Business in Edmonton - April 2021 by Business in Edmonton Magazine

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CAROLYN CAMPBELL: PM42455512

“You Belong Here”

THE NEW PRESIDENT & CEO OF NORQUEST COLLEGE FOCUSES ON BREAKING DOWN BARRIERS TO EDUCATION AND REBUILDING ALBERTA

OVERCOMING THE DRAWBACKS PAGE

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Supporting the visions of entrepreneurs one story at a time. Volume 9 | Number 4

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The Impact Assessment Act By John Liston

Alberta Manufacturers Looking Within for Competitiveness By David MacLean

Edmonton Chamber of Commerce

CONTENTS COVER FEATURE

arolyn Campbell: “You C Belong Here” The new President & CEO of NorQuest College focuses on breaking down barriers to education and rebuilding Alberta By Nerissa McNaughton

ON OUR COVER: ABOVE: CAROLYN CAMPBELL, PRESIDENT & CEO OF NORQUEST COLLEGE. PHOTO SOURCE: NORQUEST COLLEGE

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APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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Supporting the visions of entrepreneurs one story at a time. Volume 9 | Number 4

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CONTENTS THIS MONTH’S FEATURES

COMPANY PROFILES

esidential Maintenance R Services Inc. Celebrates 20 years

Rogers McLean Shaw Celebrates their partnership

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Overcoming the Drawbacks Nerissa McNaughton & John Hardy

Slippers, Sweats and Flexible Schedules How COVID-19 is changing the workplace By Bethany Neufeld

The Gold Standard

Teeing Up for the 2021 Golf Season

Trillium’s CEO sets the record straight for the prudent investor

By Bethany Neufeld

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APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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THE IMPACT ASSESSMENT ACT // JOHN LISTON

The Impact Assessment Act BY JOHN LISTON, PRESIDENT, ALBERTA ENTERPRISE GROUP

ver the past two decades, Alberta has faced a number of economic challenges, most recently the devastating impacts of the COVID pandemic and the collapse in oil prices. Now, more than ever, it is critical that Alberta has control over the key levers of its economy. That autonomy is necessary to make informed decisions that drive recovery through innovation, investment, and growth, and to fund the important public services we depend on every day. However, Alberta’s ability to achieve those objectives has recently been jeopardized again, not by external economic shocks or worldwide pandemics, but by federal legislation. The Impact Assessment Act (IAA) prevents any designated project from proceeding if it may have environmental or other effects – whether those effects are positive or negative, marginal or significant – touching on areas the legislation deems to fall within federal jurisdiction. As currently drafted, the IAA enumerates everything from migratory birds, fish, and aquatic species, to Indigenous peoples, to environmental impacts on other provinces (such as greenhouse gas emissions) as falling within federal jurisdiction. Where a project has such an effect, the IAA empowers the federal government to step in and conduct a far-reaching inquiry into the impacts to determine whether, in the sole view of the federal government, it is in the public interest. If the federal government’s review suggests it is not in the public interest, that project cannot move forward. The end result is that if Alberta were to have a lithium mining project of critical importance to developing alternative energy, and Alberta may cause a very minor impact on one of the listed federal areas – for instance, if the project may increase the risk of migratory birds being struck by moving vehicles – that minor impact can be used as a justification for undertaking a comprehensive federal assessment of the entire project and shuttering the project permanently.

In our view, this is fundamentally inconsistent with our constitutional design and structure. Our constitutional division of powers expressly and deliberately divides jurisdiction over projects – called “works and undertakings” – between the federal and provincial levels of government. The federal government has primary legislative control over a range of important undertakings, most notably interprovincial or international transportation, and communication undertakings. However, the majority of “works and undertakings” are under the primary legislative control of the individual provinces – in fact, the Constitution defines them as being “local works and undertakings”. The end result of the IAA, for most major projects within the province, will be significant regulatory overlap, duplication, and delay; governmental conflict; incessant litigation; and ultimately, economic paralysis. This is why Alberta Enterprise Group joined with another like-minded organization to intervene in the hearings before the Alberta Court of Appeal. We emphasized that the constitutional division of authority over works and undertakings must not be covertly undermined, and if nothing else, it precludes what amounts to a complete jurisdictional overlap over the review and ultimate approval of many major projects. Respecting this division of powers will not make local works and undertakings immune from valid federal laws, or vice versa. However, it will allow the appropriate order of government to drive the environmental assessment bus in each case, with important contributions from the other, while minimizing unnecessary duplication, obstruction, and delay. That is the embodiment of cooperative federalism, and the way our constitution was intended to function. Ensuring that it does so is of crucial importance to Albertans and Alberta businesses, who depend on a welcoming economic and investment climate to drive innovation, develop our economy and resources, create jobs, and help fund the public services that we all rely on.

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OF ENERGY

APRIL 2021

DIGITALLY

TRANSFORMING FRAC COLD BORE’S BRETT CHELL ON BEING AT THE FOREFRONT OF THE DIGITAL REVOLUTION OF WELL COMPLETIONS

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OF ENERGY VOL 3, ISSUE 1 | APRIL 2021

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Post-Pandemic, Alberta is the Place to Be by David Yager

Let’s Celebrate our Successes, and Take Pride in our Energy Sector

by Cody Battershill

04 07 08 12

Digitally Transforming Frac FEBRUARY 2019 by Melanie Darbyshire Let’s Lean into the ESG Opportunity for Canadian Energy by Scott Crockatt

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COVER 3 • Business of Energy • April 2021

David Yager | Post-Pandemic, Alberta is the Place to be

POSTPANDEMIC, ALBERTA IS THE PLACE TO BE by David Yager

s Albertans cope with lockdowns, restricted travel and vaccination delays, their views of the future are understandably short term. This is no surprise. We’ve been living for a year on an endless diet of bad news. Even a U.S. election that seemed positive for those really tired of Donald Trump turned sour when incoming President Joe Biden’s first order of business was to cancel Keystone XL. Again. Prognostications about our post-COVID future have been dominated by those with an agenda and a soapbox. Build Back Better. Great Reset. Energy Transition. Resilient Recovery. Green New Deal. If slogans were money, we’d be rich. They all claim that returning to a pre-pandemic world would be failure, not success. There are the same folks who so capably managed the pandemic. Hardly a confidence builder. The most important macro-economic driver deserving much more attention is the reduced ability of governments to use deficit spending and ultra-lower interest rates to stimulate the economy. Governments have been on a borrowing binge since the last great downturn of 2008/09. Using the fancy term “quantitative easing,” governments have been spending continuously and borrowing heavily to increase the money supply, stimulate liquidity and encourage higher corporate and personal debt through very low interest rates.

The combined effect has been to mask declining productivity and low levels of business confidence and investment. As a consequence, not enough growth has come from true wealth creation, the sale of goods and services at a value much greater than the total cost of production. Like primary resources. Oil. Natural gas. Agriculture. Minerals. Forestry. The things that built Canada and Alberta. The bread-and-butter industries that urban dwellers and millennials don’t understand; the essentials of life that are taken for granted because there has never been a shortage. Modern society increasingly questions resource development because it disturbs the land and contaminates the atmosphere. Post-pandemic, Canada will be forced back to the basics. Blessed with a disproportionate share of what modern civilization cannot live without, Alberta’s economy will rise once again. G7 countries had accumulated a ton of debt before the pandemic. Using government debt to GDP ratios, prior to the 2008/09 world economic crisis the average debt/GDP ratio for Canada, France, Germany, Italy, Japan, the UK and U.S. was about 55 per cent. When major financial institutions began collapsing in the fall of 2008, central banks responded with tremendous injections of liquidity to prevent a run on the world’s financial system. It worked. Coined a “bazooka” by central bankers, the combination of massive injections of liquidity and ultra-low interest rates got the economy

4 • Business of Energy • April 2021

Post-Pandemic, Alberta is the Place to be | David Yager

Unemployment rates stayed low, inflation was under control, and stock markets were strong. What a beautiful thing. What politician would dare spoil this story? Public debt no longer seemed to matter to anyone but fiscal conservatives and businessmen. From the same voices increasingly branded as incapable of managing the modern economy the way it should be run. Just noise. After all, corporate social responsibility was much more important than profits, shareholders and customers. Economic activity was also stimulated by rising personal debt, now at record levels. In 2007 total Canadian household debt was about 70 per cent of GDP. Thanks to very low interest rates and a seemingly robust economy, by 2019 this rose to 100 per cent, about 50 per cent higher. This was supported by growing “current transfers received,” defined by Statistics Canada as income without labor or product sales. Canadians received $204 billion in transfers in the third quarter of 2008, about $6,182 for each of 33 million Canadians. By the end of 2019, this figure was $355 billion for 38 million Canadians, $9,342 or 50 per cent more. Cash from the Crown. What a beautiful thing. And “progressives” want to give us all much more. Then along came COVID. When governments locked everybody in their homes, they had to keep the economy functioning. So central banks cranked up the printing presses and really started dispensing the cash. By the end of 2020, the G7 debt/GDP ratio was 110 per cent, double that of 13 years earlier. In Canada, instead of the balanced budget by 2019 that Prime Minister Trudeau promised in the 2015 election, in his first five fiscal years in office the total debt increased by $92 billion, or an average of $18 billion per year. Now the estimated deficit for the 12 months ended March 31, 2021 is a staggering $380 billion. Canadians have not seen a federal budget since 2019. How much of Canada’s prosperity is supported by deficit financing? More importantly, what happens to the economy when it stops? On January 29 economist Jack Mintz wrote in a column in the Financial Post titled, “Per Capita Economic Growth Has Stalled.” It examined Canada’s financial performance in the past five years. In 2015, the year the Liberals were elected, real per capita GDP (in 2012 dollars) was $51,158. Five years later in October of 2020 it was $50,510, a decline of 0.75 per cent. Obviously, the pandemic hurt. But the problem was much deeper. Since 2015, the only year per capita GDP grew materially was in 2017, 1.9 per cent. The other years were flat. Under the increasingly vilified leadership of Donald Trump, the U.S. did much better. From 2016 to pre-pandemic 2019, the U.S. grew at an average of 1.7 per cent annually using this measure. Canada averaged only 41 per cent of that figure. According to Mintz, Canada’s average real GDP per capita in 2016 was about $11,300 below that of the U.S. By 2019 this was up to $14,000. Mintz concluded this was the worst five-year performance in modern history.

5 • Business of Energy • April 2021

Post-Pandemic Alberta is the place to be

back on its feet very quickly. But it was so effective they never stopped. Choosing not to wait for a recovery driven by productivity, profits and savings, they kept borrowing money. By 2011 the debt/GDP ratio was up to 80 per cent, 45 per cent higher than before the crisis. From 2012 to 2019 this rose another 10 per cent to 90 per cent, 64 per cent more than before the meltdown.

David Yager | Post-Pandemic, Alberta is the Place to be

Blazing trail. Backwards. These five years overlay perfectly with the collapse of oil prices in late 2014 and the election of the Justin Trudeau Liberal government. Not only has Canada chased away capital as international investors bailed out of the oil sands, but we’ve also created a significant investor chill through pipeline cancellations and delays, tanker bans, and increasingly complex and uncertain major project approval processes. Business across Canada has complained about the country’s lack of competitiveness for years. The Liberals are not listening. Some of the last financial news to come out of Ottawa in 2020 was the plan to raise carbon taxes from $30 per tonne today to $170 per tonne in 2030. That will surely get global investors ringing our doorbell. How can the foregoing summary of runaway debt, profligate public spending and proenvironment, anti-fossil fuel policies possibly be good news for Albertans? Because it is unsustainable. Out of necessity, the economy will be forced back to the basics, and that includes agriculture and primary resources like oil and gas. Governments must raise taxes and cut spending to get the debt under control. This will reduce disposable income. Consumers cannot afford a five-fold increase in carbon taxes over the next nine years, rebates or not. They will be forced to reprioritize spending on the basics of food, transportation, clothing, heat and shelter. Three are in Alberta’s sweet spot. The significant rebound in Alberta’s oil industry in the past few months has been clouded by the pandemic misery dominating the headlines. During the February cold snap, natural gas reached high prices not seen in years. By midFebruary crude oil was at pre-pandemic levels. ARC Energy Research Institute’s February 9 report estimates 2021 revenue from oil and gas

production back at 2017 levels at $104 billion and free cash flow from production at $42 billion. The figures for 2020 were only $76 billion and $23 billion respectively. Big bucks. Real cash flow from resource extraction, not governments handouts or stimulus programs. When people opine about “sustainable” business models, surely this is what they really mean! The world may be experiencing another commodity “super cycle”, with prices for copper and iron ore reaching levels not seen in a decade. This means that cost-of-living essentials are going up. Tax increases to cover deficit spending or Canada’s 2030 Paris climate change commitments will further erode personal disposable income. If interest rates rise, as they may if inflation returns, everything related to debt will cost more. The entire energy transition concept from fossil fuels to renewables is a pre-COVID phenomenon, conceived and funded during a period of significant economic growth supported by government spending. It will cost many trillions more to finish the job. Paid by whom? Debt ridden governments or economically squeezed consumers? Who can really afford to pay more for energy? Who can really afford to pay more for anything? The pre-COVID economic playbook will not survive in the post-pandemic world. Domestically produced resources will again be recognized as an asset, not a liability. Alberta is very well positioned to be a winner in Canada’s B economic future. OE

David Yager is a Calgary oil service executive, energy policy analyst, writer and author. He is President and CEO of Winterhawk Well Abandonment Ltd., a methane emission reduction technology company. His 2019 book From Miracle to Menace- Alberta, A Carbon Story is available at www.miracletomenace.ca.

6 • Business of Energy • April 2021

Let’s Celebrate our Successes, and Take Pride in our Energy Sector | Cody Battershil

LET’S CELEBRATE OUR SUCCESSES, AND TAKE PRIDE IN OUR ENERGY SECTOR by Cody Battershill

ere’s to Steve Major, a Calgary-based partner at the law firm Bennett Jones LLP.

Last month at the Annual General Meeting of the Canadian Bar Association, a member reintroduced a resolution that proposed the CBA adopt a definition of “Climate Justice” that would then help shape law reform policies in Canada. (The resolution, defeated a year earlier, was reintroduced as a result of a technical voting glitch.) Steve’s opposing view was that “Climate Justice” means different things to different people. For example, in Steve’s view – and mine as well – climate justice means supplying MORE Canadian energy to the globe, not less. He further argued the CBA, as a national organization representing the legal profession, should not be used for politically divisive issues like this one. In his previous submission against the resolution in the spring of 2020, he described his opposition as follows: “To certain lawyers, ‘climate justice’ may really mean ‘leaving all fossil fuels in the ground’ and interpreting any pro-energy development as something against which to rally, legislate, rule and, if the resolution passes, then also enlisting the CBA to advocate such an agenda.” “To others, ‘climate justice’ actually means something at the opposite end of the spectrum, that is doing everything possible to facilitate getting Canadian oil and natural gas to the rest of Canada and specifically, to tidewater to ultimately replace the (higher emission) coal-burning in China. After all, global CO2 emissions know no border.” More recently, Steve put it this way: “The main point remains that the proponent’s definition of ‘Climate Justice’ is nebulous, verbose, and open to a multitude of interpretations

and meanings that are largely dependent on the viewpoint of the lawyer who happens to be reading it. While this open invitation for political discourse may be appropriate for other organizations, the CBA should not be subject to the political pressures of the day.” Steve added that he acknowledges some CBA members might advocate that Canadian hydrocarbons should be kept in the ground, despite Canada’s better performance when measured against environment, social and governance (ESG) metrics. “Many of our competing jurisdictions have failed to make any improvements to environmental performance, social leadership, process or governance,” Steve argued, “during a period where Canadian producers have led the charge on what it means to be a progressive energy producer.” Steve reports that with the assistance of a half dozen other opposition speakers, the “NO” vote ultimately carried the day. While it may seem like a small, obscure win, it’s the kind of critical victory that sometimes goes unnoticed. That’s unfortunate because, when taken together, small successes often add up to something much larger. So, thanks to you, Steve and your colleagues in the legal profession who spoke out responsibly and brought intellectual rigour to the B conversation. We celebrate your win. OE

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

7 • 7Business • Business of Energy of Energy • December • April 2021 2020

Cover | Digitally Transforming Frac

DIGITALLY

TRANSFORMING FRAC COLD BORE’S BRETT CHELL ON BEING AT THE FOREFRONT OF THE DIGITAL REVOLUTION OF WELL COMPLETIONS by Melanie Darbyshire

Brett Chell, co-founder, president & CEO of Cold Bore. Photo by Bookstrucker.

iven the state of the hydraulic fracturing (also referred to as ‘fracing’, ‘frac’ and ‘well completions’) industry over the past five years, one might assume it’s a tough business to be in today. In the last year alone, everything that could have gone wrong for the industry seemingly did: oil fell to negative $37/barrel; a surge of bankruptcies and consolidations swept North American oil and gas companies; the COVID-19 pandemic caused a seesaw in the demand for energy; and, a newly-inaugurated U.S. President Joe Biden banned fracking on U.S. federal land. If there has ever been a difficult time to be in the well completions business, now seems to be it. In fact the opposite is true for Calgary’s Cold Bore Technology. Founded in 2014, the company’s SmartPAD - the world’s first and only completions master control system, which allows for truly autonomous frac has transformed the fracing operations of producers across North America, making Cold Bore a singularly valuable ally to an industry working through turbulent times. It’s been a slog to be sure, as many tech startups can relate. But, having emerged stronger than ever from a challenging 2020, with the price of oil stabilized and forecast to continue a slow and steady rise, and given the push towards greater automation in the hydraulic fracturing industry, Cold Bore is now capitalizing. “We’re a survival story,” says Brett Chell, cofounder and president of Cold Bore, proudly. “There’s a triple recession, oil and gas gets crushed, we pivot, we refinance - all of it. We started as two guys and now we’re 65 people. Last year our revenue was $6 million - almost double the year before - during what was

conceivably the worst year possible. And we are on track to pass $25 million this year.” The core of the business is SmartPAD, a completions master control system. “SmartPAD acts as a centralized nervous system,” Chell explains of the made-in-Canada product, “to connect all of the control systems from different service companies on site. It’s a network, a platform that universally brings the whole operation together. Literally brings the whole pad together - from a physical and data perspective.”

8 • Business of Energy • April 2021

Digitally Transforming Frac | Cover

Using sensors on the frac trees, the system autonomously tracks workflow for the entire pad, then provides an auditable baseline. “It’s the first time a company thought to track the entire pad itself, rather than a single service,” Chell points out. “The result is a one-second accurate workflow that connects control systems and enables zero-human interaction, fully autonomous frac operations.” All users working on the pad, from oil companies to service companies, have access to the dashboard, which has every service screen on location consolidated into one place. Indeed, Cold Bore has partnered with most major service companies who connect their automated control systems to the “central hub,” so they too can be part of the autonomous frac evolution. Whereas the traditional method is to manually track frac operations by hand using Excel spreadsheets at the wellhead (each service company tracking and formatting its own data), SmartPAD replaces this inefficient, inaccurate and dangerous job by digitally tracking all of the data from sensors on the frac trees. The data is formatted into the 100 per cent accurate workflow and accessible to all service companies and the operator. “Everybody on the pad sharing one platform and one database that is fully audited in real time,” Chell says. “All while still being able to use their own control systems on location.” SmartPAD also provides a full real-time analytics platform, with the ability to set alerts and alarms on any service company’s raw data feeds, or share raw data between service companies. This allows them to feed each other’s algorithms and drastically improve operations in dozens of different areas. “Once we’ve connected all the services with a master control system and made them visible to everybody,” Chell explains, “we then implement automation. We automate all of the inefficiencies and cut unnecessary human interactions out. There is a massive operational efficiency gain, which equates to faster completions.” “We’re selling informational efficiency gains,” he continues, noting SmartPAD is a giant step above an analytics platform. “Once you fix your information, the visualizations from your analytics are going to be infinitely better and it will be obvious how your operation must change.

9 • Business of Energy • April 2021

Digitally Transforming Frac

SmartPAD™ Dashboard displaying frac tree and pressure data.

Cover | Digitally Transforming Frac

You’ll see what you’re missing and can change it automatically. You’ve affected infrastructure, safety, operations, automation - and all of the services will define best practices jointly.” That operational efficiency also helps operators ‘green’ their completions. “Less time on the pad means less water and chemical usage,” Chell points out, “but also less time that pumps are burning fuel and creating emissions.” Most importantly, because there is a single timestamp of operations on location, operators can provide audited proof of reduced consumption, greenhouse gas emissions and ESG improvements. All of this means money to operators, more and more of whom are using SmartPAD. “We have clients in Canada and all over the U.S. now,” Chell says. “Eastern Pennsylvania, Pittsburg, Dallas, Houston, Colorado and North Dakota. We’re also inbounded by companies in Australia, the Middle East, Saudi Arabia and Argentina.” Not bad for a guy from Lethbridge who started his career on a drilling rig. “After high school I went to art school in Vancouver, and then dropped out because I decided I wanted to make money,” he laughs. “All my friends were going out to the oil rigs and I figured I could spend one, maybe two years there.” Seven years later, Chell had worked his way up the chain, from leasehand (scrubbing the outside of the shacks) to getting offered a drilling job. Wanting a change, he joined Xtreme Coil Drilling in 2005, where he was involved in building drilling rigs and technology development. A couple of years later he joined a group of Calgary entrepreneurs involved with various tech startups. “That’s where I learned finance from a startup perspective,” he says. “I learned the game of private equity, venture capital, how to raise money, how to build financial narratives, when, how and what you can raise money for in Canada versus the U.S.”

Brett Chell & Engineer Permian.

However, by the end of 2015 the price of oil collapsed, bringing drilling activity down with it. “We had actually been working on a side project digitizing wellheads, so we thought why not take the acoustic tool we have and go to completions,” Chell explains. “We pivoted,” he continues. “We were basically broke. We’d spent the first $2 million we’d raised from friends and family but had no product, nothing. The industry was down, nobody liked oil and gas. But we bootstrapped another million bucks together, a hundred grand at a time, just keeping it alive, and went to completions.” To refine the product, Chell spent many hours on completions pads testing the digitized wellheads. Coming from the drilling world, where all of the sensors send data to a centralized computer, he quickly realized there was no centralized control system in frac. “The data was all over the place,” he says, “unformatted and a mess. Some was used, some went to the cloud, some just disappeared. I had nothing to plug into and it became obvious that that was the big opportunity.”

He co-founded Axial Energy Tech in 2014, to fund and build energy startups, one of which was Cold Bore. In time, it became his (and CFO Blair Layton’s) sole focus.

The initial idea for SmartPAD was a centralized control system: “Plug everyone in and show the data, then automate the processes. Network the entire pad. But the original concept is nowhere near what we have today.”

Their original concept for the company was to build directional drilling tools out of acoustics.

Convincing operators to use SmartPAD in the beginning (when still in development) required

10 • Business of Energy • April 2021

Digitally Transforming Frac | Cover

Digitally Transforming Frac

A control station for monitoring fully autonomous frac on-premises. This view is replicated in the cloud for remote ops as well.

thousands of air miles logged by Chell, who, prior to the pandemic, spent almost every week in Houston, Dallas or Pittsburg. “About two years ago we got to the point where six major companies were using the product and we met up with the Rices (of the Rice Investment Group (RIG)). When I showed it to Toby Rice, he saw the opportunity right away and was in.” With a cheque for $4 million from the RIG – one of the largest names in U.S. private equity – Cold Bore was well on its way. “We’ve spent the last year-and-ahalf selling and maturing,” he says. “We’ve spent $300,000 to $400,000 a month on software development for two years. We’re now at the point where we’re rolling over. We’re now profitable.” The company is currently raising a large growth equity round of $14 million in the U.S. “Cold Bore very much has come through its shit kicking,” Chell reflects. “We’ve built into

a sophisticated software company. We really now stand in a league of our own.” It’s that league, Chell believes, which is prime to meet the needs of today’s operators, who spend 60 per cent of their costs on completions: “While a lot of the focus is on controls and automation, it also needs to be on informational efficiency, which will give operators a tenfold uptick in their operational efficiency.” Having come into itself, Cold Bore is now comfortably leading the digital transformation of the hydraulic fracturing industry. At the company’s helm, Chell does not lack confidence: “This is the space to be in. This is where all the money’s going to be for the next few years. SmartPAD at its core is an automation platform. It follows the same path and methodology Amazon did when it implemented a standard platform for e-commerce, which completely changed B how that industry did business.” OE

11 • Business of Energy • April 2021

Scott Crockatt | Let’s Lean into the ESG opportunity for Canadian Energy

LET’S LEAN INTO THE ESG OPPORTUNITY FOR CANADIAN ENERGY by Scott Crockatt

s we begin to see some light at the end of the pandemic tunnel, more attention is returning to climate change as one of the greatest global, environmental, and economic challenges of all time. There was a time when that reality looked like a threat to Alberta’s and Canada’s energy sector. But Alberta is potentially Canada’s epicentre of emissions reductions efforts and innovative clean energy investment and activity.

This is the way the world is going, what society and customers are asking for, and what Canada has committed to. Canada has staked out a global leadership position committing to reduce carbon emissions by more than 30 per cent this decade, and to work toward net zero by 2050. This is not just a challenge, it’s a huge opportunity. We can be the best on earth at the energy, food and resource systems of the future.

• A dramatically greening electrical system. Alberta’s largest power generator has already reduced emissions by 50 per cent – 21 Million tonnes of CO2. This is more CO2 reduction by a single company than most nations

Alberta, its companies, and innovators, are poised to play a central role in achieving these goals. People don’t realize this, but Alberta is an emissions reduction and environment, social and governance (ESG) leader. Consider that the province is already home to: • The largest carbon capture project in the world: the Alberta Carbon Trunk Line • Canada’s largest hydrogen blending project • Many of Canada’s leading Indigenous partnerships in reconciliation,

economic opportunity and environmental stewardship, including Canada’s largest off- grid solar project, in partnership with three First Nations

• Alberta Solar One, which supplies Canada’s largest pipeline with renewable power • Utility-scale battery storage with WindCharger

• A 30 per cent reduction in emissions intensity from oil sands production; •

Innovative companies working to repurpose CO2 into products like soap and pens, developing green lithium extraction from innovating geothermal approaches

• Countless more innovations, investments, and projects working to reduce emissions and help Canada achieve its climate goals All that just scratches the surface. In fact, natural resource companies account for 75 per cent of all the clean energy investment in Canada. Most of these are based in Alberta. The reality is humanity has a big problem, and Canadian energy is a big part of the solution.

12 • Business of Energy • April 2021

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Let’s Lean into the ESG opportunity for Canadian Energy | Scott Crockatt

Canada’s largest energy companies want to do more. Many have set their own net zero targets, along with other ambitious goals around emissions reductions, Indigenous partnerships, environmental performance, diversity and inclusion, and other aspects of economic and ESG leadership. Dramatically reducing emissions, getting to net zero, and building a new energy future; this is the new vision for Canada. So how do we achieve that vision? Canada has a huge resource bounty, and a strong start in areas like carbon capture, hydrogen, and renewables. Other countries are moving quickly in these areas and we risk being outpaced in places where we could lead. To reach the scale and scope necessary to reach net zero Canada will need to create the right conditions and accelerate the pace of greenhouse gas (GHG) reductions. To succeed, however, Canada must dramatically increase its efforts. We must make and attract major investments to realize net zero opportunities. We must foster innovation and innovative systems and find ways to de-risk the investments needed in early-stage technologies. In order to attract the investment capital required, it is also imperative that we dramatically increase the pace and certainty of regulatory approvals. Today, our country’s own regulatory systems are too slow to reach our climate goals – we need faster and more agile regulation. All this will require strong leadership and collaboration amongst Canada’s business community, people, and governments. If we do this right, we’ll not only achieve our environmental objectives, but we’ll also enhance the competitive position of Canada and everything Canada produces. As we lower the emissions of our energy systems, we also lower the emissions of every other industry that uses those systems. That means that it’s possible for every product Canada exports to have a competitive climate advantage over similar products made elsewhere. The ESG Opportunity Capital and our global reputation are critical elements of this, especially as the global ESG movement continues to grow and direct massive amounts of capital around the world. Canada’s energy sector can already stake a strong claim to having world-class ESG performance in areas like environmental regulation and monitoring, human rights, Indigenous partnerships, and excellent governance. But efforts to divest from Canadian energy continue globally.

13 • Business of Energy • April 2021

Let’s Lean into the ESG Opportunity for Canadian Energy

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Scott Crockatt | Let’s Lean into the ESG opportunity for Canadian Energy

That’s partly because we’ve done a poor job of globally marketing Canadian energy. It’s also because the one area of ESG where we still lag, is unfortunately also the one area that the world is most focused on: GHG emissions. Yes, our most modern projects have similar or lower carbon emissions than the average barrel from elsewhere. Yes, we’ve taken 30 per cent of emissions intensity out of oilsands over the last decade. Yes, we are one of the few large energy producing nations investing aggressively in emissions reduction. And yes, Canadian natural gas has the lowest lifecycle emissions of any LNG on earth. Even with all that, we still have room to go to improve the emissions performance of Canadian energy production. This is a huge opportunity disguised as a challenge. If we can undertake a strategic, ambitions, and material effort to truly “break the logjam” of the emissions challenge, Canada can market ourselves unreservedly as the best producer and exporter of energy on earth, now and for decades into the future.

This has the potential to take our energy products beyond being a simple commodity and into a territory of having a unique point of differentiation, a competitive advantage, to our customers. Forestry, fishing, mining, and diamonds have all done a version of this. It’s time for this to come to Canada’s energy sector. The reality is that neither industry nor government can do that alone. The kind of decarbonizing super-initiatives we’re talking about here are generally not economic today – or else companies would be doing them – and they often involve major unsolved engineering, market, or technology challenges. Here’s a few to give you an idea: carbon capture (CCUS), small modular nuclear, hydrogen, and even direct air capture. We would argue that Canada should be THE world leader in CCUS – it will be vital for oil and gas emissions reduction and for blue hydrogen – a future fuel that the Government of Canada is placing a lot of importance on. To make these possible, governments and business are going to need to come, together, to the table and figure out how we get this done. It will involve adjusting some perspectives. Including a shift to focus on reducing GHG emissions, rather than reducing the fossil fuel industry. But it is possible – for what could be more aligned to our climate

Canada can market ourselves unreservedly as the best producer and exporter of energy on earth, now and for decades into the future.

ambitions than projects resulting in less carbon being emitted into the global atmosphere? A recipe for success To achieve our Albertan and Canadian climate goals, and enable economic recovery, the path is clear, we must do two things: First, we must accelerate reductions in the carbon emissions from the energy produced and used domestically today, and that are our largest exports. In doing so, establish Canada’s brand as the world’s leading producer of ESG-focused products, services, and energy. This includes rapid investment in proven areas such as carbon capture utilization and storage (CCUS), natural gas and electrification. Second, we need to act boldly to achieve Canada’s 2050 net zero goals by harnessing Canada’s natural resources and human assets to build the next generation of energy and technologies, including hydrogen power, small modular nuclear, nature-based solutions, direct air capture and other technologies. None of that scares Albertans. This is the place where we’ve figured how to get oil out of sand, how to drill sideways and hit a tiny target kilometres underground, and how to mix vodka, celery, horseradish, clamato and Worcestershire B into a single drink. Let’s get after it. OE

14 • Business of Energy • April 2021

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KAYDEN INDUSTRIES HELPS ENERGIZE THE PROVINCE KAYDEN INDUSTRIES REMAINS INNOVATIVE, AGILE AND GROWING THROUGH TRANSFORMATION

ayden Industries has always known what they do well, solids control. And they also knew that diversification was necessary to bring them continued success. Kayden Industries LP launched in 1995 as a decanter centrifuge manufacturer supporting the energy sector. In 2015, Kayden diversified to offer solids-liquid separation products to clients in civil construction, lagoon dredging, municipal work, agriculture, and industrial water. The company further expanded to fabricate and custom build a variety of solids removal skids, septage receiving systems, pumps, tanks, and other equipment. Today, the company continues to manufacture, sell, operate, and service one of the largest, most reliable and most effective decanting centrifuges in the oil, gas and environmental dredging industries. President Brent Morrice explains what a centrifuge is, and its significance, “While drilling oil and gas wells, drilling fluids are used to lubricate the downhole tools, eliminate damage to the drill strings and mitigate formation damage. When you drill a well, small cuttings are created, and they need to be removed or problems will occur. We have manufactured a large bowl centrifuge that spins at a high rate which creates G-force to remove solids from fluid, making the drilling fluid reusable, saving our clients a considerable amount of money while mitigating the environmental impact of their drilling operations.” Kayden is visionary as well as innovative. Morrice explains, “During the downturn in 2015, our management team understood that diversification to other industries would strengthen our company. We knew that many other sectors required solid separation expertise. Working with private equity support from TriWest Capital Partners, we strategically moved a portion of our focus to solving desludging challenges in a variety of sectors by adapting our centrifuges. With support from ATB, we also invested in a fleet of electric and diesel dredges. Now, we are currently the only centrifuge manufacturer in North America that offers dredging and desludging services.” The centrifuges built by Kayden are incredibly durable – so much so that they are relied on in Canada’s far north, in the

sands of the Middle East, and in the outback of Australia. “The first Kayden centrifuge built 25 years ago still operates today and is a testament to Kayden centrifuge’s design and quality,” adds Morrice. “We’re proud that our centrifuges have operated on five continents.” As with all operators in the energy sector, Kayden faces industry challenges, but they are happy to move forward in confidence, knowing adaptation helps build a better province. “The world needs oil and gas, but we also recognize that there is a growing focus on cleaner air and cleaner water,” says Morrice. “We are part of that movement, and we are very proud of the fact that we are successfully helping clients right here in Alberta and across North America manage their produced water and appropriately deal with wastewater to minimize the environmental impact of their operations on the local environment.” ABOVE: BRENT MORRICE, PRESIDENT, KAYDEN INDUSTRIES.

Kayden continues to innovate across all sectors. Morrice notes, “We have designed and custom built receiving systems for municipal clients to track the amount and type of waste being received by municipal waste ponds, ensuring no pollutants harmful to the environment are dumped into municipal lagoons. We have also recently developed and manufactured in-house H2S mitigation equipment for certain environmental lagoon applications. Kayden is currently focusing on remote monitoring and automation on drilling rigs while teaming up with other companies to ensure more beneficial reuse options are made available for the waste we recover from dredging and desludging ponds.” Kayden is proud to rely on ATB as a financial partner. “We chose ATB because ATB understands what Albertans face each day,” says Morrice. “ATB understands why we think and how we think as we move into alternative verticals to ensure we continue to grow our company right here in Alberta and around the globe.

ATB was there for us. We were able to expand our fleet of centrifuges to the largest size in our 25-year history to keep up with customer demand, as well as invest in a fleet of dredges with ATB providing necessary equipment financing options to help us grow.” Morrice’s advice for companies seeking success in transformative times is, “Look for opportunities to satisfy a need or requirement that is not currently being met. Continue to search for opportunities that you know your company can compete at and demonstrate leadership in.” He concludes, “Working with ATB, we made the pivots required to be successful in both oil and gas extraction and many types of environmental pond reclamation. The oil and gas industry in Alberta has many years of prosperity to come, but we must always be looking for alternatives to energize our company and this province.”

Morrice champions ATB as a partner for progressive Alberta entrepreneurs of all sizes. “ATB understands Albertans’ business challenges and works collaboratively to find solutions. ATB has been our lender since 2013 and the best word to describe Kayden’s relationship with ATB is ‘partnership.’ During the downturn of 2015/16, ATB provided us the flexibility to navigate our business through some very challenging times. I am not convinced other lenders would have been as supportive. Coming out of that, we saw growth in our oil and gas business in 2017 through 2019.

ATB is pleased to present a 2021 profile series on the businesses and people who are facing challenges head-on to build a strong Alberta.

ABOVE: KAYDEN REMEDIATES PONDS WITH THEIR SOLIDS REMOVAL PROCESS.

ALBERTA MANUFACTURERS LOOKING WITHIN FOR COMPETITIVENESS // DAVID MACLEAN

Alberta Manufacturers Looking Within for Competitiveness BY DAVID MACLEAN

lberta manufacturers see the landscape changing. The pandemic and collapsed energy prices have sparked a renewed interest in squeezing every dollar out of their operations for efficiency and productivity. Even before a global pandemic was a thing, Alberta manufacturers were feeling the impacts of the lockdown in Wuhan, China and a little later, Italy. Once solid supply chains suddenly wobbled. This was on top of the Trump administration’s steel and aluminum tariffs, the retaliatory measures enacted by our own government and the massive disruption caused by rail blockades across Canada. Supply chains are more complex than ever and infused with new technologies like automation, digitization, machine learning and advanced enterprise resource planning software platforms. Logistics specialists are increasingly important and prominent in the Alberta manufacturing scene – professionals who understand how to optimize procurement and transportation, synchronized with in-house production to provide customers with efficient solutions. A few weeks back Canadian Manufacturers & Exporters announced the creation of an Alberta Supply Chain Leaders’ Council, in partnership with Supply Chain Canada, Alberta Institute. This council will put supply chain and logistics leaders together to share information and best practices, tour each other’s operations, and tackle problems in a confidential, safe environment. To launch the council, CME held a virtual information session to showcase the group facilitators and walk through the value shared, experiential learning can bring to a company or a supply chain professional individually. With more than 50 companies registered to attend the event, it’s safe to say the response illustrates Alberta manufacturers’ commitment to the topic.

A short while later CME launched a Manufacturers’ Operations Council (MOC) and, once again, the interest demonstrated commitment. MOC’s offers confidential peer-to-peer sharing opportunities for senior manufacturing operations professionals. Council members collectively hash out problems ranging from human resources challenges and technology hiccups to achieving leadership buy-in or dealing with a difficult CEO. CME has been running peer councils and consortia for years, but Alberta has always been a bit of an outlier in that the boom and bust nature of our economy meant other priorities prevailed compared to peers in other provinces. Perhaps years of intense growth with billions poured into our energy sector over 30 years shielded Alberta companies from the realities faced elsewhere. The focus was on growth, business development and delivering orders. At times, Alberta manufacturers have been price setters. This is no longer the case. We’re seeing an uptick in interest in continuous improvement training as well. Perhaps anticipating a “new normal” of tougher competition and slimmer margins, Alberta manufacturers are looking at lean manufacturing to optimize their processes. Across the prairie provinces, manufacturers are training their key staff with CME Lean Yellow Belts and Green Belts. Maybe we’re seeing a shift. Recognizing the game has changed, Alberta manufacturers – including energy and petrochemicals operations – may be increasingly looking inward to find ways to compete and win. This can’t be anything but a good thing. Our manufacturers are among the most advanced in the world. Our technical and engineering strengths are well-documented. Layer on top of that world class operational performance, and Alberta makers could be even more formidable. CANADIAN MANUFACTURERS & EXPORTERS (CME) IS THE VOICE OF CANADIAN MANUFACTURING. CME REPRESENTS MORE THAN 2,500 COMPANIES WHO ACCOUNT FOR AN ESTIMATED 82 PER CENT OF MANUFACTURING OUTPUT AND 90 PER CENT OF CANADA’S EXPORTS.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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Alberta Central Awards $20,000 to Two Alberta-Based Businesses for First-Ever Big Future Innovation Grant Alberta Central, the central banking facility, service bureau and trade association for Alberta’s credit unions, is pleased to announce that Curiocity Group Inc. (Curiocity) and Clinical Trial Hero have been selected to receive the first-ever Big Future Innovation Grant, receiving $20,000 each to put towards their business’s financial future. Curiocity and Clinical Trial Hero received the top distinction among five shortlisted candidates (from 100 applications). Each small business presented to a judging panel showcasing how their business has provided innovative solutions to adapt to COVID-19, how the funds will aid in continuing innovation and what the future goals are for their business. Curiocity is an Alberta-founded, digital-only publication providing hyper-local news, things to do, and bookable experiences and adventures to its growing audience of nearly three million people across Canada. Recognizing the toll of the COVID-19 pandemic had on mental and emotional health, Curiocity shifted its local content verticals to be focused on uncovering positive stories about businesses, people and communities across the country. Curiocity also offered and continues to offer businesses free advertising on their platform, to help relieve some of the marketing challenges posed by the pandemic. “Given our platform and reach we immediately felt a sense of responsibility, we knew we had to rally around local business here in Alberta,” said Mark Montanini, founder and CEO at Curiocity. “Our editorial and social teams quickly and successfully shifted our content strategy to start highlighting positive local stories and small businesses. The Big Future Innovation Grant will be put towards our local content verticals where we will continue to support small businesses, providing levity to people’s news feeds and highlight enjoyable experiences for residents across Alberta.” Clinical Trial Hero is an Alberta-born mobile app and web offering that helps people find clinical trials near them. The app is among the first of its kind in the world, with the potential to disrupt clinical trial recruitment. COVID-19 has hampered clinical research as many clinics have shut down or operated at reduced capacity for months. As a result, clinical trials have suffered. The Clinical Trial Hero app has flourished, empowering patients with a digital solution, removing the

necessity for personal contact during clinical trial patient recruitment. Patients have access to Clinical Trial Hero for free, an inclusive innovation that aims to help patients no matter their gender, race, or financial status. “We were so excited to receive the news that we were selected to receive the Big Future Innovation Grant,” said Dr. Nikhil Joshi, creator of Clinical Trial Hero. “During these challenging times, clinical trials are more critical than ever, and we are so proud to be recognized for the work we are doing. The support from this grant will be instrumental in helping Clinical Trial Hero grow and reach more patients across the country.” For more information about the Alberta Central Big Future Innovation Grant, please visit: www.albertacentral.com/ bigfuture. ABOVE: MARK MONTANINI, FOUNDER AND CEO AT CURIOCITY AND DR. NIKHIL JOSHI, CREATOR OF CLINICAL TRIAL HERO.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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Blaine MacMillan Receives Distinguished Alumni Award Blaine MacMillan received NAIT’s Distinguished Alumni Award for his outstanding professional accomplishments and leadership within the graphic design industry. This lifetime achievement award recognizes individuals renowned for their leadership roles, industry expertise and merit. As president and CEO of one of the largest graphics manufacturers in Canada, Blaine MacMillan has worked with some of the biggest and most recognizable brands in the country, from Coca-Cola to Sobey’s to Canada Post. But he doesn’t take those successes for granted – which is why MacMillan and his company, Cowan Graphics, remain committed to bringing the highest level of professionalism to every single job they do. By the time MacMillan first got involved with Cowan, as a 12-year-old working half-days over summer vacation, the family business was already a fixture in the industry. Originally co-founded by MacMillan’s aunt and uncle back in 1945, the company hand-painted silk ties, bronzed baby shoes and made crests. Cowan later pivoted full-time into vehicle graphics with the introduction of self-adhesive decals in the late 50s. Vehicle work still makes up roughly 40 per cent of Cowan’s business, but under MacMillan’s watch, the company has expanded its purview to include retail graphics, architectural signage and a variety of promotional and eventbased graphics. Today, Cowan operates out of a combined 15,468 square metres (166,500 square feet), spread across plants in Edmonton, Calgary, and Saskatoon. When the COVID-19 pandemic hit, MacMillan had to pivot yet again. With signage work at a standstill, he reached out to a peer in California and learned that there was a huge demand for protective face shields. And when MacMillan looked at the models currently being produced, he and his staff saw ways they could improve on them. MacMillan decided to buy up enough material for 100,000 shields, which at the time seemed ambitious. Within a few weeks, Cowan had pre-sold 1.4 million of them. At the height of demand, they were producing 50,000 shields per day.

“He’s a great success story,” says Norm Peterson, retired academic chair of NAIT’s Graphic Communications program, who nominated MacMillan for the 2020 Distinguished Alumni Award. Peterson praised MacMillan’s involvement in the community, donating more than $25,000 for scholarships and keeping an upbeat message whenever he speaks to current NAIT students. “We love having him on board.” Cameron Demetrick (Graphic Communications ’14) remembers touring Cowan’s Edmonton facility as a NAIT student, and being impressed at the scale of the operation. “It was very striking,” says Demetrick, who now works for the company as a senior digital print press operator. As an employee, he’s equally impressed at the sense of community MacMillan has fostered in the workplace. Yet despite having achieved so much in his industry, MacMillan remains humble. “It’s yesterday’s effort that determines today’s success,” he says. “I’d like to think I’ve attracted like-minded people to the business, and that I’ve treated them as peers, professionals, and an extension of my family. The energy, the talent and the enthusiasm of all of our staff is incredible. I am a very lucky man.” ABOVE: BLAINE MACMILLAN. PHOTO SOURCE: EPIC PHOTOGRAPHY INC. WORDS BY MICHAEL HINGSTON AND SUPPLIED BY NAIT

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

OVERCOMING THE DRAWBACKS // SUCCESSION PLANNING

OVERCOMING THE DRAWBACKS BY NERISSA MCNAUGHTON & JOHN HARDY

uccession planning all too often, falls to the bottom of a business owner’s to-do list. While we all know the importance of having a plan in place, the details and execution cause many to procrastinate. Today, three experts weigh in on why succession planning shouldn’t be delayed, and how to get started.

KMPG – It’s not the end, it’s a transition Nicole J. Osolinsky, partner, Tax, at KPMG in Canada’s Edmonton office says that succession planning is absolutely critical, not just for corporations, but also farms and small businesses. “The key word in succession planning is PLAN. It requires intention,” she says. The cost of failing to plan, Osolinsky points out, is more than financial. “In addition to the financial toll, there is a relationship cost driven by frustration among family members and generations. There is an energy cost as financial and relationship tension is stressful, versus an intentional and well-planned succession process, which can be energizing. There is the cost of employee anxiety. Employees can be caught in the middle of tension and left unsure who is in charge.” Despite the consequences, many businesses are still procrastinating on succession planning. Osolinsky says this because, “First, an entrepreneur’s passion leads them to work in the business, not on the business. Planning does

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

not make it to the top of the to do list. Second, intimidation about how to start and fear of opening up conflict or difficult conversations that they may not know how to navigate. That is where a professional can help – to facilitate the process and facilitate those important conversations. “It is important to remember there are multiple parts to succession: ownership, which involves legal structure and goes beyond shares and entitlement to the value to involve stewardship of the family wealth (even for those who may not be active in the business); and succession of management which involves skill development, leadership, and defined roles.” Clients of KPMG can expect personalized service for their succession planning journey. “We know this is not about moving share capital around on an organization chart, or documenting a crisis plan in a will that leaves the family to ‘figure it out’ based on bequest of legal shares,” notes Osolinsky. “Our plans are rooted in communication. We ask good questions – to the current generation and future generations – and we listen so we can help map out a plan for ownership and management succession, and a process for ongoing communication among all parties.” Osolinsky concludes, “Doing nothing is still doing something but it is a strategy that has consequences. Succession should not wait until weeks before retirement or a crisis. Succession should not be a ‘surprise’ that is sprung on the family at some point. Succession is not the end of something–it is a transition not an exit, and the process can be extremely rewarding if approached well and with intention.”

Succession. Governance. Strategy. Transitioning a business from one leader to another, and one ownership to the next, is usually a larger challenge than anticipated. No matter how expert the leaders and owners of the business are in their field, most have yet to go through succession planning. The emotions, time required, relational complexity and even technical processes are usually surprising, and require navigating in new ways to get to the desired outcome. In partnerships or family businesses, the relational aspects of the journey require balancing the needs of more than one person, which generally means difficult conversations. Most people do not like conflict, so they tend to push off this need until there is no other option. But by then, some damage has been done and trust is eroded; so re-establishing trust and communication to a functional level is critical. Yet for many leaders, communicating with partners, family and key staff on sensitive issues can be hard, since everyone has their own biases, preferences and blind spots. Using an objective, independent third party to lead these conversations and find common ground is usually the fastest and least risky way to get to an agreed-upon succession plan. One situation no one wants in the transition process is a stalled or acrimonious discussion among people need to agree to safely move the succession ahead. If a leader passes away suddenly or becomes incapacitated before the plan is built, the risk goes up even more. Therefore, an early start is crucial.

12417 29a Ave Edmonton, AB T6J 6C7 Phone: 587-990-8898 www.predictablefutures.com BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

OVERCOMING THE DRAWBACKS // SUCCESSION PLANNING

MNP – Family Dynamics play a role Jim Rea, business advisor, MNP, states, “While most business owners are passionate about keeping the business in the family, they need to evaluate the suitability of family members for senior management positions. Do they have the appropriate education, experience and drive to lead the teams and develop strategy? “Every family business of a reasonable size should have a family employment policy, which guides the hiring and development of family members. Such a policy provides transparency to non-family employees so that there is less resentment and frustration over family members seeming to get advantages not available to non-family members. “Further, existing management exhibiting the skills and aptitude of potential leaders should be given the opportunity to undergo the same leadership training offered to family members. This will help ensure capable people are ready to take on the leadership roles during a succession process.” Rea notes that outside experience for those in the family business is beneficial. “Some families require their adult children get experience outside the family enterprise. This can help bring new ideas into the business when they are re-hired.” To get started, he advises bringing in a professional that understand the relationship between business and family dynamics. “A skillful facilitator can help set the tone for open family discussions, providing a framework for dealing with sensitive issues and bringing intense discussions under control. As with all relationships, better communication leads to improved interactions. We often find that the heated arguments or shutting down witnessed in early family meetings is replaced by much more collaborative discussions and decision making once the dust has settled and feelings have been shared.” Rea’s final thought is a reminder that just because they are a family member, they are not entitled to a position.

“There are always other ways to compensate siblings who don’t want to be involved (or shouldn’t be). What is ‘fair’ might be a smaller piece of the pie, but without the responsibility of maintaining and growing the value of the business to realize that share.”

Predictable Futures – Overcoming Drawbacks to Planning Ahead Gregg Becker is the president and owner of Predictable Futures, which has been helping businesses with future planning for almost 40 years. He cites the following reasons business owners procrastinate: • Feeling stuck or stalled: issues come up that are hard to resolve or sensitive to deal with, so the process is put off. • Weak communication in the family: unclear (or no) conversations about sensitive topics and unarticulated expectations. With the bonds of loyalty, sometimes poor assumptions and communication gaps are left unchallenged. • A limited understanding of what creates a successful transition: technical advisors (lawyers, accountants, wealth advisors, etc.) all add great value to the process, but the relational aspects are not generally where they focus, so these tend to get ignored, creating much more risk. • People who cannot separate their roles as family members from their roles in the business: a founder can also be a boss and a father or mother at the same time.

ABOVE: JIM REA, BUSINESS ADVISOR, MNP.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

OVERCOMING THE DRAWBACKS // SUCCESSION PLANNING

• Assessing successor and founder readiness: both are important and separate issues. It can be difficult for a parent to assess their own children objectively. “The emotional impact of succession cannot be overstated,” says Becker. “For a founder or current generation business leader, handing over the business to someone else (even conceptually) can be huge. Their leadership and day-to-day routine are often a large part of their purpose and identity. For many family members, the business is a source of pride, and seeing it succeed is emotionally vital. Yet, dealing with intergenerational or sibling conflict is not for the faint of heart.” He continues, “Our families often bring with them the emotional experiences of a lifetime, and it can be surprising how much these understandings and feelings impact their thinking around succession. As time and other pressures build, it increases the emotional intensity. That is why working early on succession is so much better. It reduces pressure on the process and the people involved with it, allowing for better decisions and healthier relationships.”

exactly the time it most needs to pull together. It also puts tremendous stress on the family: spouse, kids, and others. The worst thing is, it doesn’t need to be that way, and preparing for this possibility is an inexpensive form of insurance.”

No reason to delay There is no doubt about it. Succession planning is not a fast or easy process. It comes with a lot of emotional baggage on both the business and family fronts. Yet the consequence of not planning ahead means all those emotions and issues get tangled up in an even bigger problem when the worst happens. With professionals standing by to help guide you and your family through the success planning process, there is no reason to delay. Start the process now for a smoother transition later.

Becker discusses the way Predictable Futures address the balance between business and family emotions and issues. “We sometimes use an exercise that simulates the loss of the owner or key leader in the businesses we work with. It is a powerful experience that helps the owners, family, and management work through a plan for what needs to be in place, and what should happen when the unexpected occurs. “Failure to plan for this possibility almost always paralyzes the company and family when a sudden loss or absence occurs, and the outcomes range from sub-optimal to a complete failure. Such a disruption puts the business in jeopardy at

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www.chsbenefitsconsulting.com BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

CAROLYN CAMPBELL: “YOU BELONG HERE” // COVER

CAROLYN CAMPBELL:

“You Belong Here” THE NEW PRESIDENT & CEO OF NORQUEST COLLEGE FOCUSES ON BREAKING DOWN BARRIERS TO EDUCATION AND REBUILDING ALBERTA

BY NERISSA MCNAUGHTON

ABOVE: CAROLYN CAMPBELL, PRESIDENT & CEO OF NORQUEST COLLEGE. PHOTO SOURCE: NORQUEST COLLEGE

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

CAROLYN CAMPBELL: “YOU BELONG HERE” // COVER

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

CAROLYN CAMPBELL: “YOU BELONG HERE” // COVER

ast summer Carolyn Campbell became the president and CEO of NorQuest College, and she couldn’t be happier about it. For Campbell it is the culmination of the many paths she traveled with intention – paths that, while all led to the same destination, couldn’t be more different; paths of art, public service and education. Campbell’s grandmother was a model for Frederick Horsman Varley, an artist in Canada’s famous Group of 7. Campbell started drawing and painting at age four. Her grandmother, who had ties and influence in the art world, taught her how to draw portraits. This is where her love of art and her journey as an artist began. As she went through school and college, she unlocked her love of learning. Campbell discovered that she had a voracious appetite for all things education, for herself and making it accessible and enjoyable for others. This led to five years with MacEwan University (then MacEwan College) followed by 15 years as Associate Dean of Executive Education at the University of Alberta (U of A) School of Business – a truly formative time in her educational career. “The U of A was really doing a great job of promoting professional development and were so connected to both industry and entrepreneurs,” says Campbell. “That was where the fire lit for me between education, leadership development, and personal lifelong learning.” At the U of A she also taught art, leadership and governance. When the Government of Alberta was looking to appoint a new Deputy Minister of Culture and Tourism, Campbell got the call, launching her foray into public service at the provincial level. “Out of the blue the government tapped me on the shoulder. I worked for the province for three months when we had that historic shift in government,” she references the brief switch from a Conservative government to NDP. “What an exemplary experience to be a part of that kind of learning in how you can shift strategy and policy. I learned a lot…” she pauses, “but, I was missing post secondary.” Some adults enroll in local evening or weekend courses to fill that education itch, but Campbell, in her signature style, took a different track. “Well,” I thought, “I’ll start with Oxford.”

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

As the lengthy application process for Oxford University began, Campbell also moved over to the City of Edmonton to create a new department focused on positioning Edmonton in the global market as the ideal post-secondary location. “That was really, really fun!” she exclaims. “I worked with several other departments at the city as well, and I learned a lot. I am very grateful for my time working in multiple levels of government to learn the inner workings and building relationships. It was a rewarding experience that has always stayed with me.” Then Oxford called. Not only had Campbell’s application for PhD studies been accepted, making her an official student of the historic and renowned University, she was also asked to teach the executive programming course. “This was beyond bucket list!” Campbell shares, but life was far from done with throwing ideal opportunities her way. In the midst of her time at Oxford, an institution near and dear to her heart came calling as NorQuest contacted her about becoming the President and CEO of the college. So, what was she to do? Here she was doing remote PhD studies at Oxford while teaching university classes. Where could she have the most impact? Was it at her hometown community college? The answer was a resounding “yes.” Campbell didn’t even hesitate. “The presidency of NorQuest College! This is my dream job. I thought, well, it’s going to be hard because I’m still working on my PhD, but I can’t imagine a more exciting opportunity to keep learning. I’m a lifelong learner. Leading an institution that is positioning itself to be a real partner with Albertans in ‘building back better’ is important to me.” Just like that, all the paths she had travelled converged. The passion for art, public service and education all came together when Campbell said yes to NorQuest College. She explains, “When I applied for my PhD, I set my subject as the governance of art and the repatriation of Indigenous art. The topics include how organizations move through crises and major periods of pressure and change to come out the other side of a definable era with a clear identity.

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CAROLYN CAMPBELL: “YOU BELONG HERE” // COVER

The definitive eras of an artist, or their series, are not unlike the definitive eras in business. Picasso has a blue period and a cubic period. What happened between those periods to make them so definable? I think about that a lot. “Art is related to business and educational organizations. As they move into a new area, is there a moment of breakthrough? I believe that it is through crisis and pressure – when you go through one period to the next – that you have a breakthrough. To me, this is exciting as an artist and a leader.” Right now, Alberta is coming through crisis due to many factors, including economic pressure, low energy prices, climate change, and, of course, COVID-19. Campbell has suited up to be on the front lines with those actively involved in rebuilding and rebranding the province; something she knows she can do thanks to NorQuest’s longstanding history of inclusive education and focus on the industries that need skilled labour the most. “NorQuest has purpose about transforming lives,” says Campbell. “When you transform a life, then you transform communities, the world, and the future. NorQuest is a place for belonging, creating a community, and making a difference.” That difference is sorely needed right now for the province and the scores of people looking to upgrade and re-enter the workforce, sometimes training for different industries since their original positions collapsed under the strain of COVID. NorQuest is on it. “I have had meetings with our Workforce Advisory Committee, including talks on strategic planning and the panel telling us where they think the impactful areas of

attention should be. NorQuest is delivering the programs that get people working. We are getting this province working again. “Currently, 40 per cent of our training is in healthcare and I’m excited about what is happening academically. AI, global learning, social access, energy management, open studies… The practical studies we are doing at NorQuest are going to blow the doors open in what we can share with industry!” As excited as she is about what NorQuest has to offer, Campbell knows the journey takes one step at a time. “The first step,” she shares, “is in providing solutions for the economic recovery. We are looking to expand on programing and are expanding our apprentice-style programs. Currently we have 15 new programs in the hopper. We have also put new administration strategies in place, like removing caps on courses and expanding our offerings. NorQuest will do whatever we can to remove barriers to access for students.”

ABOVE: CONNOR CAMPBELL, CAROLYN CAMPBEL, BRENDAN CAMPBELL AND STEVE CAMPBELL. INSET: TIME SPENT IN CAROLYN’S ART STUDIO ROUNDS OUT AN ALREADY BUSY SCHEDULE.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

CAROLYN CAMPBELL: “YOU BELONG HERE” // COVER

A big part of removing those barriers is credited to the 1000 Women A Million Possibilities initiative. Since 2010, 1000 Women donors have raised more than $3 million to support access to education for NorQuest’s students. “This movement is an example of what can be done with a big vision,” praises Campbell. “It’s a light to ensure we get as many people as possible educated, trained, and learning. The 1000 Women movement has done so much for NorQuest over so many years, and we cannot thank them enough.” She continues, “NorQuest is committed to engaging communities. As we emerge through this crisis period, we know we face challenges. That is why we remain proactive in reaching out to government, communities, and other post secondaries to work together on recovery in Edmonton and beyond. NorQuest is a convener of ideas, of people, of thought leadership. We transform lives. We are a place of belonging. No matter who you are: a student, community member, industry leader, small business, employer – you can see and find yourself here.” Campbell couldn’t be happier to take on this role, not just for what it is, but where it is too. “I have been saying for years that Edmonton is a postsecondary town. There is so much generation of ideas in this city; it truly is a place for thought leadership. Our postsecondary institutions are working hard to be a complete community and an intricate part of the fabric of the city. The conversations, the culture, the science – all this and more makes Edmonton a terrific place to live. We are so lucky! We have everything you want from a mega city right here.”

“We are suffering!” she says of the bittersweet reality of her sons growing up and moving out. “When you have twins, everything happens all at once with your children. We are so proud of them. One is doing his masters in statistical learning and the other has a job in the area of western development education.” With the paths of her journey merging into one, she has a moment to stop taking steps and look back to see how far she has come. “Getting that acceptance letter to Oxford – that was such a moment. What went into that application and that process was much harder than anything else I’ve been through. The acceptance was a meaningful recognition. Then, when I came to NorQuest, the board was so incredibly welcoming. They really went the extra mile in making me feel accepted even though NorQuest, like all post-secondary schools, is dealing with the impact of COVID. And the city! I’ve been very impressed with relationships I have built and see in Edmonton. Here I have found people to celebrate life with, talk about issues with, and I hope I’m there for them as much as they have been there for me. There is something about the community in Edmonton that cannot be replicated. I am just so incredibly grateful for it all.” Now that you know Carolyn Campbell a little better, you should know that her pausing to reflect on how far she has come in no way slows her down for what’s ahead. The path forward is clear and she walks it with confidence.

“My husband and I have just become empty nesters!”

“Let’s get started on rebuilding our economy. Let’s lift up people and our community during these challenging times. NorQuest College can give you opportunities that last a lifetime. Let’s ramp it up! We are working on our next strategy. We are working on maximizing our research through reimagining higher education. We will better engage donors to show the impact of their support. We want to build on our branding and culture in-house. We are looking at the digital innovations that will power Alberta’s future. That is what I’m spending my time on right now. It’s big. It’s exciting. And it’s so beautiful.”

Campbell’s many paths include the journey of motherhood. She and her husband have twin sons.

With that, she takes her next step. The journey is far from done.

While the artist has been balancing creating and showcasing beautiful work, continuing her studies at Oxford, pursuing the unification and showcasing of the city’s post-secondary landscape, and – most importantly – leading NorQuest College into a future where its students help with Alberta’s next evolution, she has achieved yet another important milestone.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

WE WORK

WHERE YOU WORK EPIC Photography Is aN ALBERTA BASED full service photo agency, SPECIALIZING IN advertising, editorial, portrait, sports, food or arts PHOTOGRAPHY AND VIDEOGRAPHY. epicphotography.ca // @alwaysepicphotos

SLIPPERS, SWEATS AND FLEXIBLE SCHEDULES // HUMAN RESOURCES

SLIPPERS, SWEATS AND FLEXIBLE SCHEDULES HOW COVID-19 IS CHANGING THE WORKPLACE BY BETHANY NEUFELD

ith public health measures in place, working from home has become a new normal for a number of industries across the province. Many workers have traded in their dress shoes and slacks for slippers and sweats. But what has this transition meant for workplace environments? According to O’Ryan Hughes, managing Partner at Stoppler Hughes Ltd., workplace relationships and connecting to coworkers in the current climate require an organized effort. “One of the things I’ve noticed is everything is scheduled now. There’s no more bumping into someone in the hallway or water cooler or popping into someone’s office. It seems like you can’t even phone people without setting up an

appointment. Which, for efficiency’s sake, can be good but for the interpersonal side, you have to be proactive and book and plan – even if it’s an open-mic lunch with loose conversation. It has to be in your schedule or it simply won’t happen,” he shares. “It was perceived as ‘manufactured fun’ done by HR departments, but it’s really showing now. You can go months without seeing people and you get deeper into your silo. Being more purposeful about our social interactions in the workplace will help improve camaraderie around the office.” While staying connected continues to be a notable challenge for businesses, changes to workplace environments are not all negative. As Hughes explains, the move to work-fromhome arrangements comes with a range of unique benefits for both employers and employees.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

SLIPPERS, SWEATS AND FLEXIBLE SCHEDULES // HUMAN RESOURCES

“BEFORE COVID-19, WORKING FROM HOME OR WORKING REMOTELY WAS OFTEN SEEN AS ‘LESS THAN’. THERE WAS THIS IDEA THAT TO BE PRODUCTIVE, YOU HAD TO BE AROUND ONE ANOTHER IN A PHYSICAL SENSE AND I THINK THAT HAS BEEN BROKEN DOWN,” HE SAYS.

“Working from home has stirred up a bigger talent pool regarding who you can recruit. No longer is the commute from the suburbs to downtown an issue. Even further than that, you can hire from anywhere in the world as long as they fit the skillset,” he says. “The ‘hot industry’ moving forward is anything where you have the ability to take your skills and your abilities and market them globally. I think that’s one of those things COVID really pushed forward and we see that global hiring is exploding right now.” Having an increased scope of hopeful candidates to choose from is not the only upside of recent changes to the workplace. Along with more remote job opportunities, Hughes notes there has been an attitude adjustment when it comes to how working at home is perceived. “Before COVID-19, working from home or working remotely was often seen as ‘less than’. There was this idea that to be productive, you had to be around one another in a physical sense and I think that has been broken down,” he says. There is no doubt that the global health pandemic has created a number of barriers for employers and employees alike. Though COVID-19 has weighed down businesses across sectors, some niche markets appear to be making the best of the situation. Genevieve Primus and Elizabeth Disman of Daeco HR Consulting Ltd. explain.

“Last year, a lot of our clients and organizations were trying to figure out how to stay connected with their teams. You’re not able to just walk by the office to say hello, so what we saw a lot of was organizations figuring out how to host a wine and beer night or team lunches safely. So, the industries that came out on top were the industries that could cater to the virtual,” Primus says. “We also have clients who are in the fitness industry. As you can imagine, we are still hiring for them. They’re facing situations where they can’t get product in fast enough,” Disman shares. The workplace landscape has been impacted drastically by the global health pandemic. The combination of working from home and having to juggle implications of COVID-19 on every day life has presented notable challenges for many. According to Primus, the social repercussions of COVID-19 are having a lasting impression on employers – for the better. “I think you will see an increased focus on mental health. What can we do for our employees? How can leaders recognize when something might be going wrong? What processes, what employee assistance programs, what resources do organizations have in place to support their staff? And honestly, that’s how it should be!” she says. “We are hearing women and mothers are the hardest hit, and that hits close to home. I am fortunate to have support, but it’s not easy.” Disman adds, “We’ve called this the ‘great pause’. We have been presented with an opportunity to reset. The way HR pros have been providing support just doesn’t work anymore;

ABOVE: O’RYAN HUGHES, STOPPLER HUGHES LTD.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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SLIPPERS, SWEATS, AND FLEXIBLE SCHEDULES // HUMAN RESOURCES

“ALWAYS TEST OUT THE PLATFORM BEFORE YOU ENTER A MEETING. TECHNOLOGY MAY BE TRICKY, SO MAKE SURE YOU ARE ABLE TO SUCCESSFULLY JOIN BEFORE IT’S TIME TO MEET,” SAYS SACCOMANNO the way we have things structured in companies doesn’t work anymore. It is time to shift. It is time to reset and say, ‘how do we want employees to be the most productive?’ We spend so much time at work – is that how we want to balance things? What about our kids? Family? Communities? I think COVID has given us the opportunity to stop and look around and ask if we are living the lives we want to live.” The workplace ecosystem is not alone in undergoing transformation. For those searching for work, the hiring process has also been turned on its head. Participating in an interview has moved from an in-person conversation to screen-to-screen communication. When it comes to Family Owned, Local Business the new virtual interview, Christina Serving Albertans Saccomanno of Stoppler Hughes SINCE 1978 Ltd. has a few words of tech-savvy wisdom to share.

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“Keep your setting professional. Although working from home, try to reduce the amount of background distractions and noise. The less the better! Get set up in front of a plain background with proper lighting and try to find a spot in your home that has good internet connection to avoid cutting out,” she says. “Always test out the platform before you enter a meeting. Technology may be tricky, so make sure you are able to successfully join before it’s time to meet.” Virtual interviews are the new norm for businesses around

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ABOVE: CHRISTINA SACCOMANNO OF STOPPLER HUGHES LTD.

SLIPPERS, SWEATS, AND FLEXIBLE SCHEDULES // HUMAN RESOURCES

the province, and getting accustomed to the format can take practice. Like Saccomanno, Primus and Disman have witnessed their fair share of virtual mishaps. Fortunately for nervous applicants, the general attitude toward virtual interviews appears to be forgiving. From speaking while on mute to forgetting your children had applied a cat filter to your screen, technical difficulties are being experienced on both sides of the desk. That being said, how can candidates avoid digital embarrassment? “Do a run-through with a friend on Zoom where you are practicing answering questions and figuring out how you can put across who you really are,” Primus shares. “You don’t want to come across cold because you aren’t in-person and employers don’t get to experience that feeling of someone’s energy. Letting your personality shine through is so important.”

Granted, bringing your personality to life through a computer screen is not always so simple. According to Disman, there are key elements of an interview that help candidates make a lasting impression. “Be authentic in the interview. We are all human beings and we aren’t perfect. When the interviewee brings up weaknesses of theirs without us having to delve into it, it really creates an environment of trust and authenticity. It lets us know we are hiring a human being.” Whether working from home or adjusting to glass dividers and capacity limits, workers across the region are continuing to adapt to the COVID-19 working world. The global health pandemic has forced companies to adjust their approach to employee-employer relationships. While there have been growing pains along the way, perhaps the pandemic is the push we all needed to overhaul outdated workplace dogmas.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

THE GOLD STANDARD // TRILLIUM

THE GOLD STANDARD:

TRILLIUM’S CEO SETS THE RECORD STRAIGHT FOR THE PRUDENT INVESTOR

rillium Gold Mines Inc. exclusively explores and develops gold deposits in Canada’s Red Lake District – one of the most sought after mining jurisdictions in the world. Russell Starr, CEO, was recently brought on board to help transition the company in its new direction – that of extending its foothold into a truly district-scale portfolio. In fact, Trillium has compiled the largest strategic land holdings in Red Lake today. Trillium’s geological team represents about 200 years of technical expertise in the region, many having worked for Goldcorp prior to its acquisition by Newmont Mining. Starr is well known for his passion and commitment in speaking up for investors and ensuring a level playing field in today’s environment of high-frequency algorithmic trading. Starr also sits on the board of Canadian Nickel and enjoyed a successful career in institutional trading and corporate finance. With experience in the resource sector and a diverse portfolio that includes DeFi and Crypto (high-growth, media and tech-forward) investments, Starr is creating value for Trillium Gold shareholders, while educating investors on structuring a sound diversified portfolio. “If you look at how inflation was measured in the 1980s and apply the same metrics today, inflation rates would be wildly different from what we are seeing now. My view is that it’s all part of smoke and mirrors designed to manipulate the investor,” says Starr. “The economic stats you see today don’t measure true inflation; the manipulation is all in an effort to distort what is really going on in the economy and support specific government policies.”

Why would this be necessary? According to Starr, it helps to insulate specific government programs and gives the false illusion that investments into tech like social giants Twitter and Facebook are safe during a non-inflationary period – something he feels is not sustainable for a variety of reasons. “People are spending thousands to invest in Facebook, Google, and Tesla. But out of all of those, only Tesla makes things that directly benefit North Americans. The rest is

ABOVE: RUSSELL STARR, CEO, TRILLIUM.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

THE GOLD STANDARD // TRILLIUM

intangible and not designed to support local jobs. When you build a highway, or a condo, there are benefits because it affects the population in the way of enticing jobs and spending money. When you invest in Twitter or when you leverage something at no cost like the Robinhood app, you are the product and there is no secondary benefit.” “It’s a self fulfilling enterprise,” he warns. “As long as a stock is going up or something appears free, people will chase it.” Based on current trends, Starr is concerned that when the market correction comes, too many investors will be left with nothing because their investments are not backed by a tangible, beneficial commodity – such as gold, silver, nickel, copper, etc. Starr explains, “What governments in North America are doing is buying up long bonds and in turn lowering the 10 year yield, thereby giving the appearance of little or no inflationary pressures. But when bonds yield little, people put their money into equity markets and buy ETFs, causing stocks like Twitter to go up in value. However, when inflation does set in, all those values go away and are eroded and the only investments that remain viable are the ‘hard’ commodities like gold. You want to be in investment funds anchored by gold, silver, copper and nickel – basically hard assets. Those are the things that do well during a hyperinflationary market, but right now, people are just not ready for the upcoming correction.” With the ability to sidestep investment managers and make decisions based on trends and through apps, Starr recognizes the allure of investing in social sites and futuristic technologies, and he especially understands the allure the up-and-coming generation has to turn the entire stock market on its head, as evidenced by the recent news about GameStop. Yet, he doesn’t let idealistic investors off the hook. “You can say, ‘I want to invest in a global future enabled by tech,’ or you can even go as far as actively trying to disrupt the market to spur change, but mark my words, the equity market isn’t going higher the way people think it is. The minute inflation rears its ugly head – and that is coming sooner than later – your money starts becoming worth less and less. Disruptive investors can make a strong argument as long as their markets are making money; but those buying gold, silver, platinum and nickel right now know what’s coming.” ABOVE: RODREN DRILLING DRILLER’S HELPER RETRIEVING AND WASHING CORE FROM THE NT ZONE. BELOW: CAMP COOK PADDY SHAW WHIPS UP CULINARY DELIGHTS IN THE CAMP KITCHEN. BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

THE GOLD STANDARD // TRILLIUM

“Limit your downside!” Starr urges. “The biggest risk is losing everything. The tech bubble is going to burst – again – and it will be very painful and costly.” Starr says he “puts his money where his mouth is” not only by investing heavily in mineral commodities, but also by ensuring the communities that support those commodities remain viable and thriving. As a junior explorer-developer, Trillium Gold supports the First Nations communities, and the company strives to create sustainable jobs and solid futures for its employees. Last year Trillium signed a binding joint venture agreement with Rupert Resources Ltd. to acquire an 80 per cent interest in the Gold Centre property, an acquisition that places Trillium in the heart of one of North America’s highest-grade gold camps (having produced more than 29.5 million ounces of gold at an average grade of 15.41 g/t Au for almost a century). Trillium is committing $10 million over five years on exploration; the company is confident in the prospects of gold’s future.

Trillium is “poised for growth” and is dedicated to “bringing new minds and modern interpretations to build a compelling story and deliver results.” This is accomplished in part by their own investor relations centre where those interested can take advantage of their “significant pipeline of organic growth and strategic portfolio of assets in a world class gold camp.” The investor relations centre can be reached via a contact form at www.trilliumgold.com, by phone at 1-604688-9588, or email at info@trilliumgold.com. An investor presentation is also available on the Trillium website. ABOVE: GEOLOGIST SAMUEL LEWIS LOGGING NT ZONE CORE IN THE CORESHACK. INSET: ONE OF THE MYRIAD CONTRACTORS NEEDED TO RUN A REMOTE DRILLING PROGRAM – REGULAR VISITS FROM THE SANDING TRUCK TO KEEP THE ACCESS ROAD OPEN THROUGH THE WINTER.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Budget 2021 Takes a Measured Approach

2021 Board of Directors Board Executive

Chair: Elan MacDonald Vice President (External Relations), University of Alberta Vice Chair: Jeffrey Sundquist Chief Executive Officer, EDC Environmental Group of Companies Inc. Secretary-Treasurer: Craig Thorkelsson Head of Tax, PCL Constructors Inc. Past Chair: Bryan DeNeve Senior Vice President, Business Development and Commercial Services, Capital Power Janet M. Riopel President & CEO, Edmonton Chamber of Commerce

Board Directors

Haydar Al Dahhan President and CEO, Design Works Engineering Aziz Bootwala Managing Principal, Edmonton, Vice President, Business Development, Kasian Architecture Interior Design and Planning Ltd. Nathan Carter Vice President, Operations Audit, ATCO Sandy Jacobson Vice President, Richardson Executive Search Annemarie Petrov President and CEO, Francis Winspear Centre for Music Jason Pincock CEO, DynaLIFE Medical Labs Dennis R. Schmidt Principal, ALTURA Legal Advisory

Edmonton Chamber Executive

Scott Channon Director, Marketing and Communications Brent Francis Director, Advocacy and Outreach Christen Rumbles Director, Finance Amin Samji Director, Member Services

Contact

Edmonton Chamber of Commerce #600 – 9990 Jasper Avenue Edmonton, AB T5J 1P7 T: 780.426.4620 | F: 780.424.7946 edmontonchamber.com

By Brent Francis, Director, Advocacy and Outreach, Edmonton Chamber of Commerce

hen the Province released its annual budget in late February, we had all prepared for the worst. Every order of government was stretched to their fiscal limits due to the pandemic, which could lead to deep spending cuts, or new taxes to help pay for services. The Province instead chose a measured approach focused on stabilizing our economy and getting us back on track—no new taxes, no sweeping cuts. Since 2015, we’ve been urging a clear path to balanced budgets, but the pandemic has made this a very difficult task. Instead of balancing the budget by 2023, as originally laid out by the UCP, Alberta will be taking a three-pronged approach to manage our finances. • Keep the debt to GDP ratio below 30%, ensuring the debt doesn’t grow faster than our economy can handle. • Continue to reduce government spending, so we’re more closely aligned with what other provinces spend on services. • Establish a new path towards balanced budgets once the pandemic ends. This approach builds on the MacKinnon Panel, which examined Alberta’s spending and made recommendations on how to bring costs in line with other provinces. This was an important first step, but it only looked at one half of the picture—spending. Finance Minister Travis Toews has said he’s open to bringing a second panel together to examine Alberta’s revenues, but not until 2023. Given how the pandemic has impacted revenues, we are urging that this happens much sooner. We applaud the government for the introduction of the new Alberta Jobs Now program. This consists of $136 million dedicated to help employers acquire new skills and retraining. This will help create new jobs—and jobs are the only thing that can truly pull us out of this economic slump. Budget 2021 also included a keen focus on attracting investment from within Alberta and beyond our borders. The Province announced $3.1 billion in spending to grow our tourism, energy, aviation, life sciences and innovation sectors. This will help build a stronger, more diversified Alberta economy for the long run. We were disappointed that there wasn’t a stronger focus on social infrastructure funding—such as permanent supportive housing. Throughout last summer and fall, we heard a strong call to address our growing homelessness crisis. We believe permanent supportive housing is the right solution to this problem, and it requires focused government action to ensure we benefit from a fully inclusive economic recovery. This wasn’t our only frustration—Alberta’s colleges and universities saw significant cuts, at a time when we need them to retrain our workforce for a changing global economy. Budget 2021 is certainly not a “game-changer”, however, given the stress public finances are under, placing the focus on stability makes sense. We could call this the “play it safe” budget—and given the anxiety that swirls around all aspects of our lives these days, “safe” is not such a bad approach.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

Elevated HR Solutions Member Profile Michelle Berg, CPHR, Chief Visionary Officer and HR Partner, Elevated HR Solutions www.elevatedhr.com What’s your story? I’m a bit of an HR Renegade and have been recognized as a thought leader in the industry by my entrepreneurial spirit and business savvy, being named the Entrepreneur of the Year by Notable Awards in 2015 and receiving the Business in Calgary 20 Top Leaders Award in 2016. I’m a Certified Professional in Human Resources (CPHR), and a DISC Certified Facilitator, and am currently pursuing my Master’s Degree in Industrial Psychology. I take the approach that I can’t advise companies on how to build strong cultures unless I’m doing it myself. As such, many of my stories and ideas have been generated from failed attempts and ultimate successes right at Elevated, which I regularly use as an incubator for new and novel ideas. In addition to being the Chief Visionary Officer and HR Partner at Elevated HR Solutions, I teach several courses on candidate experience and have been a guest lecturer at the University of Calgary, University of Alberta, and NAIT on the topic of recruitment. I’ve also participated in many webinars and panels, including Project Lemons to Lemonade, Calgary Construction Association, and the Banff & Lake Louise Tourism Association, and am one of the producers for Disrupt HR in Calgary. During the initial stages of the COVID-19 pandemic, I conducted 79 webinars in 56 days speaking primarily on the importance of mental health and wellness and remote work strategies. What do you enjoy most about being a member of the Edmonton Chamber of Commerce? Connectivity and community; they instantly made us feel so welcome. The golf tournament was a perfect event for us to really get to know how the Chamber works and what to expect from their amazing staff. What is one thing people are surprised to learn about your business? We believe that work shouldn’t suck; that we focus on culture more than policies and procedures. When the culture is right, policies and procedures are simply there as a foundation.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Michelle Berg

Who is your ideal client? Small to medium-sized businesses that recognize they don’t have all the answers but want to learn the top trends as it relates to people and culture strategies. We want people who are partners. What has been your biggest challenge in business, and how did you overcome it? In April of 2020, we weren’t sure if we would have a business. Many of our clients needed us and wanted us to be available but were experiencing cash constraints. I just remember that we decided to focus on making magic versus money, and honestly, we had an amazing year despite the challenges. What is your favourite thing to do in Edmonton? Exploring the downtown corridor with its unique restaurants. I love the views of the river and walking along it. The colours, the trees, the sounds—the river is magical. If you could make one substantial improvement to Edmonton’s business environment, what would it be? Helping leaders lead by allowing us to take care of the small stuff. Also, business owners need to recognize that it starts with them; the lead dog sets the pace so if they don’t like their results or how they are interacting with their team members, change starts with them!

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BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // 2021-03-01 APRIL 20213:53 PM

Memberships that grow your business. It’s what we do.

As a member of one of the largest chambers in Canada, you have access to a wide range of contacts, resources, policy representation, events, networking opportunities, discounts, and brand exposure that will help support and grow your business. Call us today at 780.426.4620 and start leveraging your membership.

edmontonchamber.com APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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TEEING UP FOR THE 2021 GOLF SEASON // GOLF

TEEING UP FOR THE 2021 GOLF SEASON BY BETHANY NEUFELD

etween physical distancing and capacity limits, recreation opportunities have been tough to come by in the COVID-19 environment. While indoor recreation has struggled with closures and tight restrictions, outdoor recreation opportunities have provided much needed relief for Albertans looking to get out of the house. In the Edmonton area, golf has experienced a major resurgence with both veterans and eager new players. From pros to newcomers to the greens, golfers of all experience levels are always looking for ways to fine tune their game. Murray McCourt, general manager and executive golf professional at The Ranch Golf & Country Club, has pointers for golfers preparing for the 2021 season. “Many golfers head straight from their car to the first tee without a proper warm up. Spending some time stretching and hitting warm up shots on the driving range will properly prepare your body to play a game of golf,” McCourt says. “With the golf swing, the biggest issue I see is golfers not transferring their weight properly. Not finishing your swing with all of your weight on your front foot with your hips and shoulders directly facing your target causes the ball to go right; it causes you to top the ball and you end up not hitting the ball as far as you should.” If there is one thing golfers are united in experiencing, it is frustration. Golf is not known for being an easy game, but as McCourt shares, it is an incredibly rewarding activity in which players can enjoy time spent in nature with friends and family. “Golfers worry about their score more than they should. Just enjoy yourself and those you are with while you are out playing. The more you play and practice, the more your scores will improve,” he says.

“Especially with all we have been dealing with over the past year, getting outside and getting some exercise while enjoying the company you are with is so important for mental health. Keep focused on that.” Golf has provided many players with much needed relief from COVID-19 anxieties, but an outdoor game is not always accessible. In a province where snow and freezing temperatures have a habit of sticking around until late spring, it can be difficult to stay in the game. Fortunately for golf lovers, there are options available. Robb James, head professional at the Stony Plain Golf Course, explains how golfers can keep active during those long winter months. “During the off-season, there are now more opportunities than ever before to maintain the progress made during the season with indoor practice centres and golf

ABOVE: MURRAY MCCOURT, THE RANCH GOLF & COUNTRY CLUB.

APRIL 2021 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

TEEING UP FOR THE 2021 GOLF SEASON // GOLF

“Heading to the driving range doesn’t mean that you should just pull out your driver and hit it 120 times. Use those opportunities to practice with all of your golf clubs and start with your shorter, higher lofted clubs for the beginning of your practice sessions.”

simulators. Try and avoid having a six-month off-season where the movements aren’t being practiced and the muscles involved aren’t being used,” James says. “I would recommend getting a ‘spring tune-up’ from one of the many amazing professionals in our industry to get the season started off on the right path. Develop a season-long game plan that includes practice sessions in between rounds, improving strength and flexibility as well as cardio.” Hours logged in at the driving range aren’t the only factors for improvement. In addition to practicing and looking after one’s physical health, James notes having the right gear in your golf bag is a must. “Properly fitting equipment can assist with improving your game. This doesn’t mean that it has to be the latest and greatest by any means, but make sure your equipment is the correct length, the grips aren’t worn out, and that you aren’t missing one of the integral clubs that are used often during a round,” James says. “I’m always amazed at the number of golfers who don’t carry a sand-wedge, and of course, struggle getting out of the sand!” As James explains, a unique aspect of golf is its longevity. Players often range in ages and compared to high impact sports, golf can be played late into one’s life. Of course, the length of a player’s golfing career can be negatively impacted by injuries or strain. “Running straight from the car to the first tee should be avoided if possible. Give yourself sufficient time to get the blood flowing throughout your entire body and try and get a bit of stretching in before your first tee shot,” he says.

Beyond topping the ball and landing in the sand, there is another element of the game that can stir up feelings of frustration: pace of play. Pace of play can impact the experience of everyone on the course and for new players, keeping up with more seasoned golfers can be challenging. Fortunately, James notes there are a few adjustments players enjoying slower-paced games can implement into their round to ensure everyone on the course has a great experience. “Oftentimes, newer golfers feel rushed by the group behind them. Pace of play can be achieved easier when golfers are playing from an appropriate yardage,” he says. “Playing an alternate-shot or a scramble format within your group can reduce the stresses of individual performance and results. Golf is hard, so try and tackle the golf course from a shorter yardage and work your way back in length in future rounds. Once you have found a yardage that you are comfortable with and enjoy playing from, try to find a similar (or shorter) yardage when playing at a different golf course for the first time.” Waiting on slower groups can make golf veterans groan and grumble on the green. After all, once you are in a groove it can be disappointing to have to stand around and wait for others to finish their hole; however, James encourages seasoned golfers to have patience and remember the challenges of being new to golf. “Avid golfers need to be patient, understanding and recognize that the sustainability of the golf industry hinges on those players sticking with the game for future years. Now more than ever, we should all enjoy the fresh air when we are fortunate enough to get the opportunity.” Whether you are a seasoned player returning to the green after another long winter or a newcomer to the sport, there is plenty of space on the course for everyone to get out and enjoy the fresh air. Getting out on the green is a great option for those looking for safe recreation activities. With a little practice and gleaning of tips and tricks from the pros, golfers can make this next season their best one yet.

ABOVE: ROBB JAMES STONY PLAIN, STONY PLAIN GOLF COURSE

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

CULTURE SETS US APART

exactly what was listed above, and it was done in a very safe manner.

he community that a club can build amongst its members is easily the single greatest reason that people remain at that facility. The club culture is the glue that binds the people and differentiates it from simply a golf course. The Glendale Golf & Country Club has made huge strides in changing its club culture over the past several seasons. Long known as the “player’s club” in Edmonton golf circles due to the toughness of the course and its large percentage of low handicap golfers who made up the membership, that stigma is being reshaped to truly show the full scope of the Club. It’s our family friendly facilities and programs that are leading the charge. Will the course continue to be manicured to exceptional standards and in championship condition? Absolutely, but the focus is on what we offer to all golfers whatever their skill level. The change in attitudes of both the new management as well as the membership has created an ambience and feel that is very relaxed and inclusive while at the same time upholding golf’s storied traditions. The Club is seen as a place of recreation and relaxation, a happy place, an escape from the stress of everyday life. This last statement could not ring truer than in 2020 when the COVID-19 pandemic changed all of our lives forever. What the Club gave our members was

Probably the largest draw for families continues to be the outdoor pool facility that is unique compared to the other private golf clubs in the city. The ability for families to enjoy Edmonton summers poolside complete with licensed food and beverage service sets us apart. We offer swimming lessons and golf/swim camps throughout the season as well. Our well-appointed clubhouse affords the ability to host events of any size: weddings, parties, meetings, golf tournaments, all the way down to daily restaurant offerings. Memberships are available in various forms for the 2021 golf season and beyond. For those looking at a long-term investment, shareholder memberships provide an ownership stake. Just looking to try the Glendale for a year or two before deciding? We also have associate memberships that allow you to try the Club and see if it is a good fit. The future is bright at the Glendale Golf & Country Club. When considering your private club options, keep us top of mind. For more information or any questions, please feel free to contact me at gmcgarry@theglendale.com. We would love to show you what sets the Glendale apart today!

Glendale Golf & Country Club Edmonton’s Premier Family Club

Contact Greg McGarry (General Manager) at gmcgarry@theglendale.com for more information

www.theglendale.com

CORPORATE GOLF // GOLF

SHAREHOLDER AND ASSOCIATE MEMBERSHIPS AVAILABLE

Glendale Golf & Country Club Edmonton’s Premier Family Club

Contact Greg McGarry (General Manager) at gmcgarry@theglendale.com for more information

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• 18 holes of golf • PGA of Canada Golf Professionals • Beverage cart services • Golf Tournament Packages available • Public Men’s Night - Thursday $49 includes golf, cart, meal and prizes. 6 p.m. Shotgun. • Golf-a-palooza Promotion…36 holes of golf for $99 Weekdays and $119 Weekends We offer seasons passes for individuals and couples as well as corporate pass packs of 10,25,50 that are fully transferable.

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BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // APRIL 2021

Celebrating 20 years

Residential Maintenance Services: Giving You Back Your Time and Peace of Mind By Nerissa McNaughton with photos by Rebecca Lippiatt

esidential Maintenance Services Inc. (RMS) provides preventive, proactive, pre-scheduled maintenance services to homeowners by caring for all the major systems (plumbing, electrical, heating, ventilation, air conditioning and building exterior) through their monthly subscription program (the RMS Concierge Home Maintenance Program.) There are several programs ranging from a single service to quarterly services. In addition, they assist with all of your handyman issues. For example, did your sink get plugged before your dinner party? RMS will fix it before the guests arrive. On vacation and your smart home system alerts you to the C02 detector going off? RMS is on it. Running toilet? Leaking faucet? No need to have a wrench in one hand and a YouTube explainer video in the other. Just call RMS. When you become a client of RMS, you get to turn over all your routine home maintenance and emergency service needs, reclaiming time and peace of mind while knowing every part of your home is in the best hands.

eight years of the launch, he created a training program for his team of technicians to meet growing demand. RMS evolved again in 2018, going paperless by using Jobber’s field management software. Two years ago, Kupczak introduced a subscription service for clients.

Jim Kupczak founded RMS in 2001 to relieve homeowners of the burden of remembering the life expectancy of their water tank or furnace filter or having to give up a weekend to run back and forth to the hardware store while attempting home repairs. Within

He has never stopped innovating the niche company. “When we started, it was to be proactive and do remedial work (handyman services and trade coordination),” says Kupczak. “But over the last five years we have started to include renovations for

Jim Kupczak, founder, RMS.

of what RMS does and help push the maintenance industry to be more customer-focused. RMS’ approach has earned the coveted Baeumler Approved seal, a recognition by Bryan Baeumler (celebrity contractor and HGTV host) awarded after passing a rigorous audit that independently scrutinizes everything from customer feedback to trades collaboration, online reputation to levels of insurance and WCB. Once approved, companies must maintain a strict code of conduct to retain the seal. RMS is also an active member of BTA (Break Through Academy), an association of 300+ North American companies in whose mandate is “professionalizing the trades.”

customers in our maintenance program. As there is technological growth within the industry, from Smart Homes to electronic control boards to external sensing devices, RMS prides itself on not just being current but being proactive on being informed on future technological changes. This keeps us of ahead of the pack and more capable to make recommendations on repairs and replacements.” RMS also maintains a database to keep clients informed of recalls and warranties. “When we get a notification, we let the customer know and we take care of it. It’s not a matter of them asking us. If there is a warranty service, we will coordinate it. We don’t send our clients back to deal with the manufacturer. We deal with it.” “We also have an emergency call centre,” Kupczak continues. “It is answered by an operator and forwarded right to me. As the owner I want to know what is going on with our customers. I will have someone out there within two hours, be it for a flooding basement or a beeping smoke detector.” RMS fills a unique niche, leading to the company’s biggest challenge: they have no competition. While this would be ideal for most business, Kupczak’s focus is on homeowners and their property’s maintenance. He knows having a competing firm would drive awareness

“When I get a thank you, that is the single biggest compliment to me. Thank you for taking care of our house. Thank you for giving me back my time. Thank you for making my life easier and more comfortable,” says Kupczak. RMS’ expertly trained team is standing by to help. Becoming a client today means years of peace of mind for your home. Even with the pandemic, 2020 was RMS’ best year to date. Why? Because the secret is out. If you own a home in the Edmonton area, RMS is your partner in maintaining it. Visit www.rmsab.com today to learn more.

CONGRATS ON YOUR 20TH! We wish you many more years of continued success.

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ANCHORING THE INDUSTRY: Rogers McLean Shaw Remains Steadfast for 65 Years

In a changing world, Rogers McLean Shaw continues to manage risks on behalf of clients By Nerissa McNaughton

ogers McLean Shaw Insurance Brokers Ltd. has found stability by embracing change for the past 65 years. President Doug Laird is dedicated to enhancing the personalized services his business offers clients, and he believes this is accomplished by welcoming opportunities to evolve and grow—even in the midst of a global pandemic.

Rogers McLean Shaw || 1 48

The Perfect Coverage for Your Needs. Providing Personal & Business Insurance Across Canada. As one of Canada’s largest employee-owned, independent insurance brokerages, Rogers Insurance always puts our clients first. With access to over 90 global insurers, we work with and for you to put together a complete package of insurance products that are not only affordable and flexible, but customized to meet your personal and business needs. Whether you’re a small home-based business, a large corporation, or an individual looking to protect your personal investments our team is dedicated to meeting your unique insurance needs with creative and cost-effective solutions.

Start a conversation with one of our expert brokers today to determine the right coverage for you. Property & Professional Liability

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Doug Laird

Congratulations on your new partnership! Your combined knowledge and resources will create excellent service experiences for your customer base. From your friends at:

CONGRATULATIONS ROGERS MCLEAN SHAW ON YOUR NEW PARTNERSHIP!

The Canadian Broker Network is an alliance of leading independent insurance brokerages representing more than $1.5 billion in property casualty premiums as well as employee benefits and life and financial services, with over 50 offices across Canada and more than 1,500 employees. We give independent, employee-owned brokerages a unique way to grow and innovate their businesses by leveraging the collective wisdom, experience, and connections of our members.

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Rogers McLean Shaw || 3

In 2020, his business partner, Gail Tory, relinquished her title of CEO and took on a different role in the company. This presented Laird with the opportunity to become the majority owner. Laird paused to think about what he wanted the most. The answer was the same as when he first got his insurance licence decades ago – to provide truly tailored insurance solutions for customers. He didn’t feel his customers would get that if he sold the firm, so he decided to push forward. The transition included a partnership with Calgary-based Rogers Insurance Ltd. and Ryan Lyster, now managing partner at Rogers McLean Shaw. As the financial, legal, and administrative work for the new partnership began, COVID-19 hit, Laird’s staff was sent to work from home, and everything went on hold. “It’s been quite a year!” he understates. Despite the setback, McLean Shaw’s sound business practices and reputation won the day. The process restarted, the partnership was completed, and Rogers McLean Shaw emerged stronger than ever. One thing that has never waivered is the firm’s dedication to providing

Despite the setback, McLean Shaw’s sound business practices and reputation won the day. The process restarted, the partnership was completed, and Rogers McLean Shaw emerged stronger than ever. experienced services backed by integrity, trust and stability; and for Laird, stability is the best thing he can give his clients right now. Laird explains, “The economy and the pandemic are affecting everyone, and in the midst of that is the explosion of firms merging under national banners, and the rise of the online/teleservice insurance industry. As an independent

Congratulations Rogers McLean Shaw! We are proud of our relationship for the past 65 years and looking forward to the future.

www.sokil.com Rogers McLean Shaw || 4

Doug Laird, Lee Rogers and Ryan Lyster.

broker we can focus on responding in person to our clients and use our networks and experience to dig deep and provide solutions. The familiar faces our clients started out with years ago are still here providing our personalized service, and the partnership with Rogers increases the depth and reach we have to find solutions on a daily basis.” “While our size, scale and capacity are national in scope, being an employee-owned operation allows us to be more entrepreneurial when customizing best-in-class insurance and risk management solutions for our clients,” says Lee Rogers, President of Rogers Insurance, one of the largest employee-owned insurance firms in Canada. “We look forward to working with Rogers McLean Shaw to expand our human approach to insurance to businesses and individuals in Edmonton.”

Congratulations to Doug and the Rogers McLean Shaw team on joining the Rogers Insurance family. We are excited to have you as a partner and look forward to working together to support our mutual clients.

Northern Alberta Branch 5008 86 St NW Edmonton, Alberta T6E 5S2 Telephone (780) 469-5700 Toll Free 1-800-625-7891 • Fax (780) 469-5777 www.wawanesa.com Rogers McLean Shaw || 5

“We take pride in providing strategic guidance and creative options to our clients, whether they are a start-up, established business, or if they are in need of personal lines of insurance,” adds Lyster. “Our recent partnership with Rogers Insurance has and will continue to significantly enhance the experience we offer both our clients and staff. Regardless of the industry, we now have the expertise and resources to offer Edmonton business owners options they likely have not received in the past.” Laird agrees, adding the expertise and personalized service insurance brokers offer can help put business owners and individuals at ease when discussing difficult topics, such as planning for catastrophic loss and disaster. When those conversations do take place, they involve more than finding a policy and an ideal premium. Rogers McLean Shaw is entrusted with protecting the things clients have worked hard to achieve–the very things clients depend on for the wellbeing of their businesses, families and livelihoods. The firm takes this responsibility very, very seriously. “Each call connects you to a human that wants to help,” says Laird. “These days you can get insurance online, through a bank, and even directly written – meaning some of our own insurers are competing against us. But there is something to be said in that personalized service. We bring the value. We don’t overlook gaps in your coverage. We collect all the right information. We are honest and we focus on long-term solutions.” In addition to being customer-focused, Laird ensures the Rogers McLean Shaw team stays abreast of industry trends and how they impact clients. “Over the past 10 years, 90 per cent of Canada’s insurable catastrophic natural disasters happened in Alberta,” he points out. “Underwriters account for this, tightening their capacity and attaching appropriate premiums. This, along with an increase in digital services due to COVID and the state of the economy are just a few drivers behind the industry’s fluctuations. Providing stability to our clients is paramount. We remain the firm they can trust to defray their risk as the world changes around them.”

CONGRATULATIONS on the ROGERS MCLEAN SHAW PARTNERSHIP

Wishing you many more years of continued success.

www.wynward.com Rogers McLean Shaw || 6

Rogers Mclean Shaw is an active member with several industry partners including the Insurance Brokers Association of Alberta, the Insurance Institute of Northern Alberta and The Edmonton Executive Association. Thanks to the partnership with Rogers Insurance, they are now a proud member of the Canada Broker Network (CBN) and it’s 100+ years of collective experience, advocacy and expertise in protecting clients with unparalleled service and products. Further, the CBN relationship supports a shared belief of the long term viability of the independent broker distribution because it offers better value for the customers,

CONGRATULATIONS ROGERS McLEAN SHAW INSURANCE BROKERS LTD.! From your proud partner, Economical Insurance. Economical Insurance includes the following companies: Economical Mutual Insurance Company, Family Insurance Solutions Inc., Sonnet Insurance Company, Petline Insurance Company. ©2021 Economical Insurance.

WORRY LESS DO MORE

and that employee-owned and operated brokerages embedded in local communities will always outperform other competitors. Laird and Lyster are also very proud of the community work of the organization and staff. Although they are humble about it, Rogers McLean Shaw team members are always giving back with donations and volunteering time to support Edmonton’s local sports teams, to eradicate homelessness, to support the arts, the Stollery Children’s Hospital Foundation and more. Rogers McLean Shaw has been a part of Edmonton’s history since 1956, when Dr. Charles Allard’s brother-in-law, Al McLean, founded the firm. Now, 65 years later, Rogers McLean Shaw has weathered every storm that has affected its clients, from economic upheavals to natural disasters to a global pandemic. The firm remains the steadfast anchor for those looking to insure their risks. Laird and his team know that it’s more than insurance. It’s about taking responsibility for your personal assets, your business, and your loved ones. With Rogers McLean Shaw, you can do this with confidence. Laird is thrilled to partner with Rogers Insurance, evolving the firm to provide best-inclass service Edmontonians can always count on. He thanks Gail for the opportunity, thereby keeping the firm boutique and independent. He thanks his employees for remaining committed through times of change and for their support of their clients. Finally, he thanks his family, friends and the Edmonton Executive Association for their incredible support and encouragement. Things change, sometimes faster than what is comfortable, but Rogers McLean Shaw has been here for 65 years, ensuring that as the world changes, Edmontonians have a dependable way to assess, mitigate and insure their risks.

When you’re backed by Canada’s top insurance brokers & risk management specialists. Learn more at www.nbins.com

ROGERS McLEAN SHAW INSURANCE BROKERS LTD.

Northbridge Insurance Logo is a trademark of Northbridge Financial Corporation, licensed by Northbridge General Insurance Corporation (insurer of Northbridge Insurance policies). [3877-003]

Rogers McLean Shaw || 7

1707 91st Street SW, Edmonton, AB Phone 1: 780.452.5561 Phone 2: 800.824.4919 info@mclean-shaw.com

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