Business Review Canada Aug 2014

WWW.BUSINESSREVIEWCANADA.COM

AUGUST 2014

CLEAN TECH:

CANADA’S FASTEST GROWING INDUSTRY Trends Shaping

Mobile Commerce How to Manage Corporate Debt

EDITOR’S COMMENT

GREEN TECH PUTS CANADA ON THE MAP I N T H I S I S S U E O F Business Review Canada we take a look at the

green tech companies putting Canada on the map. Clean technology is Canada’s leading sector at the moment, with investment and revenue only expected to skyrocket in coming months and years.

Also in this issue we look at trends shaping the future of Canadian ecommerce. Not only do we reveal how Canada is ‘going mobile’ but also ask what this means for local and global businesses operating in the Great White North.

We also ask what it takes to build a long last brand, ask how companies can best manage corporate debt and give you ten top tips for hosting effective business meetings.

E NJOY TH E I S S U E !

Abigail Phillips Editor abigail.phillips@wdmgroup.com 3

CO CN OTNETN ETNST S FEATURES This month we focus on the customer experience with the latest technology 28 Marketing

How to Build a Brand

6 Leadership

Clean Tech: Canada’s Fastest Growing Industry

14 14 Finance

How to Manage Corporate Debt

22 Technology

Trends Shaping Mobile Commerce in Canada

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34 Top 10

Tips to Make BusinessNAMCOR Meetings More Productive

COMPANY PROFILES MINING GLOBAL

CONSTRUCTION

42 Shore Gold

88 NCC Development Limited

50 Largo Resources 58 Actlabs 66 Bralorne Gold

EDUCATION

74 Ressources Appalaches

102 Greater Essex County District School Board

FOOD & DRINK

ENERGY

80 Surati Sweet Mart

112 Region of Peel West Trunk Sewer Project 120 Aluma Systems

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August 2014

42 Shore Gold

66 Bralorne Gold

50

Largo Resources

102 Greater Essex County District School Board

80 Surati

112

Region of Peel West Trunk Sewer Project

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LEADERSHIP

CLEAN CANADA’S FASTEST G

What are the sectors sparking gr

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Month 2014

NGROWING TECH:INDUSTRY

rowth and innovation in Canada?

DEANA CACUS 7

LEADERSHIP A REPORT PUBLISHED last month by Analytica Advisors claims that Canada’s clean-tech industry is growing faster than every other major sector of the nation’s economy.

Analytica Advisors, an Ottawabased consulting firm, tracked the industry’s growth between 2008 and 2012 and found that the clean tech sector grew by nine percent in 2012 alone. That same year, clean tech companies directly employed 41,000 people in Canada and generated $11.3 billion in revenues. The report’s findings are based on a survey of more than 700 primarily small and mediumsized companies. Analytica projects that Canada’s clean tech sector could grow into a $32 billion industry over the next decade, directly employing up to 120,000 people by 2022.

Several organizations within Canada are actively supporting development within the clean tech industry.

Sustainable Development Technology Canada (SDTC) has been working with numerous clean tech companies in Canada to develop promising clean technology projects within the country. The SDTC is a non-profit foundation that finances and supports the development and demonstration 8

August 2014

Caption is Canada totaking the image strides in the clean of clean technologies that provide solutions to issues of climate change, clean air, water quality and soil.

Vancouver’s Ostara Nutrient Recovery Technologies has taken valuable nutrients from sewage treatment plants and delivered them to home gardens. The company designs, builds and sells wastewater treatment systems. Ostara’s Pearl process retrieves phosphate and

C A N A D A’ S FA S T E S T G R O W I N G I N D U S T RY

tech market ammonia from wastewater facilities resulting in improved treatment and reduced maintenance. With help from the SDTC, the company also discovered a way to remove struvite from wastewater, leading to the development of a slow release commercial fertilizer called Crystal Green. Ostara has commercial nutrient recovery facilities in Oregon, Virginia, Pennsylvania and London.

The remediation industry plays an important role in clean tech.

Ontario-based SiREM provides unique, science-based products and services to the remediation industry.

The company’s focus is on the remediation of chlorinated solvents and other recalcitrant chemicals.

According to their website, SiREM offers bioremediation, zero-valent iron and chemical oxidation treatability 9

LEADERSHIP

The clean tech sector grew by nine percent in 2012 alone 10

Month 2014

C A N A D A’ S FA S T E S T G R O W I N G I N D U S T RY

studies, molecular genetic testing for dechlorinating bacteria and bioaugmentation cultures. The SDTC reportedly helped SiREM demonstrate the first Canadian application of KB-1 to contaminated sites.

Natural Gas is also synonymous with clean tech. Westport Innovations develops alternative fuel, lowemissions technologies to allow engines to operate on clean-burning fuels such as compressed natural gas, liquefied natural gas, hydrogen and biofuels such as landfill gas.

The Vancouver company is the global leader in natural gas engines.

Westport works directly with top global truck and engine manufacturers in North America, Europe and Asia.

SDTC helped Westport take an idea out of the lab at UBC and apply it to the real world by putting 5 proto-type trucks on Canada’s busiest highway.

Calgary’s Titanium Corporation creates value from oil sands waste tailings by recuperating and selling bitumen and high-value minerals and solvents while reducing the water demands of the oil sands mining industry. Due to their work at the Canadian oil sands—the second largest oil reserve in the

world—Titanium was able to develop a multi-stage process to separate zircon from the soil. Zircon is a valuable element highly sought after by ceramic tile makers. Without Titanium’s separation process, some $1 billion in commodities would be lost at the site.

SDTC helped Titanium prove to oil sands operators that they can recover of 80 percent of the bitumen lost in tailings, 75 percent of the solvent and 95 percent of the valuable heavy minerals like zircon.

Water is a precious resource, especially with worrisome drought occurring all over the world. Pure Technologies—also based in Calgary—is a world leader in the inspection, monitoring and management of physical infrastructure such as water, wastewater and oil and gas pipelines. The SDTC helped Pure develop two pipeline inspection tools that are currently in use around the globe in cities such as Manila, Dallas and Mexico City. Pipediver is a tool easily inserted into a pipeline that swims through pipelines to detect wirebreaks while Sahara is a small tool that can identify tiny leaks that might be missed by more invasive technology. The company is leading 11

LEADERSHIP

Several organizations within Canada are actively supporting development wi the way in condition assessment through the use of electromagnetics and acoustics, resulting in less water wasted and less money spent.

Solar power is perhaps the most globally recognized sector of sustainable energy, yet solar 12

August 2014

installations are often quite costly initially. Toronto’s Morgan Solar team has taken it upon itself to develop solar technology using inexpensive raw materials—including $3 plastic—to make solar power more accessible to consumers. The company has

T E S L A L O O K S T O C H I N A F O L L O W I N G D E C L I N I N G Q 1 R E S U LT S

ithin the clean tech industry developed the revolutionary Sun Simba Concentrated Photovoltaic (CPV) module and Savanna dual-axis tracker, two solar energy technologies that fundamentally change the economics of solar power through low-cost materials and innovative

panel designs. The SDTC is currently helping Morgan Solar demonstrate the efficiency of their technologies to the global market.

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FINANCE

BUSINESS BA MANAGE C

Busin

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Month 2014

ANKING: HOW TO CORPORATE DEBT

ness Review Canada reveals the most effective ways to manage corporate debt for security and growth.

W R ITTE N BY D EANA CAU C U S

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FINANCE CORPORATE DEBT CAN be a serious hurdle. In fact, it’s so serious that companies value their capital structure based on how effectively they manage their debt. In today’s economy, it can be difficult for businesses to emerge from the red, even when profits are improving. Here are some of the most effective ways to manage corporate debt for security and growth.

Revisit your budget. If debt continues to pile up, then it is highly likely that the company’s current budget is not working. Redesign your budget based on the business’s current financial situation. Many companies fail to do this when faced with debt and continue to plan their year around outdated figures. Be sure to devote a reasonable portion of the budget to variable costs, and when possible, pay off more than the minimum amount required for debt payments.

Prioritize your payments. Handle the business’s highest interest rate debt first. This generally equates to concentrating your efforts on paying down credit cards. While you’re at it, be sure to review your current interest rates. If the interest rates on your 16

August 2014

Caption to the Balancing the books image business loans are higher than current rates, consider refinancing.

Speak to creditors. Financial advisors claim that it can’t hurt to address your financial situation with creditors. Some may have a hardship plan in place that could provide better payment terms. If one isn’t offered, request one. But whatever debt reduction plan you agree to, be sure that you’re able to meet the terms. The worst thing a business owner can do

H O W T O M A N A G E C O R P O R AT E D E B T

when in debt is to set up a reduced payment plan with a creditor and default.

Negotiate with suppliers.

Businesses everywhere are overpaying for their supplies, especially at the corporate level.

Encourage asset managers to approach suppliers for discounts, particularly those ordered in bulk.

Draw on past payment history or quotes from other suppliers when negotiating extended payment terms.

If that doesn’t lower costs, enlist a team or individual to find suppliers with better rates.

Rethink your office space. If you are not utilizing all of the space within your building, consider subleasing unused space. Entrepreneurs and startups are often looking for small spaces with inexpensive rates to set up shop.

Moves can be costly, but if it will save your company a considerable amount of money, it might be worth it.

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FINANCE

Enlist the help of finance experts 18

Month 2014

Cut unnecessary costs. A business needs to know exactly how it got itself into trouble in order to get out of it.

Identify the aspects of the business that led to the debt and eliminate the possibility of future accrual. You can’t pay off your current debt if you’re acquiring more, so be additionally careful about further spending. If your expenses are too high, take stock of those that are necessary and those that aren’t. Another way to free up cash for debt payment is selling unused equipment. Many businesses have office equipment collecting dust that is being kept for later use. If your company doesn’t need it now, sell it.

Utilize creative and cost-free marketing. Increasing your marketing—particularly through inexpensive means—can only help your business bring in more money when you need it the most.

Developing relationships with local media or joining organizations to enhance your networking are effective ways to expose your brand.

Social media has made this easy for businesses, and in these tech-heavy times, it is crucial for a business to have a strong presence in the social media sphere.

Meet with your banker. Your banker has your company’s investments and interests at heart. They can be a great resource for ideas to help your business. Make an effort to familiarize your banker with your industry and discuss your financial goals or concerns with them. Your banker can potentially facilitate introductions to vendors, suppliers and other contacts that may be of use to your business.

These introductions may be helpful during difficult economic times, when other businesses may be looking to pool resources.

Seek outside counsel. If your business does not already have financial advisors that can help you strategize to reduce and pay off your debt, enlist the help of an organization that has the resources and expertise to assist you. While small businesses qualify for help from non-profit organizations, larger companies often have to invest in financial counseling services. Partners or affiliates may have access to services or resources that your company does not.

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TECHNOLOGY

FUTURE TEC

TRENDS SHAPING MOBILE

How Canada’s money is ‘going

W R I T T E N B Y: D 20

August 2014

CH REPORT:

E COMMERCE IN CANADA

g mobile’ now and in the future

DEANA CAUCUS 21

TECHNOLOGY As more smartphone users are utilizing mobile technology to conduct their banking and shopping, the mobile commerce industry is rapidly expanding. Within Canada, several firms are focusing on increasing their mobile offerings to provide customers with more payment, purchasing and money management options.

Recent Developments Mobile money solutions are aimed at making transactions quicker and easier both online and in person.

Real-world transactions are going digital, as products like Loop’s ChargeCase give shoppers the ability to make mobile payments without having to carry their credit cards. Loop’s ChargeCase is an iPhone case that works with an app to store credit, debit, and gift card information. The case allows the user to make mobile payments at a pointof-sale terminal where a physical card would otherwise be used. The physical card never needs to be swiped, as the ChargeCase transmits a magnetic field that emulates the data embedded in the magnetic strip.

The mobile device simply needs to be held next to the stripe reader to 22

August 2014

As more smartphone users are utilizin shopping, the mobile commerce indu activate the transaction. For added convenience, the Case also doubles as a phone-charging sled.

Loop CEO Will Graylin described ChargeCase users in an interview with the Boston Business Journal by saying, “These are predominantly people that have been using plastic cards as their primary method... before, nobody dared to think about leaving their wallet behind, but with Loop, for the first time, you’re able to

ng mobile technology to conduct their banking and ustry is rapidly expanding use the mobile devices to start paying just about everywhere, all the places you’d normally spend money.”

Products like the ChargeCase are projected to increase purchases globally, as the ease of use will relieve encumbered consumers while also potentially encouraging impulse buying.

Expansion In May, TD Canada Trust became the

first North American bank to offer mobile payments on Bell, Rogers and Telus, Canada’s three major wireless networks. The mobile payment feature has been built into the bank’s app with Near-Field Communication (NFC) enabled phones including Samsung Galaxy, HTC One and Blackberry 9900 devices. Customers will simply have to tap their devices on Visa payWave terminals to make credit card purchases between 23

TECHNOLOGY

Brands such as Google Wallet and Square are driving uptake $50 and $100 using the TD mobile banking app.

Rizwan Khalfan, TD Canada Trust’s senior vice president of digital channels, commented on the announcement by telling Global News, “We are in the early stages– this is a convenience that comes naturally to customers. Our objective is to stay connected with the customer and try to offer it up to as many devices, and as many carriers, as possible.”

Other mobile commerce businesses are looking to get into the act and into the country. Square—currently 24

August 2014

one of the largest mobile payment firms in the United States—will soon be opening a new office in Canada.

The Ontario location will house 30 employees and is slated to open in September. The company hopes to tap into Ontario’s tech community to establish a foothold in the Canadian mobile commercial market.

The timing is optimal, as the country’s demand for effective mobile commerce solutions has been on the rise, particularly among retailers.

The Square Register app is a payment system that allows retailers to process credit card transactions through a card reader that plugs

TRENDS SHAPING MOBILE COMMERCE IN CANADA

into a smartphone or tablet. As long as the device is connected to the Internet, safe and secure payments can be made via the Square system. As their transaction fee is generally lower than traditional credit card transaction fees, many small businesses have found Square to be both convenient and affordable.

Trends Shaping Mobile Commerce Sales of wearable tech devices are climbing. According to ABI Research, 90 million wearable devices will ship globally this year. This is good news for mobile commerce, as users are able to

book reservations, read reviews, rent cars and do virtually anything that they might with their Smartphones.

Highly intuitive wearable devices make completing tasks even easier.

Many Google Glass applications are voice-activated, meaning that wearers don’t need to lift a finger to conduct their business. Google Glass is currently developing an app that will send money from Google Wallet to Google Contacts simply by saying, “send money.” As banking apps encourage account holders to manage their money more carefully and consistently, they may also empower them to save more for heftier investments or purchases.

More businesses are opening digital platforms for mobile payments

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TECHNOLOGY

Mobile coupons and loyalty programs are projected to drive customer retention this year. Retailers will benefit from the ability to accurately track the usage of their coupons, specifically in regard to where they are obtained and where they are used.

2013 saw a rise in mobile coupon usage across retail outlets, as digital offers eliminate the need to print and carry paper versions. Mobile coupons and loyalty programs are projected to drive customer retention this year. Retailers will benefit from the ability to accurately track the 26

August 2014

usage of their coupons, specifically in regard to where they are obtained and where they are used.

Additionally, digital coupons can be tied to a customer’s account, enabling retailers to customize future discount offers based on previous purchases.

F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E

More businesses are opening digital platforms for mobile payments.

Burger King recently developed an app to provide mobile offers, payments and order-ahead options to customers throughout North America.

Digital coupons will be available in all locations by the end of 2014 and

will consist of national offers as well as personalized offers for registered users. As more customers opt out of lengthy register transactions and head to mobile payment kiosks, more retailers will feel propelled to expand their businesses to include digital platforms.

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MARKETING

Tips and tricks f world-renow

W R I T T E N B Y: M E L

28 August 2014

for building a wned brand

LI S SA M ARTI N EZ

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MARKETING

Planning is critical to building a longlasting brand Branding is probably the most integral part of starting a successful business. After all, it is the visual representation of what the product or service offers that will resonate with potential customers. The brands and logos of companies that are recognized around the world are the most successful in terms of representation and customer demand.

For example, the McDonalds brand 30 August 2014

and logo is one of the most recognized brands throughout the globe. Why? Because people feel that they can trust this brand to meet their expectations.

Customers understand that they can find a McDonalds location wherever they are and the food will be the same regardless if they’re purchasing it from a McDonalds Restaurant in California or a McDonalds Restaurant in New York.

Promise To build a reputable brand, quality is a must. To be successful in marketing that brand, it is important to understand that exposure to the brand means good or bad publicity for a brand. Therefore, you have to trust your brand. It is important to stay intent on keeping the promise of quality and satisfaction to customers.

When developing a brand,

companies must evaluate their purpose of the product and how consumers will benefit from purchasing such products. Aligning a company’s goal with the goals of the consumers will build a strong and loyal relationship between the company and the customer.

However, just like market’s change, the goals of the customer change. It is important that the company keeps 31

MARKETING in touch with the customer needs. For example, what a customer prioritized in 2006 could vary significantly from what the customer needs now.

Keeping a close relationship with customer needs will ensure the company’s progress. Differentiating a product from the competition by promising ultimate customer satisfaction will ensure success.

Representation Successful brand companies are so because they seek a brand that appropriately represents their ideology, their purpose. The brand promotes the product or service while creating an image of the quality of products or services that customers will receive. For example, American Express celebrated 160 years of exceptional customer service in Canada. According to American Express, their success is due in part of reevaluating the needs specifically for Canadian AMEX customers to represent their priorities.

“When we first came to Canada, our main service was freight forwarding but we quickly diversified and evolved our services. Recognizing the changing needs of your customers 32 August 2014

Take time to develop raletionships w

will allow you to evolve but stay true to your brand,” said Jennifer Hawkins, AMEX Vice President & General Manager, Merchant Services AMEX Canada. Appropriate representation for specific needs locally ensures success of the company and enhances trust for the brand. If a product will benefit the warm climate

with your consumers

of California, it probably will not be successful in the colder climate of Canada. Representing the majority need is important.

Consistency The degree of success for a particular brand aforementioned relies on the consistency of excellent quality and

service for the customer. Brands become more powerful based on positive experience with customers.

Once customers set a certain expectation for the quality or service they will receive from a brand, the brand’s success relies on the continuous service they are providing.

For example, if someone has a great 33

MARKETING

Be sure to target your audience

experience with a particular brand, the next time they choose that particular brand, they expect the same satisfactory experience. If they had an unsatisfactory experience, they lose trust in the consistency, causing the brand to lose business.

Persistence Just like any company, marketing a brand requires persistent messages conveyed to customers that ensure their satisfaction with the brand.

According to How to: Build a Brand in 3 Steps, Susan Gunelius states, “Continually put out messages and brand experiences that consistently communicate and support your brand promise. This is how you develop brand awareness, recall, purchase intent, loyalty, and advocacy.” As long as a brand is discussed and suggested, that brand is receiving publicity that keeps it relevant, therefore ensures long-term success.

of controlling the urge to extend the branch into new markets for a higher profit. Gunelius also discusses, “Everything your business does must consistently communicate and represent your brand promise.

Therefore, you must exercise restraint…. if you don’t, you could do more harm to your brand and business than good. Don’t give into temptation without thoroughly analyzing opportunities to ensure they are an appropriate fit for your brand.” Although pushing a brand into new platforms may be exciting and a quick way to earn more profit, the market can equally diminish the quality reputation of the brand just as easily as it can increase the reputation.

Exercising restraint will ensure smarter decisions to be made in way of promotion that will raise appropriate awareness and trust to the customer.

Restraint Just like persistence is important to the ultimate success of the brand, restraint is equally important in terms 35

TOP 10

TOP10

Tips to Make Business Meetings More Productive

Written by: Victoria Treyger

Business Review USA sheds the light on 10 time saving tips for more effective, efficient and productive business meetings 37

TOP 10

Sometimes it feels as if we spend more time in meetings than doing our actual work. So let today be the day where you set measures in place to decrease your meeting times. You’ll feel like you’re actually getting work done, and time will fly during all your productive meetings.

Keep in mind, though, that decreasing meeting times does not mean meeting about the same things in a shorter time frame; instead, it means you are meeting about fewer things. Do not expect to do the same amount of work in less time. You have to devote effort

outside of the meeting to resolve any issues but you also have to create a more efficient meeting structure. So here are 10 tips to help you cut down your meeting time while still keeping your productivity high.

1. Meet to Decide and Commit: Don’t meet to only discuss. You will obviously have to discuss in order to decide and make a decision, but the goal of the meeting should be to make a definitive decision, not to discuss about deciding. Try to make a specific decision at the end of

Don’t allow the conversation to go off topic 38

August 2014

MAKE BUSINESS MEETINGS MORE PRODUCTIVE

every meeting. Don’t meet to confirm or discuss or brainstorm or talk it out. You can do those things through a Skype call, a phone call, an email, or even separately on your own time. Use the meeting time to find an action to take or find a solution to a problem.

2. Set a Firm Agenda: If you are organizing the meeting, make a firm and straightforward agenda to follow throughout the meeting.

Work ahead of time (before the meeting) to make a clear agenda and clearly state the objectives of the meeting and send it to the meeting attendees. Outline what is necessary to discuss and print out copies of this agenda for everyone attending. This way, each attendee has a solid copy of what is needed to discuss in their hands throughout the meeting.

3. Think Ahead of Time: Does everyone who is invited to the meeting seriously need to be there? Spend a good amount of time thinking about who needs to be at each meeting. An

unnecessary attendee is like a CC on an email. Could you just email them a brief summary afterward or call them to catch up? If you can, cut the meeting time down to save them valuable time.

4. Cut Meetings in Half: Purposely schedule the meeting for half the time you intended to.

Meetings stretch naturally to fill the space you allow for it. If you schedule a meeting for an hour but you only have 45 minutes of information, the extra 15 minutes will just be filled with unnecessary fluff. If you schedule a meeting for a tighter time period, you’ll do everything you need to in the shorter time period and in a more efficient manner.

5. Don’t Wait for Latecomers: Start the instant you scheduled the meeting to start and let people come in late and feel embarrassed for straggling in during the middle of a discussion. Latecomers will quickly learn to come on time after a few awkward moments of arriving late.

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TOP 10

6. Assign a Note-Taker: Have someone take notes throughout the meeting, preferably on a digital medium. That way all attendees,

twice a week) for people to come visit and talk to you about specific topics on a first come, first serve basis.

Quick EXTREME Ways to Shorten Meetings 8. Put a Visible Stopwatch in the Meeting Area: Everyone will know how many minutes are left for the topic or for the general meeting. This way people will feel pressured to the specific time left in the meeting or for the topic.

Schedule office hours for one-on-one meetings and concerns

even the absent ones, will get a copy of the notes. If anyone ever needs to refer back to what decisions were made, what was said during the meeting, or anything like that, they can simply check the notes.

7. Hold Office Hours Instead of Meetings: Have a board outside your office, and set a specific period of time (maybe 2 hours 40

August 2014

9. Keep Everyone Standing: If the entire group of people in the meeting is literally on their feet, they won’t want to stay involved and standing for long, so meetings will become much shorter quickly.

10. Ban Digital Distractions: Place a box or bin for all mobile devices next to the door to stop meeting attendees from surreptitiously texting or emailing during a meeting.

If you devote time outside of your meetings to really think through how they can be efficient,

MAKE BUSINESS MEETINGS MORE PRODUCTIVE

Ban digital devices to keep everyone focused on the matter at hand

you can cut your meeting time in half quickly. In addition to focusing on how the meetings can be more efficient, you should also be focusing on what you’re talking about in the meeting. If you’re meeting about the wrong topics, even if your meeting is quick and efficient, you are still covering the wrong topics. Outline a plan before your meeting and make sure to set up an agenda so that you know the best way to tackle the right topics.

You won’t waste any of your time, and your meetings will leave you feeling accomplished.

Victoria Treyger has more than 15 years of experience in building

brands and customer loyalty. She joined Kabbage because she loved its mission to understand customers better and provide them with cash when they need it. Kabbage has provided $150 million+ in funding to small businesses since 2008.

Try and cut your meetings down by 50 percent

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Shore Gold Inc.

Shore Gold Inc: High Value A Close to Infrastructure

Senior Vice President George Read explains that Shore ha the stable political jurisdiction of central Saskatchewan. Th to infrastructure: highways, rail transport, electric power gr Written by: Robert Spence

Produced by: Bobby Meehan

Accessible Asset

as a high value diamond asset in his asset is also in close proximity rid, water and work force.

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SHORE GOLD INC.

Inside the on-site Dense Media Separation Plant for diamond recovery

T

he Project is situated in the Fort à la Corne kimberlite field in central Saskatchewan.

The Project includes the 100 percent Shore owned Star Diamond Project, as well as Star West and the Orion South Kimberlite, which fall within the adjacent Fort à la Corne Joint Venture (“FALC-JV”). Shore has a 68 percent interest in the FALCJV and Newmont Canada FN Holdings ULC (“Newmont”) has a 32 percent interest. During 2007, the Company purchased an interest in the Buffalo Hills Property (“Buffalo Hills”) located in northern Alberta.

Shore and Canterra Minerals 44

August 2014

Corporation (“Canterra”, formerly Diamondex Resources Ltd.) each own approximately 33 percent with EnCana Corporation holding the remaining interest. Canterra is the Operator of Buffalo Hills Project, which is currently on care and maintenance.

Operations Shore’s primary objective is advancing its multi-billion dollar asset - the Star-Orion South Diamond Project in the Fort à la Corne Provincial Forest of Saskatchewan, to a producing diamond mine. To date, some $300 million has been spent on the

MINING

Aerial view of the Star Diamond Project infrastructure

exploration of the Fort a la Corne Joint Venture and the evaluation of the Project to the level of a Feasibility Study: Probable Mineral Reserves of 279 million tonnes containing 34.4 million carats of diamonds at a weighted average price of US$242 per carat, which can be profitably mined over 20 years.

“The unique aspect of this Project is the proximity to infrastructure,” says senior vice president George Read. “We are 20 kilometers from paved highway and the electricity power grid, which is extremely beneficial to the economics of the project. In contrast to other Canadian diamond mines and evaluation projects, we are the closest.”

“While some $300 million has been spent to date, we will need an additional $1.9 billion in

“We need environmental approval, which will enable us to commence our permitting process, and then we would need to start detailed design, as well as raising project finance.”

– George Read

w w w. s h o r e g o l d . c o m

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Amec is a leading supplier of consultancy, engineering and project management services to our customers in the world’s oil and gas, mining, clean energy, environment and infrastructure markets.

AMEC Environment & Infrastructure, Saskatoon SK Visit www.amec.com

WWW International Diamond Consultants - the world’s leading independent diamond valuation and advisory company.

SHORE GOLD INC.

MINING

pre-production capital costs to begin mining diamonds,” says Read. “Once we break ground it will take four years before the first diamonds are available for sale.”

Core values Since inception, Shore has been dedicated to maintaining quality relationships. Whether its employees, business partners or surrounding communities, Shore is committed to providing the best possible communication and service possible.

“We have a good relationship with Newmont and are optimistic about the future,” says Read.

“We have people on both sides that are genuinely interested in talking to each other.”

Shore’s commitment to relationships doesn’t stop with business partners. The Company works with local communities to collaborate on operations and provide economical benefits on both sides.

The Company also recently announced that a Memorandum of Understanding (“MOU”) has been signed by the Company and James Smith First Nation, Peter Chapman Cree Nation and Chakastaypasin Cree Nation, collectively referred to as the James Smith Cree Nation (“JSCN”) (See SGF News Release dated May 5, 2014). The terms of the MOU provide that the parties will engage in discussions concerning potential education and training, job, business and participation opportunities for members of JSCN. These discussions aim to establish mutually agreeable

Chief Executive Officer and Director, Kenneth E. MacNeill

Senior Vice President of Exploration and Development

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SHORE GOLD INC.

Selection of high value rough diamonds from Star-Orion South Diamond Project

terms for a participation agreement in anticipation of the proposed Project.

Shore Gold has established a Diamond Development Advisory Committee (“DDAC”) that works with local communities and provides them with regular updates the progress of the Project.

“We meet with the mayors and councilors of the Investor Relations local communities and provide updates of the Manager Joseph Dickson project and what progress has been made since the last meeting,” says Read.

Cut and polished diamonds from the Star kimberlite 48

August 2014

Future outlook The future is looking bright for Shore. The company expects once all Project approvals are secured and funding is in place the development of the diamond mine can commence. Shore is optimistic that future production from Star and Orion South will contain occasional large, high

MINING

Company Information INDUSTRY

Mining HEADQUARTERS

Canada FOUNDED

1985 EMPLOYEES

value diamonds, potentially in excess of 100 carats.

“We need environmental approval, which will enable us to commence our permitting process, and then we would need to start detailed design, as well as raising project finance,” says Read. “We anticipate seeing some unusually large diamond in future production as well as extremely attractive white Type 2-A diamonds.”

Type 2-A diamonds are nitrogen-free and have a composition of either brownish or crystal white, and in extremely rare conditions they are pink. “To date, the most valuable stone we’ve recovered is an 11.96 carat type 2-A diamond,” says Read. “It’s valued at $18,000 a carat.

Once the Star-Orion South Diamond Mine is in production, Shore can provide value to shareholders and the surrounding communities.

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Largo Resources

Pure vanadium producer

With its Maracas project nearly ready for production, Largo vanadium on the map and become the only pure play vana Written by: Robert Spence Produced by: Bobby Meehan

o Resources is gearing up to put adium producer in the world

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LARGO RESOURCES

Crushing system at the Maracas Project as at July, 2014

H Kurt Menchen

Mark Brennan, Largo Resources President and CEO 52

August 2014

eadquartered in Toronto, Canada, Largo Resources is engaged in the development and exploration of natural resources with projects in Brazil and Canada. The company’s primary focus lies in vanadium, tungsten, and molybdenum.

Largo holds interest in a portfolio of other projects, including a 100 percent interest in the Currais Novos tungsten tailing project in Brazil; a 100 percent interest in the Campo Alegre de Lourdes iron-vanadium project in Brazil; and a 100 percent interest in the Northern Dancer tungsten-molybdenum property in the Yukon Territory, Canada.

The company is currently focused on the development of its flagship Maracas Vanadium Project in Brazil. With assets in place, Largo

MINING

Resources is establishing itself as the only pure vanadium producer in the world.

Maraca Vanadium Project The Maracas project in Brazil is the world’s premier vanadium deposit. It boasts the highest grade of vanadium resources in the world and is positioned to be the lowest cost producer in the market.

“It is one of the first vanadium mines that will be going into production in a long time,” says president and CEO Mark Brennan.

“Of every commodity there is typically one superior deposit for ore, and for vanadium, it’s Maracas,” says Brennan. “It’s a total anomaly. It’s the richest, highestgrade vanadium deposit in the world.”

“With

production anticipated in the near term, we will be the only pure producer of vanadium people can invest in” – CEO Mark Brennan

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Commencing construction in 2012, Largo is rapidly approaching commercial production. The project will utilize a simple, cost effective, open-pit mining process and proven industry methods to extract vanadium The Maracas project is expected to produce 9,600 tons of vanadium pentoxide per year and, although the current mine life is 29 years, the company foresees the potential to extend the mine’s lifecycle to exceed 100 years.

“The good news is it’s a big system so this will be producing for a long

time and be a significant contributor to a continuous and consistent supply of vanadium for steel users,” says Brennan.

Vanadium, which is a commonly used ingredient in steel and titanium, is a strategic metal derived from primary mining and steel slag.

The metal imparts hardness, wear resistance, seismic resistance and significantly increased strength to steel.

“Asia will be the fastest-growing market for vanadium, led by China, Japan, South Korea and Indonesia,” said Brennan.

LARGO RESOURCES “India is producing low-quality steel, but they are the world’s second largest steel producer after China. Over a period of time, we expect India’s consumption of vanadium to also increase.”

MINING

environmental purposes.”

With almost a 60 percent unemployment rate, the success of the mine has propelled economical benefits the residents of Maracas didn’t have before.

Social Responsibility “Since we started construction Along with actively developing the in 2012 we’ve seen a surge in the Maracas project, Largo is striving community in terms of economic to improve the community in which benefits with the addition of it operates. The company provides hotels, restaurants, and shops,” various programs and initiatives says Brennan. “We also provide aimed at improving life for residents, professional qualification programs including health and safety and sustainable projects that allow initiatives, community programs and job creation and income for the environmental actions. local community.”

“We have a very strong The Maracas project is expected environmental record that is greatly to generate some 300 jobs at the appreciated by people around the start of operations and 400 new jobs community,” says Brennan. when it reaches full capacity.

“We’ve donated 450 living quarters to the community, which Endless potential were built as living quarters for the The future is looking grand for Largo construction of the Maracas project. Resources. With production of the Once the final contractors have Maracas Vanadium Project slated evacuated, we’ll hand it over to the to begin this month, the company is community and we plan on handing gearing up to put vanadium on the map. over another 450 living quarters Largo Resources expects the to donate as a school once the mine to reach an output rate of 9,600 project is finished. We’ve also set t/y of vanadium pentoxide within aside 2,400 hectors out of 4,800 for the first 12 months with the second w w w. l a r g o r e s o u r c e s . c o m

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phase of expansion seeing output rise to 14,400 t/y within the next three years. This will give the company the ability to supply 10 percent of the global demand by the time it reaches its phase 2 capacity. Largo has also secured a six-year sale contract with Glencore International for 100 percent of all vanadium products from the Maracas mine.

“We’ll expand production and continue to expand production, making Maracas the largest vanadium deposit in the world,” says Brennan. “We will be the only pure producer of vanadium people can invest in.”

Largo has other development stage properties within its portfolio including its Northern Dancer project in Canada.

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MINING

Company Information INDUSTRY

Mining HEADQUARTERS

Toronto, ON Canada

“The Northern Dancer site is the largest undeveloped tungsten deposit in the world,” says Brennan. “We remain very bullish long term on tungsten and our expectations are to develop this deposit in the future.”

According to Brennan, the company will need to see a higher commodity price for tungsten before it begins construction. “We’re focusing on immediate return on capital right now.”

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New for e

President of Act headquarter

Actlabs

w headquarters facility allows expanded departments and company growth

tlabs, Eric Hoffman, discusses the company’s new global rs facility and how maintaining positive relationships with suppliers has allowed for continued company expansion Written by: Lindsey Ryan

Produced by: Sean Bakke 59

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Actlabs 200,000sq. ft Global Headquarters

Eric Hoffman obtained his PHD as an economic geochemist in 1978 from the University of Toronto and during his time in school he used the neutron activation technique to develop a method for analyzing platinum metals in nickel sulfide ores from nickel mines in Canada. It was when he decided to commercialize this technique that his career took 60

August 2014

off and he began working with a commercial laboratory in Toronto.

He worked at that lab for 9 years and in 1987, Hoffman decided to branch off and start his own company, Activation Laboratories Ltd., otherwise known as Actlabs, where he still works as president today.

Using neutron activation as its main method for analyzing

SECTOR

Actlabs Ancaster Wetlab

minerals, the company began as a single lab in Ontario. Actlabs now includes all of the analytical technologies, both inorganic and organic, and has evolved into a global company with 30 labs in 14 countries, with its concentration still in Canada. Hoffman explains, “We’ve evolved into a company that serves our primary industry,

mineral exploration, but we’ve also branched out into environmental materials testing, agriculture, life sciences with comprises pharmaceutical and biotech as well as organic forensic areas.”

The company’s Vision is to be recognized throughout the world as a leader in analytical testing and development services in the life w w w. a c t l a b s . c o m

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ACTLABS sciences, minerals, environmental, forensics, and material testing markets. Also, to utilize new technologies and develop new methodologies before the competition to allow them to serve niche markets.

Continuous Improvement The company has recently built a new 18,500 square meter facility that has been designed specifically involving continuous improvement strategies. “Our new facility was designed with Actlabs Ancaster LEAN and Six Sigma in mind and many of our employees have had LEAN and Six Sigma training. A lot of thought was given into the design of the facility to minimize movement and minimize waste,� states Hoffman.

The new facility is replacing five Actlabs buildings in the same industrial park, thus allowing the work flow to be much more efficient.

As for green initiatives, the building is also highly energy efficient as it costs less to heat and cool the new building than it did to heat or cool ACCU SCIENCE is a successful privately owned company. ACCU SCIENCE has been just one of the five older buildings. serving the inorganic analytical chemistry market since 2009. We bring to our clients Recently Actlabs has launched superior specialized products quality for there analysis (ICP, ICP-MS, and XRF). its new Agricultural division, which Product distribution centers are located has its own area in the new facility, in Marlboro, NJ serving the USA, and Montreal, Quebec service the Canadian dedicated to high-tech analysis for clients. the agriculture industry. Actlabs For more information, please visit us at www.accuscience.com, Agriculture has developed a toxin or call us at 877-723-2220, and internationally at 514-949-2099. screen for animals feeds that

MINING

the company can do at very low cost and very quickly so the feed companies will know if there’s a problem with the feeds well before the animals start to die from toxins that may be present in the feed. Also, with the support of beekeepers, pesticide companies and the government, the launch of this agricultural division allows Actlabs to currently conduct research to determine what it is that is causing the honey bees to die off in the area.

tech agricultural business who saw a gap in the industry and knew Actlabs could handle the opportunity.

Actlabs also has stayed loyal to the suppliers that have worked well with them over the years and it is proven to be beneficial to both parties because one side keeps getting called for the job and the other can rely that the timeline and quality of the product will be met.

Technology Another way Actlabs thrives from its relationship with its suppliers involves technological advances.

Beneficial relationships with Actlabs is always looking for the suppliers newest technology and having close Actlabs has products worldwide relations with certain suppliers so it is important that they keep an has proven to be a great help in eye out for the best quality, most developing new technology before technologically advanced and any of the competition. Actlabs most modern instrumentation. To is proud to have become a test achieve this, Actlabs maintains great bed for many of the equipment relationships with its suppliers and manufacturers in the world. When partners and this has resulted in manufacturers develop new mutually beneficial relationships for equipment and technology, Hoffman both Actlabs and the suppliers. explains that they, “let us evaluate For example, the agricultural it for a year or so and decide what’s division, mentioned earlier, would good about it, what’s bad about, not exist if Actlabs had not been what we like and don’t like; It helps approached by someone in the high- them develop their products, and it w w w. a c t l a b s . c o m

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ACTLABS

Actlabs Mineralogy – MLA and Qemscan

helps us to become first in the world to get the new technology.”

Recently, Actlabs has developed its own software to manage the work flow within the labs. The company’s IT departments consist of 10 people who have developed this laboratory information system which is customized to Actlabs’ specific needs. “We’ve tried off the shelf systems and tried to customize them but typically they never work quite the way we want them to work so we’ve gone the route of developing our own system,” Hoffman continues, “It has been more efficient than anything we 64

August 2014

could buy out there.”

Customer service makes a difference So how has Actlabs been able to continually maintain the relationships that allow the company to grow and participate in the development of new technology? It is the exceptional customer service the company provides that has proven to keep clients and business partners loyal. Actlabs takes pride in being able to provide solutions to virtually any problem a customer may have by offering knowledgeable employees and advanced

MINING

Company Information INDUSTRY

Minerals FOUNDED

1987 EMPLOYEES

1000

technology to meet clients’ analysis needs.

Hoffman explains, “We’re a privately owned company and as such we’re able to respond very quickly to our customers and we’re able to provide knowledgeable support very quickly.

Recently, some of our clients have commented that they know they can talk to me, that they can call and they will get through to me, rather than http://www.facebook.com/ pages/Activation-Laboratoriesmarketing people, which is different than our Ltd-Actlabs/309647399081292 competitors. That’s one of our main strengths.”

Actlabs is ISO 17025 accredited and/or certified http://twitter.com/ actlabsLaboratories-Ltdto ISO9001: 2008. The company is also OMAFRA Actlabs/309647399081292 and NELAC accredited, Health Canada Licensed, http://www.linkedin.com/ and audited by the FDA. With these certifications, company/activationlaboratories-ltd Actlabs has been developing new innovative technologies to implement with the help of its customers since its inception in 1987. w w w. a c t l a b s . c o m

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Bralorne Gold

Bralorne Gold: Taking the ne

Junior mining company Bralorne Gold discusses how the c the next level as well as initiatives to improve community re Written by: Robert Spence

Produced by: Glen White

ext step

company is taking its projects to elations

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BRALORNE GOLD

Drill Core findings

V

ancouver based Bralorne Gold is engaged in the exploration and development of mineral properties in Canada.

Founded in 1992, the company is focused on producing gold and silver from its high grade vein deposits at its Bralorne, Pioneer and King gold mines.

Bralorne is more than just a mining company. In addition to producing gold and silver the company is engaged in a variety of initiatives aimed at improving the communities in which they operate. The mining company has programs in place to coincide with its social corporate 68

August 2014

responsibility of preserving the environment as well as helping aboriginal communities.

Operations The company’s properties consist of 154 Crown granted mineral claims, ten freehold parcels of land, two reverted crown granted claims and eight metric claims that include the form Bralorne, Pioneer and King gold mines.

The junior mining company’s flagship project is the wholly owned Bralorne Gold Project in southwestern British Columbia.

Commencing production in 2011,

MINING

Bralorne Gold Facilities

the project originally processed ore from underground and surface stockpiles at a rate of 85 tpd. Today, the company is working to expand gold production to 250 tpd by 2015.

In the first quarter of 2014, gold output reached 1,736 ounces.

Infrastructure at the mine includes a well-developed and refurbished mill operating at a capacity of 100 tpd. Equipment is in place

for a 250 tpd operation and the company maintains personnel of 55 who occupy the bunkhouse, cookhouse, dry offices and assay lab on property.

Along with mining initiatives, Bralorne continues exploration drilling programs to locate additional resources at its properties. Known as the BK Zone, which is the area between the Bralorn and King w w w. b r a l o r n e . c o m

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BRALORNE GOLD

Bralorne-Gold-Mine-Mill

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Toll Free: 855-777-1220 Local: 604-630-1114 info@watertiger.net www.watertiger.net

MINING

mines, the company has engaged in over 30 drill holes totaling 5,012.4 meters. The drilling has led to a new discovery – the highest grade intercept recorded in the history of the Bralorne property.

Social responsibility To better assist the areas in which it operates, Bralorne Gold strives to work with aboriginal communities to further economic opportunities for their residents. As part of its commitment to responsible mining, the company works side by side with the St’át’imc tribe to address environmental and social impact concerns.

Bralorne has built a strong foundation with the First Nations stakeholder to ensure the company’s operations meet the tribe’s expectations. Bralorne has worked with the First Nations to obtain permit approvals for drilling, exploration and surface development work.

To benefit the economy in the areas in which it works, Bralorne spends over $1 million annually on supplies and products from local suppliers.

The company donates to numerous community organizations, schools as well as the First Nation social programs. The company’s operations also employ more than 46 people from the local community.

In relation to its partnership with First Nations, Bralorne has created an Environmental Monitoring Board (EMB) to assist local communities. Consisting of representatives from

Bralorne Gold Mine

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the St’át’imc tribe, the BC Ministry of Environment and Bralorne Gold Mines, the EMB meets quarterly to review environmental testing reports concerning topics such as water, soil and fishers. Bralorne is striving to develop an Impact and Benefit Agreement that would provide community support programs including job training 72

August 2014

and employment for qualified participants.

Future The company’s focus moving forward is to extend the life of its projects. By developing additional resources at its properties, Bralorne believes it can continue to locate mineralized zones and define an

MINING

Company Information INDUSTRY

Mining Vancouver based Bralorne Gold is engaged in the exploration and development of mineral properties in Canada.

Founded in 1992, the company is focused on producing gold and silver from its high grade vein deposits at its Bralorne, Pioneer and King gold mines.

inventory of measured and indicated resources on which a mine plan can be formulated.

Along with expanding and increasing production at its mines, Bralorne is continuing to benefit the communities in which it operates. The company is continuing to manage all business activities in an environmentally responsible and cost-effective manner, while contributing to the benefit of the community.

https://www.facebook.com/ bralorne.goldmines

https://twitter.com/BralorneGo

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Ressources Appalaches

Gold mining returns to Nova

With a commitment to the local community and its people, helping put Nova Scotia back on the map for gold mining Written by: Robert Spence

Produced by: Bobby Meehan

s

Scotia

, Ressources Appalaches is

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Founded in 1994, Ressources Appalaches specializes in the exploration and development of mining properties in the Appalachian region of Canada. The company is primarily focused on the exploration and development of its Dufferin Mine in Nova Scotia, which is acquired in 2009.

Headquartered in Quebec, the company prides itself on building a team of knowledgeable and experienced professionals that assists in providing cost-effective solutions to its Canadian projects.

Ressources Appalaches strives to support local communities as well as employ local people.

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Dufferin Gold Mine Located on the eastern shore of Nova Scotia, the Dufferin Gold Mine was acquired by Ressources Appalaches in 2009 for $4 million.

Since then the company has spent $4 million in exploration work including $10 million to upgrade pre-existing infrastructure to bring the mine back into production.

From December 2013 to April 2014, the company purchased all of the equipment needed to start mining. “We currently employ a gravity circuit at the mine, recovering 75 percent of resources and the other 25 percent being recovered

MINING GLOBAL

by a flotation device,” says Doug Keating, mine manager at Dufferin. “We are hitting 300 tons a day and we should be able to double that by 2016.”

Existing mining infrastructure on site includes permits, gravity and flotation processes, underground access, surface infrastructure in place, and accessible roads. The 100 percent underground mine is comprised of core drilling and some surface drilling for exploration purposes.

In June, Ressources Appalaches announced its crushing unit and processing plant had begun processing ore at the Dufferin site.

According to CEO Alain Hupe, “producing ore from a second face at vein #1, the start of the crushing unit and gravity line at the Dufferin processing plant are all very significant steps to produce the first Dore during May. Following this

“We currently employ a gravity circuit at the mine, recovering 75 percent of resources and the other 25 percent being recovered by a flotation device,” says Doug Keating, mine manager at Dufferin. “We are hitting 300 tons a day and we should be able to double that by 2016.”

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milestone, we will continue ramping up production to 300 tons per day as planned”.

The mine, which is currently producing 300 tons of gold per day, will yield 20,000 to 25,000 ounces of gold per year.

“We strive in supporting local businesses and hiring local people,” says Keating. “Our employees here at Dufferin are 95 percent Nova Scotian and we work hard to bring jobs to the local community.”

Along with hiring locals, the company is fully committed to Continuous improvements providing onsite training and safety One of the company’s many objectives programs. is supporting its local communities.

“Our number one focus is safety,” The company works hard to support says Keating. “We provide ongoing areas in which it operates as well as training to all of our employees and it give back to the community. never stops.”

According to Keating, hiring experienced miners has helped the company find new cost-effective measures for its operations.

“One of the perks of having experienced employees is their knowledge. Our team combined has over 100 years of mining experience and has helped us find new ways of saving money and improving operations.”

Although the mining infrastructures were already in place, Ressources Appalaches has invested in a variety of new measures at the mine to increase

MINING GLOBAL

productivity while reducing costs. The company has recently invested in a new efficient air compressor system and heat exchange system, all of which were presented by employees.

And because the company doesn’t use any treatment chemicals such as leaching, the company can easily control its discharged water, helping the company reclaim about 98 percent of its used water.

Future plans With operations in place, Ressources Appalaches is looking to ramp up production. The company is steadily implementing short-term goals to hits its projected goals for Dufferin in the next few years.

“We’re planning to grow gradually,” says Keating. “Our goal by the end of 2015 or early 2016 is 600 tons of gold a day.”

Currently, the company has a 95 percent recovery from its milling plant and will continue upgrading its facilities to maximize gold production.

“We’ve had some early test indicators that show our recovery mill can improve from 95 percent to 99 percent of recovery,” says Keating. “We want to continue to improve on that” The Dufferin gold mine is a prime example of how Ressources Appalaches is working to bring gold mining back to Nova Scotia.

“The Dufferin mine shows we can step up to the plate and make an operation viable,” says Keating.

Company Information INDUSTRY

Mining HEADQUARTERS

Quebec, Canada FOUNDED

1994 EMPLOYEES

75

https://twitter.com/ ResAppalaches

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Surati

Surati Sweet Mart Prepares

Surati President Haren Sheth discusses expansion plans in and what lies ahead for the Toronto-based food manufactu Written by: Sasha Orman

Produced by: Sean Bakke

for Growth

n manufacturing and distribution, uring business

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S U R AT

Fresh and crispy biscuits available in a variety of flavours are a staple of Surati’s bak

Surati Sweet Mart has undergone a real transformation throughout its many years in business. Getting its start in East Africa, the company produced a handful of snacks with the goal of bringing consumers a taste of East India and Southeast Asia. While that goal remains the same, the Toronto-based Surati Sweet Mart of today produces 82

August 2014

more than 400 SKUs in the snacks and baked goods sectors with distribution throughout North America. Now the company is on the verge of undergoing yet another transformation, taking on a new facility in a bid to expand its reach to an even bigger global audience.

SECTOR

kery

Growing Into a New Expansion “Fortunately, our business is growing rapidly,” says Surati Sweet Mart President Haren Sheth.

It’s this growth, which encompasses everything from a growing consumer base to a growing catalogue of SKUs that the company produces, that has necessitated an upcoming expansion to a new expanded facility that will give Surati all the room it needs to grow.

Surati Sweet Mart is filling this new space with

CEO Haren Sheth

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S U R AT I updated equipment to improve operations across the board. “We are bringing in new equipment for bakery and snacks as well as packaging,” says Sheth. New depositors and state-of-theart oven systems are just some new features that the new Surati will be able to boast. In addition, Sheth explains, the new facility provides the added benefit of consolidating Surati’s manufacturing and warehousing operations under one roof – a move that will dramatically increase the company’s efficiency.

Surati’s bakery produces fresh cookies, biscuits, cakes and rusks daily for shipping across North America.

An Expanded Reach Surati Sweet Mart’s manufacturing facility is not the only feature of the company that is growing –

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FOOD

the company is also working hard to expand its distribution network.

“We have been a manufacturer since 1940, so we know food manufacturing in essence,” says Sheth. But when the brand found that it had outgrown the capabilities of its distributors, the Surati team started to learn how to build that side of the business in its own right – and by working directly with retailers and consumers, Surati has gained invaluable insight. “What this does is it gives us a very good rapport with our customer base,” Sheth adds. “That is where we get the ideas for new product development, by learning what is missing in the marketplace.”

Today Surati Sweet Mart reaches its customers across North America through distribution centers in Toronto as well as San Francisco, Dallas, and Spotswood, New Jersey. But the brand is also exploring other options and areas to expand further.

Setting the Brand Apart What makes Surati Sweet Mart a cut above the competition? It could be the brand’s dedication to end-to-end food safety along its value chain – as an ISO and FSSC-22000 certified company with stringent training programs and safety assurances like destoning machines and metal detectors, Surati accounts for and strives to eliminate the potential of both mechanical and human error.

According to Sheth, what also sets Surati apart

Founded in the 1940’s by Maganlal Sheth, Surati is now welcoming the 3rd generation to the family business.

“Overall we have the distribution that we can grow on, we have the product ability that we can grow on, and new generation with fresh legs and fresh minds coming into play”

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Surati cookies come in a variety of flavours including almond, cashew, pistachio and coconut with many more being introduced.

Surati’s bakery employs over 20 people and continues to grow as new and innovative products are introduced into the market 86

August 2014

is its people. “We have people here who were working with us since the days of inception, and we have people who have retired from the company where it’s the only job that they have done,” he notes. That longevity leads to unparalleled expertise that extends throughout the business. “You can always have machinery that can make a product,” says Sheth. “But the know-how –the people that you train, and who become a part of your unit – is more significant.

With the food industry background and knowledge we have, from the top management to the people working on the floor as well, we would be way ahead in the competition field.”

FOOD

The Future Ahead Company Growth is a major focus for Surati in the years to Information come, as it continues to expand its distribution and manufacturing capabilities. “We will be INDUSTRY looking at more distribution centers and, since we Food manufacturing & will have the bigger facility, we will also have the distribution ability to add many more SKUs at a much faster rate,” says Sheth. “We have food technologists HEADQUARTERS working on new product development on a Toronto, ON, Canada regular basis, which helps us in providing the platform for introducing new products.”

FOUNDED The company is also being propelled forward 1940’s in Kampala, by the family-owned company’s third generation, Uganda which has entered the business within the last two years and is taking a hands-on approach to EMPLOYEES learning the ropes. “It’s a good learning base for 65 in Canada them, and now they’ll be figuring out how we can grow this business by adding more territories – PRODUCTS/ SERVICES Europe, Australiasia and Latin America would be new territory growth for us in the coming future,” Snacks, baked goods, says Sheth. “Overall we have the distribution that frozen vegetables, we can grow on, we have the product ability that Indian fast food we can grow on, and new generation with fresh legs and fresh minds coming into play.” Between these three factors, the future for Surati Sweet www.facebook.com/suratisweetmart Mart is looking bright. www.facebook.com/suratisweetmart www.twitter.com/suratisweetmart www.twitter.com/suratisweetmart

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NCC Development Limite

NCC Development provides structures to Inuit communiti

Vice president of NCC Development, Clarence Synard, dis how the company continues to acquire positive client relat Written by: Lindsey Ryan

Produced by: Richard Gentile

ed

s significant ies

scusses their newest projects and tionships.

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Formed in 1997 as a nonprofit organization, NCC Development has made a name for itself as a respectable general contracting company in Nunavut, Canada.

Clarence Synard, vicepresident, started working for the company in 2005 90

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SECTOR

when he came to the north for an anticipated 8 week project but ended up staying and continuing to work with the company. He has now been working at NCC Development for 9 years. Synard believes, “We’re more than a company; we’ve built a brand here in the north for the quality of work we do, the efficiency of doing that work and the strength of our team.”

“I believe in everything this company does. I love how all this comes together and gives back to the community. It makes a person feel good too knowing you have made a positive impact” – Clarence Synard, Vice president w w w. n i g . c a

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Located in building 1336 Ulu lane Iqaluit Nunavut

Narwhal Plumbing & Heating Ltd. was incorporated in Iqaluit in 1988. The main objective was to give the Baffin region a mechanical contracting and service company they could depend upon for high quality work from a local firm. The staff of Narwhal Plumbing & Heating Ltd. continue to strive everyday to give the Nunavut Territory the quality of work their customers deserve.

Congratulations to NCC from all of us at Narwhal Plumbing & Heating, it's always a pleasure to work with Clarence and his team and wish them all the best for the future.

Renault Sage I President Email: narwhal@sympatico.ca

Ph: 867.979.6350 Fax: 867.979.6622 narwhal@northwestel.net www.narwhalplumbing.com

KRT Electrical thanking NCC Developments KRT Electrical Limited is an electrical contractor and supplier, located at building 1505, Federal Road, Iqaluit Nunavut. KRT carries the largest selection of electrical material in Nunavut. KRT Electrical was formed in 1992.

• • • • •

General Electrical Construction and Maintenance.

Annual Fire Alarm and Sprinkler Inspections.

Annual HVAC Inspections.

Cameras, Security and Card Access systems installation.

Certified for installation and design of voice and data, as per NORDX/CDT. • Elevators & Chair lifts Inspections and Repairs.

Tel: (867) 979-2639 Fax:(867) 979-0195

NCC DEVELOPMENT LIMITED Building strong client relationships One of the things that NCC Development prides itself on is that they aim for more than just the bottom line in their services. Synard explains that, “We try to provide our clients with the best possible buildings and structures they can get. We want to do projects that have impacts on different communities throughout the north, buildings that are going to be of importance to the community.” NCC Development uses a design process that includes the client from the start to figure out what they can afford

SUPPLIER PROFILE

CONSTRUCTION

and what their needs are so that NCC Development can determine how they can make it happen.

Synard states, “I’d rather take 3% less on a project to see it go ahead then to dig my feet into the sand and wait for them to find some money.”

This dedication to meeting the client’s needs and working as a team with them for the greater good of the project is why people enjoy working with the company; it’s apparent that NCC Development is not just about the bottom line. One of the reasons we are able to achieve this is we minimize our overhead. We have only two employees on salary.

K.R.T. ELECTRICAL LTD

KRT Electrical is an electrical contractor and supplier, located at Building 1505 Federal Road Iqaluit, Nunavut. We carry the largest supply of electrical material in Nunavut. KRT was incorporated in 1992.

We provide electrical construction and maintenance, Fire Alarm installs and maintenance, Cameras, Security and Card Access Systems, Installation and testing of Data/Voice cabling plus many more services.

Some of our most recent projects are Renovations on the Baffin Regional Hospital, New Correctional Centre, Inuit Broadcasting Offices, 33 Unit Housing Complex, New Iqaluit Airport Relocation.

Our key personnel are Rick Smith President, Helen Leahy Office Manager, Calvin Hickey project Manager, Steven Whitmore Maintaince Manager.

Our team has many years of Northern Experience and are only too happy to plan your next project in Iqaluit or remote communities.

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Natik Projects would like to thank NCC Developments for including Natik in their success and we look forward to continuing our business relationship for several years to come. Natik Projects (2007) Inc is a complete mechanical systems contractor providing mechanical installations for institutional, commercial, residential projects in the Kitikmeot and Kivalliq regions of Nunavut since 1999.

Administration office: 877-453-3257 Kivalliq region: 867-645-6445 Fax: 780-447-2612 Email: tino@natikprojects.com

NCC DEVELOPMENT LIMITED This helps reduce our operating expenses but also allows a better and more personable relationship with our clients.

Additionally, in efforts to keep the entire process simple and positive for the client, Synard goes above and beyond in delivering what he promises. Often times with contractors, the price they originally quote has to be altered and increased by the end of the project. However, when working with NCC Development, because so much time and dedication goes into the initial planning of the project, the company can confidently place

CONSTRUCTION

order s and stand by their pricing through the completion of the project.

“We put so much work into the projects on the forefront that we don’t even go through a change order process because we have all of our ducks in a row at the beginning that there’s no surprises at the end for anyone,” Synard continues, “Even if it does come out more expensive than what we estimated, we absorb it in house because if we tell the client were going to build a project for 3 million, they’re going to spend only 3 million.”

SUPPLIER PROFILE

NATIK

Employees: 18-25 Established: 1997 Industry: Mechanical Contractors Services: Providing Complete Mechanical Systems for Institutional, Commercial, Residential Projects in the Kitikmeot and Kivalliq regions of Nunavut.

Management: Tino Bruno, Anna-Lisa Bruno , John Thomsen, Brent Allen

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Wilf Wilcox

E: wwilcox@xplornet.com

Kamele Isnor

E: kisnor@xplornet.com

CLIENTCENTRIC. CHALLENGE DRIVEN. Concentric partners with our clients across Canada in three specific areas of consulting; Agribusiness, Buildings and Infrastructure & Environmental. Our team works across disciplines and uses a collaborative approach on projects with a focus on client input and involvement; from initial concept through to commissioning. We are passionate about what we do, and how we do it. Personal service and client focus are key aspects of the Concentric experience.

concentriceng.com IQALUIT I SASKATOON I WINNIPEG I LONDON I OTTAWA

ED’S ELECTRICAL SERVICES LTD. RESIDENTAL COMMERCIAL

Tel: 867-983-2268

Box 2076, Cambridge Bay Nu. X0B 0C0

We are a professional team working together, to provide quality services that satisfies our clients needs and contributes to our mutual success.

Livingstone Architect is a professional architectural consulting practice established

Have been working in the NWT and Nunavut for over 30 years doing

in Iqaluit in 1994. The firm is a sole proprietorship directed by Ambrose C.

commercial, residential and industrial projects. Currently providing

Livingstone and provides consulting services in Architecture, Building Science,

electrical services and consultations in the Kivalliq Region of Nunavut.

Building Conservation, and Project Management.

Business is based in Rankin Inlet, Nunavut.

Tel: 867 979 4180

TEL: (867) 645-2381

FAX: (867) 645-2382

Fax: 867 979 3991 E-mail: lstone@qiniq.com

NCC DEVELOPMENT LIMITED Not only will NCC Development cover any additional costs of the project goes over budget, but they also do not charge interest on their invoices. The focus is more on the north and the development of the infrastructure there rather than chasing the client for the money.

Synard states that “We protect ourselves financially too but the fact that we don’t apply any interest just goes to show what kind of a company we really are. All we’re trying to do is build up the north and the infrastructure. I find that every significant project we do helps the north as a whole and helps it grow into something bigger and better.”

Synard is proud to state that at the end of a project, often times their relationship with a client is stronger than it was at the beginning because they made it such a simple and smooth experience throughout the process and this is what makes NCC Development stand apart from the competition.

Significant Projects for the Community NCC Development strives to maximize Inuit participation and

CONSTRUCTION

ensure that the projects they are building incorporate some history and meaning to the community. The company is very dedicated to giving back to the community and keeping projects relevant to the northern culture, especially since parts of the Nunavut community have suffered because it was not Decentralized.

Many of the communities have been pushing for tourism in the area to bring in revenue.

One of the recently completed projects, the Qikiqtarjuag Gathering Center, was a 1.5 million dollar project created because the community wanted a place to be used as a visitor center. The structure itself resembles an igloo and was built on the foundation of a previously constructed building.

The completion of the project left a strong impact on the community, as they are very proud now to have this structure that they can teach their children about their culture and also offer an interesting location for tourists. Synard’s most defining moment of this project was speaking with the mayor of the community, who had been waiting her whole life for a building like this is the w w w. n i g . c a

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Celebrating 30 years Service In The North

Baker Lake Contracting & Supplies Ltd. Box 240 Baker Lake, NU X0C 0A0 Telephone: 867-793-2831 Fax: 867-793-2577

Umingmak Supply Box 176 Rankin Inlet, NU X0C 0G0 Telephone: 867-645-2972 Fax: 867-645-2310

Umingmak Supply 1429 Mountain Avenue Winnipeg, MB R2X 2Y9 Telephone: 204-661-4222 Fax:204-663-9786

Toll Free: 1-800-665-0159

Your contacts in Nunavut for Building Supplies Building Construction Renovations Road Construction Snow Removal Accommodation & Meals Property Management Property Rental Vehicle & Heavy Equipment Rental Sea Lifts Freight Forwarding

blcslimited.com

STEEL PILE FOUNDATIONS DRILLING SERVICES WELDING & STEEL FABRICATION

Tel: 867-979-6031

community and when he brought her into the building for the first time, it brought tears of joy to her eyes. She, along with the entire community, was proud to have such a prominent gathering center for the community at last.

Another significant building is the Kugluktuk Visitor Center, a 3 million dollar project built in the shape of an ulu, which is a traditional Inuit tool use and continue to in the kitchen today.

This project is a perfect example of how NCC Development goes above and beyond to deliver significant projects to the community. This project originally came in over budget but Synard found a way to integrate services in the community to lower the costs for the project so that it could be within budget.

The grand opening of this visitor center is anticipated to take place in August of this year.

The Atuqtuarvik Corporation was 5.1 million dollar project, completed in March, consisting of the offices on the main floor and three apartments on the second floor for the managers of the

CONSTRUCTION

corporation. Planning played a large role in this project and almost all the materials needed, from doorknobs to flooring, had to be ordered almost 7 months prior to starting construction. NCC Development is proud to announce that there were zero change orders needed for this, and in fact almost all, of their projects.

The NCC Warehouses, another project, currently in phase 3 of construction, that consists of several high quality warehouses. These are the some of the most expensive warehouses to rent due to their strength and weather tolerance.

In fact, NCC Development uses two for storing temperature sensitive goods as well as our carpentry shop where they do custom millwork for various clients. Phase 3 is expected to be completed this year.

In efforts to help the Inuit community preserve their archives of Inuit footage, a new IBC (Inuit Broadcasting Corporation) studio is being constructed. The IBC decided they need a new location to store the footage about 4 years ago but the original drawing was too expensive.

That’s when NCC Development stepped in and worked out a new solution that still met the needed requirement of the IBC but was within a suitable budget. This project is a great benefit to the entire north because the footage is so rare.

Synard explains that only two generations ago people lived on the land so footage of the Inuit ancestors is very limited. NCC Development will be breaking ground on the project this month and

“I’d rather take 3% less on a project to see it go ahead then to dig my feet into the sand and wait for them to find some money” – Clarence Synard, Vice president

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NCC DEVELOPMENT LIMITED

“We’re more than a company; we in the north for the quality of work of doing that work and the strengt – Clarence Synard, Vice president

is expected to be completed by December.

Though the projects that NCC Development builds may not be the most expensive projects seen today, they hold a significance within the community that leaves employees proud to be a 100

August 2014

CONSTRUCTION

Company Information INDUSTRY

Carpentry HEADQUARTERS

Iqaluit FOUNDED

1997 EMPLOYEES

2 full time in management, 120 seasonal employees REVENUE

e’ve built a brand here k we do, the efficiency th of our team”

$25 million per annum PRODUCTS/ SERVICES

Services Complete construction services

part of it and happy to go to work. Synard states, “I believe in everything this company does. I love how all this comes together and gives back to the community. It makes a person feel good too knowing you have made a positive impact.” w w w. n i g . c a

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Greater Essex County Di School Board:

Improving outcomes for stud building strong community p

Director of the Greater Essex County District School Board discusses what makes their school district unique and how comprehensive education when community partners are a Written by: Lindsey Ryan

Produced by: James Gilligan

istrict

dents by partnerships.

d, Erin Kelly, w students get a more actively involved.

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G R E AT E R E S S E X C O U N T Y D I S T R I C T S C H O O L B O A R D

Reading to Early Years students at John Campbell PS

The Greater Essex County District School Board serves Windsor and Essex County with approximately 4500 staff members for 35,000 students. The, Director of Education, Erin Kelly, feels great pride in leading an organization that demonstrates such an inclusive approach to continuous learning for the staff and leverages 104

August 2014

many community partnerships to strengthen the support to the students. Their Mission is commitment to the engagement and empowerment of students, staff as well as families and community partners. “Our 2014-15 board improvement plan is emphasizes excellence in education, every learner every day,� states Kelly.

SECTOR

Parent involvement towards better mental health Parent involvement is of critical importance to the GECDSB. The district actively promotes parent involvement and encourages parents and guardians to participate in their child’s educational experience. In her message to parents, Kelly recommends, “Express a sincere interest in projects and homework and you should set high, but realistic, expectations for your child’s

Belle River DHS students tour REKO Manufacturing facility

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G R E AT E R E S S E X C O U N T Y D I S T R I C T S C H O O L B O A R D schoolwork. Encourage and recognize his or her special talents and successes at school and share them with family and friends.”

The GECDSB supports a variety of workshops and activities, which are organized by the Parent Involvement Committee, to provide opportunities for parents to stay involved and maintain twoway communication between home and school.

Some of these activities focus on the importance of mental health, which is a tenet of the GECDSB. A series of mental health workshops have been offered, including: “Mood Fluctuations in Children Director of Education Erin Kelly reads to and Youth”, “Are Life Stressors Causing You or students at Glenwood PS Your Child to Make Poor Choices or Blow Up?” and “Fighting ADHD Not Your Child”.

Award Winning The GECDSB is one of only a few i n n o vat i v e d e s i g n s o lu t i o n s Boards in the province of Ontario to assign a superintendent who oversees mental health initiatives.

Permanent Modular Construction This two story, 20,000 sq. ft. steel and concrete school addition was built off site at the NRB plant during the spring, then transported in 38 modules to the site once school was out, installed and finished, ready in September. Accelerated schedules, less disruption and better safety are key benefits of building your school addition off-site with NRB.

1-866-817-0060

NRB Inc. 115 South Service Road W., P.O. Box 129, Grimsby, Ontario L3M 4G3

web: www.nrb-inc.com email: inquiries@nrb-inc.com

BUILD OFF-SITE ... SIMPLIFY YOUR CONSTRUCTION

Forging strong partnerships In addition to maintaining positive relationships with parents and guardians, a principle for the GECDSB, which sets them apart from other school districts in Canada is expanding its multitude of community partnerships. The district identifies partnerships with the community as a priority in its 2011-2015 Strategic Plan. The GECDSB is a partner with REKO

E D U C AT I O N

Manufacturing, Valient Tool, BASF, the Windsor Regional Hospital, the United Way, the Southwest University of China and many more. This year the district hopes to engage and connect with even more new constituencies.

Why does the GECDSB see such importance in community and vendor partnerships? Students need lessons relevant to real life experiences - it is crucial for them to see how businesses and agencies operate and what they require from employees.

These partnerships also affirm the notion that everyone has a responsibility to participate and a benefit to gain from public education.

This continuum is exemplified by the GECDSB’s Community Kitchen Program. The Unemployed Help Centre, an area not-for-profit organization, has installed a kitchen where a teacher instructs a group of students in a co-op culinary arts program. Utilizing the service of another community non-profit partner, Forgotten Harvest, the Community Kitchen Program produces more than a thousand meals per week for the VON’s Meals on Wheels program and 46 hundred snacks for a school snack program.

Director Kelly has recently completed her first year leading the GECDSB, she reflects, “I am very impressed with the number of partnerships and the amount of philanthropy we have and we’re also in an area where the mental health initiative is quite strong. Our employee relations are great, and I think the partnership piece is, in many respects, good communication to our community

Director of Education Erin Kelly

“Our 2014-15 board improvement plan emphasizes excellence in education, every learner every day” – Erin Kelly, Director

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Students work in Community Kitchen at Unemployed Help Centre in Windsor

E D U C AT I O N

in terms of what’s happening and how we can work together.”

Green initiatives and Ecoschools As highlighted previously, one particularly noteworthy partnership is with the multi-national chemical manufacturer, BASF which has leant its resources and experience to provide an incredible site for students’ environmental learning.

Fighting Island is a former industrial wasteland, located in the Detroit River, rendered impotent by the dumping of soda ash over an extended period by its previous owner. BASF has, industriously undertaken the task of restoring the property to a natural area. The GECDSB has been permitted, for a decade, to operate a classroom on the island which welcomes hundreds of students each year.

In 2006 the GECDSB

implemented a Board-wide environmental stewardship program, Ecoschools. Introduced in four phases, the program requires, each school to establish an ecoteam consisting of an administrator, teacher, custodian and students.

Each year, the teams are able to apply for provincial certification, which evaluates their participation, involvement and success with bronze, silver and gold awards.

About 80 % percent of GECDSB schools have been certified. Kelly states that the GECDSB stands apart because, “It is one of the only school boards to make school based environmental stewardship a mandatory part of the board through policy.”

The use of energy in schools is managed by means of energy data software which allows abnormal usage in water, electricity or gas to be addressed. The GECDSB

“The GECDSB is one of the only school boards to make school based environmental stewardship a mandatory part of the board through policy” – Erin Kelly, Director w w w. p u b l i c b o a r d . c a

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G R E AT E R E S S E X C O U N T Y D I S T R I C T S C H O O L B O A R D

Students using technology in the classroom

has been recognized by ERCA (Essex Region Conservation Authority) for its Ecoschools stewardship program. The Board is also proud that the sustainability of the Ecoschools program has been recognized in the Provincial Operational review as a best practice across the Province and it has sustained a Service Quality System in its Facilities Services Department which has met an ISO 9001 standard for 10 plus years.

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The flagship of the GECDSB’s environmental citizenship is Dr. David Suzuki Public School, built with 20 environmental technologies that make it 70 % more energy efficient than a similar building built to code. The building has received the highest honor from the Green Building Council, LEED Platinum certification. The school’s features include such as ground source heat pumps, in floor heating, light tubes and sun pipe technology, rain water

E D U C AT I O N

harvesting, solar wall and panels, living wall, polished concrete floors, cork flooring, windmill technology, maximized natural light into hallways and classrooms, landscaping bio swales to control water runoff, and naturalized landscaping.

Supporting the staff to offer excellence The GECDSB also offers centralized support to school staff so that they are well equipped to meet students’ needs in the areas of math, literacy, differentiation of instruction, assessment and evaluation. The district works to determine what each school’s specific needs are to ensure that the staff has the most relevant knowledge to provide the best teaching practices and therefore the best outcomes. Kelly explains that, “The core of the learning for our staff is really focused on their respective continuous improvements plans for student achievement so we focus on what the school is targeting. Each school will then review the available data, report cards, and school climate information and determine what they believe to be the most important needs of their students. This allows them to determine what adjustments are necessary for the students.” The staff in each school is highly engaged in the learning as it is tailored to their needs and their students.

With the staff, parents and community working together, the GECDSB ensures a comprehensive educational experience that all students need and deserve.

Company Information The Greater Essex County District School Board, in partnership with the community, provides learning opportunities which support, challenge and inspire all students to achieve their full potential and enable them to participate meaningfully in their communities.

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Region of Peel, Twinning Trunk Sewer Project

Double Vision: Twinning the R West Trunk Sewer

The project is one of Canada’s largest linear wastewater pr Written by: Kevin Smead

Produced by: Michael Magno

g of the West

Region of Peel’s

rojects in both size and scope.

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C O M PA N Y N A M E

The Regional Municipality of Peel’s motto is “Working for you.”

With its West Trunk Sewer project, that’s exactly what they’re doing.

Located in Southern Ontario, Peel Region is currently home to one of the largest linear wastewater projects in all of Canada. Through the Region’s Water and Wastewater Master Plan, the Region identified 114

August 2014

a need to upgrade its current wastewater infrastructure and it hopes to do so in a way that ensures future upgrades are not needed for the next 50 to 100 years.

The project spans a great length at nearly 14.5 kilometers and runs from Highway 401 in the North, to just north of Queen Elizabeth Parkway in the City of Mississauga

SECTOR

An environmental assessment completed in 2009 found that Twinning the existing West Trunk Sewer system the best course of action. The process of “twinning� is as simple as adding another pipe, but of course is much more complicated than that in a project with as many factors as this one.

The existing system is almost 50 years old and is in need of serious rehabilitation. Development pressure within the Region and a push for infill

Simon HoptonDirector, Wastewater Division

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REGION OF PEEL intensification also are driving factors behind the project.

The existing sewer pipe capacity is also nearing its maximum capacity and leaving no room for new growth. By twinning the sewer—and essentially adding a second pipe— capacity will be greatly increased.

C Class EA, often reserved for complicated and large-scale construction of new facilities or major expansions to existing facilities, the project went through a five-phased environmental planning process. This takes into account not only the environmental impact of the project, but the socioeconomic Community Involvement impacts to the public and local With the scale and scope of the economy as well. project, public input is extremely Essentially, the project began important. Because the construction with a problem statement. Various area is 14.5 km long and runs alternatives were explored until a through densely populated portions short list was developed. This is of Mississauga, the project has when stakeholders were engaged, potential to impact the public. such as Canadian Pacific Railway, Minimizing impact was a main Ministry of Transportation and the focus when planning the project.

Credit Valley Conservation Authority, The project team decided against since they would be directly open-cut construction, which would impacted by the construction. significantly affect traffic. There are also a number of crossings in the Ensuring Successful project area, including creeks, river, Construction highways, and rail crossings. Various The construction itself is also quite stakeholders were engaged early on the feat, as it is being completed in the planning stages for their input entirely underground. Using two and approval. different types of tunnel boring As it is, the project underwent a machines—rock and earth pressure Schedule C Class Environmental balance—crews working at a depth Assessment process For a Schedule up to 55 meters underground

ENERGY

will have to tunnel through solid shale bedrock and mixed ground conditions to twin the sewer.

The construction is being tendered under two contacts, the first of which was awarded to McNally Construction Inc. and is currently under construction. The second contract will be tendered sometime later this summer.

WSP Canada Inc. is the Design Consultant for the project and is also providing contract administration and inspection services during the construction phase.

Golder Associates Ltd. is providing the geotechnical services relating to this project. During the geotechnical investigation, it was discovered that methane gas was present in some pockets of the shale bedrock, adding a layer of complexity to the construction. The gas’ presence at the construction’s depth is not uncommon, but the pressure at which it was released is.

Golder had to coordinate with the Ministry of Natural Resources to drill special bore holes to verify the extent of the presence of the w w w. p e e l r e g i o n . c a

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REGION OF PEEL

DANYLE GROUP INC.

WE SPECIALIZE IN EARTH HAULING. 51 Shorncliffe Rd. Unit #3 Toronto, ON M8Z 5K2

P: 416.239.2009 F: 416.234.1260 danylegroup.com 118

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methane gas and analyze the impact it would have on the proposed tunnel construction. Based on the geotechnical findings special electrical classifications for the tunnel boring machines were specified for. This ensures that if the contractor hits gas in the tunneling process, there would be sufficient protections in place to ensure the safety of the construction workers, infrastructure and the public. Of course, safety is a top priority for a successful implementation of any construction project.

ENERGY

Company Information INDUSTRY

Water Project / Infrastructure HEADQUARTERS

Ontario, Canada EMPLOYEES

50+

This is one of most expansive project relating to wastewater collection system in Canada, costing around $160 million. Upon completion, sewage will begin flowing into the trunk’s system, thus achieving the project’s goal.

Key personnel on the project include Peel Region’s Project Manager Ajay Puri, McNally Construction’s Jeff Reid, and WSP Canada’s Project Manager Chad Stephen.

Both contracts are expected to be completed in summer/fall of 2016.

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Aluma Systems

Aluma Systems is More Than Just its Scaffolding

The company deeply integrates safety, its workforce, and p way in industrial services.

Written by: Kevin Smead

Produced by: Aaron Wells

n

productivity efforts to lead in the

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S

ince 1972, Aluma Systems has provided customized solutions in the areas of scaffolding, insulation, coating, fireproofing, rope access, and concrete construction. Aluma Systems Canada is a subsidiary of Brand Energy & Infrastructure Services, one of North America’s leading specialty service providers for energy markets.

As exemplars in their field, Aluma Systems focused on three key components that make their services highly effective and so sought after: its intense commitment to safety, its highly-skilled team, 122

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and its focus on increased on- and off-the-job productivity. While each factor is important in its own right, Aluma Systems’ integration of all three makes its approach to business unique.

Safety as a Top-Priority First and foremost, Aluma Systems is committed to the safety of all those affiliated with any of its various job sites, from its contractors to the customers.

“We identify and mitigate risk before it occurs,” Vice President of Western Operations Mick Herke said.

To do this, Aluma takes cues from

E N E R G Y D I G I TA L

the way it approaches productivity, which Herke believes has very close ties to safety.

“We align our productivity program with our safety program,” Herke explained. “We calibrate our supervision on our production capabilities—whether its scaffolding, insulation, or coatings—so everyone understands on a daily basis how we’re performing to expectations.”

The data collected from these observations is then assessed, analyzed, and shared across all of Aluma Systems’ different job sites around the globe. This ensures that all sites are using best practices at

all times, rather than just one.

“If somebody in Europe has come up with a new idea that would be applicable in Western Canada, that information is shared on an ongoing basis,” he explained.

This also is effective in helping any job sites that may be underperforming.

Most importantly, this open system of communication keeps the job sites and all involved safe.

Herke believes that rigorous safety practices help keep costs down across the board.

“All of these things roll into managing the cost for our w w w. a l u m a . c o m

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SMALL ENOUGH TO CARE, BIG ENOUGH TO SERVE Fort McMurray’s largest ECO friendly industrial Laundry service.

345 Taiganova Cres Forty McMurray, AB T9K0T4 P: 780.791.0766 I F: 780.743.4314 I WWW.GETCOVERALL.COM

THE RIGHT TRUCKS. RIGHT WHEN YOU NEED THEM.

Fort McMurray

196 MacDonald Crescent

Leduc

6103 45th Street

780-980-0576

Calgary

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403-252-9884

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12712 100th Street

780-538-8444

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1106 3rd Avenue South

403-328-3517

www.enterprisetrucks.ca

1-800-Rent-A-Truck

ALUMA SYSTEMS customer,” he said. “Being safe and productive also allows for significant cost savings from an insurance perspective.”

Training Industry Leaders While safety and productivity are vital, much of Aluma Systems’ success starts with its employees.

“The team makes it all happen,” Herke said. “From the supervision at our job sites, to our management, to the leadership training and education we provide, we create industry leaders in the specialty services because of our processes and our philosophies.”

One way this is exemplified is through Aluma’s new rope access training center. While scaffolding services remain Aluma Systems’ core business, rope access is a quick and effective way to reach sections of a project in which scaffolding isn’t the most cost effective option.

Herke explained that a vital component of rope access is training the people who utilize rope access to perform duties at the top of the rope.

“So of course safety is integral

E N E R G Y D I G I TA L

to that service,” he said. “We’re ensuring that the people who we will employ to from a craft perspective, to access the rope, are properly trained.”

In addition to the focus on its employees, Aluma reaches out to the communities in which it works both from an employment and community support perspective.

“We’re conscientious about working with local communities to hire people and we’re very closely integrated with the aboriginal communities in the various areas in which we work with the intent to provide employment for a number of their people,” Herke said.

Fostering Productivity With such a focus on safety and a highly-skilled team, it would seem that productivity would be a given for Aluma Systems. Herke argues, however, that it comes to being proactive in implementing lessons learned and always employing best practices.

“It’s all very well talking through the issue, but then you’ve got to take some action,” he said. “We’re very action-oriented in getting things w w w. a l u m a . c o m

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ALUMA SYSTEMS

done when it makes sense from a value and service perspective to our customers.”

This is evident in the more than 5,000,000 workforce hours Aluma Systems put into Western Canada last year providing services for various industries. The services are more specific rather than general, as well. Aluma adapts its solutions for each job site, ensuring that the job is done in the most effective and efficient manner.

“We make specific components dependent upon a particular 126

August 2014

application,” Herke said. “They’re pretty much customized to fix an issue that we’ve identified at a particular site. We develop customized solutions to address particular problems at the customer’s site to reduce costs and drive productivity.”

Aluma Systems knows there’s always room for improvement, and is working to increase its productivity daily.

“We develop a lot of tools not only for project execution but also for project monitoring so we know

E N E R G Y D I G I TA L

Company Information INDUSTRY

Construction HEADQUARTERS

Ontario, Canada FOUNDED

1972 EMPLOYEES

5000

how we’re performing on a daily basis,” Herke said. “We do this so we can understand where we’re underperforming and then put the lessons learned, best practices, or new initiatives in place to drive continuous improvement so we’re serving the customer at a high level of value.”

While Aluma does have retail and other operations, the bulk of its business is service-based.

The interconnectivity of safety, an effective workforce, and productivity are what make Aluma Systems ultimately productive and successful. All of these factors lead to better overall execution in the field, and according to Herke, “Field execution is what really drives productivity.”

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