Business in Edmonton - December 2019

DECEMBER 2019 | $3.50 BUSINESSINEDMONTON.COM

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SORRENTINO’S RESTAURANT GROUP BECOMES A LEGACY FAMILY BUSINESS

B OMA EDMONTON NEWS - WINTER 2019

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Supporting the visions of entrepreneurs one story at a time.

Volume 7 | Number 12

REGULAR COLUMNS

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Giving Back is a Choice – Choose to Give

By Terry O’Flynn

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CONTENTS

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Budget Changes the Game for Manufacturers and Exporters

By David MacLean

Edmonton Chamber of Commerce

COVER FEATURE

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rowth and Transformation: G Sorrentino’s Restaurant Group Becomes a Legacy Family Business A new generation continues the delicious tradition of providing one of the most authentic Italian dining experiences in Edmonton

By Nerissa McNaughton

ON OUR COVER: ABOVE: SORRENTINO’S RESTAURANT GROUP PHOTO SOURCE: REBECCA LIPPIATT

FIND US ONLINE! B US I N E SS I N E DMONTON.COM BUSINESS IN EDMONTON

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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TOGETHER WE BUILD SUCCESS.

Big Bike for Heart and Stroke PCL not only builds great projects, we also build hope for individuals and families in the communities we serve. Whether raising money for worthy causes or volunteering our time, community investment is the heart of our corporate social responsibility program.

Watch us build at PCL.com

STORY TITLE // SECTION

Supporting the visions of entrepreneurs one story at a time.

Volume 7 | Number 12

THIS MONTH’S FEATURES

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New Focus for an A Old Institution Many banks are working towards a more diversified focus, which benefits us all

By Nerissa McNaughton

CONTENTS G o Auto

Celebrates 10 Years

J unior Achievement of Northern Alberta and Northwest Territories Celebrates 55 Years

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V andenbergs Jewellers

Celebrating Business Excellence

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Corporate Giving - How Businesses Use Their Profits to Show They Care

By Jamelie Bachaalani

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COMPANY PROFILES

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B OMA Edmonton News Winter 2019

In the Coach’s Corner: Knowing the Right Time to Make the Call for Your Business

By Laura Bohnert

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Parkland County Feature Part IV Open for Business

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Helping Festivals Flourish

How Edmonton Tourism partners with festivals to drive sustainable visitation, year-round

AN ANNOUNCEMENT FROM

ALBERTA BLUE CROSS

The Board of Directors of ABC Benefits Corporation is pleased to announce the appointment of Mark Komlenic as President and Chief Executive Officer (CEO).

Mark currently serves as the Chief Operating Officer of Alberta Blue Cross.

His appointment comes as current President and CEO Ray Pisani is retiring after an exemplary 35-year career with Alberta Blue Cross including serving for nearly a decade as President and CEO. “We are grateful to Ray for his exceptional leadership of our organization and the significant positive impact he has had on the communities we serve,” says Scott Thon, Chair, Board of Directors of ABC Benefits Corporation. “We are also very excited to have an inspiring and experienced leader like Mark leading our organization. Mark is a wellrespected executive bringing years of experience in technology, customer experience and a proven track record of building empowered cultures.”

Mark’s appointment takes effect November 14, 2019.

Prior to joining Alberta Blue Cross, Mark spent 18 years at TELUS Communications in various senior leadership roles including serving as Vice President, Customer Solutions Enterprise.

Mark is passionate about giving back to the community, serving as a past board member of the Alberta Taekwondo Association and Vice Chair of the TELUS Edmonton Community Board.

“I am truly honoured to be a part of the amazing Alberta Blue Cross team,” Mark says. “I am very fortunate to have had the unique privilege of working with Ray—a tremendous leader and mentor, for the past four years. I am excited to work with our talented team in accelerating our Blue For Life vision, with our focus and unwavering commitment to our customers and their wellness.”

As Alberta’s leading benefits provider, Alberta Blue Cross serves more than 1.8 million Albertans through employer group benefit plans, individual health plans and government-sponsored programs. Alberta Blue Cross processes more than 64 million claim lines annually with a value exceeding $3 billion.

Alberta Blue Cross is truly passionate about serving our communities. Through our employee-led Hearts of Blue charity, Alberta Blue Cross staff support dozens of grassroots nonprofit organizations across the province with their time and resources. And through a multitude of involvements and initiatives including our Healthy Communities Grant and scholarship programs, Alberta Blue Cross provides millions of dollars in support to positively impact the lives and wellness of the communities we serve.

ab.bluecross.ca ®* The Blue Cross symbol and name are registered marks of the Canadian Association of Blue Cross Plans, an association of independent Blue Cross plans. Licensed to ABC Benefits Corporation for use in operating the Alberta Blue Cross Plan. ®† Blue Shield is a registered trade-mark of the Blue Cross Blue Shield Association. ABC 81541 2019/11

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

GIVING BACK IS A CHOICE – CHOOSE TO GIVE // TERRY O’FLYNN

Giving Back is a Choice – Choose to Give

BY TERRY O’FLYNN, CHAIRMAN, ALBERTA ENTERPRISE GROUP

E

dmonton continues to meet the challenges of our current economic climate. We don’t have a choice.

Our city and provincial government will continue to address their revenue and expense issues while businesses and citizens wish them the best while juggling our own challenges.

Through this, Alberta remains the wealthiest province in Canada and Edmonton is still recognized for its prosperity.

However, despite its overall wealth, not all of Edmonton’s citizens are enjoying the benefits of the province’s economic success. Even though Alberta has the lowest poverty rate in Canada, statistics show that more than 100,000 of Edmonton’s citizens (that’s one in eight Edmontonians)—including 40,000 of Edmonton’s children—are living in poverty.

That translates to one in eight citizens making less than $16,968 per year as a single person, and less than $33,936 per year as a family of four. Most people equate poverty with homelessness, but statistics show that 123,700 of Edmonton’s citizens are working full-time hours while earning less than $15/hr, placing them at or below the poverty line.

Poverty is real. It’s not a choice. It’s always an issue, and it’s an issue felt strongest at Christmas time.

Fortunately, there are enough opportunities for philanthropy in Edmonton that giving back to those who need it most at this time of the year isn’t a complicated process. Everyone can find the time to volunteer, give back, donate, or attend charity events. Thankfully, no matter the current state of the economy, Edmonton’s residents and businesses have, historically, always been very generous.

Giving back doesn’t need to be restricted to the largest corporations or the wealthiest individuals. For instance, even small businesses can organize their own toy drives or donate and deliver warm coats to our city’s shelters. Also, many charitable organizations, like the Christmas Bureau of Edmonton and Santas Anonymous, offer a range of ways to contribute to their efforts, from donating funds to donating some of your time – or both.

For individuals who want to make a difference, contribute $50 to a charity like Adopt a Teen or donate food or cash to a shelter. Every child and every parent should feel equal and included, especially at Christmas.

It may not seem like much, but if enough people make even the most minimal donations of their time and/or cash they are able to part with, it will make a big impact. For instance, the funds raised by Adopt a Teen helped 6,000 to 7,500 teens, from ages 13 to 17, receive a gift for Christmas. Last year alone, the Christmas Bureau of Edmonton provided meals to 39,137 individuals. Of those individuals, 14,867 were children under the age of 12, and 4,702 were teenagers. On a daily basis, Hope Mission provides 800 people with emergency care, over 1,000 meals, and shelter for more than 500 people.

None of us can singularly make sense of and solve the devastating issue of poverty, but together we can help ease the burden at Christmas and throughout the year. Find a charity that resonates with you this Christmas. There are lots to choose from. Please make the choice to give back. It’s the best way to make the holiday season more meaningful for everyone.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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BUDGET CHANGES THE GAME FOR MANUFACTURERS AND EXPORTERS // DAVID MACLEAN

Budget Changes the Game for Manufacturers and Exporters

BY DAVID MACLEAN

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hings were bound to change. A string of provincial governments kicked the deficit can down the road, racking up billions in new debt. Being debt-free, while it lasted, was a point of pride for Albertans and a symbol to the world that we were… different.

NDP programs generally supported by manufacturers are mostly gone. The Capital Investment Tax Credit (CITC) will not be renewed, the Scientific Research and Experimental Development (SR&ED) tax credit is toast and the Alberta Investor Tax Credit is no more.

It began as a slow leak during the Stelmach years with the global financial crisis in 2007 ending a long period of sustained economic growth. Premier Stelmach started borrowing for roads and infrastructure, abandoning the short-lived practice of paying for things out of pocket. Public service spending continued to ramp up.

These programs were welcomed because they incentivized particular behaviours that we need to see more of in Alberta and across the country – innovation and investment in equipment and technology. Manufacturers have steadily slipped in global investment rankings, meaning our productivity growth will lag behind our competitors.

Then came Premier Alison Redford, who seemingly made a bet that sky-high oil prices would save the day. High prices never returned. A run of scandals led to a new leader in Jim Prentice, exactly when oil prices really started to collapse. He introduced a tough budget, with spending tightened and a handful of taxes increases that spread the pain around. He was defeated months later by Rachel Notley’s NDP.

These programs may be missed, but they are replaced by a promise to cut the corporate tax rate by a full third over the next 30 months.

The NDP rejected spending cuts, increased taxes on business, and set out to diversify the economy with a range of programs and incentives. They promised to “bend the curve” on government spending, meaning it would continue to rise but not as quickly as it had before.

All the while, Alberta continued to have the most expensive government in Canada and four successive Premiers either didn’t see the problem or simply failed to do anything about it. That all changes with Premier Kenney and this still-new UCP government.

Now that we’ve had six weeks or so to reflect on its impact, one thing is clear – the 2019 budget represents a public policy sea change.

Eliminating CITC and SR&ED may have measurable consequences – particularly in the start-up space. But slashing corporate tax rates, a policy broadly endorsed by economists as a way to stimulate investment and create jobs, signals to the business community that this government cares about competitiveness.

We all saw this coming. This government is going to tackle spending, and everyone will be impacted. In other words, they are doing precisely what manufacturers have always done.

We’re going to continue to make the case that creative policy design can help make Alberta a manufacturing and R&D powerhouse but, for now, we need our government to carry on with needed reforms.

We’ll be better for it when we get to the other side.

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.

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Travel Alberta is Developing a 10-Year Roadmap for Tourism We all need goals, and Tourism Alberta is no different. With a lofty target of $20 billion by 2030, CEO Royce Chwin believes some creative thinking can get them there.

The 20th annual Travel Alberta Industry Conference took place recently, where Chwin pointed out that the industry collaboration over the last decade has built fantastic infrastructure for the next decade, and when it comes to meeting their future targets, that’s a good thing. Visitors to Alberta spent a record-making $8.9 billion, which supported more than 22,000 tourism-related businesses and 127,000 jobs all over the province. This marked a 5 per cent increase year-over-year.

Looking ahead, Chwin remarked on the triple bottom line that would impact the tourism business moving forward: people, planet and profit. The strategy for the coming years simply must tick all the boxes.

Tanya Fir, Minister of Economic Development, Trade and Tourism, said, “Our government has a bold vision for a strong tourism industry that creates jobs and economic growth in Alberta. This is why we’re going to be developing a 10-year tourism strategy and are creating the right conditions for Alberta’s tourism to thrive.” She continues, “We have the lowest taxes on job creators in Canada and we are cutting red tape across the economy. We’re excited about the potential for growth in tourism across Alberta.”

Chwin also remarked that “Fostering positive working relationships with other industries, communities and businesses is central to our ability to grow Alberta’s visitor economy.” This will be realized through developing new tourism experiences across the province and driving visitation year-round, which has been a part of the success the industry has had over the last decade, and which is still being utilized as part of the future framework.

With the planet in mind, Chwin points out that although the visitor economy needs to keep growing, the need to provide tourism experiences that are responsible and sustainable are more important than ever.

“Alberta entrepreneurs and tourism-related businesses are the backbone of our industry,” said Chwin. “They’re the ones who create the experiences that inspire travellers to come to Alberta, build communities and economies, and create the jobs that support our province.”

The initiatives for the decade ahead are designed with Alberta, and the needs of Albertans in mind. Chwin touched on the importance of taking into account the quality of life for Albertans, as well as community health, and how those will be integral components of the new Alberta tourism growth strategy.

“How we balance these three elements—people, the planet and profit—answer the challenges, and take advantage of the opportunities before us, is what Alberta’s 10-year tourism strategy will aim to solve,” said Chwin. “As an industry and province, we’re more aligned than we’ve ever been. Our ability to collaborate has been, and will continue to be, our greatest competitive advantage.”

To that end, Chwin shared information about a new industry-led coalition, the Tourism Industry Association of Alberta (TIAA). This will work in collaboration with industry stakeholders, including the Government of Alberta and Travel Alberta. The board includes long-time industry champion Alida Visbach, who will steer TIAA to advocate policy that supports the growth and sustainability of Alberta’s visitor economy. Fostering strategic partnerships, and driving innovation, investment and the development of new visitor experiences is what will guide TIAA as they navigate the next 10 years ahead.

ABOVE: TRAVEL ALBERTA CEO ROYCE CHWIN ADDRESSES TOURISM INDUSTRY PARTNERS AT THE 20TH ANNUAL TRAVEL ALBERTA INDUSTRY CONFERENCE.

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Price Negotiation: The Final Step in the Real Estate Process

T

he largest transaction in most of our lives always ends the same way. There’s a push, a pull, and balancing everyone’s desire to make sure they get the best deal possible. Working with something as personal as client’s homes means that this final step is a complicated matter to navigate.

The market plays a significant role in every negotiation, and there are three kinds of markets: a buyers’ market, sellers’ market or a balanced market.

Market states affect the strategy and power of both parties in a negotiation.

Edmonton is currently in a slight buyer’s market.

have reasonable expectations, the sellers should be open-minded when they receive an offer, especially in the current market conditions. You are more likely to emerge from the process with a signed deal if you can compromise on the aspects of the offer that aren’t that important to you and focus on your dealbreakers. Trust in your REALTOR®, who will remind you of the big picture and keep you focused on your must-haves.

Once an offer is accepted, there is usually a period for the buyers to meet their conditions. The deal is only complete once the property changes hands. If unknown issues come up during inspection, condo document For buyers, this means more review, or buyer’s financing, you may Michael Brodrick, Chair, REALTORS® properties to choose from and a end up back at the negotiating table.

Association of Edmonton stronger position for negotiating If all goes well and the buyers remove on prices. For sellers, it means their conditions, you can expect to see understanding that it may take longer to sell, and they must that red sold sign up on your lawn. be more flexible with their pricing.

Ultimately, your REALTOR® is your confidential advisor When it comes to negotiating, there must be a compromise. through this process. They are there to act in your best Buying and selling a home is a very personal and emotional interests and ensure you are comfortable and confident experience for many reasons. It can be off-putting to sellers at every step. Ask lots of questions and consider their if buyers start with a low-ball offer, especially if it doesn’t advice. After all, this is their area of expertise. It’s their align with the market value of the home and how long the responsibility to represent your best interests. Remember, property has been on the market. As much as buyers should your success is their success.

Moving Life Forward.

Your next phase of life starts with a REALTOR®

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Indigenous Communities Acquire 40 Per Cent Interest in Alberta Powerline Seven Indigenous communities are now major stakeholders in Alberta PowerLine (APL), with a 40 per cent equity share.

This move will allow these communities to not only be direct owners but to actively participate in Alberta’s energy sector. The announcement was made by ATCO and Canadian Utilities Limited (CU) in September.

“Alberta PowerLine is a true Canadian success story, and an example for the world of how industry and Indigenous communities can work together to develop world-class energy infrastructure that benefits all constituents,” said Nancy Southern, chair & CEO, ATCO Ltd. “We are very proud of the collaborative spirit which, over several years of planning, allowed us to complete the project without an Indigenous or NGO objection. We are also deeply appreciative of the cooperation and commitment from all of the Indigenous communities along the line, whose centuries-old culture, histories and knowledge helped us in shaping the route.”

Athabasca Chipewyan First Nation, Bigstone Cree Nation, Gunn Métis Local 55, Mikisew Cree First Nation, by way of its business arm, the Mikisew Group of Companies, Paul First Nation, Sawridge First Nation and Sucker Creek First Nation are all the communities involved in the deal, and who will share this equity ownership.

“Throughout the project, we developed an exceptional relationship with the teams at Quanta and implemented a comprehensive Indigenous contracting strategy totaling $85 million, which allowed us to complete this state-ofthe-art project ahead of schedule and on budget. Now, we are pleased to provide Indigenous communities with the opportunity to make a long-term investment in critical energy infrastructure that will provide them a stable source of income for years to come,” reported Siegfried Kiefer, president of ATCO Ltd. and president & CEO of Canadian Utilities Limited (CU). “Building respectful and mutually beneficial partnerships has long defined how we do business and was foundational to the success of Alberta PowerLine,” he added.

Despite APL being a partnership deal between CU (80 per cent) and Quanta Services Inc. (20 per cent) in 2014 when their plan was selected by the Alberta Electric System Operator (AESO) to design, build, own and operate the Fort McMurray West 500-kV Transmission Project, it was decided after completion to sell it.

In June 2019, CU and Quanta Services Inc. entered into definitive agreements for the sale of 100 per cent of their interest in APL. As part of these agreements, an opportunity for Indigenous communities along the transmission line route to obtain up to a 40 per cent equity interest in APL was offered up by CU. These purchase option agreements are complete and the full 40 per cent Indigenous equity ownership of APL has been determined. What about the remaining 60 per cent? A consortium of investment and management funds make up ownership of the majority share.

APL is a 508 km long transmission line that runs from Wabamun, Alberta, just west of Edmonton, to Fort McMurray and is the longest 500-kV AC transmission line in Canada. Ranked among the top 50 infrastructure projects in Canada, this is not only major real estate for Indigenous communities, but also a high-profile investment.

Setting all kinds of standards including ones for funding partnerships, budget management, building partnerships, safety, and community engagement, the line went live in March 2019, ahead of schedule.

Despite the sale, CU will continue as the operator for APL over its 35-year contract with the AESO. They plan to continue their partnership with Indigenous communities in meaningful ways, such as through the establishment of maintenance and operational contracts, creating opportunities for training and local economic development.

ABOVE: THE FORT MCMURRAY WEST 500-KV TRANSMISSION PROJECT WAS ENERGIZED IN MARCH 2019 AHEAD OF SCHEDULE, ON-BUDGET AND WITH AN IMPECCABLE SAFETY RECORD. PHOTO SOURCE: ATCO

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

A NEW FOCUS FOR AN OLD INSTITUTION // BANKING

A New Focus

F O R

A N

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MANY BANKS ARE WORKING TOWARDS A MORE DIVERSIFIED FOCUS, WHICH BENEFITS US ALL

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I N S T I T U T I O N

BY NERISSA MCNAUGHTON

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he history of banking stretches back to antiquity; records show that temples in Greece, Rome, Egypt, and Ancient Babylon not only safeguarded currency, they also were responsible for loaning it out. Much of the same attitudes about banks that we hold today were seen in ancient times. Banks were alternately revered and feared (depending on which side of the loan you were on) as citizens were introduced to the concepts of interest, loan sharks, GDP, creditors, usury, underwriting, and everything else that makes the financial world go around.

DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Our company is a family consulting firm that has been aligning companies with well-fitted group benefits plans for over 30 years. Unlike other firms, we are dedicated to remaining a hands-on operation with service that is comprehensive and personal. We work closely with you and your staff to ensure that any mystery and confusion surrounding group benefits is dispelled.

We have forged solid and amicable relationships with all insurance companies. We know their policies inside and out, tweaking and tailoring them to fit your company’s needs.

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A NEW FOCUS FOR AN OLD INSTITUTION // BANKING

CASHCO CONSIDERS ITSELF TO BE A DISRUPTOR – FOCUSED ON BRINGING TRUTH AND UNDERSTANDING TO A VERY MISUNDERSTOOD SPACE. UNDERSTANDING WILL COME FROM CONNECTING WITH THE DEMOGRAPHIC THEY SERVE IN MEANINGFUL WAYS, HOW, WHEN, AND WHERE THE CLIENT NEEDS TO BE SERVED. CASHCO SEES ITS ROLE IN THE SECTOR AS AN ADJUSTOR, BRINGING A VERSION OF TRADITIONAL SERVICES TO THOSE THAT COULD NOT PREVIOUSLY ACCESS THEM.

One thing that will never change, however, is the fact that banks are just as essential today as they were centuries ago. However, today, some banks are shifting the focus from pleasing the profit line to uplifting the people that use their services.

Cashco Financial, in the past, was known as the institution that would provide short-term loans to those that would not otherwise qualify for assistance. Through programs and education, Cashco has helped to lift many of the underbanked to a place of greater financial security. Now the institution is working towards the extinction of financial exclusion. Vice President of Marketing and Communications, Courtney Nicole Johnston-Naumann, explains.

“The premise of what we are trying to accomplish with our BHAG (Big Hairy Audacious Goal) has evolved from previous years. The evolution of the BHAG is to ‘end financial exclusion.’ What that means is, we work with approximately 5 million underbanked Canadians, they would identify as being on the lower half of the credit ladder, and we address the challenges they always have with accessibility to products and services. Because we had a previous relationship with clients

from a lending perspective, we’ve been able to connect with them both online and with a physical presence nationally.

“The evolution of our BHAG created the absolute need to change our organization from a mono-product offering to a multi-product portfolio. That meant introducing new products and services that already exist but are not currently right-sized for the market we serve. We were able to rightsize those products and connect with the community. We know their paychecks run out before the month – so what do they need in order to get through?”

She continues, “Our process included soliciting and analyzing feedback. We learned that our clients want to be alerted to damaging financial things like identity theft or fraudulent charges on their credit cards. They also needed to understand their credit more.”

Cashco considers itself to be a disruptor – focused on bringing truth and understanding to a very misunderstood space. Understanding will come from connecting with the demographic they serve in meaningful ways, how, when, and where the client needs to be served. Cashco sees its role in the sector as an adjustor, bringing a version of traditional services to those that could not previously access them.

ABOVE: COURTNEY NICOLE JOHNSTON-NAUMANN, VICE PRESIDENT OF MARKETING AND COMMUNICATIONS, CASHCO FINANCIAL.

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

// BANKING

“Some of what we do originated in the space of short-term lending, but our conversations are always about ‘how do we support the working poor,’ Johnston-Naumann points out. “We look to support the ones that are trying to make ends meet. Most banks don’t have a plan or a system in place for that – or them. From that perspective we consider ourselves to be on the leading edge because it challenges a lot of the norms of banking today. We don’t believe banking is suitably built for everyone. It’s excluding people from important financial services. For us, financial products are a right, not a privilege.”

Cashco knows that the privilege of banking comes with responsibility on all sides.

“A big part of the shift that has happened for us in the last 12 months is working towards our financial wellness framework,” Johnston-Naumann notes. “We are looking at the whole person, not just parts. At one time clients faced challenges and we provided short term relief (loans); now we look at how they can thrive in the long-term with hope for tomorrow, not just endure short-term survival.

“Building on our financial wellness framework, we’ve recently launched our Cashco Scholars program, which introduces financial literacy concepts to K – 9 students and enables and promotes financial dialogue in the home. We knew if we could get into the school programs around our branches (which are located demographically for ease of access for our clients) we could create those connections at home.”

To date, Cashco has created partnerships with five schools and is actively seeking to bring their program to many more.

Cashco is not the only bank innovating in financial services. The ATB Entrepreneur Centre supports startups, craft breweries, artists, and other small business ventures that can sometimes struggle to find financial footing. Four Directions Financial, empowered by ATB, uses biometric technology, a simplified process, and low fees to support the underserved population in Edmonton that typically does not have the means to access traditional banking.

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Servus Credit Union is another banking institution taking a proactive and modern stance for its members. citadeltheatre.com/ 2019-2020/dickens-fest

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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// BANKING

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“Our noble purpose is to help shape member financial fitness. We want our members to feel good about their money, so everything we do aligns to that,” says Chief Marketing and Digital Officer Michelle Belland. As a credit union, our members are owners and we underline our commitment to them by sharing as much of our profits with them as possible. It’s a key differentiator for us in the financial institution sector, and one that can have a big impact on our members.”

Again, however, the focus is not on money, but on the responsible use of it.

“It’s not just about giving our members money,” Belland stresses. “It’s about a holistic financial relationship built on financial wellness — a member that does more business with us earns more from our profit share program and gives us a fuller financial picture to work together with them. This is where our differentiation comes to life, in the rich conversations about Albertans’ financial goals and how to reach them.”

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

To help reach this goal, Servus introduced a contest.

ABOVE: MICHELLE BELLAND, CHIEF MARKETING AND DIGITAL OFFICER, SERVUS CREDIT UNION.

// BANKING

SERVUS ALSO HAS A VERY PROGRESSIVE OUTLOOK ON WHAT WAS ONCE BILLED AS A THREAT TO TRADITIONAL BANKING: CROWDSOURCING AND

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INDUSTRY ‘DISRUPTORS.’ “WE CAN’T THINK OF DISRUPTORS AS THREATS AS THE DIGITAL ENABLERS REPRESENT GREAT OPPORTUNITY FOR SERVUS AS WELL,” SAYS BELLAND. “We launched the Servus Big Share contest at the beginning of 2019,” Belland informs. “The contest gave $1 million of our profits to a single winner. To be eligible, members earned entries through what they’d earned in our annual profit share payout and for every additional $500 they were able to save between January 1 and April 30. This was hugely impactful for Servus and our members. Essentially, this contest motivated Albertans to save about $200 million more than the same period a year earlier. Since this was so successful, we’ll be running the contest again in the new year. We are looking forward to having even more impact on the financial fitness of our members and Albertans overall.”

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Servus also has a very progressive outlook on what was once billed as a threat to traditional banking: crowdsourcing and industry ‘disruptors.’

“We can’t think of disruptors as threats as the digital enablers represent great opportunity for Servus as well,” says Belland. “Our sector and the environment we work within is evolving at a rapid rate. By ignoring trends and disruptions we run the risk of not being a workable option for our members and we’re asking ourselves some hard questions so that we can set ourselves up for an exciting future. Not only is keeping up critically important, but there’s also a great opportunity for us to be innovators in this space.”

She concludes, “Our purpose of shaping member financial fitness puts us in a unique position to have a significant impact on Albertans, and technology gives us a lot of options with which to work. To add to that, digitization and other trends that enable disruption can also give us opportunities to deliver on our business plan, so it’s also important for us to be looking ahead to design solutions that will be meaningful to Albertans. Disruptors and alternative banking options will always be present in one form or another, which is why we have focused on our own disruptive opportunities rooted in financial fitness and helping Albertans feel good about their money.”

Banking is as old as humanity, but the way banking is accessed continues to change. With a big push for financial literacy, inclusion, technology and small business support, today’s modern institutions are poised to take banking to an even better future.

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BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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Risk Management Certificate Jessa Alatan Intact Insurance Company Melcris Alatan Intact Insurance Company

Michelle Bourgeois ifb Canada Management Consulting Inc. Brittney Bull Wawanesa Mutual Insurance Co.

Nicolas Haynes TD Insurance

Alice Sung Economical Insurance

Nathalie Nadeau Aviva Canada Inc.

Bojana Vujic Wawanesa Mutual Insurance Co.

Natasha Semeniuk Economical Insurance

Kelly West Intact Insurance Company

Advanced Chartered Insurance Professional (ACIP) Program Karma Boguski A.M.A. Insurance Agency Ltd. Lorie Groth A.M.A. Insurance Agency Ltd.

Asha Ramaswamy Alberta Motor Association Insurance Company

Tyler von Eggers Audatex Anna Williams Aon Reed Stenhouse Inc.

Fellow Chartered Insurance Professional (FCIP) Program Barnabas Chiza RCMP

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Why does the CIP designation matter to you?

When disaster strikes, you want an educated, knowledgeable insurance professional with up-to-date information.

Chartered Insurance Professionals help maintain the high standards of the industry, and can be found in many industry roles including brokers, underwriters and claims adjusters.

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Congratulations to the class of 2019 When life happens, it’s good to know there are more than 18,000 Chartered Insurance Professionals (CIPs) working in the property and casualty insurance industry throughout the country.

Chartered Insurance Professional (CIP) Program Libby Alba Intact Insurance Company

Mary Jane Debinski Wawanesa Mutual Insurance Co.

Laura Huston Hub International Ltd.

Shawna Ollenberger The Co-operators

Sukhvinder Aulakh HUB International Insurance Brokers

Amar Dhinsa Hub International Ltd.

Carlye Jakubec Lloyd Sadd Insurance Ltd.

Michelli Prentice Wawanesa Mutual Insurance Co.

Lacey Barnhard Rural Municipalities of Alberta

Bryson Dobush Wawanesa Mutual Insurance Co.

Michael Karbonik Alberta Motor Association Ins. Co.

Sandra Rosenau Hub International Ltd.

Dixie Baxter Belairdirect Agency Inc.

Krista Dunphy Lloyd Sadd Insurance Ltd.

Braedyn Leary Prairie Villa Ins.

Akul Sethi ClaimsPro Inc.

Morris Blatz T & L Adjusters Ltd.

Jonathan Egedahl Wawanesa Mutual Insurance Co.

Joshua Leung ClaimsPro Inc.

Stephanie Statham Wawanesa Mutual Insurance Co.

Kevin Bonner Peace Hills Gen Insurance Co.

Melanie Elias Wawanesa Mutual Insurance Co.

Tiffiny Manetta Aviva Canada Inc.

Sarah Steinbring Steinbring Agencies Ltd.

Julie Bradshaw Pembridge Insurance Co.

Leasure Forbes

Pradyuman Martin Canada Brokerlink Inc.

Henno van Gemeren Drayden Insurance Ltd.

Kristine McFarlane Lloyd Sadd Insurance Ltd.

Amanjot Virdi Intact Insurance Company

Melissa Melnychuk Wawanesa Mutual Insurance Co.

Alana Vowel Aon Reed Stenhouse Inc.

Brenden Mondoux Complete Claims Adjusters Ltd.

Chad Walchuk Wawanesa Mutual Insurance Co.

Donatien Ndifor Wawanesa Mutual Insurance Co.

Kennedy Wilde Wawanesa Mutual Insurance Co.

Trish Nebo Intact Insurance Company

Ranjana Witharana TW Insurance Brokers Inc. Kenneth Young Drayden Insurance

Shannon Chanyi Tailor Made Insurance Dominique Clark Intact Insurance Company Paulashe Cleghorn Optimum West Insurance Co. Jason Cole Drayden Insurance Ltd.

Jesse Gauthier Drayden Insurance Ltd. Kesley Gorgichuk Intact Insurance Company Loveleen Grewal Aviva Canada Inc. Shawna Gross Hub International Ltd.

Reese Coulter Intact Insurance Company

Chaunese Hamilton The Portage la Prairie Mutual Insurance Company

Bichen Cui Wawanesa Mutual Insurance Co.

Travis Hansen Armour Insurance Group Ltd.

In San Ngai Optimum West Insurance Co.

Shamim Ddamulira Intact Insurance Company

Jennifer Huebl Wawanesa Mutual Insurance Co.

Tony Nguyen Lloyd Sadd Insurance Ltd.

GROWTH AND TRANSFORMATION // COVER

GROWTH AND TRANSFORMATION: SORRENTINO’S RESTAURANT GROUP BECOMES A LEGACY FAMILY BUSINESS A NEW GENERATION CONTINUES THE DELICIOUS TRADITION OF PROVIDING ONE OF THE MOST AUTHENTIC ITALIAN DINING EXPERIENCES IN EDMONTON.

BY NERISSA MCNAUGHTON

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t all started in 1979 with a social teacher that wanted pizza for dinner. Carmelo Rago and his father-in-law, Maurizio Saccomanno, had stepped out for dinner together that day and were surprised to learn that the pizza restaurant where they were enjoying their meal was for sale. Rago made a snap decision to transition from teacher to pizzeria owner, and yes, his family was very concerned.

“You’re a teacher!” was the prevailing argument, but Carmelo was adamant that he knew what he was doing. Maurizio, seeing the determination and drive of his son-in-law, realized that greatness was about to happen and offered to help Carmelo in this new venture.

It was a fortuitous decision. Today the Rago and Saccomanno families are pleased to helm Sorrentino’s Restaurant Group, the umbrella company consisting of six Sorrentino’s premium casual restaurants along with Bistecca Steakhouse + Wine Bar, three Buco Pizzeria + Vino Bars, two Caffè Sorrentino’s, Sorrentino’s cooking classes, and a catering department.

For locals in and around Edmonton, the name Sorrentino’s means a night out in a contemporary Italian restaurant where the setting is perfect for lingering over pasta and wine or having a romantic date. Caffè Sorrentino is where to get delicious Lavazza coffee that is always brewed to perfection, baked goods, pasta and salad for lunch. Buco Pizzeria + Vino Bars are fun and trendy restaurants, the newer iterations of the brand for the more casual generation.

It is this generational shift that sees the Rago/Saccomanno legacy continue.

“The decision was made by the commitment made by the next generation, primarily our sons Maurizio, Carmelo Jr., Pasquale and Antonio, to join the family business, says Carmelo Sr. This prompted me to think ahead and evolve the concept of Sorrentino’s to include Buco Pizzeria + Vino Bar.” For the family, Buco Pizzeria + Vino Bar is more than an exciting new venture. Having all the sons decide to continue within the business shows not just the strength

ABOVE: SORRENTINO’S RESTAURANT GROUP PHOTO SOURCE: REBECCA LIPPIATT

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GROWTH AND TRANSFORMATION // COVER

of the brand, but of the family as well. It was this strength that has helped the Ragos and Saccomannos through some very trying times.

Maurizio, the man who helped Carmelo launch the brand, the man that believed in him from the start, and the man that encouraged and supported him from the get-go, suddenly passed in a tragic traffic accident in 1991. From that moment, Carmelo’s wife Stella and brothers-in-law, Frank, Matteo and Pasquale, stepped in to help Carmelo with the restaurants. The ongoing family bond and dedication helped propel Sorrentino’s Restaurant Group to the very popular and beloved brand it is known as today. The dining experiences in all of the restaurants and Caffés go beyond the delicious food, pizza, pasta, wine and coffee. Every patron instantly becomes part of the Rago/Saccomanno

family. Their care, support, and passion are evident in every facet of the brand.

Maurizio, Carmelo Jr., Pasquale and Antonio grew up watching diners flock to Sorrentino’s, and as the newest generation on board, they bring a fresh perspective to the tradition of Italian food. Of course, there are things that cannot be improved upon. As with Sorrentino’s, Buco uses as many denominazione di origine protetta (aka D.O.P., protected designation of origin) products as possible. That means most of the ingredients are lovingly grown or raised by farmers in Italy. The pizza dough is also traditional (just flour, yeast, salt and water) and is always tossed by hand. The dough is never mechanically stretched – not even a rolling pin is used. The classic Italian birch wood oven is a kitchen staple, and the assaggini (small plates), antipasti (appetizers), zuppa and

PHOTO SOURCE: REBECCA LIPPIATT

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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GROWTH AND TRANSFORMATION // COVER

insalate (soup and salads), griglia (grill), pasta and panini (made in-house) and the dolci (desserts) are as authentic as if you were enjoying them on a patio in Tuscany.

The difference between the dining rooms of Sorrentino’s and the recently opened Buco is the vibe and the energy. Buco brings fine dining to the crowd that wants sumptuous meals in a more casual atmosphere. The second generation of the family is serving the second generation of Sorrentino’s diners – and there is plenty of room in both restaurants for everyone that has fallen in love with the brand.

“Sharing an authentic Italian food and wine experience is like sharing a little piece of ourselves with everyone,” say the families. “We bring that Sunday family dinner experience where a busy family gathers to dine and catch up with everyone. Across the brand, staying true to our fundamental and core values from our heritage – both Italian and Canadian – and using only the freshest ingredients that both countries have to offer, keeps Sorrentino’s, Buco, Bistecca, our cooking classes, catering team and the Caffès trendy, relevant, and always in demand.”

Regarding the generational shift, Stella notes, “At our core, our values remain the same but how we communicate our message and the way we execute has grown and transformed.”

As the Rago and Saccomanno families reflect on the 40-year journey, they reminisce about the joy they have found in business, with their staff, and with the many loyal patrons they serve.

“You meet people from all walks of life and each one brings that special something to the table – no pun intended!” they agree.

“We have made many lasting relationships and friendships through our restaurants, which we will treasure forever.”

They continue, “It’s always been a priority in our company to promote our heritage in its truest form. Italy is a country of regions and each region is proud of what it produces. Hence, the menus are focused on regional cuisine, showcasing what their region can produce. Within all of our concepts, we try to replicate this on a daily basis through our regular menus by using authentic Italian ingredients from the various regions, while also incorporating our local products, which complement each other. On top of that, we introduce promotions that highlight Italian food and wine culture.”

PHOTO SOURCE: REBECCA LIPPIATT

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GROWTH AND TRANSFORMATION // COVER

“OUR EMPLOYEES ARE THE MOST VALUABLE ASSETS OF OUR GROUP AND THE KEY TO OUR SUCCESS IN TODAY’S COMPETITIVE MARKET. OUR FAMILIES ARE EXTREMELY PROUD TO HAVE SO MANY LONG-TERM EMPLOYEES. OUR LONG-TERM EMPLOYEES HAVE HELPED US START AND GROW THE COMPANY. THEY WERE THE FOUNDATION FOR OUR VENTURE AND NOW PROVIDE CONTINUITY BETWEEN WHERE WE HAVE BEEN AND WHAT WE PLAN TO BECOME AS A COMPANY.” These promotions include Buco’s monthly Ciao Italia dinners where regional foods and wines are paired. Then there is Sorrentino’s famous seasonal mushroom harvest specials, the always anticipated annual garlic festival, the back-tobasics special menu, and more.

However, while change is inevitable, some things will always stay the same.

Carmelo laughs, “There are a few favorites on the Sorrentino’s menu that we cannot part with without having a revolution on our hands! The pasta dishes created by one of our original chefs, Bruce Semak, are still among our top five most popular dishes, but the number one staple remains our penne Mediterranean.”

Maurizio, Carmelo Jr., Pasquale and Antonio are quickly discovering their diners’ favourites as well, citing the Neapolitan-style pizzas, assaggini, and risotto and the most popular dishes so far.

Also incredibly popular are the cooking classes held at Sorrentino’s.

“The theme always varies,” says Stella, “but the top themes are date night, pasta making, gnocchi, Spanish tapas, and as of late, our Canadian food focus such as our Nova Scotia class.”

All the restaurants and the catering under the Sorrentino’s Restaurant Group (SRG) banner continue to provide both established and new dishes. In fact, Carmelo has been working hard with his chefs to debut several new options in 2020.

Sorrentino’s Restaurant Group is known for its community service as much as it is known for its authentic dining experiences.

“We support various projects throughout our lovely Edmonton community,” say the Rago and Saccomanno families. “We are proud to have been involved with the CJ Woods Prostate Clinic, the Lois Hole Hospital, Sorrentino’s

Compassion House, and more. We look at our community involvement as a privilege – one that we hope our children will carry on. We tend to select one cause on a yearly basis and focus our charity events around that project. This helps to provide a platform for the cause to aid in spreading their message as well as raise necessary funds. This year, for example, was all about supporting the Pilgrim’s Hospice Society’s campaign (A Home for Hospice) to help raise funds to build a new and much needed facility in the beautiful Crestwood community. Now, the Roozen Family Hospice Centre is currently under construction.”

The Ragos and Saccomannos are very quick to acknowledge the roles their staff have played in the 40-year history of the brand.

“Our employees are the most valuable assets of our group and the key to our success in today’s competitive market.

Our families are extremely proud to have so many long-term employees. Our long-term employees have helped us start and grow the company. They were the foundation for our venture and now provide continuity between where we have been and what we plan to become as a company.”

As for that future plan, “We will review the progress of Sorrentino’s Restaurant Group, identify how we can make the most of the market position we have established in the last 40 years, and decide as a family where to take our business next and define how we are going to get there.”

However, as that plan shapes into being, one thing is clear: Sorrentino’s Restaurant Group has always had the recipe for success and even though the ingredients change from time to time, the end result consistently remains something the family, the patrons, and the team love time after time, year after year, and now generation after generation.

Discover the many ways you can enjoy authentic Italian family dining by visiting www.sorrentinos.com.

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CORPORATE GIVING // PHILANTHROPY

CORPORATE GIVING HOW BUSINESSES USE THEIR PROFITS TO SHOW THEY CARE

BY JAMELIE BACHAALANI

“E

very time you spend money, you’re casting a vote for the kind of world you want,” is a popular quote from author and activist, Anna Lappé. While Lappé’s work and research focuses primarily on creating sustainable food systems, her words are applicable to almost every facet of consumerism, and it isn’t just individuals who can use their money to vote for the kind of world they want to live in; corporations and corporate leaders can also use their profits to show where they stand. One way of doing so is by a long-standing business tradition, which can be traced back to the 1800s, known as corporate giving.

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“Corporate giving refers to social or monetary support extended to not-for-profit organizations, foundations, and charities. The benefits of a corporation taking part in corporate giving are plentiful – social responsibility recognition, brand awareness, corporate reputation, tax deductions, and even team building if a donation of time from staff is being extended,” says Amanda Kraayenbrink, manager at Rutwind Brar LLP, an Edmonton-based accounting firm that partakes in monetary corporate donations to multiple organizations.

CORPORATE GIVING // PHILANTHROPY

“Individually, our staff takes on community volunteering roles with different organizations that interest them, and we support our staff by allowing them to take time off if they need to leave early for their commitments. For example, I donate my tax skills by helping compile tax returns for free to low-income families during March and April. I also have a weekly commitment throughout the year to help advise young teens on learning and applying business skills,” Kraayenbrink says.

Corporations that partake in corporate giving, specifically monetary donations, can also benefit financially from these partnerships. Kraayenbrink explains that businesses are able to deduct donation amounts against their income and thus lower their tax liability. Corporations can carry monetary donations forward for up to five years and apply the deduction in a future year. Shares and securities that have accrued capital can also be donated.

According to the Canada Survey of Business Contributions to Community (CSBCC), corporate sponsorships, donations, and grants make up approximately $3 billion worth of funding to the charitable sector in Canada. The survey found that: 50 per cent of corporations contribute because it builds healthy and strong communities, 48 per cent of corporations are motivated to give because it fits with their values and culture, and 45 per cent give back because they believe it is the right thing to do.

Another private sector company that has formed a charitable partnership with United Way is Chandos Construction, a 100 per cent employee-owned commercial builder, and the first and largest B-Corp certified general contractor in North America.

“Commitment to social responsibility is one of PCL’s guiding principles, and community investment is at its heart,” says PCL Construction, who offered a collective statement based on its team’s sentiment. “PCL’s main forms of corporate giving are to organizations that better our community.”

PCL has partnered with United Way, a network of over 90 non-profit organizations across Canada that have been working to break the cycle of poverty for 51 years. This year, PCL’s Edmonton-area operations celebrated the milestone of being the first private-sector company to donate $30 million to United Way Alberta Capital Region. PCL has also formed partnerships with MS Society of Canada, Canadian and American Red Cross, and many other non-profit organizations and charities within each of its different district locations.

“Whether it is through organizing food drives; adopting highways; serving food to the homeless; walking, running or cycling to raise awareness for various causes; or donating to civic, regional, or national organizations, PCL has an unwavering commitment to helping and bettering the communities in which we live and work. Not only do our employee-owners form a passionate network of people dedicated to being good neighbours and good citizens, but our culture of giving empowers PCL employees to help those in need. We believe it’s the right thing to do, and when we give back to the community, everybody wins.”

“We Build Better Together is more than just a tag line. It is our belief that we have a responsibility to give back to the communities we work in,” says Jennifer Hancock, director of innovative construction. “Over the last 20 years, we have donated $2 million to United Way. It’s our largest corporate giving campaign implemented across every office each year. The money comes from employee donations, fundraising activities and our corporate program that matches every employee donation dollar for dollar. Not only is this campaign a great team building exercise that provides connections from office to office, but what is most important to us is that United Way keeps the dollars within the communities where the donation is raised to provide people with pathways out of poverty.”

Chandos has also volunteered with several of United Way’s partner organizations including the Edmonton’s Food Bank, Operation Friendship Seniors Society and Big Brothers Big Sisters (BBBS).

“One of our very first projects was with BBBS in Edmonton,” Hancock explains. “We originally built them a building but continued to volunteer time and provide resources over the years to assist with basic operations and maintenance, and our relationship with BBBS continues to this day. In fact, one of our project managers recently won the Prime Minister Award for Volunteerism for his extensive work with BBBS over the last 30 years.”

Chandos has also formed partnerships with NorQuest College and its 1000 Women campaign as well as the Greater Edmonton Foundation. Chandos employees have

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participated in Habitat for Humanity builds, Ride for Cancer, MS and Veterans mental health awareness campaigns, blood bank drives, and have helped build vital infrastructure across Canada. Currently, the company is working on the Kehewin water treatment plant so that people in Kehewin, who are on a long-term boil water advisory along with 56 First Nations across Canada, can have access to clean water. Chandos will also volunteer time to provide operating support to the Kehewin community over the next few years.

donor recognition program that ensures businesses are recognized in the community for their generosity, but partnering with Habitat helps boost employee engagement through team building opportunities. While on site, volunteers benefit by learning to communicate, collaborate, problem solve, learn new skills, have a bit of healthy competition and fun, and strengthen their team spirit while making our community a better place to be by helping local families.”

“Volunteer opportunities allow our staff to bond with one another while making a difference in their community.

Group organized volunteer days signal to our employees that we are more than just a company that builds buildings and we care about more than just the bottom line.”

Habitat’s Adopt-a-Day program allows employees to get out of the office for fresh air and exercise and to build bonds with coworkers, or even friends and family. The cost is $2,500 for groups of up to 20 people. All safety gear, training and lunches are provided, and your company or group’s logo is prominently displayed on the build site. Groups also receive t-shirts, website recognition, lunch, and team pictures that can proudly be displayed throughout offices, social platforms and websites. There is even the option to raise funds online to cover the registration fee.

Employee passions and causes are also supported with a policy that entitles each employee to two volunteer days during working hours.

“One of our employees recently participated in the Wounded Warriors Battlefield Bike Ride in France and along with the donations he received, Chandos was his main sponsor.

Adam is a veteran, so this was a cause near and dear to his heart, which made it near and dear to our company’s heart,” Hancock explains.

On the receiving end of corporate giving is Habitat for Humanity. As a charity, Habitat relies solely on the generosity of corporate and individual partnerships to administer its programming. Since 1991, Habitat for Humanity Edmonton has served nearly 700 families across 20 communities, but the demand for affordable homeownership is still exceptionally high.

“In the next year, we plan on building at least 35 homes and buying back at least 30 homes from families who choose to move on from Habitat,” says Karen Stone, president & CEO of Habitat for Humanity Edmonton. “Our goal is to keep finding ways to strengthen our ability to serve more families and empower more children through the stability homeownership creates.”

“There are many benefits to partnering with Habitat for Humanity Edmonton,” Stone continues. “Not only do we provide charitable tax receipts and have a robust

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Stone says the greatest benefit of partnering with Habitat is building for the betterment of humanity.

“Doing something selfless that uplifts another human being is special in so many ways, and is the ultimate benefit that transcends the act of volunteering. It really stays with the individuals who participate even after their time with us is over. We are blessed by over 4,200 volunteers a year.”

Volunteering at Habitat’s ReStores, Prefab Shop, and build sites are just some of many ways corporations can support and help give back to the community. Corporations can also support Habitat by making cash donations, which go a long way towards making affordable homeownership a reality for many families. Habitat also relies on in-kind gifts of building materials or professional labour services to help build homes.

“These types of donations are incredibly important because they bring down the cost of building each home, which means that we’re able to help more families,” adds Stone.

Corporate giving does far more than bring benefit to the end users. It provides benefits for the donors and their teams, and has a positive effect that can last for many years.

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SPEED TO MARKET ESSENTIAL FOR BUSINESS SUCCESS

iven today’s global market, companies need to react quickly when they have a new product or increasing orders. To support this new global reality, municipalities must adjust how they support development projects and make considerable changes to their planning and development processes to be competitive.

Inefficient permitting processes are a drain on economic development. Project delays for businesses lead to higher costs that may be passed on to customers or discourage investment altogether. Speed to market and predictable timelines are key factors in making a decision to invest in Edmonton. When investors are hesitant or have doubts about these factors, there are ripple effects for the local economy and our region’s prosperity; demand for our skilled workers is diminished and tax base growth slows. Opportunities for businesses to expand or locate here are reduced when commercial and industrial spaces go unbuilt or take longer to complete than in competing jurisdictions. Municipalities with efficient and predictable permitting processes attract and retain investment by reducing the risk of scheduling delays and cost overruns. This is an important factor in

attracting investment dollars to boost regional prosperity and enhance our local economy.

The City of Edmonton is currently undertaking a number of projects to improve planning and development processes, both in terms of consistency and timelines. The Urban Form Business Transformation Initiative is a collection of many of these projects addressing inefficiencies in permit processes for development and building projects as well as rezoning, subdivisions and safety codes inspections.

“Regulatory agility is critically important. Not only in the regulations themselves but also our approach to regulation,” says Mike Kluh, director of business performance at the City of Edmonton. “It’s critical that the City fosters innovation by focusing on outcomes, not prescriptions, and maintains collaborative relationships with the business community. The way we regulate our building and development must protect Edmontonians and the environment while leveraging regulation and service delivery as a competitive advantage.”

“We’ve had really robust conversations with our customers in industry about their pain points and have worked to create solutions to address their conwww.bomaedmonton.org | BOMA Newsletter | December2019 2019 BUSINESSINEDMONTON.COM // BUSINESS IN Edmonton EDMONTON // DECEMBER

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Mike Kluh

Adam Shamchuk

cerns,” says Kluh. “We fully understand that inefficiencies on our end have very real impacts on business’ ability to grow and thrive, and we’re making changes that we’re hoping will be a positive first start.

We know that we have more work to do beyond 2019 and are already having conversations about what we tackle next.”

One of the improvements that the City has made is the Enhanced Service through the Client Liaison

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Unit. Client Liaison is dedicated to offering specialized service for customers with development projects that bring significant new employment opportunities or major growth for our non-residential tax base. These projects have a big impact on our city’s prosperity.

For qualifying customers, the team will steward these projects through various planning and development processes with the goal of delivering predictable timelines and customer satisfaction. They will also act as a point of contact for customers and a primary advisor for external stakeholders and internal staff to ensure that projects move smoothly through the City’s approval processes.

“Edmonton competes to attract investment and talent – not just in the region or province, but nationally and globally,” says Adam Shamchuk, client liaison unit team lead at the City of Edmonton. “It’s critical that the City provides service that is in line with our customer’s expectations and way of doing business.

We’ve heard loud and clear from investors that they want the City to be a partner in their decision to invest, which is why we are making big changes to how we do business as a municipality.

“The Enhanced Service offered by Client Liaison will work with investors on projects, which will move the needle on employment and grow our tax base. We recognize that speed to market and predictable timelines are essential pieces in business, and that is why the Enhanced Service will focus on building a mutual understanding of critical timelines, milestones, and processes. Working together with a focus on project outcomes means that investors can be confident in their decision to build in Edmonton.

“When we make it easier for business to locate here, and then they decide to invest, we increase our tax base and that’s good for everyone. There are spin off benefits for all Edmontonians when new businesses choose to locate and build here,” from more jobs to more choice of products and services.”

Kluh says, “We’ve heard from industry that they are appreciative of the work we’re doing to improve our processes. Really, our economy cannot thrive without a healthy private sector. When local businesses flourish, it creates jobs and generates income that can be spent and invested locally. As a City, we care about the quality of life and the economic wellbeing of our citizens. When we have efficient planning and development services, it creates an environment where businesses thrive, and we can sustain our high quality of life for everyone.”

The City will launch improvements under the Urban Form Business Transformation Initiative by the end of 2019.

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WE NEED LESS TALKING AND MORE DOING O

ver the last three decades, the City of Edmonton has been planning to do something with the area of West Rossdale. For even longer, they’ve wanted to improve the connection between the downtown and the river valley, and there have been plans to revitalize or repurpose the century-old EPCOR Power Plant and Pump House, at least since it closed in 2011.

It may not seem like ideal timing to consider a major city development project, at a time when the province is wading through an economic downturn coupled with the provincial government’s most recent budget stipulating reduced funding to city projects.

However, a group of major investors has come to-

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December 20192019 | BOMA Newsletter | www.bomaedmonton.org DECEMBER // Edmonton BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

gether in a unique way to bolster hopes of progress sooner rather than later.

Enter Jeffrey Hansen-Carlson, president and CEO of Prairie Sky Gondola in Edmonton, a man with a creative approach to development in Edmonton. A few years back, Hansen-Carlson started the Edmonton Project – a massive brainstorming competition in the city. No rules, no parameters, just a goal to create a comfortable space for people to pitch their biggest city-building ideas, no matter how grand or outrageous. A group of businesspeople backed the project with the agreement that no matter what project was picked as the winner, they would support it financially and go forward with the project, and they would have no say as to the winner.

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To the brokers, the builders, the architects, and the city staff that contributed to another successful year.

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About a year and a half ago, the Gondola Over the River Valley project was selected as the winning idea, and today Prairie Sky Gondola is the coolest startup in Edmonton. What has now evolved into a private company with 40 investors and having raised more money than they know how to spend, this group has really changed the conversation about development in the city.

The plan calls for an urban gondola, spanning approximately 3 kilometres, that will connect downtown and West Rossdale to the river valley and Old Strathcona. The plans include the incorporation of the historic EPCOR power plant to be repurposed into the central station of the gondola project.

“In terms of recreation and tourism, our fabric is our river valley, but we have an awkward relationship – we can’t touch it,” says Hansen-Carlson. The gondola project addresses the problem with a two-part solution, commercially creating opportunities for people to experience the river valley in new ways, and then actually getting them there.

Hansen-Carlson describes the project as a catalyzing development opportunity for Edmonton, adding the heart and soul of the project lies within West Rossdale.

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Jeffrey Hansen-Carlson

Although some may believe the area to be the most pristine piece of real estate in the city, the City has been talking about development for over 30 years. The city already owns nearly 80 per cent of the 18 acres, and it is easy to dream of a replacement for the patchwork of disconnected roads, with people-friendly streets, residential and mixed-use commercial developments that both gives access to the North Saskatchewan River and preserves the heritage of the area.

With the development of a $25 million station at the power plant, the project catalyzes the most significant development opportunity in a generation.

“Prairie Sky creates a value proposition for people to want to live in West Rossdale,” says Hansen-Carlson.

“Further, to convert the power plant into something people will want to integrate into their daily lives instead of just a monument on the horizon that they look at and always wonder about.”

Edmonton is part of a growing trend for urban gondolas. Right now there are approximately 150 urban gondola projects going through the same motions as the Prairie Sky project. Viewed as an environmentally friendly transportation option, the gondola is more than a novel tourist attraction. It is a rapidly growing industry in which Edmonton has become a pioneer.

The geography of the city, with the city centre cut in half by the river valley, is the perfect setting. Other transportation options to move commuters over the river are extremely costly, and dependent on public funding. A new LRT bridge could cost upwards of

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There is a great demand for Edmontonians to move back and forth across the river, and it is how they operate in their day-to-day lives. The gondola would provide a cost-effective option for commuters to go about their daily lives and would open up West Rossdale for new residential developments while increasing transportation efficiency. With an estimated 40 cars operating on the gondola route, it is estimated that approximately 4,000 commuters would be shuttled per hour.

“If you drive your car from Old Strathcona to downtown, it takes 26 minutes. We could get you there in 11,” Hansen-Carlson says.

The development opportunity that has been nothWorld Class Wire-Free Building Security ing more than talk for over 30 years will finally be Everything fits together, everything works unlocked, because the gondola will be able to get people in and out of the area without more cars or public transit buses. The public benefit conversation becomes very significant.

The project has checked off a lot of the City’s building boxes, with the added bonus of full fundEmail: info.canada@saltosystems.com - www.saltosystems.com ing. The buzz has garnered support from City www.ddlgroup.net - Solution Partner administration and the provincial government, especially now as cities face budget cuts and do “Enterprise-based solutions for your growing business” not have money to invest. They isn’t just a catch phrase, it’s been our reason for existing since 2001. are challenged with still finding new and innovative ways to cona stable and Ranchlands offers tinue to grow and develop and reliable create public benefit for the peocomputing your business ple that call Edmonton home. environment The proposal is set to go before City Council on December 3, a managed, 2019, and if all goes well, Prairie out-sourced IT PARTNER Sky Gondola will be in development mode on December 4, 2019. provides value to your company with Hansen-Carlson estimates it will adaptive and responsive IT support be approximately two years before shovels hit the ground. In the meantime, infrastructure develto provide an affordable, more opment will be required in West reliable, and proactive approach Rossdale to accommodate the changes. optimizes security of your network Hansen-Carlson believes that the West Rossdale conversation has traditionally been complicatensuring your systems are available ed, with no catalyst or real reason to you when you need them to take the risk. The Prairie Sky managing access and backups of your Gondola project is driving the data initiative, excited about the opportunity to open up a new ‘old’ part Phone: 780.809.2999 service@ranchlandsgroup.com of the city and make it a soughtafter destination. structured cabling equipment sales & installs Managed Services www.bomaedmonton.org | BOMA Edmonton Newsletter | December2019 2019 BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER

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IN THE COACH’S CORNER // MANAGEMENT

IN THE COACH’S CORNER: KNOWING THE RIGHT TIME TO MAKE THE CALL FOR YOUR BUSINESS

BY LAURA BOHNERT

N

o sports team is on its game without the proper insights and support of a good coach, and the business world is no different. Sometimes the thing that’s holding a business back comes down to decision making, and that’s when it’s time to call in the coach.

Bruce Baker, founder and president, Workplaces, defines a business coach as “a person or professional who facilitates mindsets to the purpose of executing tasks.”

“There are a few reasons companies might want to secure the help of a business coach,” Baker clarifies. “Indecisiveness is a big one, and it can still incur when handling qualitative and quantitative data; it can be hard to tell which decision is the right one to make for everyone involved.

“Most of the time, larger companies will use executive coaches to come in and coach leadership,” Baker says.

“Making a change in a team or organization all starts with leadership, and it trickles down from there. For smaller businesses, the business coach is there to give guidance, not just content or knowledge; they qualify decision making and minimize risk as much as possible.”

“Another reason to call a business coach is when a business is going through a significant change. A large part of the success of a business relies on the senior leaders; they are the ones who keep things calm and make sure the changes go through without too much trouble.

A business coach can guide those leaders so they can facilitate the changes smoothly.”

Regardless of the size of the company, though, decision making is a key focus for business coaches.

Baker continues. “For mid-to-large-sized companies, another reason to call a business coach occurs when a new leader is promoted into a significant leadership position. Part of the transition into the next stage of leadership requires executive coaching to ensure the new leader takes on their role appropriately. For any size of business, when leadership

“People tend to struggle making decisions in general,” says Baker. “They get into what can almost be described as a paralytic state: they can’t move forward because they aren’t sure what the right decision is.”

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That’s a good time to call in a business coach, but it isn’t the only reason companies should consider consulting management services.

DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

IN THE COACH’S CORNER // MANAGEMENT

“WE HAVE INCREASED SALES, REVENUE, AND PRODUCTIVITY,” THE MAXIMS ADD. “WE HAVE ALSO IDENTIFIED OTHER UNTAPPED POTENTIAL REVENUE THROUGH IMPLEMENTING A NEW ONLINE PLATFORM. THE BUSINESS IS MORE ORGANIZED, AND I AM MORE CONFIDENT IN MY BUSINESS AND MY CAPABILITIES AS A LEADER.”

is failing, it’s the perfect time to call in a coach to provide the needed outside perspective.”

Regardless of the reason, calling on the expertise of a business coach is a positive investment that can have a strong return—but only if the company is willing to execute on the advice they receive.

“That’s the one problem a lot of business coaches face,” Baker points out. “Traditional business coaches don’t have much control over the execution of their solutions, and yet, when a business doesn’t experience a benefit as a result of their consultation, it can reflect negatively on the business coach. Consultants are another form of business coach. They are the subject matter experts who run diagnostics and make suggestions, but don’t necessarily follow up or focus on cultivating a mindset or coaching the necessary skills needed to implement the solution. What I have done alternatively is create a combination of coaching and consulting models so I can provide both sides of the equation, and I’ve gotten a lot of success from that approach.”

It’s an approach that has guided numerous Edmonton businesses to success, including Amanda and Richard Maxim, owners of Seedling to Stump Tree and Garden Service, who suggest that business coaches “offer an impartial, non-biased view for business improvement and expansion.”

“Workplaces has had a huge impact on our business’ processes, systems management, and our overall efficiency,” say the Maxims. “Bruce has helped us implement a game-changing online booking system, which increased our productivity and profit. Workplaces also helped set up a financial planning and a growth/ expansion plan for our business, making the little ‘unexpected surprises’ less stressful and less impactful on our bottom line.”

“We have increased sales, revenue, and productivity,” the Maxims add. “We have also identified other untapped potential revenue through implementing a new online platform. The business is more organized, and I am more confident in my business and my capabilities as a leader.”

Brittini Hostyn, CEO of Fox and Forth Promotions and Design, had a similar experience when she chose to work with a business coach.

“It is important to work with business coaches because there is an accountability factor, as well as the tactics and outsider views on ways to be successful. Business coaching has allowed me to step back to look at my company in a bigpicture way. Having set systems and goals with my personal coach allows me to take time to look inward on my business and get a full understanding of where I am, where I’m going, and how I am going to get there. This has helped me develop

ABOVE: AMANDA AND RICHARD MAXIM, SEEDLING TO STUMP TREE AND GARDEN SERVICE. BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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IN THE COACH’S CORNER // MANAGEMENT

HAVING SET SYSTEMS AND GOALS WITH MY PERSONAL COACH ALLOWS ME TO TAKE TIME TO LOOK INWARD ON MY BUSINESS AND GET A FULL UNDERSTANDING OF WHERE I AM, WHERE I’M GOING, AND HOW I AM GOING TO GET THERE. THE BENEFITS, HOSTYN POINTS OUT, HAVE BEEN REFLECTED IN RAPID GROWTH. the tactics to make running a business more of a science and less about guessing what the next step will be.”

and implementing marketing systems that will increase return clientele and new clientele cycles.”

Candice Nikolaisen, partner, Gameday Sport Services Inc., corroborates, “It is important for businesses to consider using business coaching services because we are all so busy wearing so many hats that the important role of building or maintaining your business isn’t prioritized. Our business coach helped us to get a handle on our finances so that we are not boom and bust anymore. It also helped us organize our employees better so they know what is expected of them and what they can expect from us. It helped us to have better communication with our employees, and it helped us get more of our company online so we can be more efficient.”

Elissa Fesyk, CEO, Fesyk Marketing, adds that working with a business coach “took my tiny creative business, gave it legs and made it scalable.”

The benefits, Hostyn points out, have been reflected in rapid growth.

“[A business coach] helped me to create systems that allowed me to capitalize on my strengths. I experienced significant ROI and gained a great deal of confidence in myself and the services that I provide.”

“Fox and Forth has grown upwards of 40 per cent in revenue in the last year. We have worked towards keeping my business proactive on our offering, as well as on eliminating wasted time by implementing the systems I needed to streamline my processes, constantly reviewing and evaluating future goals,

Fesyk concludes, “Most business owners are challenged by an issue that they may be aware of but don’t have the skills or confidence to move through with efficiency. Business coaches help their clients become more successful by arming them with systems and tools for successful growth.”

ABOVE: BRITTINI HOSTYN, CEO OF FOX AND FORTH PROMOTIONS AND DESIGN.

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

2019 Board of Directors

The City’s Rising Debt is Decreasing our Competitiveness

Board Executive

Chair: Dawn Harsch President & CEO, ExquisiCare Senior Living and Care at Home Vice Chair: Bryan DeNeve Senior Vice President Finance & CFO, Capital Power Secretary-Treasurer: Craig Thorkelsson Head of Tax, PCL Constructors Inc.

Board Directors

Dr. Glenn Feltham President & CEO, Northern Alberta Institute of Technology Sandy Jacobson Vice President, Richardson Executive Search Elan MacDonald Senior Vice President, National Client Development, Global Public Affairs Scott McEachern Vice President, Pipeline Control, Enbridge Pipelines Inc. Annemarie Petrov President & 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 & CEO, Parker Ford and MacKay Specialty Opticians

Edmonton Chamber Executive Janet M. Riopel President & CEO

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

By Janet M. Riopel, President & CEO, Edmonton Chamber of Commerce

I

n recent years, City Council has approved a number of large capital projects, despite repeated calls from the Edmonton Chamber and concerned business owners to reduce operational spending, and reverse the trend of ever-increasing property taxes.

From the Valley Line LRT expansion and Lewis Farms recreation centre to the Yellowhead Trail and Terwillegar Drive upgrades, these large-scale, multimilliondollar projects are driving up the City’s infrastructure spending and forcing the City to carry increasingly risky levels of debt. While each of these projects brings value to the City and its residents, taken together, they’re having a detrimental impact on the City’s mounting debt burden.

The City’s current debt is $3.6 billion, and this number is expected to reach $5 billion by 2021. While this rapid escalation of debt is a concern on its own, the costs to service that debt are even more alarming. Last month, City Administration presented the proposed 2020 operating budget to Council, which forecasted $304 million in debt servicing costs, representing 10% of the City’s overall spending.

This should raise alarms. To put this in context, consider that spending for the Edmonton Police Service is $450 million, or 14% of the City’s budget. For another comparator, consider that the cost to taxpayers of servicing our debt is nearly five times higher than the cost of operating our public library system.

The City’s long-term debt picture was made even worse following the release of the recent provincial budget. In addition to downloading costs to the City, the provincial budget delays anticipated funding for Edmonton’s major capital projects. This means that City Council will be faced with a choice to take on more debt while waiting for provincial funding, or delaying – perhaps even cancelling – some large projects altogether. The Mayor and Councillors will face these very difficult decisions when budget deliberations begin this month, and they would do well to take a page from any of our job creators who have been forced to make difficult decisions every day for the past five years as our economy has continued to bounce along the bottom.

Spending beyond our means limits our ability to respond to urgent priorities and plan for our future. If our debt continues to rise, the City will be forced to respond by reducing or eliminating critical municipal services and/or by dramatically increasing property taxes for residents and businesses. These outcomes would have serious repercussions – increasing the cost of living, undermining business competitiveness, and ultimately compromising our shared quality of life. Getting control of the City’s rising debt and righting our financial course is critical to creating a healthy and competitive business environment, and preserving our vibrant communities.

Continued on next page...

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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The City of Edmonton is currently on course to hit its debt limit in 2022. In two years, the credit card will be maxed out. That’s why we’re urging the City to review the scope of large capital projects, explore different funding options, and consider more realistic timelines to avoid burdening taxpayers with unmanageable debt.

By exercising fiscal restraint and avoiding unnecessary tax hikes, the City can take an important step forward in restoring Edmonton’s

competitive edge and helping our job creators to succeed.

I’ll be bringing this message to the Mayor and City Councillors on December 5th and 6th when I appear at the annual City budget hearings.

If you’re concerned about the City’s rising debt or rising taxes we’d like to hear from you and bring YOUR message to City Council.

Please share your views with us at policy@edmontonchamber.com

Members in this Issue Servus Credit Union and Cashco Financial Inc. in A New Focus for an Old Institution on page 16 PCL, Chandos Construction and Habitat for Humanity Edmonton in Corporate Giving How Businesses Use Their Profits to Show They Care on page 30 Workplaces in In the Coach’s Corner: Knowing the Right Time to Make the Call for Your Business on page 40

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

Putting your business in the spotlight.

It’s what we do.

We’re bringing you more options to maximize your member benefits, promote your business and connect to the market. The result?

More opportunities to grow your business and less work for you.

Visit our new website and start exploring some of the opportunities to showcase your business.

edmontonchamber.com BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

EnviroShred Inc. Member Profile Iain Malone, VP, Business Development www.enviroshred.net What’s your story?

EnviroShred was founded in Alberta in 2006 and has grown to become the largest independently owned shredding company in Canada. We pride ourselves on providing unmatched customer service in our industry – completing over 50,000 client visits each year with an error rate below .01%. Our tenured team of professionals, coupled with our fleet of 14 on-site shredding trucks, ensures that every client, large or small, experiences our world class customer service. Every client has a dedicated account representative and our office provides realtime support to Albertans, from Albertans.

We proudly support our local economy, our communities and various social programs!

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

As a member of the Edmonton Chamber, we are happy to be part of the Edmonton business community and as a result, help to support other businesses in the city.

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

All of the paper documents EnviroShred

collects are shredded first, recycled second.

Each month, we recycle close to 300 metric tonnes of paper – that’s equivalent to approximately 32,000 trees annually! After we have completely shredded all the material collected, it is compacted and mixed with other data, making it completely unidentifiable. The shredded paper is then transported to recyclers and is manufactured into other paper products.

This reduces waste and therefore lessens the impact on our environment!

Who is your ideal client?

Everyone is our ideal client! We service all businesses and individuals that have confidential information they need to protect and destroy. As a holder of certifications awarded to only companies with the highest security standards, we work with individuals with personal documents, large corporations, and government organizations. From start to finish, our on-site handling process is completely secure and reliable.

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

Educating clients that not all shredding companies are the same. It becomes essential for our team to explain the differences between EnviroShred and our competitors.

Whether it be the certifications we hold or our long track record of exemplary customer service, selling the EnviroShred advantage can be a challenge – but one we are proud to overcome once we provide the correct education to interested clients.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

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College H.U.N.K.S. Hauling Junk & Moving® Member Profile Leon Kassian, Owner and President www.collegehunks.com What’s your story?

When people hear our name, they often wonder who—and what—we are! College H.U.N.K.S. Hauling Junk & Moving® is the only full-service residential and commercial service company that offers moving, junk removal, donation pickups, and labor services across North America and Canada. Over 13 years ago, we recognized that Edmonton and area was lacking a professional and fun moving company to service the donation and junk hauling business. And now, our complete moving services does it all – from packing and unpacking to junk removal and disposal and more! Our professional Edmonton moving team is dedicated to providing the highest quality of service for every move, no matter how big or small!

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

We heard many good things about the Chamber and what they do for business and are looking forward to being part of the larger business community!

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

Not only are people surprised about how professional and fun we are but also are surprised and anxious to learn about our comprehensive recycling initiatives. We offer a level of trust, care and reliability to all our customers. Our staff are fully licensed, bonded and insured for your protection – always going the extra mile to ensure satisfaction! We strive to be an eco-friendly company. That means we will first try to donate unwanted items to a local non-profit. If the belongings aren’t salvageable, we’ll do our best to recycle or dispose of them in an eco-friendly manner.

Who is your ideal client?

People who understand that by hiring us, their items are being reused, recycled and

Leon Kassian, Owner and President, College H.U.N.K.S. Hauling Junk & Moving®

repurposed. It’s integral for us to be more than just a moving company or a junk removal service. We want to make people happy in the process. We are proud to be partnered with several local charities and non-profits, and we work with them to find a second home for your unwanted items.

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

One of our biggest goals, but also one of our biggest challenges, is educating customers on the importance of keeping unwanted items out of landfills. Instead, we give these items a new life through our donation pickup and delivery services. With a focus on eco-friendly junk removal services, we aim to continue to educate and lead with our environmentally conscious practices.

What is your favourite thing to do in Edmonton?

We are passionate about continuing to spread the word about our organization and the importance of the three R’s: reuse, recycle, and repurpose! Afterall, we donate or recycle more than 70% of the items we remove!

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

To provide more education to businesses and individuals as to where their unwanted items could go – whether that’s donating them, recycling them or disposing of them in an ecofriendly manner. Only use a landfill as a last resort!

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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We’ve got room for you and up to 119 guests.

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Situated in the heart of downtown Edmonton, the World Trade Centre offers comfortable and convenient meeting rooms, conference spaces and temporary offices, in a beautiful historical building. Whether it’s a small or large board meeting, a presentation or luncheon, or a temporary workspace, we’ve got you covered.

Book today at 780.426.4620 or booking@edmontonchamber.com

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DECEMBER 2019 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

SO MUCH MORE THAN EXPECTED: the car buying experience is just one thing that sets Go Auto apart

By Nerissa McNaughton

G

o Auto is not just another dealership group.

The brand rivals stereotypical views of the industry while providing outstanding value for customers and boundless opportunity for staff – all while supporting the communities that have embraced the Canadian-wide brand. Go Auto has 48 franchised dealerships from Vancouver to

the Greater Toronto Area, retailing 19 new vehicle brands along with selling more used cars than anyone else in Canada. The brand continues to grow rapidly with up to five acquisitions a year and expansion locations for it’s used car and RV centres.

It’s a quintessential success story, and it all started right here in Edmonton.

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Go Auto • Celebrating 10 Years • 2

Michael Hladun, senior vice president.

With so many competing dealerships, how and why does Go Auto continue to grow at this pace?

“With Go Auto’s size and proven operational model, we are able to provide customers with a superior buying experience and cost saving benefits in a way that is difficult for individual smaller dealership groups to do,” says Michael Hladun, senior vice president.

“Our Go Card Loyalty program is unparalleled!”

Hladun continues. “You can earn cash for referrals for new cars. The person buying a car gets $500 off and the customer that referred them gets $500 on their card to apply to parts, service, etc. In addition to referral bonuses, Go Card holders receive additional discounts on parts and services and cash back (to the card) on applicable purchases. There are no restrictions or limits and every customer can have one. Over the course of driving a car for six years you could apply all your points to a brand new car and get a wonderful discount.”

However, the benefits of Go Auto shopping start long before the purchase. Go Auto knows the way people buy cars is changing. Instead of taking a Saturday to come to the lot and test drive several cars, most search online, compare models, read reviews, then come to the dealership with a photo of the car they want. The shopping journey predominantly starts online and with many customers now figuring out all their options on the internet. Always responsive to consumer demand, Go Auto has invested heavily into its online experience so shoppers can quickly and easily view and compare 11,000 cars in one place – and more.

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Go Auto • Celebrating 10 Years • 4

Duncan Cochrane, vice president of marketing,

“Our 24/7 concierge service helps you find financing, provides advice, helps determine the best model for you, etc.,” says Hladun. “Go Auto provides it all – vehicles, financing, support and insurance (Go Insurance).”

It would be impossible to deliver such outstanding products and services without a dedicated team, and Go Auto goes the extra mile to ensure all employees have access to plenty of training, and opportunities for career development and advancement.

Personally leading the charge is Jared Priestner, principal, and other executives who spend countless hours developing and presenting courses for Go University. The Go University training facility will see over 30 weeks of training schedules each year.

“Priestner will come in and put on weeks of training sessions with topics ranging from how to be a good communicator to how to improve your engagement with customers. He develops courses based on his experience, applying new leadership development methods to the Go Auto environment and bringing additional teaching from his access to leading industry experts.

To see that effort and conviction from the guy that owns the place, it creates a very exciting environment to work in, and builds a culture of conviction to learn and improve” says Hladun.

Duncan Cochrane, vice president of marketing, is also very impressed with the way management supports the team.

“There are no shortage of stories of young men and women starting as lot attendants and with

hard work and dedication being promoted to a sales role, then sales manager, and beyond,” says Cochrane. “I like the unlimited opportunity here for our people. The focus is on the team and customer experience, not just on shareholder returns.”

Cochrane continues, “We know there is an age old stigma about ‘car salespeople,’ but when I joined as a new employee, the first position I saw put on a pedestal was the Go Auto salesperson. In Priestner’s view, they are the lifeblood of the company. They get our customers into vehicles that fit their family and lifestyle and find a way for them to afford it.

For a lot of people, a vehicle is the second largest purchase of their life; the sales team guides them on that journey. Our CEO knows that we all have important jobs here at Go Auto and no one is above

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Go Auto • Celebrating 10 Years • 6

or beneath the other. There is no stigma here. All positions are held in very high regard.”

Go Auto is very well known for its network of dealerships. It is far less known for its community work, which is not surprising since the mandate from leadership is that Go Auto gives back because it’s the right thing to do, not to drive recognition and sales.

CONGRATULATIONS GO AUTO ON 10 YEARS! WE WISH YOU MANY MORE YEARS OF CONTINUED SUCCESS.

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From a five-year, $3 million commitment to the Kids with Cancer Society to personally helping to make and deliver the 88,000+ meals necessary for Fuel for School, Go Auto is involved in many charitable initiatives.

“Employees are encouraged to participate in giving back too,” Cochrane adds. “During Go Auto’s Random Acts of Kindness campaign, each staff member was given cash to use in any way they saw fit as long as it was a charitable pursuit. Some compiled the money to make a greater impact, for example, filling backpacks with necessities for the homeless while others choose to take a more personal path and give money to people that they witnessed struggling in just day-to-day living. In this campaign, Go Auto provided $1 million in cash to employees for Random Acts of Kindness.”

Hladun notes, “Having worked in other large public and private companies, I quite often see that giving back is employee driven. Here, while the employees are robustly involved in the execution of initiatives, giving back is driven by the ownership. A lot of it is anonymous charitable works that are done simply because it’s the right thing to do. It’s not about publicity. They tell us to not promote or leverage the giving for business reasons. When we do promote it, it is to generate interest, get people to participate and to raise even more money for a good cause.”

The focus on employee engagement, customer satisfaction and community giving has not gone unnoticed. Last year Go Auto was recognized with a Canada’s Most Admired™ Corporate Cultures of 2018 – Enterprise award, and was also recognized

by Deloitte as one of Canada’s Best Managed

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Companies. In 2019 Go Auto president, Jason Smith, was awarded the Business in Edmonton Leaders Award for his contributions to Go Auto’s success and the Edmonton community.

Go Auto is a local success story because the brand focuses first on people and communities and then on profits. Management knows that it takes happy customers, a fully engaged and supported team, and a strong community for business to thrive. All stakeholders need to win.

“If you are shopping for a new car, go to a Go dealership and a non-Go dealership and compare the experience,” Hladun invites.

“You may get the same vehicle for a similar price elsewhere, but you’ll see how the experience is completely different,” Cochrane agrees.

Hladun and Cochrane, on behalf of Go Auto, say a very heartfelt thank you to the staff for their hard work, to Mike and Jared Priestner and the leadership team for creating a wonderful work environment full of opportunities, to the communities that have embraced the brand and to the customers that are proud to be Go Auto drivers.

“Going forward we will continue to live our core values of being a brand that is trustworthy, happy to help, and a team player,” concludes Hladun.

Those are not just vacuous words. They are operational and foundational. Those words drive our corporate culture.”

“Go Auto’s growth sees us exploring new markets across the country,” adds Cochrane. “We will continue to grow the business and grow our employees, helping all to reach their full potential.”

Experience Go Auto’s difference by visiting www.goauto.ca online, @goauto.ca on Facebook, and @goauto on Instagram.

burkegroup.ca

Junior Achievement of Northern Alberta and Northwest Territories: 55 YEARS OF MAKING A DIFFERENCE IN ALBERTA

By Nerissa McNaughton

J

unior Achievement of Northern Alberta and Northwest Territories (JA AB-NWT) is celebrating 55 years, but it is as relevant and necessary today as it was when it launched in the 60s. With Alberta’s changing economy and artificial intelligence, machine learning, and other tech and automation transforming businesses, the need for progressive thinkers and entrepreneurs – along with mentors to guide them – is at an all time high.

Junior Achievement of Northern Alberta and Northwest Territories: 55 Years 59

ENTREPRENEURIAL. INNOVATIVE. TRUSTED. Supporting the youth in our communities to be successful through life changing programs.

Kingston Ross Pasnak would like to extend our congratulations to Junior Achievement Northern Alberta on their 55th Anniversary.

We continue to support this amazing program, providing youth with many opportunities for development and growth.

The long-term impact is seen in the first-hand accounts of program participants, volunteer mentors and donors.

“JA has had an astounding impact on me as a person and a leader,” says Ghalia Aamer. “I joined the program in 2017 during grade 10 and participated for three years. I have gained essential skills, made lifelong friendships, and been empowered to take action in my community. Everything I’ve learned is applicable to many areas of my life; I do not think I would be as confident or ambitious as I am now if it were not for JA.” Student Minoo Soleymani is also happy to share her involvement. “JA has allowed me to experience the tremendous growth that comes with entrepreneurship. Working with other students, developing a company from the ground up, and meeting lots of Edmonton’s business leaders are just a few of the many benefits that students carry with them beyond the program.”

It’s not just students that are transformed. Mentors and donors feel the impact too.

9Triple8 Building Suite 1500 - 9888 Jasper Avenue Edmonton, Alberta T5J 5C6 T. 780.424.3000 | F. 780.429.4817 krpgroup.com

Shad Smereka, general manager, people and store innovation at Fountain Tire, says, “JA prepares our youth for the next step in their career as well as offering them key life skills. It gives them experience in forming a company, presenting their ideas, selling products and themselves, understanding financial statements, decision making, marketing, conflict resolution, interviewing and production. In life skills, they learn teamwork, budgeting, diversity and advances in technology. All of these experiences and learning opportunities are preparing the next generation before they strike out on their own. These skills are an important precursor to post secondary education as well.”

As a host of one of JA’s company programs, Fountain Tire has four associates that act as advisors. The company also provides meeting space within its corporate office.

Junior Achievement of Northern Alberta and Northwest Territories: 55 Years

Shad Smereka

to other business leaders in Edmonton. Many important members of the Edmonton business community are partnered with JA and place similar value on the development of the next generation of leaders.”

Ian McDonald FCPA, FCA, partner, Grant Thornton LLP, also shares how JA changed his life.

“In 1973 and 1974 I was a high school student who signed up for the JA company program. I was the VP manufacturing of a student business called J.A. Crafts. We were sponsored by the Edmonton Journal.”

McDonald continues, “We sold shares to fund and operate a business. It helped me understand how hard it was to run a business and how many different skills and talents were required to make it successful. It also taught me how important business is in the community as it pays the taxes that fund schools.

“The advisors are energized by the achievers’ enthusiasm and often gain new perspective on the challenges we face in the workplace,” says Smereka. “Another benefit is the connection

“Before JA I was planning to become a corporate lawyer and then a politician. With the knowledge, contacts and experience from JA, I instead took business at the University of Alberta where I graduated with distinction. JA fueled my passion to

Our most valuable intelligence isn’t artificial.

Giving more people the opportunity to thrive by increasing financial capability. Proud to support JA Northern Alberta and Northwest Territories, and across Canada, since 2012.

Issued by HSBC Bank Canada.

Junior Achievement of Northern Alberta and Northwest Territories: 55 Years

become an entrepreneur who takes risks, employs people, and has a chance to do better in life.”

McDonald went on to become a Chartered Accountant and is now a partner at Grant Thornton LLP. “In addition to being a part owner of Grant Thornton, a firm with over 200 partners and 2,000 employees, I am a part owner of a business called J.C. Boiler Services Ltd. I am also a part owner of SmogBuster, a business supplying confined space air and climate control to plants being shutdown and maintained.

My career has enabled me to give back to the community in many ways including supporting JA financially and with my volunteer efforts.”

McDonald served on the board of JA AB-NWT from 1988-2010 and volunteered in classrooms for more than 20 years. To further support the program, he encouraged Grant Thornton LLP to become a Junior Achievement sponsor (providing $10,000 to $20,000 per year from 2004 to date) while also providing Grant Thornton advisors to volunteer in classrooms.

JA AB-NWT President and CEO Jennifer Martin, a long-term media personality and philanthropist in

Edmonton, is excited to have recently joined the organization.

“It’s incredible to think about how these programs literally change the course of people’s lives,” says Martin. “When you consider that JA AB-NWT alumni create companies, hire staff and typically have higher revenue than entrepreneurs who have not been involved in the program, it’s clear that this is a very powerful program for Alberta’s economy.”

TOGETHER WE BUILD SUCCESS. PCL Construction congratulates JA Northern Alberta and Northwest Territories on it’s 55 year anniversary.

Inspiring and preparing young people to be the next generation of business leaders, educators, and decision makers is how Junior Achievement provides a positive impact on our future economy and communities.

Watch us build at PCL.com

Martin praises the volunteers, donors and corporate sponsors that are changing youths’ lives. “They are the heart and soul of what we aim to achieve.

It’s so inspiring to see their support and their understanding of the impact and the importance of the program.”

This year sees a change to the annual gala. After conferring with business leaders, Martin has moved the format from a gala to a celebration. The event is now an interactive networking experience where CEOs, guests, donors, students and volunteers will learn and be inspired.

“The gala has been around a long time; we wanted to continue the rich legacy, but we also want to be in tune with what the community needs and wants,” Martin explains.

Junior Achievement of Northern Alberta and Northwest Territories: 55 Years

Junior Achievement Canada statistics (2011) from The Boston Consulting Group • JA grads’ average income is 50 per cent higher than non-alumni • JA grads are three times more likely to hold a senior or middle management job • JA grads are 25 per cent less likely to be unemployed • JA grads are 3 times less likely to spend more than they earn

For more than half a century, JA has been changing the lives of youth by providing an incredible opportunity to learn career and life skills. Those youth take those skills and return the value tenfold into the economy by becoming strong employees, entrepreneurs, and communityminded individuals. Now, more than ever, JA is making an impact – one that reverberates today and decades into the future.

You are invited to be part of this success. By volunteering, donating funds and providing mentorship, you have a long-term impact on a student. Learn more at janorthalberta.org.

• JA grads are 50 per cent more likely to open their own business

9990 Jasper Ave NWn Edmonton, AB T5J 1P7 (780) 428-1421 • www.janorthalberta.org

CONTRACTING WITH PRIDE

Congratulations

JA Northern Alberta and Northwest Territories on 55 years.

Learn more at www.raywalt.ca

Junior Achievement of Northern Alberta and Northwest Territories: 55 Years

Lasting Memories Start Here

by Nerissa McNaughton with Photos by Rebecca Lippiatt

Each gem represents an adventure for everyone that touches the stone.

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VANDENBERGS JEWELLERS 2

T

he new Vandenbergs Jewellers features a backlit quartz wall, coffee bar, state-of-the-art workshop and immaculate showroom. A couple weeks before it opened, Ralph Vandenberg, president, stood in what would become the main room, watching masons build an indoor brick façade on one wall. He gestured to the points on the roof where hookups for big screen televisions would provide photos and information for browsing patrons. As he gave his guests a tour of the work in progress, it was easy to see how impressive the space would become. For Ralph, however, it was more than a growing business, more than a new home for his jewellery store, and more than a wonderful way to reward his loyal staff and long-term patrons. The newly designed Vandenbergs Jewellers was a dream come true – one more than 40 years in the making.

In the mid-1970s, Ralph’s parents owned a small Hallmark franchise in Capilano Mall. His mother decided to add a line of fashion costume jewellery to the store, and it immediately turned into a best seller.

The Capilano Mall store manager took notice and offered the family a deal. “I’ve got 500 square feet of open space across from Safeway. You can have it free for six months. Put your costume jewellery in there and see what happens.”

Ralph, who was in university at this time, agreed to manage the new store.

“I discovered that you could buy something for A and sell it for B and keep the difference, and said, ‘what am I doing in school?’” he laughs as he looks back on what would become a lifelong career. Ralph took over the management full time and in 1976, the family jewellery business was born.

It was also at this time that Ralph realized that he “knew nothing.” University was one thing, gemology was quite another. He left the store in the care of his parents and relocated to Santa Monica to attend the Gemological Institute of America (GIA). He graduated in 1978 and came back to the store in Capilano Mall… only to discover that now he knew a great deal about gems but nothing about how to run a jewellery store.

The enterprising Ralph appealed to Dan Meier of Jason Goldsmiths, who was in need of a gemologist.

The agreement was that he would run the lab for Jason Goldsmiths for a couple of years while learning how to run a jewellery store.

In 1980 Ralph had completed his training and left to open his own store. His father continued to run the Capilano

Congratulations Vandenberg Jewellers!

VANDENBERGS JEWELLERS 4 store until 1986, when he joined his son downtown.

In 1990 Vandenbergs moved to Manulife Place. The 2019 move is within Manulife Place. It’s steps away but metaphorically, a giant leap from where it all began.

But that’s not even half the story.

Ralph doesn’t do things in half measures, and learning about gems at the GIA? Well, that just wasn’t enough.

“I didn’t just want to buy and sell. I wanted to be involved.”

And involved he was! This is a man that has flown into Botswana, India, Egypt – anywhere raw, precious gems are found he’s been there looking at the mine sites, buying rough and polished goods, and negotiating deals with staggering dollar figures. He’s spelunked 300 metres down in the Naica Mine (aka Giant Crystal Cave in Mexico), been on harrowing flights in small planes to arrive at ultra remote destinations, stayed in the heart of dangerous cities in hotel rooms with holes in the walls, and also travelled in the lap of luxury. He’s shaken hands with princes and sipped coffee with the poorest people in the land, always adapting to the journey in his relentless pursuit of the gems that would become family heirlooms.

His adventures could easily be an action-packed movie (move over Indiana Jones!).

As a facilitator for companies like DeBeers in Africa, Ralph has seen the passion giant gem retailers have for ethical practices in the supply chain. While he freely admits there were issues early on leading to the blood diamond scandals, he points out that people are not aware of the many, many steps taken to fix the problems.

This is the only way Ralph works.

Ethically, responsibility, and in a way that supports the countries where the gems come from, his hardworking staff, and the joy of the end user. It’s not about diamonds and pearls to Ralph.

It’s about the experience.

5 VANDENBERGS JEWELLERS

Being so close to the gems from mining to the finished enduser product, Ralph gets to see the true story behind what goes on in the industry, and he is very frustrated by the misinformation that prevails.

“Botswana was one of the poorest countries in Africa,” he cites as an example, “but when a diamond mine This is the only way Ralph works. Ethically, responsibility, was discovered there, De Beers went to the African and in a way that supports the countries where the gems government and offered to develop the mine in exchange come from, his hardworking staff, and the joy of the end for providing the country with a very robust half share user. It’s not about diamonds and pearls to Ralph. It’s about of the profits as long as those profits were poured into the experience. infrastructure, healthcare, social programs, etc. De Beers hired locals to work in the mines and paid them well. They “Everything we do is intended to make someone happy,” encouraged their labourers’ children to stay in school. Now, he smiles. “That is why it’s a joy to come to work everyday.

Botswana’s economy is booming and is a testament to what We are a non-commission store so there is never any sales the ethical sourcing of diamonds can do.”

T:6.875”pressure. If you come in to Vandenbergs you deal with the

Vandenbergs Jewellers celebrates over four decades of business at Manulife Place by hosting their grand opening in a new state-of-the-art retail studio.

T:4.75”

Let’s celebrate with Vandenbergs

VANDENBERGS JEWELLERS 6

Congratulations to Vandenbergs Jewellers!

Congratulations to Vandenbergs!

We are excited to see you opening a beautiful new store.

J.W. Histed Diamonds Ltd. 736 Granville St., Suite #1400 Vancouver, B.C., V6Z 1G3 Ph: 604-681-8519 | Toll Free: 1-800-663-1458 www.jwfindings.com | www.jwdiamonds.ca

It has been a pleasure working with Ralph and the team over the last 10 years!

Congratulations on your new store opening and 40 years in Business.

50 Airport Road NW Edmonton, AB T5G 0W7 P: (780) 414-5416 1990 – 2020 F: (780) 414-5418 www.pemcoconstruction.com

Architecture - Interior Design

780.470.0776 | bossdesign.ca | @bossdesignltd

The vellum sketches are in a league of their own. Although CAD technology for jewellery design is available, the practice of hand sketching, then creating a photo-realistic watercolour, perfectly scaled painting of the piece is still in fashion at Vandenbergs. whole team and hundreds of years of expertise with our goldsmiths and designers. You can talk to anyone on the team, from sales to design.”

He continues, “It sounds cliché but we go the extra mile. We do it all here and make it all here: we will design and hand sketch your piece right in front of you, then create a scaled watercolour painting of the piece on vellum so you can ‘put it on’ and see how it looks in size, colour, and scale. We do this with no obligation. If we make it and the client doesn’t like it, it goes into the showcase. However, I can count on one hand how many times that has happened. Even if it goes into the showcase, it sells quickly.”

The vellum sketches are in a league of their own.

Although CAD technology for jewellery design is available, the practice of hand sketching, then creating a photo-realistic watercolour, perfectly scaled painting of the piece is still in fashion at Vandenbergs. With this method the client can hold the vellum over their finger or up to the neck to see exactly how the finished jewellery will look. Vandenbergs has albums of sketches that go back for decades, creating a mini museum of thousands of original designs.

Ralph notes, “Everyone here gets the same outstanding experience whether they are here for a $50 or a $5,000 piece. I don’t care about the price, I care about their experience with Vandenbergs and that they get an heirloom piece that will be in the family for generations. Loose stones, coloured stones, rare stones, common stones – we carry everything because what makes a stone precious is what makes it precious to you. That is why we carry everything at every price point.”

Vandenbergs Jewellers is feeling “very blessed” to take over Birks former location in Manulife Place and customize it to present an outstanding in-store experience that appeals to both long-term clients who prefer personal interaction and the newer generation of clients that tap into the store’s visual media to learn about the gems they will purchase. Despite the ups and

The journey from Capilano Mall to the massive, modern jewellery store in downtown Edmonton was just across the city, but it took 43 years and thousands of miles. For Ralph, every single mile was an incredible adventure.

“Life should be lived in moments,” he says. “Memory fades; you need help. That is what we do. When you have a special occasion, you need to mark it and there are not many things that stay with us in our lifetime the way gems do. Some of my best customers have been coming here for decades. To be part of their stories is such a privilege.

To work with the second and third generation of those clients is a blessing.”

Ralph is incredibly grateful for his supportive family and for his daughter that will continue the legacy. He can’t say enough good things about his talented staff, and he is grateful for every single customer.

www.romanandjules.com downs of the city’s economy, customers still flock to Vandenbergs, and Ralph has no intention of relocating out of Edmonton.

“I love this city!” he smiles. “The advantage of seeing the world is great but coming home is always better. There have been some challenges and difficult years but downtown has always been the heart of the city. We’ve been blessed.

I can’t complain. We started with a $2,000 investment in a costume jewellery store and look where we are now.”

Kevin Lapes, general manager, Pemco Construction Ltd., shared Ralph’s excitement as Vandenbergs new location took shape.

“This is our second time working with Ralph; we did some minor renovations 10 years ago and now we are working on the full new retail store,” Lapes informs. “With Pemco celebrating 30 years in 2020, both are great local companies working together.”

The new location is not the only big change for Vandenbergs. Chelsea Kovacs, Ralph’s daughter, has recently joined the company after enjoying her own

Congratulations Vandenbergs on the opening of your new store!

7 VANDENBERGS JEWELLERS

adventures and studies abroad. A talented designer and sketch artist in her own right, Chelsea brings to the table a wealth of modern marketing and design experience along with her passion for the Vandenbergs brand and image.

VANDENBERGS JEWELLERS 8 “I went through six months of deciding if I should retire but have decided to just keep doing the same thing. My plan is to just eventually fade away.”

But he won’t fade away. The joy Vandenbergs Jewellers has brought to thousands of people for over 40 years will, like the gems they sell, be cherished forever.

Learn more at vandenbergsjewellers.com online and @vandenbergsjewel on Facebook.

Congratulations VANDENBERG’S on your beautiful new store from all of us at Gem Connection Ltd.

www.gemconnection.ca

Second floor of Manulife Place #240, 10180 – 101 Street Edmonton, Alberta Canada, T5J 3S4 Ph: 780 423-0890 / 780 423-0891 Fax: 780 425-8044 concierge@vandenbergsjewellers.com Monday-Wednesday and Friday: 10:00 am – 5:30 pm Thursday: 10:00 am – 8:00 pm Saturday: 10:00 am – 5:00 pm Closed Sundays vandenbergsjewellers.com

OPEN FOR BUSINESS // PARKLAND COUNTY PART - IV

PARKLAND COUNTY - PART IV OPEN FOR BUSINESS

B

usiness in Edmonton closes it’s four part series on the exciting developments happening in Parkland County that show a progressive, connected County that is setting a new global standard for business development and attraction.

This conclusion introduces Robert Fernandez, Parkland County’s new director of economic diversification, who speaks about how the County is open for business and growth.

Fernandez joined Parkland County in summer of 2019 and brings with him extensive experience in both the public and private sectors, in addition to being involved at the governance and executive level with organizations such as Junior Achievement and the Citadel Theatre.

Now, Fernandez is pleased to bring his experience and his expertise to the fast-growing, progressive, Parkland County.

“The County has a great reputation of being open for business, and it shows,” he says of his first impressions in this new role. “The teams in planning and engineering are

ABOVE: ROBERT FERNANDEZ, PARKLAND COUNTY’S NEW DIRECTOR OF ECONOMIC DIVERSIFICATION.

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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• Full municipal services • Unparalleled access to Highway 60, Highway 16A and Whitemud Drive

780-409-8047 | www.panattonicanada.com

OPEN FOR BUSINESS // PARKLAND COUNTY PART - IV

aligned and motivated, and understand the importance of growing our economic base for the benefit of all citizens in the region. Because of this exemplary service and open-forbusiness attitude that is shared across all of administration, Parkland County is known to attract investors and entrepreneurs from all of North America.

“Regarding assets, Parkland County has a wealth of options to offer prospective investors. We have fantastic industrial areas in our Acheson Park, which is uniquely positioned on a major transportation corridor. We have ready rail access with spurs into industrial zones that attract a variety of users from heavy industrial, agriculture and logistics. Parkland County also has several provincial parks and nature areas, which makes our region attractive to locate a new and dynamic workforce in a family friendly environment,” he notes.

Fernandez looks forward to building on the success of his predecessors in the County office, saying, “Parkland County has done fantastic work and achieved results everyone is proud of in the past decade, developing the County’s assets and economic prospects. With the downturn in the economy, it has become much more competitive to attract investment and new business to our region. I have spent over 20 years working in major corporate business attraction and business development roles and have also spent considerable time developing provincial economic policy. I hope to bring some of that expertise to the team we are putting in place as we aim to become intentional, proactive and strategic in our outreach.”

Plans are in place to launch a business attraction initiative in 2020. This initiative will support Parkland County’s key sectors of food and agriculture, AgTech, manufacturing, energy and technology.

“It will help us to clearly define our competitive and comparative value proposition to investors,” Fernandez explains. “The strategy will create a higher profile for Parkland County nationally and internationally, positioning our region as an attractive, competitive and businessoriented place for economic investment, ultimately creating more jobs and opportunity.”

He adds, “Another key element of our go-forward strategy is BRE – Business Retention and Expansion. BRE will help existing businesses grow, which is critical to the County’s

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priorities. We have many established and long-standing businesses in Parkland County. They have operated successfully for many years through the booming and strong Alberta economy. Now, some of them are looking to expand, diversify, partner or sell. The County is often in an ideal position to broker and network among industry, investors, associations (like the Chamber of Commerce and the Acheson Business Association) and other levels of governments. We are here to help existing companies to take full advantage of the supports and information that exist in the ecosystem to compete beyond Alberta, Canada and even globally.”

Fernandez is excited about the challenges and successes ahead.

“After I joined the County, the first priority was market outreach and the completion of a team that would support the needs of our business and investor community. Early in the New Year, we are finalizing our strategy and completing our marketing plan. From there we will begin to execute on our tactics. The year 2020 will be a busy and focused year for our team. We want to ensure that Parkland County continues to be known as a great place to do business and to invest. The opportunities are truly exciting and we welcome anyone that is curious or wanting to learn more to contact me directly at Robert.fernandez@parkland.com or follow developments @RobRegion.”

Learn more about this dynamic region by visiting www. parklandcounty.com.

HELPING FESTIVALS FLOURISH // EEDC

HELPING FESTIVALS FLOURISH HOW EDMONTON TOURISM PARTNERS WITH FESTIVALS TO DRIVE SUSTAINABLE VISITATION YEAR-ROUND

D

eeply collaborative partnerships have allowed Edmonton’s reputation as the Festival City to flourish. Festival coordinators never need to work alone or ride solo; Edmonton Tourism acts as a resource that encourages development, promotes success and ensures that visitors keep coming back for more.

If you’re in Edmonton, chances are there’s a festival going on. In the summer, you can watch indie-theatre and devour green onion cakes at the Edmonton International Fringe Theatre Festival, or BYOB (as in, bring your own blanket) and take in the Edmonton Folk Music Festival. When winter rolls around, festivals like Silver Skate and Flying Canoë Volant will have you forgetting about the chill in the air and remembering the joy winter brought when making a snowman was the only task on your to-do list. With over 50 festivals annually, every season is festival season — whether it’s 30 degrees above or below.

Edmonton Tourism (a division of Edmonton Economic Development Corporation), works to build the city’s reputation as a premiere destination. Their goal is to drive sustainable, year-round visitation and awareness in regional and international markets. The team helps secure funding, increase out-of-town visitation, and enhance visitor experiences.

stage. The team recently helped both Silver Skate Festival and Flying Canoë Volant Festival obtain additional dollars from the Canadian Experiences Fund. This will allow for the addition of new programming elements, which will be implemented over the 2019-2020 festival season.

Long before the festival tents go up, Edmonton Tourism is behind the scenes working with partners. As one of the very first touch points in the organization, the Tourism Development team works closely with local attractions and festivals to help them create and refine unique products.

They assist events in securing funding and provide insight into how Edmonton’s festivals can stand out on the world

“Edmonton Tourism has been instrumental in helping us realize our dream. In the beginning it was just an idea, but with the ongoing support and encouragement from [Edmonton Tourism], Flying Canoë Volant is only now touching on its full potential as a unique Edmonton winter experience and story,” says Daniel Cournoyer, producer of Flying Canoë Volant Festival.

ABOVE: EDMONTON FOLK MUSIC FESTIVAL BELOW: ALL IS BRIGHT FESTIVAL PHOTO SOURCE: EEDC

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // DECEMBER 2019

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HELPING FESTIVALS FLOURISH // EEDC

Once the festivals are export ready, Edmonton Tourism’s Travel Media team works with travel writers, editors, bloggers, social influencers and photographers from around the world to produce content that maximizes consumer awareness of Edmonton and creates exposure for the city’s top-tier events and experiences. The team assists in enhancing the reputation of Edmonton’s festivals by coordinating interviews, creating custom itineraries and hosting press visits with international media. A single article can reach hundreds of thousands of people, further supporting individual festivals for years to come.

“Edmonton Tourism has been instrumental in increasing awareness of Silver Skate and our brand locally, nationally and internationally. We are blessed to be working with this incredible team,” says Erin Di Loreto, executive producer of Silver Skate Festival.

The Travel Trade team members are the ambassadors that work to sell Canada’s northernmost major city to tour operators around the world. They coordinate and lead familiarization tours that help acquaint operators with Edmonton’s offerings and work closely with the Tourism Development team to promote newly created, export-ready experiences. For example, Travel Trade will be able to sell the new programming that Silver Skate Festival is adding in the 2020 festival season.

Through digital and social media campaigns, Edmonton Tourism’s Marketing team works to promote festivals both regionally and internationally— inspiring travellers to explore Edmonton through out-of-the-box content, stunning visuals and compelling stories. The team recently received an Alto Award for Marketing Excellence at the Travel Alberta Industry Conference for their campaign work in collaboration with the Edmonton Heritage Festival.

By working closely with partners like Heritage Festival’s executive director, Jim Gibbon, Edmonton Tourism extends awareness of the city’s festivals well beyond city limits.

BELOW: ICE CASTLES PHOTO SOURCE: EEDC

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“The Edmonton Heritage Festival Association has been working with Edmonton Tourism to increase awareness of our summer festival outside of the Capital region. We have seen substantive, measurable growth in visits (both electronic and in person) from targeted areas. The program has been so successful, we are planning to expand it this year,” says Gibbon.

Last summer the team decided to utilize the draw of Edmonton’s larger staple festivals to increase awareness of other emerging festivals. By grouping them together by month, the marketing team was able to promote the collective more effectively. The 2019 Summer Festival Marketing Campaign included 13 festivals— from longrunning heavy-hitters like Taste of Edmonton to exciting up-and-comers like EPCOR’s RiverFest. Uniting the diverse offerings in a single Explore Edmonton branded initiative has resulted in more widely viewed content at a much lower cost to each festival. This joint-marketing campaign was also a finalist for Marketing Excellence at Travel Alberta’s Alto Awards.

Finally, the Edmonton Experience team engages with visitors through face-to-face conversations via their Explore Edmonton Street Team, a group of passionate YEG Experts who have turned the traditional visitor centre into a mobile experience. They hit the ground running equipped with custom activations that enhance festival programming and facilitate conversations to promote all the great things to see and do in Edmonton. This team also provides value to festival partners by collecting data through visitor surveys.

The survey results help inform future marketing decisions and assist in calculating economic impact for the city.

Maintaining Edmonton’s reputation as Festival City starts and ends with the local trailblazers that help make these vibrant events possible. Collaborating with Edmonton Tourism ensures that festivals continue to be a powerful driver for economic success well into the future.

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