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By Terry O’Flynn

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First Cut is the Deepest Canola industry seeing red over dispute with China

By Jamie Zachary

Safer than Ever?

Have workers in Alberta noticed an increase in workplace safety in 2019?

By Jamelie Bachaalani

Business Aviation: Fast, Flexible and Cost Effective

By Anthony Norejko, President and CEO, Canadian Business Aviation Association

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R PK Architects Ltd. Celebrates 50 Years

Prowse Chowne LLP Celebrates 60 Years

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E IA Continues to Expand While Welcoming a Record-Breaking Number of Guests from Around the World One Parkland, Powerfully Connected – Part II Parkland County is proactive in building a better future for its residents despite the uncertainty of the coal industry

By Nerissa McNaughton

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

LEADING OUR LEADERS // TERRY O’FLYNN

Leading Our Leaders

BY TERRY O’FLYNN, CHAIRMAN, ALBERTA ENTERPRISE GROUP

A

s of writing this the dust has settled on the provincial election and the people of Alberta have chosen a new governing party. Some are happy with the change.

Some are not. Everyone, however, will have to learn to work together if the many promises of economic change will come to fruition for Albertans.

TO BE PAINFULLY BLUNT, WITH THIS

In my column a couple of months ago, I wrote about the high expectations that I had for the candidates and how they should conduct themselves. I hoped that they would lead by example and stick to showing their policies and promises over mud-slinging and platitudes. I leave it up to you to determine how well that turned out.

WHAT. WE NEED TO STOP DIGGING UP

That said, the election is over and it’s time to look to the future and not dwell on the past.

It is critical at this point that we agree on how to present Alberta to the rest of the world as a place that is open for business – but we can’t do that if we spend all our time fighting amongst ourselves and with other provinces. So, with the federal election looming, what we should do is lead our leaders by example and exemplify the values we all hold dear: respect, individual responsibility and collective action.

With the provincial election behind us we get another chance to show the provinces and nations we are trying so hard to impress that we can do the basic fundamental thing to earn their respect: we can all get along… (can’t we?).

If Alberta is going to achieve the potential we all believe we have and enjoy our bright future, we need to hold ourselves to a higher standard. The world is watching. We want to put Alberta on the world stage, so we have to behave ourselves.

If we can’t do that, we can’t expect anyone else to believe in us either.

NEXT ELECTION, WE ALL NEED TO GET IT TOGETHER. WE NEED TO STOP BEING TATTLE TALES ON WHICH PARTY DID OLD PHOTOS AND TEXTS AND TWEETS OF PEOPLE WE DISAGREE WITH. WE NEED TO GROW UP. To be painfully blunt, with this next election, we all need to get it together. We need to stop being tattle tales on which party did what. We need to stop digging up old photos and texts and tweets of people we disagree with. We need to show the world that we can adult like the adults we claim to be, and that it’s okay to move here, do business here and invest here. We need to grow up.

Everyone can agree that Alberta has potential for a bright future. The path to that future is different for everyone but we should work together, encourage people to reach across the divide and to never assume anyone who voted differently from us is lesser for it. Democracy is a multitude of voices. They do not have to agree but they do have to progress together.

We are living in challenging times for many reasons. That is not an excuse to become selfish and singular. It’s an opportunity to grow and succeed together. In Canada, and in Alberta, that means respecting each other, working hard and understanding what we owe each other and ourselves.

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

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CORPORATE TAX REDUCTIONS A GREAT START FOR ALBERTA MANUFACTURERS // DAVID MACLEAN

Corporate Tax Reductions a Great Start for Alberta Manufacturers

BY DAVID MACLEAN

A

lberta’s manufacturing sector has been slowly recovering in recent years, but still has a distance to travel before it matches the output and employment levels it enjoyed before the oil and gas downturn gutted its largest market.

In 2018 Alberta manufacturing sales were valued at $76 billion – up nearly 8 per cent from 2017 but still 4 per cent below their 2014 peak. In 2018 the number of manufacturing jobs in Alberta increased by 8.9 per cent to 129,800. While our manufacturing sector is growing faster than any other province, we still employ 10.1 per cent fewer Albertans than we did in 2014.

Manufactured goods exports are performing well with the total value of exports 20 per cent higher than in 2014. This positive trend has been led by petroleum refinery exports (up $1.5 billion), vegetable oils (up $1.1 billion), and engineered wood products (up $489 million).

The bottom line is Alberta manufacturing is trending in the right direction and has been for a few years. Now, with a new UCP government holding the reins, there are a few policy changes we think could help stimulate more manufacturing growth in the province.

Announced in the early days of the election campaign, the UCP commitment to reduce the corporate tax rate from 12 per cent to 8 per cent over four years is one of most significant economic reforms this province has ever seen.

Cutting corporate taxes by a third sends a strong signal to the global investment community that Alberta is open

for business and rewards Alberta companies for sticking with it through a difficult downturn. Economist Jack Mintz predicts the corporate tax reduction will create some 55,000 jobs.

In addition to that major move, the UCP has committed to reducing regulatory red tape and even assigned Associate Minister Grant Hunter to oversee the effort.

While slashing corporate taxes and reducing red tape are great policies that will inevitably drive new growth, there’s plenty more we can do to boost manufacturing. For example, we know that investment in equipment and technology drives long term competitiveness. Our friends in the United States certainly understand this and implemented an accelerated capital cost allowance to allow manufacturers there to immediately write off capital expenditures.

The Trudeau government, with some encouragement from manufacturers, followed suit last fall and the Ford government in Ontario mirrored those changes in their most recent budget.

A similar tax benefit should be implemented provincially to ensure Alberta maintains an investment advantage.

During the election campaign, Canadian Manufacturers & Exporters (CME) ran a manufacturing matters social media campaign aimed at persuading politicians that Alberta needs a strategy to grow the sector. Red tape reduction and corporate tax reductions are a great start, but we think we can go much further toward making Alberta a manufacturing powerhouse.

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

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BDC Strides Ahead with a 2019 Mercuriades Award and a Successful WIT Initiative BDC, the bank exclusively devoted to Canadian entrepreneurs, has won the Mercuriades Award in the category of Development of a Web or Mobile Technology Presented by TELUS–Large Business.

Now in it’s 39th year, the Mercuriades Awards celebrate innovation, ambition and entrepreneurship in Québec’s business community, along with those company’s contributions to the community. The Mercuriades also celebrates female entrepreneurs. The contest is open to small, medium and large businesses and corporations.

BDC’s award is for, according to a recent press release, “technological innovation [that] recognizes an initiative to develop or integrate a digital platform for improving a business process, service or product. BDC has set itself apart through its innovative business solutions, interactivity, technological creativity, adaptive design and deployment strategy.”

“BDC is always seeking innovative ways to support entrepreneurs. Express Loan is a good example of the work our team is doing to facilitate access to financing for our clients. We are proud to have found a solution to this major technological challenge. One year after launching Express Loan, more than 2,000 loans had been granted,” said Stéphane Bilodeau, chief information officer at BDC. One of the bank’s current focuses is a commitment to increasing and developing its online presence while continuing to invest in better mobile capabilities. The overarching aim in this aligns with the BDC’s core aim: to help entrepreneurs succeed by providing fast and affordable financing. The Express Loan application, which demonstrates the tech developed by BDC in support of this goal, allows account managers to leverage iPads to authorize loans, in less than 30 minutes and in a single visit, of up to $750,000.

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

Outside of the recent recognition of the Mercuriades Award, BDC is happy to report that BDC Capital’s Women in Technology (WIT) Venture Fund nearly tripled to $200 million during its first year of investments. A list of companies WIT has invested in so far can be seen at www. bdc.ca/womenintech.

“Our mandate is to support and grow great women leaders in tech and in venture, and lead by example so other funds follow,” noted Michelle Scarborough, managing director, strategic investments, BDC Capital in a press release. “In the past year, we reviewed more than 1,000 women-led tech companies. What it reinforces to me is that the number of women choosing entrepreneurship in technology and innovation is growing in Canada and we are just seeing the beginning of women playing strong leadership roles in tech enterprise.”

WIT is not BDC’s only initiative devoted to female entrepreneurship. The bank has also earmarked $1.4 billion in lending for women-led businesses.

BDC’s focus on promoting and supporting Canadian entrepreneurs has not gone unnoticed by the business community, or those that seek to grow their businesses with BDC financing. With a commitment to women in business and to embracing the tech that is increasingly driving industry, BDC continues to make a difference for Canadians in all areas of commerce.

Learn more about BDC at bdc.ca.

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CORRECTION NOTICE

I

n the May article The End and New Beginnings: Inside the Coliseum and the Future of Northlands and the EXPO Centre, it was incorrectly stated that the Edmonton Economic Development Corporation (EEDC) forgave $47 million of debt

by Northlands and assumed responsibility for the Edmonton EXPO Centre and Coliseum. In fact, the City of Edmonton forgave that debt, closed the Coliseum and then assigned management of the Edmonton EXPO Centre to the EEDC. Business in Edmonton regrets any inconvenience the incorrect statement may have caused.

The corrected passage is: On Jan. 1, 2018, the City of Edmonton forgave $47 million of that debt and assumed responsibility for the Edmonton EXPO Centre and the Coliseum. They subsequently closed the Coliseum and assigned management of the Edmonton EXPO Centre to Edmonton Economic Development Corporation (EEDC). A little over a year later, the Northlands Park racetrack closed as well, with its successor opening in April near the international airport.

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

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EPL Board of Trustees Welcomes James Crossman and Sandra Marin During the spring two new members, James Crossman and Sandra Marin, were appointed to the board of the Edmonton Public Library (EPL).

James Crossman, data centre design engineer, PowerHouse Data Centre Group, holds a Bachelor of Science in Engineering degree from the University of Alberta. In his role at Powerhouse Data Centre Group, he works with a diverse range of teams to deliver solutions to clients.

“I’m incredibly thankful to have the opportunity to serve on the EPL Board of Trustees,” says Crossman. “I’ve been an Edmonton Public Library customer all my life and have recently discovered the joy of sharing the library with my two young children. I believe public libraries play a critical role in helping people from all walks of life succeed, and I’m delighted to be able to help EPL create new opportunities for people in this city.”

Sandra Marin, director, Sandra Marin & Associates Inc. Coaching and Consulting, holds a Bachelor of Arts degree from Carleton University, along with certification in human resources management from the University of Alberta and a certification in organizational foundations from Queen’s University. Marin is a member of the International Coach Federation and has past board experience with the Human Resources Institute of Alberta and YMCA Enterprise Centre.

She works with leaders looking to increase effectiveness and performance in their workplaces.

“I’m delighted to be joining EPL as a board member,” says Marin. “My love affair with libraries goes back to my childhood and continues to this day. As a human resource consultant and leadership coach, I’m thrilled to have the opportunity to contribute to the board of trustees at EPL – the first public library in Canada to be named among Canada’s most admired corporate cultures – whose leadership and advocacy in this city continues to lead the way.”

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

EPL first opened its doors in 1913. Today it is the Capital City’s largest lender of books, information, and entertainment.

“Our professionally trained staff take you beyond Google with the knowledge, discernment and desire to help you navigate a universe of information. The second most visited place in Edmonton, every year EPL hosts over 15.4 million in-branch and online visits across our 21 branches and website. We deliver our incredible content to you everywhere – in the library, at home or on your handheld device.

Unmatched access and unrivalled value – that is today’s EPL,” writes Benjamin Freeland, communications specialist at EPL, in a recent press release.

In addition to being the first public library in Canada to win a Canada’s Most Admired™ Corporate Cultures – Broader Public Sector award in 2018, EPL was named Library of the Year in 2014.

The Edmonton Public Library’s (EPL) Stanley A. Milner branch is set to unveil its revitalization on February 14, 2020, helping to usher in a new era for the library where books, digital collections, community support, and gathering spaces support the people of Edmonton with knowledge and social interaction.

Learn more about EPL at www.epl.ca.

Warmer Temperatures Tend to Bring Positive Movement in the Real Estate Market

W

hether it’s new buyers entering the market or existing homeowners looking to move up or to even exit the market, there tends to be more real estate activity during spring and summer months. Buyers are in a buying frame of mind, houses on the market tend to present better and often, sellers become buyers.

requirements have changed and some are finding it more challenging to get into the market.

Our recent statistics show that, so far, this spring is on trend as sales and selling prices are increasing for most home types with days on market decreasing.

REALTORS® can also advise sellers when pricing their homes, which is extremely important, particularly in our current market where inventory is still high.

As the market moves forward, we thought this would be a good time to offer some tips to both buyers and sellers.

These are a few of the services REALTORS® provide.

We at The REALTORS® Association of Edmonton recommend that buyers and sellers always utilize REALTORS®. These professionals have the expertise, access and the ability to analyze data and trends to assist clients in making a good decision.

Michael Brodrick, Chair, REALTORS® Association of Edmonton

Spring is a great time to present homes but it’s also easier to see repairs that may not be visible during winter months. It may be worth it to take care of any home repairs; to spring clean both in and outdoors including windows and walls; to boost curb appeal and to make small updates to décor. These changes may give sellers an advantage and may also maximize the chance of getting an offer closer to the list price.

On another note, Albertans recently elected a new provincial government.

RAE will continue to raise awareness around the mortgage stress test which is still negatively affecting markets like ours. Our hope is that members of the new legislature will continue to put pressure on their federal counterparts to either eliminate or regionalize the stress test. We are also hoping that this will be an issue in the upcoming federal elections.

When looking for a home, it is wise for buyers to prepare by checking their credit, getting pre-approval for a loan as well as creating a must-have list. Pre-approval is a great idea for first time home buyers as mortgage qualification

Real estate is a valuable sector in economies. Ancillary spending from real estate transactions has contributed approximately $1 billion to our economy over the past three years. A thriving real estate sector benefits us all.

Moving Life Forward.

Your next phase of life starts with a REALTOR®

FIRST CUT IS THE DEEPEST // AGRICULTURE

FIRST CUT IS THE DEEPEST Canola industry seeing red over dispute with China

BY JAMIE ZACHARY

L

ike many in his profession, canola runs deep for Scott Keller.

The prized crop takes up a quarter of Keller Farms near Camrose, Alta., sharing rotation with wheat, malt barley and a pulse – usually peas or fava beans. But it also represents three-quarters of the farm’s profits.

It’s the last to go in the ground, and first to put food on his family’s table.

Yet with canola now at the centre of a geopolitical tug of war between Canada and China, Keller is unsure of what the future holds for his farm.

“There are a lot of crops we grow that just break even. And while canola’s not a guaranteed moneymaker, it’s as close in farming as you can get to one,” he says. “Hands down, it’s been the most crop for most everybody on the Prairies that’s in a canola-growing region.

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FIRST CUT IS THE DEEPEST // AGRICULTURE

“WHETHER YOU’RE GROWING IT ON HALF YOUR FARM OR 25 PER CENT LIKE I AM, CANOLA REPRESENTS THE MAJORITY OF THE NET INCOME.” ~ SCOTT KELLER “Whether you’re growing it on half your farm or 25 per cent like I am, canola represents the majority of the net income.”

Earlier this year, Chinese officials brought Canada’s canola industry to its knees when it banned imports of the seed from two of Canada’s largest exporters: Richardson International and Viterra.

Officially, concerns were cited surrounding pests.

Unofficially, speculation centres around Canada’s earlier arrest of senior Huawei executive Meng Wanzhou on an extradition warrant issued by U.S. officials.

“This is 100 per cent a political issue. I don’t believe it has anything to do with bugs in the canola. They’re just using that as an excuse to make a point,” says Neil Townsend, chief market analyst for Winnipeg-based FarmLink Marketing Solutions, whose company’s clients are located throughout the Prairies.

“If you look hard enough at any cargo from any country on the face of this Earth, you’re going to find something that shouldn’t be there. That’s just the nature of the game when you’re talking about 55,000 tonnes at a time.”

Either way, the stakes for Canada’s canola industry are high.

Canada exports approximately 90 per cent of the canola it

produces – 40 per cent of it going to China, which imported $4.4 billion of canola products in 2018, according to the Canola Council of Canada.

“This is traumatic for western Canadian farmers. It’s sunk the price of canola, which was already being challenged by the global abundance of all types of oilseeds,” says Townsend, adding 90 per cent of China’s annual canola needs were previously being fulfilled by Canadian imports.

Prior to Wanzhou’s arrest on Dec. 1, canola futures were at $479 per tonne. By the end of April, they declined by more than eight per cent to $439.

“More farmers are going to have to hold canola until next year – not just because they don’t like the prices, but because there isn’t the market for it,” says Townsend.

Canola oil is currently not being affected by the restrictions. Chinese demand for the Canadian crushed product and the associated meal has increased slightly over the past couple years, but will not offset the declines seen with the seed, says Townsend.

Alberta might feel the brunt of the impact. While Saskatchewan grows about 55 per cent of canola in Canada (30 per cent in Alberta, 15 per cent in Manitoba), Alberta

ABOVE: SCOTT KELLER OF KELLER FARMS. PHOTO SOURCE: BRYCE MEYER PHOTOGRAPHY

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

// AGRICULTURE

accounts for almost 100 per cent of seed production in the country, says Brian Innes, vice-president of public affairs for the Canola Council of Canada.

He estimates farmers buy $1.2 billion of canola seed annually from companies located near Lethbridge – business that is now at risk when farmers are still looking to offload last year’s harvest.

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“If you’re in the business of producing that seed, the uncertainty around the Chinese market affects you, too,” says Innes, adding while the crop accounts for $11 billion in exports annually, the industry contributes about $27 billion to the country’s economy, including more than 250,000 jobs.

Innes says the Canola Council of Canada continues to explore new markets for canola. The United States imported 5.5 million tonnes of canola products in 2018 worth $3.5 billion, followed by Japan and Mexico both with 1.3 billion.

Other emerging markets include the United Arab Emirates, European Union and South Asian region.

“With uncertainty in China, it’s encouraging the Canadian industry to look more to other markets, such as shortterm opportunities in Pakistan, Bangladesh and Europe

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FIRST CUT IS THE DEEPEST // AGRICULTURE

“WITH CANOLA, THE BOTTOM LINE IS THERE’S ABOUT 45,000 FARMERS ACROSS WESTERN CANADA WHO GROW CANOLA, AND ALREADY WE’VE SEEN PRICING DROP CLOSE TO 10 PER CENT.” ~ DAVID DERWIN

or long term in Asia where growth and demand for oil is strong,” says Innes.

In the meantime, it has caused a backlog in the Prairies.

While southern Alberta farmers have already started seeding, those farther north in the province are not sure which crops to grow, says Alberta Canola Producers Commission chair John Guelly.

“They’ve typically had rotations set up for months, but are wondering if they should grow more canola because they likely still have some sitting in bins,” says Guelly, noting of the 43,000 canola farmers in Canada, 15,000 are in Alberta.

“I’m hearing there will be a five to 10 per cent cutback in the amount of canola Alberta farmers are planning on putting into the ground. But, in most cases, the seed has already been bought, paid for and delivered. It’s difficult to make a change at this point.”

If the U.S. soybean market is any indication, Canada’s canola farmers might be in for a long ride. Last June, China instituted a tariff on soybeans, which dropped the price by about $2 per bushel over a two-month period, or about 20 per cent. A year later and the market has not lifted much off those lows, instead going sideways.

ABOVE: DAVID DERWIN, COMMODITY PORTFOLIO MANAGER AT PI FINANCIAL.

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

FIRST CUT IS THE DEEPEST // AGRICULTURE

“With canola, the bottom line is there’s about 45,000 farmers across Western Canada who grow canola, and already we’ve seen pricing drop close to 10 per cent,” says David Derwin, a commodity portfolio manager at PI Financial, which works with clients across Western Canada.

farmers some nimbleness to negotiate their way through it.

“They are going to have to take profit when profit is on the table, no matter how it looks, so they can survive to farm another year.”

Townsend agrees, adding the biggest headwinds farmers will face moving forward is “more.”

Keller has no plans to fully step away from canola at his Camrose-area farm. Yet he anticipates that decision will get tougher the longer this conflict goes on – especially if he’s holding a commodity in the bin that’s devalued by nearly 10 per cent, while also having to borrow money at three to four per cent just to stay afloat.

“More uncertainty, more volatility, more geopolitical nonsense, more macroeconomic weakness,” he says. “There’s not a clear-cut, easy-to-see pathway to sustained higher prices. The more likely outcome is 2019/20 is going to be a weaker-priced year than the last decade, and it’s going to take

“The big impact for myself, and likely a lot of other Alberta farmers, is I’ve still got a good chunk of my 2018 canola crop still in the bin,” says Keller. “It’s cost us about $40,000 so far.

That’s the profit my family needs to live on for the year. It’s a major hit to the bottom line.”

“That’s a pretty big drop for a commodity that almost every farmer grows. And I don’t believe this China issue is going away any time soon.”

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

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HOW WE “STEAKED” OUR CLAIM // COVER

ABOVE: OSCAR LOPEZ, CO-FOUNDER PAMPA BRAZILIAN STEAKHOUSE PHOTO SOURCE: EPIC PHOTOGRAPHY INC.

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

HOW WE “STEAKED” OUR CLAIM // COVER

HOW WE “STEAKED” OUR CLAIM OSCAR AND JOAO BLAZE A NEW TRAIL WHERE NO CHEF HAS GONE BEFORE

BY NERISSA MCNAUGHTON

T

he pampa region of Brazil is a fertile lowland with a look and feel not unfamiliar to the Canadian prairies. Here you’ll find Gaúchos who, like North American cowboys and cowgirls, are exceptionally skilled at horsemanship, guarding and herding cattle. You’ll also see, smell and taste the way Southern Brazilians barbeque. On the pampa large cuts of meat are skewered and staked into the ground at an angle. A fire is lit nearby, and the wind fans the flames close to the meat. Slowly, the meat roasts until it is perfectly tender, exceptionally juicy, and ready to be enjoyed.

When Oscar Lopez, who co-founded Pampa Brazilian Steakhouse with Joao Dachery, arrived in Canada in 1988, this delectable meal, method of cooking, and sharing the food with friends and family were nowhere to be found on Canada’s chilly plains.

He was 10 when he arrived in Canada with his parents and two younger siblings, and being a restaurateur was not in his plans.

“I had three dream jobs,” says Lopez. “First, to be a professional soccer player. Once I realized I was not going to make it at that, I wanted to be a soccer broadcaster with a twist. I planned to narrate games in English, but with

the flair and flavour of the Spanish language. Brazilians are very passionate about soccer! Instead, however, I went to university and got a business degree with a major in international business. So, my third dream job became working for the International Monetary Fund or the United Nations where I could use my bilingual skills and my passion for travel to unite languages and culture through education.”

He pauses to reflect. “None of those dreams turned out.”

It was a University of Alberta student exchange trip to Brazil in 2002 that changed the course of his life.

“I dined at a steakhouse. I vividly remember the day,” says Lopez. “My roommate Lucas took me there. I ate for four hours nonstop! Then I didn’t eat for the next two days. It was amazing to have endless carvings of meat tableside. I was hooked! I thought, ‘This would work in Alberta. We have some of the best beef in the world in Alberta. Edmontonians like to dine out, but we don’t have this way of dining. I can bring this to Edmonton, not just the food, but the culture, the garb, the drinks and the wine.’”

It was another lofty dream. His only experience in restaurants prior to opening Pampa was his turn as a bus boy at age 13.

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

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HOW WE “STEAKED” OUR CLAIM // COVER

Today, trying to get a seat in any of Pampa’s five locations is next to impossible without a reservation, but the time between Lopez’s decision to open a Brazilian steakhouse and the actual opening day was very difficult – to say the least.

“It was tiring, depressing, stressful and full of sleepless nights,” confides Lopez. “It affected my marriage and personal relationships were lost because I worked so much.

When we came back from Brazil with the idea, Joao and I worked in restaurants for five years to learn and teach ourselves. We had no clue! The way of operating between Brazil and Edmonton are different in every way, including marketing, laws, and food handling.”

“We were short of money so we had to look for more investors, but when we had the money and experience, no landlords would take us. People looked at us like we were crazy,” continues Lopez. “Looking back, it seems like people were scared of the unknown. People had never heard of a Brazilian steakhouse and we had no experience. Banks said no to loans. My parents remortgaged their home to support us, and we all had to dig deep into our pockets. We also brought in a fourth partner.”

To say those years were discouraging is putting it mildly.

“It felt like people, apart from my wife Susana who never doubted me, didn’t believe in us. I felt like I was wasting my time and life. I was in my 30s when I should be having a career and buying a home, but instead I was living with my parents. I had a business degree and was bussing tables.”

Frustrated with the search for a landlord that would accept the concept, the partners hired a leasing consultant. After nearly 30 landlords said no, and eight years after Lopez and his partners started their journey, Pampa found a home.

“We landed our flagship, which is still open today on 109 Street.”

Once Edmontonians got a taste of authentic Brazilian barbeque, they couldn’t get enough. Within a few short years three more locations opened, with even more in development and a spinoff concept in the works.

What makes Pampa so crave worthy?

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

“Pampa is like Disneyland for adults! It’s the magic kingdom of meat!” Lopez gives a hearty laugh. “It’s like Brazil – busy, passionate and full of energy. Our restaurants are louder than average. There is a lot of interaction at the table with our Gaúchos (grill masters) and servers. Our self-serve salad bar has 50+ items that are made in-house, including the dressings and breads. We serve many kinds of meat including Alberta beef, pork, chicken, lamb, and seasonal cuts such as elk, wild boar, shrimp and salmon. Because the meat is carved tableside, you can have as much as you want.

Same with the salad bar. Unlike a traditional steakhouse where you must choose one meat and two vegetables, here you can choose and repeat, as much as you want to indulge.

When guests leave, they have a full belly, a big smile, and they are thoroughly satisfied.”

Pampa is as authentic as possible, including not having any booths since booths do not encourage interaction among guests and servers. In place of the open fires seen in Brazil, specially designed rotisserie ovens give the skewers of meat their authentic taste. Also true to its origins is a cut of beef that is seldom seen in other steakhouses: the rump.

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HOW WE “STEAKED” OUR CLAIM // COVER

“In North America, rump steak is not a prime cut of meat, but in Brazil, it is the king of cuts,” smiles Lopez. “The difference (between here and there) is how it’s cut, seasoned, grilled and served. When we came back from Brazil we had to teach our meat suppliers how to do the cut. Animals are butchered differently around the world for cultural reasons.”

Today, the rump steak is the one of the most popular items on the menu. The other is Pão de Queijo, a gluten-free cheese

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

bun that holds a Tomato Award for being one of the top 100 things to eat in Edmonton.

Lopez and Dachery know that Pampa would not be where it is today without the 40-50 team members it takes to run each location.

“Joao and I allow our team to have initiative, to bring us problems but to bring a solution with it. There is ample

HOW WE “STEAKED” OUR CLAIM // COVER

room for team members to come up with ideas, suggestions, procedures, and new ways of doing things, and we encourage that a lot. The team members that have the same values and are self-starters do well with us because we value that. They get the opportunity to move up, to hit targets in cost control, sales and revenue. As long as the work gets done within the parameters given, they can choose how to reach their goals.

Our turnover is lower than industry average. Eight years on we still have five of our original staff that opened with us, and many more have six or seven years with us so far.”

Now that the concept has been proven in Edmonton and is being implemented in other cities, Lopez and Dachery have implemented two new corporate positions to ensure standardization across the brand, focusing on consistency among each location’s food, service and ambiance.

The spirit that drove Lopez to never give up on his dream of opening Pampa still drives him today.

“I’m inspired by trying new things that I’ve never done or what others have never done. I co-founded the first Brazilian steakhouse house in Edmonton and now I want to own the biggest Brazilian steakhouse chain in Canada. My expansion plan to the end of 2021 is 10 Pampa locations across the prairies. I like to take risks and be innovative about looking for opportunities that others don’t see.”

No matter how many locations open, Lopez will never forget the journey to get the first Pampa open.

“To be honest it feels very humbling,” he confides as he looks around the latest Pampa location on the west side of Edmonton. “Sometimes I’ll stand in the dining room and look at the staff working hard day in and day out and look at the amazing customers in the chairs and I can’t believe it. It’s surreal! Many different people made this happen and helped us over the years. Sure, we had the idea and took the risk and a large part of the success is the tenacity Joao and I had, but the more we grow and the more team members and professional managers we bring on, the more humble it makes me because I realize I couldn’t do this by myself. The internal growth within Pampa has been amazing, not just for us as partners, but for the people that surrounded us from day one and that exemplify our values and grow with us everyday.”

What is the ultimate secret to his success? Lopez says it’s not a secret at all.

“Just show up and be present. Get up every day and do what you need to do day in and day out, even when things are difficult and stressful. There is no magic. You get up, come to your business, and do what you can to make it through that day. There is always an issue, problem, or challenge. Every single day is different. Your day could start early or late or end early or late. You never eat at the same time or see your spouse when you want to. You must have the will and tenacity to face the day and work on the challenges.”

From the start, giving back has been part of Pampa’s culture.

The restaurant chain has supported the Edmonton Food Bank and participates in several fundraisers and initiatives each year.

Pampa has been recognized numerous times over the past eight years and holds coveted awards from the likes of Tomato Magazine and Golden Fork, while also being named the Best Steakhouse in Edmonton by Avenue Edmonton and the Best Steak House and Best BBQ by Metro. But Lopez and his partner are not done yet. The dream has been realized, and now it’s time to take it further. There are expansion plans afoot, and he hints at taking the brand national. A little closer to home, however, something big is cooking up.

“There is a spinoff of Pampa coming!” teases Lopez. “It has to do with one of our top sellers. Watch for it this year!”

Pampa is more than a restaurant. It’s a place where people gather to socialize and enjoy the culture and traditions of Brazil. It’s where you can try different foods prepared in unexpected ways. It’s where you feel as though you were sitting on the pampa with friends, watching the cattle graze and the sun go down while the smell of roasting meat makes your mouth water as you watch the flames tease out the flavour in a skewer of beef. Pampa is where you feel right at home.

Learn more by visiting pampasteakhouse.com online and follow @eatpampa on Instagram and Twitter.

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

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INDUSTRY LEADING INNOVATION FROM TRIOVEST

n March 2019, Triovest Realty Advisors became the first property management company to win the BOMA Pinnacle Award for Innovation in Edmonton. Their nomination for the award came as recognition for their management of ATB Place on the corner of Jasper Avenue and 100 Street.

The 1.2 million sq.ft. property is owned by a longstanding major Canadian pension fund. With tenants such as ATB Financial, Telus, Provincial and Federal entities, and Bennett Jones LLP, it is one of Triovest’s largest assets in their Canadian Portfolio. “The property is an Edmonton landmark with breathtaking views of the river valley and the North Saskatchewan River,” says Sharon Baisley, Senior Director of Triovest Realty Advisors. The property is unique with its newly renovated 35,000 sq.ft. south facing plaza deck and east green space known as Telus Park.

Baisley says the Triovest style of property management is driven by the mission statement: “We create sustainable places that enhance communities and enrich relationships,” and explains that this is spoken out loud and often by all staff. “Our approach to innovation is to seek – Better Ways of Doing Valued Things. We have an Innovation Council who is focused on recognizing change before others and adapting our strategies to lead innovation in commercial real estate. Our pursuit of innovation and sustainability is a culture. It’s front and center and the way we think about it and execute it is our competitive advantage,” says Baisley.

The award-winning innovation at ATB Place was in recognition of the installation of two onsite combined www.bomaedmonton.org | BOMA Edmonton Newsletter | June 2019

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Sharon Baisley, Senior Director of Triovest Realty Advisors. heat and power plants to generate electricity and recapture heat waste. “It has reduced dependency on electricity grid power and provides financial and operational benefits to the tenants of ATB Place,” says Baisley. “By installing this state-of-the-art system, energy costs are reduced up to 50% and risks associated with rising energy costs are stabilized. Annual greenhouse gas emissions are also reduced by approximately 3,000 tons.”

Baisley says Triovest is different than other property management companies. “We don’t see property management as just taking care of properties and people.

We are partners, and we think like owners and entrepreneurs. We create change and pursue value.”

Baisley believes the company culture is a major contributor to their success. “There is an inherent sense of pride to not only work for Triovest, but to contribute from your own experiences in a way that is invited and welcomed,” she says.

Baisley has worked in the commercial real estate industry for over 20 years, for major institutional real estate firms and family owned business in Canada and abroad. While her background is in commercial shopping centre property management, leasing and development, she explains that in this industry, you get to touch everything. There is an abundance of evolving diversity. “In this business, being nimble will

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June 2019 | BOMA Edmonton Newsletter | www.bomaedmonton.org

provide options, growth and opportunity. What I did five years ago is vastly different than today, and 10 years ago even more so.”

Attributing much of her success to the people she has come across, Baisley takes no experience for granted. Good or bad, she’s gleaned wisdom from them all.

She adds the fact that she has had the opportunity to work with incredible people who have shaped her career and attitude for commercial real estate.

She fondly recalls the lessons she’s learned and the support her mentors have given her in the past, “I use each of these experiences in the way I manage my team and the way I promote their worth.”

When asked if she had any advice for others in the industry, Baisley was quick to respond, “I’ve always been able to get to know the owner or the person at the top. Having access to people much bigger than myself has influenced my career in a major way. I’ve learned immensely from this bigger viewpoint, understood their thinking, absorbed their knowledge, and used it for myself. It has fueled my curiosity and allowed me to be the best ambassador of their mission and mandate.”

“These powerful positive people taught me to be a leader, to give others what they need to grow, to be successful, and that makes me happy.”

Baisley explains the property management community within Canada is small, making relationships important coast to coast. She lists, your word, work ethic, and integrity as major contributors to your standing within the community. A successful property manager has to understand that it is not about squeezing the maximum deal out of the tenant, one must act fairly and ensure there is value for everyone.

She uses these lessons to successfully lead her team, and mentor them throughout their own careers.

Going forward, Triovest has enrolled in the Energy Efficiency of Alberta Program to guide them in promotion, design and delivery of programs for energy conservation benefiting ATB Place and other properties in their portfolio. Surprised at the lack of interest from other major property management companies, the team from Triovest saw an opportunity for significant value and reward through participation in this program, says Baisley, always eager to explore outside-the box ideas.

The senior management team is also working with internal and external partners to collaborate on a new outlook for ATB Place. “We are committed to moving forward in a progressive way and will present our vision to the Owners in the coming months,” Baisley says.

Keeping their eye on the prize, Triovest isn’t easing up on their pursuit of award-winning innovations.

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BREATHING NEW LIFE INTO AN EDMONTON ICON

hances are if you’ve looked up at the Edmonton downtown lately, you’ve noticed what was formerly known as the Enbridge Tower. While not the tallest building in the downtown, its telltale peak sets it apart from the rest of the skyline. With a prime location on the corner of Jasper Avenue and 102 Street in the heart of the downtown core, the building has for the most part remained a bit of a mystery.

Originally built in 1981 by the Batoni-Bowlen Company, co-owned by Denver Broncos Owner Pat Bowlen, the building has been occupied by Enbridge since it opened. After the announcement of a consolidation move in 2014 from the previous tenants, the building has remained vacant since 2016. With office vacancies in Edmonton reportedly on the rise and new office towers sprouting up, Birpal Aulakh, owner of Edmonton Based Lighthouse Hospitality Inc, could not pass up the opportunity to purchase the building.

Aulakh saw a need for high-end extended stay accommodations in the core and plans to repurpose the unique structure into a mixed-use facility featuring an

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BOMA Edmonton Newsletter | www.bomaedmonton.org

upscale Hyatt Place hotel and Hyatt House extended stay suites.

The hotel will offer everything a guest could want, including an indoor pool, hot tub, fitness facility and onsite spa. For further comfort and enjoyment, the third floor will include a rooftop patio complete with seating areas and entertainment options that will help long-term guests feel more at home. With half of the 315 rooms slated as long-term suites of the Hyatt House, the hotel offers the comforts of home with the high standard of service and quality one associates with the Hyatt brand.

Totalling approximately 320,000 square feet, including the three-story underground parkade, the 24-story building that was once a mystery to those without the proper security badge has been stripped down to the concrete. Aulakh is working with Dustin Bateyko, Senior Associate at Cushman & Wakefield Edmonton, along with Abdul Khurshed, Marino Padoan, and Rick Botelho, to find just the right tenants for the unique, high visibility main floor retail spaces, and

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Behind that glass façade has been a mechanical room for the building, leaving the space empty since it was built in the 1980s. Aulakh plans to take full advantage of the feature by developing the floor to allow potential clients to lease the nearly 4,500 square foot space with unabated access to that awe-inspiring view. the crowing feature – the potential for a one-of-akind penthouse office space.

Part of the retail space on the main floor consists of 8,000 sq. ft. available for a restaurant or bar that is situated right on the corner of Jasper Avenue and 102 street. As if the prime downtown location wasn’t enticing enough, imagine the impact a nine-story glass atrium window would have on the wow factor for guests. Whether they are enjoying breakfast in the sunshine or dining under the stars, enhancing their experience with those windows is sure to leave patrons in awe, and all in the heart of the concrete jungle.

Right now, while the building is still in planning stages, there is the possibility to lease the previously undeveloped peak of the new Hyatt Place Tower.

“It’s a five-story window overlooking the river valley and downtown – creating an office space like nothing else Edmonton has to offer,” says Bateyko. The development of the space offers an exclusive, first tenant opportunity.

Behind that glass façade has been a mechanical room for the building, leaving the space empty since it was built in the 1980s. Aulakh plans to take full advantage of the feature by developing the floor to allow potential clients to lease the nearly 4,500 square foot space with unabated access to that awe-inspiring view. For the time being, interested parties have room to negotiate additional square footage if required, although the window of opportunity is limited to the confines of the scheduled construction.

Bateyko says the tenant of the penthouse office would have full use of the amenities that the hotel has to offer. “With this location, tenants with national or international dealings will have the convenience of the hotel to house out of town visitors, the ability to host meetings in the attached conference rooms, and access to caterers and all additional amenities of the hotel below.”

However, with the hotel slated to open in 2020, if a tenant is not secured in time, Aulakh has plans to turn the space into a luxurious penthouse suite, available for rent, as part of the Hyatt Hotel below.

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gwlra.com www.bomaedmonton.org | BOMA Edmonton Newsletter | June 2019

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ICE DISTRICT – COMMUNITY ICE RINK AND ENTERTAINMENT HOTSPOT A

s planned, the Ice District has been successfully branded as an entertainment hotspot for Edmonton’s Downtown Core, drawing in tourists and locals alike to take in an Oilers or Oil Kings game, a concert, or to enjoy one of the growing number of hospitality hotspots in the area.

Beyond the hospitality and entertainment factor, the City of Edmonton planned for Rogers Place to contribute more directly as a hub for the neighbouring communities and Edmonton’s athletic community.

“No one was really sure what was going to happen with the different parking model and the downtown location,” says Brett Prosser, the Program Manager at the Downtown Community Arena for the City of Edmonton. “But through the two-and-a-half years since it opened, the Downtown Community Arena has grown to be the highest utilized single sheet ice in Edmonton.”

How much can you do with a single sheet of ice, you may wonder? At the moment the Downtown Community Arena accommodates practices for four partner hockey teams, games for the men’s and women’s hockey teams from MacEwan University, regular free public skate programs for the community, an extensive free Learn to Skate school program, and a Pathways Catholic school program that is run out of the facility. As well, the ice is also used by Edmonton Minor hockey and by local club teams.

“There is a public perception that the arena is just an Oilers’ play rink, largely due to the fact that it is attached to Rogers Place.” says Prosser. “That has been disproven over the last three seasons as they actually use the ice very minimally.” In reality, the Oilers and the WHL’s Oil Kings use the ice for practice only when there is an event happening at Rogers Place and for portions of the summer training camps.

Prior to construction of the Downtown Community Arena, the MacEwan University’s men’s and women’s varsity teams had been roaming Edmonton without a rink to call their own. At the Downtown Community Arena’s opening David Atkinson, then President of MacEwan University, said the university was “both grateful and proud” to be a contributing partner to the Community Arena, and that the teams’ dreams came true with “a new permanent home so close to campus.”

Starting with a win from the men’s team at the first game on their new home ice on opening day on

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June 2019 | BOMA Edmonton Newsletter | www.bomaedmonton.org

September 25, 2019, the team’s and their fans have enjoyed the 1,000-seat arena immensely.

When the arena was still under construction, the City of Edmonton partnered up with the Katz Family and the Edmonton Oilers Community Foundation (EOCF) to create and implement a Community Benefits Fund. The $1 million fund was put in place to help low income or high needs members of the community enjoy the ice supporting the aforementioned Learn to Skate programs.

“So, if you don’t have skates, helmets or anything else that you need to get out and enjoy the ice, that’s included in these free sessions,” says Prosser.

This Learn to Skate program, called the Can-Skate program, is aimed at school age children and taught by qualified professional instructors from Skate Canada.

    

A unique feature of the Downtown Community Arena that you may not expect is the Pathways school program also based out of the facility.

Setting up classrooms in what was otherwise the conference or meetings rooms, this Catholic school program is for kids that don’t thrive in a regular school setting and benefit from a higher teacher to student ratio. The Pathways students are on the ice two to three times a week as part of their physical education or recreation program.

BOMA

“Our partners at Ever Active Schools have reached out to Edmonton schools and over the year have taught over 1,200 school kids how to skate,” Prosser says.

While there are a lot of things happening at the Downtown Community Arena, the focus is always centred on the community and making sure it is a facility for everybody.

It is a year-round facility, closing down the ice only briefly every two years or so for maintenance. The partner teams run training camps in late August, with children and adult skate camps held throughout the summer. The free skate programs run all year although with a reduced schedule in July and August.

A unique feature of the Downtown Community Arena that you may not expect is the Pathways school program also based out of the facility. Setting up classrooms in what was otherwise the conference or meetings rooms, this Catholic school program is for kids that don’t thrive in a regular school setting and benefit from a higher teacher to student ratio. The Pathways students are on the ice two to three times a week as part of their physical education or recreation program. They follow a traditional school calendar with a break in the winter and summer holidays, but otherwise are in the building from September to June, the same as the majority of Edmonton students.

The numbers and the feedback show that the community and the larger Edmonton athletic community are enjoying the benefits of this beautiful new arena. “Even if you pull the partner arena bookings out, records show that the arena still has the highest bookings in the city for a single sheet arena,” says Prosser.

        

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www.bomaedmonton.org | BOMA Edmonton Newsletter | June 2019

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SAFER THAN EVER? // WORKPLACE HEALTH & SAFETY

SAFER THAN EVER? HAVE WORKERS IN ALBERTA NOTICED AN INCREASE IN WORKPLACE SAFETY IN 2019?

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n 2018, according to statistics from the Workers Compensation Board of Alberta, 23 workers across eight industry sectors were killed either on their work site or as a direct result of injuries sustained on site. While those numbers seem alarmingly high it is actually lower than 2017’s report, which cited 37 fatalities. These reports do not include workplace injuries. In 2016, the Alberta government recorded more than 45,000 injuries that required workers to either take time off or modify their work schedule. However, a study released last year by the University of Alberta’s Parkland Institute found almost 70 per cent of disabling workplace injuries in Alberta go unreported. The study suggested that the number of workplace injuries is actually closer to 140,000, which correlates to one in five Albertans suffering some type of workplace injury in 2016.

Alberta’s Occupational Health and Safety Act sets the minimum standards for workplace health and safety and outlines the roles and responsibilities of employers and workers. On June 1, 2018, the first significant updates to the Act in over 40 years came into effect; but with the one-year mark quickly approaching, have workers in Alberta noticed an increase in workplace safety and a decrease in injuries?

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

BY JAMELIE BACHAALANI

“Overall, the changes implemented to Alberta’s Occupational Health and Safety (OHS) regulations and codes have brought the province’s requirements closer to other jurisdiction’s regulations. This ensures that employers working from province to province see less regulatory differences than before. Responsibilities that used to be quite vague are now clearly defined, and we anticipate the decline of work-related injuries in Alberta to continue as the province’s regulatory approach is modernized,” says Patrick Rochefort, operational manager of Edmonton’s Safety Coordination Services (SCS).

Safety Coordination Services is a one-stop shop for all things safety in Alberta. SCS offers industrial safety courses such as first aid and hydrogen sulphide training, and over 60 additional courses that can be accessed online. Their newest online offering covers wilderness awareness for industry, hunters, campers, and the general public. SCS also provides occupational health testing, which includes hearing and drug tests, and industrial hygiene testing. Organizations can work with SCS to develop safety programs so they can come into compliance when new regulations arrive or old ones change.

The highlights of Alberta’s Occupational Health and Safety Act revisions include:

SAFER THAN EVER? // WORKPLACE HEALTH & SAFETY

• The introduction of defined sections for robotics and autonomous vehicles.

• Clearly defined responsibilities for supervisors and selfemployed persons.

• Clarification regarding the responsibilities of employers in response to violence and harassment in the workplace.

• The right for employees to refuse dangerous work while being paid normal wages and benefits during an investigation, and the right for substitute workers to be informed that prior workers refused to do the work based on a safety concern.

• Complete restrictions against employers taking threatening or discriminatory action against workers who exercise their rights and duties under the law.

• Mandatory reporting to the province regarding all injured workers admitted to hospital, opposed to the two days or more rule.

• The expansion of all worksite approvals and allowances, which makes it easier for worksites with special circumstances to get the permissions and exceptions they need.

• The protection of workers’ regular wages and benefits during a work stoppage ordered by the province.

• The expansion of the OHS’ investigatory powers to include electronic records and the ability to consult technical advisers.

• Incidents that had the potential to cause serious injury must be reported.

•Employers above a certain size must establish a health and safety program.

“The addition of mandatory joint worksite health and safety committees that meet at least quarterly is definitely one of the biggest changes. It’s a feature that is already present throughout the rest of Canada, and is a strong industry practice in Alberta that is now officially part of the OHS code,” Rochefort adds.

While no official statistics regarding Alberta’s fatality rates for 2019 are available yet, Rochefort says that

almost all the changes we are seeing have been previously implemented in most parts of Canada and reflect evidencebased solutions.

“Alberta’s OHS works closely with employers throughout the country to analyze their lost time injury rates and accident rates, and holds constant discussions with industry players about what safety initiatives are showing the best reductions in injury, illness, and loss. The revisions reflect the constantly evolving best known practices in North America for improving worker safety.”

Valard is an electrical utility contractor and full-service provider of engineering, procurement, construction, and maintenance services. Founded by Victor Budzinski and incorporated in 1978 in Grand Prairie, Valard was created on the principles of employee inclusion and quality workmanship.

Shilo Neveu, executive vice president of safety at Valard, says he likes those provisions in the revised Alberta OHS legislation that engages workers, but is also wary of general statistics that conclude all the new revisions in the Alberta OHS legislation have made workplaces safer for Albertans.

“The one thing I always say when discussing statistics is ‘what constitutes safer?’ Are fewer people dying because their work environment is safer or did they just get lucky? Is there a correlation between fewer fatalities because of higher unemployment rates? Because if you look at it from an occupational stand-point, if no one is working, no one can get hurt. But what does guarantee a safer work environment is when workers are directly engaged and have an equal say in what is going on. Workers are the ones doing the hard work. I and the other VPs here at Valard are way less likely to be hurt than the workers out on the front line who face the chance of being maimed, injured, or even killed every day.

Giving them control over their work environments instantly makes your organization a safer place to be. The opposite is also true. If your safety strategy isn’t focused on engaging your employees, then you have lost the battle.”

While government bodies and organizations should continuously strive to create safer work environments for employers, why did it take almost 40 years for any revisions to be made to Alberta’s Occupational Health and Safety act?

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SAFER THAN EVER? // WORKPLACE HEALTH & SAFETY

“The OHS Act, Regulations and Code have been revised over the years but not to the same extent as in 2018. In 2015, for the first time in 44 years, Alberta had a major change in government and these revisions were definitely politically motivated,” Neveu says. “The Progressive Conservative Party took a more co-operative approach when it came to legislation compliance. In general, the previous legislation focused on goals and less on the path of how to fulfill those goals. However, the New Democratic Party led with a major focus on revising most welfare legislation in the province (i.e. WCB, OHS, etc). The New Democratic Party revisions are much more prescriptive as they look to control each step in the process to fulfill goals. This was a major revision and change in direction that Albertans were not used too.

Other provinces whose governments have been historically led by the New Democratic Party are used to these types of prescriptive legislation. A good example is British Columbia.

Historically, the NDP government in that province has always had very prescriptive OHS legislation. By the same token, some of the revisions that were made to the legislation aren’t revolutionary. For example, the addition of worksite health and safety committees and representatives are simply bringing Alberta into alignment with the rest of the country.”

The revisions also came shortly after a Vadim Kazenelson, project manager for Metron Construction, was jailed due to a scaffolding collapse in Toronto that left four workers dead and one brutally injured. The case arose on Christmas Eve 2009 when five of six workers fell almost 13 stories after the swing stage they were on collapsed without warning.

The sixth worker, who was not injured, was left hanging in mid-air from tethers — which are required under provincial law and by industry practice. Kazenelson did not insist on all workers being tethered on that particular day because he was running out of time to see the work completed.

With new revisions in place for Alberta corporations, will employers face additional costs to improve health and safety?

“Certainly there is a cost but just like safety statistics, what does cost really mean? An ounce of prevention is better than a pound of cure and it all comes down to whether or not you want to be reactive or proactive. For most companies with a sophisticated OHS management system, especially those that are multijurisdictional like Valard, the revisions

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to the OHS legislation should be relatively easy to comply with. With any change though, if you ensure the front end is working efficiently, you save money on the back end. We all know the saying ‘safety comes first’ but to me, safety is like a canary. It is the first rumbling of a deeper problem that employers need to deal with. It’s also a reminder that safety education isn’t equal across the board. Those in management style positions, like engineers, or some trade workers, don’t have the same understanding of safety or are not provided with a high level of safety training when they receive their primary education. It’s incumbent on employers to ensure these workers understand the importance of safety and how to work safely. Because of this, you have to remind them, hence ‘safety first.’ In reality, in order for work to happen, environmental health and safety, quality control, production, and cost-effectiveness all have to be equal. Not one of these can be more important than the other; they work in conjunction with each other. For example, if production is your sole focus, your quality and safety are likely going to suck,” Neveu explains.

Rochefort adds, “Unlike prior revisions to Alberta’s health and safety codes, there isn’t a lot of new engineered solution requirements so I don’t think we will see much sticker shock as we would for new engineering guards and systems. The new health and safety committee requirement does not take effect until your organization has 20 or more employees. Operationally, I would budget for a quarter of my employees to meet calendar-quarterly for approximately one hour per meeting. If a company that consists of 20 people being paid a wage of $30 an hour had a health and safety committee, it would cost $600 per year.

The cost of dealing with just a single lost-time injury claim for an employer is much higher than this. Although it is sociopathic to think only about economics when it comes to health and safety, you can reasonably expect a lost-time injury to cost your company between $10,000 to $40,000.

A fatality would normally cost your company over a million dollars. The additional regulation actually results in more savings for companies.”

Another major revision to Alberta’s Occupational Health and Safety Act is a clear definition of harassment and violence to address workplace bullying and physical and psychological harm, including sexual and domestic violence.

SAFER THAN EVER? // WORKPLACE HEALTH & SAFETY

“There is no real cost associated with companies and organizations addressing bullying and harassment in the workplace. The focus is more so on making these things part of a greater workplace conversation and removing the stigma around them,” says Wendy Giuffre, president and principal consultant of Wendy Ellen Inc. Giuffre’s team of HR specialists provide human resources and benefits management skills to small and mid-sized companies on an as needed basis.

Neveu agrees, “You can’t monitor bullying and harassment the same as you monitor a piece of equipment. These aren’t physical objects and are more subjective in their interpretation and compliance. Often, bullying and harassment are deeply enmeshed into the work environment and as a result are more difficult to spot for the common worker. What does ‘I’m just joking’ really mean? Where possible, management and workers have

eyesafe CAN

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to evaluate their work environment and delineate, as much as possible, clear lines through education. By doing this, a policy can be created that is unique to their work environment so workers feel comfortable voicing their concerns. In general, there can’t be any tolerance for bullying and harassment in the workplace. We are a very mature civilization, and we need more mature regulations because of it. Safety isn’t a light switch, it is a scale based on standards, legislation, company policies, and workers’ engagement. Everyone needs to be aware of the rules that are in place and given the opportunity to be a part of the system. In this way, everyone can learn and adapt together.

If an organization is scared of doing so, then they have a deeper problem they need to address.”

“If workers believe their employers are not following regulations, they can file a formal complaint with Occupational Health and Safety,” Giuffre concludes.

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Congratulations to the Leaders of 2019 Join us in celebrating Edmonton’s leaders at our 7th Annual Awards Gala.

We will be honouring 20 individuals for their business acumen and contribution to community and their industry. These are the people who are making Edmonton a great place to live and work.

Save the Date Wednesday, June 19th | 6pm | The Sutton Place Hotel For more information about tickets and our ambassador table program please contact Business In Edmonton (780) 638-1777 or leaders@businessinedmonton.com

Platinum Partner

Gold Partners

Official Airline Partner

Official Wine Sponsor

The Importance of a National Energy Dialogue

2019 Board of Directors 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 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. Dennis Schmidt Legal Counsel and Associate Development Manager, Alldritt Land Corporation LP 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

Dave Warren Chief Operating Officer Scott Channon Director, Marketing and Communications Tim Ferris Director, Member Services Brent Francis Director, Advocacy and Outreach

Contact

Edmonton Chamber of Commerce #600 – 9990 Jasper Avenue Edmonton, AB T5J 1P7

By Janet M. Riopel, President & CEO

W

hether it is oil and gas, hydro, nuclear or wind and solar, energy is a foundational piece of this country’s economic fabric from coast to coast.

Missing however, is a full appreciation and understanding of the vital direct relationship between Canadian energy and the wellbeing of households and communities, not only in Canada but around the world.

That’s why beginning this month, and leading up to the federal election in October, chambers of commerce and boards of trade from eight of the largest urban centres across the country are working together to bring a pan-Canadian focus to Canada’s energy industry. Led by the Calgary Chamber and supported by Chambers across Canada, this energy conversation is creating a unified voice in all regions of Canada to highlight how we can be world leaders in both resource extraction and renewable energy.

In doing so, not only will the Canadian economy grow, but we will also be able to amplify the impact that responsibly-produced Canadian energy can have on reducing global greenhouse gas (GHG) emissions. We want Canadians to vote for Canada’s energy economy and will be advocating that all federal parties develop platforms and policies that focus on the importance of Canada’s energy at home and around the world.

As Canadians, we have a vested interest in ensuring all industries, across all regions, are healthy and performing well. The high quality of life loved by Canadians is a direct result of our interdependence.

However, in many cases we have become our worst enemy in speaking about the benefits that the energy industry currently brings to our economy and the potential it offers for a clean energy future around the world. Whether it is advocating against government policy that creates barriers to growth or seeking resolution to cross-provincial tensions that are delaying the construction of major energy projects, as Canadians we haven’t done a very good job speaking to one another about the vital relationship we have with energy. Our inability to have frank and direct kitchen table discussions about our energy future puts jobs and healthy communities from coast to coast at risk. The Edmonton Chamber and Canadian Global Cities Council (CGCC) want to change that.

Getting Canada’s resources to market at world prices is an issue that is impacting all Canadians. We need to work together to ensure there is a Canada-wide push to ensure that all governments at all levels understand the importance of this industry, the gravity of the current situation, and the importance of this industry to all Canadians.

T: 780.426.4620 • F: 780.424.7946

Continued on next page...

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But this conversation with Canadians will go well beyond the importance of oil and gas.

It will speak directly to how this country’s diverse energy mix and its technological and environmental prowess can be a global game changer.

Our country is quickly becoming a leader in wind, solar, and hydro energy. We are already ninth in the world for installed capacity for wind turbines. We have seen a 2,344% growth in solar electricity generation between 2005 and 2015, and we already produce over 59% of our electricity from hydro. This gives us a unique opportunity to look holistically at our entire energy sector and devote the country’s efforts to becoming a world leader in a diverse energy mix.

While this would clearly provide positive economic benefits, it also presents an opportunity to meaningfully reduce global emissions. Canada’s natural resources sector

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already holds itself to some of the highest standards in the world when it comes to environmental stewardship. This has resulted in continued reduction of emissions intensity as resources are extracted in Canada. By exporting Canadian technology and natural resources globally, we can offset higher emitting fuel sources like coal and increase the impact we have on global GHG emissions.

With proper regulations and infrastructure and a united voice, Canada can lead the responsible development of energy to meet growing global demand, while continuing to develop and adopt new and innovative technologies to further reduce GHG emissions at home and abroad.

This balance of getting world prices for our natural resources and a concrete path towards a lower carbon economy domestically is what we want Canadians from coast to coast to vote for when this campaign concludes after this Fall’s federal election.

Memberships that grow your business.

It’s what we do.

As a member of one of the largest chambers in Canada, you have access to a wide range of contacts, resources, policy representation, events, networking opportunities, discounts, and brand exposure that will help grow your business.

Call us today at 780.426.4620 and start leveraging your membership. edmontonchamber.com

Goal Zero Member Profile Jackson Fisk, Owner www.goalze.ro What’s your story?

Before starting this company, I worked in construction and oil & gas. During one job, I witnessed a fatality of a co-worker due to procedures not being followed. This incident triggered a career path to focus on the safety industry, identify how safety could be improved, and determine how it could be provided to businesses in a more cost-effective manner.

My business partner and I came up with the idea for Goal Zero when we noticed companies hitting an economic rut due to the recent impact on industries.

We began discussing the importance of health and safety, and how it’s costs and program implementations can be a burden. There was one thing that was important to us though, and that was making our resources and turnkey solutions accessible for companies of all sizes and backgrounds. We were able to achieve this using technology which allows us to provide our resources by working remotely, without being on-site, saving companies money.

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

I love the support we have received from the Chamber and its members. The Chamber has opened opportunities and facilitated introductions to people and business that we would not have been able to on our own.

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

Companies are always surprised that there is a different way to manage safety and be compliant.

They do not realize how easy and cost effective we are compared to traditional methods like in-house management or risking not having a safety plan and hoping nothing happens!

Who is your ideal client?

I always love this question. All companies are our ideal client, but we focus on small to medium sized businesses with 1-100 employees.

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Jackson Fisk, Owner, Goal Zero

Every company has a legislative requirement to follow and protect workers, and we can help them do exactly that.

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

Starting a business, it might take a while to learn that you cannot do everything yourself.

If you are not an expert at something, delegate it to someone who is! Bookkeeping and accounting is not something I enjoy, so I outsource it. This frees up my time to focus on other areas of the business and keeps me stress-free because I know it is taken care of.

What is your favorite thing to do in Edmonton?

Motorcycle ride through the river valley followed by good food on a patio in the summer. Or taking in our awesome festivals with friends and family.

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

Before registering or incorporating a business, it would be good to know what regulatory requirements are required. The information is available, but it’s difficult to sort through. Just imagine if you understood them before you started!

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.

Stay tuned for more information. edmontonchamber.com

The Hallway Café & Takeaway Member Profile Averie MacBean, Catering Coordinator www.hallway.cafe What’s your story?

The Kids in the Hall Program was established by e4c in 1996 as a unique way to provide support and skill development to Edmonton’s at-risk youth population and help end homelessness and poverty.

The physical space underwent a $1-Million renovation and re-branding, officially re-opening as The Hallway Café & Takeaway in April 2018.

Since our re-opening we have supported 150 youth in outreach, access to education and employment readiness training.

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

The level of support provided by the Edmonton Chamber of Commerce to businesses of all sizes and the opportunity to get to know more about the businesses in our city.

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

People tend to be the most surprised that our business is a Social Enterprise. All of our earnings in both the café and through our catering are invested back into the program allowing us to continue to support Edmonton’s at-risk youth.

Who is your ideal client?

Businesses within the downtown core are our ideal client. Individuals and companies who support the work we do with the youth and want to experience good food and feel good.

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

One challenge was the impact of our re-branding from the Kids in the Hall Program to The Hallway Café & Takeaway after a 7-month closure. Many people believed the program was no longer in existence however, through a media presence and marketing ventures we were able overcome this.

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What is your favorite thing to do in Edmonton?

Exploring the ever-changing and growing downtown core.

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

Sustainable urban farming in the downtown core. Taking advantage of rooftop spaces to create more green spaces downtown.

2019

Advocate | Educate | Connect

Mayor’s State of the City Address May 8, 2019

Presented by

Janet Riopel, Edmonton Chamber of Commerce’s President & CEO welcomes over 1600 business leaders, dignitaries and community members.

Stuart Lee, EPCOR’s President and CEO brings remarks on behalf of EPCOR.

Janet Riopel and Mayor Don Iveson presented a donation to Zahra Somani, Vice Chair of the Board at the Edmonton Community Foundation on behalf of all attendees.

Thank You to Our Sponsors!

Connecting Business 2019 Spring Showcase and Social

Whether it was showcasing their business as an exhibitor to an eager, business-focused crowd or joining us as an attendee to enjoy some informal networking and refreshments, the Edmonton Chamber’s Spring Showcase and Social offered something for everyone this April 24, hosted by The Sutton Place Hotel.

Over 30 exhibitors attended at the Spring Showcase and Social.

Congratulations to all New Chamber Members who won “Connect with the Chamber” prize packages!

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Guests took the opportunity to grow their network and share knowledge and insights with other business professionals.

BUSINESS AVIATION: FAST, FLEXIBLE AND COST EFFECTIVE // AVIATION

BUSINESS AVIATION:

Fast, Flexible and Cost Effective

BY ANTHONY NOREJKO, PRESIDENT AND CEO, CANADIAN BUSINESS AVIATION ASSOCIATION

I

t’s easy to understand the appeal of business aircraft: they take you where and when you need to go reliably and efficiently, whether it’s to a remote location, a small community that has no scheduled service or to meet with a customer halfway across the planet.

It is no surprise that companies that use business aircraft are the superstars of the corporate world. In the U.S., over 95 per cent of companies that are ranked the Most Admired, Top Performers or World-Changers use business aviation. It’s a similar story in Canada. TSX-60 companies that use business aircraft outperform those that don’t by 43 per cent.

These impressive numbers beg a question: what came first?

The aircraft or the wins? You may be surprised to learn that in almost all cases, using business aircraft came first – and went hand in hand with building success and corporate value. The freedom and flexibility provided by business aircraft are not rewards – they are an integral part of a corporate success strategy.

In a lot of ways, the reasons companies chose to use business aviation are the same as the reasons that people chose to use their own vehicles rather than public transit. On the surface, transit is a lot cheaper than using a car – in fact, studies show that it’s 10 times cheaper. But you get what you pay for. You are at the mercy of the transit schedule, routes, and face long line ups and overcrowding, cancellations and delays. These aren’t insignificant issues – they affect your life.

You must get to work on time regardless of the weather or distance. You must deliver your kids to school, appointments and activities and when all that is done, you are your own delivery service, transporting everything from groceries to Christmas trees to building materials to your home. Transit simply doesn’t cut it, so most of us manage the cost of our vehicles because it’s a necessity, not an option.

The case for using business aircraft is similar but magnified.

It’s not only about personal freedom and choice – it is also about creating and running a successful and competitive business. Your bottom line, the job security of your

ABOVE: EMBRAER LEGACY 500, ON SITE AT CBAA 2019 STATIC DISPLAY. PHOTO SOURCE: PHOTO COURTESY OF EMBRAER EXECUTIVE JETS

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BUSINESS AVIATION: FAST, FLEXIBLE AND COST EFFECTIVE // AVIATION

employees, and your future success depends on your success.

Business aviation gives you an immediate competitive advantage. A business aircraft is a private office in the sky: secure, confidential and connected. You can direct your staff, take meetings, hold conference calls, plan strategies or do research. Using business aviation ensures that your time isn’t squandered sitting in airports or hotel rooms waiting for the next flight, saving you hundreds, or even thousands of hours of non-revenue generating downtime.

deploying our aircraft to C-suite executives. To do that, we designed a program call U-CAR, which was a spreadsheet that analyzed the cost of operating aircraft against executive time saved and the number of business actions that were successfully advanced. Time and again, U-CAR consistently showed that using business aircraft was not only cost-effective, but that in many instances, business aviation was demonstrably more cost-effective than using a scheduled carrier.

It comes down to your business mindset: are you looking to grow? Or are you in a holding pattern? Maybe you want to reverse a decline. If you want to take a step forward from any of these positions, business aviation can be a powerful and surprisingly affordable tool.

Not every company needs to own an aircraft to take advantage of business aviation’s freedom. There are many ways to access business flights; full ownership is not the only option. Your situation and needs will determine how much lift you require.

Under 25 hours: charter The cost/benefit advantage Claiming that business aviation has a cost/benefit advantage over scheduled carriers may seem counterintuitive, but the fact is, depending on your destinations and the number of hours you fly, business aviation is not only cost-effective, it is a justifiable and reasonable business expense.

For example, when I was director aviation and travel at Walmart Canada, I routinely had to justify the cost of

Also known as “on demand,” charter is the equivalent of renting a car. You pay for what you use based on an hourly or daily rate, or you can book blocks of time on an ongoing basis; it’s a turn-key operation. All you have to do is book your charter and show up at the hangar or aerodrome. The charter company does all the work for you. Not only do you get door-to-door service, you can try out different aircraft.

ABOVE: THE SUNWEST AVIATION HANGAR AT YYC WILL HOST CBAA 2019.

PHOTO SOURCE: PHOTO COURTESY OF SUNWEST AVIATION

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BUSINESS AVIATION: FAST, FLEXIBLE AND COST EFFECTIVE // AVIATION

25 hours: fractional ownership As your hours and needs increase, you may need guaranteed access to business flights on short notice or a familiarity with a certain type of aircraft configuration.

In that case, fractional (shared) ownership might be for you. The larger the size of your share, the more access to the aircraft you have. As with charter, just arrive at the hangar and your fractional management company will take care of the rest.

25 hours and beyond: full ownership A number of companies need access to one or more aircraft 24/7, and for them, full ownership is the answer. There are a lot of ways to approach the cost and responsibilities of operating aircraft. Many large companies, as well as single aircraft owner/operators, manage their aircraft in-house while others turn the responsibility over to one of Canada’s

flight management companies. In either case, these aircraft are ready to deploy at any time, giving these companies unparalleled freedom to act decisively.

Where to get more information Get a guided tour of over 15 different business aircraft and meet with providers at the Canadian Business Aviation Association’s Convention and Exhibit in Calgary, July 9th11th. If you are an aviation professional or just want to find out more about business aviation, CBAA 2019 has a lot to offer, including targeted educational sessions and a special one-day rate to tour the exhibit and aircraft static display.

Find out more at www.cbaa-acaa.ca.

If you want to start using business aircraft, Alberta is home to a number of flight management and fractional ownership companies that can guide you through the process, step by step. Hope to see you aloft and on the move.

ABOVE: DASSAULT FALCON 2000S, ON SITE AT CBAA 2019 STATIC DISPLAY. PHOTO SOURCE: PHOTO COURTESY OF DASSAULT FALCON AVIATION

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Aurora Jet Partners is a local company with a global reach. We help our clients grow their business and make the most of their personal time. Whether you want to purchase a jet of your own, or charter a jet for a special occasion, Aurora Jet Partners is your local expert resource.

Founded and always headquartered in Edmonton, Aurora Jet Partners is active in our community and proud of the entrepreneurial spirit that has made the capital region a great place to do business since our origins in the early 1970s.

Aurora Jet Partners has routinely achieved the most prestigious international safety ratings available in the industry:

Image provided courtesy of Bombardier Inc.

AIRCRAFT MANAGEMENT | BROKERAGE | CHARTER | AMO LEVEL MAINTENANCE | CONSULTATION Edmonton International Airport aurorajet.ca sales@aurorajet.ca 888.797.JETS (5387) Vancouver – Edmonton – Toronto

EIA CONTINUES TO EXPAND // EIA

EIA CONTINUES TO EXPAND WHILE WELCOMING A RECORD-BREAKING NUMBER OF GUESTS FROM AROUND THE WORLD

H

ave you been to the Edmonton International Airport (EIA) recently? Not only is the airport itself buzzing with exciting developments, the land around the airport is changing too.

“The Edmonton International Airport has created a business environment that stands above and beyond a normal international airport,” says Dean Wulf, COO, The

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Avatex Companies. “EIA has become a business hub, an international training centre and a global distribution centre. It continues to innovate by attracting office, retail, distributors, entertainment and hotels that service not only a large portion of Canada’s northern population, but also much of Canada and the Western U.S. markets. From EIA’s vision to build a canal system to enhance the tenant experience to their constant global pursuit of what is

EIA CONTINUES TO EXPAND // EIA

possible at this airport, Avatex is proud to be involved in the development of the Edmonton International Airport lands and look forward to continuing our investment here.”

Avatex is currently engaged in AirPoint at EIA, a two-acre retail site; AirPoint at EIA II, a seven acre retail and office site, and AirPoint at EIA III, an eight acre retail and office site.

“It is the forward thinking done in the past that has paved the way for more investment into the EIA, and created a future that will be self sustaining,” Wulf continues. “The various AirPoint developments by Avatex are located right in the heart of this activity and capture the traffic counts and visibility of those travelling to and from the airport as well as Highway 2. EIA and all the partner groups here have worked hard to create a major hub of business, for not just the Edmonton area, but for Western Canada. We are excited to be part of this fast growing business community.”

Geoff Herdman, EIA director, real estate development is also excited about EIA’s continued growth.

“EIA has the largest land mass of any airport in Canada (7,000 acres) with half of that being available for development,” confirms Herdman. “In the last five years EIA has attracted over $750 million of private investment with over 2 million square feet of development completed since 2014. This includes an 800,000 square foot cannabis growing facility with an attached 300,000 square foot processing and distribution centre, a casino and mile-long horse racing track, an auto racing track, a golf course, a Costco, an outlet mall and two hotels, along with restaurants and retail developments.

“The new developments at EIA that opened in 2018 generated thousands of full-time equivalent jobs along with hundreds of construction jobs throughout the building process.

FOR LEASE

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professional

l e a s i n g o p p o r t u n i t i e s c o n ta c t :

Dean Wulf - 780.952.6395 | D e a n @ a vat e x . c a Jesse Rudge - 780.718.0876 | J e s s e @ a vat e x . c a BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JUNE 2019

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EIA CONTINUES TO EXPAND // EIA

Edmonton Petroleum

Furthermore, each of these businesses provides rent to EIA, which helps to defray our operating cost, which in turn allows us to charge lower landing fees to airlines, thus improving our competitiveness in attracting air service.”

Pure Golf

He goes on to note the many things that make EIA a worldclass airport, which includes a growing list of of non-stop destinations and airlines. The most recent additions include:

Golf & Country Club

• Air Canada daily non-stop service between Edmonton and San Francisco and Air Canada Rouge non-stop service to Las Vegas (Las Vegas starts September 3).

• Flair Airlines flights to Vancouver, Toronto, Kelowna, Abbotsford and Halifax.

• Swoop daily service to Las Vegas and twice-weekly service to Phoenix-Mesa and domestic service to London (Ontario), Abbotsford, Winnipeg and Hamilton. Once-weekly service to Orlando.

“Last year was our best in terms of number of travellers, with more than 8.2 million people going through our airport, and 2019 has been even busier so far,” Herdman continues. “The introduction of two ultra-low-cost airlines at EIA has really been a hit with the public in the Edmonton Metropolitan Region so we are very optimistic.

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epgcc.ab.ca

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

ABOVE: CC BY-SA 4.0: KEN ECKERT

EIA CONTINUES TO EXPAND // EIA

“AS WELL, OUR BEAUTIFUL TERMINAL EXPANSION IN 2012 GAVE US THE ABILITY TO ADD THE SERVICE OUR TRAVELLERS AND REGIONAL LEADERS WANT. WITH MORE THAN 60 SHOPS AND RESTAURANTS TO CHOOSE AMONG IN THE TERMINAL ALONE, OUR TRAVELLERS ARE ABLE TO RELAX WHILE THEY TRAVEL.” ~ GEOFF HERDMAN

“As well, our beautiful terminal expansion in 2012 gave us the ability to add the service our travellers and regional leaders want. With more than 60 shops and restaurants to choose among in the terminal alone, our travellers are able to relax while they travel.

“In addition, we are also building an Airport City as a destination. Travellers can connect through EIA and stop off for a few hours or a few days to enjoy the activities and facilities and stay in our hotels. They can even shop here and ship their purchases anywhere in the world without having to carry them, courtesy of the DeliverEase program.”

Herdman concludes, “Finally, what distinguishes EIA is our ability to maintain excellent on-time performance for our airline partners, all year round. In fact, EIA’s airside operations team was awarded the coveted Balchen/Post Award for excellence in snow and ice control at the 53rd Annual International Aviation Snow Symposium this year. This is the second time that EIA has received the award, with the first award being in 2012.”

EIA has experienced many exciting changes and has many more to come as the airport and property around it continue to deliver exceptional service to locals and tourists for years to come.

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

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ONE PARKLAND, POWERFULLY CONNECTED // PART II

ONE PARKLAND, POWERFULLY CONNECTED – PART II PARKLAND COUNTY IS PROACTIVE IN BUILDING A BETTER FUTURE FOR ITS RESIDENTS DESPITE THE UNCERTAINTY OF THE COAL INDUSTRY

I

BY NERISSA MCNAUGHTON WITH PHOTOS BY THERESA MUTH PHOTOGRAPHY

n the March issue of Business in Edmonton Magazine, Parkland County discussed the exciting infrastructure changes in the region and the growth in Acheson Industrial Area. Today, Parkland County reveals that despite the ongoing changes in the coal industry, the County is committed to meeting challenges head on with a series of short and longterm goals strategically designed to protect the people, places and jobs where 32,000+ residents call home.

Up in the Air The Government of Canada’s Coal Phase Out: The Powering Past Coal Alliance was designed to tackle a very serious global problem. Coal firing plants account for nearly 40 per cent of the world’s electricity, making coal a top contributor

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

to climate change. In 2016 the Government of Alberta accelerated the coal phase out under its Climate Leadership Plan, throwing the pace of job loss and uncertainty into overdrive. Things are sure to change again with the 2019 provincial election when the United Conservative Party came into power, touting on its platform a plan to go softer on carbon issues with what it calls “a sensible approach.”

In Parkland County there are very real and very hardworking people affected by these rapid and ongoing federal and provincial changes. Retirements, jobs, well being, and social structures are at risk. While the County acknowledges that climate change must be addressed, it also commits to protecting its communities.

The future of coal may be up in the air, but Parkland County remains firmly grounded. While the politicians battle it out in Ottawa, Parkland County has been hard at work diversifying,

ONE PARKLAND, POWERFULLY CONNECTED // PART II

attracting new business and residents, growing the tax base, and getting ready to engage in a future that is less reliant on coal. Mining towns often turn into ghost towns, but the communities of Parkland County aren’t having any of that, thanks to an active, agile, engaged council.

Big Changes, Big Results Rather than just focus on coal, Parkland County has decided to look at how each resident, from those working in coalsupporting jobs to babes-in-arms, are affected by the phase out. With this assessment, the County has focused on several factors including building social communities, increasing engagement in agriculture, and becoming an attractive hub for digital technology.

Over the last year, much work was completed on initiatives including but not limited to: • Keep Parkland Growing: a social media campaign that sought to engage the residents of Parkland County in the conversation surrounding the impacts of the phase out of coal and what the County needs to continue to thrive well into a future without coalfired power generation fuelling the local economy.

• The Entwistle Outdoor Pool & Community Hub and the Hamlet Reinvestment Strategy: seek to improve rural communities’ social spaces such as recreational facilities and libraries, creating safe and welcoming gathering spaces where people can meet and be active together.

• Smart Parkland: an initiative to improve lives, communities, businesses, and careers by making the internet accessible in rural areas. This includes plans for a fibre network infrastructure to bring high speed internet to Entwistle.

• The trickle-down effect of the coal phase out has affected many careers, including fire fighters who had duties at the TransAlta plant. To maintain emergency response times, the County has hired three fulltime firefighters in Wabamun.

• An agricultural program and services review completed last year put forward recommendations that will increase prime farm land, improve agricultural waste management, enhance

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ONE PARKLAND, POWERFULLY CONNECTED // PART II

communication with agriculture producers and undertake an irrigation feasibility assessment.

• Parkland County has approved several infrastructure investments and reduced red tape to attract and support developers and businesses. This strategy is working. More than 950 building and development permits were issued last year.

• Recognizing the potential in the cannabis market, Parkland County was pleased to have attracted Freedom Cannabis to Acheson. The County understands this emerging industry and is working towards attracting more growth in this area including zoning for micro and major cultivation, processing and retail.

• Growth and development in Acheson continues with diversification into data and technology alongside transportation and manufacturing. The industrial area seeks to be an attractive option for tech-forward companies such as data centres.

• The Tri-Municipal Regional Transit Plan will further unite Spruce Grove, Stony Plain, and Parkland County, helping residents get around the tri-municipal area with reliable public transportation. The Transit Plan gives residents access to a wider area for work and social engagement.

Proactive, Not Reactive Seeing the winds of change on the horizon, Parkland County has chosen to be proactive, not reactive. Change is coming, but instead of waiting to see where that change takes us, the County is choosing to be positive and prepare for a variety of outcomes while constantly working towards a strong, safe, welcoming, business-friendly region.

From community hubs to technology infrastructure, job creation to agriculture support, families in Parkland County can rest assured that their interests and needs remain topof-mind.

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M&Z Industrial Supply Ltd. Celebrates 40 Years

By Nerissa McNaughton

M&Z Industrial Supply Ltd.

Celebrates 40 Years

M

&Z Industrial Supply is the place to go when you need fasteners fast. They’ve been holding the mining, forestry, petrochemical and construction industry together for 40 years.

The company was founded in 1979 by John McShane and Phil Zaboroski. While McShane has since retired, Zaboroski remains with M&Z, answering the phones and inspiring the next generation of leadership with his work ethic and business acumen.

The company’s focus is on one thing and one thing alone: fasteners. That means, M&Z has honed their expertise over four decades and has the products and processes in place to get customers exactly what they need – fast.

“People are surprised by the size of our Edmonton warehouse and our range of products,” says Drew Schofield, vice president.

He goes on to note that speed of service is one of the things that sets M&Z Industrial Supply apart from its competitors.

By Nerissa McNaughton

How is this speed accomplished? The M&Z Industrial Supply warehouse is 64,000 square feet. An expertly trained team of nearly 50 employees know the product and customers, enabling a quick turnaround time on orders.

Stock levels and custom fastener orders are no problem, thanks to M&Z starting and continuing a partnership with Strathcona Manufacturing Inc. and its managing partner Brian Betts. If a part is not stocked, M&Z makes or finds it. With these people and processes in place, more than 95 per cent of orders ship in 24 hours or less.

M&Z Industrial Supply has always been resilient, as evidenced by an event that took place just eight years after the company opened: Black Friday (not the delightful shopping holiday. The tornado).

In 1987 a F4 tornado hit Edmonton, leaving a path of death and destruction in its wake.

M&Z’s facility was one of the properties that was damaged. The tornado happened on a Friday.

Business resumed on Tuesday.

M&Z Industrial Supply Ltd. | 40 Years

From the start it was the organization, corporate culture, and processes that made the company a success and able to withstand everything that came its way, from the ups and downs of the Alberta economy to one of the province’s worst natural disasters.

M&Z is a promoter of Canadian manufactured products, even though it is an increasing challenge to compete against imported fasteners. Holding fast to the fact that products made here are done so with the understanding of our industry and climate, M&Z is pleased to offer a wide range of products that include heavy hex nuts and bolts, stainless steel studs, carbon steel bar, and much more. Zinc plated, cadmium plated, xylan coated and galvanized fasteners are among the 3,000,000 pounds of routinely stocked inventory. If its not on the shelf, M&Z’s nearby partner Strathcona Manufacturing uses its two CNC machines to quickly make or customize collar bolts, grayloc and tommy nuts, double end and step studs, 12-point flange screws and more. Each item, be it stock or custom, is carefully crafted and inspected to meet rigorous quality controls.

The “people that make M&Z stronger” extends to the community. M&Z knows that strong communities are made up of not just industry, but the organizations that lift people up in their times of need. In support, M&Z gives back to many non-profit organizations, including Kids Kottage, Show Kids You Care, the Festival of Trees and The Salvation Army.

Edmonton, and Alberta are changing. The industries we relied on for our province’s prosperity are changing too. The field of energy ebbs and flows, and we are seeing important strides in healthcare and technology. One thing, however, will always remain the same. Alberta needs expertly made, reliable, fasteners – so M&Z will always keep holding the province together.

This year M&Z Industrial Supply introduces a new look and logo to celebrate 40 years, and to usher in a new era for the company built on the foundation of its past success. Stay tuned to www.mzind.com for more information, and to see the new website reveal.

M&Z likes to say, “Our products make things strong. So do our people.”

Schofield notes, “We have given out a lot of 10 and 25-year service awards to our staff, which is incredibly rewarding.” He cites “our customers and staff” as integral components of the company’s 40 years of success.

7823 – 25 Street, NW, Edmonton AB T6P 1N4 780-440-2737 | 1-800-661-6923 www.mzind.com

M&Z Industrial Supply Ltd. | 40 Years

THE COMMUNITY BUILDERS

RPK Architects Ltd. • 50 Years

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BUILDING SOMETHING BETTER

Bravo RPK Architects At MNP, we know that building a successful business requires vision, innovation, courage and leadership.

It’s that conviction that sets you apart to accomplish something truly extraordinary.

Congratulations to RPK Architects Ltd. on 50 years of success.

To find out what MNP can do for you, contact your local business advisor.

MNP.ca

R

ockliff Pierzchajlo Kroman Architects Ltd. (RPK) is pleased to be celebrating it’s 50th year in business.

The founding partners, John Rockliff and Erwin Bauman, laid the groundwork, creating architecture around the ideas of community and collaboration, with a focus on client service.

“My father, John, would come to work on some weekends and I would join him,” says Jonathan Rockliff. “As a kid it was fun to play with the markers, set squares and circle templates – the tools of the trade before computers came in.”

Jan Kroman joined RPK in September 2015, making the move from Calgary to Edmonton to be with the firm.

“I wanted to build the future by working on set designs for shows like Star Wars and Star Trek,” says Kroman. “But then I realized the more realistic path to the future was to become an architect!”

Jan Pierzchajlo has been with RPK for 30 years. While on a working holiday with his wife in Berlin, the couple talked about returning to settle down in Canada. After discussions with his former employer, John Rockliff, he decided to come home to Edmonton to join the firm.

Premier Building Solutions working with Points West Living & RPK Architects to make aging with dignity affordable.

Address: B3, 37 Burnt Basin Street, Red Deer, AB T4P 0J4 Telephone: 403-346-5566 | Fax: 403-340-2275 www.premierbuilding.ca

“Something I find remarkable is that when I joined, there were 15-18 team members in the company and that was considered large. Thirty years later we remain the same size of a company, but now we are considered boutique,” says Pierzchajlo. “Being ‘boutique’ gives us the ability to not only be owners, but to also be the hands-on managers of jobs and to be the design architects. We live in a world of mergers and acquisitions, but we remain independent and in control of our future.”

RPK Architects Ltd. • 50 Years • 2

environment for our people so they can do their best and be passionate about architecture.”

RPK’s work has touched, inspired and improved thousands of lives.

One project Kroman is particularly proud of is the work RPK is doing on the emergency department of the Misericordia Hospital.

“As someone who was born at the Misericordia, I find it awesome that we can affect change locally while working on this state-of-the-art project,” says Kroman.

“A lot of our success is from repeat clients,” adds Rockliff.

“We have been doing work for the Alberta government, for example, since 1969. RPK is also known for its long-term employees. We have had people working here for 20-30 years. I’ve heard several times that clients are attracted to that because it sends the message that our team can follow through for the duration of the project.”

Pierzchajlo agrees, “The average length of stay in our office is 17 years and people kind of do a head snap when they hear that! With RPK, the people that started your project will finish it, and the next one and the one after that. We have old fashioned values in wanting to have a great work

“The types of projects we work on,” says Pierzchajlo, “healthcare facilities, projects for seniors, affordable housing – these are projects that are welcomed in communities and often, projects that people have waited on for a long time. Those openings are joyous occasions.

There is genuine joy to see the population being served by that building. It’s nice to come back and see it functioning and fulfilling its role, providing services in the community that are needed. We build infrastructure that helps society operate and we are proud to be a part of that.”

Rockliff adds, “There are many ways to measure a successful project. For us, a big part of it is design. We want a building where the roof is not going to leak in five years. We want it to perform as it should; we take great pride in the design work, the technical parts of the projects, and managing the projects from conception through completion.”

Congratulating Rockliff Pierzchajlo Kroman Architects on 50 successful years in business Our Consulting Services Include

For over four decades we have been proud to partner with your dynamic firm creating places to live, work, play, teach and heal.

• Mechanical/Electrical Engineering • Energy Performance Management • Building Commissioning

Vancouver | Edmonton | Calgary | Winnipeg | Toronto | Moncton www.mcw.com

RPK 50th.indd 2

RPK Architects Ltd. • 50 Years • 3

4/26/2019 2:04:01 PM

With three partners and five associates, nearly half the office is fully engaged in the management and delivery of each project. Each client typically has a partner and an associate involved, ensuring decisions are made quickly at the senior level, which keeps projects on track and on budget.

Pierzchajlo smiles, “I’m rewarded by seeing our projects serving their purpose and the support and benefit they accrue in affordable housing, schools, fire halls, hospitals,

etc. The buildings we design are for our clients and end users, not for us. We always look at things in the best interest of our clients.”

RPK’s work includes affordable housing in the Belvedere neighbourhood, Elmwood senior housing (Phase I), a home for the Ociciwan Contemporary Art Collective in the up-and-coming Quarters district, a seniors facilities in Cochrane, and many more.

AltaPro Congratulates RPK Architects on 50 years of “Achieving exceptional results with your team and customers”

RPK Architects Ltd. • 50 Years • 4

DESIGN BUILD - MAINTENANCE ELECTICAL SERVICES - SOLAR CAPTURE THE SUN - ENERGIZE YOUR WORLD

Phone: 780-444-6510 solar@altapro.ca

Londonderry Redevelopment- 240 homes Estimated completion - 2021

#storiesofhome Although each project is equally important to the firm, an innovative process on one of their latest projects has the partners excited about the future direction of collaborative work.

Rockliff explains, “Sakaw Terrace, a GEF Seniors Housing project, used a newer type of delivery method called integrated project delivery. It was our first time with that type of delivery. We entered into a contract with the owners, major subtrades, etc. What it boiled down to was that we had skin in the game. It opened our eyes to a few different ways to deliver a project, be it a communication piece or a collaboration piece. For us, that was new. In the end, the building and the people had a really elevated sense of pride. I see that building as better built than a typical building. I see it as a symbol of the pride everyone had in the project.”

RPK Architects is committed to not only designing and building facilities that stand the test of time, they are focused on building communities and creating the structures that matter to those that need them the most.

The LEX3 team congratulates RPK Architects on their impressive milestone and commitment to excellence in architectural service. Thanks very much for the ongoing privilege of being your structural engineering partner.

UnitB Coworking10187 104 Street Northwest, Edmonton lex3.ca

“A huge weight has been lifted, knowing I’ll be able to afford rent, bills and groceries without having to use the food bank or borrow from friends.”

Meghan, CRH tenant

Capital Region Housing (CRH) is home to over 9,000 families and individuals like Meghan who have stories of hope; stories of newfound homes, communities and relationships; stories of first and memorable experiences; and stories of financial stability and growth.

Through our #storiesofhome, we are reminded of the significant role that CRH plays in the development of safe and affordable housing, in the regeneration of social housing and in the development of vibrant and inclusive communities.

Our vision for home is customer-focused, sustainable and affordable. That’s why we put those we serve first, by continuing to develop safe and affordable homes and partnering with private sector organizations to provide affordable housing that meets the needs of everyone, regardless of their income.

To learn more about CRH, visit www.crhc.ca

RPK Architects Ltd. • 50 Years • 5

Congratulations to RPK Architects on your 50th Anniversary!!

1227 – 91 Street SW, Edmonton, AB T6X 1E9 P 780.738.8808 | F 780.738.3303 | E info@geometrixgroup.ca www.geometrixgroup.ca

Congratulations on 50 years!

From using markers and set squares to working with cloud computing and software, the firm is actively engaged in the tools, innovations, processes and ideas that enable them to give back to the people they serve. A commitment to a creative and progressive workplace for the team; a collaborative and full-service process for the client; and a positive, high-quality, lasting, safe and exceptionally functional result for the end users is all RPK wants at the end of the day. You won’t see a monument with their name on it, but you’ll see many happy citizens that have a place to live, socialize, and be an active part of the community. When they see that, the partners know their work is done.

This year RPK turns 50. Where do they go from here?

3740 - 73 Ave Edmonton | 780.440.1414 www.collinssteel.com

Congratulations

to RPK Architects on 50 years of business excellence!

For Kroman, the future means becoming more recognized, especially for their growing list of projects in the city. He notes, for example, an honourable mention RPK received for a submission to the City of Edmonton’s infill design competition.

“Without changing our core values, we are ‘coming back home,’ focusing more on Edmonton. The work we do across the province is wonderful but doing work in our own backyard feels that much more meaningful,” says Kroman.

“I know it sounds cliché, but the next step is another 50 years,” concludes Pierzchajlo. “We have been executing a succession plan over the last 10 years. The next generation coming on means active renewal will continue. We will stay current and move forward. We do not reinvent, but we become better and evolve.”

Food Facilities Planning Specialists Suite 311 – 316 Windermere Blvd. Edmonton, AB T: (780) 414-6116 F: (780) 414-6117 www.burnstadconsulting.com RPK Architects Ltd. • 50 Years • 6

rpkarchitects.com

Ronald G. Chowne, Q.C., John B. Williams, and Gary D. Sciur, Q.C.

Prowse Chowne LLP Celebrates 60 Years

By Nerissa McNaughton

I

n the first grade, J. Cameron Prowse, Q.C. told his teacher he wanted to be a lawyer. Today he has practiced law for more than 40 years. For Cameron, his partners, and the support staff at Prowse Chowne LLP, law is not just a job. It’s a calling.

The firm’s roots go deep. Cameron’s grandfather was admitted to the bar in the early 1900s and began practicing law in Taber, Alberta. Cameron’s father studied law at the University of Alberta and founded what became Prowse Chowne LLP on June 1, 1959. Ron Chowne became a partner on April 15, 1977. Cameron joined the firm in 1977.

“We pride ourselves on providing the advice you need and the results you deserve,” says Cameron. “We work hard to develop long-term relationships with our clients and try to become more than their lawyers; we wish to be their trusted advisors.

Our clients call us for advice about more than just legal matters. They call to take advantage of the very significant experience here. We have lawyers that have practiced for more than 40 years.”

PROWSE CHOWNE LLP

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J. Cameron Prowse, Q.C.

move with the times. In fact, embracing change is one of the many reasons the firm remains so dynamic and agile.

Their significant experience covers a very broad range of practices, including business and commercial litigation, expropriations, patents and trademarks, employment law, alternate dispute resolution, and much more.

Cameron explains, “We offer a variety of services because there is quite a synergy that develops among the different disciplines. One of the things that has always concerned me is when you see someone that is an expert in only one area. There is an old saying about ‘knowing more and more about less and less until you know everything about nothing.’ In this world of specialization its easy to miss things because you are so focused on a speciality. You miss an opportunity to gain some advantage. We have tried to keep the number of services broad, so we don’t become too narrow.”

Prowse Chowne LLP is proud of its six decade history, but that doesn’t mean the firm can’t

PROWSE CHOWNE LLP

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“The most recent area of practice we added is intellectual property, which we started four years ago,” notes Cameron. “We decided to add this because we saw a number of synergies with our other business clients. Instead of sending them somewhere else, we wanted to be able to help them in house. With this we have developed a solid expertise in this area. We greatly enjoy working with people that just made their discovery or created their technology to help them reach their maximum potential.”

It’s not just areas of practice in which Prowse Chowne LLP is progressive. In 2006 the firm moved from its southside location, where it had been since 1959. The move downtown opened up new opportunities and changed the perception others had of the firm.

60TH ANNIVERSARY

“People believed that downtown lawyers were somehow better. It’s not true, but that was the perception,” laughs Cameron.

“It’s very rewarding that the core group has been together for so very long. I also find it rewarding that we are able to bring new people in, see that they fit right in and that they enjoy each others company. We have developed a culture where our professional staff socialize and care about each other.

The firm had grown steadily and required a new home, and downtown fit the bill. The move, however, was not just about a good location. For Cameron and his partners, it was also about ensuring a welcoming environment for every client, regardless of their company size or details of their case. To that end the firm worked with designers to ensure a professional and polished, but not opulent and intimidating environment.

“On the personal side I also find it rewarding that my eldest son and daughter both work here and that they achieved that on their own merit, not because their last name is Prowse.”

Every year the firm takes the staff on a retreat to help build the corporate culture.

“When I talk to other lawyers about the transactions and deals we do here, they are surprised about the magnitude of the deals we have done.

Potential clients are sometimes surprised at the complexity of the transactions we have completed and are capable of doing: corporate reorganizations, sales and acquisitions that are well into nine figures. People are surprised that at our size we have the ability to do transactions like that.

However, while we also work for large or multinational corporations, a lot of the people we help are mom-and-pop operations and local small businesses. Those are the people that are intimidated by a huge office or grand surrounding with lots of marble and glass and so on. I’ve been in some other offices and they are beautifully done, but I feel our clients would be intimidated and that is not what we are looking for here.”

“That is one of the things that helps to build the sense of team we have. Nobody is afraid to go into anyone’s office to get advice or ask questions. We don’t have silos where people practice on their own. We encourage people to ask questions. It’s rewarding to see that happen on a daily basis. It improves the quality of advice we give to our clients as well because we have the input of several people for each client.”

That advice always comes with a personal touch.

Cameron explains that the size of a deal does not matter; what the deal feels like to those involved matters the most. For example, a business that someone spent a lifetime building is difficult to part with. He says, “The advice they need is not always ‘just sign this document.’ Sometimes the advice clients need goes way beyond that. What does tomorrow look like? That is the touch we

For Prowse Chowne LLP, providing the service clients want and need comes down to moving with the changes in the industry and offering services in a welcoming environment to companies of all sizes and individuals from all walks of life. It’s equally important to build a team that can serve those needs.

“People are impressed with the diversity of the firm in terms of culture and gender,” Cameron points out, “but when they say that it surprises me a bit. We never set out to be diverse but to simply hire the best people we could find. As a result, we organically became diverse.”

He and his partners enjoy working with, and building, the team.

PROWSE CHOWNE LLP

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60TH ANNIVERSARY

sat on the board of directors for Habitat for Humanity, James Song is on the board of Edmonton International Fringe Festival and the company supports a number of local community initiatives.

add for our clients – helping them with what tomorrow looks like.”

If Cameron and his team could say one thing to the people of Edmonton it would be this:

The firm is proud to have four partners with a Queens Counsel (Q.C.) designation, and thanks the partners, staff, clients, and their families for their years of support. Cameron also thanks his father, John C. Prowse, Q.C., the man who set the wheels of Prowse Chowne in motion.

“Please talk to us before you sign anything.

Sometimes someone comes in with a signed deal saying, ‘Can you help me?’ When it comes to contracts, some of the things listed may not be in your best interest and the other party may not be open to negotiating after the fact.”

“All lawyers are not the same,” concludes Cameron. “I think there are two main categories of lawyers. There are deal makers and deal breakers. We pride ourselves on being deal makers and problem solvers. We find ways to help people do things. We don’t say it can’t be done. We come up with innovative and creative solutions to solve problems. Litigation is good for lawyers but solving problems is better for clients. For us, the best thing to do is find the solution for the problem.”

The Prowse Chowne LLP website features a blog with even more advice.

“The more that people understand about the law, the better equipped they will be to know when they need advice,” explains Cameron of why they maintain the blog. “The law is very complex. If you don’t know you are about to step in the glue, you don’t know you should be talking to someone about how to avoid that. If you don’t know you have a particular legal right or entitlement, you may miss an opportunity for yourself. If we can help educate people about that, we can help them recognize an opportunity or avoid a problem.”

As for this year’s big anniversary, “Sixty years,” smiles Cameron. “There are not a lot of firms that get anywhere close to 60 years. Not only have we made it to 60, the future is looking very bright! We have some wonderful people that we were fortunate to hire, and everyone’s commitment to the firm is strong. We are on our way to another 60 years.”

It is also very important for Prowse Chowne LLP to give back to the community. Ron Chowne has

Suite 1300-10020 101A Ave NW, Edmonton, AB T5J 3G2 780.439.7171 info@prowsechowne.com

PROWSE CHOWNE LLP

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60TH ANNIVERSARY

WHAT C-SUITE PLAYERS CAN DO TO HELP DRIVE INNOVATION // EEDC

WHAT C-SUITE PLAYERS CAN DO TO HELP DRIVE INNOVATION Edmonton is at a tipping point – one where our world-class talent and creativity could open new frontiers and define our city’s future. As we look toward every exciting, unpredictable tomorrow, Innovate Edmonton will be there to bring our brightest minds together, ignite the imaginations of our city’s entrepreneurs and support communities that strengthen us. Do you want to help? Here are some ways how. ~ Cheryll Watson, Innovate Edmonton, a division of Edmonton Economic Development

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alling all Edmonton’s C-Suite players! Edmonton’s technology and innovation community is set to quickly become one of our city’s next major industries. Startup Edmonton alone assists hundreds of entrepreneurs a year in their startup-phase, and the city is pushing to increase that number as much as possible.

Even if you’re not a technological mastermind, getting involved in Edmonton’s tech sector can be a mutually beneficial relationship for both of you. They have the innovations and understanding of tech, and you have the business know-how to get things done. Getting involved isn’t as difficult as it may seem at first, so here are a few ways you can help promote Edmonton’s next big business venture.

Attend Events One of the best things you can do to become a major player in the tech and innovation industry is attending events around Edmonton. Startup Edmonton hosts more than 285 events each year. Not only will this help boost the morale of companies by showing them that Edmonton’s top executives are interested in what they are doing, but it’s also a great opportunity for you to see first-hand what these organizations are accomplishing. Attending events is also a fantastic way to network and meet some of the most brilliant minds in Edmonton, and you never know when that might come in handy in the future.

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Share Content and News Word of mouth is a powerful tool for companies just starting out. Marketing campaigns can be expensive for businesses still trying to get off the ground, but getting their name out there is vital to success. Nowadays, with the internet the way it is, spreading the message is easier than ever — but it’s important for people to interact with what you’re saying. As a C-Suite player, your social network is vast and high quality. On your end, all it takes is a quick share on an article or post from one of these companies, and they’ll be reaching the people they need to.

Become a Mentor Mentorship can be a huge advantage to a small startup company in Edmonton. A lot of the time, these companies are just starting out and their business prowess might not be at its peak. With your years of experience and your knowledge of how the business world works, you are an invaluable asset to a company. Even if you aren’t fluent in technology, what you know about running a business can keep an otherwise strong company from struggling.

Invest Locally Money. It’s one of the things that can make or break a company at the very beginning. Finding start-up capital can often be difficult for small businesses—and that’s where you come in. Chances are, you’re already the investing type, so why not invest in a local company you can watch grow first hand. You’ll benefit when you see the return on your investment, it will allow the business to grow without worrying about where their next paycheque is coming from, and Edmonton’s innovation community as a whole will be

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thankful. If you do your research and find a company that’s right for you, it’s a win-win situation.

As a major player in Edmonton’s business sector, you have the opportunity to help thrust Edmonton innovation onto the global stage. With the tools at your disposal, and the network of like-minded individuals around you, you are in the perfect position to support Edmonton’s next big industry. Working together with these small companies, you can help the city grow and become the next big name in technology.

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