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WWW.BUSINESSREVIEWCANADA.CA

APRIL 2015

TOP 10

HIGHEST EARNING

CEOS IN

CANADA HOW TO FUND

YOUR NEW

STARTUP VENTURE


EDITOR’S LETTER

L E A D I N G T H E WAY T O T H E T O P Have you ever wondered about the various ways to fund a startup? Whether you’re looking for a side project to take part in this spring or you’re just curious as to different avenues in which capital can be secured, our April issue explores a variety of methods that could assist someone who is searching to find funding. Even more importantly, pros and cons to each of these options are listed to help educate which alternative would be the best fit for your startup. Of course, it’s important for a company to have funding, but how can a business become successful without proper leadership? Our feature on talent management discusses three tips on how to manage talent, as well as how one law firm in Toronto was able to achieve gender parity. Learn how developing and motivating a staff can result in higher performances rates. Finally, our Top 10 feature highlights the highest earning CEOs in Canada. While salaries may seem high, it’s fascinating to learn how other types of compensation (bonuses, shares, options, pension and other payments) assisted in these CEOs earning salaries in the millions.

E NJOY TH E I S S U E !

Cutter Slagle

Editor cutter.slagle@businessreviewcanada.ca

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CO CN OTNETN ETNST S FEATURES

6 Leadership

How One Law Firm Achieved Gender Parity (and 3 Tips to Manage Your Talent)

12 Finance

How to Fund Your New Startup Venture

130 Highest Earning NAMCOR 18 Top 10

CEO’s in Canada

COMPANY PROFILES 26 YYZ Travel Group

CONSTRUCTION 36 Evolution Glass 44 Aztec Renovations & Refit 52 PPP Canada

MINING GLOBAL 58 Lundin Eagle Mine

SUPPLY CHAIN 80 Region of Waterloo ION Rapid Transit System

4 April 2015

92 South East Construction

HEALTHCARE 102 Stemcell Technologies

FOOD AND DRINK 110 Domino’s Pizza Canada

ENERGY 122 Infrastructure Canada

26 YYZ TRAVEL GROUP


44 Aztec Renovations & Refit

102

Stemcell Technologies

110

Domino’s Pizza Canada

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LEADERSHIP

HOW ONE LAW FIRM ACHIEVED GENDER PARITY (AND 3 TIPS TO MANAGE YOUR TALENT) Lerners LLP became one of the first law firms to accomplish gender parity in Toronto. W R I T T E N B Y: C U T T E R S L A G L E

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April 2015


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LEADERSHIP

Discussing business matters

FOUND ON THE homepage of Lerners LLP’s website is the following: “In matters of the law, nothing matters more than the firm and people you choose to represent your interests.” It is because of the talented, developed and motivated people working at this firm that success has been achieved. Specifically, due to the high performances of several female 8

April 2015

lawyers, Lerners LLP has become one of Canada’s first law firms to accomplish gender parity. The Start and Evolution of Gender Parity through Talent Management Quite a bit has changed since Janet Stewart, the first female lawyer at Lerners LLP, began working in the


H O W O N E L A W F I R M A C H I E V E D G E N D E R PA R I T Y

law field back in 1969. For starters, Stewart has been with the firm for almost 46 years, a firm that is now stacked with 55 percent of female lawyers. Even more gratifying, 45 percent of these women happen to be partners at Lerners LLP—which is more than double the national average. Therefore, it’s no big surprise that this litigation firm in Toronto is one of the first in Canada to accomplish gender parity. Better yet, this triumph became valid without affirmative action taking place within the company, but by engaging employees to become the best they can be and developing and sharpening skills in order to meet goals and objectives. Throughout the Toronto office of Lerners LLP, partner Earl Cherniak is known as the “honorary skirt.” When accepting the Toronto Lawyer’s Association award of distinction last month, he touched upon women in the legal profession. Specifically, Cherniak spoke about when he first passed the bar in 1960 and how female lawyers seemed to be an “exotic rarity” during that time. He spoke about how women in the 50s, 60s, and even throughout the 70s were not given the adequate

opportunities they deserved. In short, a viable resource in the field of law wasn’t being accessed: women. It’s important to note that Lerners LLP never had the intention of obtaining gender parity, but simply wanted to hire the best candidate for the task at hand—whether that particular contender happened to be male or female. As it turned out, Janet Stewart happened to be the best woman for the job. Still as important today as it was back when Stewart began, Lerners LLP’s number one objective is to make a difference. It is through the talent of the firm that this difference can be made. To achieve the highest performances possible from its employees, Lerners LLP promotes

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LEADERSHIP rewarding and challenging learning experiences that will allow lawyers to shape the path of their careers and reach a certain level of success. Popular Ways to Promote Talent Management Before Lerners LLP could achieve success or gender parity, the talent that was chosen to be a part of the law firm had to be properly managed, allowing the employees to perfect their individual skills sets, as well as develop new strengths and abilities to meet goals. In order for any type of business to thrive, leaders of the company must motivate and create an environment where high performances can be achieved. Here are a few examples on how to do so: 1. Express Needs and Realities of the Business In order to achieve the best results from the talent, it’s important for leaders to express to their team what is needed and expected. For example, communicating with the staff and depicting specific challenges, strategies and goals can help assure that all efforts are being enforced to obtain the same result. It’s important 10

April 2015

to ensure that each person is doing his or her daily part to help the business grow and succeed. 2. Time Management Not only is it vital for a leader to clearly express what is expected from the team, but this leader must also prioritize projects to help ensure that tasks are getting accomplished in an appropriate and timely manner. Furthermore, in order for a company to become successful, the idea of time management must be addressed


H O W O N E L A W F I R M A C H I E V E D G E N D E R PA R I T Y

and promoted. After all, one of the most common hazards in business is to waste time. 3. Widen the Skills of Your Team to Promote Growth Even after the talent has been hired and accepted by the company, it will be important to assist the employee in developing new skills to help promote growth. Giving members of the team an opportunity to not only perfect current skills, but also develop new ones, can help the

individual employee grow, alongside the company. Achieving Success Regardless of what the ultimate goal of a business may be—achieving gender parity or earning a top spot on a Forbes ranking list—one common factor remains: the importance of talent management. It is through employment development that success can ultimately be achieved.

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FINANCE

HOW TO FUND

YOUR NEW

STARTUP VENTURE Generating startup funding doesn’t have to be difficult. Learn which avenue works best for your business. W R I T T E N B Y: C U T T E R S L A G L E

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April 2015


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FINANCE LOOKING FOR SOME startup funding? There are plenty of different ways to finance your latest project. Becoming familiar with different options and learning which avenues could be more beneficial to you and your needs could assist you in reaching a higher level of success much sooner. After all, when it comes to business, two things you don’t want to waste are time and money. Take a look at the various ways you could potentially pursue startup funding, as well as the pros and cons of each alternative. Crowdfunding You’ve most likely heard the term “crowdfunding” before, as it’s becoming a more and more popular source to gain funds. In short, this idea deals with individuals donating money to a person or organization that he or she wants to support. Pro: Anyone who is interested in contributing, despite how much he or she can actually give, will be permitted to do so; therefore, the opportunity to have more investors is present. Con: Receiving crowdfunding capital is never guaranteed and often works best for projects dealing with the arts or culture. 14

April 2015

Angel Investors Who doesn’t need an angel watching over their shoulder from time to time? “Angels” are often times retired company executives who choose to directly invest in small firms. These “angels” are usually experts in their career fields and share their knowledge, contacts and financial gains with firms or organizations they choose to invest in. Specifically, angels tend to assist with the early


stages of the investment. Pro: Angels can be a good fit for startups, with investments usually happening quickly, ranging from $25,000 to $1.5 million in a lump sum. Con: Angels usually keep low profiles and can be difficult to find. Furthermore, most angels expect a high rate of return. Government Funding Though many may choose to opt away

from Canadian government grants and loans, it’s important to remember that this type of funding is still available— kind of. Yes, grants are often desired due to the fact that free money can be obtained or money that doesn’t have to be paid back. However, grants are usually hard to come by for the simple fact that a specific niche generally has to be prominent in order for the cash to be given out. Other government funding programs are loans that will 15


FINANCE

eventually have to be paid back with interest. Pro: If you’re able to successfully secure a grant, then you will be rewarded money you won’t have to pay back at a later time. Con: If you do pursue government funding in the form of a loan, you will be required to not only pay back what you borrowed, but also be contracted to pay interest on said loan. Cold, Hard Cash from Loved Ones Depending on the financial status of your family and/or friends, you may be able to reach out to a loved one for some financial assistance 16

April 2015

with your latest business venture. The specific agreement or contract between the entrepreneur and the one giving the “love money” will usually be determined by the two parties involved. Pro: It’s sometimes much easier to ask for and accept money from a loved one versus a complete stranger. As well, a family member or friend may be more inclined to offer help. Con: There’s a reason the phrase “don’t mix business with pleasure” is so well known. Personal Savings How disciplined are you at putting 20 percent of your paycheck into your


H O W T O F U N D Y O U R N E W S TA R T U P V E N T U R E

savings account? Believe it or not, the most common source behind startup funding is personal savings. If you plan on funding 25 percent to 50 percent of your business yourself, then you can prove to potential investors that you’re not only dedicated to your business, but that you’re simultaneously taking on some risk. Pro: What better way to prove yourself in the competitive world of business than by funding most of your project yourself? The experience could be quite gratifying, with you not having to pay back too many loans or high interest rates or seek outside assistance.

Con: When using your personal savings account for startup funding, you run the risk of losing everything. The Best Option for YOU When it comes to startup funding, remember to do your research. For example, you need to explore all of your available options and then only pursue the choices that will completely accommodate you and your needs. Because each and every avenue has its own risk and reward, it will be important to do your homework. After all, you want to be able to prove that you’re a worthy competitor in the game of business.

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TOP 10

TOP 10 HIGHEST EARNING

CEOS IN CANADA These executives earn salaries ranking in the millions. Written by: Cutter Slagle


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TOP 10 Chances are, when you find yourself at the head of a company, you’ll earn a healthy salary. Specifically, the top 10 CEOs in Canada can rejoice about the impressive pay package each receives on an annual basis. Interestingly enough, the highest paid CEOs earn an average of $9.2 million dollars a year. This figure is an astounding 190 times more than the average citizen in Canada, who earns $47,358. Conducted every year by the Canadian Centre for Policy Alternatives, we invite you to meet the top 10 highest paid CEOs in Canada, thanks to the assistance of fiscal 2013. On a side note, each CEO listed below happens to be a man. Will women be cracking into the top 10 highest paid CEOs in the near future?

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Paul Colborne

Since 2013, Paul Colborne has held the title of President and CEO of Surge Energy Inc., an oil focused E&P company that has a high quality crude oil reserve, production and 20

April 2015

cash flow base. Due to other compensation (bonuses, shares, options, pension and other payments), Colborne earns $13,675,941 a year from the company. Colborne obtained a Bachelors of Arts in Economics and a Bachelors of Laws from the University of Calgary. He has a combined total of 22 years experience in the oil and gas industry; his expertise is considered to be in commercial law, including the following: securities, banking, oil and gas.

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Doug Suttles

President and CEO of Encana Corporation since 2013, Doug Suttles earns $13,774,095 a year— $562,830 coming from a base salary, with another $13,211,265 earned in other compensation. Formed in 2002, Encana Corporation is known for producing, transporting and marketing natural gas, oil and natural gas liquids. Suttles graduated from the


TOP 10: HIGHEST EARNING CEOS IN CANADA

Commerce degree from Queen’s University in 1979. He is currently married to Janet Nixon and has three children.

7 Doug Suttles

University of Texas at Austin in 1983 with a Bachelors of Science in Mechanical Engineering. Upon earning his degree, he immediately joined the global oil and gas industry.

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Gordon M. Nixon

The previous CEO of the Royal Bank of Canada, Gordon M. Nixon earned an annual base salary of $1,500,000. However, combined with $12, 538,877 from other compensation, Nixon’s total stipend amounted to $14,038,877. He stepped down from this coveted position in August 2014. Born in Montreal, Quebec, Nixon received a Bachelors of

Robert Dépatie

As the former CEO of Quebecor Inc., Robert Dépatie earned $14,821,147 last year—$1,200,000 coming from his base salary and another $13,621,147 coming from other compensation. Quebecor Inc. is a leader in telecommunications, entertainment, news media and culture, as well as holds the label of being one of the bestperforming integrated communications companies in the industry. Due to health reasons, Dépatie resigned from the company in late 2014.

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JR Shaw

The executive chair of Shaw Communications, Inc.—JR Shaw—earns a base salary of $1,500,000, as well as $15,880,533 21


TOP 10 in other compensation, for a grand total of $17,380,532. Shaw Communications, Inc. is a telecommunications company that is responsible for providing telephone, Internet and television services throughout Canada. Born in Brigden, Ontario, Shaw achieved a Bachelors of Arts in Business Administration from Michigan State University and holds other honorary degrees from a variety of universities, such as University of Alberta, University of Calgary and Graceland University in Lamoni, Iowa.

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Steven K. Hudson

Steven K. Hudson

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Along with gaining the CEO title of Element Financial Group, Steven K. Hudson earns a combined total of $18,865,028—$660,000 base salary and $18,205,028 from other compensation. He has been the head of Element Financial Group since 2011. Hudson grew up in the Toronto suburb of Scarborough and later graduated from York University, obtaining a degree in Bachelor of Business Administration.

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Donald J. Walker

The CEO of Magna International Inc., Donald J. Walker earns an annual salary of $334,903, but takes home a total $19,557,600 thanks to other forms of compensation. A leading global automotive supplier, Magna International Inc. has been headed by Donald “Don” J. Walker since November 2010. Walker earned a B.Sc in mechanical engineering from the University of Waterloo, Ontario. He joined Magna International Inc. in 1987, prior to which he worked at


TOP 10: HIGHEST EARNING CEOS IN CANADA

A graduate of the University of Waterloo, Ontario, Wilson has a degree in chemical engineering. He originally joined Agrium Inc. as the Executive Vice President and Chief Operating Officer back in August 2000. In association with the chemical industry, Wilson has over 30 years of international and executive management experience.

2 Donald J. Walker

General Motors in a variety of engineering and manufacturing positions.

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Michael M. Wilson

Michael M. Wilson is the former CEO of Agrium Inc., a major retail supplier of agricultural products, where he earned a total of $23,818,740 each year. Broken down, that’s a base salary of $1,507,200, with other compensations totaling $22,311,540.

Nadir Mohamed

As the previous CEO of Rogers Communications Inc., a public Canadian communications and media company, Mohamed earned $1,130,769 a year. Mixed with other compensation ($25,639, 204), Mohamed brought home $26,769,973 from Rogers Communications Inc.—quite a leap from Gerald W. Schwartz’s annual income. Born and raised in Tanzania, Mohamed studied accounting at the University of British Columbia and later joined Rogers Communications Inc. in 2000.

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TOP 10

1

Gerald W. Schwartz

The founder, chairman and CEO of Onex Corporation, Canada’s most successful private equity firm, Schwartz earns an annual salary of $1,339, 611. However, after his income is combined with other compensation, Schwartz earns a remarkable $87,917,026. Born in Winnipeg, Manitoba, Canada, Gerald “Gerry” W. Schwartz currently resides in Toronto, Ontario. He received his B.A. and LL.B. degrees from the University of Manitoba and later earned an MBA degree from Harvard University. Schwartz is married to Heather Reisman, Chief Executive of Indigo Books and Music. Schwartz has two children from his previous marriage and two step-children from Reisman.

Gerald W. Schwartz

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April 2015


TOP 10: HIGHEST EARNING CEOS IN CANADA

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YYZ Travel Group Excellence in a Boutique Market

Executive President Vicky Zaltsman discusses three decades of success for boutique agency YYZ Travel Group, and why travel is always better with an expert Written by: Sasha Orman

Produced by: Michael Magno


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YYZ TRAVEL GROUP

YYZ Travel Headquarters, Toronto, Ontario

YYZ Travel was born on the 19 of August, 1986, and was nourished and flourished from one employee to over 100 employees today, from one department to many different entities,” said Vicky Zaltsman, the travel group’s founder and executive president. “It has a lot of history, a lot of sleepless nights, and total dedication to the job that I love: people entrusting you with their dreams, and YYZ having the responsibility of realizing those dreams.” For Vicky Zaltsman, YYZ Travel Group is more than just a business. It’s the realization of a lifelong passion for travel, and for almost 30 28

April 2015

years, the Ontario-based boutique agency has helped countless clients realize their own travel dreams. With a team of over 100 international agents speaking over 35 languages, offering packages ranging from worldwide high-end leisure and corporate travel to boutique specialty tours through Russia and Israel, YYZ Travel Group offers clients a crucial combination of convenience and knowledge for a seamless and stress-free experience. Excelling Within a Niche Market When forming YYZ Travel Group, there was only one true goal in mind: to provide and maintain service, knowledge, and expertise at the


Celebrating YYZ Travel Group’s 25th Anniversary. YYZ Travel Group Executive Team: From left, Vicky Zaltsman, Executive President; Inna Zelener-Vinokurov, Vice President; Alexandra Pelts, President

highest level. This simple objective has helped YYZ Travel Group in building its business and staying on top through a drastically changing industry landscape. “Not many independent traveler management companies can survive in this business as long as 30 years,” said Zaltsman. “The industry is a tougher environment today than it was 30 years ago. Technology has revolutionized how people book travel—we’re facing competition from online travel agencies and direct relationships with our suppliers.” Zaltsman attributes YYZ Travel Group’s continued success over the years to its business model that prizes depth over breadth and quality results over volume. “You can’t be all things to everyone,” said Zaltsman. “We know our niche and specialty, and

“You can’t be all things to everyone. We know our niche and specialty, and try to be the best at it.” – Vicky Zaltsman Executive President, YYZ Travel Group

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Gavin

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Art Director: NA Copywriter: NA Mac Artist: Gavin

Mac Artist:

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Publication: Atout France Colours: Insertion: TBC Colours: CMYK

Fold:Bleed: 5.375" (w) .125” x 8.75" (h) Safety: .25" Bleed: .125”

File: 41128_AF_Gastronomy_Atout_FR Client Code: AIR Air France ProductClient: Code: COR Client Code: AIR

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YYZ TRAVEL GROUP try to be the best at it. We survived this long because we’re able to excel in our sphere and carve a place for ourselves in our marketplace. We stay close to our respective communities, and we find products and services that are underserved in the marketplace, for example accessible travel programs.” Building Partner Relationships for the Best Customer Service “Relationships are everything in this business,” said Zaltsman, explaining that YYZ Travel Group is in constant contact with its travel partners in order to maintain those

relationships. “One way we provide value to our clients is that, when something goes wrong or we need something special for our clients, we have that contact and can pick up the phone or send an email to a key person—the consumer alone does not have this option.” YYZ Travel Group’s constant contact with travel partners does more than just keep its relationships with suppliers and partners strong— it also keep YYZ travel agents up to date on the latest products and services. “We have suppliers coming in on a weekly basis to discuss their products,” said Zaltsman. “It could

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SUPPLIER PROFILE

DELTA AIR LINES

®

For nearly a century, Delta Air Lines® has been at the forefront of global travel, and through its partnership with European-based KLM, Air France, and Alitalia, business travelers experience unparalleled service and convenience with the world’s largest transatlantic network. Each year, Delta has the privilege of flying more than 170 million people to 325 destinations in more than 60 countries on six continents. In addition to its unsurpassed global network, Delta offers businesses an exclusive business travel rewards program to help extend their travel budgets even further. Once enrolled in SkyBonus® companies can earn SkyBonus points any time one of their travelers flies Delta or one of its joint venture partners - Air France, KLM and Alitalia. Companies can redeem points for business travel rewards, including flights, upgrades, Delta Sky Club® One-Day Passes and more. There’s no cost to enroll in SkyBonus and employees will continue to earn their miles in the SkyMiles® program even as they help their company earn SkyBonus points. Visit delta.com/skybonus to learn more and enroll today. Terms and conditions: To enroll in SkyBonus, companies in the U.S., Canada, or Mexico must provide a valid Federal Tax ID or VAT number. Enroll your company at delta.com/skybonus. Companies with a Delta, Air France, KLM or Alitalia Preferred Carrier Agreement are not eligible. Travel agencies and other sellers of travel are also not eligible. All SkyBonus program rules apply to SkyBonus program membership, points, offers, point accrual, point redemption and travel benefits. To review the rules, please visit delta.com/skybonus. Taxes and fees for award travel are the responsibility of the passenger and must be paid at the time the ticket is booked. Award travel seats are limited and may not be available on all flights or in all markets. Companies in select countries are not eligible for SkyBonus. Additional restrictions may apply. Enroll your company at www.delta.com/skybonus


YYZ TRAVEL GROUP be anywhere from a walk around the office to a seminar or webinar. Our agents are constantly up to date and engaged and they’re on top of the products being offered.” This is a crucial part of providing clients with the best experience possible, as agents can be made aware of random temporary circumstances that could potentially derail a relaxing vacation, like weather issues or a normally luxurious hotel going through renovations. “It’s important for us to be aware of that and pass this information on to the clients,” Zaltsman noted. “Especially in North America, where on average people have 2-3 weeks’ vacation. If you go on vacation for a week or two weeks, that’s it—the whole year’s almost gone. People work so hard for their money, and they want to have a vacation that’s worry-free.”

Award-Winning Service Throughout its decades in business, YYZ Travel Group has grown into a travel agency that is frequently recognized as being among the best of the best. The agency is a part of Virtuoso, an esteemed and exclusive high-end travel consortium ensuring quality luxury travel experiences for its clients, in addition to being a member of Air Canada’s Circle of Excellence. “To put it into perspective: out of 5,000 travel agencies in Canada, about a dozen are part of Virtuoso,” Zaltsman explained. “We’re very proud of that. We’re also members of Circle of Excellence in Canada— and again out of thousands only 54 travel companies across Canada are part of the Circle of Excellence. It’s [membership] by nomination every year within Canada, and we’ve been part of it for the last six years.” On a larger scope, YYZ Travel Group has also been recognized as

“People work so hard for their money, and they want to have a vacation that’s worry free” – Vicky ZaltsmanExecutive President, YYZ Travel Group w w w. y y z t r a v e l . c o m

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YYZ TRAVEL GROUP

an outstanding member of Ontario’s small business community. The travel agency has received multiple “Best Entrepreneur” awards from the Russian-Canadian Business Awards, and has been nominated in the “Best Small Business” category at the Vaughan Chamber of Commerce’s upcoming business achievement awards. “It’s great to be recognized for our achievements,” said Zaltsman. “We don’t set out to win awards—we set out to just do our best. So when someone recognizes us, it does make us proud.” 34

April 2015

Travel Agencies and a Long Future in the Industry What does the future hold for the travel industry? Zaltsman predicted an undeniable increase in the advanced role technology will play in booking and planning—but at the same time, this rise in technology may be driving an increase in consumers turning to the expertise and know-how of travel experts. “With so much saturation over the internet, many are overwhelmed and unsatisfied and are returning to travel professionals seeking guidance for


their travel plans,” said Zaltsman. “I don’t foresee that technology will change in the future—it will only escalate, and to a certain degree it will leave clients more frustrated. Certain situations that come to me: itineraries definitely cannot be booked on the internet, and clients planning a wedding or planning a honeymoon need a personal touch and guidance from a travel professional.” Because of this, there will always be a place in the world for knowledgeable and well-connected agents in the travel industry that can harness the advances of technological convenience to provide even better customer service. “We can combine technology with a personal touch, and that’s what makes us different,” said Zaltsman. “If there’s a problem, we’re the insurance for our clients—they can rely on someone being there on the other end of the line, a real human rather than dealing with a computer.” When the person on the other end of the line is as passionate, determined, and immersed in the industry as Zaltsman and her crew, it’s welcome and comforting insurance indeed. “I love my job so much that whatever it is, whatever it takes, the most important thing is to facilitate client dreams and make them happy,” said Zaltsman. “I travel a lot myself, and pass my experiences on to the clients. I’ve been to all 7 continents, and there’s still room to travel and room for exploring.”

Company Information INDUSTRY

Travel Agency HEADQUARTERS

7851 Dufferin St. Thornhill ,Ontario Canada, L4J 3M4 FOUNDED

1986 EMPLOYEES

100 REVENUE

$60 Million

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Evolution Glass Inc.

Evolution Glass Fosters Evolution of Supreme Customer Service Evolution Glass pivots success on comprehensive service-based operations and willingness to embrace challenges Written by: Andrew Rossillo

Produced by: Rich Gentile


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EVOLUTION GLASS INC.

Calgary Zoo Komodo Dragon Enclosure

F

rom new construction to high rise curtain wall repairs, to high profile retrofits to changing windows in 30 story skyscrapers, and from fixing the front door of local businesses to investigating and repairing skylight leaks, Evolution Glass Inc. is one of the finest, most comprehensive commercial glazing contractors. “We’re a commercial glazing company. We are involved with commercial service — door and window replacements, and things of that nature. We also get into commercial construction, so that can be new construction or 38

April 2015

retrofit construction, such as new buildings, glass partitions, insides of buildings, aluminum and glass doors, etc. We do a fair amount of retrofit, which can involve stripping a building down, and then repairing the inner workings of it and putting it back together,” said Evolution Glass’ Senior Project Manager Richard Munro. As the company name might suggest, the Company itself has gone through quite a significant evolution since its beginning, starting off as a very small, strictly service based company. They started just fixing doors and


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Deerfoot Meadows PAD Site

changing windows, and have since branched out from there into much larger, multi-million dollar projects. What makes Evolution particularly unique, what their branding revolves around, is the company’s very intense focus on customer service. “We’re constantly trying to address whatever the needs of the customer are; very quickly, promptly and efficiently,” said Munro. Evolution counts their dedication to supreme customer service as one of the strongest contributors to their overall competitive advantage. They use the fundamentals of their customer service department, and

inject those into every aspect of the business. The Company has been able to quickly adapt their speedy service approach to all their areas of operation thanks to service having been at the core of what they do from the very beginning. Evolution readily recognizes that they wouldn’t be able to provide the customer service they do without all the genuine, hard working people that work their business. “We’ve always been highly focused on employee satisfaction. Our employees are out there every day, representing Evolution Glass in the field, and we trust them explicitly. w w w. e v o l u t i o n g l a s s . c o m

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EVOLUTION GLASS INC. We’re always on the lookout for how we can do better for them. They’re doing a top-notch job for us, delivering a high-quality product and service for the customer,” said Munro. Munro also highlighted Evolution’s people as being one of the top contributors to the Company’s steady growth: “Our people are the most important part of our business. The guys that are out there in the field, doing the work, they’re constantly generating repeat business through the quality they execute.”

Providing Personal Service, Even When It’s Commercial Another competitive advantage the company enjoys is furnished by the closeness in which their dedicated project managers work with their clients. These project managers apply the Company’s supreme customer service element in everything they do, combining that with extensive industry knowledge and experience. Their project managers work with clients to ensure that schedules and budgets

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ph 403.219.3206 | fax 403.219.3256 | www.automatedentrances.com 4710 14th Street N.E. | Calgary, AB T2E 6L7 Canada


CONSTRUCTION

are met at all times. And the Company’s state of the art aluminum manufacturing equipment delivers the highest quality of fabricated curtain walls, skylights, storefronts, windows and doors. With a fleet of commercial glazing vehicles and an outstanding crew of journeyman and apprentice glaziers, they are ready for all challenges. Furthermore, their service vehicles and technicians are equipped with the knowledge and materials required to handle most jobs immediately and upon their arrival. They also offer a triaged priority call service to ensure that all requests are handled smoothly, quickly and efficiently. “We’re constantly diverting and reworking our schedules to accommodate the fluctuations that come with working in the dayto-day service world. We’ve applied that same technique to our new construction world,” said Munro. This flexibility in service calls and ability to respond quickly continues to help the company secure an increasing variety in clientele. Despite their willingness to work fast, the Company always takes time for health and safety, integrating proper protocols throughout their operations. Evolution Glass has proudly developed a comprehensive and in-depth health and safety program and policy manual, and they have successfully achieved their Certificate of Recognition in the Partners in Injury Reduction program (COR) through the Government of Alberta. They are also Contractor Check and Comply Works certified.

715 5th Avenue SW

“We’re constantly trying to address whatever the needs of the customer are; very quickly, promptly and efficiently” – Richard Munro, Senior Project Manager

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EVOLUTION GLASS INC.

Calgary Zoo Penguin Enclosure 42

April 2015


CONSTRUCTION

Calgary Zoo Projects Evolution Glass’ variety of experience has enabled them to work on a wide variety of projects, including a unique Komodo Dragon enclosure at the Calgary Zoo alongside PCL Construction. This project had specific, unique requirements and challenges, but Evolution was able to address all their concerns, make the zoo happy, and as a result win additional business there, such as the predator barrier glass addition at the Penguin enclosure. This project included some unique engineering that Evolution hadn’t incorporated before, further expanding their portfolio of work. Evolution has also completed successful projects at Central Park Plaza, 715 5th Avenue SW, Cactus Club, Bromley Square, Royal Tyrell Museum, Peter Lougheed Hospital and a wide variety of other significant bodies of work throughout the city and Southern Alberta.

Company Information INDUSTRY

Construction HEADQUARTERS

Bay #1 – 1411 25th Avenue NE, Calgary Alberta, Canada T2E 7L6 FOUNDED

2011 EMPLOYEES

35 REVENUE

Not Disclosed

Next Stage of Evolution As part of the Company’s steady growth and great success, Evolution has some major investments in play. For example, they will be relocating their office space in the next couple of months as they’ve outgrown their current space. This move will triple the size of their warehouse and office area. “We’ve found our niche in the industry, made a name for ourselves, and have a consistent client base. We’re going to see where we can take it from there,” said Munro. w w w. e v o l u t i o n g l a s s . c o m

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Aztec Renovation & Refit

Aztec Renovation & Refit Bringing Quality Work to Canadian Market The one-stop-shop for mold to crown moulding. Written by: Ian Hanner

Produced by: Rich Gentile


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A Z T E C R E N O VAT I O N & R E F I T

W

ith a name that implies their structures will stand the test of time, Aztec Renovations & Refit is bringing one-stop service to the Canadian contracting market. Founded in 2009 by Doug Dumelie and Patrick Ballard, Aztec Renovations & Refit (Aztec) is anything but typical. Having started 46

April 2015

in the midst of a global recession, one would be fairly safe in assuming the partners had a hard time getting the company off of the ground, but that isn’t the case. “I think because we were building through the downturn we had a bigger impact than if we were established and then the market dropped out,” Dumelie said. “I


CONSTRUCTION

think we’d have a bigger challenge adjusting to that as opposed to building a business in the middle of the [recession].” Aztec could be seen as the culmination of the partners’ years of general contracting experience. Starting off as a renovation maintenance-centered company run out of Dumelie’s garage with six

employees, Aztec has blossomed into a full-service remediation and renovation company with 75 fulltime staffers and three distinct departments: Interior Commercial Renovations, Hazardous Material Removal and Custom Millworks which also includes Furniture Collections. With their HAZMAT department, w w w. a z t e c g r o u p . c a

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Flooring Calgary for over 65 Years

hardwood • carpet • laminate • luxury vinyl • tile • window coverings

1115 11th Avenue SW • Calgary, AB T2R 0G5 • 855.848.3009 • 403-245-1115 • centurycarpetonecalgary.com


A Z T E C R E N O VAT I O N & R E F I T Aztec professionals are able to handle asbestos abatement, mold remediation and other sorts of hazardous waste containment. While not all of their clients need the services offered by the HAZMAT department, keeping HAZMAT and Renovation under one roof has given Aztec a strong competitive edge. “A lot of the existing clients we were working with ran into hazardous materials before we could do the renovations, so instead of creating two companies, we kept it under one umbrella,” Dumelie said. “It’s our way of servicing the clients.

CONSTRUCTION

Instead of hiring two contractors, they’re able to hire one and avoid getting any extra markups from other contractors.” He added, “One of our key advantages is that we do all these things in-house. That just translates into savings for the client, which they tend to appreciate.” Aztec, which just opened its second office in Edmonton, has gained a substantial reputation for their attentive safety that doesn’t sacrifice quality. The company’s commitment to safety is very distinguished, they are members

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A Z T E C R E N O VAT I O N & R E F I T

50

April 2015


CONSTRUCTION

with the Calgary Construction Association, hold COR, Contractor Check, and COMPLYWORKS certifications and have an impressive Employer Premium Rating from the Workers’ Compensation Board of Alberta for their safety record. Even more integral to the company’s success thus far are the solid relationships Aztec’ Managers have built and maintained with clients. “We relied on the relationships that we had prior to opening up Aztec and worked from there,” Raz Mandru, business development manager said. “We also weren’t afraid to knock on doors and go after new clients with unique scopes, and we took it one project at a time. Whenever we were awarded a contract, we ensured to complete the project to meet or exceed the client’s expectations in order to build our company name and reputation. Once that initial foundation was built Networking became easy.” Dumelie said he believes the importance they placed on relationship building was arguably the most essential quality, having secured them the financial support of the Alberta Treasury Branch when most lenders would have been hesitant to back a start-up. While still a young company, Aztec has wasted no time building a name for itself. Expanding quickly, the founders and the family of employees that make up the foundation of the business need only continue delivering safe, quality services with a lasting impression and the sky is the limit.

Company Information INDUSTRY

Construction HEADQUARTERS

Unit 4, 1313 – 44th Ave NE, Calgary, Alberta Canada, T2E 6L5 FOUNDED

2009 EMPLOYEES

+75 REVENUE

$6,000,000 + PRODUCTS/ SERVICES

Renovation & HAZMAT

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PPP Canada

PPP Canada Delivering Maximum Value to Taxpayer How one unique approach to infrastructure is overhauling Canada Written by: Ian Hanner Produced: Association


rs

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PPP CANADA

A

s the world moves further into the 21st century, much the infrastructure of the last 100 years will need replacement or upgrades, and in Canada taxpayers will know for certain that these projects are being completed with value in mind. Founded in 2008 as a whollyowned corporation of the Canadian federal government, PPP Canada exists with one mission in mind: to assess the P3 viability of largescale infrastructural projects throughout Canada and to deliver the maximum value on each project to the taxpayers. John McBride, chief executive officer and the first employee of PPP Canada, has the task of steering the company along as it demonstrates the benefits of the P3 model. “We work with all levels of government in Canada to make sure that P3s are used in a wise and effective way,” McBride said. “When we work with provinces and municipalities, we have a fund that we can commit to good P3 projects to encourage their use at the provincial and municipal levels. And 54

April 2015

we work with the federal government to screen, structure and execute P3 projects.” How a P3 Works Short for “public-private partnership,” the P3 model transfers a significant amount of risk away from the public to the private sector by structuring payments to a developer out over the useful lifespan of a project, optimizing efficiency, reducing costs and attracting the best talent from around the world. McBride describes the P3 model as an excellent solution for infrastructural projects that meet a few certain criteria. First, they need to carry a price tag for taxpayers of more than $50 million—though probably more than $100 million— to make the P3 model financially viable while attracting companies to the bidding process. Second, the organization attracting bids for a project needs to be able to specify performance standards over the lifespan of the development, only paying the remaining amount owed after the long-term obligations are


ENERGY

SRO Dowtown Eastside Vancouver_BC Housing

fulfilled. Finally, successful P3s adopt a whole life-cycle approach, transferring the risks of some, or all, of the components (design, build, finance, operation and/or maintenance) of a project to the private sector and deliver positive Value for Money. “Part of the advantage of a P3 is that you’re getting the best skill set on the planet with a certain type of expertise to come and help you,” McBride said. “If you’re building a hospital—a community doesn’t normally build a new hospital more than once in a generation. So there usually isn’t expertise built into the institution about how to build a new hospital.”

He added, “It’s kind of like building your own house. By the time you get to your third house, you’ve learned a lot of lessons, but if you’re doing it yourself you’re going to pay the cost of your own inexperience.” P3s at Work in Canada While a relatively young organization at just five years in business, PPP Canada has an impressive portfolio of large-scale projects under its belt. Perhaps its most significant project right now, PPP Canada is acting as the lead P3 advisor on the procurement of a bridge to replace the aging Champlain Bridge in Montreal as part of the St. Lawrence project. According to McBride, PPP w w w. p 3 c a n a d a . c a

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PPP CANADA

Evan-Thomas Water and Wastewater Treatment Facility project Kananaskis Country, Alberta

Canada is actively working with Infrastructure Canada “to complete a study to support their procurement process. PPP Canada

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is similarly involved with Transport Canada and Windsor-Detroit Bridge Authority in the development of the Detroit River International Crossing.�


ENERGY

With a long list of other ongoing projects, it would seem the private sector is eager to do business in the sector despite the risk that the P3 model transfers to them. “These are business opportunities for them,” McBride said. “They are experts in their field and they’re experts in knowing how to assess and manage these types of projects and risks. They’re certainly doing it because they see it as a profitable enterprise for them. And there’s value for taxpayers because they’re better at doing it than the public sector is. So it’s a win-win situation. They can earn business revenues and profits and the governments can reduce risk and get better value.” A far cry from the days of five years ago when the organization was new and McBride was the only employee— there are now around 60— McBride’s main focus now that PPP Canada is staffed by experts is to raise awareness of the benefits of the P3 model throughout Canada. While the organization’s successes are many, McBride is looking to the future. “I’m hopeful that by the end of the next five years, all jurisdictions in Canada will be participating in P3s,” he said. “And that we will have made entries into new sectors of infrastructure. I think that in the next five years people are going to be starting to see more and more of the good results of P3s— on-time and on-budget.

Company Information INDUSTRY

Federal Crown corporation HEADQUARTERS

Ottawa, Ontario, Canada FOUNDED

2008 The Government of Canada has committed to supporting innovative public infrastructure projects, using the Public-Private Partnership (P3) model that deliver maximum value for Canadians, stimulate the economy, create jobs and support long-term prosperity. To this end, it created PPP Canada, a federal Crown corporation, with an independent Board of Directors reporting through the Minister of Finance to Parliament.

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a subsidiary of

Lundin Mining –

Eagle Mine Creating a Legacy at Eagle Mine As sole owner, developer and operator of the Eagle Mine, Lundin Mining is creating a legacy of responsible mining Written by: Robert Spence

Produced by: Bobby Meehan


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LUNDIN MINING – EAGLE MINE

Drill Core

Situated in the western Marquette County of Michigan’s Upper Peninsula, Lundin Mining’s Eagle Mine is gearing up for an exciting 2015 year. The underground nickel and copper mine, which was purchased in 2013 from Rio Tinto, has produced more than 218,642 tons of nickel and copper ore since commencing production in July 2014. Over its estimated eight year lifecycle, the mine is expected to produce 360 million pounds of nickel, 295 pounds of copper and small amounts of other metals. In building Michigan’s first 60

April 2015

new mine in decades, Lundin is dedicated to safety, protecting the environment and putting local people to work. The mine has been a shining example of the legacy Lundin Mining is striving to create. Creating a legacy Founded in 1994 and headquartered in Toronto, Canada, Lundin Mining Corp. is a metals mining company with operations and development projects in Chile, Portugal, Sweden, Spain and the United States, producing copper, zinc, lead and nickel. Lundin also has a 24% interest in the Tenke Fungurume in


MINING GLOBAL

Ball Mills

the DRC and 24% interest in the Kokkola Refinery in Finland. Both with Freeport. Lundin’s goal for Eagle was to build, operate and close a low cost, efficient modern mine. Because company-community relations were strained from inception, the company recognized it needed to be transparent with the community. “We set out to be very transparent with the community and make this project a two-way engagement,” says Mike Welch, General Manager of Eagle Mine. In the beginning of 2010, the company commissioned a series of focus groups to identify the issues of importance to the community when it came to new mining projects. The series was facilitated by external consultants with the aim to assist Eagle Mine

“It’s about boots on the ground, it’s about engagement, it’s about positive reinforcement, and it’s about understanding how they do their job” – Mike Welch, General Manager of Eagle Mine

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Building the Midwest Bacco Construction Company, Michigan’s oldest prequalified contractor, is very proud to be an integral part of the Upper Michigan’s rich mining history. Bacco Construction’s unique array of expertise surpassed the Eagle Mine’s needs for an all-encompassing contractor. Upper Michigan and Northern Wisconsin’s best choice for comprehensive mine site development.

MailiNg addrEss PO Box 458 N3676 North US-2 Iron Mountain, Michigan 49801

PhoNE Fax Ph 906-774-2616 Fx 906-774-1160


for 100 Years

Email: bacco@baccocc.com | www.baccocc.com


n g f n n

16 60

SUPPLIER PROFILE

BACCO

Bacco Construction Company, a contractor established in 1915 and incorporated since 1930, is Michigan’s oldest Department of Transportation prequalified contractor and is once again very proud to be an integral part of the Upper Peninsula of Michigan’s rich mining history. Bacco Construction Company began ground breaking operations in July 2010 for the Eagle Mine portal in the Yellow Dog Plains of Marquette County and continued with mine site development. Upon building a great working relationship with Eagle Mine representatives, the scope of work Email: for Bacco Construction expanded onto the Humboldt bacco@baccocc.com | www.baccocc.com Mill ore processing facility development which will be completed with final pavement and restoration in the spring of 2015. Bacco Construction Company is a proud partner and supporter of the mining industry. Bacco Construction’s wide range of construction methodology and all-encompassing capabilities pairs extremely well with the needs for establishing mine site facilities. The vast array of construction expertise for the Eagle Mine includes: mass excavation, landfill construction, crushing operations, piping and utility placement, GPS mapping, concrete and foundation work, multi-plate culvert/portal construction, concrete and asphalt pavements, rail spur construction, and site restoration. Bacco Construction Company also completed 12 miles of entirely new roadway construction and 22 miles of reconstruction as part of a joint venture to service the Eagle Mine. Bacco Construction Company is Upper Michigan and Northern Wisconsin’s best and only choice when it comes to comprehensive mine site development. Website: www.baccocc.com


LUNDIN MINING – EAGLE MINE in understanding the strengths, weaknesses, opportunities and threats of mining from the community’s perspective. The focus groups ultimately provided a social baseline of the views the community held about new mining projects in the region. “I think every operation has to look at what their own community’s concerns and interests are, and what is the best way for all parties to communicate,” says Welch. “We now do these focus groups every two years and we keep building that knowledge capacity to understand what the community concerns are and how we can improve our performance in the community.” Secondary initiatives With constructive feedback from the focus groups, Eagle Mine has developed environmental and

MINING GLOBAL

community programs aimed at addressing the community’s interest. In an effort to build community trust and confidence, the company has developed a community scorecard which allows community members to rate Eagle’s performance in five areas– environmental performance, local hire, safety, communication and engagement, and community development. During town hall meetings community members receive an update on Eagle’s operation, ask mine representatives questions and then use electronic clickers to score the company’s performance as: “exceeds expectations”, “meets expectations”, “below expectations”, or “need more information”. The scoring is provided real-time during the meetings – for complete transparency the results go up on a screen for everyone

“We now do these focus groups every two years and we keep building that knowledge capacity to understand what the community concerns are and how we can improve our performance in the community” w w w. e a g l e m i n e . c o m

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Industrial Services, Inc.

Our core mining management staff has more than 150 years combined mine maintenance, operations and repairs in mining and mine processing facilities. A FULL SERVICE HEAVY INDUSTRIAL GENERAL CONTRACTOR

Safety ... Quality ... Driven

We pride ourselves on the partnerships built from our relationships with owners and clients. We believe the relationships we build are the key element to our success.

• • • • • • • •

Mining Services Millwright Services Iron Working Conveyor Work Rigging/Heavy Rigging Certified Welding Kiln & Dryer Maintenance Optical & Laser Alignments

• Concrete Work • Equipment Installs & Relocation • Maintenance Assistance & Outage Work • Demolition • Management /Job Planning • Earth Moving

Project Planning

Conveyor Work

Heavy Rigging Mining Services Alignment

Safety is our top priority in the performance of all our tasks, start to finish. We commit to providing a safe work environment for employees, fellow contractors, subcontractors and your facility.

4305 W. US 2 Iron River, MI 49935 Phone: (906) 265-2100 Fax: (231) 344-5919

www.faindustrialservices.com info@faindustrialservices.com


LUNDIN MINING – EAGLE MINE in the room to see. After scoring, community members are asked for comments on how the company can improve or what else they would like to see from Eagle. Next, the company takes the results and publishes them on their website and in the local paper. If there are areas of improvement identified, Eagle creates an improvement plan and publishes that too. Every six months the company will go back to the community and conduct the scorecard again. “Historically, there have been

SUPPLIER PROFILE

MINING GLOBAL

perceived risks to such an open and frank style of communication, however that has not been a consideration and all our efforts have been of full value,” says Welch. He added, “For us, this works. The community has appreciated the opportunity for two-way dialog and as time moves on, community concerns have dampened. People have come up to us and thanked us for the transparency of the project. This has helped build more trust in our community relationships.” Taking it a step further, Eagle helped develop an independent

FA INDUSTRIAL SERVICES

Safety...Quality...Driven Capabilities: Industrial Maintenance, General Contracting, Structural Steel Repairs, Steel Erection, field fabrication, mining services, conveyor work, boiler grates, rigging/ heavy rigging, optical & laser alignments, concrete work, project management, Equip installs, machinery moving, demolition, kiln and dryer maintenance and more Website: www.faindustrialservices.com

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WATCH YOUR RESULTS IMPROVE

SUSTAINABLY

Together, we improve safety, productivity, and quality results. When operational performance is a priority…

How do we help companies across North America improve operational or financial performance in a sustainable way? By empowering their people to lead and make the changes needed in both systems and behaviors. We accomplish this by combining consulting, coaching, and training to integrate “soft” with “hard” skills.

Get your ROI fast.

We achieve our agreed-upon return on investment, often before our mandate is completed. And your people’s selfreliant, continuous-improvement approach sustains your results long after we’ve left.

Unleash your people’s potential. Unleash your organization’s results. For a free consultation on how we can help you and your organization reach and sustain world-class results, contact us today.

OUR PROMISE OF PERFORMANCE

A 300% + ROI A Fast Return

Sustainable Results Self-Reliance

T: 514-521-3999 Toll free: 1-877-662-4547 E: info@mobilisperforma.com

mobilisperforma.com


LUNDIN MINING – EAGLE MINE

MINING GLOBAL

program to conduct environmental monitoring of its mining operation. The program is called the Community Environmental Monitoring Program (CEMP) and it provides the community with third party verification monitoring at the mine, mill and along the transportation route. The program is administered by the Marquette County Community Foundation (MCCF) and the Superior Watershed Partnership (SWP) who work in unison to monitor Eagle’s environmental performance. MCCF provides an oversight board and serves as the pass-through of funds from Eagle to SWP while SWP is responsible for monitoring the company’s environmental performance. All together the program serves to strengthen

County Road 550 Marquette County

SUPPLIER PROFILE Employees: 15

MOBILIS PERFORMA INC.

Established: 1998 Industry: We help companies improve operational performance (safety, quality and productivity) and their bottom line, sustainably, through customized training, advising and coaching in best-practice management systems and leadership. We do not impose a recipe; with you, we design a “fit for purpose” solution. Recent and On-going Projects: Lundin Mining, Eagle Mine: Successful operational readiness and ramp-up including daily, weekly, and monthly reporting of production, quality and safety KPIs as well as leadership/active supervision coaching to foster the right conversations around results. Glencore, Raglan Mine: Reduce waste of resources by 15% through better management/ communication systems and active supervision. Glencore, Raglan Mine: 45% improvement in main ramp drilled meters per day for a new underground mine. Management: Pierre Capistran, Managing Partner For a free consultation on how we can help you and your organization reach and sustain world-class results, contact us today. Website: www.mobilisperforma.com

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WHATEVER THE CHALLENGES, ACHIEVE CUTTING-EDGE RESULTS!

FUSING EXPERTISE. BOOSTING PERFORMANCE. THE WAY TO GO! Process optimisation solutions for high abrasion extracting industries. Interested ? Call: + 1 615 385 3055 • Mail: chemillurgy@magotteaux.com • Visit: www.magotteaux.com

BREDEL-MINING-196x137mm_Layout 1 3/10/15 3:46 PM Page 1

Reduce costs! Bredel pumps save water, chemical and maintenance costs. • Pump undiluted tailings and thickener underflow up to 80% solids • Meter reagents within ±0.5% accuracy • No seal water flush system needed • No costly impellers, seals, liners or valves to replace

wmftg.com

800-282-8823


LUNDIN MINING – EAGLE MINE

MINING GLOBAL

relationships in the community and build trust within the local stakeholders. Whether it’s a community scorecard or independent environmental monitoring, the community has a say in how Eagle Mine operates. One common goal As mentioned before, one common goal among the company and the community is safety. The company employs roughly 355 employees, which includes full-time Eagle employees and contractors, making safety a top priority for the company. Derived from portions of the DuPont Safety System, the company employs the health and safety program Visible Felt Leadership. The program integrates a one-on-one engagement

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BEYOND WHAT YOU’LL FIND IN A TYPICAL

CONSTRUCTION COMPANY

With over 116 years of experience in the mining and heavy industrial markets, Gundlach Champion has proven track record of providing preconstruction and project delivery systems that accommodate a diverse range of clients. Services Offered Preconstruction | Design/Build | Construction Management | General Contracting Markets Served Industrial | Commercial | Public Facilities | Healthcare | Education

CONTACT US

MAIN OFFICE 180 TRADERS MINE RD | IRON MOUNTAIN, MI 49801 | (906) 779-2303 BRANCH OFFICE 200 5TH STREET | CALUMET, MI 49913 | (906) 337-0700

WWW.GCFIRST.COM


LUNDIN MINING – EAGLE MINE

MINING GLOBAL

approach to making safety personal. “We use the leadership program as an engagement tool. When we talk about zero harm, what we’re saying is we’re engaging each employee individually with the philosophy that every injury is preventable,” says Welch. “It’s a mandate that this management and operations team has taken on.” According to Welch, one key tool of the program is Pre-task Hazard Assessment. Because environments change every day, the program ensures all work is being performed safely by assisting employees and contractors in continuously observing their surroundings to identify potential safety hazards. “It’s about boots on the ground, it’s about engagement, it’s about positive reinforcement,

Mike Welch General Manager

Concentrate Loading w w w. e a g l e m i n e . c o m

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Free private consultation for solid waste, septic waste & recycling disposal needs.

Fast and on time, same day service. Local company keeping local money local.

Efficient and effective from start to finish.

304 N. M-553 Marquette, Michigan 49855

Phone 906-249-4500

Fax 906-249-4501

Know Your Watershed est. 1998

n o r t h j a c k s o n c o m p a n y | 3 07 s o u t h f r o n t s t r e e t, s u i t e 10 5, m a r q u e t t e , m i 49 8 55 c o r v a l l i s T e l : 5 4 1 -2 0 7 - 3 7 3 5 | m a r q u e T T e : 9 0 6 -2 2 5 - 6 7 8 7 | w w w . n o r T h j a c k s o n c o . c o m


LUNDIN MINING – EAGLE MINE and it’s about understanding how they do their job,” says Welch. “We all have a common goal and these safety programs and initiatives are a continuation of the common goal.” Along with Pre-task Hazard Assessments, Lundin encourages their team to interact and converse with other employees and contractors about the tasks they’re completing, as well as observations and desired behaviors recognized. “Many of the contractors we’ve employed weren’t used to the rigorous safety standards we required while working onsite,” says

MINING GLOBAL

Welch. “They had to change their own culture in order to meet our requirements.” “We’ve had contractors in the past who’ve brought our training and tools to new operations and other sites they work on. It goes to show the lasting impression we’re having on people. One of the company’s first commitments to the area was a local hire goal of 75% during operations. While the area has a lot of talented, hard workers, it didn’t necessarily have the people with the exact skills needed to commission and start an operation. Lundin had to be strategic

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Contact Us: +1 705.699.3 40 0 info@ xps.ca w w w. x p s .c a

XPS would like to congratulate Lundin’s Eagle Operation on the successful commissioning of their mine and mill. XPS is a metallurgical consulting and testwork business with exper tise in: Nickel, Copper, Zinc, Gold, PGMs, Industrial Minerals and Rare Ear th Elements.


LUNDIN MINING – EAGLE MINE with its training so that it could hire people from the local community and skill them up for the job. Today, Eagle has a local hire percentage of 84 percent. Eagle partnered with Northern Michigan University to develop specific training programs for its employees. Classes include Bearing & Power Transmission, Welding Testing, Conveyor Maintenance, Basic Pump Maintenance, Manual Alignment, Laser Alignment, Hydraulics, and Welding Training. Last but not least, Eagle is funding a Technical Middle College (TMC). The Middle College will provide high school students in the area the opportunity to earn a high school diploma and an associate’s degree at no cost to the student. The program offers students the opportunity to pursue an associate degree in six career areas: Clinical Sciences, Industrial Maintenance, Electrical Technology, Building Technology, Automotive Service Technology, and Heating, Ventilation, Air Conditioning and Refrigeration. Operations at Eagle Mine

MINING GLOBAL

Although Lundin has commenced production at Eagle Mine, the company is still currently ramping up production to reach its nameplate capacity. Current operations include a long hole stope mining method, which requires a main decline tunnel, a primary ventilation system and an emergency secondary egress to the surface. Once ore is mined from each stope, it is then backfilled with a cemented/ aggregate/sand mix to maintain structural integrity before mining the remaining stopes in the section. The ore is transported 66 miles by semi-trucks to the Humboldt Mill. At the Mill the ore is crushed (three stages) and then ground into a fine slurry whereby the nickel and the copper are floated, thickened and filtered to produce separate nickel and copper concentrates. This is where the process ends at Eagle. The concentrates are shipped to off-site facilities for smelting and refining before they can be used to manufacture the products that fuel society. Not to be outdone, Lundin implements some of the most w w w. e a g l e m i n e . c o m

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LUNDIN MINING – EAGLE MINE

Mine Entrance

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recognized and respected technology and equipment onsite. The company couples the latest equipment including crushers, grind mills, float circuits, filter presses and pumps with stateof-the-art programmable logic controls (PLC), DCS systems, and collects nearly 5,000 data points throughout the process. All-in-all, this mill is wired for success. In following with its community transparency plan, Lundin strives to ensure all water at the mine is up to the highest standards. The company employs a robust water management program with a reverse osmosis water treatment plant. “All the water we treat is discharged as drinking quality water, or better,” says Welch. “That’s the standard the community wanted and we wanted to ensure we delivered.” As sole owner, developer and operator of the Eagle Mine, Lundin Mining is creating a legacy of responsible mining by taking the community into consideration, incorporating transparency into operations, and providing one of the safest mines in the United States. “Our biggest obligation during and after we’ve completed operations at Eagle Mine is to make sure we’ve maintained our credibility with the community,” says Welch. He adds, “When you look back and think of Eagle Mine, it won’t be that we mined for eight years. Our legacy will be: did our employees go home safe, were we protective of the environment and did we have the trust of the community.”

Company Information INDUSTRY

Mining Global HEADQUARTERS

Champion, Michigan, United States FOUNDED

1994 (Lundin Mining) Eagle was discovered in 2002, commenced production in Q3 2014. EMPLOYEES

355 REVENUE

Not Disclosed

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Region of Waterloo ION Light Rail Transit ION LRT: Providing the Region of Waterloo with a Vital Transit Corridor Director of Rapid Transit Darshpreet Bhatti discusses the planning and benefits of the region’s ION LRT rapid transit system. Written by: Sasha Orman

Produced by: Michael Magno


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ION is already shaping the community for the future by encouraging development in core city centre areas. For example, there is more than $330 million worth of investment happening near the corner of King and Victoria in Kitchener. 82

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ike a thriving body needs a strong circulatory system, a thriving region needs strong transit infrastructure to move its residents and visitors throughout its streets and cities. In Canada’s Regional Municipality of Waterloo, plans for improved rapid transit promise to infuse new vitality throughout the region by effectively connecting its core cities of Waterloo, Kitchener, and Cambridge. This improved connection comes in the form of its ION system, a $1.8 billion multi-step project comprised of an adapted bus rapid transit system (aBRT) from Kitchener to Cambridge to be completed this year and a light rail transit (LRT) system connecting Waterloo to Kitchener which is slated for completion in 2017. Innovation and Integration Several points set the Region of Waterloo’s ION LRT system apart from similar projects. One critical point is its consciousness toward accommodating as many of the region’s residents as possible. This goal contributed toward designing the ION LRT system as the first ever

100 percent low-floor vehicle in rapid transit, a feature that will increase access to residents with physical disabilities. “No one else has that in North America at this point, we would be the first ones,” said Darshpreet Bhatti, Director for the Region of Waterloo Rapid Transit Division. Bhatti noted that while MetroLinx is also working to procure low-floor vehicles, ION LRT will make its debut first. “It’s a unique opportunity to bring a very AODA-compliant vehicle to the region, and it will make accessibility to and from the vehicles much easier for passengers.” Another point that sets the ION LRT system apart is the space that it shares with multiple entities. First off is the space it will be sharing with other rail entities. “Another unique component of our project is that we’re among the first in North America where we’re sharing a corridor with freight,” Bhatti added. “There are many examples of it in Europe, but very few in the way we’re doing it in North America.” Even more important is the space that ION LRT will be sharing with the rest of the Region of Waterloo—the w w w. r e g i o n o f w a t e r l o o . c a

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One System, One Supplier, One Responsibility There is only one choice, Polycorp Polycorp Ltd is a privately owned Canadian Company that specializes in the design and manufacture of engineered elastomeric solutions for embedded track systems. For a global customer base, Polycorp Trackjacket速 controls vibration, noise and stray current to prolong track-life and improve performance.

Polycorp Ltd. 33 York Street West Elora, Ontario N0B 1S0 Toll Free: 800-265-2710 Tel: 519-846-2075 Fax: 519-846-2372 info@poly-corp.com

www.poly-corp.com


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region is working hard to integrate the light rail system seamlessly within the cities through which it will travel. “We’re trying to blend this project within the urban fabric of the region,” said Bhatti. “It’s going to two Downtown cores, and our objective has always been to accommodate LRT within existing infrastructure, not to destroy the neighborhoods that we intend to serve. The objective has always been: there’s development here already, we need to find solutions so LRT can serve these neighborhoods without impacting them.”

SUPPLIER PROFILE

Decades of Planning and Forethought Blending a light rail system into a bustling city is a daunting objective, but in the Region of Waterloo it’s made less challenging by the fact that rapid transit has been part of the plan for decades. According to Bhatti, the project has been in the minds of region officials conceptually since as early as 1976. “The council at that time understood the need to have future investment in higher order transit in order to accommodate growth,” said Bhatti. “They were not just looking at the population we would have

POLYCORP LTD

Polycorp, a privately owned Canadian company, specializes in the design and manufacture of engineered elastomeric products for a broad range of customers in the Transportation, Mining and Protective Linings sectors that mitigate risk associated with corrosion, abrasion, impact, stray current, noise and vibration for a variety of industrial applications. The Polycorp business model promotes customer support and field service as an imperative component of any relationship. Recognizing the need for products to control track stiffness, rail noise and stray currents, Polycorp Transportation engineers developed the TrackJacket® Embedded Track System to meet every need, from one end to the other and everything in between.

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C O M PA N Y N A M E

In August 2014, the Region of Waterloo celebrated a historic moment today as officials took part in a groundbreaking ceremony for the start of ION Stage 1 Light Rail Transit (LRT) construction. The event took place at the future home of ION’s Operations, Maintenance and Storage Facility on Dutton Drive in Waterloo.

Darshpreet Bhatti, Director of Rapid Transit. 86

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had in 1976—they understood that the region would grow over time, and that the right planning policies have to be in place to help future regional employees, council, residents to manage that growth. So they identified a corridor through the cities of Kitchener, Waterloo, and Cambridge, saying that this is where we would like to focus our future growth, and we have to make sure all the proper transportation choices are offered to those residents and businesses.” This forethought has been instrumental in


SECTOR

the development of the Region of Waterloo over the past four decades. With planning in place, the region has been able to build its cities up with its vision of strong and cohesive rapid transit in mind, making transit a well-conceived and perfectly integrated part of the region instead of a complicated solution to a growing problem. “Traditionally for a lot of light

rail projects, engineering is done first and then planning starts,� said Bhatti. “In our case, planning was established much earlier. Since 1976 many policies have been put in place to focus more intensification along the corridor. So we have the intensification we need to justify investment in higher order transit. Then, with the implementation of higher order w w w. r e g i o n o f w a t e r l o o . c a

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Communications and community relations forms a major part of bringing LRT to Waterloo Region. In July 2014, 4,279 people toured the 60-foot mock-up of the ION light rail transit (LRT) vehicle when it visited Waterloo Region.


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transit, we can supplement that growth and complement it, whereas other places look for light rail as a revitalization project.”

of active transportation—rapid transit, walking and cycling, with auto as an option as well. Once you are supporting that intensification you have to provide the right Parsing the Benefits transportation tools so people can As Bhatti explained, there are make the choice of traveling from multiple benefits to the introduction their origin to their destination and of the Region of Waterloo’s ION LRT vice versa.” and aBRT systems. With the region’s careful planning “Fundamentally the two main to shape development along the objectives have always been corridor intended for rapid transit, shaping urban form and providing the construction and inclusion the right choices for traveling, and of rapid transit systems provides transit has to be a key component of a completion of support for the that,” said Bhatti. “As intensification region’s residents. This is beneficial happens along a corridor, the not only for those living in the heart majority of trips become short of the region’s big cities, but also for trips—people want to be able to those in the cities’ suburbs. jump from where they’re living to a “Once you intensify within the nearby office, or run errands two or urban cores of your city, you’re de three blocks apart. Driving alone is facto protecting the suburban areas not sufficient or conducive to that because you no longer have to environment. You have to make invest a lot of money in infrastructure sure you’re providing all modes for roads,” Bhatti explained. “There

“Fundamentally the two main objectives have always been shaping urban form and providing the right choices for traveling, and transit has to be a key component of that” – Darshpreet Bhatti, Director of Rapid Transit, Region of Waterloo w w w. r e g i o n o f w a t e r l o o . c a

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ION construction began in the latter half of 2014 and continues throughout 2015.

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isn’t a lot of green space here for new roads, and it can be expensive and disruptive to widen existing ones. [This project] also allows us to focus those infrastructure dollars on more transportation improvements—not just light rail or adapted bus rapid transit, but also the improvement and streamlining of existing dimensional networks, like providing more express routes that don’t necessary fall within the catchment area of light rail or bus rapid transit.” According to Bhatti, benefits of rapid transit development even reach the Region of Waterloo’s rural residents. “Finally, by having all of this investment within the urban cores and protecting the suburbs, we also by default protect the farmlands that are at the periphery of the region,” he added. “Our region has some of the most productive farmlands in the Golden Horseshoe, and we also rely on groundwater reserves— this region is one of the very few midsized communities that rely on groundwater. We need to make sure we protect those sensitive areas that provide a very viable water solution for us. If we allow urban sprawl to continue without having management tools, then those will be impacted.” By intensification of chosen city corridors, supported by strong utilities like rapid transit, sprawl is contained—ultimately supporting a better future for every resident of Waterloo.

Company Information INDUSTRY

Construction HEADQUARTERS

50 Queen Street North, Suite 830, Kitchener, Ontario, Canada, N2H 6P4 FOUNDED

2006 EMPLOYEES

Not Disclosed REVENUE

Not Disclosed

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South East Construction

The Easy Button for Compan

An unrivaled dedication to continuous improvements, safe become the service provider of choice Written by: Robert Spence Produced by: Bobby Meehan


n

nies

ety and client trust is helping SEC

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SOUTH EAST CONSTRUCTION

Heavy Civil Construction and Site Development for Mining

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ocated in the prairie providence of Canada, Saskatchewan, South East Construction (SEC) is a multitrade industrial construction company specializing in the Potash mining and milling industry. The company, which began in 1986 as a contractor to local Potash mines in the area, has transformed into an all-in-one service provider for a wealth of industries. “We looked at our core business and realized there was a lot more we could provide to clients. We decided to revamp ourselves from being just a contractor, to being a service 94

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provider,� say Mike Silvernagle, chief operating officer of South East Construction. New businesses In 2010, the company began diversifying its business. It commenced an array of divisions within the company adding concrete, carpentry, electrical, earth works and site services to its repertoire. The company also has it hands in construction and maintenance, conducting structural steel and piping for companies as well as maintenance and sites service


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Storm Water Management, and Buried Services

work, including snow removal, road maintenance, water and waste removal. SEC also has a fully integrated steel fabrication and painting facility equipped with an industry leading PythonX robotic CNC plasma cutting machine as well as a full service paint shop. South East Construction is trained and certified CWB certified, Boiler Branch Certified, ISNet registered, SCSA Certified and a member of the Saskatchewan Construction Labour Relations Association. “It doesn’t matter what people want, we want to be the easy button for companies.”

Easy button In an effort to become the easy button for companies, SEC continuously strives to be better. The company confides in management and team members to find new ways of improving productivity, efficiency and pricing for clients. “Continuous improvements is learning from one another and continuing to resource consultants and people within our company to help us build what we’re trying to do,” says Silvernagle. “We have a continuous improvement meeting weekly and part of the meeting is focused on changing each section to w w w. s e c o n . c a

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A Company Built on Integrity, Safety & Quality Pryme Concrete Construction Inc. offers concrete services to include but not limited to new construction, demolition, restoration and general contracting. We handle a variety of industrial and commercial projects in central Saskatchewan, Canada.

Bryce Field President-Owner

Reg Field Superintendent-Owner

Pryme Concrete Construction Inc. | Office: 306-743-2290 | Fax: 306-743-2254 | Email: pryme@sasktel.net GRAVEL • CONCRETE • EXCAVATION • AGGREGATE

Brockman Enterprises a supplier of transit redi-mix concrete along with many excavating services, including track-hoe work for trenching, tracksteer/loader work for landscaping and snow removal in the winter months. We specialize in sand and gravel products along with screening, washing, and crushing of the products. Chilly’s Water & Septic Inc. is an experienced water, septic and hydrovac service provider located in Saskatchewan, specializing in a variety of services within the mining, excavation and service industry at competitive rates.

Proudly serving Humboldt and area for 89 years 306-682-4340 | Fax 306-682-2413 Email: brockmanenterprises@sasktel.net

P.O Box 388 | Stockholm, SK SOA 3Y0 | Canada 306-793-3060 | fax 306-793-3061 chillyswaterandseptic@hotmail.com www.chillyswaterandseptic.com


SOUTH EAST CONSTRUCTION be more efficient, more streamlined and overall better for the client.” According to Silvernagle, the goal behind its continuous improvement plan is to build trust among clients. “It boils down to how fast you can do business when the trust component is there. Once you have trust, the speed at which you can do business is remarkable. We’ve proven the way we do business works. The company recently invested over a quarter of a million dollars into software programs to better control costs. The investment allows SEC to be more thorough, detailed and conscious of where every penny is going. “Trust with the client is built through safety, productivity, and cost-effectiveness,” says Silvernagle. “We made the software investment to help us control our costs so we could lower rates and provide clients with the best deal possible.” “Our clients want to know we are managing there money properly. Trust among the client is vital, and if you have that, the client retention follows.” Other continuous improvements include personnel. Within its

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organization, SEC has highly qualified people, including Construction Manager, Project Managers, Superintendents, General Foreman, Health and Safety Manager, Safety Administrators as well as numerous long term employees in foreman and tradesman positions. However, unlike most companies, SEC doesn’t just look at qualifications. “It’s all about character and Integrity in our business,” says Silvernagle. “I’ll browse resumes but I like to look future employees in the eye and see if they’re personal, intriguing and what they’re built like. Character is everything to me., and we want employees that will drive to ensure our clients are looked after” Safety driven company South East Construction is committed to a strong health, safety, and environmental program that protect employees, subcontractors, clients, property and members of the public from hard. The company has an extensive training program for new employees that encompass a wide range of w w w. s e c o n . c a

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YOUR BUSINESS RUNS 24/7. SO DOES TR PETROLEUM. Locally Owned and Operated in Saskatchewan for over 35 years

FAST, RELIABLE SERVICE WHERE AND WHEN YOU NEED REFUELING. NO SPILLS, NO SHORTAGES, NO STRESS. TR Petroleum brings what your industry needs to stay running—from Oil & Gas, Mining, Agriculture, Forestry, and Construction to local service stations and more. Nordic Industries is the largest fencing installer, manufacturer and wholesaler, in the province. Efficient production, diversity of products, large supply of stock and a reputation for experience and quality is what makes Nordic Industries the answer to all your fencing needs.

Since 2001, we’ve built our business by providing reliable service, and putting our clients and safety first. 1323 FLETCHER ROAD SASKATOON, SK S7M 5H5

nordicfence.com Saskatoon, SK 306-653-3663

Saanichton, BC 250-652-0022

Prince Albert, SK 306-763-5185

You’re building the future. We’re here to help.

P 306-668-1033 F 306-668-2282

trpetroleum.com

E trpetro@shaw.ca

trust EarnEd through PErformancE

You need the right equipment, at the right place, branch network, we are ready to help you round the clock service and support means the equipment will work just as hard as you do.

Wolseley Industrial Canada (formerly Goodman Industrial) is proud to supply Pipe, Valve and Fitting products and services to the Potash Mining Construction industry.

4010 Thatcher Avenue Saskatoon, SK S7R 1A2 306-374-3666

1390 Longman Crescent Regina SK S4N 6J4 306-721-6288

UnitedRentals.com 800.UR.RENTS © 2014 United Rentals, Inc.

wolseleyindustrial.ca two Locations saskatoon | 17 Wurtz Ave, Saskatoon, Saskatchewan 306-931-2900 | Mike Perrin - Sales Manager Esterhazy | 931 Gonczy Ave, Esterhazy, Saskatchewan 306-745-6453 | Michelle Shire - PVF Sales Manager


SOUTH EAST CONSTRUCTION training and safety initiatives in the workforce. Along with a traditional orientation with the company, SEC has new employees go through its Safe Start program for training. “The main question we ask is ‘what would happen if you didn’t come home tonight?’ As we force them to write this down, it’s amazing what happens. It hits home for people,” says Silvernagle. “After two weeks on the job we bring them back to finish the safety program. It not only helps refresh them and hold them accountable, but it shows we care about their well being.” SEC focuses on daily assessments. This includes daily job requirements as well as everyday job hazards. It’s reviewed daily with the employee and foremen to ensure employees understand the risks each day and for each job. In addition, South East Construction has a corporate safety manger that ensures the company goes above and beyond the call of duty in safety. “We take safety very seriously and we like to reward employees who’ve been exceptional in that department,” says Silvernagle. “We elect an employee at each site who has gone above and beyond the safety bar and reward them a gift. We like to make it personal to show we care. Recent projects and plans for the future South East Construction is engaged with Potash Corp and Mosaic in a collection of new and ongoing projects around Canada. The company

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South East Construction provides snow clearing, waste management, materials handling, and disposal

Underground Mine Construction

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SOUTH EAST CONSTRUCTION

www.di-techinternational.com P: 204 222-7400 F: 204 222-9933 E: info@di-techinternational.com

Established in 1984, Di-Tech is a company that understands the customer, is paramount to our success. Main Office 1864 Springfield Road Winnipeg, Manitoba Canada P: 204 222-7400

SERVICES: • • • • • •

Wire Sawing Core Drilling Flat Sawing Wall Sawing Specialty Services Robotic Breaking

Black Rock International United States P: 1-855-284-1579


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is involved in numerous Structural Steel , Mechanical and electrical projects on surface and underground. “We are local to 5 mines in our area. We wouldn’t be were we are today if it wasn’t for Mosaic and PCS. They have helped us grow and supported us all the way. Since 2011, SEC has been providing site services for the exciting new Jansen Potash mine for BHP Billiton. These services include snow removal, Dust control, Janitorial, misc carpentry, offloading , electrical maintenance, and land management. There workforce has grown to include construction of roads, ponds, potable water, septic and Hydrovac services, road building as well as concrete foundations. “BHP Billiton’s commitment to safety and operational efficiencies is serious and it forced us to be better at what we do,” says Silvernagle. “BHP is an outstanding client to work for and we are extremely proud to there” One of the larger, and more challenging, projects South East Construction has undertaken was rebuilding the Tazin Lake Dam for SaskPower. “It was extremely challenging but it really represented who we are. It was a job we had no experience in but our team stuck together and got it done. The project turned out great and through all the challenges it really showed our integrity as a company.”

Company Information INDUSTRY

Construction HEADQUARTERS

Esterhazy Saskatchewan, Canada FOUNDED

1986 EMPLOYEES

51-200

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STEMCELL Technologies STEMCELL Technologies: An advocate for science and scientists around the world In short, STEMCELL Technologies helps make sure your research works. Written by: Stephanie C. Ocano Produced by: Cedrick Adolphe


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STEMCELL TECHNOLOGIES

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riven by science and invested in a passion for quality, STEMCELL Technologies has become a global provider of cell separation products and specialized cell culture media for hematopoietic, mesenchymal, neural, mammary, epithelial and pluripotent stem cell research. STEMCELL Technologies delivers tailor-made products to more than 70 countries worldwide with the goal to help and foster further research within the life sciences industry. “We provide the picks and shovels for the stem cell gold rush,” said Allen Eaves, President and 104

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CEO of STEMCELL Technologies during a recent interview. “We’re supporting the emerging field of cellular therapies which consists of regenerative medicine, tissue engineering, immunotherapy and gene therapy. We’re giving scientists the tools to support these areas and to help move research from the lab to clinical trials and eventual therapies.” As CEO of the company, Eaves is dedicated to furthering the industry and living out the company’s motto of Scientists Helping Scientists. But how does one run a privately-owned biotech company that develops


H E A LT H C A R E

STEMCELL’s PneumaCult™ media and supplements are used to grow lung epithelial cells (insert) for studies of lung disease.

specialty cell culture media, cell separation products and ancillary reagents for life science research? Eaves’ answer is by engaging with, and responding to feedback from, customers. “My job is looking over the horizon to see new research needs and how STEMCELL Technologies can take that understanding and develop products that will lead to outstanding research and new therapies,” commented Eaves. “I personally go to research conferences to talk to leaders in the field; I also read conference reports from our scientists and incorporate

feedback from our sales staff who have strong relationships with our customers. It is this determination that has allowed STEMCELL Technologies to establish itself in Vancouver, Canada as well as the rest of the world as an award-winning company whose products have an excellent reputation for quality and reliability. Distinct Operations There are three things that set STEMCELL Technologies apart from the rest: product customization, responsiveness and training.

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STEMCELL TECHNOLOGIES STEMCELL Technologies offers over 2,000 catalog items that enable the isolation of desired cells and their growth in culture. Working slowly and carefully to make many of its products more regulatory friendly for clinical applications, STEMCELL Technologies eventually wants to help contribute to curing major diseases. “The novelty, quality and standardization of our products really make them sought after and used by researchers,” said Eaves.

High Quality, Integrity and Passion

ACME Shipping Supplies and Packaging Ser v ice •

Styro Containers

Tape, Labels, Bags, and other Packaging Supplies

Custom Sized Boxes and Packaging Products

Warehouse Equipment

Daubert Cromwell Corrosion Protection Products

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ACME Shipping Supplies | #111 - 13060 80th Avenue | Surrey, BC V3W 3B2 Phone: 604-572-5793 | Fax: 604-590-0330 | Email: sales@acmeshippingsupplies.com

STEMCELL Technologies offers customization of cell separation products as well as providing contract research services that help scientists in bio-tech and pharmaceutical companies with their toxicity studies and new compound screening. When it comes to improving the quality of their products, STEMCELL Technologies is constantly listening to feedback from customers on how to make its products function better as well as meet new needs.


H E A LT H C A R E

“If a competitor’s product works better, our sales reps will advise the customer to use the better product, but they will then relay this information back to our R&D department so we can make an even better product.” Thirdly, in addition to rigorously pre-screened reagents and quality control processes, STEMCELL Technologies knows that a number of other factors contribute to achieving consistent results, such as training. STEMCELL Technologies not only provides inhouse education programs and training courses for its employees, but this same training model is available for its customers globally. “We offer courses around the world,” said Eaves. “We’re just all over helping people.”

Support for Canadian Research STEMCELL Technologies is a big supporter of the Canadian Stem Cell Foundation, according to Eaves. The Foundation has recently asked the federal government to make available $500 million for stem cell research over the next 10 years, and this would be matched by $500 million from The Canadian Health Charities and another $500 million from Canadian Industry. Projecting its growth forward, STEMCELL Technologies will be providing roughly $350 million of this match from Industry. “STEMCELL Technologies as a smaller company, has already invested over $70 million in research over the last 20 years” said Eaves.

Andrew Booth Chief Financial Officer

Joan Sheehan Vice President, Sales

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STEMCELL TECHNOLOGIES

Head office of STEMCELL Technologies Inc. in Vancouver, British Columbia

“However, over the next 10 years, we will be putting $350 million into our research which is roughly 13 108

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percent of our projected sales. This challenge to the Federal government, to match funding


H E A LT H C A R E

by the Health Charities and Industry, has the potential to make Canada a global leader in providing cellular therapies for its citizens.” “How do we turn our Canadian health care system from a major cost centre into a significant revenue generator?” continued Eaves. “Healthcare is the biggest industry in the world and we need more Canadian companies making products that support it. However, these products have to be so good that the rest of the world wants to buy them. STEMCELL is an example of such a company with only 4 percent of its sales in Canada. As 50 percent of its $100 million in sales are from the U.S., 25 percent from Europe and 20 percent from Asia/Pacific, these export dollars are of significant value to Canada’s economy and help support our health care system. Looking Ahead Every company has goals of expansion and STEMCELL Technologies is no different. Within the next five years, the company plans to open another production facility on the East Coast and another in Europe. “We double in size every five years,” said Eaves. “The goal is to keep growing. We’re a global company and we’ll continue to foster that. We have employees in 10 countries and distributors in about 60 other countries. Our goal is that any time you walk into a lab, anywhere in the world, you are going to see a STEMCELL product being used.”

Company Information INDUSTRY

Healthcare Global HEADQUARTERS

1618 Station Street Vancouver, BC Canada, V6A 1B6 FOUNDED

1993 EMPLOYEES

650 REVENUE

$100 M

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Domino’s Pizza

Canada

Merging Global Branding with Local Appeal Domino’s Pizza Canada President Michael Curran discusses growth, revamping, and inspiring a global brand with a local Canadian identity Written by: Sasha Orman

Produced by: Sean Bakke 111


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omino’s is a global leader in delivery and takeout pizza—but within its overarching structure are dozens of franchises striving to tailor the brand to the needs of their local neighborhoods. Domino’s Pizza Canada is one such franchise. Based in Windsor, Ontario, Domino’s Pizza Canada works hard every day to interpret the Domino’s brand in a way that represents true and authentic Canadian culture. Canadian Pride, Canadian Products Domino’s Pizza Canada may be a part of the Michigan-based 112

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Domino’s Pizza family, but it is also its own franchise entity—and it’s one that is fiercely proud of its roots and dedicated to the concept of being a Canadian operation. A major part of this includes sourcing Canadian products from Canadian vendors wherever possible. Most recently the franchise entered into a partnership with the exclusive right to use the Dairy Farmers of Canada’s iconic Blue Cow logo, signifying that Domino’s Pizza Canada uses only 100 percent Canadian cheese and dairy products from only Canadian dairy farmers. “We’re the only pizza company, and I believe the only fast food


FDF WORLD

company able to use the Blue Cow logo,” says Michael Curran, President of Domino’s Pizza Canada. “We looked at this a couple of years ago. Some of our competitors were importing cheese from the US, and it could have reduced our costs of cheese products substantially in our stores—but we decided that we would fully support our Canadian dairy farmers. We made a commitment up front to always use 100 percent Canadian dairy cheese in our products.” While at this time Domino’s Pizza Canada is able to certify 100 percent Canadian-sourced

products when it comes to cheese and dairy, Domino’s is constantly improving and looking for ways to integrate more Canadian suppliers and vendors into its supply chain. It’s not a matter of cost savings or economics—it’s a matter of quality, consumer trust, and Canadian pride. Presently, 85 percent of Domino products are sourced in Canada. “I think as a Canadian company, we and our consumers—as well as our suppliers which are part of our consumer base—certainly believe that Canadian products are as good or better than anything we can source from anywhere around the world,” Curran explains. w w w. d o m i n o s . c a

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“We pride ourselves on our integrity and quality.�

Sun-brite Foods Inc. has been manufacturing Domino’s pizza sauces for more than 2 decades. Sun-Brite is the largest tomato processor in Canada. We process a wide variety of tomato products in a variety of can sizes, pouches, aseptic bulk tomatoes, premium pizza sauces, pasta sauces, and a variety of tomato concentrates. Our tomatoes are Canadian grown and packed within 24 hours of being harvested, at our Leamington, Ontario facility. Sun-Brite is the owner of two major brands in Canada, Unico and Primo. Primo is the largest Canadian owned brand in Canada of pasta. Our pasta is 100% Canadian durum. We mill and manufacture our pasta in our 150,000 sqft state of the art Toronto facility. Unico is the #1 brand for Mediterranean food products in Canada. Our product collection consists of premium olive oils, vinegars, marinades, olives, tomatoes and sauces, dried and canned beans, rice, pasta and many more specialty products. All distributed from our 200,000 sqft Vaughan facility. 1532 C o unt y R d. 34 | K in g s v ille , O n ta r io N0 p 2 G0 5 1 9.326.9033 | fa x 5 1 9 . 3 2 6 . 8 7 0 0 | S u n - b r ite . c o m


DOMINO’S PIZZA CANADA “Canadian dairy products have proven to be an outstanding product to use. Certainly our consumers understand that, if we are only using Canadian dairy products, they are the best product possible in the marketplace.” An Updated Look No matter how established and iconic your brand is, it’s important to stay fresh and relevant. With that concept in mind, Domino’s Pizza Canada—along with Domino’s franchisees spanning more than 12,000 restaurant locations across 78 countries worldwide—is in the

FDF WORLD

midst of reimaging its stores. The aim of the rejuvenation process is to create a more modern atmosphere that will better engage today’s consumers and enhance the consumer experience. “We’ve upgraded our locations and opened up our kitchen so consumers can see the product being made,” says Curran, explaining a key feature of the franchise’s location upgrades that the brand refers to as Pizza Theatre. “In many of our stores now there is an ability to sit and consume our Domino’s pizza products, not simply just carry out or delivery—which

SUPPLIER PROFILE SUN – BRITE FOODS INC., PRIMO FOODS INC., UNICO INC. Sun - Brite Foods Inc. has been manufacturing Domino’s pizza sauce for more than 2 decades. Sun-Brite is the largest tomato processor in Canada. We process a wide variety of tomato products in a variety of can sizes, pouches, and aseptic bulk tomatoes, premium pizza sauces, pasta sauces, and a variety of tomato concentrates. Our tomatoes are Canadian grown and packed within 24 hours of being harvested, at our Leamington, Ontario facility. Sun-Brite is the owner of two major brands in Canada, Unico and Primo. Primo is the largest Canadian owned brand in Canada of pasta. Our pasta is 100% Canadian durum. We mill and manufacture our pasta in our 150,000sqft Toronto facility. Unico is the #1 brand for Mediterranean food products in Canada. Our product collection consists of premium olive oils, vinegars, marinades, olives, tomatoes and sauces, dried and canned beans, rice, pasta and many more specialty products. All distributed from our 200,000sqft Vaughan facility. Website: www.sun-brite.com www.primofoods.com www.unico.ca

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Food Service and Retail Available !

Processors of Fresh Vegetables

High quality, healthy, easy to use fresh food. Pride Pak Canada Ltd. was established in 1984 to service Canada’s growing trend for high quality, healthy, easy to use fresh food. We now proudly operate as Canada’s largest fresh fruit and vegetable processor from a state-of-the-art facility in Mississauga. In 2006 we opened our second facility Pride Pak Nfld. Ltd., which processes fresh fruit and vegetables for the Province of Newfoundland.

PROUD MEMBERS OF

6768 Financial Drive

Mississauga, ON, L5N 7J6 CANADA

Phone 1-905-828-8280

Fax 1-905-828-8201

www.pridepak.com


DOMINO’S PIZZA CANADA had historically been the operating model for Domino’s.” By the end of this year, Curran states that Domino’s Pizza Canada will have about 60 percent of its stores reimaged to fit the new Pizza Theatre concept and model. Already the concept is showing signs of success, prompting positive reactions from both consumers and team members. “Our team members first and foremost really enjoy working in our new concept stores,” notes

FDF WORLD

Curran. “They feel excited about the new work environment. Our franchisees are excited and we’ve had phenomenal feedback from our customers as well.” Driving Growth Throughout Canada Domino’s Pizza Canada is not a franchise content to stay remain static. This applies to its restaurant design, its consumer engagement, and also to its store growth and expansion. The franchise currently

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FOODSERVICE · JANITORIAL · PACKAGING

147 YEARS IN BUSINESS YOUR PARTNERS ON THE ROAD TO SUCCESS

80% of Business Success is Finding the Right Partners

C O N G R AT U L AT I ON S

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Domino’s pizza con topping to a b f o r plie d sup Prou

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Providing outstanding quality for over 70 years!

120 Sunrise Avenue Toronto, ON, Canada M4A 1B4 www.selectfoodproducts.com 1-800-699-8016 416-759-9316 “THE NAME BEHIND THE NAMES YOU KNOW ”

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DOMINO’S PIZZA CANADA

FDF WORLD

has nearly 400 locations across every province in Canada and two territories—but within those provinces and territories there is plenty of room to grow, especially in Quebec. “We have a presence in Quebec, but that is an area within the country where we would like to focus on expanding our presence—we think that it’s an under-serviced market,” says Curran. “Over the next few years we would like to expand our presence into more of the cities in Quebec. Presently, we’re in Montreal, Quebec City and some of the suburban areas, but we would like to expand into other parts of Quebec within the next couple of years.” A native of Quebec, Curran understands that there are key points to successful growth in such regions, and these are points that Domino’s Pizza Canada is taking to heart in order to meet its end goal of becoming the pizza of choice for Quebec consumers. “Quebec’s a phenomenal market with incredible opportunities—but one of the issues that can be a challenge, and that most companies don’t spend enough time focusing on, is that if you are going to operate in Quebec you need to operate as a Quebec company,” he explains. “You need to have an independent operating base and localize your product.” But what does effective independent localization mean? At the heart of it all it’s about not taking your consumer base as a monolithic whole—to make an impact, a progressive brand

Michael Curran, President, Domino’s Pizza of Canada Ltd.

Jeff Kacmarek, Vice President of Marketing & New Product Development, Domino’s Pizza of Canada Ltd.

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needs to look at the needs of individual regions and integrate those needs into a strategy that makes sense to the brand overall. “It’s a brand first and foremost—a promise of consistency,” says Curran, explaining that any 120

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localization still has to take place within what makes sense for Domino’s as a unified chain. “Then there is the localization consumers look for, where there’s an interest from consumers that make economic sense both from the


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consumer and the store operator. So parts of the country might have different product lines that you wouldn’t find across the country—in Quebec we have French fries because that’s something consumers like, but we don’t have that in the rest of Canada.” Through this type of smart localization within context, Domino’s Pizza Canada is able to maintain its brand integrity while meeting the unique needs of every region into which it expands. What’s Next for Domino’s Pizza Canada Moving into the future, Domino’s Pizza Canada is focusing on introducing exciting new products like the recent Parma Bites, as well as building new locations and finding growth opportunities as they come. “We don’t have a specific goal or mandate to open a certain number of stores, because my personal belief is that if we do a good job and our franchisees do a good job, the opportunities will be there,” says Curran. “The stores that are open are the result of consumers telling us they like our product, and so far that’s been a comfortable growth strategy.” But no matter what the future holds, the franchise’s first and foremost focus is on the people who keep it running every day, and it’s that support that sets Domino’s Pizza Canada apart. “Everything we do is what’s in the best interests of our customers and team members who work in our stores,” says Curran. “Within that environment, everything else takes care of itself.”

Company Information INDUSTRY

Pizza QSR and delivery HEADQUARTERS

Windsor, Ontario, Canada FOUNDED

1960 EMPLOYEES

20,000 REVENUE

Not Disclosed PRODUCTS/ SERVICES

Pizza QSR and delivery

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Infrastructure Canada Investments in Public infrastructure Support a Strong, Competitive and Sustainable Canada Our Commitment to infrastructure in Canada


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INFRASTRUCTURE CANADA

Public infrastructure is the backbone of our nation’s economic prosperity and social development. Investments in modern and efficient public infrastructure help create jobs and promote economic growth and productivity. From large-scale construction projects to smaller-scale, community-based investments, infrastructure has the power to revitalize, strengthen, and improve the everyday lives of all Canadians. Over the next 10 years, our Government will invest $75 billion in infrastructure that delivers results for Canadians – a stronger economy, a cleaner environment and better 124

April 2015

communities. These investments will provide stable, predictable funding for projects that enhance economic growth, job creation and productivity and will help maintain Canada’s economic position amongst the strongest of the G7 countries. In fact, Canada has consistently ranked atop the G7 countries in total investments in infrastructure as a percentage of GDP since our Conservative Government took office in 2006. No other federal government in our nation’s history has demonstrated this commitment and has made these levels of investment. Our partners play a crucial role in


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supporting investments in Canada’s infrastructure. At 95%, the vast majority of all public infrastructure assets in this country are owned by provinces, territories and municipalities. Our Government is committed to working with all levels of government, as well as with the private sector, to ensure that our investments support the priorities of all Canadians. Our infrastructure programs have been designed to meet the needs of our citizens, while achieving the best value for taxpayers’ dollars. Projects are cost-shared to maximize federal investments while leveraging greater funding from other sources. Through cost-sharing, we are able to increase the number of federally funded projects and address the needs of more Canadians across our great country.   Unprecedented Federal Infrastructure Investments As part of our Government’s historic investments, the $53-billion New Building Canada Plan, the largest and longest federal infrastructure plan in our nation’s history, provides funding in several different ways:

the renewed federal Gas Tax Fund is available directly to municipalities to address their local needs, the National Infrastructure Component provides funding for projects of national significance, that contribute to long-term economic growth and prosperity and the ProvincialTerritorial Infrastructure Component supports projects of national, regional and local significance while contributing to economic growth, a cleaner environment, and stronger communities. This approach was taken to offer a flexible approach to infrastructure financing and supports investments that address priorities under a wide range of eligible categories. Infrastructure Investments Support Sustainable Communities Investments in public infrastructure can improve the quality of the environment and lead to a more sustainable economy over the long term. Since 2006, federal contributions to infrastructure have supported improvements in the areas of solid waste management, renewable energy, and wastewater – resulting in cleaner air and water. Protecting and enhancing the

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quality of Canada’s freshwater resources supports recreation, tourism, and fisheries, and is an important contributor to the manufacturing, resource and agricultural sectors of the economy. In recognition of the importance of clean water, our Government has made significant investments in wastewater infrastructure. Over the past 9 years, the federal government has committed over $2.08 billion to wastewater infrastructure projects across Canada through a number of its programs. In addition, since 2006, municipalities have invested almost $811 million of the Gas Tax Fund in wastewater projects. Wastewater Investments in Canada’s Great Lakes and St. Lawrence River 126

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Recognizing the challenges that wastewater effluent can pose, Canada and the United States first signed the Canada-U.S. Great Lakes Water Quality Agreement (GLWQA) in 1972, and renewed it most recently in 2012. The agreement commits both countries to support the environmental health of the Great Lakes. Since 2006, our Government has invested approximately $643 million in direct funding toward municipal wastewater infrastructure projects in the Great Lakes Basin alone, projects that have helped restore some of the region’s most vulnerable areas. Improvements to the Halton Region Wastewater Treatment Plant also serve as a prime example of cooperation between municipal, provincial and federal governments


CONSTRUCTION

toward meeting domestic and international commitments to protect our water resources. In November 2009, we were proud to announce our support for the expansion of Halton’s Skyway Wastewater Treatment Plant. Expansion and enhancements to the plant are helping to improve the quality of treated wastewater discharged into the Hamilton Harbour. Moving Forward Our Government will continue to support projects that will improve the quality of the environment and lead to a more sustainable economy over the long term. As was the case under past federal infrastructure programs, important environmentally-focused categories such as water and wastewater treatment are eligible categories for funding under the New Building Canada Plan. As we move forward with our infrastructure investments, we do so in tandem with our partners to provide meaningful and lasting benefits for our communities across Canada. I am very proud that our Government has delivered a New Building Canada Plan to help finance the construction, rehabilitation and enhancement of infrastructure across Canada. The Honourable Denis Lebel Minister of Infrastructure, Communities and Intergovernmental Affairs and Minister of the Economic Development Agency of Canada for the Regions of

Company Information Infrastructure Canada leads federal efforts to ensure that Canadians benefit from worldclass, modern public infrastructure. We achieve this by making investments, building partnerships, developing policies, delivering programs, and fostering knowledge. The department is a key funding partner, working with provinces, territories, municipalities, the private sector and nonprofit organizations, along with other federal departments and agencies to help build and revitalize the infrastructure Canadians need and use every day.

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BRCA April 2015  
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