smallbusinessreport. businessincalgary.com | BUSINESS IN CALGARY December 2014 • 91

2014 Board of

Directors

Chamber Member Spotlights

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

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

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

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

Scotiabank Scotiabank is a leading financial services provider in over 55 countries and Canada’s most international bank. Through their team of more than 86,000 employees, Scotiabank and its affiliates offer a broad range of products and services, including personal and commercial banking, wealth management, corporate and investment banking, to over 21 million customers. Through its Bright Future global philanthropic program, Scotiabank and its employees support causes at a grassroots level across six pillars: health, education, social services, arts and culture, environment and sports. Recognized as a leader for its charitable donations and philanthropic activities, Scotiabank has contributed on average $50 million annually over the last five years to community causes around the world.

For more information visit Scotiabank.com.

Guy Huntingford, Chief Executive Officer, Urban Development Institute Bruce Okabe, Chief Executive Officer, Travel Alberta Phil Roberts, Director of BD & Marketing, Vintri Technologies Linda Shea, Senior Vice-President, AltaLink Mike Williams, Executive Vice-President, Corporate Services, Encana Management Adam Legge – President and CEO Michael Andriescu – Director of Finance and Administration Kim Koss – Vice President, Business Development Scott Crockatt – Director of Marketing and Communications Rebecca Wood – Director of Member Services Justin Smith – Director of Policy, Research and Government Relations

University of Calgary The University of Calgary is Canada’s leading next-generation university – a living, growing and youthful institution that embraces change and opportunity with a can-do attitude in Canada’s most enterprising city. The university has a clear strategic direction – Eyes High – to become one of Canada’s top five research universities by 2016, grounded in innovative learning and teaching, and fully integrated with the community of Calgary.

As a major Canadian research-intensive institution, the University of Calgary has 14 faculties, 53 departments and more than 200 academic programs.

For more information visit UCalgary.ca.

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

Immigrant Services Calgary

calgarychamber.com

Immigrant Services Calgary appreciates the valuable contributions immigrants make to Canada, while also understanding the difficult challenges of settling in a new country.

Immigrant Services Calgary works together with immigrants to help them realize the full potential of their lives in Canada. Immigrant Services Calgary is committed to being a comprehensive settlement agency, and provides a variety of settlement services in the areas of language training and English testing, career education and Canadian work placements, community awareness, translation and interpretation, newcomer support and citizenship preparation.

For more information visit ImmigrantServicesCalgary.ca.

92 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

Calgary Chamber

“THE CHAMBER HELPS ME PLUG INTO OUR CITY.” GIANNA MANES President and CEO, Enmax and Calgary Chamber member

“The Calgary Chamber helps me meet and learn from the many fascinating people who are building our city and our world. It can do the same for you. Through the Chamber you can grow your connections, your knowledge and your influence. It’s an excellent, affordable investment for any business, large or small.

Come, join us at the Chamber.”

CALGARYCHAMBER.COM

businessincalgary.com | BUSINESS IN CALGARY December 2014 • 93

NEW Vehicle Rental Location at the Fort McMurray Airport!

94 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

Upcoming Events One of the most important aspects of business is making new connections and growing a network. The Calgary Chamber helps you connect to other businesses, new customers and industry icons through networking and top-tier business events.

Looking for networking opportunities? Join the Calgary Chamber for one of its weekly networking breakfasts, or a monthly Business After Hours networking event.

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

Thursday, December 11, 2014 Mayor Nenshi’s Annual City Status Report 11:30 a.m. – 1:30 a.m. | TELUS Convention Centre – 120 9 Ave SE Policy decisions matter more than ever for Calgary’s business community, as we move to a new four-year municipal business plan and budget cycle. In his annual City Status Report, Mayor Nenshi will speak to his new initiatives in relation to Calgary’s business community. Don’t miss what is sure to be an informative update from Calgary’s mayor, Naheed Nenshi.

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Calgary Chamber Meeting Space Did you know that the Calgary Chamber is now renting out three excellent meeting rooms ideal for your next downtown meeting or reception? The Calgary Chamber’s new office across from city hall at 237 8th Avenue SE boasts modern style, clean lines and fresh colours that flow into meeting rooms. The room space is well equipped with modern electronics, large-format whiteboards and brand-new office furniture from RGO Office Products. If you haven’t checked out the Chamber’s new space, come down for a tour and a coffee – we would love to show you around.

Please note room rentals are for Chamber members only.

For more information please visit CalgaryChamber.com/MeetingRooms or contact info@CalgaryChamber.com.

businessincalgary.com | BUSINESS IN CALGARY December 2014 • 95

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DOWNTOWN DENTIST • Cosmetically related dental services • Emphasis on Prevention • General Dentistry • Tooth Whitening • New Patients & Emergencies Welcome • Direct Billing of Insurance Plans Conveniently located under the Calgary Tower, 430 Tower Centre, 131-9 Avenue SW

403-265-3146 | www.drgalan.com 96 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

HELPING LOCAL FOOD BANK COMMUNITY ORGANIZATIONS: THE CALGARY TELUS CONVENTION CENTRE AND THE MARRIOTT CALGARY SUPPORT ‘THE CHEF TABLE’ PROGRAM As an integral part of the Calgary community, the Calgary TELUS Convention Centre (CTCC) works with both businesses and charitable organizations in our city. The CTCC is proud to support the participation of the Calgary Marriott Downtown Hotel in The Chef Table program. The Chef Table is a “sustainable food brokerage” service working with both restaurants and local food bank community organizations to redistribute food surpluses to their clientele in need. The Calgary Marriott Downtown Hotel is the exclusive provider of food for all functions and events held at the Calgary TELUS Convention Centre. The team at the CTCC is dedicated to promoting programs that benefit all in our community and supporting the initiative of the hotel with The Chef Table. The many catered events held at the CTCC offer a way to participate in this important endeavor.

well organized program and the system of food redistribution is well managed.

Eric Larcom is the Executive Chef at the Calgary Marriott Downtown Hotel and he has participated in The Chef Table program for almost two years.

Larcom explains, “The hotel’s participation in the program provides us with the opportunity to give back to the community in a huge way.” The food staff of the hotel is involved in the community initiative and all share in the program’s success.

Larcom states, “The program has everyone, right down to the cooks, involved, excited and eager to help. We don’t like to see food go to waste, and with this program in place we see food surpluses go to a great cause instead of a landfill.” Larcom states, “Last year we donated approximately 3000 pounds of food and this year it will be approximately 5000 pounds. That is enough to provide about 5000 meals.” The Chef Table is a well designed and

This is not the first employee-driven initiative focused on charity work for the CTCC. Employees raise awareness and money for a number of causes. Some recent initiatives include a staff bowling tournament, that raised $2200.00 for the Big Brothers/Big Sisters organization, efforts by two of their security officers, raised $3430.00 for the Calgary Underwear Affair on behalf of the Alberta Cancer Foundation, and one adventurous employee participated in a Stampede mechanical bull riding contest to raise funds for the Katherine Pearson charity. The goal of CTCC’s newly formed EHS Fundraising Committee is to garner employee interest and select two charities, or drives, to support on an annual basis. The selection of the charities will be determined by an online staff survey.

The success of the program in Calgary and the involvement of the Calgary Marriott Downtown Hotel is helping to launch similar initiatives in other Marriott hotels in Canada. “ We are currently the only Marriott in Canada participating in the program,” says Larcom, “but Ottawa and Montreal will be joining soon.”

The CTCC involvement with the Marriott Hotel’s efforts towards The Chef Table is just one of the many charitable initiatives supported by the management and staff at the centre. The CTCC team recently held a fundraising event to raise money for breast cancer awareness in conjunction with the Breast Cancer Society of Canada’s ‘Dress for the Cause’ event.

calgary-convention.com | expandthecentre.ca businessincalgary.com | BUSINESS IN CALGARY December 2014 • 97

Finding Calgarians a Place to Call Home

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algary is currently facing higher home prices, low rental vacancy rates and people are struggling to find somewhere to live. With relatively high labour force participation and low unemployment, Calgary needs to attract and retain talent to continue growing our economy. The availability, diversity and cost of housing is an important element of workforce attraction.

Calgary is home to one of the fastest growing populations among Canadian cities and metropolitan areas. With almost 30,000 new arrivals each year, Calgary is adding the equivalent of Red Deer, Alberta’s third largest city, to the population every three years. City administration is now warning this rate of growth may be the new normal. All of these people need somewhere to live.

Business owners and senior leaders in Calgary have stated that the cost and availability of all housing types (both rental and ownership) are significant barriers to their ability to attract workers to the city. Perceptions research conducted by Calgary Economic Development in the spring of 2014 reports that people considering moving to Calgary are also concerned with the cost and availability of housing.

There are currently several underlying drivers generating a perfect storm of housing and shelter challenges in all income levels in Calgary: • The recession in 2009 caused a pause in new housing starts, since then the economy and population growth has rebounded quickly resulting in demand outstripping supply.

• The pressures of population growth has placed a demand on rental housing that was further exacerbated by the floods in June 2013 which drove people to the rental market while removing rental supply from the market.

• The economics of supply and demand are driving the cost of rental and home ownership higher and at a faster rate than other cities.

• Lower income working Calgarians are being driven to social housing as they are pushed out of the market for both rental and home ownership.

Providing a range of housing options for all ages, income groups and family types is a priority for Calgary. The city works in conjunction with the Government of Alberta,

98 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

the Calgary Homeless Foundation and other agencies in supplying affordable housing for low-income residents. The Calgary Housing Company and Attainable Homes are two corporations operated by the city in this area. At the same time, the city partners with the private sector in providing housing solutions at all income levels.

In the shorter term we need to bring quality, affordable housing onto the market relatively quickly. We know that many households will be renting and providing an adequate stock of rental accommodation is a priority. Purpose-built rentals and secondary suites are part of the solution to increase the current rental housing stock.

At the same time, many of Calgary’s residents do or desire to own their own home. In the mid to longer term we need to continue offering an available, diverse supply of housing to accommodate newcomers as well as provide opportunities for existing residents to move and change their housing as their lifestyles shift and change.

While Calgary is in an economically enviable position, we must all work together to ensure that all Calgarians have access to safe and affordable housing options for their families. This will require the city and the development community to zone and service new land for development, streamline zoning changes and permitting for redevelopment in existing neighbourhoods and build a variety of housing options, at varying degrees of density, for all family sizes throughout Calgary. People are the cornerstone of Calgary’s long-term economic prosperity and housing will play an important role in our ability to attract and retain people in addition to ensuring the quality of life for all citizens remains high.

Calgary Sport Tourism Authority: A Canadian Model of Excellence in Sport Event Bidding

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s a key segment of the Canadian tourism industry, sport tourism has grown to be a $3.6-billion annual business. Leading Calgary’s strategy is the Calgary Sport Tourism Authority (CSTA), an innovative, citizen-led, single point of entry for major event bid opportunities.

The CSTA is a collaboration of citizens and leaders in grassroots-sport, business, tourism and community. Since its inception in 2005, the authority’s mandate has been to provide a platform for advice, research and strategic direction in attracting events to Calgary. The scope of the CSTA’s expertise and responsibility includes investing in amateur regional competitions to executing the feasibility and bid programs to host some of the largest events in the world, including major international multi-sport games.

Its work and progressive multi-stakeholder structure merited the CSTA acclamation as a Canadian model of best practice and as 2014 Sport Tourism Organization of the Year by the Canadian Sport Tourism Alliance. The CSTA’s work also put Calgary on the international stage earlier this year when the city was named as an Ultimate Sports City (Best Small Sports City category) and fifth overall globally by SportBusiness International.

Led by chairman and noted community leader Doug Mitchell and executive director Marco De Iaco (also VP sport and major events, Tourism Calgary), the CSTA has overseen many bid programs and invested in hundreds of sport and major events, including the Juno Awards, IIHF World Junior Championship, relocation of Canada’s Sports Hall of Fame, Ironman 70.3, CN Canadian Women’s Open – LPGA, Canadian Track and Field Championship, Cavalia, Shaw Charity Classic – PGA Champions Tour, UCI 2.1 Tour of Alberta, Canadian Open Volleyball Championship and the World Water Ski Championship.

It is estimated that the economic contribution of events

secured and supported by the CSTA since its inception have generated over $350 million in gross economic activity.

The CSTA’s work also results in over 50,000 hotel room nights booked in Calgary-based hotels each year, making this segment one of the most important to Calgary’s tourism economy.

The CSTA pursues events that deliver community, economic and legacy benefits, ensuring Calgary – and Calgarians – reap the maximum benefit. In fact, through the City of Calgary’s Civic Sport Policy, Calgary city council has mandated that major event bids be evaluated and executed through the CSTA to ensure an appropriate level of due diligence, stakeholder input and strategic insight are considered.

As a leader in the event bidding industry, the CSTA also has a strategic lens on the future of sport and major event hosting. In 2011, the authority commenced the development of Legacy 2.0; a 20-year vision and plan to secure and sustain Calgary’s future as a world-class sport city. The CSTA is focused on growing Calgary’s capacity as one of the pre-eminent winter sport cities in the world, but also ensuring that rights-holders consider Calgary as a yearround destination to host their events.

The balance of the CSTA board is comprised of other wellknown Calgarians, stakeholders and passionate citizens.

Board members include: Ken King, president and CEO, Calgary Sports and Entertainment; Dale Henwood, president and CEO, Canadian Sport Institute; Guy Huntingford, CEO, Urban Development Institute; Bob Hamilton, chairman, WinSport; Bruce Graham, president, Calgary Economic Development; Rod McKay, chairman, Tourism Calgary; Kurt Hanson, director of recreation, the City of Calgary; Richard Main, chairman, Calgary Hotel Association; and, Don Ingram, CEO, CamCar and Associates. businessincalgary.com | BUSINESS IN CALGARY December 2014 • 99

Invest-Tech Brings Bold New Future for Investing in Tech

BY ANDREA MENDIZABAL

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bold new vision for connecting smart money with smart deals is at the core of the new Invest-Tech (formerly Alberta Deal Generator), one of Canada’s largest and most active accredited investor groups pursing opportunities in technology companies. Powered by Innovate Calgary, InvestTech hopes to become the North American standard for putting quality deals from across North America in front of quality accredited investors on a pre-screened basis.

Henry Kutarna, vice-president, investment and market development at Innovate Calgary, leads the group and provides insight into some of the new opportunities for entrepreneurs and investors in the technology space.

investors and entrepreneurs. Investors have always asked us for more deal flow so we’re answering that. Entrepreneurs have asked us for more access to more capital and different kinds of capital, and we’re answering that.

Another difference is that we now have five strategic partnerships where we pre-screen the deal and then advise our investors. This is not due diligence, the investor still has to do that, but it’s screening that gives them more certainty.

Q: How does Invest-Tech plan to achieve its vision of becoming the main North American player in the accredited investor space?

H.K.: We have a bigger team with people who have expertise

deals and we’re going to start to ramp up the volume of deals.

We’re also in discussions right now with a key organization to put their deals on our portal, and we plan to approach other angel groups in Canada and the U.S.

in this area. We have more people on the ground looking for deals and looking for capital. We’ve also changed the formula of the kind of deal that we’re after. We don’t only do startups like we used to with Alberta Deal Generator, we now also do more mature companies that are in revenue and need growth capital.

We have also built a new portal called angelgateway.com specifically designed to make it easy for an entrepreneur to load their deal, have us review and screen it, and put it up for investor scrutiny. As an investor, you can sign up through the portal, go through our screening process and have access to these deals. This is a very important tool that was not previously available – compared to the large websites where you can put any deal you want with no screening. Ours is a specific application for well-screened deals, and well-screened entrepreneurs.

Finally, we are in discussions with angel investment groups in the U.S. and Canada to syndicate deals. We’re working with them to figure out how they can put their deals on our portal and how they can see our deals through our portal.

Q: What makes Invest-Tech different than the former Alberta Deal Generator?

H.K.: We’re putting our focus beyond Alberta to all of North America while responding to the specific needs of our Alberta 100 • December 2014 BUSINESS IN CALGARY | businessincalgary.com

Q: What are some of the new initiatives planned for 2015?

H.K.: We will formally start showing more out-of-province

Q: How has investment in the tech space in Alberta evolved since the days of Alberta Deal Generator?

H.K.: In the original days, the typical angel investor would be an older gentleman who has made money and exited a company. They would look at deals as somebody who can invest not only money but also time. They were ready to roll up their sleeves and work alongside the entrepreneur.

While we still have a few of these types of investors, the profile of the new investor is not so much angel investor as accredited investor. They have money but they have no time.

They can’t come and sit in a forum and watch all morning to see deals pitched. They want to go to a structured website, where there’s a criterion, where they can create a personal dashboard of what kind of deals they want to see, and they want to do it quickly or on their own time.

What has not changed is that they all want to add diversity to their portfolio and they have the desire to take the higher risk of investing in an earlier stage company.

To learn more about Innovate Calgary and InvestTech and how it supports new and emerging technology, visit innovatecalgary.com/ready-for-financing. Or visit angelgateway.com to submit your deal for screening or to apply to join as an accredited angel investor.

G IN L AT FU BR NG ES LE NI U 4 CE EA LOG 197 M A E DI INC S

ca lg ar yco nv en tio n. co m

LET’S MEET THE FUTURE TOGETHER

CELEBRATING 40 YEARS OF PARTNERSHIPS FORGED C C EL EX REA EBR SI CH T A NC A IV TI E 1 NG E NG 9 7 ES 4

THANKS, CALGARY, FOR BEING PART OF

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

CE L

MarketingMatters • David Parker

MarketingMatters

By DAVID PARKER

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bumped into Tim Flaman a couple of times during the Stampede week festivities but in answer to my question as to where his next career move would be he shrugged his shoulders and said, “I’m still enjoying the summer of Tim.” He’d left West Canadian feeling he just needed a change after 22 years helping it to become the success it is today. But fortunately he went to see his friend Rob Edge who ran Western Sky Creative (WSC) to share some ideas with him. Edge had been increasingly involved in a hightech company that was making great strides in the business of eco-friendly oilsands extraction and soon after their conversation he left the ad agency business and Flaman bought WSC. He took over as principal of a company – housed in the character Lorraine Block on 12th Avenue SW – that has enjoyed considerable success in working with clients in the oil and gas industry but has also created some great design for other sectors including vehicle graphics for CP Rail, an annual report for Alberta College of Art and Design, brochures for Alberta Health Services and classic playbills for Vertigo Mystery Theatre.

Flaman has an experienced creative staff that is kept busy but is calling on his long list of contacts to add many more clients and grow his new venture.

•••••••••••••• Lia Robinson was much appreciated by staff and members of BOMA Calgary for the work she did as vice president communications and client relations,

the driving force behind the majority of the organization’s membership committees, working groups and BOMA publications.

She has now taken her experience and knowledge of the real estate industry over to the City of Calgary as communications strategist in the planning, development and assessment department.

•••••••••••••• A number of the clients Geoff Hughes worked with at V Strategies commented on the problems they had in dealing with too many service providers for their communications needs; like social media, web design and search engine optimization.

He shared with V Strategies president Jeff Bradshaw his idea of creating a true digital agency that could handle online requirements in a one-stop shop and with his blessing Hughes spent a year in research and opened Park Digital with a talented team of contractors.

Hughes believes companies cannot ignore the opportunities to hold online conversations with their stakeholders.

He says, “Brands are what they talk about when you are not in the room, online gives the chance to connect and join in a conversation.”

Check out the www.makethemonth.ca website Park produced in conjunction with Imperial and United Way of Calgary and Area to see his ideas working to highlight the problem of trying to survive in Calgary with not enough money to live on.

Last month I mentioned that Strut Creative had won Toronto-based Tilley Endurables as a client and its PR team of Bonnie Elgie and Lynda Shea has already earned for it a position as finalist in the North American-wide PR Daily Media Relations Awards.

Canadian business icon Alex Tilley visited the Alberta hamlet of Tilley this summer to celebrate Canada Day. It resulted in local, regional and national coverage for the Canadian manufacturer.

Every person over 18 in Tilley received a customized red and white Tilley hat. Old and new Tilley hat owners came together for the “Hats off to Tilley” celebration at the welcoming sign that has long been a postcard pit stop for Tilley hat owners.

•••••••••••••• ClearMotive Marketing Group has welcomed a number of new clients aboard including Carolina Homes, a Calgary homebuilder since 1979 that has expanded into Red Deer with a multi-family project caked Clearview Point.

ClearMotive is branding the project and is currently working on the new Carolina Homes brand that will be launched early in 2015.

It has also added Shari Fenn, a 20-year veteran of the Calgary marketing game to its staff as senior strategist. Fenn was formerly with ZGM but has also worked with Parallel and the Alligator Group. BiC

•••••••••••••• Alexis MacKenzie has resigned her position as vice president communications and marketing at the ABCRC (Alberta Beverage Container Recycling Corporation) to join Brookfield as senior strategist in its marketing department.

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••••••••••••••

Parker’s Pick: Willow Park Wines and Spirits’ Charity Auction – not only a great marketing tool but raised another $323,000 for its Vintage Fund supporting local charities.

Premier Retail and Office Space Available Located on the high exposure corner of Elbow Drive and 50th Avenue SW, Britannia Crossing is OPUS’ latest boutique style, mixed-use development. Britannia Crossing boasts great visibility, amenities and a superior location minutes from the downtown core, making it a premier leasing opportunity.

Confirmed tenants for this exclusive new development include: Kids & Company, Lagree YYC fitness studio, Caffe Artigiano, Urban Venus Nail Bar, Finishing Touches, Normandeau Window Coverings, Fishman’s Drycleaning and Browns Socialhouse.

Visit opuscorp.ca for more info on current projects and services

Retail 90% Leased ®

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403.209.5555 I leasing@opuscorp.ca

TRUE POWER IS MEASURED

BY HOW MANY OTHERS YOU CAN LIFT. Education makes us all stronger, and Sharon Carry is the force behind one of Canada’s fastest growing institutions – Bow Valley College.

She led a transformation at the College that created a place where students don’t just succeed – they triumph.

And that means we all rise higher.

So, congratulations on being named one of Canada’s Most Powerful Women and receiving the Alberta Order of Excellence. And thank you for all you do to lift learners, the community, and the country higher. bowvalleycollege.ca

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