November 2011 Business in Calgary

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Hall of FameJunior Achievement celebrates

Calgary’s 2011 Business Hall of Fame Laureates

+• manufacturing

• Calgary’s Top industries

• Financial Planning

PerspectiveNewsletterPage 61

O F F I C E F U R N I S H I N G S O F F I C E T E C H N O L O G Y W I N D O W C O V E R I N G S F L O O R I N G

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

1201 - 17 Ave SW (403) 245 3131www.CalgaryJewellery.com

Calgary_NewMaestro_RW.indd 1 10/3/11 12:41 PM

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O F F I C E F U R N I S H I N G S O F F I C E T E C H N O L O G Y W I N D O W C O V E R I N G S F L O O R I N G

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

1201 - 17 Ave SW (403) 245 3131www.CalgaryJewellery.com

Calgary_NewMaestro_RW.indd 1 10/3/11 12:41 PM

http://www.calgaryjewellery.com

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www.ab.bluecross.ca

Alberta Blue Cross 2011 Business in Calgary magazine Full page /4c - Trim Size: 7.875” by 10.75” RUN JANUARY 2011 HEALTH AND WELLNESS

Now is the time to put the Alberta Blue Cross advantage to work for your business.

Call us today for a confidential no-obligation quote.Calgary 403-294-4004 Toll-free 1-866-513-2555

More Alberta businesses trust Alberta Blue Cross for their group benefits than anyone else. And with good reason…

ABC

8269

7 02

/201

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Innovative benefit plans specifically designed to meet the needs—and budgets—of Alberta-based businesses, with new options such as Wellness Spending Accounts.

Unbeatable value including fixed pricing agreements with service providers and plan management features to contain costs.

Easy claiming including direct billing for dental, drugs, vision, chiropractic and physiotherapy claims with auto-flow for Health Spending Accounts.

Comprehensive secure online self-service options for plan members and plan administrators.

Added-value features including the Health and Wellness Companion resource and Blue Advantage savings program.

Easy plan administration and local support.

Unparalleled real customer service at our six offices across the province, by phone and online.

Fast and efficient claims processing and payment with all claims processed right here in Alberta.

More choice with the option of dealing directly with us or working through one of our preferred brokers or consultants.

Not-for-profit orientation meaning no profit margins built into group plan premium rates.

An Alberta organization—employing over 900 Albertans and supporting our provincial economy.

Say

YES to TELUS Business Freedom.™to TELUS Business Freedom.™to TELUS Business Freedom.™to TELUS Business Freedom.

Say yes to the freedom to: Choose the business services that match your needs Change your services as your needs do Do business in the offi ce and on the go Get everything in one place at an amazing price

Get business phone, Internet and wireless in one place at an amazing price.

Visit telus.com/businessfreedom.Copyright ©2011 TELUS Corporation. TELUS and the TELUS logo are trademarks of TELUS Corporation, used under license.

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DKT./PROJ: AIOC0053

ARTWORK APPROVAL

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HI-RES MAG SPEC’D IMAGE IN PLACE

TELUS0048-BIC-FP-4C-E-SayYes.indd 1 11-10-03 12:19 PM

http://www.telus.com/businessfreedom

Contents

6 • November 2011 BUSINESS IN CALGARY | www.businessincalgary.com

www.businessincalgary.com

Volume 21 • Number 11

PuBLisheRsTim Ottmann & Pat Ottmann

eDiToRDerek Sankey

coPY editoRsLisa Johnston & Nikki Mullett

ART DiReCToRCher Compton

[email protected]

contRiButinG desiGneRsKenji DoshidaJessi Evetts

administRationNancy Bielecki

[email protected] Nicol

[email protected]

ReGuLaR contRiButoRsRichard Bronstein

Frank Atkins David ParkerLonnie TateMary Savage

this issue’s contRiButoRsNikki Mullett

Shannon CliveAnthony Forman

Gord HawkerAndrea Mendizabal

Stewart McDonoughMike Fotheringham

Marek Drywa

PhotoGRaPhYCover photos courtesy of

Junior Achievement of Southern Alberta

adveRtisinG saLesBobbi Joan O’Neil

[email protected] Trimming

[email protected] Wright

[email protected] Nykyforuk

[email protected] Katerynych

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Hall of FameJunior Achievement celebrates

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+• Manufacturing

• Calgary’s Top Industries

• Financial Planning

PerspectiveNewsletter1

614276

on our cover…

P. John Aldred | Jack C. Donald | Sydney Kahanoff (Posthumously)

22 + Calgary’s Top Industries

COVER29 • Business hall of FameJunior Achievement celebrates Calgary’s 2011 Business Hall of Fame Laureates:P. John Aldred, Jack C. Donald, Sydney Kahanoff (Posthumously)By Derek Sankey

THIS MONTH’S FEATURES

22 • calgary’s hidden success storiesManufacturing companies don’t always get the recognition they deserve, but this thriving sector has many achievements and stories to tellBy Derek Sankey

42 • calgary’s top industriesBy Shannon Clive

View our electronic issue of this month’s magazine online at www.businessincalgary.com © 2011 Audi Canada. *2012 Audi A6 3.0 TFSI quattro, base MSRP with 8-speed tiptronic automatic transmission is $58,800, which excludes freight and PDI ($1,995), license, insurance, registration, any dealer or other charges, options and other applicable

taxes. European model is shown. “Audi”, “A6”, “Vorsprung durch Technik”, and the four rings emblem are registered trademarks of AUDI AG. To find out more about Audi, see your dealer, call us at 1-800-FOR-AUDI, or visit us at www.audi.ca

Light on weight. Heavy onperformance.performance.

The all-new A6 with Audi ultra lightweight technology.It’s lighter, faster, safer, more agile and more effi cient than ever before. It’s better value, too.

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© 2011 Audi Canada. *2012 Audi A6 3.0 TFSI quattro, base MSRP with 8-speed tiptronic automatic transmission is $58,800, which excludes freight and PDI ($1,995), license, insurance, registration, any dealer or other charges, options and other applicable taxes. European model is shown. “Audi”, “A6”, “Vorsprung durch Technik”, and the four rings emblem are registered trademarks of AUDI AG. To find out more about Audi, see your dealer, call us at 1-800-FOR-AUDI, or visit us at www.audi.ca

Light on weight. Heavy onperformance.performance.

The all-new A6 with Audi ultra lightweight technology.It’s lighter, faster, safer, more agile and more effi cient than ever before. It’s better value, too.

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http://www.glenmoreaudi.com

Contents


The sense of optimism and improved economic perfor-mance of Calgary’s economy has been tempered in recent months with a dose of uncertainty about global

markets, but there remains a feeling of hopefulness about the prospects for 2012. Calgary Economic Development releases its annual business survey in September and several economists have reinforced the caution about how Calgary’s economy will fare in the months ahead, but also point out that many sectors continue to post relatively strong num-bers when it comes to modest growth.

Some of Calgary’s top industries powered strongly ahead – the energy sector continues to see increased investment and activity – but nobody is expecting to see a return to boom conditions any time soon. The pieces are all there for a good year ahead, but there is also a sense of caution about global events such as the Eurozone crisis and soft economic performance in the United States.

Investments in infrastructure will help keep things rolling along as Calgary offi cials try to attract more investment into the city to keep a positive motion moving forward. There is clearly less pessimism than was seen during the height of the recession in 2009. Developers are pushing ahead with major real estate projects, the vacancy rate for offi ce space in tightening up and companies are looking at export mar-kets beyond the U.S. as they look to broaden their available markets.

While Calgary’s major export markets – the U.S. and other Canadian provinces – are showing slow signs of improve-ment, Alberta businesses are now looking abroad to fuel growth. Even small or medium-sized companies are trying to tap into new markets as was evidenced by a trade mis-sion to China this year where companies of all sizes joined a delegation to drum up business overseas. Innovative fi rms are paying greater attention to international markets and energy companies are generally feeling positive about their improved capital budgets compared to 2009-10. Key projects such as TransCanada Pipeline’s much-anticipated Keystone XL pipeline and Enbridge’s proposed Northern Gateway pipeline to the B.C. coast are signs that Calgary’s oilpatch is moving in the right direction.

While some of Calgary’s top industries showed negative growth in the years leading up to this point as a result of the downturn, CED’s forecasts predict positive growth for all sectors between now and 2014. Talk of a “double-dip” reces-sion may be sneaking back into some economists’ forecasts, and there are very real defi cits that governments are trying to deal with around the world, but from a Calgary perspec-tive most sectors still look relatively strong and healthy heading into 2012. Sector by sector, the outlook appears to be good by most accounts. Economists don’t expect to see any sudden boom, but most companies are happy to see modest growth at a tenuous time.

RESIDENTIAL CONSTRUCTION New home construction is essential for any city and

Calgary developers have been getting creative in their offerings to consumers. The past 12 months have been good to the construction industry as a whole in Calgary. While some areas saw more modest growth, others experi-enced a heightened demand after a slow recovery in 2010. Like manufacturing, the residential construction industry is closely linked to the oil and gas industry, which obvi-ously fuels the majority of Calgary’s overall economy – and therefore new homebuyers.

According to fi gures released in October by the Calgary

Real Estate Board (CRED), residential sales continued to gain momentum in Calgary this year, totalling 14,832 after the fi rst three quarters, a seven per cent rise over last year. “Despite recent turmoil in the global economy, Calgar-ians are showing confi dence in the long-term prospects for the city and are taking advantage of affordable and stable home prices,” says Bob Jablonski, president-elect of CREB. Single-family home sales totalled 1,036 for the month of September, 2011, an eight per cent increase over last September. Year-to-date sales totalled 10,518 units, a 10 per cent increase over last year. Monthly gains in list-ings brings inventory to 4,753 units, a level still lower than the previous year.

CALGARY’S TOP INDUSTRIESBY SHANNON CLIVE

(THIS MONTH’S FEATURES CONT’D)61 • HRAC PerspectiveNovember issue

71 • Nearing the EndBy Nikki Mullett

76 • Preparing for a Financial DisasterFinancial ruin isn’t far away for many Canadians in the event of an injury or sudden illness, but there are ways to prepare for such a situationBy Anthony Forman

REGULAR COLUMNS10 • Stop. Hey. What’s that sound?By Richard Bronstein

12 • Where is the Cultural Defi cit?By Frank Atkins

14 • Lines From the PastBy Lonnie Tate

99 • Leading Business

105 • The Calgary ReportCurrent developments for Calgary Telus Convention Centre, Tourism Calgary, Calgary Economic Development, and Calgary Technologies Inc.

110 • Marketing MattersBy David Parker

ANNIVERSARY PROFILES81 • Keystone Excavating Ltd.Keystone Celebrates 30 Years of Movin’ Dirt

91 • Convergint Technologies LTDPassion, Integrity and Technology Converge to Create a Powerhouse

COMPANY PROFILES77 • Merani Reimer LLP

98 • Vintage Stove Resortations Inc.

42

LEADING BUSINESS N O V E M B E R 2 0 1 1 | 1

THE MAGAZINE OF THE CALGARY CHAMBER OF COMMERCE

NOVEMBER 2011

In October, the Calgary Chamber of Commerce launched the Aboriginal Business Connection (ABC) initiative, an event series designed to share best practices and

generate business partnerships between industry and Aboriginal communities.

“The business case for Aboriginal engagement is clear,” says Ben Brunnen, director of policy and government affairs and chief economist at the Calgary Chamber of Commerce. “Aboriginal communities are the largest untapped labour force and one of the best partnership opportunities for economic development in Alberta. Benefits from working with the Aboriginal communities include accessing a stable workforce, achieving diversity in the workplace, and helping to gain support for projects.”

The first two events of the series focused on issues at the heart of Aboriginal relations: corporate social responsibility

and accessing capital. On Oct. 21, Sam McCracken, chairman of Nike N7, shared his experience working with Aboriginal communities, particularly Nike’s effort to serve this unique market, promote healthy lifestyles and affect positive change in Aboriginal communities. McCracken touched on many issues, including Nike’s N7 apparel line, which includes the N7 Air Native basketball shoe, which was designed specifically for the wider feet of Aboriginal people.

“Aboriginal communities are the largest untapped labour force and one of the best

partnership opportunities for economic development in Alberta.” ~ Ben Brunnen

New Chamber series brings together Aboriginal andbusiness leaders BY TYSON VANDAMENT

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perspective November 2011

Health, Safety and Wellness

HR keeps transitioning every day in organizations to play a leadership role in organizational development. One of the methods used is Talent Management (TM). Within any great TM strategy is succession planning, a critical component

of an overall TM strategy to help any organization recruit, retain, engage and develop the most talented and superior employees available in the job market.

As a business strategy, TM must be fully integrated within all of the employee-related processes of the organization. Within these processes, HR plays the role to di�erentiate succession planning from replacement planning (a process that only serves to grade an individual solely on the basis of their past performance). From an integrated approach, HR assists strategically by helping their organization identify and develop potential successors for key positions (I would argue all positions) within their organization through a systematic evaluation process and training. This type of approach makes the process largely predictive in judging an individual for a position they might never have been considered for. Great succession plans use these systematic evaluations to look into the future to project what the company needs and identi�es candidates thus stabilizing leadership at all levels.

I hope you enjoy this issue of Perspective as it views succession planning from a number of di�erent points of view. The editors and authors represent some of the diversity of opinion as well as knowledge bases.

On another note, the HRAC will continue to elevate the capacity of the HR professional and profession in the

Calgary business community alongside the Human Resources Institute of Alberta (HRIA). We will continue this year with the following partnerships:

• November’s Perspective is embedded in Business in Calgary magazine to provide greater exposure for our profession and organization.

• Maintaining the relationship with the Calgary Chamber of Commerce by the President participating in their HR committee meetings to discuss timely HR issues and legislative input within the business community.

• Proudly supporting two prominent local universities.

• Partner with HRIA to support Junior Achievement’s Calgary Business Hall of Fame awards.

By continuing to strengthen partnerships with organizations such as the ones above, HRAC will continue to in�uence policy to improve the abilities of our partners to meet their goals and objectives within the business community; hopefully in a continued socially-conscious manner.

Thank you,

Aly Bandali, CHRP President, HRAC

President’s Messageby Aly Bandali

In This IssuePresident’s Message ...................................................................1Editor’s Notes ................................................................................2Understanding the Emotional Side of Succession Planning ...................................................................3

“OO” Succession Planning: Replacing the C-Suite ................................................................4Confronting the Reality Gap....................................................8Develop Your Leaders of Tomorrow, Today: Succession Planning ...................................................................9

Welcome to November’s Perspective!

- Mount Royal University’s Human Resources Advisory Committee Legacy Scholarships. This scholarship fund provides two annual scholarships to students in HR programs.

- The University of Calgary to support graduate students pursuing HR studies.

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http://www.clique.ca


Stop. Hey. What’s that sound? • Richard Bronstein

By RichaRd BRonstein

Going to the polling station for Calgary Elbow in the Progressive Conservative Association of Alberta leadership election was almost like a high school

homecoming for me. There were at least a dozen families there I know very well who would never, under almost any circumstances, be caught voting for a conservative party.

Yet there they were, lined up to cast their ballots for Ali-son Redford, the new leader of the Alberta PCs and the next premier of the province.

Depending how true Redford is to her campaign prom-ises and how well she handles the huge responsibilities of forming a new government, these same people are likely to support her in an upcoming general election too.

Who are these new Redford voters?They are moms, dads, workers, employers; they are fami-

lies with school-age children, families caring for elderly parents, families who have to deal with colds, flues and other illnesses. They are middle-class families who work hard and try to save a bit. They are educated, responsible and believe in looking after one’s neighbours.

The other thing they have in common is that none of them are ideologues; neither of the left nor the right.

I am amused that so many expert commentators are say-ing that Alison Redford is a “liberal” and that could mean a heap of big trouble in the faceoff against Danielle Smith of the “libertarian” Wildrose Party.

Oh dear – do people not pay attention to what is going on under their noses?

So let’s say it once out loud for the slow learners. Ideol-ogy is dead. Deceased like the poor stiff parrot in the Monty Python sketch.

The wonderful thing about social media is not so much that the candidate can address new ranks of voters; it is that new voters can directly address the candidate. So when people talk about their concerns – laying off teachers, lack of senior care beds, health policy made behind closed doors (with outcomes that are expensive and not necessarily effective), and environ-mental degradation among other issues, it is the wise candidate who listens and crafts policies in response.

Social media enable a new form of interaction that is not

mediated by professional pollsters and the Old Boys club in the non-smoking back rooms of our day.

You’ve heard Mayor Naheed Nenshi talk about it and now Alison Redford is talking about it too that politics today is about “The Conversation.” It’s about people connecting with leaders (and with each other) who they feel are most tuned to their range of issues and concerns. People know not to expect miracle solutions, but people also know when some-one is genuinely listening or not.

One pragmatic example – Redford listened to Alberta teachers and parents about the government’s education cuts and promised to reverse them. So do the new political math – how many parents are there in Alberta with kids in school versus how many MLAs are there in the PC caucus? And whose endorsement would you rather have if you were run-ning for election?

Redford’s win in the PC leadership does not end Alberta’s system of political cronyism, but she has cracked open the door and let fresh air waft in through the windows.

Redford has shown, as Mayor Nenshi proved earlier, that when you throw the political process open to all, people do want to join in and have their say. The secret is to keep this conversation alive from one issue to another, from one year to another because meaningful change is hard to do in politics.

But at the end of the day, there are many more parents with school children and families with illnesses than there are oilpatch executives and cattle barons in Alberta. To put it another way, there are many more plain ordinary citizens than there are special interest groups.

If you can harness those citizens, and you do that by listen-ing, then you have a chance for meaningful transformation.

A lot can happen in politics in six months and our new premier will need the wisdom of Job, the craft of Saladin and the loving kindness of Jesus to unite her party and start implementing some of her reforms.

But if I were a betting person, I would not bet against Alison Redford. And I would bet against Danielle Smith. Once a young rising star, Smith now seems like the oldest politician in Alberta, wedded as she is to the meaningless rhetoric of “true conserva-tism.” Ideology is just so yesterday. BiC

stop. hey. What’s that sound?

There’s rarely a shortage of priorities. We can help you focus on projects that align with your goals – delivering both immediate benefit and sustainable value.

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1 866 750 4 PWC

[email protected]

© 2011 PricewaterhouseCoopers LLP. All rights reserved. “PwC” refers to PricewaterhouseCoopers LLP, an Ontario limited liability partnership, which is a member fi rm of PricewaterhouseCoopers International Limited, each member fi rm of which is a separate legal entity. 0096-36 0911

Private Company Serviceswww.pwc.com/ca/dbia

Knowing what matters, doing what counts

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There’s rarely a shortage of priorities. We can help you focus on projects that align with your goals – delivering both immediate benefit and sustainable value.

Contact: Ian Gunn

Business Advisor

1 866 750 4 PWC

[email protected]

© 2011 PricewaterhouseCoopers LLP. All rights reserved. “PwC” refers to PricewaterhouseCoopers LLP, an Ontario limited liability partnership, which is a member fi rm of PricewaterhouseCoopers International Limited, each member fi rm of which is a separate legal entity. 0096-36 0911

Private Company Serviceswww.pwc.com/ca/dbia

Knowing what matters, doing what counts

0096-36 PwC PCS Ian Gunn ad.indd 1 28/09/11 10:08 AM

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Where is the Cultural Deficit? • Frank Atkins

By FRank atkins

At one time the Canada West Foundation used to represent the West, and more specifi-

cally Alberta. Lately, it seems to have fallen victim to what might be called the consultant’s curse: individuals and groups are willing to pay you well to support certain viewpoints, so you do a study that supports these view-points. Two incidents of this come to mind. First, several years ago, Calgary Economic Development commis-sioned a study from the Canada West Foundation concerning infrastructure in Calgary. This study purported to show that Calgary was suffering from a large “infrastructure deficit.” The study never really defined the term infrastructure deficit and never really applied any sound economic analysis to show that, whatever an infrastruc-ture deficit is, it exists in Calgary. In spite of this, politicians, led by then Mayor Bronconnier, glommed on to the term infrastructure deficit in order to support their spending plans.

We now apparently have a new type of infrastructure deficit, and the Canada West Foundation is once again involved. This time it is called the “cultural deficit.” The Canada West Foundation and a group called Transformation Calgary are claim-ing, without any shred of evidence, that Calgary has a cultural deficit. What is even more amazing is that these groups are claiming that they

can eliminate this cultural deficit if the City of Calgary could levy a one per cent GST in order to pay for rec-reation and cultural facilities. This is a very strange proposal that I urge us all to oppose. Here we have a munici-pal government that fails to recognize that it has a severe spending problem, not a revenue problem. It is all well and good to say that any money raised by this tax will be earmarked for spe-cific infrastructure projects, but this would just free up money that the city was going to spend on these projects in the absence of this tax. Therefore, we would be just giving more revenue to a government that has a spending problem.

Suppose that we took the con-cept of cultural deficit at face value, and assumed that this simply means that we do not have enough of what might be traditionally called “the arts.” If we actually have a cultural deficit of this sort, it is not for lack of supply of culture, but rather demand. This tax is being marketed as if it will help the arts, with the implica-tion that poor struggling artists will benefit. Is the city going to buy art on our behalf that we chose not to buy in the first place? It seems to us that Calgarians are already consum-ing the amount of culture that they want. Perhaps this proposal is telling us that we do not know how much culture we really want, and that

Transformation Calgary is going to fix this for us.

I find it very curious that part of the cultural deficit includes recreation centres. It is not at all clear why Cal-garians should give the government more taxpayer money to build and run recreation centres that compete with private sector recreation centres. This is a very inefficient use of taxpayer money. Perhaps Transformation Cal-gary has a very limited definition of recreation centres in this case. Some of the supporters of this proposal are associated with professional sports franchises in this city. A cynical per-son may be inclined to believe that this is just a tax to build a new arena to replace the Saddledome.

The Canada West Foundation and Transformation Calgary claim that there will be continual plebiscites to approve where the money goes and how much will be spent. This, of course, implies that continually going to the voters is costless, which is not true. The dangerous element here is that this is clearly a group who understands the power of marketing. The fact that they are currently trying to sell the proposal as a “one-cent tax” clearly shows this. As with a lot of taxes, the money will get spent quickly and there will be claims that it is just not enough. Next time, when they want to raise it to two per cent, it could be marketed as “it is only one cent more.” BiC

Where is the cultural deficit?

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Lines From the Past • Lonnie Tate

By Lonnie TATe

The other day, I used the line: “You don’t have to have a very good memory if you always tell the truth.” Boy … the older I get that is becoming more and more true.

But the line got me thinking about the source of the quote and how much one little saying at exactly the right time can be an epiphany. There are several I use and they came from interesting people.

The memory line came from Fred Grant. He was treasurer of Pacific Petroleum (now there is a name from the past) but he was much more. He was the epitome of integrity and the company’s resident corporate philosopher. Pacific was my client and I told a little “white lie” about some stuff I was supposed to deliver as I scrambled to juggle many jobs. Fred caught me and out came the line. The bad news is it came from a man I greatly respected … the good news is it never happened again.

John Stephenson (the architect and my client) was perhaps the most principled person I have known. His work continues to grace Calgary … think Mount Royal University, the airport and the Centre for Performing Arts. His line: “He could not possibly be any better than he thinks he is” gets repeated a fair amount by me. I copied the expression from my father. And then, one day I heard John use it. As it happens, my father and John were business acquaintances working on several projects and sure enough, my dad got it from John.

The Calgary Philharmonic Orchestra hired Leonard Stone to be executive director when I was chair of the CPO board. His best line was: “Promise them a lot … then give them more.” Leonard knew more about what sells and how to sell it than anyone on the planet. He took season ticket sales from 5, 000 to 13,000 in a year and a half and saved the CPO staying true to that line.

My favourite Leonard story is getting a call from my

father who told me he had talked to the CPO VP of sales and had bought season tickets to two concert series. He was most impressed that an executive of the CPO called him. Well, we didn’t have a VP of sales so I called Leonard and asked if I had missed something. He told me we had 12 temporary VPs of sales on the previous evening when he ran a volunteer call centre and he had deputized them all. Only Leonard could do that, making it fun and just a little off-centre.

Not every line came from peo-ple I liked. My teacher for French 20 was a prime example. She was one of those who insisted on speaking nothing but French in her classroom. I was a crummy student and had developed “the cone of silence” (before Maxwell Smart had named it) so I could tune out pretty much everything. Early in the school year, I was sur-prised to find this woman beside me, yelling at me (likely in French … but it could have been any lan-guage). She carried on for what seemed an eternity as I gave her

my best dumbfounded look. The only line I understood was: “Get out of my class! “That line was the start of five tries at getting though two years of French. Eventually, I wore them out … they passed me to get rid of me.

Six years ago, I was doing a volunteer thing for Hon-ens Piano Competition and that got me next to Hung-Kuan Chen … perhaps the best piano instructor in the world. I had two lessons from the master … they were mind opening. His line was: “I know.” I was working on Mozart’s 331 Sonata in A. The first two bars are simple and identical, except the sec-ond bar is a halftone lower than the first. Hung Kwan asked: “What do you think Mozart was thinking when he made the second bar a halftone lower?” I responded: “I haven’t given it a thought.” And that is when he quietly delivered the zinger: “I know.”

I’ll never forget it. BiC

Lines From the Past

The bad news

is it came from a man

I greatly respected …

the good news is it

never happened again.

MacMillan Estate Planning Corp. will be hosting a complimentaryWine and Cheese Seminar on Tuesday, November 29, 2011 7:00PM.

TO REGISTER, PLEASE VISIT MACMILLANESTATE.COM OR CALL (403) 266-6464.

Q Q Q Are there certain assets that I should give special consideration to in order to avoid paying undue tax?

A Each year, countless individuals pay an excessive amount of tax to Canada Revenue Agency. In order to preserve the

value of your assets, it is vital to structure your estate in a strategic manner. Although tax is an unavoidable reality within even a well-composed estate, there are many tools available that may significantly reduce or defer an estate’s taxation liability.

A proper tax plan should account for both domestic and international issues. Many families are unaware that internationally held assets, such as a US vacation that internationally held assets, such as a US vacation property or US investments, are liable to both US and Canadian estate taxes. Failure to structure these assets within a larger tax scheme will inevitably cause their real values to be reduced.

In addition to the aforementioned risks, foreign assets can also legally create multiple estates. By owning US property or US investments, you are recognized to possess both a Canadian and US estate. Upon an individual’s passing, these two estates will

need to be settled, adding considerably to the amount of time and money required. Ultimately, your assets both inside and outside of Canada require careful planning. In order to reduce tax, it is vital to use the most qualified experts available. Always consult with a professional to ensure you are properly protected.

Sheri MacMillanSenior Trust & Estate Practitioner,President of MacMillan Estate Planning Corp. and Host of The Strongroom on QR77

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MacMillan Estate Planning Corp. will be hosting a complimentaryWine and Cheese Seminar on Tuesday, November 29, 2011 7:00PM.

TO REGISTER, PLEASE VISIT MACMILLANESTATE.COM OR CALL (403) 266-6464.

Q Q Q Are there certain assets that I should give special consideration to in order to avoid paying undue tax?

A Each year, countless individuals pay an excessive amount of tax to Canada Revenue Agency. In order to preserve the

value of your assets, it is vital to structure your estate in a strategic manner. Although tax is an unavoidable reality within even a well-composed estate, there are many tools available that may significantly reduce or defer an estate’s taxation liability.

A proper tax plan should account for both domestic and international issues. Many families are unaware that internationally held assets, such as a US vacation that internationally held assets, such as a US vacation property or US investments, are liable to both US and Canadian estate taxes. Failure to structure these assets within a larger tax scheme will inevitably cause their real values to be reduced.

In addition to the aforementioned risks, foreign assets can also legally create multiple estates. By owning US property or US investments, you are recognized to possess both a Canadian and US estate. Upon an individual’s passing, these two estates will

need to be settled, adding considerably to the amount of time and money required. Ultimately, your assets both inside and outside of Canada require careful planning. In order to reduce tax, it is vital to use the most qualified experts available. Always consult with a professional to ensure you are properly protected.

Sheri MacMillanSenior Trust & Estate Practitioner,President of MacMillan Estate Planning Corp. and Host of The Strongroom on QR77

Ask An Exper t

Are You Implement ingStrateg ies To Minimize Tax?

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www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 17

Off the Top • News

BUSINESS BANKING IS ABOUT A SHARED PERSPECTIVE.At Canadian Western Bank, we see the world the same way as our customers. As a result, we take the time to understand your industry and provide banking solutions suited to your business needs. Discover insights and learn more at theworkingbank.ca.

KEEP THE THIRST TO BUILD, CREATE AND MAKE.

THE WAY CAM WORKS:

CAM MARSHALLPresident and CEO, Global Flow Inc.

2011 Veterans Food DriveThe Canadian Legacy Project

and Crown Surplus are thrilled to announce the official “KICK OFF” of the Fifth-Annual Veterans and Seniors Food Drive. Companies, schools, social groups, families and individuals are being encouraged to begin collecting food and cash donations to support our deserving veterans and seniors. Thereafter from November 1-15, people can drop off their donations at Crown Surplus in Inglewood, 1005 11th Street SE.

“This event will go a long way to make sure our veterans and seniors do not go hungry this winter and we are thrilled to be a part of this important event,” states Joey Bleviss, director at the Calgary Poppy Fund. “Last year we saw so many companies and schools collect huge amounts of food and cash donations and this year we hope to surpass last year’s totals.”

Crown Surplus is furthering their commitment towards the event by donating 15 per cent of all store sales during this time period towards the Veteran’s Food Bank. “This is a chance for our company and staff to give back to those people who built Canada,” states John Cumming, general man-ager of Crown Surplus. “We encourage Calgarians to come to our store (Crown Surplus at 1005 11 Street SE) and drop off non-perishable food donations or cash donations to support our veterans and seniors.”

Last year Calgarians stepped up and helped generate over $80,000 in cash donations and filled two warehouses full of food for the Calgary Veteran’s Food Bank, which is run by the Calgary Poppy Fund. One of the biggest support-ers was local schools and their students. The Calgary Board of Education sends out the event information to all their schools, and is encouraging the faculty and students to raise funds and food for the Fifth-Annual Veterans and Seniors Food Drive. In return the Calgary Poppy Fund arranges for local veterans to visit the schools and give a presentation on Canada’s involvement in past and cur-rent peacekeeping missions.

Over the years the quality of life for Canada’s seniors and military veterans has been on a serious decline and the Canadian Legacy Project was created to help improve this situation. “The Annual Veterans and Seniors Food Drive is an opportunity for Calgarians to show their support for those who gave us our freedoms and way of life. There are no excuses for the people who made Canada such a great place to go hungry,” states David Howard, president of the Canadian Legacy Project. “We encourage all Calgarians to get involved in this unique event and give back to those who gave so much to our country.”

Individuals and corporations who are unable to get down to Crown Sur-plus but wish to make a cash donation can send their donations to the Cana-dian Legacy Project at #210, 1235 – 17th Avenue SW, Calgary, Alberta, T2T 0C2. Cheques should be payable to the Canadian Legacy Project (a reg-istered non-profit). Tax receipts will be issued for all donations over $20.

Further information on the event can be found at the Canadian Legacy Project website at www.canadianlegacy.org. BiC

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Print Audit® Launches Highly-Anticipated Print Audit Secure

Print Audit’s new pull-printing solution offers new groundbreaking features such as mobile print release and no hassle confi guration

In a technologically-driven world, organizations are seek-ing innovative ways to reduce their print-related costs and maintain document security without sacrifi cing their employees’ productivity.

Today, Print Audit is launching its new-est print management service, Print Audit Secure, which helps organizations eliminate stacks of unclaimed print jobs and increase their document security, without any modifi cations to their print environment.

The average user prints six wasted pages per day which adds up to 1,410 pages a year. However, when a user sends a job to a printer using Secure, it will only be printed when the user is ready to pick it up at the device. This eliminates the risk of prying eyes view-ing confi dential documents and signifi cantly decreases an organization’s paper waste. Secure can also increase pro-ductivity by allowing users to bypass printer lineups and mal-functioning machines by simply releasing the job at another device.

As a vendor neutral pull-printing solution, Secure uses an Intelligent Print Routing System™ which has no reliance on print servers, print queues or port monitoring, making installation easy and scalable to any size organization. With a low-cost per-device pricing model, dealers can easily bun-dle Print Audit Secure with their service and MPS contracts.

Another innovative feature available in Secure is the ability for users to release their print jobs via their

mobile phone. “Print Audit Secure’s web-release capability gives us a unique competitive advan-tage since companies do not need to purchase costly proprietary release terminals,” says John MacInnes, president and CEO of Print Audit. “I love being able to use my smartphone or iPad

to release my print jobs.”To learn more about Print Audit Secure,

sign up for one of their webinars: http://www.printaudit.com/secure-webinars.asp.

Established in 1999 and headquar-tered in Calgary, Print Audit is the fastest growing print management company in the world. By providing businesses with innovative and prac-tical print management software solutions, the company has helped customers recapture over $200 mil-lion in printing and photocopying expenses while saving an estimated 190,000 trees a year. Print Audit has offi ces located in the United Kingdom, France, Germany, South Africa, Australia, Brazil, Canada and

the United States. BiC

In a technologically-driven world, organizations are seek-ing innovative ways to reduce their print-related costs and maintain document security without sacrifi cing their employees’ productivity.

Today, Print Audit is launching its new-est print management service, Print Audit Secure, which helps organizations eliminate stacks of unclaimed print jobs and increase their document security,

Another innovative feature available in Secure is the ability for users to release their print jobs via their

mobile phone. “Print Audit Secure’s web-release capability gives us a unique competitive advan-tage since companies do not need to purchase costly proprietary release terminals,” says John MacInnes, president and CEO of Print Audit. “I love being able to use my smartphone or iPad

to release my print jobs.”

sign up for one of their webinars: http://

John MacInnes, president and CEO of Print Audit.

Photo by Ewan Nicholson Photography Inc.


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The Extraordinaires Aim to Raise $25,000 for Alzheimer’s

A group of 16 Calgary friends and colleagues have com-bined forces and resources to compete in the second-annual Calgary Scotiabank Pro-Am in support of the Gordie and Colleen Howe Fund for Alzheimer’s. The event is a one-of-a-kind opportunity that allows everyday hockey enthusiasts to team up with former NHL greats in the battle against Alzheimer’s and related disorders. In addition to registration fees, the team – the Extraordinaires – must raise a minimum of $25,000 for the Alzheimer Society.

To help them reach this lofty goal, a fundraiser is planned for November 3, 2011, at Soho Bar and Grill. A $20 ticket includes two drinks, appetizers and live music, as well as a great silent and live auction. In addition to 100 per cent of the auction proceeds going to support Alzheimer’s, $7 from each ticket will also be directed to the cause. Soho will also be donating 15 per cent of the food and alcohol tab for the evening.

The excitement will really heat up when players and NHL alumni take to the ice in Calgary from April 13-15, 2012. Similar tournaments are being hosted in Edmonton, Toronto, Vancouver and Ottawa, with plans also underway for Montreal. Last year’s tournament involved several for-mer NHL players including Lanny McDonald, Theo Fleury and Tiger Williams.

The Extraordinaire’s captain, Ron Evans, says he put together a team for this year’s tournament on the encour-agement of former Calgary Flame Colin Patterson.

“I kind of stewed on it for a few months as I thought it was probably a lot of work,” says Evans, who works for Score Equipment Rentals, an oil and gas service company. “But then I thought I should do it – it’s a good cause and it’s a good reason to bring a great group of guys together to have some fun and raise some money for a good cause.”

To purchase a ticket to the Soho fundraiser, please contact Chico Uribe at Soho (403-237-6453). In addition, donations can be made at http://www.scotiabankproam.com. BiC

In addition to 100 per cent of the auction proceeds going to support

Alzheimer’s, $7 from each ticket will also be directed to the cause. Soho will

also be donating 15 per cent of the food and alcohol tab for the evening.


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In a recent survey conducted by Colliers International during the month of June, Calgary’s parking rates ranked amongst the most expensive cities to park on the continent – num-ber two to be exact. This comes as no surprise to commuters shelling out pocketfuls for a much-coveted parking space, and who know firsthand that demand far outweighs supply in this city, especially in the downtown core. The Colliers report also predicted rates will rise by a modest amount in the coming year, but beyond the next 12 months are on track to increase by at least high single digits.

Enter Seventh Avenue Autopark Inc. (SAA). With a goal of alleviating some of the parking pressure in the city’s core, their plans for construc-tion of an automated parking facility are well underway. The state-of-the-art parkade is slated for construction behind and above the historic build-

ings on the 100 block of 7th Avenue S.W. restoring each building to revi-talize and enhance the block’s early twentieth-century charm. Once com-pleted, it will have a capacity for 360 vehicles and feature a pedestrian friendly lane-way with secure and well-lit access around the clock.

Just what is an “automated parking facility?”

Automated parking facilities may consist of less than 50 spaces or up to 1,000 spaces or more, and are of particular advantage where a typical ramp-access garage will not provide adequate parking capacity due to existing site conditions. The height or depth of an automated parking facil-ity is approximately 50 per cent of the height or depth of a conventional self-park garage with the same capacity.

In an automated parking facility, the

Plans for Calgary’s First Robotic Parking Facility Underway

Courtesy of Seventh Avenue Autopark Inc.


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driver never enters the vehicle storage area and when the vehicle enters the storage area its engine is not running. Therefore automated parking facilities

require significantly less mechanical ventilation, heating, cooling, stairs, elevator and lighting. Since pedestri-ans do not circulate inside the garage,

the ceiling heights are lower. This means that approximately three auto-mated parking floors can be provided for every two floors of a self-park garage. And since machines park the vehicles with precise control of vehicle movement, and since car doors never need to be opened, automated parking facilities utilize much narrower spaces than self-park facilities.

The parkade is handicap accessible and offers increased personal safety as there is no risk of vehicle collisions, property damage or theft. The cus-tomer experience is comparable to a high-quality valet parking operation except that machines park and retrieve the vehicles instead of valet runners.

Now in the permitting process, build-ing of the parkade is schedule to begin immediately following approval which if successful will be in place by the first quarter of 2012. For more information about the parkade development, visit www.seventhavenueautopark.com. BiC


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Calgary’s Hidden Success Stories • Manufacturing

In 2003, Nemalux Inc. started with a $15,000 line of credit loan. The profi ts from each job since have been reinvested into this industrial and commercial light-emitting diode

(LED) lighting manufacturer in Calgary. Company president Jode Himann says it has been a long process in building the company to what it is today and it was only accomplished through sheer hard work and determination.

“Owning and managing a technical manufacturing com-pany in Canada is not without daily setbacks,” Himann says. “There are major human obstacles in one of the world’s most competitive industries – lighting – as well as the very interesting international sales dynamic for expansion into different countries and cultures. There is a long list of frus-trations and successes that happen as a daily routine.”

The main challenge throughout the history of building the

company is that Himann and his team have decided not to accept outside investment, preferring to grow organically instead. “This forces Nemalux to create real value and a solid foundation,” he says. “This decision to take the ‘hard way’ of growing a company requires vast knowledge of the industry, stress management, fi nancial savvy, mental fortitude and moral fi bre that is what true entrepreneurship is all about.”

Currently, Nemalux has a 6,000-square-foot manufactur-ing facility on 9th Avenue in downtown Calgary. It is one of numerous manufacturers operating in all facets of business throughout the city, exporting to markets around the world and right here at home.

Plains Fabrication, for example, is a steel manufacturer and fabricator that sells its array of products, such as pres-sure vessels, skid packages and piping, to the oil and gas

Manufacturing companies don’t always get the recognition they deserve, but this thriving sector has many achievements and stories to tell

BY DEREK SANKEY

Calgary’s Hidden Success StoriesCalgary’s Hidden Success StoriesCalgary’s Hidden Success Stories

Plains Fabrication is a steel manufacturer and fabricator that sells products such as pressure vessels, skid packages and piping.Photo courtesy of Plains Fabrication & Supply


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In 2003, Nemalux Inc. started with a $15,000 line of credit loan. The profi ts from each job since have been reinvested into this industrial and commercial light-emitting diode

(LED) lighting manufacturer in Calgary. Company president Jode Himann says it has been a long process in building the company to what it is today and it was only accomplished through sheer hard work and determination.

“Owning and managing a technical manufacturing com-pany in Canada is not without daily setbacks,” Himann says. “There are major human obstacles in one of the world’s most competitive industries – lighting – as well as the very interesting international sales dynamic for expansion into different countries and cultures. There is a long list of frus-trations and successes that happen as a daily routine.”

The main challenge throughout the history of building the

company is that Himann and his team have decided not to accept outside investment, preferring to grow organically instead. “This forces Nemalux to create real value and a solid foundation,” he says. “This decision to take the ‘hard way’ of growing a company requires vast knowledge of the industry, stress management, fi nancial savvy, mental fortitude and moral fi bre that is what true entrepreneurship is all about.”

Currently, Nemalux has a 6,000-square-foot manufactur-ing facility on 9th Avenue in downtown Calgary. It is one of numerous manufacturers operating in all facets of business throughout the city, exporting to markets around the world and right here at home.

Plains Fabrication, for example, is a steel manufacturer and fabricator that sells its array of products, such as pres-sure vessels, skid packages and piping, to the oil and gas

Manufacturing companies don’t always get the recognition they deserve, but this thriving sector has many achievements and stories to tell

BY DEREK SANKEY

Calgary’s Hidden Success StoriesCalgary’s Hidden Success StoriesCalgary’s Hidden Success Stories

Plains Fabrication is a steel manufacturer and fabricator that sells products such as pressure vessels, skid packages and piping.Photo courtesy of Plains Fabrication & Supply

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sector in Western Canada. Chester Nagy, who runs the company, says that while Calgary has many unique advantages, it also has its chal-lenges and doesn’t always get the recognition it deserves.

Born and raised in Calgary, his father was also in the business with a manufacturing plant that goes back to the 1950s. “Manufacturing is in my blood,” says Nagy. “I think Calgary has some great advantages.” With 100 employees, Plains Fabrication is now in its 24th year. A well-edu-cated, skilled workforce, a good quality of life and being linked so closely to the oil and gas sec-tor makes it a good place to do business, he says. Nagy also belongs to the Manufacturing Action Committee under Calgary Economic Develop-ment and recently joined the board of directors for the Alberta branch of the Canadian Manufac-turers and Exporters (CME).

The biggest challenge facing the industry appears to be the red tape and bureaucracy of dealing with the City of Calgary. “One of the things we’re fighting for in Calgary is the recognition of manufacturers,” Nagy says. “We pay way beyond our fair share and that’s something we’re all battling for. Without manufacturing, it would really be a major blow for the city.”

The availability of industrial land to fuel the growth of the manufacturing sector is another concern. Competing with the energy sector for skilled talent is another challenge that also has the effect of pushing up wage costs. “If I could find 10 pres-sure welders right now, I’d hire them today,” he says. “We’re struggling all the time trying to get the work out the door.”

Nagy just spent $20 million building a new manufac-turing plant. “This is no little corner store,” he says. The problem was that it took him four-and-a-half years just to

get approval for a driveway at his new plant. “I’m passion-ate about manufacturing, but unless the city bureaucracy and the planning department get their (act) together, they’re going to turn people away left, right and centre,” Nagy says.

“I just got my business licence a week ago and I’ve been here for 10 months,” he adds. “My driveway was too wide and yet I ship some of the biggest equipment out of the city. They couldn’t understand why I needed a big driveway in an industrial area. It just doesn’t make any sense.”

In the end, he managed to get through the process but is working hard to raise the profile of companies like Plains Fabrication – they may not always get the headlines, but are nonetheless very important to the city’s economy. Nagy is encouraged that despite the problems facing the industry in the past, conditions are improving. “I think Mayor Nenshi is


Photo courtesy of Plains Fabrication & Supply

albertaisenergy.ca

Alberta is Energy is supported by several Alberta business associations, many of which are focused on the oil and gas sector.

We are Albertans and we are energy. Whether inside municipal offices in Fort Saskatchewan or between neighbours on a farm near Crossfield, an informed discussion about a vibrant and competitive oil and gas industry is important.

Recognizing the contribution of oil and gas to Alberta’s communities allows us to address the important relationship between a thriving economy, a healthy environment and a high quality of life.

Alberta is Energy showcases the men and women of Alberta, their careers, challenges and accomplishments. These people may be from your community. Read about a student at SAIT, a farmer near Crossfield, and the Mayor of Fort Saskatchewan, and see how the oil and gas industry plays a role in their lives.

Visit our new website and join the conversation on our blog at albertaisenergy.ca

http://www.albertaisenergy.ca

sector in Western Canada. Chester Nagy, who runs the company, says that while Calgary has many unique advantages, it also has its chal-lenges and doesn’t always get the recognition it deserves.

Born and raised in Calgary, his father was also in the business with a manufacturing plant that goes back to the 1950s. “Manufacturing is in my blood,” says Nagy. “I think Calgary has some great advantages.” With 100 employees, Plains Fabrication is now in its 24th year. A well-edu-cated, skilled workforce, a good quality of life and being linked so closely to the oil and gas sec-tor makes it a good place to do business, he says. Nagy also belongs to the Manufacturing Action Committee under Calgary Economic Develop-ment and recently joined the board of directors for the Alberta branch of the Canadian Manufac-turers and Exporters (CME).

The biggest challenge facing the industry appears to be the red tape and bureaucracy of dealing with the City of Calgary. “One of the things we’re fighting for in Calgary is the recognition of manufacturers,” Nagy says. “We pay way beyond our fair share and that’s something we’re all battling for. Without manufacturing, it would really be a major blow for the city.”

The availability of industrial land to fuel the growth of the manufacturing sector is another concern. Competing with the energy sector for skilled talent is another challenge that also has the effect of pushing up wage costs. “If I could find 10 pres-sure welders right now, I’d hire them today,” he says. “We’re struggling all the time trying to get the work out the door.”

Nagy just spent $20 million building a new manufac-turing plant. “This is no little corner store,” he says. The problem was that it took him four-and-a-half years just to

get approval for a driveway at his new plant. “I’m passion-ate about manufacturing, but unless the city bureaucracy and the planning department get their (act) together, they’re going to turn people away left, right and centre,” Nagy says.

“I just got my business licence a week ago and I’ve been here for 10 months,” he adds. “My driveway was too wide and yet I ship some of the biggest equipment out of the city. They couldn’t understand why I needed a big driveway in an industrial area. It just doesn’t make any sense.”

In the end, he managed to get through the process but is working hard to raise the profile of companies like Plains Fabrication – they may not always get the headlines, but are nonetheless very important to the city’s economy. Nagy is encouraged that despite the problems facing the industry in the past, conditions are improving. “I think Mayor Nenshi is


Photo courtesy of Plains Fabrication & Supply

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 25albertaisenergy.ca

Alberta is Energy is supported by several Alberta business associations, many of which are focused on the oil and gas sector.

We are Albertans and we are energy. Whether inside municipal offices in Fort Saskatchewan or between neighbours on a farm near Crossfield, an informed discussion about a vibrant and competitive oil and gas industry is important.

Recognizing the contribution of oil and gas to Alberta’s communities allows us to address the important relationship between a thriving economy, a healthy environment and a high quality of life.

Alberta is Energy showcases the men and women of Alberta, their careers, challenges and accomplishments. These people may be from your community. Read about a student at SAIT, a farmer near Crossfield, and the Mayor of Fort Saskatchewan, and see how the oil and gas industry plays a role in their lives.

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actually trying to correct the red tape,” he says. “It’s getting better with the new mayor and I think they understand the issues, but my recommendation for anybody coming to Calgary is to get with the city and see if you can get them to understand what it is that you’re doing.”

Himann, meanwhile, is focused on the growth of his company as he looks to international markets to sell his LED products, relying on a skilled talent pool in Calgary. “We manage a net-work of trades which produce different

parts of each product or solution,” he says. “These incremental pieces are assembled, refined and assessed in our quality assurance procedures internally. Using this framework, we can adjust to small or large projects with efficiency and maintain low overhead.”

Like Nagy, however, Himann says the industry does not have the level of profile it needs and deserves. “Calgary is typically not known as a techni-cal centre and relatively, there is not much understanding, awareness or support for these types of initiatives

from the local government infrastruc-tures,” Himann says. There is also a distinct upside to being located in this city. “Calgary is financially buoyant. Calgary is also full of some amazing individuals who directly and indirectly created a wonderful environment for the Nemalux team members,” he adds.

He is always thinking big when it comes to marketing his products. In September, he received purchase orders from Argentina, Hawaii and Indone-sia. The month before, he received a purchase order from NASA.

The root of the success to the manu-facturing sector is innovation. It’s a sector that quietly thrives in the back-ground, but is also one that needs the support of business and government leaders to get the respect it deserves. “Nemalux was created by innovative thinking; we were able to see the pos-sibilities of developing the new technology LEDs before the shifting of a lighting paradigm,” says Himann. “We have been able to provide inno-vative and successful solutions to our customers.” BiC


Fast Facts Indicator Year Number Share of Total Industries

GDP 2008 $6,050 Million 8.6%

Employment 2009 42,300 5.6%

Business Establishments 2009 1,808 3.4%

SourCe: CITY of CalgarY, “CalgarY’S eCoNomIC ouTlook 2009-2019, Q2 09”; STaTISTICS CaNada

“Nemalux was

created by innovative

thinking; we were able

to see the possibilities

of developing the new

technology LEDs before

the shifting of a

lighting paradigm.

We have been able to

provide innovative and

successful solutions to

our customers.”

~ Jode Himann, president of Nemalux Inc.


http://www.chrp.ca

actually trying to correct the red tape,” he says. “It’s getting better with the new mayor and I think they understand the issues, but my recommendation for anybody coming to Calgary is to get with the city and see if you can get them to understand what it is that you’re doing.”

Himann, meanwhile, is focused on the growth of his company as he looks to international markets to sell his LED products, relying on a skilled talent pool in Calgary. “We manage a net-work of trades which produce different

parts of each product or solution,” he says. “These incremental pieces are assembled, refined and assessed in our quality assurance procedures internally. Using this framework, we can adjust to small or large projects with efficiency and maintain low overhead.”

Like Nagy, however, Himann says the industry does not have the level of profile it needs and deserves. “Calgary is typically not known as a techni-cal centre and relatively, there is not much understanding, awareness or support for these types of initiatives

from the local government infrastruc-tures,” Himann says. There is also a distinct upside to being located in this city. “Calgary is financially buoyant. Calgary is also full of some amazing individuals who directly and indirectly created a wonderful environment for the Nemalux team members,” he adds.

He is always thinking big when it comes to marketing his products. In September, he received purchase orders from Argentina, Hawaii and Indone-sia. The month before, he received a purchase order from NASA.

The root of the success to the manu-facturing sector is innovation. It’s a sector that quietly thrives in the back-ground, but is also one that needs the support of business and government leaders to get the respect it deserves. “Nemalux was created by innovative thinking; we were able to see the pos-sibilities of developing the new technology LEDs before the shifting of a lighting paradigm,” says Himann. “We have been able to provide inno-vative and successful solutions to our customers.” BiC


Fast Facts Indicator Year Number Share of Total Industries

GDP 2008 $6,050 Million 8.6%

Employment 2009 42,300 5.6%

Business Establishments 2009 1,808 3.4%

SOURCE: CITY OF CALGARY, “CALGARY’S ECONOMIC OUTLOOK 2009-2019, Q2 09”; STATISTICS CANADA

“Nemalux was

created by innovative

thinking; we were able

to see the possibilities

of developing the new

technology LEDs before

the shifting of a

lighting paradigm.

We have been able to

provide innovative and

successful solutions to

our customers.”

~ Jode Himann, president of Nemalux Inc.

© 2

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They’ve built some of the most influential businesses in their fields. Where others see challenge, they see opportunity. They’re the Prairies winners of the Ernst & Young Entrepreneur Of The Year Awards. We’re proud to celebrate their success. Congratulations to all. ey.com/ca/EOY

Ernst & Young Entrepreneur Of The Year Prairies 2011Mac Van WielingenARC Financial Corp. | Calgary, Alberta

Founded and produced by

Inspired and inspirational.

Ernst & Young is a proud supporter of

National sponsors

Gold sponsors

Business-to-business products and servicesJohn BinderAvmax Group Inc. | Calgary, Alberta

Business-to-consumer products and servicesGordon ReykdalCash Store Financial Edmonton, Alberta

Cleantech and environmental servicesAudrey MascarenhasQuestor Technology Inc. Calgary, Alberta

ConstructionThomas FathThe Fath Group | Edmonton, Alberta

Emerging entrepreneurJennifer Carlson BroeBaby Gourmet Foods Inc. Calgary, Alberta

Energy development and productionGlen SchmidtLaricina Energy Ltd. | Calgary, Alberta

Energy servicesScott Douglas, John Forgeron, Phil NessCompass Compression Services Ltd. Calgary, Alberta

Hospitality/tourismTom DonaldsonEdo Japan | Calgary, Alberta

Professional/financial servicesMac Van WielingenARC Financial Corp. | Calgary, Alberta

TechnologyArt PriceAxia NetMedia Corporation Calgary, Alberta

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This is company that’s worth keeping. There is no better example of the magnitude of opportunity in Alberta than in the elite members of Calgary’s Business Hall

of Fame. Junior Achievement of Southern Alberta (JASA) started it in 2004 to honour the incredible and diverse achievements of southern Alberta’s most distinguished and prominent corporate citizens.

Good governance, corporate citizenship and an uncom-promising desire to positively impact the communities that made them successful are trademarks of all of the Hall of Fame inductees. Nominated by their peers and chosen by an independent selection committee managed by Korn/Ferry International, these people have a lot to offer aspiring entrepreneurs and business people. Not only have they been

Business Hall of Fame • Cover

Business

Hall of FameJunior Achievement celebrates Calgary’s 2011 Business Hall of Fame Laureates:

P. John aldred | Jack c. donald | sydney kahanoff (Posthumously)

BY deRek sankeY | aLL Photos couRtesY oF JunioR achievement oF southeRn aLBeRta

The 2011 Business Hall of Fame Laureates (L-R): P. John Aldred, Jack C. Donald, and Al Kahanoff (brother to the posthumous inductee, Sydney Kahanoff)



P. John Aldred Founder of Enerflex Ltd.

A t the age of 23, John Aldred arrived in Canada in 1967. He became a heavy-duty mechanic and worked as a field

serviceman for Mid Western Compressor in Calgary. Trained as an agricultural engineering technologist in Oxfordshire, Eng-land, he became the president of an American subsidiary called PAMCO Ltd. four years later. After a few years, he left the com-pany in 1980 to venture out on his own to start a business in the compressor rental market known as Enerflex Ltd.

It was perhaps an unfortunate moment to become an entrepreneur in the Alberta energy industry. He launched the company with “a woefully inadequate capital base” and during that same year, the national energy program was introduced. Despite the odds – or perhaps because of them – he was undeterred from pursuing his vision. Aside from immigrating to Canada and starting Enerflex in 1980, it was precisely his ability to survive the NEP that Aldred counts among his major milestones over the span of his entrepre-neurial career. “I never gave up,” he says. It was through sheer belief in his vision and determination to defy the odds in the face of adversity that allowed him to get through that devastating time in Alberta. He persevered to grow the startup venture into a publicly-listed company with worldwide operations that was eventually sold to Toromont Industries Ltd. in 2010 for $670 million, with more than $1 billion in annual revenues and 3,000 employees.

Enerflex benefited from the growing demand for natural

Not only have they been wildly successful in their own ventures,

they have all contributed to making Calgary what it is today. The lessons

they have learned along the way offer today’s youth more than they

need to know to succeed in today’s global economy.

wildly successful in their own ventures, they have all con-tributed to making Calgary what it is today. The lessons they have learned along the way offer today’s youth more than they need to know to succeed in today’s global economy.

The 2011 inductees – P. John Aldred, Jack C. Donald and Sydney Kahanoff (posthumously) – were honoured on Oct. 19 at the Calgary Business Hall of Fame Induction Ceremony and Gala Dinner at the Hyatt Regency Calgary.

When you see the people involved with this organization, it is obvious why it has been an institution to equip tomor-

row’s leaders with the skills they need to get a strong business education for more than 50 years in southern Alberta. JASA delivers valuable business and entrepreneurial programs to more than 20,000 students involving some 1,300 volunteers – free of charge. The only thing the students need is the desire to learn and the passion to succeed. Business in Cal-gary is proud to support and celebrate the accomplishments of this year’s Business Hall of Fame inductees and all of the youth who are afforded the opportunity to create their own vision. Mentors like this have some wise words.

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It started with a paper route for the Edmonton Journal as a kid for Jack Donald in the early years, then progressed

to a part-time job in high school working for one of his first mentors, Jack Biddell, at a service station where he learned the basic skills about cars and mechanics, sales, managing people and collecting bills, or “all the important stuff” as he likes to call it. He then found himself working as a truck driver-salesman at an oil company where he really started to learn the ins and outs of the fuels sector.

Donald found out early on that you can’t get anything done alone and there is plenty to discover from the mis-takes and accomplishments of those who have gone before you. “You really do learn from others,” he says. “You don’t have to reinvent the wheel. You just have to fasten it onto something and make it move forward.”

After working in the fuel and service industry for several years, Donald and his wife, Joan, moved to Red Deer with $5,000 and put it all on the line as a down payment to start a single service station, despite the noticeable fact he didn’t have any gas in the pumps. A friend in the industry who owned a bulk fuel station gave him a line of credit and he went right into business with a single truck to haul fuel at night, while running the station during the day. His wife worked days as the cashier at the one-stop shop and spent nights doing the books. “My wife was invaluable to me,” he says. “It all just worked out.”

He built the business up into a 38-station chain before

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Jack C. Donald Founder of Parkland Fuel Corp.

gas across the continent and around the world as it grew, but throughout the journey Aldred credits the mentorship of some savvy entrepreneurial business owners in both Canada and the U.K. along the way. They were lessons that helped him not only get through the NEP but also many other busi-ness challenges as he built an empire. “Find someone whose ability, character and integrity you respect and adopt them as a role model,” Aldred advises. “Don’t be afraid to have lofty goals and dreams. Be prepared to adapt them to reality, but don’t give up on them.” He also urges young, aspiring

entrepreneurs to remember what really creates success in business. “Never forget the number one rule of business: ‘Make it easy for the customer to do business with you.’”

Another – perhaps equally – important part about being successful in business is to act with integrity, explains Aldred. Each generation looks to its predecessors for benchmarks and cues on conduct and behaviour. “I know I did,” he says. “A role model, particularly one who started with nothing or at the bottom, can be an important inspiration to a young person entering the entrepreneurial arena. Business must be an inte-gral part of the community and engaged at all levels. Thriving communities need healthy, strong businesses and vice versa.”

Aldred completed a six-year term as the vice chair of SAIT Polytechnic’s board of governors in 2007 and last year, with his wife Cheryl, presented the school with a record-setting $15-million personal donation. He also founded the Cad-mus Foundation, established to provide support towards the advancement of trades training and education for youth. He is also a past member of the board of directors for Careers: The Next Generation and Alberta Junior Achievement.


Another – perhaps equally –

important part about being

successful in business is to act

with integrity, explains Aldred.

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 33ACCOUNTING › CONSULTING › TAX mnp.ca

Notice something different?

At MNP you will.Our client-centric approach and partner-led engagements have always set us apart. For more than 65 years it has been our foundation, positioning MNP as one of the largest charteredaccountancy and business consulting firms in Canada.

National in scope and local in focus, MNP delivers a full range of services to diverse industries to help them stay competitive and profitable. Our services include:

• Assurance & Accounting • Consulting • Corporate Finance • Enterprise Risk • Insolvency • Investigative & Forensic Services • Succession • Taxation • Training Solutions • Valuation

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Recognition was never something Sydney Kahanoff ever sought in life. He wasn’t after a legacy – he just wasn’t

that kind of guy. “He didn’t look for rewards to his gift-giving,” says Al Kahanoff, his brother, adding with a laugh: “It’s not that he was particularly modest – he wasn’t modest with the family.” He remembers one Christmas when Syd-ney took the entire family – 66 people in total, including a few very close friends – to Hawaii for a family celebration. It would be the last major family gathering before his death in 1980.

Born in Winnipeg and raised in Mildred, Sask., Sydney finished high school at Prince Albert Collegiate Institute in 1939 and, shortly after graduation, joined the Royal Canadian Air Force. He was stationed in the Aleutian Islands and in England during the Second World War. After the war, he came back to Canada and went to the University of Saskatchewan in the engineering faculty majoring in physics. He worked for National Geophysical, then Union Oil Exploration and eventually transferred to Australia.

After establishing himself as a major force to be reck-oned with in the oil and gas business, Sydney came back to Canada and started Voyager Petroleums. It was a highly lucrative venture that he later sold to Ralph Scurfield in 1979. At the same time, he founded a philanthropic orga-nization known as The Kahanoff Foundation to distribute grants to worthy community causes – an organization that

c o mp l i me n t a r y i n h o me d e s i g n s e r v i c e

Calgary - 67 Glenbrook Place SW off Sarcee Trail and north of Richmond Road SW • 403.246.6266 Mon. - Wed. 9:30-6 • Thurs. - Fri. 9:30-9 • Sat. 9-5:30 • Sun. 11-5 www.mcarthurfurniture.com

Airdrie - 141 Gateway Dr. NE Airdrie, AB • P: 403.960.1030 F: 403.960.1029Mon. - Thurs. 9:30-6 • Fri. 9:30-9 • Sat. 9:30-5 • Sun. 11-5 www.mcarthurfurniture.com

Whether it’s comprised from a stack of tear sheets

or just an idea casually sketched on a napkin - our design team will help you

pull it all together, and be the resource that brings to life the design ideas

from your imagination.

Bring us your“MASTER PLAN”

Call us to Schedule a Complimentary in-home design Consultation.Let us take the stress out of decorating and show you just how easy it is to create the home of your dreams today.


selling it in 1971, and then worked for a few years as mar-keting vice president of Turbo Resources as it grew into a highly successful refiner and retailer. In 1977, the couple gained control of Parkland Beef Industries Ltd. and took it from a 15-year-old cattle feed lot and meat-packing plant into what has become Canada’s largest independent mar-keter and distributor of fuels. Its family of brands includes: Fas Gas Plus, Bluewave Energy, Columbia Fuels, Great Northern Oil, Neufeld Petroleum & Propane, United Petro-leum Products and RaceTrac Gas. Donald retired as president

of Parkland in 2001, but remained on as chairman.One of his passions is to pass on his vast knowledge to

a new generation of entrepreneurs in the community. Don-ald and his wife recently donated $3 million to Red Deer College to establish the Donald School of Business, which includes the establishment of an entrepreneur-in-residence. It means he’ll be spending a few hours a month mentoring and talking to students about their aspirations. As the col-lege grows its program from a two-year diploma offering into a four-year degree, his hope is that a new generation can learn some old truths that never change about business and navigate their own paths to success.

The Donalds have also been active fundraisers in cam-paigns for STARS, the Westerner and the hospice in Red Deer. Their $3-million gift to the college was the largest the institu-tion has ever received. When it comes to advice, he speaks the truth as plainly as it can be said: “I’d like to start a conversa-tion,” he says. “You’ve got to work hard and stay focused on whatever it is you’re doing. Everybody is a salesperson.”

Sydney Kahanoff, (Posthumously) Founder of Voyager Petroleums


One of his passions is to

pass on his vast knowledge to a

new generation of entrepreneurs

in the community.

c o mp l i me n t a r y i n h o me d e s i g n s e r v i c e

Calgary - 67 Glenbrook Place SW off Sarcee Trail and north of Richmond Road SW • 403.246.6266 Mon. - Wed. 9:30-6 • Thurs. - Fri. 9:30-9 • Sat. 9-5:30 • Sun. 11-5 www.mcarthurfurniture.com

Airdrie - 141 Gateway Dr. NE Airdrie, AB • P: 403.960.1030 F: 403.960.1029Mon. - Thurs. 9:30-6 • Fri. 9:30-9 • Sat. 9:30-5 • Sun. 11-5 www.mcarthurfurniture.com

Whether it’s comprised Whether it’s comprised from a stack of tear sheets from a stack of tear sheets

or just an idea casually sketched on or just an idea casually sketched on or just an idea casually sketched on or just an idea casually sketched on a napkin - our design team will help you a napkin - our design team will help you a napkin - our design team will help you a napkin - our design team will help you

pull it all together, and be the resource pull it all together, and be the resource pull it all together, and be the resource pull it all together, and be the resource that brings to life the design ideas that brings to life the design ideas that brings to life the design ideas

from your imagination.

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Call us to Schedule a Complimentary Call us to Schedule a Complimentary Call us to Schedule a Complimentary Call us to Schedule a Complimentary Call us to Schedule a Complimentary in-home design Consultation.in-home design Consultation.in-home design Consultation.in-home design Consultation.Let us take the stress out of decorating Let us take the stress out of decorating Let us take the stress out of decorating Let us take the stress out of decorating Let us take the stress out of decorating and show you just how easy it is to and show you just how easy it is to and show you just how easy it is to and show you just how easy it is to create the home of your dreams today.create the home of your dreams today.create the home of your dreams today.create the home of your dreams today.create the home of your dreams today.

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continues to make a lasting impression on Calgary and its communities in a variety of areas.

Behind the scenes and away from the public spotlight – he was never one prone to public speaking, his brother Al adds – Sydney was a generous person by nature. He was also not a pushover by any stretch. When he had a job candidate in his office, there was one thing that would take you right off the short list. “If they asked about the pension plan, he wasn’t interested,” says Al. “He used to say: ‘If they come in here, I want them to ask what my salary is, not what the pension plan is going to be.’” It speaks to the character of a man who wanted people to work hard for him, but also to aspire them to greater heights – not to settle for the status quo. He wanted peo-ple to work for him who wanted his job.

Sydney was also one who always endeavoured to give young people a chance to prove themselves. Aside from pioneering new ways of doing business in the oil and gas industry – he virtually invented the “take-or-pay” contract where he signed on a company to take every-thing he found in the ground at a reduced price, regardless of whether the firm needed it or not (a highly profitable move, it turned out) – he was also a genuine man worthy of any person’s respect. There was never a dull moment in the man’s life and he always paid tribute to the people and communities who supported him throughout his astounding journey. “He always felt that he had to give it back,” says Al. “He got it here, he made the money here … so he always wanted to give it back to the community.” BiC

Calgary Business Hall of Fame

Board of Governors:

John Forzani

Alvin Libin

Ted Rozsa

Richard F. Haskayne

Edward E. McNally

James. S. Palmer

Don Seaman

James K. Gray

Clay Riddell

David A. Bissett

Dean Burns

Arlene Dickinson

Frank King

Ann McCaig

Allan P. Markin

Brian Felesky

Mac Van Wielingen

The 2011 inductees – P. John Aldred, Jack C. Donald and Sydney Kahanoff

(posthumously) – were honoured on Oct. 19 at the Calgary Business Hall of

Fame Induction Ceremony and Gala Dinner at the Hyatt Regency Calgary.


There was never a

dull moment in the man’s life

and he always paid tribute to the

people and communities who

supported him throughout his

astounding journey.

http://www.gunnar.ca


COMPANIES THAT RESPOND NEED COMPANIES THAT RESPONDLike Hopewell, more and more of Alberta’s top companies want ATB as their financial partner. ATBresponds.com

Response. Results.

®ATB Corporate Financial Services is a registered trademark of Alberta Treasury Branches. Sanders Lee, Executive Chairman, Hopewell


2011 Laureate Selection Committee:

• James Carl (JC) Anderson, chairman, Anderson Energy Ltd.

• Clayton Riddell, O.C., chairman of the board and CEO, Paramount Resources Ltd.

• Alvin Libin, O.C., A.O.E., president and CEO, Balmon Holdings Ltd.

• Brian Felesky, QC, partner, Felesky Flynn LLP

• John Forzani, chairman of the board (formerly) The Forzani Group Ltd.

• Murray Edwards, president, Edco Financial Holdings Ltd.

• Patrick Daniel, president and CEO, Enbridge Inc.

• Mac Van Wielingen, co-chairman and director, ARC Financial Corp.

• Arlene Dickinson, CEO, Venture Communications Ltd.

• Guy Turcotte, president and CEO, Stone Creek Resorts Inc.

• David Bissett, president, Belmont Capital Management Ltd.

• Frank W. King, O.C., president and CEO, Petropolitan Investment Corp.

• James S. Palmer, O.C., chairman, Burnet, Duckworth & Palmer LLP

Junior Achievement of Southern Alberta would like to thank our many generous sponsors for their support of the 2011 Calgary Business Hall of Fame.

Junior Achievement of Southern Alberta would like to thank our many generous sponsors for their support of the 2011 Calgary Business Hall of Fame.

COMPANIES THAT RESPOND NEED COMPANIES THAT RESPONDLike Hopewell, more and more of Alberta’s top companies want ATB as their financial partner. ATBresponds.com

Response. Results.

®ATB Corporate Financial Services is a registered trademark of Alberta Treasury Branches. Sanders Lee, Executive Chairman, Hopewell

http://www.atbresponds.com

Dressage in Silverado is a different kind of community. It’s the kind of place where you’re not

hemmed in, and where a lot can fit into your oversized lot. Like swimming pools. And outdoor

kitchens. And swing sets. And trampolines. And fire pits. And whatever else you can dream of.

Because Dressage in Silverado is the kind of place where your home is tailored to your lifestyle,

not the other way around. Visit Dressage today and see things from a different view. Homes

from the $800s to $1.5M

LARGEST LOTS IN CALGARY l BUILD TO SUIT YOUR LIFESTYLE - CUSTOMIZABLE ARCHITECTURE

LANDSCAPE ARCHITECT CONSULTATION l $10K GARDEN CENTRE GIFT CERTIFICATE

Broadview Homes 403.452 4958 l Jayman MasterBUILT 403.452 2889

Dive in, to a different kind of home.

CRESTMONT • EVANSTON • SILVERADO • THE HILL • RAVENSWOOD COMING SOON – REDSTONE • PAINTED SKY • DOUBLE CREEK

silveradobyqualico.com

40’

Dressage Estate Lot

Standard Lot

Dressage in Silverado by Qualico Communities

is a neighbourhood that will capture the

imagination of Calgarians with large parks and

green space, gorgeous views and a central focus

on lifestyle.

Lots are estate sized, about one-third of an acre

to half an acre, so there is plenty of breathing

room around the home, allowing a focus on

outdoor living. “Dressage appeals to people

who value a well-designed home and yard;

their home isn’t just a house, but a place that

enhances and is integral to their lifestyle,” says

Lori Masse, marketing manager of Qualico

Communities. “The community features

unique architecture and a conscious mix of

house and land.”

The architecture is as unique as the

individuals that choose to live here.

“Our two builders in Dressage are Jayman

MasterBuilt and Broadview Homes,”

Masse says. “The homes will have unique

features, which makes for beautiful curb

appeal in the area.”

Surrounded by lush green spaces, residents

of Dressage are able to experience outdoor

living throughout the year.

“Silverado has been named ‘Calgary’s

biggest backyard’, and this is very true

in Dressage,” Masse says. “Homes have

amazing views of Spruce Meadows, the

Rocky Mountains, and even downtown and

they are right next to Radio Tower Creek,

along with tons of walking paths and

tot lots.”

Dressage in Silverado is a short distance

to the foothills and Rockies, providing

outdoor enthusiasts with the quality of life

they have been longing for, yet they are

still in the city and close to an abundance

of amenities, including numerous shops,

services, coffee shops, eateries, the LRT

and Shawnessy shopping area. Residents

also have the convenience of being just off

of Highway 22X (Marquis de Lorne Trail),

with quick access to MacLeod Trail and

Deerfoot Trail.

Showhomes by Jayman MasterBuilt

(403-452-2889) and Broadview Homes

(403-452-4958) are located at 202 and

206 Silverado Crest Landing, respectively.

Visit the beautiful showhome parade Monday through

Thursday: 2pm to 8pm, Friday, Saturday, Sunday

and Holidays: noon to 5pm. For more information,

visit silveradobyqualico.com.

Headline

THERE’S A LOT TO LOOK AT IN A DRESSAGE BACKYARD.

http://www.silveradobyqualico.com












CALGARY’S TOP INDUSTRIES

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONAPEX

For over 20 years, APEX has been one of the leading real estate development companies in Alberta. Their divisions: land development, and two home building companies, enable us to develop, design and construct projects ranging from landmark master planned communities to unique urban developments.

Website: www.apexland.com

BROOKFIELD HOMES

They have been building new homes for over 20 years and what remains unchanged is their unwavering commitment to exceptional customer service and building homes that hold their value. Brookfi eld Homes currently builds in Calgary and Edmonton, Alberta, offering customers the choice of apartment condominiums, townhomes, semi-detached homes and single family homes. Brookfi eld Homes is a member of Brookfi eld Residential (formerly Carma Developers).

Website: www.buildwithbrookfi eld.com

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONCARDEL HOMES

After decades of homebuilding they can look and say they helped build dream communities, and made a signifi cant contribution to the cities they have built in. It is very rewarding to leave a lasting legacy, and to still see happy homeowners after all these years. Cardel Homes is proud of their reputation, and the fact that they have been, and continue to be, recognized in the industry and by homeowners.

Website: www.cardelhomes.com

CENTRON GROUP OF COMPANIES

Centron is a multi-faceted development company with a proven track record for over 24 years. They pride themselves on the long-term relationships and friendships they have built with clients, suppliers, and project stakeholders. They do things professionally on a handshake and honor their word with a minimum of fuss. Although business is very important to them, giving back to the community and those less fortunate is also very important.

Website: www.centrongroup.com

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONHOMES BY AVI

As an innovator in the home building industry since 1978, Homes by Avi continually positions itself in the most desirable communities while introducing new product lines that work for today’s families. Building an ecologically friendly product is a commitment they made long before “green” became a buzz word.

Website: www.homesbyavi.com

HOPEWELL

Hopewell’s team includes over 300 employees in Calgary, Brampton, Toronto and Vancouver. Their employees have expertise and training in the areas of construction, engineering, business, urban planning, law, fi nance, accounting, architectural design, landscape architecture, management information services, computer graphics and estimating, among a great many other areas.

Website: www.hopewell.com

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONJAYMAN MASTERBUILT

Over thirty years, Jayman MasterBUILT has helped customers fi nd their dream homes. As one of Alberta’s largest builders, their industry-leading approach has resulted in an entirely new standard of quality.

Jayman defi nes choice. A home should be a refl ection of your personality and your lifestyle. It comes down to getting what you want and not compromising. They include you in their plans and provide you with options that will stand out as uniquely yours.

Website: www.jayman.com

MCKINLEY MASTERS

McKINLEY MASTERS is a luxury home building icon embracing advanced technology and innovative design. From original concept to fi nely crafted fi nnished detail,

Providing a highly personal experience ensuring a home tailored precisely to your lifestyle with an elevated level of craftsmanship and uncompromising quality. An established award winning acreage and inner city builder since 1989, they are dedicated to excellence.

Website: www.mckinleymasters.com

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONSHANE HOMES

Shane Homes was established in 1979 and was named after Cal and Edith Wenzel’s youngest son who now carries on the family tradition of quality craftsmanship and value. This tradition of commitment to value and service, passed down from Cal’s father, quite simply ranks Shane Homes among the fi nest home builders in Canada.

Website: www.shanehomes.com

TRICO HOMES

From humble beginnings, and less than 20 houses per year in the early 90’s, Trico Homes has established an enviable reputation and is recognized as one of Western Canada’s top residential builders - with a history of integrity, community support and a legacy of building over 4,500 single and multi-family homes.

Website: www.tricohomes.com














RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONAPEX

For over 20 years, APEX has been one of the leading real estate development companies in Alberta. Their divisions: land development, and two home building companies, enable us to develop, design and construct projects ranging from landmark master planned communities to unique urban developments.

Website: www.apexland.com

BROOKFIELD HOMES

They have been building new homes for over 20 years and what remains unchanged is their unwavering commitment to exceptional customer service and building homes that hold their value. Brookfi eld Homes currently builds in Calgary and Edmonton, Alberta, offering customers the choice of apartment condominiums, townhomes, semi-detached homes and single family homes. Brookfi eld Homes is a member of Brookfi eld Residential (formerly Carma Developers).

Website: www.buildwithbrookfi eld.com

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONCARDEL HOMES

After decades of homebuilding they can look and say they helped build dream communities, and made a signifi cant contribution to the cities they have built in. It is very rewarding to leave a lasting legacy, and to still see happy homeowners after all these years. Cardel Homes is proud of their reputation, and the fact that they have been, and continue to be, recognized in the industry and by homeowners.

Website: www.cardelhomes.com

CENTRON GROUP OF COMPANIES

Centron is a multi-faceted development company with a proven track record for over 24 years. They pride themselves on the long-term relationships and friendships they have built with clients, suppliers, and project stakeholders. They do things professionally on a handshake and honor their word with a minimum of fuss. Although business is very important to them, giving back to the community and those less fortunate is also very important.

Website: www.centrongroup.com

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONHOMES BY AVI

As an innovator in the home building industry since 1978, Homes by Avi continually positions itself in the most desirable communities while introducing new product lines that work for today’s families. Building an ecologically friendly product is a commitment they made long before “green” became a buzz word.

Website: www.homesbyavi.com

HOPEWELL

Hopewell’s team includes over 300 employees in Calgary, Brampton, Toronto and Vancouver. Their employees have expertise and training in the areas of construction, engineering, business, urban planning, law, fi nance, accounting, architectural design, landscape architecture, management information services, computer graphics and estimating, among a great many other areas.

Website: www.hopewell.com

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONJAYMAN MASTERBUILT

Over thirty years, Jayman MasterBUILT has helped customers fi nd their dream homes. As one of Alberta’s largest builders, their industry-leading approach has resulted in an entirely new standard of quality.

Jayman defi nes choice. A home should be a refl ection of your personality and your lifestyle. It comes down to getting what you want and not compromising. They include you in their plans and provide you with options that will stand out as uniquely yours.

Website: www.jayman.com

MCKINLEY MASTERS

McKINLEY MASTERS is a luxury home building icon embracing advanced technology and innovative design. From original concept to fi nely crafted fi nnished detail,

Providing a highly personal experience ensuring a home tailored precisely to your lifestyle with an elevated level of craftsmanship and uncompromising quality. An established award winning acreage and inner city builder since 1989, they are dedicated to excellence.

Website: www.mckinleymasters.com

RESIDENTIAL CONSTRUCTION RESIDENTIAL CONSTRUCTIONSHANE HOMES

Shane Homes was established in 1979 and was named after Cal and Edith Wenzel’s youngest son who now carries on the family tradition of quality craftsmanship and value. This tradition of commitment to value and service, passed down from Cal’s father, quite simply ranks Shane Homes among the fi nest home builders in Canada.

Website: www.shanehomes.com

TRICO HOMES

From humble beginnings, and less than 20 houses per year in the early 90’s, Trico Homes has established an enviable reputation and is recognized as one of Western Canada’s top residential builders - with a history of integrity, community support and a legacy of building over 4,500 single and multi-family homes.

Website: www.tricohomes.com


KPMG

DRILLING COMPANIESAKITA DRILLING

AKITA Drilling Ltd. is a premier oil and gas drilling contractor with drilling operations throughout Western Canada, New Brunswick, Quebec, Canada’s Northern Territories and the North Slope of Alaska. The Company strives to be the industry leader in customer relations, employee expertise, safety, equipment quality and drilling performance.

Website: www.akita-drilling.com

DRILLING COMPANIESENSIGN ENERGY SERVICES INC.

With headquarters in Calgary, Ensign is an industry leader in the delivery of oilfi eld services. Since its inception in 1987, Ensign has accumulated an extensive fl eet of fl exible, mobile oilfi eld equipment that can meet the challenging demands of the oil and natural gas industry. They also have contributed to advancements in drilling and well servicing through the innovative use of technology.

Website: www.ensignenergy.com

DRILLING COMPANIESDRILLING COMPANIESNABORS CANADA

Nabors companies own and operate approximately 551 land drilling and approximately 748 land workover and well-servicing rigs in North America. Nabors’ actively marketed offshore fl eet consists of 40 platform rigs, 13 jack-up units and 4 barge rigs in the United States and multiple international markets.

Website: www.naborscanada.com

BECK DRILLING

As a customer-focused company they meet today’s environmental challenges through innovative solutions based on more than 25 years of service. From complete management of upstream oil and gas exploration and production waste streams to solutions for waste by-products from refi ning, pipelines and chemical manufacturing, CCS applies best in class technologies ensuring maximum liability protection and environmental compliance.

Website: www.beckdrill.com

DRILLING COMPANIES DRILLING COMPANIESTRINIDAD DRILLING LTD.

Trinidad Drilling’s story is a story of growth. They have grown both internally and through strategic and value-adding acquisitions. They started in 1996 as a small Canadian contract driller and have grown to become an industry leader operating in Canada, the United States and Mexico. Their high-quality equipment, customer focused approach and exceptional people continue to position us well for future growth and they look forward to taking advantage of some of the exciting opportunities they see ahead of them.

Website: www.trinidaddrilling.com

EXCALIBUR DRILLING

Excalibur Drilling Ltd., formed in 1994, consists of nine telescopic double drilling rigs operating mainly in Alberta and Western Saskatchewan. Their conventional double rigs are capable of drilling horizontal, directional and under-balanced well to a measured depth of 3,500+ metres and a TVD of 2,500 metres. These rigs are competitive in the 850 to 2,500 metre depth range.

Excalibur operations offi ce and shop is located in Brooks, Alberta and the contracts offi ce is based in Downtown Calgary.

Website: www.excaliburdrilling.com


DRILLING COMPANIES From the latest innovation in steam-assisted gravity

draining (SAGD) drilling to multiple horizontal fractur-ing technologies, Calgary’s drilling companies are at the front of major changes to an industry that is vital to Can-ada’s energy sector. New opportunities with shale natural gas and other unconventional resource plays are creating new ways of getting oil and gas out of the ground. Oil-fi eld service companies are experiencing high levels of demand to keep up with a rush of new projects getting underway. While activity slowed down when oil prices were below $40 a barrel, the sustained price hovering around the $100 mark has kept exploration and pro-duction companies moving ahead with larger and more varied projects.

Finding enough skilled labour to keep up with the increased demand is becoming a problem again for many operators. It’s a highly competitive fi eld and the avail-ability of labour is now projected to result in shortages if the oil and gas sector continues on its recent spurt of activity. Drilling and oilfi eld service companies are being forced to recruit workers from abroad, while they’re also working more closely with local populations – including Aboriginal communities – to fuel the amount of growth they are experiencing.

Clear advice for a complicated world

kpmg.ca


Trusted Advisers to Canada’s Energy Services Sector

© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

kpmg.ca

Michael McKerracherNational Energy Leader(403) 691 [email protected]

Rhys RenoufNational Leader, Energy Services(403) 691 [email protected]

Dan AdamsKPMG Enterprise Leader, Calgary(403) 691 [email protected]

BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1BiC_FullPage_7.875x10.75_Sep2011_v1.indd 1 9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM9/29/2011 12:14:56 PM

http://www.kpmg.ca

KPMG

DRILLING COMPANIESAKITA DRILLING

AKITA Drilling Ltd. is a premier oil and gas drilling contractor with drilling operations throughout Western Canada, New Brunswick, Quebec, Canada’s Northern Territories and the North Slope of Alaska. The Company strives to be the industry leader in customer relations, employee expertise, safety, equipment quality and drilling performance.

Website: www.akita-drilling.com

DRILLING COMPANIESENSIGN ENERGY SERVICES INC.

With headquarters in Calgary, Ensign is an industry leader in the delivery of oilfi eld services. Since its inception in 1987, Ensign has accumulated an extensive fl eet of fl exible, mobile oilfi eld equipment that can meet the challenging demands of the oil and natural gas industry. They also have contributed to advancements in drilling and well servicing through the innovative use of technology.

Website: www.ensignenergy.com

DRILLING COMPANIESDRILLING COMPANIESNABORS CANADA

Nabors companies own and operate approximately 551 land drilling and approximately 748 land workover and well-servicing rigs in North America. Nabors’ actively marketed offshore fl eet consists of 40 platform rigs, 13 jack-up units and 4 barge rigs in the United States and multiple international markets.

Website: www.naborscanada.com

BECK DRILLING

As a customer-focused company they meet today’s environmental challenges through innovative solutions based on more than 25 years of service. From complete management of upstream oil and gas exploration and production waste streams to solutions for waste by-products from refi ning, pipelines and chemical manufacturing, CCS applies best in class technologies ensuring maximum liability protection and environmental compliance.

Website: www.beckdrill.com

DRILLING COMPANIES DRILLING COMPANIESTRINIDAD DRILLING LTD.

Trinidad Drilling’s story is a story of growth. They have grown both internally and through strategic and value-adding acquisitions. They started in 1996 as a small Canadian contract driller and have grown to become an industry leader operating in Canada, the United States and Mexico. Their high-quality equipment, customer focused approach and exceptional people continue to position us well for future growth and they look forward to taking advantage of some of the exciting opportunities they see ahead of them.

Website: www.trinidaddrilling.com

EXCALIBUR DRILLING

Excalibur Drilling Ltd., formed in 1994, consists of nine telescopic double drilling rigs operating mainly in Alberta and Western Saskatchewan. Their conventional double rigs are capable of drilling horizontal, directional and under-balanced well to a measured depth of 3,500+ metres and a TVD of 2,500 metres. These rigs are competitive in the 850 to 2,500 metre depth range.

Excalibur operations offi ce and shop is located in Brooks, Alberta and the contracts offi ce is based in Downtown Calgary.

Website: www.excaliburdrilling.com


DRILLING COMPANIES From the latest innovation in steam-assisted gravity

draining (SAGD) drilling to multiple horizontal fractur-ing technologies, Calgary’s drilling companies are at the front of major changes to an industry that is vital to Can-ada’s energy sector. New opportunities with shale natural gas and other unconventional resource plays are creating new ways of getting oil and gas out of the ground. Oil-fi eld service companies are experiencing high levels of demand to keep up with a rush of new projects getting underway. While activity slowed down when oil prices were below $40 a barrel, the sustained price hovering around the $100 mark has kept exploration and pro-duction companies moving ahead with larger and more varied projects.

Finding enough skilled labour to keep up with the increased demand is becoming a problem again for many operators. It’s a highly competitive fi eld and the avail-ability of labour is now projected to result in shortages if the oil and gas sector continues on its recent spurt of activity. Drilling and oilfi eld service companies are being forced to recruit workers from abroad, while they’re also working more closely with local populations – including Aboriginal communities – to fuel the amount of growth they are experiencing.

Clear advice for a complicated world

kpmg.ca

Trusted Advisers to Canada’s Energy Services Sector

© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

kpmg.ca

Michael McKerracherNational Energy Leader(403) 691 [email protected]

Rhys RenoufNational Leader, Energy Services(403) 691 [email protected]

Dan AdamsKPMG Enterprise Leader, Calgary(403) 691 [email protected]

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OIL COMPANIESARC RESOURCES LTD.

ARC is one of Canada’s leading conventional oil and gas companies. Their focus is on acquiring and developing long-life oil and gas properties across western Canada. We are a dividend paying company with near-term growth prospects, and trade on the TSX under the symbol ARX. ARC’s operations are focused in seven core areas across western Canada.

Website: www.arcresources.com

OIL COMPANIESCRESCENT POINT ENERGY CORP.

Crescent Point uses its excellent balance sheet and growth capital to acquire focused, long-life, high-quality reserves and production in western Canada. They focus on accretive large oil- or gas-in-place acquisitions with stable production profi les and signifi cant development.

Website: www.crescentpointenergy.com

OIL COMPANIESCENOVUS ENERGY

Cenovus Energy is a Canadian oil company. They are committed to applying fresh, progressive thinking to safely and responsibly unlock energy resources the world needs. operations include oil sands projects in northern Alberta, which use specialized methods to drill and pump the oil to the surface, as well as natural gas and oil production across Alberta and southern Saskatchewan. They also have 50 percent ownership in two U.S. refi neries.

Website: www.cenovus.com

OIL COMPANIESIMPERIAL OIL

Their story began in 1880, when 16 refi ners in southwestern Ontario created The Imperial Oil Company, Limited. Today, they operate from coast to coast and are best known for their familiar brand names: Esso and Mobil. They make the products that drive modern transportation, power cities, lubricate industries and provide petrochemical building blocks for thousands of consumer goods.

Website: www.imperialoil.ca

OIL COMPANIESHUSKY ENERGY INC.

Husky Energy is one of Canada’s largest integrated energy companies. It is headquartered in Calgary, Alberta, and is publicly traded on the Toronto Stock Exchange under the symbols HSE and HSE.PR.A. The Company operates worldwide with Upstream, Midstream and Downstream business segments.

Website: www.huskyenergy.com

OIL COMPANIES Whatever happens in the oil industry defi nes what

happens to Calgary’s economy. The price of oil dictates a lot in this city. Oil prices have been strong and sustained at relatively high levels, making the industry ripe for investment. Hovering around or just below the $100 per barrel mark, oil prices have stayed healthy and profi t-able for companies that now see oil as the way of the future – at least for now. The industry likes some level of certainty and stability, but as any Calgarian work-ing in the oilpatch knows that’s rare. The cyclical and sometimes volatile nature of the industry can make it diffi cult for business leaders in the oilpatch to plan too far ahead. The overall picture remains strong as compa-nies invest in oilsands projects and non-conventional resource plays throughout Alberta. Global investors now see this province as a bigger player in terms of its inter-national signifi cance.

New methods of extraction and innovations in exist-ing technologies have made every part of the oil industry vibrant and highly attractive to investors. Capital bud-gets are refl ecting this reality and billions of dollars continue to fl ow to this sector – a cornerstone of Calgary economy.

OIL COMPANIESNEXEN INC.

Nexen Inc. is a global energy leader with an exciting future. Their suite of assets is unique. Their growth strategies are value-focused. Their commitment to ethics, integrity and sustainable business practices is unwavering. With a team of more than 3,800 talented individuals, strong board and management, and decades of profi tability.

Website: www.nexeninc.com

OIL COMPANIESPETROBANK ENERGY AND RESOURCES LTD.

Petrobank Energy and Resources Ltd. is a Calgary-based oil and natural gas exploration and production company with operations in western Canada. The Company operates high-impact projects through three business units.

The strength of their Canadian Business Unit originates from identifying and exploiting high-impact oil and gas resource plays utilizing innovative technology to signifi cantly improve recoveries.

Website: www.petrobank.com

DRILLING COMPANIESPRECISION DRILLING CORPORATION

Precision Drilling Corporation is Canada’s largest oilfi eld services company and one of the largest in the United States. Precision also has a growing presence internationally. Precision provides contract drilling, well servicing and strategic support services to customers. Precision supplies on-the-ground expertise - people, equipment and knowledge - to provide value to their customers on a daily basis.

Website: www.precisiondrilling.com

http://www.talisman-energy.com


OIL COMPANIESARC RESOURCES LTD.

ARC is one of Canada’s leading conventional oil and gas companies. Their focus is on acquiring and developing long-life oil and gas properties across western Canada. We are a dividend paying company with near-term growth prospects, and trade on the TSX under the symbol ARX. ARC’s operations are focused in seven core areas across western Canada.

Website: www.arcresources.com

OIL COMPANIESCRESCENT POINT ENERGY CORP.

Crescent Point uses its excellent balance sheet and growth capital to acquire focused, long-life, high-quality reserves and production in western Canada. They focus on accretive large oil- or gas-in-place acquisitions with stable production profi les and signifi cant development.

Website: www.crescentpointenergy.com

OIL COMPANIESCENOVUS ENERGY

Cenovus Energy is a Canadian oil company. They are committed to applying fresh, progressive thinking to safely and responsibly unlock energy resources the world needs. operations include oil sands projects in northern Alberta, which use specialized methods to drill and pump the oil to the surface, as well as natural gas and oil production across Alberta and southern Saskatchewan. They also have 50 percent ownership in two U.S. refi neries.

Website: www.cenovus.com

OIL COMPANIESIMPERIAL OIL

Their story began in 1880, when 16 refi ners in southwestern Ontario created The Imperial Oil Company, Limited. Today, they operate from coast to coast and are best known for their familiar brand names: Esso and Mobil. They make the products that drive modern transportation, power cities, lubricate industries and provide petrochemical building blocks for thousands of consumer goods.

Website: www.imperialoil.ca

OIL COMPANIESHUSKY ENERGY INC.

Husky Energy is one of Canada’s largest integrated energy companies. It is headquartered in Calgary, Alberta, and is publicly traded on the Toronto Stock Exchange under the symbols HSE and HSE.PR.A. The Company operates worldwide with Upstream, Midstream and Downstream business segments.

Website: www.huskyenergy.com

OIL COMPANIES Whatever happens in the oil industry defi nes what

happens to Calgary’s economy. The price of oil dictates a lot in this city. Oil prices have been strong and sustained at relatively high levels, making the industry ripe for investment. Hovering around or just below the $100 per barrel mark, oil prices have stayed healthy and profi t-able for companies that now see oil as the way of the future – at least for now. The industry likes some level of certainty and stability, but as any Calgarian work-ing in the oilpatch knows that’s rare. The cyclical and sometimes volatile nature of the industry can make it diffi cult for business leaders in the oilpatch to plan too far ahead. The overall picture remains strong as compa-nies invest in oilsands projects and non-conventional resource plays throughout Alberta. Global investors now see this province as a bigger player in terms of its inter-national signifi cance.

New methods of extraction and innovations in exist-ing technologies have made every part of the oil industry vibrant and highly attractive to investors. Capital bud-gets are refl ecting this reality and billions of dollars continue to fl ow to this sector – a cornerstone of Calgary economy.

OIL COMPANIESNEXEN INC.

Nexen Inc. is a global energy leader with an exciting future. Their suite of assets is unique. Their growth strategies are value-focused. Their commitment to ethics, integrity and sustainable business practices is unwavering. With a team of more than 3,800 talented individuals, strong board and management, and decades of profi tability.

Website: www.nexeninc.com

OIL COMPANIESPETROBANK ENERGY AND RESOURCES LTD.

Petrobank Energy and Resources Ltd. is a Calgary-based oil and natural gas exploration and production company with operations in western Canada. The Company operates high-impact projects through three business units.

The strength of their Canadian Business Unit originates from identifying and exploiting high-impact oil and gas resource plays utilizing innovative technology to signifi cantly improve recoveries.

Website: www.petrobank.com

DRILLING COMPANIESPRECISION DRILLING CORPORATION

Precision Drilling Corporation is Canada’s largest oilfi eld services company and one of the largest in the United States. Precision also has a growing presence internationally. Precision provides contract drilling, well servicing and strategic support services to customers. Precision supplies on-the-ground expertise - people, equipment and knowledge - to provide value to their customers on a daily basis.

Website: www.precisiondrilling.com



GAS COMPANIESCANADIAN NATURAL RESOURCES

Canadian Natural Resources is one of the largest independent crude oil and natural gas producers in the world. The Company continually targets cost effective alternatives to develop their portfolio of projects and to deliver their defi ned growth plan, thereby creating value for shareholders.

Website: www.cnrl.com

GAS COMPANIESPENGROWTH ENERGY CORPORATION

Pengrowth is a Canadian oil and gas exploration and production company which has an average 66 percent working interest in over 200 project area properties with daily production expected to average between 72,000 and 74,000 BOE per day in 2011. Currently Pengrowth has approximately 860,000 net acres of undeveloped land and major operated properties that span the Western Canadian Sedimentary Basin in Alberta, British Columbia and Saskatchewan.

Website: www.pengrowth.com

GAS COMPANIESGAS COMPANIES

COMPTON PETROLEUM CORPORATION

Compton Petroleum Corporation is a Calgary-based public company actively engaged in the exploration, development, and production of natural gas, natural gas liquids, and crude oil in the Western Canada Sedimentary Basin. Over the past three years, they have concentrated on those areas that provide the highest economic return and areas that will help identify additional future development opportunities for the Corporation.

Website: www.comptonpetroleum.com

ENCANA

A high-growth, low-cost leader in unconventional natural gas production, Encana is reshaping North America’s energy portfolio by providing a clean, affordable, abundant resource for future generations. By helping to grow the North American economy, Encana helps build sustainable communities.

They have the land, the resources, the people, technology, culture and fi nancial strength to win the changing natural gas game.

Website: www.encana.com

GAS COMPANIESGAS COMPANIESCONNACHER OIL AND GAS LIMITED

Connacher Oil and Gas Limited is a Calgary-based exploration, development and production company active in the production and sale of bitumen, crude oil, natural gas and natural gas liquids.

Website: www.connacheroil.com

ENERPLUS CORPORATION

Established in 1986, Enerplus is one of Canada’s oldest and largest independent oil and gas producers offering investors a high yield combined with moderate, profi table growth potential from resource plays across Western Canada and the United States.

Website: www.enerplus.com

GAS COMPANIES While natural gas prices have remained fairly low by historical levels in the $3-4 range, new technologies have

unlocked new types of resource plays, particularly with shale gas and horizontal fracturing. Prices have remained stub-bornly fl at, but that hasn’t stopped many projects from moving forward. Companies that are focused purely on natural gas are breaking new ground by pioneering new plays in new ways.

Alberta and the Western Canada Sedimentary Basin has traditionally been viewed primarily as a natural gas region. About three quarters of activity in the oil and gas industry in Alberta used to be focused on natural gas, but in light of softer prices, that composition is now closer to about a 50-50 split between oil and gas. Good news came with reports that natural gas inventories have come down from their peaks, which could help improve prices for producers through the coming winter heating months.

OIL COMPANIESTALISMAN ENERGY INC.

Talisman Energy Inc. is a global, diversifi ed, upstream oil and gas company, headquartered in Canada. Talisman’s three main operating areas are North America, the North Sea and Southeast Asia. The Company also has a portfolio of international exploration opportunities. Talisman is committed to conducting business safely, in a socially and environmentally responsible manner, and is included in the Dow Jones Sustainability (North America) Index.

Website: www.talisman-energy.com

OIL COMPANIESSUNCOR ENERGY INC.

In 1967, Suncor Energy Inc. pioneered commercial development of Canada’s oil sands — one of the largest petroleum resource basins in the world. Since then, Suncor has grown to become a globally competitive integrated energy company with a balanced portfolio of high-quality assets, a strong balance sheet and signifi cant growth prospects. Across our operations, they intend to achieve production of one million barrels of oil equivalent per day by 2020.

Website: www.suncor.com


GAS COMPANIESGAS COMPANIESPENN WEST EXPLORATION

In January 2011 Penn West Petroleum Ltd. converted from an income trust into an exploration and production company with Penn West now operating under the trade name Penn West Exploration (TSX: PWT, NYSE: PWE). Penn West is one of the largest conventional oil and natural gas producers in Canada. Penn West operates a signifi cant portfolio of opportunities with a dominant position in light oil in Canada. Based in Calgary, Penn West operates throughout western Canada on a land base encompassing over six million acres.

Website: www.pennwest.com

NIKO RESOURCES LTD.

Niko is a Calgary Canada based independent international oil and gas Company with operations in India, Bangladesh, Indonesia, Kurdistan, Trinidad, Madagascar and Pakistan. The Company is one of the fastest growing companies in the industry with a market capitalization of over $5 billion trading on the Toronto Stock Exchange under the symbol NKO.

Website: www.nikoresources.com

CONVENTION FACILITIES The Calgary Telus Convention Centre is at the heart of the city’s convention services and a good gauge of how

healthy this industry is based on the number of new events lining up. There are many new conferences planned for the year – a sign our city’s economy is healthy in a number of sectors. From technology conferences to travel expos to engineering career fairs, a host of activities is keeping this industry busy. Whether it’s a small, memorable gathering or an event hosting 4000 international delegates, the Telus Convention Centre is a hotbed of activity these days.

Of course, event planners and caterers are busy all over the city, from the Stampede grounds to smaller conferences held at hotels across Calgary. Corporate Christmas parties are right around the corner and planners expect it’s going to be a good year after recovering gradually throughout 2010. This year has been a pivotal time for planners and conven-tion facility managers as they prepare for another busy year in 2012.

CONVENTION FACILITIES CONVENTION FACILITIESHEADSPACE

Headspace aids in the exchange of ideas by providing the most fl exible, supportive meeting space in Calgary. By removing physical and organizational barriers, Headspace promotes dialogue, ignites collaboration and inspires creativity.

The best thinking always happens when you’re in the right Headspace.

Website: www.theheadspace.ca

CALGARY TELUS CONVENTION CENTRE

Offi cially opened November 14, 1974, CTCC has been at the heart of Calgary gatherings for more than 30 years. With approximately 122,000 square feet of space, CTCC can accommodate groups as small as four and as large as four thousand. Their fl exible space includes 36 meeting rooms, 47,000 square feet of exhibit space, a 20,000 square foot ballroom and fi ve pre-function areas.

Website: www.calgary-convention.com

CONVENTION FACILITIESCOMMONWEALTH HALL AND CONFERENCE CENTRE

Situated in northeast Calgary, Commonwealth Hall is a modern facility which will accommodate banquets and conference events of various sizes. With its modular design, the Hall can be divided into three separate mini halls for 50 to 1,000. The mini halls, separated by sound resistant removable walls will also have separate entrances for maximum privacy.

Website: www.commonwealthhall.ca

CONVENTION FACILITIESEPCOR CENTRE FOR THE PERFORMING ARTS

Over the last decade, EPCOR CENTRE has dedicated its multi-disciplinary educational programming to bringing arts and culture to all Calgarians through workshops, theatrical performances and community-based cultural events. Whether you’re a child, teen, parent, teacher or performer, EPCOR CENTRE is an approachable, unique and invaluable resource for you to explore your personal creativity and artistic soul.

Website: www.epcorcentre.org

CONVENTION FACILITIESCALGARY STAMPEDE PARK

Calgary Stampede park consists of 114 full time event professionals who believe that each of their clients is unique and deserve personal attention with superb service.

The dedicated staff, from caterers to A/V technicians, have decades of experience in creating memorable events.

They expertly coordinate and execute every last one of the details. They create themes, provide the décor and lighting, organize the entertainment, liaise with suppliers, and deliver a world class dining experience.

Website: http://venues.calgarystampede.com

CONVENTION FACILITIESMETROPOLITAN CENTRE

The Metropolitan Conference Centre has been engineered and designed to provide a dedicated meeting environment for their guests. Their Conference Service staff are meeting professionals, trained to assist in all phases of planning and hosting your event.

Website: www.metcentre.com



CONVENTION FACILITIESMACEWAN CENTRE

MacEwan Conference and Events Centre offers an unrivalled level of individuality and charisma.

With green manicured landscape surroundings, ample parking, excellent facilities and a fi rst class catering service, it is little wonder that MacEwan Conference and Events Centre is one of Calgary’s most exciting conference and event venues.

Website: www.macewancentre.com

CONVENTION FACILITIESWINSPORT CANADA

Originally called the Calgary Olympic Development Association (CODA), it was founded in 1956 to bid on behalf of Calgary to host an Olympic Winter Games, CODA successfully convinced the IOC membership of Calgary’s merits on its fourth try, winning the bid on September 30, 1981 to host the XV Olympic Winter Games. CODA was then restructured to manage the legacy of the Games.

Website: www.winsportcanada.ca

PIPELINE COMPANIES There is a lot of activity and action among pipeline companies these days. After having to deal with some challenges

by environmental groups, the industry has proven how many highly-skilled people work in this sector. TransCanada Pipeline’s proposed Keystone XL project will get an answer one way or another by the end of the year as they push to proceed on the project that will pump Alberta bitumen from the oilsands down to the Gulf Coast for refi ning and export.

Enbridge, meanwhile, is pushing ahead with its work to gain approvals for its proposed Northern Gateway pipeline – a project that would boost the amount of oil that could be exported to markets from the West Coast. The industry has cer-tainly had its fair share of challenges – when there is a leak, which has happened in the past year, the companies come under pressure and criticism from environmental groups – but these fi rms are constantly working to eliminate the risk. The increased environmental focus will no doubt be something that all pipeline companies concentrate on as they move ahead with new projects.

PIPELINE COMPANIES PIPELINE COMPANIESATCO PIPELINES

ATCO Pipelines plays an integral role in delivering natural gas in the Alberta marketplace, serving producers throughout the Western Canadian Sedimentary basin, as well as gas distribution companies and major industrial end users.

Website: www.atcopipelines.com

ENBRIDGE INC.

Enbridge has a growing involvement in the natural gas transmission and midstream businesses, and are expanding their interests in renewable and green energy technologies including wind and solar energy, hybrid fuel cells and carbon dioxide sequestration. They distribute energy, owning and operating Canada’s largest natural gas distribution company, and provide distribution services in Ontario, Quebec, New Brunswick and New York State.

Website: www.enbridge.com

PIPELINE COMPANIES ALTAGAS

AltaGas is an energy infrastructure business with a focus on natural gas, power and regulated utilities. With the physical and economic links along the energy value chain together with its effi cient, reliable and profi table assets, market knowledge and fi nancial discipline, AltaGas has provided strong, stable and predictable returns to its investors. AltaGas focuses on maximizing the profi tability of its assets, providing services that are com-plementary to its existing businesses, and growing through the acquisition and development of energy infrastructure.

Website: www.altagas.ca

ALLIANCE PIPELINE

Alliance Pipeline began operations on December 1, 2000, transporting natural gas through a 3,719-kilometre (2,311-mile) pipeline system that collects gas in northeastern British Columbia and northwestern Alberta, running underground through Saskatchewan, North Dakota, Minnesota, Iowa, and terminating in Illinois, the heart of the U.S. Midwest.

Website: www.alliance-pipeline.com

PIPELINE COMPANIES

CONVENTION FACILITIESKAHANOFF CENFERENCE CENTRE

The Kahanoff Centre is a unique facility in the heart of downtown Calgary. Owned by a charitable foundation established by the Kahanoff Foundation, the Centre provides offi ce and conference space to Calgary nonprofi ts at discounted rates, to the benefi t of the Calgary community.

Website: www.kahanoffconference.com

CONVENTION FACILITIESHERITAGE PARK HISTORICAL VILLAGE

Heritage Park is a fi rst class tourist attraction and a year-round education, catering, and convention facility. Discover “How the West was Once” at Canada’s largest living history museum. All year long you’re invited to explore Heritage Town Square, and the world-class Gasoline Alley Museum. Seasonally, from May until October, step back in time to their lively Historical Village. Meet friendly pioneers, ride their authentic steam train, enjoy the antique midway and immerse yourself in the old west.

Website: www.heritagepark.ab.ca

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CONVENTION FACILITIESMACEWAN CENTRE

MacEwan Conference and Events Centre offers an unrivalled level of individuality and charisma.

With green manicured landscape surroundings, ample parking, excellent facilities and a fi rst class catering service, it is little wonder that MacEwan Conference and Events Centre is one of Calgary’s most exciting conference and event venues.

Website: www.macewancentre.com

CONVENTION FACILITIESWINSPORT CANADA

Originally called the Calgary Olympic Development Association (CODA), it was founded in 1956 to bid on behalf of Calgary to host an Olympic Winter Games, CODA successfully convinced the IOC membership of Calgary’s merits on its fourth try, winning the bid on September 30, 1981 to host the XV Olympic Winter Games. CODA was then restructured to manage the legacy of the Games.

Website: www.winsportcanada.ca

PIPELINE COMPANIES There is a lot of activity and action among pipeline companies these days. After having to deal with some challenges

by environmental groups, the industry has proven how many highly-skilled people work in this sector. TransCanada Pipeline’s proposed Keystone XL project will get an answer one way or another by the end of the year as they push to proceed on the project that will pump Alberta bitumen from the oilsands down to the Gulf Coast for refi ning and export.

Enbridge, meanwhile, is pushing ahead with its work to gain approvals for its proposed Northern Gateway pipeline – a project that would boost the amount of oil that could be exported to markets from the West Coast. The industry has cer-tainly had its fair share of challenges – when there is a leak, which has happened in the past year, the companies come under pressure and criticism from environmental groups – but these fi rms are constantly working to eliminate the risk. The increased environmental focus will no doubt be something that all pipeline companies concentrate on as they move ahead with new projects.

PIPELINE COMPANIES PIPELINE COMPANIESATCO PIPELINES

ATCO Pipelines plays an integral role in delivering natural gas in the Alberta marketplace, serving producers throughout the Western Canadian Sedimentary basin, as well as gas distribution companies and major industrial end users.

Website: www.atcopipelines.com

ENBRIDGE INC.

Enbridge has a growing involvement in the natural gas transmission and midstream businesses, and are expanding their interests in renewable and green energy technologies including wind and solar energy, hybrid fuel cells and carbon dioxide sequestration. They distribute energy, owning and operating Canada’s largest natural gas distribution company, and provide distribution services in Ontario, Quebec, New Brunswick and New York State.

Website: www.enbridge.com

PIPELINE COMPANIES ALTAGAS

AltaGas is an energy infrastructure business with a focus on natural gas, power and regulated utilities. With the physical and economic links along the energy value chain together with its effi cient, reliable and profi table assets, market knowledge and fi nancial discipline, AltaGas has provided strong, stable and predictable returns to its investors. AltaGas focuses on maximizing the profi tability of its assets, providing services that are com-plementary to its existing businesses, and growing through the acquisition and development of energy infrastructure.

Website: www.altagas.ca

ALLIANCE PIPELINE

Alliance Pipeline began operations on December 1, 2000, transporting natural gas through a 3,719-kilometre (2,311-mile) pipeline system that collects gas in northeastern British Columbia and northwestern Alberta, running underground through Saskatchewan, North Dakota, Minnesota, Iowa, and terminating in Illinois, the heart of the U.S. Midwest.

Website: www.alliance-pipeline.com

PIPELINE COMPANIES

CONVENTION FACILITIESKAHANOFF CENFERENCE CENTRE

The Kahanoff Centre is a unique facility in the heart of downtown Calgary. Owned by a charitable foundation established by the Kahanoff Foundation, the Centre provides offi ce and conference space to Calgary nonprofi ts at discounted rates, to the benefi t of the Calgary community.

Website: www.kahanoffconference.com

CONVENTION FACILITIESHERITAGE PARK HISTORICAL VILLAGE

Heritage Park is a fi rst class tourist attraction and a year-round education, catering, and convention facility. Discover “How the West was Once” at Canada’s largest living history museum. All year long you’re invited to explore Heritage Town Square, and the world-class Gasoline Alley Museum. Seasonally, from May until October, step back in time to their lively Historical Village. Meet friendly pioneers, ride their authentic steam train, enjoy the antique midway and immerse yourself in the old west.

Website: www.heritagepark.ab.ca



•Brandnewfacilitiesthatholdupto400persons•Uniqueteambuildingaddon’slikezipline,skiing,ropeschallengecourseandmore•Freeparkingandfriendlystaff•MoneyspentatWinSportCanadafacilitiesgoestosupportourCanadianhighperformancewinterathletes

WhyHostYourNextCorporateFunctionHere?


Canada Olympic Park


•Brand new facilities that hold up to 400 persons•Unique team building add on’s like zipline, skiing, ropes challenge course and more•Free parking and friendly staff•Money spent at WinSport Canada facilities goes to support our Canadian high performance winter athletes

Why Host Your Next Corporate Function Here?




NEWAthletic & Ice Complex

Ice Complex

Meeting Spaces

Meeting Spaces

Ice Complex

Meeting Spaces

Ice Complex

Ice Complex

Meeting Spaces

Ice Complex

AUTOMOTIVE DEALERSHIPS It’s often said that one of the recession-proof

industries is luxury vehicles. From 2008-11 – despite the downturn – sales in this market continued to do remarkably well. Overall sales are up and new dealerships continue to spring up. It’s a highly competitive market and dealers are always trying to fi nd innovative new ways to enhance their service offering and to boost sales of new vehicles. It’s also an exciting time to be in this industry as cars and the technologies that make them run evolves rapidly. The pressure is on automobile makers to be at the forefront of these innovations, whether it’s the latest electric vehicle, improvements in mileage, hybrid cars and any number of other new vehicles.

After a very tough year in 2009 at the height of the recession, automakers have proven their resilience and managed to come through a dark period even stronger and fi nancially healthier. Car and truck sales are also a good gauge of the economy, since consumer spending on large purchases such as a vehicle is a sign of how confi dent people are in the broader economy – and how much disposable income they have. Regardless of the economic environment, automotive dealerships will continue to have to be creative and competitive as they evolve to meet the needs of consumers.


AUTOMOTIVE DEALERSHIPS

AUTOMOTIVE DEALERSHIPS AUTOMOTIVE DEALERSHIPS

DILAWRI GROUP OF COMPANIES

Dilawri Group of Companies represent an assortment of different automotive brands so that you have ample options for decision-making when purchasing your next vehicle. Their expert sales management teams hand-pick their large inventory of New and Pre-Owned Vehicles to ensure that they are providing you with the best selection of quality, features/options, and price structure.

Website: www.dilawri.ca

KAIZEN AUTOMOTIVE GROUP

Strategic planning and effective leadership are the key factors that illustrate their vision for constant improvement also known as Kaizen. At Kaizen Automotive Group they envision exceeding targets and delivering only the best in customer service. With over 50 years of experience in addition to their proven national records in sales and customer appreciation enable them to implement what they believe.

Website: www.kaizenauto.com

KRAMER MAZDA

Kramer Mazda is the largest Mazda dealership in Calgary and Western Canada. They employ over 60 people who serve valued customers, offering New or Pre-Owned cars as well as servicing for vehicles. For over 40 years, Kramer Mazda has been setting the bar for Calgary dealerships becoming a leader in the automotive industry.

Website: www.kramermazda.com

HYATT AUTO GALLERY MERCEDES-BENZ, CALGARY

Hyatt Auto Gallery provides a truly state-of-the-art facility located at the west edge of downtown Calgary. This 24,000 square foot operation is the most exciting thing to hit the luxury car market in Calgary in years.

Website: www.hyattauto.mercedes-benz.ca


PIPELINE COMPANIESTRANSCANADA PIPELINE

TransCanada’s success is a refl ection of their exceptional team of approximately 4,200 committed and motivated employees who bring skill, experience, energy and knowledge to the work that they do. Their employees are highly skilled in designing, building and operating complex infrastructure and take pride in delivering major projects on time and on budget.

Website: www.transcanada.com

PIPELINE COMPANIES PIPELINE COMPANIESGIBSON ENERGY

Gibson Energy is a premier North American midstream company. Since 1953, they have played a signifi cant role in the oil and gas industry by linking upstream producers with downstream refi ners. The company’s inter-related business divisions produce other services, which include marketing, transportation as well as distribution and processing of energy products.

Website: www.gibsons.com

O.J. PIPELINES

Since its inception in 1977, O.J. Pipelines has become one of Canada’s largest pipeline contractors and a leader in the laying of large diameter pipe. O.J. Pipelines has completed pipeline projects through some of Canada’s harshest terrain.

Website: www.ojpipelines.com

DELIVERING EXCELLENCEKramer Mazda is the largest Mazda dealership in Calgary and Western Canada. For over 40 years, Kramer Mazda has been setting the bar for Calgary dealerships becoming a leader in the automotive industry having been recognized as a Dealer of Distinction, Grand Performer and President’s Club Award winner by Mazda. In addition, Kramer Mazda has been awarded the Gold Consumer Choice Award for ten years in a row. At Kramer Mazda we pride ourselves of working hard and having fun while making a diff er-ence within our growing city of Calgary. To accomplish outstanding service and quality, Kram-er Mazda employs over 60 people who serve valued customers on a day to day. So whether you are looking for a new Mazda, a quality pre-owned vehicle, are looking to service your own Mazda, or have just always loved the Mazda line-up, take a look at Kramer Mazda and you’ll understand why everything Mazda does always comes back to Zoom-Zoom.

So come on in and see the diff erence of the Kramer people.

11888 Macleod Trail403-259-0500www.kramermazda.com

2011 Mazda CX72011 Mazda CX72011 Mazda CX7

2011 Mazda 32011 Mazda 32011 Mazda 3

DELIVERING EXCELLENCEDELIVERING EXCELLENCE

N O B O D Y H A S M O R E C A R S

MAZDA DEALERIN WESTERN CANADA

#1

http://www.kramermazda.com













KRAMER MAZDA













O.J. PIPELINES















KRAMER MAZDA













O.J. PIPELINES




DELIVERING EXCELLENCEKramer Mazda is the largest Mazda dealership in Calgary and Western Canada. For over 40 years, Kramer Mazda has been setting the bar for Calgary dealerships becoming a leader in the automotive industry having been recognized as a Dealer of Distinction, Grand Performer and President’s Club Award winner by Mazda. In addition, Kramer Mazda has been awarded the Gold Consumer Choice Award for ten years in a row. At Kramer Mazda we pride ourselves of working hard and having fun while making a diff er-ence within our growing city of Calgary. To accomplish outstanding service and quality, Kram-er Mazda employs over 60 people who serve valued customers on a day to day. So whether you are looking for a new Mazda, a quality pre-owned vehicle, are looking to service your own Mazda, or have just always loved the Mazda line-up, take a look at Kramer Mazda and you’ll understand why everything Mazda does always comes back to Zoom-Zoom.

So come on in and see the diff erence of the Kramer people.

11888 Macleod Trail403-259-0500www.kramermazda.com

2011 Mazda CX72011 Mazda CX72011 Mazda CX7

2011 Mazda 32011 Mazda 32011 Mazda 3

DELIVERING EXCELLENCEDELIVERING EXCELLENCE

N O B O D Y H A S M O R E C A R S

MAZDA DEALERIN WESTERN CANADA

#1

http://www.dilawri.ca


COMMERCIAL CONSTRUCTION Projects that were shelved when the market took a turn-

for the worse three years ago are now coming back on stream. The pace of commercial construction has improved as developers look to meet a growing demand for offi ce and commercial space. New building permit numbers refl ect the appetite for new space. The value of new build-ing permits was somewhat sluggish, but mostly positive throughout the last year. There is perhaps no construction boom expected on the horizon, but the industry is seeing continued upward trends.

Major infrastructure investments, such as the West LRT and others throughout the city, are also contributing to increased demand and activity among construction fi rms. GDP is forecast to grow by 20.5 per cent between 2010-14 in the entire construction industry as a whole and much of that is anticipated to come from commercial, industrial and offi ce construction, according to CED fi gures, while employment is forecast to increase by 41.8 per cent in that same time.

AUTOMOTIVE DEALERSHIPSLEXUS OF CALGARY

When you visit Calgary’s new and used Lexus Car Dealership your satisfaction is their primary concern. If you value low prices and variety of high quality sports cars and luxury vehicles, Lexus of Calgary is the fi rst and last place you will need to shop for a new or used car by Lexus.

Website: www.lexusofcalgary.com

AUTOMOTIVE DEALERSHIPSSOUTH CENTRE FINE CARS

South Centre Fine Cars began in the late 1950’s along a dirt road in south Calgary called MacLeod Trail. It originally started life as Pados Volkswagen with Mr. Pados, a dedicated believer in this new little German car at the helm. Pados Volkswagen grew, riding the wave of increasing popularity of the strange looking yet fuel effi cient cars and buses from the German manufacturer of the “people’s car”.

Website: www.southcentrefi necars.com

AUTOMOTIVE DEALERSHIPSSUNDRIGE MAZDA

Being at the service of Calgary Motorists for over 25 years, Sunridge Mazda is your leading Mazda dealer in Calgary and surrounding areas. The mission and goal of Sunridge Mazda is to create and maintain a noticeably better Vehicle Dealership experience for both customers and employees.

Website: www.sunridgemazda.com

AUTOMOTIVE DEALERSHIPSVARSITY CHRYSLER DODGE JEEP

Established many years ago in Calgary, Varsity Chrysler Dodge Jeep has grown to become a premier Chrysler, Dodge, and Jeep auto dealer in the Calgary, region. Throughout their tenure they have striven to include the best possible customer service with top-notch repair/maintenance work and comprehensive new and used car, truck, minivan and SUV inventories.

Website: www.varsitychrysler.com

AUTOMOTIVE DEALERSHIPSWOOD AUTOMOTIVE GROUP

For over twenty-fi ve years the Wood Automotive Group has been bringing the very best in automotive sales and service to Calgary. Starting with Woodridge Lincoln-Mercury in 1983, the Wood Group now encompasses fi ve dealerships and a separate Collision Centre facility. Wood Group President, Gerry Wood has always believed that outstanding customer service, combined with the belief that perfection is a moving target will always result in success.

Website: www.woodauto.ca

AUTOMOTIVE DEALERSHIPSNORTHSTAR GROUP

The employees at NorthStar are passionately committed to ensuring the customer have your vehicle in your hands as many minutes a year as possible in order to live your life to the fullest. North Star Ford is among an elite group of Ford and Lincoln dealerships to be recognized with The 2010 President’s Award by Ford Motor Company of Canada.

Website: www.northstarford.ca

CALGARY’S TOP INDUSTRIESCALGARY’S TOP INDUSTRIES

COMMERCIAL CONSTRUCTION COMMERCIAL CONSTRUCTIONCANA

The CANA Group of Companies originated in Calgary, and is owned 100% by the Simpson family. It is comprised of CANA Limited (commercial construction), ACE Construction Company Inc. (infrastructure and utility construction) and Shepard Development Corporation (commercial, retail and industrial land development).

Website: www.cana.ca

CHANDOS

Chandos is a renowned contractor that serves organizations which have a need for construction, design, and development expertise. Unlike other contractors, they customize their services to suit your organization so that construction becomes straightforward for you.

Website: www.chandos.com

COMMERCIAL CONSTRUCTION COMMERCIAL CONSTRUCTIONDEVITT & FORAND CONTRACTORS INC.

Devitt & Forand is a well-established, experienced and diversifi ed general contractor and construction management company. Drawing on generations of wisdom and expertise, they are able to manage extensive projects, far-reaching in size and complexity. Their projects are delivered on time and on budget, while exceeding expectations.

Website: www.devitt-forand.com

ELAN CONSTRUCTION

Elan has assembled a team of committed project managers, fi eld personnel and support staff with a wealth of construction experience. They employ an open-shop labour force of skilled tradesmen, including carpenters, ironworkers, cladders and labourers to ensure quality workmanship, cost control and performance.

Website: www.elanconstruction.com

COMMERCIAL CONSTRUCTION COMMERCIAL CONSTRUCTIONFLUOR CANADA, LTD.

Since 1912, Fluor has been designing and executing innovative solutions for complex EPCM projects. Fluor takes on the toughest challenges in engineering, procurement, construction, maintenance, and project management. They maintain a network of offi ces in more than 25 countries across six continents, providing fast and effi cient service delivery to any part of the world.

Website: www.fl uor.com

GRAHAM CONSTRUCTION

Graham is a growing and diversifi ed employee-owned organization with big-company resources, small-town roots, family-company values and continually improving capabilities. Companies, owner-occupants and public organizations across North America count on Graham to meet their needs. They deliver a wide variety of services, from smaller building renovations up to the most complex $500+ million design-build project or P3, and everything in-between – plus fi nancing and post-construction operations.

Website: www.graham.ca

COMMERCIAL CONSTRUCTION COMMERCIAL CONSTRUCTIONLEDCOR GROUP OF COMPANIES

Employee-owned, with a broad portfolio throughout North America, the Ledcor Group of Companies was founded in 1947 with roots fi rmly planted in the ‘oil patch.’ Through thoughtful and strategic decision making throughout the decades, Ledcor has become one of the most diversifi ed conglomerates in North America, offering expertise with a professional attitude.

Website: www.ledcor.com

STANDARD GENERAL INC.

Standard General – Calgary, is a major contractor in land development and road construction in key transportation infrastructure and networks around the greater Calgary areas.

Their services include but not limited to deep & shallow utilities; road building with gravel, asphalt and concrete complete; manufacturing of asphalt for their projects or external sales. Standard General is capable of providing the full spectrum of project management for any civil engineering projects from initial shovel in the ground to the fi nal tree being planted.

Website: http://calgary.standardgeneral.ca

COMMERCIAL CONSTRUCTION COMMERCIAL CONSTRUCTIONSTUART OLSON DOMINION

Stuart Olsen Dominion is a progressive builder and construction manager with an especially effective way of doing business. Their success in founded on their holistic, team-based approach that brings clients, contractors and consultants together as equals. They lead in green construction because simply, they believe in it.

Website: www.sodcl.com

VOLKER STEVIN

Volker Stevin is dedicated to providing the highest level of quality construction and project management services to their customers to ensure the longevity of the Company, while sustaining growth and profi tability.

Website: www.volkerstevin.ca


Agrium is the only publicly traded company that is integrated from the mining of raw materials for fertilizer production to selling to our farmers. We also supply materials that a variety of industries use to produce goods such as aluminum products and resins. Agrium’s strategy places particular emphasis on growth opportunities that both increase and stabilize our performance throughout the value chain.

Comprised of three distinct business units, Agrium employs more than 14,000 people worldwide, within a high-performance culture that challenges all employees to meet their full potential. As part of this commitment, Agrium employees strive to better the communities in which we live and work.

Our Retail Business

Our Retail operations encompass over 900 retail facilities in North and South America and just over 300 operated retail locations in Australia. We are the largest retailer of fertilizers, seed, crop protection products and services in the United States. Agrium is committed to empowering growers with technology and products that enhance crop yields, quality and grower profi tability.

Our Wholesale Business

We produce and market about eight million tonnes of fertilizer products annually, including nitrogen, potash,phosphates, and other products from 14 strategic manufacturing operations in North America, Argentina and Egypt. We also purchase for resale, market and distribute product throughout North America, Europe and globally. These products replenish soil nutrients consumed during plant growth, so the world’s farmland can continue to produce safe and abundant food in a sustainable manner.

Our Advanced Technologies Business

With seven wholly-owned production facilities and a product innovation center, Agrium Advanced Technologies is the leading manufacturer and marketer of slow- and controlled-release fertilizers, and micronutrients for golf courses, agriculture, greenhouses, nurseries, landscapes and lawn care. Our focus is giving customers smarter ways to grow healthy turf and plants.

Building aGlobal Presence

With our recent acquisitions, Agrium is the largest publicly traded agricultural retailer and one of the world ’s largest producers of crop nutrients, with annual net sales of over US$10-billion. Agrium continues to grow its markets and operations worldwide. We are headquartered in Calgary, Alberta, Canada and have been in business for over 80 years.

A b o u t A g r i u mOur Company produces and markets the major nutrients and other crop inputs required for healthy crop production to more

than 30 countries worldwide. These products replenish soil nutrients consumed during plant growth, so the world ’s farmland can

continue to produce safe and abundant food in a sustainable manner.

Where the Future is Growing™

For more information about Agrium, please visit:

agrium.com

http://www.agrium.com





As a business strategy, TM must be fully integrated within all of the employee-related processes of the organization. Within these processes, HR plays the role to differentiate succession planning from replacement planning (a process that only serves to grade an individual solely on the basis of their past performance). From an integrated approach, HR assists strategically by helping their organization identify and develop potential successors for key positions (I would argue all positions) within their organization through a systematic evaluation process and training. This type of approach makes the process largely predictive in judging an individual for a position they might never have been considered for. Great succession plans use these systematic evaluations to look into the future to project what the company needs and identifies candidates thus stabilizing leadership at all levels.

I hope you enjoy this issue of Perspective as it views succession planning from a number of different points of view. The editors and authors represent some of the diversity of opinion as well as knowledge bases.







By continuing to strengthen partnerships with organizations such as the ones above, HRAC will continue to influence policy to improve the abilities of our partners to meet their goals and objectives within the business community; hopefully in a continued socially-conscious manner.

Thank you,








http://www.webberacademy.ca





As a business strategy, TM must be fully integrated within all of the employee-related processes of the organization. Within these processes, HR plays the role to differentiate succession planning from replacement planning (a process that only serves to grade an individual solely on the basis of their past performance). From an integrated approach, HR assists strategically by helping their organization identify and develop potential successors for key positions (I would argue all positions) within their organization through a systematic evaluation process and training. This type of approach makes the process largely predictive in judging an individual for a position they might never have been considered for. Great succession plans use these systematic evaluations to look into the future to project what the company needs and identifies candidates thus stabilizing leadership at all levels.

I hope you enjoy this issue of Perspective as it views succession planning from a number of different points of view. The editors and authors represent some of the diversity of opinion as well as knowledge bases.







By continuing to strengthen partnerships with organizations such as the ones above, HRAC will continue to influence policy to improve the abilities of our partners to meet their goals and objectives within the business community; hopefully in a continued socially-conscious manner.

Thank you,








Understanding the Emotional Side of Succession Planningby David Bradley

Aging business owners are creating a succession back-log. Many people at age 65 feel too young to retire and believe affordability may be an issue. For some, fear dominates, as the act of creating a succession plan makes one face their own mortality. Another issue is that small business owners simply don’t know where to start or understand how to create a meaningful plan.

There are two distinct sides to creating an effective suc-cession plan: the emotional side and the hard issues such as accounting, legal and tax planning. Many suc-cession plans fail because the emotional side has not been considered.

What makes up the emotional side of succession planning?

“Who has the ability and interest to take over my busi-ness?”

“How can my legacy continue?” “What will I do?” and “Where will I go?” “Will I capture residual income from the business if I retire?”

A critical point to recognize is that one cannot transition from, we need to transition to. This means that we, as hu-man beings, have a high need to be validated. We func-tion best when we have a purpose, a passion to do good things and a reason to get out of bed in the morning.

Retirement was well explained when a gentleman said that it is like being back at school waiting for summer holidays to start. Initially you have the gift of time to play golf, travel and relax but without a well thought out plan you can start to stagnate. The day arrives when your partner says: “I’ll have breakfast with you, I will have din-ner with you but I am not having lunch with you. Get out, go do something!”

You need to ask yourself what options do I have? Do I have family members who could take over and are they capable of running the business? Assessment tools help

identify any potential successor’s ability to run the busi-ness successfully and conversely, the education and coaching needed to increase their potential for success.

Perhaps you want to sell your business. There are sever-al things to consider: Is there a market for the business and can the small business owner reconcile that there is a total loss of their voice and vision with respect to their life’s work?

A point to think about: succession is going to happen anyway – so why not plan it.

David Bradley, Founder and President, Succession Plan-ning Group Inc. He can be reached at (403) 269-1733.

Unlocking human potential

www.hrac.org3www.hrac.org


2

Succession Planning

Editor’s Notesby Carole Anne Kaufman and Tamara Nelson

In this issue we explore the business challenge of succession planning from several vantage points. David Bradley writes there are two distinctive sides for a small business owner to ponder while Laurie Maslak approaches the topic from the C-suite level. Julie Checknita offers a non-profit perspective and Les Pickett rounds out the discussion with a view through an international lens.

As we continue to move through economic uncertainty and the postponed retirement of many baby boomers, there remains a talent shortage. This has led to challenges in leadership development and ultimately has permeated the entire organization. Succession planning is fundamental to the sustainability and growth of an organization and its culture. HR professionals contribute to an organization’s success through the effective management of one of its most valuable assets – human capital.

We are in an environment where high performers and high achievers with vast networks have the ability to migrate in and out of organizations

at will. Under these conditions, it is impossible to maintain the necessary leadership to guide an organization through to limitless and manageable growth. A well thought out succession plan that examines all aspects of the internal and external environment in combination with the organizational strategic needs is necessary.

A good succession plan is good for productivity according to former GE CEO Jack Welch (2008). Succession planning may not be providing critical differentiation with competitors, but the outcome internally will help with identifying, retaining and attracting top performers.

We thank the HR professionals who contributed to this issue.

Carole Anne Kaufman, SR HR Advisor, CCS Corporation. She can be reached at (403) 231-8436.

Tamara Nelson, CHRP, B.Comm, MBA, PhD, Human Resources and Recruitment Manager, Summit Liability Solutions Inc. She can be reached at (403) 802-3633.

HUMAN RESOURES ASSOCIATON OF CALGARY

#80, 805 - 5 Avenue SWCalgary, Alberta T2P 0N6T) 403.269.3303 F) 403.269.1866E) [email protected]) www.hrac.org

BOARD OF DIRECTORS:

PresidentAlykhan Bandali, CHRPSTEP Energy Services

Past PresidentWayne Thomas, CHRPAlliance Pipeline Ltd.

President ElectLaura Hansen Somers, CHRPLHS Associates Inc.

Secretary TreasurerKevin NeishTelus

Director, CommunicationsMarino Giancarlo, CHRPSaddle-ite Management Consulting

Director, Legal AffairsLaura MenschGowling Lafleur Henderson LLP

Director, Major EventsFran ParolinCity of Calgary

Andrew Walcot, CHRPGowling Lafleur Henderson LLP

Director, Marketing and AdvertisingChristopher KingCrown West Recruitment

Director, Membership andVolunteersJanice MacPherson, CHRPGlenbow Museum

Director, ProfessionalDevelopment and EducationNaveen BalkhiAgrium, Inc.

Patricia FraserLIV

Director, Strategic InitiativesKurtis Grenkow, CHRPStrike Energy

HRAC STAFF:Kari White, Manager Patricia Brown, Assistant Member Services

2011/2012 Calendar of Events

For further information and registration, please visit www.hrac.org.

November 15, 2011: HRAC Dinner Meeting – Chamber of Commerce

December 6, 2011: HRAC Member Mingle – Hotel Arts

January 26, 2012: HRAC’s 65th Anniversary Celebration - TBA

Understanding the Emotional Side of Succession Planningby David Bradley

Aging business owners are creating a succession back-log. Many people at age 65 feel too young to retire and believe affordability may be an issue. For some, fear dominates, as the act of creating a succession plan makes one face their own mortality. Another issue is that small business owners simply don’t know where to start or understand how to create a meaningful plan.

There are two distinct sides to creating an effective suc-cession plan: the emotional side and the hard issues such as accounting, legal and tax planning. Many suc-cession plans fail because the emotional side has not been considered.

What makes up the emotional side of succession planning?

“Who has the ability and interest to take over my busi-ness?”

“How can my legacy continue?” “What will I do?” and “Where will I go?” “Will I capture residual income from the business if I retire?”

A critical point to recognize is that one cannot transition from, we need to transition to. This means that we, as hu-man beings, have a high need to be validated. We func-tion best when we have a purpose, a passion to do good things and a reason to get out of bed in the morning.

Retirement was well explained when a gentleman said that it is like being back at school waiting for summer holidays to start. Initially you have the gift of time to play golf, travel and relax but without a well thought out plan you can start to stagnate. The day arrives when your partner says: “I’ll have breakfast with you, I will have din-ner with you but I am not having lunch with you. Get out, go do something!”

You need to ask yourself what options do I have? Do I have family members who could take over and are they capable of running the business? Assessment tools help

identify any potential successor’s ability to run the busi-ness successfully and conversely, the education and coaching needed to increase their potential for success.

Perhaps you want to sell your business. There are sever-al things to consider: Is there a market for the business and can the small business owner reconcile that there is a total loss of their voice and vision with respect to their life’s work?

A point to think about: succession is going to happen anyway – so why not plan it.

David Bradley, Founder and President, Succession Plan-ning Group Inc. He can be reached at (403) 269-1733.




2

Succession Planning

Editor’s Notesby Carole Anne Kaufman and Tamara Nelson

In this issue we explore the business challenge of succession planning from several vantage points. David Bradley writes there are two distinctive sides for a small business owner to ponder while Laurie Maslak approaches the topic from the C-suite level. Julie Checknita offers a non-profit perspective and Les Pickett rounds out the discussion with a view through an international lens.

As we continue to move through economic uncertainty and the postponed retirement of many baby boomers, there remains a talent shortage. This has led to challenges in leadership development and ultimately has permeated the entire organization. Succession planning is fundamental to the sustainability and growth of an organization and its culture. HR professionals contribute to an organization’s success through the effective management of one of its most valuable assets – human capital.

We are in an environment where high performers and high achievers with vast networks have the ability to migrate in and out of organizations

at will. Under these conditions, it is impossible to maintain the necessary leadership to guide an organization through to limitless and manageable growth. A well thought out succession plan that examines all aspects of the internal and external environment in combination with the organizational strategic needs is necessary.

A good succession plan is good for productivity according to former GE CEO Jack Welch (2008). Succession planning may not be providing critical differentiation with competitors, but the outcome internally will help with identifying, retaining and attracting top performers.

We thank the HR professionals who contributed to this issue.

Carole Anne Kaufman, SR HR Advisor, CCS Corporation. She can be reached at (403) 231-8436.

Tamara Nelson, CHRP, B.Comm, MBA, PhD, Human Resources and Recruitment Manager, Summit Liability Solutions Inc. She can be reached at (403) 802-3633.

HUMAN RESOURES ASSOCIATON OF CALGARY

#80, 805 - 5 Avenue SWCalgary, Alberta T2P 0N6T) 403.269.3303 F) 403.269.1866E) [email protected]) www.hrac.org

BOARD OF DIRECTORS:

PresidentAlykhan Bandali, CHRPSTEP Energy Services

Past PresidentWayne Thomas, CHRPAlliance Pipeline Ltd.

President ElectLaura Hansen Somers, CHRPLHS Associates Inc.

Secretary TreasurerKevin NeishTelus

Director, CommunicationsMarino Giancarlo, CHRPSaddle-ite Management Consulting

Director, Legal AffairsLaura MenschGowling Lafleur Henderson LLP

Director, Major EventsFran ParolinCity of Calgary

Andrew Walcot, CHRPGowling Lafleur Henderson LLP

Director, Marketing and AdvertisingChristopher KingCrown West Recruitment

Director, Membership andVolunteersJanice MacPherson, CHRPGlenbow Museum

Director, ProfessionalDevelopment and EducationNaveen BalkhiAgrium, Inc.

Patricia FraserLIV

Director, Strategic InitiativesKurtis Grenkow, CHRPStrike Energy

HRAC STAFF:Kari White, Manager Patricia Brown, Assistant Member Services

2011/2012 Calendar of Events

For further information and registration, please visit www.hrac.org.

November 15, 2011: HRAC Dinner Meeting – Chamber of Commerce

December 6, 2011: HRAC Member Mingle – Hotel Arts

January 26, 2012: HRAC’s 65th Anniversary Celebration - TBA

http://www.survshop.com

www.hrac.org


4

Succession Planning

“OO” Succession Planning: Replacing the C-Suiteby Laurie Maslak

August 24, 2011, marked a significant day in the world of business. It was the day Steve Jobs announced he was step-ping down from the role of CEO at Apple and Tim Cook, for-mer COO, would be replacing him. This did not come as a surprise to the world following the health crisis of Mr. Jobs. While the world wondered how the markets and investors would respond, the corporate message was loud and clear: Tim Cook had been preparing to assume control of Apple since January.

It was during this same week that the nation responded to the untimely death of former NDP leader Jack Layton, a man of vision, optimism and determinism. The difference be-tween these two announcements, the NDP was left to ques-tion “Now what?” and “Who next?”

In recent articles by Carey, Feigen and Cashman, (2011), Landsburg, (2011) and Mills (2011), effective C-suite succes-sion planning ensures sustainability of leadership, legacy and business beyond the current leader’s “term of office.” Yet all point to the important and critical role of boards in assuming responsibility and accountability for this success. They attribute the success of world-class C-suite succession capability to the following 10 principles:

1. The act of succession planning at the “OO” level is viewed as a process, not an event. It is not a transaction that finishes with the placement of a new “OO” in position; it is a system-atic process integrated into a company’s talent manage-ment approach that has beginnings, development, place-ment and then new beginnings. It is a continuous cycle versus a finite process.

2. Succession planning at the “OO” level is focused on strat-egy. Good CEO succession planning at the board level pro-vides an opportunity for the board and executive team to become intimately connected with the company strategy, to ask the important questions around the current and fu-ture strategy, and to become clear on the strategic-driven, management-informed set of leadership competencies needed to execute the strategy.

3. Succession identification is about character, ability, fit AND legacy. It is important to ensure the values, character and integrity of “_OO” leaders are evaluated and trusted. It

Alykhan Bandali, CHRPSTEP Energy ServicesHRAC President

Laura Hansen Somers, CHRP LHS Associates Inc. President Elect

Andrew Walcot, CHRPGowling Lafleur Henderson LLPDirector Major Events

Janice MacPherson, CHRPGlenbow MuseumDirector Membership & Volunteers

Naveen BalkhiAgrium, Inc. Director Professional Development & Education

Laura MenschGowling Lafleur Henderson LLPDirector Legal Affairs

Kevin NeishTelusSecretary Treasurer

Patricia FraserLIVDirector Professional Development & Education

Kari WhiteHRACManager, Member Services

Marino Giancarlo, CHRPSaddle-ite Management Consulting Director Communications

Christopher KingCrown West Recruitment Director Marketing & Advertising

Unlocking human potential.The Human Resources Association of Calgary (HRAC) is dedicated to the advancement of human resource management and leadership. The more than 2500 members are your strategic business partners in business, education and government organizations. A not-for-profit organization, HRAC’s mission is to provide professional development, support professional certification, and offer networking opportunities for professionals engaged in a broad scope of human resource activities.

Alykhan Bandali, HRAC President, is pleased to announce the new Board of Directors for 2011 - 2012

For information on events and membership inquiries please visit

www.hrac.org or call 403.269.3303

Wayne Thomas, CHRPAlliance Pipeline Ltd. Past President

Fran ParolinCity of CalgaryDirector Major Events

Kurtis Grenkow, CHRPStrike EnergyDirector Strategic Initiatives

HRAC ANNOUNCES ITS NEW BOARD OF

DIRECTORS

a P R O S P E C T p r o j e c t

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CMYKTRAP AT OUTPUT Computer

http://www.hrac.org

www.hrac.org


4

Succession Planning

“OO” Succession Planning: Replacing the C-Suiteby Laurie Maslak

August 24, 2011, marked a significant day in the world of business. It was the day Steve Jobs announced he was step-ping down from the role of CEO at Apple and Tim Cook, for-mer COO, would be replacing him. This did not come as a surprise to the world following the health crisis of Mr. Jobs. While the world wondered how the markets and investors would respond, the corporate message was loud and clear: Tim Cook had been preparing to assume control of Apple since January.

It was during this same week that the nation responded to the untimely death of former NDP leader Jack Layton, a man of vision, optimism and determinism. The difference be-tween these two announcements, the NDP was left to ques-tion “Now what?” and “Who next?”

In recent articles by Carey, Feigen and Cashman, (2011), Landsburg, (2011) and Mills (2011), effective C-suite succes-sion planning ensures sustainability of leadership, legacy and business beyond the current leader’s “term of office.” Yet all point to the important and critical role of boards in assuming responsibility and accountability for this success. They attribute the success of world-class C-suite succession capability to the following 10 principles:

1. The act of succession planning at the “OO” level is viewed as a process, not an event. It is not a transaction that finishes with the placement of a new “OO” in position; it is a system-atic process integrated into a company’s talent manage-ment approach that has beginnings, development, place-ment and then new beginnings. It is a continuous cycle versus a finite process.

2. Succession planning at the “OO” level is focused on strat-egy. Good CEO succession planning at the board level pro-vides an opportunity for the board and executive team to become intimately connected with the company strategy, to ask the important questions around the current and fu-ture strategy, and to become clear on the strategic-driven, management-informed set of leadership competencies needed to execute the strategy.

3. Succession identification is about character, ability, fit AND legacy. It is important to ensure the values, character and integrity of “_OO” leaders are evaluated and trusted. It

a P R O S P E C T p r o j e c t

Maybe it’s time to try a new recruitment strategy.

Trying something new can lead to some great results – especially when it comes to

recruitment. To � nd exciting new talent and enhance diversity in the workplace,

visit ViableCalgary.ca

The right person for the job is the right person for the job.

YOU’VE EMBRACED A LOT OF CHANGESIN THE WORKPLACE

CLIENT: VIABLE FONTS: Myriad ProITEM: Viable_Ads_BusInCalgary.indd SCREEN: 300ppiDATE: September 5, 2011 FINAL: PDF/X1aFINAL SIZE: 8.375"w x 11.25"h + 1/4" Bleed PRODUCTION: M. McKendry

CMYKTRAP AT OUTPUT Computer

http://www.viablecalgary.ca




6

Succession Planning

appears that the more self-focused the CEO, the greater the potential danger exists for the organization. The more en-terprise-focused the CEO to both people and performance, the more enduring value is created. Even excellent leaders can fail; most often, this failure is linked back to a lack of fit within the environmental context required. Succession planning at the “_OO” level is not done “looking backward”; it is done by bringing forward the best of the past, and looking to the future.

4. Develop an abundance mentality versus scarcity mind-set. Malcolm Gladwell spoke of the success of Howard Mos-kowich, a distinguished marketing consultant, and his work with Prego. When Moskowich was asked to help Prego de-velop a strategy for overtaking Ragú as the dominant mar-ket leader, he did his research through focus groups and found that his research did not point to a specific preferred type of spaghetti sauce; rather there was a market for a number of preferred sauces (plural). He repeated this find-ing with other types of foods and found the same pattern. He concluded that in our search for the “one” best item (or successor), we may overlook the other “bests” that also ex-ist; that, in fact, there is usually more than one “best” suc-cessor to consider, develop and nurture in preparation for the right context (preference) to surface. The same can be said for a strong “_OO succession plan.” A good succession plan identifies a number of potential “bests” or ready-now candidates in well-run companies.

5. Ensure the CEO leads the process. The job of the CEO is to prepare a list of potential candidates for succession, as part of a robust talent management strategy, and then help the board and executive team get comfortable in vetting these candidates. The CEO is responsible for ensuring the devel-opment and nurturing of the identified candidates to set them up for future success. It should be an integral part of the CEO’s performance goals.

6. Development planning is essential, not optional. Once a list of potential successors has been established, it is critical that they be provided with opportunities to demonstrate the required strategic, collaborative and silo-breaking leadership competencies. Stretch assignments, interna-tional, cross-functional or cross-business unit exposures may help in understanding the whole business. Provide opportunities to build relationships upwards and outwards as well as participation in reshaping and setting corporate strategy and cultural change. An assessment of an individ-ual’s strengths, preferences and points of leverage is highly valuable during this phase.

7. Board familiarity with key candidates (especially for CEO succession). Boards should be encouraged to get to know vetted “_OO” succession candidates, through one-on-one meetings, travel opportunities and mentoring opportuni-ties. The board members benefit from the education, the candidates benefit from the mentoring and experience, and the succession process is strengthened.

8. Look outside as well as inside. A highly functioning board (and CEO) will have a quiet “stable” of external can-didates to draw upon, in response to required changes to a business strategy or environmental forces that necessitate a change from the internal succession pool identified. This keeps a board and executive from developing myopic vi-sion within the business and ensuring they are abreast of talent external to the business.

9. Develop and implement a clear, disciplined and data-driven process. Morris Chang (CEO of Taiwan Semicondu-tor Manufacturing Company) stated, “Without strategy, ex-ecution is aimless; without execution, strategy is useless.” A good succession plan requires a clear, disciplined process with tangible metrics to measure success. A formal compe-tency and evaluative model will help to minimize bias and maximize fairness and consistency in the process. Clear and consistent metrics provide a recipe for comparative evaluation and calibration of both internal and external candidates, with objective data/feedback to help explain decisions.

10. On-boarding the new “_OO” for success. A 2009 article in The Globe and Mail noted that most CEOs have only three business quarters to prove their success. Given that most change efforts require a minimum of 18 months for full integration, it appears that the new leader is set up to either fail from the starting gate, or be lucky enough to reap the benefits of their predecessor who was deemed unsuccessful! Retention of C-suite leaders has become an increasing issue in the business community and the first year remains critical. Successful planned transitions, such as those due to retirement, have been accompanied by a period of parallel mentoring opportunities with the “out-going” and “incoming” leader working side by side for an overlap period. The reality is that not all transitions provide the opportunity for a smooth, gradual transition. Extra caution must be used to ensure adequate support for the new leader in their new role through the use of leadership coaching or formal mentorship.

Succession planning for the C-suite is a critical and often overlooked priority for most boards and executive teams. A well-designed and executed succession plan linked to the business strategy can create substantial market value – if done poorly, it can destroy it.

Laurie Maslak (PhD, CHRP) VP, Principal Consultant of Talent Management, Right Management. She can be reached at [email protected].

References:Carey, D., Feigen, M., and Cashman, K. (2011) Ensuring CEO Succession Agility in the Boardroom in The Talent Handbook. 2nd ed. MacGraw Hill: New York, pp. 175-180.

Landsberg, M. (2011). In Search of Excellence in CEO succession: the seven habits of highly effective boards. Heidrick & Struggles Leadership Consulting Practice, White Paper.

Miles, S. (2011, June 23) Why So Many Companies Fail at CEO Succession Planning. Bloomberg Businessweek. http://www.businessweek.com/managing/content/jun2011/ca20110617_227147.htm


www.hrac.org7

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Succession Planning

appears that the more self-focused the CEO, the greater the potential danger exists for the organization. The more en-terprise-focused the CEO to both people and performance, the more enduring value is created. Even excellent leaders can fail; most often, this failure is linked back to a lack of fit within the environmental context required. Succession planning at the “_OO” level is not done “looking backward”; it is done by bringing forward the best of the past, and looking to the future.

4. Develop an abundance mentality versus scarcity mind-set. Malcolm Gladwell spoke of the success of Howard Mos-kowich, a distinguished marketing consultant, and his work with Prego. When Moskowich was asked to help Prego de-velop a strategy for overtaking Ragú as the dominant mar-ket leader, he did his research through focus groups and found that his research did not point to a specific preferred type of spaghetti sauce; rather there was a market for a number of preferred sauces (plural). He repeated this find-ing with other types of foods and found the same pattern. He concluded that in our search for the “one” best item (or successor), we may overlook the other “bests” that also ex-ist; that, in fact, there is usually more than one “best” suc-cessor to consider, develop and nurture in preparation for the right context (preference) to surface. The same can be said for a strong “_OO succession plan.” A good succession plan identifies a number of potential “bests” or ready-now candidates in well-run companies.

5. Ensure the CEO leads the process. The job of the CEO is to prepare a list of potential candidates for succession, as part of a robust talent management strategy, and then help the board and executive team get comfortable in vetting these candidates. The CEO is responsible for ensuring the devel-opment and nurturing of the identified candidates to set them up for future success. It should be an integral part of the CEO’s performance goals.

6. Development planning is essential, not optional. Once a list of potential successors has been established, it is critical that they be provided with opportunities to demonstrate the required strategic, collaborative and silo-breaking leadership competencies. Stretch assignments, interna-tional, cross-functional or cross-business unit exposures may help in understanding the whole business. Provide opportunities to build relationships upwards and outwards as well as participation in reshaping and setting corporate strategy and cultural change. An assessment of an individ-ual’s strengths, preferences and points of leverage is highly valuable during this phase.

7. Board familiarity with key candidates (especially for CEO succession). Boards should be encouraged to get to know vetted “_OO” succession candidates, through one-on-one meetings, travel opportunities and mentoring opportuni-ties. The board members benefit from the education, the candidates benefit from the mentoring and experience, and the succession process is strengthened.

8. Look outside as well as inside. A highly functioning board (and CEO) will have a quiet “stable” of external can-didates to draw upon, in response to required changes to a business strategy or environmental forces that necessitate a change from the internal succession pool identified. This keeps a board and executive from developing myopic vi-sion within the business and ensuring they are abreast of talent external to the business.

9. Develop and implement a clear, disciplined and data-driven process. Morris Chang (CEO of Taiwan Semicondu-tor Manufacturing Company) stated, “Without strategy, ex-ecution is aimless; without execution, strategy is useless.” A good succession plan requires a clear, disciplined process with tangible metrics to measure success. A formal compe-tency and evaluative model will help to minimize bias and maximize fairness and consistency in the process. Clear and consistent metrics provide a recipe for comparative evaluation and calibration of both internal and external candidates, with objective data/feedback to help explain decisions.

10. On-boarding the new “_OO” for success. A 2009 article in The Globe and Mail noted that most CEOs have only three business quarters to prove their success. Given that most change efforts require a minimum of 18 months for full integration, it appears that the new leader is set up to either fail from the starting gate, or be lucky enough to reap the benefits of their predecessor who was deemed unsuccessful! Retention of C-suite leaders has become an increasing issue in the business community and the first year remains critical. Successful planned transitions, such as those due to retirement, have been accompanied by a period of parallel mentoring opportunities with the “out-going” and “incoming” leader working side by side for an overlap period. The reality is that not all transitions provide the opportunity for a smooth, gradual transition. Extra caution must be used to ensure adequate support for the new leader in their new role through the use of leadership coaching or formal mentorship.

Succession planning for the C-suite is a critical and often overlooked priority for most boards and executive teams. A well-designed and executed succession plan linked to the business strategy can create substantial market value – if done poorly, it can destroy it.

Laurie Maslak (PhD, CHRP) VP, Principal Consultant of Talent Management, Right Management. She can be reached at [email protected].

References:Carey, D., Feigen, M., and Cashman, K. (2011) Ensuring CEO Succession Agility in the Boardroom in The Talent Handbook. 2nd ed. MacGraw Hill: New York, pp. 175-180.

Landsberg, M. (2011). In Search of Excellence in CEO succession: the seven habits of highly effective boards. Heidrick & Struggles Leadership Consulting Practice, White Paper.

Miles, S. (2011, June 23) Why So Many Companies Fail at CEO Succession Planning. Bloomberg Businessweek. http://www.businessweek.com/managing/content/jun2011/ca20110617_227147.htm

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Many organizations are, or will soon be, experiencing a leadership cri-sis. The numbers are staggering in all industries and at all levels of an organization. Frequently, organiza-tions concentrate their short- and long-term planning process on capi-tal improvements and operational programs without fully integrating the accompanying impacts on their development needs.

Nations competing in a number of dy-namic and competitive world econo-mies cannot afford to continue like this. Effective organizations do not passively wait for the future; they cre-

ate it by managing their time, thoughts and planning to ensure intellectual capital and business processes are not lost. It is imperative to plan for succes-sion rather than letting it happen.

Both senior executive management and human resource professionals must share the responsibility for suc-cession planning. History has shown that many serious and expensive cor-porate problems can be avoided by making sure that the critical human factors are truly taken into account during the investigation and plan-ning stage; not just brought in as an add-on late in the process.

Far too often HR people are dragged into the discussion process well af-ter the critical decisions have been made and the path forward is locked into the executive mindset. After the strategic planning people and the accounting and finance team have finished the figures probably look good, but potential disaster looms if the human factor is not addressed.

It is very clear that the chances of suc-cess are significantly greater when there is full involvement by compe-tent HR people in the early planning and decision-making. While it is the role of the board of directors and executive management to focus on financial and legal issues, the imple-mentation and longer-term success is all about people.

www.hrac.org


8

Succession Planning

Confronting the Reality Gapby Les Pickett

Succession planning is about effective

people management, leadership,

communication, motivation, talent

management, utilization of individual

and combined skills, knowledge, experience,

effective work teams and total capability

utilization.


www.hrac.org9

Experts have forecasted that by 2020, 23 per cent of the environmental workforce in Canada will reach the age of retirement. With this date quickly approaching, a focus on succession planning is imperative to ensure that an adequate supply of talent is available to meet strategic goals and attain long-term profitability.

Succession planning, a key component of HR management, acknowledges that employees will not be with an organization indefinitely and provides a plan for addressing the changes. To ensure that fundamental processes, productivity, client relationships

and knowledge won’t be lost, a solid plan must be in place.

To increase both engagement and loyalty, an organization must leverage the talent it already possesses. Providing training and development opportunities and a projected path into the future helps to achieve these goals. Michael Bowie, CFO of Summit Liability Solutions Inc., believes that “Having a succession program in place is vital to the long-term success of the organization. We, as an ownership group, are fully committed to succession planning through the development of our human capital from entry

Develop Your Leaders of Tomorrow, Today: Succession Planning

by Julie Checknita

Succession planning is about effec-tive people management, leadership, communication, motivation, talent management, utilization of individual and combined skills, knowledge, expe-rience, effective work teams and total capability utilization. We want people to want to come to work, to enjoy what they do and to feel that their contribu-tion is recognized and rewarded.

We talk about this, we know it is a high priority today, we know that it was a problem 50 years ago and we know it is a problem we must address in the future.

This is the niche that the effective hu-man resource executive can fill – help-ing the senior executive team and operating line managers make it hap-pen. Effective leadership and people management is the key to current and future success and the payoff is supe-rior financial performance.

We need to look very hard at the in-credible demands being made on our managers in the small and medium-sized organizations. We need to en-sure that many of these hard-working people are adequately equipped for their highly complex roles.

The preparation for transition from operational or specialist activities to a managerial role is generally very dif-ficult. People make things happen; help them plan where they are going in the best interests of the individual and company. Competent, well-led, motivated people do better.

Les Pickett, Chief Executive Pacific Rim Consulting Group and Senior VP ART-DO International. He can be reached at [email protected].

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Many organizations are, or will soon be, experiencing a leadership cri-sis. The numbers are staggering in all industries and at all levels of an organization. Frequently, organiza-tions concentrate their short- and long-term planning process on capi-tal improvements and operational programs without fully integrating the accompanying impacts on their development needs.

Nations competing in a number of dy-namic and competitive world econo-mies cannot afford to continue like this. Effective organizations do not passively wait for the future; they cre-

ate it by managing their time, thoughts and planning to ensure intellectual capital and business processes are not lost. It is imperative to plan for succes-sion rather than letting it happen.

Both senior executive management and human resource professionals must share the responsibility for suc-cession planning. History has shown that many serious and expensive cor-porate problems can be avoided by making sure that the critical human factors are truly taken into account during the investigation and plan-ning stage; not just brought in as an add-on late in the process.

Far too often HR people are dragged into the discussion process well af-ter the critical decisions have been made and the path forward is locked into the executive mindset. After the strategic planning people and the accounting and finance team have finished the figures probably look good, but potential disaster looms if the human factor is not addressed.

It is very clear that the chances of suc-cess are significantly greater when there is full involvement by compe-tent HR people in the early planning and decision-making. While it is the role of the board of directors and executive management to focus on financial and legal issues, the imple-mentation and longer-term success is all about people.

www.hrac.org


8

Succession Planning

Confronting the Reality Gapby Les Pickett

Succession planning is about effective

people management, leadership,

communication, motivation, talent

management, utilization of individual

and combined skills, knowledge, experience,

effective work teams and total capability

utilization.


www.hrac.org9

Experts have forecasted that by 2020, 23 per cent of the environmental workforce in Canada will reach the age of retirement. With this date quickly approaching, a focus on succession planning is imperative to ensure that an adequate supply of talent is available to meet strategic goals and attain long-term profitability.

Succession planning, a key component of HR management, acknowledges that employees will not be with an organization indefinitely and provides a plan for addressing the changes. To ensure that fundamental processes, productivity, client relationships

and knowledge won’t be lost, a solid plan must be in place.

To increase both engagement and loyalty, an organization must leverage the talent it already possesses. Providing training and development opportunities and a projected path into the future helps to achieve these goals. Michael Bowie, CFO of Summit Liability Solutions Inc., believes that “Having a succession program in place is vital to the long-term success of the organization. We, as an ownership group, are fully committed to succession planning through the development of our human capital from entry

Develop Your Leaders of Tomorrow, Today: Succession Planning

by Julie Checknita

Succession planning is about effec-tive people management, leadership, communication, motivation, talent management, utilization of individual and combined skills, knowledge, expe-rience, effective work teams and total capability utilization. We want people to want to come to work, to enjoy what they do and to feel that their contribu-tion is recognized and rewarded.

We talk about this, we know it is a high priority today, we know that it was a problem 50 years ago and we know it is a problem we must address in the future.

This is the niche that the effective hu-man resource executive can fill – help-ing the senior executive team and operating line managers make it hap-pen. Effective leadership and people management is the key to current and future success and the payoff is supe-rior financial performance.

We need to look very hard at the in-credible demands being made on our managers in the small and medium-sized organizations. We need to en-sure that many of these hard-working people are adequately equipped for their highly complex roles.

The preparation for transition from operational or specialist activities to a managerial role is generally very dif-ficult. People make things happen; help them plan where they are going in the best interests of the individual and company. Competent, well-led, motivated people do better.

Les Pickett, Chief Executive Pacific Rim Consulting Group and Senior VP ART-DO International. He can be reached at [email protected].

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www.hrac.org


10

Succession Planning

level all the way to our executive. We strive to develop strong and capable leaders throughout the organization to guide the team once we have passed the torch.” This commitment to talent development must be a part of the organizational culture and communicated clearly and frequently.

Establishing a succession planning culture conveys a message to staff that their contributions are valued and builds a culture that acknowledges the importance of career development and progression. This culture can also serve as a recruitment tool by establishing a reputation as an organization that invests in its people and provides opportunities and support for career advancement.

Although many succession plans focus on executive or senior management roles, it is just as important to consider all key roles when planning for the future. Key roles can be defined as those roles that are vital for the operations and success of your organization and, due to the skill, experience and seniority required, will be difficult to replace. It is especially important not to overlook this key aspect in your succession plan, as there will be many employees who are not particularly interested in management roles. Even though some of your key players may not be the people doing the succeeding, they must still be recognized as valuable contributors.

A challenging element in succession planning is anticipating the future needs of the organization. The external environment, such as changes in technology, legislation and economic conditions, plays a central role in guiding the future direction of an organization. While there is no one-size-fits-all solution, organizations can begin by identifying individuals who are open to change, motivated to succeed, and have values that align with the overall strategic direction of the organization. Organizations must understand that successful succession planning is an ongoing process; it requires a continuous commitment to training, professional development and creating career paths for employees.

Commitment is necessary from HR and all levels of management. Leaders are responsible for identifying key employees and future leaders within the organization. While this may sound simple, it is easy for organizations and management to get caught up in the challenges of day-to-day business. Failure to properly plan for the future increases the odds of not having the talent needed to grow and prosper in the future. Being proactive helps increase employee engagement, supports an organizational recruitment strategy and ultimately strengthens the organization’s prospect for long-term sustainability.

For more information on the resources offered by ECO Canada, visit www.eco.ca.

A challenging element in succession planning is anticipating the future needs of the organization.

The external environment, such as changes in technology, legislation and economic conditions, plays a central role in guiding the future direction

of an organization.

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l ”

As we approach the end of 2011, unmistakable indi-cators offer proof positive that the Calgary real estate market is continuing its current turnaround. A

recent release by the Calgary Real Estate Board (CREB) evi-dences improving market conditions detailing an increase in housing inventory levels. This trend continues to create a downward pressure on prices, consequently affording pro-spective buyers the opportunity to purchase a family home at a price that was recently unavailable. Prior to this inven-tory increase, buyers were often relegated to searching the much more affordable condominium market where avail-ability far surpassed that found in the single-family home market. Now, with a narrowing between the respective price points of these two markets, buyers once again fi nd them-selves gravitating more readily to the purchase of a more traditional home.

The CREB report further evidences a strong inventory of single-family homes at a wider variety of price ranges than was the case in the fi rst three-quarters of 2011. Given the fact that recent market sales fi gures are showing a slight rise in the number of homes sold under $300,000, it’s clear to see that purchasers have begun to recognize this upturn in availability and are doing their best to take advantage. Good news for the upper-end home market as well – the report shows sales for these homes being above the pace set a year ago. As of August month-end, 948 single-family sales over $700,000 were recorded compared to 779 as of August month-end 2010.

Relatively balanced market conditions have kept the city of Calgary’s average home prices stable, and these conditions are expected to persist effectively preventing any signifi cant price escalation, and improved employment and wages will backstop any price declines. Fortunately for concerned buy-ers, industry prognosticators have been projecting a humble increase in single-family home prices in 2011.

Looking to the Calgary condominium market, although the indicators are not as encouraging as in the single-fam-ily home market, there is still cause for subdued optimism. Statistics in CREB’s report indicated that throughout the fi rst half of 2011 condominium sales continued to be lower than levels recorded the previous year, yet sales are no lon-ger declining at double-digit rates. Sales for condos priced below $200,000 also received a boost, with 834 as of August 31 this year compared to 596 for the same period in 2010. This improvement points to a growing number of fi rst-time homebuyers taking advantage of affordability and low mortgage rates, reducing the number of new condominium

Nearing the End • Real Estate

Nearing the EndBY NIKKI MULLETT

Good news for the upper-end home

market as well – the report shows

sales for these homes being above

the pace set a year ago.

http://www.supremefashion.ca

www.businessincalgary.com | BUSINESS IN CALGARY November 2011 • 71www.hrac.org


10

Succession Planning

level all the way to our executive. We strive to develop strong and capable leaders throughout the organization to guide the team once we have passed the torch.” This commitment to talent development must be a part of the organizational culture and communicated clearly and frequently.

Establishing a succession planning culture conveys a message to staff that their contributions are valued and builds a culture that acknowledges the importance of career development and progression. This culture can also serve as a recruitment tool by establishing a reputation as an organization that invests in its people and provides opportunities and support for career advancement.

Although many succession plans focus on executive or senior management roles, it is just as important to consider all key roles when planning for the future. Key roles can be defined as those roles that are vital for the operations and success of your organization and, due to the skill, experience and seniority required, will be difficult to replace. It is especially important not to overlook this key aspect in your succession plan, as there will be many employees who are not particularly interested in management roles. Even though some of your key players may not be the people doing the succeeding, they must still be recognized as valuable contributors.

A challenging element in succession planning is anticipating the future needs of the organization. The external environment, such as changes in technology, legislation and economic conditions, plays a central role in guiding the future direction of an organization. While there is no one-size-fits-all solution, organizations can begin by identifying individuals who are open to change, motivated to succeed, and have values that align with the overall strategic direction of the organization. Organizations must understand that successful succession planning is an ongoing process; it requires a continuous commitment to training, professional development and creating career paths for employees.

Commitment is necessary from HR and all levels of management. Leaders are responsible for identifying key employees and future leaders within the organization. While this may sound simple, it is easy for organizations and management to get caught up in the challenges of day-to-day business. Failure to properly plan for the future increases the odds of not having the talent needed to grow and prosper in the future. Being proactive helps increase employee engagement, supports an organizational recruitment strategy and ultimately strengthens the organization’s prospect for long-term sustainability.

For more information on the resources offered by ECO Canada, visit www.eco.ca.

A challenging element in succession planning is anticipating the future needs of the organization.

The external environment, such as changes in technology, legislation and economic conditions, plays a central role in guiding the future direction

of an organization.

As we approach the end of 2011, unmistakable indi-cators offer proof positive that the Calgary real estate market is continuing its current turnaround. A

recent release by the Calgary Real Estate Board (CREB) evi-dences improving market conditions detailing an increase in housing inventory levels. This trend continues to create a downward pressure on prices, consequently affording pro-spective buyers the opportunity to purchase a family home at a price that was recently unavailable. Prior to this inven-tory increase, buyers were often relegated to searching the much more affordable condominium market where avail-ability far surpassed that found in the single-family home market. Now, with a narrowing between the respective price points of these two markets, buyers once again fi nd them-selves gravitating more readily to the purchase of a more traditional home.

The CREB report further evidences a strong inventory of single-family homes at a wider variety of price ranges than was the case in the fi rst three-quarters of 2011. Given the fact that recent market sales fi gures are showing a slight rise in the number of homes sold under $300,000, it’s clear to see that purchasers have begun to recognize this upturn in availability and are doing their best to take advantage. Good news for the upper-end home market as well – the report shows sales for these homes being above the pace set a year ago. As of August month-end, 948 single-family sales over $700,000 were recorded compared to 779 as of August month-end 2010.

Relatively balanced market conditions have kept the city of Calgary’s average home prices stable, and these conditions are expected to persist effectively preventing any signifi cant price escalation, and improved employment and wages will backstop any price declines. Fortunately for concerned buy-ers, industry prognosticators have been projecting a humble increase in single-family home prices in 2011.

Looking to the Calgary condominium market, although the indicators are not as encouraging as in the single-fam-ily home market, there is still cause for subdued optimism. Statistics in CREB’s report indicated that throughout the fi rst half of 2011 condominium sales continued to be lower than levels recorded the previous year, yet sales are no lon-ger declining at double-digit rates. Sales for condos priced below $200,000 also received a boost, with 834 as of August 31 this year compared to 596 for the same period in 2010. This improvement points to a growing number of fi rst-time homebuyers taking advantage of affordability and low mortgage rates, reducing the number of new condominium


Nearing the EndBY NIKKI MULLETT

Good news for the upper-end home

market as well – the report shows

sales for these homes being above

the pace set a year ago.


listings to levels more consistent with a balanced market. A recent report by RBC Economics stated that owning a

home in the Calgary area continues to be close to the most affordable that it has been in almost six years. Notwith-standing the latest bout of uncertainty, RBC believes that the strong economic fundamentals of Alberta and Calgary will find their way into the housing market and will support homebuyer demand in the period ahead. The report found that among major urban centres, Toronto and Ottawa posted a monthly increase in activity while Calgary, Montreal and Vancouver saw activity decline slightly.

According to Greg Head, co-author of the recently-pub-lished book “Secrets of the Canadian Real Estate Cycle,” Calgary is currently sitting at the middle/end of a slump phase that began in 2007. Based on historical data, the book describes the predictable and repeating real estate cycle hav-ing three phases – the boom, the slump and the recovery – each with a beginning, middle and end stage.

“One way to describe the real estate cycle is it’s like a

Greg Head, co-author of the recently-published book “Secrets of the Canadian Real Estate Cycle”

Crystal Tost, Calgary realtor with Re/Max Realty Professionals

forest. A forest fire is like heading into a slump – it has to happen to allow for replenishing and the next phase of growth,” says Head. “It allows all the key drivers to set the stage for the next cycle.”

What happens in a slump is an initial drop in values that obviously creates a demand. Then a further increase in demand towards the end of a slump drives toward a recov-ery. “Slumps tend to begin while values are still rising and the key drivers are shifting until ultimately the key driv-ers take hold and move the cycle into the slump phase,” he explains. “This was consistent in 2007. In the beginning of the year values were rising and it was not until August 2007 when values actually peaked.”

Head says that although factors such as job growth and net migration have been improving, consumer confidence remains low and will continue through the end of this year into the beginning of 2012. He believes Calgary has had a lot of positive momentum in terms of key drivers, but look-ing to the future and what’s happening globally, consumer confidence will ultimately be impacted and will influence how quickly we move through the cycle and into the next phase – the recovery.

And with all the buzz surrounding a current market correc-tion, it’s Head’s belief that Calgary has been correcting since 2007. “After coming off the boom, values dropped during the beginning of the slump and have been sluggish as the market works its way through the remainder of the slump,” he says.

“So in essence the correction is still happening and there-fore there has not been much upward pressure on values. In 2011, there has been very strong key driver support in the areas of job growth, net migration and salary increases and these are great to see, however towards the end of this year and beginning of next the consumer confidence has the potential to stall the cycle’s progression to the next phase which would be the recovery.”

Calgary realtor Crystal Tost with Re/Max Realty Profes-sionals also agrees that the market is correcting, creating the perfect opportunity for a lot of young people and first-time


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listings to levels more consistent with a balanced market. A recent report by RBC Economics stated that owning a

home in the Calgary area continues to be close to the most affordable that it has been in almost six years. Notwith-standing the latest bout of uncertainty, RBC believes that the strong economic fundamentals of Alberta and Calgary will find their way into the housing market and will support homebuyer demand in the period ahead. The report found that among major urban centres, Toronto and Ottawa posted a monthly increase in activity while Calgary, Montreal and Vancouver saw activity decline slightly.

According to Greg Head, co-author of the recently-pub-lished book “Secrets of the Canadian Real Estate Cycle,” Calgary is currently sitting at the middle/end of a slump phase that began in 2007. Based on historical data, the book describes the predictable and repeating real estate cycle hav-ing three phases – the boom, the slump and the recovery – each with a beginning, middle and end stage.

“One way to describe the real estate cycle is it’s like a

Greg Head, co-author of the recently-published book “Secrets of the Canadian Real Estate Cycle”

Crystal Tost, Calgary realtor with Re/Max Realty Professionals

forest. A forest fire is like heading into a slump – it has to happen to allow for replenishing and the next phase of growth,” says Head. “It allows all the key drivers to set the stage for the next cycle.”

What happens in a slump is an initial drop in values that obviously creates a demand. Then a further increase in demand towards the end of a slump drives toward a recov-ery. “Slumps tend to begin while values are still rising and the key drivers are shifting until ultimately the key driv-ers take hold and move the cycle into the slump phase,” he explains. “This was consistent in 2007. In the beginning of the year values were rising and it was not until August 2007 when values actually peaked.”

Head says that although factors such as job growth and net migration have been improving, consumer confidence remains low and will continue through the end of this year into the beginning of 2012. He believes Calgary has had a lot of positive momentum in terms of key drivers, but look-ing to the future and what’s happening globally, consumer confidence will ultimately be impacted and will influence how quickly we move through the cycle and into the next phase – the recovery.

And with all the buzz surrounding a current market correc-tion, it’s Head’s belief that Calgary has been correcting since 2007. “After coming off the boom, values dropped during the beginning of the slump and have been sluggish as the market works its way through the remainder of the slump,” he says.

“So in essence the correction is still happening and there-fore there has not been much upward pressure on values. In 2011, there has been very strong key driver support in the areas of job growth, net migration and salary increases and these are great to see, however towards the end of this year and beginning of next the consumer confidence has the potential to stall the cycle’s progression to the next phase which would be the recovery.”

Calgary realtor Crystal Tost with Re/Max Realty Profes-sionals also agrees that the market is correcting, creating the perfect opportunity for a lot of young people and first-time


http://www.tanyaeklundgroup.net


buyers who otherwise wouldn’t have had the opportunity to strike while the iron is hot. She sees the market being pretty stable and balanced right now and doesn’t see prices increasing or decreasing signifi cantly over the next year. “A market can’t go up forever, it has to correct eventually.”

Tost affi rms that we’re still in the midst of a buyer’s mar-ket, but notes that if a property is accurately priced, shows well and is attractive in many aspects, it’s not uncommon to see multiple offers. In the last while, she says the Cal-gary condo market has been stagnant as more than half the homes sold have been single-family under $350,000. Tost is also seeing pretty good activity in high-end home sales that she contributes to the infl ux back into the city again.

“In this sort of market, sellers have to be really competi-tive,” says Tost. “They have to create emotion as buyers aren’t just buying a home now, they’re buying a lifestyle.” BiC


Calgary realtor Crystal Tost

with Re/Max Realty Professionals also

agrees that the market is correcting,

creating the perfect opportunity for

a lot of young people and fi rst-time

buyers who otherwise wouldn’t have

had the opportunity to strike

while the iron is hot.

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At Genesis Commercial, we realize that a blank canvass can be a frightening prospect to some. But we love a challenge

and can see the possibilities for a commercial project in everything – where shopping, business offices and recreation live

side by side. Like at Sage Hill Crossing in Calgary’s northwest where we’re developing 150 acres of hotels, retail,

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BusInCal_Layout 1 11-05-06 10:30 AM Page 1

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buyers who otherwise wouldn’t have had the opportunity to strike while the iron is hot. She sees the market being pretty stable and balanced right now and doesn’t see prices increasing or decreasing signifi cantly over the next year. “A market can’t go up forever, it has to correct eventually.”

Tost affi rms that we’re still in the midst of a buyer’s mar-ket, but notes that if a property is accurately priced, shows well and is attractive in many aspects, it’s not uncommon to see multiple offers. In the last while, she says the Cal-gary condo market has been stagnant as more than half the homes sold have been single-family under $350,000. Tost is also seeing pretty good activity in high-end home sales that she contributes to the infl ux back into the city again.

“In this sort of market, sellers have to be really competi-tive,” says Tost. “They have to create emotion as buyers aren’t just buying a home now, they’re buying a lifestyle.” BiC


Calgary realtor Crystal Tost

with Re/Max Realty Professionals also

agrees that the market is correcting,

creating the perfect opportunity for

a lot of young people and fi rst-time

buyers who otherwise wouldn’t have

had the opportunity to strike

while the iron is hot.

WE SEE THE POSSIBILITIES IN EVERYTHING

At Genesis Commercial, we realize that a blank canvass can be a frightening prospect to some. But we love a challenge

and can see the possibilities for a commercial project in everything – where shopping, business offices and recreation live

side by side. Like at Sage Hill Crossing in Calgary’s northwest where we’re developing 150 acres of hotels, retail,

restaurants and multi-family living. Contact us to explore more possibilities together.

www.genesisland.comContact: Graham Duff, Commercial Division403.265.8079 [email protected]

BusInCal_Layout 1 11-05-06 10:30 AM Page 1

http://www.genesisland.com


Preparing for a Financial Disaster • Financial Planning

Residing in Saskatchewan more than seven years ago, Susan Simons and her husband were living life like most people. She didn’t have a lot of savings, but her

husband worked, she was a home caregiver and was rais-ing her two young kids. They paid their bills on time each month, but had very little money left over.

Then disaster hit. Her husband was seriously injured while on a skiing trip and was suddenly unable to work for months. The young couple had no fi nancial help and plenty of bills: a new mortgage, utilities, car payments, groceries, kids in school – no shortage of expenses. It added up fast.

“It’s a crippling feeling,” says Simons. “Living paycheque to paycheque with barely any savings and our credit basi-cally maxed out, we didn’t have a lot of options.”

They went bankrupt. Going from a seemingly and decep-tively stable fi nancial life through a devastating injury to a bankruptcy seemed to be the only option at the time. It wasn’t easy. “It’s been such a long, hard road,” says Simons. She had to decide which bills to pay, how to juggle the credi-tors – using one credit card to pay off another – the rent and raising kids. “I was embarrassed to ask for help,” she says.

Many Canadians are just two or three paycheques away from fi nancial ruin and Simons isn’t alone in facing a fi nan-cial disaster from a sudden injury or illness. Canadians are carrying record household debt levels. A recent TD Canada Trust survey found three out of four Canadians would like the ability to defer or reduce their monthly mortgage payment in the case of an unexpected event or shortfall. Sixty per cent would prefer to pay a lump sum faster on their mortgages if it

gave them the ability to pay less at a later date if something sudden came up.

“Many customers want to pay down their mortgage ahead of schedule and be debt-free sooner, but they worry about not having the funds available if they need them in the future,” Farhaneh Haque, a regional sales manager for TD, says in the survey’s release.

When a fi nancial disaster hits, for whatever reason – health problems or perhaps a major change in life cir-cumstances – there are ways to deal with it, even if it’s a seemingly long journey. Dealing with the fi nancial issues head on is always the best way to approach it, say experts. There are various kinds of insurance available, such as criti-cal illness, disability and mortgage protection.

“We always wonder why people are so hesitant to attack their fi nancial situation and get it under control,” says Brian Betz, a credit counselor with Credit Counseling Services of Alberta, also known as Money Mentors. “People live month to month because that’s convenient and that can be because they lack the knowledge of how to budget properly.”

They often carry the “wrong” kind of debt, he says, refer-ring to high-interest credit card debt. As it accumulates, it seems to become unmanageable and people have a tendency to ignore reality until it’s too late or more diffi cult to get under control, says Betz.

It’s been three years since Simons and her husband went

Financial ruin isn’t far away for many Canadians in the event of an injury or sudden illness, but there are ways to prepare for such a situation

BY ANTHONY FORMAN

gave them the ability to pay

Preparing for a Financial Disaster If you’re thinking of starting up a

business, you may also be con-sidering how you’re going to fi nd

the funds to get your new venture off the ground. Typically, we fi rst think of obtaining bank fi nancing or loans from family and friends. How-ever, entrepreneurs have a number of options available to them to fi nance their businesses, whether just starting out or wishing to grow.

When we hear the term “capital markets,” we often associate it with a public company that is listed on a stock exchange. While there are ben-efi ts to becoming a public company, such as easier access to capital and liquidity for shareholders, the ongoing maintenance, reporting and disclosure requirements, not to mention the asso-ciated costs, are onerous and therefore may not be an attractive option for all businesses.

An alternative to raising funds as a publicly listed company is through the “exempt market” by way of what is known as a “private placement offering.”

A private placement offering utilizes one or more of the many exemptions that are found in our securities laws, and generally provides more expedi-ent access to capital from investors without the need to prepare and fi le a prospectus.

Three of the most common prospectus exemptions involve raising funds from either (i) high net worth individuals (the “accredited investor” exemption); (ii) close friends and family; or (iii) through the use of an “offering memorandum,” a document prepared for prospective investors that generally describes the intended use of the proceeds raised and the business objectives of the company. In each case, strict adherence to the rules and regulations of our securities laws is required.

It is not uncommon to see some entre-preneurs raise funds for their business, not realizing they are not in compliance with applicable securities laws. Either the relationship between the principals and the investors is not suffi cient to classify them as close friends and family or they have exceeded the 50 shareholder limit imposed on companies relying on the “private issuer” exemption. These entre-preneurs are at risk of facing sanctions imposed by the applicable securities commissions or being liable for losses suffered by their unqualifi ed investors.

In addition, entrepreneurs may want to consider using a dealer to assist them in their capital raising endeavours. Depending upon the type of securities being sold, the use of an “exempt market dealer,” “registered dealer” or other clas-sifi cation of “dealer” is required.

For further information and guidance on the legal aspects of raising capital for your business, whether by way of a private placement or a public offering, please contact a member of our corpo-rate fi nance team.

corporate, securities, tax, intellectual property and real estate

www.meranireimer.com

George craven Tax Partner p 403 265 7066 robert Worthington Tax Partner p 403 265 7661




PROFILE

FINANCING YOUR BUSINESS




Ashif S. [email protected]

403-261-7006

Ashif is co-founder and partner of

Merani Reimer LLP and practices in the areas

of corporate and securities law.

Doris E. [email protected]

403-261-9001

Doris is co-founder and partner of Merani

Reimer LLP and practices in the areas


CORPORATE, SECURITIES, INTELLECTUAL PROPERTY AND REAL ESTATE


Brent D. [email protected]

403-260-9061

Brent is a partner of Merani Reimer LLP and practices in the

areas of corporate and securities law.


Residing in Saskatchewan more than seven years ago, Susan Simons and her husband were living life like most people. She didn’t have a lot of savings, but her

husband worked, she was a home caregiver and was rais-ing her two young kids. They paid their bills on time each month, but had very little money left over.

Then disaster hit. Her husband was seriously injured while on a skiing trip and was suddenly unable to work for months. The young couple had no fi nancial help and plenty of bills: a new mortgage, utilities, car payments, groceries, kids in school – no shortage of expenses. It added up fast.

“It’s a crippling feeling,” says Simons. “Living paycheque to paycheque with barely any savings and our credit basi-cally maxed out, we didn’t have a lot of options.”

They went bankrupt. Going from a seemingly and decep-tively stable fi nancial life through a devastating injury to a bankruptcy seemed to be the only option at the time. It wasn’t easy. “It’s been such a long, hard road,” says Simons. She had to decide which bills to pay, how to juggle the credi-tors – using one credit card to pay off another – the rent and raising kids. “I was embarrassed to ask for help,” she says.

Many Canadians are just two or three paycheques away from fi nancial ruin and Simons isn’t alone in facing a fi nan-cial disaster from a sudden injury or illness. Canadians are carrying record household debt levels. A recent TD Canada Trust survey found three out of four Canadians would like the ability to defer or reduce their monthly mortgage payment in the case of an unexpected event or shortfall. Sixty per cent would prefer to pay a lump sum faster on their mortgages if it

gave them the ability to pay less at a later date if something sudden came up.

“Many customers want to pay down their mortgage ahead of schedule and be debt-free sooner, but they worry about not having the funds available if they need them in the future,” Farhaneh Haque, a regional sales manager for TD, says in the survey’s release.

When a fi nancial disaster hits, for whatever reason – health problems or perhaps a major change in life cir-cumstances – there are ways to deal with it, even if it’s a seemingly long journey. Dealing with the fi nancial issues head on is always the best way to approach it, say experts. There are various kinds of insurance available, such as criti-cal illness, disability and mortgage protection.

“We always wonder why people are so hesitant to attack their fi nancial situation and get it under control,” says Brian Betz, a credit counselor with Credit Counseling Services of Alberta, also known as Money Mentors. “People live month to month because that’s convenient and that can be because they lack the knowledge of how to budget properly.”

They often carry the “wrong” kind of debt, he says, refer-ring to high-interest credit card debt. As it accumulates, it seems to become unmanageable and people have a tendency to ignore reality until it’s too late or more diffi cult to get under control, says Betz.

It’s been three years since Simons and her husband went

Financial ruin isn’t far away for many Canadians in the event of an injury or sudden illness, but there are ways to prepare for such a situation

BY ANTHONY FORMAN

gave them the ability to pay

Preparing for a Financial Disaster If you’re thinking of starting up a

business, you may also be con-sidering how you’re going to fi nd

the funds to get your new venture off the ground. Typically, we fi rst think of obtaining bank fi nancing or loans from family and friends. How-ever, entrepreneurs have a number of options available to them to fi nance their businesses, whether just starting out or wishing to grow.

When we hear the term “capital markets,” we often associate it with a public company that is listed on a stock exchange. While there are ben-efi ts to becoming a public company, such as easier access to capital and liquidity for shareholders, the ongoing maintenance, reporting and disclosure requirements, not to mention the asso-ciated costs, are onerous and therefore may not be an attractive option for all businesses.

An alternative to raising funds as a publicly listed company is through the “exempt market” by way of what is known as a “private placement offering.”

A private placement offering utilizes one or more of the many exemptions that are found in our securities laws, and generally provides more expedi-ent access to capital from investors without the need to prepare and fi le a prospectus.

Three of the most common prospectus exemptions involve raising funds from either (i) high net worth individuals (the “accredited investor” exemption); (ii) close friends and family; or (iii) through the use of an “offering memorandum,” a document prepared for prospective investors that generally describes the intended use of the proceeds raised and the business objectives of the company. In each case, strict adherence to the rules and regulations of our securities laws is required.

It is not uncommon to see some entre-preneurs raise funds for their business, not realizing they are not in compliance with applicable securities laws. Either the relationship between the principals and the investors is not suffi cient to classify them as close friends and family or they have exceeded the 50 shareholder limit imposed on companies relying on the “private issuer” exemption. These entre-preneurs are at risk of facing sanctions imposed by the applicable securities commissions or being liable for losses suffered by their unqualifi ed investors.

In addition, entrepreneurs may want to consider using a dealer to assist them in their capital raising endeavours. Depending upon the type of securities being sold, the use of an “exempt market dealer,” “registered dealer” or other clas-sifi cation of “dealer” is required.

For further information and guidance on the legal aspects of raising capital for your business, whether by way of a private placement or a public offering, please contact a member of our corpo-rate fi nance team.







PROFILE

FINANCING YOUR BUSINESS




Ashif S. [email protected]

403-261-7006

Ashif is co-founder and partner of

Merani Reimer LLP and practices in the areas


Doris E. [email protected]

403-261-9001

Doris is co-founder and partner of Merani

Reimer LLP and practices in the areas


CORPORATE, SECURITIES, INTELLECTUAL PROPERTY AND REAL ESTATE


Brent D. [email protected]

403-260-9061

Brent is a partner of Merani Reimer LLP and practices in the

areas of corporate and securities law.

http://www.meranireimer.com


through her bankruptcy and she wants other people to realize that despite the seemingly insurmount-able challenges any fi nancial disaster presents, there is help. “Once I got up the courage to fi nally seek help – which I waited too long to do – I found out that with a good plan and a fi nancial expert to help guide me through it, there was light at the end of the tunnel,” she says.

She sought advice and ultimately decided bank-ruptcy, while certainly not pleasant, was really the only viable option after trying to avoid the inev-itable for so long. “That’s how far it had gone.” After consulting a debt consolidation company, she began the long road to rebuilding her credit after bankruptcy and trying to make ends meet. “Even though it’s horrible to go through a bankruptcy, taking the fi rst important steps made me see how I could rebuild our life together,” she says.

Her entire thought process about money changed. No longer was each bill a painful chore to pay. Even going grocery shopping became a good experience. “It’s a complete feeling of being grateful and thank-ful I have the money to pay the bills.”

For most people, facing a fi nancial loss is a likeli-hood, according to Crystal Wong, senior manager of fi nancial planning for TD Waterhouse in Calgary. “Most people have experienced some type of fi nan-cial loss already, whether it’s big or small,” Wong says. “After an unexpected incident, many custom-ers take saving money more seriously.”

And they should. TD economic data shows Canadians save just three per cent of their pre-tax income, which is one of the lowest saving rates in the western world, says Wong.

Simons admits her credit suffered along with her self-esteem going through the process. After ensuring she and her husband could make enough income to meet her budget, she then started rebuild-ing and maintaining good credit, doing her taxes, plus putting money into savings through automatic transfers each month.

People seem to be able to come up with the money for a vacation to Mexico or Hawaii, so why can’t they put a small amount into savings through an automatic deposit? Even $50 a month adds up.

She’s been through the worst of it and has now rebuilt her life, even after a double whammy that took a drastic toll. She just wants other people to be more aware of how close they really are to fi nancial ruin at a moment’s notice. “It only hits you once it’s too late,” Simons says. “If you just prepare for the reality of a possible disaster of some kind, and face it head on if and when it does hit, then you’ll be able to weather the storm.” BiC

Avoiding a Financial Disaster

• Establish an automatic monthly deposit at a manageable dollar amount to contribute to any savings vehicle, such as a TFSA or RRSP

• Pay down your mortgage faster when possible, but con-sider a fl exible mortgage, which provides the ability to skip some payments later on if necessary

• Develop a three- to six-month emergency savings fund• Pay cash whenever possible and avoid using credit with-

out paying it off monthly• Spend less than you make: develop a budget and stick to it• Pay off high-interest credit card debt fi rst and pay off

credit cards each month• Consolidate debt when it gets unmanageable to make a

single monthly payment• If something happens that puts your entire fi nancial

picture at risk, consult a specialist to determine all your options, such as Credit Counseling Services of Alberta (Money Mentors), a debt consolidation company or your fi nancial planner

• Develop a plan to rebuild: ensure a reasonable income; consolidate debts or consider bankruptcy, rebuild your credit over time slowly

• Develop a comprehensive, written fi nancial plan and review it every three to fi ve years

SOURCES: MONEY MENTORS, TD CANADA TRUST


through her bankruptcy and she wants other people to realize that despite the seemingly insurmount-able challenges any fi nancial disaster presents, there is help. “Once I got up the courage to fi nally seek help – which I waited too long to do – I found out that with a good plan and a fi nancial expert to help guide me through it, there was light at the end of the tunnel,” she says.

She sought advice and ultimately decided bank-ruptcy, while certainly not pleasant, was really the only viable option after trying to avoid the inev-itable for so long. “That’s how far it had gone.” After consulting a debt consolidation company, she began the long road to rebuilding her credit after bankruptcy and trying to make ends meet. “Even though it’s horrible to go through a bankruptcy, taking the fi rst important steps made me see how I could rebuild our life together,” she says.

Her entire thought process about money changed. No longer was each bill a painful chore to pay. Even going grocery shopping became a good experience. “It’s a complete feeling of being grateful and thank-ful I have the money to pay the bills.”

For most people, facing a fi nancial loss is a likeli-hood, according to Crystal Wong, senior manager of fi nancial planning for TD Waterhouse in Calgary. “Most people have experienced some type of fi nan-cial loss already, whether it’s big or small,” Wong says. “After an unexpected incident, many custom-ers take saving money more seriously.”

And they should. TD economic data shows Canadians save just three per cent of their pre-tax income, which is one of the lowest saving rates in the western world, says Wong.

Simons admits her credit suffered along with her self-esteem going through the process. After ensuring she and her husband could make enough income to meet her budget, she then started rebuild-ing and maintaining good credit, doing her taxes, plus putting money into savings through automatic transfers each month.

People seem to be able to come up with the money for a vacation to Mexico or Hawaii, so why can’t they put a small amount into savings through an automatic deposit? Even $50 a month adds up.

She’s been through the worst of it and has now rebuilt her life, even after a double whammy that took a drastic toll. She just wants other people to be more aware of how close they really are to fi nancial ruin at a moment’s notice. “It only hits you once it’s too late,” Simons says. “If you just prepare for the reality of a possible disaster of some kind, and face it head on if and when it does hit, then you’ll be able to weather the storm.” BiC

Avoiding a Financial Disaster

• Establish an automatic monthly deposit at a manageable dollar amount to contribute to any savings vehicle, such as a TFSA or RRSP

• Pay down your mortgage faster when possible, but con-sider a fl exible mortgage, which provides the ability to skip some payments later on if necessary

• Develop a three- to six-month emergency savings fund• Pay cash whenever possible and avoid using credit with-

out paying it off monthly• Spend less than you make: develop a budget and stick to it• Pay off high-interest credit card debt fi rst and pay off

credit cards each month• Consolidate debt when it gets unmanageable to make a

single monthly payment• If something happens that puts your entire fi nancial

picture at risk, consult a specialist to determine all your options, such as Credit Counseling Services of Alberta (Money Mentors), a debt consolidation company or your fi nancial planner

• Develop a plan to rebuild: ensure a reasonable income; consolidate debts or consider bankruptcy, rebuild your credit over time slowly

• Develop a comprehensive, written fi nancial plan and review it every three to fi ve years

SOURCES: MONEY MENTORS, TD CANADA TRUST


http://www.webstergalleries.com

Keystone Excavating Ltd. | 30th Anniversary | 1

As the company slogan reads – “Our Life is Dirt” – and simply put, these four little words capture life at Key-stone Excavating Ltd. It’s not glamorous work, nor is

it clean, but it is highly rewarding for the 100-plus employ-ees who make it happen every day – come rain, shine or frost. From site grading for new communities to deep-service work, Keystone has built a solid reputation as a company that cares – period. They are completely committed to cus-tomer satisfaction and pride themselves on building solid

relations, delivering superior service and working with the very best people in the industry.

Dirt management is big business in Alberta and for 30 years, Keystone has been a signifi cant contributor to the overall growth and development in Calgary. What started as a one-man operation has grown to become the largest residential excavator in Calgary and on any given day, you will fi nd the Keystone crews working in every quadrant of the city and surrounding communities.

Keystone Celebrates 30 Years of Movin’ Dirt…

By Mary Savage | Photos by Ewan Nicholson Photography Inc.

The team at Keystone Excavating Ltd.

http://www.ewannicholson.ca


As the company slogan reads – “Our Life is Dirt” – and simply put, these four little words capture life at Key-stone Excavating Ltd. It’s not glamorous work, nor is

it clean, but it is highly rewarding for the 100-plus employ-ees who make it happen every day – come rain, shine or frost. From site grading for new communities to deep-service work, Keystone has built a solid reputation as a company that cares – period. They are completely committed to cus-tomer satisfaction and pride themselves on building solid

relations, delivering superior service and working with the very best people in the industry.

Dirt management is big business in Alberta and for 30 years, Keystone has been a signifi cant contributor to the overall growth and development in Calgary. What started as a one-man operation has grown to become the largest residential excavator in Calgary and on any given day, you will fi nd the Keystone crews working in every quadrant of the city and surrounding communities.

Keystone Celebrates 30 Years of Movin’ Dirt…

By Mary Savage | Photos by Ewan Nicholson Photography Inc.

The team at Keystone Excavating Ltd.


They are recognized as an industry leader for their inno-vative thinking, their fi eld applications of technology, their high safety standards and an unwavering commitment to quality. Over the years, they have won numerous SAM awards for trade partner of the year and recently they were awarded the safety leadership award for the second year in a row. It appears their growth remains unabated as they for-ayed into the Edmonton market in the spring of 2011.

Keystone was established in Calgary in 1981 as a family business and today, the second generation is still involved, but the business has evolved and given rise to a new presi-

dent, a highly skilled management team and larger-than-life goals. But to understand Keystone’s roots and commitment to quality, we’ll travel back to Thompson, Manitoba – to the late 1950s – where Ed Elias started the business with a good chunk of his life savings and one partner: a new bulldozer.

One Good Contract Leads to Another

On February 26, 1956, Inco Mines struck nickel in Thomp-son, Manitoba and created a mining boom that changed the face of northern Manitoba. Naturally, housing developers weren’t far behind and needed to start moving dirt of their own.

Ed Elias had just purchased a new $16,000 dozer that would be his partner in Ed Elias Excavating. In 1958, shortly after marrying his sweetheart, Nancy, Ed got the call to head north. He dug the fi rst basement in Thompson, followed by several years of steady work while Nancy stayed in Win-nipeg. But as their family began to grow, Ed returned to Winnipeg to be with his family and travelled between the two locations until his contract was fi nished.

They are recognized as an industry leader for their innovative thinking, their fi eld applications of tech-nology, their high safety

standards and an unwavering commitment to quality.

Executive Team: Roy Fulton, Keith Tisnic, Holly Goulard, Jim Elias, Anthony Hall


In the late 1970s, business started to slow down and the economy slid into a recession. “Dad was faced with a major decision,” says Ken Elias, chairman of the board and former CEO. “It was either move it or lose it. He decided to move it.”

In 1978, Ed headed to Calgary given the booming economy in the oilpatch. He got a break when McNichol Construction gave him some hourly deep-service work and slowly, the client list grew. Ed moved his family to Calgary and by now his three sons were involved in the business and they incorporated the business under a new name: Keystone Excavating Ltd.

By late 1981, the high-fl ying days of boom town Cal-gary were over. Unlike many companies who had been long established, Ed Elias had a small, lean operation and very little debt – a fact Ken believes saw him through the tough times with the loyalty and hard work of his family.

“My brothers and I weren’t even working for wages at that time,” remembers Ken. Ed and Nancy had been running the family business since 1958 and were now

starting to think about succession planning. In 1987, Ed stepped aside and let his sons take over some of the busi-ness. Ken and Jim purchased 40 per cent ownership in the company using the banked wages they didn’t take while times were tough.

In 1995, Ken and Jim took full ownership of the com-pany and in 1997, Les bought in, making it a true family affair. During the 2000s when the economy boomed again, Keystone had grown more than 1,000 per cent and had solidifi ed its reputation as a leader in residential and com-mercial excavation throughout the region.

In 2010, the family felt it was time to make another key decision with respect to the leadership and appointed Holly Goulard to the position of president and CEO. Ken and Holly had worked together for over 15 years and Ken was ready to step aside. Holly had already played a signifi cant role in helping not only to streamline operations, but also grow the business. “When I took over as president, we wanted to rede-fi ne our vision and where we were headed,” explains Holly.

Congratulations on

Mentor Engineering is proud to provide Keystone Excavating with their mobile workforce management solution

www.mentoreng.com

30 Years!A human approach to insurance Our Congratulations to Keystone Excavating on your 30 year anniversary, from the entire staff at Rogers Insurance.

403-296-2400 1-800-565-8132 rogersinsurance.ca

RogeRsInsuRance LTD.

Congratulations to Keystone Excavating on their 30th Anniversary!Congratulations to Keystone Excavating on their 30


They are recognized as an industry leader for their inno-vative thinking, their fi eld applications of technology, their high safety standards and an unwavering commitment to quality. Over the years, they have won numerous SAM awards for trade partner of the year and recently they were awarded the safety leadership award for the second year in a row. It appears their growth remains unabated as they for-ayed into the Edmonton market in the spring of 2011.

Keystone was established in Calgary in 1981 as a family business and today, the second generation is still involved, but the business has evolved and given rise to a new presi-

dent, a highly skilled management team and larger-than-life goals. But to understand Keystone’s roots and commitment to quality, we’ll travel back to Thompson, Manitoba – to the late 1950s – where Ed Elias started the business with a good chunk of his life savings and one partner: a new bulldozer.

One Good Contract Leads to Another

On February 26, 1956, Inco Mines struck nickel in Thomp-son, Manitoba and created a mining boom that changed the face of northern Manitoba. Naturally, housing developers weren’t far behind and needed to start moving dirt of their own.

Ed Elias had just purchased a new $16,000 dozer that would be his partner in Ed Elias Excavating. In 1958, shortly after marrying his sweetheart, Nancy, Ed got the call to head north. He dug the fi rst basement in Thompson, followed by several years of steady work while Nancy stayed in Win-nipeg. But as their family began to grow, Ed returned to Winnipeg to be with his family and travelled between the two locations until his contract was fi nished.

They are recognized as an industry leader for their innovative thinking, their fi eld applications of tech-nology, their high safety

standards and an unwavering commitment to quality.

Executive Team: Roy Fulton, Keith Tisnic, Holly Goulard, Jim Elias, Anthony Hall


In the late 1970s, business started to slow down and the economy slid into a recession. “Dad was faced with a major decision,” says Ken Elias, chairman of the board and former CEO. “It was either move it or lose it. He decided to move it.”

In 1978, Ed headed to Calgary given the booming economy in the oilpatch. He got a break when McNichol Construction gave him some hourly deep-service work and slowly, the client list grew. Ed moved his family to Calgary and by now his three sons were involved in the business and they incorporated the business under a new name: Keystone Excavating Ltd.

By late 1981, the high-fl ying days of boom town Cal-gary were over. Unlike many companies who had been long established, Ed Elias had a small, lean operation and very little debt – a fact Ken believes saw him through the tough times with the loyalty and hard work of his family.

“My brothers and I weren’t even working for wages at that time,” remembers Ken. Ed and Nancy had been running the family business since 1958 and were now

starting to think about succession planning. In 1987, Ed stepped aside and let his sons take over some of the busi-ness. Ken and Jim purchased 40 per cent ownership in the company using the banked wages they didn’t take while times were tough.

In 1995, Ken and Jim took full ownership of the com-pany and in 1997, Les bought in, making it a true family affair. During the 2000s when the economy boomed again, Keystone had grown more than 1,000 per cent and had solidifi ed its reputation as a leader in residential and com-mercial excavation throughout the region.

In 2010, the family felt it was time to make another key decision with respect to the leadership and appointed Holly Goulard to the position of president and CEO. Ken and Holly had worked together for over 15 years and Ken was ready to step aside. Holly had already played a signifi cant role in helping not only to streamline operations, but also grow the business. “When I took over as president, we wanted to rede-fi ne our vision and where we were headed,” explains Holly.

Congratulations on

Mentor Engineering is proud to provide Keystone Excavating with their mobile workforce management solution

www.mentoreng.com

30 Years!A human approach to insurance Our Congratulations to Keystone Excavating on your 30 year anniversary, from the entire staff at Rogers Insurance.

403-296-2400 1-800-565-8132 rogersinsurance.ca

RogeRsInsuRance LTD.

Congratulations to Keystone Excavating on their 30th Anniversary!Congratulations to Keystone Excavating on their 30

http://www.mentoreng.com

http://www.rogersinsurance.ca

http://www.fgiltd.com


“We spent a lot of time talking about our client base, our expertise and how we could grow market share. The out-come was to grow the business – expanding geographically – so we set our sights on Edmonton.”

Today you will fi nd Keystone in every corner of the city and surrounding areas working on a variety of projects and when it comes to residential work, their market share sits between 18-20 per cent – making them the largest residen-tial excavator in Calgary.

In the spring of 2011, Keystone opened their fi rst offi ce in Edmonton and have hit or exceeded their monthly goals since the opening. “The Edmonton offi ce is exactly the same size as when I started with the company in Calgary and it’s

exciting for us because it’s an opportunity to eliminate some of the growing pains we’ve had over the years,” she says. “Our growth is intentional and we are trying to achieve a maintained growth to sustain our brand and quality.”

Technology and Dirt … A Perfect Pairing

When you have 122 pieces of equipment, 108 staff, numerous projects and several subcontractors all working in every sector of the city – every day – suffi ce it to say, it can be diffi cult to keep track of things. When Holly joined the company 16 years ago, she was determined to help Keystone run more effi ciently – from the ground up – and her mission was accomplished with “Groundbreaker.”

For the last fi ve years, “Groundbreaker” has helped Key-stone streamline their operations: connecting the fi eld crews to the offi ce with real-time data. They also installed GPS

Today you will fi nd Keystone in every corner of the city and surrounding areas working on

a variety of projects…

Management teamStanding L–R: Gary Allen, Grant Campbell, Chad Gillies, August MylesSeated L-R: Laura Pomeroy, Kevin Nichol, (missing:Les Elias)


software, further enhancing the system with greater accu-racy and effi ciency. “Supervisors can manage their jobs on-site, check plans and quotes, locate vehicles, manage dirt and approve time sheets – all from the fi eld,” explains Jim Elias, vice president operations. “From a safety perspec-tive, an effi ciency perspective and a cost perspective we have already seen the benefi ts of ‘Groundbreaker’ and we know, long term, it will have a signifi cant impact on Key-stone and our clients.”

Likewise, Keystone’s ‘Quick Trench’ revolutionized the turnaround time of the work. Quick Trench expedites the whole process thereby ensuring any job site hazards are kept to a minimum along with completing the job within a day. Keystone is the only company to use a trench cage on every installation.

The Keystone CultureBehind every successful business, you will fi nd an inter-

nal culture that supports their employees and provides them with ongoing training, safety initiatives, the best tools, innovative thinking and when the work is done, they take time to celebrate.

403-650-7809

www.wardtires.com

Congratulations to Keystone Excavating

on their 30th Anniversary!

We’re proud to be partnered with you,

and we wish you many more years of success.

Fairfi eld Watson & Lewis Inc.Unit 22, 4550 – 112th Ave SE, Calgary AB T2C 2K2

Phone (403) 262-7278 • Fax (403) 262-7251 www.fairfi eldwatson.com

Employee Benefi ts, Retirement & Insurance ConsultantsEmployee Benefi ts, Retirement & Insurance ConsultantsEmployee Benefi ts, Retirement & Insurance Consultants

Congratulations on 30 years of success.

It has been great to partner with a company that brings such a positive impact to their clients, suppliers and the community.

Brandt Tractor Ltd. | 3555 - 46th Ave. SE, Calgary, AB.tel (403) 248-0018 | fax (403) 273-1340

www.brandttractor.comtel (403) 248-0018 | fax (403) 273-1340

www.brandttractor.com

As Keystone Excavating celebrates their 30 year milestone, we would like to thank them for their business, and wish

them continued success. We appreciate our history together.

~ From all your friends at Brandt Tractor


“We spent a lot of time talking about our client base, our expertise and how we could grow market share. The out-come was to grow the business – expanding geographically – so we set our sights on Edmonton.”

Today you will fi nd Keystone in every corner of the city and surrounding areas working on a variety of projects and when it comes to residential work, their market share sits between 18-20 per cent – making them the largest residen-tial excavator in Calgary.

In the spring of 2011, Keystone opened their fi rst offi ce in Edmonton and have hit or exceeded their monthly goals since the opening. “The Edmonton offi ce is exactly the same size as when I started with the company in Calgary and it’s

exciting for us because it’s an opportunity to eliminate some of the growing pains we’ve had over the years,” she says. “Our growth is intentional and we are trying to achieve a maintained growth to sustain our brand and quality.”

Technology and Dirt … A Perfect Pairing

When you have 122 pieces of equipment, 108 staff, numerous projects and several subcontractors all working in every sector of the city – every day – suffi ce it to say, it can be diffi cult to keep track of things. When Holly joined the company 16 years ago, she was determined to help Keystone run more effi ciently – from the ground up – and her mission was accomplished with “Groundbreaker.”

For the last fi ve years, “Groundbreaker” has helped Key-stone streamline their operations: connecting the fi eld crews to the offi ce with real-time data. They also installed GPS

Today you will fi nd Keystone in every corner of the city and surrounding areas working on

a variety of projects…

Management teamStanding L–R: Gary Allen, Grant Campbell, Chad Gillies, August MylesSeated L-R: Laura Pomeroy, Kevin Nichol, (missing:Les Elias)


software, further enhancing the system with greater accu-racy and effi ciency. “Supervisors can manage their jobs on-site, check plans and quotes, locate vehicles, manage dirt and approve time sheets – all from the fi eld,” explains Jim Elias, vice president operations. “From a safety perspec-tive, an effi ciency perspective and a cost perspective we have already seen the benefi ts of ‘Groundbreaker’ and we know, long term, it will have a signifi cant impact on Key-stone and our clients.”

Likewise, Keystone’s ‘Quick Trench’ revolutionized the turnaround time of the work. Quick Trench expedites the whole process thereby ensuring any job site hazards are kept to a minimum along with completing the job within a day. Keystone is the only company to use a trench cage on every installation.

The Keystone CultureBehind every successful business, you will fi nd an inter-

nal culture that supports their employees and provides them with ongoing training, safety initiatives, the best tools, innovative thinking and when the work is done, they take time to celebrate.

403-650-7809

www.wardtires.com

Congratulations to Keystone Excavating

on their 30th Anniversary!

We’re proud to be partnered with you,

and we wish you many more years of success.

Fairfi eld Watson & Lewis Inc.Unit 22, 4550 – 112th Ave SE, Calgary AB T2C 2K2

Phone (403) 262-7278 • Fax (403) 262-7251 www.fairfi eldwatson.com

Employee Benefi ts, Retirement & Insurance ConsultantsEmployee Benefi ts, Retirement & Insurance ConsultantsEmployee Benefi ts, Retirement & Insurance Consultants

Congratulations on 30 years of success.

It has been great to partner with a company that brings such a positive impact to their clients, suppliers and the community.

Brandt Tractor Ltd. | 3555 - 46th Ave. SE, Calgary, AB.tel (403) 248-0018 | fax (403) 273-1340

www.brandttractor.comtel (403) 248-0018 | fax (403) 273-1340

www.brandttractor.com

As Keystone Excavating celebrates their 30 year milestone, we would like to thank them for their business, and wish

them continued success. We appreciate our history together.

~ From all your friends at Brandt Tractor

http://www.wardtires.com

http://www.fairfieldwatson.com

http://www.brandttractor.com


In late 2011, Keystone started developing a “Keystone University” (KSU), to provide continual training by way of workshops, ongoing education, on-site direction manage-ment, layout and services to the clients prior to projects beginning. This initiative allows Keystone to offer a stan-dardized training program for employees that provides modules of information from customer service to site plan-ning to communication. Building leadership is critical to the growth of Keystone and key in employee satisfaction. Given the long-term employment and knowledge of so many

employees, content for these modules is readily available.Keystone recognizes the importance of employee reten-

tion and they go to great lengths in order to maintain their best employees. “With a decline in the industry, fi erce com-petition and a shortage of skilled people, we have been able to hold on to our best people and we know this is integral to our success,” adds Holly.

“Creating value is very important to Keystone: acknowl-edging the quality and satisfaction of a job well done begins internally and fi lters through to the client. Some of the innovations and services provided to the client have been born through listening to the client and understanding their challenges before, during and after our scope of work,” she adds. “Our team has been instrumental from concept to implementation.”

Not only do they move dirt, but they also manage it – meaning they are always looking for ways to help a client reduce costs. “Given the size of our fl eet and that we’re working in every area of the city, we have the advantage of managing dirt to reduce additional costs of trucking for the individual client and sharing the requirements of balancing sites among all clients,” says Holly.

“Creating value is very important to Keystone:

acknowledging the quality and satisfaction of a job well done begins internally and

fi lters through to the client,” says Holly.

L-R: Keith Tisnic, Roy Fulton, Holly Goulard, Jim Elias, Anthony Hall.


Offi cial mobile BBQ catering company for Keystone Excavating Ltd.

Box 82, Site 14, RR 1, DeWinton, AB T0L 0X0Phone: (403)995-7732 • Fax: (403)995-7031

Email: [email protected]

Congratulations “Keystone Excavating Ltd”

to your successful 30th year anniversary!

Renfrew Insurance Ltd.300, 334 – 11 Avenue SECalgary, Alberta T2G 0Y2P: 403-299-1000W: www.renfrew-insurance.com

Renfrew Insurance congratulates Keystone Excavating on 30 years of excellence!


In late 2011, Keystone started developing a “Keystone University” (KSU), to provide continual training by way of workshops, ongoing education, on-site direction manage-ment, layout and services to the clients prior to projects beginning. This initiative allows Keystone to offer a stan-dardized training program for employees that provides modules of information from customer service to site plan-ning to communication. Building leadership is critical to the growth of Keystone and key in employee satisfaction. Given the long-term employment and knowledge of so many

employees, content for these modules is readily available.Keystone recognizes the importance of employee reten-

tion and they go to great lengths in order to maintain their best employees. “With a decline in the industry, fi erce com-petition and a shortage of skilled people, we have been able to hold on to our best people and we know this is integral to our success,” adds Holly.

“Creating value is very important to Keystone: acknowl-edging the quality and satisfaction of a job well done begins internally and fi lters through to the client. Some of the innovations and services provided to the client have been born through listening to the client and understanding their challenges before, during and after our scope of work,” she adds. “Our team has been instrumental from concept to implementation.”

Not only do they move dirt, but they also manage it – meaning they are always looking for ways to help a client reduce costs. “Given the size of our fl eet and that we’re working in every area of the city, we have the advantage of managing dirt to reduce additional costs of trucking for the individual client and sharing the requirements of balancing sites among all clients,” says Holly.

“Creating value is very important to Keystone:

acknowledging the quality and satisfaction of a job well done begins internally and

fi lters through to the client,” says Holly.

L-R: Keith Tisnic, Roy Fulton, Holly Goulard, Jim Elias, Anthony Hall.


Offi cial mobile BBQ catering company for Keystone Excavating Ltd.

Box 82, Site 14, RR 1, DeWinton, AB T0L 0X0Phone: (403)995-7732 • Fax: (403)995-7031

Email: [email protected]

Congratulations “Keystone Excavating Ltd”

to your successful 30th year anniversary!

Renfrew Insurance Ltd.300, 334 – 11 Avenue SECalgary, Alberta T2G 0Y2P: 403-299-1000W: www.renfrew-insurance.com

Renfrew Insurance congratulates Keystone Excavating on 30 years of excellence!

http://www.moodysequipment.com

http://www.rockymountainbbq.ca

http://www.cwbank.com

http://www.renfrew-insurance.com


“If our clients have a plan in place, then we help them with design and dirt balance; we look for ways to save them money and help them manage their dirt,” adds Jim. “We provide solutions and service; there are so many vari-ables in our scope – our job is also to educate and support our clients. We have limited knowledge of the conditions underground, so we work with the client to get the best information available.”

Safety First: From Hard Hats to Steel Toes…

It’s been known to happen throughout Keystone’s history – their guys in the fi eld are laughed at for being a little dif-ferent. They were the fi rst company to use track excavators to dig basements (crawler loaders were commonplace until track excavators took over) and it happened again when they started arriving on job sites in hard hats and steel-toed boots – long before the residential industry required it.

As part of their effort to become a safety leader, they put Roy Fulton in place to keep the job sites safe, build a strong safety program and become COR certifi ed.

“Early on, our safety program changed the game for oth-ers in the industry by being proactive and involved in the associations at the municipal and provincial levels. It was signifi cant for the industry and we are not scared to continu-ally invest in our people and the business – be it technology or safety,” asserts Holly. “We are leaders and we like pushing the envelope for our competitors. Our advantage is having a strong, clean well-run fl eet, well-trained employees who are experts and real-time communication in the fi eld. These things keep us at the forefront.”

It’s Not All About the Dirt…Keystone and Club Dirt (social club) believe in giving back

to the community and helping those who are less fortunate. They take pride in being a great corporate citizen and over the decades they have supported countless organizations and raised hundreds of thousands of dollars for charity. They have given back to many organizations in an effort to help children including the Ronald McDonald House, Cal-gary Urban Project Society (CUPS), Kids Cancer Care, Rotary Flames Children’s Hospice and Mavericks Chuckwagon Rac-ing Team, a charitable group for Children’s Link Society, to name a few.

They also support initiatives to help the homeless with affordable housing projects. They have worked with the Cal-gary Home Builders Foundation where they have dedicated their time, resources and fi nances to help the homeless – the driving focus of the foundation and Keystone has worked side-by-side with them for many years.

As Keystone celebrates three decades in business, they would like to extend a sincere thank you to all of their business partners, suppliers and employees for helping to make the fi rst 30 years so successful. It appears they have big plans for the future and their recent expansion into the Edmonton marketplace is just the tip of the iceberg. “As for future growth, I can tell you we have a ‘BHAG’ – a big hairy audacious goal,” remarks Holly with a twinkle in her eye. •

As Keystone celebrates three decades in business, they would like to extend a sincere thank-you to all of

their business partners, suppliers, and employees

for helping to make the fi rst 30 years so successful.

Ho

lly G

ou

lard

, pre

sid

ent

and

CEO


STAN POULSEN TRUCKING LTD.5920 – 68 STREET S.E., CALGARY, AB T2C 4R8(403) 279-4601

FROM ALL THE STAFF AT STAN POULSEN TRUCKING LTD.

CONGRATULATIONS KEYSTONE EXCAVATING LTD. ON 30 YEARS OF EXCELLENCE AND WISHING YOU ALL THE VERY

BEST FOR CONTINUED SUCCESS IN THE FUTURE.

CONGRATULATIONS KEYSTONE EXCAVATING LTD. CONGRATULATIONS KEYSTONE EXCAVATING LTD.

Lafarge AggregatesOLafarge Aggregates has state of the art facilities located throughout Calgary and the surrounding area. In addition to services in the form of product delivery, technical support, and industry expertise, Lafarge Aggregates strives to optimize the customer experience through site improvements – the most recent being site circulation enhancements and automated scaling facilities at Spy Hill.

Contact Lafarge Aggregates for your aggregate product and service needs at 403-292-1644

ffering a full line of crushed and washed sand and gravel products for all applications,

Congratulations Keystone on your 30th Anniversary!


“If our clients have a plan in place, then we help them with design and dirt balance; we look for ways to save them money and help them manage their dirt,” adds Jim. “We provide solutions and service; there are so many vari-ables in our scope – our job is also to educate and support our clients. We have limited knowledge of the conditions underground, so we work with the client to get the best information available.”

Safety First: From Hard Hats to Steel Toes…

It’s been known to happen throughout Keystone’s history – their guys in the fi eld are laughed at for being a little dif-ferent. They were the fi rst company to use track excavators to dig basements (crawler loaders were commonplace until track excavators took over) and it happened again when they started arriving on job sites in hard hats and steel-toed boots – long before the residential industry required it.

As part of their effort to become a safety leader, they put Roy Fulton in place to keep the job sites safe, build a strong safety program and become COR certifi ed.

“Early on, our safety program changed the game for oth-ers in the industry by being proactive and involved in the associations at the municipal and provincial levels. It was signifi cant for the industry and we are not scared to continu-ally invest in our people and the business – be it technology or safety,” asserts Holly. “We are leaders and we like pushing the envelope for our competitors. Our advantage is having a strong, clean well-run fl eet, well-trained employees who are experts and real-time communication in the fi eld. These things keep us at the forefront.”

It’s Not All About the Dirt…Keystone and Club Dirt (social club) believe in giving back

to the community and helping those who are less fortunate. They take pride in being a great corporate citizen and over the decades they have supported countless organizations and raised hundreds of thousands of dollars for charity. They have given back to many organizations in an effort to help children including the Ronald McDonald House, Cal-gary Urban Project Society (CUPS), Kids Cancer Care, Rotary Flames Children’s Hospice and Mavericks Chuckwagon Rac-ing Team, a charitable group for Children’s Link Society, to name a few.

They also support initiatives to help the homeless with affordable housing projects. They have worked with the Cal-gary Home Builders Foundation where they have dedicated their time, resources and fi nances to help the homeless – the driving focus of the foundation and Keystone has worked side-by-side with them for many years.

As Keystone celebrates three decades in business, they would like to extend a sincere thank you to all of their business partners, suppliers and employees for helping to make the fi rst 30 years so successful. It appears they have big plans for the future and their recent expansion into the Edmonton marketplace is just the tip of the iceberg. “As for future growth, I can tell you we have a ‘BHAG’ – a big hairy audacious goal,” remarks Holly with a twinkle in her eye. •

As Keystone celebrates three decades in business, they would like to extend a sincere thank-you to all of

their business partners, suppliers, and employees

for helping to make the fi rst 30 years so successful.

Ho

lly G

ou

lard

, pre

sid

ent

and

CEO


STAN POULSEN TRUCKING LTD.5920 – 68 STREET S.E., CALGARY, AB T2C 4R8(403) 279-4601

FROM ALL THE STAFF AT STAN POULSEN TRUCKING LTD.

CONGRATULATIONS KEYSTONE EXCAVATING LTD. ON 30 YEARS OF EXCELLENCE AND WISHING YOU ALL THE VERY

BEST FOR CONTINUED SUCCESS IN THE FUTURE.

CONGRATULATIONS KEYSTONE EXCAVATING LTD. CONGRATULATIONS KEYSTONE EXCAVATING LTD.

Lafarge AggregatesOLafarge Aggregates has state of the art facilities located throughout Calgary and the surrounding area. In addition to services in the form of product delivery, technical support, and industry expertise, Lafarge Aggregates strives to optimize the customer experience through site improvements – the most recent being site circulation enhancements and automated scaling facilities at Spy Hill.

Contact Lafarge Aggregates for your aggregate product and service needs at 403-292-1644

ffering a full line of crushed and washed sand and gravel products for all applications,

Congratulations Keystone on your 30th Anniversary!

http://www.lafarge-na.com

Convergint Technologies LTD | 10th Anniversary | 1

At the heart of every successful business, you will fi nd a few common traits and they usually have nothing to do with a specifi c product. In a highly competitive global

market, a handful of companies seem to surface as leaders in their fi elds – giving rise to excellence in reputation. Why? Because these businesses have passion, they listen to their cus-tomers, they have outstanding leadership and they continually scan the marketplace to provide the ‘best in class.’ And their customers take note – year after year.

Convergint Technologies LTD is one of these companies and they quietly go about their business with an understated passion and commitment. They provide integrated technical support systems to control and enhance the inner workings of build-ings: heating, ventilating and air conditioning, security systems and fi re alarm systems – all at the touch of a button or two.

Save for the control panels mounted on the wall, we take these systems for granted: they provide a secure workplace, regulate the internal environment, and alert us to any pending danger or disruptions in the operation of a facility. The intricate maze of cables and pipes that are hidden behind the walls pro-vide a never-ending loop of information – updating each port along the way – and its role within any building operation is integral. Today, advancements in technology work seamlessly in highly complex building environments and Convergint sits at the forefront as an industry leader.

When Convergint entered the Alberta marketplace 10 years ago, it was by way of acquisition. They purchased Inet Sys-tems, a company that had been successfully supplying building control systems to Calgary, Fort McMurray and Lethbridge for over 25 years. “We are an odd cross-breed because we’ve been in Alberta for 35 years, but under Convergint, we’ve been here 10 years,” explains Peter Brown, Energy and Industrial Business Group Consultant, and former Inet majority partner.

Convergint was originally incorporated in Chicago, May 25, 2001, and coming into the Canadian market was new territory for them. Enter Peter Dixon, Vice President Business Development, for the then newly formed U.S. company. Dixon and Brown had spent many years working as friendly competitors and recognized an opportunity to expand the North American market share, and as they say, the rest is history. Today, Convergint is the seventh larg-est systems integrator in North America, with 26 offi ces in total, six of which are located in Western Canada.

“We are a unique operation and we are very quick to respond to our customers’ needs in an ever-changing environment,”

says Brown. “Every project is tailored to meet the specifi c needs of our customers – whether we are building a new system or updating an existing one.”

“Most decisions are made at the local level and we can move very quickly. We have the horsepower to compete with the mul-tinational fi rms, but we are still able to change on the fl y as needed. We have deep roots in the community and in the oil and gas sector because we’ve been here from the beginning,” adds Brown.

In conjunction with their exemplary customer care, Con-vergint established a set of values and beliefs that permeates every layer of the business – from day-to-day operations to long-term growth, and not surprisingly, this belief system stems from the top down.

“The company framed out a set of values and beliefs that forms a foundation for the company – from the CEO to the appren-tices in the fi eld,” explains Al Trepanier, Vice President Canadian Operations. “It’s all about building solid relationships and creating a culture that our colleagues can understand and embrace. As a result, we have some of the best people in the industry working for our company, including the core group of colleagues from Inet, and that is rare under an acquisition process.”

Passion, Integrity and Technology Converge to Create a Powerhouse

Success…from the Inside OutBy Mary Savage | Photos by Ewan Nicholson Photography Inc.

Passion, Integrity and Technology

Convergint Technologies Calgary location senior management team; (L – R ): Peter Brown, Al Trepanier, Bonnie Bradley, Paul Pointen, Peter Dixon, Dale Case, Shirlee Moerke & Lorne Ponath


Congratulations to Keystone Excavating Ltd. on their 30th Anniversary! We wish you continued success.

Bay #2, 4415 64 Ave. SE, Calgary, AB T2C 2C8403.660.6307 | [email protected]

INDEMNIFIEDDEEP UTILITYSPECIALISTS

PHONE: 403.274.1991FAX: 403.274.1925

EMAIL: [email protected]

www.peakcontracting.ca

MEMBER

PEOPLE | EXPERIENCE | ACTION | KNOWLEDGE


PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER


Congratulations Keystone, 30 years later and

you still like dirt.... AMAZING!www.jrsalesandrentals.com

Congratulations to Keystone Excavating on their 30th Anniversary!

Your Partner in the Field

Congratulations on your 30th anniversary Keystone Excavating!Your leading edge approach has made you a strong

leader in the Alberta construction industry. It is always a pleasure doing business with you!

2180 39 Ave. NE, Calgary, AB T2E 6P7 Ph:(403)276-5587 or 1-800-661-1129 www.butlersurvey.com

Congratulations Keystone on your first 30 years! It has been a great pleasure supporting your

projects. We look forward to continuing our relationship.

Congratulations to Keystone Excavating Ltd. on 30 years of service!

We appreciate the opportunity we have had to do business with you.We offer our best wishes for your continued growth and success.

~ Your friends at The Employment Office

T: 1.866.474.3140www.theemploymentoffice.ca

The revolutionary way to recruit.

p 403-256-0200 | f 403-256-802011711a 44 St. SE, Calgary, AB T2Z 4H511711a 44 St. SE, Calgary, AB T2Z 4H5

Congratulations, Keystone Excavating, on your 30th Anniversary!

[email protected] 1st St NE, Calgary, AB T2E 3B7

(403) 277-9000

For all your automotive needs


GigantelliAuto Services

http://www.jrsalesandrentals.com

http://www.peakcontracting.ca

http://www.goodunderpressure.com

http://www.butlersurvey.com

http://www.dawatt.com

http://www.theemploymentoffice.ca


At the heart of every successful business, you will fi nd a few common traits and they usually have nothing to do with a specifi c product. In a highly competitive global

market, a handful of companies seem to surface as leaders in their fi elds – giving rise to excellence in reputation. Why? Because these businesses have passion, they listen to their cus-tomers, they have outstanding leadership and they continually scan the marketplace to provide the ‘best in class.’ And their customers take note – year after year.

Convergint Technologies LTD is one of these companies and they quietly go about their business with an understated passion and commitment. They provide integrated technical support systems to control and enhance the inner workings of build-ings: heating, ventilating and air conditioning, security systems and fi re alarm systems – all at the touch of a button or two.

Save for the control panels mounted on the wall, we take these systems for granted: they provide a secure workplace, regulate the internal environment, and alert us to any pending danger or disruptions in the operation of a facility. The intricate maze of cables and pipes that are hidden behind the walls pro-vide a never-ending loop of information – updating each port along the way – and its role within any building operation is integral. Today, advancements in technology work seamlessly in highly complex building environments and Convergint sits at the forefront as an industry leader.

When Convergint entered the Alberta marketplace 10 years ago, it was by way of acquisition. They purchased Inet Sys-tems, a company that had been successfully supplying building control systems to Calgary, Fort McMurray and Lethbridge for over 25 years. “We are an odd cross-breed because we’ve been in Alberta for 35 years, but under Convergint, we’ve been here 10 years,” explains Peter Brown, Energy and Industrial Business Group Consultant, and former Inet majority partner.

Convergint was originally incorporated in Chicago, May 25, 2001, and coming into the Canadian market was new territory for them. Enter Peter Dixon, Vice President Business Development, for the then newly formed U.S. company. Dixon and Brown had spent many years working as friendly competitors and recognized an opportunity to expand the North American market share, and as they say, the rest is history. Today, Convergint is the seventh larg-est systems integrator in North America, with 26 offi ces in total, six of which are located in Western Canada.

“We are a unique operation and we are very quick to respond to our customers’ needs in an ever-changing environment,”

says Brown. “Every project is tailored to meet the specifi c needs of our customers – whether we are building a new system or updating an existing one.”

“Most decisions are made at the local level and we can move very quickly. We have the horsepower to compete with the mul-tinational fi rms, but we are still able to change on the fl y as needed. We have deep roots in the community and in the oil and gas sector because we’ve been here from the beginning,” adds Brown.

In conjunction with their exemplary customer care, Con-vergint established a set of values and beliefs that permeates every layer of the business – from day-to-day operations to long-term growth, and not surprisingly, this belief system stems from the top down.

“The company framed out a set of values and beliefs that forms a foundation for the company – from the CEO to the appren-tices in the fi eld,” explains Al Trepanier, Vice President Canadian Operations. “It’s all about building solid relationships and creating a culture that our colleagues can understand and embrace. As a result, we have some of the best people in the industry working for our company, including the core group of colleagues from Inet, and that is rare under an acquisition process.”

Passion, Integrity and Technology Converge to Create a Powerhouse

Success…from the Inside OutBy Mary Savage | Photos by Ewan Nicholson Photography Inc.

Passion, Integrity and Technology

Convergint Technologies Calgary location senior management team; (L – R ): Peter Brown, Al Trepanier, Bonnie Bradley, Paul Pointen, Peter Dixon, Dale Case, Shirlee Moerke & Lorne Ponath


Congratulations to Keystone Excavating Ltd. on their 30th Anniversary! We wish you continued success.

Bay #2, 4415 64 Ave. SE, Calgary, AB T2C 2C8403.660.6307 | [email protected]


PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER



PHONE: 403.274.1991FAX: 403.274.1925



MEMBER


Congratulations Keystone, 30 years later and

you still like dirt.... AMAZING!www.jrsalesandrentals.com


Your Partner in the Field

Congratulations on your 30th anniversary Keystone Excavating!Your leading edge approach has made you a strong

leader in the Alberta construction industry. It is always a pleasure doing business with you!

2180 39 Ave. NE, Calgary, AB T2E 6P7 Ph:(403)276-5587 or 1-800-661-1129 www.butlersurvey.com

Congratulations Keystone on your first 30 years! It has been a great pleasure supporting your

projects. We look forward to continuing our relationship.

Congratulations to Keystone Excavating Ltd. on 30 years of service!

We appreciate the opportunity we have had to do business with you.We offer our best wishes for your continued growth and success.

~ Your friends at The Employment Office

T: 1.866.474.3140www.theemploymentoffice.ca

The revolutionary way to recruit.

p 403-256-0200 | f 403-256-802011711a 44 St. SE, Calgary, AB T2Z 4H511711a 44 St. SE, Calgary, AB T2Z 4H5

Congratulations, Keystone Excavating, on your 30th Anniversary!

[email protected] 1st St NE, Calgary, AB T2E 3B7

(403) 277-9000

For all your automotive needs


GigantelliAuto Services


As Dixon has observed, the industry has undergone changes that has helped Convergint strengthen their market share by serving their clients better. “In years past and when the sys-tems were proprietary in nature, most of the equipment was manufactured by just a few companies. A client would purchase everything from one manufacturer and the people who built the equipment would also service it.” Today, there are many manu-facturers and people who can service these products, and this “choice of delivery” is where Convergint has excelled.

“This type of choice environment is a value statement that refl ects upon the people you employ, your level of professional-ism, how you service the client and the response time. All of these areas become more important instead of whether it’s a blue, green or brown box,” asserts Dixon. “This approach speaks to the heart of our business: our clients want their buildings to operate a certain way and they need equipment that will provide many solutions – not trying to fi t the solution to what the manufacturer offers – it’s a totally different and innovative approach.”

As environmental sustainability plays a larger role across all industries, Convergint recognizes the importance of build-ing systems to support reduced energy consumption. “Our business has become much more complex and what we do has

an impact on the environment and we need to help our clients reduce energy consumption,” says Dixon.

“We are proactively looking at new meth-odologies to reduce our customers’ carbon footprint and to integrate systems to address environmental impact. It used to be done pri-marily to save money; now it is done to save energy and corporate branding demands that customers show green ownership,” says Dixon.

Over the last decade, the Canadian opera-tion has increased their business ten-fold and is looking to continue its aggressive growth. If the fi rst 10 years are any indication of what lies ahead, they will likely surpass their targets well ahead of schedule.

Convergint senior management expects sig-nifi cant growth will come from the security

Convergint Technologies colleagues design, assemble and test complex control panels in their Calgary location.

The Calgary based Convergint Technologies team enjoyed a very productive Social Responsibility Day - June 10, 2011- “Making a daily difference” for the wonderful people at Hull Child and Family Services!

Our congratulations to Convergint Technologies LTD on their

10th anniversary milestone. From the entire staff at Unitech Electrical

Contracting Inc!

Suite 11-700 58 Ave S.E. • 403-255-2277Awarded “Contractor Of The Year” by Alberta Venture.

Suite 11-700 58 Ave S.E. • 403-255-2277Suite 11-700 58 Ave S.E. • 403-255-2277Awarded “Contractor Of The Year” by Alberta Venture. Awarded “Contractor Of The Year” by Alberta Venture.

True partners will work together in any conditions and overcome any obstacles.


Thank you for using your expertise, energy, time and talent to build a better community for everyone.

For nearly 50 years, Hull Child and Family Services has been strengthening kids, empowering families and building better communities. Volunteers are at the heart of this work, and Convergint Technologies LTD is among the best.

Convergint Technologies LTD is integral to the successes of our kids and families. By installing security systems throughout our many buildings, you’ve made safer spaces for kids. Annual Convergint Days prove the remarkable spirit of your entire company, as the team comes out to tackle projects big and small. Topping the day off with a barbeque for kids makes it even more special.

Your commitments to Hull’s kids over the last 8 years are remarkable.

Congratulations and thank you!

10 years... 10,000 smileshank you for using your expertise, energy, time and talent to build a

has been strengthening kids, empowering families and building better

remarkable.

Congratulations and thank you!Congratulations and thank you!

2266 Woodpark Avenue SW403.251.8000 • www.hullservices.ca

Howard Diamond - National Sales ManagerTel. 905- 856-8733 ext 3130 | Cell 416-458-6892

E-mail [email protected]

Western Canada Ray Newberry – Regional Sales Manager

Cell 604-290-3748E-mail [email protected]

To a brilliant company brimming

with honourable people!

Congratulations on your

10 year anniversary!


As Dixon has observed, the industry has undergone changes that has helped Convergint strengthen their market share by serving their clients better. “In years past and when the sys-tems were proprietary in nature, most of the equipment was manufactured by just a few companies. A client would purchase everything from one manufacturer and the people who built the equipment would also service it.” Today, there are many manu-facturers and people who can service these products, and this “choice of delivery” is where Convergint has excelled.

“This type of choice environment is a value statement that refl ects upon the people you employ, your level of professional-ism, how you service the client and the response time. All of these areas become more important instead of whether it’s a blue, green or brown box,” asserts Dixon. “This approach speaks to the heart of our business: our clients want their buildings to operate a certain way and they need equipment that will provide many solutions – not trying to fi t the solution to what the manufacturer offers – it’s a totally different and innovative approach.”

As environmental sustainability plays a larger role across all industries, Convergint recognizes the importance of build-ing systems to support reduced energy consumption. “Our business has become much more complex and what we do has

an impact on the environment and we need to help our clients reduce energy consumption,” says Dixon.

“We are proactively looking at new meth-odologies to reduce our customers’ carbon footprint and to integrate systems to address environmental impact. It used to be done pri-marily to save money; now it is done to save energy and corporate branding demands that customers show green ownership,” says Dixon.

Over the last decade, the Canadian opera-tion has increased their business ten-fold and is looking to continue its aggressive growth. If the fi rst 10 years are any indication of what lies ahead, they will likely surpass their targets well ahead of schedule.

Convergint senior management expects sig-nifi cant growth will come from the security

Convergint Technologies colleagues design, assemble and test complex control panels in their Calgary location.

The Calgary based Convergint Technologies team enjoyed a very productive Social Responsibility Day - June 10, 2011- “Making a daily difference” for the wonderful people at Hull Child and Family Services!

Our congratulations to Convergint Technologies LTD on their

10th anniversary milestone. From the entire staff at Unitech Electrical

Contracting Inc!

Suite 11-700 58 Ave S.E. • 403-255-2277Awarded “Contractor Of The Year” by Alberta Venture.

Suite 11-700 58 Ave S.E. • 403-255-2277Suite 11-700 58 Ave S.E. • 403-255-2277Awarded “Contractor Of The Year” by Alberta Venture. Awarded “Contractor Of The Year” by Alberta Venture.

True partners will work together in any conditions and overcome any obstacles.


Thank you for using your expertise, energy, time and talent to build a better community for everyone.

For nearly 50 years, Hull Child and Family Services has been strengthening kids, empowering families and building better communities. Volunteers are at the heart of this work, and Convergint Technologies LTD is among the best.

Convergint Technologies LTD is integral to the successes of our kids and families. By installing security systems throughout our many buildings, you’ve made safer spaces for kids. Annual Convergint Days prove the remarkable spirit of your entire company, as the team comes out to tackle projects big and small. Topping the day off with a barbeque for kids makes it even more special.

Your commitments to Hull’s kids over the last 8 years are remarkable.

Congratulations and thank you!

10 years... 10,000 smileshank you for using your expertise, energy, time and talent to build a

has been strengthening kids, empowering families and building better

remarkable.

Congratulations and thank you!Congratulations and thank you!

2266 Woodpark Avenue SW403.251.8000 • www.hullservices.ca

Howard Diamond - National Sales ManagerTel. 905- 856-8733 ext 3130 | Cell 416-458-6892

E-mail [email protected]

Western Canada Ray Newberry – Regional Sales Manager

Cell 604-290-3748E-mail [email protected]

To a brilliant company brimming

with honourable people!

Congratulations on your

10 year anniversary!

http://www.honeywell.com

http://www.hullservices.ca


sector. Clients are demanding a safer, more secure work envi-ronment and are fully committed to protecting all of their assets and especially their people.

“We are also engaging in succession planning to attract the next generation and it’s challenging, but we know that our val-ues and beliefs are drawing people to our business,” explains Trepanier. “Younger people want balance in the workplace and they also want to work with the best technology available – we need to adapt to attract and retain the right people.”

“It’s all about lining up our expertise and technology with what the marketplace wants. As we grow, the industry evolves and our clients need to transition, and our job is to keep every-thing aligned,” adds Trepanier.

Outside the world of technology, Convergint takes great pride in supporting many worthy causes and giving back to the community. Each year on their anniversary, Convergint Day is celebrated. “We wanted to go out into the community and lend a hand to the less fortunate and expect nothing in return. Convergint Day began with 82 colleagues in the USA, and the company has honoured this day ever since,” says Trepanier. They reduce operations to a skeletal staff and this past year saw over 900 colleagues partake in charity activities across the continent. In Calgary, their charity of choice is Hull Child and Family Services which they support throughout the year – a tradition and relationship they have enjoyed for seven consecu-tive years.

“Convergint has been a very valuable partner and they are an amazing group of individuals,” says George Ghitan, Executive Director, Hull Child and Family Services. “They have volun-teered their time, expertise and talent to build a safe and more comfortable environment for our kids and staff. Whenever we ask for something, they fi gure out a way to make it happen – they are an incredible organization!”

As Convergint celebrates their 10th anniversary, they would like to acknowledge and thank all of their customers, business partners, suppliers and colleagues for making the fi rst 10 years so successful. They look to the future with promise, passion, integrity and an unwavering commitment to building better solutions for their customers. •

Convergint Technologies LTD 1.800.691.3246 www.convergint.com

Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies Congratulations to Convergint Technologies

10 years 10 years 10 years 10 years 10 years 10 years 10 years 10 years 10 years 10 years 10 years 10 years 10 years of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of 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open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building markets!of competitive excellence in the open protocol and intelligent building 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Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!

www.convergint.com www.conceptgroup.ca

Concept is a proud partner with Convergint, achieving excellence in providing client focused

solutions, delivered safely, on time, and on budget


Congratulations Convergint Technologies LTDon your 10th Anniversary!

60 Cranwell Cresent S.E. • kineticsolution.ca

KineticBuilding Solutions Inc.

403.874.8976

837 34th Ave SE • Offi ce: (403) 270-8773 www.coreproducts.ca

We wish Convergint

Technologies LTDmany years of

continued success!

BELIMO AMERICAS • 866-805-7089 • www.belimo.ca

Reduce Cost and Save EnergyExperience the new technologyoffered to you by Belimo.

Belimo is proud of its longstanding relationship with Convergint. We look forward to growing our partnership in the future and wish Convergint continued success!

eighth_page_General.indd 1 9/15/2011 10:52:44 AM

Congratulations Convergint Technologies LTD

on 10 years of Success!

Lenel Systems International, Inc1212 Pittsford-Victor Road

Toll Free: (866) 788-5095 • www.lenel.com

Proud to Partner with Convergint Technologies LTD on complete Opening Packages.

Congratulations on 10 years!

403-243-5401

Happy 10th Anniversary to Convergint Technologies LTD!

th

Dennis Clease11555 - 29 Street SE • 403-258-6300

www.jackcarterchev.com

Building Management Systems. It’s not how many data points you control, it’s what you do with them

that counts.

We help the best buildings in the world get that way.

www.schneider-electric.com

http://www.convergint.com

http://www.conceptgroup.ca


sector. Clients are demanding a safer, more secure work envi-ronment and are fully committed to protecting all of their assets and especially their people.

“We are also engaging in succession planning to attract the next generation and it’s challenging, but we know that our val-ues and beliefs are drawing people to our business,” explains Trepanier. “Younger people want balance in the workplace and they also want to work with the best technology available – we need to adapt to attract and retain the right people.”

“It’s all about lining up our expertise and technology with what the marketplace wants. As we grow, the industry evolves and our clients need to transition, and our job is to keep every-thing aligned,” adds Trepanier.

Outside the world of technology, Convergint takes great pride in supporting many worthy causes and giving back to the community. Each year on their anniversary, Convergint Day is celebrated. “We wanted to go out into the community and lend a hand to the less fortunate and expect nothing in return. Convergint Day began with 82 colleagues in the USA, and the company has honoured this day ever since,” says Trepanier. They reduce operations to a skeletal staff and this past year saw over 900 colleagues partake in charity activities across the continent. In Calgary, their charity of choice is Hull Child and Family Services which they support throughout the year – a tradition and relationship they have enjoyed for seven consecu-tive years.

“Convergint has been a very valuable partner and they are an amazing group of individuals,” says George Ghitan, Executive Director, Hull Child and Family Services. “They have volun-teered their time, expertise and talent to build a safe and more comfortable environment for our kids and staff. Whenever we ask for something, they fi gure out a way to make it happen – they are an incredible organization!”

As Convergint celebrates their 10th anniversary, they would like to acknowledge and thank all of their customers, business partners, suppliers and colleagues for making the fi rst 10 years so successful. They look to the future with promise, passion, integrity and an unwavering commitment to building better solutions for their customers. •

Convergint Technologies LTD 1.800.691.3246 www.convergint.com

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Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!Happy Anniversary!

www.convergint.com www.conceptgroup.ca

Concept is a proud partner with Convergint, achieving excellence in providing client focused

solutions, delivered safely, on time, and on budget


Congratulations Convergint Technologies LTDon your 10th Anniversary!

60 Cranwell Cresent S.E. • kineticsolution.ca

KineticBuilding Solutions Inc.

403.874.8976

837 34th Ave SE • Offi ce: (403) 270-8773 www.coreproducts.ca

We wish Convergint

Technologies LTDmany years of

continued success!

BELIMO AMERICAS • 866-805-7089 • www.belimo.ca

Reduce Cost and Save EnergyExperience the new technologyoffered to you by Belimo.

Belimo is proud of its longstanding relationship with Convergint. We look forward to growing our partnership in the future and wish Convergint continued success!

eighth_page_General.indd 1 9/15/2011 10:52:44 AM

Congratulations Convergint Technologies LTD

on 10 years of Success!

Lenel Systems International, Inc1212 Pittsford-Victor Road

Toll Free: (866) 788-5095 • www.lenel.com

Proud to Partner with Convergint Technologies LTD on complete Opening Packages.

Congratulations on 10 years!

403-243-5401

Happy 10th Anniversary to Convergint Technologies LTD!

th

Dennis Clease11555 - 29 Street SE • 403-258-6300

www.jackcarterchev.com

Building Management Systems. It’s not how many data points you control, it’s what you do with them

that counts.

We help the best buildings in the world get that way.

www.schneider-electric.com

http://www.jackcarterchev.com

http://www.kineticsolutions.ca

http://www.schneider-electric.com

http://www.coreproducts.ca

http://www.belimo.ca

http://www.lenel.com

http://www.pelco.com

EmployeesAgrium employs over 14,000 individuals globally. Our true advantage lies in our ability to attract and retain the right people. We engage our employees by encouraging involvement and feedback with the belief that each employee contributes to the company’s success. Our commitment to safety is a key driver behind our policies and practices while still ensuring that we meet our employees’ needs.

CustomersAgrium strives to provide its customers with products and services that provide value. Creating economic value is our primary focus but we also help our customers increase their productivity, support their environment stewardship efforts and improve user safety.

ShareholdersAgrium constantly engages its shareholders in a variety of ways to inform them of our progress and to understand their concerns. Our fi nancial objectives are to both increase our earnings and their stability through economic cycles, as well as maintaining a strong fi nancial position.

Society and the EnvironmentAgrium provides nutrients that are critical to producing abundant and nutritious food. We are also actively involved in environmental, educational and public safety initiatives.

Communities/Global IssuesAgrium supports more than 1,000 local non-profi t groups. Our 2011 donations were distributed to organizations committed to improving conditions in health and wellness, youth development, civic arts and culture, and environmental stewardship.

Issues of a global nature such as food security, climate change and protecting our watersheds are also a focus for Agrium. As a global company, we feel we are well-situated to make signifi cant contributions to a more sustainable world.

Food is the one product that takes priority over all commodities. To continue feeding our growing world, farmers are being asked to increase production on their land while minimizing the impact to the environment. Agrium is supporting this effort by working with researchers to grow more food through the use of best management practices and new technologies like controlled-release fertilizers.

Nowhere is food security more tenuous than in Africa. We realized that food security can lead not only to improved nourishment, but more broadly, to improved quality of life. In 2009, Agrium entered into a partnership with Millenium Promise – a group that believes in reducing extreme hunger while improving education, health, gender equality and environmental sustainability. Agrium invests funds and fertilizer to help African farmers become more productive.

R e s p e c t i n g S t a k e h o l d e r sStakeholder engagement is at the heart of sustainable development. Agrium strives to understand what our stakeholders value and would like sustained, so we can work together for the right outcomes. Otherwise, our efforts would address a fraction of what constitutes sustainable development — only how Agrium views it. Stakeholder engagement is what invigorates us to tackle new challenges in ways that will meet the needs of society.

Growing Responsibly

Agrium provides the products, services and culture that help people grow. Growth is important, but not at any cost to the planet or society. We’re helping growers grow healthy plants in environmentally and socially responsible ways. And as our company grows, we integrate our commitment to responsibility into our new businesses and communities.

For more information on Agrium and our commitment to growing responsibly, please visit:

agrium.com/sustainability

Where the Future is Growing™

http://www.agrium.com/sustainability

PROFILE

You’ve seen them in museums or as a prop in an old movie or maybe in your great-grandparents’ kitchen, but it’s still a rare sight when you walk into someone’s home and fi nd

a 100-year-old cook stove that’s been completely restored. It’s like time stood still: the cast iron has been refurbished, every nut and bolt has been replaced and it can still cook a roast better than most. But more importantly, that old cook stove and the memo-ries have been preserved for another generation or two.

Most of the old cook stoves and heaters from the turn of the century end up in the dump – rusted, broken and of little value to anyone unless you happen to be in the restoration business like Joanne and Shane MacDonald.

Twelve years ago, Shane followed his dream to build a business that restored old wood and coal heaters, cook stoves, base burners and old barber-shop chairs. Today he and wife, Joanne, have built a successful business and they have done work for Parks Canada, museums, historical parks and movie producers. They custom cast, weld and sell parts – everything from a door clip to fi rebox parts, but the majority of their work comes from families that want to preserve their past, knowing it brings priceless and unlimited joy to anyone who has had one of these heirlooms restored.

Vintage Stove Restoration Inc. spe-cializes in the complete restoration of old wood and coal heaters and cook stoves. Most of the heaters arrive at the MacDonald’s acreage in several pieces, often with bro-ken and missing parts. “When a new customer arrives, we give them a tour of the shop so they can see, fi rst hand, what the restoration process entails. They understand every piece is taken apart and com-pletely separated, then they are sandblasted, painted and polished, and every nut and bolt is replaced. We’ll make a fresh tin body and if parts are missing, we will replace them with parts from our inventory or cast from the original pattern,” explains Shane.

Once they’ve got all the parts, the stove is assembled to ensure every-thing fi ts perfectly, the fi nishing work

is completed and then it’s cemented together. “We back-butter all the pieces and it helps seal the stove so it’s as airtight as possible – giving you control over the burn and that’s important,” he says.

“We take before and after pictures because once it’s been restored, you really need to have the before picture to under-stand the transformation and if we have any background information, we share that with the customer: where it came from, how it was manufactured, what it sold for and as many details as possible,” adds Shane.

They restore about 75 stoves a year and they come from all over North America. “Every stove is different – no two stoves are the same – even if you lucked out and found two identical stoves, they will still have different issues,” he explains. “You

have to restore them back to their original condition – that’s what gives them their value and 85 per

cent of the stoves we restore are used by their families.”

If your grandparents didn’t have an old cook stove, you can pick one from the MacDon-ald’s cache. It would seem that, over the years, they have reclaimed most of the heaters from the junkyards throughout Western Canada. “We’ve got about 900

stoves, 250,000 patterns, 10,000 lids, and one very sore back!” he says with a smile. Some are used for parts and others will be restored and taken to a new home.

“When they come to pick it up, it’s an emotional time and they know it was great-grand-ma’s fi rst stove. We’ve received lots of letters back from people who have used and enjoyed their stoves and it’s nice to know they will have it for generations to come.”

You’ll fi nd Vintage Stove Restoration at various antique and log home shows through-out Western Canada. In April they will be at the Log Home

Show in Edmonton on April 8-10 and in Grande Prairie at the Antique Show on April 15 and 16. You can visit them online at

www.vintagestove.com, call 403 335.3905 or visit their shop and

showroom in Didsbury, Alberta.335.3905 or visit their shop and

showroom in Didsbury, Alberta.

Before Before

After After

That old cook stove still has lots of life…

Joanne and Shane MacDonald



NOVEMBER 2011








New Chamber series brings together Aboriginal andbusiness leaders By Tyson VandamenT

http://www.vintagestove.com

PROFILE

You’ve seen them in museums or as a prop in an old movie or maybe in your great-grandparents’ kitchen, but it’s still a rare sight when you walk into someone’s home and fi nd

a 100-year-old cook stove that’s been completely restored. It’s like time stood still: the cast iron has been refurbished, every nut and bolt has been replaced and it can still cook a roast better than most. But more importantly, that old cook stove and the memo-ries have been preserved for another generation or two.

Most of the old cook stoves and heaters from the turn of the century end up in the dump – rusted, broken and of little value to anyone unless you happen to be in the restoration business like Joanne and Shane MacDonald.

Twelve years ago, Shane followed his dream to build a business that restored old wood and coal heaters, cook stoves, base burners and old barber-shop chairs. Today he and wife, Joanne, have built a successful business and they have done work for Parks Canada, museums, historical parks and movie producers. They custom cast, weld and sell parts – everything from a door clip to fi rebox parts, but the majority of their work comes from families that want to preserve their past, knowing it brings priceless and unlimited joy to anyone who has had one of these heirlooms restored.

Vintage Stove Restoration Inc. spe-cializes in the complete restoration of old wood and coal heaters and cook stoves. Most of the heaters arrive at the MacDonald’s acreage in several pieces, often with bro-ken and missing parts. “When a new customer arrives, we give them a tour of the shop so they can see, fi rst hand, what the restoration process entails. They understand every piece is taken apart and com-pletely separated, then they are sandblasted, painted and polished, and every nut and bolt is replaced. We’ll make a fresh tin body and if parts are missing, we will replace them with parts from our inventory or cast from the original pattern,” explains Shane.

Once they’ve got all the parts, the stove is assembled to ensure every-thing fi ts perfectly, the fi nishing work

is completed and then it’s cemented together. “We back-butter all the pieces and it helps seal the stove so it’s as airtight as possible – giving you control over the burn and that’s important,” he says.

“We take before and after pictures because once it’s been restored, you really need to have the before picture to under-stand the transformation and if we have any background information, we share that with the customer: where it came from, how it was manufactured, what it sold for and as many details as possible,” adds Shane.

They restore about 75 stoves a year and they come from all over North America. “Every stove is different – no two stoves are the same – even if you lucked out and found two identical stoves, they will still have different issues,” he explains. “You

have to restore them back to their original condition – that’s what gives them their value and 85 per

cent of the stoves we restore are used by their families.”

If your grandparents didn’t have an old cook stove, you can pick one from the MacDon-ald’s cache. It would seem that, over the years, they have reclaimed most of the heaters from the junkyards throughout Western Canada. “We’ve got about 900

stoves, 250,000 patterns, 10,000 lids, and one very sore back!” he says with a smile. Some are used for parts and others will be restored and taken to a new home.

“When they come to pick it up, it’s an emotional time and they know it was great-grand-ma’s fi rst stove. We’ve received lots of letters back from people who have used and enjoyed their stoves and it’s nice to know they will have it for generations to come.”

You’ll fi nd Vintage Stove Restoration at various antique and log home shows through-out Western Canada. In April they will be at the Log Home

Show in Edmonton on April 8-10 and in Grande Prairie at the Antique Show on April 15 and 16. You can visit them online at

www.vintagestove.com, call 403 335.3905 or visit their shop and

showroom in Didsbury, Alberta.335.3905 or visit their shop and

showroom in Didsbury, Alberta.

Before Before

After After

That old cook stove still has lots of life…

Joanne and Shane MacDonald



NOVEMBER 2011








New Chamber series brings together Aboriginal andbusiness leaders By Tyson VandamenT

Executive

Glenn McNamara – Chair

Simon Vincent– Immediate Past Chair

Dave Sprague – Vice Chair (Chair Elect)

Joe Lougheed – 2nd Vice Chair

Rob Hawley – Vice Chair, Finance

Directors

Don Chynoweth

Melodie Creegan

William Flaig

Joe Gysel

Chuck Szmurlo

Kelly Blackshaw

Doug Firby

Arlene Flock

Guy Huntingford

Eva Friesen

Leah Lawrence

Rob Lennard

Dilan Perera

Paul Waddell

Management

Adam Legge, President + CEO

Ben Brunnen, Director of Policy and Government Affairs & Chief Economist

Craig Watt, Director of Programming & Connectivity and Chief Strategy Officer

Jackie McAtee, Director of Marketing and Communications.

Kim Koss, Vice President, Business Development

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

The Calgary Chamber of Commerce 100 6th Avenue S.W, Calgary, Alberta T2P 0P5

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

www.calgarychamber.com

2011 Board ofDirectors

2 | N O V E M B E R 2 0 1 1 LEADING BUSINESS

The second event featured Manny Jules, chairman of the First Nations Tax Commission, who covered the challenges Aboriginal communities face in accessing capital, and the role this plays in economic development.

The ABC series will run through 2012, and delve into topics such as consultation and accommodation, federal engagement, governance and good economic policy, structuring business partnerships and renewed relationships for economic success. It will bring together leading experts, government representatives, corporate leaders and members of the Aboriginal community to spark discussion, share information and ultimately, foster long-term, sustainable business partnerships between the business and Aboriginal communities.

The series will conclude with a summary report and toolkit for businesses based on findings from the speaker series and additional research. The report and toolkit are designed to provide businesses and Aboriginal communities with information to build successful and sustainable business partnerships.

Aboriginal affairs have been a long-standing priority of the Chamber, who created the first standing committee on Aboriginal issues in Canada in 1980. The committee, which is comprised of representatives from the Aboriginal and business communities, government and academia, has been instrumental in the

design of the ABC series and past work.In 2007, the Chamber launched its

Aboriginal Workforce Initiative, which sought to improve the economic and labour market outcomes of Aboriginal people and entrepreneurs both within, and transitioning to, the Calgary region. As part of the Aboriginal Workforce Initiative, the Chamber released Completing the Circle: Realities, Challenges, and Strategies to Improve Aboriginal Labour Market Outcomes, a detailed report on the Aboriginal labour market in Calgary. The Aboriginal Business Connection series builds on many of the priorities outlined in Completing the Circle, such as aligning the interests of the Aboriginal and business community.

The Aboriginal community has recognized the value of the project. “The Chamber’s Aboriginal Workforce Initiative is one of the most progressive in the country,” says Ryan Robb, CEO of Treaty 7 Management Corp.

The ABC series and the AWI are timely given the importance of Canada’s Aboriginal Peoples to the country’s future prosperity. The 2011 speech from the throne noted: “Concerted action is needed to address the barriers to social and economic participation that many Aboriginal Canadians face.”

For more information on the series, visit calgarychamber.com.

LEADING BUSINESS O C TO B E R 2 0 1 1 | 3

“The Chamber’s Aboriginal Workforce Initiative is one of the most progressive in the country,” says Ryan Robb,

CEO of Treaty 7 Management Corp.

Executive

Glenn McNamara – Chair

Simon Vincent– Immediate Past Chair

Dave Sprague – Vice Chair (Chair Elect)

Joe Lougheed – 2nd Vice Chair

Rob Hawley – Vice Chair, Finance

Directors

Don Chynoweth

Melodie Creegan

William Flaig

Joe Gysel

Chuck Szmurlo

Kelly Blackshaw

Doug Firby

Arlene Flock

Guy Huntingford

Eva Friesen

Leah Lawrence

Rob Lennard

Dilan Perera

Paul Waddell

Management

Adam Legge, President + CEO

Ben Brunnen, Director of Policy and Government Affairs & Chief Economist

Craig Watt, Director of Programming & Connectivity and Chief Strategy Officer

Jackie McAtee, Director of Marketing and Communications.

Kim Koss, Vice President, Business Development

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

The Calgary Chamber of Commerce 100 6th Avenue S.W, Calgary, Alberta T2P 0P5

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

www.calgarychamber.com

2011 Board ofDirectors


The second event featured Manny Jules, chairman of the First Nations Tax Commission, who covered the challenges Aboriginal communities face in accessing capital, and the role this plays in economic development.

The ABC series will run through 2012, and delve into topics such as consultation and accommodation, federal engagement, governance and good economic policy, structuring business partnerships and renewed relationships for economic success. It will bring together leading experts, government representatives, corporate leaders and members of the Aboriginal community to spark discussion, share information and ultimately, foster long-term, sustainable business partnerships between the business and Aboriginal communities.

The series will conclude with a summary report and toolkit for businesses based on findings from the speaker series and additional research. The report and toolkit are designed to provide businesses and Aboriginal communities with information to build successful and sustainable business partnerships.

Aboriginal affairs have been a long-standing priority of the Chamber, who created the first standing committee on Aboriginal issues in Canada in 1980. The committee, which is comprised of representatives from the Aboriginal and business communities, government and academia, has been instrumental in the

design of the ABC series and past work.In 2007, the Chamber launched its

Aboriginal Workforce Initiative, which sought to improve the economic and labour market outcomes of Aboriginal people and entrepreneurs both within, and transitioning to, the Calgary region. As part of the Aboriginal Workforce Initiative, the Chamber released Completing the Circle: Realities, Challenges, and Strategies to Improve Aboriginal Labour Market Outcomes, a detailed report on the Aboriginal labour market in Calgary. The Aboriginal Business Connection series builds on many of the priorities outlined in Completing the Circle, such as aligning the interests of the Aboriginal and business community.

The Aboriginal community has recognized the value of the project. “The Chamber’s Aboriginal Workforce Initiative is one of the most progressive in the country,” says Ryan Robb, CEO of Treaty 7 Management Corp.

The ABC series and the AWI are timely given the importance of Canada’s Aboriginal Peoples to the country’s future prosperity. The 2011 speech from the throne noted: “Concerted action is needed to address the barriers to social and economic participation that many Aboriginal Canadians face.”

For more information on the series, visit calgarychamber.com.

LEADING BUSINESS O C TO B E R 2 0 1 1 | 3

“The Chamber’s Aboriginal Workforce Initiative is one of the most progressive in the country,” says Ryan Robb,

CEO of Treaty 7 Management Corp.

http://www.drivingforce.ca


New and NotedGRAPHIC DESIGNERS Bluesky Designwww.bluesky-design.ca

FINANCIAL SERVICES ICICI Bank Canada www.icicibank.ca

RESORTS Meadow Lake Resort www.meadowlake.com

EDUCATIONAL INSTITUTIONS University of Calgary Career Services www.ucalgary.ca/careers

HOTELS/MOTELS/RESORTS/ACCOMMODATIONSAzuridge www.azuridge.ca

IT CONSULTANTS Computer Infrastructure Consulting Services www.cicstech.com

INVESTMENTS Bissett Investment [email protected]

CLOTHING/APPARELFusion Custom Suits www.fusioncustomsuits.com

BUSINESS BROKER VR Business Sales/Mergers & Acquisitions www.vrcgy.com

CONSTRUCTION - COMPANIESWill Buchkowsky www.chandos.com

ACCOUNTANTS Dorward & Company LLP Chartered Accountantswww.dorward.ca

ENVIRONMENTAL CONSULTING TERA Environmental Consultantswww.teraenv.com

MARKETING Marketing Matters Canadawww.marketingmatterscanada.com

EMPLOYMENT AGENCIES WORKOPOLIS www.workopolis.com

1/2 page vert


Bold ideas and the power of what could be.

iFseries.ca Save

the

date

Novem

ber 2

1

MacEw

an H

all, U

nivers

ity of

Calg

ary

9:00 a

m to 5:

00 pm

$55 m

embe

rs $7

5 futu

re mem

bers

$35 s

tuden

ts

Mav

erick

Par

tner

s:

.2

Intri

guing P

artn

er:

Stay part of the conversation...

web: www.iFseries.ca

twitter: @iFseries

facebook: iFseries

telephone: 403 750 0400

About iFiF believes passionately in

sharing ideas and celebrat-ing success. Why? Because success breeds success and excellence attracts excel-lence. iF wants to give voice to those individuals who have realized success in their fields in the hope of inspiring action in others.

So the iF series is de-signed to be that catalyst of inspiration for the commu-nity; that space where those who have achieved excel-lence can ‘pay-forward’ and celebrate being a citizen of Calgary. We are all re-sponsible for co-creating our future and the success of our city. We want those who have made Calgary the hometown of their success to inspire others. We want to encourage this behaviour and thinking in others; to not risk losing the talented, motivating and successful to another more supportive en-vironment. A place where risk taking, creative thinking and adventure sit comfortably together across all sectors, industries and endeavours.

The iF series is dedicated to sharing the success of great Calgarians. We are committed to talking about bold ideas, iF questions and challenging businesses and the commu-nity to develop new solutions. We believe the best way to do that is through engaging your voice.

The purpose of iF is to inspire Calgarians to take action to make a great Calgary even greater.

Upcoming EventsFor more information or to register call our Events department at 403.750.0444 or visit calgarychamber.com

The next iF series event takes place at the University of Calgary on November 21, 2011. To

register visit www.ifseries.ca.

We are committed to talking about bold ideas, iF questions and challenging

businesses and the community to develop new solutions. We believe the best way to do

that is through engaging your voice.


Call today for your FREE consultation and your start to a more beautiful smile.

• Cosmetic Dentistry• Emphasis on Prevention

• General Dentistry • Tooth Whitening • New Patients & Emergencies Welcome

• Direct Billing of Insurance Plans

An amazingly convenient location you can walk to from your urban home or office saving you valuable time and money.

If you choose to drive, dedicated parking is available!

Conveniently located under the Calgary Tower430 Tower Centre, 131-9 Avenue SW

www.drgalan.com

DOWNTOWN DENTIST

403-265-3146

http://www.drgalan.com


New and NotedGRAPHIC DESIGNERS Bluesky Designwww.bluesky-design.ca

FINANCIAL SERVICES ICICI Bank Canada www.icicibank.ca

RESORTS Meadow Lake Resort www.meadowlake.com

EDUCATIONAL INSTITUTIONS University of Calgary Career Services www.ucalgary.ca/careers

HOTELS/MOTELS/RESORTS/ACCOMMODATIONSAzuridge www.azuridge.ca

IT CONSULTANTS Computer Infrastructure Consulting Services www.cicstech.com

INVESTMENTS Bissett Investment [email protected]

CLOTHING/APPARELFusion Custom Suits www.fusioncustomsuits.com

BUSINESS BROKER VR Business Sales/Mergers & Acquisitions www.vrcgy.com

CONSTRUCTION - COMPANIESWill Buchkowsky www.chandos.com

ACCOUNTANTS Dorward & Company LLP Chartered Accountantswww.dorward.ca

ENVIRONMENTAL CONSULTING TERA Environmental Consultantswww.teraenv.com

MARKETING Marketing Matters Canadawww.marketingmatterscanada.com

EMPLOYMENT AGENCIES WORKOPOLIS www.workopolis.com

1/2 page vert


Bold ideas and the power of what could be.

iFseries.ca Save

the

date

Novem

ber 2

1

MacEw

an H

all, U

nivers

ity of

Calg

ary

9:00 a

m to 5:

00 pm

$55 m

embe

rs $7

5 futu

re mem

bers

$35 s

tuden

ts

Mav

erick

Par

tner

s:

.2

Intri

guing P

artn

er:

Stay part of the conversation...

web: www.iFseries.ca

twitter: @iFseries

facebook: iFseries

telephone: 403 750 0400

About iFiF believes passionately in

sharing ideas and celebrat-ing success. Why? Because success breeds success and excellence attracts excel-lence. iF wants to give voice to those individuals who have realized success in their fields in the hope of inspiring action in others.

So the iF series is de-signed to be that catalyst of inspiration for the commu-nity; that space where those who have achieved excel-lence can ‘pay-forward’ and celebrate being a citizen of Calgary. We are all re-sponsible for co-creating our future and the success of our city. We want those who have made Calgary the hometown of their success to inspire others. We want to encourage this behaviour and thinking in others; to not risk losing the talented, motivating and successful to another more supportive en-vironment. A place where risk taking, creative thinking and adventure sit comfortably together across all sectors, industries and endeavours.

The iF series is dedicated to sharing the success of great Calgarians. We are committed to talking about bold ideas, iF questions and challenging businesses and the commu-nity to develop new solutions. We believe the best way to do that is through engaging your voice.

The purpose of iF is to inspire Calgarians to take action to make a great Calgary even greater.

Upcoming EventsFor more information or to register call our Events department at 403.750.0444 or visit calgarychamber.com

The next iF series event takes place at the University of Calgary on November 21, 2011. To

register visit www.ifseries.ca.

We are committed to talking about bold ideas, iF questions and challenging

businesses and the community to develop new solutions. We believe the best way to do

that is through engaging your voice.


In a world of paperless offices, streaming online video, and video chat from your smartphone, most businesspeople and convention delegates have high expectations for the

presentations they attend. And no one knows this more than Steve Read, CEO (that’s Chief Evolution Officer) of Evolution Presentation Technologies.

“Planners, presenters and attendees have much more sophisticated requirements than even ten years ago,” says Read. “They are used to seeing the latest technologies utilized in their boardrooms and their homes. When it comes to a meeting or public event, they expect the same level of technology. Presentation technologies – light, sound, video, interactive – all of it is now more important than ever to the success of an event. People are recognizing that and allowing more in their planning budgets for it.”

Evolution Presentation Technologies began as Apex Audio-Visual, a Calgary-based company started by Read’s father in 1980. After taking over in 2003 and acquiring operations in seven cities, Read changed the name to Evolution. The company has been a preferred partner at the Calgary TELUS Convention Centre (CTCC) since 1999. The growth of Read’s company is just one more example of the economic impact and job-creation power of a facility like the CTCC.

During the 12 years since becoming a preferred partner, Read and his staff have become closely integrated with CTCC employees and clientele. “We may be a supplier,” says Read, “but we work as part of the CTCC team. Our staff wear Evolution shirts, but we wear convention centre nametags. We know the building regulations, fire codes, safety certifications and all the details of the facility. From a client’s perspective, they get the advantage of in-house expertise, while knowing we still have to be competitive with price and level of service. CTCC event managers regularly include us in client meetings and planning sessions so we can advise on technology and ensure smooth, worry-free planning.”

Seamless integration is further enhanced by the fact that Evolution maintains an entire warehouse of inventory right on site. Read explains that, with technology, issues inevitably arise. Evolution’s on-site warehouse gives CTCC customers

Steve Read and the team at Evolution Presentation Technologies make CTCC events visually appealing.

By Gord Hawker

A feast for tHe eyesAV services at CtCC ensure a lasting impression

the peace of mind knowing that, if a piece of equipment isn’t operating to expectation, or if additional equipment is needed, Evolution has immediate access without the delays of traveling to an across-town warehouse. Technicians and equipment are always there, at the ready.

Technical ability and equipment aren’t all that Evolution brings to the table for CTCC guests and clients. Read and his team also bring a lot of creativity, using their staging and set design skills to ensure each event has its own identity. Working with clients and CTCC event managers, they can create dynamic backdrops that employ multiple video projectors on massive screens. They can make innovative use of fabric and lighting to create just the right mood for galas, presentations and award ceremonies. They can help bring the world to Calgary through live video feeds from around the globe. They can even incorporate audience response systems that allow CTCC guests to participate in audience polls and provide live feedback during an event.

If there is a way that technology can enhance the experience and make events more memorable, Evolution Presentation Technologies and CTCC staff will work together to ensure a lasting impression.

Here at the University of Alberta, more than 1000 researchers are

collaborating on a single challenge: responsible development

of our oil sands. They’re looking for breakthroughs and

continuous improvements – techniques that have less impact

on the air, the water and the land. There may be a perception

that nobody’s working on these challenges.

Nothing could be further from the truth.

oilsandstoday.caA message from Canada’s Oil Sands Producers.

The Canadian Association of Petroleum Producers (CAPP) represents member companies that produce over 90 per cent of Canada’s natural gas and crude oil, including Canada’s Oil Sands Producers.

Uni

vers

ity o

f Alb

erta

, Nor

th C

amp

us –

Loc

atio

n 53

.526

849,

-11

3.52

9623

1000 researchers on a

Dr. David Lynch, P. Eng.Dean of EngineeringUniversity of Alberta

APPROVALS:ACCOUNT DIRECTOR: CREATIVE DIRECTOR: STUDIO MANAGER:

1910 Yonge St., Toronto, ON T: 416 484-1959

http://www.oilsandstoday.ca

In a world of paperless offices, streaming online video, and video chat from your smartphone, most businesspeople and convention delegates have high expectations for the

presentations they attend. And no one knows this more than Steve Read, CEO (that’s Chief Evolution Officer) of Evolution Presentation Technologies.

“Planners, presenters and attendees have much more sophisticated requirements than even ten years ago,” says Read. “They are used to seeing the latest technologies utilized in their boardrooms and their homes. When it comes to a meeting or public event, they expect the same level of technology. Presentation technologies – light, sound, video, interactive – all of it is now more important than ever to the success of an event. People are recognizing that and allowing more in their planning budgets for it.”

Evolution Presentation Technologies began as Apex Audio-Visual, a Calgary-based company started by Read’s father in 1980. After taking over in 2003 and acquiring operations in seven cities, Read changed the name to Evolution. The company has been a preferred partner at the Calgary TELUS Convention Centre (CTCC) since 1999. The growth of Read’s company is just one more example of the economic impact and job-creation power of a facility like the CTCC.

During the 12 years since becoming a preferred partner, Read and his staff have become closely integrated with CTCC employees and clientele. “We may be a supplier,” says Read, “but we work as part of the CTCC team. Our staff wear Evolution shirts, but we wear convention centre nametags. We know the building regulations, fire codes, safety certifications and all the details of the facility. From a client’s perspective, they get the advantage of in-house expertise, while knowing we still have to be competitive with price and level of service. CTCC event managers regularly include us in client meetings and planning sessions so we can advise on technology and ensure smooth, worry-free planning.”

Seamless integration is further enhanced by the fact that Evolution maintains an entire warehouse of inventory right on site. Read explains that, with technology, issues inevitably arise. Evolution’s on-site warehouse gives CTCC customers

Steve Read and the team at Evolution Presentation Technologies make CTCC events visually appealing.

By Gord Hawker

A feast for tHe eyesAV services at CtCC ensure a lasting impression

the peace of mind knowing that, if a piece of equipment isn’t operating to expectation, or if additional equipment is needed, Evolution has immediate access without the delays of traveling to an across-town warehouse. Technicians and equipment are always there, at the ready.

Technical ability and equipment aren’t all that Evolution brings to the table for CTCC guests and clients. Read and his team also bring a lot of creativity, using their staging and set design skills to ensure each event has its own identity. Working with clients and CTCC event managers, they can create dynamic backdrops that employ multiple video projectors on massive screens. They can make innovative use of fabric and lighting to create just the right mood for galas, presentations and award ceremonies. They can help bring the world to Calgary through live video feeds from around the globe. They can even incorporate audience response systems that allow CTCC guests to participate in audience polls and provide live feedback during an event.

If there is a way that technology can enhance the experience and make events more memorable, Evolution Presentation Technologies and CTCC staff will work together to ensure a lasting impression.


Here at the University of Alberta, more than 1000 researchers are

collaborating on a single challenge: responsible development

of our oil sands. They’re looking for breakthroughs and

continuous improvements – techniques that have less impact

on the air, the water and the land. There may be a perception

that nobody’s working on these challenges.

Nothing could be further from the truth.

oilsandstoday.caA message from Canada’s Oil Sands Producers.

The Canadian Association of Petroleum Producers (CAPP) represents member companies that produce over 90 per cent of Canada’s natural gas and crude oil, including Canada’s Oil Sands Producers.

Uni

vers

ity o

f Alb

erta

, Nor

th C

amp

us –

Loc

atio

n 53

.526

849,

-11

3.52

9623

1000 researchers on a

Dr. David Lynch, P. Eng.Dean of EngineeringUniversity of Alberta

APPROVALS:ACCOUNT DIRECTOR: CREATIVE DIRECTOR: STUDIO MANAGER:

1910 Yonge St., Toronto, ON T: 416 484-1959


TECHNOVATE WAYShowcasing technology companies driving innovation

BY ANdrEA MENdizABAl

if you had the chance to stroll down Technovate Way, you would have discovered some of the

newest technology companies driving innovation in Calgary. Presented by Innovate Calgary, the Alastair Ross Technology Centre’s (ARTC) annual Tech Showcase and Open House is an evening packed with energy and excitement that draws more than 400 of Calgary’s who’s who of the advanced technology community. Among great food, electrifying activity and dynamic exhibitors, the community comes together for one of the city’s largest tech sector networking events.

Tech Showcase is dedicated to providing local high-tech companies with the opportunity to showcase their innovative business to a cross section of Calgary’s advanced tech community including industry, media, potential investors and fellow entrepreneurs.

Dave MacKillop, manager of the Alastair Ross Technology Centre, says it’s all about facilitating connections and helping others build key relationships that will lead to opportunity. Despite email and online social networking, business is still a full contact sport where relationships and face-to-face contact are critical to success.

“We are creating the activity and providing the venue for people to interact. It’s a place where up-and-coming technology companies can come showcase what they’re doing while they meet and greet folks in the tech sector,” he says. “The environment encourages conversation and the building of those networks long after the event is over.”

Held on October 27, 2011, the 12th annual Tech Showcase and Open House, themed Technovate Way –

showcasing technology companies driving innovation, saw the return of the silent auction in support of the United Way of Calgary and Area, as well as the popular “Perfect Pitch” contest.

Sponsored and hosted by Alberta Deal Generator, all exhibitors were given the opportunity to present their business pitch to a team of experienced entrepreneurs for a chance to win a $1,000 cash prize.

As an added incentive, exhibitors were able to perfect their pitch prior to the contest through the “Perfecting your Pitch” pre-event seminar. Delivered by seasoned experts, the seminar provided budding technology companies with invaluable techniques

on how to maximize their company’s pitch.

This year’s Tech Showcase also featured “Trade Show 101,” a pre-event seminar designed to give practical tips for gaining the most out of an exhibition space.

Since its inception in 2000, the Alastair Ross Technology Centre’s Tech Showcase and Open House has grown to become one of Calgary’s largest and most exciting tech sector networking events.

For more information on the Alastair Ross Technology Centre or the technology transfer and business incubator services provided by Innovate Calgary, contact 403.284.6400 or visit innovatecalgary.com.

BY T. l. dudAr

Among great food, electrifying activity and dynamic

exhibitors, the community comes together for one

of the city’s largest tech sector networking events.

Applications are currently being accepted for the 2012 Tourism Calgary White Hat Awards.

This year’s winners will be treated to more than the usual pomp and a whole lot more than the normal circumstance. All because the coming White Hat Awards will mark the 50th anniversary of this great Calgary tradition.

The event celebrates the people behind Calgary’s legendary western hospitality, and it’s fitting perhaps that the White Hat’s 50th falls in the Calgary Stampede’s centennial year. Even more timely is the chance for Calgary to look at this tradition and remember its significance to the city’s past, as well as its ability to resonate today and into tomorrow.

The White Hat is an enduring symbol of a meaningful tradition. And that’s not all — the White Hat continues to set Calgary apart. It differentiates Calgary from the dozens of other cities around the world that can boast of a vibrant core, youthful energy and hopeful future.

As discussions about Calgary’s brand and identity will undoubtedly continue, the Tourism Calgary answer to questions of the White Hat’s relevancy remain steadfast. Does the

White Hat still represent Calgary? Of course it does. Does it represent all of Calgary all the time? Of course not. And it doesn’t need to.

The White Hat symbolizes a western heritage that will never change and it represents a welcoming hospitality that is recognizable and elevates our city beyond the competition. Just look at the royal visit in July. Every picture that gained Calgary international exposure included the White Hat, and many of the pictures that captured their entire Canadian visit included that same hat. And you can’t tell us that Kate didn’t make her Smithbilt hat look good. Without the White Hat they could have been almost anywhere.

Calgary welcomes close to five million visitors each year and hopes to encourage even more to come to our city and stimulate our economy. It seems obvious that having a unique reputation for giving those guests a hearty welcome and tremendous hospitality throughout their stay would be great for business.

Calgary is also the youngest city in the nation with a population that’s ever expanding and an energy that pervades every sector and facet of its businesses, attractions and neighbourhoods. Yet the

question remains for some — does the White Hat still have a place in today’s Calgary? And our answer, unsurprisingly, remains the same — of course it does.

Examples from Calgary’s forward-thinking, dynamic arts community show that western heritage themes can help separate our products from others across the country and around the world. One of Calgary’s greatest attractions — the High Performance Rodeo — weaves western traditions into present-day culture. And one of the city’s up-and-coming events, the Calgary International Film Festival, celebrates a culture of mavericks.

The White Hat can stand for more than our storied past and the great Calgary Stampede. It’s a big hat after all. It’s even made right here.

For 50 years we’ve celebrated the best in Calgary’s tourism and hospitality sector. We’ve recognized somewhere in the vicinity of 1,000 shining examples of personified western hospitality. This year the bash will be the biggest ever, it’s going to be very Calgary. We’ll honour our history, salute today’s stars and aspire to an even greater tomorrow.

Calgary White Hat Awards 50th anniversary celebration:

visitcalgary.com/whitehat

By StewArt McDonough

the white hat Awards – 50 years Strong

Kate and William take the White Hat to a global audience; photo courtesy Canadian Tourism Commission.

2011 White Hat Award revellers.

Smithbilt White Hats on display.

Another year and another sell-out crowd of 1,000 Calgarians packed into the Hyatt Regency Calgary for the seventh-annual Economic Outlook lunch. Building

on last year’s success, Calgary Economic Development welcomed back Craig Alexander, Vice President and Chief Economist at TD Bank Group, and Mario Lefebvre, Director for the Centre for Municipal Studies at the Conference Board of Canada.

Craig Alexander kicked off the presentations and painted a detailed, albeit mildly gloomy, picture of the world economy. According to Alexander, there is currently a crisis of confidence in the Eurozone that has no simple, short-term solution. There is also a crisis of confidence in the United States stemming from the political posturing in anticipation of the 2012 elections. The last crisis Alexander spoke to was the weakness in the housing sector recovery and slow employment growth internationally. On the upside for Calgary, TD predicts that oil prices should remain high enough to make the oil sands developments profitable and a severe housing contraction is highly unlikely in the Calgary market.

Mario Lefebvre brought his usual humour and wit to bear on a crowd that was rather subdued from the global economic realities Alexander spoke of. Lefebvre’s presentation focused more on Canadian cities and in particular, he provided his projections for the Calgary economy over the next few years. He emphasized that although growth prospects for Calgary were less than the record numbers from 2005-2008, they were most impressive considering the storms brewing in the world economy. In fact, the Conference Board of Canada predicts that real GDP growth in Calgary will average four per cent per year between 2013-2015. Employment growth has been the strongest in Canada, housing prices remain flat but are not in jeopardy of losing value, and population growth at two per cent per year will keep the economy on solid footing moving forward. By Lefebvre’s projections Calgary will be battling Saskatoon for the top performing economy in Canada by 2015.

Calgary Economic Development recognizes the value the Economic Outlook event brings to the Calgary business community as they begin business planning for 2012, and look forward to continuing to host this event in the coming years.

Calgary Set for Continued Growth Despite Global Economic UncertaintyBy MikE FothErinGhAM

Global Business Centre Celebrates one year of operationBy MArEk DrywA

the Global Business Centre (GBC), an innovative initiative by Calgary Economic Development, officially

opened its doors at 120 8 Avenue SE on June 29, 2010. This world-class, fully-equipped, 7500-sq.-ft. facility is ideally located in the centre of Calgary’s business district on Stephen Avenue. As southern Alberta’s newest business resource, the GBC serves as a launching pad to increase international trade and business activity, and as a landing pad to attract new investment and business growth to the region. In addition to the suite of programs and services available to serve these two objectives, the GBC also provides temporary rental facilities such as meeting rooms, offices and business desks.

Since opening, the Global Business Centre has been successful in building a presence in the Calgary community through the GBC a.m. morning breakfast series and country-in-focus events. In the first year of operations, the GBC hosted 25 foreign delegations, over 150 events and provided temporary office space for clients such as the Bank of China, Inter-American Development Bank and the Consulate of France.

In addition, Calgary Economic Development and the Global Business Centre have been involved in numerous incoming and outgoing trade missions. There have been outgoing missions to Brazil (May 2010) and China (May 2011). Through the leadership of the Global Business Centre team, Calgary Economic

Development served as the delegation leader for Southern Alberta to Centrallia, an international business development forum designed for small- and medium-sized companies, held in October 2010. We were also successful in recruiting six companies from Southern Alberta to participate in the well-attended Futurallia forum held in Kansas City in May 2011.

The fall looks to be busy for the Global Business Centre, with over 40 major events booked in the remainder of 2011, and numerous other programming and networking opportunities. We are looking forward to the next 12 months with ambitious plans of adding export-related programming and developing fruitful partnerships with local and international clients.


A Meeting Place A Landmark A Community Hub

Feeding the

calgary-convention.com T 403.261.8500 | [email protected]

Meet with energy!

We are committed to bringing a world of energy and ideas together.

Another year and another sell-out crowd of 1,000 Calgarians packed into the Hyatt Regency Calgary for the seventh-annual Economic Outlook lunch. Building

on last year’s success, Calgary Economic Development welcomed back Craig Alexander, Vice President and Chief Economist at TD Bank Group, and Mario Lefebvre, Director for the Centre for Municipal Studies at the Conference Board of Canada.

Craig Alexander kicked off the presentations and painted a detailed, albeit mildly gloomy, picture of the world economy. According to Alexander, there is currently a crisis of confidence in the Eurozone that has no simple, short-term solution. There is also a crisis of confidence in the United States stemming from the political posturing in anticipation of the 2012 elections. The last crisis Alexander spoke to was the weakness in the housing sector recovery and slow employment growth internationally. On the upside for Calgary, TD predicts that oil prices should remain high enough to make the oil sands developments profitable and a severe housing contraction is highly unlikely in the Calgary market.

Mario Lefebvre brought his usual humour and wit to bear on a crowd that was rather subdued from the global economic realities Alexander spoke of. Lefebvre’s presentation focused more on Canadian cities and in particular, he provided his projections for the Calgary economy over the next few years. He emphasized that although growth prospects for Calgary were less than the record numbers from 2005-2008, they were most impressive considering the storms brewing in the world economy. In fact, the Conference Board of Canada predicts that real GDP growth in Calgary will average four per cent per year between 2013-2015. Employment growth has been the strongest in Canada, housing prices remain flat but are not in jeopardy of losing value, and population growth at two per cent per year will keep the economy on solid footing moving forward. By Lefebvre’s projections Calgary will be battling Saskatoon for the top performing economy in Canada by 2015.

Calgary Economic Development recognizes the value the Economic Outlook event brings to the Calgary business community as they begin business planning for 2012, and look forward to continuing to host this event in the coming years.

Calgary Set for Continued Growth Despite Global Economic UncertaintyBy MikE FothErinGhAM

Global Business Centre Celebrates one year of operationBy MArEk DrywA

the Global Business Centre (GBC), an innovative initiative by Calgary Economic Development, officially

opened its doors at 120 8 Avenue SE on June 29, 2010. This world-class, fully-equipped, 7500-sq.-ft. facility is ideally located in the centre of Calgary’s business district on Stephen Avenue. As southern Alberta’s newest business resource, the GBC serves as a launching pad to increase international trade and business activity, and as a landing pad to attract new investment and business growth to the region. In addition to the suite of programs and services available to serve these two objectives, the GBC also provides temporary rental facilities such as meeting rooms, offices and business desks.

Since opening, the Global Business Centre has been successful in building a presence in the Calgary community through the GBC a.m. morning breakfast series and country-in-focus events. In the first year of operations, the GBC hosted 25 foreign delegations, over 150 events and provided temporary office space for clients such as the Bank of China, Inter-American Development Bank and the Consulate of France.

In addition, Calgary Economic Development and the Global Business Centre have been involved in numerous incoming and outgoing trade missions. There have been outgoing missions to Brazil (May 2010) and China (May 2011). Through the leadership of the Global Business Centre team, Calgary Economic

Development served as the delegation leader for Southern Alberta to Centrallia, an international business development forum designed for small- and medium-sized companies, held in October 2010. We were also successful in recruiting six companies from Southern Alberta to participate in the well-attended Futurallia forum held in Kansas City in May 2011.

The fall looks to be busy for the Global Business Centre, with over 40 major events booked in the remainder of 2011, and numerous other programming and networking opportunities. We are looking forward to the next 12 months with ambitious plans of adding export-related programming and developing fruitful partnerships with local and international clients.

A Meeting Place A Landmark A Community Hub

Feeding the

calgary-convention.com T 403.261.8500 | [email protected]

Meet with energy!

We are committed to bringing a world of energy and ideas together.

http://www.calgary-convention.com


David Parker • MarketingMatters

marketingMatters

i’m looking forward to the open-ing of the under-construction 8,000-square-foot sales and mar-

keting centre in the heart of East Village.

Although I don’t quite understand why the Calgary Municipal Land Corporation felt the need to have it designed by a Vancouver archi-tect, James Cheng is certainly very accomplished. But I am thrilled that CMLC has contracted Calgary model maker Replicate Designs to sup-ply the East Village Design Centre with an approximately 11-square-foot 1-to-300 model of the entire area under development, including city hall to the west, Fort Calgary to the east, and across the Bow River via the proposed St Patrick’s Island bridge to Memorial Drive.

It should prove to be a real help in marketing the remaining lands to developers who will be able to see new structures added to the ‘live’ model as they get planned.

• • • • • • • • • • • • • •

Ian Chiclo, publisher of Fast For-ward, has joined Tourism Calgary as its new director of digital marketing. He founded the weekly entertainment newspaper 16 years ago and brought it into the digital age; and he will play a big part in the strategic promotion of this city’s tourism industry.

The current chair of the board of the Calgary Folk Festival, Chiclo took over from Kit Reading who decided to head back east.

• • • • • • • • • • • • • •

In the 10 years Alexis MacKenzie spent at NORR Architects Engineers Planners, she played a pivotal role in the devel-opment of the company, lastly in the position of regional marketing manager.

But she felt it time for a change and a new challenge and has joined the Alberta Beverage Container Recycling Corporation (ABCRC) as vice presi-dent, communications and marketing.

ABCRC is a provincially-incorpo-rated, not-for-profit corporation that operates a common collection system for beverage containers and promotes the recycling and collection of them.

Based in the company’s Calgary head office, MacKenzie will be respon-sible for designing and implementing provincewide marketing and commu-nications plans to engage and educate the public, community groups and industry partners in the process of recycling beverage containers.

• • • • • • • • • • • • • •

Strut Creative has come up with another winner in its campaign for Shell that engages the public across the country to get more involved in its 20-year-old environmental program.

Aaron Salus and his team have cre-ated Fueling Change, incorporating social media and a means of voting through customers redeeming their Shell receipts to win grants for their favourite environmental programs.

Strut has also developed an Energy Challenge campaign in association with Canadian Geographic, whereby six families are followed by website and blog to go on an energy diet.

And do check out its campaign for Brookfield Homes that is helping a tech-savvy audience to buy a home through the use of mobile smart-phones, interactive multi-touch sales kiosks and a spiffy new website.

• • • • • • • • • • • • • •

In 2005, both the Northern and Southern Alberta Jubilee Auditoria

were slated for a total refurbishment and for the first time ever both ven-ues would share elements of a unified brand, but yet still retain their own identity.

The Calgary office of William Joseph, which began its working rela-tionship with the Calgary auditorium in 2002, was engaged as the market-ing agency for the launch and became involved with the planning, architect and interior design team on the project allowing them to ensure the brand was consistent with the experience of the patrons.

In 2008, after a formal agency search, William Joseph was once again awarded the account. Recently the Jubilee Auditoria of Alberta review was conducted again and William Joseph CEO Ryan Townsend says he is ecstatic to have been chosen once more. Obviously his firm’s knowledge and insight into venue marketing and their passion for the arts has stood them in good stead.

It has now launched its third-annual Band-Aid campaign that offers $20,000 of its services to a not-for-profit. Clean Calgary and Saskatoon Zoo Society were the first two winners – this year’s will be announced before Christmas.

• • • • • • • • • • • • • •

Shelley Youngblut, who did such an award-winning job as publisher of Swerve magazine, has joined the Globe and Mail as its new western editor. BiC

Parker’s Pick: As a change to the usual razzle-

dazzle advertising of getting one excited about a product or service, it was a nice change to see WAX take a different approach with its “Insurance is Boring” campaign for Western Direct Insurance.

By david PaRkeR

Rolex Canada Ltd., 50 St. Clair Ave West, Toronto, ON M4V 3B7, T: 416.968.1100 - F: 416.968.2315

INK-JET PRINTOUT IS NOT A COLOUR-ACCURATE PROOF

AND MAY HAVE BEEN REDUCED TO FIT PAPER.

Artwork supplied byRolex Canada Ltd.- Marketing Department

Contact: Ana Catucci, ManagerEmail: [email protected]

Docket No. File Name

CLOSING:STARTED:COMPLETED:

PUBLICATION:____________________________________________________________________

INSERTION DATE:____________________________________

THIS ADVERTISEMENT MUST BE USED ONLY FOR SPECIFIC PUBLICATION AND DATE,

AND MUST NOT BE MODIFIED.

AD SIZE:TRIM:BLEED:COLOUR:

608 2011_JVair_22Business in Calgary

November 2011FP 7.875”w x 10.75”d0.25” aroundFull Colour

Sep 30/11Sep 30/11Sep 30/11

the datejust ii

2011_JVair_22_outl.indd 1 9/30/2011 10:56:31 AM

marketingMatters

Rolex Canada Ltd., 50 St. Clair Ave West, Toronto, ON M4V 3B7, T: 416.968.1100 - F: 416.968.2315

INK-JET PRINTOUT IS NOT A COLOUR-ACCURATE PROOF

AND MAY HAVE BEEN REDUCED TO FIT PAPER.

Artwork supplied byRolex Canada Ltd.- Marketing Department

Contact: Ana Catucci, ManagerEmail: [email protected]

Docket No. File Name

CLOSING:STARTED:COMPLETED:

PUBLICATION:____________________________________________________________________

INSERTION DATE:____________________________________

THIS ADVERTISEMENT MUST BE USED ONLY FOR SPECIFIC PUBLICATION AND DATE,

AND MUST NOT BE MODIFIED.

AD SIZE:TRIM:BLEED:COLOUR:

608 2011_JVair_22Business in Calgary

November 2011FP 7.875”w x 10.75”d0.25” aroundFull Colour

Sep 30/11Sep 30/11Sep 30/11

the datejust ii

2011_JVair_22_outl.indd 1 9/30/2011 10:56:31 AM

http://www.jvairanderson.com

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November 2011 Business in Calgary

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