Business News - October 2010

VOLUME 25, NUMBER 10, 0834-2010

OCTOBER, 2010

Stewart McKelvey helps Small Business IN THIS ISSUE:

•Valuing your business •Safety, security & legal matters •Helpful hints

P915 McInnes Cooper Big C SJBOT Ad:P915 McInnes Cooper Big C SJBOT Ad 10-09-14 11:12 AM Page 1

BIG THINKING FOR SMALL BUSINESS. As your business grows, there is a good chance that your legal needs will change with it. Whether that involves litigation, business law, an employment matter or a tax problem, our small business clients are counting on us to help them in every way possible. And it means we need to do it in a way that’s affordable to them.

That’s why we’ve developed a line of services tailored for small business needs and budgets. With access to lawyers at every level, price point and capability, they get exactly what they need to help them grow.

Small businesses need more than a lawyer; they need a law firm.

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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.

Printed by: British Group of Companies Layout: Roxanne Abbott

ST. JOHN’S BOARD OF TRADE EXECUTIVE Derek Sullivan Jo Mark Zurel Steve Power Denis Mahoney Bruce Templeton Sherry Walsh

COVER STORY

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CHAIR’S MESSAGE FEATURES

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4

KEEPING CURRENT MEMBERSHIP

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22

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

BOARD OF DIRECTORS Keith Healey Kim Keating Jerry Kirkland Jeff LeDrew Margot Bruce O’Connell Brenda O’Reilly Celina Stoyles

STAFF Nancy Healey Jennifer Ryan Shari Palmer Margie Davis Craig Ennis

Wanda Palmer

Sherry Ryan

Chief Executive Officer Controller Business Affairs Manager Sales Manager Vice President of Policy and Communications Events Marketer & Administrative Coordinator 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

Cover Photo Credit: Randy Dawe Photography & Framing

Business News

October 2010

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Cover Story Counsel as councillor

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s a St. John’s-based partner at Atlantic Canadian regional firm Stewart McKelvey, Susan Norman is frequently faced with the assumption that she provides complex legal counsel to only big clients, with even bigger deals.

While this can sometimes be true—her firm certainly counts some of the region’s most successful, large homegrown companies as its clients—she takes the most pride in her work with smaller ventures, often owneroperated, that she begins working with at the beginning of their lifecycle.

“I’ve had a few clients that started small and have grown significantly over the years,” said Norman when asked about the scope of her practice, which includes a strong mix of trade-mark, intellectual property and corporate commercial work.

“I like being in from the beginning because when you give a client good advice from day one, you can see their success grow.”

One such client is IC Spa Products (www. ossetra-global.com), a St. John’s-based line of skin care and spa products inspired by whole health and natural, organic ingredients. Owners Darlene McCarthy and Lee-Ann Fleming approached Norman when they needed legal advice not only on successfully managing a new business but also in terms of trade-marking some of their exceedingly popular products.

This year, for instance, Ossetra Wondrous Earth introduced an international line with the latest technology using Iceberg waterbased formulations with natural ingredients indigenous to Newfoundland and Labrador, a process Norman helped McCarthy and Fleming work through.

“Susan really is part of our team. She

understands our business and our goals, from a 360 degree perspective,” said McCarthy. “It’s very comforting to know we always have someone thinking about us - our potential risks and opportunities and Lee-Ann and I both know we can call her with both the little and big questions.

The benefit of working with Susan and Stewart McKelvey is that we get one-onone counsel from Susan and the added advantage of tapping into a whole array of other legal resources if something happens to be out of her specific area of expertise.”

In addition to working with McCarthy and Fleming on trade-marks (including “Ossetra” and “Wondrous Earth”), Norman also provides counsel on other intellectual property and corporate law issues. “Working successfully with an owner-managed business takes a special knowledge of the process and of your client’s goals,” said Norman. “It’s very individual, and explaining to a client what a boilerplate or standard option is just doesn’t work. We need to structure contracts and agreements specific to each client’s unique needs.”

“Darlene and Lee-Ann understand it’s a good idea to bounce ideas off their lawyer so they don’t hesitate to call or shoot off a quick email and they get a quick response,” said Norman when asked what she liked best about her relationship with IC Spa Products, McCarthy and Fleming. “On the flip side, IC Spa’s Ossetra products have a huge fan base at the office, so that is a nice perk,” she said with a smile.

In understanding their goals and objectives, Fleming said she and McCarthy were grateful for Norman’s consideration

of their not so uncommon start-up financial circumstances. “For instance, both Susan and Stewart McKelvey were very flexible in terms of payment when we were just starting out. She made us comfortable and let us know they would work with us to find something that worked.”

One of their most memorable lawyerclient situations was when, in 2009, it came to trade-marking IC Spa’s Azula Izen, an all-natural anti-aging product, a process through which the true team spirit of McCarthy, Fleming and Norman became exceedingly apparent. Darlene and Lee-Ann were interested in using the word “Izen” in their branding. However, after doing some preliminary trade-mark searches, Norman advised that investing money into a branding scheme for “Izen” may not be money well spent.

“Essentially, there were pre-existing registrations that could have caused problems from a trademark infringement perspective,” advised Norman.

Norman elaborated: “With trademarks, sometimes you don’t find out for 18 months whether or not your trademark application has been approved. Problem is that folks can spend a huge amount of money on developing an idea, get it into the market and then find out that someone else is using it. Darlene and Lee-Ann were smart enough to do it right from the start.”

Not liking the idea of simply telling her clients, “that won’t work,” Norman mused about alternate names that might work.

She knew her clients liked “blue ice” so she suggested “Azula Izen” (Azula being similar to the Spanish word for “blue”) and Darlene and Lee-Ann loved it.

“It’s just nice to be with the client all the way,” Norman concluded. “We love to support our clients in any way we can and love to see them succeed, no matter what it takes.”

Susan E. Norman is a partner with Stewart McKelvey in its St. John’s office.

Stewart McKelvey has become one of the 20 largest law firms in Canada with more than 220 lawyers in six locations in Atlantic Canada. Susan can be reached at snorman@smss.com 2

October 2010

Business News

Chair’s Message small business things that can achieve multiple goals.

Building a business may include the goal of becoming profitable, but maybe part of becoming profitable is being more active in the community and also helping someone else achieve their goals. People throw around the word synergy, but this is really what it is all about. Rarely does a goal stand by itself.

October’s Business News is about small business and it is a topic near and dear to me.

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am involved in small business and our Board’s membership is made up primarily of this job-creating engine of our economy. While we only spend one issue of Business News each year focused on small business, each day the Board of Trade works to advance your efforts.

We have helped achieve some victories in the small business supply chain – helping to get hundreds of millions of dollars earmarked for Marine Atlantic improvements and also helping in the push to attract a direct flight to London. We are working on more right now – advocating to City Hall to be mindful of the impacts of its budget decisions on the costs that are passed on to small businesses. And we look forward to creating business in the future – when we host the 2011 Canadian Chamber of Commerce AGM and have hundreds of delegates from across Canada shop in our stores, stay in our hotels and B&Bs and eat at our restaurants.

What we have tried to accomplish in this edition of Business News is provide a balance of information to help you succeed in your small business. Information about issues affecting your operations is mixed with practical tips to implement in your organization. We will support this with our actions throughout October. For instance, Small Business Week runs in October, and the Board will be hosting lunch and learn sessions and other events that can help answer questions you have about improving your operations.

I don’t usually give advice in this column, but in keeping with the spirit of the rest of Business News this month, I’ll break with my usual form and talk a bit about what I have learned in my small business experience. Here goes.

It’s all about people Business is just a means of effectively organizing individuals to perform tasks.

It’s like any other organization. People have other things going on in their lives.

Business News

Chair, Derek Sullivan They have different views on sports, politics, religion and innumerable other topics. There’s no such thing as the catchall ‘employees’ when it comes to managing people, especially in small business. I don’t manage employees, I work with Dave and Steve, with Jackie and Calvin

“Building a business may include the goal of becoming profitable, but maybe part of becoming profitable is being more active in the community and also helping someone else achieve their goals.” and Pam. I work with humans. Make your workplace about a collection of individuals with shared business goals rather than a container for employees and see what happens in the areas of productivity, innovation and retention.

Goals come in multiples Your business needs to achieve its goals to be solvent, let alone successful.

People have to work towards common business goals. Goals can change with new priorities, or even with new perspectives.

But more than that, sometimes we do October 2010

Business community is a two-word phrase There’s a reason it’s called ‘business community’. Our license to operate comes from the larger community. In my professional life, nothing makes my blood boil more than when an individual or a business takes their community for granted, or forgets that basic principles like fairness that apply in personal situations also apply in business dealings. It tarnishes the vast majority of business people who are always progressive in building their community through their business. We control our own actions; let’s be the ones building positively.

Go forth and multiply I hope if you’re reading this magazine, that you are a progressive thinker and doer.

If so, take the time to nurture progressive qualities within your organization. Few things in business give me greater pleasure than spotting those rising stars who are “coming after” our jobs. By embracing the opportunity to work with these folks, you may learn as much from them as they do from you. Take a long term view and make them a valued part of your team. You, your clients and your staff will be the better for it.

Finally, let’s celebrate the contributions small businesses make to our own lives, to our customers and suppliers, and to our city and province. We are here 365 days a year, working hard to create jobs and make this a better place to live. We should be proud of the work we do, and take pride in doing what’s yet to be done.

Sincerely, Derek Sullivan

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Feature specialty apparel On the heels of what some might consider a major recession throughout our country, there are many Newfoundland companies that have not only overcome, but thrived in our economy.

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pecialty Apparel & Promotional Products Ltd., located in Mount Pearl, is a true example that the manufacturing business at home is not only on the up-swing and extremely successful, but thriving, as many companies and organizations look to expand their marketing and professional appearance.

Opened originally in 1988 as a small tailor shop on Topsail Road by Terry and Donna Clarke (the daughter of wellknown entrepreneur Tony the Tailor of Tony’s Tailor Shop), they built a business on tailoring garments and, by 1994 were providing uniforms and team apparel to local businesses and organizations. With a small staff and a lot of optimism, it didn’t take long to know that their business was in great demand.

Slowly building their promotional business, Terry and Donna added more staff and equipment. Their son Greg was developing with the business, as well, learning from the ground up. Today, 22 years later, with Greg now as General Manager, the industry has supported them to enormous growth. In 2003, a new building and full scale manufacturing plant, along with their in-house embroidery and screen-printing, was opened on Lintrose Place in Mount Pearl. They offer a full range of manufactured garments customized to meet their customers’ needs.

Specialty Apparel & Promotional Products has also expanded to include a “one-stop-shop” for local businesses wanting to fulfill all of their apparel and promotional needs. Equipped with the ability to manufacture garments of all sorts, from fire-retardant coveralls and safety wear to team and sports apparel, they 4

L to R - Greg Clarke, Terry Clarke, Donna Clarke, Sharon Williams, Erin Woodfine, Joe Dwyer, Darrell Denief also have a complete graphics department in an industry that owes a great deal of its offering screen-printing and embroidery success to continued local support. on site. Their dedicated and experienced Specialty Apparel, as a member of the staff are able to help customers brand Teamsters Union since 1995, employs 16+ their products from start to finish; from permanent full-time staff year-round, and is something as simple as pens, mugs, hats, proud to be a member of many accredited or shirts, to golf bags, back-packs, luggage organizations such as the St. John’s sets, and giftware. And if you are unsure Board of Trade, Mount Pearl Chamber of as to what type of promotional product you Commerce, CPSA (Canadian Professional want to use to advertise your business, they Sales Association), PPPC (Promotional can offer you idea books and guide you Products Professionals of Canada), and around their large showroom. numerous others.

With a visit to their well-stocked Their sales team is headed by Sharon showroom, customers are greeted by a Williams, who has been with the company friendly and experienced sales staff who for almost 14 years. Her knowledge of are eager to help build your ideas into the industry is second to none, and her reality. Offering apparel, promotional commitment to helping customers meet products of all kinds, and custom artwork, their needs has enabled her to build a Specialty Apparel & Promotional Products solid reputation as one of the best in the Ltd. fulfills its motto...“If you can imagine industry. Sharon leads her team of sales it, we can do it!” associates, including Darrell Denief, Joe Many loyal customers to Specialty Dwyer, and Erin Woodfine, in bringing Apparel also acknowledge the benefits a professionalism and dedication to their of buying locally. Not only does the clients that make dealing with Specialty support of local companies help promote Apparel a sure way of making your “onetheir ability to make an impact in the stop-shopping” a pleasure. local and global markets, but it boosts the local economy by providing a degree Visit www.specialtyapparel.ca for more of import-substitution, and ensures information. permanent employment for local residents October 2010

Business News

Feature get to half at work It isn’t just good for the environment; it’s also good for the bottom line.

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rovincial organizations are discovering that going green is good business. Reducing waste at work also means reducing operating costs and increasing operational efficiencies, and from a customer’s perspective, ecofriendly products and services are much more appealing and stand out from the competition.

Many people are already making lifestyle changes at home to benefit the environment. Why stop there? We spend the majority of our day at work and small actions made by many individuals can make a big difference.

There are many ways to green your organization – from waste reduction to water and energy conservation to creating a healthy workplace. MMSB’s Get to Half at Work Program focuses on waste reduction in the workplace. More than 60% of total provincial waste is generated by the ICI sector - by industry, commercial, and institutional organizations. Waste reduction must begin with reducing, reusing, and recycling – in that order.

People often proudly proclaim that they recycle – and while this is admirable, most of us don’t think about the fact that recycling uses energy. We should reduce first, then reuse, and recycle when there are no other options.

Eighty percent of an office’s waste is paper – let’s start there. By reducing the amount of paper used for printing, we cut down on the amount of resources used and create less waste. By reusing paper that is still blank on one side, we reduce the amount of paper going to the recycling bin. While recycling paper is much preferred over trashing it in the garbage, considerable energy is used to power recycling facilities.

So by reducing and reusing first you are conserving resources and protecting the environment. This also makes good business sense because every pound of waste produced has an associated cost to the business!

Things YOU can do at the office • • • • • • • • • • • • • • • • • • • • • •

Print and copy only what you need.

Set printer default to print double-sided copies.

Use e-mail or voice mail.

Use scrap paper for internal memos.

Proof documents on screen.

Set up a paper recycling program.

Edit on screen and use joint-editing features for shared documents.

Purchase products made with postconsumer recycled content.

Replace cover sheets with fax-it notes.

Reuse file folders: fold them in reverse or put on new adhesive labels.

Reuse envelopes, boxes, and packaging materials.

Shred old newspapers and reuse for packaging.

Share newspapers or read online.

Print addresses directly on envelopes instead of using labels.

Remove your name from unwanted mailing lists.

Remove individual office waste bins and replace with a central waste bin.

Reuse paper clips, rubber bands, and clamps.

Use mechanical pencils, refillable pens and tape dispensers.

Use presentation software instead of handouts.

Return unused supplies to the supply room.

Rather than purchase new office supplies, save old file folders and binders that can be relabelled and reused.

Buy durable, reusable, high-quality supplies such as reusable toner cartridges, rechargeable batteries or refillable pens.

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• • • • •

Invest in rechargeable batteries and battery chargers for digital cameras, flashlights, and other small electronic devices.

Set up a central office recycling program for used beverage containers. Bring beverage containers to a Green Depot or hire a company to pick up your recyclable material.

Bring your organic waste home to your compost bin.

Share other waste reduction ideas with your supervisor.

Bring your own mug or cup for beverages.

Bring waste-free lunches - reusable containers, cutlery, lunch bags, and cloth napkins.

Purchase reusable kitchen dishes for office use.

By taking small, simple actions we can make a big impact and ensure a cleaner and more sustainable future. Let’s work together to guide businesses in Newfoundland and Labrador to a greener future.

The Multi Materials Stewardship Board was established to develop, implement and manage waste diversion and recycling programs on a province-wide basis.

MMSB supports implementation of the provincial Waste Management Strategy and is responsible for province-wide public education to promote more progressive waste management practices.

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Business News

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October 2010

FREDERICTON

HALIFAX

MONCTON

SAINT JOHN

ST. JOHN’S

30

5

We see the possibilities.

As a process operator at Suncor Energy, Dean Cleaver knows that responsible development is key to Suncor becoming a sustainable energy company. He is one of more than 12,000 Suncor employees committed to making it happen. Seeing the possibilities is how Suncor pioneered the development of Canada’s oil sands. It's also how we approach other energy resources from coast to coast and beyond. Now, we’re applying the same energy, innovation and commitment to ensure our operations deliver social and economic benefits while minimizing environmental impact. See the possibilities for yourself – take a look at our record.

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decrease in % Terra Nova’s GHG emissions from 2008

27

%

reduction in surface water withdrawal at oil sands operations since 2004

1.2

$

billion

actual and planned investments in new tailings technology

energy innovation commitment

Find out more about Suncor’s track record and how we are planning to responsibly develop North America’s energy supply. www.suncor.com/sustainability

Feature sife memorial Experts help former Canadian Forces members pursue entrepreneurial dreams

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ased in Business is a program that helps medically-discharged members of the Canadian Forces transition from the military to the civilian workforce.

It’s a comprehensive year-long program of teaching and support, which provides entrepreneurs with a solid foundation to aid in the growth and success of their businesses. The premise of the program is to teach the participants the basic skills necessary to successfully start and operate a business. The idea was developed by the Department of National Defence and Memorial University’s Students in Free Enterprise (SIFE) team, and is supported by the Institute of Chartered Accountants of Newfoundland and Labrador (ICANL).

“When asked to participate in Based in Business, the Institute of Chartered Accountants immediately agreed,” said Tashia Batstone, CEO of the Institute.

“We were pleased to have the opportunity to give back to the soldiers who put themselves in harm’s way on our behalf.

And it’s a great way to further develop our great relationship with Memorial University’s Faculty of Business Administration and its students.”

The Based in Business program involves two components. First, all participants are required to attend a week long intensive training program at Memorial University.

Candidates attending this entrepreneurship “boot camp” are taught business skills by professors from Memorial University’s Faculty of Business Administration and guest lecturers from the St. John’s business community.

“The candidates are instructed in accounting, finance, marketing, human resources and entrepreneurship – all the disciplines they need to learn to effectively start and run their own businesses,” explained Ms. Batstone.

In conjunction with the daytime teaching

Business News

sessions, SIFE students work with the participants, helping them develop their business plan.

“The SIFE Memorial team is excited and proud to work with our participants and help them transition to their new careers,” said Lynn Morrissey, assistant professor, Faculty of Business Administration, and faculty advisor to the SIFE Memorial Team. “The tremendous support we’ve received from our faculty, university and community is a testament to everyone’s eagerness to give back to those who have served our country.”

The second part of the program ensures that the participants have continued support as they return home to roll out their business plans. Each participant will be matched with a Chartered Accountant who will mentor these new entrepreneurs.

As leaders in senior management, advisory, financial, tax and assurance roles, Chartered Accountants are uniquely positioned to provide sound guidance and support to the participants. For each candidate, CA mentors have volunteered to donate their time and expertise.

“The CAs’ involvement in this program is essential to its success,” said Ms. Batstone.

“This partnership between the Department of Defense, the Faculty of Business Administration, SIFE students and those generous CAs who have volunteered, is invaluable. The former Canadian Forces members are very grateful to learn from this experienced team about how to pursue their entrepreneurial dreams.”

Based in Business was launched in August, 2009 and continued to expand this year with the second annual boot camp having taken place in August 2010.

Medically discharged Forces members October 2010

from Newfoundland and Labrador, Nova Scotia, New Brunswick and Ontario came to St. John’s to participate in the program.

Thanks to the program’s sponsors, both the in-house portion of the program and the subsequent mentoring is offered at no cost to participants; travel, meals and accommodations are covered for the duration of the week-long training boot camp. Various partners, including the Institute of Chartered Accountants of NL, TD Bank, and the Gardiner Centre provided funding for the program.

“The program was invaluable” said participant Kenneth Lloyd. “After an intensive week of classroom sessions I am looking forward to having the advice of a Chartered Accountant as I implement many of the skills I learned by participating in the Based in Business program.”

Mr. Lloyd served as a signal officer in the army reserves for 16 years. Today, Kenneth runs his own business – a Mediation and Conflict Resolution consulting firm – in Mississauga, Ontario. He enrolled in the Based in Business program to acquire more skills to further expand his work and make his small business more profitable.

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Feature art of business valuation be available to them and to their family following a business transition.

How and why professional business valuators assess the value of private companies

5. Facilitating a management buyout: Passing on a privately held business to its senior managers is a popular strategy for business succession. To ensure the fairness of this type of transaction, a formal valuation is critical.

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n addition to quantifying the value of a private company for purchase/sale or other purposes, the valuation process can help business owners understand which factors drive value and how to improve that value. But first, how do valuators go about assessing the value of a company?

One of the myths about business valuation is that it is all about art and judgement or, even worse, that it is as basic as applying a multiple to annual cash flows to arrive at a value. However, because of our experience advising entrepreneurs on actual transactions, we know it isn’t that simple!

We understand what buyers will and won’t pay for and this direct knowledge enables us to ensure that our valuation conclusions are grounded in marketplace reality. Ultimately, the market sets the value of a business, and our valuation process is designed to replicate how an informed purchaser would look at a business.

As will a purchaser, we typically begin a valuation by asking for detailed financial information about the company, including historical financial reports, budgets/forecasts, business plans, real property appraisals, customer lists and intellectual property.

Beyond the numbers, we will also consider the strength of the company’s management, its customer and employee relationships, competitors, barriers to entry, expected demand, product life cycles and market demand for similar businesses. By reviewing both the “hard” and “soft” factors of the business, we are undertaking the same process that an informed purchaser would undertake.

A business valuation can be a challenging experience for an entrepreneur. The valuation provides an objective assessment of the worth of a business from an independent view. Although it sometimes may not result in the owner’s perceived value, it provides an exceptional opportunity for the business owner to understand the factors driving value in his/her business and 8

6. Tax planning: The Canada Revenue Agency (CRA) requires businesses to make an (undefined but critical) “reasonable attempt” at setting fair market value of their company’s shares upon entering into certain transactions, such as estate freezes and family transfers.

Steve Bragg industry. This can help the entrepreneur focus on areas that can improve value in the future.

Here are 10 reasons why you might need to consider a business valuation: 1. Identifying your company’s value drivers: Private companies face tremendous competitive pressures.

Understanding which activities have a measurable impact on the company’s value can help owners make good decisions that can lead to value enhancement.

2. Receiving an unsolicited purchase offer: Private businesses often become appealing acquisition targets for financial buyers and private equity firms. But before business owners can assess the fairness of an offer, they need to understand what the business is worth. Keep in mind that it is our view and experience that negotiating with only one purchaser will not lead to the highest possible selling price and terms.

3. Appealing to a strategic buyer: Businesses interested in leveraging synergies by selling to a strategic buyer need to understand the hidden assets that may make them more valuable in this type of sale.

4. Succession planning: Over the next few years, many private business owners will retire or otherwise exit their businesses.

When planning for succession, owners must understand how much money will October 2010

7. Dispute resolution: Obtaining a defensible business valuation is an important step in the dispute resolution process in many situations, including shareholder disputes or cases of potential litigation.

8. Planning a corporate restructuring: Businesses planning to reorganize, merge, divest a division or acquire another organization - or those considering going public - will need a formal business valuation for both tax and strategic purposes.

9. Score keeping: A formal valuation provides business owners with an objective assessment of the company’s value versus the competition and/or historical values.

10. Weighing strategic options: When considering the impact of certain strategic options, it helps to understand the business’s current value. For example, business owners may want to understand the potential impact of optimizing their capital structure.

Regardless of the reasons for seeking a valuation, business owners benefit from the valuation process itself. The results of a business valuation can present them with a range of alternatives for improving the longterm value of the business, or properly positioning it for succession or eventual sale.

Steve Bragg, CA,CBV, helps entrepreneurs realize value in their businesses. Based in St. John’s, Steve leads Deloitte’s Newfoundland and Labrador Valuations Practice. Connect with Steve at 758-5396 or stbragg@deloitte.ca Business News

Feature security & safety Armed robbery prevention TIPS

• Establish company policies which will give your employees clear direction on how to react when an armed robbery occurs.

• Always cooperate with an armed robber. Money can be replaced but a life can’t!

• Keep windows clear of displays or signs. Cash registers should be in the front of the store near windows so police and passersby may see a robbery in progress.

• Keep as little cash as possible on hand and have signs posted in the store informing of this.

• Have a floor safe where big bills can be dropped by staff but not retrieved.

• Make bank deposits often and during business hours. Don’t establish a pattern; take different routes at different times during the day.

• All incidents of a suspicious/criminal nature should be reported to the police.

Instruct your employees to write down the information for future reference.

• Install cameras and use up to date camera equipment.

• Install a height measurement device at the door; this will help with an accurate description of criminals.

• Make sure your address is visible so emergency vehicles can easily find your business.

If cameras are installed in your business it is important to remember that they should be placed appropriately, ensuring people who enter the property are able to be identified. Many expensive camera systems are rendered useless for security purposes due to the fact that the cameras are placed improperly. Every year, the RNC receives many complaints where a camera system captures the image of a criminal but the person cannot be identified due to improper camera placement. Digital recording systems should be used rather than video tape. If digital camera systems are used, the system should have a high frame rate with low compression.

Although armed robbery doesn’t occur as Business News

often as other crimes against businesses, armed robbery involves the threat of force and can result in injury. The Royal Newfoundland Constabulary can assist business owners with training for their employees to assist with armed robbery prevention.

The Board of Trade and the Royal Newfoundland Constabulary have had a formal liaison relationship since 2005, working cooperatively to address issues that are important to the business community.

MYX MEETING TIPS

Dig a hole

O

n summer weekends, my husband and I will often get up early and plan our day. I’ll list 10 or so things I want to accomplish – everything from clean the cupboards to paint the fence – and he’ll say something like, “I think I’ll dig a hole for the new tree.”

At the end of the day, we’ll compare notes. Invariably, I’ll have a few cupboards cleaned, two fence pickets painted, and generally speaking, half of my list half done. My husband says, “I When preparing the agenda for your dug the hole.” next meeting, have a look at the list of It drives me crazy because I should things you need to cover and divide them know better. I’ve proven time and again into two categories: that putting too many things on my list 1. Quick hits that can each be leads to an unproductive day. discussed and resolved in 3-5 minutes Companies who get ahead know how 2. Topics that will need at least a half to dig holes. They understand the power hour of attention of focus, and their managers know how If your meeting is one hour long, to keep teams on track during company designate the first half to cover four to meetings. They set agendas that channel five quick hit items. Allow the second discussions around one or two subjects. half for longer discussions, preferably Here’s why. Important topics need to be just one. In all likelihood, an important examined from every angle, they need topic will take, at minimum, 30 minutes discussion that reaches debate and finds for a good quality and progressive common ground, and they need the right discussion to take place. people to create energy around the issue.

What do you do if your topic is It’s the same idea as digging a hole deep important and you risk just scratching enough to allow a tree to take root and the surface during a short meeting? Then flourish. Dig a shallow hole and the tree give the topic its own meeting. Don’t shrivels and dies. cram it into an already packed agenda.

Time is precious at every workplace so So at your next meeting, dig a hole. it’s natural for managers to try to cover Give it the right time and attention and a long list of topics in a team meeting. rest assured that something good will By doing that, however, there is very grow. little progress (of the kind that matters) being made.

These tips are brought to you by Gina Pecore of Myx Meeting Centre, the province’s first and only centre designed specifically to host meetings, workshops and boutique conferences. Have a question about your next meeting? Email gina@myxmeetings.co October 2010

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National Brand.

Regional Presence.

Local People.

For businesses with more complex financial needs, your local TD representative will take the time to understand your business and then work with you to customize the products and services to help meet your unique business needs. As your business needs change, we are committed to devoting the time, energy and expertise to help you meet evolving business goals. Contact your local TD representative today.

Terry Greene

Kevin Harnum

Wendy Hounsell

Dion Simmonds

Manager Commercial Banking (709) 758-5018 terry.greene@td.com

Area Manager Business Banking (709) 745-8087 kevin.harnum@td.com

Account Manager Commercial Banking (709) 758-5066 wendy.hounsell@td.com

Account Manager Commercial Banking (709) 758-5565 dion.simmonds@td.com

Tom Ford

Jerrod Lalonde

Leonard O’Leary

Allana Ronayne

Small Business Advisor Small Business Banking (709) 758-5000, ext. 236 thomas.ford@td.com

Small Business Advisor Small Business Banking (709) 631-3058 jerrod.lalonde@td.com

Analyst Commercial Banking (709) 758-5024 leonard.o’leary@td.com

Analyst Commercial National Accts.

(709) 758-5056 allana.ronayne@td.com

Feature focus on small business Insights and information from TD Canada Trust small business banking

•

How you can fight online fraud

•

O

nline fraud is an increasing threat as more and more business functions move to the Internet.

Governments and corporations around the globe are focusing considerable resources on both legal and technological ways to address the problem.

There are several actions you and your employees can take to protect your business.

Protect your password: Choose unique passwords (see below) and do not disclose them to anyone.

Don’t take the bait: Be wary of “phishing” emails requesting personal or financial information. Phishing is a scam where the perpetrator sends out mass emails appearing to come from a legitimate company in an effort to “phish” for personal and financial information (such as passwords, account numbers, or other confidential information). Delete such emails immediately without responding.

Make sure that staff with banking access understand that neither TD Canada Trust nor any other member of TD Bank Financial Group will ever send an email asking for passwords, account numbers, or other confidential information.

Use authentication technology for transactions such as transfers, wire payments, and electronic funds transfers.

Contact us for more information.

TD Canada Trust takes safeguarding your information seriously. With our cuttingedge protective technologies – including encryption, firewalls, and continuous systems monitoring – we strive to beat online fraud.

Keeping passwords secure • Choose unique passwords that you can remember and do not have to write down – but avoid using personal details that others may guess at.

Business News

•

Use a combination of letters and numbers (alphanumeric).

Do not save passwords on your computer, as this allows anyone using it to impersonate you.

Ensure that AutoComplete or other similar functions are disabled, to ensure that your browser does not automatically insert your password.

For all your small business banking needs, please visit your local branch or www. tdcanadatrust.com/smallbusiness.

This newsletter is brought to you by The Toronto-Dominion Bank for informational purposes only: The Toronto-Dominion Bank will not be liable for any damages or losses in any way related to this newsletter or any information contained herein. © 2007, The Toronto-Dominion Bank. All rights reserved.

Kevin Harnum is the Area Manager of Business Banking for TD. He is located at 140 Water Street and can be reached at 745-8087 or Kevin.Harnum@td.com

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11

Gardiner Centre Connects celebrate small business

L

ast year I had the opportunity to hear Vic Young present his views on management to a group of MBA students at Memorial.

While Mr. Young is always an engaging speaker, this particular presentation also struck me for the notable absence of business fads and the latest management buzzwords. Instead, words like “integrity” and “respect” were used regularly to describe the principles guiding the management approach at FPI while under his leadership. It’s rare to find large companies driven by such strong values these days because financial markets require them to focus almost exclusively on financial performance, especially growth.

Growth has gotten a lot of attention the past few decades. The shift in attention away from large firms has helped to highlight the importance of innovation and entrepreneurship to a healthy economy.

At the same time, however, our love affair with growth has cast a shadow over the vast majority of small businesses that make up over 95 percent of enterprises and account for 60 to 70 percent of jobs in most OECD countries.

Most of these firms either do not want to grow or have modest aspirations for growth. You won’t find them featured in the media very often and you won’t see them receiving a lot of government support, most of which is directed at growth and new job creation. What you will find, however, is countless examples of firms personifying and embracing the core values of their owners. Those values become an integral part of the fabric of a firm, endowing it with a sense of purpose and identity that eventually forms the basis for the organization’s culture. Examples of these firms can be found in virtually every community across the country. They may not always have the lowest prices in town, but they often provide us with the best value and some of our most rewarding and enriching experiences as customers.

According to a study for the Royal Commission on Renewing and Strengthening Our Place in Canada 12

Dr. Dennis Hanlon, Faculty of Business Administration conducted by Memorial’s Gardiner Centre, setting business objectives and using financial performance measures are common activities in exemplary small firms in Newfoundland and Labrador.

Interestingly, however, relatively few of these firms used financial variables to define their “success.” They readily acknowledged the need for profit to survive, but when they evaluated their success, they considered a much broader variety of indicators and tended to emphasize non-financial measures such as product quality, customer service, customer retention, and organizational change.

These were not businesses built to sell or flip for quick wealth. Instead, owners were more interested in building reliable, robust businesses that would be around for the long haul, even if it meant a slower pace of development and growth. In the words of one owner, “We’re not in a big rush.” When asked what contributed to the success of the business, owners mentioned knowledge/expertise more often than any other internal factor, with skilled and committed employees second in importance. Frequent references were made to the importance of a solid understanding of the business and industry and the need for training, professional development, continual learning, and, of course, passion!

Jim Collins has emerged as one of the October 2010

most influential business writers since Peter Drucker. A previous professor at Stanford, he has studied successful companies extensively and concludes that companies achieve greatness by concentrating on building the right kind of organization rather than maximizing profits. According to Collins, great businesses are not typically founded on great ideas that enjoy instant success, nor is there a miracle moment of transformation.

Often unheralded, they quietly pursue a down-to-earth, pragmatic, committed-toexcellence approach, focusing on what they are passionate about and keeping themselves on track over the long term through self-discipline.

Collins studied large public companies but it is notable that many of the ingredients he associated with greatness, such as values, passion, and focus, are most appropriately put in place (and more common) while companies are still small.

Perhaps it is no surprise, then, that small firms turn out to be an excellent place to look for the seeds of greatness. This small business issue of the Business News seems an especially appropriate opportunity to celebrate the greatness of our small firms.

Dr. Dennis Hanlon is an Associate Professor at Memorial University, where he teaches undergraduate and graduate courses on small business consulting, management consulting, and entrepreneurship. Dr. Hanlon’s research interests include decision making in uncertain environments and new venture strategy and performance. In addition to his research and teaching activities at Memorial, he provides consulting services to private and public organizations and possesses over 30 years of experience in the private and public sectors, including owning and managing several small businesses.

Share your small business success stories with Dr. Hanlon at gardinercentre@mun.ca.

Business News

Feature small business tips have contracts in place with these service providers.

The top things small business owners don’t think about - but should

A

s the economy recovers, entrepreneurs should be preparing to seize new opportunities. How can you set yourself up to be in the best position to maximize opportunities while also protecting yourself and your business from risk? As a small business owner, you have a lot on your plate. Here are a few things you should be thinking about that could save you time and money.

Starting or re-organizing your business When starting a business (or re-evaluating your business organization), it’s important to choose the best method. You should think about how long you want the business to operate (perpetually? until you sell it for retirement?), whether or not there will be co-owners, what type of borrowing requirements you have, limiting your personal liability, and what your immediate and long-term costs might be.

The answers to these and other questions will help you determine what method you choose. Do you want to be a sole proprietor? Sole proprietorship has no legal structure, and your business is operated in your name. Debts and liabilities will be yours personally, and personal assets will be exposed to business debts. Many businesses start as a proprietorship and then incorporate once they are profitable.

Should you incorporate? Incorporation creates an artificial “person”– once it’s created, the corporation has a separate legal identity and is entitled to enter into contracts and create debt. The main benefit is its limited liability status, and the ability it may create for you to attract capital by selling shares. Incorporation requires additional record keeping and reporting, which are important to keep on top of!

Partnerships, limited partnerships, and joint ventures might all be considerations for you as well.

Employees It’s extremely important to understand your obligations as an employer. If you Business News

Mandy Woodland have employees then you must register with the Workplace Health, Safety and Compensation Commission, understand basic human resources issues and responsibilities, as well as your obligations such as payroll remittances to CRA. As well, as an employer, you should be aware that you are potentially liable for the actions of your employees in the course of their employment. Employers can be found liable for actions of employees (particularly online) for things including copyright infringement, harassment, privacy violations, securities violations and white-collar crimes, and other criminal activities. You need to protect your business, realizing the importance of having good policies, enforcing policies, and taking action when required.

Occupier’s liability If your business operates from a physical location, you may be liable for injuries to someone entering onto the property. It’s important that you take care of the property to ensure that visitors to it (whether it’s your home or a commercial space) will be reasonably safe. What should small businesses do? First, talk to your insurance professional to be sure you have the proper coverage. And second, be sure that if you have professionals doing property maintenance or clearing snow that you October 2010

Intellectual Property (IP) What is IP, and why should you care? IP is any form of knowledge or expression created partly or wholly with one’s intellect and which can be legally protected. Many small businesses assume IP rights are not important because they don’t fully understand the benefits and implications, but you may have valuable IP and/or could be unintentionally violating IP rights of others. It’s also important to be aware of who develops and who owns the IP in your business. Also, many financial institutions now require IP to be properly secured before providing financing. An IP professional can answer any questions you might have.

Privacy Privacy law is governed by both federal and provincial legislation. Handling privacy concerns correctly can help improve your organization’s reputation, and the opposite is also true – if you’re not prepared, your reputation could suffer!

The legislation that will apply to most small businesses sets the ground rules for how organizations may collect, use or disclose information about individuals in the course of commercial activities. Most small businesses don’t realize that they are required to have privacy policies in place, designate someone as the individual in charge of privacy compliance and educate employees about the organization’s privacy practices. Privacy policies can be quite simple, but a good policy is good business!

Mandy Woodland is an associate and trade-mark agent in the St. John’s office of Cox & Palmer. Mandy’s practice focuses on civil and commercial litigation, and privacy and access law. She also practices in intellectual property law, health law and fisheries and marine law.

13

Feature retention of employees The new generation

E

mployee retention is pivotal to the long-term success of any small business. With an estimated 9.2 million Generation Y Canadians entering the workforce, employers must quickly figure out how to harness this growing resource or they will find themselves at a distinct competitive disadvantage.

To understand the severity of poor retention rates, consider the direct costs of losing an employee, such as severance pay, exit interviews, outplacement fees, and possible litigation. In addition, employers must pay sourcing expenses, HR costs for screening candidates, travel and relocation expenses, signing bonuses, and training costs. Small businesses must also attempt to quantify the indirect costs of employee turnover such as a manager’s time to interview candidates, lost knowledge, skills, and contacts, as well as an overall loss of productivity. A study by Cornell University suggests the total cost of losing a single employee can range from 30% to 150% of a worker’s annual salary.

So, with limited assets to spend on costly employee retention strategies, what are a few immediate cost-effective strategies you, as a small business owner, can practice to improve your retention rate among this diverse set of workers?

Build effective manager-employee relationships: When an employee parts ways with an organization, it is often due to an employee wishing to sever ties with his or her supervisor, not due to a problem with the company itself. To combat this, introduce “stay interviews” within your organization. Engage in frequent interviews with recently hired employees to gauge employee satisfaction. A new hire’s key motivators will be discovered and management can deduce a concrete engagement strategy to keep the employee committed to their work and ultimately, their job. Have your management team engage directly with your employees at least once per day to maintain positive communication.

Increase face-to-face time A common misconception that society has among Generation Y employees is that email, instant messaging, and social networking act as equal substitutes for face-to-face time in the workplace. The Digital Generation Survey, of 2008, revealed that fellowship is the number one employee motivator for new hires.

The survey suggests that collaboration with others maximizes a worker’s productivity. Respondents also ranked discovery (learning) and altruism (making a positive difference to other people) as top motivators. Use frequent verbal communication (when possible) instead of emails or other types of virtual communication. Generation Y workers prefer an inclusive style of management and desire immediate feedback on their performance.

Focus less on compensation and more on work environment High compensation packages will entice employees to join an organization but this

14

October 2010

is not the key factor in retaining them. As long as your compensation packages rank in the top 20% among your competitors, it will be the external factors, such as corporate culture, that cause your workers to stay. When possible, place Generation Y employees together on project teams to increase productivity. Generation Y employees appreciate sociability in the workplace. Three frequently used activities to promote retention include casual dress days, employee recognition and rewards, and company provided food and refreshments.

Create a monthly focus group or roundtable discussion When a CEO is surrounded by his or her senior management team, the fundamental needs of a business’ employees can be overlooked and ultimately employees will start to leave, leaving management mystified and more importantly, losing money. Develop a once a month roundtable discussion that bring together employees, managers, and at least one executive. These roundtable discussions could act as a process review team, in which members would discuss the current structure of business and any proposed changes.

Create meaningful and challenging work for your top-tier employees In today’s world, employees are not just motivated by receiving a pay check, they want to, as some may say, change the world. They have lived with the spotlight on them all their lives and want to make a difference while seeing the end result of whatever they are working on. This is not to be confused with the quantity of work, but moreover, the quality and responsibility required for the work given. Make sure your employees feel that they are valuable contributors. This frequent feedback will cater to their need to succeed and be recognized for their efforts.

Mark LeMoine is an Intern with the St. John’s Board of Trade and a MUN Commerce Co-op student Business News

The Department of Innovation, Trade and Rural Development offers a wide range of funding programs to support economic development and job creation in Newfoundland and Labrador.

From start-up to commericalization, from operational efficiency to workforce development, the department has programs available to help you meet your business development goals.

Commercialization Program For private sector companies, funding is available to bridge the gap between product research and product marketing for activities leading to the development of innovative, market-ready products and services.

Innovation Enhancement Program For public sector institutions and not-for-profit economic development groups, funding is available for the development of strategic industry clusters and public/private research partnerships involved in the creation of new technologies.

Small and Medium-sized Enterprise Fund For small and medium-sized businesses, funding is available for startup, modernization, expansion and working capital. The fund also targets businesses with export potential that need help entering or expanding into external markets.

Regional/Sectoral Diversification Fund For non-commercial, not-for-profit groups, funding is available for economic development initiatives that complement the growth potential of small and medium-sized businesses.

1.800.563.2299 www.gov.nl.ca/intrd

Keeping Current policy matters In-depth: City planning The City of St. John’s recently released its 2010-13 Corporate Strategic Plan. To better inform the business community of the City’s priorities over the next few years, their three strategic priorities are presented below. As always, the Board will look to advocate for the needs of business within this framework, and work with the City on shared goals as well.

Strategic Direction #1: Secure the fiscal capacity required to develop and maintain our infrastructure, core programs and services.

The City will identify and establish the fiscal capacity required to develop and maintain municipal plans, infrastructure, programs and services that will support residential, commercial and cultural growth of the City necessary to sustain the future vitality of the City. The City will also identify potential new models and innovative approaches to support long term sustainability of its resources, programs and services.

Strategic Goals/Initiatives: 1. Identify longer term requirements for infrastructure replacement and new infrastructure development and budget requirements.

2. Develop a five-year investment strategy that will reflect infrastructure and program/

service development priorities, investments required, gaps in financial resources and sources of funding. This strategy will also reflect the capacity of taxpayers to reasonably plan for increases.

3. Explore initiatives undertaken in other municipalities that have been successful in adopting new and creative approaches or models for increasing municipal revenues.

4. Encourage the provincial government to advance its white paper on municipal funding.

5. Identify federal and provincial mechanisms as well as potential private sector partnerships for future projects, programs and partnerships.

6. Investigate the option of multi-year budgets that are subject to annual review and update as an alternative to the annual budget process.

Strategic Direction 2: Support and advance amalgamation of communities in the St. John’s CMA. The City will continue to support and advance amalgamation of communities in the St. John’s CMA and capture the opportunities to reduce urban sprawl, capitalize on efficiency and effectiveness gains in the delivery of services, and reap the collective benefit of higher returns on investments and greater competitiveness nationally.

Strategic Goals/Initiatives: 1. Revisit and as necessary revise the existing business case developed by the City to support regional amalgamation and fully assess its continued relevance, implications and impacts.

2. Engage strategic partners as a means of raising greater awareness of the pressing imperative to achieve municipal amalgamation.

Continued on next page...

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October 2010

Business News

Keeping Current policy matters 3. Develop and launch a communications strategy based on facts and intelligence designed to educate the public about the realities and opportunities of amalgamation Strategic Direction #3: Advance initiatives that more effectively inform and engage citizens on strategic issues that impact the City.

The City will advance initiatives that will more effectively communicate with and develop significantly greater citizen awareness regarding challenges facing the City, particularly issues of fiscal capacity, the continuing need for infrastructure investment and the opportunities inherent in economic development. Citizens need to understand these issues so that they can make informed decisions and be engaged in a more meaningful way in building a healthy and vibrant community.

Strategic Goals/Initiatives: 1. Establish mechanisms to support citizens being more engaged in key issues.

2. Examine the approach taken by other municipalities/provinces respecting best practices for public education and engagement.

3. Investigate opportunities for enhanced use of communications technology

Looking for member feedback.

The Transportation and Infrastructure policy committee of the Board is looking for members’ views, priorities and ideas on municipal and regional transportation and infrastructure. This is the committee that led the Board’s advocacy work on enhancements to Marine Atlantic, air access and a direct flight to London Heathrow, amongst other policy wins.

The committee wants to hear members’ experiences with local transportation and

infrastructure to determine how better it can serve the nearly 800 members of the Board through its efforts.

To contact the committee, or the Board on any policy and advocacy matter, talk to Craig at 726-2961, ext. 3 or cennis@bot.nf.ca.

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Keeping Current around the board

Premier’s Premier’s Luncheon Luncheon The featured speaker delivering his address to the Board of Trade

Premier Williams and Board Chair Derek Sullivan share a moment to talk shop as Board CEO Nancy Healey looks on

The founding president of the St. John’s Board of Trade, Robert Innes, shares a moment with Premier Williams

Board Chair Derek Sullivan shown on state-of-the-art equipment, warming the crowd up 18

October 2010

Business News

Keeping Current around the board

One of the busiest events on the Board’s active schedule, with people filling the lobby of the St. John’s Convention Centre

With more than 850 seated, it’s one of the biggest events in the Board’s history

Linda Bidgood and Ted Howell share a moment to network and catch up prior to the Premier’s speech Business News

October 2010

Past president Cathy Bennett of Bennett Restaurants and Gerald Anderson of Marine Institute are engaged in conversation with a fellow member

Timothy Lane-Bank of Canada 19

Keeping Current upcoming events Luncheon Dallas Mercer

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Luncheon Perrin Beatty, CEO, Canadian Chamber of Commerce

Where: Sheraton Hotel Newfoundland When: Friday, November 5 Time: 12:30 p.m. Networking

1 p.m. Luncheon Cost: $79 - non-members

$39.50 with member discount

Business Mixer Hosted by Johnson GEO Centre

Where: Johnson GEO Centre When: Thursday, October 21 Time: 4:00-6:00 p.m.

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Business Mixer Hosted by athome Furnishings

Luncheon Peter Byrne

Where: The Capital Hotel When: Wednesday, November 10 Time: 12:30 p.m. Networking

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As always, events to support entrepreneurship will be hosted throughout the week.

Visit www.bdc.ca or www.bot.nf.ca for upcoming information on these events.

Amazing Membership Race

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ollow the racers around the city as they compete to recruit new members. On Friday, October 22, Board of Trade ambassadors and directors team up to bring people into our nearly 800-strong membership. The team with the most members wins.

To participate, contact Margie Davis at 726-2961, ext. 2 or mdavis@bot.nf.ca.

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Business News

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With over five million Members, CAA is one of the largest, most trusted and respected consumer-based organizations in Canada. In addition to being the preeminent Auto Club in the country, CAA is also one of Canada’s largest leisure travel agencies, is a leading provider of insurance products and offers Members an outstanding discounts & rewards program.  Based in Atlantic Canada, CAA Atlantic has more than doubled in size in the past 10 years and now counts more than 160,000 Members in all 4 Atlantic Provinces.

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Research & Development Corporation Building research and development (R&D) capacity in Newfoundland and Labrador is at the centre of the Research & Development Corporation (RDC). The RDC’s mandate is to strengthen the quantity, quality, focus and relevance of R&D for the longterm economic benefit of the province.

The RDC delivers funding programs for three client groups – industry, academic researchers and the provincial government – and provides leadership for R&D in Newfoundland and Labrador. To learn more about R&D funding programs, visit www.researchnl.com e-mail info@researchnl.com, or call 1.709.758.0913.

Situated at the intersection of youthful vision and progressive media, Upstream is making waves with our belief in a fresh approach. Equipped with today’s cuttingedge media and the confidence to wield it, we have found the delicate balance between offering a traditional marketing service and a dynamic communications outlook. When you combine that with our respect for our client’s point of view and input, the creative solutions that emerge are nothing short of upstream.

Visit Upstream at 364 Water Street in our downtown heritage building location, or online at upstreammarketing.ca.

For new business enquiries: Joe Coffey Account Planner 738-2600 joe@upstreammarketing.ca

With over 30 years experience in insurance restoration and cleaning, we know what it takes to make your clients happy. It’s really very simple: “We treat each customer’s claim as if it were our own, applying the same standards of quality workmanship that we would expect ourselves.”

“We always come through for you” MISSION STATEMENT WINMAR is a Canadian property restoration company devoted to serving the insurance industry and their clients.

We are committed to excellent service, quality workmanship and cost effective pricing. Our strongest assets are our employees who are well trained professionals, dedicated to teamwork.

Business News

October 2010

A relationship broker. An adviser to leaders to create best relations with customers, investors, communities, donors, governments, labour, media, employees, members and more. An alternative or reinforcement for inhouse resources, offering high level professional and practical experience and a solid reputation for building relationships in complex situations. An independent and accredited Certified Management Consultant and Partnership Broker. A strong team leader who excels using creative approaches, maximizing individual and group excellence. Driven to transform opinions and perceptions.

Focused on executing vision. Inspired by the potential of enterprise. Passionate about promoting the province, with a deep connection for Labrador.

Contact: Phone 709 834 9883 Mobile 709 746 0432 Email: Marilynbutland@gmail.com

Irving Energy has you covered with outstanding service and a complete energy portfolio customized to fit your specific business needs allowing you to keep your focus right where it should be… on your business. This is our promise.

We offer our customers Outstanding Customer Service with a dedicated account manager and emergency 24/7 service; Reliable Delivery with automatic or flexible delivery options; Flexible Payment Options that meet your needs; Quality Fuel Products such as furnace oil, propane, and diesel all at competitive prices.

Call Chad Graham today at 709.685.0619 or email chad.graham@irvingoil.com to learn how Irving Energy can help save your business money.

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Membership new members Lakeside Lodge Retreat & Conference Centre

Sean Bray Focused Consulting

Simon & Jean Burch, Proprietors Box 2247 RR1 / Lot 25 Upper Boom Siding, Little Rapids, NL A2H 2N2 P: 709-686-5238 simon.burch@moananui.ca

Sean Bray, President 84 Pineridge Crescent Torbay, NL A1K 1L5 P: 709-687-3500 bray_sean@hotmail.com

Re/Max United Inc. Peter Goulding Real Estate Team Peter Goulding, Real Estate Agent 862-866 Topsail Road Mount Pearl, NL A1N 3J7 P: 709-364-8848 F: 709-364-2158 petergoulding@nfld.net

Malthus Canada Limited Ivar Eggja, President 16 Maverick Place Paradise, NL A1L 1J0 P: 709-728-4894 (Tentative) ie@malthus.ca

The Jessica Campaign Jeannette Holman-Price, Founder P.O. Box 631 Portugal Cove-St. Philips, NL A1M 3R6 P: 709-895-2706 F: 709-895-2533 Jeannette@thejessicacampaign.com

Recovering Addicts Fellowship Team (RAFT) Brock Ballard, Founder/Chairman 320 Freshwater Road St. John’s, NL A1B 1C2 P: 709-753-5322 F: 709-739-7238 brockbb@gmail.com

Air Canada Bob Godden / Susan Grant, Manager of Cargo Sales Atlantic 80 Craig Dobbin’s Way St. John’s Airport Box 2 St. John’s, NL A1A 5T2 P: 709-726-0136 bob.godden@aircanada.ca

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Thistle Financial Services Ltd. Carson Thistle, Insurance/Financial Advisor 7 Stamps Lane St. John’, NL A1E 3C9 P: 709-722-8060 F: 709-722-9105 carson.thistle@thistlefinancial.ca

Cathy Dornan Public Affairs Inc. Cathy Dornan, Principal St. John’s, NL P: 709-685-3875 cathy@cathydornan.com

Metis Development Corporation Kevin Aylward, CEO P.O. Box 418, Stn “C” Happy Valley- Goose Bay, NL A0P 1C0 P: 709-896-5035 F: 709-896-5739 kevin@metisbusiness.ca

Travel Counsellors Barbara Stoyles, Travel Counsellor 10 Cathedral Street St. John’s, NL A1C 3Y5 P: 709-726-1979 F: 709-726-2602 Barbara.stoyles@travelcounsellors.ca

Centre for Negotiation and Dialogue

A new play by

Gordon Pinsent

Mary Walsh Meet Gordon Pinsent on Oct. 6 Directed by

EASY DOWN EASY

October 6 - 17, 8 p.m.

LSPU Hall, 3 Victoria St. St. John’s Call the Hall 753-4531 or book online at www.rca.nf.ca RCA Theatre Company

Bui Petersen, Director 29 Jasper Street St. John’s, NL A1A 4B4 P: 709-746-6080 F: 709-754-2997 Email address: bpet@cnad.ca

October 2010

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