November 2013 Business in Edmonton

November 2013 $3.50 businessinedmonton.com

STEPHEN MANDEL: PRIVATE CITIZEN Champion of the City

Manufacturing

A Manufacturing Powerhouse

Financial Planning Retirement: The Big and Pricey Surprise

Blazing Saddles

Human Capital: The official magazine of the Human Resources Institute of Alberta

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NOVEMBER 2013 | VOL. 02 #11

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Features

Regulars

Mandel says goodbye, Icelandair says hello, and baby boomers redefine aging. Learn more in this issue of Business in Edmonton.

Each and every month

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ECONOMIC FACTORS

BY JASON BRISBOIS

Scientific Leaders of Tomorrow Creating a Bright Future

Cover STEPHEN MANDEL: PRIVATE CITIZEN

BY MARK KANDBORG

Champion of the City

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OFF THE TOP Fresh News Across all Sectors.

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Company Profiles 43 ACTION ELECTRICAL LTD.

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Springing into Action

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

MANUFACTURING

BY RECHELL MCDONALD

A Manufacturing Powerhouse

You radiate success.

Keep shining.

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Nicole Bourque-Bouchier, David Bouchier

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Mogens Smed DIRTT Environmental Solutions Ltd. Cleantech

Gregory Hartman, Dan Smith, Darrell Boulter, Paul Smith, RIDE Inc. Emerging entrepreneur

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Features

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continued

Mandel says goodbye, Icelandair says hello, and baby boomers redefine aging. Learn more in this issue of Business in Edmonton.

EDITOR Mark Kandborg

EDITORIAL COORDINATOR Nerissa McNaughton

EDMONTON’S TOP INDUSTRIES

BY NERISSA MCNAUGHTON

COPY EDITORS

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26 FINANCIAL PLANNING 55 BLAZING SADDLES

| BY BEN FREELAND

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| BY JOHN HARDY

Retirement: The Big and Pricey Surprise

November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

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ECONOMIC FACTORS JASON BRISBOIS

TOMORROW’S SCIENTIFIC LEADERS CHARTING A BRIGHT FUTURE FOR US ALL

BY JASON BRISBOIS AND GUEST COLUMNIST LISA JEANS

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scientist in his late 20’s passionately holds court in front of a rapt audience of 200 people including: Werner Wnendt, the Ambassador of the Federal Republic of Germany to Canada, senior scientists, fellow graduate and undergraduate students, and representatives from government and industry. This student scientist is Emanuel Forster. The PhD candidate from Forschungszentrum Jülich in Germany is at the Lister Centre on the University of Alberta campus on a sunny fall morning to explain his research, which involves using a new membrane technology to separate valuable hydrogen from the carbon monoxide emitted from burning fossil fuels or biomass (biological material derived from living organisms, such as plants).

At first glance, this event could be any science conference at any university; but the Helmholtz-Alberta Initiative Science Forum is no ordinary research conference. While graduate students and post-doctoral fellows have the traditional opportunities to describe their research through oral presentations, poster sessions, and a panel discussion, they are also forging bonds between Alberta and Germany that will help shape their future research careers and the science of tomorrow.

To understand the difference between the Helmholtz-Alberta Initiative Science Forum and other conferences, you have to look at the initiative’s history and why it was created: to work cooperatively to develop solutions to complex global challenges in fields such as energy and the environment, ecosystem and resource informatics, and

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But what was truly amazing was each student’s ability to explain their work in a way that a non-scientist could understand. health. It follows a multidisciplinary conceptual research approach, integrating basic and applied research for sustainable development.

With a partner like the Helmholtz Association — with its overarching mission to respond to the grand challenges faced by society, science and industry, and to direct research activities towards the issues that will play a decisive role in determining our future — the University of Alberta sends a clear message about its own aspirations when it comes to leadership on divisive Albertan issues like energy and the environment. The Government of Alberta committed $25 million (CDN) over five years, and the Helmholtz Centres and Association funded $8 million (CDN) in seed money to support the research groups in developing high quality, leading edge research.

The partnership began in 2009 when the University of Alberta’s president and executives from the Helmholtz Association of German Research Centres, Germany’s largest scientific organization, signed an agreement laying the groundwork for establishing the Initiative. After agreeing on key research themes, the agreement was signed in 2011 at Helmholtz headquarters in Berlin as an independent international research partnership. Since then, six research themes have been initiated on

November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

topics ranging from carbon capture to geothermal energy to reclamation and landscape development. A total of 46 projects are in various states of completion, 13 of which are new seed-funded projects. It’s an ambitious agenda, but no matter where you sit on the political spectrum, each of the six research themes are critical to Alberta’s future — our environmental future and, in a sense, our collective survival and well-being.

The most recent conference, held in September, was the Helmholtz-Alberta Initiative’s third forum. It dealt with energy and environmental issues, featuring 18 student research presentations and 35 poster sessions. The titles of the presentations and posters were intimidating, for example: “3D Stress State in the Alberta Basin – Results from Geomechanical-Numerical Modeling and Analysis of In-Situ Data,” and “Engineered Silicon Nanomaterials and their Applications for Wastewater Remediation.” But what was truly amazing was each student’s ability to explain their work in a way that a non-scientist could understand. To see them in action was to realize that these young people are working toward a better future for us all — which is research money well spent. BIE Jason Brisbois is an economist and Managing Director of the Alberta Water Initiative. Lisa Jeans is a communications and information specialist at the Water Initiative.

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NEWS FROM THE MONTH

LOCAL BUSINESS

PACKERS PLUS XM MANUFACTURING OPENS NEW FACILITY

The new Packers Plus XM Manufacturing facility, which just celebrated its grand opening in September, is changing the way we look at manufacturing. From the manufacturing process itself to the employee-centric building, there is nothing typical about this plant.

Specializing in the production of multi-stage fracturing systems for oilfields, they are leading the way in high-tech manufacturing.

When you first walk in and are greeted by a large, modern and open lobby, it’s hard to believe it’s the front end of a manufacturing facility. You’d expect stuffy and cramped, like something out of a Victorian novel; this is anything but. The light and modern feeling is carried throughout the whole facility, even on the manufacturing floor. While the large cafeteria boasts a restaurant-like atmosphere, the gaming area next to it is complete with large flat screen televisions and modern seating. It’s obvious that Packers Plus is striving to create a workplace that is inviting and makes employees look forward to their work week.

The setup of the common areas is impressive, but the office space is enough to inspire envy. The second story houses the expansive and open offices. While some offices are provided with a measure of privacy via etched glass walls, the majority are in a cubicle formation. The thing about this setup, however, is that it’s colorful and contemporary – almost more appealing than the private offices. The space is not overloaded with filing systems or cluttered with shelves, in fact it takes a bit of investigating to see that all of the filing is camouflaged beneath chic benches scattered throughout the space. It is possibly one of the trendiest and inviting offices in existence, something you might expect to see on television.

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TOP: OPEN CONCEPT AND COLORFUL OFFICE SPACE. RIGHT: LARGE ROBOTIC ARM AT WORK.

The back portion of the building houses the manufacturing aspect of the plant, and it is certainly not what you’d expected to see. There is almost no indication that the plant-side of things are just on the other side of a wall from the offices; it is so quiet. Upon passing into the plant from the office section, it is easy to see how they manage to keep the noise level so low – robotics! A huge majority of the heavy lifting, integrity testing and machining is completed by large robotic arms. Even the role of the ‘parts picker’ is entirely automated by a large system called the ASRS. The efficiency of the ASRS is astounding. Not only can it instantly retrieve and catalogue any part a worker needs, it’s also designed to learn what parts are used most and to rearrange them to spots that allow for faster and more efficient retrieval.

The icing on the cake is the loading bays, which are climate controlled to ensure employees are comfortable no matter how hot are cold it may be when a shipment needs to go out.

Packers Plus XM Manufacturing is on the cutting edge of the manufacturing industry – being one of the

November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

only known facilities to utilize robotic technology to this degree. From their efficient serialization of parts, which allows for precise tracking of completed tools, to the enormous plant facility operating at a low hum, to the modern office spaces and common areas – this business is easily one of the manufacturing gems within the city. BIE

AVIATION

ICE TIME! EDMONTON GETS NEW EUROPEAN NON-STOP WITH ICELANDAIR

When Edmonton International Airport (EIA) announced at the tail end of August that it had secured a new international non-stop route, speculation ran wild. Some people

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NEWS FROM THE MONTH

expected a new U.S. non-stop (perhaps Dallas-Forth Worth) while others speculated it might be Frankfurt or Amsterdam, or even Hong Kong. The correct answer caught many people off guard.

On September 3, Iceland’s national airline, Icelandair, announced the launch of a four-times-a-week nonstop service between Edmonton and Reykjavik’s Keflavik International Airport starting in March 2014. For Edmontonians, the new route represents a long-sought-after second European non-stop (the other being Air Canada’s Edmonton-London flight) and a brand new gateway to Europe.

While the remote North Atlantic island nation will doubtless draw its fair share of Edmontonians with its beguiling culture, dramatic scenery and surprisingly mild climate in spite of its subarctic latitude, the new route is primarily being touted as a faster and easier gateway to Europe made possible by Icelandair’s extensive European network, which includes daily non-stops from Reykjavik to Amsterdam, Copenhagen, Frankfurt, Helsinki, Oslo, Paris and Stockholm.

Icelandair’s dense schedule and compact hub at Keflavik mean savings of as much as six and a half hours on existing round-trip routings to European cities from Edmonton.

“You’re going to save a lot of time by going through Iceland. It’s a very convenient transit at our international airport,” explains Helgi Már Björgvinsson, Icelandair’s senior vice-president of marketing and sales, in an interview with the Edmonton Journal’s Bill Mah. While the route is only scheduled to run until January of 2015 (at which time the airline will decide whether or not to continue the service), excitement about the new European non-stop is gripping the city. Even before the Edmonton route was announced, Icelandair had already built a reputation for offering low-cost transatlantic flights out of Toronto and Halifax, and the airline is currently advertising fares from EIA to various European destinations for as low as $850, all-included.

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ICELANDAIR’S NEW ROUTE GETS A THUMBS UP.

In addition, Icelandair also offers transatlantic passengers an extended stopover in Iceland at no extra cost before continuing on to Paris, Frankfurt or wherever. Once a difficult to get to and prohibitively expensive country to visit (prior to its 2008 banking crisis), Iceland today enjoys a booming tourism market due in large part to its national airline’s unorthodox business model. As of March 2014, Albertans will soon be able to enjoy the country’s innumerable volcanic hot springs, partake in Reykjavik’s hip arts scene and brave the country’s daunting culinary specialities (including the infamous hakárl, or fermented shark meat) as a pit stop on business or pleasure travel to Europe.

But look out – Edmonton isn’t the only Canadian city being eyed by this ambitious, outside-the-box airline. Icelandair is also adding a Vancouver non-stop in early 2014 (as well as an additional European connection, Geneva) and has reportedly engaged in discussions with Saskatoon airport authorities, according to a September 27 article in the Saskatoon StarPhoenix. Nevertheless, EIA continues to be on fire with its total number of nonstops now up to 58 and word about town that new routes, including a possible Asian destination, could be forthcoming.

In the meantime, we’ll see you in Reykjavik. Skál! BIE

In addition, Icelandair also offers transatlantic passengers an extended stopover in Iceland at no extra cost before continuing on to Paris, Frankfurt or wherever.

November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

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MANUFACTURING

A MANUFACTURING POWERHOUSE

A Manufacturing Powerhouse

BY RECHELL MCDONALD

A look at the manufacturing industry in Edmonton and what makes it tick.

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

I

f you build it, they will come.

It sounds cliché but it’s very likely the reason that Edmonton is such a powerhouse in the manufacturing industry. Like the way the right elements come together to form salt or the way one domino in the right spot can cause a chain reaction of epic proportions, so is industry in this city. We have oil and that is the key domino in the Edmonton equation. The oil trapped in hard to reach places, like sand, brought technology. Once we had technology alongside our natural resource we saw the boom in skilled labour, education and service industries that all work like tributaries feeding into the oil industry. The entire system grew beyond the primitive concept of perfectly aligned dominoes and evolved into a dynamic machine. A machine with the ability to power itself and reinvigorate its tributaries – it is this evolution that has made Edmonton a hospitable place to manufacturing of all kinds.

Manufacturing is necessary for almost everything you can imagine, but when people think Edmonton, they think of the energy sector, so it comes as no surprise that there are many businesses in the city dedicated to the oil industry. However, not all of these businesses are dedicated solely to the Alberta oil industry or oil at all. Some compete globally and call Edmonton home because of all the resources available here – from technology to labour. Others work on a more domestic scale and a few are dedicated almost exclusively to Edmonton and Alberta.

What all these businesses have in common, despite their variegated differences, is that Edmonton is the perfect place for them to operate. This may seem like a redundant point, but it’s not. After all, what makes Edmonton the perfect place for non-energy centred businesses? According to Debbie Crepeau of Upperwoods Furniture, the success of the city has translated into successful residents who expect quality products from the businesses here.

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MANUFACTURING

A MANUFACTURING POWERHOUSE

IN THE SHOWROOM AT UPPERWOODS FURNITURE

“Our customers know great style and function and more importantly, they want excellent quality. We are celebrating our 25th anniversary and we have always been in the same location [in Edmonton]. Our showroom is always changing, we feel that it’s very important to showcase our products in a home-like environment, so fresh new paint and the latest in decor is always changing to keep up with the current styles... even though we do recognize that trends come and go quickly, our furniture will remain long after.”

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

Upperwoods showcases Canadian-made furniture exclusively, some of which is crafted by local artisans. With their warehouse a mere four blocks from their showroom, they believe in keeping operations in close-quarters in order to eliminate shipping costs and reduce the risk of damage. “The bulk of our furniture is enjoyed locally in Edmonton and area, however we do ship well into northern Alberta as far as you can go and B.C. is also a very strong market for us,” explains Crepeau. “We prefer to handle our products, deliver and

MANUFACTURING

A MANUFACTURING POWERHOUSE

PEEK-A-BOO. I see you.

want the assurance of absolute security and privacy. data centres use cages for their supposed ‘private suites’. A infrastructure. truly that, private. Solid doors and walls keep your presence at our data centre what we feel it should be – private, secure and discreet.

Upperwoods showcases Canadian-made furniture exclusively, some of which is crafted by local artisans. With their warehouse a mere four blocks from their showroom, they believe in keeping operations in close-quarters in order to eliminate shipping costs and reduce the risk of damage.

We’ve been designing and building data centres for close to twenty-five years and providing truly private suites is just one of the advantages important to our customers.

If privacy and security are important to you contact us to learn more about our data centres’ private suites.

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www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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MANUFACTURING

A MANUFACTURING POWERHOUSE

SHOP FLOOR OF CONTROLMAN MANUFACTURING INC

set them up ourselves in the customer’s home to ensure complete satisfaction.”

It almost seems impossible to imagine a furniture store as independent as Upperwoods, being able to subsist on such a localized consumer base. When you compare them to furniture giants like The Brick or Leon’s, who rely on a host of satellite stores (and cookie-cutter wares) to survive – you wonder how a solitary storefront like this can manage. But it’s not that difficult to understand when you consider that they offer a unique product, in a rapidly expanding city, to a customer base that truly does expect more than the status quo. Edmontonians are unique in that a vast majority hail from across the country – or the world – and have found personal success here as a result of their contribution to the success of the city and its industries. It sort of just makes sense that they would pour that success back in on themselves by supporting local business.

Even the smallest gears in the grandest machine need to be greased well to allow for full functionality. Edmontonians know this and that’s why even the smallest manufacturers can make it here. There are still, however, the bigger fish in the pond. Manufacturers such as Packers Plus who create essential components for the oilfields are located here and unlike Upperwoods, they compete globally as well as locally. “Our product is utilized globally. We compete in China, Russia and the four corners of the world. In order to do this, we have to be efficient in our processes and maintain a cost advantage to our competitors around the world regardless of the country they manufacture in,” says Marlon Leggott, manufacturing director of Packers Plus. “We also compete head to head with Chinese-made products here at home, as some of our competition have gone to China to manufacture their products.

This says a lot about our support structure here in Edmonton, allowing us to compete at this level.”

So despite all the demand right here in the city for oilfield products, the big fish have to compete not only in foreign countries with foreign manufacturers, but against foreign manufacturers right here in Edmonton. This is one of the biggest pitfalls of oil – it is a global commodity and

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

THE AUTOMATED STORAGE AND RETREIVAL SYSTEM (ASRS) AT PACKERS PLUS, AUTOMATES THE ROLE OF A ‘PARTS PICKER’

everyone wants to be a big fish in our pond. But if Packers Plus is diverse enough to compete globally, then why choose Edmonton as their home?

“Edmonton makes for an excellent manufacturing town due to the amount and variety of the different trades and facilities available. There is an abundance of machine shops – support facilities such as threading facilities, coating facilities (phosphate, chrome, nickel, etc.), hardness facilities such as Nitriding, laser facilities, water jet facilities and many other support centres,” offers Leggott. “With this comes an abundance of skilled labour to staff these facilities and the city itself is friendly to the manufacturing industry with a number of industrial parks throughout the metro area.”

Again we find ourselves back at ‘if you build it, they will come.’ At least it’s true for Packers Plus. Edmonton has created an environment where trades can flourish and major players can access everything they need within the city limits. It’s a veritable manufacturing buffet, so to speak, and although Packers Plus is a giant, they themselves are opening doors for other industries in the city to grow. Their state-of-the-art traceabilty program makes them far more tech-savvy than most in the manufacturing sector, not to mention their extensive use of robotics.

Their presence in the city creates a new need for robotic research and development and encourages the technology sector to find new and better ways to innovate manufacturing across the board.

Now bring yourself back to the concept of a well-oiled machine – one that has evolved to the point of self-suf-

MANUFACTURING

A MANUFACTURING POWERHOUSE

Growth and change, such as that in CMI’s business agenda, is another benefit of a competitive market. It provides reason to adapt and the means to do so. ficiency. If Packers Plus is a giant in the larger scheme of the oil industry, then Controlman Manufacturing Inc. is one of the critical tributaries that it relies on. As Leggott mentions, not everything is done in-house at Packers Plus. “Our manufacturing model was established so we can outsource the actual machining of our product components while we at Packers Plus perform the design, raw material procurement, QC function, automation and manual assembly, testing and torqueing of the product.

For the machining portion of our products, there is a very strong competitive foundation in Edmonton and across Canada for us to work with.”

Controlman Manufacturing Inc. (CMI) is one such business competing in this industry. “CMI is in the oil and gas industry. We manufacture well head, down-hole parts and equipment, as well as drilling derrick machinery. The supply companies, are very well represented in Edmonton,” says Bert Webster, general manager of CMI. “Whatever a job needs, a person can usually find it on the shelf in Edmonton.

Whether that be tools, machinery, steel, or even technology.

It makes it easy to ‘gett’er done’ here, so to speak.”

Webster drives home the point that all the smaller suppliers (or tributaries) have to really compete with one another locally to stay on top. Although machining is an in demand service for the oil industry, it’s not easy for a service-only business to compete, but CMI’s solution is to evolve. “Six weeks ago we acquired new product licenses and quality management certification from API. We are moving from a service-based company to a product-based company in the next three years. This should take the cyclic low periods out of our business, allowing us to stabilize, with staff and monthly cash flows.”

Growth and change, such as that in CMI’s business agenda, is another benefit of a competitive market. It provides reason to adapt and the means to do so.

Edmonton is a mecca for industry. It has evolved into an impressive machine, comprised of many dynamic parts – from small localized businesses to global enterprisers – and it is still evolving. Even if everything is only the sum of all its parts, Edmonton adds up to one impressive powerhouse. BIE

Team-based preventative medicine to reduce long-term risk of disease

I

t may sound a bit like a paradox but when you’re healthy that’s just the time to start thinking about a prevention plan. Often when we’re feeling great we fail to consider our wellbeing and ways to continue staying healthy. It’s only when we fall ill that we start thinking about what we could have done better and wondering why we didn’t take steps to reduce our risk of disease.

But with a little planning it doesn’t have to be that way.

Most chronic illnesses occur slowly over many years or decades often with­ out symptoms or warnings. These illnesses progress through some of the healthiest years of life when we’re not paying attention to what we’re eating, how much we’re drinking or how little we’re exercising. When we’re young and getting by on minimal sleep, coping well with stress and still feeling wonderful, it’s easy to believe that it will always be that way.

Wouldn’t it be great if we could carry on feeling that way for many, many years to come?

Most common chronic illnesses are a result of lifestyle choices – bad habits that if left unchecked for years or decades eventually catch up with us over time. By adher­ ing to a personalized prevention plan, following a rigorous

program of early detection, intervention and management, health risks can be significantly mitigated while continuing to enjoy life to its fullest. It all starts by planning ahead and taking steps today that can pay divi­ dends tomorrow.

Copeman Healthcare, a preven­ tion­focused medical organization, is encouraging individuals, families and corporations to take advantage of their team­based, inter­profes­ sional services by visiting one of their four clinics in Edmonton, Cal­ gary, Vancouver or West Vancouver.

“Our approach is really quite simple,” says Rick Tiedemann, Executive Director of Copeman Healthcare’s Edmonton loca­ tion, “If clients are healthy we want to keep them that way. If they’re struggling with an illness we want to get them timely medical expertise and on the road to recovery. Ultimately our goal is the same for both groups; to reduce the long­term impact of disease, improve our client’s quality of life and assist them in optimizing their health.”

Those interested in learning more about Copeman Health­ care should contact their nearest centre or visit the com­ pany’s website at www.copemanhealthcare.com.

“Ultimately our goal is to reduce the long-term impact of disease.”

www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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COVER

STEPHEN MANDEL: PRIVATE CITIZEN

STEPHEN MANDEL: PRIVATE CITIZEN Champion of the City

BY MARK KANDBORG

C

anadian cities, being particularly young by global standards, often have a single watershed moment in their recent pasts – a moment that slices that city’s history into two distinct parts: before and after. Calgary had the Olympics, for instance. Sometimes, if the city’s fortunate, it gets two. Montreal had Expo and the Olympics.

So did Vancouver. These events were especially important because they helped to define the cities in which they occurred.

So, what has been Edmonton’s moment? Have we even had one? Of course we have. The Oilers Dynasty of the Gretzky/Messier era and, to a lesser degree, a similar reign by the indomitable Eskimos around the same time brought this city together and gave us a new identity with an unmistakeable ‘before’ and ‘after.’ We became the City of Champions.

www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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COVER

STEPHEN MANDEL: PRIVATE CITIZEN

Some Edmontonians would say we’re due for another defining moment. Others could argue that we’ve just had it. Stephen Mandel’s three terms as mayor and this city’s most vocal champion has been a dynasty of its own, helping to redefine us as both city and citizen and ushering us from our past to our future. Love him or hate him (he is a politician, after all), there’s a growing feeling that as our city continues to evolve, we’ll look back and see that there truly was a ‘before’ and an ‘after’ mayor Mandel.

We all know Mandel the public figure. Passionate, outspoken, proactive, he’s also proven to be almost preternaturally tireless. The number of public appearances he’s made over the past nine years, from dinners to galas to showings to fundraisers, is astounding. Frequently speaking at more than one event per night, Mandel habitually eschewed notes, preferring instead to say what he meant to say the way that he meant to say it — a practice rarely seen in public figures at any level of government. Despite his gruelling schedule, however, this very public leader made it a point to be an accessible one. Any citizen wishing to speak with Mandel as mayor regarding a civic issue could simply make an appointment and do so. That opportunity, to have direct access to the inner sanctum, may never come again. The man who could talk was also, by all accounts, a man who listened.

Mayor Mandel made a concentrated effort to be an open book to his constituents, but what of Stephen Mandel, pri-

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vate citizen, looking back and looking forward? It may be too early even for him to tell. Nonetheless, it’s a question we at Business in Edmonton thought well worth asking, and Mandel himself was characteristically gracious and candid enough to help us explore.

Sitting down with Mandel has always seemed like sitting down with a good friend. One who’s considerably smarter and funnier than me perhaps, but never makes me feel that way. The only thing moderately difficult about these meetings has always been to get the man to talk about himself.

I was determined this time, however, to get him to do just that. Mandel acquiesced and let me poke around a bit, but as you’ll see, his default setting of humility frequently led him to speak of others.

The Mandel style of humility presented itself early in the process. When I called to ask if he’d agree to this article, he responded with, “I’d be honoured, although I don’t know if I have anything that interesting to say. I’m just a small business guy who happened to be mayor.” From anyone else, a statement like that would ring hollow, but Mandel has a way of making you believe it. Even more important for me was the realization that this thing was going to write itself.

Mandel was indeed a “small business guy,” with a varied business career that included real estate, construction and other factions ancillary to them. “When I went outside of those, I didn’t do well,” he says. This speaks to a philos-

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COVER

STEPHEN MANDEL: PRIVATE CITIZEN

Mandel has never been a big fan of things that don’t work. Nor is he the kind of guy who leaves the fixing to others. He rolls up his sleeves, opens the hood and gets to work. Only to work on this particular engine, he needed the keys. In this case, to the corner office on the second floor. The people of Edmonton voted to give him those keys. ophy which has guided Mandel in much of his public life: if you stick to your strengths and let others apply theirs, much can be accomplished.

That philosophy likely came in handy when he started coaching school basketball. Didn’t see that one coming, did you? As it turns out, Mandel’s decision to help kids realize their hoop dreams was a fortuitous one, precipitating his first run for office, a seat on the school board. He lost. Like I said, writes itself.

A fire had been lit. Mandel sold some businesses and played some golf, but the sense that he could contribute if given the chance never left him. He ran for city council and this time, he won by 33 votes. He had his chance; but it wasn’t going to be easy. “I was this neophyte who thought I knew everything, but found out I knew nothing about municipal government. The challenges we face within the city are much more broad-based than I ever thought. I’d sit in my little house in the west end and assume that all was right.”

Some of what he learned didn’t sit well with him, however. “I was frustrated with a lot of things. We weren’t accomplishing what I thought we would. Counsellors weren’t involved in making the big decisions and moving the city forward.” He also thought that there was a real lack of vision. “The fundamental issue,” he says, “wasn’t just to have a vision, it was to implement it. Everybody can have a dream, but you have to be able to make it happen.”

Mandel has never been a big fan of things that don’t work.

Nor is he the kind of guy who leaves the fixing to others. He rolls up his sleeves, opens the hood and gets to work. Only to work on this particular engine, he needed the keys. In this case, to the corner office on the second floor. The people of Edmonton voted to give him those keys.

Now that the hood was open, the engine of municipal government before him, rust and all, he set upon repairing what for him was the key component. “The fact is that the 12 people on the other side of the hallway are fundamental to building a city and without their support, nothing happens. Even worse than that, you go backwards, because if you create conflict, you create camps. You create arguments, dissension. Not a good way to build a city.”

So what is a good way? Mandel reflected on his time as a councillor for answers. “We’d go to a lot of community meetings, but we never had responsibility about the big things that we ran for.” So Mandel set about developing initiatives that councillors could take the lead on. “Seniors,

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recreation, housing, environment, regional relationships.

Something for everyone who wanted one,” he says, adding with a flash of honesty that can only be called quintessentially Mandel, that “not everyone wanted a job. Not everyone wanted to do something. Some were very complacent doing what they were doing. Which was probably very little.” Classic.

The upshot is that while it wasn’t universally embraced (change is hard) the plan worked. The camaraderie and sense of purpose this approach elicited ushered in a period of self-sustaining, forward-focused change perhaps unprecedented in our city’s history. “We were able to accomplish a tremendous amount these last nine years because of the work that counsel has done and the commitment they’ve made,” says Mandel, not entirely unlike a team captain giving credit to his less celebrated teammates.

Not surprisingly, these accomplishments are a great source of pride for Mandel. “The fact of the matter is that each thing we did has a positive side to it,” he says. “For example, we gave money to seniors’ groups to either redesign, rebuild or refurbish their facilities. We also gave them 25 per cent of the money needed for their operating costs. We invested money in transportation, which for senior citizens is very important. We put together a seniors’ coordinating council. So there’s a whole gamut that was successful there. I don’t think people realize, but almost every pool and recreation centre has been improved or built in the last nine years.”

He’s really on a roll now, turning to the accomplishments the city’s made in support of the arts, an often overlooked sector he cares passionately about. “We were the first donor to the Art Gallery of Alberta. There’s been a five-fold increase to the Arts Council. There have been various arts organizations who’ve needed money to renovate their buildings; we’ve given them money for that. It’s everywhere you need to go to help.” A big part of that, for Mandel, has been what he calls the social side. The African Centre. The Homeless Commission. The Homelessness Plan. He’s proud of them all.

Is there a flip side? Now that Mandel’s handed over the keys, does he have any regrets? Not really, but he does have some concerns. The way he sees it, there’s much left to be done. Like building a stronger relationship with the First Nations community. “I will say we’ve taken that a long way.

We have the Accord. We have an agreement with the Treaty of Sixth Nations, we have Wicihitowin (Circle of Shared

COVER

STEPHEN MANDEL: PRIVATE CITIZEN

STEPHEN MANDEL SPEAKING ABOUT THE P3 PARTNERSHIP ANNOUNCEMENT TO SUPPORT THE CONSTRUCTION OF THE CITY OF EDMONTON’S NEW LIGHT RAIL TRANSIT (LRT).

Responsibility) and we now have an Aboriginal Office. But we still need to do more. That is something that is vitally important. We need to make sure our city responds to the needs of our First Nations community, but we also need to build some institutions that give recognition of the great history they’ve had, that we don’t know well enough in the city of Edmonton.” Although he’s pleased the city is well on the way to realizing all of these goals, now “it depends on who’s the next leader, because they can stop it.”

For the man formerly known as mayor Mandel, another issue in great need of further attention is that of family violence. “It’s an issue that I think drives every other social problem we have in the city. We have to find ways of dealing with the realities of that and it’s not sweeping it under the table.”

He also believes that a post-Mandel Edmonton has to continue to find ways to gain control of the costs of running a city. “It’s quite fascinating. Everyone says ‘control the costs, but don’t take anything away from me.’ So it’s really a problem of trying to get citizens to understand that we’re no different than they are. When you have to pay for something, you have to pay for it. You can either pay cash for it or save up for 25 years and have it in 25 years.

We made some decisions to pay some cash for it and then to borrow some money so you wouldn’t have to wait 25

years.” Mandel points out that Edmonton’s population has grown by nearly 200,000 people in the last decade. “That’s a third of the size of the city. If you think in budgetary terms per person, it’s a lot.” All those things, he says, need to be dealt with in an effective way.

Mandel says he hopes what he’s brought to the city is a desire to be business friendly. “In the past we haven’t done near enough with businesses. I think we’re doing better now, but I think we still have a long way to go. As an example, city council put money into a film fund. Very innovative.

People say they want to diversify our economy. Well, people who work in the film business have no desire to leave and go into the oil field. They want to work in that business. We needed to create an opportunity for them to build their lives in their city through their artistic talents. The important thing about the film fund is that it’s to make money.

It’s not about making films because it’s a nice thing to do. It has to be shown that the films will be profitable and if they are, the money goes back in so we can do it again. It doesn’t make any sense to blow it all on one film. That’s wasting taxpayer’s money. I’m incredibly proud of this. It’s a social enterprise that will create opportunity – and I think it has.”

Mandel clearly is not suffering from a lack of enthusiasm for the city nor for the work still left to be done. So a question has to be asked. “Politicians stay too long,” he answers.

“There’s a time to stay and a time to go. We accomplished way, way more than I thought we would. It was time to move on and let other people begin to have a new vision, although I hope it’s not a different direction, for the city.

Second, I wanted to have more freedom to make some decisions in life. For Lynn and I to decide what to do. To be able to sit back and think about it.

Mandel says probably the biggest reason for deciding not to run again is that “politicians have to understand that the world will still be there the next day when they leave, and step down. Too often, politicians think they’re so significant that the world cannot survive without them. The fact is, that’s not true. You need to have a graceful out. So this was my out.”

Mandel’s certainty, one of his gifts to be sure, this time may betray something more poignant. “I’m sad to go,” he admits. “I’ll miss the people. I’ve got an incredible staff.

I’ve made great friends within the city and city council. I hope the friendships will stay. Life isn’t always as great as you want it to be but if you try, you can always reach out.

I can’t wander back to Councillor’s Row and talk to everybody on a daily basis, that would be undermining the mayor, but maybe we can meet for lunch and shoot the breeze. I’m really at peace and I’m looking forward to the next phase of whatever’s going to be in my life.”

So for Stephen Mandel as well, it appears there will be a definite ‘before’ and ‘after’ as there will be for me, as I doubt a mayor passing me in the street will ever again greet me with, “Hey, kiddo! How ya doin’?” And while I’m confident the city will continue on to great things ‘after,’ and perhaps in part because of, the dynasty of mayor Mandel, I sincerely doubt we’ll see a personality like his again. BIE www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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FINANCIAL PLANNING

RETIREMENT: THE BIG AND PRICEY SURPRISE

RETIREMENT: THE BIG AND PRICEY SURPRISE

BY JOHN HARDY

Most Canadians are re-thinking retirement

R

etirement has always been a juggle of strategy, planning, wishful thinking, reality and sometimes (unfortunately) panic.

For a few generations, retirement was rooted in traditions and clichés about golden years, nest eggs, sitting under palm trees and playing euchre.

The age 65 red line is rooted in a kind of ancient history. The German Chancellor Bismarck keeps getting the blame, mostly because Germany was the first nation in the world to adopt an old-age social insurance program in the late 1800s, when good old Bismarck cynically introduced the program to win over the then German working class, sneakily knowing that it wouldn’t cost the state much because life expectancies meant workers would likely never reach 65 to collect their retirement money.

Regardless, by the 1930s, most developed countries picked up on it and entrenched it as the stereotypical retirement age. According to the most recent Statistics Canada numbers, there are 132,245 people retirement age (65) and over in the Edmonton area.

Fast forward a half generation past Elvis, peace, love, hippies and Woodstock, when (for various reality bite reasons) baby boomers – aging, but still North America’s biggest and most affluent and influential generation – are redefining retirement.

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Partially because the social rules, graphs and pie charts were changed while boomers were too busy having fun, people are now reaching the clichéd retirement age healthier and living longer. Some want to stay productive and either opt to work longer or grab a second (or third) career.

More and more, the statistics and surveys resoundingly show that people retirement age, or nearing retirement age in Edmonton, Canada and throughout North America, are scampering because they are dealing with the realization that they have either poorly or naively planned for retirement or are simply unprepared with not nearly enough stashed-away money to cover the jarring true cost of living happily ever after, 10, 15 or 20 years past retirement.

“Retirement at 60 or 65 seemed sensible when people were living until about 67 and Canadian policymakers said yes, we can support five or so years worth of retirement,” explains Edmonton-based Janet Fast, professor and co-director, Research on Aging, Policies and Practice, University of Alberta. “But things have changed, drastically.

The average retirement age has been trending up since the late 1990s. Not only are we healthier and living in decent shape longer, today’s delayed retirement trend is driven in part by finances. A lot of Canadians have lost value in their savings and RRSPs.”

FINANCIAL PLANNING

RETIREMENT: THE BIG AND PRICEY SURPRISE

JANET FAST, PROFESSOR AND CO-DIRECTOR, RESEARCH ON AGING, POLICIES AND PRACTICE, UNIVERSITY OF ALBERTA

Although some contemporary cantly unprepared financially for benchmarks say 66 is the new 60, retirement. The study has revealed Statistics Canada, social monitoring that boomers are currently, on avsurveys and sampling by independent erage, more than $400,000 short of trend trackers such as Leger, Envitheir individual retirement savings ronics and Gallup along with major goal. This is particularly concerning financial and wealth management given that the oldest of the boominstitutions like BMO, show that ers (defined as those born between mostly for non-sufficient-fund rea1945 and 1964) turned 65 in 2010 sons, retirement is being pushed back and many others are just a few years to indefinitely or, in some situations, away from retirement age. never. For some it’s a discouraging Recent Statistics Canada number thought, but an increasingly common crunching agrees and underscores fact of Edmonton retirement life. the scare. The average senior Cana“The numbers don’t lie and you dian couple spent about $54,100 in can’t hide from them,” warns Meghan 2009. Analysts caution that, based on J. Meger, vice president and managhistorical returns and a four per cent MEGHAN J. MEGER, VICE-PRESIDENT AND MANAGING DIRECTOR, PRIVATE ing director, Private Wealth Group of withdrawal rate, levels of spendWEALTH GROUP OF BMO HARRIS PRIVATE BANKING BMO Harris Private Banking. “Espeing factored in to life expectancies cially since today’s retirement age group – boomers – are works out to needing savings of about $1.35 million to consistent. They have always and still are living in the retire. moment.

For the sake of accuracy and the full picture, experts “The numbers are conclusive: boomers are significantcaution that the huge guesstimate relates only to how ly unprepared for the reality of retirement and what their much they spend, but does not reflect what portion of their cash flow should and will look like in retirement.” post-retirement income would come from the Canada PenActuarial numbers vary slightly, but there is consensus sion Plan (CPP) or Old Age Security (OAS.) that Canadians will likely need an average of $658,000 to The experts agree that it is important to take governpay the tab for the average lifestyle of an average Canadian ment benefits into account when considering how much retirement. That number spikes to $825,000 for the avermoney it will take for a reasonable happy-ever-after. If the age cost of retirement living in Alberta. average couple gets CPP and OAS at an average rate of 75 The numbers are not only undisputable, they are a bit per cent, that may add up to about $28,000 a year and be a frightening. significant chunk of their annual income.

According to a study released in August by the BMO Last year, Sun Life Financial’s (SLF) annual UnreWealth Institute, Canadian baby boomers are signifitirement™ Index poll showed that only 27 per cent of www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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FINANCIAL PLANNING

RETIREMENT: THE BIG AND PRICEY SURPRISE

The overwhelming consensus and reality bite is jarring and unarguable, no matter how blunt. Most Canadians can’t afford to retire! The positive is that boomers have never been easily discouraged and have turned going-for-the-gusto and doing whatever it takes to achieve their desired lifestyle. respondents believe they’ll retire by 66, a nearly 50 per cent decline from the previous year; and, for the first time since the insurance giant began its poll, the number of Canadians who plan on retiring by 66 is nearly equal to the proportion that plan on working full-time past age of 66.

The SLF survey found that 63 per cent admitted they need to work past 66 out of necessity, compared with 37 per cent who said they will keep working because they want to.

The survey also showed that, on average, Canadians wanted $46,000 in annual income to retire in reasonable comfort, but 59 per cent said they will have less – often much less – than $250,000 for retirement by 66. Thirtyeight per cent said they’ll have less than $100,000 saved.

In a similar survey, also done last year by global bank HSBC in 15 markets around the world, there was consolation that Canadians are by no means unusual or alone with poor and sometimes reckless retirement planning.

The survey concluded that, on average, people expect to run out of retirement savings just over half way into their retirement.

“It shouldn’t come as such a shock,” Edmonton’s Fast shrugs. “According to the latest StatsCan survey, Canadian life expectancy is 81.8 years. Slightly less for men. So even retiring at 65, we have to pay for about 15 or 20 more years of life expectancy.”

The overwhelming consensus and reality bite is jarring and unarguable, no matter how blunt. Most Canadians can’t afford to retire! The positive is that boomers have never been easily discouraged and have turned going-forthe-gusto and doing whatever it takes to achieve their desired lifestyle.

The BMO study tracks what boomers are doing about their retirement dilemma and how they plan to compensate for their lack of retirement money.

In addition to delaying retirement, BMO found that Canadian Boomers plan to generate income in a variety of other ways. Almost three-quarters (71 per cent) expect to take on a part-time job to earn extra income after they officially retire; 44 per cent will sell off collectibles, antiques or possessions they no longer use; about one-third (32 per cent) expect to sell their home; and some 19 per cent will rent out part of their home for additional income.

“One of the financial aspects of modern retirement,” Fast points out, “that is becoming a concern for pension policy makers and financial institutions is that more and

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more Canadians are entering retirement with not only mortgage debt, but also consumer debt. It’s a fact that one of the sharpest rates for declaring bankruptcy is the 55+ age group.

“But it’s misleading to imply that retirement is always a money problem. After a career and a lifetime of working, some people are just not ready to do nothing. Our identities are so tightly tied to what we do for a living; losing that can be traumatic.”

Younger workers have different expectations about retirement.

“After about two decades of dealing with clients, individual options, savings strategy and planning for retirement,” says Meger, “there’s a definite generational shift in approach and attitude. It’s not a bad idea to determine a desired retirement cash flow by calculating (hypothetical or not) that CPP or OA won’t be there.”

The trending shows that company pensions may also be fading as a retirement lifeline. “Statistically, boomers changed jobs twice in their working lifetime,” she explains.

“Gen Xers seem to be setting a trend for changing jobs six times or more, usually climbing the ladder of incremental income. They days of working for 35 years and getting a pension are virtually over.”

Although Gen Xers may also be in for some unexpected and jarring surprises when they reach retirement, for now they seem to be taking charge of whatever it will take to allow them to retire, perhaps sooner than their boomer parents.

“Using any and every vehicle and option to reduce taxes must be looked at and considered; and learning lessons from the current situations of retirement age boomers, long term and realistic advance planning is an absolute must,” she urges.

“There are so many online options and services and especially, Gen Xers are so in tune with working and doing their money management online. Advance planning is an easier routine and process. It wasn’t long ago when RRSP marketing had a desperate push coming up to the February deadline. Unlike their boomer parents,” Meger says with professional confidence, “they won’t be waiting until the last minute for RRSPs and other money planning.”

And then there’s the caution that applies to so many things: life is what happens when you’re busy making plans – so plan accordingly! BIE

Edmonton’s Top Industries

BY NERISSA MCNAUGHTON

I

n 2011, Edmonton had the fastest growing economy of any large Canadian city and over $190 billion estimated in capital projects over for the next few years. From being a key supporter of Alberta’s oil and gas industry to housing TEC Edmonton where technology companies are born to being the festival city that draws millions in tourist revenue annually, it’s no wonder so many businesses find prosperity in Edmonton.

Last year, the City of Edmonton published a State of the City report. In the economic overview section, John Rose, chief economist for the City of Edmonton, wrote, “While conditions in the rest of Canada and most developed economies were disappointing over 2012, Edmonton’s economy continued to move forward at a remarkable rate. The economy will moderate in 2013, but Edmonton will continue to enjoy one of the fastest growth rates in Canada, clocking in at between 3.5 per cent and 4 per cent.” The overview went on to point out that rising incomes would provide a boost for the retail, entertainment, culture and personal services sectors while the housing market would flourish with the influx of new migrants. Not to be left out, the construction industry would boom thanks in part to Sturgeon County’s North West Upgrader project.

This report sums up the crux of the city’s economic success. The proximity to the oil sands draws in the trades and industry-related services – everything from tank con-

struction to pipeline inspection software. Innovators find many resources in our city, and TEC Edmonton is on hand to launch their ideas into full-fledged businesses. Our colleges and universities turn out some of the brightest minds in Canada. Alberta’s Top Employers (2013 Winners) includes many companies that are Edmonton-based or have a strong presence in Edmonton. These are not isolated sectors or industries; each one affects the other. Our capital projects and oil sands proximity means jobs; jobs means people moving to Edmonton for the opportunities; a swelling population means more housing, infrastructure and services. Someone has to build those houses and roads and staff the stores so that means more jobs, and on and on it goes. Edmonton is literally in an upward spiral of success.

The year 2011 saw Edmonton experiencing rapid growth and that continued into 2012. Edmonton’s economy remained healthy in 2013 and we can expect great things in 2014.

Edmonton is the sum of all its parts, and all those parts are made up of the many industries that drive this great city.

In this edition, we celebrate the industries that moved to, set up in, enhanced, and found success in Edmonton. The top industries on the following pages span a diverse range that includes hospitality, manufacturing, automotive, facilities and more. We invite you to not only enjoy this special segment, but to actively engage. Visit some of the places listed and try a new product or service. www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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Top Industries

Oil & Gas HYDUKE ENERGY SERVICES INC.

Oil & Gas The beating heart of Alberta and the catalyst for technological development in the province, the oil and gas industry is going strong. With Alberta housing one of the world’s largest deposits of oil, the economic forecast for Alberta and Canada is positive. Offsetting this positivity is the need for expansion and more economical transportation.

This brings us to the pipeline issues. While pipelines make the movement of oil more efficient and cost-effective, the potential environmental risks are off-putting. The pipeline developments are promising to provide ongoing debate for years to come – at least until a solution is reached.

In Edmonton the oil sands provide many people with work and the profits of the industry funnel back into the city in a variety of ways, from the hospitality industry to education. Its impact is far reaching and critical to the city’s sustainability.

NABORS INDUSTRIES LTD.

OIL & GAS

OIL & GAS

Hyduke Energy Services is a leading global manufacturer of drilling and well servicing equipment. Hyduke Energy engineers, designs and manufactures land-based drilling rigs, service rigs, coiled tubing units, pump units, cranes, winches and other well service equipment. Their products have proven their reliability in the most harsh Arctic, desert and tropical environments throughout the world. In addition to full turnkey equipment systems, Hyduke Energy manufactures drilling components such as centre sections, mud systems, catwalks, pipe tubes, skids and oilfield buildings. Hyduke’s supply division outfits crews with all drilling, operational and day-to-day consumable supplies required to keep productive.

www.hyduke.com

KMC MINING

OIL & GAS

Over the company’s 50-plus year history, KMC Mining has been involved with some of Western Canada’s most exciting development projects throughout Alberta, British Columbia, Saskatchewan, Yukon and Northwest Territories. During this time, they have established working relationships with mine operators, equipment and services suppliers, labour representatives, residents of the area and employees. They build on these relationships and pursue growth opportunities within and outside the oilsands sector. www.kmcmining.com

NATIONAL OILWELL VARCO (NOV)

OIL & GAS

Nabors is involved in every phase of the life of an oil or gas well. This includes well construction, completion, maintenance and ultimately plug and abandonment. To accomplish these most effectively, Nabors has developed an organizational structure that optimizes operational efficiency while interfacing most effectively with their customers. The company operates drilling and rig services comprised of drilling operations, rig equipment manufacturing, directional drilling operations and drilling instrumentation and software.

Leveraging more than 800 worldwide manufacturing, sales and service centres, National Oilwell Varco supplies customer-focused solutions that best meet the quality, productivity and environmental requirements of the energy industry. They are a worldwide leader in providing major mechanical components for land and offshore drilling rigs, complete land drilling and well servicing rigs, tubular inspection and internal tubular coatings, drill string equipment, extensive lifting and handling equipment, and a broad offering of downhole drilling motors, bits and tools.

www.nabors.com

www.nov.com

URS FLINT

OIL & GAS

SITE ENERGY SERVICES

OIL & GAS

URS Flint is an Edmonton-based plastic pipe manufacturing company that produces a wide variety of high-density polyethylene (HDPE) pipe products ranging from conduit for fibre optics to siphon string for gas well applications. URS Flint operates high-efficiency extruders that provide high outputs and quick delivery times, servicing the oil and gas, municipal, irrigation, industrial, telecommunications, mining and geothermal markets.

Site Energy Services strives to be the service provider of choice by providing best-in-class value to all stakeholders. To provide value-added contributions to all stakeholders, they deliver the safest, highest quality product and service possible. They achieve this through a commitment to their core values: safety, integrity, teamwork and environmental responsibility, while continuously improving their business practices.

www.ursflint.com

www.siteenergy.com

TARTAN CANADA CORPORATION

OIL & GAS

PE BEN OILFIELD SERVICES L.P.

OIL & GAS

Tartan Canada Corporation has been providing safe, high-quality, costeffective industrial energy services within Western Canada since 1953 to the energy, utilities and processing sectors. Tartan Canada’s services include plant and field maintenance, shutdowns, construction and fabrication. Through their operating entities, Tartan Industrial Contractors Ltd., LML Industrial Contractors Ltd. and Arc Line Construction Ltd., Tartan Canada has the ability to provide both open shop and union building trades to all customers.

With more than 50 years of experience providing transportation, warehousing and material management of oil country tubular goods (OCTG), Pe Ben Oilfield Services LP is a trusted leader in the OCTG industry. Pe Ben has four facilities in Western Canada with more than 500 acres of outside storage, with yards strategically located to meet customers’ requirements.

www.tartan.ca

www.peben.com

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

Top Industries THE RED OX INN

Restaurants RESTAURANTS

THE CHEESECAKE CAFE

RESTAURANTS

Enjoy serious food in a casual room. A collaborative effort led by Frank and Andrea Olson, The Red Ox Inn is proud of its strong relationship with loyal customers, longtime staff members and local producers. Experience a menu highlighting local products, choose from a varied and balanced wine list and receive service from The Red Ox Inn veteran staff.

The Cheesecake Cafe is a local, Alberta-based restaurant serving great food, baked goods and drinks for 25 years. We believe that freshness, quality ingredients and attention to detail in food preparation make a difference. Our extensive and eclectic menu has something for everyone.

Whether you’re looking for lunch or dinner, late night or afternoon coffee and dessert, weekend brunch or small tapas plates, you can find it on our menu.

www.theredoxinn.com

www.cheesecakecafe.ca

SUNTERRA MARKET

RESTAURANTS

SORRENTINO’S BISTRO BAR

RESTAURANTS

Enjoy the convenience of shopping for groceries from the comfort of home or the office. Whether needing a few ingredients for tonight’s dinner or groceries for the week, shop online and select from over 9,000 items and Sunterra will deliver them to your door. Prefer to pick up groceries? Place an order for pickup and they will have the groceries packed and ready to go. Pick-up service is available on any size order at no additional charge.

Sorrentino’s started off as Sorrento. The first Sorrento restaurant was opened in 1979 in the Castle Downs area of Edmonton with very limited financial resources, but lots of “sweat” equity. These were difficult years, but through hard work, perseverance and personal sacrifice, the business first survived, and then thrived. In 1986, the first Sorrentino’s opened and is still in operation today, along with five additional locations and seven Caffè Sorrentino locations.

www.sunterramarket.com

www.sorrentinos.com

SMITTY’S FAMILY RESTAURANTS

Restaurants There is a fantastic variety of restaurants to choose from in Edmonton. Regardless of your cuisine preferences, you’ll find it all here. Authentic Mexican, traditional French, Japanese and a variety of fusion places are here for the tasting. You can find intimate spots for two, family atmospheres and business casual gathering places – and your choice goes beyond that as well.

With two unique ‘downtown’ areas, you can find restaurants of all kinds on Jasper Avenue or Whyte Avenue, making it convenient for residents or visitors on either side of the river. Both areas offer uniquely different vibes too, with Jasper Avenue being more business casual and Whyte Avenue being a little more romantic and whimsical.

No matter what side of the river you find yourself on – you will have plenty of options of where to eat or grab a cup of coffee.

BLUE PLATE DINER

RESTAURANTS

RESTAURANTS

Rob Sroka and his family own and operate the eight Smitty’s Family Restaurants in Edmonton and St. Albert as well as Tyson’s Grill in the Travelodge East. Smitty’s Family Restaurant understands how important it is to get full value for hard-earned dollars, and for that reason, aims to offers a 100 per cent satisfaction guarantee for experiences at Smitty’s in Edmonton and St. Albert as well as Tyson’s Grill.

www.smittysrestaurants.com

SAWMILL RESTAURANT GROUP

RESTAURANTS

Tom Goodchild established the Sawmill Restaurant Group in November of 1976, and over the years, the Sawmill has grown with the city. Today, Goodchild is still actively involved in the day-to-day operations of Sawmill, an Edmonton-based company operating fully-licensed food and beverage operations. The main ingredients to the Goodchild success formula is the dedication to and insistence on delivery of top-quality products with exemplary service.

www.sawmillrestaurant.com

HUDSONS CANADIAN TAP HOUSE

RESTAURANTS

Located in the heart of the Warehouse District in downtown Edmonton, the Blue Plate Diner is open for lunch, dinner and also for brunch on weekends. This dining room is warm and cosy, and filled with original paintings created by local artists. Blue Plate Diner serves up a comfortable and creative menu, with plenty of offerings for vegetarians and non-vegetarians alike.

The same words people use to describe Canada are the attributes Hudsons strives for – genuine, fun, inclusive, comfortable and unpretentious.

Hudsons Canadian Tap House is serious about providing their unique brand of ‘Canadian Hospitality™’ that anyone would recommend to a friend. The Hudsons experience combines the comfort of home with the enjoyment of being out. Hudsons Canadian Tap House values family and friends first. And everybody at Hudsons is considered one or the other.

www.blueplatediner.ca

www.hudsonstaphouse.com

www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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Top Industries

Restauranrts / Convention RESTAURANTS

ALBERT’S FAMILY RESTAURANTS

RESTAURANTS

BREWSTERS BREWING COMPANY

Albert’s Restaurant is an Alberta success story since 1959. Over the years, Albert’s Family Restaurants has adapted to changing market trends of family eating habits and preferences. As a result of its market adaptation, Albert’s Restaurant has expanded the menu to reflect the desires of both old and new customers.

Welcome to the best beer in the business. Brewsters’ handcrafted ales and lagers are brewed using only the finest ingredients. Each beer is produced in small batches by skilled brewers – and each brand is brewed so frequently they’re always fresh. Brewsters’ full selection of microbrew beers are available in a wide range of bottle and keg sizes. Bottles can be purchased at local Brewsters locations and kegs can be purchased through their central brewery in Calgary or Edmonton.

www.albertsfamilyrestaurants.com

www.brewsters.ca

EDMONTON EXPOSITION & CONFERENCE CENTRE

CONVENTIONS

CONVENTIONS

BUKSA STRATEGIC CONFERENCE SERVICES

The Edmonton Exposition and Conference Centre brings exceptional live experiences to the city. With 522,000 square feet of meeting and show space, the Edmonton EXPO Centre is unquestionably the premier exhibition venue in Western Canada and the largest outside of Toronto. Experience the very best events and entertainment – all under one roof.

Since 1995, BUKSA’s team has served government, professional, licensing and academic organizations in Canada. BUKSA provides conference management services with a strategic twist. The BUKSA team supports clients with logistical coordination and strategy development, along with educational program design and seasoned financial and administrative management. Add to the mix flexible technology … and witness a sound, well-received conference that meets or exceeds learning and strategic objectives.

www.edmontonexpocentre.com

www.buksa.com/

Convention This city sees no shortage of conventions throughout the year. Whether your tastes are traditional with wine tastings and wedding expos, or you are a little more adventurous and look forward to Comic-con or paranormal conventions, you won’t be disappointed.

The ever-popular Shaw Conference Centre hosts about 650 events each year and that’s to say nothing of other conventions held at hotels and other venues around the city. The city is known for celebrating culture, food, film, entertainment, family and sporting events. The city promotes filming within its limits and invites events of all sizes to inquire for space at a variety of venues. There is almost always something happening in Edmonton, so you’ll never be bored.

CONVENTIONS

CURRIE COMMUNICATIONS LTD.

Currie Communications has been a long-standing member of the Edmonton business community since 1993 and is the oldest event management company in the city with its original owner still in place. With a reputation for excellence in event management and for bringing more to the table than just logistical skills, Currie Communications specializes in award program management, conference planning, signature fundraising events, grand openings, meetings, trade shows, appreciation events and annual general meetings. www.curriecom.com

EDMONTON HOTEL AND CONVENTION CENTRE

CONVENTIONS

With over 15,800 square feet of meeting space, the Edmonton Hotel and Convention Centre features 14 different flexible meeting rooms that can be configured to any space needed. Whether hosting a board meeting for six or a theatre-style presentation for 650, this Edmonton meeting facility is the perfect location.

www.edmontonhotelcc.com

NATURE RULES

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

NATURE RULES Lucky, lucky you. One of the world’s great meeting destinations right at your doorstep.

2500 square miles of protected wilderness with Canada’s original ski town at its heart.

Facilities and expertise to ensure meetings of any size run smooth as a glacier-fed lake.

Others happily fly halfway round the world to get here, and you just hop in your car. Here in

the only protected mountain resort on Earth, nature rules. Visit BanffLakeLouise.com/Meetings

Top Industries

Convention / Architects and Engineers CONVENTIONS

THE OASIS CENTRE

SHAW CONFERENCE CENTRE

CONVENTIONS

The Oasis Centre is a premier venue for corporate, educational, videoconferencing, weddings, concerts, award ceremonies, celebrations, cultural, memorial and outdoor garden events. The Oasis Centre is the perfect destination for hosting an inspiring and luxurious event, welcome guests to a unique and private facility that provides a truly distinguished and elegant setting. Bringing together unparalleled customer service and state-of-theart technology, the Oasis Centre is committed to exceeding the expectations of event organizers and guests alike.

Opened in 1983 and managed by Edmonton Economic Development Corporation since 1993, the Shaw Conference Centre (SCC) has established itself as one of Canada’s premier meeting, entertainment and convention venues. The SCC has won recognition for its architecture, cuisine and environmental stewardship. The SCC hosts hundreds of events each year and has seen more than 10 million visitors throughout its history.

www.oasiscentre.com

www.edmonton.com/shaw-conference-centre

CONVENTIONS

SANDMAN HOTEL EDMONTON WEST

MERIDIAN BANQUETS

CONVENTIONS

A comfortably furnished destination with easy access to all major highways, Sandman Hotel Edmonton West is perfectly situated near major attractions like West Edmonton Mall and the West Edmonton business district. Fully equipped with large meeting and banquet facilities, this property is great for hosting events such as corporate functions and weddings. Modern amenities such as an indoor pool, business centre and the sleek Chop Steakhouse & Bar also make it the perfect environment for vacation relaxation.

Meridian Banquets is a family-owned conference and special event centre with the capacity to hold weddings and events from 70 to 750 guests.

Since opening in 2002, Meridian has been one of the busiest banquet facilities in Edmonton. Catering everything in-house, Meridian Banquets chefs provide excellent meals for large groups from western or eastern menus. The modern banquet room features a bar, coat check, large washrooms, a green room/bride room, and plenty of space for guests.

www.sandmanhotels.ca/hotels/edmonton-west/

www.meridianbanquets.ca

HOLIDAY INN CONFERENCE CENTRE EDMONTON SOUTH

CONVENTIONS

EVENTIQ

CONVENTIONS

Whether travelling to Edmonton for business, pleasure or with a group of any size, the Holiday Inn Conference Centre Edmonton South is the perfect place to stop and rest. Conveniently located only minutes away from the Edmonton International Airport (YEG), Anthony Henday Drive, Whitemud Freeway and other major highways, this friendly team eagerly awaits the opportunity to welcome all guests with true Alberta hospitality.

EventIQ provides web software and products to people who plan and manage events, supporting them with top-notch service. EventIQ has been extensively involved with community and non-profit boards to give something back to the community. This involvement, combined with a keen interest and background in technology, is the backbone behind EventIQ.

www.ihg.com/holidayinn/hotels/us/en/edmonton/yegem/hoteldetail

www.eventiq.com

ARCHITECTURE | ARNDT TKALCIC BENGERT

ARCHITECTS & ENGINEERS

WORKUN GARRICK PARTNERSHIP, ARCHITECTURE AND INTERIOR DESIGN INC.

ARCHITECTS & ENGINEERS

Architecture | Arndt Tkalcic Bengert offers a breadth of professional services that are not typically found in a single firm. Arndt Tkalcic Bengert’s approach is multi-disciplined, fusing expertise in architecture, interior design, creative services and technical consulting in engineering and construction disciplines. This firm is characterized by a combined emphasis on planning and design excellence, as well as high standards of service to their clients.

Workun Garrick Partnership has established an excellent track record of successful projects for a wide spectrum of planning and design commissions, including post-secondary, office and administration centres for government and industry, recreational facilities, schools, multi-family and seniors residences, health care, institutional, commercial, places of worship and industrial facilities. Workun Garrick Partnership’s multifaceted design practice focuses its efforts to address a full range of building types.

www.archatb.com

www.workungarrick.com

Architects & Engineers Edmonton’s continually growing status makes it a hotbed for the engineering and architecture industries.

With Edmonton being the gateway to the north of the province, it’s the go-to place for the northern part of the province in need of building and expansion. Energy sector meccas such as For McMurray come to the city to find competitive designers to build their businesses, literally. Not only do engineers and architects here get the opportunity to work with mega businesses, the City and private individuals – they also have the benefit of working in a military city.

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

The Edmonton Garrison provides the unique opportunity for these industries to bid on military projects and the proximity of the base makes it possible for even the smaller architectural or engineering companies to get in on the action. With the wide variety of markets in and out of the city, the demand for structural design is high. This burgeoning workload prevents any one company from monopolizing the industry and gives each firm, big or small, the room to grow and prosper.

Top Industries MANASC ISAAC ARCHITECTS LTD.

Architects and Engineers / Construction ARCHITECTS & ENGINEERS

KASIAN ARCHITECTURE

ARCHITECTS & ENGINEERS

Designing high-performance buildings in Canada’s Arctic 30 years ago, Manasc Isaac Architects translated the knowledge developed working in extreme climates with limited resources into a commitment to be frugal with resources and materials while creating great environments for people. With over 10,000 hours of experience, integrated design and community engagement are hallmarks of Manasc Isaac’s design and construction approach. They are leaders in design methods and processes that involve many participants.

Kasian was established in 1983 and has expanded rapidly since then, embracing markets as diverse as Canada, China and the Middle East. Kasian’s shared values and beliefs have allowed them to grow and respond to new challenges in a way that is distinctively “Kasian.” The firm values thinking that goes beyond esthetics to a fundamental understanding of the needs of clients and the human impact of the work that is being done.

www.manascisaac.com

www.kasian.com

IBI GROUP

ARCHITECTS & ENGINEERS

HFKS ARCHITECTS INC.

ARCHITECTS & ENGINEERS

The basic objective of IBI Group is to build a global professional practice in the planning, design and development of the physical components of urbanization throughout the world. Urbanization is one of the main driving forces in social and economic systems worldwide. While there are cultural differences, much of the physical aspects in the formation of cities, transportation and other infrastructure, buildings and public spaces for the accommodation of human activity are subject to the same professional and technical substance.

Since its inception, HFKS Architects Inc. has consolidated the synergy by working together in both the Edmonton and Calgary markets to develop a firm that provides architectural design, interior design, programming and planning to clients throughout Alberta. Led by five principals, Christopher Filipowicz, Robert Timms, Michael Dowler, Janet Koshuta and Sergio Poles, the firm has provided service, experience, skill, innovation and creative solutions serving the Alberta market for over 37 years with award-winning design.

www.ibigroup.com

www.hfksarchitects.com

DIALOG

ARCHITECTS & ENGINEERS

ACI ARCHITECTS INC.

ARCHITECTS & ENGINEERS

A fully integrated and multidisciplinary team of architects, engineers, interior designers, landscape architects, urban designers and planners, DIALOG’s interdisciplinary approach to design embraces complex challenges. From education and health care to office and residential, their commitment to doing great work, and enjoying the journey that comes along with it, helps create lasting success for all DIALOG clients. In these environments of constant change DIALOG designs balanced, beautiful responses that are never the same, but always make a difference.

ACI Architecture Inc. is an award-winning Alberta-based, western Canadian practice active in the provinces of Alberta, British Columbia and Saskatchewan. ACI Architecture offers a full range of architectural planning and interior design services for an eclectic range of project types. Their outlook is to the future and to their ongoing commitment in providing excellence in services and value to all clients. No matter how times may change, ACI Architecture knows that quality and proficiency will always be the yardstick by which they will be measured.

www.designdialog.ca

www.aciarchitecture.com

ONPA ARCHITECTS

ARCHITECTS & ENGINEERS

BARR RYDER ARCHITECTS & INTERIOR DESIGNERS

ARCHITECTS & ENGINEERS

ONPA Architects (ONPA) designs buildings that create opportunities for people and their communities. With integrity, progressive vision and award-winning designs, ONPA helps clients create spaces that support functionality and enhance user experience. Through collaborative teamwork, innovative architectural design principles and industry best practices, ONPA demonstrates an ongoing commitment to responsible economics. On each project, ONPA’s goal is to do more than simply transform an old building or empty space into something functional – the goal is to design spaces that change the lives of the people using them.

Barr Ryder Architects and Interior Designers have operated for over 30 years as a full-service architectural practice in Edmonton. The firm offers architectural and in-house interior design services throughout Alberta, British Columbia, Saskatchewan and northern Canada. It has become one of Alberta’s leading architectural practices, providing qualitative architectural services for a wide variety of project types and sizes. These have ranged from small housing commissions to major institutional projects in the multimillion-dollar range, and include work in the recreational, educational, seniors housing, hospitality, institutional, cultural, commercial and industrial fields.

www.onpa.ca

www.barr-ryder.com

CHEMCO ELECTRICAL CONTRACTORS LTD.

CONSTRUCTION

CLARK BUILDERS

CONSTRUCTION

Chemco Electrical Contractors Ltd. is an employee-owned company based out of Edmonton with branches in Fort McMurray and Saskatoon.

Chemco relies on strong relationships established over the last four decades to remain leaders of the industry. The company has earned the reputation for completing projects efficiently due to hard-working and knowledgeable staff who follow established procedures and offer quality service to clients.

The work that is performed by Clark Builders is diverse, innovative and rewarding. From commercial to industrial to recreational to institutional construction, the priority is safety and quality. Clark Builders is proud of the buildings they create, the renovations they handle and the people behind all of their projects. In the words of president and CEO, Paul Verhesen, “We are a people company that happens to be great at construction.”

www.chemco-elec.com

www.clarkbuilders.com

www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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Top Industries

Construction CONSTRUCTION

MIDWEST CONSTRUCTORS

Construction The growth rate of Edmonton is staggering and has been at a rapid pace for several years. The swelling population has kicked the city’s planners into gear as infrastructure is being beefed up city wide. From road expansions, to new highway completions and the demolition of the City Centre Airport to make way for residential space, every aspect of the city is booming.

The downtown revitalization will shift into high gear when the new arena breaks ground, but even now, multidwelling buildings are breaking ground in several spots around the planned arena space.

Road construction in the downtown core has been struggling to support the influx in traffic and has been underway for some time. Although the current project involving the area between 100 and 102 Avenue is projected to be completed at the end of 2013, it promises more traffic lanes, wider walkways and a more visually appealing appearance. The project has also included repairs to the central LRT station in that area.

CONSTRUCTION

PCL

Midwest Constructors provides a wide range of clients with industrial services, either directly or through subcontract. In 2003, Midwest Constructors became a proud member and general industrial contractor of Supreme Group, bringing in over a century of experience. Throughout our history, we have been dedicated to providing safe, quality, cost-effective and timely construction services. Our strength lies in consistent allocation of experienced supervision, capable of managing projects regardless of size or type of contract. We strive for a safe and efficient working environment, and aim to develop lasting relationships with our clients. www.supremegroup.com/midwest

CONSTRUCTION

NUNA LOGISTICS LIMITED

Nuna’s vision is to be the premier northern provider of value adding mining and construction services while fostering sustainable Inuit and Aboriginal opportunities. The hiring and training of Inuit, Aboriginal and local people has been a focus of Nuna’s resulting in the company having, among owners and contractors, the highest percentage of local residents working on projects in which Nuna is involved. The ongoing education programs and training opportunities will allow the labour source not only to grow, but to advance to provide proficient operations managers in the future.

Nuna’s workforce at various times exceeds 600 people working on various projects in Canada’s remote north.

www.nunalogistics.com

CONSTRUCTION

PYRAMID CORPORATION

PCL is a group of independent construction companies that carries out work across the United States, Canada, the Caribbean and in Australia.

These diverse operations in the civil infrastructure, heavy industrial, and buildings markets are supported by a strategic presence in 31 major centres. Together, these companies have an annual construction volume of more than $6 billion, making PCL one of the largest contracting organizations in North America.

Pyramid Corporation is a privately-owned Canadian company with an extensive history of providing service and product to industry within Western Canada and the United States. This firm offers a broad range of services, including electrical/instrumentation maintenance and construction, control panel manufacturing, meter proving, well testing, and the specialized repair of ESP submersible pump cables. To further complement these services, Pyramid Corporation offers in-house product design and strictly adheres to a comprehensive QA/QC program. Distribution companies are located in Drayton Valley and Edmonton.

www.pcl.com

www.pyramidcorporation.com

SUREWAY CONSTRUCTION GROUP OF COMPANIES

CONSTRUCTION

THE CHURCHILL CORPORATION

CONSTRUCTION

Founded in 1973 by Dennis O’Rourke, president, Sureway Construction Group is a 100 per cent privately-owned corporation. Sureway is located on 10 acres in southeast Edmonton, with easy access to all major traffic corridors. Whatever the specific needs, Sureway will custom design a construction team to get the job done. With Sureway’s financial backing, vast equipment fleet and worldwide network of material suppliers, Sureway can meet the demands of construction projects of any size.

The Churchill Corporation is one of the largest publicly-listed construction and industrial services companies in Canada. Churchill is comprised of three strategic operating segments: general contracting, commercial systems and industrial services. Operations are focused in Western Canada, where tremendous institutional, commercial and industrial construction opportunities exist.

www.surewaygroup.ca

www.churchillcorporation.com

KBR INDUSTRIAL - CANADA

CONSTRUCTION

LOCKERBIE & HOLE CONTRACTING LTD.

CONSTRUCTION

With nearly six decades of experience operating in Canada, KBR is one of the nation’s most established construction contractors with projects executed successfully across the country. KBR’s longevity in Canada can be attributed to both the history of project execution excellence and an unwavering commitment to the KBR values of health, safety and environment. KBR has worked on most of the large-scale chemical and energy projects in the province of Alberta since their establishment in 1951.

Lockerbie and Hole has helped build Canada since 1898 and is regarded as one of the country’s leading mechanical contractors. The firm has developed a solid track record of performance and many clients return to have the top customer service that the company believes they deserve.

A part of one of Canada’s largest construction companies, Lockerbie and Hole has the expertise to undertake a wide variety of projects in the mechanical market.

www.kbr.com

www.lockerbiehole.com

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Top Industries ALTASTEEL

Manufacturing MANUFACTURING

AltaSteel is a scrap-based mini-mill operation located in Edmonton. The plant has both melting and casting facilities, and a production capability of over 350,000 tons of steel billets annually. At AltaSteel, striving for highest product quality is a constant theme. They use cross-departmental teams of metallurgical engineers, production personnel and maintenance personnel, as well as state-of-the-art equipment and process innovation to ensure product quality. This approach has been successful in maximizing production while maintaining a focus on continuous quality improvement. www.altasteel.com

ALL WEATHER WINDOWS LTD.

MANUFACTURING

All Weather Windows is Canada’s largest privately-owned window and door manufacturer. The company was founded in 1978 in a 10,000-squarefoot manufacturing facility in Edmonton and has since expanded from coast to coast with nine branches nationwide. Today, All Weather Windows has two leading-edge manufacturing plants with a combined capacity of nearly 400,000 square feet in Edmonton and Mississauga that produce a full range of award-winning window and door products for dealers, builders, contractors and homeowners. The company has more than 1,000 dealers across Canada.

Manufacturing Edmonton offers a very healthy manufacturing sector for current and perspective manufacturers. It has many industrial parks and a host of small suppliers and specialized manufacturers to help meet the needs of larger industry.

Between the educational institutions and migrant workers, Edmonton has a lot of skilled labourers and laborers, which makes it easy for manufacturers to find the workforce they need. Edmonton has been described as a ‘one-stop shop’ for the manufacturing industry because almost everything a business could need can be found in the city. Local parts, local service and a strong workforce mean a better bottom line for everyone.

www.allweatherwindows.com

BLACK CAT BLADES LTD.

MANUFACTURING

DURABUILT WINDOWS & DOORS INC.

MANUFACTURING

Black Cat Blades Ltd. began manufacturing cutting edges in Edmonton in 1968. In the following decade, as machine size and horsepower increased, Black Cat invested heavily in the latest technology and equipment to produce higher quality, harder, tougher “through hardened” edges. Many other manufacturers during that time were clinging to the older technology, making their carbon edges thicker to compensate for the lack of toughness. That dedication to being an industry leader fuelled the company’s growth and continues today. Black Cat Blades now operates multiple production facilities in Canada and China and distributes their industry-leading products worldwide.

With more than 25 years in business, Durabuilt Windows and Doors Inc. is reminded of how they have grown from a one-room shop with less than a dozen employees, to one of Western Canada’s largest privately-owned window and door manufacturers. With an 180,000-square-foot facility of talent and technology featuring sophisticated robotics and automation, Durabuilt still embrace that old-world attention to detail, quality and craftsmanship that the company has been built on.

www.blackcatblades.com

www.durabuiltwindows.com

NORTERRA INC.

MANUFACTURING

NorTerra is committed to being a key player in the development of territorial economies by Inuit and Inuvialuit ownership of key northern infrastructure. NorTerra places a strong focus on youth development and education for their beneficiaries. It builds shareholder values with each step ensuring traditional Inuit and Inuvialuit values are part of the corporate culture throughout the NorTerra Group of Companies.

STREAM-FLO INDUSTRIES LTD.

www.streamflo.com

www.norterra.com

WELDCO-BEALES MANUFACTURING

MANUFACTURING

MANUFACTURING

Since 1962 Stream-Flo has been a leader in design, development, manufacturing, sales and service of wellhead and christmas tree equipment, emergency shutdown valves and pipeline check valve equipment. Stream-Flo Industries Ltd. is committed to providing premium quality products and technical services on a timely and best value basis for the benefit of their customers and employees. Stream-Flo is committed to the establishment and maintenance of the quality performance standards to ensure that supply of quality products will conform to API 6A and Q1 specifications. Much of Stream-Flo’s standard product line has developed through addressing specific customer needs and concerns. Its engineering team works closely with customers which allow them to develop customized equipment for individual applications.

THERMO DESIGN ENGINEERING, LTD.

MANUFACTURING

Weldco-Beales Manufacturing is a proud member of the NorTerra Group of Companies. One of five operating companies of NorTerra, Weldco-Beales Manufacturing designs and manufactures specialized heavy-equipment attachments for OEMs dedicated to servicing the construction, resource, forestry, mining, scrap recycling and road maintenance industries. Matching specialized heavy-duty attachments to their customer’s expectations is the result of the combined effort of the entire Weldco-Beales team.

As an engineering and fabrication contractor, based in and operating out of Canada, Thermo Design has many years of experience in designing and supplying equipment for some of the world’s harshest climatic conditions and most demanding environments. Thermo Design has built over 250 plants for both Canadian and international clients. Plant site locations are often remote from major population centres and pose many logistical problems for the transportation and installation of facilities.

www.weldco-beales.com

www.thermodesign.com

www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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Top Industries

Accommodation ACCOMMODATION

FANTASYLAND HOTEL

Accommodation From well-known hotel chains to boutique hotels, there is something available for every price range, in every part of the city. For tourists, Edmonton houses one of the country’s most famous shopping malls, is home to the Edmonton Oilers and is renowned for its eclectic series of festivals.

The city is also frequented for a variety of conferences, concerts and theatrical performances, which draws tourism in from all over the country. The busy atmosphere of the city keeps the hotel industry strong, from weekend business trips, to romantic evenings or week long vacations – you can find specials and packages suited for whatever your purpose may be.

Despite the cold weather that envelopes the city for the majority of the year, statistics show that Edmonton has a steady flow of tourists throughout the year with about a third of the visitors staying in hotels. This steady flow of tourism keeps the hotel industry strong as well as the local economy.

Innovative and unique, Fantasyland Hotel is located in the heart of North America’s largest shopping and entertainment complex, West Edmonton Mall. The hotel provides a passport to adventure by offering guests the opportunity to travel the world in 12 theme room styles. Out of the 355 rooms in the hotel, 120 are themed. Visitors leave having experienced the dreams of western cattle drives, Polynesian volcanoes, Arabian nights and everything in between. Choice abounds when it comes to dining with L2 Grill providing culinary creations that feature the freshest ingredients found between the East and West Coasts of Canada. www.fantasylandhotel.com

ACCOMMODATION

CHATEAU LACOMBE HOTEL

Located in the heart of downtown Edmonton, the Chateau Lacombe Hotel is an iconic landmark hotel offering spectacular panoramic views of the North Saskatchewan River valley. A preferred choice for business travellers and a favourite destination for visitors from around the world. Conveniently located and is walking distance to the Shaw Conference Centre, Arts District, shopping and nightlife, government and corporate offices. The hotel has 307 refurbished guest rooms on 24 floors that include 32” flat screen TVs and complimentary high speed Internet. The Hotel is home to LaRonde, Edmonton’s only rooftop revolving restaurant on the 24th floor. Offering 14,000 square feet of meeting and banquet space, we are your business connection for meetings and events in Edmonton.

www.chateaulacombe.com

COURTYARD® BY MARRIOTT® EDMONTON DOWNTOWN ACCOMMODATION

DELTA EDMONTON CENTRE SUITE HOTEL

Courtyard Edmonton Downtown features 177 tastefully appointed guestrooms with free WiFi. Panoramic views of the river valley and our downtown business district add to the excitement of this magnificent Edmonton hotel. An excellent choice among Edmonton restaurants, the Riverside Bistro serves delicious breakfast, lunch and dinner. Meeting rooms offer a spectacular view of the river valley with floor-to-ceiling windows. Facilitating groups of 2 - 200 people, the meeting rooms are designed to ensure that every need is met. Among Edmonton hotels and meeting facilities the Courtyard by Marriott Edmonton Downtown stands above the rest.

The Delta Edmonton Centre Suite Hotel is located in the Edmonton City Centre shopping mall. Shoppers can take advantage of over 170 stores including Club Monaco, BCBG, Aldo, The Bay and Urban Planet. Hotel guests can also take in a movie at the Empire Theatres located in the mall.

In addition, Delta hotel guests can access downtown Edmonton through a network of pedway connections. The Edmonton Light Rail Transit system, two additional shopping centres, the Shaw Conference Centre and 17 office towers are all just seven minutes from the hotel.

www.marriott.com

www.deltahotels.com/Hotels/Delta-Edmonton-Centre-Suite-Hotel

ACCOMMODATION

THE WESTIN EDMONTON HOTEL

THE FAIRMONT HOTEL MACDONALD

ACCOMMODATION

ACCOMMODATION

The Westin Edmonton Hotel is the perfect place to relax and unwind in the heart of downtown Edmonton. Situated in the city centre and connected to the Shaw Conference Centre, The Westin Edmonton is only a few steps away from the best shopping, dining, arts, entertainment and things to do. After a long day of exploring Edmonton, re-energize at the gym or swim a few laps in the indoor, heated pool. The Westin offers smoke-free Edmonton accommodations and provides the utmost in comfort for their guests.

The Fairmont Hotel Macdonald is the only Four Diamond-rated luxury hotel in Edmonton. Standing high on the bank overlooking the largest urban parkway in North America, the North Saskatchewan River Valley, the Fairmont Hotel Macdonald’s charm and classic elegance have made it Edmonton’s place for every occasion since 1915. The hotel is proud to introduce Smudge, its canine ambassador. Providing a warm welcome and an authentic experience, Smudge will make every visit feel more like home.

www.thewestinedmonton.com

www.fairmont.com/macdonald-edmonton

THE SUTTON PLACE HOTEL EDMONTON

ACCOMMODATION

RADISSON HOTEL EDMONTON SOUTH

ACCOMMODATION

The Sutton Place Hotel Edmonton is connected by underground walkway to the Churchill LRT Station for easy travel around the city. Guests will enjoy the indoor pool and helpful concierge services. The hotel also offers nine state-of-the-art meeting rooms for a total of 16,000 square feet of flexible space. Attached to five major office towers and the Edmonton City Centre Mall, which offers over 400 stores and services, this hotel features convenient services and contemporary facilities. CHOP Steakhouse & Bar is the perfect steak and seafood destination for travel, events and business dining in downtown Edmonton.

Home to a conference centre, impressive fitness facility and comfortable accommodations, the Radisson Hotel Edmonton South provides business and leisure travellers all the top-rated amenities they need for an inspiring stay. These spacious hotel rooms and suites take advantage of the hotel’s convenient location in Edmonton near the airport, Edmonton Research Park and Southgate LRT station. Drive or ride anywhere in the city to enjoy exciting attractions, such as the West Edmonton Mall, Royal Alberta Museum and Valley Zoo.

www.edmonton.suttonplace.com/

www.radisson.com

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

ALBERTA’S MOST UNIQUE CONFERENCE VENUE Over 25,0002 feet for

BRAINSTORMING and TEAM BUILDING. EXPERIENCE A NEW LEVEL OF ENGAGEMENT AT

FANTASYLAND HOTEL.

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17700 - 87 Avenue , Edmonton, AB, Canada T5T 4V4

Top Industries

Auto Dealers

Auto Dealers Edmonton supports a very healthy auto industry, as evidenced by the many makes and models on the road. It’s not all sunshine and roses for auto dealers, however. The competitive market here is impressive and some dealerships even compete with sister companies in Calgary. This makes it possible for consumers to get fantastic deals throughout the year as dealers are constantly vying for your business. The entrance of Go Auto into the Edmonton dealer marketplace has increased this competition even further.

CROSSTOWN AUTO CENTRE

AUTO DEALERS

DENNY ANDREWS FORD

AUTO DEALERS

Crosstown Auto Centre is dedicated to providing clients with an ownership experience worth raving to friends about. At Crosstown Auto Centre the goal is to make a client’s next car-buying experience a positive one.

That means helping every step of the way. For a high-quality used car in the greater Edmonton region, Crosstown Auto Centre has a large selection of cars, trucks and SUVs to choose from and an exceptional sales team to answer all questions.

Established in 1984, Denny Andrews Ford Sales has grown to become The Premier Ford Dealership in Edmonton as well as Northern Alberta and Central Alberta. Throughout their tenure they have strived to include the best possible customer service with a top-notch Ford Service Department providing you with complete repair and maintenance work as well as a comprehensive new and used car, truck, minivan and SUV inventory.

www.crosstownautocentre.com

www.dennyandrewsfordsales.ca

DERRICK DODGE

AUTO DEALERS

LONDONDERRY DODGE

AUTO DEALERS

Derrick Dodge helps clients buy the car of their dreams. The professional financing department assists customers with securing a car loan or lease in the Edmonton area or will find a customized new car lease option.

Derrick Dodge offers a free, no obligation and confidential CarFinder tool, allowing clients to specify the desired car, truck or SUV and submit the vehicle configuration.

Londonderry Dodge Chrysler Jeep is proud to serve Edmonton, Spruce Grove, Lloydminster, Sherwood Park, St. Albert and the surrounding area with quality Chrysler, Dodge and Jeep vehicles. Londonderry is not just an Edmonton Chrysler, Dodge and Jeep dealership, they also provide a full line of services dedicated to Alberta customers. Customers come from Fort McMurray, Red Deer, Edson and many other surrounding towns and cities to experience the excellent service of Londonderry Dodge Chrysler Jeep.

www.derrickdodge.com

www.londonderrydodge.com

EDMONTON KENWORTH LTD.

AUTO DEALERS

WESTERN GMC BUICK

AUTO DEALERS

The sales department at Edmonton Kenworth has been custom building medium- and heavy-duty trucks for more than 50 years. Whatever the business, if it requires medium- or heavy-duty trucks, Edmonton Kenworth can build a truck to suit the client’s needs. The service technicians are factory trained and have a wide range of skills allowing them to diagnose and repair virtually anything on any truck.

Western GMC Buick is a premium Edmonton GMC Buick dealer. Besides a great selection of cars, trucks, SUVs and vans, Western GMC Buick, also offers something that money can’t buy: great customer service. And that’s a quality that customers might not find at some other Edmonton car dealerships. Western GMC Buick is a great source for new and used cars in Edmonton and also serves the local communities of St. Albert, Sherwood Park, Devon, Leduc and Wetaskiwin.

www.edmkw.com

www.westerngm.com

SHERWOOD PARK DODGE

AUTO DEALERS

SHERWOOD FORD

AUTO DEALERS

Sherwood Park Dodge opened for business in 2008 and is Edmonton’s newest Dodge, Jeep and Chrysler dealership. Sherwood Park Dodge is locally owned and one of the largest Dodge Ram truck dealers in North America. It serves customers in the greater Edmonton area as well as northern Alberta, British Columbia, Saskatchewan and Yukon.

Sherwood Ford’s new state-of-the-art facility is one of a kind. Sherwood Ford offers customers a one-stop shop including a local Sherwood Park service centre with a quick lube, Sherwood Park Used Cars and Trucks, Sherwood Park Auto Body, and a fantastic selection of Ford parts. This large service shop was built with clients in mind. With oil changes available through a quick lube bay Sherwood Ford can have vehicles in and out in no time.

www.sherwooddodge.ca

www.sherwoodford.ca

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

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”

“We are committed to excellence in the electrical field, earning our customers’ long term trust through prompt, skilled and personalized service.”

Springing into Action T

By Nerissa McNaughton

he year was 1973. A young man in Sherwood Park had a love of working with his hands, an aptitude for business and a basement that was begging to be turned into profitable space. Don Bunting combined these three things to create Action Electrical Ltd. Fast forward to 2013. Action Electrical Ltd. now operates out of a massive twostorey building in Edmonton and employs nearly 100 people – many of whom have been with the company their entire career. This is the story of how a man with a passion for his business, an unshakeable set of goals and values and a healthy appetite for manageable risk created a family-run business that has lit up Edmonton for over 40 years.

Don Bunting was always a man with a mechanical mind. From a young age he enjoyed taking things apart to see what made them tick. After he secured employment with his friend’s father, who was an electrical contractor, Bunting discovered he could channel his desire to make things work into a career. Between the Southern and Northern Alberta Institutes of technology (SAIT and NAIT), he completed his education to become a master electrician.

The start of Bunting’s business was humble, but the trajectory was nothing short of amazing. After only two years of running Action Electrical Ltd. from his house, the company moved into a larger, rented space. The growing company moved again in 1981 before settling into their current location on 7931 Coronet Road in 2002. “It suited our needs,” says Bunting of the move. “There is good warehouse and office space and it’s a great location.”

There are three main sectors of electrical work: industrial, residential and commercial. All three sectors have vastly different requirements and regulations. One of the many reasons Action Electrical Ltd. is so

1 • Action Electrical Ltd. • 40 Years

successful is because the company focuses solely on one sector: commercial. This allows for streamlining of training, skills and equipment; they are not spread thin trying to cover different aspects of the industry.

Over 30 schools, 70 churches, numerous office and commercial buildings have benefited from Action’s services and so have notable landmarks, Manulife Place, Telus Towers, Sun Life Place, ATB Tower, The City of Edmonton, Bell Tower, NAIT, WCB, Grant MacEwan and many more.

Action Electrical Ltd. has three distinct departments: service, TEGG and projects. A separate company, Custom Lighting Ltd., designs and manufacturers lighting fixtures. These fixtures are sold through distributor channels.

The service department takes care of electrical maintenance, lighting maintenance/service and lighting retrofits. “Lighting is one of our niche markets,” says Blake Bunting, general manager and Bunting’s son. “We have done more lighting upgrades in the city than any other contractor.” Lighting services include washing, re-lamping, inspections, and outdoor sign and pole lighting maintenance. Lighting retrofits include energy audits, energy analysis, layout and design, mock-ups and installation. The service department has twelve fully stocked vans allowing the service technicians to respond to any type of electrical service request.

Action Electrical Ltd. is northern Alberta’s only licensed TEGG service provider and under this division, they have been providing specialized electrical testing (infrared, ultrasonic, voltage/current diagnostics, arc flash studies, guaranteed maintenance agreements) since 2010.

The TEGG method is focused on electrical distribution preventative

Blake Bunting, General Manager and Don Bunting, President.

maintenance, which is of vital importance as more and more companies realise it is more beneficial to do preventative maintenance than to experience business interruptions. Action Electrical Ltd.’s management and technicians receive training at TEGG’s headquarters in Pittsburgh, Pennsylvania.

The projects department oversees new build or bid process construction, design build, design assist, fire alarm and energy upgrades as well as other projects of all sizes. Design build projects involve Action Electrical Ltd. dealing with owners, architects, engineers and general contractors to manage projects. By utilizing a design build approach, an owner will reduce total project cost and project timelines.

The benefits include, receiving cost effective designs, meeting owner requirements with a team design approach, reducing unforeseen cost changes, and saving time and money without sacrificing quality or scope. Action Electrical Ltd. has also completed projects with the cutting edge Building Information Modeling (BIM) design process.

The construction industry as a whole has been moving further and further to a safety-first approach and so has Action Electrical Ltd. As a COR certified company for several years, Action has always been in pursuit of an incident and accident free work place. All staff work with the thought in mind to get home safely each night. Regular training of all staff in first aid, fall arrest, WHMIS and various other training, aid in keeping their employees accountable for the safety of themselves and others. Action works closely with WCB and other partnerships in injury prevention to aid in the reduction of injury and incidents on the job.

While there are three main departments, Bunting is quick to point out that all the departments share resources and all are considered of equal importance. For example, Action Electrical Ltd. has two bucket

2 • Action Electrical Ltd. • 40 Years

Top Left: Don, Grace & Blake.

Top Right: Don Bunting in the early years. Left: Blake, Brad, Damon and Brooks.

trucks, numerous stocked service vans, 27 scissor lifts and a tilt deck truck, all of which can be sent along with their operators on a routine maintenance run, service call or to a project site. Staff are also shared among the departments or transferred if they express a desire and/or aptitude for a particular skill.

Action Electrical Ltd. has completed many projects in Ontario and all western Canadian provinces, but Bunting prefers to keep things close to home. “We find there is enough work in Edmonton and we find most of our journeymen are family people and want to work in town,” he explains. They make an exception when non-profit organizations need services, such as Brightwood Ranch in Entwistle and Sunset Point Family Camp in Alberta Beach. While services are not offered for free, the philanthropic company is known to “extend services” in some circumstances.

Over 30 schools, 70 churches, numerous office and commercial buildings have benefited from Action’s services and so have notable landmarks, Manulife Place, Telus Towers, Sun Life Place, ATB Tower, The City of Edmonton, Bell Tower, NAIT, WCB, Grant MacEwan and many more.

Not having to leave Edmonton for work is not the only consideration enjoyed by Action Electrical Ltd.’s staff. One of the many benefits the staff appreciate is job security. The company’s unique business model has enabled staff to remain employed even during times of economic uncertainty. There is minimal turnover due to Action Electrical Ltd.’s business model. “With our different divisions, we have the capability to move people around and to keep them employed year-round,” says Blake.

Staff also get the opportunity to expand their skills. Apprenticeships and specialized training are offered. “We try to give everyone the same opportunity,” Bunting points out. “Some step up. Some don’t.”

Bunting is happy to point out that many of his staff members started as young as 18 and grew up in the company. Right now the “most concise team we’ve ever had” range from staff in their 20s to their 80s. By providing training and apprenticeships, using a rigorous system that matches employees to roles within the company, and by treating each and every team member with dignity and respect, Bunting and Blake are rewarded with loyal, hard-working staff that both are proud to call “the backbone of the company.”

W

Blake is pleased that there is no hierarchy and as company owners, he and his father are not aloof and unapproachable. They meet with the staff frequently for their input on policies and decisions and empower the team to inspire changes or make suggestions that will benefit the company. The channels of communication are kept wide open and the employee response to this business model has been very successful.

It is worth noting that within a year of starting Action Electrical Ltd., Bunting’s staff grew to 22 people. That growth has yet to slow down as the employee roster swells to nearly 100. That type of growth is only seen under the leadership of people that know how to work with and encourage the best from their employees.

Perhaps another reason the Action Electrical Ltd. team is so successful is because of the unwritten expectations all staff members follow. Leading by example, the owners “do the things we are supposed to do.” This means operating with fairness, integrity, and showing good character in all aspects of their business and personal lives. The staff are expected to embody and act on these principals – and they do.

hile Action Electrical Ltd. values each and every one of their employees, from the newcomers to the old-timers, the ownership team would like to honour three veteran employees.

In June 1980, Boyd Shapansky was a high school student eager to start his career. He joined Action Electrical Ltd. as an apprentice. Now in his 50s, Shapansky is a senior project manager with 33 years of service and no plans of slowing down.

Boyd has earned the respect of staff, customers and suppliers.

Bunting’s first job in Edmonton was working for a man named Les Fitz in 1964 before working with Walters Electronics. In 1976, when Action Electrical Ltd. was underway and Fitz was seeking a career change, Fitz came to work for Bunting. Fitz is now in his 80s and still enjoying his Action career.

Material and equipment handler Peter Kutny Boyd Shapansky, Peter Kutny and Les Fitz. joined Action Electrical Ltd. in 1990. Known for his tenacity and strong spirit, the young hires have a he plays golf. Action Electrical Ltd. named their Kutny Putz Golf hard time keeping up with this spirited gentleman that is now in his Tournament after Kutny. Putz is an amalgamation of his nickname 80s. Kutny enjoys the same role that brought him on board over and his love for the game of golf.

20 years ago and the only time he takes off from work is the day

3 • Action Electrical Ltd. • 40 Years

Bunting’s son, Blake, got into the business with his father almost by accident – or perhaps, by design. He was in grade seven and watching his brother participate in a game at hockey camp. Bunting came to watch the game and then said, “come back to work with me this afternoon?” That afternoon Blake sorted fasteners for his father. “So many fasteners!” the young man recalls with a slight twitch. But the afternoon of sudden employment paid dividends. Blake worked for his dad during his summer holidays and went full time in 1996. He attended university in Missouri on a football scholarship, where he received a bachelor in business administration degree. He also met his lovely wife, Jill, and proposed to her on the football field. He chose to leave the sport, work in the family business, and raise a family.

While there are three other sons, Brooks, Brad and Damon, only Blake works at Action Electrical Ltd. Sadly, Brooks has passed away as the victim of a drunk driver in 1992. Brad and Bunting own Fresh Health Café and Damon is one of Remax Edmonton’s top realtors.

Bunting is immensely proud of his family and supportive of their career

Clearstream site in Fort Saskatchewan.

The power of partnership Thomas & Betts products are used to manage the connection, distribution , transmission and reliability of electrical power in industrial , construction and utility applications across Canada and around the world .

Approximately 80% of the company’s products sold in Canada are manufactured in Canada .

Congratulations to our end-user partner Action Electrical on their 40th Anniversary and thanks for choosing Thomas & Betts products.

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4 • Action Electrical Ltd. • 40 Years

Action Electrical TEGG technicians

paths, happy they choose to follow their hearts whether their hearts lead them to working in the company or in another career.

Bunting’s wife, Grace, has recently retired from Action Electrical Ltd. and the staff came up with a unique way to pay homage to her time at the company. The boardroom was renamed “Graceland” and a plaque near the boardroom door commemorates the honour.

From a dream run from a basement office to Edmonton’s go-to company for commercial electrical solutions, Action Electrical Ltd. is aptly named. This is a company that has always taken action to move forward. By operating with integrity at every turn, creating and caring for a dynamic team, and supporting Edmonton’s electrical industry, Action Electrical Ltd. has distinguished themselves as an industry leader. Bunting and Blake see themselves as a service provider doing whatever it takes on both a business and personal level to make sure the Edmonton area gets the best commercial electrical services available. This “take action” approach was used to build a great company and it is this same approach that will move them forward for another 40+ years.

Action Electrical Ltd. is proud of their staff; the apprentices that are just getting started in their careers, the office team that keeps everything and everyone organized, the seasoned veterans that teach the youngsters and the new hires that bring a fresh perspective to the table. Bunting and Blake extend their thanks to each staff member for their hard work, dedication, and contributions to Action Electrical Ltd. They are equally appreciative of their many valuable clients and for the opportunity to provide Edmonton with outstanding service.

“Speed, accuracy, precision, response. At Action, we exhibit these qualities in our work ethic, company integrity and quality workmanship.

We are a diversified electrical company accepting jobs as a challenge, completing them on schedule and within budget. Action’s leadership team is committed to embracing the principles of “total quality” to ensure successful completion of your projects. Our goal at Action is, above all, customer satisfaction, and we are committed to doing whatever it takes to achieve that goal,” - Don Bunting, president To learn more about Action Electrical Ltd., go to www.actionelectrical.net, visit them at 7931 Coronet Road, or call 780-465-0792.

Schneider Electric is proud to have partnered with Action Electrical over their 40 years of professional service in the capital region! We wish you many years of continued success!

www.schneider-electric.com 5 • Action Electrical Ltd. • 40 Years

Congratulations Action Electrical Ltd. on 40 years! #105, 10423 178th St P. 780.669.0504 F. 780.669.0526 www.opticslighting.com

Congratulations Action Electrical on your 40th anniversary, from your friends at IPEX Electrical.

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Congratulations Action Electrical Ltd. on 40 years!

Congratulations and wishing you another 40 years of success!

Darren L. Richards - Barrister & Solicitor d.richards@rht-law.ca 3915 – 97th Street. | Edmonton, AB T6E 6P6 D. 780.465.9511 | F. 780.466.9226| www.nedco.ca

• Corporate/Commercial • Real Estate Transactions • Commercial Financing

Happy 40thAnniversary!

All of us at Guillevin extend our warmest congratulations to Action Electrical Ltd. as they celebrate 40 exceptional years in business.

We look forward to being a part of your continued success in the years to come!

Congratulations Action Electrical Ltd. on 40 years in business!

We are proud to be a part of your success!

2671 96 Street • 708.461.8314

6 • Action Electrical Ltd. • 40 Years

Dirt Axe Trenching

Specializing in underground electrical site services for over 20 years.

Congratulations Action Electrical Ltd. on 40 years.

We wish you many years of continued success!

Congratulations Action Electrical Ltd. on 40 years!

The Inspections Group Inc. is proud to play a part in your success. www.inspectionsgroup.com

Securing your future Congratulations Action Electrical Ltd. on 40 years of great customer service.

• Horizontal Directional Drilling • Trenchers • Excavators • Hydro Vac Services

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EATON CANADA WOULD LIKE TO CONGRATULATE ACTION ELECTRICAL LTD. ON 40 YEARS!

300, 100 Palisades Way Sherwood Park AB, T8H 0T1 Phone: 780-416-0175 • www.taylorplanning.com

The industry leader in delivering structured telecommunication and data networks.

Congratulations Action Electrical Ltd. on 40 years!

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7 • Action Electrical Ltd. • 40 Years

Siemens electrical distribution products: Made in Canada, for Canada. siemens.ca Proud supplier of Action Electrical Siemens Canada congratulates Action Electrical for 40 years of providing answers to the industry.

Answers for Canada.

The John E. Poole Wetland and boardwalk looking towards the Enjoy Centre.

Ducks Unlimited Canada - Part of our Community

D

ucks Unlimited Canada (DUC) is one of Canada’s conservation leaders. Last year alone, DUC invested $85 million in wetland conservation activities across Canada, delivering effective and tangible environmental benefits to Canadians.

With spirit and determination, 75 years ago, DUC’s founders began mapping the wetland conservation journey that continues today. Special thanks to the support of thousands of passionate Albertan’s who share this conservation spirit, DUC is reaching many important environmental milestones.

Scientific discoveries – DUC’s team of experts is finding answers to important environmental questions. Water filtration, flood and drought mitigation, as well as carbon storage are all valuable environmental benefits that wetlands provide to society.

Education inroads – DUC is growing the next generation of conservation leaders by introducing students to the wonders of wetlands. Encouraging kids to get their hands dirty and feet wet is instilling an interest and passion for conservation in their lives.

Policy advancements – The importance of wetland conservation is being emphasized with all levels of government. DUC is working with political officials and key decision makers to develop effective policies that will protect and conserve wetlands now and in the future.

On-the-ground successes – By focusing conservation efforts in areas with the greatest priority for waterfowl conservation, DUC is making a real, tangible difference on the landscape.

DUC conservation projects are spread out from coast, to coast, to coast.

Wetland conservation and the ecological benefits that restored wetlands provide can play a key role in providing the solution to many of our environmental challenges we are facing today and DUC is determined to continue to be a part of the future of wetlands in Canada.

DUC has two wetland conservation projects in the Edmonton area that are easily accessible and bring visitors within close reach of the wonder of wetlands.

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John E. Poole Wetland

DUC recently completed the John E. Poole Wetland in honour of the late John Poole. Edmonton and surrounding communities are very familiar with the legacy of John and Barbara Poole. It is their love of education and community that helped inspire DUC, the Poole family and PCL Constructors Inc to conserve the marsh on the east shore of Big Lake. Now an extensive “outdoor classroom,” the project includes trails, a boardwalk, and interpretive signage to educate visitors about wetland ecosystems, waterfowl, and other wildlife that frequent the site.

“John gave back to the community what it had given to him.

This conservation effort is a lasting tribute to a man who loved life and the environment. This legacy is not so much about John, it’s a legacy that we can all contribute to, so that we can share with others the beauty around us for a very long time,” says Barbara Poole The John E. Poole Wetland, east of Ray Gibbon Drive, between Edmonton and St. Albert, is located within the Lois Hole Centennial Provincial Park, forms part of the Big Lake shoreline, and is connected to the City of St. Albert’s Red Willow nature trail system. Big Lake is globally recognized as an Important Bird Area by and provides critical habitat for thousands of nesting and migrating waterfowl and shorebirds.

EPCOR is the latest donor to the John E. Poole wetland joining a significant group of contributors to DUC supporting this important urban wetland and DUC’s education and conservation programs in the province. The boardwalk was officially opened by the late Barbara Poole during a ceremony in June of 2012. Beaverbrook Developments, Government of Alberta – Tourism, Parks and Recreation, Alberta Culture and Community Spirit, Shell Canada and more than 50 other donors have been instrumental in creating the John E. Poole Wetland.

Edmonton and area residents and kids of all ages are encouraged to visit the wetland and walk the new boardwalk – a tribute to John E. Poole’s love of the outdoors, conservation ethic, and support of youth education.

Clifford E. Lee Nature Sanctuary

Located 33 kilometres southwest of Edmonton near the Devonian Botanical Gardens on Highway 60, the Clifford E. Lee Nature Sanctuary protects 348 acres of marshland, open meadow, aspen parkland and pine forest. The varied habitats of the Sanctuary attract a diversity of animals, including more than one hundred bird species. There are excellent opportunities for wildlife viewing. DUC has owned the land since 2007 with management and care of the area done by a team of committed and passionate Clifford E. Lee Sanctuary volunteers.

One of the many wetlands at the Shell Buffalo Hills Conservation Ranch south of Calgary.

The Sanctuary has over two kilometres of boardwalk and connected upland trails that are easily navigated by all skill levels. The sanctuary is a great place to spend the day or a few hours amid the songbirds, wildflowers and other wildlife. The Sanctuary is open to the public year round and is free of charge.

Ducks Unlimited Canada’s 75th Anniversary Wetland Conservation Project

In addition to the John E. Poole Wetland and Clifford E. Lee Nature Sanctuary and over 1,800 other wetland conservation projects across Alberta, on September 4, 2013, Ducks Unlimited Canada (DUC), along with Shell Canada, celebrated the launch of the Shell Buffalo Hills Conservation Ranch.

This is DUC’s largest and most ecologically important acquisition to date, which builds on a strong 75-year legacy of delivering important habitat projects in areas that provide the greatest benefit to North American waterfowl.

Shell Buffalo Hills Conservation Ranch includes 4,130 acres of pristine, native grasslands, as well as an additional 1,769 acres of tame hay lands. In total, this area represents nearly 6,000 acres for breeding, migration and wintering of 159 bird species that use both native prairie and the boreal forest of Alberta.

Recognizing the positive impact of this acquisition, Shell Canada has generously agreed to contribute $3 million towards the purchase with the balance coming from DUC and the NAWCA partnership.

“The Shell Buffalo Hills Conservation Ranch is an outstanding and rare example of intact habitat only one hour southeast of Calgary,” says DUC President, Mac Dunfield. “This makes it not only an example of wetland conservation, but easily accessible for the public to enjoy. It will serve as an excellent property

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to demonstrate how DUC’s work to conserve critical waterfowl habitat also provides many other societal benefits including carbon storage, improved water quality, as well as mitigating impacts of floods and drought.”

Thanks to DUC’s strong conservation spirit, and Shell’s great collaboration and teamwork, this critical piece of habitat is forever protected. The Shell Buffalo Hills Conservation Ranch will truly become a legacy of the important work DUC does for wetlands and waterfowl in Alberta and across the continent.

Why We Need Wetlands

Wetlands are one of Earth’s most productive ecosystems; they are also one of the Earth’s most threatened ecosystems. Wetlands provide essential habitat for waterfowl and wildlife and critical environmental functions. Wetlands filter our water, reduce flooding, drought and erosion, lessen climate change impacts, and offer outdoor recreational and learning opportu-

nities. Even with increased awareness of the value of wetlands, they continue to disappear at an alarming rate, with approximately 64 per cent of Alberta’s wetlands lost or degraded in settled areas of the province. As demands on the landscape increase, we must find ways to work together to conserve and restore Alberta’s wetlands.

Why We Need You

Ducks Unlimited Canada (DUC) is blessed with grassroots supporters and volunteers of all ages who contribute to wetland conservation by attending or volunteering to help with local DUC fundraisers. Over the years, DUC’s muchcopied fundraising dinner and auctions have been instrumental in helping to fund more than 1,800 wetland projects in Alberta and more than 100,000 acres of habitat for ducks, geese, deer and more than 600 other wetland-dependent species of wildlife.

Ducks Unlimited Canada’s Boreal Program Wetlands are a diverse and significant feature of northern Alberta’s boreal forest. These wetlands are important to an array of wildlife species, including ducks and geese, trumpeter swans, woodland caribou, whooping cranes, and boreal songbirds.

On a continental scale, the boreal forest and the habitat it provides is a top priority for North America’s waterfowl, which is why Ducks Unlimited Canada (DUC) is working to understand this region and conserve its wetlands. These wetlands, spread across the top of Canada like a protective cape, are vital to our economy, environment and society as a whole.

The boreal forest and its wetlands provide the world’s largest storehouse of carbon. This region also hold the majority of Canada’s freshwater.

Unfortunately, many of the environmental values that boreal wetlands provide are not yet, fully understood. DUC’s science-based approach to conservation, supported by our Partners in Conservation, includes investigating and understanding these wetlands so that we can work together to conserve them.

Conservation in the boreal forest requires a balance of environmentally sustainable land use and the protection of wetlands. Whether working directly with industry on advancing sustainable development or working with governments on policy-based initiatives, DUC knows that conserving Canada’s wetlands is only possible through effective, solutions-based partnerships.

Please contact us at (780) 489-2002 For more information

The boreal forest holds the majority of Canada’s freshwater

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Clifford E. Lee Sanctuary near the Devonian Botanical Gardens.

Despite the hard work and contributions of these supporters and the successes DUC has seen in its 75 years of conservation, Perry McCormick, manager of provincial operations for Alberta reminds everyone that wetland conservation can’t be taken for granted. “Every day, 80 acres of wetlands are lost in settled areas of Canada. This loss is equivalent to about 45 soccer fields every 24 hours. We need the continued support of Albertans across the province, we simply can’t do this alone, and we haven’t been. It’s

been our volunteers and generous supporters that have brought us this far and will to help take us into the future.”

Wetlands are fundamental to our way of life and we simply can’t afford to lose any more. Please show your support by attending or making a donation to this historic 75th anniversary celebration. Seating is limited and tickets will sell out quickly, purchase yours today by calling Maureen Schnirer at 780-4892002 or purchase online at www.ducks.ca/edmontonsignature.

Thursday, November 14, 2013 The Westin Edmonton Reception & Silent Auction 5:00 p.m. Dinner 7:00 p.m.

Edmonton Gala

For more information contact Maureen at (780) 489-2002 or m_mccarthy@ducks.ca

Congratulations

Ducks Unlimited Canada on 75 years!

14-9977 178 Street NW Edmonton, AB T5T 6J6 780.487.2363 printing@copycity.ca www.copycity.ca

Congratulations to Ducks Unlimited Canada on 75 Years Davis LLP - Proud to provide service to Ducks Unlimited Canada Colin Lipsett

Edmonton | 780.429.6821 | clipsett@davis.ca

th Page Ad.indd 1 Ducks Unlimited 4 | Ducks Unlimited Canada | 758th Anniversary

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FARM FAIR

BLAZING SADDLES

Blazing Saddles EDMONTON COWBOYS UP FOR THE 40TH ANNIVERSARY OF CANADIAN FINALS RODEO

BY BEN FREELAND PHOTOS COURTESY OF CANADIAN FINALS RODEO

www.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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Alberta’s rodeo history dates back over 100 years, with the first historically verifiable rodeo taking place in the town of Raymond (south of Lethbridge) in 1902.

S

ay the words ‘Alberta’ and ‘rodeo’ to the average Canadian and chances are that Edmonton is not the first place that comes to mind. Calgary’s wholesale embrace of the cowboy as its municipal icon and the massive global exposure of its annual summer Stampede showcase have made Calgary and southern Alberta synonymous with cowboy culture, with Edmonton perceived as less cowboy-than-thou. But Edmonton’s roots are every bit as agricultural as Calgary’s, and the capital’s own cowboy spirit still persists, bursting to the surface in the first week of November during the annual Canadian Finals Rodeo, the big final showdown on the Canadian professional rodeo circuit. Running concurrently with Farmfair International – western Canada’s premier cattle show, the CFR is Edmonton’s own annual Stetson-and-spurs extravaganza when the city gets in touch with its inner cowboy. This year the CFR turns 40 – and its promoters are hoping for a bigger-than-ever turnout.

Alberta’s rodeo history dates back over 100 years, with the first historically verifiable rodeo taking place in the town of Raymond (south of Lethbridge) in 1902. The Raymond Stampede remains the province’s oldest continually running rodeo event, and was the direct predecessor to the Calgary Stampede, which was born in 1912 and last year celebrated its 100th anniversary with a record attendance of over 1.4 million. Nevertheless, rodeo remained a loosely organized sport in Canada until 1945, when the Canadian Professional Rodeo Association (CPRA) was established.

Modelled after the U.S.-based Professional Rodeo Cowboys Association (PRCA), the CPRA is the main organizing body for the professional rodeo circuit in Canada and oversees a March-to-November season of 52 rodeos (39 of which are in Alberta), culminating in the Canadian Finals Rodeo, the biggest prize on the Canadian rodeo scene.

For festival-happy Edmontonians, this annual wild-west showdown and its corollary Farmfair International mark the tail end of Edmonton’s festival season before the city goes into its winter hibernation. Held at Rexall Place and touted as one of the world’s largest indoor rodeos, the CFR attracts cowboys from across Canada and the US and features bareback riding, steer wrestling, team roping, saddle bronc riding, tie-down roping, barrel racing and bull riding, as well as ladies barrel racing, boys steer riding (open to cowboys age 11 to 14) and novice saddle and bareback riding for riders aged 16 to 21. The tournament lasts for five days (from November 6 to 10 this year) and features the 10 leading money-winners in each event throughout

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

the Canadian rodeo season as well as the first- and secondplace finishers in each event during the last 10 rodeos. This year’s top prize stands at a hefty $1.47 million – the highest ever purse value in CFR history.

Anyone skeptical of central Alberta’s cowboy cred need look no further than the CPRA tournament schedule, which features as many stops in the province’s north and centre as in the deep south, and while Edmonton may not look like a cowboy town much of the year, the hats, boots and belt buckles come out in droves during CFR week.

“Edmonton actually has a very big rodeo following,” says Lauren Andrews, public relations specialist at Northlands, organizers of CFR and Farmfair International, “and you certainly see it that weekend when all the country bars are chock full of cowboy hats. I’ve even heard there’s a noticeable spike in truck sales in the city in November, and Ram trucks in particular – the rodeo’s longstanding showcase sponsor.”

In addition to providing entertainment, the CFR and Farmfair International are big business for the region – and not only for Ram dealerships. Farmfair is a major lynchpin in the province’s agri-food industry, which this year will welcome international cattle buyers from the U.S., the UK, Russia, Kazakhstan, Mexico, Australia and Brazil, in addition to local ranchers. With the 300 kilometre radius of Edmonton containing the country’s highest cattle population, Farmfair is the country’s premier cattle breeding showcase, with this year’s shows featuring Canadian National Black Angus, Charolais, Gelbvieh, Limousin, Lowline, Red Angus, Shorthorn and Simmental breeds as well as the Western Canadian National Hereford Show. The event also serves as a crucial networking locus for agri-food businesspeople courtesy of the International AgBusiness Centre (IABC), which remains open for the entire week.

While Edmonton’s legitimacy as a cowboy town is undisputable, the Canadian Finals Rodeo, like many such festivals, has struggled to capture new audiences as the city’s population has grown more diverse and less connected to the region’s wild-west heritage. Since 2000, CFR attendance has fluctuated from between 83,000 and 95,000, peaking at 95,552 in 2005 before dropping to its lowest attendance in over a decade at 83,904 in 2009 and bouncing back to 91,174 and 90,665 in 2011 and 2012 respectively. Andrews contends that the rodeo’s stagnating attendance tally is due primarily to a struggle to attract an urban audience, which increasingly has no connection to

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Farmfair International has also undergone a rebranding this year, also aimed at wooing an increasingly urban demographic. rodeo culture. She adds that this phenomenon is far from limited to the CFR, noting that the Calgary Stampede experienced similarly stagnating attendance before its breakthrough centenary extravaganza in 2012.

This largely untapped urban demographic is the primary focus of Northlands’ new marketing strategy surrounding the CFR, under the branding slogan ‘Cowboy vs. Beast.’

“For our big 40-year anniversary we’re really going after that urban audience that has never experienced rodeo before,” says Andrews. “Edmonton is a huge sports town and it’s precisely that aspect of the city’s psyche that we’re appealing to.” Andrews adds that rodeo organizers are also taking great pains to dispel negative perceptions that rodeos are tantamount to sanctioned animal cruelty. “We have a very strong relationship with the SPCA and the Humane Society, who are on site the whole time to ensure the animals are safe,” she asserts. “Safety is our numberone priority, for both the cowboys and the animals, and we have superb veterinary staff on site for the duration.”

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Farmfair International has also undergone a rebranding this year, also aimed at wooing an increasingly urban demographic.

Andrews asserts that it too has much to offer city folk with no connection to farming or cattle ranching. “There’s a growing interest in farming and agriculture among urbanites who want to know how their food gets on their table,” explains Andrews.

“And this is precisely the kind of educational experience we’re offering at Farmfair. We’ve got a farmer’s market, a Kidzone and educational programming for elementary school students and lots of family-oriented activities. We’ve also got equine competitions and clinics and exciting western entertainment.

Farmfest even has its own rodeo event (the annual Heritage Ranch Rodeo from November 3 to 5). There’s really no better place to experience Canadian agriculture and western culture.”

The 2013 Canadian Finals Rodeo kicks off on Wednesday, November 6, with Farmfair International commencing on Sunday, November 3. CFR tickets are available online at www.cfr.ca. Farmfair tickets are available at the door or at Ticketmaster. BIE

THE OFFICIAL MAGAZINE OF THE HUMAN RESOURCES INSTITUTE OF ALBERTA

NOVEMBER 2013

DRIVING BUSINESS FORWARD

▼ ▼ ▼

HUMANCapital Boomeranging Boomers, Older Workers Can Help Solve The Labour Shortage By: Alexandra Lopez-Pacheo

For decades, the 9.6 million Canadians born between 1946 and 1965 have been the single largest demographic in Canada’s labour force. Now, the oldest of the baby boomer generation has reached retirement age. That has employers in every sector bracing themselves for the looming skills and labour shortage that will hit the country over the next fifteen years as wave after wave of all 9.6 million baby boomers reach retirement age. In itself, the boomers retiring could be a manageable challenge if there were an equal number of young people ready to replace them. But there is not. According to Statistics Canada, there is only one worker aged 25 to 34 years for every three workers 55 or older. It’s not an issue that will be resolved anytime soon, either. Statistics Canada estimates that sometime between 2015 and 2021 the number of seniors will outnumber children under the age of 15. That’s never happened in this country before.

Nationally, “In the five years since the start of the financial crisis, the most significant labour market challenge has been creating enough good jobs for workers. Over the next five years, the most important challenge is more likely to be finding enough good workers for jobs,” said Tiff Macklem, Senior Deputy Governor, The Bank of Canada, in an October speech.

In fact, according to the Canadian Chamber of Commerce, Canada’s skilled labour

shortage is becoming so dire it represents a threat to the country’s global economic competitiveness. The chamber predicts that over the next decade the country will experience a shortage of 163,000 workers in construction, another 130,000 in oil and gas, 60,000 in nursing, 37,000 in trucking, 22,000 in the hotel industry and 10,000 in the steel trades.

The challenges experienced by companies and organizations could be further compounded by a knowledge gap. The young people entering the workforce with university and college degrees who will be replacing baby boomers lack the practical knowledge that can only be gained from working on the ground. This is particularly the case for industries such as mining, which has struggled in recent years to appeal to younger generations and has an average retirement age of 59.5. All of this has the potential to result in loss of productivity and competitiveness, both for individual companies as well as the country as a whole.

“There are some things you can only learn in the field with experience,” says Ralph Pritchard, a mechanical designer who returned to the workforce in his 70s to work as a mentor and coach for younger engineers and designers at a pipe design and manufacturing company. “The young guys know the software top to bottom, but

IN THIS ISSUE • Boomeranging Boomers, Older Workers Can Help Solve The Labour Shortage

• HR & HSEQ Together:

Planning for a State of Emergency

• Board Announcement

HUMANCapital is the Human Resources Institute of Alberta’s quarterly magazine, delivering sound HR practices that protect and engage employees and make organizations more successful. HUMANCapital highlights the most challenging industry issues and the strategies employed to achieve corporate goals. Each issue is also available in a fully interactive digital edition. If you would like to be added to our distribution list please contact Bailey Lomas at blomas@hria.ca.

To learn more about HRIA visit www.hria.ca

| November | 2013 | 1

HUMAN CAPITAL

“Our employee engagement scores show that our employees who are 50 years old and older are three times more engaged than younger employees, and their retention rate is 100 times better.

When we look at our data, they confirm why we want to hire and retain older people in our work force.” ~ Sue Black, Sodexo Canada

there is a lot they don’t know. I’m really taking the place of someone who is about 40, but that’s the generational gap that exists.”

While the source of the labour crisis is boomers reaching retirement age, numerous recent studies and polls are making it increasingly clear that many boomers want to be part of the solution. According to the fourth Sun Life Canadian Unretirement Index conducted by Ipsos-Reid between November and December 2011, only 30 percent of Canadians expect to be fully retired by 66. More than half expect to be working until the age of 71. Many will continue to work because they have to but some 39 percent plan to do so because they want to, according to the Sun Life study.

A growing number of companies have zeroed in on this solution. In 2011, ThirdQuarter, a national program designed to assist the matching of skills of mature workers with opportunities, found that 60 percent of the businesses across Canada it surveyed had hired an older worker in the past two years and 79 percent said they were likely to do the same in the future.

One company that has already tapped successfully into the mature labour force is Burlington, Ont.-based Sodexo Canada, where employees 50-plus make up a third of the food and facilities management services company’s 10,000 employees.

Sue Black, the company’s head of human resources, told the Globe and Mail earlier this summer that this strategy was paying off—but not just in filling job positions.

“Our employee engagement scores show that our employees who are 50 years old and older are three times more engaged than younger employees, and their retention rate is 100 times better,” she said. “When we look at our data, they confirm why we want to hire and retain older people in our work force.”

Companies that are taking advantage of the opportunity mature workers represent, however, point to the need to develop good recruiting strategies that are geared to appeal to the needs and wants of older people, including flexible or part-time hours and good health benefits, training opportunities, as well as generous vacation time. But according to Strategies and Best Practices for the Recruitment, Retention and Employment of Older Workers in the Construction Industry, a best-practices 2

| HUMANCapital | www.hria.ca

manual created by the Government of Canada’s Construction Sector Council, one of the first steps to succeeding is to identify and address any ageism that might exist within the HR department and company culture.

“Your recruitment team may be bringing both conscious and unconscious biases to the table when they are involved in the recruitment process,” the best-practices manual says. “These biases could inadvertently lead to discrimination against older applicants.”

It also points out that older applicants are often rejected because they are perceived as being over-qualified and thus not likely not stay with the organization. Quite the opposite is true. “Younger workers tend to change jobs more frequently.

Older workers who appear over-qualified may be very effective in positions that they understand well, and, in turn, can train, mentor and coach younger workers,” says the manual.

When mature workers are given roles within an organization that allow them to mentor and coach younger generations, they are helping to close the knowledge gap in that organization.

What’s more, the research shows that giving back and sharing the knowledge and experience they have gained throughout their careers is often a prime motivator for older people wanting to get back into the workforce, even after retirement.

From an HR perspective, developing processes designed specifically to effectively manage an intergenerational workforce—and raise awareness and mutual respect of each generation’s perspectives, communication styles and motivators—is essential. That said, older workers such as Pritchard, who is now in his late 70s and still going strong at work, are motivated by the desire to mentor the next generation so they often have the life experience and patience to intuitively understand this. “The young guys speak a different language,” says Pritchard. “If you’ve been of out picture for a couple of years, you have to go in and listen carefully to what they’re saying so you can learn their language, because it’s a whole different approach. You can’t go in and say, this is the way to do it. You have to blend in your knowledge with the ability to put it in a good perspective so they can understand and use what you’re teaching them.”

HUMAN CAPITAL

According to Peter Cappelli, author of “Managing the Older Worker” companies require a different model of leadership and management practices, and in his book, he mentions a few ways for organizations to better work with older workers: • Tailor your rewards and benefits to their lifestyle and interests: The promotion, bonus or stock options don’t matter as much to older workers, as mentioned above. Instead, provide motivation through meaningful work and social relationships; these factors are a bigger priority for older workers than financial- or career advancement-motivated rewards.

• Consult and empower them: Older workers want to be consulted, so ask them to participate in the decision process

“If you’ve been of out picture for a couple of years, you have to go in and listen carefully to what they’re saying so you can learn their language…You have to blend in your knowledge with the ability to put it in a good perspective.”

on a project or challenge a bit more. They have experience behind them and wisdom to solve many workplace problems, so ask them to get involved.

• Don’t ignore them: Older workers don’t want to be ignored, and they still need to be managed. Remember that managing someone older doesn’t mean you’re giving up authority; older workers must be held accountable, too.

• Initiate mentoring/onboarding: Companies like Deloitte have taken advantage of older workers’ unique talents by asking them to share problems they see in the organization that they’d like to work on and fix. Their attitude is, “If you think it’s a good idea, we will too, almost without exception. We trust you.”

Sometimes, Cappelli says, older workers have to help younger supervisors understand how to best manage them — and to engage younger supervisors in different types of relationships by taking initiative and speaking up for things like what motivates them, the type of environment they want to be in, or their strengths.

This article was originally published in the Winter 2012 issue of HUMANCapital.

Peter Cappelli, Professor at the Wharton School has written the book “Managing the Older Worker”. ThirdQuarter (www.thirdquarter.ca) is a Canadian nonprofit organization with a mission to assist companies and mature workers find each other with a unique on-line skills match system.

Alexandra Lopez-Pacheo is an Oakville, Ontario based writer who contributes regularly to “Hire Perspective” an e-newsletter of ThirdQuarter.ca.

~ Ralph Pritchard

HR & HSEQ Together: Planning for a State of Emergency

By Brigette Rein

This past June, AB experienced an unprecedented “State of Emergency” with the flooding that spanned 55, 000 square kilometers, resulting in the evacuation of almost 100, 000 people and 10, 000 homes1 not to mention the impact to roadways and infrastructure. These events have confronted many organizations that the threat of man-made or natural disasters can cripple operations and have far reaching consequences on employees. Regardless of size, all companies should develop and implement a workable, realistic and effective emergency management plan that suits them.

Step 1: Plan Ahead

The Alberta Emergency Management Agency (“AEMA”) offers useful advice and support to people, businesses and communities which offers useful advice on assessing risks and developing & implementing emergency management plans. There are a variety

of links and publications on the AEMA website outlining emergency preparedness toolkits and how to guides for families and businesses as well as how to access funding and other emergency preparedness issues. Essentially, the steps are create a planning committee to assess vulnerabilities and capabilities and run the plan, don’t wait for the emergency, implement and refine.

Step 2: Establish a Planning Committee

The Human Resources Group (“HR”) alongside the Health, Safety, Environment and Quality Group (“HSEQ”) need to champion and resource the leadership of the organization to assemble a team responsible for creating and implementing a dynamic and robust emergency plan. This committee needs to include input from all areas and levels within the organization and have the authority and necessary resources to create, implement, execute and continue to improve the plan. | November | 2013 | 3

HUMAN CAPITAL

Analyzing the hazards within the organization and the community in which they are located is critical.

Step 3: Analyze the Hazards and Control for Them

The HSEQ Group needs to engage the committee in the assessment of the organization’s capabilities and hazards facing it. The organization must review plans and policies already in place, as well as applicable laws and regulations such as Occupational Health and Safety (“OHS”) obligations and requirements. The committee should determine what part of operations is vital and ensure there are backups for each.

Analyzing the hazards within the organization and the community in which they are located is critical. Understanding the history of the location and determine the crises root cause(s) such as geographic location or human error. The committee must also engage the external stakeholders such as business counterparts in the same building and, first & second responders to as comprehensively as possible identify all potential hazards. Once the hazards are identified, the committee must understand the possibility of facing those hazards, the risk is each if the hazard were to occur and develop a control for each.

Another important aspect the committee must review, is the organizations insurance policy(s) and ensure appropriate coverage is in place and understand the applicable exclusions and areas of exposure. All of this will ensure a solid and well researched understanding of the true hazards and ultimately, the controls that need to be put in place.

Step 4: Develop the Plan The “Plan” should cover: 1. Control; 2. Communication; 3. Life Safety; 4. Property Protection; 5. Community Outreach; 6. Recovery & Restoration; and 7. Administrative logistics.

all of the organizations bases are covered. The key component of the “Plan” is to test it, refine it, test it and refine it. Ensure that there is input from all levels of the organization, not just the committee. Create a lunch n learn activity, a team builder or highlight the “Plan” at an HSEQ meeting. These exercises will help identify gaps, confusion and overlap.

Step 5: Implement, Evaluate and Refine

Once the “Plan” is solidified, distribute it and continue to test it and refine it. Don’t let it sit on a shelf collecting dust; make it part of an annual test run and ensure all new hires are oriented to it. Training and practicing the “Plan” must be conducted routinely so that it remains practical and relevant.

The “Plan” is dynamic and it must continue to be reviewed and refined as necessary not only to ensure it is lawful, but to ensure it’s realistic and accurate. An obvious but key component to the “Plan” is the consideration of issues that impact the organizations human capital. Ensure that as part of the planning process, the HR and HSEQ Groups have a firm understanding of their existing policies as well as legal obligations that may be faced depending on the nature and scale of a disaster.

Step 6: HR and HSEQ Considerations

Employees who are not returning to work (voluntarily or involuntarily) may be eligible for final wages, payment for accrued but unused vacation time, commissions, bonuses, expense reimbursement or severances. Depending on the situation, employees may be temporarily laid off, decide to voluntarily terminate their employment or the organization may be in a situation where they have to close down operations permanently or for the long term.

This is where the HR Group needs to be fully engaged. For example, if there is a shutdown of operations, will there be a compensation continuance and for how long. What about crisis counseling for those directly and indirectly impacted?

The engagement of the HSEQ Group will cover emergency response procedures and appropriate backup such as employee call lists, building schematics and responsibilities.

Employees who do not or cannot return to work immediately may be eligible for some form of protected leave under Provincial or Federal law or organizations policies. For example, the Federal Government supports the Wage Earner Protection Program (“WEPP”) Act and Employment Insurance (“EI”) Act. The WEPP program protects employees legally entitled to work in Canada protection concerning the payment of wages if the employer becomes bankrupt or subject to receivership2. The EI program provides temporary financial assistance for people between jobs, who cannot work due to sickness, maternity/paternity and for those providing care to a family member who is gravely ill3.

Again, engage stakeholders by contacting Municipal and Provincial governmental departments to solicit input and ensure

If the organization has an employee assistance plan (“EAP”), make sure it is accessible to those who my need it. Also remind

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| HUMANCapital | www.hria.ca

HUMAN CAPITAL

With direct respect to the devastating floods in AB in June, we as a team, a community have risen up and demonstrated a sense of responsibility and compassion that has been amazing. the workforce of its existence and confidential nature of the services. Depending on the situation, an organization may decide to establish a continuation of benefits outside of the legal requirements.

Organizations need to ensure the Health and Safety of the workforce. Following a state of emergency, remain aware of standards for workplace safety. Employees may not work if they have a good faith belief that there is an “imminent danger” in the workplace. In fact, an employee is obligated to report the unsafe working condition under OHS and is protected from punishment from the employer for doing so.

Conclusion

While this article covers a variety of topics, it is important to note it is not all encompassing. Organizations should enlist the help of professionals.

With direct respect to the devastating floods in AB in June, we as a team, a community have risen up and demonstrated a sense of responsibility and compassion that has been amazing. The single strongest predictor of group effectiveness is the amount of help we give to each other. The challenges of this past summer have further proven this; the “States of Emergency” throughout the Province united us. We are a team and Mother Nature helped us rise up and realize it at a very deep and meaningful level.

1 - Southern AB 2013 Floods, The Provincial Recovery Framework (July 18, 2013).

2 - Government of Canada. Labour Program. www.labour.gc.ca/eng/standards_equity/wepp 3 - Human Resources and Skills Development Canada. www.hrdsc.gc.ca/eng/jobs/ei

This article was originally published in the Fall 2013 issue of HUMANCapital Brigette Rein is currently a PhD student studying economic development and capacity building. She has a special interest in partnership with First Nations in Western Canada with a focus on training and job creation. She can be reached at brigette.rein@gmail.com.

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HUMAN CAPITAL

2013/14 BOARD OF DIRECTORS RESOURCES INSTITUTE OF ALBERTA

The Human Resources Institute of Alberta (HRIA) is a professional association dedicated to strengthening the human resources profession by ensuring our members have the tools and resources required to influence, shape and lead organizations into sustainable and productive ventures. We are Alberta’s exclusive certifying body for the nationally recognized Certified Human Resources Professional (CHRP) designation. The CHRP designation is the leading standard for HR professionals in Canada; it demonstrates HR expertise, experience and ethical management of today’s human capital.

We are pleased to introduce the 2013/14 Board of Directors

Alykhan Bandali, CHRP Chair

Chris McNelly, CHRP Vice Chair

Shannon Friesen, CHRP Past Chair

Nora Molina, MBA Executive Director

Allan McCalder, CHRP Director

Alison Meyer, CHRP Director

Andrew Walcot, CHRP Director

Angela Boyes, CHRP Director

Arlene MacLellan, CHRP Director

Chris Sopal, CHRP Director

Melody Wisoley, CHRP Director

Leslie Henkel, CHRP Director

Neil Riley, CHRP Director

Lynette Grose, CHRP Director

Sherry Scott, CHRP Director

HUMAN RESOURCES INSTITUTE OF ALBERTA

www.HRIA.ca 6

| HUMANCapital | www.hria.ca

WWW.EDMONTONCHAMBER.COM SECTION TITLE

WHAT DRIVES EDMONTON?

BY JAMES CUMMING, PRESIDENT AND CEO OF THE EDMONTON CHAMBER OF COMMERCE @CUMMINGK

JAMES CUMMING

A

s we get closer to election day, there has been much discussion about what type of city we are and what we aspire to be. Lately, the discussion has included the use of slogans, storytelling and other creative models to get the word out about our city. The better question is, what will continue to drive growth and allow the city to prosper?

There are some key fundamentals that will allow us to continue to grow, prosper and define ourselves.

First and foremost, we need a strong business environment that continues to grow. We currently have one of the highest growth rates in the country, primarily supported by the resource industry. There are actions we can take to ensure future economic strength. Strategically, in the short term, we must ensure we have access to other markets for our energy sector in order to support continued growth while our economy continues to diversify.

There is clear research that shows diminished access to markets for Canadian energy products costs our national economy $50 million per day. That discount hits our regional bottom line.

Companies in the Edmonton region have proven expertise in many areas that should and could be expanded throughout the globe. Many businesses are seeing this opportunity and we need to support and encourage their growth and the scaling of others. Longer term, we need to ensure that the talent and expertise we have developed can be applied to other areas of the global economy.

We can expect the energy sector to continue to fuel our economy, but should still keep in mind that this is not a renewable resource.

The backbone to a talented workforce has to be the quality of the education they receive. Edmonton has an outstanding group of post-secondary institutes. We need to continue to demand that these institutes continue to provide best-in-class education. They need to be responsive with the needs of the marketplace and also have an eye to the future as the economy develops and changes.

Our community must strike a balance between current infrastructure needs and that of the future. Both the cit-

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Companies in the Edmonton region have proven expertise in many areas that should and could be expanded throughout the globe. Many businesses are seeing this opportunity and we need to support and encourage their growth and the scaling of others. izens and the business community have clear needs and requirements from infrastructure. Prudent decisions and infrastructure planning will continue to build our economy.

There is also a key question of how Edmonton will pay for infrastructure maintenance, keep up with population growth and maintain and improve civic services. Managing growth is a difficult task, and how well Edmonton performs while remaining competitive will determine how many people continue to join our great northern city.

There are decisions to be made about safeguarding our future. Sharing the good news about Edmonton’s opportunity is a good part of the plan; but, our reality attracts people. Our economic opportunity leads the continent.

There are entrepreneurial opportunities here that cannot be found anywhere else. The idea that Edmonton is a region of exceptional economic opportunity is one of the core reasons that people move here. People move to our community every day – managing and paying for sustainable growth is a core discussion in this municipal election.

Once people have relocated here, we must ensure opportunities continue and that our economic environment supports their long-term commitment. I am a lifelong resident of this city and have chosen to be so because of the opportunities this city has blessed me with. Slogans did not drive that choice.

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Your Portfolio Is Broken: Who’s to Blame and How to Fix It! This session is intended to help frustrated investors identify the problems with traditional approaches to investing and to offer a modern, simpler solution.

Thursday, November 14, 2013 World Trade Centre Edmonton 6th Floor, 9990 Jasper Avenue

After 13 years of debate, Canadian security regulators have begun a multi-year rollout of reforms aimed at correcting the knowledge imbalance between investors and the industry.

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Presented by

Chris Turnbull, BA (Economics) CFP, CFA Portfolio Manager The Index House

Trans Mountain Expansion Project: Local Economic

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Kinder Morgan Canada is proposing an expansion of its existing 1,150-kilometre Trans Mountain Pipeline, which runs from Strathcona County (near Edmonton) to Burnaby, BC. Greg Toth will describe the various stages and types of jobs, procurement possibilities, and local workforce spending involved in building a pipeline.

Tuesday, November 26, 2013

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World Trade Centre Edmonton 6th Floor, 9990 Jasper Avenue

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Greg Toth Senior Director Trans Mountain Expansion Project

January 31, 2014 The 2014

Outgoing Chair

Incoming Chair

Northern Lights Award Winner

Lindsay Dodd

Simon O’Byrne

Tim Melton

CEO Savvia Inc.

Vice-President Stantec

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

Presented by

In Kind Sponsor

EDMONTON.COM

E-TOWN LANDS IN EDMONTON

ABOVE: COMMANDER CHRIS HADFIELD ADDRESSES THE CROWD IN FRONT OF AVW-TELAV’S INTERACTIVE BACKGROUND. RIGHT: YOUNG ENTREPRENEURS FROM JUNIOR ACHIEVEMENT.

“

Every single person in this room knows something I don’t know,” declared International Space Station commander Chris Hadfield to attendees at the inaugural E-Town festival. Hadfield encouraged collaboration and life-long learning in his keynote address, setting the tone for two days of entertaining and thought-provoking programming.

In just over two months, conference planners, with the help of partner and sponsor organizations, brought together six talented keynote speakers, along with Edmonton entrepreneurs and many curious and innovative attendees for a unique conference at the Shaw Conference Centre on September 12-13.

The effort the team put into making E-Town a success is a proof point for keynote David Usher’s statement that creativity is 95 per cent hard work and discipline and five per cent inspiration. Planners wanted to offer Edmontonians an innovative conference experience, and from the visual spectacle provided by AVW-Telav on the stage background, to storyteller Jana O’Connor’s theatrical approach to the emcee role, to the delicious food truck feast, attendwww.businessinedmonton.com | Business In Edmonton Magazine | November 2013

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EDMONTON.COM

ABOVE: DRAGON’S DEN MEMBER BRUCE CROXON SHARING THE UPS AND DOWNS OF ENTREPRENEURIALISM. RIGHT, TOP TO BOTTOM: JOHN HERDMAN TALKS PATRIOTISM AND PASSION. ENTERTAINMENT AT E-TOWN’S FOOD TRUCK FEAST. DAVID USHER DEMONSTRATES A POINT USING SONG. TIFFANY SHLAIN TAKING PART IN A Q&A WITH ALBERTA WOMEN ENTREPRENEURS CEO TRACEY SCARLETT AND EEDC CEO BRAD FERGUSON. TECH EXPERT GUY KAWASAKI TEACHES THE ART OF INNOVATION

ees were impressed. Speakers were equally impressed, and Bruce Croxon, a CBC Dragon’s Den member and co-founder of Lavalife, declared E-Town “a great beacon…a great indication that things are happening in Edmonton.”

Conference goers represented a wide range of sectors, and E-Town’s keynote choices emphasized that an entrepreneurial spirit can be found in many pursuits. National women’s soccer coach John Herdman’s insights on passion and leadership had attendees up on their feet applauding, while filmmaker Tiffany Shlain demonstrated a blending of art, technology and innovation with a moving cloud film-making concept.

E-Town 2.0 is already on the mind of the conference planners, and Guy Kawasaki’s advice to “churn baby, churn,” that is seek feedback on your product and make improvements, will be top of mind as they prepare to “jump the curve” and offer a bigger, better and more innovative E-Town for 2014.

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November 2013 | Business In Edmonton Magazine | www.businessinedmonton.com

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