BIC June 2016

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BOMA CALGARY NEWS - SUMMER 2016 PAGE 41 | CALGARY CHAMBER SECTION PAGE 54

PM

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The

LeaderSam Kolias, recipient of the 2016 Distinguished Business Leader Award

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6 JUNE 2016 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

STORY TITLE // SECTION

Supporting the visions of entrepreneurs one story at a time.

Volume 26 | Number 6

CONTENTSCOVER FEATURE

34 The Humble Leader Sam Kolias, recipient of the 2016 Distinguished Business Leader Award By John Hardy

ON OUR COVER:SAM KOLIAS, OUTSIDE OF CALGARY’S JESUS LOVES YOU SOCIETY, WHERE HE FREQUENTLY VOLUNTEERS TO HELP SINGLE MOTHERS AND CHILDREN.

FIND US ONLINE! BUSINESSINCALGARY.COM

@BUSINCALGARYBUSINESS IN CALGARY 60

REGULAR COLUMNS

11 Apocalypse Now, (Almost) By Richard Bronstein

12 Another Bumper Sticker Budget By Frank Atkins

14 Don’t Shelve Success, Minister: A History of Successful P3s in Canada By Paige MacPherson

41 BOMA Calgary News Summer 2016

54 Leading Business

73 The Calgary Report Current developments for Calgary Telus Convention Centre, Tourism Calgary, Calgary Economic Development, and Innovate Calgary

78 Marketing Matters By David Parker

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STORY TITLE // SECTION

Supporting the visions of entrepreneurs one story at a time.

Volume 26 | Number 6

COMPANY PROFILES

63 Canyon Creek Toyota Celebrates Silver Anniversary

69 Thirty Years of Calibre Coatings

CONTENTS

20

50

THIS MONTH’S FEATURES

20 The New Normal Coping with much lower energy prices By Melanie Darbyshire

26 The Recovery Prices, sales, listings and investors By Colleen Wallace

30 The Other Resource Strong and steady while redefining itself By Parker Grant

50 Business Aviation: Accept No Substitute With Aviation Directory By Debra Ward

60 Putts, Swings, Distance and Moods Tips from some local pros By Colleen Wallace

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BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // JUNE 2016 11

I’ve never experienced anything like the Fort Mac fire. But in 2003 we had the Lost Creek fire in the Crowsnest Pass. Luckily, tragedy was averted but the blaze came right to the

edge of Hillcrest and Blairmore.

Thirteen years later the green is starting to come back but you still see dead, grey sentinels of spruce and fir standing like mute guardians in the burned-out mountains and valleys.

The thing I remember most is when they started bringing in firefighters from across the province the logistics weren’t ready yet. When the locals saw these firefighters eating cold box lunches, they mobilized to open up several community centres and the women of the town started cooking.

When the men, and some women, came in from the fire lines, there was a place for them to wash up and have a home-cooked meal. They were so tired they could barely talk, but most did manage to down two full plates of supper. (If you had a chance to eat home cooking in Hillcrest, you’d overeat too.) Fighting forest fires is hellish work, so thanks to those who choose to do it.

Fort Mac has its own stories of heroism and miracles. The place that most Canadians once regarded, if at all, as a giant oil pit, has become a place of legend around the world for its humanity. A credit to the people of the town and nearby communities, the work of first responders, and sound leadership by municipal and provincial authorities.

I just hope when this all settles down, and the debate over the future of fossil fuels in Canada rears its head again, and it will,

that the oil haters and extreme environmentalists remember that Fort Mac is full of decent people. It is not the enemy.

The enemy is us.

We need change; but we need to do it with wise policies and care for people whose livelihoods are tied to oil. Painting the business as all black – I’m talking to you Green Party Leader Elizabeth May, and you Avi Lewis and the Leap Manifesto – is not going to convince Canadians to agree on a workable environmental strategy for our country.

The other important idea that is going to get twisted and mangled as a result of the Fort Mac fire is the old climate change versus denier debate. As far as I am concerned, it doesn’t matter if you call it climate change or invent your own reality like VHW (Very Hot Weather).

The fact is we are getting serious disruptions, such as the current intense El Nino spreading dry weather around the world. In East Asia rice supply is plummeting. There are unusually large fires burning in Siberia. Several African countries are facing food shortages. The UN says that 10 million people are at risk in Ethiopia.

There is a lot of real stuff that’s affecting hundreds of millions of people around the world. We need to have a civil discussion about environmental policies and technology solutions for those threatened by weather events because they will become more frequent.

Now is not the time, nor was it ever, to blame Fort Mac people for merely working hard to raise their families. When we all stop using the stuff, they’ll stop digging it. Until then, respect the people.

APOCALYPSE NOW, (ALMOST) // RICHARD BRONSTEIN

Apocalypse Now, (Almost)

BY RICHARD BRONSTEIN


Frank Atkins is Research Chair of Finance & Capital Markets at the Frontier Centre for Public Policy.

ANOTHER BUMPER STICKER BUDGET // FRANK ATKINS

BY FRANK ATKINS

Governments in Alberta have a long-standing tradition of increasing spending when non-renewable resource prices increase, and then not lowering spending

when the inevitable bust follows the boom. This had led to the fact that Alberta government spending is virtually out of control. If you analyze past budgets and look at the patterns of revenue and expenditure, you will see that Alberta does not have a revenue problem, but rather a spending problem.

The recent budget brought forward by the Notley NDP government will only serve to exacerbate this problem. With resource prices extremely low, the government has decided that it would be a good idea to increase spending. However, this is not program spending, but rather it comes under the amorphous title of infrastructure spending which will balloon to $34 billion over the next five years. This will increase Alberta’s debt to $57.6 billion. Ralph Klein must be rolling over in his grave.

For reasons that I have never really understood, over the last (at least) 10 years, all levels of government have clung to the mantra that the economy is suffering from an infrastructure deficit. Therefore, not only are we in dire need of massive amounts of infrastructure spending, it is also good for the economy, because it creates a large fiscal stimulus, which we are in desperate need of at the moment. This is all political babble, and has very little to do with the actual economy. First, I have never had anyone explain to me exactly what constitutes an infrastructure deficit. Second, I have never seen any evidence that government spending provides an

appreciable fiscal stimulus. The reality is that the world price of oil is low, and likely to recover only very slowly, and this is causing the Alberta economy to perform poorly. No amount of infrastructure spending will change this reality. Therefore, the Notley government is attempting to look like they are doing something, while waiting for the next boom.

The problem here is that looking like they are doing something with this infrastructure spending, they are digging Alberta into a deep hole. Anyone who thinks that interest rates are not going to rise in the near future does not understand how an economy works. This will increase debt servicing costs, which will leave less revenue available for the inevitable increases in spending, which will lead to the need for more debt. The manner in which this can be avoided is to produce a budget that exhibits some fiscal discipline in the form of meaningful expenditure cuts.

In May 2009, I wrote an article in this magazine about the 2009 budget that had just been released. I stated, “The budget itself revealed a lot about the direction, or more precisely the lack thereof, of government policy. I would sum up the latest budget as tinkering with some taxes (the so-called sin taxes will rise), continued infrastructure spending, and mostly waiting for another resource price boom.” This, of course is the all too real bumper sticker (remember that one?). Well, here we are seven years later, and we are still doing the same thing. The 2016 budget is a bumper sticker budget, in the same manner that the 2009 budget was a bumper sticker budget. We never seem to learn.

Another Bumper Sticker Budget

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Liftboss started in the forklift world, servicing and providing parts for all makes and models of material handling equipment. In 2013, Liftboss was pleased to welcome Doosan Heavy Equipment to their list of dealers, which added Doosan’s popular wheel loaders, excavators and articulated dump trucks to the already established Liftboss roster.

Today, Liftboss is the only heavy equipment dealership you need for new and used brand-name equipment ranging from 2,000-200,000 lbs capacity, rentals and leasing, forklift training, factory and aftermarket parts, and in-shop or on-site service (performed by certified mechanics) for all makes and models of material handling and heavy equipment.

Alberta owned and operated, Liftboss is proud to service its many customers – from Fortune 500 companies to independent shops – by providing quality Doosan equipment, updated inventory, parts and labour warranty, full on-site service packages, competitive pricing, on-time delivery and outstanding customer service.

Liftboss thanks Edmonton, Red Deer and Calgary for a great 10 years and looks forward to the next decade.

Left to right: Dale Beatty, Marc Tougas, and Andre Gagnon

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It’s not entirely clear why Alberta Infrastructure Minister Brian Mason is shelving all public-private partnerships in favour of “traditional methods of funding” for the next five

years of the government’s capital plan.

What should be clear, however, is that in any policy area, refusing to at least take a look at all available options just doesn’t make sense. Ignoring potential political motivations (cough, cough: giving more taxpayer-funded work to government unions) and thinking only of building quality infrastructure at the best price, it’s hard to understand why the government would universally reject a model that’s enjoyed so much success.

Public-private partnerships – better known as P3s – involve engaging the efficiency, experience and expertise of the private sector on public infrastructure projects. In many cases, P3s allow businesses to not only design and build infrastructure, but also to help finance, maintain and operate it. Often, governments pay for projects once they’re completed, and cost overruns are avoided and ideally, contractually forbidden – unlike in ‘traditional’ government projects.

Let’s be clear: not all P3s are a good deal for taxpayers. Like any financing model, they make sense in some cases and not others. But the P3 financing model has worked well for many Canadian infrastructure projects.

In 2013, Regina put out a competitive tender for a P3 waste-water facility. The Canadian Union of Public Employees argued against the model, and opponents gathered enough signatures on a petition to force a vote on the matter. The P3 project passed with 57 per cent. Ultimately, a report by Deloitte estimated that the project ended up saving a total of $138 million, or 29 per cent less than what it would have cost had it been traditionally procured and financed. That’s almost double what the city thought it would save.

In British Columbia, the P3 model has been used often – and in particular has helped three major health-care projects come to fruition on time and on budget. The Abbotsford Regional Hospital and Cancer Centre was built in 2008, followed by an outpatient and surgery centre in 2011 and a critical-care centre in 2014.

Here in Alberta, the government used a P3 model to design, build, finance and operate the Northwest, Northeast and Southeast legs of Anthony Henday Drive in Edmonton, saving taxpayers a cumulative $614 million over the course of the three projects.

P3s have worked outside of Canada as well. In 2000, a group called Environment Probe drew attention to a P3 success story out of Indianapolis.

In 1994, Indianapolis privatized the operations and maintenance of two of its waste-water treatment plants, saving $72.8 million USD over the first five years of the contract. Environment Probe said the P3 model resulted in improved environmental results and strengthened relations with staff at the plants.

As should be the case with any project, P3 contract agreements must be entered into with healthy skepticism. The government must act diligently on behalf of the taxpayer, ensuring all bases are covered and accountability mechanisms are in place.

The province has committed $39.1 billion to infrastructure over the next five years, with a chunk of that cash coming to Calgary. There is no reason to automatically reject a funding model that has in the past delivered important infrastructure projects on time, on budget and often saving taxpayers money.

Don’t Shelve Success, Minister: A History of Successful P3s in Canada

BY PAIGE MACPHERSON

Paige MacPherson is Alberta director of the Canadian Taxpayers Federation, a non-profit, non-partisan citizens advocacy group dedicated to lower taxes, less waste and government accountability.

DON’T SHELVE SUCCESS, MINISTER: A HISTORY OF SUCCESSFUL P3S IN CANADA // GUEST COLUMNIST

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Above: (L-R) Scott Taylor, Matt Patrick, Hunter Skibin and Andrew Bennett

Cost Effective IT Solutions: Free yourself from the burden of technology

In a challenging business climate it can be difficult to maintain a professional IT staff and ensure that your IT

infrastructure is well maintained, up to date and properly supported. Leveraging an IT managed service provider can help

control your IT costs with services that grow and shrink with the size of your company.

Next Digital is one of Alberta Venture’s 50 fastest growing companies and the managed services support model is one

reason for that success. Providing professional IT services at a per-user cost allows for predictable and scalable IT

support solutions.

“One of the benefits in our monthly managed service is that your IT support cost becomes predictable and can

grow or shrink with a changing workforce,” explains Matt Patrick, Next Digital’s Calgary branch manager.

“Our clients receive a personalized IT experience with an assigned support team and enjoy unlimited

remote support, along with regular site visits to check in on users.”

Next Digital is also a unique IT solutions organization with another differentiating aspect. In the

complex world of technology you can find yourself surrounded by jargon and seemingly

endless options; Next Digital prioritizes a sometimes forgotten basic business skill: listening!

“An essential part of what we do is listening to our client,” Patrick points out. “We listen

to their needs and their objectives. Then we design and implement a solution to meet

those objectives.”

The Next Digital commitment is to develop IT solutions and strategy that allow

businesses – lawyers, health clinics, accountants, manufacturing, oil and gas, plumbers

and association executives – to focus on growing their business and their success.

“Our key role is to free our clients from the burden of technology.”

It’s a refreshing mandate and a blunt explanation from John McLaughlin, managing partner

of Next Digital, that the dynamic and innovative IT solutions firm is making its mark with

businesses, community and non-profit organizations in Alberta and across Canada.

“After all,” McLaughlin emphasizes, “technology is only one part of the equation. We work hard to

develop trust and a close relationship with our clients. When we get a call, it’s usually because they

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OFFTHE

ATB Financial, Alberta’s largest homegrown financial institution, has created a new way to further its support of the province’s entrepreneurs. The leader in small and mid-sized business lending, ATB now introduces the ATB Entrepreneur Centre: a first-of-its-kind dedicated space designed specifically for entrepreneurs. It’s a place business owners can meet to share ideas, garner support and learn from banking and business experts.

ATB’s first Entrepreneur Centre has officially opened at its Uptown branch on Calgary’s 17th Avenue.

“Being an entrepreneur can be tough. And sometimes it can be pretty lonely,” says Wellington Holbrook, ATB’s executive vice-president, business and agriculture. “We understand that owning your own business can be filled with moments of exhilaration, fear, success and challenges. We can stand beside entrepreneurs through

those moments so they can operate their businesses with confidence.”

ATB will partner with other business experts to offer free workshops to all business owners – whether they are ATB customers or not. Workshops will include business banking topics and sessions covering:

• How can my business become a social enterprise?

• Dealing with divorce as an entrepreneur.

• Crowdfunding – is it a fit for my business?

• Social media 101.

• How can I learn from my failures to arrive at success?

ATB has completed its second-best fiscal year ever when it comes to loan authorizations to small and mid-sized

businesses. As well, ATB approved 370 loans to entrepreneurs authorized through the Canada Small Business Financing Program (CSBFP) during the 2015-16 fiscal year, worth a total of $90.3 million – more than all other financial institutions in Alberta combined.

With 2,583 more business customers than in the previous year, ATB now supports over 90,000 business customers in Alberta.

“Our increased wholesale borrowing agreement with the province has helped us expand our support to Alberta’s entrepreneurs,” adds Holbrook. “While we did notice a slowdown in loan activity in our fourth quarter, there’s still good business happening in Alberta.”

A second ATB Entrepreneur Centre opens in Edmonton later this month with plans to expand to more locations soon. To find locations and learn more about their centres, visit atbentrepreneurcentre.ca, or call 403.974.5380.

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OFFTHE

On March 15, 2016 the third-annual Energy New Venture Competition (ENV) – a platform for advancing emerging energy technology companies and concepts to the next level – was hosted by the Hunter Centre for Entrepreneurship and Innovation at the Haskayne School of Business. The ENV Competition offers seed-stage companies, budding entrepreneurs, researchers and students a chance to benefit from a share in almost $150,000 in cash and in-kind prizes.

According to Kim Neutens, director of the Hunter Centre for Entrepreneurship and Innovation, the competition’s goal is to help drive Calgary forward as the epicentre in early-stage energy tech innovation.

Calgary-based Spectralog took home the top prize of $55,000 in cash and in-kind services.

Grant Sanden, CEO of Spectralog, explains how his

company’s innovative and cutting-edge technology is redefining many aspects of the energy industry.

“It gets a bit technical, but hyperspectral technologies analyze the reflection of light at individual wavelengths.

“By taking and analyzing a hyperspectral picture we are able to quickly and cheaply understand many properties of a material. We’re starting with resource geology, where we can replace many expensive and lengthy lab tests, such as determining how much bitumen is in oilsands, with a simple picture, and without any environmentally damaging solvents. There are also many applications in mining, agriculture and other industries,” Sanden adds with enthusiasm.

Sanden concludes, with positivity and pride, that “Winning the 2016 ENV Competition is validation of the strength of our technology and business plan, as well as our ability to clearly explain our vision to investors and customers.”

Haskayne - 2016 Energy New Venture CompetitionHigh-Tech is an Energy Winner - Haskayne has done it, again!

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A nagging and classic chicken-or-the-egg business dilemma is: what comes first – branding or reputation? It’s also a chronic

priority and a vitally important aspect of smart business, from ambitious startups and local indie restaurants to Coke, Pepsi, Ikea, Walmart, Apple and Campbell’s Soup.

“Brand and reputation are both integral to the success of any business,” says the dynamic Rob Swiderski, owner and operator of CRAFT Beer Market and EO Calgary member. “While they are interrelated, it is very important to be able to define what each of these elements does for your business on their own, and then understand how they impact and influence each other.

“Identify what you are trying to achieve. Be clear in that objective. Hire like-minded people who share the same values and believe in what you are doing. Train them and give them the resources to become brand ambassadors.”

Paul Constance, president of Lloyd Sadd (Calgary) Insurance Brokers Ltd. and EO Calgary member, suggests, “Your brand is your reputation. It’s how people view your company’s ability to deliver its promise. Since we are a relationship and expertise business, this is where we need to spend our time and energy. For us, our brand is built around delivering expert advice to our clients. Our actions must match our core values as a company and be reputable at every level of our organization to be successful.”

Marija Pavkovic Tovissi, an EO Calgary member and owner of Calgary’s MaKami College, a provincially accredited private vocational college offering a diploma program in advanced clinical massage therapy, references solid examples to make her

point. “I can be across two city blocks and still recognize the Ikea sign and understand exactly what it represents. They have effective advertising and brand recognition. Some companies, like Nike, add a slogan to represent their brand. Nike has used ‘just do it’ as their branding for over 20 years. We all know that branding and it inspires an emotional response and purchase of the brand.

“Consumers want consistency and reliability in a brand,” she explains. “Understanding who your potential clientele is and where and how you can market your brand effectively to them is important when establishing the brand. The biggest question to ask when branding is: will the consumer understand what the product or service is simply by looking at the name or logo of the company?”

“Reputation is built through the experiences you create for your customers,” Swiderski points out, from the perspective of the restaurant industry which relies heavily on reputation and word of mouth to grow and be successful.

“It’s what they go out and tell the world about your business or product. In the hospitality business, the cliché says: if someone goes out and has a great experience, they may tell one person. But if they have a bad experience, they tell 10 people.”

While logos, slogans, core values and consistency are vitally important for a business’ effective branding and reputation, Paul Constance concludes, “Reputation is ultimately built by your people. Building the brand is about delivering on your commitments. It will take 10 years to build a reputation and one minute to lose it.”

The Importance of Brand and Reputation

The international Entrepreneurs’ Organization (EO) is the respected, world-wide business networking group — with more than 10,000 members in 35 countries — where business leaders meet informally to brainstorm, compare notes, learn and share relevant discussions about business.EO has 122 chapters around the world, including the Calgary chapter which is the fifth largest and one of the most active EO chapters in the world.

Let’s Ask an EOer

Marija Pavkovic TovissiOwner of Calgary’s MaKami College

and EO Calgary member

Rob SwiderskiOwner and operator of

CRAFT Beer Market

Upcoming Events:

June 1 - 2 • Chapter Strategy Summit

June 2 • Leadership Breakfast

June 17 • Year End Presidents Party

Contributing Members:

Paul ConstancePresident,

Lloyd Sadd (Calgary) Insurance Brokers Ltd.

www.eocalgary.com | For membership inquiries: [email protected]

Rectangledesignfiles

(being sent)

http://www.eocalgary.com

THURSDAY, JUNE 25TH | 6pm

Platinum Partner Gold Partners Official Airline Partner

Contact us for tickets Nancy Bielecki | 403.264.3270 x 230 | [email protected]

Join us in celebrating Calgary’s Leaders Awards. We will be honouring 20 individuals for their business acumen, contribution to community and to their industry. These are the people who are making Calgary a great city to live and work in.

Business in Calgary will celebrate the 2016 winners at our 9th Annual Awards Gala, and our July issue will feature the Leaders and their companies.

Wednesday, June 29th | 6pm | Metropolitan Centre

To stay informed on details for our event, visit www.businessincalgary.com/leaders

http://www.businessincalgary.com/leaders


THE NEW NORMAL // OIL & GAS

In the summer of 2014, the price of West Texas Intermediate (WTI) crude oil resided comfortably in the $100-plus per barrel range. Calgary was booming: house and land prices were skyrocketing, net migration was up, and rental

vacancy rates were at historic lows. But alas, the good times can’t roll on forever.

Two years later, much has changed in Calgary, not the least of which is the oil price. Sitting in the roughly $40 WTI range, the precipitous drop has triggered dramatic changes for both Calgary’s oil and gas sector and the city. Hardly anyone is unaffected.

However painful, the slide in the price of oil should not have been a surprise. The price is, after all, cyclical, rising and falling according to the supply/demand ratio, geopolitical events and the economy, triggering the booms and busts the industry is famous for. This time around, it’s an issue of oversupply.

Though predictable, the current price decline and resulting slowdown are nevertheless unique. “This time’s different,” says Tim Pickering, founder of Auspice Capital Advisors Ltd., “and there’s a good and a bad to the story.”

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First the bad: despite the modest rise in the price of oil since it bottomed out in January, most companies have already changed. “They’ve rationalized their business, gotten more efficient, rid the fat,” Pickering explains. “They’ve improved their business model to survive.” And they aren’t likely to fatten themselves up, even when prices rise. For instance, of the employees who have been let go, he estimates roughly only five per cent will eventually be rehired.

At Cenovus Energy, for example, the workforce is expected to be about 31 per cent lower this year than at the end of 2014, according to a spokesperson. The company is positioning itself to be competitive at much lower oil prices. “We’ve made significant headway in reducing our operating and administrative costs, but we think we have the opportunity to reduce them even more this year. We are not counting on or waiting for a return to oil prices of US$70-80 WTI or higher,” the spokesperson says.

At Whitecap Resources Inc., no employees have been let go, though other measures have been taken. “Balance sheet flexibility is as important now as it has ever been, therefore maintaining a disciplined approach to using debt has been a principal driver for us,” explains Grant Fagerheim, president and CEO. “Our objective is to provide a return on capital spent, and when crude prices dropped below $35 WTI, we immediately reduced our capital program so as not to waste our better inventory while economic returns were challenged.”

Cenovus and Whitecap are so far the lucky ones. Many companies have gone under. “What does [the price of oil] do in the $40 WTI zone?” Pickering asks. “It weeds out a lot of businesses.”

On the service side in particular, many companies have disappeared. “We’ve been feeling it for over a year and this year’s even worse. We don’t call what we had this winter a drilling season,” says Mark Salkeld, president and CEO of the Petroleum Services Association of Canada.

Now the good news and reason for optimism: Alberta is uniquely positioned. “We are the marginal barrel of North America, which means we’re the most important barrel,” Pickering says. “Without us, there’s no American energy security. We’re the cheapest oil that the U.S. buys and we’re their number one import barrel.”

The global supply glut is approximately one to two million barrels a day, relatively modest compared to the early 1980s when oversupply was 14 to 15 million barrels a day. And an oversupply problem is favourable to one of lack of demand. “Did demand get killed by high-priced crude? It appears not. It appears there’s lots of demand,” Pickering says. Growth in Asia, in India in particular, remains steady.

The oversupply can be rectified, even within North America, Pickering says, by just a few things. Shut-ins, cuts to capital expenditures and a slowdown in the U.S. Bakken play would help.


ABOVE LEFT: GRANT FAGERHEIM, PRESIDENT AND CEO OF WHITECAP

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PHOTO SOURCE: TODD KOROL

ABOVE RIGHT: MARK SALKELD, PRESIDENT AND CEO OF THE PETROLEUM

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Jackie Forrest, VP energy research at ARC Financial Corp., agrees the oversupply can be levelled, perhaps within six to eight months, assuming three things. “One is that demand keeps growing which it looks on track to do. That OPEC keeps their production fairly steady, with the exception of some growth from Iran, and that American production actually pulls back. And all of those seem more doable.”

For the time being, Pickering says companies should be comfortable with prices in the $30-$50 WTI range, though he concedes most become sustainable north of $50 WTI. “You’ve got to be pretty efficient under $50 WTI to survive.”

It is possible however, as Whitecap is proving. “Now that crude has responded modestly higher to the $40 WTI-plus level and service costs are better defined, we are able to increase capital and provide profitable growth,” says Fagerheim.

Salkeld confirms that some service companies are working. “They’re all hurting, but there are some that are doing a little bit better than others, depending on the services they offer.”

So where is the price headed? It’s anybody’s guess, but Forrest is optimistic we’ll break $50 WTI by the end of this year. Fagerheim anticipates that the unprecedented amount of capital removed from historical spending levels could cause the imbalance to resolve as soon as later this year. “We are cautious as to the price level we might see in the future however we do feel at this time that we may see $50 to $60 WTI levels sometime in 2017 and 2018.”

Forrest agrees, “And I think there’s a very good chance we could actually have a much tighter market if not a bit of a shortage as we get out into [2018 and 2019].” Higher prices would result.

Greater market access would also help. “The Keystone XL rejection was, I think, a big signal that we need to develop new markets,” says Forrest. “We need pipelines that will allow us to get to Asia, to Europe, to India.” Pickering echoes the sentiment: “We’ve got one buyer. Tell me an industry with one buyer that gets a fair price? That’s not the way the world works. We need more than one buyer.”

That “fair price” would be one not discounted to WTI, as the price for Western Canadian Select – the dominant grade for heavy sour physical crude oil in Alberta – currently is, or one that is traded at a premium to WTI, as the Maya (Mexico) heavy sour crude blend is.

Pipelines to the west, north, east and south are needed. “Or we need to burn it or use it in our own refineries in Canada,” Pickering says, referring to the fact that even within Canada, domestic oil isn’t always bought.

Of course the price of oil, and the reaction to it, are relative. Last August, when the price of WTI fell below $45, most thought it couldn’t sink any lower. Now, as it climbs back up to that level, optimism is in the air. That optimism will help Calgary, and its oil and gas industry, weather this downturn. Perhaps lessons will be learnt for next time.


ABOVE: JACKIE FORREST, VP ENERGY RESEARCH AT ARC FINANCIAL CORP.

LAST AUGUST, WHEN THE PRICE OF WTI FELL BELOW $45, MOST

THOUGHT IT COULDN’T SINK ANY LOWER. NOW, AS IT CLIMBS BACK UP

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THE RECOVERY // REAL ESTATE

When it comes to Calgary real estate, particularly resales and new condos, lingering uncertainty and even cautious positivity about a 2016 turnaround is still a matter of dominoes.

Factors and what-ifs impact each other: the economy roller-coaster; the geopolitics of oil prices; despite a slight recovery, a continuing weak loonie; Calgary job losses; consumer jitters; mortgage rate increases; and other factors.

All part of the messy equation and guesswork.

“With no improvement in the labour market, it’s no surprise that we continue to face downward pressure on housing sales activity and prices,” says the terrifically plugged-in chief economist of the Calgary Real Estate Board (CREB), Ann-Marie Lurie. “Provincial unemployment rates are at the highest level recorded since the early ’90s.

“Overall sales activity is expected to remain sluggish as demand continues to be impacted by the weak labour market. Inventory will likely continue to rise and prices are expected to trend down. We are currently in the second year of this cycle,” she points out.

“Original forecasts had sales declining by around two per cent and currently we are running at a steeper decline. Prices are currently off around 3.5 per cent in total and that is pretty much in line with forecast expectations. But it is unlikely that the sales decline will be much higher than current levels of 10 per cent.

“If no change occurs by the second half of the year, the prices could fall further,” she warns, “but not likely to surpass the five per cent decline this year. Prices are generally too sticky for that.”

Calgary’s Q1 home prices declined, a consequence of various ‘domino’ factors like the economy, job losses, demand and consumer confidence. Calgary’s benchmark price totalled $442,800 this spring (the benchmark home price attempts to

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measure changes in the price of a typical Calgary home), 3.51 per cent lower than 2015 levels.

For example, March home sales in Calgary totalled 1,588 units, which is 11 per cent below the same time last year.

Respected and successful Calgary Re/Max real estate professional Sam Corea – one of the area’s most dynamic and popular realtors, consistently in the Top 10 in Canada – is positive and realistic.

Although he is bullish and confident about a Calgary real estate turnaround and recovery, he suggests that, although the past year to 18 months or so were unusually tough times for Calgary real estate, in some ways, a part of the problem may be perception and misunderstanding about the past 10 years of Calgary’s economy, migration, employment and real estate boom.

As many Calgary residential and commercial real estate professionals suggest, a key aspect of the current perception is that, particularly 2014 Calgary stats and numbers were a real estate anomaly, not a realistic average or norm.

“The past two years have really been a real estate situation of two extremes,” the personable Corea explains. “No doubt about it, 2014 was our pinnacle for sales and activity. And then the downturn happened. Calgary real estate is used to dealing with cycles, and maybe the recovery is happening, but this cycle is different.

“This time it hit home more, especially with job losses. Calgary is dealing with higher unemployment than it has seen in a decade but Calgarians have been fortunate to live here. It is a young city. The economy – and real estate – have enjoyed a migration boom. It’s a city with high incomes and a 35-plus age group that really doesn’t know any other Calgary life. So, for many, it’s been a huge adjustment.”


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Out of occupational necessity, Calgary realtors follow oil prices as closely as any industry analysts and are optimistic but still cautious, daring to consider that the 2016 mid-year stats about prices, listings and sales could be a positive sign.

“It has been a tough market. Crystal-ball sales in Calgary are booming. Everybody is guessing,” according to seasoned

Calgary realtor Jim Sparrow, Royal LePage Solutions. “Calgary has long been considered one of the best cities in Canada to live. The past 10 years of the area’s oil and gas economy have created an incredible environment for lifestyle and real estate investment. And economists expect that it will continue as oil recovers.”

He points out that, partially because Calgary continues to diversify in types of businesses and jobs, the real estate market is far more

resilient to the roller-coaster of commodity prices than it once was but it is certainly not immune.

“Despite home sales showing year-to-year declines ranging between 10 and 40 per cent in 2015, most home prices have not dropped by more than three to four per cent. In

fact,” Sparrow says, “in the under $500,000 price range, most homes are selling for the same or more than they did in the same period in 2014.”

“The market that was most affected and had the biggest adjustments were homes over $1 million,” Corea tracks the numbers. “In 2014, there were 51 buyers in the $2-million range. In 2015 there were 18 and that specific market segment was down 83 per cent. But by this spring, there were over 110.

“Especially in the luxury market, prices have dropped and non-oil industry buyers are now jumping in. In other price ranges, the market has already moved back up in 2016. Of course not to 2014 levels but there are signs of a rebound.”

Calgary’s condo situation, especially the downtown core areas, is particularly impacted.

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“The key factors that usually affect Calgary condo sales are the economy and the labour market,” says Michael Ferreira, managing principal of Urban Analytics, a reliable source of industry data for developers, planners and financial institutions. “As the economy and the labour markets improve, rental demand increases which results in greater interest from investors interested in holding condos as investments.”

Consumer confidence is a key factor for condo sales, as with the other types of housing. And Ferreira explains, investors are reluctant to purchase a condo unit in a low consumer confidence environment since they sense less opportunity for price appreciation of the unit in the short term, and potentially lower rental demand in the long term.

He tracks the Calgary condo stats and trends, he’s plugged in, well informed and has professional hunches. “Assuming a majority of the job cuts have been made and the Calgary labour market is stabilizing, we expect moderate sales activity for the balance of 2016. Most developers may hold off introducing comprehensive new developments until market conditions improve, and that will allow inventories to remain steady or drop in some areas,” he notes.

“Demand should begin to increase in 2017 and, depending on the amount of supply in the market, the greater demand will put pressure on prices. There are many prospective buyers currently sitting on the sidelines, waiting for signs of economic growth and recovery in the energy sectors. And then they will be back in the market,” Ferreira says with optimism.

Barry Byman is a Moving Professional working with AMJ Campbell in Calgary. Barry holds his Moving Certification with CAM (Canadian Association of Movers) and is involved with two overseas groups — OMNI (Overseas Moving Network International) as well as FIDI/FAIM’s Global Alliance. He is a member of CERC (Canadian Employee Relocation Council) and is the recipient of their Meritorious Service Award for 2012.

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THE RECOVERY // REAL ESTATETHE RECOVERY // REAL ESTATE


THE OTHER RESOURCE // FORESTRY

Forestry, Alberta’s other resource, is having a boom year but continues to be overshadowed and upstaged by the impact of concerns about the energy sector.

And while many may not notice, forestry is staying strong and, in some internationally interesting ways, growing, bio-diversifying and reinventing itself.

The traditional and new forestry industry is a major contributor to the Canadian economy.

With 42 per cent of the land acreage of Canada covered by forests, the country contains 10 per cent of the world’s forested land, made up mostly of spruce, poplar and pine. Contrary to some critiques and faulty assumptions, less than one per cent of Canada’s forests are affected by logging each year. But, despite the low amount of land that is logged, Canada is the world’s second-largest exporter of forestry goods. The industry contributes significantly to Canada’s surplus global balance of trade.

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“Forestry in Alberta interacts on a daily basis with the energy sector and over the years we have made great progress on integrating many activities including road building and site clearing/harvesting with the intent to reduce the overall industrial footprint and lessen our impacts on the environment including caribou,” explains Brent Rabik, business unit leader with business development and government affairs of Alberta-Pacific Forest Industries (Al-Pac).

“We don’t necessarily get a lot of attention till there are issues in the energy sector and unfortunately we don’t have the same market structure where we can compete effectively with the energy sector on factors like wages and materials. We both need power engineers, for example, and we lost a lot to the energy sector. That is changing with low oil prices.

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“Canada is the world’s second largest exporter of forest products and exported $33.4 billion in forest products in 2015,” says plugged-in and Calgary-based Mike Holden, director of policy and economics with the Canadian Manufacturers & Exporters (CME). “It was the sector’s highest level since 2007, although down considerably from the high of $44.7 billion in 2000.

“Last year, Alberta accounted for 8.9 per cent ($3 billion) of Canada’s forestry exports. That share has been rising steadily since the mid-1990s, when it was about four per cent of the national total.

“Forest products made up about 3.2 per cent of Alberta’s total exports. And that share is up from 2.2 per cent in 2014, partly because of strong (11.3 per cent) growth over the year before but mostly because of the tremendous drop in the value of crude oil exports,” he tracks the numbers. “Forest products simply became a larger share of a smaller total.”

A key aspect of the forestry industry is perception versus the contemporary reality of products and supply/demand.

“Lumber, pulp (which goes into making paper) and panel boards continue as the backbone of the industry,” explains Rabik. “Lumber and panel boards are affected largely by housing starts in the U.S. and Canada, while that sector has made significant recent inroads into China.”

“Pulp used to be directly tied to GDP but that started changing a number of years ago as society shifted to the Internet and new electronic media, and wasn’t using as much paper. While some paper products, like paper towels and tissue [including diapers and personal hygiene products], continue to follow global growth, the printing writing sectors (like newsprint and office paper) are seeing decreased demand,” says Holden.

He points out that for lumber and other wood products the U.S. is by far the most important destination, accounting for 76 per cent of total exports. China is next at nine per cent and Japan at 6.4 per cent.

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“It’s worth noting that wood product exports to the U.S. are 38 per cent below 2005 levels, while exports to China are 13 times higher.”

The U.S. is also the main destination for paper products at 64 per cent of the total. China is next at 17 per cent. “The growth pattern is similar to lumber, although not as extreme. Paper product exports to the U.S. are 25 per cent lower compared to 2005 and exports to China are 273 per cent higher.”

As Rabik points out that while traditional forestry products – from lumber, newsprint and packaging to toilet paper and diapers – continue as staples of the industry, new products are being developed for new markets.

“Bio-refineries, in the Alberta context, are mills (like Al-Pac) that are trying to realize more value from the biomass that we bring in,” he explains, avoiding inevitable industry technicalities. “Our process, kraft pulping, cooks the wood to separate the cellulose – same as cotton – from the lignin to produce pulp.

“And we are also looking at taking pulp and processing it to the nanoscale to create cellulose nano crystals,” Rabik explains, “that can be used in a wide range of products including health care, paints, coatings, drilling muds, etc. The industry is also working on putting more fibres into plastics and then into things like automotive parts (door panels and roof headers).”

Although bio-refineries are boosting the value and products generated by Canadian forestry, he admits that the concept is more focused in Europe and Scandinavia, where there are more pressures on mills to add value and where energy is more expensive.

The CME’s Mike Holden emphasizes another source of positivity about forestry. “The U.S. economy is doing relatively well.

Solid jobs and unemployment numbers should help boost demand for residential construction, which will lift demand for Canadian lumber. And the forestry sector is one that benefits considerably from a low Canadian dollar.

“The one major issue facing the forestry sector is that it has lost a lot of manufacturing capacity through shut-down of plants. The wood paper product plants that remain are operating at about 95 per cent capacity, which means they have relatively little room to expand production without investing in new facilities. And businesses have been reluctant to make such investments in the past. It remains to be seen if the industry will do so in the future.”

The forestry industry has dynamic innovation, research and development. And the CME stats and projections show that conditions for the traditional and the new, bio-diversified forestry sector are improving and the industry is slowly – some insiders say too slowly – trending positive.

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During the 1983 Alberta economic downturn, Kolias graduated from the University of Calgary with a civil engineering degree and no job prospects.

“Alberta was in a recession. I sent out hundreds of resumés and applied for hundreds of jobs,” he recalls. “My brother and I were both very discouraged. Our parents said, ‘Why not start your own company?’ My dad was a Greek immigrant, a hard-working Calgary bricklayer and a small landlord. It was the ’80s. The real estate industry was depressed. My parents were guarantors of a $50,000 loan so my brother and I could start our own business.”

They used the loan to buy a run-down Calgary walk-up. It triggered the start of Boardwalk Rental Communities. “Many people told us it was a risky gamble. Unemployment was over 10 per cent. Interest rates were over 20 per cent.”

As it turned out, life and business imitated fun and games. He remembers good times, playing Monopoly with his family and friends and getting rent when somebody landed on Pennsylvania Avenue, Park Place and … Boardwalk.

Fast forward 32 years, and Sam Kolias is chairman and CEO of Boardwalk REIT (BEI.UN-TSX), one of the biggest real estate investment trusts in the country, with market capitalization of $2.4 billion. Today it is Canada’s leading owner and operator of more than 200 multi-family communities with over 32,000 residential units totaling approximately 28 million net rentable square feet in Alberta, Saskatchewan, Ontario and Quebec.

“We looked past the discouragements and found opportunities. There are always opportunities! When you

think it’s cloudy, there is always a silver lining,” he says with solid enthusiasm.

“[In a challenging economy] focus, hard work, survival and growth are important. Alberta’s resource has always been great people with talent. Looking back, we built an exceptional team and we turned a big negative into a big positive.”

The company’s core business strategies are providing unitholders with sustainable monthly cash distributions, increased values through selective acquisitions, dispositions, development and effective portfolio management. As a direct trickle-down of Kolias’ personal and professional ethics, principles and ways of looking at life and business, the company uncompromisingly walks the walk that is also a brand and a hard-earned credential: “Canada’s friendliest landlord.”

He is relaxed and admits that Boardwalk has grown by “doing what’s right.” It includes all facets of Boardwalk REIT including rate strategies such as self-regulating rents instead of letting the volatile rental market determine prices.

In business and in his private life, Sam Kolias leads by example and principles. His proven leadership, management and people skills reverberate in everything he does. Internally, within the industry and among residents of Boardwalk’s properties, Kolias’ constant and unwavering empathy is legendary.

His genuine caring and prioritizing people is also a vital aspect of the Boardwalk culture and business plan. The company’s mid-February 2016 financial statement pointed out that “one of the keys to Boardwalk’s ability to sustain value during cyclical oil troughs is its strategy to build goodwill by taking a self-regulated, long-term approach to

COVER

THERE ARE ALWAYS

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rental revenues. This conservative approach supports lower turnover, reduced operating expenses and higher occupancy levels, all of which result in higher revenues and a positive benefit to all unitholders.

“Boardwalk’s self-imposed rent control and rental increase forgiveness program for financially challenged residents, contributes to revenue stability and continues to build goodwill. As a result, the average length of Boardwalk tenancy has increased to over 3.7 years.”

For Kolias, empathy and relationships matter as much (if not more) than the Boardwalk balance sheet. The focused Calgary CEO weaves business and management smarts with a passionate respect for people, residents, staff and even his competitors.

“After all, success is about people! A definition of success is not only doing what you love to do but who you do it with. We work hard to be small and personal. Our team represents our values, and we constantly recognize that relationships

and being involved in our community are at the core of what we do.”

He mentions the example of giant tech companies like Apple and Microsoft and how they realized early that people – not products or services – are an organization’s most valuable assets.

Kolias consistently champions the tremendous success of Boardwalk REIT. He is a high-achiever business leader but almost downplays success and corporate executive status.

“It’s important to work on operations strategy and always recognize the importance of our team, our board and our residents. Leadership is ultimately caring about people. From good, solid relationships comes innovation and success. When we forget about people and relationships, is when we make mistakes.”

Kolias recalls situations when, due to various factors, the company did shrink

for a period and opted to concentrate on building its team. “Because that’s really what it’s all about – people!”

He speaks with affection about the Boardwalk team, like his brother Van (who is senior vice president of quality control), company president Rob Geremia, and his daughter Samantha, a trustee of the REIT and CFO of the family’s private holding company.

“All our leaders are hands-on. No one individual knows more than the others. I have always believed that two heads are better than one, and we have a staff of 1,400,” he says with pride and satisfaction. “The better you treat people, the better you are treated. Respect is vital. Even when there are mistakes.”

Judging by the Boardwalk track record, the 61-year-old CEO doesn’t make many mistakes.

The company’s 2015 financial statements showed strong revenues and funds from operations (FFO) were up 5.6 per cent. The company achieved an industry impressive 97 per cent portfolio occupancy rate.

ABOVE, L-R: ROB GEREMIA, PRESIDENT; AND SAM KOLIAS, CHAIRMAN AND

CEO OF BOARDWALK REIT

THE HUMBLE LEADER // COVER

In addition to prioritizing people, Kolias is a driven advocate for learning.

He is still appreciative that, in the early stages when Boardwalk was just a daring startup, many Calgary real estate professionals as well as the University of Calgary and Mount Royal College were open, accessible and supportive, willing to teach and mentor his fledgling company. “The Calgary business community has always been supportive and resilient, emphasizing learning. Our education resources are world class,” he adds.

Supporting education and learning continues as one of Kolias’ many professional and personal causes. “An investment in education is an investment for the next 100 years.”

Although Kolias’ vision and Boardwalk’s track record of achievement are testimonials to his success, he is adamant to being most inspired by family, friends and community. “It takes a long time to learn so much from so many. My parents experienced war, famine and hardships and they always learned from situations.

“It is so important that our company continues to improve and learn from experiences. It’s also very exciting, because, no what the situation, we are always learning, growing and helping each other to be better. We can even learn from the competition,” he adds with a warm chuckle.

He remembers early life lessons learned on the job. “In the ’90s, when growth and business success were a consuming focus for me, it was a turning point. I worked really long hours with very little sleep and had a dangerously bad diet. Today I absolutely understand how important it is to be balanced,” confesses the fit father of four who does cardio three to four days a week and sheepishly admits to a lingering weakness for burgers and fries, ice cream, chocolate and salt-and-vinegar potato chips.

The Boardwalk organization embraces technology but he injects caution. “Technology is an amazing tool. It enhances quality, value and service and generally makes things so much better. But it’s only a tool. Not an end-all and be-all and it can be a problem if relied on too much.”

Sam Kolias is a dynamic leader and a sincere, spiritual person. In addition to the private dimensions of religion, he references the golden rule in all he does. “I was raised in an environment where you help your neighbour and treat them like you want to be

treated. That’s Boardwalk’s number one rule and actually in our policy manual. We ask everybody on our team to always think of the other person like they want to be thought of themselves.”

The list of Kolias’ involvements, generosity and support is long. He has a lifelong commitment to education and learning and is a member of the University of Calgary President’s Circle. He is dedicated to “making a dent in Calgary homelessness” and frequently walks across the street from his office to wash dishes, serve lunch and volunteer to help single mothers and children at Calgary’s Jesus Loves You Society.

“Sam is possibly the most caring, thoughtful man I have ever met,” adds Jim Dewald, who has known Kolias professionally for 30 years. “He cares deeply and is not only very involved with impacting Calgary’s homelessness situation but he builds homes for the poor in Mexico, provides thousands of rental units for refugees and he donates his CEO salary to scholarships for his employees’ children.”

“Sam Kolias is the epitome of a servant leader,” the Chamber’s Adam Legge points out. “His tremendous business success has been driven by his unwavering commitment to values, ethics and to his team. He is one of those rare leaders who remains humble, thoughtful and giving in so many ways.”

And on June 22, 2016 when Sam Kolias receives the Distinguished Business Leader Award, it will be just the most recent example of his being a conduit for Calgary business and community excellence.

Proceeds from the DBLA fund two distinct scholarships: one awarded annually through the Haskayne School to a student who reflects the award recipient’s commitment to ethical leadership, as well as an Emerging Entrepreneur scholarship through the Chamber that supports a class of emerging entrepreneurs to launch into the business community each year.

“When it comes to wealth, success and recognition, the most important thing is faith,” Kolias adds with emotion. “Something greater than yourself. Community. Family. A team. Wealth is simply stewardship. We all have different blessings and it’s all about what we do with what we’re blessed with.

“We can all make a difference because everybody is important. The more we give, the more we receive.”

THE HUMBLE LEADER // COVER


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NEWSSUMMER 2016

Page 1 - What if Lower for Longer is True?

Page 4 - Up Close with Chris Nasim

Page 6 - BOMA Insider

Page 8 - Taking a GambleTOC

By Sandy McNair

What if Lower for Longer is True?Succeeding in Both Hot and Colder Business Climates

Not long ago, for many people, Lower for Longer referred to interest rates. Today for many Canadi-ans and most every Albertan, Lower for Longer is

an even more compelling reference to oil prices and in turn business and consumer confi dence as well as growth rates. That is, the rate of growth of the economy, the local population, the participation rate and the employ-ment rate. With implications across Canada, Alberta’s, Saskatchewan’s and Newfoundland’s economic per-formance has shifted from being one of Canada’s key growth engines and performance leaders to the other end of the continuum. For those in the commercial real estate market, Lower for Longer may also be a comment on future rents.

Back to the Future – Any Useful Insights and Lessons from 1982?

Between 1979 and 1983 Calgary experienced a growth spike of magical proportions. During those frenzied fi ve years, the total inventory of offi ce space in Calgary more than tripled. In 1981 more than six million square feet was completed. In each of 1979, 1980 and 1982 more than four million square feet was completed with slightly less than four million square feet completed in 1983 for a fi ve-year total of 25 million square feet. That’s more than what has been or will be completed in the 11 years from 2007 to 2017 as confi rmed in the graphic on page 3.

2

On a Friday in February of 1982 Calgary’s boom ended. Expectations of $60 per barrel oil were crushed and eventually met a $10 per barrel reality. Expectations of the then current interest rates of 16 per cent shifted from declining to increasing. By August of 1982 interest rates reached 21.75 per cent. In addition, the federal government’s national energy program shifted from being a remote risk to a reality. Until 1982, exploration was a key engine within the energy industry. At that time the hunt for energy included exploratory drilling in the Arctic and elsewhere. By comparison today’s energy industry is driven by mining, horizontal drilling and other emerg-ing and breakthrough technologies. A candid look at the energy industry’s current and near-term opportunities will include a new-found and mission critical focus on cost control to match market prices, net of delivery to market costs, even better use of technology as well as environmental stew-ardship, credible monitoring and compelling communication initiatives.

During the 11 years of 2007 through 2017, Calgary has and will continue to experience another spike in new supply of offi ce space. Perhaps surprising to some industry participants, taking a deeper look at the facts reveals much. While signifi cant, this 11-year cycle has been much less frenzied with less than three million square feet per year being completed and being delivered into a much larger marketplace. Also of note is that 10 million square feet, almost half of the total, has been completed in the beltline and suburbs, shifting the breakdown of total inventory for downtown/beltline/suburbs to 62 per cent/12 per cent/26 per cent from a breakdown of 64 per cent/12 per cent/24 per cent in 2006 and a breakdown of 67 per cent/12 per cent/21 per cent in 1999.

Being human, we all have built-in survival strengths and a few weaknesses. Straight-line thinking is one of those built-in weaknesses. When things are good, like the economy, we expect them to get even better. And our natural predisposition is that a weak economy will get worse. Perhaps this is left over from the fi ght-or-fl ight imperative with natural selection over thou-sands of years favouring fl ight. In any event, most of us do not see the corners in advance. One of the key lessons from 1982 in Calgary is that fol-lowing the downturn, a bottom is found, but too often straight-line thinking delays and impairs the shift in confi dence that contributes to the economy moving ahead. This pattern will likely repeat.

Calgary specifi cally and most of Canada have the highly skilled people with can-do attitudes and cultures who will pivot and eventually generate new and compelling opportunities.

Preparing to Win or Waiting for …?Those who win big, really big, have a pattern of becoming very busy and

focused when others are slowing down, or even hiding while waiting for confi rmation of the next upward trend. Those that seek to outperform their peers will be well served to take a similar approach.

SANDY MCNAIR IS THE DATA CURATOR OF ALTUS DATA SOLUTIONS, A DIVISION OF ALTUS GROUP. IN JANUARY 2016 ALTUS INSITE, REALNET AND SEVERAL OTHER BUSINESSES AND TEAMS WITHIN ALTUS

GROUP WERE INTEGRATED TO FORM ALTUS DATA SOLUTIONS. [email protected]

BOMA Calgary NewsBOMA Calgary News is a co-publication of BOMA Calgary and Business in Calgary.

Business in Calgary 1025, 101 - 6 Ave. SW, Calgary, AB T2P 3P4Tel: 403.264.3270 • Fax: [email protected]

BOMA Calgary120, 4954 Richard Road SW, Calgary, AB T3E 6L1Email: [email protected] • Web: www.boma.caTel: 403.237.0559 • Fax: 403.266.5876

Communications CommitteeLeah Stewart, Chair, Sizeland Evans Interior Design

Carly Chiasson, Vice-Chair, Bee Clean Building Maintenance

Kelsey Johannson, TransCanada Corporation

Jon Holmes, Camfi l Canada Inc.

Lisa Maragh, Strategic Group

Danielle Smith-Deveau, Strategic Group

Christine White, Oxford Properties Group

Aydan Aslan, BOMA Calgary

Board of DirectorsCHAIRChris Nasim, GWL Realty AdvisorsCHAIR-ELECTLee Thiessen, MNP LLPSECRETARY TREASURERRichard MordenPAST CHAIRKen Dixon, Strategic Group

DirectorsDustin Engel, Alberta InfrastructureCorrine Jackman, Hopewell Real Estate ServicesJay de Nance, RioCan Management Inc.Steve Walton, Oxford Properties GroupTodd Throndson, Avison YoungGuy Priddle, Cadillac Fairview Marina Nagribianko, Allied REITRob Blackwell, Aspen Properties

The Building Owners and Managers Association of Calgary publishes BOMA Calgary News quarterly. For advertising rates and information contact Business in Calgary. Publication of advertising should not be deemed as endorsement by BOMA Calgary. The publisher re-serves the right in its sole and absolute discretion to reject any advertising at any time submitted by any party. Material contained herein does not necessarily refl ect the opinion of BOMA Calgary, its members or its staff.

© 2015 by BOMA Calgary.Printed in Canada.

3

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Up Close with Chris Nasim

When one meets Chris Nasim for the fi rst time, it becomes glaringly apparent

to sense the passion for commercial real estate and BOMA Calgary. As the current chair of BOMA Calgary, Nasim is a true believer that you “get out what you put in” and will jump at every opportunity to contribute and shape the many environments he is involved in. If it’s not BOMA Calgary, then it’s his involvement with his residential community association or the parent advisory board at the school his young sons attend.

Nasim discovered his passion for buildings very early on. His father owned rental properties when Nasim was a boy, which piqued his interest, particularly in the business side of real estate and asset management. Those interests followed him out of university where both real estate and fi nance became front-runners as potential career paths. After a brief period as a fi nancial planner, he started working with a family friend in private property management and never looked back. That was 15 years ago. Nasim has spent the past 11 years with GWL Realty Advisors, where he currently is vice president, asset management.

Exposure and experience in two vastly different industries is what Nasim credits in preparing him for his professional career and role with BOMA Calgary. The fi nancial industry, particularly brokerage, is what Nasim considers having a similar skills set as people within real estate; and his earliest profession, a bartender and waiter in university, prepared him for

“meeting people and managing expectations.”

So what does Nasim feel his expectations are as Chair of BOMA Calgary? He states “continue making sure that the key priorities of BOMA Calgary are adhered to by the committees, by the staff and by the board.”

Nasim points out that people look to the board for direction, and the board looks to the chair for confi rmation – not to set the agenda or make priorities. “This isn’t the will of one person. This is a big organization and we’re volunteers because we care and we’re engaged. I believe in the power of groups and the power of collaboration.”

Where Nasim feels he can contribute to this collaborative effort is to help prioritize, be effi cient, hold people accountable, and ensure everyone on the board has an opportunity to speak their mind by providing an open, safe and transparent meeting environment.

When asked what Nasim enjoys most about the BOMA Calgary community, he very quickly and succinctly articulates: “The people and the breadth.”

(Left) Chris Nasim, current Chair of BOMA Calgary

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BOMA Calgary “allows me to work with great people in the industry that my normal day to day wouldn’t have me interacting with – even people who I am professional ‘competitors’ with – but with BOMA, we are highly aligned. Great people working together for the common good of the industry.”

Nasim states it is very rewarding seeing people in commercial real estate receiving recognition for their outstanding achievement in the industry, whether it be the BOMA BEST Certifi cation of a building or a BOMA Excellence Award.

“Knowing how hard they worked, and how many hours went into it – them getting their chance to be recognized for that – is really cool. Property managers are our day-to-day managers, operations guys climbing around in mechanical rooms – they are the ones who run real estate so when they get recognized, I think that is the biggest reward for me.”

One area Nasim seems extremely excited about is the new collaboration with other industry-related groups. Previously these groups had adverse relationships among each other that created debilitating roadblocks and prevented individual or group advancement. Nasim is now seeing a positive shift with synergies in the industry groups and the concept of “having different stakeholders working towards a similar goal, allowing us to have success in achieving wins which may not have occurred going it alone.” One example is the joint effort between BOMA, NAIOP and UDI (Urban Development Institute) jointly collaborating with the City of Calgary regarding issues surrounding new and existing real estate development near the railways. “If we can demonstrate success by collaboration it would be a huge win for everybody.”

A year from now when he refl ects back on his role with BOMA, Nasim hopes to say that “BOMA infl uenced legislation for the positive benefi t of our members on the Municipal Government Act with our earned seat at the table.”

At present, the Municipal Government Act (MGA) which focuses on governance, planning and development, and assessment and taxation, is being updated and modernized. The current MGA is one of Alberta’s largest pieces of legislation, containing 18 parts and more than 650 sections. The MGA provides the governance model for cities, towns, villages, municipal districts, specialized municipalities and other forms of local government. It lays the foundation for how municipalities operate, how municipal councils function and how citizens can work with their municipalities. Currently the MGA is being tabled, with results expected in Q2 or Q3 of 2016.

Refl ecting on the local market conditions, Nasim is not naive to the current economic slowdown and the challenges that brings with it to Calgary’s workforce, property managers and building owners. “If we can maintain our membership, keep our events fun, our networking lunches full and people are still smiling at the 2016 year-end event – that would be a big year for BOMA Calgary.”

Nasim’s leadership, enthusiasm and approach to BOMA Calgary, BOMA Canada and the commercial real estate industry gives everyone a reason to smile.

INTERVIEWED BY LEAH STEWART, ON BEHALF OF THE BOMA COMMUNICATIONS COMMITTEE

Michelle McCarryDirect 403.463.3021

[email protected]

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BOMA Insider

Welcome New BOMA Member Companies!

Acorn Design Concepts – Kirsten Janes

Aerco Industries Ltd – John Jaggard

Teric Power – Jim Blythe

Diamond Parking Service – Ceirin Hunter

Calgary Technologies inc. – Crystal Raymond

BPS Protective Security K-9 Inc. – Andrew Bons

Clintar Landscape Management – Ryan Jones

Clean Sweep Parking Lot Service – Jodi MacGuire

Above two photos: BOMA Members at the 23rd Annual BOMA Ski Day

Chair of the The BOMA Calgary Foundation, Chris Howard presents a cheque to CCIS

Dr. Robert Thirsk, Former Canadian astronaut & 13th chancellor of the U of C at the BOMA Luncheon

BOMA Members at the Spring Social Jacqui McFarland & Melissa Klasen from Sizeland Evans at the BOMA Spring Social

Welcome New Members! Linden Ritchie from Alaska Refrigeration & Air Conditioning has joined BOMA

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By David Parker

We need some good news about the real estate industry; and there are a lot of very positive developments going ahead that I’m excited to

write about. But there are also a couple of concerns – on top of the downtown offi ce vacancies.

But fi rst the good news.Developers have to gamble a little on their timing so it’s

encouraging to see the confi dence some have in this city.GWL Realty Advisors has started construction of the

SilverBirch Hotels & Resorts 390 long-stay unit Marriott Hotel and 33-storey residential tower on the former

Alberta Boot lands at the corner of 10th Avenue and 5th Street SW.

Scott Builders has been awarded a contract to build a 29,000-square-foot offi ce and shop for Myshak Crane & Rigging in Fulton Industrial Park, and Remington Development, nearing completion of its 90,000-square-foot offi ce for Computer Modelling Group in University Research Park, has announced it is to begin construc-tion shortly on a new 160,000-square-foot purpose-built Hexagon Calgary Campus offi ce and assembly plant for Novatel.

Taking a Gamble

It’s time to recycle more than this magazineNov. 1, 2016 – New recycling requirements for businessMany businesses and organizations are doing a good job recycling, but we need to do more. Nearly 60 per cent of garbage from businesses could have been recycled, but instead goes in the landfill. Effective Nov. 1, 2016 a new recycling bylaw will require all businesses and organizations to recycle the following:

Contact your garbage collection company or visit calgary.ca/businessrecycling to learn more.Is your business ready?

paper & cardboard

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metal glassuntreated wood

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9

It is located in the District at North Deerfoot by Melcor, a development that is progressing quite nicely. And it is surrounded by much activity on airport lands and in the nearby huge warehouse developments.

Downtown there is a lot of activity in fi xing up existing structures and cranes are fl ying over several construction projects, but building owners are suffer-ing as core companies continue to downsize.

So one would think that city hall would be doing everything possible to assist them in their efforts to manage – and even keep alive – their businesses.

I keep hearing (again) that things are about to improve in the issuing of development permits; but that has to coordinate with transportation and the approval of signage. And although I see all of the reasons why public transport and bicycling should be encouraged, in my opinion the cycle lanes downtown are not only detrimental to business but also quite scary.

As an example, 12th Avenue is a pain to drive along with two lanes for cycles on the north side, a barrier and cars parked on that side too. It means that anyone with crutches – never mind a wheelchair – has to edge along oncoming traffi c.

I also notice that none of the retail spaces in the new, and very attractive Eighth Avenue West Tower, have not been able to attract any tenants. Little won-der as there is no way they can be served by delivery vehicles across bike lanes. Goodness knows what will happen should an ambulance be needed for the towers; guess EMS will just mount the pavement.

My other concern right now is Chinatown.Like many of us I appreciate the community and am

surprised that there is such opposition to a new devel-opment. But the present population are all seniors and I doubt when they are no longer with us if their children will move into their tiny apartments from the suburbs or wherever. Who will move in?

New condo towers could be built above Chinese motifs and ethnic retail – perhaps encouraging future living in Chinatown and shopping there instead of our Chinese community driving up Centre Street or into Harvest Hills.

Downtown there is a lot of activity in fi xing up existing structures and cranes are

fl ying over several construction projects, but building owners

are su� ering as core companies continue to downsize.

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ACCEPT NO SUBSTITUTE // AVIATION

It may sound obvious: there is no substitute for business aviation, but possibly not for the reasons you may think. Business aviation is often misunderstood to be nothing

more than an indulgence like Ferraris, Rolexes and yachts. Nice, but not necessary.

Many airlines hope you agree – and are offering increasingly luxurious first-class options to lure passengers into paying top dollar for what is still public transport, no matter how it’s dressed up. Despite the trappings of the new Extreme First Class, with bespoke concierge service, “private” suites and separate boarding, the reality is that your flight is still on the airline’s schedule, not yours, and you are sharing your space with hundreds of other people. A flight delay or cancellation – even if its not your flight or even at your airport – can delay your travel for hours, or even days.

The advantages of business aviation have nothing to do with rolling in luxury. In fact, the vast majority of the aircraft and flights are the opposite of glamorous. They are simply functional – but that functionality is the core reason why business aviation can never be replaced.

It’s counter-intuitive, but business aviation is more important today than it has ever been, despite the expansion of scheduled airlines, routes and frequencies. Business aviation is driven far more by how business is conducted in the 21st century than by what airlines are doing. With today’s instantaneous and continuous communications, ubiquitous WiFi and the ease of using laptops and tablets, there is no such thing as downtime: businesses are always on-call, 24-7, serving customers, responding to issues or even just staying one step ahead of the competition. Business aviation is an extension of the 24-hour

business cycle, giving companies the ultimate advantage of being in the right place at the right time.

And it pays off. A series of studies by NEXA for the U.S.’s National Business Aviation Association tracks company performance using a number of standard financial metrics such as shareholder value and revenues. Consistently, the data show that “companies using business aviation overwhelmingly take top honors in revenue growth, innovation, employee satisfaction, and market share.”

Canadian corporations that use business aviation likely have the same type of fiscal results, a view that is supported by looking at the economic impact of Canada’s own business aviation sector. The operation of business aircraft is a large and varied business in Canada, with many flight options. Corporations may own and operate their own aircraft. They could charter planes on an as-needed basis. Or lease aircraft for longer-term use. Regardless of how companies access business aircraft and flights, the economic impact – and downstream benefits – are huge.

Just looking at aircraft operations, business aviation generates $3.2 billion in direct economic output, with over three-quarters of a billion of that – $760 million – generated directly in Alberta, which also contributes $75 million in taxes. This province is Canada’s second largest home for business aviation – with 419 aircraft based here, generating $210 million in wages to 2,560 Albertan pilots, engineers, dispatchers and other aviation professionals every year.

But, the economic impact of operations is only half the picture. Canada is also a world leader in the manufacturing of business aircraft and aircraft parts. Those numbers, recently released in the CBAA 2016 Economic Impact of Business Aviation, solidifies

Business Aviation: Accept No Substitute

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ALBERTA AVIATION OPERATORS

Adventure Aviation Inc. Michael Mohr, Owner | Tel: 780.539.6968 Aircraft Operated: (3) Cessna Skyhawk C172, (1) Piper Twin Comanche PA30, (1) Cessna Centurion P210N, Precision Flight Controls “Cirrus II” Simulator

Ahlstrom Air Ltd. Kyle Wadden, Operations Manager / Chief Pilot Tel: 403.721.2203 | Cell: 403.844.0978 1 - ASTAR 350 SD2, 1 - ASTAR 350 B2

Air Partners Corp. Vik Saini, President Toll Free: 1.877.233.9350 Alternate Number 403.291.3644 Aircraft Operated: (3) Cessna Citation X, (1) Beechcraft King Air 200, (2) Beechcraft King Air 350, (3) Cessna Citation Ultra 560, (1) Cessna CJ2, (1) Hawker 800A, (1) Bombardier Learjet 45

Albatros Aircraft Corp. Joe Viveiros, Ops Manager Tel: 403.274.6103 www.albatrosaircraft.ca Aircraft Operated: Beechcraft King Air B200, Cessna Citation CJ4, Citation X, Agusta A109S Grand

Avmax Group Inc. Don Parkin, Executive VP Tel: 403 291 2464

Calgary Police Service Tel: 403.567.4150 Aircraft Operated: (2) EC120

Can-West Corporate Air Charters Art Schooley, President | Tel: 780.849.4552 Aircraft Operated: Citation 560 Ultra, Piper 31 Navajo, Cessna 210 Centurion, Cessna 206 Stationair, Beechcraft King Air 200, Cessna 185 Skywagon, Cessna 182 Skylane

Canadian Helicopters Limited Don Wall, President & CEO Tel: 780.429.6900 Aircraft Operated: Robinson R22B, Robinson R44II, Bell 206B | BIII, Airbus Helicopters EC120B, Bell B206L | L1, Airbus Helicopters AS350BA | B2 | B3 | B3e, Bell B407, Airbus Helicopters, AS355F2 | N, Sikorsky S76A | A++, Bell B212, Bell B412 EP, Sikorsky

Delta Helicopters Ltd. Don Stubbs, President Toll Free: 1.800.665.3564 Aircraft Operated: (7) Bell 206B (2) A-Star 350 BA (7) A-Star 350 350B2 (4) Bell 204B

Edmonton Shell Aerocentre Sarah Gratton, Aerocentre Manager Toll Free: 1 888 890 2477 | Tel: 780 890 1300

E-Z Air Inc. Matt Wecker, Owner; James Pantel, Operations Manager/Chief Pilot/Chief Flight Instructor; Andrew Mills, Director of Maintenance | Tel: 780.453.2085 Aircraft Operated: R22, R44; Aircraft Serviced: R22, R44, R66, BH06

Edmonton Flying Club Ralph Henderson, President 780-800-9639 | www.flyefc.ca 4 G1000 C172’s, 1 Standard gauge (FEGU), 2016 Piper Seminole with G1000

Edmonton Police Service Tel: 780.408.4218 Aircraft Operated: (2) EC120

Enerjet Darcy Morgan, CCO | Tel: 403.648.2800 Aircraft Operated: Boeing 737-700NG

Guardian Helicopters Inc. Graydon Kowal, President/CEO Tel: 403.730.6333 Aircraft Operated: Bell 206 B Jet Ranger, Bell 206 L1/L3 Long Ranger, Bell 205 A-1, Bell 205 A-1+, AStar 350 BA, AStar 350 Super D, AStar 350 B3, Bell 212, BO 105, Astar 350 BS2

Integra Air Brent Gateman, CEO | www.integraair.com Toll Free: 1.877.213.8359 Aircraft Operated: (3) BAE Jetstream – 31, (3) King Air 200, SAAB 340 B

Kenn Borek Air Ltd. Brian Crocker, Operations Manager Tel: 403.291.3300 Aircraft Operated: Twin Otter DHC6, Turbine DC3, King Air BE200, Beechcraft 1900

Million Air Calgary Charlyn Stang, General Manager (403) 718-0447 | 1-855-718-0447 www.millionair.com | [email protected]

Mountain View Helicopters Paul Bergeron, President/CP Tel: 403.286.7186 Aircraft Operated: R22 Beta & Beta II, R44 Raven II, Bell 206 Jet Ranger

North Cariboo Air Brent Knight, Business Development Toll Free: 1.866.359.6222 | www.flynca.com King Air 200, Beech 1900D, Dash 8 100/300, Avro RJ 100

OpsMobil Toll Free: 1-877-926-5558 Aircraft Operated: (4) C-172, (1) C-206, (1) C-208, (1) PA-31, (3) R44, (28) R44-II Raven, (5) BH-206B, (1) BH-206L3, (2) AS-350BA, (1) AS-350B2, (11) AS-350FX2, (2) EC-120B

Peregrine Helicopters Tel: 780.865.3353 | www.peregrineheli.com [email protected] Aircraft Operated: (1) B206B3, (1) Bell 206 L3

Phoenix Heli-Flight Inc. Paul Spring, President | Tel: 780.799.0141 Aircraft Operated: EC120B, AS350B2, AS350B3DH, EC130B4, AS355N, AS355NP, EC135T2e

Sunwest Aviation Ltd. Richard Hotchkiss, President/CEO Toll Free: 1.888.291.4566 Passenger Aircraft Operated: (1) Falcon 900EX, (2) Challenger 604, (2) Challenger 300, (2) Citation Sovereign, (1) Gulfstrem 150, (1) Hawker 800XP, (1) Lear 55, (3) Lear 45, (1) Lear 35, (4) Dash 8 300, (1) Dash 8 200 (6) Beech 1900D,3 Metro 23, 2 King Air 200, 3 King Air 35

R1 Airlines Ltd. Matt Lomas, General Manager Toll Free: 1.888.802.1010 www.r1airlines.ca Aircraft Operated: (2) Dash 8-100, (2) Dash 8-300, (2) CRJ100/200, (1) Dash 8-200 2x Challenger 850 aircraft

Ridge Rotors Inc. Hans Nogel, Ops Mgr Toll Free: 1.877.242.4211 Aircraft Operated: Eurocopter AStar AS350, Bell 206 Jetranger, Robinson RH44

the position that this sector is one of Canada’s most important generators of wealth, with manufacturing generating 10,780 jobs, $1 billion in wages and $3.6 billion in revenues. Business aviation is also a major feature in Canada’s most iconic companies that produce aviation products for international sales, such as Bombardier Business Aircraft, Pratt & Whitney Canada and CAE.

As impressive as the economic impact is, there is another element to business aviation that is not as easy to quantify, but arguably is as important – or even more important – than the numbers. There is no substitute for the safety and security that business aviation provides.

Most people have heard that aviation is the safest form of travel. But there are many types of flights, and within all those forms of aviation, including scheduled service, the single safest form is business aviation. And, within business aviation, the country that boasts the best safety record in the world is Canada.

There are a lot contributing factors. Canadian business aviation has had a safety management system in place since 2002 – in fact we were a world leader in developing this safety culture. The professionalism – and training – for pilots, crew, maintenance engineers and other aviation professionals, is some of the best – and most rigorous – in the world. Our standards are high, and so is the quality of our people.

Coupled with safety, business aviation also offers complete personal security and confidentiality. In effect, using a business aviation aircraft is as close as one can be to working from their private office.

Business aviation’s greatest challenge is always education, and there is no substitute for the facts. Decision-makers, whether in government, media or the private sector, too often default to what they think they know, instead of trying to learn about the actual value of this sector. The CBAA and its members are reaching out to members of Parliament and other influential Canadians directly, to share the true – and overwhelmingly positive – impacts of business aviation. It is a slow process, but we are making steady gains.

Alberta members of the CBAA are a large part of this success and are some of the most effective champions for business aviation in the entire country. The national association is always pleased to recognize Alberta’s important role and this July, CBAA will be returning to the province to hold its annual convention and exhibit in Calgary, July 5-7, 2016. Expected to attract about 700 delegates, among its draws is Canada’s largest static display of corporate and private aircraft at the diamond sponsor, Million Air, hangar at the Calgary International Airport, and the charity golf tournament for Hope Air. The golf tournament is open to the public.

AVIATION DIRECTORY

ACCEPT NO SUBSTITUTE // AVIATION


Rotorworks Inc. Jim Hofland, Chief Pilot/Ops Manager/Instructor; Ryan Cluff, Chief Flight Instructor/Commerical Pilot Tel: 780.778.6600 Aircraft Operated: (2) R22 Robinson, (1) R44 Robinson

Westjet Airlines Ltd. Toll Free: 1.888.937.8538 www.westjet.com Aircraft Operated: Boeing Next Generation 737-600, 737-700, 737-800, Bombardier Q400 NextGen, Boeing 767-300ER

ALBERTA CHARTER OPERATORS CHARTER FIXED WING

Adventure Aviation Inc. Michael Mohr, Owner | Tel: 780.539.6968 (1) Piper Twin Comanche PA30, (1) Cessna Centurion P210N, Precision Flight Controls “Cirrus II” Simulator

Air Partners Corp. Vik Saini, President Toll Free: 1.877.233.9350 Aircraft Operated: (3) Cessna Citation X, (1) Beechcraft King Air 200, (2) Beechcraft King Air 350, (3) Cessna Citation Ultra 560, (1) Cessna CJ2, (1) Hawker 800A, (1) Bombardier Learjet 45

Absolute Aviation Ron VandenDungen, Chief Flight Instructor | Tel: 780.352.5643 Cessna Citation X (3), Beechcraft King Air 200 (1), Beechcraft King Air 350 (2), Cessna Citation Ultra 560 (4), Cessna CJ2 (1), Hawker 800A (1), Bombardier Learjet 45 (1), Bombardier Learjet 40 (1)

Aries Aviation Service Corp Marvin R. Keyser, President 403-274-3930 | [email protected] Aircraft Operated: LR36 Learjet, PA-31 Navajo

Calgary Flying Club Logan Ketchum | 403-288-8831 www.Calgaryflyingclub.com Flight training/rental heading Cessna 152, Cessna 172, PA30, Cessna 172XP on floats. Off floats in winter, Citabria, Cirrus SR20

Canadian North Nick Samuel, Senior Director, Charters Tel 403 705 3118 | www.canadiannorth.com [email protected] Aircraft operated: (3) Dash 8, (5) 737-200 Combi, (10) 737-300

Can-West Corporate Air Charters Art Schooley, President | Tel: 780.849.4552 Aircraft Operated: Citation 560 Ultra, Piper 31 Navajo, Cessna 210 Centurion, Cessna 206 Stationair, Beechcraft King Air 200, Cessna 185 Skywagon, Cessna 182 Skylane


Integra Air TF: 1.877.213.8359 | www.integraair.com Aircraft Operated: (3) BAE Jetstream – 31, (3) King Air 200, SAAB 340 B

Kenn Borek Air Ltd. Brian Crocker, VP Operations Tel: 403.291.3300 Aircraft Operated: Twin Otter DHC6, Turbine DC3, King Air BE200, Beechcraft 1900

North Cariboo Air John Green, Vice President Operations & Charters Toll Free: 1.866.359.6222 | www.flynca.com King Air 200, Beech 1900D, Dash 8 100/300, Avro RJ 100

Northern Air Charter Rob King, President | Tel: 780.624.1911 Aircraft Operated: Piper Aztec, Piper Navajo, King Air 100, King Air B200, Beechcraft 1900D

OpsMobil Ron Ellard, Operations Manager - Fixed wing Toll Free: 1-877-926-5558 Aircraft Operated: (4) C-172, (1) C-206, (1) C-208, (1) PA-31

Sky Wings Aviation Academy Ltd. Dennis Cooper, CEO | TF: 1.800.315.8097 Locations in Red Deer and High River Aircraft Operated: (9) Cessna 172, (1) Piper Senaca I

R1 Airlines Ltd. Matt Lomas, General Manager Toll Free: 1.888.802.1010 | www.r1airlines.ca Aircraft Operated: (2) Dash 8-100, (2) Dash 8-300, (2) CRJ100/200, (1) Dash 8-200 2x Challenger 850 aircraft

Sunwest Aviation Ltd. Richard Hotchkiss, President/CEO Toll Free: 1.888.291.4566 Passenger Aircraft Operated: (1) Falcon 900EX, (2) Challenger 604, (2) Challenger 300, (2) Citation Sovereign, (1) Gulfstrem 150, (1) Hawker 800XP, (1) Lear 55, (3) Lear 45, (1) Lear 35, (4) Dash 8 300, (1) Dash 8 200 (6) Beech 1900D,3 Metro 23, 2 King Air 200, 3 King Air 35

Tempest Jet Management Corp Brent Genesis | Tel: 866.501.0522 www.tempestjet.ca Aircraft Operated: Citation Ultra, King Air 200

Viking Air Limited Evan McCorry, VP International Sales & Marketing | 1.250.656.7227 www.vikingair.com | [email protected] Viking is the OEM for the Twin Otter Series 400, and fully supports the legacy de Havilland fleet, DHC-1 through DHC-7. Twin Otter Series 400

ALBERTA CHARTER OPERATORS CHARTER ROTARY WING

Ahlstrom Air Ltd. Kyle Wadden, Operations Manager / Chief Pilot | Cell: 403.844.0978 Tel: 403.721.2203 1 - ASTAR 350 SD2, 1 - ASTAR 350 B2

Albatros Aircraft Corp. Joe Viveiros, Ops Manager Tel: 403.274.6103 | www.albatrosaircraft.ca Aircraft Operated: Agusta A109S Grand

Bailey Helicopters Ltd. Brent Knight | Cell: 403.370.2750 Tel: 403.219.2770 | www.baileyhelicopters.com Aircraft Operated: Bell 212, Bell 206 B, AS 350 B2/BA, AS 350 B3

Black Swan Helicopters Ltd. 1-780-338-2964 (2)AS350FX2, (1)B206B, (1)B204C

Canadian Helicopters Limited Don Wall, President & CEO | Tel: 780.429.6900 Aircraft Operated: Robinson R22B, Robinson R44II, Bell 206B | BIII, Airbus Helicopters EC120B, Bell B206L | L1, Airbus Helicopters AS350BA | B2 | B3 | B3e, Bell B407, Airbus Helicopters, AS355F2 | N, Sikorsky S76A | A++, Bell B212, Bell B412 EP, Sikorsky

Delta Helicopters Ltd. Don Stubbs, President Toll Free: 1.800.665.3564 Aircraft Operated: (7) Bell 206B (2) A-Star 350 BA (7) A-Star 350 350B2 (4) Bell 204B

E-Z Air Inc. Matt Wecker, Owner; James Pantel, Operations Manager/Chief Pilot/Chief Flight Instructor; Andrew Mills, Director of Maintenance | Tel: 780.453.2085 Aircraft Operated: R22, R44; Aircraft Serviced: R22, R44, R66, BH06

Edmonton Police Service Tel: 780.408.4218 Aircraft Operated: (2) EC120

Great Slave Helicopters Ltd. Chris Basset, President; Corey Taylor, VP Global Operations | Tel: 403.286.2040 Tel: 867-873-2081 Springbank Base Facility Aircraft Operated: Bell 206B, Bell 206 LR, Bell 206L3, Bell 206L4, Bell 212, Bell212S, BK 117 850D2, Bell 412EP, Bell 407, Bell 205 A1++, Airbus 350 B2, B3, B4

Guardian Helicopters Inc. Graydon Kowal, President/CEO Tel: 403.730.6333 Aircraft Operated: Bell 206 B Jet Ranger, Bell 206 L1/L3 Long Ranger, Bell 205 A-1, Bell 205 A-1+, AStar 350 BA, AStar 350 Super D, AStar 350 B3, MD 530 FF

Highland Helicopters Ltd. Patrice BelleRose, Director of Operations Tel: 604.273.6161 | www.highland.ca Aircraft Operated: (13) Bell 206B, (2) Bell 206 L-3, (2) AS350 BA, (16) AS350 B2

Mountain View Helicopters Paul Bergeron, President/CP Tel: 403.286.7186 Aircraft Operated: R22 Beta & Beta II, R44 Raven II, Bell 206 Jet Ranger

Mustang Helicopters Inc. Tim Boyle, Ops Manager | Tel: 403.885.5220 Aircraft Operated: AS350 B3e, AS350 B2, MD500 D, BELL 205A-1++, BELL 212 HP

OpsMobil Bertrand Perron, General Manager - Rotary wing | Toll Free: 1-877-926-5558 Aircraft Operated: (3) R44, (28) R44-II Raven, (5) BH-206B, (1) BH-206L3, (2) AS-350BA, (1) AS-350B2, (11) AS-350FX2, (2) EC-120B

Peregrine Helicopters Tel: 780.865.3353 | www.peregrineheli.com [email protected] Aircraft Operated: (1) B206B3, (1) Bell 206 L3

Phoenix Heli-Flight Inc. Paul Spring, President | Tel: 780.799.0141 Aircraft Operated: EC120B, AS350B2, AS350B3DH, EC130B4, AS355N, AS355NP, EC135T2e

Remote Helicopters Ltd. Jeff Lukan, President | Tel: 780.849.2222 Aircraft Operated: Bell 206B, A-STAR 350 B2, A-STAR 350 SD2, A-STAR 350 B3E, Bell 205, Bell 212

Ridge Rotors Inc. Hans Nogel, Ops Mgr | TF: 1.877.242.4211 Aircraft Operated: Eurocopter AStar AS350, Bell 206 Jetranger, Robinson RH44

Slave Lake Helicopters Ltd. George Kelham, President; Debbie Kelham, Owner | Tel: 780.849.6666 Aircraft Operated: (3) AS350 B2, (1) Bell 206 BIII, (1) EC120

Sloan Helicopters Ltd. Troy Sloan, President | Tel: 780.849.4456 TF: 1-888-756-2610 or 1-888-SLOAN10 Aircraft Operated: (2) RH44, (1) EC120B, (1) AS350B2

Thebacha Helicopters Ltd. Kim Hornsby, President | Tel: 780.723.4180 Aircraft Operated: (1) AS350B2, (1) AS350BA, (1) Bell 206B

Wood Buffalo Helicopters Michael Morin, President Tel: 780.743.5588 | TF: 1.866.743.5588 [email protected] Aircraft Operated: Bell 206B, Eurocopter EC120B, Eurocopter AS350-B2, Bel 412

JET CHARTERS

Air Partners Corp. Vik Saini, President | Tel: 403.291.3644 Aircraft operated: (3) Cessna Citation X, (1) Beechcraft King Air 200, (2) Beechcraft King Air 350, (3) Cessna Citation Ultra 560, (1) Cessna CJ2, (1) Hawker 800A, (1) Bombardier Learjet 45

Albatros Aircraft Corp. Joe Viveiros, Ops Manager | Tel: 403.274.6103 www.albatrosaircraft.ca Aircraft Operated: Beechcraft King Air B200, Cessna Citation CJ4, Citation X

Aurora Jet Partners - Head Office / Edmonton Base Toll Free: 1.888.797.5387 Fax: 780.453.6057 | www.aurorajet.ca Gulfstream Astra SPX, Phenom 100/300, Challenger 300/605, Global 5000

Canadian North Nick Samuel, Senior Director, Charters Tel 403 705 3118 | www.canadiannorth.com [email protected] Aircraft operated: (3) Dash 8, (5) 737-200 Combi, (10) 737-300


Genesis Aviation Inc. Brent Genesis, President | Tel: 403.940.4091 www.genesisaviation.ca Aircraft Operated: Full complement of turbo props & business jets

Tempest Jet Management Corp Brent Genesis | Tel: 866.501.0522 www.tempestjet.ca Aircraft Operated: Citation Ultra

Sterling Aviation Services Inc. Louise Dunlop, President | 403.250.6707 www.Sterlinginflight.com [email protected] Inflight Services, cabin attendants, training, ac interiors

AIRCRAFT SALES

Genesis Aviation Inc. Brent Genesis, President | Tel: 403.940.4091 www.genesisaviation.ca [email protected] Aircraft Operated: Full complement of turbo props & business jets

Prairie Aircraft Sales Ltd. Kathy Wrobel, President | Tel: 403.286.4277 www.prairieaircraft.com [email protected] Prairie Aircraft Sales is the EXCLUSIVE DEALER FOR: New Cessna Caravans and Piston Aircraft, New Beechcraft Piston Aircraft for Western / Northern Canada

Hopkinson Aircraft Andrew Hopkinson, President Tel: 403.291.9027 | Fax: 403.250.2459 www.hopkinson.aero | [email protected] Aircraft: Specializing in commercial and corporate aircraft

FRACTIONAL OWNERSHIP & JET MANAGEMENT

Airsprint Inc. Judson Macor, Chairman & CEO Toll Free: 1.877.588.2344 www.airsprint.com | [email protected] Selling interests in Citation XL/S and CJ2+

DIRECTORY // AVIATION

Calgary ChamberBusiness in Calgary - Leading Business

April 28, 2016Prepared by [email protected]

THIS IS CALGARY.

ANYTHING IS POSSIBLE.

LEADING BUSINESS Dr. Wendy McLelland is a vet with a vision. Ten years ago, she began making house calls to her furry patients. As her practice flourished, she saw the possibilities for growth. She knew that Calgary was an ideal base for a premium service business, so she decided to act. Today, Vets To Go is Canada’s largest mobile veterinary service, serving thousands of homes in three cities. And the Chamber has been with Wendy all the way. If you plan to grow a business, you’re in the right place. Come to the Chamber and we’ll show you why.

The generous sponsors of this year’s Chamber awareness campaign are: Pattison Outdoor, the Globe and Mail, and CityTV’s Breakfast Television. We thank you all.

June 2016

IN THIS ISSUEA message from Adam Legge

Policy Bites: Prosperity on the prairie: A brief look at 125 years of possibility

125 Years - A historical timeline

Upcoming Events

Chamber Member Spotlights

June 2016IN THIS ISSUE...

• Calgary 3.0 A message from Adam Legge

• Chamber Member Spotlights


Calgary ChamberBusiness in Calgary - Leading Business

April 28, 2016Prepared by [email protected]

THIS IS CALGARY.

ANYTHING IS POSSIBLE.

LEADING BUSINESS Dr. Wendy McLelland is a vet with a vision. Ten years ago, she began making house calls to her furry patients. As her practice flourished, she saw the possibilities for growth. She knew that Calgary was an ideal base for a premium service business, so she decided to act. Today, Vets To Go is Canada’s largest mobile veterinary service, serving thousands of homes in three cities. And the Chamber has been with Wendy all the way. If you plan to grow a business, you’re in the right place. Come to the Chamber and we’ll show you why.

The generous sponsors of this year’s Chamber awareness campaign are: Pattison Outdoor, the Globe and Mail, and CityTV’s Breakfast Television. We thank you all.

June 2016

IN THIS ISSUEA message from Adam Legge

Policy Bites: Prosperity on the prairie: A brief look at 125 years of possibility

125 Years - A historical timeline

Upcoming Events


June 2016IN THIS ISSUE...

• Calgary 3.0 A message from Adam Legge

• Chamber Member Spotlights


It was 125 years ago that the Calgary Board of Trade (now called the Calgary Chamber) was first formed by a group of 46 business leaders who believed in something – that Calgary was a great city, and that together they could do, and achieve more.

In 2016 the Calgary Chamber proudly continues that legacy, and firmly believes that Calgary’s companies are exceptional – that anything is possible and they can achieve whatever they set their minds to. We are currently facing one of the most difficult times in Alberta. Companies need to think differently – bigger, bolder, for a shifting and changing world. To support Calgary businesses during the downturn, the Chamber is embarking on a new path of programming, ideas, inspiration and advocacy.

We are taking action to help spark what we are calling Calgary 3.0.

With three streams of programming, this diverse initiative is meant to inspire, inform and influence.

1) Listen

There are valuable lessons from those who have been through challenging times before. The Anything is Possible speaker series will bring in some of the world’s top business minds to inspire and challenge the way entrepreneurs view the world, and will provide hands-on tools that encourage them to chart a new course for the future.

Onward June 23, 2016

A transitional time calls for transformational thinkers. The flagship event in the series, Onward is an inspiring one-day conference meant to broaden the dialogue in the Calgary business community to focus on building a new and different future for our city. Hear from top transformational speakers, like international innovation pioneer and New York Times bestselling author, Peter Diamandis, who will take the stage for a keynote address on how innovation and technology will help turn our economy around, and create the Calgary of the future. Gain insight from industry leaders on how they built their organizations to grow exponentially and how Calgary businesses can too.

Don’t miss this power-packed day of inspiration, learning and networking.

For more information, visit onwardyyc.com

2016 Board ofDirectorsExecutive

Chair: Denis Painchaud, Director of International Government Relations, Nexen, a CNOOK Limited Company

Past Chair: Rob Hawley, Partner, PricewaterhouseCoopers LLP

Vice Chair: David Allen, Founder & President, Situated Co.

Treasurer: Wellington Holbrook, Executive Vice-President, ATB Financial

CEO: Adam Legge, President and CEO, Calgary Chamber

Directors

Bill Brunton, Vice President of Marketing and External Relations, Habitat for Humanity, Southern Alberta

Carlos Alvarez, Audit Partner, KPMG

Lorenzo DeCicco, Vice-President, TELUS Business Solutions

Phil Roberts, President, Vintri Technologies

Linda Shea, Senior Vice-President, AltaLink

Mike Williams, Executive Vice-President, Corporate Services, Encana

James Boettcher, Chief Idea Officer, Fiasco Gelato

Brent Cooper, Partner, McLeod Law LLP

Desirée Bombenon, President & CEO, SureCall Contact Centres Ltd.

Management

Adam Legge – President and CEO

Michael Andriescu – Director of Finance and Administration

Kim Koss – Vice President, Business Development and Sponsorship

Scott Crockatt – Director of Marketing and Communications

Rebecca Wood – Director of Member Services

Justin Smith – Director of Policy, Research and Government Relations

Leading Business magazine is a co-publication of the Calgary Chamber and Business in Calgary

Calgary Chamber 600, 237 8th Avenue S.E. Calgary, Alberta T2G 5C3

Phone: (403) 750-0400 Fax: (403) 266-3413

calgarychamber.com

Calgary 3.0A message from Adam Legge

Policy Bites: “Should have called DRIVING FORCE”

“Should have called DRIVING FORCE”

Because arranginga band performanceis a big enough job already!


2332–23 Street NE, CalgaryTF: 1•877•756•83493660–50 Avenue SE, CalgaryTF: 1•877•753•8765


2332–23 Street NE, CalgaryTF: 1•877•756•83493660–50 Avenue SE, CalgaryTF: 1•877•753•876556 JUNE 2016 // BUSINESS IN CALGARY // BUSINESSINCALGARY.COM

It was 125 years ago that the Calgary Board of Trade (now called the Calgary Chamber) was first formed by a group of 46 business leaders who believed in something – that Calgary was a great city, and that together they could do, and achieve more.

In 2016 the Calgary Chamber proudly continues that legacy, and firmly believes that Calgary’s companies are exceptional – that anything is possible and they can achieve whatever they set their minds to. We are currently facing one of the most difficult times in Alberta. Companies need to think differently – bigger, bolder, for a shifting and changing world. To support Calgary businesses during the downturn, the Chamber is embarking on a new path of programming, ideas, inspiration and advocacy.

We are taking action to help spark what we are calling Calgary 3.0.

With three streams of programming, this diverse initiative is meant to inspire, inform and influence.

1) Listen

There are valuable lessons from those who have been through challenging times before. The Anything is Possible speaker series will bring in some of the world’s top business minds to inspire and challenge the way entrepreneurs view the world, and will provide hands-on tools that encourage them to chart a new course for the future.

Onward June 23, 2016

A transitional time calls for transformational thinkers. The flagship event in the series, Onward is an inspiring one-day conference meant to broaden the dialogue in the Calgary business community to focus on building a new and different future for our city. Hear from top transformational speakers, like international innovation pioneer and New York Times bestselling author, Peter Diamandis, who will take the stage for a keynote address on how innovation and technology will help turn our economy around, and create the Calgary of the future. Gain insight from industry leaders on how they built their organizations to grow exponentially and how Calgary businesses can too.

Don’t miss this power-packed day of inspiration, learning and networking.

For more information, visit onwardyyc.com

2016 Board ofDirectorsExecutive

Chair: Denis Painchaud, Director of International Government Relations, Nexen, a CNOOK Limited Company

Past Chair: Rob Hawley, Partner, PricewaterhouseCoopers LLP

Vice Chair: David Allen, Founder & President, Situated Co.

Treasurer: Wellington Holbrook, Executive Vice-President, ATB Financial

CEO: Adam Legge, President and CEO, Calgary Chamber

Directors

Bill Brunton, Vice President of Marketing and External Relations, Habitat for Humanity, Southern Alberta

Carlos Alvarez, Audit Partner, KPMG

Lorenzo DeCicco, Vice-President, TELUS Business Solutions

Phil Roberts, President, Vintri Technologies

Linda Shea, Senior Vice-President, AltaLink

Mike Williams, Executive Vice-President, Corporate Services, Encana

James Boettcher, Chief Idea Officer, Fiasco Gelato

Brent Cooper, Partner, McLeod Law LLP

Desirée Bombenon, President & CEO, SureCall Contact Centres Ltd.

Management

Adam Legge – President and CEO

Michael Andriescu – Director of Finance and Administration

Kim Koss – Vice President, Business Development and Sponsorship

Scott Crockatt – Director of Marketing and Communications

Rebecca Wood – Director of Member Services

Justin Smith – Director of Policy, Research and Government Relations

Leading Business magazine is a co-publication of the Calgary Chamber and Business in Calgary

Calgary Chamber 600, 237 8th Avenue S.E. Calgary, Alberta T2G 5C3

Phone: (403) 750-0400 Fax: (403) 266-3413

calgarychamber.com

Calgary 3.0A message from Adam Legge

Policy Bites: “Should have called DRIVING FORCE”

“Should have called DRIVING FORCE”






2) Learn

To help business owners thrive during these challenging economic times, the Calgary Chamber has created two new workshop series: Speed Mentoring and Leading Through the Storm.

Speed Mentoring

Speed mentoring is like speed dating for growth-minded entrepreneurs, CEOs and/or senior leaders of small and medium-sized businesses looking to gain perspective from multiple business experts in one sitting.

From marketing and productivity, to financing business growth and HR, each session focuses on a specific subject relevant to business success and growth. The unique format allows participants to ask tough questions directly to experts and gain the insight, resources and advice needed to take their business to the next level.

This valuable opportunity gets participants in the room with the business experts who can help solve their toughest business challenges.

For more information, visit CalgaryChamber.com.

Leading Through the Storm

To help navigate the downturn, the Calgary Chamber has created a new resiliency-focused workshop series called Leading Through the Storm.

During this new six-part series, participants will gain insight and strategies from seasoned business owners who have weathered economic uncertainty, and will walk away with the practical information and resources needed to lead their business through these difficult times.

For more information, visit CalgaryChamber.com/resiliency.

3) Lead

Through public policy, research and mentorship, the Chamber is dedicated to helping shape the future of Calgary through working with all levels of government to bring about the changes and conditions needed to enable businesses to thrive.

As Alberta faces the most challenging economic period in a generation, the Calgary Chamber assisted in one of the most important wins for the business community in years. After months of working with the provincial government, the Calgary Chamber was able to secure the implementation of the Alberta Investor Tax Credit (AITC), an investor tax credit used to jump-start early-stage capital investment in small and medium-sized businesses in Alberta.

Alberta is fortunate to have a strong pool of capital and a large ecosystem of innovative businesses, yet before the AITC there wasn’t a system in place to encourage the flow of this capital back into the province’s small businesses. This tax credit is a hands-off approach that puts the onus on investors to make the final decision on risk and efficiency, but incentivizes them to keep their money within Alberta and put it toward high-growth businesses.

As a small business owner, business growth is the single most important part of business development, and also the most challenging. Having the ability and resources to grow, can mean life or death in the small business world. Especially in challenging economic times, access to the capital needed to grow and stay competitive can be the difference between those businesses who remain resilient, and those who are forced to close their doors.

Through this program I am inviting every Calgary business leader to go back to their boardrooms, management teams and people they mentor to ask three questions:• How can we be more innovative?• Where can we get more bang for our buck through

productivity?• What new markets should we explore?

If we do that, we can build the Calgary of the future: a Calgary 3.0.

Policy Bites

As Alberta faces the most challenging economic period in a generation, the Calgary Chamber assisted in one of the most

important wins for the business community in years. ARC Financial Corp.

ARC Financial Corp. is a Calgary-based, employee-owned, private equity management firm founded in 1989, with an exclusive focus on the Canadian energy industry. ARC invests at an early stage in growing energy companies with high-quality management teams. ARC focuses on investment strategies that lever off their vast industry expertise and energy capital markets knowledge, deep industry relationships, and rigorous investment and risk management practices.For more information, visit ARCFinancial.com.

ConocoPhillips Canada

ConocoPhillips Canada (CPC) is one of the country’s largest oil and natural gas production and exploration companies. Headquartered in Calgary, the company is a leading producer of natural gas and liquids, with a world-class portfolio of assets in Western Canada, the Arctic, and oilsands interests near Fort McMurray. ConocoPhillips Canada began over 100 years ago. With a talented workforce, an integrated asset base and a proven record of production success, the company is poised to become Canada’s leader in the discovery and responsible development of oil and gas assets.For more information, visit ConocoPhillips.ca.

Gordon Food Service®

Gordon Food Service is a food-service distributor delivering excellence, expertise and quality products to customers coast-to-coast in Canada. The Calgary operation services 3,000 customers in southern Alberta, with over 12,000 items for the restaurant, hotel and institutional trade. Gordon Food Service began serving customers in 1897 and entered the Canadian market in 1994.For more information, visit GFS.ca.

WestJet

WestJet is proud to be Canada’s highest-rated airline for customer service, powered by an award-winning culture of care and recognized as one of the country’s top employers. They offer scheduled service to 100 destinations in North America, Central America, the Caribbean and Europe. Through its regional airline, WestJet Encore, and with partnerships with airlines representing every major region of the world, they offer guests more than 150 destinations in more than 20 countries. For more information, visit westjet.com.

CTV Television

This month, CTV Television celebrates 60 years of membership with the Calgary Chamber. CTV is Canada’s number one private broadcaster. Featuring a wide range of quality news, sports, information and entertainment programming, CTV has been Canada’s most-watched television network for the past 13 years in a row. CTV is a division of Bell Media, Canada’s premier multimedia company with leading assets in television, radio, digital and out of home. For more information, visit CTV.ca.


CTV Television 60

Worldwide Specialty Foods Ltd. 15

RNT Investments Corp. 10

VanderLeek Law 10

Above the Footings Property Inspections 5

ThanksThe Chamber thanks the following long-standing member companies celebrating anniversaries this month for their years of support to the Calgary Chamber, and their commitment to the growth and development of Calgary.

Member name Years as a member



PUTTS, SWINGS, DISTANCE AND MOODS // GOLF

Many golfers have quirks and habits, and while they enjoy a day on the links, some are harder on themselves than others, constantly looking for a

better swing, a longer drive, a better putt and, ultimately, a better game.

Their passion to swing better, drive straighter (and longer), and putt better puts them on an insatiable prowl for tips, pointers, YouTube clips and limitless self-help online advice – from Johnny Miller’s “Learn My Best Swing Tip Ever” video to “Bubba Watson’s Shot Shaping Tips” and the millions of tips and hints in between.

At Calgary courses, the tips and hints of some local CPGA professionals are the best!

“Most golfers do not take enough time setting up to the ball before their swing,” according to CPGA pro Slade King at the Links of GlenEagles, Blue Devil, HeatherGlen and L’il Devil. “Good fundamentals take away a lot of potential swing flaws: grip; athletic stance with feet shoulder-width apart; and posture with a straight back, bending from the hips. All critical to starting a great swing.

“Men have a tendency to swing harder and be more aggressive with their shots,” he adds. “This generates more club-head speed but leads to swing

flaws. Trying to create club-head speed can contribute to the dreaded slice. Women tend to have a more controlled swing which may lack that overall club-head speed, making it tougher to get height and limits the distance.”

Terry Carter, teaching pro at Calgary’s National Golf Academy and CPGA instructor at McCall Lake, Shaganappi and Confederation Park, says, “Men ask for help with distance. Often big muscular men complain that they can’t hit the ball more than 150 yards! This is usually because they

Putts, Swings, Distance and Moods

BY COLLEEN WALLACE

Tips from some local pros

ABOVE LEFT: SLADE KING, CPGA PRO AT THE LINKS OF GLENEAGLES, BLUE DEVIL,

HEATHERGLEN AND L’IL DEVIL.

ABOVE RIGHT: TERRY CARTER, CPGA TEACHING PRO AT CALGARY’S NATIONAL GOLF

ACADEMY AND INSTRUCTOR AT MCCALL LAKE, SHAGANAPPI AND CONFEDERATION PARK.

Putts, Swings, Distance and Moods

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Celebrates Silver Anniversary

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Twenty fi ve years ago, or June of 1991 to be exact, Peter McKeen put the fi nal touches on a brand-new Toyota dealership that opened facing Fish Creek

Provincial Park on Canyon Meadows Drive.

“At the time, Fish Creek Provincial Park was kind of considered ‘the edge of town,’” says Canyon Creek Toyota dealer principal, Ian McKeen.

How times and the city have changed! Canyon Creek Toyota is celebrating its silver anniversary not on the edge of town but in the heart of several burgeoning communities in south Calgary.

“Canyon Creek Toyota is within a 15-minute or shorter drive of almost 200,000 homes, perhaps more. I don’t know if we even conceived that level of growth when we fi rst opened.”

Twenty-fi ve years of selling one of the auto industry’s most-reliable, most-cherished brands has allowed Canyon Creek Toyota to grow right alongside the city. Coincidentally enough, McKeen fi gures Canyon Creek has retailed almost 25,000 new Toyota vehicles in that time frame.

“I really can’t say enough about the Toyota brand. It has helped us create one of the most loyal customer bases in the business and provides us with so many opportunities to win new converts every day,” says McKeen.

However, all those customers and all that population growth means it’s time for a new Canyon Creek Toyota, one that off ers the breadth of products and the range of services today’s auto customers demand.

“We began renovation planning in 2011. Our plan was to literally double our capacity in service, parts and the showroom.”

Canyon Creek Toyota | 25th Anniversary

try to ‘muscle’ the ball to the target. But strength is no match for a proper golf swing, comprised of proper fundamentals and a true swinging motion.

“A proper kinetic sequence combined with proper fundamentals is critical to create power, regardless of actual strength.”

“Equipment with a low centre of gravity will help the ball go into the air easier and give the ball a higher trajectory,” says Tim Watt, CPGA professional and manager of operations at D’Arcy Ranch Golf Club. “And proper weight transfer during the swing will also increase distance.”

King warns that many golfers don’t pay attention to basics and some simple secrets of a good swing.

“Grip, stance and posture. Great swings will always accelerate through the ball. Many golfers will take the club back as far as possible and start down with an almost violent transition. There should be a smooth transition from the top, almost a hesitation before the club starts down. This will allow your body to catch up and accelerate through the ball.”

“The proper rotation of the body, both back and through, is a key aspect,” Carter adds. “It’s only attainable with proper grip, stance and posture, and ball position. Arm position and hand and wrist positon is critical to get the club face in the proper position in the backswing and the downswing, to hit the ball straight and far.”

Many golfers will do almost whatever it takes to gain distance. “Distance comes from solid contact,” King suggests. “Golfers should concentrate on consistently hitting the centre of the driver face first. This will lead to the fastest distance gains.”

Mastering the greens is also a common source of golfer frustration. Watt points out that the common putting mistakes are: a) not following through; b) the club face is open or closed on contact; and c) not reading the green properly.

Carter agrees that reading the green is crucial. “Speed, slope and grain are

the keys. The speed of the green will influence how much a putt will break. The grain will also influence speed and break. Grain is the direction the grass grows. Putting into the grain is much slower than putting with the grain.”

King cautions, “The most common putting flaw is decelerating. Only take the putter back as far as you need to hit the ball as far as the distance you are looking. Many golfers bring the putter head back too far and catch themselves having to slow it down before actually hitting the ball. You should always be accelerating through the putt to judge your distance.

“I like to lay string out on the practice green for longer putts and then putt along the string. This gives you a physical reference of how far the ball moved for certain putts. Move the string around the green for longer and shorter putts. It will help you internalize it quicker.”

With all the sound professional advice about hard-core golf essentials like grip, stance, posture, follow-through and properly reading greens, many golfers often overlook some aspects of ‘the human factor.’ Like moods.

Carter urges that golfers take moods more seriously. “It’s all about the damage of bad moods and stress. Stress creates tension. Tension creates a tight grip and tight muscles that restrict movement. It ultimately makes the head move, making it very difficult to create consistent

powerful contact.”

King emphasizes that a golfer’s mood is an important factor to playing with confidence and playing well. “If you are in a great mood and hitting the ball well, great shots will lead to more great shots. It is tough to have confidence if you are in a bad mood and not happy with your swing. Great players can throw away bad shots instantly, and move on to the next one.

“Staying hydrated, eating well and a good night’s sleep before a round will contribute to a great mood and better scores.”

PUTTS, SWINGS, DISTANCE AND MOODS // GOLF

ABOVE: TIM WATT, CPGA PROFESSIONAL AND MANAGER OF OPERATIONS AT

D’ARCY RANCH GOLF CLUB.

Celebrates Silver Anniversary

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Twenty fi ve years ago, or June of 1991 to be exact, Peter McKeen put the fi nal touches on a brand-new Toyota dealership that opened facing Fish Creek

Provincial Park on Canyon Meadows Drive.

“At the time, Fish Creek Provincial Park was kind of considered ‘the edge of town,’” says Canyon Creek Toyota dealer principal, Ian McKeen.

How times and the city have changed! Canyon Creek Toyota is celebrating its silver anniversary not on the edge of town but in the heart of several burgeoning communities in south Calgary.

“Canyon Creek Toyota is within a 15-minute or shorter drive of almost 200,000 homes, perhaps more. I don’t know if we even conceived that level of growth when we fi rst opened.”

Twenty-fi ve years of selling one of the auto industry’s most-reliable, most-cherished brands has allowed Canyon Creek Toyota to grow right alongside the city. Coincidentally enough, McKeen fi gures Canyon Creek has retailed almost 25,000 new Toyota vehicles in that time frame.

“I really can’t say enough about the Toyota brand. It has helped us create one of the most loyal customer bases in the business and provides us with so many opportunities to win new converts every day,” says McKeen.

However, all those customers and all that population growth means it’s time for a new Canyon Creek Toyota, one that off ers the breadth of products and the range of services today’s auto customers demand.

“We began renovation planning in 2011. Our plan was to literally double our capacity in service, parts and the showroom.”

Canyon Creek Toyota | 25th Anniversary63

Th e fi rst phase of renovations involved the addition of a dual-lane drive-thru, a service reception area and a doubling of service bays from 13 to 27.

“Th e expansion of our service department has given us the ability to provide new products to our customers that will make their experiences better than ever.”

One of those new products is “express service.” Customers who book an express service appointment gain two technicians to perform service and maintenance like a pit crew. Th e net result is that a job taking three hours with one tech can now take just one.

Regardless of what a customer selects, Canyon Creek’s techs are highly trained and certifi ed to ensure all work is done effi ciently and eff ectively. Th ey also perform an inspection on key components like brakes, tires, fl uids and batteries on every vehicle that comes in.

“Th ese are easy things we can do to ensure customers are safe on the road and that there won’t be a larger, more expensive problem later.”

Th e expanded service area also hosts a customer lounge fully equipped with workstations, high-speed wireless Internet, several fl at-screen TVs and complimentary hot beverages.

With the expanded service business, Canyon Creek Toyota made sure their parts and accessories department could keep pace. Th e inventory is now housed on two fl oors doubling or even tripling available parts inventory.

“We are really proud of our parts department. Th e dealership’s parts wholesale is second in volume in the country and it has everything customers need to repair a vehicle or customize it to their specifi cations. Canyon Creek’s parts department provides everything from mechanical parts to body panels to accessories like truck-levelling kits, full line of tires, wheels, running boards, remote starts, truck-bed covers, mats, lights, full 3M protection and much more.”

Th is attention to making every step of the customer’s experience a happy one is ingrained in the business model at Canyon Creek. Th e goal is to achieve complete customer satisfaction, every time. Th e dealership’s customers have given it glowing praise, awarding it some of the highest Customer Satisfaction Index (CSI) ratings in Western Canada.

“I read every comment and rating of experience from customers. Feedback is so important and we care about our customers. We listen and take action. It’s ‘kaizen,’” he says.

The Japanese philosophy of “kaizen” means “continuous improvement,” and the Canyon Creek team has embraced


PHOTOS BY MICHAEL CUDJOE PHOTOGRAPHY LTD.

Athol Murray College of Notre Dame would like to thank Canyon Creek Toyota for over 30 years of support and

Congratulations on your continued success

www.notredame.ca

“FIRST CLASS OR NOT AT ALL”

Calgary’s Hail SpecialistsLocated in historic Inglewood | 1801 9th Ave SE, Calgary

403.261.4030 www.lousautobody.com

• COLLISION

• REFINISHING

• Full mechanical services

• New car services

• Scheduled maintenance

• Exclusive 3M paint protection film

• Detailing exterior / interior

• Courtesy cars available

Congratulations to Canyon Creek Toyota on your 25th Anniversary

In Business Since 1969

“FIRST CLASS OR NOT AT ALL”

Calgary’s Hail SpecialistsLocated in historic Inglewood | 1801 9th Ave SE, Calgary

403.261.4030 www.lousautobody.com

• COLLISION

• REFINISHING

• Full mechanical services

• New car services

• Scheduled maintenance

• Exclusive 3M paint protection film

• Detailing exterior / interior

• Courtesy cars available

Congratulations to Canyon Creek Toyota on your 25th Anniversary

In Business Since 1969


408 - 36 Avenue SE, Calgary 403.287.3130 | araautoaccessories.com

Congratulations to Canyon Creek Toyota on 25 Years!

AUTO ACCESSORIES INC

Wishing Canyon Creek Toyota many more years of success!

[email protected] www.economy-glass.com 24 HOUR EMERGENCY SERVICE

On behalf of all of us at MNP, we extend our heartiest congratulations to the McKeen Family for completing 25 glorious years of success. We wish you all the best for many years to come and look forward to continuing to support your future business endeavors.

macleodtrail.com

Congratulations to Canyon Creek Toyota on your 25th Anniversary!

www.pro-am.ca www.adventurehonda.com

Congratulations to Canyon Creek Toyota

on your 25th Anniversary! From all of us at

403-297-1880 | www.superiorpaint.com [email protected]

Congratulations to Canyon Creek Toyota on 25 Years!

For the past 25 years, Canyon Creek has put people fi rst and McKeen credits its success and longevity to the ongoing support of its customers, business partners and staff .

http://www.mnp.ca

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http://www.araautoaccessories.com

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its tenets. It is constantly looking for ways in which it can improve operations in order to better serve the loyal customer base it has amassed over the past 25 years.

At the end of the day, customer needs and satisfaction are what really count for McKeen and his team. Th e CSI accolades and the repeat business they earn is a source of pride for everyone who works at Canyon Creek. It’s a matter of paying attention to the small details, which ends up making a big impact.

For example, many customers lack space at home for their winter tires. For the past three years the dealership has off ered customers a seasonal tire storage service. Customers can swap their winter and “three-season” tires and Canyon Creek will store and catalogue their tires in a secure facility – all for only $79.95 per season.

Canyon Creek worries about the details in order to make servicing an existing vehicle or buying a new or used vehicle a positive experience. Th e sales team is available to answer questions and guide customers in their search for the right vehicle in a no-pressure, comfortable environment. Customers are invited to peruse the 14 new vehicles featured in the spacious indoor showroom or to check out the more than 100 vehicles on the lot. Canyon Creek also has 200 more models off -site to meet customer’s specifi cations. And the sales team is eager to off er the best deals in the industry to keep customers coming back.

“Our showroom sells the fi rst car but our service sells the second,” says McKeen.

“Once people get behind the wheel and feel for themselves how well a Toyota drives, and then learn how safe and reliable they are, they’re convinced. And when they experience the superior maintenance and service packages and Canyon Creek Toyota’s dedication to customers, they keep coming back.”

Loyalty is rewarded in many ways. Th e dealership has a great selection of vehicles to fi t every budget and lifestyle, and there are friendly professionals on hand to lend advice on the fi nancing options off ered once customers have made a choice. Canyon Creek’s bestselling vehicles are the RAV4, which is a small SUV with all-wheel drive and great fuel economy, and the Highlander, which is a larger eight-seat SUV ideal for families. Th e lot also boasts amazing deals on built-in-Canada hybrids, cars, trucks and four-by-fours.

“When it comes to the SUV/crossover market, we’re pretty hard to beat. No other manufacturer off ers our vehicle range or advanced technology,” says McKeen. “We off er class-exclusive hybrid models with our RAV4 and Highlander lines, and for people serious about off -roading we have one of the industry’s only body-on-frame SUVs with our bestselling 4Runner.”

Th ese amazing vehicles are available at an even better price right now. To celebrate its silver anniversary, Canyon Creek Toyota is holding a grand reopening event to show off its newly renovated look and to thank its customers for making it their fi rst-choice dealership for 25 years. Customers can take advantage of many special deals including up to $8,000 cash back on select 2015 and 2016 models and fi nancing rates from zero per cent. It’s a great time to buy a Toyota.

For the past 25 years, Canyon Creek has put people fi rst and McKeen credits its success and longevity to the ongoing support of its customers, business partners and staff .


Congratulations to Canyon Creek Toyota on your 25th Anniversary! We value our relationship and we wish you continued success.

Mermac Construction Ltd. is a General Contractor and Design Build Contractor.

Visit mermac.ca for more info on current projects and services.

403.720.8001

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“Nothing lasts for 25 years without some amazing, dedicated people behind it. Canyon Creek Toyota’s success didn’t just happen. We’ve had some very smart, very driven individuals who took us from zero to where we are now,” he says. “We continue to have success because our current team of techs, advisers, administrators and managers come in every day wanting excellence. To them and the building team and most of all, our customers who put us on the path to the next 25 years, I off er my heartfelt and humble thanks.”

Th e dealership has lived by its motto “Our People Make the Diff erence” since the fi rst car was sold off the lot in 1991. Th e courteous staff , well-trained technicians and knowledgeable salespeople have made a diff erence for tens of thousands of Calgary drivers, and with the newly renovated facility, Ian McKeen and Canyon Creek Toyota are ready to continue to make a diff erence for decades to come. •

(403) 278-6066370 Canyon Meadows Dr SE, Calgarycanyoncreektoyota.com


IAN MCKEEN (SECOND FROM RIGHT) AND PETER MCKEEN (FAR RIGHT) WITH THE TEAM AT CANYON CREEK TOYOTA.

PHOTO BY MICHAEL CUDJOE PHOTOGRAPHY LTD.

Congratulations Canyon Creek Toyota on 25 Years! Your people really do make the difference.

CHEVROLET • CADILLAC BUICK • GMC

jackcarterchev.com

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69

Over the past 30 years, Calibre Coatings Ltd. has weathered the tough times, worked hard, and grown to become one

of the biggest painting contractors in Western Canada.

“I started Calibre Coatings in 1986 and now we have seven operating companies that have grown out of that one company,” says Terry Jennett, president of the Calibre Group of Companies.

Jennett started the original truck-and-ladder painting company when he graduated from the University of Calgary. He soon discovered that geology wasn’t for him, so he blazed his own trail using the skills he had developed working summers as a painter. He and his sole employee – his brother Doug – began winning contracts with property management companies and slowly built up the company. By 1990, Shayne Butcher had joined the company as production manager and in 1997 the two became equal partners in the company.

Since then they have turned Calibre Coatings from a fl edgling company with $300,000 in annual revenues into

a group of companies earning $25 million per year and working on such high-profi le projects as the South Health Campus and the SAIT Trades and Technology Complex.

Th e Calibre Group of Companies was created from opportunity and steady growth. As the original company specialized in commercial painting, in 2000 Cal-Res, managed by Jon Gibbs, was formed to handle residential painting projects. A year later, estimator James Strayer relocated to Edmonton and started Calibre Coatings Edmonton to tackle both residential and commercial painting up north. In 2015, Calibre acquired Decor 8 Painting, a painting contractor in Kamloops headed by Geoff Taylor, to serve the B.C. Interior.

Th e Calibre Group has also expanded beyond painting services in the past decade.

In 2003, Calibre Environmental was created to address the issue of recycling paint in the province of Alberta, and Doug Jennett moved away from the painting tools to manage the recycling facility.

of Calibre Coatings Written by Rennay Craats | Photos by Michael Cudjoe Photography Ltd.

need to photoshop background

Calibre Coatings Ltd. | 30th Anniversary | 1

30yearsL - R: BRIAN WALPOT,

SHAUN CHRISTIE, KEVIN FORD,

ISABELL MOTZ, ALBERT SGROSSO,

WALTER GODEK, TERRY JENNETT

“We recycle one million litres of paint and all the plastic and metal containers as well so it doesn’t end up in the landfi ll. We are the only ones in Western Canada doing this,” he says.

Th en in 2005, Tim Arnett of Mocoat Solutions joined the Calibre Group, bringing with him a customized fi breglass shelter and storage tank company. He also became a partner in the group with Jennett and Butcher.

Calibre Developments led by Shane Morris and Derrick Prince is a general contracting operation that has been providing commercial contracting and tenant improvement services since 2006.

Calibre Management Services is the arm of the business that looks after the administrative responsibilities of all the companies. Controller Rob Hick is the newest member of the ownership group and represents the future of the companies.

Jennett could never have imagined that his small two-man operation would blossom into an impressive corporation with 200-plus employees operating in a 36,000-square-foot facility on six acres of land.

“It would be great if I could take credit for all of that, but it’s really the people,” says Jennett.

Many of Calibre’s employees have been with the company for years and their dedication and professionalism have contributed greatly to the group’s success. Calibre creates an atmosphere of respect and encouragement across the group of companies which contributes not only to employee retention and satisfaction but also to staff being invested in its success. And with each new company or acquisition, Calibre Coatings brings more talented people into the fold. Most of the managers of the subsidiary companies are part-owners as well, making them even more dedicated to the company’s success.

“Th ey’ve got some skin in the game,” says Jennett. “You don’t


L - R: LEE DAVIES AND DOUG JENNETT

4411 1 Street SE, Calgary | sherwin-williams.com

Sherwin Williams would like to congratulate Calibre Coatings on their 30th Anniversary and thank them for their partnership and support. Best wishes over the next 30 years and beyond!

http://www.sherwin-williams.com

http://www.westernone.ca

have to micromanage people who have an interest other than just a paycheque.”

Th ese partnerships have created the climate for growth that has spurred Calibre for decades. Having the right people in place made expansion possible, and Jennett doesn’t rule out future growth if the opportunity presents itself. Until then, he’s happy to continue being Alberta’s one-stop shop for painting needs while at the same time increasing the profi le of the painting industry.

Jennett is thankful to the management team at Calibre Coatings Ltd. for its hard work and dedication, notably the two manager/owners Kevin Ford, head of production, and Albert Sgrosso, head of estimating, both of whom just celebrated 15 years with CCL. Th e other members of the management team – Shaun Christie and Brian Walpot in production and Isabell Motz and Walter Godek in estimating – have been a key to the company’s long-term success and have allowed it to grow into all the Calibre companies.


“30 Year Congratulations” to Calibre Coatings!

from all of us at

Wilf Grapentin, President | Art Lowther, VP Sales46 Years each in the paint industry

Awarded Best Manufacturer’s Rep Agency in Western Canada

cansourceagency.com

Thank you for 30 years of partnershipand here’s to the next 30!

Kris Williams, 403.510.1061www.cloverdalepaint.com

sure-seal.com

Congratulations on your exceptional success, I remember when we started together. Wish you continued success into the future.

Alex Carnegie, Sure Seal Contracting Limited.

M05236 (0314)® The TD logo and other trade-marks are the property of The Toronto-Dominion Bank.

TD Commercial Banking congratulates Calibre Coatings on this milestone and wishes them continued success for many years to come.

Congratulations to Calibre Coatings on their30th Anniversary!

M05236 (0314)® The TD logo and other trade-marks are the property of The Toronto-Dominion Bank.

TD Commercial Banking congratulates Calibre Coatings on this milestone and wishes them continued success for many years to come.

Congratulations to Calibre Coatings on their30th Anniversary!

Jeffrey L. Smith, P. Eng. QCwww.wilcraft.com

Congratulations Calibre Coatings, we wish you continued success.

Hannigan’s Paint & Decor

Congratulations to Calibre Coatings on 30 Years!

hanniganspaint.com | 403.291.1638

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calgary-convention.com

CONNECTING TO PEOPLE Calgary’s economy may be in a state of flux, but its intellectual capital is rock solid. As a whole, Calgarians are young, well educated and driven.

Those qualities are exactly what businesses and post-secondary institutes from across Canada are looking for in employees and students. In the past year, several organizations have held recruiting events at the Calgary TELUS Convention Centre (CTCC) to tap into the city’s current and next generation of skilled workers.

For example, this past spring, dozens of employers, many in the service industry and public sector, were part of the Calgary Job Fair. The event gave employers an opportunity to connect one-on-one with Calgary job seekers.

“Companies are still looking for good talent,” says Gillian Podlubny, the CTCC’s director of event management. “They see Calgary as a good market with a deep pool of skills.” That talent pool includes high school students about to start their post-secondary education.

Canadian universities and colleges from outside of Alberta have long recruited students from the city, traditionally using what they call “spot trips” — quick visits to individual high schools. This year, nearly 60 post secondary institutions will hold a larger, longer joint recruiting event at the CTCC.

“We’re looking to recruit top-end students who might not think of our university as top of mind,” says Matthew Dolansky, a Calgary-based admissions advisor for St. Francis Xavier University in Antigonish, Nova Scotia. The University has a large alumni presence in Calgary and is one of the event’s lead organizers.

Dolansky says the post-secondary fair will be “a unique opportunity for students to have access to universities and colleges from across Canada all at one time. They will be able to speak one-on-one with faculty and representatives.”

“The trade-show-fashioned event is a new approach to attracting Calgary students to Canadian universities and colleges,” Podlubny says. And while it’s the first event of its kind at the CTCC, it reflects one of the convention centre’s central purposes: to connect visitors to Calgary and to the city’s people, businesses and opportunities.



If taking an idea to a screenplay and onto the big screen is a long and daunting process in Hollywood, then transforming a long-held dream into the Calgary Film

Centre has been epic.

After more than a decade of proposals, planning, consultation and construction, the Calgary Film Centre got its long-awaited première May 19 with the official opening of the purpose-built facility for film and television productions.

The $28.2-million facility with three sound stages in the Great Plains Industrial area of southeast Calgary will be another sought-after location among Alberta’s world-renowned Rocky Mountains, prairies and badlands making the city a year-round location for film productions and TV series.

It will be an opportunity to build on a legacy of award-winning productions in southern Alberta including blockbuster films like The Revenant, Brokeback Mountain and Interstellar, along with critically acclaimed TV series such as Fargo and Heartland.

Even before the film centre’s grand opening, a delegation that included Calgary Mayor Naheed Nenshi travelled to Los Angeles for a reception at the home of Canada’s Counsel General, James Villeneuve, to promote Calgary and the facilities to a select group of influential studio executives.

“This is a really dynamic and important time for feature film and TV production in southern Alberta,” says Erin O’Connor, who was recently appointed as general manager of the Calgary Film Centre. “We wanted the entertainment world to know we are open for business.”

The quality of Calgary’s talent and crews is well known with more Emmy, Golden Globe and Academy Award wins than any jurisdiction in Canada in the last decade even though Vancouver, Toronto and Montreal are the big three locations for the industry in this country.

Film, television and creative industries generated $175 million in economic activity in southern Alberta in 2015 and industry experts have estimated the film centre could boost that contribution to Calgary’s GDP to $500 million a year in five years.

Another $50,000 was spent in 2015 to scout locations for future productions.

Funding for the centre included $10 million from the City of Calgary and $5 million from the Government of Alberta.

The film centre will be a catalyst for innovation and excellence in creative industries and digital media in Calgary while contributing to the city’s economic diversification. In partnership with the post-secondary institutions, unions, guilds and industry associations in Calgary, the film centre will support the growth and mentorship of the crew base in Calgary and area.

The impact is already apparent.

William F. White International is Canada’s largest provider of professional motion picture, television, digital media and theatrical equipment and it contributed $1 million of the development costs of the facility. The company has operated in Calgary for 27 years but relocated to the film centre in November as anchor tenant, occupying 20,000 square feet at the site.

The first productions were actually at work in completed sections of the film centre in January 2016.

Mayor Nenshi’s message to the industry executives in Los Angeles was that – from a single window for municipal permits to our energy and enthusiasm – Calgary is a “film-friendly” location. The delegation also included representatives of Alberta’s film and TV industry as well as Mary Moran, chief executive officer for Calgary Economic Development, and Luke Azevedo, Calgary’s commissioner for film, television and creative industries.

“It was really important that the mayor and Mary spoke about how we are part of the diversity in our economy and why it’s an economic driver for us,” says Azevedo. “It really drove home the message that we have one voice and a strong industry.”

And, as anyone in the industry in Hollywood or Calgary knows, the process may be slow but it works if you have a good story to tell.

Turning an Idea into the Calgary Film Centre is an Epic Worthy of Hollywood

Lissa Craig is Logistics Coordinator for Creative Industries at Calgary Economic Development

BY LISSA CRAIG


Tourism Calgary recently hosted its annual general meeting, reporting on key indicators from 2015; a year of change in Calgary and Alberta. The changes were

vast; some impacted the tourism industry directly and others indirectly. In particular, changes to the economy contributed to adjustments in the urban tourism landscape.

Despite the changes, tourism in Calgary remained steady. Over eight million visitors were welcomed to Calgary last year (up from 7.5 million just two years ago), and visitor spending held firm at $1.7 billion.

The Tourism Calgary team was able to confidently advance its strategy for the benefit of the destination, with timely modifications. Tourism Calgary’s strategic successes included:

• An integrated approach to attracting, marketing and hosting sport, culture and major events contributed to a record 74 sport and major event bids for the nationally celebrated Year of Sport;

• Marketing campaigns were developed to promote Calgary regionally, nationally and internationally. In total, 33 unique partners participated in 2015 marketing campaigns, enhancing the experiential appeal of our destination;

• A new strategy was developed for how visitors are engaged once they arrive in Calgary, and the roll-out of this new approach began;

• The important work of planning for the future of Calgary as a premier Canadian tourism destination began, with the development of a long-term destination strategy for our city.

Overall, over three million hotel room nights were sold in Calgary in 2015, with 1.2 million sold for weekend use. Leisure (or weekend) visitation held steady in 2015, while weekday (most often attributed to business travel) declined by 4.8 per cent. In Calgary, approximately 25 per cent of all travel is business-related, whereas the national average for business travel is 11 per cent.

Meanwhile, nearly 160,000 hotel rooms were added to Calgary’s hotel room inventory in 2015, representing a 3.5 per cent growth in available accommodations. This, in addition to nearly 254,000 rooms added (or 5.8 per cent growth) in 2014, meant supply increased concurrently with the economic downturn.

Tourism industry partners voiced their support for Tourism Calgary, with 88 per cent expressing satisfaction with the destination marketing organization’s work on their behalf. Meanwhile, Tourism Calgary continued its efforts to refer visitors to industry partners. These efforts resulted in over 482,000 referrals for local experiences, restaurants, accommodations and products.

To learn more about Tourism Calgary and 2015 industry indicators, see www.visitcalgary.com.

Leisure Travel

BY CASSANDRA MCAULEY

OVER EIGHT MILLION VISITORS WERE

WELCOMED TO CALGARY LAST YEAR

(UP FROM 7.5 MILLION JUST TWO

YEARS AGO), AND VISITOR SPENDING

HELD FIRM AT $1.7 BILLION.

Holding Steadyin Calgary


Having spent more than 50 years flying commercially, and with more than 30 years of experience in the travel and air logistics services, Vaughan Payne was

on a flight home from Mexico that went mechanical.

With the flight unable to takeoff, and unable to deplane for hours, he witnessed the interior of the aircraft, particularly the bathroom, slowly become more and more unhygienic. That’s when he thought of his innovative idea.

“After sitting in the front row of that aircraft for several hours, I began to think about how to assist flight attendants to maintain the aircraft while in flight, or even on the ground,” says Payne, founder and partner of Dakota Supplies Inc. (DSI).

DSI is a Calgary-based company specializing in the design of innovative products for a variety of industries including commercial transportation, emergency medical services and home consumers.

MOPPITT™, the company’s flagship commercial cleaning product, is the result of Payne’s experience on that flight several years ago.

“One of the most concerning and uncomfortable experiences for airline passengers today is the task of using a bathroom while in flight,” says Payne. “When using these facilities, one’s initial reaction is to look down and observe the floor and toilet seat condition; an indication of the potential germs and bacteria that could be picked up on oneself or your clothes.”

MOPPITT™ is an all-in-one commercial cleaning device that allows the user to easily, safely and hygienically clean bathrooms without transferring germs onto themselves or other surfaces.

“The commercial transportation industry requires that public bathrooms be cleaned regularly in a 24-hour period, however there is little to no room on-board to store cleaning supplies,” says Deborah Humphries, partner, DSI. “Consequently, within the airline industry, flight attendants have no effective way to clean and sanitize bathrooms other

than throwing paper towels down and picking them up with rubber gloves.”

Specifically built for the transportation industry, MOPPITT™ is easy to store, protects assets, has the potential to reduce turnaround times and increase traveller satisfaction, and can be effectively integrated into standard operating procedures.

“DSI’s first market entry is into the aviation industry where there are no desirable on-board commercial cleaning solutions for washrooms,” says Humphries.

MOPPITT™ is currently being field-tested with a major Canadian airline, and is the first in a family of products DSI plans to develop and bring to the commercial cleaning transportation market including bus transportation, ambulances, trains and recreational vehicles.

Most recently, DSI took home the top prize at the 2016 TEC VenturePrize Awards, winning the Fast Growth award of $80,000 in cash and in-kind prizes.

To learn more about Dakota Supplies Inc. and their patented MOPPITT™ commercial cleaning solution, visit dakotasupplies.com.

To learn more about Innovate Calgary and how it supports new and emerging technology, visit innovatecalgary.com.

An Innovative Cleaning Device for the Transportation Industry BY ANDREA MENDIZABAL

ABOVE: MOPPITT™ IS AN EASY-TO-USE AND EASY-TO-STORE CLEANING DEVICE

FOR THE TRANSPORTATION INDUSTRY, DEVELOPED BY DAKOTA SUPPLIES INC.

PHOTO CREDIT: DAKOTA SUPPLIES INC.

BY ANDREA MENDIZABAL


When the Alberta Energy Regulator (AER) wanted to show off the millions-of-year-old ‘Rock Stars’ of the Alberta Geological Survey (AGS), they went to

Jump Studios. From the green screen shoot to the dramatic 3D world, Jump had a hand in every aspect of the video from concept to completion.

Brian Vos tells me the studio is very busy with local and U.S. work including more projects for ABC and ESPN.

Jump is producing a design package for ESPN’s IndyCar Season that will feature 19 drivers dressed in their GQs rather than in fire suits. Vos and partner Jeff August travelled to Indianapolis, hired a local photographer and back in Calgary combined the high-speed shots, a computer-generated car and graphics.

And August has been working on a feature for the 100th anniversary of the Indy 500, comparing today’s speed of 180 m.p.h.-plus to what the track was designed for – 100.

Jump was also contracted, through Kirsten Bolton of Commotion Media, to create an overview of the Harmony development northwest of Springbank Airport, using 3D animations, graphics and logo treatments, graded to provide consistent colour accuracy.

On the 14th of this month Hotel Arts will be the venue for the 54th annual conference of the Trans-Canada Advertising Agency Network (T-CAAN).

Host Mario Amantea of ZGM Collaborative Marketing has been a member of the organization for over 20 years – since Fieldstone and Parallel days – that only allows one member per centre.

It has attracted a fine group of speakers including founding member Frank Palmer who many will remember from Palmer Jarvis at the coast. Others include Brett Wilson, Royce Chwin and Jamie Clarke.

T-CAAN is for owners, presidents and CEOs of Canadian agencies and 40 to 50 from Vancouver Island to Newfoundland are expected to attend the four-day conference.

ZGM will be able to brag about how busy it is with current clients as well as adding new ones including Hamilton Partners, Nuera Insurance and the opportunity to name and brand a new restaurant to be opened in Britannia.

Myra Ripley has joined Montreal-based WSP as external communications manager working out of its Calgary office.

With the former Baker Lovick agency for the past two decades, she has been handling a variety of corporate communications with Perspective MGM but now joins a company with 8,300 employees across Canada.

Arthur/Hunter has been awarded the Gold Hermes Creative Award for the CPO’s integrated marketing campaign for its Fairytales & Legends fashion event, and is partnering with WORKshift Canada to create a new playbook guide to implement its national program.

Sharie Hunter also reports being chosen by Painted Pony Petroleum to produce its 2015 annual report and 2016 investor relations presentations.

MARKETING MATTERS // DAVID PARKER

Marketing Matters

BY DAVID PARKER

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BIC June 2016

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