BRCA October 2014

OCTOBER 2014

WWW.BUSINESSREVIEWCANADA.COM

YOUR SUPPLY CHAIN

HOW TO HANDLE

the top smartphones for business

how to manage

a franchise

EDITOR’S COMMENT

That’s Logistics!

O U R C O V E R S T O R Y T H I S issue is all about logistics. The day-to-

day management and operations of your business – your supply chain – is critical for success. Your company needs to run like a well-oiled machine and in order to do that, you supply chain management needs to be locked down. Business Review Canada tells you how.

Business success doesn’t only require an efficient supply chain however; it also needs a solid management team. With this in mind, in this issue we profile Canada’s top 10 CEOs and map their path to professional stardom.

We also talk franchising, content marketing and the best smartphones for business in 2014 and beyond.

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 26 Marketing

Content Marketing

6 Leadership

The Good Boss Guide

12 Finance

Supply Chain Management

18 Technology

The Best Smartphones for Business

130 NAMCOR

34 Top 10

Canadian Brands

COMPANY PROFILES CONSTRUCTION

MINING GLOBAL

40 GeoTility- Geothermal Installation Corp.

90 KGHM Carlota Mine

48 RMS Builders 56 Wildstone Construction and Engineering

ENERGY 64 Manitoba Floodway Authority’s Red River Floodway Expansion Project 74 TORQ Energy 82 Marine Renewables Canada

4 October 2014

98 ArcelorMittal Canada 124 NWT & Nunavut Chamber of Mines

SUPPLY CHAIN 132 Transport Matte

40 Geotility

EXPLORATION 142 Big Guns Energy

FOOD 150 Houston Canada Inc.

90 KGHM Carlota Mine

98

ArcelorMittal

142

Big Guns Energy

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LEADERSHIP

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October 2014

THE GOOD

BOSS GUIDE Hints and tips for being a well-liked boss.

W R I T T E N B Y: A B I G A I L P H I L L I P S

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LEADERSHIP THE BOSS IS often the person that employees love to hate. Those holding positions of authority may think this is unavoidable and resignedly accept their fate as the office nemesis.

According to a Workopolis.com survey, 37 percent of respondents left their former jobs due to their relationship with their boss. You won’t be doomed to be the bad guy or to lose employees if you follow these seven simple steps to becoming a truly beloved boss.

Don’t waste your employees’ time.

A survey conducted by Baseline in July found that one-quarter of the amount of time employees spend in company meetings is deemed a complete waste. Holding unnecessary meetings infringes on your time as well as your employees’.

Show them that their time and work is valuable by only calling a meeting when a consortium is necessary, particularly in regard to company progress and professional development. If positive bossemployee relationships are already in place, most employees would probably prefer to check in with you 8

October 2014

Make sure communication is genuine one-on-one. Many employees are reluctant to present ideas or issues in a room of their colleagues but will do so readily in a more intimate setting.

If necessary, set individual meetings with specific team members, but do not require people to be there if they don’t need to, especially those working under strict deadlines.

Engage with your employees sincerely.

Employees can always tell when

e bosses are talking to them simply because they feel obligated to meet a conversational quota. It can be awkward when a boss suddenly asks you about your weekend in passing when they don’t even appear to know your name. Establish a connection with your workers from the very beginning of their employment by introducing yourself and discussing their goals for the future. This will demonstrate that you appreciate their presence and are invested in their

growth at the company. Casually inquiring about their leisure activities when forced into small talk at the water cooler just doesn’t cut it.

Trust your employees.

Micromanaging leads employees to believe that they cannot complete their work on their own. This is not only bad for their self esteem, but it also causes them to depend on their boss and their approval much more than necessary. Trust your 9

LEADERSHIP

Trust your employees

employees to perform their job independently and produce excellent work. Remember that they were hired for their skills, and those skills have developed through their work at your company. If an employee isn’t completing tasks in a timely manner or meeting established goals, meet with them to discuss their performance. Otherwise, give your employees the freedom to do their job on their own and reward them periodically for it.

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October 2014

Be flexible.

Your company may have established hours of business or a policy regarding how long your employees need to spend in the workplace each day. Following these guidelines is advantageous or even crucial to certain industries. But when it isn’t, and flexibility can be afforded, allow your employees a bit of leeway.

When an employee feels chained to their desk or workstation, they can come to see their boss as their

THE GOOD BOSS GUIDE

warden. Allowing employees to take reasonable unscheduled breaks or time off when necessary can keep them from becoming resentful of their jobs—and of you.

Keep your ego in check.

You’re the person in charge, and you want your employees to respect your authority. That can be established without engaging in haughty behavior or power trips. One reason why employees are so wary of their bosses is that many believe the boss is someone to be feared, not revered.

Furthering the gap between boss and employee through brash displays of power just distances you more from the people that you need on your side. Remember that it is your responsibility to serve as a coach, not a ruler. You can still be one of them while also being the boss; you simply need to find positive and productive ways to demonstrate your leadership.

Develop your communication skills.

When presenting to your team or giving instructions, it is important to be clear and to the point. Going into too much detail about a project

or speaking at length on unrelated topics will only fluster and confuse employees. Along those lines, it is unlikely that many of your employees have the desire or the time to hear longwinded personal anecdotes that do not relate to the topic at hand. If you feel the need to win over your audience, simply be enthusiastic and speak with conviction. Additionally, be a good listener. Demonstrate that you value what your team has to say, and take their thoughts and opinions into genuine consideration.

Maintain an open door policy.

Although you may have a limited amount of time to talk with your employees, it is important to be available to them when they need to discuss their workplace issues or concerns. If it is not feasible for them to walk into your office and pull up a chair at any given time, set aside a few hours each week for open communication and let your employees know when you will be free. Although they might not take advantage of the opportunity, they are sure to appreciate your willingness to support their professional growth.

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FINANCE

THINGS YOU NEED HANDLING YOUR SU

The day-to-day management of business success. Your compan machine. Business Review W R I T T E N B Y: D E

12

Month 2014

D TO KNOW ABOUT UPPLY CHAIN NOW

f your company is critical to ny should run like a well-oiled w Canada tells you how.

ANA CAUCUS

13

FINANCE SEGMENT YOUR BASE. Good supply chain management requires flexible segmentation of the supply base, which allows companies to create one-on-one relationships between their customers and their supply chains. To identify the right partners, you need to be able to segment them in numerous configurations and around varying criteria. The ultimate goal is to identify the best processes and policies to serve each customer and each product.

Know who your friends are.

Supply chain managers need to know who among their suppliers is a partner in innovation. Identify those who can help you produce innovations in your products, services or strategies. Your procurement team should be actively seeking opportunities to improve practices, especially through collaboration with capable suppliers.

A supply chain platform is essential Too many companies are still planning their purchasing using cumbersome spreadsheets that are 14 October 2014

THINGS YOU

often unreliable. Using an affordable, reliable supply chain platform will ensure that you are accessing current, accurate information.

Use industry-specific software The current market is rich with supply chain software packages, and most of them require some level of customization or integration with other systems. Focus your research on systems that were specifically designed for companies in your industry. This will give you an edge, as you will have consistent access to features that make your job easier, and maintaining a smoothly-running system will establish you as an efficient company.

Sort out your metrics Many of today’s companies still need to get their supply chain metrics under control. Joe Francis, executive director of the Supply Chain Council, says “Enterprise-wide balanced scorecards, cascading supply chain metrics and management dashboards can provide timely insights that help supply chain managers react to disruptions -- and opportunities -- in today’s volatile markets.” Francis

U N E E D T O K N O W A B O U T H A N D L I N G Y O U R S U P P LY C H A I N N O W

Utelize Mobile Technology recommends beginning with metrics that can be benchmarked internally and externally. It is important to understand how your performance compares to your competitors, to other industries and to best in class.

Manage information properly Collecting only relevant information saves time and money. Pooling massive amounts of data and sifting out what’s useful is not an efficient way to run a business. Focus on collecting information that aligns with business objectives and provide easy

access to that information. Prioritize the ability to identify what is relevant.

Keep employees involved Employees need to know how they impact the customer. A metrics plan that links shop floor metrics to customer needs and corporate objectives will help them stay aware of the impact that their work has on the business and the industry.

Integrate via sales and operations planning A focused, integrated business plan 15

FINANCE

Plan ahead

includes what sales plans to sell, what operations plans to make and what finance has projected for the near future. Sales and Operations Planning (S&OP) integrates customer demand, production capabilities and financial performance objectives.

Consider a single supply chain solution 16

October 2014

Choosing the cheapest option and having different solutions for different locations can make things very complicated. If possible, rely on one enterprise solution that can support you in all of your service territories. It may cost more, but it may also increase your efficiency and productivity.

Monitor performance across the board A supplier’s mistake or failure can set you back considerably. It is crucial to keep track of your supply chain partners to keep from getting caught off guard. Proper monitoring involves having a system in place to measure and analyze the performance of your partners.

Employ mobile technology.

RFID, mobility, warehouse automation systems and warehouse management systems have all been instrumental in revolutionizing the industry. More and more companies are going paperless and relying instead on handheld mobile computers and tablets for cycle counting and inventory validation.

Analyze and adjust accordingly Part of your supply chain management strategy should include analysis of which products are in high demand and which don’t seem to sell.

This may seem obvious, but many supply chains simply produce and deliver without considering customer needs. Manufacturing products that customers actually want is

more important than simply keeping shelves stocked. Consistent analysis and adjustment is key.

Integrate marketing expenditures into planning Supply chain software and consultant companies, such as INSIGHT, Inc., recommend considering marketing expenditures when creating your business plan. Jeff Karrenbauer, president of INSIGHT, Inc., says “Include marketing expenditures, which include costs, resource limits and anticipated demand impact of proposed marketing initiatives, into your supply chain plan to maximize corporate profitability.

By doing this, companies [can] identify which marketing campaigns should be implemented and which should be avoided, the optimal target customers, channels and products for each campaign and the corresponding optimal procurement, manufacturing and distribution requirements, all in light of supply chain costs, capacities, service requirements and the max profit objective.”

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TECHNOLOGY

THE BEST SMARTPHONES FOR BUSINESS What phone will you be using for business in 2015? When so much correspondence is done on the move, having the right phone is critical to business success. We take a look at the best models available.

W R I T T E N B Y: D E A N A C A U C U S

18 October 2014

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TECHNOLOGY HTC One M8 The M7, last year’s HTC One model, was hailed by many as being 2013’s best phone, and the upgraded version may top many reviewers’ lists for a second year running. The elegant HTC One M8 has a full HD, 5-inch display and a quad-core processer as

well as 2GB of RAM. The M8 is also HTCpro certified, which guarantees additional encryption and mobile device management tools to the handset specifically designed for enterprise customers. The phone is heavily skinned with a Sense 6 20 October 2014

overlay, making it a slick choice for presentation use. Additionally, the Android KitKat operating system offers a wealth of customization.

Sony Xperia Z2 This sleek phone delivers both style

and substance. Specs include a quad-core processor, 3GB of RAM, a 5.2-inch full HD display and an impressive 20.7MP camera.

Xperia Z2’s built-in noise cancelling technology guarantees clearer calls, a definite plus for those who conduct a lot of their business over the phone.

Xperia business apps include those for email, calendar and contacts, allowing users to keep their work organized while on the go. Sony

has also built in a myriad of security features for businesses that keep your work secure, including protection for your device, network and storage. iPhone 5S Business people with a strong need for secure technology need look no further than the iPhone 5S. Apple offers an array of enterprise resources on the iPhone 5S with support for SSL VPN and data protection API’s, 21

TECHNOLOGY which enables third party app makers to produce fully secure compatible solutions. The 5S even has a fingerprint scanner hidden beneath the home key. iPhones also have access to an abundance of business focused software, with thousands of applications currently available on the App Store. Apple’s own arsenal of business software is now available at no charge to qualified users.

Personal digital assistant Siri is also standard on the 5S.

and anything else displayed on the phone’s screen. The Note 3 is a particularly smart option for those who live to multitask. For added convenience, the user can run two apps at once side by side, enabling them to reference a document while writing an email. Although this certainly isn’t the lightest or most compact smartphone on the market, its business-friendly features make it easy to keep working even when far away from your desk.

Samsung Galaxy Note 3 The Note 3 has a supersized handset that includes a sizable 5.7-inch full HD display and its own S-Pen stylus, making it seem like a smartphone and tablet in one. The S-Pen allows you to annotate documents, emails

Nokia Lumia 1520 For those who prefer a smartphone that operates on a Windows platform, the Lumia 1520 has the highest resolution of any Windows phone device, and its 2.2GHz quad-core processor also means it’s one of the most powerful smartphones to incorporate Microsoft’s mobile platform. Built-in Office software syncs the phone wirelessly to the cloud, allowing the user to easily transition

Nokia Lumia 22 October 2014

1520

THE BEST SMARTPHONES FOR BUSINESS

from phone to computer, and the 6-inch screen makes composing and editing easy on the eyes.

business sector to ensure that handsets are completely secure, from app and platform security to device management.

Samsung Galaxy S5 The S5 boasts a versatile handset and an impressive array of features, including a fingerprint scanner on the front and a heart monitor on the back. The phone has easy-to-use email and note-taking applications, numerous connectivity options and a bright 5.1-inch display. Samsung has equipped the device with a Snapdragon 801 processor so you won’t be left waiting for items to load while engaged in a meeting or presentation. The S5 also comes with Samsung Knox, a mobile solution that Samsung designed specifically for the

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TECHNOLOGY Google Nexus 5 The beautifully designed Nexus 5 runs on an Android KitKat platform and integrates effortlessly with Google’s ever-expanding array of services.

The 5 features a 5-inch display with a sharp 445ppi touch screen and a Snapdragon 800 processer.

24 October 2014

Available in both 16GB and 32GB, the device comes equipped with Google Now, a virtual assistant that offers Google search-based answers to voiced questions.

Google Now also offers answers before a question is even posed by predicting the data sought based

THE BEST SMARTPHONES FOR BUSINESS

on your search history. This intuitive feature could be especially useful to those who need information fast and don’t have time to conduct extensive research.

BlackBerry Q10 If you can’t fathom the idea of using a smartphone without a QWERTY keyboard, the Blackberry Q10 is your best bet.

The device features a 3.1-inch touchscreen and Snapdragon processor backed by 2GB of RAM and 16GB of internal storage as well as the advanced BlackBerry 10 operating system.

The Q10 also offers excellent support for business users in regard to security, as emails and messages are all fully encrypted. Additionally, the Q10 includes BlackBerry Balance, a feature that allows the user to flip quickly between work and personal profiles on the handset so that the two can be kept separate and control over one’s own files can be maintained.

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MARKETING

everything you need to know about content marketing The Internet is a competitive place and if you want to get your voice heard you need to tick all the boxes. Business Review Canada tells you everything you need to know about content marketing.

W R I T T E N B Y: D E A N A C A C U S

26 October 2014

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MARKETING

Blog a lot

Content marketing is an innovative strategy that involves creating impactful written content that will inspire customer loyalty and increase opportunities for future business. An effective strategy will allow a business to engage with its customers while also piquing their curiosity about the 28 October 2014

company and its industry.

Generally, content marketing includes articles, blogging, e-books, videos and webinars. It’s not a sales tactic, but instead a two-way communication platform between a business and its target market. Much like social media, content marketing is

not designed to sell, but it can have a substantial effect on brand awareness and positioning. More companies are turning to content marketing to increase their impact and credibility without breaking the bank.

To get the highest return on investment from your content

marketing strategy, focus on the following suggestions.

Maintain a blog.

Hosting a blog and sharing content on your website is the easiest and most effective way to drive traffic to your site and increase your SEO ranking.

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MARKETING Whenever a post is added to your blog, the search engines scan your site, leading to a boost in your search ranking.

For continuous viewership, create a blogging schedule and post on the same days each week. In addition to at least two weekly original posts, you should share content from outside sources. This can be accomplished using news articles, studies or statistics from other pages with links to the original posts. Naturally, your commentary should be included. To alert readers of your latest posts, be sure to cross-promote your blog through your company’s social media channels.

Utilize social media.

Though many companies have been slow to integrate social media into their strategy, it is one of the best ways to post and share content.

Social media is one of the prime marketing mediums for developing relationships with potential customers and earning their loyalty.

Like with blogging, implementing a social media posting schedule will keep your marketing consistent, as you will be sharing interesting and creative content on a regular basis.

30 October 2014

Utilize social media The more views, comments and shares that your post receives, the greater return on investment your outreach will earn. Because of this, scheduling your posts during peak times is ideal. If you cannot put a team or individual in charge of this,

various companies offer social media management that will post your content at the time of day that will have the greatest impact.

In addition to posting fresh content on a consistent basis, your business should be engaging with

customer’s posts to maintain positive connections. When a customer takes the time to specifically promote your company, a greeting and a thank you should acknowledge your appreciation. It makes good sense to retweet or repost their comments as 31

MARKETING

ACKNOWLEDGE YOUR FOLLOWERS ON SOCIAL NETWORKS

well. Customers should always know how much your company values their patronage, and social media shout outs are a great way to accomplish this.

Add videos.

Videos are popular with followers because people connect strongly to visuals. And though many companies are reluctant to use video content because it seems like a sizable undertaking, videos can be relatively easy and inexpensive to produce.

With a good script, professional setting and proper lighting, a company can produce a video using free apps to create short clips that can be uploaded to your social media profiles for easy sharing.

Creating a longer, more detailed video for your homepage not only positions your company as cutting edge and creative, but also gives excellent exposure. Multimedia content often appears on the first page of search results, so consumers seeking information about your business can be met with a professional introduction that has a personal touch.

Know the difference between content marketing and a sales pitch.

Content marketing is not direct advertising. If a business focuses solely on promoting their company within their content, their strategy will be less effective. Most consumers are wary of advertising messages and often ignore them, so as soon as they recognize a sales pitch in your content, they automatically lose interest. Customers visit company’s websites and social media channels to learn more about a business’ realm of expertise. Provide customers with information about your sector in a fun and creative way. This is where utilizing other sources comes into play. Your posts should not be limited to your company and how great it is. Instead, talk about your industry and the reach that it has. Make your website a destination for valuable, meaningful information that can be useful to consumers. This will establish you as an industry leader and will keep them coming back for more.

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TOP 10

TOP

CANADIAN B

Introducing the Canadia

Written by: Abig

OP 10

BRANDS

e best of the best an brands.

gail Phillips 35

TOP 10

10

Bombardier

Montreal’s Bombardier maintains its global presence in aerospace and rail transportation even in the face of adversity. The company has faced mounting challenges regarding its Cseries airliner in addition to seeing many of its workers go on strike this summer.

But the company has restructured, adding an Aerostructures and Engineering Services division that will include sites in Montreal, Belfast, Queretaro, Mexico, and a new plant in Morocco. Bombardier recently completed the world’s largest monorail in São Paulo, Brazil. The company has big plans for the future, including intentions to expand its railway division throughout India.

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October 2014

9

Rona

Quebec’s Rona, a distributor and retailer of hardware, home improvement and gardening products, has been in business since 1939.

The company fought against a takeover by American rival Lowe’s in 2012 and won. It remains the leading retailer in the region with over 500 locations and more than 28,000 employees. The company reduced annual costs by $110 million last year and is focused on a turnaround plan that is aimed to offset the effects of a continually weak housing market.

They recently reported a stronger-than-expected quarterly profit, indicating that their efforts are paying off.

8

Home Hardware

Based in Ontario, Home Hardware is a dealerowned cooperative instead of a traditional top-down corporation.

This allows the company to strengthen the connections that its owner-operators have with their local communities through

TOP 10 CANADIAN BRANDS

sponsorship and involvement with charitable causes. Although the company doesn’t have the scale or the presence of some of its megastore competitors, its stores appeal to customers with hometown pride, especially through their “homeowners helping homeowners” campaign.

The company survived the expansion of The Home Depot into Canada as well as Rona’s expansion into the big-box arena, proving itself to be a powerful competitor.

7

McCain Foods

Established in 1957 in New Brunswick by the four McCain brothers, McCain is the world’s largest producer of French fries and other oven-ready frozen food products. The company has over 19,000 employees and 50 production facilities spanning six continents.

McCain Foods has taken steps to emphasize healthier, lessprocessed ingredients in its products, though its brand strength does not involve food fads. A statement on the

company’s website reads, “We know that we all define what good means to us in our own personal way. Our definition of good will evolve as our customers and consumers define it for themselves.”

6

Saputo

Based in Montreal, Canada’s largest dairy company sells milk, cheese and various other products under its own name, but even more under brand identities such as Neilson, Dairyland and Nutrilait. Saputo was founded as a cheese store in 1954 and is now the world’s twelfth largest dairy-producing company.

Recently, Saputo expanded into the sports-drink territory with its Milk 2 Go line of flavored, proteinenhanced milk drinks. The company draws additional brand recognition through Saputo Stadium and the Saputo family’s ownership of the Montreal Impact soccer team.

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TOP 10

5

Canadian Tire

Over the past few years, Toronto’s Canadian Tire has lived up to its slogan, “Canada’s Store,” due to its continually impressive sales figures throughout the country as well as its landmark sponsorship deal with the Canadian Olympic team. The company also has partnerships with six amateur sports organizations across Canada. As Canada’s largest retailer, 85 percent of all Canadians live within a 15-minute drive of a Canadian Tire store.

Statistics have also found that nine out of ten adult Canadians shop at one of these outlets at least twice a year and 40 percent of Canadians shop at Canadian Tire every week.

4

Shoppers Drug Mart

Based in Toronto, Shoppers Drug Mart is the country’s largest retail pharmacy 38

October 2014

chain. Founded in 1962 by Toronto pharmacist Murray Koffler, the company has expanded to a network of more than 1,250 stores.

Last year, Shoppers Drug Mart joined forces with grocery giant Loblaw in what was considered to be a “blockbuster merger.” The company’s loyalty program, called Shoppers Optimum, is a branding asset as well as an incredible resource for analysis, as the customer data that the company has collected through the program is some of the most extensive and detailed in Canada.

3

WestJet

Calgary’s WestJet provides scheduled and charter air service to 90 destinations in Canada, the United States, Europe, Mexico, Central America and the Caribbean. The company offers three tiers of fare options including Econo, Flex, and Plus, giving passengers access to premium seating and an array of insurance options. Last year, the company hit marketing gold with its “Christmas Miracle” viral video, in which travelers in Toronto were

TOP 10 CANADIAN BRANDS

filmed discussing their Christmas wish list only to be presented with those gifts upon arriving in Calgary.

The spot garnered loads of press and reportedly cost less than a traditional television spot.

2

Jean Coutu Group This Quebec-based

pharmacy chain is named after its founder, a pharmacist and businessman who established the company in 1969. It currently has more than 360 franchised locations in New Brunswick, Ontario and Quebec. The company boasts a private line called “Personnelle,” which produces a wide variety of products such as cosmetics, papers and pharmaceuticals. A 2014 survey conducted by Léger Marketing ranked the Jean Coutu Group at second place among Quebec’s most admired companies and first among retailers.

Additionally, a survey published by Canadian Business Magazine ranked Jean Coutu Group second among the most respected Canadian brands, making it ideal

for the second spot on our list.

1

Tim Hortons

Due to its presence throughout Canada and its continued success in the fast food industry, Tim Hortons easily landed in the top spot among Canada’s best brands. But the company’s recent $18 billion deal with Burger King has brought the coffee chain even more buzz. The two companies confirmed their merger yesterday, establishing them as the world’s third-largest quick service restaurant. Tim Hortons and Burger King would continue to operate as standalone brands within the new entity while still benefiting from shared corporate services. The deal enables Burger King to enter the grocery business through sales of Tim Hortons packaged coffee at North American supermarkets.

Additionally, Burger King could also potentially expand Tim Hortons restaurants in the 98 countries where it operates. The deal is sure to bring both companies substantial success in the years to come in Canada and throughout the world.

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GeoTility Leading the Way in Geothermal Energy Canada-based geothermal heating and cooling specialist GeoTility plans for growth in the Pacific Northwest Written by: Sasha Orman Produced by: Rich Gentile

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GEOTILITY

Crescendo

I

n recent years, green energy has only grown more appealing and desirable. Solar power and wind power remain the most high profile forms of green energy, but they are far from the only options – geothermal technology has increased by leaps and bounds in terms of viability, and GeoTility has been at the forefront for decades.

“In the early 1990s we recognized the need for more efficient and environmentally friendly alternatives to help preserve our environment,” states the company. “We turned our attention to geothermal heating and cooling systems, which 42

October 2014

we believe are the most energy efficient, environmentally clean, and cost effective space conditioning systems available today.”

Today GeoTility stands as a top business in British Columbia’s construction industry and a leading geothermal heating and cooling contractor throughout Canada and the Pacific Northwest.

The Advantages of Going Green What are the benefits of switching to geothermal from traditional energy sources? According to GeoTility the advantages are plentiful, providing cost savings while significantly

CONSTRUCTION

reducing the use of fossil fuels, with additional benefits that make the method particularly well suited to the commercial and residential indoor environments that GeoTility serves.

“With no fossil fuels being burnt, geothermal systems have none of the risks associated with carbon monoxide and open flames,” the company explains. “Geothermal systems also eliminate the need for chemicals and sterilization agents used to prevent algae and bacterial growth in cooling towers, which can taint air drawn through building ventilation ducts. Geothermal systems provide excellent indoor air

quality. They are suitable for heating and cooling medical/surgical, research, and industrial facilities requiring sterile conditions.”

Green Energy at Any Size For GeoTility, it’s not just about getting the biggest businesses into geothermal energy: any interest in renewable energy is a victory. For this reason GeoTility considers no project too big or too small – from individual private home conversions throughout the region to large scale commercial projects like schools and British Columbia’s St-Mary’s Hospital expansion project. w w w . g e o t i l i t y. c a

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The leading distributor of high efficiency heating and cooling systems in western Canada.

WaterFurnace® geothermal heating and cooling systems harness the earth’s natural energy to provide efficiencies 4 times greater than standard systems.

Why WaterFurnace® Geothermal Systems?

• Highest Efficiencies and Green Technology!

• Quiet and Compact with NO gas or outdoor units required!

• Most comfortable with best system options available!

604-454-4712 • contact@hydron-aire.com • www.hydron-aire.com

GEOTILITY

CONSTRUCTION

“We have completed thousands of geothermal projects ranging in size from small residential projects to large commercial and institutional systems,” the company states. “We can provide full design/build services for the most ambitious projects. From large multi-use recreation facilities to resort hotels and office buildings, our extensive experience will ensure a successful geothermal installation of any size.”

Expertise and Leadership “GeoTility has maintained a leadership role in the evolution of the geothermal technology sector over the past 20 years,” states the company.

“All aspects of GeoTility’s work force from our engineering to installations are trained and certified with the most current industry training.”

SUPPLIER PROFILE

HYDRON-AIRE LTD.

Geotility Geothermal Systems proudly offers and installs WaterFurnace Geothermal Water Source Heat Pumps distributed by Hydron-Aire Ltd. For over 30 years, WaterFurnace International has been the leading manufacturer of geothermal systems for residential and commercial applications. Industry-leading efficiencies and technologies in a wide variety of product offerings make WaterFurnace the go-to brand for Geotility to meet all ranges of customer requirements. Whether it’s the industry-exclusive 7 Series, Variable Capacity system or the ultracompetitive and ultra-compact Versatec WSHP, WaterFurnace has THE geothermal solution for builders and their customer Website: www.hydron-aire.com

w w w . g e o t i l i t y. c a

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GEOTILITY

Hudson

Western Canada’s leading independent distributor of plumbing, heating, and electrical products.

31 Locations Proudly Serving.

Kelowna, BC Phone: 250-807-4050

CONSTRUCTION

Maintaining its leadership role cannot be done without significant effort, and a continued commitment to expertise is crucial to the business.

GeoTility is proud to be a member of several leading energy and environmental organizations throughout Canada including GeoExchangeBC, the BC Ground Water Association, and the Cascadia Green Building Council.

Company Information INDUSTRY

Geothermal/ geoexchange solutions HEADQUARTERS

Expansion in The United States with Orca Energy As part of its effort to bring geothermal energy to more consumers, GeoTility operates Terrasource Utility Services. Bolstered by the success of this offshoot, the company is expanding. “Terrasource has enjoyed great success advancing the adoption of GeoExchange systems,” says GeoTility. “By utilizing the in-ground infrastructure, providing access to the building owner, and charging an affordable access fee, many who couldn’t afford the upfront costs of GeoExchange are enjoying the benefits of the system.”

Now GeoTility is expanding its efforts toward providing greater geothermal energy use opportunities to consumers in the US with the launch of Orca Energy. Based out of Redmond, Washington, this new service provides alternative energy and exterior works to consumers including turnkey installation, testing, maintenance and repair of geothermal utilities. With this launch, GeoTility may soon be able to expand further in the Pacific Northwest and beyond.

British Columbia FOUNDED

1990 EMPLOYEES

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47

RMS Builders Construct

Canada’s pride and joy

President Curtis Way discusses the company’s current con helps keep RMS Builders Inc. going strong.

Written by: Robert Spence

Produced by: Richard Gentile

tion

nstruction projects as well as what

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C O M PA N Y N A M E

Started in 1994 by Curtis Way, as Royal Management Services (RMS) the group now specializes in developing projects from the initial concept through construction and then turns the completed buildings over to the owner/tenants.

“Integrity is the key to our success.” can be found on RMS Builders Inc. corporate brochure.

Through hard work, integrity and a proven track record RMS Builders Inc. has become one of Canada’s pride and joys. The division is 50

October 2014

responsible for collaborating and overseeing all on-site construction and building activities throughout Western Canada. With a proven track record of completing multimillion dollar projects on time and on budget, RMS has become the construction builder of choice.

Building Canada’s tomorrow RMS Builders Inc. is currently engaged in an assortment of new projects located in and around the Edmonton area. Two of the major

SECTOR

projects underway are the Fairfield Inn & Suites by Marriott hotel located on the north end of Edmonton and the TownePlace Suites by Marriott on the south side of Edmonton.

“The Marriott on the south side is a six story TownePlace Suites hotel.

It offers 122 rooms with a swimming pool, gym, breakfast area and meeting room. It is designed after the new Marriott prototype hotel,” says President Curtis Way. “The other Marriott in north Edmonton is a four storey Fairfield

Inn & Suites hotel. It has 102 rooms and is similar construction to the TownePlace hotel. It has a pool with a slide, breakfast area, and meeting room. Both hotels will be constructed of heavy gauge steel studs and hollow core concrete floor slabs.

RMS Builders Inc. is also finishing up a Centex Convenience Store and Carwash development in north Edmonton for Jim Pattison Developments Ltd. The task required the company to develop a more cost effective redesign for the w w w. r m s - g r o u p . c a

51

A family owned business with over 60 years experience.

Supplying and Installing etc. carpet, lino, ceramic tile and hardwood to residential and commercial clientele.

12848 153 St NW, Edmonton, AB T5V 1A9

780-447-1751

By Appointment Only

Marcel Brisson

mbrisson@floorcentre.ca

www.floorcentre.ca

www.prowestern.ca

Pro-Western Mechanical specializes in the construction of multifamily complexes, commercial and care facilities contracting complete mechanical systems across Western Canada.

We maintain an accelerated, high efficient workflow and construction schedule, resulting in well-organized projects.

Main Office 3703-10 Mitchelmore Ave Saskatoon, SK S7P 0C5 306-979-9500

611-69th Ave NW Edmonton, AB T6P 0C2 780-478-8002

RMS BUILDERS CONSTRUCTION owners when the original building was over budget.

“It is a 4,900 squarefoot convenience store and carwash within the Pilot Sound neighborhood,” says Way. “This development is located in a major shopping center anchored by SaveOn-Foods. On site there will be a convenience store building, which includes an independent fast food restaurant inside. The other building onsite will be a nontouch drive through carwash. We expect the project to be finished by mid-October.”

One of the typical projects the company is on track to finish within the next few months is Tamarack Gardens. The rental project is comprised of two-four story apartment style buildings, consisting of 126 suites with keyless entry and video surveillance systems for increased resident security.

“It will include some new technological advancements such as computer controlled heating/ cooling system, high efficiency windows and boilers as well as foam insulated walls,” says Way. The company has completed

CONSTRUCTION

a variety of major developments.

These include Tamarack Manor, a four storey, 142 unit multi-family complex; Royal Oaks Manor, a 110 unit, multi-family project in Grande Prairie, AB; and the Wolseley Warehouse, a 16,000-square-foot industrial building with a showroom.

Assets in place One of the biggest advantages RMS has at its disposal is its people.

The company employs a variety of conscientious and versatile staff, including carpenters, labourers’, superintendents and sub trades.

“Alberta’s economy is extremely competitive and you have to be efficient at what you do. The team approach is big for us. We’re one of those companies that strives to minimize overhead,” says Way. “Although we all have different roles within the company, if someone gets behind and needs help, others are always there to offer assistance. We run lean but have a big focus on the team approach.”

RMS also owns much of its own equipment. According to Way, it’s been a critical part of the company’s success, giving it the ability to w w w. r m s - g r o u p . c a

53

RMS BUILDERS CONSTRUCTION

control both how and when projects get completed.

“It started about 15 years ago when we were working on a building and couldn’t get an excavator to dig the foundations for the building.

One of our field staff had experience operating machinery and we ended up buying an excavator just for the project. That’s essentially how we started owning our own heavy equipment. Now we have dozens of pieces of heavy equipment throughout Alberta. “Having our own equipment allows us the ability to maintain schedules by moving 54

October 2014

people and equipment to where they are needed the most.” says Way. Along with having the right equipment in place, RMS has the in-house ability to maintain these crucial assets.

“We have an in-house mechanical staff that services our equipment,” says Way. “It saves us, and ultimately the owners, a substantial amount of money because we are able to offer significant savings on the equipment that we own rather than outsourcing it. It works for both parties.”

CONSTRUCTION

Continuous improvement Maintaining a high level of safety is a high priority at RMS Builders Inc. The company strives to preserve a culture where everyone is on the same page and trained in all safety measures.

“Our upcoming safety renewal with Alberta Construction Safety Association will see us COR certified. The COR (Certificate of Recognition) Program assures owners that we as their contractor, take the safety and training of our staff seriously. We provide a lot of different training other companies might not offer. We train employees in all aspects of what we do. There are mandatory field workshops and courses our employees have to take including First-Aid,” says Way. “Our standard is extremely high on safety.”

Technology is another aspect the company is continuously improving upon. According to Way, communication is very important for the company. “We make sure employees have laptops, iPads, and smart phones so information can be transferred immediately. Technology is definitely something we strive to be up to date with.”

In terms of continuous improvements, RMS is always working to cultivate vendor relationships.

“Relationships are critical for us in the construction industry,” says Way. “Approximately 75 percent of our costs are driven by Sub-trades. Having good reliable partners that are cost effective is important. Those people are vital to the business and to our success.”

Company Information INDUSTRY

Construction HEADQUARTERS

Alberta, Canada FOUNDED

1994 EMPLOYEES

20

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Wildstone Construction Engineering

Wildstone Construction & En Demonstrates the Importanc

General Manager of Wildstone Construction and Engineer the company’s recent projects and how maintaining a pres enabled the company to grow.

Written by: Lindsey Ryan Produced by: Richard Gentile

and

ngineering ce of Diversity

ring, Mark Melissen, discusses sence in multiple industries has

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WILDSTONE CONSTRUCTION AND ENGINEERING

Old Crow

Founded in 1995 by Jim Morrison, Wildstone Construction and Engineering is a family company that began as a construction and engineering firm with a primary focus in engineering and resources in the interior of BC. They are now an infrastructure specialist whose prides themselves on their core culture: Integrity, Safety and Quality with a goal of providing a higher level of service in the various market segments of their operations.

In 2007 Mark Melissen, Morrison’s step son, joined the Wildstone team and has now become Wildstone’s Managing Partner, being responsible 58

October 2014

for the day to day operation at Wildstone. In 2010 he became a partner in the family company working side by side with his brother and step father. Melissen explains that clients enjoy working with Wildstone because they can offer knowledgeable and professional services of a large contractor while still offering the personal touch of a family company.

Melissen explains, “We do what we say we’re going to do; we can offer the expertise of a larger contractor but you still get the feel of a smaller contractor.”

CONSTRUCTION

Fort McMurray WWTP

Recent Projects Wildstone Construction and Engineering has a wide range of projects to date and continues to add to their impressive portfolio.

One example is the Red Chris Mine 287kV Substation. This design build project involves a green field 287kV

substation including all foundations rock anchored to the top of a remote mountain top. A blast wall, oil containment pits, transformers, CT’s, an E-House and all related High Voltage Hardware supply, installation and commissioning are part of the delivery package. w w w. w i l d s t o n e . c o m

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WILDSTONE CONSTRUCTION AND ENGINEERING Melissen explains that one of the challenges to overcome for this project was that the location was at the top of a remote mountain.

He states, “Access into the site is in a very remote area, it’s a remote camp where the weather conditions change very rapidly and winter comes quick, so you’ve got to be organized. The mine has tight deadlines and we’re working on a critical piece of infrastructure for them; so if we can’t deliver our package on time, the mine

essentially can’t turn the power on.

So it’s about as critical as it gets.”

Another project is the Inuvik RCMP Detachment. This new 13,000 square foot two story RCMP detachment will be built on thermopiles in Inuvik. This is exciting because it will be the first time thermopiles have been used in Canada. On top of the piling sits a steel framework with a unique S curved wood frame structure above. The building will also be doubling as a small jail including

A Single Solution Electrical Contracting Company You Can Count On. Wilson M. Beck Insurance Services (Kelowna) Inc. “We are proud of our relationship with Wildstone Construction & Engineering, and wish them continued success!”

• Construction insurance & contract bonding • 2-5-10-Home Warranty • Commercial insurance • Personal, auto, & ICBC fleet insurance

1-877-917-4997 | www.appleelectric.ca Serving Vancouver Island, North Coast, Haida Gwaii and Northern BC I N d u St r IA l | CommE r C I A l | I N S tI tutI o N Al

Kelowna Tel: 250-763-3840 Toll Free: 1-888-292-6202

www.wmbeck.com

CONSTRUCTION

holding cells. The project is expected to be completed January 2016.

In the fall of 2012, Wildstone completed the Old Crow water treatment plant which was located in the north western Yukon, inside the arctic circle. This project was in an area so remote that the only access to the site was by aircraft.

Consequently, all materials had to be delivered by aircraft as well and though projects in the Yukon are often delayed because of this remoteness and related weather conditions, Wildstone was able to successfully complete the project on time and on budget. Melissen, who explains the company’s organization and precise planning made it possible to accomplish this project, states, “That was a good kick start for us, we knew that if we were able to build that one, we could build anywhere.”

Though the majority of the work that Wildstone does is municipal or resource infrastructure, they are quite diverse and have also completed a recent project for a craft brewery. The Bad Tattoo Brewery is an 8600sq.ft single-story concrete sandwich panel building with a 1600sq.ft mezzanine. The building is made up of a 5950sq. ft brewing area and a 2650sq.ft admin/kitchen/ restaurant area. There is also a 1000sq.ft covered patio. Melissen explains that this project was originally scheduled to be completed in 8 months but it was fast tracked and Wildstone was able to have it completed in 6 months.

Most recently, the company has been finishing

Red Chris Mine 287kV

“That was a good kick start for us, if we’re able to build that one we can build anywhere” – Jim Morrison, President

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up a large mechanical retrofit to a new WWTP in Fort McMurray. The wastewater treatment plant is a 62

October 2014

fairly new facility but Wildstone is working on improving the blowers, headworks screens, sludge

CONSTRUCTION

handling conveyors and chutes and the various controls hardware. Wildstone is in charge of commissioning this project and getting the facility up and running again. This was another project that was fast tracked and was completed September of 2014.

The Importance of Diversity Wildstone Construction and Engineering started as one large company and since its establishment, it has branched out and developed smaller divisions. There are currently five divisions in the company: Wildstone Industrial Ltd., Wildstone Special Projects Ltd., Wildstone Environmental Ltd., Wildstone Arctic Ltd, and Construction and Engineering, the flagship company which started it all. By having these multiple divisions, the company is enabled to diversify itself so that it can work in any industry.

According to Melissen, the company stands apart from the competition because of this diversity and leadership. He states, “The fact that we’ve got a large portfolio of projects and have succeeded in different environments and different aspects of building,” he continues, “that and we’ve got a great team with a really strong structure and very experienced leaders in charge of various divisions”.

The company has experienced an increase in revenue each year since 2007 and looking forward, the company will continue its growth and expansion.

Company Information INDUSTRY

Construction HEADQUARTERS

Canada FOUNDED

1995 EMPLOYEES

150

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Manitoba Floodway Authority’s Red Riv Floodway Expansio

Red River Floodway Expans Flood Protection While Delive

Manitoba Floodway Authority Chief Executive Officer, Ernie Manager, Ronuk Modha, discusse how the Red River Floo budget while delivering top results Written by: Sasha Orman

Produced by: Michael Magno

y ver on Project

sion Improves ering on Budget

e Gilroy, and Communications odway Expansion stayed under

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Aprx. 21 million cubic metres of earth was excavated to more than double the floodw

M

anitoba’s Red River Valley has always been a threat to the city of Winnipeg.

In 1997 a major flood, deemed “The Flood of the Century,” forced evacuations and threatened to breach the Red River Floodway.

In its wake, the Governments of Manitoba and Canada decided that the time had come to upgrade public infrastructure to enhance the floodway’s abilities and better protect Winnipeg.

The result of this was the $665 66

October 2014

million Red River Floodway Expansion Project, a complex flood protection project, jointly funded by the governments of Canada and Manitoba, to improve Winnipeg’s flood protection by increasing the capacity of floodway channel, construction and redesign of highway and railway bridges, improving the Inlet Control Structure, expanding the Outlet Structure, expanded the West Dike and various utility modification. With the project’s completion in March

SECTOR

way channel’s capacity

of 2014, Winnipeg is now more protected from floods and damage than ever before.

project under budget at $627 million, saving the Canadian and Manitoban governments a total of $38 million.

“We set three goals when we Meeting and Exceeding Budget were undertaking the project: Large-scale infrastructure projects bringing the project in on its $665 often go over budget, sometimes million budget, ensuring we would costing millions more than originally be able to increase the floodway’s intended. In this regard, the Red capacity from 1-in-90 to 1-in-700 River Floodway expansion is unique flood protection, and ensuring that – rather than going over its proposed the main transportation routes $665 million budget, the Manitoba that cross the floodway would be Floodway Authority was able to operational during a major flood,” meet its goals while delivering the says Ernie Gilroy, CEO of the w w w. f l o o d w a y a u t h o r i t y. m b . c a / h o m e . h t m l

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AS THE PROJECT LEAD CONSULTANTS, KGS GROUP IS PROUD TO HAVE PROVIDED THE FOLLOWING SERVICES FROM THE CONCEPTUAL TO CONSTRUCTION PHASES: IJC STUDIES (1999)

Concept study of alternatives and economic justification for additional flood protection for the City of Winnipeg

PROJECT DEFINITION AND ENVIRONMENTAL ASSESSMENT 2 (PDEA 2 – 2004-2005)

Lead Consultant for the Second Phase Definition Studies

ST. AGATHE AND FLOODWAY EXPANSION STUDY (SAFE STUDY 2001)

FLOODWAY EXPANSION FINAL DESIGN

PROJECT DEFINITION AND ENVIRONMENTAL ASSESSMENT 1 (PDEA 1 – 2003-2004)

FLOODWAY EXPANSION CONTRACT ADMINISTRATION

Assessment and optimization of costs, economics and environmental issues

Lead Consultant for the First Phase Definition Studies

Lead Consultant for the Channel, Outlet Structure, Inlet Structure and West Dyke

Lead Consultant for the Channel, Outlet Structure, Inlet Structure and West Dyke

CONGRATULATIONS TO MANITOBA FLOODWAY AUTHORITY FOR THE SUCCESSFUL IMPLEMENTATION OF THE FLOODWAY EXPANSION PROJECT ON TIME AND ON BUDGET

ENGINEERING INDUSTRY LEADERS IN: Hydraulics • Structural • Geotechnical • Environmental • Hydrogeology • Municipal • Mechanical • Electrical • Geographic Information Systems

www.kgsgroup.com WINNIPEG

TORONTO

THUNDER BAY

REGINA

ENERGY

Manitoba Floodway Authority . “As the project proceeded, we began to see signs that some of our costs were going up related to events such as Hurricane Katrina, the Alberta oilsands, and an overall booming construction industry that was resulting in a skilled labor shortage.

As a result, we revised our project and focused in on what components of our project actually had to be done in order to deliver the 1-in-700 year flood protection.”

By taking this focused approach, the Floodway Authority was able to find ways to stay under budget by increasing channel excavation

SUPPLIER PROFILE

work while reducing the number of bridges to be replaced from 12 down to 8, realizing significant savings throughout the project.

Achieving Budget Through Flexibility and Innovation The Manitoba Floodway Authority did not solely rely on cutting back components in order to create cost savings – the project also stayed on budget through strategies like flexible scheduling, tiered tendering plans that allowed contractors to fine-tune and adjust their bids for lower prices overall in response to subsequent tenders, and a project

KGS GROUP

Clients across Canada and internationally look to KGS Group for consulting, design, and project management services. KGS Group provides a full range of services including Industrial, water resources, hydroelectric, hydrogeological and geo-environmental, commercial and institutional, municipal infrastructure, geotechnical, and structural steel detailing. Our consistent delivery of quality engineering services has earned KGS Group a reputation as one of Western Canada’s leading consulting firms.

Website: www.kgsgroup.com

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The Outlet Structure was expanded to accommodate a 1-in-700 year flood

ENERGY

management agreement to even out wages and benefits for workers across all contractors to avoid personnel-based delays. The project management agreement helped to ensure that there were no strikes and no lockouts during the project which helped to keep the project on time.

In order to meet the labor shortage head on, the Floodway Authority utilized creative hiring and people management practices.

Notably, the Manitoba Floodway Authority required contractors to have 20 percent employment equity on contract tenders – a requirement that both addressed the Alberta oilsands-related labor shortage and gave opportunities to workers in groups that were often underrepresented in the construction industry including women, first nations and aboriginals, and people with disabilities.

“We also employed an aboriginal set-aside initiative where aboriginal companies could actually bid on certain aspects of the work,” said Ronuk Modha, Communications Manager for the Manitoba Floodway Authority. “One component of

our project, the West Dike – only aboriginal-owned construction companies could actually bid on this work. What this did is it identified a whole segment of the construction industry that traditionally had not been involved in large-scale projects such as this, and gave them the opportunity to bid on work and all of these kinds of things benefitted our project.”

In particular, this initiative has had significant effects and benefits outside of the Floodway Expansion project itself. “Before we set up the set-aside program, we had some discussions with aboriginal contractors – one of the things they continually indicated to us was that they had a challenge getting contract bonding to work on largescale projects,” says Modha. “With our initiative, rather than having these companies go out and get bonding from a private bonding company, we took on the role of the bonding company and managed the work that they were doing. As a result they were able to get a lot of experience and, subsequent to their involvement with our project; they

w w w. f l o o d w a y a u t h o r i t y. m b . c a / h o m e . h t m l

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Outlet Control Structure

were able to demonstrate to private bonding companies that they were able to do the work successfully.

So since being involved with the Floodway project, many have 72

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been able to bid on other work. So there’s definitely been a long term benefit for these companies and for the construction industry in our province as well.”

O O D WAY E X PA N S I O N P R O J E C T A Safer and More Secure Winnipeg After years of work, the Red River Floodway reached 1-in-700 year flood protection levels in 2009. Since that time the Manitoba Floodway Authority has been putting the finishing touches on its work until full completion earlier this year.

“We’re very pleased that we were able to meet all of our objectives while delivering the project under budget,” says Modha. “By providing that the project was completed under budget, the governments of Canada and Manitoba were able to re-divert those funds to other flood protection projects throughout the province, and we were very pleased to be a part of that decision.”

Beyond the budget, the effects of the floodway expansion are already being felt throughout the city. “This past year there was not as much flooding on the Red River as in previous years, so the floodway was only operated for a short period of time,” notes Gilroy. . “However, over the years the floodway has prevented over $36 billion in damages and with the expansion completed, this number will continue to increase.

As Winnipeggers continue to rely more and more on the floodway, we are very proud of the work that we have done and our hats go out to all of the engineers, construction companies and workers that worked on the project.”

ENERGY

Company Information INDUSTRY

Energy / Infrastructure / Flood Protection HEADQUARTERS

Manitoba, Canada FOUNDED

2003 EMPLOYEES

3,600

Photographs courtesy of the Manitoba Floodway Authority

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Torq Energy Logistics

Torq Energy Logisitcs Poised Canadian Crude-by-Rail Mar What sets Torq Energy Logistics apart in the crude-by-rail Written by: Ian Hanner

Produced by: Michael Magno

d to Corner arket market?

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TORQ ENERGY LOGISTICS

O

perating six transloading terminals in key energy regions in Alberta and Saskatchewan, Torq Energy Logistics is excellently positioned for growth in a favorable market.

Canada has experienced a nearly 29 percent increase in the production of crude oil between 2008 and 2013. This massive increase in product has allowed for substantial growth in the crudeby-rail (CBR) industry, with Torq Energy Logistics leading the way in transportation solutions. Established in 2011, Torq Transloading is a division of Torq Energy Logistics 76

October 2014

(Torq) that provides “fully-integrated crude handling and transportation service from the well site to the rail car.”

While Canadian demand for CBR services skyrockets, Torq is adopting a policy of rapid expansion to corner the market as quickly and safely as possible. To help facilitate those plans for expansion, Kohlberg Kravis Roberts & Co. (KKR) invested C$250 million in Torq with the goal to focus “on accretive acquisitions and new opportunities to further integrate the upstream and downstream aspects of the energy supply chain with the addition of complementary energy products

ENERGY

and services, including stranded propane, butane and ethane as well as y-grade and natural gas liquids, in addition to its crude focus to date,” Torq’s website says.

Torq’s President and CEO Jarrett Zielinski said in a press release, “We are honored and excited to be partnering with KKR. The shared vision between us in conjunction

with the reputational and capital backing of KKR is expected to provide a long runway for growth.

Today is an extremely active and exciting time to be in the energy logistics space. New technologies continue to unlock oil and gas reserves previously deemed uneconomic. The unexpected increase in energy production w w w . t o r q e n e r g y. c o m

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Your MeasureMent solutions Provider Crude Oil TranslOading MeTer PaCkages ngl TranslOading MeTer PaCkages TruCk unlOad & laCT MeTering PaCkages

Sky Eye Measurement is a leading Oil and Gas Measurement Solutions Provider. With a team of highly qualified technical service personnel and a complete line of portable and permanent measurement solutions. Our extensive rental fleet, superior products, and wide range of service packages are guaranteed to meet the individual needs of our customers.

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TORQ ENERGY LOGISTICS

ENERGY

is reshaping the landscape of how we move energy from wellhead to market. Torq has been compelled to rethink conventional means and innovate new modes of energy transportation and storage infrastructure so as to provide premium economics for its customers and facilitate continued exploration and production.�

As an industry leader, Torq tries to set an example for high safety standards as well.

Employing portable, closed loop systems and bottom car loading process, the company cuts costs and improves operational efficiency all while minimizing environmental impact and protecting employees.

To add to these safety standards, all 400 plus employees are required to go through a safety program called H2S Alive in which workers are

SUPPLIER PROFILE

SKEY EYE

SKY EYE MEASUREMENT is committed to providing safe and application specific metering solutions for rental or purchase to fit any measurement process — from a simple liquid meter run package to a complete LACT metering package.

Website: www.skyeye.ca

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TORQ ENERGY LOGISTICS

ENERGY

educated on the dangers of hydrogen sulfide gas, how to prevent exposure and proper response in the event of an accident.

Torq’s niche lies in the transport of heavy crude oil such as that produced in the Canadian oil sands. Light crude is relatively easy to ship by pipeline and there have been a good deal of developments to fill that demand. Heavy crude however must be diluted with condensate so that it is light enough to flow through pipelines. Once it reaches its destination, the condensate must be removed at considerable cost. Shipping crude by rail however removes the necessity for condensate.

“Not only are we able to maintain the integrity of the raw product, we can also remove the condensate from the supply chain completely,” Zielinski said, according to Energy & Mining International.

He also said to Oilweek, “My view is that light crude should move by pipeline and heavy crude should move by rail.”

Since its start in 2011, Torq has expanded from a small trucking firm with only 25 employees and a transport capacity of about 600 barrels of crude per day, to a major energy logistics company that is capable of moving over 45,000 barrels of crude per day; a rate that is expected to more the double in 2014. Now with the investment from KKR, there’s no telling what’s next for this visionary company.

Company Information INDUSTRY

Oil & Gas Transport HEADQUARTERS

Alberta Canada FOUNDED

2011 EMPLOYEES

400+

w w w . t o r q e n e r g y. c o m

81

Mar Renew

Can

rine wables

nada 83

C O M PA N Y N A M E

OpenHydro - Bay of Fundy

M

arine renewable energy is largely an untapped resource that has the potential to provide new energy, economic, and environmental benefits for Canada. Harnessing the power of the tides, waves, and rivers 84

October 2014

can provide a clean, sustainable fuel source, contribute to a diversified energy mix and energy security, and spur industrial growth by capitalizing on capabilities already present in other sectors. While the Canadian sector is in its early stages, natural

SECTOR

advantages, investments, and activities to date have established a strong foundation that can be built upon.

As a country rich in energy resources, perhaps the most compelling benefit of marine

renewable energy for Canada is the potential economic benefits of offering new solutions, services, and technologies internationally.

The challenges the global industry faces are the same challenges the Canadian industry faces. Solving w w w. m a r i n e r e n e w a b l e s . c a

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M A R I N E R E N E WA B L E S C A N A D A them here means finding solutions for the world. The emerging market is significant, with the International Energy Agency’s Ocean Energy Systems estimating that there is the potential to develop 748 GW of ocean energy by 2050, resulting in 160,000 direct jobs by 2030.

Canada’s Marine Renewable Energy Technology Roadmap established in 2011 also recognizes this as a substantial market, targeting Canadian involvement in 50% of world projects and estimating $2 billion in annual economic value by 2030, assuming Canada can establish and maintain a leadership role.

Canada is well positioned to tap into this emerging market due to its natural advantage in marine renewable resources, capabilities in marine, offshore, and energy industries and its early leadership in the sector. Worldwide interest in Canada has been growing and is evidenced by international companies seeking and investing in business opportunities associated with tidal energy development in the Bay of Fundy, major wave energy potential on the west coast, and river energy prospects

SECTOR

throughout the country.

Recognizing the opportunities presented by developing Canada’s waves, tides, and rivers, Marine Renewables Canada has worked to advance the development of the industry since 2004. As the national association dedicated to sector advancement, Marine Renewables Canada identifies and fosters collaborative opportunities, provides information and outreach, and represents the best interests of the sector.

Our Vision A Canadian sustainable marine renewable energy sector, serving domestic and export power needs and providing projects, technologies and expertise in a global market.

Our Mission & Objectives Marine Renewables Canada aligns industry, academia and government to ensure that Canada is a leader in providing marine renewable energy solutions to a world market.

To accomplish this mission, our association works to: • Promote development of Canadian marine renewable energy w w w. m a r i n e r e n e w a b l e s . c a

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industry that will benefit generations of Canadians. • Foster communication and collaboration between members, industry, academia, government, and the public.

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• Create a focus on innovation opportunities that can result in technology, techniques and services for world markets. • Develop competitive intelligence and appropriate

SECTOR

strategic relationships.

• Provide education, outreach, engagement and an understanding of marine renewable energy activities and the economic, environmental, and social benefits they present.

• Support members and industry by increasing exposure for Canadian companies in the world market and identifying business development opportunities.

Marine Renewables Canada’s membership represents an alliance between industry, academia, and government. Members of the association have a broad range of strengths and expertise that can service both domestic and global project needs as the marine renewable energy industry grows. This alliance includes: • Over 70 members, including utilities, project and technology developers, supply and service companies, and researchers.

• Engagement of universities and research organizations across the country, as well as local authorities and government.

As Canada moves into the next phase of industry development, Marine Renewables Canada will bring together members to apply capabilities essential to industrial-scale development and foster collaboration on common challenges and critical innovations.

Company Information In 2001 BC Hydro pursued the feasibility of wave and tidal energy around Vancouver Island and the BC coast. Resource assessment were completed and early MOUs were signed with international wave energy device developers. A change in Provincial energy policy in 2003 resulted in the cancellation of demonstration project plans.

w w w. m a r i n e r e n e w a b l e s . c a

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KGHM International

A Legacy of responsible min

General Manger Dave Cook explains how the company str legacy of responsible mining with new initiatives and mineat its Carlota mine in Arizona Written by: Robert Spence

Produced by: Bobby Meehan

ning

rives to create a -for-closure plans

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K G H M I N T E R N AT I O N A L

As a wholly owned subsidiary of KGHM Polska Miedz S.A., KGHM International is focused on its operating assets, working to advance its growth pipeline. The company operates a slew of projects spread across North and South America including three open-pit mines and two underground mines.

One of the most advanced and responsible initiatives the company has undertaken is the implementation of a mine-for-closure plan at its Carlota mine.

Mine closure initiatives Discovered in the early 1990s, the 92

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Carlota project is a 100 percent owned open-pit mine producing roughly 25 million pounds of copper annually. Located in Arizona, the mine has become the first copper mine designated and permitted under modern environmental legislation.

Since the inception of the mine, KGHM has been pursuing a goal of responsible environmental stewardship and excellent community relations. The company has implemented a mine-for-closure plan that follows suit with the Arizona environmental regulations which is permitted under the National Environmental Policy Act (NEPA).

MINING

“Mine-for-closure has always been a part of our plan and various parts of the facility were combined into that methodology,” says Dave Cook, general manger of Carlota.

According to the general manager, the infrastructure at the mine was built with the intentions it would be closed in the format of the regulation.

“One of the specifications was a partial back fill in lieu of building extra waste dumps. Other plans included visual issues and waste dump reclamation, including putting a cover and exclusionary capping on our leach pad.”

As the life of the mine winds down,

the company is extremely proud of the work it’s done at the site.

“We have an opportunity to set a standard that will serve the company well because as we permit other facilities, it’s important to be able to say we’ve done it before and that we can be successful,” says Cook.

“We’re going to have our challenges as we close things but we’re going to be responsible and what we say we’ll do in our permit documents, we’re going to do.”

Environmental and Community relationships KGHM International is actively

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“

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K G H M I N T E R N AT I O N A L

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involved in its surrounding communities and the environment.

The company supports the local community both financially and with donations of employee time.

KGHM has donated funds to repair and reopen the Miami Community Pool as well as supporting a variety of programs for the elderly, such as Meals on Wheels. The company is also a member of the 2012 Pinto Valley Road clean-up team.

As part of its commitment to Carlota, the company has developed and maintained a Zero Impacted Water Discover operating plan for the mine.

The plan includes actively recycling and managing storm water runoff for construction activities and in mining operations. Water conservation is a big portion of the plan as Carlota purchased lower quality water from local sources to replace some of the fresh water used in its operations.

“From a zero discharge perspective, it’s made us more environmentally sensitive as an operation and it’s also allowed us to make better use of a resource, which in the past, may have just become a

waste product,” says Cook.

“The initiative has also made everyone on site be more environmentally responsible. They’ve understood the situation and the value of taking care of things.”

The company was able to exceed expectations of the zero discharge plan by exceeding the amount of water it was required to “put back” into the environment to mitigate for water taken from wells for use in mining operations.

In addition, KGHM also took initiatives to support and partially fund the cleanup of the Gibson Mine located in near the Carlota mine. Although the mine isn’t part of the company’s portfolio, KGHM took action because the company believes it’s important to be a responsible neighbor.

Employees Having experienced and sound employees has been vital for KGHM. The company strives to cultivate a company culture that both drives employees and gives them the freedom to make the right decisions.

“We started out with a deliberate effort to build a culture here focused

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on a high level of environmental and safety standards,” says Cook. “In order to do that, we needed to make sure communication was a key factor in all levels of the organization.”

And it has been. The success of the Carlota mine is placed squarely on Cook and his team of employees, which have been able to demonstrate responsible mining by working together and keeping an open dialogue between employees.

“We’ve worked really hard to make more people aware of what’s going on in all facets of operations, allowing them the ability to contribute on all levels. This includes communication between departments and crews. We want everyone to communicate so everyone can contribute positively to this effort.”

Safety is another vial aspect of what KGHM succeeds at. The Carlota mine achieved a 2012 Total Medical Injury Frequency Rate of 1.8 compared to the average US 20121 Incident Rate for Open Pit Metals Mines of 2.34.

“We really focus on giving our people the freedom to protect their own safety,” says Cook.

“By doing so, if they see something in the field that’s unsafe, they have the ability to shut it down or modify the situation to make sure things are done safely.”

He adds, “Communication was one of the key things we valued here at Carlota.”

The success of Carlota and its responsible mining plan is one part initiatives and two parts execution.

Company Information KGHM International Ltd. operates mines in Canada, the USA and Chile and is currently constructing the Sierra Gorda coppermolybdenum project in Chile. We are advancing the Ajax project in British Columbia as well as the Victoria project, our newest discovery in Sudbury, Ontario, Canada. We are a wholly owned subsidiary of KGHM Polska Miedź S.A., focused on growth in copper.

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ArcelorMittal Mining Can

World Class Performance

Steve Wood of ArcelorMittal Mining Canada G.P. discusse expansion project at its Mont-Wright mine, including major improvements and future plans to be best in class Written by: Robert Spence

Produced by: Aaron Wells

nada G.P.

es the company’s successful r investments, continuous

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MW Mine avec sautage 100

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Expansion projects in the mining industry are no easy task.

Successfully implementing new objectives into operations requires the successful planning, integration and execution. Under the helm of Steve Wood, ArcelorMittal Mining Canada G.P. is currently perfecting the skill.

Founded in 1957, ArcelorMittal Mining Canada G.P. is the largest mining division of the multinational

corporation, ArcelorMittal. The company has become the leading supplier of iron ore and steel in Canada, producing approximately 60 percent of the country’s total production.

Expansion of the future ArcelorMittal Mining Canada G.P. currently operates two large openpit mines: Mont-Wright Complex and Fire Lake.

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Located in Quebec (Canada), The Castech-Plessitech Group is a young, dynamic and experienced team that contains over 200 employees. Since 1931, Castech-Plessitech is present in many sectors such as : Mining, Aluminum, Pulp and Paper, Industrial, Hydro and Wind energy.

Up to 9 axles lowboy traile r; capacity of 175 000 lbs.

With its added value manufacturing services – engineering department, ferrous castings up to 40 000 lbs in all types of alloys and irons, machining of parts, welding, assemblies with lifting capacities of 100 tons, screw conveyors, finishing and painting, overload and wide load transportation, installation on site – The Group is unique. All those services are offered with excellent sales and technical support, available 24/7.

CASTECH Metallurgy inc.

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418 338-3171 418 338-5930 castech@castechinc.com • www.castechinc.com

819 362-6315 819 362-6970 plessitech@plessitech.com • www.plessitech.com

Since 1994, The Castech-Plessitech Group has delivered many dippers up to 79y3 in many continents: North and South America, Asia, Europe, Africa. Our dippers have demonstrated superior performances in terms of availability and fill factors, and unequaled durability in all types of mining operations and climates. Moreover, The Group offers core exchange program for dippers and buckets. We also produce the usual replacement parts for excavation dippers and shovels: lip assemblies, lip-front assemblies, lower doors and complete doors, door latch mechanism components (latch lever and latch bar), liners, bushings and pins, hydraulics and mechanicals snubbers, G.E.T. & Shrouds, hammerless C-Clamp systems, Ripple Liner PLUS , track shoes, drive tumblers, idlers, racking, etc.

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With our vast expertise in metallurgy, Castech has developed many types of ferrous alloy that offer superior performance to abrasion wear and impact.

We are proud to produce many wear parts for some of the most used crushers & mills that meet or exceed OEM’s specifications: concaves, mantles, jaws, hammers, crates, feed chute liners, etc. The Group offers installation on site.

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CASTECH Metallurgy inc.

PLESSITECH inc.

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819 362-6315 819 362-6970 plessitech@plessitech.com • www.plessitech.com

SUPPLIER PROFILE

THE CASTECH-PLESSITECH GROUP

Located in Quebec (Canada), The Castech-Plessitech Group is a young, dynamic and experienced team that contains over 200 employees.

Since 1931, Castech-Plessitech is present in many sectors such as: Mining, Aluminum, Pulp and Paper, Industrial, Hydro and Wind energy.

The Group is unique because of its complete value added manufacturing services: •

Engineering Department

•

Ferrous castings up to 40 000 lbs in all types of alloys and irons

•

Machining of parts

•

Welding

•

Assemblies with lifting capacities of 100 tons

•

Screw conveyors

•

Finishing and painting

•

Overload and wide load transportation

•

Installation on site

Website: www.castechinc.com – www.plessitech.com

A R C E L O R M I T TA L M I N E S C A N A D A is a highly systematic operation comprised of an open-pit mine, an ore crusher and concentrator facility along with a train loading system.

The mine is linked by a companyowned rail to the Port-Cartier industrial complex. Located roughly 55 kilometers from Mont-Wright is the Fire Lake mine. Because of the high demand for iron ore, the mine has become an additional deposit for the ArcelorMittal to operate at.

In 2011, the company undertook one of the largest expansion projects in Quebec. The project, which was completed last year, entailed expanding infrastructure at the Mont-Wright mine to increase production from 16 to 24 million tons of iron ore by end of 2013.

“We hit the run rate of 24 million late last year in November and things look good to make 24 million again this year,” says Steve Wood, president of ArcelorMittal Mining

MINING

Canada G.P. He continues, “It’s pretty phenomenal to get those rates right after an expansion project. It’s an exciting time in terms of expansion and maximizing benefit of our investment.”

Part of the latest expansion involved the commissioning of new spiral lines and a concentrating plant with additional upgrades to the railway and port in Port-Cartier.

Wood believes with a few minor improvements ArcelorMittal can reach an even higher production rate. “We can see a day where with a few minor tweaks we can go above name plate capacity,” says Wood.

Overall, the expansion project included: • Commission of new spirals line at concentrator • New trucks and maintenance shop operational • Additional rail sidings completed • New concentrator completed

“Our job here is to get world class levels of performance in every aspect of the business in terms of productivity, maintenance, and reliability of equipment” – Steve Wood, President of ArcelorMittal Mines Canada w w w. a r c e l o r m i t t a l . c o m

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Founded in 1952, Hewitt Equipment Limited is the authorized Caterpillar Dealer for Quebec, Western Labrador and the Maritime Provinces in Canada. Hewitt has the expertise to deliver the world’s largest mobile mining equipment and act as a partner to help customers achieve success in their projects. Hewitt also provides the following services: • Assessment and continuous improvement: Hewitt’s mining experts perform a wide range of evaluations on site, while assessing processes and operational performance, enhancing productivity measures and identifying gaps and areas of improvement.

• Best practices implementation: Hewitt and Caterpillar have developed throughout several decades of field experience an outstanding portfolio of best practices, in areas such as Maintenance & Repair, Application Component Life and Service Contract Management.

• One stop shop: Hewitt achieves important synergies, leveraged by the supply of the largest variety of mining equipment and parts, volume discounts, processes optimization, and the access to a large pool of expertise and technical resources.

Hewitt, Service par Excellence +1 514-6303100 Visit our Website: www.hewitt.ca

A R C E L O R M I T TA L M I N E S C A N A D A • New stacker-reclaimer and shiploader in commissioning • Concentrate production exceeded 2Mt in December 2013 • Shipments of 1.987 Mt in December 2013 • Costs benefiting from scale The province of Quebec is benefiting from the expansion as well. Income taxes and mining rights revenues will account for over $3 billion, which will assist the government through 2039. Quebec will also profit from increased export capacity of goods overseas, consolidation of the mining sector in general and community development.

Job creation in Canada is another benefit of the expansion. Over 8,000 jobs were created during the construction of the project and another 600 permanent jobs

MINING

have been implemented since the completion of the expansion.

Investments To get the project rolling ArcelorMittal has invested significantly to the tune of $1.6 billion, including an array of new equipment and technology to expand the production rate and increase efficiency.

“We purchased new equipment; hired additional people; increased our processing capacity; added another large line, increased our capacity for concentrate by 50 percent, and put in a new processing mill and more spirals,” Wood continues, “We also purchased 13 Caterpillar 797 400 ton trucks to assist in moving larger volumes in less time.”

The 400 ton trucks are equipped

“It’s pretty phenomenal to get those rates right after an expansion project. It’s an exciting time in terms of expansion and maximizing benefit of our investment” – Steve Wood, President of ArcelorMittal Mines Canada w w w. a r c e l o r m i t t a l . c o m

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A R C E L O R M I T TA L M I N E S C A N A D A with an 18-step staircase to reach the driver’s cabin with each truck being utilized to transport crude iron ore to a breaker where it will undergo its first transformation.

According to Wood, part of the expansion also included investing in its rail line to streamline production.

The company railway transports iron ore concentrate from Mont-Wright to Port-Cartier and is renowned throughout the North American rail industry for its reliability and innovation.

“We also wanted to amplify the capacity of our rail line so we purchased more locomotives and

SUPPLIER PROFILE

MINING

cars, extended some siding that allows us to haul more to port, expanded our capacity to load ships by putting in a new ship loader and stacker as well as a modified conveyor. The future is all about cycle times and reliability,” says Wood. “We want to replicate what we’ve done in the past. We have some of the smartest people in the industry.”

Along with acquiring the best equipment possible, technological investments were also made.

“We’ve installed the best available technology in terms of planning, dispatching of equipment at mines

SOUCY

The introduction of this long family history journey began May 7, 1931, when Mr. Adelard Soucy clears itself a ground of Témiscouata street in Rivière- du- Loup, in order to install its smelter. It manufactured at that time , seamers crank to seal the lids of home canning. Two to three employees then specialized in machinery repair.

Website: www.adelardsoucy.com

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A R C E L O R M I T TA L M I N E S C A N A D A

MINING

and monitoring progress on a daily, hourly and real-time,” says Wood. “We’re in the process of perfecting it. We know where we can be and we’re working towards it.”

Continuous improvement According to Wood, ArcelorMittal is continuously looking to improve in all phases of operations.

“Our job here is to get world class levels of performance in every aspect of the business in terms of productivity, maintenance, and reliability of equipment.”

With the expansion completed, daily records show potential in system for further growth in: • First sustain 24Mt and chase the “shifting bottleneck” to maximize system potential • Incremental investments for debottlenecking

SUPPLIER PROFILE

Port Remorqueurs

PORLIER EXPRESS

Established on Québec’s North Shore since 1953, Porlier Express offer different services such as: terminal operations, stevedoring, railcar transloading and heavy equipment services. From our installations located at Mont-Wright, Labrador and various ports (Sept-Îles, Port-Cartier and HavreSaint-Pierre), our local and specialized teams offer you direct or intermodal integrated solutions adapted to the specific needs of the region and the industries (mining, smelter, petroleum and chemical).

With Porlier Express, you can be assured of peace of mind ! www.porlier.com (418) 962-3073

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We are a dynamic company specializing in industrial and commercial electricity Kilotech Control Inc. is the prime contractor or subcontractor in collaboration with various partners trust. As electrical contractors for over 30 years, we are able to achieve a complete product into electricity through our multidisciplinary team, while ensuring the complete satisfaction of our customers.

Our reputation is that of a company that meets the initial conditions and timing of contracts awarded. Business confidence, Kilotech Control Inc. strives to continuously improve its standards and remain leaders from different donors item.

We are able to perform electrical work, instrumentation and control, work line, high voltage and fiber optic, our company offers a full range of services that adapt to specific customer needs, regardless of the size of the project.

CHICOUTIMI

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180, RUE NAPOLEON SEPT-ÎLES, QUEBEC G4R 3M5 TEL: 418-968-3006 FAX: 418-968-4009

www.kilotech.net

A R C E L O R M I T TA L M I N E S C A N A D A as required: • Mt Wright mine optimization, Fire Lake expansion (richer ore) and crusher debottlenecking • Rail winter reclaim capability, long train capability, additional sidings • Additional conveyor capacity at port • Significant cost benefits from scale • Potential to expand beyond 30Mt at low capital intensity The company believes over time, with various improvements, the expansion has the potential of producing 100 million tons a year.

Wood comments, “We believe there’s an opportunity to do even better. By applying some world class management techniques, training and improving productivity, we think we can hit

SUPPLIER PROFILE

MINING

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KILOTECH

We develop, import and distribute a full assortment of scales to service all types of scale dealers, under the Kilotech brand name. Furthermore, we also carry other quality brands such as Tanita. We focus solely on weighing and measurement products, allowing us to concentrate on a more personal level in servicing our dealers’ needs. Our front line team is ready and able to answer any questions you may have regarding weighing and measurement products. After all, they’ve combined over 50 man years of sales experience and 40 man years of technical support experience between them. We have an established network of distributors across Canada and the U.S. Website: www.kilotech.com

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PROVIDING SOLUTIONS, CREATING VALUES Applied Industrial Technologies provides solutions and creates value for customers. We supports the manufacturing and maintenance operations in every industry segment. We offer technical expertise, repair services, and a complete offering of Bearing,

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A R C E L O R M I T TA L M I N E S C A N A D A a higher rate of potentially 27-28 million tons and eventually more”.

He adds, “Going forward, we’re continuing to work out the bugs so we’re more reliable and consistent in our production.”

ArcelorMittal Mining Canada

MINING

G.P. is continuously striving for excellence and accomplishes this by employing initiatives to not only reach their goals, but exceed them.

With the help of employees and extensive training, the company is leading a number of teams

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Rock-solid litigation expertise At De Grandpré Chait, we advise our clients at every stage of the litigation process before all levels of court in Canada. Whether a case goes to trial or is resolved through arbitration, mediation or negotiation, our experienced lawyers are committed to helping clients achieve the solution that best resolves the dispute at hand.

Our expertise extends to a vast array of contentious issues, such as: • Construction claims and litigation • Commercial disputes • Insolvency and financial restructuring • Debt collection • Insurance and liability

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A R C E L O R M I T TA L M I N E S C A N A D A in processes for operational excellence. According to Wood, “it helps engage employees. They’re the ones with the ideas and know how things need to run. We want to take their suggestions and implement them. We’re going to

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do some retraining, reorganization of work and work methods so our productivity is best in class and everything is running consistently.”

Though the company can’t control certain things, such as ore grade, it still provides superior service in

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From pit to port Helping our clients realize maximum value from their investments

Our extensive experience in the iron ore industry includes: mining, crushing, beneficiation (gravity and magnetic), flotation, fines agglomeration, pelletizing, and sintering; rail, port, materials handling and feed and product blending; process and logistics dynamic simulation; market studies, and process optimization.

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A R C E L O R M I T TA L M I N E S C A N A D A everything it can control.

“We’re benchmarking ourselves in terms of equipment availability, utilization, productivity workforce and best practices,” says Wood.

“We can’t change the ore body but we plan on being world class in everything we can control.”

The company works toward

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ambitious goals, including their zero-thirty-thirty goal. Wood explains that this goal, “entails zero harm, 30 million tons a year and 30 dollars a ton. It’s an aspiration we work every day on. That’s what our operational excellence teams are doing – identifying the potential and engaging teams to achieve it. We

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Expanding the horizon with the highest quality railway products.

We supply new, relay and reconditioned track material for all of your track construction and maintenance needs.

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A R C E L O R M I T TA L M I N E S C A N A D A don’t think we’ve reached our potential yet.”

Transforming tomorrow As a leading supplier of iron ore, ArcelorMittal is also committed to setting global standards for future generations.

The company strives to provide the leadership, quality and sustainability that will transform tomorrow’s steel and mining industries for the better. ArcelorMittal’s focus on sustainability reaches far beyond just Canada and the company is firmly committed to minimizing its environmental repercussions.

The company has developed a sustainable development policy aimed at maintaining its international leadership position and being a strong advocate of Towards Sustainable Mining (TSM), a Mining Association of Canada (MAC) initiative.

In doing so, the company works to implement corporate Environmental Management System in line with ISO 14001; actively communicate and cooperate with governments, the public and communities of interest; and reduce greenhouse gas emissions. The company’s commitment to sustainable development derives from five fundamental principles: health and safety, profitability, improvement, commitment, and respect.

It’s as simple as that.

MINING

Company Information INDUSTRY

Mining

ArcelorMittal is the world’s leading steel and mining company.

Guided by a philosophy to produce safe, sustainable steel, it is the leading supplier of quality steel products in all major markets including automotive, construction, household appliances and packaging. ArcelorMittal is present in more than 60 countries and has an industrial footprint in over 20 countries.

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The NWT & Nunavut Chamber of Mines

The voice of the Northern mi exploration industry Written by: Robert Spence

Produced by: Aaron Wells

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THE NWT & NUNAVUT CHAMBER OF MINES The NWT & Nunavut Chamber of Mines is leading the charge for responsible mining operations in Canada’s Northwest Territories and Nunavut as well as providing socioeconomic, community and safety commitments Located in Canada’s North, the NWT & Nunavut Chamber of Mines is the voice of the Northern mining and exploration industry. Since 1967, the association has served companies operating in the NWT and Nunavut, supporting and leading the way for responsible and sustainable mineral exploration and development in the region.

The Chamber of Mines acts as the point of contact for the NWT and Nunavut mining industry. The organization researches current issues, arranges meetings, and assists in organizing special events, including the annual Geoscience Forum, theNunavut Mining Symposium, NWT Mining Week, and the Chamber’s Annual General Meeting.

As a result, the Chamber of Mines is leading the charge for responsible mining operations in northern Canada as well as providing socio126

October 2014

economic, community and safety commitments.

Membership The mining industry has been instrumental for the economy of the NWT and Nunavut. It has, and continues, to provide significant training, employment and business opportunities as well as contributing infrastructure to each territory.

The Chamber of Mines is comprised of over 500 influential individuals and companies including some of the biggest names in the mining industry. Members of the organization include producing mines, exploration companies, a variety of service and supply companies including drilling and aviation firms, expediters, prospectors and a wide range of consultants. The Chamber offers members privileged connections to the growing mineral sectors.

Being a member of the Chamber of Mines provides a wealth of benefits. According to the association’s website, “membership in the Chamber allows you to keep tabs on what is going on in the mineral industry. The Chamber

MINING

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C O M PA N Y N A M E

publishes monthly newsletters and also emails news items to members.

If you are engaged in any business in the North, you need to know what’s going on in mining and exploration or you’ll miss out on some exciting opportunities. All northern business, no matter how big or small, or what your focus, is directly or indirectly tied to a healthy and vibrant mining industry, something the Chamber of Mines promotes every day.

Socio-economic, community and safety commitments

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The Chamber of Mines actively works to improve the health, safety and environment of the Canadian mining industry through collaboration. The organization has cultivated a group of individuals and companies to lead its Northern Mine Safety Forum (NMSF) in sharing health, safety and environment (HSE) best practices and lessons, cooperating with members on common health and safety challenges, and engaging with external stakeholders on common industry issues.

SECTOR

According to their website, “the group is underpinned by the common understand that HSE sharing is for the greater benefit of everyone in the forum i.e. keeping our coworkers safe).”

The NMSF supports this objective through numerous initiatives which have been agreed upon by the signatories of the Memorandum of Understanding .

This includes participating and contributing to regular group meetings, conference calls and actions/updates agreed by the group between meetings; maintaining a professional level

of courtesy and respect towards members of the group and guests; treating information shared by participants as confidential; and using information shared by participants in the forum only with the intent of improving HSE. The NWT & Nunavut Chamber of Mines also works to assist the industry in developing its most profitable assets. As of 2012, there are five operating mines in NWT and Nunavut - The Ekati, Diavik and Snap Lake diamond mines, the Cantung mine which produces tungsten, and Nunavut’s first w w w. m i n i n g n o r t h . c o m

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THE NWT & NUNAVUT CHAMBER OF MINES

gold mine in several years, the Meadowbank mine.

The goal of NWT and Nunavut’s resource exploration industry is to complete diamond drilling programs as quickly and cost effective as possible due to the huge cost around diamond drilling in the North. To assist, the Chamber launched its own 130

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workshop to provide valuable information and knowledge to the industry.

According to their website, “The “Alternative Diamond Drilling in Permafrost/Arctic Conditions” workshop was hosted by the Chamber of Mines in Toronto in 2013. This innovative program focused on issues and

MINING

Company Information

challenges to drilling for resources in the Arctic.

The workshop brought together experts in the diamond drilling industry with direct experience operating in the North. The goal was to discuss the latest innovations around operating in Arctic conditions, and possibly derive new ideas for piloting and/or testing these technologies.�

With the NWT & Nunavut Chamber of Mines at the helm, the mining industry in Canada has a bright and supportive future ahead of itself.

The NWT & Nunavut Chamber of Mines, which continues to serve companies operating in the NWT and Nunavut, has been the voice of the Northern mining and exploration industry since 1967. Its goals are to promote the industry and the North to Northerners, Canadians, and the world at large. It continues to speak out on industry opportunities, concerns and issues. It advises governments, investors, the media, educational institutions, and the public on industry positions and initiatives.

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Transport Matte

1 to 100, and Beyond

The transport company that started with a single truck has industry thanks in part to the hard-working family behind it Written by: Kevin Smead

Produced by: Michael Magno

s become a leader in the transport t all.

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C O M PA N Y N A M E

T

ransport Matte started with one truck, purchased by HervĂŠ and Monique Matte in 1951.

They had a contract to transport forest residue to the Donnacona paper mill in Quebec. More than 60 years and 100 trucks later, the company is in its third generation of family ownership and continues to grow.

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How has this family-run business remained strong for more than half a century?

According to owner Melany Matte, the company’s success comes from a number of factors, all stemming from a company culture of hard work.

Like Rings in a Tree In looking at the company’s history,

SECTOR

there are several big milestones, much like the rings of the trees Matte sometimes transports.

In 1955, two more trucks were added to the fleet. However, everything was operated from the Matte home. Monique took care of accounting and dispatch as well as cooking the drivers’ meals they would eat at the family house before

leaving for another trip. Hervé was mostly on the road to find new clients in addition to working on the weekends as master of ceremony to make ends meet.

The company continued to grow in the 1970s, adding more trucks to meet the needs of its customers.

The couple’s children also decided at that time to join the company w w w. t r a n s p o r t m a t t e . c o m

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founded by their parents. However, tragedy struck and in 1981, Hervé died. In wanting to carry on the business, his 4 children took over.

“They had a lot of obstacles to overcome,” Matte said, “but they succeeded because of their great efforts and the company continued to grow.”

During those years, between 1981 and the early 2000s, different companies were formed by family members to meet other needs and comply with regulations of that time. In 2006, all merged together to form Transport Matte Limited.

“Since 2004, I and two of my cousins have been ensuring the continuation of the family

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T R A N S P O R T M AT T E business,” Matte said. “Even with Transport Matte becoming a bigger company—we have 120 employees now—we’re still a family business and our operations reflect that spirit.”

24/7 Service—Literally Transport Matte has not only succeeded because of its work ethic, but also the company’s strong commitment to providing the best service to its customers, every time.

“Our mission is to maintain our

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leading position in the bulk transport of forest residues by meeting the needs of our customers with service that exceed expectations and staying abreast of their specific transportation needs,” Matte said.

The company operates in Quebec, Ontario, and the Canadian Maritimes. They have a diverse fleet of trucks and trailers that serve a number of different industries.

“We have a fleet of 100 trucks and 190 trailers in different regions,” Matte said. “This allows

S U P P LY C H A I N

us to quickly serve our customers regardless of their location.”

This commitment to service also includes always being on call when a customer may need something.

“We have good and diversified equipment which allows us to be flexible and have a very short response time,” Matte said. “We’re also open 24 hours a day, 7 days a week, so there’s always someone on the phone who can quickly answer any question or address any problem for the client or the driver.”

In the end, it’s all about doing the best work they can for the customer.

“Service is what matters most to us,” Matte said. “Our team makes all the necessary efforts to make sure the clients always receive the number of loads they ask for and that it’s delivered on time.”

Driving Success While the family plays a major role in the company, its drivers and maintenance crew are equally important. The company takes a very personal approach when it comes to its employees, making its growing business still seem small.

“All of our drivers have their

assigned truck,” Matte explained, “so they don’t need to share it with anyone else.”

Also, drivers are supported by a top-notch maintenance team who are always working to ensure the trucks are cared for and maintenance is preventative rather than reactive.

In addition, the company works to create a culture that people want to be a part of.

“As a family business, we have human management and consider our employees as part of our success,” Matte said. “They know that we’re always there to help them in any way. Even if they have personal problems, we’re always there to listen.”

60 More Years?

In 2011, the company celebrated its 60th anniversary and is continuing to improve and grow, including taking a more high-tech approach to transport.

“We have invested a lot in recent years to use new computer systems to improve our competitiveness and service,” Matte said. “For example, we’re now developing a w w w. t r a n s p o r t m a t t e . c o m

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T R A N S P O R T M AT T E

new dispatch program to meet our specific needs. We’re also finishing installing GPS tracking systems in every truck so our dispatchers can know at all times where our trucks are and better distribute them on the territory we serve in order to respond more effectively to our customers.”

Adaptation is key, as the market is quite a difficult one to be in.

However, Matte sees that more as a chance to excel rather than be hindered.

“The wood market that we’re in is not growing—it’s actually been going down since the crisis in 140

October 2014

2008,” she explained. “It started with a wood crisis which was followed up by the financial crisis. This challenges us to innovate more and diversify our operations in order to maintain our position on the market.”

The company is constantly looking for the best employees and to seize opportunities that could lead to furthering its growth. In the end, though, it all comes back to the family.

“The hard work of all our family members has made us what we are today,” Matte said. “Our family has always considered the well-being of

S U P P LY C H A I N

Company Information INDUSTRY

Transportation HEADQUARTERS

Quebec, Canada FOUNDED

1951 EMPLOYEES

120

the company, its clients, and employees before themselves. We’re all very committed to the company and we put all necessary efforts in place to ensure its longevity.”

In pondering longevity, one might wonder what Transport Matte might look like in another 60 years. Melany Matte believes the company has found new life and stands at the beginning of a bright future.

“Right now, we’re in the third generation of the company’s business,” she said. “I would say it’s bringing a breath of fresh air to everything. We bring new ideas and solutions to improve our operations and service. We’re taking the company and hoping to continue it for another 60 years.”

For a company where one truck has become 100, there’s no telling what 100 might become.

REVENUE

20 Million

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Big Guns Energy Service

Big Guns Energy Services is Integration of GeoContainme the Canadian Oil Sands

With an emphasis on science and implementation, BGES i a new generation of natural resources development.

Written by: Ian Hanner

Produced by: James Gilligan

es (BGES)

s Leading ent Evaluation in

is an energy services company for

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BIG GUNS ENERGY SERVICES (BGES)

H

eadquartered in Calgary, Alberta, Big Guns Energy Services (BGES) believes in applying science to prevent environmental and financial disasters while improving safety conditions.

The company, formerly known as Big Guns Perforating & Logging, was established in 1996 by Bill Darling and Duncan McPhedran, with McPhedran now serving as President and Chief Financial Officer. Their primary zone of operation is in the Canadian oil sands and unconventional resource plays where the company offers 144

October 2014

“full service business integrating professional consulting and field services, with a special focus on caprock GeoContainment projects.�

BGES had gone through major changes since 5 years ago when there was a drastic change in the business environment. With the low natural gas price and a trend of horizontal wells replacing vertical wells, there are less wells being drilled, therefore less services to be done by a conventional wireline company. In 2009 when the financial crisis hit, the business climate has turned more difficult.

Tight credit, accompanied by

E X P L O R AT I O N W O R L D

continuous downwards pressure on pricing together with a constant climb in labour cost, it was a highly competitive market. In order for the business to stay on top, BGES have taken the niche market approach and continuously evolve to cope with the “new norm.”

Speaking to Dickson Lee, the Chief Executive Officer and Chief Technical Officer for Big Guns Energy Services (BGES), you get the impression that this is a company that places tremendous emphasis on their employees. To Lee, putting employees first is the most solid, strategic policy the company could

implement and one that leads to far greater success.

“We basically look at people as the greatest asset to our company,” Lee said. “When there are no people, the company does not exist. We’re only here because of our people and when you look at a consulting, engineering and service business, expertise basically comes from people. That’s why we see people as our biggest asset in the company.”

He went on, “In our business, equipment will depreciate over time. Therefore, we put our people first because this is the only asset that will appreciate in value if you w w w. b g e s . c a

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BIG GUNS ENERGY SERVICES (BGES) spend the time to invest, develop and retain them. An outstanding team can adapt to a dynamic business environment in today’s ever-changing world. With highly adaptable people, the company can quickly and intelligently respond to changing market conditions as proven in the past few years.”

Gaining experience and becoming a valuable part of the company is something Lee can personally relate with. He joined the company in 2004 to bring focus on the technical

side of log quality control, log interpretation and casing vent flow analysis. Lee gained a seat on the board of directors in 2007 and was appointed CTO in 2010, a position he held while he established a Geoscience & Engineering division with an emphasis on streamlining and integrating caprock GeoContainment testing. Lee became CEO in 2013.

“My main goal is to unleash the full potential of our GeoContainment business, which represents 80 percent of our annual revenue

“Seems like regulations are increasing as fast as the demand.”

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“Working harder together to provide quality solutions for the transportation industry.”

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E X P L O R AT I O N W O R L D

today,” he said. “With the number of caprock failures in the oil sands and collapses in salt caverns in recent years, subsurface reservoir GeoContainment became critical for public safety and environmental responsibility.”

He added, “The science for GeoContainment exists, but is often challenging to apply and implement.

The challenge not only comes from the science or theories, but from applying the science in a real-life application such as the harsh oilfield environment with many uncontrolled variables. We have an in-house team of technical experts and specialized operations personnel that work synergistically to bridge this implementation gap.”

Lee is serious about wanting to grow the GeoContainment business. The company recently invested about $1 million to build a geomechanics lab after identifying a lack of such facilities in the area of operations. Lee noted that BGES had heard of companies sending cores across the border for testing because of the lack of facilities in place in Canada.

“We saw a gap in the marketplace:

there are civil engineering geomechanics labs, but not too many are specialized in testing for the petroleum industry. There are some fundamental differences between the two different focuses: Testing soils from 10 meters below ground might have a different process than 200 meters. [For example], working with and preserving cores from deep below ground is also much more challenging [and] the petroleum service industry works 24/7. Urgent means yesterday, not next week.”

Very few service companies today have a focused target market to maximize their growth potential.

Most find their businesses lack a competitive edge because they are too diversified - Spreading their resources too thin on too many business lines or markets seems to be a common problem. BGES has taken the target market approach seriously. Lee added, “We don’t try to appeal to the mass, we only focus on a distinct group of clients, people with similar values and a problem that we can help them solve.”

According to Lee, BGES isn’t ready to stop growing. The company w w w. b g e s . c a

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BIG GUNS ENERGY SERVICES (BGES)

plans to double the lab’s capacity over the next year and grow their fleet size by over 50 percent in the next two years while doubling the size of their technical team in the next three years.

BGES is focusing on several areas to achieve these growth plans. The company periodically performs talent gap analyses to identify key areas where new employees and the expertise they bring to BGES would benefit the organization’s long-term 148

October 2014

growth. This new talent will prove especially crucial as the company tries to merge its reputation for operation excellence with qualityoriented professional service known for technical capabilities and expertise.

BGES also intends to increase the capacity and expand the capabilities of the geomechanics lab.

“Coming up on the horizon, we are anticipating an increase in oil sand projects delineation and potentially

E X P L O R AT I O N W O R L D

more stringent regulatory requirements, thus creating a high demand for core testing,” Lee said.

“We also see a high demand in cavern storage, salt cavern waste disposal and governmentinitiated carbon capture and sequestration (for greenhouse gas reduction). These are different applications, but all require a diligent caprock integrity, or GeoContainment, study. Therefore, we will be investing in expanding our lab’s capability to capture these target markets.”

He added, “Besides the geomechanics lab, we are also investing much time and resources in expanding out geomechanics modeling capacity due to a high market demand.”

BGES intends to streamline field operations through development of multi-purpose testing equipment and teams to improve costeffectiveness on site. Having less equipment on site also significantly reduces the company’s environmental impact.

That idea leads right into one of the last ways the company plans to achieve its strategic growth plans: through greater implementation of its Continuous Improvement Program.

“We are constantly looking for opportunities to improve and streamline our operations based on feedback from operators, supervisors, and field managers,” Lee said. “We will be investing resources into making this program official and expand it to encompass all other business areas.”

Company Information INDUSTRY

Oil and Gas Field Services HEADQUARTERS

Alberta FOUNDED

1996 EMPLOYEES

~100 REVENUE

~$15 million

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Houston

Canada Inc. Houston Canada Prepares for Growth

Director of Operations Guy Miquelon discusses the Houston family of restaurants and their plan for company and franchise growth in Quebec and beyond Written by: Laura Close Produced by: James Hayes

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HOUSTON CANADA INC.

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n order to reach its full potential, sometimes a restaurant chain needs to evolve with the changing times. When Canadian restaurant chain Houston Steak and Ribs came under new ownership in 2008, a change was in order to take the chain in a new direction and to the next level.

“We felt that Houston Steak and Ribs was a good brand, but that 152

October 2014

the market was going to change,” says Guy Miquelon, Director of Operations at Houston Canada Inc. “We felt that the casual dining market would soon be less about specific menu items, like steak and ribs, and more about an environment or an atmosphere – a place where people could gather and enjoy themselves amongst friends.”

To meet this new zeitgeist in the

FOOD DRINK & FRANCHISE

culinary world, Houston Steak and Ribs was transformed into the chain known today as Houston Avenue Bar & Grill. “We’re still food focused, but we focus just as much on atmosphere and events to create more of a style of restaurant – not just a style of food, but style as far as the atmosphere,” says Miquelon.

Under this new identity, Houston is taking Quebec by storm and

preparing for even further growth in the near future.

On a Track Toward Franchise Growth In the past eighteen months Houston Avenue Bar & Grill has been working aggressively to cement its corporate presence in the large urban markets of Ontario and Quebec, opening three new w w w. h o u s t o n r e s t o . c o m

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HOUSTON CANADA INC. restaurant locations across Quebec with plans to turn focus toward Ontario later this year. The company has also recently launched its first spinoff – INDUSTRIA, a casual dining concept with a focus on Italian cuisine – with its first opening in Montreal’s Griffintown.

“We decided to create a second concept because often we have opportunities to open in certain markets or certain shopping centers for instance, and our second concept would be more suitable for 1737.09 - Houston Bar-Grill AD_Layout 1 17/09/2014 10:11 AM Page 1

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that space,” says Miquelon. “Now we can seize opportunities to open up and have two different brands depending on what would be best suited for that spot.”

With these opportunities before it, Houston Canada Inc. is laying the groundwork for potential franchise partnerships in order to more effectively expand into more suburban markets. “In the larger markets, like Montreal and Quebec City and Ottawa it’s more of a corporate presence we’re trying to

FOOD DRINK & FRANCHISE

achieve,” says Milquelon. “We feel that in smaller cities it’s important to have a local owner, somebody who’s in the community.”

To best achieve a successful transition from only corporateowned locations into a franchise business model, Houston Canada is looking for potential franchise partners ready to take an extremely active role in running their location.

“We don’t want a franchise partner that’s absent – we need a person to be hands-on to operate the store,” notes Milquelon, noting that the brand plans to be particular and selective in choosing just the right

partners to take their business in just the right direction. “So we’re looking for franchise operators – that’s very important to us – and we’re also looking for franchise partners that will blend into a culture quickly.

That’s also very important.”

Consistency Through Expansion Whenever a restaurant chain expands, it is critical that the company makes every effort to keep its quality standards uniform throughout each location. Houston Canada understands this, and strives for consistency as it grows throughout the region. w w w. h o u s t o n r e s t o . c o m

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HOUSTON CANADA INC.

“We try to go through one major distributor to supply all our products – that’s our ultimate goal,” says Milquelon. “We partner up with national suppliers so that, if we do open in another province or a different area, they’re able to accommodate our needs there as 156

October 2014

well. Our suppliers are partners, they help us with our business to make us more efficient.”

Branching Out No one can know what the future holds – but at Houston Canada Inc, one thing that’s certain is that the

FOOD DRINK & FRANCHISE

Company Information INDUSTRY

Food HEADQUARTERS

Quebec FOUNDED

2008 EMPLOYEES

600 REVENUE

$80 Million

future will be full of growth as Houston Avenue Bar & Grill continues to build out in the Ontario market and sets its sites on further provinces. As the brand transitions into its franchise model phase, while continuing to strengthen its brand identity from a core corporate level, the sky is the limit.

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