Business in Edmonton - August 2020

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Where There’s a Will, There’s a Way

By Terry O’Flynn

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CONTENTS COVER FEATURE

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LCANNA: A Local Success A Story and Industry Leader One of North America’s largest sellers of controlled substances discusses the art of responsible retail

By Nerissa McNaughton

ON OUR COVER: ABOVE: PRESIDENT OF LIQUOR TARANVIR (TANK) VANDER, PRESIDENT OF CANNABIS MARCIE KIZIAK, VICE CHAIR AND CEO JAMES BURNS. PHOTO SOURCE: REBECCA LIPPIATT

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Alberta’s Economic Recovery Plan Sets a High Bar

By David MacLean

Edmonton Chamber of Commerce

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Volume 8 | Number 8

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CONTENTS COMPANY PROFILES

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B arricades and Signs Ltd. Celebrates 16 Years

THIS MONTH’S FEATURES

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A “New Normal” Sparks New Ways to Learn Now that we’ve flattened the curve, we need to address the new learning curve

By Nerissa McNaughton

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Crisis Mode

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Alberta’s Changing Labour Market

How companies can continue to thrive during the COVID-19 pandemic

By Shayna Wiwierski

Labour shortage thwarting diversification in the province

By Jamie Zachary

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WHERE THERE’S A WILL, THERE’S A WAY // TERRY O’FLYNN

Where There’s a Will, There’s a Way

BY TERRY O’FLYNN, CHAIRMAN, ALBERTA ENTERPRISE GROUP

G

etting Albertans back to work following the COVID-19 lockdown must be done safely and quickly – and must be done the right way. We are likely building our way out of an unprecedented recession that could hurt Albertans, not just in the years to come but for generations.

Because of this and the economic damage we’ve seen around the globe, reopening Alberta can’t just be about getting back to normal. We must make Alberta better and more competitive than ever before. One way this can be done is by simply eliminating red tape.

One of the key characteristics to getting major and minor economic projects going is to minimize the roadblocks. That isn’t to say some regulation isn’t important. Regulation is a vital role for government to play in the economy, but the depth and breadth of our regulations have become economypreventing as opposed to economy-enhancing. We need to chart a path that will eliminate red tape and make it easier for our businesses to operate.

This has been done before. In 2001, British Columbia’s Finance Minister Kevin Falcon undertook regulatory reform and helped to put policies in place to make good on the election promise to reduce the regulatory burden by one third. Members of the business community widely credited the red tape reduction with playing a critical role in the province’s increasing economic performance.

When the BC government made up a list, they found 2,200 “regulations.” When they shifted to the words “regulatory requirements,” they found a whopping 382,139 that were required in order to access services, carry out business or pursue legislated privileges. They realized there was a problem and they worked to fix it.

It’s time we did the same.

We must get people to work, and we have to shorten the time to move to action. When Canada needed masks and ventilators during the pandemic, what typically took years to get through Health Canada suddenly took weeks. Alberta even led the way by sending ventilators and personal protection equipment to Quebec, Ontario, and British Columbia. Where there is a will there is a way.

So many existing regulations are over-reaching and are built on the premise that most businesses can’t be trusted, and we will assume they won’t perform to standards. It is time for the Alberta Government to shift its thinking to one of ‘trust and evaluate.’ Allow business to move to action-based plans, knowing the regulations and following them. Evaluate them for compliance and make the price of non-compliance penalizing.

Alberta Motor Transport Association (AMTA) created a program call PIC – Partners in Compliance. If you have complied at a top level and for a specific time frame, you are granted PIC status. This earns you the right to reduced checks, as you have demonstrated your compliance. Think NEXUS card, but for businesses. Ideas like this limit regulation for businesses small or large, and they help make our companies more competitive with those around the world.

Deregulation in every department of the Alberta Government by a third would be a welcome message to private industries in Alberta. It has been done in British Columbia, and it can be done here.

This will not be easy, but it’s worth repeating: where there is a will there is a way.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // AUGUST 2020

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ALBERTA’S ECONOMIC RECOVERY PLAN SETS A HIGH BAR // DAVID MACLEAN

Alberta’s Economic Recovery Plan Sets a High Bar

BY DAVID MACLEAN

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rue to form, Alberta was the first province to release a post-pandemic economic recovery plan. Every step of the way through the COVID-19 health crisis, the Alberta government has been quick and nimble in their response, never trailing and often leading other provinces and other levels of government. Whether you are a UCP fan or not, you have to hand it to them – they aren’t slackers.

The fact that the province didn’t drag their feet in releasing a recovery plan is important to Edmonton’s business community because they need to know, sooner rather than later, what tools may be at their disposal to help them emerge from the pandemic slowdown with strength. Most manufacturers were able to continue operating throughout the pandemic. The challenge is, the economy-wide slowdown means lower sales, tighter margins and unsteady supply chains.

Businesses need to understand what might be out there to help them compete, and there are some options in Alberta’s Recovery Plan. The most immediate impact is the rollout of (according to the province) the largest public infrastructure build in Alberta’s history. The $10 billion spend on roads, bridges, overpasses and hospitals is a typical counter-cyclical stimulus spend aimed at keeping cash circulating in the economy and construction workers busy.

Another big piece is the acceleration of the cut in corporate income taxes to 8 per cent on July 1. The original plan was to see an 8 per cent corporate income tax rate three years from now, instead businesses get it now. Make no mistake – this is the most ambitious economic reform undertaken by any government in Canada. Ignore the doubters – a very low corporate tax rate helps attract investment, circulates

more money in the economy and will create jobs. It will just take time.

But for Edmonton-area manufacturers, the biggest boost in the plan is a new incentive program for petrochemical investment. Details will be ironed out, but the province has announced a grant-based incentive program to replace the already successful Petrochemical Diversification Program implemented by the previous government. This program could help unlock billions in investment in the petrochemical sector – particularly in the Fort Saskatchewan area.

The pool of North American petrochemical investment is massive – some $250 billion will be invested in the US alone. Historically, Canada has received an average of 10 per cent of that, but over the last five years Canada has captured just 2 per cent.

Competing jurisdictions like the US Gulf Coast and the Persian Gulf have been winning the petrochemical infrastructure investment with massive incentives.

Pennsylvania offered Shell $1.65 billion in tax credits to build a world-scale ethane cracker. Louisiana offered $1 billion in incentives to Sasol for development of an ethane cracker in that state. All in, US government supports account for 10-15 per cent of project capital costs. We simply must level the playing field in order to attract that investment.

Alberta’s Recovery Plan is timely, thorough and aggressive.

It’s the kind of plan manufacturers need right now.

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Backwoods Security Services Launches Thermal Temperature Screening Service: TempScout

Backwoods Security Services has now launched TempScout, a new workplace health and safety service that can be quickly deployed to help employers screen for elevated body temperature in staff working in high density locations.

TempScout is a sophisticated temperature monitoring system that combines state-of-the-art thermal imaging technology with proprietary protocols and expert on-site staff to offer a robust, customizable temperature screening service that helps reduce the risk of viral spread in the workplace. Operating on a monthly pricing plan, the service includes all equipment, support and staffing required for an accurate and effective screening program. TempScout is a comprehensive service that makes mass temperature screening accessible for any workplace seeking to enhance its health and safety standards.

“With the emergence of COVID-19, mass temperature screening is one of several strategies many of our clients want to implement to reduce the risk of viral spread, but the price and complexity of the technology and required protocols are barriers for many organizations,” said Paul Poscente, president and CEO of Backwoods Security Services’ parent company, Backwoods Energy Services.

“TempScout is a complete service that integrates mass temperature screening into workplace health and safety programs. Our team can have the system up from design to deployment in five days or less, and our onsite technicians manage the technology and protocols to ensure the ongoing effectiveness of the program.”

environmental, energy and industrial services signed on to use TempScout at its Fort McMurray location in order to enhance its current workplace health and safety program.

TempScout services can be scaled and tailored to any business size or location by offering mass temperature screening, networked scanning solutions and stand-alone scanning options. Clean Harbors, a leading provider of

“The health and safety of our staff is our top priority, which is why we feel a sense of urgency in getting temperature screening integrated into our on-site protocols,” said Robert Blackwell, director of lodging services, Clean Harbors. “The

ABOVE: PAUL POSCENTE, PRESIDENT AND CEO OF BACKWOODS SECURITY SERVICES’ PARENT COMPANY, BACKWOODS ENERGY SERVICES.

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TempScout solution was best-inclass in terms of technology and protocols and the TempScout team was able to deploy the system in a few days to get the immediate help we needed.”

“With TempScout as a front line of defense against viral transmission, we aim to help businesses feel confident that their locations are safer places for employees to work now and years into the future,” said Poscente.

For more information about TempScout, visit tempscout.ca.

Backwoods Security Services, a division of Backwoods Energy Services, has been concerned with the protection and wellbeing of people since 1986. Backwoods Security Services’ solutions include site-wide emergency response, mass temperature screening, mobile surveillance units, accident scene support and more. The team at Backwoods Security Services consists of senior professionals and experienced staff who have the training, licensing and certifications necessary to lead workplace health, safety, and security projects for clients across Alberta. Backwoods Energy Services is the largest Indigenous-owned business in northwestern Alberta and a leading service provider for utilities, forestry and oil and gas companies in Western Canada. Based out of Edmonton, Alberta, Backwoods has been in operation for more than 30 years and was acquired by the Alexis Nakota Sioux Nation in 2015.

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APEGA: Rising to the Challenge of Recovery For 100 years, APEGA has built a strong foundation for the regulation of the practice of engineering and geoscience in Alberta.

APEGA works every day to ensure the safety and wellbeing of all Albertans by holding members to the highest standards for ethical, professional, and technical competency. In return, they earn the right to explore new frontiers in engineering and geoscience and continue the remarkable legacy set in motion a century ago.

“Over the past 100 years we’ve seen our fair share of adversity - but the education and skills of Alberta’s engineers and geoscientists have always helped us bounce back as a province,” says Jay Nagendran, registrar & CEO of APEGA. Nagendran highlights several times when these professions shone brightest in the darkest moments of crises. These include bringing irrigation to drought-ravaged parts of the province in the early 20th century, keeping Fort McMurray’s water treatment facilities up and running during the devastating wildfires of 2016, and pivoting their skills to produce hand sanitizer for the COVID-19 crisis.

very seriously. From playing a key role in local and provincial infrastructure builds to supporting local businesses preparing to welcome back employees to a safe workplace, I continue to be impressed and inspired by the creativity of our members in solving complex problems and I know they’re up for the challenge of economic recovery.”

As Alberta starts to plot a 2020 COVID-19 pandemic recovery, Nagendran knows Alberta’s engineers and geoscientists will be relied upon to help once again.

The past 100 years have shown us many examples of how Alberta’s engineers and geoscientists have contributed to the economic recovery of our province. These include:

“Whether it’s through engineering new infrastructure projects or finding more efficient ways of getting our resources out of the ground and to market, APEGA members are hard-wired to solve problems and see past the challenges,” he says. “Over the past century, members have demonstrated their commitment to safety and building a better quality of life for Albertans – a responsibility they take

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Leading COVID-19 Recovery Just days after being laid off as a geologist in training from a large oil and gas company in April 2020, APEGA geoscientist-in-training Morgan Keane pivoted to building a local startup called YYC Local Wipes and supplying anti-

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bacterial wipes to companies preparing for the return of their employees to the office. Ms. Keane’s story is an example of not only the ability of Alberta’s engineers and geoscientists to solve pressing, real-world problems but also the resilience of the professions to pivot to meet changing conditions.

Leading Drought Recovery After a prolonged drought in the 1920s that pushed many Southern Alberta farmers to the brink, Alberta’s engineers helped create a complex irrigation system to serve over 50,000 hectares of land previously deemed uninhabitable.

Much of it was led by mechanical engineer Penrose Sauder, P.Eng., also known as Mr. Irrigation, who managed the St. Mary River Irrigation District - today Canada’s largest irrigation district.

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ALCANNA: A LOCAL SUCCESS STORY AND INDUSTRY LEADER // COVER

ALCANNA:

A LOCAL SUCCESS STORY AND INDUSTRY LEADER ONE OF NORTH AMERICA’S LARGEST SELLERS OF CONTROLLED SUBSTANCES DISCUSSES THE ART OF RESPONSIBLE RETAIL

BY NERISSA MCNAUGHTON

A

LCANNA Inc. is one of Canada’s largest retailers of wine, spirits, beer and cannabis. Proudly headquartered in Edmonton, ALCANNA owns and operates more than 250 Wine And Beyond, Liquor Depot, Ace Liquor, and Nova Cannabis outlets in Alberta, British Columbia, and Ontario. Since its inception in 1993, the focus of ALCANNA has been on being a leader in the responsible art of selling controlled substances.

“Our motto is ‘the art of responsible retail,’ because it is truly an art,” says James Burns, vice chair and CEO. “It’s more than abiding by the laws of controlled substances. It’s also doing the right things for the communities we live in.

That is what we keep in mind at all times. As the biggest retailer for controlled substances in the province, we are expected to set the standard in the industry. Being the leader is a role we embrace.”

ALCANNA intentionally positions itself to provide what Burns calls “something for everyone.”

“Our banners service different parts of the market, from small shopping centres and rural locations with Liquor Depot and Ace Liquor, to the immersive experience of Wine And Beyond, and the education and variety of products at Nova Cannabis.”

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The service doesn’t stop there. ALCANNA gives back robustly to the communities it operates in, contributing more than $7 million in charitable funds to date. The company is also a major job provider, with more than 2,200 on the team.

Achieving its size and leadership in the industry, however, has never been easy.

“There are always challenges when working with regulated products,” admits President of Liquor Taranvir (Tank) Vander. “There is always added responsibility to ensure you are following the rules. Fortunately, all our staff are very well trained to identify and prevent minors or intoxicated customers from purchasing products across all our banners.”

“Cannabis is interesting in that we follow different regulations than for liquor,” adds President of Cannabis Marcie Kiziak, “Our regulations are closer to the tobacco industry, and it’s an incredibly niche market.”

Despite being one of the biggest retailers in Canada, ALCANNA is not the only one, and competition in the controlled substance market is fierce. ALCANNA stands out because of its focus on leading responsibly, and its relentless attention to customer service.

ALCANNA: A LOCAL SUCCESS STORY AND INDUSTRY LEADER // COVER

ABOVE: PRESIDENT OF LIQUOR TARANVIR (TANK) VANDER, PRESIDENT OF CANNABIS MARCIE KIZIAK, VICE CHAIR AND CEO JAMES BURNS. PHOTO SOURCE: REBECCA LIPPIATT

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ALCANNA: A LOCAL SUCCESS STORY AND INDUSTRY LEADER // COVER

“Our liquor stores have three distinct banners,” explains Vander. “We pride ourselves in providing industry-leading customer service and competitive pricing.

If you are looking for something unique, Wine And Beyond has more than 7,500 wines, beer, and spirits. It’s a shopping experience in itself and has the biggest footprint of its kind in Canada. ACE and Liquor Depot are convenience models that service smaller communities in addition to having a large presence in neighbourhoods across Edmonton and Calgary. Whichever banner you prefer, our knowledgeable staff help you pick the right product at a great price.”

Knowledgeable staff was important for Kiziak’s department too, especially since cannabis retail was completely uncharted waters in Canada.

“We didn’t know what to expect at first,” she says. “A lot of our customers had a relationship with cannabis before legalization. Matching or exceeding that experience was our anticipated challenge.

Also, supply and quality were issues at the beginning – not anymore, but when everything got started. Cannabis is also very different geographically. What sells well in one neighbourhood is different from another neighbourhood.” Kiziak admits that while they all had to learn about cannabis retail by trial, error and experience, “We’ve proven to have done a great job so far and it is a very exciting time for this market. We are continuing to see the market evolve in ways we never thought possible.”

Some of the other challenges with cannabis is that it cannot be warehoused. It is ordered weekly. It is also restrictive in how it can be moved from store to store. While ABOVE TOP: WINE AND BEYOND HAS MORE THAN 7,500 WINES, BEER, AND SPIRITS. ABOVE BOTTOM: NOVA CANNABIS DEER MEADOWS.

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Navigate Uncertainty Everyone has a role to play during the COVID-19 pandemic.

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ALCANNA: A LOCAL SUCCESS STORY AND INDUSTRY LEADER // COVER

Vander can pull stock from one store and drive it to another if necessary, Kiziak’s team cannot do the same. Stocking and inventory management of cannabis are key, something at which Kiziak and her team are determined to excel.

Despite the challenges, it’s exciting to be at the forefront of a new industry. Kiziak fondly remembers the lineup that went for blocks at Nova’s Whyte Ave location on opening day.

“People say it was the most fun they ever had in a lineup!”

Kiziak laughs. “To see people bonding over their experiences and the anticipation of the stores – it was fantastic.

There was an incredible amount of energy. You just knew something had changed in Canada on that day.”

While the banners, such as Nova, are well known, the name ALCANNA is not.

“We operate pretty much under the radar corporately,” Burns acknowledges. “Our brands are extremely well known but not who owns them, and that’s okay. Our customers aren’t that interested in who owns the stores as long as they get

great value and a great experience in them. However, to continue being a leader in the art of responsible retail, we have decided to raise our profile in the city so we can lead by example. In addition to the way we run our outlets, just in the last year we have made a $250,000 donation to Food Banks Alberta, hands-on volunteering at the Mustard Seed, worked with Humane Animal Rescue Team (HART), Dogs with Wings, and much more.”

“Also,” Vander adds, “people don’t realize that we are a local company. We launched in, and headquarter in, Edmonton.

People assume that ALCANNA is some company from down east, but that’s not the case.”

“We are here, and we are not moving,” emphasises Vander. “I’ve been in Edmonton for 12 years, moving form BC after coming to Canada from India. Edmonton is unlike anywhere else that I’ve lived. It’s a close knit but very welcoming community for new people. It’s very easy to get involved in the city. People are hardworking and very earnest. There is a culture here in Alberta about earning ones’ keep and working hard.”

ABOVE: ALCANNA MAKES A DONATION TO FOOD BANKS ALBERTA.

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ALCANNA: A LOCAL SUCCESS STORY AND INDUSTRY LEADER // COVER

ALCANNA HAS GONE ABOVE AND BEYOND TO PROTECT ITS TEAMS AND CUSTOMERS FROM COVID-19 BY BEING ONE OF THE FIRST TO INSTALL PLEXIGLASS SHIELDS, ENFORCE SOCIAL DISTANCING, INCREASE SANITIZATION, ADD FLOOR DECALS, AND MORE, BUT THERE IS A THREAT THAT FRUSTRATES THE MANAGEMENT – AND IT IS A THREAT THAT IS VERY DANGEROUS FOR LIQUOR STORE STAFF. Kiziak, who was born in Vermillion and has lived her whole life in or near Edmonton, concurs. “Edmonton has a very warm, vibrant community feel that is often missing from big cities. The business community is very well connected.

There are lots of opportunities to develop business, lots of networking, and lots of women in leadership roles in Edmonton” she adds.

Vander, Kiziak and Burns are all quick to give credit for ALCANNA’s success to its teams in the stores.

“Our front line staff are the biggest contributors to our success,” says Vandar.

“We have some of the best in the industry. We are very proud of the teams we have,” says Kiziak.

“We don’t call this our ‘head office,’” notes Burns. “It’s the SSC - Store Support Centre, because without our team members in the field there is no business.”

ALCANNA has gone above and beyond to protect its teams and customers from COVID-19 by being one of the first to install plexiglass shields, enforce social distancing, increase sanitization, add floor decals, and more, but there is a threat that frustrates the management – and it is a threat that is very dangerous for liquor store staff.

Between 2018 and 2019, liquor store thefts in the Edmonton area grew by approximately 290 per cent, occurring, at their peak, an average of 26 times per day. The Edmonton Police Service (EPS) teamed up with ALCANNA to combat the growing problem.“These thefts were largely

fuelled by organized crime,” says Burns. “We know who is behind this because of who is openly bragging about the thefts on social media. Organized crime networks are taking advantage of people that are hooked on drugs like meth.

They offer drugs in return for fulfilled ‘orders.’ Then, the restaurants and bars and even some other liquor retailers buy the liquor at a discount rate from the criminals.”

He shakes his head and says sternly, “During the COVID-19 shutdown when restaurants and bars were closed, thefts dropped dramatically, proving that restaurants and bars were buying the stolen product. These places should know better than to work with increasingly violent criminals that put our staff and customers at risk. We continue to work with the EPS and the Alberta government to put a stop to this.”

Despite the challenges of entering a new market like cannabis, operating safely during the pandemic, and putting a stop to the dangerous liquor store thefts, ALCANNA forges ahead with confidence.

“We are part of the community. Our stores are everywhere and we are a part of people’s lives,” smiles Burns. “Everyone needs to work together to get by and we are only as strong as the communities in which we operate. Working together is not just good for business, it benefits everyone.”

ALCANNA is proud of the progress it has made in leading the art of responsible retail, and for Nova being nominated (although they didn’t win) as Bud Tender and Store of the Year through Lift & Co’s annual Canadian Cannabis Awards.

As Kiziak notes, the nomination in itself is strong validation of ALCANNA’s customer-focused goals. ACE and Liquor Depot have numerous recognitions through local community awards for being the best in the neighbourhood.

So, when you are at the top of your game and leading the industry, pioneering in new fields and serving the community, where do you go from there?

“Just watch us!” concludes Burns with a smile. “We are in a very competitive industry. We can’t sit back or we get left behind. Where do we go? We will just keep going forward.”

Learn more about ALCANNA at www.alcanna.com.

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A “NEW NORMAL” SPARKS NEW WAYS TO LEARN // TRAINING & EDUCATION

A “NEW NORMAL” SPARKS NEW WAYS TO LEARN NOW THAT WE’VE FLATTENED THE CURVE, WE NEED TO ADDRESS THE NEW LEARNING CURVE

BY NERISSA MCNAUGHTON

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usiness in Edmonton checked in with two of Alberta’s major employers – NorQuest College and Cashco Financial – to see how they have revamped internal and external training to keep staff, students, and clients safe in the wake of COVID-19.

“The health and safety of our students and staff is our primary concern,” says NorQuest College’s President and CEO Carolyn Campbell. “That’s why we took steps early on to limit the spread of the virus before ultimately closing our doors to in-person classes and moving to an online model on March 23. Some of NorQuest’s learners have unique needs and we recognize that our wrap-around supports are critical

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to their success, so our faculty and staff have worked hard to ensure as seamless of a transition as possible. I’m so pleased to say that our students have shown their resilience and responded wonderfully to this challenging situation.”

Campbell continues, “Our plan for a safe reopening of the college is informed by health authorities and guided by the advice of the Chief Medical Officer of Health, Dr. Deena Hinshaw. For Fall 2020, this means a phased reopening that begins with a blended online- and in-person model, followed by a gradual return to in-person programming.

Many of our in-person labs were transitioned to online seamlessly, but some were more of a challenge. For those,

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A “NEW NORMAL” SPARKS NEW WAYS TO LEARN // TRAINING & EDUCATION

we’re planning to offer additional in-person labs with fewer students per lab. Our health care aide program is a perfect example where the constraints of the COVID-19 reality – additional handwashing and sanitation procedures, proper mask wearing, physical distancing, and illness identification – fit naturally into the existing training.

“We will gradually offer more in-person opportunities as safety permits, and we hope to return to a more face-to-face delivery in January 2021. Our online delivery model provides an exceptional educational experience for students, but we know that there is no one-size-fits-all solution to what works best for students. Of course, this all depends on the advice of health authorities and Alberta’s response to relaunch.”

As always, NorQuest College is connecting directly with Alberta employers to ensure their programs are relevant. Now, NorQuest also wants to ensure that they quickly transition to also provide training for the pandemic-specific opportunities that will grow as the economy recovers.

“WE AIM TO BE PARTNERS IN ALBERTA’S RELAUNCH, AND ARE LOOKING FOR ALL OPPORTUNITIES TO ACCELERATE

“We aim to be partners in Alberta’s relaunch, and are looking for all opportunities to accelerate the province’s recovery from one of the greatest challenges in its history,” says Campbell. “Through NorQuest’s Workforce Advisory Council, we are working closely with industry to understand what skills will be in demand during and post-pandemic. Our industry partners have expressed immediate high demand for our building services worker training and family caregiver wellness training, are we are in the development of contact tracing training and pandemic-proof badges for various industries. Our Workforce Advisory Council has also identified needs for training in new technologies like artificial intelligence, and we’re in development for that kind of programming. There are lots of opportunities for us to support our workforce partners and we hope to learn more from industry about their needs coming out of the pandemic.”

“NorQuest extended tuition-free training through Landmark Group and Cougar Drilling Solutions as gifts for training employees in private, public, and non-profit organizations through our lean/project management/change management workshop. We also launched a free, five-webinar series on psychological safety and inclusion with a focus on the pandemic. The series is called Coming Together While Staying Apart. These are short, 20-minute webinars that were developed by NorQuest’s Colbourne Institute in partnership with Creating People Power and can be viewed on NorQuest’s continuing education website.”

NorQuest College recognizes that the pandemic and economic slowdown have impacted its learners and industry partners financially, a fact that the institution is quick to address.

Another very essential service is banking and financial services. Cashco, in particular, works with underbanked/ underserved populations; it has been suggested by early

THE PROVINCE’S RECOVERY FROM ONE OF THE GREATEST CHALLENGES IN ITS HISTORY,” SAYS CAMPBELL.

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

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AUGUST 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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A “NEW NORMAL” SPARKS NEW WAYS TO LEARN // TRAINING & EDUCATION

evidence that the more vulnerable among us (be it economically, physically, or medically disadvantaged) are at higher risk from COVID-19 complications. Cashco had to not only protect its coast-to-coast team, it had to quickly address its 21,000 + clients and the immediate impact to their daily lives.

“Our first priority is always the safety of our people and the safety of our clients. We were unsure how the pandemic would spread, so we made the decision to immediately close our physical doors to our clients but continue to offer our services online and over the phone,” Vice President of Marketing & Communications, Courtney Johnston-Naumann says.

“Our entire team knew that suspending all of our services was not an option; some of our clients would need us now more than ever and we had an obligation to be available to them. However, closing our doors did mean that there were some disruption to services (such as cheque cashing) that had to be suspended, and other services modified or reduced due to the current situation. This was because these services required in-person transactions.”

“OUR FIRST PRIORITY IS ALWAYS THE SAFETY OF OUR PEOPLE AND THE SAFETY OF OUR CLIENTS. WE

Johnston-Naumann continues, “We quickly developed new ways to be there for our clients virtually. This included the implementation of a chat function on our website so that our clients could service themselves when possible, and if they needed live help, they would be connected to one of our trusted advisors.

WERE UNSURE HOW THE PANDEMIC

“Furthermore, our entrepreneurial spirit led us to quickly test a QLess solution in our busiest location with a tailormade approach to facilitate the client experience. By eliminating long line-ups, speeding up transactions and using this tool to help re-direct traffic to softer times, we were able to quickly satisfy customer needs while maintaining safety. We are proud to say, the QLess test was hugely successful and is currently being implemented into the rest of our 57-branch network.”

CLIENTS BUT CONTINUE TO OFFER

When the doors opened, internal and customer-forward training quickly evolved again.

“We went to work on how we were going to safely welcome clients back into our branches,” Johnston-Naumann shares.

WOULD SPREAD, SO WE MADE THE DECISION TO IMMEDIATELY CLOSE OUR PHYSICAL DOORS TO OUR OUR SERVICES ONLINE AND OVER THE PHONE,” COURTNEY JOHNSTONNAUMANN SAYS. “What seemed like overnight, we had plexiglass, physical distancing markers, and sanitization stations installed in all of our branches across Canada. Our executive team worked every day on a reopening strategy and made sure we had proper policies developed or refined for our people. The entire time we looked to the leadership of our provincial and federal governments and health authorities to ensure that

ABOVE: COURTNEY JOHNSTON-NAUMANN, VICE PRESIDENT OF MARKETING & COMMUNICATIONS, CASHCO.

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AUGUST 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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A “NEW NORMAL” SPARKS NEW WAYS TO LEARN // TRAINING & EDUCATION

we were doing everything safely and responsibly. Our staff members had the option of either going back to a physical branch or working remotely; we need our staff to know they’re safe where they work.”

to educate them about debt consolidation, budgeting, and other financial advice in response to their personal financial impact during COVID-19. We revised our budgeting tool and guidelines to reflect a CERB income.

To keep the staff informed of new protocols, Cashco took, once again, to technology.

“As the economy re-opens, recovers and shifts business practices to accommodate consumer behaviors, Cashco is fully on board to learn from societal changes and will certainly welcome innovative methods to facilitate both financial hope and relief products in order to service our clients best today, tomorrow and in the future.”

“We communicate with our staff in many ways: via email, a virtual hub we call the Water Cooler, a weekly company-wide meeting held by our CEO Tim Latimer, a monthly newsletter, a daily video from our COO Raymond Wilson, and more. We also provide training through Cashco University. This learning management system allows us to develop, assign, and monitor training for our employees. Each team member going back to a physical branch was trained on all matters of health and safety, specifically related to COVID-19.”

As for the clients, “Our educational programs have already begun to shift! Our team has been reaching out to our clients

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From learning as a student, to learning new company polices to learning how to safely access services, training has undergone a massive shift. Thanks to technology and innovators that are quick to adapt to change, the necessary training we need remains accessible, and has the potential to positively change how we learn in post-secondary, in our places of business, and through our own initiative.

CRISIS MODE // CONSTRUCTION

CRISIS MODE

HOW COMPANIES CAN CONTINUE TO THRIVE DURING THE COVID-19 PANDEMIC

I

BY SHAYNA WIWIERSKI

t was supposed to be the next roaring ‘20s, but little did anyone know when the clock struck midnight on January 1, 2020, what would happen in just a few short months.

Of course we all know that COVID-19 didn’t start in 2020. In our Canadian bubble, hearing about a virus that allegedly originated in a market in Wuhan, China, never

did anyone think that in March of this year our country would be shut down… or that countries would close their borders, businesses would be shutting their doors, that toilet paper and hand sanitizers would be more coveted than a reservation at Corso 32, and that the simple act of going to the grocery store now consisted of wearing

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // AUGUST 2020

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CRISIS MODE // CONSTRUCTION

a mask, going down one-way aisles, and maintaining a distance of six feet from someone else. That schools and religious facilities would close. That we wouldn’t be able to hold gatherings.

GOVERNMENT HAS DEEMED CONSTRUCTION AN ESSENTIAL

It sounds hard to believe that this sort of thing could happen in 2020, but, as we know now, it did.

SERVICE, HOWEVER, IT WAS REPORTED

On March 17, 2020, the Government of Alberta declared a public health emergency in the province, and on March 20, 2020, the City of Edmonton declared a state of emergency in order to stop the spread of the virus. In the days that followed, the city, province, and country all announced various funding packages that would help ease the burden of the shutdown. New social distancing rules were put in place, including limited gatherings in Alberta and all non-essential businesses closed.

APRIL 15, 2020 THAT MAYOR DON

Thankfully, the provincial government has deemed construction an essential service, however, it was reported in the Edmonton Journal on April 15, 2020 that Mayor Don Iveson was asking the province to support $2.1 billion worth of construction projects that Edmonton may not be able to fund on its own thanks to the COVID-19 pandemic. Many projects are also at risk of being delayed.

COVID-19 PANDEMIC. MANY PROJECTS

For Chris Ambrozic, president of Scorpio Masonry, those first two weeks in March after the shutdown were the hardest. “[Learning to adapt] to the changing macro environment was challenging because there were new events happening every day, whether it was a new government program, which affected our employees since some individuals were forced to stay home because of child care, or figuring out if our business would continue to be an essential business as defined by the provincial government,” says Ambrozic, whose company has been in business for the past 40 years and does masonry contracting work in Western Canada.

“Putting in new job procedures and safe work practices related to social distancing, the lack of personal protective equipment… those first two weeks were the biggest challenge, for sure.”

After the shutdown started, Scorpio Masonry made sure to increase their communication with their team to respect social distancing. They put out safety bulletins once a week

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THANKFULLY, THE PROVINCIAL

AUGUST 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

IN THE EDMONTON JOURNAL ON IVESON WAS ASKING THE PROVINCE TO SUPPORT $2.1 BILLION WORTH OF CONSTRUCTION PROJECTS THAT EDMONTON MAY NOT BE ABLE TO FUND ON ITS OWN THANKS TO THE ARE ALSO AT RISK OF BEING DELAYED. and adapted each individual site differently depending on how COVID had impacted projects. Ambrozic adds that they have been very fluid in dealing with the variabilities with different sites, and even though the first two weeks felt like two months, once they had those measures in place, they were able to adapt to the change a little better.

Although Scorpio Masonry is still working on projects, some of which had to be shut down due to exposure to COVID-19, they have had to make the difficult decision to lay off some of their workers due to various factors, including the need for child care and employees feeling sick and having to self-isolate. Ambrozic adds that once the pandemic ends, their company will be a lot more adaptable to change and he thinks that they will be able to react better to a quicklychanging environment.

“I’m hoping that’s where it will take us, to get a positive spin in it. I think the economy is going to be – in Alberta especially – a lot different,” says Ambrozic. “We will be focused on certain things moving forward for sure and the work will be different. There will less of it, and it will be more competitive.”

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CRISIS MODE // CONSTRUCTION

Mike Millard, vice-president of sales at Milltech Millwork Ltd., a cabinet-making manufacturing shop, says that they have not shut down their business and have been maintaining contracts that have carried over from last year, along with some new projects.

“We are kind of on the larger side of the cabinetmanufacturing industry, so we have had contracts going since last September,” says Millard, who adds that they manufacture architectural woodwork and store fixtures. One of their largest clients nationwide is Sport Chek. “What we have been doing now, because we have been hit hard by the slowdown, we have been negotiating to get off-site storage agreements for manufactured product for the jobsites that have been shut down. We have had about three major projects shut down, so we are stockpiling for when they do reopen these sites.”

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AUGUST 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Millard says that of their 70 staff, they have not had to lay off any workers as of yet, but he does foresee it coming.

They have had to cut down on overtime with their work hours being reduced to 40 hours per week. They also have a number of workers with children who have had to stay at home when daycares and schools shut down.

Since Milltech is a fairly large shop, their workers can safely maintain physical distancing measures. Millard adds that they have a number of staff also cleaning and disinfecting equipment and surfaces constantly to maintain a sanitary work environment.

Since there has been a slowdown in business, Millard says that companies in construction should best adapt to this new normal by remaining competitive and not lowering their prices.

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CRISIS MODE // CONSTRUCTION

“My opinion is, not to be scared into lowering your prices.

Keep everything clean and priced competitively, however, do not sell the farm, per se,” he says. “We have to do our due diligence because overheads do not change, and the government subsidies will run out if/when you need them.”

DEVELOPMENT FOR HIGHLINE ELECTRICAL, SAYS THAT COMPANIES NEED TO BE DIVERSE RIGHT NOW

Millard adds that the company will try to thrive, pending tenders. However, he has seen some projects be delayed and fears that some companies will be making the difficult decision to close their doors because of this pandemic.

AND LOOK INTO PROJECTS THAT

Ryan Hutton, business development for Highline Electrical, says that companies need to be diverse right now and look into projects that may be outside their normal scope of work.

He mentions that a lot of bigger projects have slowed down or been cancelled, but there is a lot of smaller, private-type work available, so contractors should look into bidding on those smaller projects.

A LOT OF BIGGER PROJECTS HAVE

Highline Electrical has been around for 42 years and they specialize in street lights and traffic signals in Alberta and Saskatchewan. They also have a commercial division that works with schools and hospitals. Since the COVID-19 pandemic started, Hutton says that their team has been running quite lean and the workers that haven’t been laid off are wearing multiple hats and doing various jobs within the organization. One of their biggest clients is the City of Edmonton, for which they have a maintenance contract for the city’s streetlights.

“We have seen our call volume decrease a bit and I think that’s partly due to the fact that the maintenance program works off of people reporting outages to the city. So, citizens use the 311 app and now that there is a lot less volume of people out commuting, it’s a lot lighter now.

People probably don’t notice some of the deficiencies that might be arising,” says Hutton, adding that they have also had to adapt their policies for safe work practices around COVID-19 and making sure that their staff and clients remain healthy and safe at work. “That’s kind of changed how we operate a little bit, trying to adapt our policies, reduce the number of people on crews and on crew trucks, and trying to maintain social distancing.”

Changing safety policies and regulations around COVID-19 seems to be a reoccurring trend that Hutton has been seeing

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RYAN HUTTON, BUSINESS

AUGUST 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

MAY BE OUTSIDE THEIR NORMAL SCOPE OF WORK. HE MENTIONS THAT SLOWED DOWN OR BEEN CANCELLED, BUT THERE IS A LOT OF SMALLER, PRIVATE-TYPE WORK AVAILABLE, SO CONTRACTORS SHOULD LOOK INTO BIDDING ON THOSE SMALLER PROJECTS. lately. He says that he has seen countless emails from general contractors and other subtrades about their policies and what they want to do. In terms of projects, he adds that the private sector has been doing quite well since their projects aren’t tied to government funding.

Since Highline Electrical works with the city, Hutton says that although their work has slowed down a little bit, he doesn’t foresee the company going out of business and that businesses need to find ways to think outside the box to continue to thrive.

“Honestly, I think we will come out of this fairly strong,” says Hutton. “Because we have been around for so long and we have never seen anything like COVID, but have seen quite a few downturns and other factors affecting the economy, our senior leaders have always had to find ways to be creative and maintain a strong company. We are bidding on lots of work and will be fairly busy for the remainder of the year.”

2020 Board of Directors Board Executive

Chair: Bryan DeNeve Senior Vice President, Finance and CFO, Capital Power Vice Chair: Elan MacDonald Senior Vice President, National Client Development, Global Public Affairs Secretary-Treasurer: Craig Thorkelsson Head of Tax, PCL Constructors Inc. Past Chair: Dawn Harsch President and CEO, ExquisiCare Senior Living and Care at Home Janet M. Riopel President & CEO, Edmonton Chamber of Commerce

Board Directors

Haydar Al Dahhan President and CEO, Design Works Engineering Nathan Carter Vice President, Engineering, ATCO Natural Gas Sandy Jacobson Vice President, Richardson Executive Search Scott McEachern Vice President, Pipeline Control, Enbridge Pipelines Inc. Annemarie Petrov President and CEO, Francis Winspear Centre for Music Dennis R. Schmidt Principal, ALTURA Legal Advisory Jeffrey Sundquist Chief Executive Officer, EDC Environmental Group of Companies Inc. Dr. Jenelle Trenchuk-Saik President and CEO, Parker Ford and MacKay Specialty Opticians

Edmonton Chamber Executive

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

Contact

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

Meet our Board In order to help our members withstand these difficult times, we continue to rely on the expert governance and guidance of our Board of Directors. These volunteers give so generously of their time and their knowledge, and we’d like to take this opportunity to tell you a little bit about them.

By Janet M. Riopel, President & CEO, Edmonton Chamber of Commerce Bryan DeNeve, Board Chair - Capital Power Bryan is Senior Vice President, Finance and Chief Financial Officer for Capital Power. Bryan is responsible for Capital Power’s financing and capital market initiatives. He has raised over $2 billion in the combined debt and equity capital markets to support Capital Power’s growth initiatives. Bryan oversaw asset growth within Capital Power both through greenfield development and acquisition. Bryan has a Master of Business Administration from the University of Alberta and is a graduate of the Harvard Business School Advanced Management Program.

Elan MacDonald, Board Vice Chair - Global Public Affairs Elan has more than 20 years of experience working in the Alberta Legislature, where she served as Deputy Chief of Staff to former Premier Ed Stelmach, and advisor to Premier Alison Redford, in addition to serving various cabinet ministers. Her unique perspective among government relations professionals is firmly grounded in the Alberta experience, and the result of her extensive experience as an executive in political, private sector and community and stakeholder relations roles.

Elan is a Director on the board of Edmonton Global, a member of the Advisory Board of Atlas Growers Ltd., and Vice-Chair of NorQuest College’s 1,000 Women Advisory Board.

Craig Thorkelsson, Board Secretary-Treasurer - PCL Constructors Inc. Craig is the Head of Tax for the PCL Family of Companies and oversees PCL’s Canadian, US, and Australian corporate tax compliance, and support of PCL’s operating offices. The role includes a significant focus on tax planning and corporate structuring, working in collaboration with the Office of the CEO. Transfer pricing and cross border and international issues represent the remainder of Craig’s portfolio. He previously worked with Deloitte consulting with public and private corporate clients on various tax compliance and planning issues, and KPMG. Dawn Harsch, Past Board Chair ExquisiCare Senior Living and Care at Home Dawn has invaluable clinical experience working directly with the elderly and their families and has extensive experience in building successful health care teams, trained to ensure proficient and safe delivery of care. She has worked in numerous managerial and director roles with the regional health authority but left to pursue her dream of creating a nurturing, caring, and loving model of care for elders.

Dawn has been honoured with numerous awards and is a member of the Alberta Council of Aging, the Alberta Gerontology Association and the Alberta Gerontology Nurses Association.

Continued on next page...

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Nathan Carter, Director - ATCO Nathan is the Vice President, Operations Audit at ATCO. He conducts audits on ATCO’s natural gas and electricity distribution and transmission networks along with electricity generation, workforce housing, logistics and energy infrastructure assets in Canada, United States, Australia, Chile and Mexico.

Sandy Jacobson, Director Richardson Executive Search Sandy is the Vice President at Richardson Executive Search and has a proven track record as an executive search professional.

She has been in the human resources and staffing industry since 2006.

Annemarie Petrov, Director Francis Winspear Centre for Music Annemarie is the President and CEO of the Francis Winspear Centre for Music.

She is dedicated to building community through music and the arts and has been recognized internationally with numerous awards for her visionary leadership.

Jeffrey Sundquist, Director EDC Environmental Group of Companies Inc. Jeffrey is Chief Executive Officer at EDC Environmental Group of Companies. He oversees the corporate direction, strategy and execution, focusing on leadership, innovation and business growth.

Wear a mask.

It’s the right thing to do.

Please wear a mask in public places; it not only protects you, it protects workers, businesses and the community.

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AUGUST 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Haydar Al Dahhan, Director Design Works Engineering Haydar is one of the founders and President & CEO at Design Works Engineering Ltd. He has taken Design Works from a two-person operation to a 70-person operation with six offices nationally and internationally in five years.

Scott McEachern, Director Enbridge Pipelines Inc. Scott is the Vice President, Pipeline Control for Liquids Pipelines at Enbridge Pipelines Inc. He has held various roles in Engineering, Operations and Safety in Liquids Pipelines as well as Major Projects in both Canada and the US.

Dennis R. Schmidt, Director ALTURA Legal Advisory Dennis is the Principal of ALTURA Legal Advisory. He specializes in providing urgent, practical solutions for his clients.

He has been recognized as a leader in his profession and has worked as in-house legal counsel for complex organizations.

Dr. Jenelle Trenchuk-Saik, Director Parker Ford and MacKay Specialty Opticians Jenelle is part of the Alberta Sports Vision Institute and proudly works with local sports teams including the Eskimos and Oilers. She has organized, executed and participated in the World’s Longest Hockey Game in support of the Alberta Cancer Foundation.

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TroiWest Builders Member Profile Jesse Wielemaker, General Manager , TroiWest Builders www.troiwestbuilders.com What’s your story?

I have been in the construction industry for over a decade and currently hold a Red Seal Carpenter designation. Originally, my family moved from New Zealand to Canada in 2004 where I began spending my summers apprenticing in the construction industry. After several years of management in the commercial sector, I met one of my now business partners on a flight home to Kelowna. Several years passed and that initial interaction transitioned into a business relationship and eventually the launch of TroiWest. As part of the Troika Management Group of Companies, we are an organization whose members share a similar value system and it creates a level of connectedness I am so thrilled to be a part of.

Our focus with TroiWest continues to be to provide our customers with an experience that surpasses their expectations. I am truly grateful for every homeowner we have had the pleasure of working with. After choosing to work this us, I have enjoyed cultivating the relationships with our customers – especially those who may not have had the most positive experience with a previous builder. Creating a uniquely better product from the very start is an invigorating process that I have very much enjoyed creating in the early stages and continued to develop ever since. It has certainly helped fuel our growth over the last few years as we strive to differentiate.

What do you enjoy most about being a member of the Edmonton Chamber of Commerce?

As a member of the Edmonton Chamber, I have found a sense of community along with access to endless resources for us as members to be the most beneficial.

What is one thing people are surprised to learn about your business?

People are often surprised to know that we will customize anything you can possibly think of! We truly enjoy meeting with our clients

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AUGUST 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Jesse Wielemaker, General Manager, TroiWest Builders

and getting to know a bit more about them.

Together, we then really dive into what their needs are. From those details and information, we then aim to build them a home that is both beautiful and functional, created specifically for their family.

Who is your ideal client?

While anyone looking to purchase their next home would potentially fit in our client base, our ideal demographic is young families. Our home designs feature 3 or more bedroom options suitable for a young or soon-to-be growing family. Plus, our price points also match the typical budget of this demographic.

What has been your biggest challenge in business, and how did you overcome it?

Starting out in Edmonton, we did not have an existing pool of trade contractors and suppliers that we had previously worked with.

We were brand new to the city and it meant starting from the ground up with every possible relationship. Working hard to cultivate longterm relationships from day one has made all the difference. We cannot thank our trades and suppliers enough for their service!

What is your favourite thing to do in Edmonton?

I love taking in our magnificent city by running along the River Valley or going for a ride on the High Level Bridge Streetcar on a hot summer day.

If you could make one substantial improvement to Edmonton’s business environment, what would it be?

Edmonton has been a great place to do business as I have found the city to be supportive in all aspects. I think it is imperative that we as a business community continue to work together and support one another.

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ALBERTA’S CHANGING LABOUR MARKET // HUMAN RESOURCES

ALBERTA’S CHANGING D LABOUR MARKET

BY JAMIE ZACHARY

espite an unemployment rate that’s among the highest in Canada, Alberta continues to face acute labour shortages in sectors cited as vital to diversifying the economy, say experts.

“We still have relatively high unemployment particularly in Calgary and Edmonton in relation to other cities within Canada. And it’s stubbornly slow to go down,” says Alberta labour and immigration minister Jason Copping.

LABOUR SHORTAGE THWARTING DIVERSIFICATION IN THE PROVINCE

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AUGUST 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

“However, in other sectors of the economy and other geographies, we have a shortage. Some prime examples of that include the tech sector in Calgary, heavy-duty mechanics in places such as Grande Prairie and health-care professionals in rural Alberta.”

Prior to COVID-19, unemployment provincewide hovered north of seven per cent compared with 5.5 per cent nationally. However, massive shutdowns due to the pandemic forced that number to spike at 15.5 per cent as recently as late spring, outpacing 13.7 per cent unemployment nationally.

ALBERTA’S CHANGING LABOUR MARKET // HUMAN RESOURCES

Provincial government forecasts still call for Alberta’s labour market to grow by more than 1.3 million job openings over the next decade. The openings are expected to be created from both expansion demand due to economic growth and replacement demand resulting from several labour force separations.

While much of this growth is expected in tech across all sectors, the government anticipates shortages specifically in finance, nursing, education, specific trades and engineering occupations related to construction and the oil and gas industry.

In a dual attempt to address high unemployment levels and labour shortages, the province has embarked on several different initiatives to jump-start the economy. In late June, the Jason Kenney-led provincial government responded by announcing $10 billion in spending on projects to immediately create jobs after an estimated 361,000 losses were recorded from February to April.

Additional measures included speeding up the implementation of corporate tax cuts, which the province claims will create an additional 55,000 jobs by 2022.

Separately, the province has also unveiled initiatives aimed at retraining out-of-work Albertans and providing them with “micro-credentials” for careers in growing sectors, says Copping.

One of those is an initiative to create 2,000 new direct jobs in emerging agriculture sectors such as canola crushing, cannabis, food and beverage processing, and agriculture technology.

The province is also creating a central agency that will focus on bringing investments to the province, and supporting small business with an investment and growth strategy that will bring both human and financial capital to Alberta.

“WE STILL HAVE RELATIVELY HIGH UNEMPLOYMENT PARTICULARLY IN CALGARY AND EDMONTON IN RELATION TO OTHER CITIES WITHIN CANADA. AND IT’S STUBBORNLY SLOW TO GO DOWN,” SAYS JASON COPPING. Copping notes the Alberta Advantage Immigration Strategy, meanwhile, will play a vital role in further addressing labour gaps.

“The purpose is to better align Alberta’s economic immigration policy to geographies and occupations where we have shortages, and speeding that process up,” he says. “In the tech industry, for example, they’re looking for individuals who have 10 to 15 years of experience. You can’t train them up or cross-train them quickly enough. So, we’ll use immigration as a way to do that.”

Specifically, he points to efforts the province will make in better attracting more U.S.-based grads to the province, as

ABOVE: JASON COPPING, ALBERTA MINISTER OF LABOUR AND IMMIGRATION. PHOTO SOURCE: GOVERNMENT OF ALBERTA

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ALBERTA’S CHANGING LABOUR MARKET // HUMAN RESOURCES

well as reducing barriers in transferring credentials from one province to another.

The newly-formed Business Council of Alberta recently identified labour gaps as a top concern moving forward. The council, which consists of CEO members from industries across the province, formed a task force to provide recommendations to businesses, post-secondaries and government on the future of skills and training.

“We wanted to identify ways to create a more adaptable, resilient and thriving labour force in Alberta that both meets businesses’ needs and also helps workers in the province take advantage of the opportunities that are around,” says Mike Holden, vice president of policy and chief economist with the council.

“While the rapid pace of technological change is not unique to Alberta or even Canada’s labour force, it’s compounded in Alberta given the fact that the economy hasn’t been doing particularly well over the last few years, and our main industries are in areas that many people don’t see as having a future.

DE LOTTINVILLE ADDS THAT BECAUSE THERE’S ONLY SO MUCH QUALIFIED

“There’s a sense that if you’re trying to attract the best and the brightest to the province and they see Alberta as a place that is resistant to change, they might not see it as a thriving place to come and start a life.”

TALENT TO GO AROUND, IT CREATES

The recommendations from the task force, released in June, focus on restoring Alberta’s reputation, enhancing a culture of lifelong learning and expanding work-integrated learning programs in the province.

THE TECH COMMUNITY.

“We also talked a lot about the need in the tech and innovation space to diversify the economy, not just to create it as an industry,” says Holden. “It has a lot of horizontal applications across all industries in the province. If you’re looking at creating a more competitive and advanced plantbased protein industry in Alberta, for example, that requires the application of digital skills.”

A group of local technology companies has also started to address shortages on their own by creating the Tech West Collective with the goal to attract tech talent to the city.

The collective hosted an estimated 1,000 people at its first sold-out event last fall, with plans to run multiple events this

A VICIOUS CIRCLE OF ONGOING DEMAND BETWEEN COMPANIES IN

year focused on different needs – for example, data sciences, engineering or project management.

“Alberta is competing with nearly every jurisdiction in the world for the smart capital and esoteric talent that are required to enable and support business innovation via technology,” says Bryan de Lottinville, founder and CEO of Benevity, a Calgary-based employment engagement software company and a founding member of the collective. “Tech West Collective formed to help make Alberta an internationallyrecognized tech powerhouse by developing our people, supporting our tech companies and uniting our ecosystem.”

David Owen Cord, co-CEO of Avanti Software and a fellow founding member of the collective, echoes de Lottinville. He notes the talent shortage continues to hit close to home for

ABOVE: BENEVITY FOUNDER AND CEO BRYAN DE LOTTINVILLE. PHOTO SOURCE: BENEVITY

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ALBERTA’S CHANGING LABOUR MARKET // HUMAN RESOURCES

LABOUR GAPS HAVE STARTED TO EXTEND INTO FIELDS SUCH AS ENGINEERING AND GEOSCIENCES. EMPLOYMENT-RELATED SEARCH ENGINE INDEED NOTED IN A REPORT LATE LAST YEAR THAT SPECIALIZED ENGINEERING ROLES REMAIN THE HARDEST POSITIONS TO FILL IN WESTERN CANADA. his company, which tailors people-management platforms for companies looking to manage payroll, recruiting and workplace management systems.

continue to fill quickly given the abundance of new graduates and internationally-trained applications. The challenge lies with more senior-level positions.

“The difficulty in filling roles definitely varies by the position type. But overall, we still struggle to hire talent with the appropriate experience and skill set as quickly as we need,” he says, pointing to Calgary Economic Development statistics that show 2,000 unfilled tech positions in the city.

“Generally, finding software developers with significant experience is the toughest to fill.”

“The intermediate-level positions appear to be more difficult to fill currently,” she says. “Finding the skill and experience needed for this level of work (technical nature) of various engineering and geoscience can be difficult to fill.

De Lottinville adds that because there’s only so much qualified talent to go around, it creates a vicious circle of ongoing demand between companies in the tech community.

“One of our challenges is that Benevity and other large tech companies in our province … all need people with similar skill sets. So, we end up poaching people from each other, which is essentially robbing Peter to pay Paul,” says de Lottinville. “As others are scaling, they’re also looking to us as sources of recruitment for their needs, which is OK, but perpetuates the issue. If we are to build a thriving tech ecosystem, we need companies at every level.”

Labour gaps have started to extend into fields such as engineering and geosciences. Employment-related search engine Indeed noted in a report late last year that specialized engineering roles remain the hardest positions to fill in Western Canada.

Philipa Hardy, manager of career services at the Association of Professional Engineers and Geoscientists of Alberta (APEGA), notes junior-level positions in the profession

“Also, there appears to be more work for intermediate engineers outside of Alberta, and it can be difficult to attract workers here when other options exist for them in easier climates and in business hubs where there is more perceived opportunity for career advancement.”

Rod Miller, president and CEO of CPHR Alberta, says his organization’s nearly 6,000 members in Alberta, Northwest Territories and Nunavut are seeing the labour market’s evolution play out on the front lines.

“The skills of yesterday are no longer the skills of tomorrow,” he says. “That doesn’t mean there isn’t opportunity. The challenge facing Calgary is in mobilizing this group to support organizations that are growing because of digital transformation.”

While part of that involves reskilling the current labour force, Miller also points to raising the city’s profile when looking to compete globally for talent.

“Talent can move. Talent will move. New generations in our workforce are open to mobility,” he says. “It comes down to that opportunity. Where does that opportunity exist? Can you create that opportunity in Calgary for people to come and engage and stay?”

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Committed to Service, Trusted to Deliver

By Nerissa McNaughton

B

arricades and Signs Ltd. is a traffic control company specializing in temporary, permanent and roadside safety products, systems and services.

A teen is texting and driving. Completely distracted, they don’t realize they’ve entered a construction zone. The car ploughs into the back of a heavy equipment truck, one that has a crew working right in front of it. Nobody dies. This is a true story. Typically, stories like this have a much sadder ending, but no one was even harmed because the truck was attached to a crash attenuator supplied by Barricades and Signs Ltd. The attenuator crumpled and absorbed the force of the impact. The truck wasn’t pushed forward into the crew and the teen stepped out of the car, shaken but unharmed. Roadside safety, and more specifically, crash attenuation systems, are just some of the ways Barricades and Signs Ltd. keeps Albertans safer on the roads.

Barricades and Signs Ltd. launched in 2004 as a family business. The company grew quickly and consistently, reaching milestones such as becoming a signal distributor for North America Traffic in 2008, opening offices in Calgary and Vancouver between 2014 and 2019, growing through three of Alberta’s recessions (and continuing to grow during the pandemic), and becoming the first 3M certified manufacturer awarded in over 10 years when they were certified in 2012.

During 2016 Jan van Bruggen became the CEO and later, in 2019, acquired the company from his family partners. van Bruggen has continued to grow the brand in a strategic partnership with Powell Contracting Ltd., another Canadian family business.

“We are committed to providing traffic safety solutions and the best value for our clients while respecting and supporting our vendors and staff,” says van Bruggen of his company that has grown to provide traffic safety

Jan van Bruggen, owner, Barricades and Signs Ltd.

Barricades and Signs Ltd. • Celebrating 16 Years • 1 44

Guiding you home safely for over 80 years.

3M Transportation Safety Division

equipment, variable message board trailers, barricades, delineation, PPE, flagging, roadways transitions, crash cushions, regulatory signage, custom signage and more.

“Our work zones are safer for people and the environment because our equipment (apart from the delivery trucks) are solar powered, don’t consume fuel or create noise.

There are no motors running. We also have wireless connectivity to our equipment, adding another layer of safety for everyone on the site,” van Bruggen says.

Barricades and Signs Ltd. uses reflective sheeting that is engineered to provide the highest level of refraction for optimal viewing in all light conditions.

Also, temporary traffic signals that, when equipped with siren detection, can automatically stop traffic in construction zones to let an ambulance pass through quickly. These signals keep flaggers out of harms way and are controllable from a safe distance. The company is a contributor to many construction safety manufacturers’ R&D processes, helping to create and inspire the tech behind the products that keep us all safer on the roads.

To create, grow, and contribute to the industry, van Bruggen focuses on one thing: positive relationships with people.

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3M.ca/RoadSafety

3M and 3M Science. Applied to Life. are trademarks of 3M. Used under license in Canada. © 2020, 3M. All rights reserved.

2006-17636 E

“Our team of people is above and beyond the best group of people to work with, and that is not an accident,” he shares.

“Everyone that works with us is committed to growing the business and taking care of our customers. We recognize that it starts with our people, and their earning trust and respect. With a reputation for being trustworthy, clients and vendors come to us for solutions.

He continues, “Without a doubt, seeing our people in the business growing and succeeding is the best part of my day.

I enjoy the business side of it, but the biggest thing is seeing people come into the company and helping them become the best version of themselves. Construction is a seasonal industry, but we invest in our people by keeping the business open year-round instead of closing down during the winter. With our team and with our clients, we take it seriously that we can be trusted to deliver.”

boards and traditional signage around Edmonton and Calgary, communicating businesses that are open and helping both business owners and consumers get through the pandemic.”

He couldn’t be happier to be leading an exceptional team, some of which have been employed by the company for more than 15 years, and to be helping the safety and signage industry innovate. He knows none of this would be possible without the support and patience of his wife Sarah, the vision of his brother Gerrit, and the wisdom and guidance of his parents.

In the communities Barricades and Signs Ltd. operates in, the company supports numerous causes and minor sports teams.

“Barricades and Signs Ltd. continues to evolve, and our team grows along with us,” van Bruggen concludes.” With four locations in place we will continue to develop across Western Canada, deepening our product offerings and providing more innovative solutions. Despite the fact that my father and brother are no longer shareholders, we continue to operate with all the respect and values of a family business.”

“Community is a huge piece of what we do,” explains van Bruggen. “For example, there is a community initiative called thingsthatareopen.com. My good friends at Lift Interactive started it. Barricades and Signs Ltd. was one of the first to back it financially and provided digital message

Safety isn’t just confined to a sign or a flashing light. Road safety includes technology, trust, responsibility, and a cohesive team with a relentless drive for excellence.

Barricades and Signs Ltd. embodies all this – and more.

Learn more at getbarricades.com.

Call 1-888-488-0027 or email Sales@BarricadesAndSigns.com

getbarricades.com Barricades and Signs Ltd. • Celebrating 16 Years • 3

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