Business News July 2012

VOLUME 27, NUMBER 7, 0834-2012

JULY, 2012

IN THIS ISSUE:

•All about transportation •A look at the labour market

Contents IN THIS ISSUE Business News is a monthly publication of the St. John’s Board of Trade.

Reproduction of any material contained in Business News is permitted provided written approval from the St. John’s Board of Trade.

Articles and criticisms are invited, but opinions expressed by contributors do not necessarily represent those of the St. John’s Board of Trade.

We encourage you to support the business leaders whose names and products you see advertised in this issue as well as throughout our entire membership. The Board reserves the right to edit submissions.

Editor: Printed by: Layout:

Alisha Morrisey British Group of Companies Roxanne Abbott

ST. JOHN’S BOARD OF TRADE EXECUTIVE Steve Power Denis Mahoney Sharon Horan Kim Keating Jo Mark Zurel Paul Janes

Chair Senior Vice-Chair First Vice-Chair Second Vice-Chair Immediate Past Chair Secretary-Treasurer

COVER STORY

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CHAIR’S MESSAGE FEATURES

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KEEPING CURRENT MEMBERSHIP

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UPCOMING EVENTS

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BOARD OF DIRECTORS Dallas Mercer Andrea Brocklehurst Wayne Bruce Heather Bruce-Veitch Lynn Sullivan Karen McCarthy Dorothy Keating Des Whelan

STAFF Nancy Healey Jennifer Chaytor

Lori Coleman Margie Davis Alisha Morrissey Shannon Lewis-Simpson

Wanda Palmer

Jackie Bryant-Cumby

Chief Executive Officer Manager of Finance and Compliance Business Affairs Manager Sales Manager Policy Research Analyst Manager of Policy and Communications Director of Sales and Member Fulfillment Member Relations Administrator

St. John’s Board of Trade 34 Harvey Road P.O. Box 5127 St. John’s, NL A1C 5V5 Canada Tel: (709) 726-2961 Fax: (709) 726-2003 E-mail: mail@bot.nf.ca Website: www.bot.nf.ca

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Cover Story Looking forward, moving upward

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ecord Breaking Growth St. John’s International Airport continues to reach new heights.

2011 marked another year of record breaking passenger traffic at the Airport as it served 1.4 million passengers, a 4 per cent increase over the previous year. All signs point to continued growth at one of Canada’s busiest airports as the economy continues to soar.

Planning for the Future As the premier gateway to and from the province, the Airport plays an important role in contributing to the economic growth of the region. Annually, the Airport generates 7,700 personyears of employment, contributes $400 million to GDP and produces $80 million in taxes to all levels of government as a result of its operations. To support the continued growth of the economy, St. John’s International Airport is investing approximately $200 million into its infrastructure over the next 10 years.

This capital improvement program has been designed to meet three strategic objectives: to ensure the Airport’s facilities have sufficient capacity to meet the existing and anticipated growth in passenger and aircraft traffic to the year 2020; to provide airport facilities that meet the highest standards related to safety, security, and environmental sustainability; and to enable the expansion of services that will deliver an outstanding airport experience for all air travelers.

Construction has commenced. A new access road is currently being built to the Terminal Building. This 2-lane highway will be capable of handling additional vehicular traffic and will open towards the end of this year. The current Terminal Building will be expanded to double its current size in order to accommodate the 1.9 million passengers anticipated by the year 2020. Improvements will include more food and beverage options in the Terminal Building; more comfortable seating areas; a larger pre-board screening 2

area; an expanded baggage/ arrivals area; additional passenger loading bridges, providing comfortable access to the aircraft; additional gates to accommodate more aircraft; and a greater area for overnight aircraft parking. There will also be more parking available for vehicles, including passenger, rental and employee parking.

In addition to the expansion plans, construction will begin this summer on the Airport Authority’s Accessibility Project. This $26 million project, funded jointly between the Airport Authority and the Government of Newfoundland and Labrador and Government of Canada

through Canada’s Gateways and Border Crossings Fund in support of the Atlantic Gateway and Trade Corridor Strategy, will support the installation of a Category III Instrument Landing System by NAV Canada on the Airport’s primary runway.

When operational at the end of 2013, the Airport’s usability will significantly increase during low visibility conditions resulting in a more reliable transportation system at Newfoundland and Labrador’s premier gateway. Throughout the construction phase, the Airport Authority July 2012

remains committed to continued communications with its stakeholders and the public on the progress of the project and any potential impacts to air travel through traditional media and its website and social media channels.

Enhancing the Passenger Experience Although the growing demand for air travel has necessitated the need to expand the Airport’s facilities, the infrastructure improvements that are being made keep the passenger experience top of mind. Through its participation in the worldwide Airport Service Quality Index survey programme, the Airport is able to benchmark itself against other airports from around the world in order to assess how its efforts to create an outstanding airport experience compare with other airports.

Currently, St. John’s International Airport is ranked #7 in the world (for airports in the 0-2 million passenger category) for overall passenger satisfaction. Through these surveys, along with its passenger advisory panel comprised of frequent travelers and through regular consultations with stakeholders, the Airport Authority is better able to understand the investments that need to be made to its facilities and services in order to exceed passengers’ expectations of an airport experience. This communication and collaboration will surely result in an enhanced facility that the entire community will be proud to call their own.

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Chair’s Message a cHaNgINg LaboUr markET

Chair, Steve Power

Help wanted signs line the streets in our province and thousands of job ads have been posted in the last year.

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n this province there is an excess of work in all kinds of businesses that isn’t getting completed because we don’t have enough available workers.

Whether in restaurant, retail, construction, IT or finance, I’ve heard several stories about local companies actually having to turn down work opportunities because they just don’t have enough staff.

This is why my colleagues and I at the St. John’s Board of Trade were surprised at the negative reaction to a story about temporary foreign workers which hit the airwaves last week.

We were surprised because we all heard the concerning news several months ago that retirements and our growing economy meant that there are not enough people in this province to fill the 80,000 jobs projected to open up in the next 10 years.

Our population tree is upside down according to the most recent census and

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we can’t possibly change our demographic part of our future. Let us also use this time situation on our own. to train the next generation – todays kids As I write this we’re celebrating senior’s who will be tomorrow’s economic engines. month and refugee week in this province.

We need a bigger more diverse The fact that this province now recognizes population; we need skilled trades, but also the need for these events highlights how big thinkers. our population landscape has changed.

We need to work together – businesses, The average age in this province is now 44, government, unions, and educational according to the latest Census. institutions – to get as many people here We have to recognize the problems that working as possible by removing barriers will come with these demographics. to work. But we also have to accept that Part of the solution to the problem has to people have already and will continue be to welcome workers from other places to come here from other places to help to help us meet labour market shortages us get the work done. Our members and build on the existing opportunities for have welcomed some of the 2,000 or so our province. temporary workers in this province into But the immediate reaction to hiring their businesses. These local employers from outside the country was, “Why can’t have put months into selecting the right workers person for from here do their opening, these jobs?” going through Ò ThereÕ s nothing simple about It’s a good an arduous our labour market problem so question, but applications one with a process and have we must realize there wonÕ t be complicated proved that they simple answers either.Ó answer. could not find a There are local person to lots of do the job first. reasons 13 They’ve found, per cent of the people in this province are not only reliable, ambitious workers, but out of work. new colleagues and friends.

For some, it’s the cost or availability And if those workers want to stay in this of childcare. For others, it may be a place, where we are all so lucky to live, transportation issue, work is too far from we should be glad to nominate them to the home. What if taking a low-wage job permanent immigration system because meant losing the provincially funded drug diversity breeds innovation, economic card – that means sacrificing health for development and a powerful economy. work. And there are a host of other reasons Whether that’s 20 Greek concrete some people aren’t able to work. pourers, 40 Irish welders or 60 Philippine There’s nothing simple about our labour restaurant workers, all we should want to market problem so we must realize there say about these fascinating stories and their won’t be simple answers either. participants is, “welcome to Newfoundland We should be planting entrepreneurial and Labrador.” seeds in high schools, cultivating sharp, creative business minds in universities and colleges and sowing a knowledgebased economy that will long outlast natural resources like oil and minerals. Let temporary workers do the temporary work now, and let us open our workplaces and communities to immigrant workers and families who will most certainly need to be July 2012

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Feature getting there Newfoundlanders have always heavily relied on various modes of transportation to receive our goods and provide our services.

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s an island, interruptions and impediments in transportation, whether by road or ferry, leads to challenges and setbacks for businesses and consumers. Before the oil boom, and in the days before the cod moratorium, fisherman selling their fish to the mainland relied on the ferry or other marine transportation to deliver their product on time. The forestry industry relied on both marine and road transportation to bring their product across Newfoundland and also to the mainland. Today, the transportation industry continues to play a key role in the economic growth and development of Newfoundland and Labrador.

The current growth of the mining and oil sectors within our province is an opportune market for local transportation providers to assist in the development and economic prosperity present in Newfoundland. From the shipment of materials to and from mine sites in rural Labrador, to structural components and massive freight structures shipped to our province, the transportation industry is the nuts and bolts of our prosperous economy. A prime example of the importance of the transportation industry in Newfoundland is the ongoing construction of the Long Harbour Processing Plant. The varied amount of products and equipment required to construct this massive processing facility, 4

were all transported by road and water to and within Newfoundland.

With our increasing fleet size, Hunt’s Transport encourages and supports Newfoundlanders returning home to seek a career as operators and drivers in this vibrant economy. The transportation industry incorporates a diverse range of careers, requiring professionals with different skill sets, such as sales, dispatch, operations, safety, maintenance, and specialized drivers.

In recent years, the transportation industry has worked to improve and enhance the

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image of truck driving as a professional career. Safety is the number one concern and factor for Hunt’s Transport and our fleet, and is never compromised.

Hunt’s Transport Ltd, operating out of St. John’s, Newfoundland and Cambridge, Ontario, is proud to be participating in the growth of Newfoundland and Labrador.

Our diversified and specialized services offer warehousing, road & rail transport, marine solutions and logistical and project managerial team. Thinking creatively is where we excel.

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Feature asking the right questions throughout the years. Diamond Global has been in operation for 24 years.

Risk versus reward when hiring Temporary Foreign Workers

Q: How will the agency communicate with you once the candidates have been selected?

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ere are the essential questions you need to ask – and the answers you should hear – when deciding whether to work with an international recruitment agency to hire temporary foreign workers. Ethical recruiters are out there and want to help you make the right connection between you and your new employee. However, there are also unethical recruiters out there, who know that you, the employer assume all the legal responsibilities for the workers, meaning they walk away scot free if something goes wrong.

Question: Does the agency charge/ require any fees overseas in relation to the position? These include but are not limited to processing fees, agency fees, document preparation fees, etc.?

Answer: It is unethical and in most provinces, illegal to charge fees to an individual seeking employment in Canada.

The term “fees” includes anything whatsoever related to obtaining a job in Canada.

Employers who engage the services of an unethical recruiter put their businesses and brand at risk. Employers can be charged criminally and face hefty fines or imprisonment if the employee was charged fees prior to entering the country. As questions like “How much does the candidate pay?

What are the charges for?” to sort the ethical from the not-so-ethical recruiters.

Q: Does your agency have references of past clients that can attest to the professionalism of the organization? Can you provide me with contact information for a client you worked with and things didn’t go as planned, but you were still able to deliver what they needed?

A: Verbally verified references from a client who had direct experience with the agency is your best indicator of whether or not they can deliver on promises. Ask questions about service delivery, communication and response time, screening process and quality of workers. Ask for

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A: The biggest frustration for business owners is lack of communication with the agency. Find out how you will be kept abreast of progress of your workers and any delays that may arise.

the names of clients’ companies, how long they have been in business, and how many foreign workers have actually arrived in Canada. There are many new companies identifying the need for international business recruitment, and start the company without the experience necessary to conduct a strategic, successful foreign recruitment program for your company.

Q: What are the fees and timelines for this kind of recruitment? How much do you charge per candidate?

A: Unethical recruiters may provide unrealistic timelines and unrealistically low fees.

Typically, to fill a lowerskilled position, industry standard fees are about $2,500 per candidate. Fees for higher-skilled workers and journeymen can range between $3,500 to $7,500. A fixed price for all skill levels, or an unusually low fee should raise red flags. This is usually a strong indicator that the candidate is shouldering the bulk of the fees.

Different source countries have different processing times for workers. Processing times for the Philippines are six to eight months. Any shorter timeframe should also raise red flags.

Q: How long has this agency been in operation?

A: Agencies that have survived the recession have obviously built relationships and have adhered to the laws July 2012

Other things to remember: Ask if the agency is licensed with all provincial governing bodies and the Immigration Consultants of Canada Regulatory Council (ICCRC).

Ask specific, detailed questions about the agency’s screening process.

The agency should provide a clear understanding of what they’re doing to find the right candidate for you. For example, Diamond Global has recruitment offices worldwide where local recruiters source and screen the candidates abroad. A second interview is conducted with Canadian staff to ensure the right fit. Many recruitment firms are no more than resume factories with little screening.

Ask if the agency does any language testing, skill testing, document verification and reference checks.

Ask if you will have the opportunity to interview the candidate yourself via Skype.

Agencies should ask you questions too.

They should ask about your business culture, what your needs are for the position, but also what you’d like to see in a worker. They should have a formal process to determine what your needs are.

Shane McClafferty is the Eastern Canada Director of Business Development for Diamond Global Recruitment Group. For more information about international recruitment, visit www.diamondglobal.ca or call 1-888-934-0029 ext. 234 5

Feature ambassador column Ashley Power-Stack

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ince my term as an Ambassador began in January 2011, I have thoroughly enjoyed working alongside the other Ambassadors, who day-to-day work in very diverse fields. From entrepreneurs to employees of large enterprises, the Ambassador Team represents the breadth and depth of the greater St. John’s business community.

The program is rewarding in that it provides a forum to contribute meaningful ideas, organize behind the scenes, and attend many of the innovative events that the Board of Trade offers. It has also offered an opportunity to fully understand the many benefits of Board membership including how the Board advocates to all levels of government, assists with issues affecting business and provides access

(networking) opportunities to member businesses. As Ambassadors, it is our role to enhance the delivery of the Board’s programs and services.

I highly recommend the Ambassador Program and look forward to meeting YOU at the next Board of Trade event!

Ashley Power-Stack is a Manager at Power Boland Chartered Accountants.

For further information please contact Ashley at (709) 579-1069 or visit www.powerboland.ca Power Boland has moved! We couldn’t be more thrilled to serve our clients at our new location: 84-86 Elizabeth Avenue, Suite 101 Regatta Plaza II St. John’s, NL A1A 1W7

Being successful is more than knowing a good thing when you see one.

It’s knowing when to invest in it.

The essential link between capital and emerging opportuntites

www.nlangelnetwork.com 709 726 2961

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Feature ambassador column Joyce Randell y first term as a Board of Trade Ambassador was in 2006 after moving back to St. John’s following six years of working on the province’s west coast.

At that time, I wanted to re-establish my involvement in the professional community through an organization that truly “makes a difference.”

The St. John’s Board of Trade and particularly its Ambassador Team proved to be the perfect fit, so much so, that when my career path changed and I joined the British Group in 2010, I immediately knew the best opportunity to once again represent the company’s and my own community interest was to seek a second term on the Ambassador Team.

British Group is a long-term member of the St. John’s Board of Trade and fully supported and encouraged me in this decision.

Whether you are a seasoned professional or just starting out in your business career the benefits of becoming involved in the

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Board as a member, as an Ambassador, or both are endless from; networking opportunities, keeping your company in the know on what’s happening politically, having a voice, and professional workshops, to meeting new friends and like-minded professionals.

The St John’s Board of Trade exists to support and enhance the business community, and companies who believe that “knowledge is power” have come to rely on the expertise of the Board and its team of professionals to keep them in the know.

For myself, the second time around has proven to be equally rewarding, creative, and enjoyable.

Joyce Randell is Director of Charitable Gaming with the British Group for more information about any of British Group’s divisions including its Commercial Print Division you can contact Joyce at joyce. randell@britishgroup.ca or visit www. britishgroup.ca.

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Feature boards as leaders Leadership is not demonstrated when boards focus on the past, ask for information after too much time has passed, and does not hold the CEO accountable for poor performance.

Boards can be leaders or followers.

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t takes time to develop the leadership role of a board and a clear understanding of the difference between governance and management.

Monitoring The best boards know what needs to be monitored, when and how details will be monitored, and the processes at their disposal if the information does not match expectations. The board identifies its risks, accounts for them and makes decisions when all information is provided. Whistle blowing is accepted and all efforts are made to prevent any form of corruption or wrongdoing. The board chair plays a major role in ensuring the board monitors value-creation and board processes.

Board Participation When the board is functioning in leadership mode, it refrains from micromanaging and rubber-stamping.

It identifies what it means to govern and holds the CEO accountable for management. There is robust debate at the board table, open communication with the CEO, and clear strategic directions set.

If the board names officers and committees, the roles and mandates are clearly defined and expected outcomes are delineated.

Red flags that the board is not leading include: • arriving at board meetings without knowledge of the agenda • sporadic attendance by board members • passing motions without consideration of the risks • more focus on the friendliness of the boardroom than on effectiveness • unwillingness to question each other or the CEO, and • willingness to vote on motions without complete knowledge.

Brenda Kelleher-Flight, President, GDP Consulting Inc. Abstaining from these behaviours requires the board members to lead by engaging in ethical practices.

Ethical Practices Boards are leaders when their members put their personal interests aside and focus on the needs and desires of the shareholders and primary stakeholders. The board members note when their personal interests conflict with the policy directions of the board and refrain from trying to convince the other members to make decisions which will satisfy their own selfinterest.

Red flags in this area are observed when board members do not disclose selfinterests, do not advise the board of a conflict of interest, and do not maintain a ‘win-win’ philosophy in all their dealings.

Management Accountability Boards which practice excellence in governance expect management to account in real time. The board is focused on valuecreation and value maximization. It knows when it wants information, the details expected, the margin of error tolerated, the format of information, and how variances are highlighted.

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Selecting the best board chair and board members The board chair needs to understand the value-creation process, possess leadership traits, be able to separate governance from the management role, and see the big picture.

It is essential that members possess an independent mindset, are dedicated to the mandate of the board, can allocate the time to do the work of the board, avoid any form of groupthink, and demonstrate inclusionary practices.

Red flags are visible when board members do not read materials, attend meetings sporadically, and form splinter groups. The board chair is more concerned with being liked or getting through the agenda than in the legacy the board is going to leave.

Boards can be leaders. It does take work and dedication to ensure that outcomes are identified, evaluations occur, and corrective action is taken in real time.

Brenda Kelleher-Flight President, GDP Consulting Inc. www.gdpconsulting.ca

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Feature being responsible on the road In the coming weeks tens of thousands of people across Newfoundland will host parties, go camping, head out fishing or golfing, or take part in any number of other activities we associate with summer.

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n almost all every case, those occasions will involve beer or another alcoholic beverage. As a company making some of that beer, we are grateful for the support.

But we also know that in some situations, people will get in a boat or jet-ski, or drive their vehicle or quad after having a few drinks. It is important to remember we all have a responsibility to try to prevent that from happening.

At Labatt, we want to be the best beer company in a better world. A big part of that means taking a lead role in promoting responsible enjoyment of our products.

We are committed to promoting moderate consumption, stopping underage drinking, and preventing drinking and driving.

Labatt was the first Canadian brewer to launch a moderation program and the first to launch a “near-zero” alcohol beer.

We pioneered partnerships with local law enforcement, transit commissions and other organizations across Canada to promote consumer safety. Bar owners, managers and staff, as well as retailers all do their part by asking for identification, recognizing signs of impairment and ensuring people don’t drink and drive.

In the past, many responsible use campaigns focused on the consequences of drinking and driving. Graphic pictures of twisted car wrecks, somber police officers knocking on doors, lots of flashing blue and red lights, etc. Those ads could be shocking and sobering, but they didn’t necessarily educate. A couple of years ago we introduced our “Make a Plan” campaign. It focused on prevention by offering ideas, tips and suggestions for drinking responsibly and avoiding potentially risky situations. More recently

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Wade Keller we launched “Take the Pledge.” It is a campaign that asks people to take personal responsibility for their actions by signing an on-line pledge that they won’t drink and drive. So far, about 10,000 people have signed up.

Although there are still far too many accidents where alcohol is a factor, research shows Canadians are acting more positively and more and more are taking specific action to ensure they stay safe after drinking alcohol. The message that drinking and driving do not mix is getting out.

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You may ask; why would a company that sells beer ask people to consume it in moderation? We do it because we believe it is our place to be a leader in alcohol education.

We appreciate people supporting our company, and if we can play a role in making sure our products are used safely then we should do it.

Don’t misunderstand, we want you to enjoy our beer, but more importantly we want you to do it in a responsible manner and for many years to come.

So as you take part in everything that Newfoundland has to offer this summer, from Canada Day to the George Street Festival and countless other events, remember; Don’t Drink and Drive.

If you want a little more motivation, please visit: www.facebook.com/ labattdrawtheline .

Cheers, and have a great summer!

Wade Keller, Labatt Corporate Affairs

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Keeping Current poLIcy maTTErS Labour pains Board members recently met with Federal Minister of Immigration Jason Kenny about two partial solutions to the labour market issue: access to temporary foreign workers and enhancement of the provincial nominee program. Immigration is certainly not an issue which the province has focused on in the past, but the challenges of the current labour market mean that we must allow for multiple options to remain competitive. Your Board is becoming very familiar with the processes of immigration

in all forms across different jurisdictions, to advocate on your behalf and be better positioned to take advantage of the tremendous opportunities that are currently available.

The new federal employment regulations may also provide some relief to the labour crunch by better connecting available and skilled workers with meaningful employment in their trades, and thereby lessening the need for temporary foreign workers. The Board agrees that people should always benefit financially by

E and B Travel Service

Travel Professionals International dwinsor@tpi.ca http://www.tpiworldwide.com/eandbtravelservice/ St. John’s, Newfoundland, Canada 10

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accepting suitable employment and that the employment needs of residents should take priority over the hiring of temporary foreign workers. This is especially true concerning seasonal industries, like the fishery and tourism.

Opportunities lost?

We want to hear your stories about how the current labour shortage is affecting your business. The St. John’s Board of Trade has launched a Labour Market Task Force to help find solutions for our members’ businesses in this time of great opportunity. We’re looking to talk to members about whether they’re in need of labour, specific skills, and what the negative impacts of those needs are.

We’re getting reports that members are turning away business and making other adjustments to their business plans because of labour or skills shortages.

Tell us your story and help us come up with solutions to the province’s biggest business challenge. Contact Policy Research Analyst Alisha Morrissey at 726-2961 ext. 5 or via e-mail at amorrissey@bot.nf.ca Get engaged The St. John’s Board of Trade would like the membership to get engaged in a submission to the province’s Core Mandate Review. The purpose of the review is to identify current best practices and innovative approaches to deliver government services more effectively and efficiently.

In a statement to the media, Finance Minister Tom Marshall said that he would like to hear from all stakeholders who use government programs and services.

“The Provincial Government has set a goal of reducing the province’s net debt per capita to the all-province average within 10 years. To accomplish this, we must ensure that resources are allocated to those areas considered high priority to the people of Newfoundland and Labrador. As such, I encourage all residents to participate in this process. Every idea is valued and all responses will be carefully considered before final decisions are made.” continued on next page...

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Keeping Current policy matters The results of the analysis are expected to be implemented as part of Budget 2013.

Individuals and businesses are welcome to make individual submissions to government via mail, e-mail, or an online form. The Board welcomes ideas and suggestions from its membership about business-related priorities to create an informed and comprehensive submission on your behalf.

To make submission to the province directly, please visit www.gov.nl.ca/ consultations. To contribute to the Board of Trade’s submission, contact Shannon Lewis-Simpson, Manager of Policy and Communications, at 726-2961 ext. 3 or by e-mail at slewissimpson@bot.nf.ca

specifically around labour pressures.

Major project spending in this province is approaching $8 billion this year – double the level of two years ago.

Long Harbour, Terra Nova maintenance and work on the Hebron project are the main drivers behind this investment.

Labrador alone will see $1 billion in spending on projects this year with the potential for $16 billion worth of projects in this year’s inventory.

The labour market challenges in this province have driven up average wages by nearly 25 per cent over the last five years to a level slightly above the Canadian average. However, we still haven’t reached peak employment, which is expected between 2015 and 2017. The labour pools in the Atlantic provinces will further constrict with Halifax ramping up a major shipbuilding contract at the same time.

Planning for future success Municipally, the Board has submitted a policy paper to the City of St. John’s voicing our opinions of the municipal plan review (read online at http://ow.ly/ bE6HK). This ongoing review will determine the regulations which will shape the City for the next 10 years.

The Board’s submission focused on the importance of complete neighbourhoods – a community-oriented approach with easy access to the things you need to live, work, and play – and the need for progressive, economic development policies to encourage business and development in our city. During this period of unprecedented growth, the City of St. John’s now has the opportunity to evolve into a thriving, successful city for the long-term.

If you’d like to have further say in what your future city should look like, you can contact the clerk’s office of the City of St. John’s directly.

APEC’s predictions for the future APEC’s Major Projects Inventory for 2012 was released recently and it includes good news for this province (read online at http://www.apec-econ.ca/).

The inventory talks about the 357 major investment projects ongoing in Atlantic Canada worth a record $100 billion. About half of that number is as a result of work going on in this province. However, certain challenges come with this good news,

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Feature #diversification The words business diversification tend to bring to mind images of the corporate swashbuckler extending into businesses otherwise unrelated like burgers to information technology (IT).

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erek Sullivan, vice-president of Atlantic Data Systems (ADS) is focused, however, more with the mutual synergies diversification brings.

With years of experience in IT consulting, Derek Sullivan has managed to turn ADS from a boutique Accpac firm in St. John’s which was acquired by zedIT in 2007 into Atlantic Canada’s premier mid-market managed IT services provider with additional offices in Halifax, Moncton, Saint John, and London, Ontario. Sullivan,

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also a former vice president at zedIT’s consulting division, made the news again in June 2011 with the acquisition of Fundy Computer Services, another IT services provider based in Nova Scotia and New Brunswick.

When asked about the factors behind ADS’s diversification, Sullivan responded that creating synergies through mutual competencies and customer value was paramount. “We saw in Fundy Services the perfect ally in our strategic plans for growth. Not only did it allow us to strengthen our foothold in Atlantic Canada, the acquisition gave us the potential to offer a wider range of value-added solutions and services from one partner to meet the specific needs of small and mid-sized businesses seeking to grow.”

Diversification through organic growth is a palpable hallmark at ADS. Initially providing only Accpac and related services, ADS expanded their ERP

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product set and became a certified SAGE Extended Enterprise partner and added a growing Managed IT Services and IT Hardware practice for clients. Today ADS is Atlantic Canada’s largest provider of SAGE ERP 300 for small-and mediumsized businesses. According to Sullivan, diversification has paid off tremendously for ADS. In the past four years, the company’s revenue has grown tenfold.

Sullivan offers advice on how small to medium sized businesses can diversify, suggesting that entrepreneurs need to think strategically and have a long-term vision.”

It took us two years to find the perfect acquisition partner (Fundy Services),” he said. He added that choosing not to go into greenfield sectors carried less risks but the same amount of diligence and strategic thinking is required. “Spend time on your business and have a clear idea on where you want to go,” he advises.

- Matthew Yong

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Diversified and Inclusive Workplaces

Diversified and Inclusive Workplaces Diverse and inclusive workplaces value and respect the differences in employees.

Diversity is not solely an ethnic or cultural issue.

Diversity and inclusiveness is about more than culture. It includes diversity of age, race, and life experiences.

Managing diversity within an organization does not require a high level of investment. It’s more about a shift in mind-set, the implementation of processes and a value-based approach to the company culture.

The Benefits of Diversified and Inclusive Workplaces 1. Increased adaptability: Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas.

2. Broader service range: a diverse collection of skills and experiences (e.g. languages, cultural understanding) allows a company to provide service to customers on a global basis. It helps a business to communicate and build relationships with a customer base, which reflects the target, age as well as connecting with the market on a cultural basis. It is important for businesses to have employees who are able to connect with others from their own countries on a language, custom or business protocol level.

3. Variety of viewpoints: a diverse workforce that feels comfortable communicating varying points of view provides a larger pool of ideas and experiences. The organization can draw from that pool to meet business strategy needs and the needs of customers more effectively.

4. More effective: companies that encourage diversity in the workplace inspire all of their employees to perform to their highest ability. Company-wide strategies can then be executed; resulting in higher productivity, profit, and return on investment.

As the economy becomes Source: Diversity in the Workplace: Benefits, Challenges and Solutions by Josh Greenberg @ increasingly global, our http://EzineArticles.com/11053 workforce becomes increasingly diverse.

Organizational success and competitiveness will depend on the ability to manage diversity in the workplace effectively. Diversified and inclusive workplaces bring a range of competitive advantages to a business.

Embracing diversity gives you access to a much wider talent pool. The large numbers of extremely skilled and experienced global job seekers means that you are able to find the very best match for a position with your company.

DID YOU KNOW

Businesses that promote an inclusive and transparent culture will enable employees to be much more engaged, helping improve productivity while decreasing absenteeism and staff turnover.

Diversified and Inclusive Workplaces

and 1. Focus on common goals

Establish a common vision that transcends employee differences and encourages working towards a common goal

2. Remove ‘us’ and ‘them’

Don’t draw lines between different populations within the organization

3. Communicate to your employees the importance of sustaining an inclusive culture

Emphasize the benefits an inclusive environment brings, like enhanced productivity and a more harmonious work environment

4. Emphasize behavioral expectations that will foster an inclusive environment

Communicate regularly with team members on their ability to work effectively as a diverse team and discuss possible areas of improvement

5. Recruit with inclusive values and behavior in mind

Aside from skills, knowledge, and experience, notice the attitudes and behaviors which new employees may bring to the organization

6. Orientate new employees

When bringing new employees on board, clearly define organizational values and expected behaviors at the start.

Encourage current employees to welcome and help new employees settle in

7. Seek out perspectives of team members of different profiles

Diverse groups provide greater variety of insights and experiences. Encourage full participation and involvement by all employees.

8. Address biases and intolerable behavior promptly

Behavior that is offensive to other employees should be addressed immediately

9. Provide opportunities for employees to increase understanding and interaction with each other

Provide opportunities for employees to bond on common interests. Some things which you can do include:

10. Be a role model

Walk the talk and practice what you advocate

• organize regular employee lunches bearing in mind dietary restrictions due to cultures or religions • organize informal activities to help employees interact • celebrate special holidays of employees, and encourage them to share their respective cultures to facilitate understanding between colleagues

Source: Adapted from Managing Workplace Diversity - A Toolkit for Organizations: Creating Inclusive and Harmonious Workplaces @ http://www.mom.gov.sg/Documents/employmentpractices/WDM/Workplace%20Diversity%20Management%20Tookit%20and%20Manager's%20Guide.pdf

Keeping Current board of trade week

Members learned to give a quick elevator pitch, build confidence and some even made deals at our popular new event. Look for our next speed networking opportunity in our events pages.

Speed networking was a huge hit allowing our members to pitch to one another in two minute intervals.

Work-life balance was on the table in our second of three lunch ‘n‘ learns about how to become an attractive workplace.

The audience at the Holiday Inn was all ears as Tim Powers told us a bit about the federal, provincial political relationship post “goose egg.”

9OUR 3UCCESS IS IMPORTANT TO US #ALL

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July 2012

Business News

Keeping Current board of trade week

Seamus O’Reagan received a standing ovation by our membership after talking about Newfoundland and Labrador’s culture, heritage and reputation at our luncheon at Uptown.

Cathy Bennett – our 38th president in 2007 – spent her year focusing on building relationships between the Board and membership. Bennett was also integral in the lobby to get the province to issue an energy plan, which it did near the end of her term.

Siobhan Coady – our 24th president in 1993 - was the youngest president of the St. John’s Board of Trade. Coady helped the Board launch the Business Excellence Award program, pushed the federal government to take a stake in Hibernia and helped convince the province to build the Outter Ring Road.

Our final lunch ‘n’ learn on the topic of becoming an attractive workplace talked about the changing labour market and international recruitment with Diamond Global.

Business News

July 2012

17

Feature wHaT yoU mISSEd

B

y the end of Jamie King’s recent talk to our membership, more than a few of the 100 members in attendance thought, “I’d like to work in an office like Verafin’s.”

The corporate culture at Verafin is certainly unique. After all, not many businesses can boast about having more Nerf guns per person than any other office in the city – or probably the province. But King talks proudly about the high-five line that’s mandatory with each employee’s first sale and the gong that’s rung with each additional sale.

At Verafin there are no walls, no doors, and no offices – the boss works out in the open in four or five person pods with everyone else. Skype-esque TV screens link all 120 workers locally and in the Alabama office in real time all day. Whiteboard wallpaper allows employees to share ideas and brag about meeting sales goals by colouring in silly cartoons drawn by creative staffers. Small rewards like Dairy Queen ice cream or Starbucks coffee cards are distributed when your co-workers tell the boss you’ve done something that personifies the company’s core values of caring, teamwork and innovation.

King says keeping it fun helps keep his employees, but also builds a better sales product.

“It didn’t take long to realize that the product has to be good but the people

have to be better,” King told our membership, adding that the way to a great sales team is all in the approach. “You don’t manage people. You lead them.”

Verafin started as a small local company with a unique product – software that protects banks and other financial institutions from fraud. King’s marketing approach was simple – start small, focus on specific clients and build the company by knocking down proverbial bowling pins; one at a time.

Rather than chasing deals around the world, King focused on credit unions in Newfoundland and Labrador. The next bowling pin was Atlantic Canada’s credit unions, then Canada’s credit unions.

Verafin now services 250 credit unions across the country and he’s working his way into the United States market. With more than 7,000 banks in the States, King is using his systematic approach to grow slowly but surely.

The company has been given heaps of praise and awards recently for momentum, growth, great HR practices, and leadership, including the St. John’s Board of Trade’s overall Business Excellence Award for 2011.

Good reads:

Verafin has a large book budget and as a learning organization offers a library to employees. Check out some of these recommended reads from Jamie King.

The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer The Hp Way: How Bill Hewlett and I Built Our Company Crossing The Chasm: Marketing and Selling Disruptive Products to Mainstream Customers FISH! A Proven way to Boost Morale and Improve Results Great By Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All 18

July 2012

ÒÒ An An organizationÕ organizationÕ ss ability ability to learn, to learn, and and translate translate that learning that learning into into action action rapidly, is rapidly, is the the ultimate ultimate competitive advantage.Ó competitive advantage.Ó ÑJÑJa a ck ck Welch Welch

Business News

Feature past presidents

Fraser Edison, a two-term president in 1998 and 1999, was recently awarded his past president’s pin. Edison continues to be an active volunteer and is president and CEO of Rutter.

Ray Dillion – our president in 2006 – shared laughs while receiving his past president’s pin from current Chair Steve Power.

Dillion helped the Board launch the Newfoundland and Labrador Angel Network during his term as president and is now chief sales and marketing officer for Clear Risk.

Edwin Hussey was our ninth president in 1978. In his term there was a huge focus on tourism and business growth in the St. John’s region. Hussey is now retired.

David French was our 15th president in 1990. French helped develop a venture capital culture within the Board, helping finance young companies with nearly $3 million in investments.

Business News

July 2012

19

Membership Member News APPOINTMENT ANNOUNCEMENT

Shannon Lewis-Simpson New Manager of Policy and Communications at St. John’s Board of Trade

20

The St. John’s Board of Trade is pleased to announce the appointment of Shannon Lewis-Simpson as Manager of Policy and Communications. Most recently, Shannon has acted as Manager of Communications for the Hebron Public Review Commission. She says the experience was her first true foray into the business realm and found the issues and concerns of business both interesting and important.

Shannon holds an MA and PhD from the University of York, UK in Early Medieval Studies, specialising in cultural identity and ethnicity in the medieval north. Throughout the conduct of her research, Shannon has travelled extensively in Europe, working on archeological digs in Scotland, and once crossed the border between Estonia and Russia on foot – much to the chagrin of her eastern European travelling companions. She is an experienced editor and lecturer.

July 2012

She brings to the role years of experience in policy and communications. Second in command in HMCS CABOT Naval Reserve Division, she has been an officer in the Naval Reserve since 1992 and is working toward her command certification for minor warships.

Since joining the Board, Shannon has been engrossed in labour market issues and provincial legislation in the current sitting of the House of Assembly.

Shannon lives in Harbour Main with her husband of 10 years and two small children. When she’s not working she spends her time gardening, in outdoor pursuits, and working collaboratively on a number of academic publications and community projects.

Please join us in welcoming Shannon to the St. John’s Board of Trade.

Business News

Membership member news Thank you to our Ambassadors This is the time of year when we thank our outgoing ambassadors and welcome new ones.

The Ambassador Summer Social was held last month at the Sundance Saloon.

There wasn’t much sun for dancing, but that did not dampen the spirits in the saloon. We would like to extend a big thank-you to our outgoing Ambassadors: Ian Chaytor (Colour); Clare Barry (Avalon Laser Health); Joyce Randell (British Group); Steve Bastow (Investors Group); and Darrin Fitzpatrick (College of the North Atlantic). The Board of Trade welcomes our new Ambassadors: Jordan

Dicks (Murray Premises Hotel); Torrie George (Cal LeGrow); Julie Gorman (KBRS); Tzu-Hao Hsu (Bennett Group of Companies – The Business Suites); and Rob Bennett (Steers Insurance).

The Ambassadors provide a link to our membership, promoting the benefits of Board membership and encouraging members to participate in Board activities.

Five Board Members Profiled in Atlantic Business Magazine as “Ones to Watch” Atlantic Business Magazine says there’s a lot to brag about in Atlantic Canada, and

Business News

July 2012

we should all be keeping our eyes on some of our members, Jeff LeDrew (Jumping Bean), Dallas Mercer (Dallas Mercer Consulting), Tom Hickey (Wedgewood), and Mike Wahl (Definitions), all who have the “spark, drive and positive attitude to lead their teams steadily forward.”

Atlantic Business Magazine has profiled each of these entrepreneurs and their expanding businesses in their May/June issue www.atlanticbusinessmagazine.ca/ pdf/WellWorthWatching.pdf. continued on next page...

21

Membership mEmbEr NEwS Innovation rewards Are you or your company focused on innovative excellence? Are you creating amazing new technology in process or products? Then you may want to consider nominating your company for the 2012 Regional Awards for New Technology handed out by the Canadian Manufacturers and Exporters. Each year one award winner and two finalists are chosen and recognized for outstanding achievements in technology. Of the five regional award recipients, one is selected to receive the prestigious National Award for new Technology. Application deadline is Oct. 17, 2012 and more information on eligibility can be found at www. innovationinsights.ca

Best Places to Work in Atlantic Canada Some of our members have been highlighted as some of the best places to work in Atlantic Canada by Progress Magazine. The program was designed to recognize the best employers in the region – those who make it a priority to create better workplaces for their employees.

The Newfoundland Credit Union (#2), Premier Executive Suites (#3), Verafin Inc. (#7), Cox and Palmer (#10), Plato Consulting Inc. (#11), have all been named as some of the Best Places to Work in Atlantic Canada. Want to know they’re secrets? Visit http://www.progressmedia.ca Congratulations.

Provincial Airlines wins Inaugural Hello/Bonjour award Provincial Airlines Limited (PAL) has been awarded the first Hello/ Bonjour award from the Newfoundland and Labrador Francophone Economic Development Network (RDÉE TNL), in recognition of PAL’s continued efforts to provide quality services in French.

Provincial Airlines has delivered services in French since 1980 through bilingual flight attendants, customer service representatives and reservations agents.

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July 2012

Business News

Membership member news Regional communications firm opens Newfoundland and Labrador office Local location for MT&L opens MT&L Public Relations, a regional communications firm with clients throughout Atlantic Canada, has opened an office in St. John’s in response to client needs and opportunities. MT&L’s clients include private and public organizations, and sectors including energy,

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health, aerospace, natural resources, transportation, manufacturing, IT, life sciences, and financial services. As partners with Canada’s largest public relations firm, NATIONAL (www.national.ca), MT&L is able to rely on a national and international network to support client needs. Some of MT&L’s current Newfoundland and Labrador clients include Eastern Waste Management, Marine Atlantic Inc, Ford of Canada, Emera Newfoundland and Labrador, McDonald’s, WELY Health Inc, Insurance Bureau of Canada, and McInnes Cooper Law. The new office is located at 448 Water Street in St. John’s.

Province invests in NL Businesses Dynamic Air Shelters Ltd. in Grand Bank and Best Boy Entertainment in Mount Pearl received Provincial Government grants of $50,000 and $125,000 respectively to conduct staff training and improve operations and marketing.

“Providing small businesses with the support needed for skills development increases their capacity to develop new products and pursue new market opportunities,” said Innovation, Business and Rural Development Minister Keith Hutchings.

These grants were funded through the Provincial Government’s Workplace Skills Enhancement Program and the Business and Market Development Program.

Verafin named exporter of the year Verafin’s exponential growth in the fraud detection and anti-money-laundering software business, has garnered kudos from the provincial government.

Verafin has grown its client base to 850 recently and has received industry endorsements in 44 states. The Centre for Marine Simulation received the award for Distinction in Innovation – meant to acknowledge a group that shows leadership role in advancing the province’s innovative culture – at the government’s Export and Innovation awards.

Best Boy Entertainment, a Mount Pearlbased film, television and digital media company, were also honoured with the Innovation in Business award.

For more on Verafin’s secret to success see page 18 where we recap Jamie King’s recent speaking engagement at one of our luncheons.

You receive 150 full colour business cards courtesy of image4 inc.

Business News

July 2012

23

Membership industry news Economic outlook The city of St. John’s is enjoying unprecedented success as population and job growth boost the economy substantially.

The city is projecting a slight increase in the unemployment rate in 2012, but will also see an increase in employment overall.

Wages are projected to increase, although housing starts will slow slightly.

Highlights of the city’s economic update include: • Employment increased 4.5 per cent in 2011 • The labour force also increased 3.2 per cent • The unemployment rate decreased by 1.1 percentage points to 6.6 per cent • Personal income was up 7.7 per cent in 2011 • Retail sales increased 6.5 per cent to $3.46 billion • Since 2007, annual real non-residential building construction investment in the St. John’s CMA has increased by 93 per cent from $118.4 million to $228.1 million • Housing starts increased 5.9 per cent to 1,923 units, the highest level since 1975 • As of July 1, 2011 the population of the St. John’s CMA was 196,222 – the highest level ever recorded For more from the report please visit www. stjohns.ca

with technology companies and the development of new Arctic research tools and equipment with commercialization potential.

Up to $1 million is available for business-led R&D projects that relate to a wide range of research topics including concept engineering, model testing, and prototype development through to field trials and demonstration projects.

Business-led proposals will be accepted at any time. Detailed information about

Contract Awarded for Phase Two of the Energy Innovation Roadmap To help identify opportunities to stimulate future innovation and strategic investment in Newfoundland and Labrador’s energy sector, Hatch Limited has been awarded a contract valued at approximately $158,000 to begin work on Phase Two of the province’s Energy Innovation Roadmap. continued on next page...

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New RDC Program Positions Province as Arctic R&D Leader The Research & Development Corporation of Newfoundland and Labrador (RDC) is launching a new $5 million, three-year program called ArcticTECH that will focus on strengthening Arctic-related research and development (R&D) capacity in the province. ArcticTECH will focus on investing in academic and business-led R&D that supports technology development for Arctic and other cold environments. Target areas for investment in academic-led projects will include technology-driven R&D awards that encourage start-ups, collaborative R&D 24

eligibility, submission requirements, and the level of R&D funding available can be found at www.researchnl.com.

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July 2012

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Membership industry news Phase Two will involve the development of specific roadmaps for the areas identified during Phase One. Hatch Limited will complete a roadmap for the areas of Onshore Wind and Transmission in Harsh Environments.

The Phase One report, released in July 2011, provided a detailed analysis of the province’s energy sector and innovation opportunities in several key areas including oil and gas, hydroelectricity, onshore wind, remote energy systems, and energy transmission. The report can be located on the Department of Natural Resources website at www.nr.gov.nl.ca/nr/ publications/energy/#reports.

New Appointments to Board of Directors Nalcor and NL Hydro Terry Styles, owner and operator of Appalachia Distributing Limited in Stephenville, has been appointed Chair of the Board of Directors of Nalcor and Hydro. He previously served as Chair of the Board of Governors for College of the North Atlantic. Allan Hawkins, Mayor of Grand Falls-Winsor, Leo Abbass, Mayor of Happy Valley-Goose Bay, and Erin Breen, a St. John’s lawyer and partner at Simmonds+Partners Defence, have been appointed members to the Board of Directors of Nalcor and Hydro.

Business News

Busy tourist season ahead The City of St. John’s is anticipating a busy tourist season this summer. The cruise industry is anticipating a potential recordbreaking season this year with 16 cruise ships bringing a total of 25,000 passengers and crew, which would be an increase in visitors of 64 per cent over 2011 totals.

Meanwhile, the province’s continued efforts in marketing this place as a tourism destination continues, racking up a total of 147 awards in the last five years. Since the

ads started running in 2008 non-residential tourism has increased by 8 per cent and tourism spending has grown 11 per cent. In 2010 more than 500,000 people visited this province – the first time ever reaching that benchmark, according to an in-depth look at the ad campaign in Atlantic Business Magazine.

Information about summer events can be found at www.stjohns.ca/cityservices/ events/calendar.jsp.

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Membership mEmbEr profILES The Canadian Association of Petroleum Producers (CAPP) represents companies, large and small, that explore for, develop and produce natural gas and crude oil throughout Canada. CAPP’s member companies produce more than 90 per cent of Canada’s natural gas and crude oil.

CAPP’s associate members provide a wide range of services that support the upstream crude oil and natural gas industry. Together CAPP’s members and associate members are an important part of a national industry with revenues of about $100 billion-a-year. CAPP has offices in St. John’s, NL, Calgary, AB, and Ottawa, ON.

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July 2012

Business News

Membership NEw mEmbErS Greg Viscount, General Manager 1315 Topsail Road St. John’s, NL A1B 3N4 P: 709-782-6244 F: 709-368-2260 gviscount@oceanchoice.com

boom I.T. group of companies Sean Kwekkeboom, President / Managing Partner 286 Torbay Road St. John’s, NL A1A 4L6 P: 709-739-8777 F: 709-739-8775 sean@boom.it.ca

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Upcoming Events JULy EvENTS bUSINESS mIXEr

Plato Consulting is looking forward to hosting a great networking event! It’s a summer patio cocktail party and they want you to come out and enjoy the last few dog days of summer. There will be hors d’oeuvres, cocktails and of course the opportunity to connect with prospects, raise your profile and generate fresh business ideas!

Where: When: Time: Cost:

Bowring Park Bungalow Wed., Aug. 15 4:30 p.m - 6:30 p.m.

Included as a benefit of your membership

St. JohnÕ s board of Trade annual golf Tournament brought to you by:

We’ll be at Bally Haly Golf and Country Club again this year, and we’re planning another fabulous tournament. If you are golfing we will be looking for the best colored team. We are asking each team to pick one color and then have everyone on the team wear as much of that color as they can – be creative and have fun with it! We will also be voting for Best Sponsored Hole so all our sponsors make sure you think outside the box.

Event registration and sponsorship opportunities are SOLD OUT. However, you have one last chance to promote your business – donate a prize for the tournament. It’s an excellent way to reach our members and showcase your business.

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July 2012

Business News

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