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Aviation

Fixed-Base Operations

Oil & Gas

The Theatre of Protests

Zoomers & Boomers

Boomers: The Suddenly Hot Consumers

[[[+Alan Norris Distinguished Business Leader

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REBRAND.In the waning days of summer 2011, the senior management team at one of Canada’s largest equipment dealership groups sat around a boardroom table in preparation for what would be the most important meeting in the history of their company. Folders opened and papers slid out as they prepared to tackle the most challenging question in the history of Rocky Mountain Dealerships: how do you re-brand and re-position a billion dollar company for the next phase of its growth - while staying true to the small-town, personal roots that brought it to here? Rocky had grown from a mid-sized company with 12 dealerships in Alberta to the current publicly-traded (RME.TO) powerhouse of 38 dealerships across 3 provinces. Agriculture equipment & construction equipment dealers have a special relationship with their customers beyond just supplying equipment. The dealerships provide a sense of stability and dependability to their customers through product support and knowledge earned over the course of generations. While it was clear that there was value in rolling the various merged and acquired store names into a single entity, there was also a need to maintain a sense of the local, personal relationships that had been built in each store.

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Introducing the newRocky Mountain EquipmentDEPENDABLE IS WHAT WE DO.

ROCKYTHE

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6 • June 2013 BUSINESS IN CALGARY | www.businessincalgary.com

Contents

Return undeliverable Canadian addresses to circulation dept.1025 101 6th Ave. SW Calgary, AB T2P [email protected]

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Frank Atkins David ParkerLonnie TateMary Savage

THIS ISSUE’S CONTRIBUTORSCamie Leard

Heather RamsayJesse Semko

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Parker GrantNerissa McNaughton

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Aviation

Fixed-Base Operations

Oil & Gas


Zoomers & Boomers


[[[+Alan Norris Distinguished Business Leader

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On our cover…

Alan Norris, president and CEO of Calgary-based Brookfi eld Residential Properties

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Contents


THIS MONTH’S FEATURES26 • The Theatre of ProtestsBy Parker Grant

33 • What’s this GPS Doing in my Tractor? Farming Goes High-TechWhat’s in the cab of combines and under the hoods of tractors is a lot more complicated than it used to be. Technology in agriculture is turning farming from a weather-dependent industry into acres of mass effi ciency. By Nerissa McNaughton

38 • Corporate Responsibility and Environmental Stewardship: A Natural CollaborationCorporations put their money, time and resources into environmental sustainabilityBy Nerissa McNaughton

50 • Curb AppealTightening market conditions may encourage some homeowners who have been waiting to list their home to fi nally get on the market. Having good curb appeal will help leverage even more out of the sale.By Heather Ramsay

67 • Economic Diversifi cation: Alberta’s Quiet TransformationBy Ben Freeland

70 • Fixed-Base OperationsBusiness fl ying perfectedBy Debra Ward, Canadian Business Aviation Association

75 • Boomers: The Suddenly Hot ConsumersBy John Hardy

96 • Confessions of the Golf WhispererBy John Hardy

BOMA CALGARY NEWS57 • Summer 2013

REGULAR COLUMNS10 • Living in the Age of InsecurityBy Richard Bronstein

12 • The Temporary Foreign Worker ProgramBy Frank Atkins

14 • How I Remember RalphBy Lonnie Tate

101 • Leading Business

105 • The Calgary ReportCurrent developments for Calgary Telus Convention Centre, Tourism Calgary, Calgary Economic Development, and Innovate Calgary

110 • Marketing MattersBy David Parker

COMPANY PROFILES24 • Bow Cycle North

31 • G.K. Hills Tank Inspection

80 • Regal Building MaterialsBuilding Success by Finding the Perfect Fit: Aligning the right people with the right jobs

85 • Premiere Van Lines35 Years of ‘Moving Excellence’

90 • Lynn Donaldson & Associates Celebrates 25 Years

94 • Alberta Boot Company Celebrates 35 Years

Centre feature • Renfrew InsuranceCelebrating 65 Years

96

Volume 23 • Number 6

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Living in the Age of Insecurity • Richard Bronstein

By RichaRd BRonstein

this fall will mark 12 years since the brazen terrorist attacks on the United States on September 11, 2001. Although there have been mass terrorist attacks since

then – the Madrid and London bombings come to mind, as does the recent Boston Marathon attack – there are signs that western nations are becoming stronger and more effec-tive in dealing with terrorist threats.

Right after 9/11 the U.S. adopted a muscular military approach. President Bush called it the War on Terrorism. It resulted in war in Iraq followed by war in Afghanistan. America and its allies suffered thousands of casualties and squandered untold treasure for very meagre results. Even-tually Osama bin Laden was located and killed but we practically destroyed two countries to do it.

A better approach is to invest in intelligence and law enforcement, especially since most terrorism is of the lone-wolf variety – individuals or small groups acting alone.

The two Muslim immigrants arrested recently in Canada for allegedly planning to blow up a passenger train were turned in by a tip to police from a member of the Toronto Muslim community.

That tip came, in large part, because Canadian security services have realized that it must establish contacts and trust with key immigrant groups in Canada. That is not easy to do because it takes years of work to establish relation-ships with new Canadians, many of whom escaped countries where police, military and other agencies of government are more feared than respected.

A critical aspect of intelligence is the sharing of informa-tion across jurisdictions, across agencies and across borders. If you read what terrorism experts say, we need to do a lot more on this front.

But another thing we have gotten right is new legislation in Canada that will allow for preventive detention and com-pelled testimony from suspected terrorists.

Some civil rights advocates argue this new legislation will harm the civil liberties of the accused. They point to the Maher Arar case, a Canadian who was mistakenly sent to Syria where he was tortured. Omar Khadr may have also been wronged by the judicial apparatus in the U.S. No mat-ter how odious you think his actions, he was trained to be a

terrorist by his family while still a child. On the other hand, the state does need a stern set of pow-

ers to prevent imminent mass catastrophe. In the age of terrorism, that is the greater good. And there are important safeguards built in to the Canadian legislation to limit even those powers.

The third leg of this stool is the most difficult. What do you do about Internet chat rooms that extol violence?

For example, it is said that the Boston bombers were influ-enced by the postings of Anwar al-Awlaki, the U.S./Yemini imam who was killed by an American drone attack in Sep-tember 2011. Al-Awlaki was also the inspiration behind the Fort Hood gunman. There must be hundreds if not thousands of Internet sources of hate, violence and deranged ideas.

So far we have not had a reasonable discussion about the issue of policing the Internet. (Prevention of child pornog-raphy and sexual violence are also part of this discussion.)

The question is how much surveillance are we prepared to allow? We do permit security cameras in public spaces. That’s how the Boston bombers were caught. But are we prepared to allow monitoring of all digital communication?

Not sure about that. But the government has an obliga-tion to venture into this territory and seriously consult all stakeholders in what will be a long-haul effort to try and rein in those who use the Internet to encourage hate, rage and violence.

I think we all felt relieved that law enforcement agencies quickly solved the Boston bombings. And I think we all felt pride in how all of Boston rallied to carry on with life in the aftermath of a terrible disaster.

And that may be a key lesson for all of us. Fighting terror-ism is a long-term occupation requiring many specific skill sets. But building a better society for all is also a lifelong endeavour. Our best security is a society that is based on the rules of law, on mutual respect, and on openness and inclusion.

We don’t delegate this responsibility to police, courts or any other public agency. We allow government to administer on our behalf, but society has to set the goals through involve-ment in political and social action and cultural expression. That is our ultimate strength against rogue terrorists. BiC

Living in the age of insecurity

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The Temporary Foreign Worker Program • Frank Atkins

By Frank atkins

Unfortunately, most students only take two economics courses – microeconomics and

macroeconomics – both at the intro-ductory level. I say unfortunately, because students come away with a somewhat misleading view of how an economy works. This is especially true of macroeconomics, which is my discipline. We teach that there is one market for labour, one wage rate and something that we call equilib-rium. Notice the following facts. The unemployment rate in Canada is 7.2 per cent, which implies a consider-able excess supply of labour. The unemployment rate in Alberta is 4.5 per cent, which is hovering near the mythical full-employment range. We do not seem to discuss this in intro-ductory macroeconomics.

The problem here is that the labour market is not a homogeneous entity. Canada is a highly regional country, with different industries operating in different regions. Even within a region and within an industry there are dif-ferent types of labour; for instance, skilled and unskilled. This leads to the problem of matching specific job demands with the type of labour that is available. This is a little bit more of a complicated version of the intro-ductory textbook supply and demand problem.

So, we seem to be in a situation where we have excess supply of labour

in some areas (high unemployment) and excess demand for labour in other regions (low unemployment). There are various reasons for this. Apparently a great number of people do not like to move if they cannot find a job where they are currently living. There is also the problem that government policy is creating a disincentive to move through the employment insurance (EI) program. The EI program essen-tially pays you to stay unemployed in the area in which you currently live.

Recently immigration policy has entered this discussion through the Temporary Foreign Worker Program (TFWP). One of the goals of this pol-icy must have been to alleviate local labour shortages by bringing in foreign workers, at least on a temporary basis as the name of the program suggests. Critics of this program argue that with unemployment very high (presumably just looking at the national unemploy-ment rate), these temporary foreign workers are taking jobs that should go to Canadians. This begs the question of why are Canadians not taking these jobs that are being given to temporary foreign workers?

Some of the answer has to lie in the disincentives to move to where there are jobs that is created under the cur-rent EI program. This would not be the first time that one government program has created a problem that purports to be remedied by creation of

another government program. Some of the problem lies in the fact that some Canadians just do not want to take the jobs that are filled by foreign workers. This is actively supported by labour unions. A lot of labour union leaders are simply commissioned salespersons. As more individuals join the union, there is a higher overall level of collected union dues, not to mention more prestige for the union leaders. So the union leaders object to programs such as the TFWP because these foreign workers do not belong to their union.

There may be problems with the TFWP. For instance, the mandate that any foreign worker who comes in under the program must be paid 15 per cent less than a Canadian doing the job is just a recipe for disaster. The federal government is currently trying to fix this type of obvious problem with the TFWP. Currently, it does not appear that we can solve the matching skills and jobs problem any other way. We should resist the pre-dictable cries from the left and the unions that this program is harmful to Canadian workers. BiC

FrAnk ATkIns Is An AssocIATe ProFessor oF economIcs AT The

UnIversITy oF cALgAry And A member oF The AdvIsory boArd oF The InsTITUTe

For PUbLIc secTor AccoUnTAbILITy.

the temporary Foreign Worker Program

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how I remember ralph • Lonnie Tate

By Lonnie tate

it has been two months since Ralph Klein passed from this earth. I didn’t know him well, but I have two personal encounters that are worth repeating. And there is a really

important moral for our politicians.Twenty years ago, I was at a cocktail reception when

I found Ralph standing alone in a big hotel room full of 300 people (which was surprising because he was the new premier of the province). I watched him for a couple of min-utes and no one went near him. So I wandered over and introduced myself. After a minute of small talk, I asked a question about something the government was doing, and his answer was: “I really don’t know.” (I’m always impressed by people who say they don’t know.)

And then we shifted to issues in education and a dis-pute with teachers, and he knew everything. He didn’t need someone feeding him stuff; he had an in-depth understand-ing of the issues, the risks and the range of solutions for each of the issues. My casual introduction led to a half-hour discussion where he had answers to every question I could muster … I was blown away.

Turn the clock forward five or six years. While attending a charity auction, a friend of mine and I bought a box full of celebrities at a Flames game. To our great good fortune, Ralph was one of the guests. He was premier of the prov-ince and wandered in just like any other person. A couple of glasses of wine, some easy talk and 16 of us watched the first period.

At the end of the first period, Ralph and I were sitting in the outer seats of the box. The influx of well-wishers and autograph seekers began immediately. The crush of people (all well-intended) was uncomfortable for me. During a brief lull, I asked: “How can you stand this? Do you ever get a minute alone?”

Ralph’s response (while shaking yet another hand and signing another autograph): “My boy … I get a kick out of running things and solving problems, but the best part is doing this … I absolutely love it.”

It was a Saturday night game being covered by Hockey Night in Canada. HNC found out Ralph was in the crowd and the second intermission had Don Cherry in our box mugging for the national audience with Ralph. The interview was all

right; I watched it on television in the box. But while he hid it, I knew Ralph was uncomfortable with Cherry and the lights. He would have been far happier out shaking hands with his constituents or learning something from someone with serious thoughts.

And there is the difference between Ralph and today’s provincial politicians.

Ralph knew his stuff; and the stuff he knew was in tune with the sentiments of his constituents. He started from a base of real knowledge, tested it against reality and then led the province in achieving objectives that he believed in – as did most in the province. And so while he was endearing because of his style, he was even more likable because of his common-sense knowledge of the issues.

Our current provincial leaders are running around getting surveys done to find out what is needed. Incredibly, they don’t know! I’ve read and started to respond to two such surveys. In both cases, I was about halfway through when I realized that the questions being posed were predisposed to a solution that was unworkable. And when I dug a little deeper, the panel setting up the survey was heavily skewed to one side of the issue. What a bunch of nonsense.

It is my view that the leadership people in all our provin-cial parties are very much Americanized. They think their first job is to get re-elected. And the best way to do that is to carp on what they perceive as weaknesses in the other lead-ers’ personal makeup. They have cadres of bureaucrats who feed them gossip to achieve their goal (i.e., get re-elected).

It is too bad we don’t have more Ralphs with vision and purpose. All the anecdotes tell us he wasn’t perfect … but he was honest and worked hard at being honest. BiC

how i Remember Ralph

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

People who know Natural Resources, know BDO.

The Natural Resources Practice at BDO.

Operating at the center of multiple political debates, the industry faces unique challenges. BDO’s Natural Resources practice combines deep industry knowledge and technical experience to help you navigate this tumultuous landscape both at home and abroad. Our professionals provide swift resolution of technical issues and questions through partner-led client service teams and a global network spanning over 100 countries.

Assurance | Accounting | Taxation | Advisory Services

Lorraine WalkerEnergy and Natural Resources Leader403 213 [email protected]

www.bdo.ca

BDO Canada LLP, a Canadian limited liability partnership, is a member of BDO International Limited, a UK company limited by guarantee, and forms part of the international BDO network of independent member fi rms. BDO is the brand name for the BDO network and for each of the BDO Member Firms.

It is too bad we don’t have more

Ralphs with vision and purpose.

All the anecdotes tell us he wasn’t

perfect … but he was honest and

worked hard at being honest.

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

People who know Natural Resources, know BDO.

The Natural Resources Practice at BDO.

Operating at the center of multiple political debates, the industry faces unique challenges. BDO’s Natural Resources practice combines deep industry knowledge and technical experience to help you navigate this tumultuous landscape both at home and abroad. Our professionals provide swift resolution of technical issues and questions through partner-led client service teams and a global network spanning over 100 countries.

Assurance | Accounting | Taxation | Advisory Services

Lorraine WalkerEnergy and Natural Resources Leader403 213 [email protected]

www.bdo.ca

BDO Canada LLP, a Canadian limited liability partnership, is a member of BDO International Limited, a UK company limited by guarantee, and forms part of the international BDO network of independent member fi rms. BDO is the brand name for the BDO network and for each of the BDO Member Firms.


Leaders don’t flinch.

When the going gets tough, the tough stay put. Through the credit crunch, depressed commodity prices and global economic turmoil, we’ve done just that. We never left the side of the people who’ve made Alberta an economic powerhouse, and we continue to custom build solutions to help them do what they do best…lead. Because Alberta means the world to us.

atb.com/Leaders

TM Trademarks of Alberta Treasury Branches.

off the Top • News

The Exempt Market Dealers Asso-ciation of Canada (EMDA) recently announced the winners of the 2013 EMDA Awards - Exempt Market Deals of the Year. The EMDA Awards are the only Canadian industry awards celebrating prominent exempt market transactions led by exempt market dealers.

David Gilkes, EMDA vice-chair, states: “The EMDA believes it is time to start celebrating the success stories of the exempt market and honouring the leaders driving those successes. EMDA awards winners are helping to: (a) fi nance entre-preneurs and innovators; (b) develop and grow emerging businesses; and (c) cre-ate successful alternative exempt market investment opportunities for Canadians. Capital raised in the exempt market helps fi nance economic activity across Canada and is an important contributor to creating wealth and fuel-ling our economy. The EMDA Awards celebrate excellence and showcase examples of leadership in Canada’s exempt market.”

Calgary-based Arlington Street Investments was awarded the Commercial Real Estate Deal of the Year for a fi nanc-ing syndication led by TriView Capital Ltd. through the 8th

Avenue Limited Partnership. Essentially, they bought an 18,000-square-foot languished building – located at 718 8 Avenue SW – and converted it into a 35,000-square-foot boutique building for owner-managed business tenants.

“We actually put a bid on the building in 2007 when it was vacant,” says Frank L. Lonardelli, president and CEO of Arlington Street Investments. “We bid $2 million, and some syndicates here locally were far more optimistic than we were and bought it for $4.2 million. They were going into default

in 2011-12, so we bought it for our origi-nal $2 million.”

Arlington was evaluated for the award based on their leadership in the indus-try, contribution to the deal, market innovation, impact and the benefi ts of the deal for the issuer and for investors. Lonardelli says the return on invest-ment is probably what secured them as this year’s commercial real estate deal of the year.

“I think our returns were probably a bit mind blowing to them – we returned back high triple digits to our inves-tors on this development,” Lonardelli explains. “And I think they just liked our whole investor-centric strategy. We participate alongside our investors; we make money last and they make money fi rst. What I mean by that is that the

investors get a preferred return generally speaking of 7.5 per cent before we participate in any of the cash fl ow that comes from the building.”

This is the 13th project Arlington has undertaken in the manner – six of which have been located in Calgary – and are currently working on four new projects.

“I think every project we do is a win for three reasons. Number one, investors do very, very well and when inves-tors do well, it is good for the whole industry. Secondly, we are taking really worn-down buildings in disrepair in vital intersections and vital growth nodes of Calgary, and we are turning them into buildings that people are proud of. And then thirdly, I think it is a win for the development commu-nity because we are letting people know that they shouldn’t be scared of doing the types of things that we are doing. It can be done and it can be done profi tably.” BiC

emdA Announces Winners of 2013 Awards

Arlington street Investments snags commercial real estate deal of the year

Pivot data centres Announces major expansion

Largest and most advanced data centre ever to be built in Alberta

Pivot Data Centres Inc. announced in April its construction of the largest and most advanced co-location facility ever to be built in Alberta. The data centre, which will be undergoing Uptime Institute’s Tier 3 certifi cation process for design and construction, is planned for the greater Calgary area. Its size will exceed 80,000 square feet when com-plete, with capacity for over 1,000 racks. Phase 1, which represents 450 racks, is slated to open in late 2013. The expansion makes Pivot the largest co-location provider in Alberta.

“This is a very exciting day for Pivot Data Centres and we are proud to be announc-ing the construction of this state-of-the-art co-location data centre, the largest and most advanced of its kind in Alberta,” comments Michael Koury, chief executive offi cer.

Frank L. Lonardelli, president and CEO of Arlington Street Investments

Michael Koury, CEO of Pivot Data CentresContinued on page 20…

Leaders don’t flinch.

When the going gets tough, the tough stay put. Through the credit crunch, depressed commodity prices and global economic turmoil, we’ve done just that. We never left the side of the people who’ve made Alberta an economic powerhouse, and we continue to custom build solutions to help them do what they do best…lead. Because Alberta means the world to us.

atb.com/Leaders

TM Trademarks of Alberta Treasury Branches.

http://www.atb.com/leaders

It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...It started with a vision...

In the complex, vital and fiercely com-petitive oil and gas industry, Calgary’s Propak Systems Ltd. continues to not

only earn a Canadian and an interna-tional reputation for excellence in oil and gas production packages, modular-ized processing plants and for being an innovative leader in engineering and fab-rication but Propak manages to achieve tremendous success built on just three very basic and uncompromised principles: individual attention to every job; quality craftsmanship; and a solid commitment to deliver on-time and on-budget.

Formal corporate definitions (and the company’s comprehensive website) sim-plistically explain that Propak Systems Ltd. is “primarily an engineering, manu-facturing and construction company.” Of course that qualifies as a gross understatement.

Technology, sophistication and new ways of doing things have drastically altered most aspects of the oil and gas industry during the past four decades. And Propak System’s growth is a credit to the company continually updating itself and its staff to stay solidly focused and on a steady course, assuring the industry with the latest and most efficient services.

Propak’s industry-leading specialties range from maximiz-ing the use of modular design concepts as provenly effective methods to minimize overall project costs, improving project

schedules and allowing for thorough inspec-tions in controlled environments; supplying engineering for oil and gas production, field

gathering, midstream or product transmission; and provid-ing custom-engineered products for all aspects of the oil and gas processing industry.

“It’s what we do and what we have done for more than 37 years,” says Patrick Dewey, Propak’s vice-president of sales. “We are always up-to-date and change with the times and, aside from the tremendous growth to the point that we now have more than 1,300 staff, by far technology, computer capabilities and software have revolutionized not only the oil and gas industry but the processing supply and service side of the business. The biggest change in the engineering

It started with a vision...

Then and nowPrairies

Watch for the award finalists on July 4. ey.com/ca/EOY.

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ROD MCPIKE Propak Systems Ltd.

ROD MCPIKE Propak Systems Ltd.Propak Systems Ltd.Propak Systems Ltd.Propak Systems Ltd.

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aspects of our work is the 3D model-ling of plant facilities and projects.

“It has revolutionized the industry and has made everything so much more efficient,” Dewey explains.

Propak has designed hundreds of oil and gas processing plants and thou-sands of process and compression modules worldwide.

To compliment it’s geographic diversity Propak has utilized it owned engineering and modularization capac-ity which has now grown to 450,000 SF of fabrication and offices located on 65 acres to expand into modularized turnkey SAGD (steam assisted gravity drainage) heavy oil processing projects.

When it comes to sheer engineer-ing services, Propak continues to be a world leader, being involved as “engi-neering only” or “complete project” services for process, project, mechani-cal, civil, instrumentation, automation and electrical aspects of the industry.

“It’s very exciting in the oil and gas industry,” Dewey mentions. “There are so many big and sometimes exhilarat-ing changes on a regular basis. Like the recent growth for Propak to supply natural gas compression systems both domestically and internationally. It’s a dynamic new area for us.”

One of the several solid constants in the world-renowned Propak suc-cess story is company president, Rod McPike. Although he is a tremendously

respected industry executive, McPike is also a notoriously self-effacing per-son who avoids any recognition and credit.

If the truth be told, according to his management team, industry lead-ers and some of the competition, Rod McPike’s exceptional understanding of the needs, wants and quirks of the oil and gas processing industry together with his tireless determination, drive and vision have guided Propak into its 37th year of being a truly remarkable, state-of-the-art oil and gas industry success story.

“Rod is actively involved and very hands-on,” Dewey says. “His involve-ment has not changed a bit. His expertise in managing the business is legendary and he gets involved in all aspects of the company. He’s con-sistently one of the first people in the office every day and he’s probably the guy making the coffee first thing in the morning.”

It started with a vision...

Then and nowPrairies

You’ll be inspired!Watch for the award finalists on July 4. ey.com/ca/EOY.

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National sponsors

Platinum sponsors

Gold sponsor


Ernst & Young Entrepreneur Of The Year® honours outstanding Canadians who have turned their unique business vision into successful reality. In 20 years, the program has achieved several major milestones in Canada including over 8,700 nominations received, more than 3,000 award finalists named, and pre-sented 980 regional awards — including 40 lifetime achievement awards.

http://www.ey.com/ca/eoy


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BEL2717_Bell_Security_Ad_Resize 7.875" x 10.75" 0" x 0"

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Your company’s data is important. Keep it safe and secure. Find out more at bell.ca/enterprisesecurity

BEL2717_Bell_Security_Ad_Resize.indd 1 13-03-05 9:43 AM


Souvlaki Baklava

Take Part in the 2013 greek Festival

The greek Festival 2013 will take place June 21-23, 2013 at the hellenic community centre

Festivals have been a religious and cultural tradition of Greek society since ancient times. Primarily held to honour or receive favour from the gods or to celebrate the changing of the seasons, this ancient rite was characterized by music, dance, athletic competitions, wine, and of course, food. It was an excuse for the entire community to join and celebrate the ideals of family, friendship and philoxenia – generosity towards strangers. The most famous of the ancient festivals was the Olympic Games.

For the two weeks during which the Games were held, wars were put on hold and enemies came together to compete honourably and to celebrate

their common gods and goddesses. Once the games were over, soldiers returned to the battlefi eld. This pause is a testament to the power of friend-ship and celebration. Today, festivals continue in this spirit of generosity, education and sharing.

Calgary’s annual Greek Festival is the perfect opportunity to share the Hellenic culture with fellow Calgar-ians. When something works, why change it? So, this festival, too, is about music, dance, wine and food. It’s also about coming together as friends, having a good time, and saying, “efharisto” (thank you) to Cal-garians while supporting community youth projects, the development of

the community and the offi cial charity partner – Kids Cancer Care.

Kids Cancer Care is passionately dedicated to helping young people and their families affected by child-hood cancer survive and thrive in body, mind and spirit. Their pro-grams are uniquely designed to meet the needs of the whole family at each stage in the cancer journey, from diag-nosis through treatment and beyond. As members of the greater Calgary community, the Greek Festival has partnered with Kids Cancer Care as the offi cial festival charity again this year.

Please come out, have some food and drink. More importantly, celebrate and have fun. BiC

With the highest concentration of head offi ces, per capita, in Canada, Calgary has been a tremendously robust market for the company and has drawn international attention. “Beyond local interest, we are see-ing a strong uptick from companies across Canada and internationally, who are looking for a data centre presence in Western Canada,” states Koury.

The data centre announcement comes just six months after Pivot opened a 40,000-square-foot data centre in Edmonton, which is more than 50 per cent occupied. Additionally, the company has added a full megawatt of power to its centrally-located data centre in Calgary. Pivot’s growth is over 30 per cent year-over-year, compared to industry norms of 8-12 per cent growth. With the new data centre, the company will have tripled its capacity in the last two years, and continues to have strong fi nancial support to achieve its growth objectives.

Koury cites Pivot’s unique and expert approach to data centre design, its fl exibility and its unpar-alleled private suite environments as key drivers for the company’s success. “We have been in business for almost a quarter century, and our success today is founded on our openness to listening and work-ing with customers. As an example of that, we are agnostic to multiple Internet connection providers, which

is something customers have told us is very important.” The new data centre will include such features as indirect

outside air cooling capability to maximize energy effi ciency, biometric security systems, redundant power, redundant cooling and advanced fi re detection and suppression sys-tems, as well as 7x24 on-site security and technical support teams. The data centre will also house a fully-equipped business resumption centre for its customers and will be SSAE-16 and PCI compliant. BiC

…continued from page 16

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Colours Live Area (File) Live Area (Final)

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CreativeDirectorCopy Layout

Approvals:ClientRevisions:

Assoc.Cr. Dir.

Art Director Designer

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100% of final size 100% of final size 0" x 0" 0" x 0"

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Your company’s data is important. Keep it safe and secure. Find out more at bell.ca/enterprisesecurity

BEL2717_Bell_Security_Ad_Resize.indd 1 13-03-05 9:43 AM

http://www.bell/ca/enterprisesecurity


BUSINESS IN CALGARYCLIENT: MacDonald Development Corp

PROJECT: Watermark

INSERTION DATE: June 1, 2013

SIZE: 7.875” x 10.75” (+ .25 bleeds)

CMYK

The Dream is near. THE VILLAS ARE COMING. SUMMER 2013.

V I L LAS ATWATERMARK .COM

The Bearspaw life from $695,000Walk-out villas with picturesque mountain views. Watermark, Canada’s Best Community*, includes 5km of trails and cascading ponds. Just 20 minutes from downtown Calgary.

403.239.9735

Community of the Year Calgary Region

2012

CHBA - Calgary Region

New Community of the Year

2012

CHBA - Calgary Region *

Rendering is an artistic representation only, may not be exactly as shown. Developer reserves the right to make changes.


Following up on the hugely suc-cessful “Art from the Heart” live auction benefi t gala in May 2012, the Rotary Club of Calgary Sarcee raised approximately $40,000 which went towards the purchase of a van for the Children’s Wish Foundation. The van, which hit the road in early 2012, provides trouble-free transport for children and their families while creat-ing easier access for children to make their wishes come true.

According to Kyla Martin, chapter director for Alberta and the Northwest Territories, Children’s Wish was very thankful to be selected as the auction recipient and was honoured to work with Rotary members.

“The Children’s Wish Foundation has 12 chapters across Canada and prior to (the) generous gift there was only one Wish Mobile in Eastern Can-ada,” says Martin. “We are the envy of all the other chapters. Although we have only had it for a few months, we have already ventured to Drayton Valley, Lethbridge and Edmonton (a number of times). Driving the Wish Mobile is an experience all within itself. In addition to the friendly waves from complete strangers, we have been stopped at red lights for a mul-titude of questions: ‘Do you need any volunteers? How can we help? How do I refer a child for a wish?’ The Wish Mobile is really our travelling bill-board.”

Martin adds, “In addition to creat-ing awareness, the Wish Mobile has also assisted us with reducing some expenses. In the past, we would have to pay for courier service to transport some item wishes … now we can do it ourselves. Preparing for events is easier, as we only have to load up one vehicle and there is room for everything. We have even had some requests for the Wish Mobile to be at community events – it is like another mascot.”

The van was on display at a recent Rotary Club meeting at the Sheraton

Hotel in Eau Claire. Members of both the Rotary Club and the Children’s Wish Foundation proudly showed off the newest vehicle that will be seen driving Calgary’s streets.

The talents of 30 members of this specifi c Rotary Club have resulted in donations of over one million dollars over the past 15 years. The 2013 “Art from the Heart” auction took place at the beginning of May and raised approximately $50,000 for Easter Seals Camp Horizon to buy 60 new camp beds and mattresses.

According to charter member, Doug Fosbrooke, it is imperative to give back to local charities. “It is important to contribute to charities and sup-port them because charities in their own right need all the fi nancial help they can get as well as expertise from groups such as Rotary. There are some wonderful charities in this city and they work very hard.”

When Fosbrooke came up with the idea for the auction 15 years ago, he set two criteria: to support children’s charities and to designate the money for capital expenses. Another key com-ponent was to highlight artists, and to ensure they profi ted from the auction. Unlike other charity auctions, where artists are asked to donate their item for free, Art from the Heart gives the

artist 50 per cent from the sale price and 50 per cent in the form of a tax receipt. It is for this reason that Fos-brooke says the auction has become a premier event – instead of getting an item that hasn’t sold in fi ve years, they are getting high-end and fresh art spe-cially created for the charity event.

“It’s two for the price of one,” says Fosbrooke. “We raise money for charity and we give exposure to the artists.” BiC

children’s Wish Foundation drives Away with van donated by rotary club of calgary sarcee

(L-R): Joyce Halpenny, Kyla Martin, Janet Balfour

CorrectionThe Human Resources Institute

(HRIA) would like to apologize for the incorrect of spelling the 2013 Rising Star winner - Celia Koehler in the Celebrating Excellence announcement in the May issue of Business in Calgary.

BUSINESS IN CALGARYCLIENT: MacDonald Development Corp

PROJECT: Watermark

INSERTION DATE: June 1, 2013

SIZE: 7.875” x 10.75” (+ .25 bleeds)

CMYK

The Dream is near. THE VILLAS ARE COMING. SUMMER 2013.

V I L LAS ATWATERMARK .COM

The Bearspaw life from $695,000Walk-out villas with picturesque mountain views. Watermark, Canada’s Best Community*, includes 5km of trails and cascading ponds. Just 20 minutes from downtown Calgary.

403.239.9735

Community of the Year Calgary Region

2012

CHBA - Calgary Region

New Community of the Year

2012

CHBA - Calgary Region *

Rendering is an artistic representation only, may not be exactly as shown. Developer reserves the right to make changes.

http://www.villasatwatermark.com

Wish list, bucket list or just some enjoyable, recre-ational fun, Bow Cycle North is a 56 year tradition of excitement and good times in Calgary.

Recreational good fun was much different when Jim Sib-thorpe Sr. first opened the doors of Bow Cycle and Motor in 1957. The customers were having good fun with ...bicy-cles, toys, simple sporting equipment, fishing tackle and the occasional Lambretta scooter and moped.

Fast forward to lots of ‘more serious’ and advanced fun and good times to about 1998, when Todd Starchuk---a long-time employee and sponsored racer whose grandfa-ther had been friends with Jim Sr. ---started working in the sales deparment of Bow Cycle & Motor. The “sport” in power sports was in his blood and, although he enjoyed interacting with Bow Cycle & Motor customers (and comparing excit-ing experiences) he felt an irresistible urge to be ‘on’ the machines more than just selling them.

In 2002, the owner retired and Todd Starchuk bought the Bow Cycle & Motor family business which had become a Calgary landmark for fellow power sport enthusiasts.

Recreational good fun gradually became serious good

fun and Todd’s weakness for power sports solidified into a full-blown passion. Bow Cycle & Motor grew and con-tinued to expand with the loyalty of Calgary power sport customers.

“There have been so many changes in the industry, even since I started working here 15 years ago,” he remembered. “The products are so amazing and so many options at every level. Not only the motorcycles but snowmobiling, ATVs, side by sides and even watercraft has grown in popularity so much in the past 10 years. The snowmobile season is much longer than most people think, the snowmobile market is as strong as ever and it’s equal with motorcycles and maybe the backbone of our Calgary business.”

Literally ‘by popular demand’ and the Calgary tradition that Bow Cycle has become, this spring, Todd opened a sec-ond location in 2008 – Bow Cycle South, continuing to win industry and consumer awards for being Calgary’s best full-service power sports dealership.

The two locations of Bow Cycle---Bow Cycle South on Flint Road SE and the new Bow Cycle North on Bowfort Road NW (adjacent to Olympic Park)---not only carry

Bow Cycle North - Now open!

8525 Bowfort Rd NW Calgary, AB T3B 2V2 • Phone: 403.288.5421 • Fax: 403.286.4014 • www.bowcyclecalgary.com

everything that’s power sports (the North location being a Ducati, Kawasaki, Yamaha, Can-am, Sea-doo, and Ski-doo dealership and the south just strictly BRP product Can-am, Sea-doo, and Ski-doo) but new Bow Cycle customers are sometimes blown-away by the expertise of the Bow Cycle service, parts and accessories departments.

Todd says that servicing power sports machines is quickly becoming a science and all the certified Bow Cycle techni-cians are constantly getting upgraded and can troubleshoot almost anything.

Selling new ‘machines’ is important but, as Todd admits, qualified, expert power sports service is much in-demand and very important.

The credibility of our Service Department is absolutely astounding,” he says. “We have some of the most qualified and experienced, factory-trained technicians on-duty dur-ing all business hours. And even the competition mentions that we have one of the largest accessory departments in Canada.”

Bow Cycle caters to the gamut of power sport needs and wants. There’s a full showroom of bike apparel---everything

from helmets to boots---and they also “customize the ride.” Mostly bikes and sometimes even the occasional Sea-Doo and Ski-Doo can be customized however the owner wants it to look.

Of course the products---the machines---are tremen-dously popular with Calgarians but the Bow Cycle staff (including the boss) genuinely loves what they do and going out on-the-road to enjoy riding is almost part of the Bow Cycle job description. “When it comes to power sports, we all live it and feel it,” Todd says.

And that special kind of Bow Cycle enthusiasm is obvious when it comes to either answering power sports questions, talking about the machines or looking after customers in the Service Department.

“When I look back on it, owning this store and our tre-mendous growth and reputation is almost a dream,” Todd says. I still make time to ride about three days a week. And I urge the staff to ride regularly. It’s all about reinforcing the culture and it helps all of us relate to our customers.

“And most of our customers are repeat or referrals. And that really is the ultimate feedback and customer response!”


Wish list, bucket list or just some enjoyable, recre-ational fun, Bow Cycle North is a 56 year tradition of excitement and good times in Calgary.

Recreational good fun was much different when Jim Sib-thorpe Sr. first opened the doors of Bow Cycle and Motor in 1957. The customers were having good fun with ...bicy-cles, toys, simple sporting equipment, fishing tackle and the occasional Lambretta scooter and moped.

Fast forward to lots of ‘more serious’ and advanced fun and good times to about 1998, when Todd Starchuk---a long-time employee and sponsored racer whose grandfa-ther had been friends with Jim Sr. ---started working in the sales deparment of Bow Cycle & Motor. The “sport” in power sports was in his blood and, although he enjoyed interacting with Bow Cycle & Motor customers (and comparing excit-ing experiences) he felt an irresistible urge to be ‘on’ the machines more than just selling them.

In 2002, the owner retired and Todd Starchuk bought the Bow Cycle & Motor family business which had become a Calgary landmark for fellow power sport enthusiasts.

Recreational good fun gradually became serious good

fun and Todd’s weakness for power sports solidified into a full-blown passion. Bow Cycle & Motor grew and con-tinued to expand with the loyalty of Calgary power sport customers.

“There have been so many changes in the industry, even since I started working here 15 years ago,” he remembered. “The products are so amazing and so many options at every level. Not only the motorcycles but snowmobiling, ATVs, side by sides and even watercraft has grown in popularity so much in the past 10 years. The snowmobile season is much longer than most people think, the snowmobile market is as strong as ever and it’s equal with motorcycles and maybe the backbone of our Calgary business.”

Literally ‘by popular demand’ and the Calgary tradition that Bow Cycle has become, this spring, Todd opened a sec-ond location in 2008 – Bow Cycle South, continuing to win industry and consumer awards for being Calgary’s best full-service power sports dealership.

The two locations of Bow Cycle---Bow Cycle South on Flint Road SE and the new Bow Cycle North on Bowfort Road NW (adjacent to Olympic Park)---not only carry

Bow Cycle North - Now open!


everything that’s power sports (the North location being a Ducati, Kawasaki, Yamaha, Can-am, Sea-doo, and Ski-doo dealership and the south just strictly BRP product Can-am, Sea-doo, and Ski-doo) but new Bow Cycle customers are sometimes blown-away by the expertise of the Bow Cycle service, parts and accessories departments.

Todd says that servicing power sports machines is quickly becoming a science and all the certified Bow Cycle techni-cians are constantly getting upgraded and can troubleshoot almost anything.

Selling new ‘machines’ is important but, as Todd admits, qualified, expert power sports service is much in-demand and very important.

The credibility of our Service Department is absolutely astounding,” he says. “We have some of the most qualified and experienced, factory-trained technicians on-duty dur-ing all business hours. And even the competition mentions that we have one of the largest accessory departments in Canada.”

Bow Cycle caters to the gamut of power sport needs and wants. There’s a full showroom of bike apparel---everything

from helmets to boots---and they also “customize the ride.” Mostly bikes and sometimes even the occasional Sea-Doo and Ski-Doo can be customized however the owner wants it to look.

Of course the products---the machines---are tremen-dously popular with Calgarians but the Bow Cycle staff (including the boss) genuinely loves what they do and going out on-the-road to enjoy riding is almost part of the Bow Cycle job description. “When it comes to power sports, we all live it and feel it,” Todd says.

And that special kind of Bow Cycle enthusiasm is obvious when it comes to either answering power sports questions, talking about the machines or looking after customers in the Service Department.

“When I look back on it, owning this store and our tre-mendous growth and reputation is almost a dream,” Todd says. I still make time to ride about three days a week. And I urge the staff to ride regularly. It’s all about reinforcing the culture and it helps all of us relate to our customers.

“And most of our customers are repeat or referrals. And that really is the ultimate feedback and customer response!”



1. Organisation for Economic Co-operation and Development, Stat Extracts. 2. Centre for the Study of Living Standards, Database of Information and Communication Technology (ICT) Investment andCapital Stock Trends: Canada vs United States. IBM, the IBM logo, ibm.com, Smarter Planet, and the planet icon are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at Copyright and trademark information atwww.ibm.com/legal/copytrade.shtml. © Copyright IBM Corp. 2013.

WELL, PRODUCTIVE.advanced analytics, they created a unified view ofcity operations. By gaining insight into how one project affects another, city officials were able to make smarter management decisions.

A TALE OF ONE CITY.Officials in Cambridge, Ontario identified an “infrastructure gap” in their growing city. But with so many contributing factors,it was difficult to identify priorities. So in an effort

to close the gap, the city implemented an IBM Smarter Analytics solutionto collect data about its infrastructure. Using predictive modelling and

intelligent, instrumentedand interconnected.Giving them the clarityto make quicker, smarter decisions. All in the nameof productivity.

The Canadian business landscape is poised for big change. A study by the Conference Board of Canada shows that our companies are 80% as productive as their US counterparts,1 the result of insufficient investment in R&D, equipment and information and communications technology.

But this statistic isn’t a forecast for doom and gloom. In fact, it represents an opportunity for Canadian leaders in business and government to think smartly about how they prepare for the future. In order to close this productivity gap, business and process transformations need to be put in place to enhance or replace the status quo.

CARPE DATA. Few organizations use their data to its full, productivity-boosting potential. By harnessing the power ofdata, Canadian business leaders can better analyze their information and gain critical insights. These insights help organizations upgrade current systemswith processes that are

INVESTING IN PRODUCTIVITY IS,

As a result, Cambridge has been able to run their city more efficiently, coordinating and prioritizing activities across 250,000 assets and multiple divisions. Best of all, they’ve been able to minimize risk, boost productivity and synchronize projects in unprecedented ways.

WORK SMARTER, NOT HARDER.With the help of IBM Smarter Analytics, Canadian governments and businesses are using data to transform their processes and create f lexible, coordinated, more responsive workplaces. This is not only the path to a smarter, more livable city, but to a smarter planet.

Join the conversation at linkedin.com/company/conversations or learn more at ibm.com/progress/ca

Doug Craig Mayor of Cambridge

LET’S BUILD A SMARTER PLANET.

For every dollar that US businesses invest in IT, Canadian

businesses invest 59 cents.2

Each day, the City of Cambridge prioritizes projects across $1.6 billion in city assets.

“ Canadian municipalities are all facing signifi cant infrastructure-funding gaps. We now have the technology and tools to do more with the limited resources we have to maximize our ROI.”

PUB: Business in Calgary AD #: IBM-0113Print Production Contact: FORMAT: Magazine FILE: 06-36683-IBM-0113-SWOP.pdf

Olga Champagne TRIM: 7.875" x 10.75" CLIENT: IBM Corporation

RedWorks Delivery/Technical Support: (416) 945-2388 JOB #: P.IMN.IMNLOC.13004.K.011

O G I LV Y O P E R AT O RK B

PA S SF I N A L

S:6.875”

S:9.75”

T:7.875”

T:10.75”

If there was an industrial version of Jeopardy, Oil and Gas for $200 would be: “Oilsands oil will be produced and find its way to refiners by rail, by barge, by truck or by

pipe.” The answer (always in the form of a question) would be: “What’s the point of the protests, Alex?”

Whether it’s well-co-ordinated large groups or bused-in or random clusters of well-intentioned and concerned protesters with banners and placards outside Calgary head offices, at Fort McMurray job sites, in the lobby during board of direc-tors meetings, outside the legislature building in Edmonton or in front of the White House in Washington, the leaks and rumours about Barack Obama’s imminent signature on the Keystone pipeline “permit” approval is triggering more bouts of carefully planned and impromptu protests.

To varying degrees, most openly-biased industry insiders, balanced and slanted media and provoked protest opponents respect the right and opportunity for people to protest but either realistically or begrudgingly acknowledge that a basic aspect of protest is theatre, for effect.

The basic strategy and tools of protests are also a given: cheering and jeering, catchphrases (“raping and pillaging the lands”), provocative words (dirty oil), out-of-context facts, details and numbers, hyperboles, animated and excitable spokespeople, noise and the fact of media-coverage life that the responses rarely get as much attention as the protest.

It happens about abortion, immigrants, mad cows, taxes, sugary pop, racism, baby seals, whales and polar bears, cli-mate change and generally savaging the planet.

Unfortunately, while most protests are unconditionally well intentioned, the passion and the emotions of the protes-tors often misses the legitimate points, confuses the actual situation and must settle for cheap attention and fickle gut reactions from a small segment of the public they had hoped to sway or incite.

“Negativity always gets more attention than positiv-ity,” shrugs Alex Pourbaix, TransCanada Corp.’s admittedly biased president of energy and oil pipelines. “But whether it is supposedly about the pipeline or any other hot issue, people ultimately know when they are being manipulated and when it comes to the frequent oilsand and Keystone


The Theatre of Protests • Oil & Gas

BY PARKER GRANT

Alex Pourbaix, TransCanada Corp.’s president of energy and oil pipelines

1. Organisation for Economic Co-operation and Development, Stat Extracts. 2. Centre for the Study of Living Standards, Database of Information and Communication Technology (ICT) Investment andCapital Stock Trends: Canada vs United States. IBM, the IBM logo, ibm.com, Smarter Planet, and the planet icon are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at Copyright and trademark information atwww.ibm.com/legal/copytrade.shtml. © Copyright IBM Corp. 2013.

WELL, PRODUCTIVE.advanced analytics, they created a unified view ofcity operations. By gaining insight into how one project affects another, city officials were able to make smarter management decisions.

A TALE OF ONE CITY.Officials in Cambridge, Ontario identified an “infrastructure gap” in their growing city. But with so many contributing factors,it was difficult to identify priorities. So in an effort

to close the gap, the city implemented an IBM Smarter Analytics solutionto collect data about its infrastructure. Using predictive modelling and

intelligent, instrumentedand interconnected.Giving them the clarityto make quicker, smarter decisions. All in the nameof productivity.

The Canadian business landscape is poised for big change. A study by the Conference Board of Canada shows that our companies are 80% as productive as their US counterparts,1 the result of insufficient investment in R&D, equipment and information and communications technology.

But this statistic isn’t a forecast for doom and gloom. In fact, it represents an opportunity for Canadian leaders in business and government to think smartly about how they prepare for the future. In order to close this productivity gap, business and process transformations need to be put in place to enhance or replace the status quo.

CARPE DATA. Few organizations use their data to its full, productivity-boosting potential. By harnessing the power ofdata, Canadian business leaders can better analyze their information and gain critical insights. These insights help organizations upgrade current systemswith processes that are

INVESTING IN PRODUCTIVITY IS,

As a result, Cambridge has been able to run their city more efficiently, coordinating and prioritizing activities across 250,000 assets and multiple divisions. Best of all, they’ve been able to minimize risk, boost productivity and synchronize projects in unprecedented ways.

WORK SMARTER, NOT HARDER.With the help of IBM Smarter Analytics, Canadian governments and businesses are using data to transform their processes and create f lexible, coordinated, more responsive workplaces. This is not only the path to a smarter, more livable city, but to a smarter planet.

Join the conversation at linkedin.com/company/conversations or learn more at ibm.com/progress/ca

Doug Craig Mayor of Cambridge

LET’S BUILD A SMARTER PLANET.

For every dollar that US businesses invest in IT, Canadian

businesses invest 59 cents.2

Each day, the City of Cambridge prioritizes projects across $1.6 billion in city assets.

“ Canadian municipalities are all facing signifi cant infrastructure-funding gaps. We now have the technology and tools to do more with the limited resources we have to maximize our ROI.”

PUB: Business in Calgary AD #: IBM-0113Print Production Contact: FORMAT: Magazine FILE: 06-36683-IBM-0113-SWOP.pdf

Olga Champagne TRIM: 7.875" x 10.75" CLIENT: IBM Corporation

RedWorks Delivery/Technical Support: (416) 945-2388 JOB #: P.IMN.IMNLOC.13004.K.011

O G I LV Y O P E R AT O RK B

PA S SF I N A L

S:6.875”S:9.75”

T:7.875”T:10.75”

If there was an industrial version of Jeopardy, Oil and Gas for $200 would be: “Oilsands oil will be produced and find its way to refiners by rail, by barge, by truck or by

pipe.” The answer (always in the form of a question) would be: “What’s the point of the protests, Alex?”

Whether it’s well-co-ordinated large groups or bused-in or random clusters of well-intentioned and concerned protesters with banners and placards outside Calgary head offices, at Fort McMurray job sites, in the lobby during board of direc-tors meetings, outside the legislature building in Edmonton or in front of the White House in Washington, the leaks and rumours about Barack Obama’s imminent signature on the Keystone pipeline “permit” approval is triggering more bouts of carefully planned and impromptu protests.

To varying degrees, most openly-biased industry insiders, balanced and slanted media and provoked protest opponents respect the right and opportunity for people to protest but either realistically or begrudgingly acknowledge that a basic aspect of protest is theatre, for effect.

The basic strategy and tools of protests are also a given: cheering and jeering, catchphrases (“raping and pillaging the lands”), provocative words (dirty oil), out-of-context facts, details and numbers, hyperboles, animated and excitable spokespeople, noise and the fact of media-coverage life that the responses rarely get as much attention as the protest.

It happens about abortion, immigrants, mad cows, taxes, sugary pop, racism, baby seals, whales and polar bears, cli-mate change and generally savaging the planet.

Unfortunately, while most protests are unconditionally well intentioned, the passion and the emotions of the protes-tors often misses the legitimate points, confuses the actual situation and must settle for cheap attention and fickle gut reactions from a small segment of the public they had hoped to sway or incite.

“Negativity always gets more attention than positiv-ity,” shrugs Alex Pourbaix, TransCanada Corp.’s admittedly biased president of energy and oil pipelines. “But whether it is supposedly about the pipeline or any other hot issue, people ultimately know when they are being manipulated and when it comes to the frequent oilsand and Keystone



BY PARKER GRANT

Alex Pourbaix, TransCanada Corp.’s president of energy and oil pipelines

http://www.linkedin.com/company/conversations

http://www.ibm.com/progress/ca


spoken Dr. Michal Moore, professor at the University of Calgary’s Institute for Sustainable Energy, Environment and Economy (ISEEE) and a visiting professor at the iconic Cornell Univer-sity in New York, most protests are a distortion of the truth. “They are usu-ally silly and nonsensical and don’t recognize the realities of life. Protest rhetoric usually substitutes shorthand for the real issues. The battle cry is ‘I’m against taxes’ not against all the things that taxes provide for me.

“The recent pipeline protests are prime examples. Much of what we have, see and enjoy in Alberta is due, in one form or another, to the chemi-cal industry,” he snaps. “Look, let’s face it, the industry supports us all.

“There are environmental and eco-nomic risks to extracting any natural resources – risks of getting it out, transporting it and processing it. The undisputable bottom line is that pipelines are tested, documented and provenly the safest way to move product. Of course they must be (and are) very strictly regulated, regu-larly inspected and must comply with uncompromised safety and regulatory standards but pipelines are definitely a minimized risk. They are routinely used, without incident, to move water, waste, natural gas, other chemicals and, yes, oil,” Moore says as an ada-mant analogy.

The facts, figures and documented industry research and opinions make

an un-protestable case for reality when it comes to North America’s insatiable oil habit.

By all calculations, stats and projec-tions about even well-intentioned and noble wishes and goals – like Barack Obama’s urge “to transition toward more sustainable sources of energy and greater energy independence” – most industry experts (and even some rational protestors) acknowledge that a true transition to renewable energy will take, at the very least, three or four decades.

“Electric cars, for example, need bat-teries and they don’t go nearly far enough for the average North American consumer and they require conveniently accessible recharging stations,” Moore


…most industry experts (and even some rational protestors)

acknowledge that a true transition to renewable energy will take,

at the very least, three or four decades.

protests, the average Albertan defi-nitely sees through it.”

According to Philip Cross, a former Statistics Canada official and now research coordinator with Ottawa’s respected Macdonald-Laurier Institute think-tank, “Protestors on contentious social issues tend to be very simplis-tic and short sighted. Although the average person may politely respect the opinions, they invariably do see through the shrill claims.”

While the recent and ongoing pro-tests, on both sides of the longest unguarded and friendly border in the world, chant concerns and outrage about oil polluting the environment and the mammoth pipeline that would be the allegedly hazardous to move the culprit oil to its refining destina-tions, the industry’s self-confessed, biased insiders and objective experts seem to agree that most of the rally-ing-cry protest issues are unrealistic, faulty, inaccurate, misleading and

sometimes naive, intended to excite more than convince.

“The facts undisputedly show that Alberta disposable incomes are way

ahead of the rest of the country,” Cross points out, “and it’s overwhelmingly due to the energy sector.”

According to the gung-ho and out-


Philip Cross, research coordinator with Ottawa’s respected Macdonald-Laurier Institute think-tank

Dr. Michal Moore, professor at the University of Calgary’s Institute for Sustainable Energy, Environment and Economy (ISEEE)

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www.businessincalgary.com | BUSINESS IN CALGARY June 2013 • 29

spoken Dr. Michal Moore, professor at the University of Calgary’s Institute for Sustainable Energy, Environment and Economy (ISEEE) and a visiting professor at the iconic Cornell Univer-sity in New York, most protests are a distortion of the truth. “They are usu-ally silly and nonsensical and don’t recognize the realities of life. Protest rhetoric usually substitutes shorthand for the real issues. The battle cry is ‘I’m against taxes’ not against all the things that taxes provide for me.

“The recent pipeline protests are prime examples. Much of what we have, see and enjoy in Alberta is due, in one form or another, to the chemi-cal industry,” he snaps. “Look, let’s face it, the industry supports us all.

“There are environmental and eco-nomic risks to extracting any natural resources – risks of getting it out, transporting it and processing it. The undisputable bottom line is that pipelines are tested, documented and provenly the safest way to move product. Of course they must be (and are) very strictly regulated, regu-larly inspected and must comply with uncompromised safety and regulatory standards but pipelines are definitely a minimized risk. They are routinely used, without incident, to move water, waste, natural gas, other chemicals and, yes, oil,” Moore says as an ada-mant analogy.

The facts, figures and documented industry research and opinions make

an un-protestable case for reality when it comes to North America’s insatiable oil habit.

By all calculations, stats and projec-tions about even well-intentioned and noble wishes and goals – like Barack Obama’s urge “to transition toward more sustainable sources of energy and greater energy independence” – most industry experts (and even some rational protestors) acknowledge that a true transition to renewable energy will take, at the very least, three or four decades.

“Electric cars, for example, need bat-teries and they don’t go nearly far enough for the average North American consumer and they require conveniently accessible recharging stations,” Moore


…most industry experts (and even some rational protestors)

acknowledge that a true transition to renewable energy will take,

at the very least, three or four decades.

protests, the average Albertan defi-nitely sees through it.”

According to Philip Cross, a former Statistics Canada official and now research coordinator with Ottawa’s respected Macdonald-Laurier Institute think-tank, “Protestors on contentious social issues tend to be very simplis-tic and short sighted. Although the average person may politely respect the opinions, they invariably do see through the shrill claims.”

While the recent and ongoing pro-tests, on both sides of the longest unguarded and friendly border in the world, chant concerns and outrage about oil polluting the environment and the mammoth pipeline that would be the allegedly hazardous to move the culprit oil to its refining destina-tions, the industry’s self-confessed, biased insiders and objective experts seem to agree that most of the rally-ing-cry protest issues are unrealistic, faulty, inaccurate, misleading and

sometimes naive, intended to excite more than convince.

“The facts undisputedly show that Alberta disposable incomes are way

ahead of the rest of the country,” Cross points out, “and it’s overwhelmingly due to the energy sector.”

According to the gung-ho and out-


Philip Cross, research coordinator with Ottawa’s respected Macdonald-Laurier Institute think-tank

Dr. Michal Moore, professor at the University of Calgary’s Institute for Sustainable Energy, Environment and Economy (ISEEE) Over 75%

of Achieversindicate JuniorAchievement iskey to developing financial literacyskills.

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Besides supporting long-term U.S. energy security, TransCanada’s multi-

billion-dollar oil pipeline system (just waiting for the American president’s

signature) is a much-needed and major positive for the U.S. economy

because it means – jobs. Lots of jobs.

itemizes. “And now we know that electric cars are quite a bit more expensive and the consumer will likely not pay the pre-mium. If electric cars catch on at all, it will be a very gradual penetration over a long period of time.

“We simply haven’t invented very many good substitutes for the way we prefer and are used to living. We need and must have a car.”

TransCanada Corp.’s Pourbaix uses basic facts and statis-tics to make his point about a somewhat simple answer to the familiar and contentious arguments of protestors.

“Every morning in North America, we turn the ignition key in 300 million vehicles. One day that may change but, for now and for the foreseeable future, that’s the way it is. The marketplace has resoundingly said it needs oil.

“In Alberta we have over one million barrels a day of contract for an average term of 17 years,” he explains. “It may be frustrating for some protestors to deal with but the oilsands are definitely going to get developed irrespective of Keystone being built or not, and that oil will find its way to market. The question is “which market?” because the mar-ketplace dictates what is produced and what is refined. The pipelines just transport it.”

Pourbaix chooses not to get baited into protest rebuttals but continues to plead his rational case where it counts: in Ottawa and Washington, as he did this April when he addressed the U.S. Congress, making the point that despite protests for alternate energies and accusations about oil

destroying the planet, “The U.S. consumes 15 million barrels of oil each day and imports eight to nine million barrels. For the foreseeable future, oil is a necessity.

“The vital question is: does the U.S. want its oil from a friendly neighbour like Canada and domestic sources like the Bakken play or does it want to continue importing higher-priced foreign oil from nations that do not support U.S. values. It’s that simple.”

While some protestors were getting some curiosity for their cause, Pourbaix and his diverse delegation were under-scoring their Washington pitch with a potent American closer.

Besides supporting long-term U.S. energy security, TransCanada’s multibillion-dollar oil pipeline system (just waiting for the American president’s signature) is a much-needed and major positive for the U.S. economy because it means – jobs. Lots of jobs. He is quick and passionate about explaining that TransCanada currently employs more than 4,000 American workers building the Gulf Coast Project in Texas and Oklahoma and that translates to thousands of welders, mechanics, electricians, labourers, safety coordina-tors, heavy equipment operators and others.

“Most people aren’t so gullible that they buy into the rhet-oric of protests, but you can never be sure what some people are thinking,” grins the Macdonald-Laurier Institute’s Philip Cross. “Remember: 20-25 per cent of Americans don’t believe man actually landed on the moon.” BiC


Besides supporting long-term U.S. energy security, TransCanada’s multi-

billion-dollar oil pipeline system (just waiting for the American president’s

signature) is a much-needed and major positive for the U.S. economy

because it means – jobs. Lots of jobs.

itemizes. “And now we know that electric cars are quite a bit more expensive and the consumer will likely not pay the pre-mium. If electric cars catch on at all, it will be a very gradual penetration over a long period of time.

“We simply haven’t invented very many good substitutes for the way we prefer and are used to living. We need and must have a car.”

TransCanada Corp.’s Pourbaix uses basic facts and statis-tics to make his point about a somewhat simple answer to the familiar and contentious arguments of protestors.

“Every morning in North America, we turn the ignition key in 300 million vehicles. One day that may change but, for now and for the foreseeable future, that’s the way it is. The marketplace has resoundingly said it needs oil.

“In Alberta we have over one million barrels a day of contract for an average term of 17 years,” he explains. “It may be frustrating for some protestors to deal with but the oilsands are definitely going to get developed irrespective of Keystone being built or not, and that oil will find its way to market. The question is “which market?” because the mar-ketplace dictates what is produced and what is refined. The pipelines just transport it.”

Pourbaix chooses not to get baited into protest rebuttals but continues to plead his rational case where it counts: in Ottawa and Washington, as he did this April when he addressed the U.S. Congress, making the point that despite protests for alternate energies and accusations about oil

destroying the planet, “The U.S. consumes 15 million barrels of oil each day and imports eight to nine million barrels. For the foreseeable future, oil is a necessity.

“The vital question is: does the U.S. want its oil from a friendly neighbour like Canada and domestic sources like the Bakken play or does it want to continue importing higher-priced foreign oil from nations that do not support U.S. values. It’s that simple.”

While some protestors were getting some curiosity for their cause, Pourbaix and his diverse delegation were under-scoring their Washington pitch with a potent American closer.

Besides supporting long-term U.S. energy security, TransCanada’s multibillion-dollar oil pipeline system (just waiting for the American president’s signature) is a much-needed and major positive for the U.S. economy because it means – jobs. Lots of jobs. He is quick and passionate about explaining that TransCanada currently employs more than 4,000 American workers building the Gulf Coast Project in Texas and Oklahoma and that translates to thousands of welders, mechanics, electricians, labourers, safety coordina-tors, heavy equipment operators and others.

“Most people aren’t so gullible that they buy into the rhet-oric of protests, but you can never be sure what some people are thinking,” grins the Macdonald-Laurier Institute’s Philip Cross. “Remember: 20-25 per cent of Americans don’t believe man actually landed on the moon.” BiC

OOf the many people working in f the many people working in f the many people working in Alberta’s oil and gas industry, there are a handful like Beth

Brueckner, to whom it is a passion. With Brueckner, to whom it is a passion. With Brueckner, to whom it is a passion. With Brueckner, to whom it is a passion. With 30 years experience in the sector, includ30 years experience in the sector, includ30 years experience in the sector, includ30 years experience in the sector, includ-ing valuable experience as an Energy ing valuable experience as an Energy ing valuable experience as an Energy ing valuable experience as an Energy Resources Conservation Board inspector Resources Conservation Board inspector Resources Conservation Board inspector Resources Conservation Board inspector and more than 10 years as a sought-after industry consultant, her enthusiasm is industry consultant, her enthusiasm is industry consultant, her enthusiasm is industry consultant, her enthusiasm is unrivalled. Brueckner, the focused and unrivalled. Brueckner, the focused and unrivalled. Brueckner, the focused and unrivalled. Brueckner, the focused and dynamic founder and principal of G.K. dynamic founder and principal of G.K. dynamic founder and principal of G.K. dynamic founder and principal of G.K. Hills Tank Inspection, has an unmistakeHills Tank Inspection, has an unmistakeHills Tank Inspection, has an unmistakeHills Tank Inspection, has an unmistake-able affection for the industry and her company’s niche specialty.

In her quietly composed way, In her quietly composed way, In her quietly composed way, In her quietly composed way, Brueckner explains that with the Brueckner explains that with the Brueckner explains that with the Brueckner explains that with the growing awareness of environmental growing awareness of environmental growing awareness of environmental growing awareness of environmental impact, more and more companies are impact, more and more companies are impact, more and more companies are impact, more and more companies are implementing Integrity Programs. Enter G.K. Hills Tank Inspection, a company designed to meet the rising need for Inspection, a company designed to meet the rising need for Inspection, a company designed to meet the rising need for Inspection, a company designed to meet the rising need for Inspection, a company designed to meet the rising need for streamlined processes in oil and gas industry. A little over streamlined processes in oil and gas industry. A little over streamlined processes in oil and gas industry. A little over streamlined processes in oil and gas industry. A little over streamlined processes in oil and gas industry. A little over a year since its official launch, the company is growing a year since its official launch, the company is growing a year since its official launch, the company is growing a year since its official launch, the company is growing a year since its official launch, the company is growing quickly as it’s welcomed by industry thanks to an absolute quickly as it’s welcomed by industry thanks to an absolute quickly as it’s welcomed by industry thanks to an absolute quickly as it’s welcomed by industry thanks to an absolute quickly as it’s welcomed by industry thanks to an absolute adherence to quality, safety, efficiency and value.

With extensive experience reviewing inspection reports for pressure equipment and tanks, Brueckner sensed more for pressure equipment and tanks, Brueckner sensed more for pressure equipment and tanks, Brueckner sensed more for pressure equipment and tanks, Brueckner sensed more for pressure equipment and tanks, Brueckner sensed more and more industry demand for tank inspection services and more industry demand for tank inspection services and more industry demand for tank inspection services and more industry demand for tank inspection services and more industry demand for tank inspection services that were faster and more cost-effective for clients. She’s that were faster and more cost-effective for clients. She’s that were faster and more cost-effective for clients. She’s that were faster and more cost-effective for clients. She’s that were faster and more cost-effective for clients. She’s still not sure if it was opportunity or intuition that trigstill not sure if it was opportunity or intuition that trigstill not sure if it was opportunity or intuition that trigstill not sure if it was opportunity or intuition that trigstill not sure if it was opportunity or intuition that trig-gered the company. In any event, her unique ability to organize the work flow and see the big picture has given organize the work flow and see the big picture has given organize the work flow and see the big picture has given organize the work flow and see the big picture has given organize the work flow and see the big picture has given her a running start and she hasn’t looked back. The facts her a running start and she hasn’t looked back. The facts her a running start and she hasn’t looked back. The facts her a running start and she hasn’t looked back. The facts her a running start and she hasn’t looked back. The facts confirm it. There is a large gap in industry understandconfirm it. There is a large gap in industry understandconfirm it. There is a large gap in industry understandconfirm it. There is a large gap in industry understandconfirm it. There is a large gap in industry understand-ing and adherence in regulatory areas, specifically where ing and adherence in regulatory areas, specifically where ing and adherence in regulatory areas, specifically where ing and adherence in regulatory areas, specifically where ing and adherence in regulatory areas, specifically where upstream tank inspections are concerned.

Over the course of a decade, while working as a con-sultant, Brueckner performed extensive research and sultant, Brueckner performed extensive research and sultant, Brueckner performed extensive research and sultant, Brueckner performed extensive research and sultant, Brueckner performed extensive research and eventually created customized proprietary systems which eventually created customized proprietary systems which eventually created customized proprietary systems which eventually created customized proprietary systems which eventually created customized proprietary systems which are unique to G.K. Hills Tank Inspection. “I bring to the are unique to G.K. Hills Tank Inspection. “I bring to the are unique to G.K. Hills Tank Inspection. “I bring to the are unique to G.K. Hills Tank Inspection. “I bring to the are unique to G.K. Hills Tank Inspection. “I bring to the table an innovative and stream lined system that allows us table an innovative and stream lined system that allows us table an innovative and stream lined system that allows us table an innovative and stream lined system that allows us table an innovative and stream lined system that allows us to fast-track tank inspection services while aligning with the Client’s Integrity Program,” she says. “Our little inside the Client’s Integrity Program,” she says. “Our little inside the Client’s Integrity Program,” she says. “Our little inside the Client’s Integrity Program,” she says. “Our little inside the Client’s Integrity Program,” she says. “Our little inside joke is that we can deliver completed reports faster than joke is that we can deliver completed reports faster than joke is that we can deliver completed reports faster than joke is that we can deliver completed reports faster than joke is that we can deliver completed reports faster than the competition can dry their ink,” she adds, tongue in the competition can dry their ink,” she adds, tongue in the competition can dry their ink,” she adds, tongue in the competition can dry their ink,” she adds, tongue in the competition can dry their ink,” she adds, tongue in cheek.cheek.

So how do they do it? For starters, G.K. Hills Tank Inspec-tion applies state-of-the-art technology to the API 12 Series construction design, ensuring no inspection overkill. More construction design, ensuring no inspection overkill. More construction design, ensuring no inspection overkill. More construction design, ensuring no inspection overkill. More construction design, ensuring no inspection overkill. More

importantly for its clients, however, importantly for its clients, however, importantly for its clients, however, importantly for its clients, however, the popular tank inspection company delivers their unique 64-point (per tank) inspection reports in as little as tank) inspection reports in as little as tank) inspection reports in as little as tank) inspection reports in as little as seven days (as opposed to the previseven days (as opposed to the previseven days (as opposed to the previseven days (as opposed to the previ-ous standard which was measured ous standard which was measured ous standard which was measured ous standard which was measured in months) all while meeting the cliin months) all while meeting the cliin months) all while meeting the cliin months) all while meeting the cli-ent’s Integrity Management and fiscal budget requirements. G.K. Hills Tank budget requirements. G.K. Hills Tank budget requirements. G.K. Hills Tank budget requirements. G.K. Hills Tank Inspection also assures peace of mind Inspection also assures peace of mind Inspection also assures peace of mind Inspection also assures peace of mind that the tank and associated equipthat the tank and associated equipthat the tank and associated equipthat the tank and associated equip-ment is in regulatory compliance and ment is in regulatory compliance and ment is in regulatory compliance and ment is in regulatory compliance and not in jeopardy of being shut down. Not only do they complete reports in weeks, their system boasts more attenweeks, their system boasts more attenweeks, their system boasts more attenweeks, their system boasts more atten-tion to detail and lower costs than the tion to detail and lower costs than the tion to detail and lower costs than the tion to detail and lower costs than the competition. competition.

The general consensus in western The general consensus in western The general consensus in western The general consensus in western Canada is that G.K. Hills Tank Inspection is transforming the way upstream tank inspection services are handled. the way upstream tank inspection services are handled. the way upstream tank inspection services are handled. the way upstream tank inspection services are handled. the way upstream tank inspection services are handled. “We are entering an interesting era – everyone expects “We are entering an interesting era – everyone expects “We are entering an interesting era – everyone expects “We are entering an interesting era – everyone expects “We are entering an interesting era – everyone expects real-time results and information sharing has to be fast. real-time results and information sharing has to be fast. real-time results and information sharing has to be fast. real-time results and information sharing has to be fast. real-time results and information sharing has to be fast. Add to that a growing corporate and public awareness of Add to that a growing corporate and public awareness of Add to that a growing corporate and public awareness of Add to that a growing corporate and public awareness of Add to that a growing corporate and public awareness of the benefit of reduced environmental impact. And it’s not just local, we operate in a global market, as an industry, we have to demand the best efficiencies.” have to demand the best efficiencies.” have to demand the best efficiencies.” have to demand the best efficiencies.”

As Beth Brueckner intended it, the innovative comAs Beth Brueckner intended it, the innovative comAs Beth Brueckner intended it, the innovative comAs Beth Brueckner intended it, the innovative comAs Beth Brueckner intended it, the innovative com-pany has uncovered a vital opportunity and responded pany has uncovered a vital opportunity and responded pany has uncovered a vital opportunity and responded pany has uncovered a vital opportunity and responded pany has uncovered a vital opportunity and responded with a faster more reliable way to provide a cost-efficient with a faster more reliable way to provide a cost-efficient with a faster more reliable way to provide a cost-efficient with a faster more reliable way to provide a cost-efficient with a faster more reliable way to provide a cost-efficient inspection service that has proven repeatable and consis-tent. Brueckner reiterates in her understated fashion, “the tent. Brueckner reiterates in her understated fashion, “the tent. Brueckner reiterates in her understated fashion, “the tent. Brueckner reiterates in her understated fashion, “the tent. Brueckner reiterates in her understated fashion, “the emphasis on excellence and proficiency is the cornerstone emphasis on excellence and proficiency is the cornerstone emphasis on excellence and proficiency is the cornerstone emphasis on excellence and proficiency is the cornerstone emphasis on excellence and proficiency is the cornerstone of our commitment to our clients.”of our commitment to our clients.”of our commitment to our clients.”

With its unprecedented growth, the success story that With its unprecedented growth, the success story that With its unprecedented growth, the success story that With its unprecedented growth, the success story that With its unprecedented growth, the success story that is G.K. Hills Tank Inspection begs only one question and it has nothing to do with the industry or the inspection of tanks. Clients (and even the competition) invariably of tanks. Clients (and even the competition) invariably of tanks. Clients (and even the competition) invariably of tanks. Clients (and even the competition) invariably of tanks. Clients (and even the competition) invariably wonder about the company name! Did Brueckner buy the wonder about the company name! Did Brueckner buy the wonder about the company name! Did Brueckner buy the wonder about the company name! Did Brueckner buy the wonder about the company name! Did Brueckner buy the company or does it belong to someone else?company or does it belong to someone else?company or does it belong to someone else?company or does it belong to someone else?

“People are a bit surprised but G.K. Hills was my late “People are a bit surprised but G.K. Hills was my late “People are a bit surprised but G.K. Hills was my late “People are a bit surprised but G.K. Hills was my late “People are a bit surprised but G.K. Hills was my late uncle! He consistently stood for integrity and told me to always treat people with respect,” she explained. “He to always treat people with respect,” she explained. “He to always treat people with respect,” she explained. “He to always treat people with respect,” she explained. “He to always treat people with respect,” she explained. “He passed away but in a small way his legacy lives on. I passed away but in a small way his legacy lives on. I passed away but in a small way his legacy lives on. I passed away but in a small way his legacy lives on. I passed away but in a small way his legacy lives on. I named the company after him because his values ARE the named the company after him because his values ARE the named the company after him because his values ARE the named the company after him because his values ARE the named the company after him because his values ARE the company’s values: company’s values: company’s values: integrity and and integrity and integrity respectrespect.” respect.” respect

Beth Brueckner, PrincipalBeth Brueckner, PrincipalBeth Brueckner, PrincipalBeth Brueckner, PrincipalBeth Brueckner, PrincipalBeth Brueckner, Principal

www.gkhills.comwww.gkhills.comwww.gkhills.com

PROFILE

Henry George has farming in his blood. His father started Parkland Farm Equipment in 1949 and the business, which sits just outside of Edmonton in Stony Plain, is still going strong today. George took over operations in

1972. During his 40-plus years of buying and selling farm equipment, he has seen many changes. “The machines are bigger and the farms are bigger. They have gone from a few acres to thousands of acres. Everything has changed.”

The question is, why? The answer is technology. The way we farm has changed dramatically in the past few decades. The most

startling example of this change was seen in George’s shop. A massive tractor unit was in for repairs and it easily commanded nearly a third of Parkland Farm Equip-ment’s generously sized shop. Built-in steps on the cab allowed for entry into the behemoth while tank-style treads showed terrain was no challenge for this mon-ster. A mechanic, a small spec of a man amidst the sheer size of the machinery, ran diagnostic tests by accessing the tractor’s inner computer systems.

Sitting humbly in the shadow of the great machine was a little yellow tractor. So dwarfed by its contemporary peer was this small tractor that one nearly tripped over it before discovering it was there. Instead of using computerized diagnostics to fix this veteran of the field, a mechanic had taken her apart the old-fashioned way—with a wrench and a few other hand-held tools.

What’s this GPS Doing in my Tractor? • Agriculture

BY NERISSA MCNAUGHTON

What’s in the cab of combines and under the hoods of tractors is a lot more complicated than it used

to be. Technology in agriculture is turning farming from a weather-dependent industry into acres of

mass efficiency.

What’s this GPS Doing in my Tractor?

Farming Goes High-Tech

On the Lot at Parkland Farm Equipment

Bay B - 5815, 36th Street S.E. Calgary, Alberta T2C 2J1Phone: 403.921.9889 | Fax: 888.341.0565

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Henry George has farming in his blood. His father started Parkland Farm Equipment in 1949 and the business, which sits just outside of Edmonton in Stony Plain, is still going strong today. George took over operations in

1972. During his 40-plus years of buying and selling farm equipment, he has seen many changes. “The machines are bigger and the farms are bigger. They have gone from a few acres to thousands of acres. Everything has changed.”

The question is, why? The answer is technology. The way we farm has changed dramatically in the past few decades. The most

startling example of this change was seen in George’s shop. A massive tractor unit was in for repairs and it easily commanded nearly a third of Parkland Farm Equip-ment’s generously sized shop. Built-in steps on the cab allowed for entry into the behemoth while tank-style treads showed terrain was no challenge for this mon-ster. A mechanic, a small spec of a man amidst the sheer size of the machinery, ran diagnostic tests by accessing the tractor’s inner computer systems.

Sitting humbly in the shadow of the great machine was a little yellow tractor. So dwarfed by its contemporary peer was this small tractor that one nearly tripped over it before discovering it was there. Instead of using computerized diagnostics to fix this veteran of the field, a mechanic had taken her apart the old-fashioned way—with a wrench and a few other hand-held tools.


BY NERISSA MCNAUGHTON

What’s in the cab of combines and under the hoods of tractors is a lot more complicated than it used

to be. Technology in agriculture is turning farming from a weather-dependent industry into acres of

mass efficiency.

What’s this GPS Doing in my Tractor?

Farming Goes High-Tech

On the Lot at Parkland Farm Equipment

Bay B - 5815, 36th Street S.E. Calgary, Alberta T2C 2J1Phone: 403.921.9889 | Fax: 888.341.0565

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suited for little potatoes 10 years ago,” Gleddie recalls. This was a problem for farms like The Little Potato Com-pany, whose tiny gems are 1/10 the size of a baking potato. After years of making do with harvesters whose chains were too large and whose operations were not gentle enough for small spuds, he is pleased that the last decade has produced harvesters that can be adapted for non-standard produce.

Gleddie is also pleased about how technology has leaped from the field to processing and packing plants. Starting about six years ago, The Little Potato Company was able to take advantage of optical graders. An optical grader is a camera programmed to pick out produce under certain criteria. For The Little Potato Company, this criterion is sub-standard potatoes. “The potatoes fall in a stream in front of a bank of cameras, and the cameras photograph each one. It’s


A small yellow tractor from the ’60s is in for repair A mechanic repairs the small yellow tractor

“I like working on these older machines,” the mechanic points out with a smile. “They are easy. You don’t need to run diagnostics or use a laptop to fix them.” He says the tractor was from the ’60s, and although it was in for a bit of maintenance, it was still being used. The massive tractor towering over it was already aging at 10 years old.

Size is not the only thing that has increased for farm equipment. The price has, too. The biggest combine you could purchase in 1977 would put you back $41,000. The biggest one you can purchase today comes with a $500,000 price tag. “The cost is worth it, because it’s more produc-tive,” George insists.

One of the things driving the prices and the productivity of these machines is also one of the biggest changes George has seen to date: the addition of global positioning systems, or GPS as they are better known.

Sanford Gleddie, the vice-president of operations for The Little Potato Company, is no stranger to the benefits of GPS in farm equipment. “I don’t think you’ll find a farmer any-where in Canada without a GPS taking all the fun out of it!” Gleddie laughs. “You don’t have to work hard to drive a straight line anymore.”

But why GPS? Are the farms so big that you can get lost going from one end of the field to the other? Not exactly. Gleddie explains, “GPS is used for driving a straight line.

The reason that is so important is that you get maximum yield out of your field. You don’t get gaps or overlaps.” As the machines grew in size, farmers lost the ability to pilot them efficiently. Imagine looking over a 60-foot boom while driving eight kilometres an hour. The cab is in the middle of the boom. Without the guidance of the GPS, it is easy to see how you can over-plant one area while com-pletely missing another.

In addition to guidance, the GPS helps map the field. When you know which areas produce the highest yield, you can determine what is going right in that area and how to apply those conditions to the underperforming sections.

That brings us to another technology: yield monitors. “Yield monitors, like the ones for canola, have a weigh

scale that measures on the go as you harvest. It ties into your GPS,” Gleddie says.

Yield monitors may not be relevant to potato producers, but precision planting equipment is, and that is a technology The Little Potato Company embraces with enthusiasm. “Pre-cision planting equipment has improved,” Gleddie admits. “Placement means accuracy of depth and spacing, and this affects the yield. Today’s planting equipment allows you to achieve [optimal] depth and spacing.”

The advancement of farming equipment also means increased flexibility. “There were no harvesters specifically


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suited for little potatoes 10 years ago,” Gleddie recalls. This was a problem for farms like The Little Potato Com-pany, whose tiny gems are 1/10 the size of a baking potato. After years of making do with harvesters whose chains were too large and whose operations were not gentle enough for small spuds, he is pleased that the last decade has produced harvesters that can be adapted for non-standard produce.

Gleddie is also pleased about how technology has leaped from the field to processing and packing plants. Starting about six years ago, The Little Potato Company was able to take advantage of optical graders. An optical grader is a camera programmed to pick out produce under certain criteria. For The Little Potato Company, this criterion is sub-standard potatoes. “The potatoes fall in a stream in front of a bank of cameras, and the cameras photograph each one. It’s


A small yellow tractor from the ’60s is in for repair A mechanic repairs the small yellow tractor

“I like working on these older machines,” the mechanic points out with a smile. “They are easy. You don’t need to run diagnostics or use a laptop to fix them.” He says the tractor was from the ’60s, and although it was in for a bit of maintenance, it was still being used. The massive tractor towering over it was already aging at 10 years old.

Size is not the only thing that has increased for farm equipment. The price has, too. The biggest combine you could purchase in 1977 would put you back $41,000. The biggest one you can purchase today comes with a $500,000 price tag. “The cost is worth it, because it’s more produc-tive,” George insists.

One of the things driving the prices and the productivity of these machines is also one of the biggest changes George has seen to date: the addition of global positioning systems, or GPS as they are better known.

Sanford Gleddie, the vice-president of operations for The Little Potato Company, is no stranger to the benefits of GPS in farm equipment. “I don’t think you’ll find a farmer any-where in Canada without a GPS taking all the fun out of it!” Gleddie laughs. “You don’t have to work hard to drive a straight line anymore.”

But why GPS? Are the farms so big that you can get lost going from one end of the field to the other? Not exactly. Gleddie explains, “GPS is used for driving a straight line.

The reason that is so important is that you get maximum yield out of your field. You don’t get gaps or overlaps.” As the machines grew in size, farmers lost the ability to pilot them efficiently. Imagine looking over a 60-foot boom while driving eight kilometres an hour. The cab is in the middle of the boom. Without the guidance of the GPS, it is easy to see how you can over-plant one area while com-pletely missing another.

In addition to guidance, the GPS helps map the field. When you know which areas produce the highest yield, you can determine what is going right in that area and how to apply those conditions to the underperforming sections.

That brings us to another technology: yield monitors. “Yield monitors, like the ones for canola, have a weigh

scale that measures on the go as you harvest. It ties into your GPS,” Gleddie says.

Yield monitors may not be relevant to potato producers, but precision planting equipment is, and that is a technology The Little Potato Company embraces with enthusiasm. “Pre-cision planting equipment has improved,” Gleddie admits. “Placement means accuracy of depth and spacing, and this affects the yield. Today’s planting equipment allows you to achieve [optimal] depth and spacing.”

The advancement of farming equipment also means increased flexibility. “There were no harvesters specifically



programmed to pick out and kick out defect potatoes. Then a manual grade is done, but now it is so much faster.”

While GPS, yield monitors and cam-eras have brought farming equipment into the digital age, the mechanics of the equipment have benefited from advanced technology as well. Rocky Mountain Equipment (RME) is the largest independent dealer of Case IH equipment in Canada, and the second largest in the world. RME operates 40 dealerships across Alberta, Sas-katchewan and Manitoba. There are several locations in Calgary and the surrounding area, including Balzac and High River.

Darryl Priel is Rocky Mountain Equipment’s Western Canada Case IH specialist for high-horsepower tractors. Some of the mechanical changes Priel has seen over the last decade include:

• The Selective Catalytic Reduc-tion (SCR) tier 4A emission control system: SCR benefits include cooler exhaust temperatures, increased power, improved fuel efficiency, greater durability, increased reliabil-ity and lengthened service intervals.

• The Steiger Rowtrac four-track system for Steiger tractors, which provides more power to the ground, greater flexibility for different crop-ping systems and increased efficiency.

• Continuously Variable Transmis-sion (CVT) in Puma and Magnum tractors provides smoother power to the ground through infinite gear ratios that allow the operating con-troller to find the perfect balance of power and efficiency.

• A self-levelling grain cleaning system (SLS) that features a full width grain pan and vast sieve area for superior capacity and efficiency.

• CVT rotor and feeder house drives on the flagship Axial-Flow combines, which provide the fewest drive com-ponents that allow for harvesting control, intuitive operation and max-imum uptime.

• Diesel Saver Automatic Pro-ductivity Control (APM) systems, as seen in Puma, Magnum and Steiger tractors. The APM system automati-cally adjusts the engine speed and transmission ratio for maximum fuel efficiency.

Priel notes that revised emission control systems are particularly pop-ular. “This has allowed Case IH to remove all of the pollution control sys-tems from the engines manufactured by FPT that are featured in Axial-Flow combines, 4430 Patriot Sprayer, Maxxum, Puma, Magnum and Steiger tractors,” says Priel. “The emissions are now being controlled using SCR,

Tractor with Seeding Unit. Photo Courtesy of Rocky Mountain Equipment


or post-combustion exhaust treatment. This allows the engine to utilize clean air for combustion, providing efficient power to the vehicle. An added bonus to this technology is extended engine oil service intervals out to 600 hours.”

Laird Munro, director of marketing and communications for Rocky Mountain Equipment, knows that farming still requires a great deal of physical, mental and financial forti-tude. He also knows today’s farmers must also have vision. “The modern, progressive farmer in search of higher yields, lower output costs and greater overall efficiency is likely to employ GPS technology to control and steer equipment that is linked to data-rich information sets on soil types, mois-ture levels and historical yields, while checking on global commodity prices and trends from a smartphone or tablet device,” says Munro. “It’s still hard work – but today, it’s much more about being smart and innovative as it is about having stamina and strength.”

GPS, yield monitors, cameras that pick out defective produce, power-train technology and Selective Catalytic Reduction. We’ve come a long way from two oxen yoked together to plow a field. These are big changes over a rela-tively short period of time. Is it worth it? According to the experts, it certainly is.

“Farmers can farm more efficiently with less labour,” George concludes.

“SCR provides cleaner air for future generations and helps to preserve and improve the global environment,” states Priel. “The new technology improves efficiency through covering more land with less equipment, less manpower and less appli-cation overlap. This allows for improved return on investment for the food producers.”

Perhaps it is Gleddie who wraps it up best with his sum-mary of the situation. “If you screw up planting, you can’t get it back.” BiC



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programmed to pick out and kick out defect potatoes. Then a manual grade is done, but now it is so much faster.”

While GPS, yield monitors and cam-eras have brought farming equipment into the digital age, the mechanics of the equipment have benefited from advanced technology as well. Rocky Mountain Equipment (RME) is the largest independent dealer of Case IH equipment in Canada, and the second largest in the world. RME operates 40 dealerships across Alberta, Sas-katchewan and Manitoba. There are several locations in Calgary and the surrounding area, including Balzac and High River.

Darryl Priel is Rocky Mountain Equipment’s Western Canada Case IH specialist for high-horsepower tractors. Some of the mechanical changes Priel has seen over the last decade include:

• The Selective Catalytic Reduc-tion (SCR) tier 4A emission control system: SCR benefits include cooler exhaust temperatures, increased power, improved fuel efficiency, greater durability, increased reliabil-ity and lengthened service intervals.

• The Steiger Rowtrac four-track system for Steiger tractors, which provides more power to the ground, greater flexibility for different crop-ping systems and increased efficiency.

• Continuously Variable Transmis-sion (CVT) in Puma and Magnum tractors provides smoother power to the ground through infinite gear ratios that allow the operating con-troller to find the perfect balance of power and efficiency.

• A self-levelling grain cleaning system (SLS) that features a full width grain pan and vast sieve area for superior capacity and efficiency.

• CVT rotor and feeder house drives on the flagship Axial-Flow combines, which provide the fewest drive com-ponents that allow for harvesting control, intuitive operation and max-imum uptime.

• Diesel Saver Automatic Pro-ductivity Control (APM) systems, as seen in Puma, Magnum and Steiger tractors. The APM system automati-cally adjusts the engine speed and transmission ratio for maximum fuel efficiency.

Priel notes that revised emission control systems are particularly pop-ular. “This has allowed Case IH to remove all of the pollution control sys-tems from the engines manufactured by FPT that are featured in Axial-Flow combines, 4430 Patriot Sprayer, Maxxum, Puma, Magnum and Steiger tractors,” says Priel. “The emissions are now being controlled using SCR,



or post-combustion exhaust treatment. This allows the engine to utilize clean air for combustion, providing efficient power to the vehicle. An added bonus to this technology is extended engine oil service intervals out to 600 hours.”

Laird Munro, director of marketing and communications for Rocky Mountain Equipment, knows that farming still requires a great deal of physical, mental and financial forti-tude. He also knows today’s farmers must also have vision. “The modern, progressive farmer in search of higher yields, lower output costs and greater overall efficiency is likely to employ GPS technology to control and steer equipment that is linked to data-rich information sets on soil types, mois-ture levels and historical yields, while checking on global commodity prices and trends from a smartphone or tablet device,” says Munro. “It’s still hard work – but today, it’s much more about being smart and innovative as it is about having stamina and strength.”

GPS, yield monitors, cameras that pick out defective produce, power-train technology and Selective Catalytic Reduction. We’ve come a long way from two oxen yoked together to plow a field. These are big changes over a rela-tively short period of time. Is it worth it? According to the experts, it certainly is.

“Farmers can farm more efficiently with less labour,” George concludes.

“SCR provides cleaner air for future generations and helps to preserve and improve the global environment,” states Priel. “The new technology improves efficiency through covering more land with less equipment, less manpower and less appli-cation overlap. This allows for improved return on investment for the food producers.”

Perhaps it is Gleddie who wraps it up best with his sum-mary of the situation. “If you screw up planting, you can’t get it back.” BiC



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corporations are interested in making profi t. That is their ultimate goal and the reason

they prosper from year to year. Gone, however, are the old stereotypes of corporate greed; the company that reaches for the almighty dollar at all costs. These days the biggest names in business are just as focused on tak-ing care of their employees, on giving back to their communities and espe-cially on minimizing their impact on the environment. When it comes to environmental stewardship, companies are taking precautions like never before – and they are fi nding creative ways to ensure the land left behind is a land that will sustain generations to come.

Pius Rolheiser, a spokesman for Imperial Oil, is excited about the ways the company’s Cold Lake and Kearl projects have gone green.

The Cold Lake project has been in operation since 1985. It is the largest thermal in-situ heavy oil operation in North America. The bitumen at this site is buried more than 400 metres below the surface. Unlike surface min-ing, in-situ mining relies on well bores and injected steam to reach, mobilize and move the product. The company uses a process called cyclic steam stimulation, which was developed by Imperial at Cold Lake, for Cold Lake. The process uses well bores drilled from centralized surface locations to

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alternately inject steam and then pro-duce the heated bitumen. New drilling technologies have enabled the same amount of resources to be developed using up to 40 per cent fewer wells. The wells are connected to a central processing plant through insulated above-ground pipes.

Here’s where it gets interesting.The pipes are eight to 10 feet above

ground. Why? So animals can roam about freely. Cold Lake is known for its natural, picturesque beauty; the small-footprint processing plant, minimal number of well bores, and above-ground pipes have done little to detract from the area’s natural splendour. It is not uncommon to see moose and deer

Corporate Responsibility and Environmental Stewardship: A Natural Collaboration

Cold Lake is

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roaming under the pipes, feeding and frolicking in nature’s playground. As for the animals underground? Rab-bits, gophers and even worms are not bathing in a steam sauna, since the well bores reach 450 metres below the

surface, including a 100-metre-thick impermeable shale barrier. At that depth, the only thing “disturbed” is the bitumen that has made so much of Alberta’s fortune.

Another feature of the Cold Lake site

is progressive reclamation. Imperial Oil does not wait for the entire operation to fi nish producing before commenc-ing reclamation efforts. As each phase is completed, the well pads, pipeline right-of-ways, roads and even the processing plants are dismantled and removed. The land is then returned to the same or equal to its original state.

Imperial Oil is even more proactive in its reclamation of the Kearl surface mining site. So excited that recla-mation efforts at Kearl are already underway although mining has yet to commence.

“In developing the mine, we recog-nized we would permanently impact some creeks and water ways,” says Rolheiser. “To compensate for this, we are adding a greater quantity of fi sh habitat by increasing the size of the existing Kearl Lake by 25 per cent. We are also making it deeper so fi sh can survive over the winter. Right now, it’s too shallow for that.” The Kearl site is expected to operate for 40 to 50 years, but Imperial is already stockpiling seeds, seedling and native plants to replace what will be disturbed during the mining process.

Imperial is a massive oil corporation and open to the scrutiny and analy-sis of concerned environmentalists. How do they handle the heat? “Cer-tainly we recognize there are people and groups that would challenge our


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efforts, but we are proud of the efforts and technologies we put in place,” replies Rolheiser. “For example, we now use 40 per cent fewer surface pads (in our current Cold Lake expan-sion) due to advances in horizontal drilling technology. We have devel-oped the same resource with a greatly reduced footprint. We recognize our ability to continue to expand opera-tions relies on our ability to meet the expectations of our stakeholders. Our stakeholders are the communities, First Nations, and society at large; and part of that is meeting their envi-ronmental expectations.”

An organization does not need to be a massive oil or gas company to put their best naturally shod foot forward. Another company that sup-ports environmental stewardship is Calgary’s own Oak Environmental Inc. Oak’s cost-effective remedial solutions include a variety of unique techniques such as air sparging and soil venting. Terry McNeill, owner of Oak Environ-mental Inc., explains: “Air sparging is a process where compressed air is bub-bled into tanks or bodies of water that have dissolved hydrocarbons or other contaminants. Typically the contami-nants have a greater affi nity to air

rather than water so they will attach to the air molecules. The air steam can then be captured and cleaned using activated carbon or other media that will strip the contaminants from the air stream. If activated carbon is utilized, it can be heated to high temperatures to destroy the collected contaminants. Soil venting is a similar process where an air stream is introduced to contam-inated soil or fi ll. As the contaminants have a greater affi nity for air, they are released from the soil and attached to the air stream. Again, the air stream can be captured and treated with acti-vated carbon or other media which


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can be heated to high temperatures to destroy the contaminants.”

If you have yet to hear of air sparg-ing or soil venting, you are not alone. However, as McNeill points out, “We are constantly changing and upgrading our processes to meet current require-ments.” As processes and technologies in the way we do business change, so do the requirements of environmental remediation. Companies such as Oak fi nd ways to reclaim with as little envi-ronmental impact as possible. In fact, their methods can leave the area in better-than-original shape. “A second benefi t is that soil venting provides oxygen to the natural occurring bacte-ria in soils or fi ll which actually feed on the contaminants,” says McNeill. “By increasing the population and har-diness of these natural bacterial, more contaminants can be reduced by the process of natural biodegradation.”

Clearly, the methods and means for environmental stewardship are in place, but how do companies feel about following the “rules”? TERA

Environmental Consultants has that answer. TERA is a Calgary-based fi rm that provides environmental con-sulting services to the energy sector. Recent TERA projects include the TMX Anchor Loop Project, the Ground-Birch Mainline Project, the Horn River Mainline Project, the Trans Mountain Expansion Project, the Pacifi c Trail Pipeline Project, the Coastal Gas Link Project and the Spectra Energy Natural Gas Pipeline Project.

“Speaking from the perspective of an environmental consulting fi rm with over 30 years of experience working for pipeline, power line and oil and gas cli-ents in Western Canada, it is apparent that most companies integrate environ-mental responsibility into every major project planning, construction, opera-tions and abandonment decision,” says a spokesperson for TERA. “Most com-panies have learned that environmental responsibility is a byproduct of sound business management, rather than a standalone add-on at the end of the process.”


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It is not just the private sector enforcing environmental regulations. The public keeps a stern eye on com-panies to ensure best practices are followed and as TERA points out, com-panies are aware of and even welcome the scrutiny. “Enlightened companies have learned the importance of work-ing with local stakeholders including government agencies, environmen-tal organizations, landowners and Aboriginal peoples. Companies have learned the value of listening to these people, learning and acknowledging their concerns and coming up with creative win-win solutions. There are many examples where pipeline or power line rights-of-way are managed as recreational trails or green space to the benefi t of the local population.”

Like Imperial Oil, however, TERA admits there are naysayers to address. “Despite recent highly publicized opposition by a minority of inter-ests, the pipeline industry’s record of environmental protection and responsibility is unmatched by any

comparable Canadian industry. Full-time environmental inspectors with activity shut-down authority have been standard on the construction of major Canadian pipelines for the past 20 years and procedures for water crossings, topsoil conserva-tion and right-of-way reclamation are unsurpassed around the world. I have been impressed to see how seriously the pipeline industry takes safety and pipeline integrity and how it is constantly striving to improve its operations.”

Gone are the days when sites could and would be built and abandoned. Be it an oil and gas operation, a textile factory or a road to a logging site, industries of all types have banded together to minimize their environ-mental impact. This positive trend in environmental stewardship will only continue as corporations willingly seek to protect the natural resources that sustain us. BiC


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By all reports, Alan Norris has never quoted Confucius. “Find a job you love and you’ll never work a day in your life.” He doesn’t have to. The focused, driven

and affable president and CEO of Calgary-based Brookfi eld Residential Properties glows it and lives it, every day.

Despite this year being the milestone (30th) anniversary of the fl uke timing when Norris happened into his perfect-fi t job, he’s genuinely not counting. He’s not the type. It’s not his style.

Aside from memories and lessons learned, he rarely re-hashes the past.

But in the early ’80s, just after the 23 year old Scot-tish chartered accountant was transferred to Calgary from Glasgow, he joined Calgary’s booming Carma Developers as Corporate Controller — at the worst possible time. The North American recession was taking its toll on most busi-nesses and Carma was hard-hit. By 1985, just two years after Norris started his new job, things got worse and the company was forced to slash its workforce from 500 to less than two dozen.

Alan norris, distinguished business Leader • Cover

Played golf with arnold Palmer but ...

BY John haRdY

This is the twenty-fi rst anniversary for the Haskayne School of Business at

the University of Calgary and the Calgary Cham-ber recognizing outstanding leaders in the Calgary business community and honoring exceptional demonstrations of vision and leadership, sound business sense, and commitment to the community — with the Distinguished Business Leader Award.

The 2013 recipient is Alan Norris, president and CEO of Brookfi eld Residential Properties Inc. “Alan Norris is a community builder in every sense. He has built a world-class company and then shared his expertise with the Homeless Foundation to pro-vide housing options for all citizens in our society,” said Jim Dewald, dean of the Haskayne School of Business. “Alan’s approach to business, his per-sonal life, and his philanthropic work exemplify a combination of community caring and the ‘can do’ spirit that make Calgary a great city.”

Business in Calgary spent some time with Alan Norris and shared his trademark straight talk about the fi ercely competitive land development and home building business, integrity, a passion for Calgary, always doing everything 110% and play-ing golf with Arnold Palmer.

Alan Norris Distinguished Business Leader

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Even then, the trademark Alan Norris determination, high-energy and positivity looked and moved forward.

He is gifted with remarkable recall about random details and specifi cs and always has interesting, relevant and poignant — personal and professional — stories to tell.

“It was brutal during the ’80s recession,” he nods with emotion. “In post 18 to 20 per cent interest rates, most companies were really getting hammered and many had to either fold or re-structure from scratch. It was tough and, at times, discouraging. We were fortunate. We had land and in this business, land supply is critical.”

By 1994, Carma had solidly rebounded, Alan Norris was appointed Carma CEO and immediately set the company on a dynamic and ambitious growth curve. Brookfi eld Residential Properties Inc. was formed in 2011, from the merger of Brook-fi eld Offi ce Properties’ residential division (Carma Developers LP) and Brookfi eld Homes Corporation. The company is listed on the NYSE and TSX under the symbol BRP.

It turned out to be an exciting and seamless merger and, as the cliché and the company annual reports vouch, nei-ther the company nor Norris have ever looked back.

Then and now, he consistently credits two key factors for the remarkable business success: land and people.

“At the end of the day, it’s all about people. Staff, cus-tomers and our communities. One of the things we continue to stress for all new employees is ‘always do the right thing and always deliver on your promises,’” he says with subtle but sincere pride. “One thing all well-regarded companies have in common is integrity. It’s a must!”

As a former accountant who once seriously considered a pro golf career but earned his way into the corner offi ce of the fi fth largest residential developer in North America, Alan Norris continues to prove himself as one of the most

respected and accomplished executives in the homebuild-ing industry.

He’s awkward about acknowledging any special personal management skills or talents. “I like to think I use common sense in dealing with people and simply treat them the way I would like to be treated. I probably still stray into some of my comfort zone areas where I feel I’m pretty good but I realize that I’m not an engineer or a marketer by profession and I don’t pretend to be,” he says with characteristic Alan Norris blunt honesty.

It’s obvious that his management style and approach are working. The Brookfi eld success story and the more than 800 staff in 11 North American real estate markets refl ect Norris’ potent combination of exceptional business smarts and tremendous people savvy.

“We have a lot of terrifi cally experienced people in our company and we share a strong corporate culture about what we think is right and what should be done. It’s not a top-down but a shared vision and part of my role as CEO is to set goals and a course for the company to follow.

“I prefer to give people responsibility, make them accountable and try to make sure we’re all on the same page. We can disagree on certain things as a management group, and sometimes we do,” he grins and shrugs with open palms, “but we’re not going off on different tangents from one another because we share the same common goal and culture.”

Contrary to the simplistic cliché about the home building and development industry (location, location, location) the true core of the business is also what Norris credits as the other of the two secrets of Brookfi eld’s success: land.

“Land supply is critical and no doubt about it, land acquisition is a dominant side of our company’s focus and


“I prefer to give people

responsibility, make them

accountable and try to

make sure we’re all on the

same page.”

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always has been,” he says, refl ecting back to Carma’s early years. And when it comes to dealing in land, it’s essential to understand and effectively manage trends, growth pat-terns and the dynamics of a specifi c area.”

Norris explains that the planning and actual develop-ment of land can be a kind of epic, long-term strategy unto itself. He cites Calgary’s sprawling McKenzie Towne: the massive parcel of land was bought by Carma in 1989; permits and approvals were given in 1994; Carma opened the community and started building in 1995; and today, 24 years later, Brookfi eld is just completing the popular Calgary community.

To further underscore the importance of land acquisi-tion, planning and development, he is professionally cagey and tight-lipped, mentioning only that some of the land slated for Brookfi eld development next year was originally acquired in 1997.

“We are actually wholesalers and also retailers,” he says, making the fi ercely competitive and complex land acquisition and development business sound simple and straightforward. “We will build on some of our land and, it may come as a bit of a surprise, we sell-off about 80 per cent of our land to third-party builders.

“No denying it. When land is moving and a market cycle is good, it is a very profi table business,” he says with a mischievous grin.

A timely and suddenly positive and exciting example of high-stakes land acquisition strategy was the tack Alan Norris set for Brookfi eld during the recent American hous-ing downturn. The company invested heavily in U.S. land and now, as the turnaround has begun and the American home building industry is recovering, the company has almost 50,000 U.S. building lots, mostly in California, Aus-tin, Denver, Washington and recently announced Phoenix.

Combined with the nearly 55,000 lots in Calgary, Edmonton and Toronto, BRP is now the fi fth largest prop-erty developer in North America.

Not that 20/20 hindsight is ever an Alan Norris option nor does he work in an I-told-you-so world, he is both content and vindicated with Brookfi eld’s strategy and positioning during the 2008 American housing meltdown. “We kept telling people land is going to become a big issue

as the recovery takes hold in the States. Now that it’s hap-pening, it’s almost exactly as we projected.”

Late last year, a 2013 housing forecast done by the sometimes controversial American mortgage agency Fred-die Mac projected that this year U.S home sales will grow by as much as 10 per cent. The forecast also cited the posi-tive indicator that American housing starts rose 25 per cent in 2012 (compared to 2011) and could spike another 20 per cent or so before the end of this year.

The housing recovery is proving to be good news not only for the U.S but potent proof for Norris’ vision, professional gut feel and Brookfi eld’s solid and effective corporate strat-egy. “Now that the American situation is rebounding, we are terrifi cally positioned,” he says. “We don’t have to go out and buy a whole bunch of land to benefi t from the recovery. About a half of our lot supply is already in the U.S.”

The gregarious Brookfi eld CEO, who smilingly shrugs and describes his job as just “setting goals and a course for the company to follow,” neither fl inches or boasts about the BRP growth and success happening according to plan. With a lively but formal tone of a CEO-addressing-a-Board-meeting, Alan Norris speaks with pride and conviction that the stable Canadian housing market combined with the continuing American recovery will help Brookfi eld’s 2013 income to exceed 2012’s.

In many ways Alan Norris is the consummate real-deal, straight-shooter who not only likes but respects and genuinely enjoys the people in his dual (business and per-sonal) lives and he consistently exudes the wonderful but rare straight-shooter qualities so that colleagues, clients, friends and even family always know where he stands, says what he means and means what he says.

In a sentimental moment, he leans back in his com-fortable offi ce chair and smiles and nods with noticeable warmth and affection about legendary Calgary business leader (and former Carma predecessor) Murray Fox “who taught me so much, not only about the company but about candor and openness.” He also credits much of his outlook on life and work ethic to his father, George Norris, who told his son to always do everything 110%.

Although 110% is not recognized by simple math or accountant-speak, it is so consistently Alan Norris!


In many ways Norris is the consummate real deal, who not only likes but respects and genuinely enjoys the people in his

dual (business and personal) life and he consistently exudes the wonderful

but rare straight-shooter qualities so that colleagues, clients,

friends and even family always know where he stands,

says what he means and means what he says.


With his charming and fading Scottish brogue, he frankly fesses-up to the several passions in his life: family, busi-ness strategy, beer, Sunday dinners with the family, business decisions, grandchildren, land, golf, community, new devel-opments, desserts and chocolate and ... golf.

In his third-fl oor Calgary offi ce, with an ‘executive view of the parking lot’ and a distant view of the Rockies, he is surrounded by a sea of framed family pictures of his wife of 30 years, Shelly, their four grown and married children (Andrea, Cory, Colin and Kirsten) and their spouses and, almost strategically in every direction he looks, a picture gallery of his three pride-and-joy grandchildren.

The mundane but remarkable Brookfi eld-success story docu-ments, summaries and spread-sheets are on his desk, in drawers and cabinets, in the company data base and in his brain.

The offi ce’s focal point is an oversized, framed pose of Norris in golf swing follow-through action, brilliantly done as a collage made-up of hundreds of smaller, individ-ual family and life pictures. It’s an imposing Alan Norris life-statement, since he clearly considers golf both pleasure and therapy.

“I never thought of getting into the fi nancial side of a business,” he grins. “I seriously toyed with being a pro golfer. Three of my friends made it into pro golf and I was a pretty good amateur but that was it. I went to university. But I’m still around a six handicap. I had the privilege of playing

with Arnold Palmer and, my idol, Gary Player. I didn’t play very well but, boy, it was sure a memory I’ll never forget. Especially Palmer, he had such charisma, pure and simple.”

Alan Norris is an enthusiastic and tireless Calgary-booster with a long list of community involvements and pet causes. From working with SAIT to encourage interest in construction trades to being the current chair of the Calgary Homeless Foundation, co-chair of the Resolve Campaign to raise $120 million for affordable housing and numerous Calgary needs and causes in-between.

He denies traces of workaholism although some close Brookfi eld staff mention that Norris is already in work-mode by the time they get-in around seven a.m. and still at his desk when they leave for home at the end of the day. But Norris openly admits that the hard work, the demand-ing dynamics of the residential development industry and his still-growing and extremely close family have con-vinced him about the vital importance of balance.

“There has to be balance between workload and personal life. Otherwise, you’ll eat yourself alive.”

And he speaks from experience and with conviction. “My wildest dreams could never have envisioned every-thing that has, and still is, happening to me personally and professionally. A fabulous, big family and a remarkable organization. I regularly remind myself that life is good ...and life is fun!” BiC


Brookfi eld is completing the popular Calgary community of McKenzie Towne.

With his charming and fading

Scottish brogue, he frankly fesses

up to the several passions in his life:

family, business strategy, beer,

Sunday dinners with the family,

business decisions, grandchildren,

land, community, new developments,

desserts, chocolate and ... golf.

Solterra Retreat in Lakewood, ColoradoPhotos, this page, courtesy of Brookfi eld Residential Properties.

Above left: Gary Player and Alan Norris. Above right: Arnold Palmer, Darren Young (former Hamptons general manager), Alan Norris, and Gary Player.


What are the mortgage regulatory changes that took effect last year?• Shortened maximum amortization pe-riod for insured residential mortgages – from 30 to 25 years.• Reduced maximum amount of equity that can be withdrawn from a property – from 85 to 80 per cent.• Mortgage insurance now limited to properties with a value of less than $1 million.• Tightened mortgage qualifying crite-ria on all mortgage applications.

How will the new mortgage regulatory changes affect me? • The reduction in amortization will increase the minimum down payment you will make on a property. For exam-ple, the minimum biweekly mortgage payment on a $500,000 home, with a five per cent down payment, would change from $1028 to $1154 – a differ-ence of $126 (based on current market rates). Note: If you have a 20 per cent down payment (or greater) on your new home, you currently still have access to the 30-year amortization.• The reduction in the amount of equity that you can withdraw may affect your ability to “tap in” to your current eq-uity for renovations, consolidation or a down payment on your next home. Based on a home value of $500,000, old rules allowed for equity withdrawal of up to $425,000. The new guide-lines will now allow a maximum of $400,000. • The limitation of mortgage insur-ance will be a significant change. Any

new homes purchased in excess of $1,000,000 will require a down pay-ment of 20 per cent or greater, as the cur-rent insurers will no longer insure these properties. **Compliments of Trevor Yerema (403-466-6654) from TD Bank.

When selling a home, can I use my old Real Property Report? You can use your old RPR if the current state of the property, or any improve-ments made, maintain the property in the same form as it was when you had purchased it. If you have added a deck, fence, air-conditioning unit or even a play set/shed that is attached to the ground, you will need to have the survey company come out and provide you with an updated RPR. If you con-tact the same survey company, you will just need to pay for an update instead of an entirely new RPR; this can save you up to half the cost of having a new RPR created. Call your real estate lawyer or realtor if you are unsure that your old RPR will suffice.

To ensure a smooth closing, what are the important steps I need to take once my home sale or purchase is complete?- Set up an appointment with your law-yer for approximately one week prior to closing. - Set up insurance or transfer insurance to your new property. - If you are on TIPP for taxes, cancel your instalments at least two weeks pri-or to closing and/or set up your taxes for your new home.

- Cancel and or set up utilities at least three weeks prior to closing. - If you have sold a home, leave instruc-tions as a courtesy to the new buyer (i.e. mailbox keys, manuals, garage door openers) and any helpful tips that may help them to enjoy their new home.

Is my city assessment tax statement an accurate portrayal of value?A realtor’s approach to determining value is detailed and specific to your home within the context of the greater market. We determine value by com-paring similar properties that have sold in the recent months, using a plus or minus strategy for features and ben-efits, land size, location and in some cases, reviewing the price per square foot. In contrast, your assessment from the city is not created in a case-by-case approach, but in more of an approach using a mass and historical appraisal of a building or house that determines value for all properties regardless of in-dividual features and benefits. The pur-pose of your tax assessment is to assess your tax amount, rather than the ulti-mate market value of your home. Some homeowners will also dispute their as-sessed value in order to lower their tax-es, which can result in values that are lower than the actual “market value.” To determine a more accurate value for your home, please contact your realtor to arrange a home evaluation.

Q & APROFILE

Chairman’s Club

purple #7447grey #431

tightening market conditions may encourage some homeowners who have been waiting to list their

home to fi nally get on the market. Having good curb appeal will help leverage even more out of the sale.

BY heatheR RaMsaY

curb Appeal • Real Estate

When it comes to residential real estate, the fi rst impression happens long before potential buyers walk through the front door of a home. In fact,

it begins as potential buyers drive through a community, locate the listed property and then see it for the fi rst time. That is why, when it comes to selling a home, curb appeal is so important. The fi rst impression should be a lasting one, and great curb appeal can substantially boost the value and salability of a property.

As single-family house prices reach a new high in Cal-gary, market conditions are beginning to favour the seller. According to the Calgary Real Estate Board, the city contin-ues to outperform other parts of the country and in April of this year, the average benchmark price for a single-family home was $452,900. Single-family sales performed two per cent higher than 2012 and the decreasing number of new homes coming into the market have driven prices above the peak seen in 2007. CREB is encouraged by the strength of

Curb Appeal

What are the mortgage regulatory changes that took effect last year?• Shortened maximum amortization pe-riod for insured residential mortgages – from 30 to 25 years.• Reduced maximum amount of equity that can be withdrawn from a property – from 85 to 80 per cent.• Mortgage insurance now limited to properties with a value of less than $1 million.• Tightened mortgage qualifying crite-ria on all mortgage applications.

How will the new mortgage regulatory changes affect me? • The reduction in amortization will increase the minimum down payment you will make on a property. For exam-ple, the minimum biweekly mortgage payment on a $500,000 home, with a five per cent down payment, would change from $1028 to $1154 – a differ-ence of $126 (based on current market rates). Note: If you have a 20 per cent down payment (or greater) on your new home, you currently still have access to the 30-year amortization.• The reduction in the amount of equity that you can withdraw may affect your ability to “tap in” to your current eq-uity for renovations, consolidation or a down payment on your next home. Based on a home value of $500,000, old rules allowed for equity withdrawal of up to $425,000. The new guide-lines will now allow a maximum of $400,000. • The limitation of mortgage insur-ance will be a significant change. Any

new homes purchased in excess of $1,000,000 will require a down pay-ment of 20 per cent or greater, as the cur-rent insurers will no longer insure these properties. **Compliments of Trevor Yerema (403-466-6654) from TD Bank.

When selling a home, can I use my old Real Property Report? You can use your old RPR if the current state of the property, or any improve-ments made, maintain the property in the same form as it was when you had purchased it. If you have added a deck, fence, air-conditioning unit or even a play set/shed that is attached to the ground, you will need to have the survey company come out and provide you with an updated RPR. If you con-tact the same survey company, you will just need to pay for an update instead of an entirely new RPR; this can save you up to half the cost of having a new RPR created. Call your real estate lawyer or realtor if you are unsure that your old RPR will suffice.

To ensure a smooth closing, what are the important steps I need to take once my home sale or purchase is complete?- Set up an appointment with your law-yer for approximately one week prior to closing. - Set up insurance or transfer insurance to your new property. - If you are on TIPP for taxes, cancel your instalments at least two weeks pri-or to closing and/or set up your taxes for your new home.

- Cancel and or set up utilities at least three weeks prior to closing. - If you have sold a home, leave instruc-tions as a courtesy to the new buyer (i.e. mailbox keys, manuals, garage door openers) and any helpful tips that may help them to enjoy their new home.

Is my city assessment tax statement an accurate portrayal of value?A realtor’s approach to determining value is detailed and specific to your home within the context of the greater market. We determine value by com-paring similar properties that have sold in the recent months, using a plus or minus strategy for features and ben-efits, land size, location and in some cases, reviewing the price per square foot. In contrast, your assessment from the city is not created in a case-by-case approach, but in more of an approach using a mass and historical appraisal of a building or house that determines value for all properties regardless of in-dividual features and benefits. The pur-pose of your tax assessment is to assess your tax amount, rather than the ulti-mate market value of your home. Some homeowners will also dispute their as-sessed value in order to lower their tax-es, which can result in values that are lower than the actual “market value.” To determine a more accurate value for your home, please contact your realtor to arrange a home evaluation.

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the current market, and attributes employment sector gains, net migration, increased wages and overall low interest rates to its momentum.

“The fi rst quarter of the year was very active. Quality properties were being snapped up quickly and we’re seeing

that trend continue. Homes with good appeal both inside and out, have been receiving upwards of eight to 10 offers. The market we are in now is interesting and exciting. It’s not uncommon to see competing situations and homes sell-ing for up to $50,000 over their list price,” explains Justin


“Homes with good appeal

both inside and out, have been

receiving upwards of eight to

10 offers. The market we are in

now is interesting and exciting.”

~Justin Havre, team leaderwith Justin Havre and Associates,

of CIR Realty


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Thank you to our clients, business associates and the community for considering us as their first choice for commercial real estate projects in Calgary. We are grateful you see the benefits of using a full service developer as your contractor.

2013 Consumers Choice Award Winner

Havre, team leader with Justin Havre and Associates, of CIR Realty.

“Potential buyers recognize properties that look well cared for and great curb appeal creates an emotional connection, right from the fi rst impression. Paying attention to the details and ensuring the front and backyards are tidy and well kept, can make a signifi cant difference to the overall value of the house, what it will sell for and how quickly,” says Havre.

As market conditions continue to tighten, experts are hopeful that the shift to a ‘sellers’ market’ may encourage those who have been waiting for prices to recover to now list their homes. This year will be the fi rst time that Calgary has seen this dynamic in the residential real estate market in over six years.

For anyone thinking about putting their house on the mar-ket, Havre suggests using a professional agent and ensuring that the home is in prime condition inside and out. “Trim, mow, rake, weed, edge, touch up paint, change the front door and consider additional accents such as low-voltage lighting and limited furniture in your outdoor spaces. The objective is to make all of your living spaces, be it inside or out, appear tidy and look well cared for so you make a posi-tive and memorable fi rst impression.”

Curb appeal is an important component to any house, be it one for sale, with new owners or longtime occupants. David Abbott, owner of Chinook Landscaping and Design in Calgary, has been contributing to Calgary’s outdoor esthet-ics for decades. “Landscaping and curb appeal can be as simplistic or complex as you’d like, and can be completed in phases. The most important things to keep in mind are how you envision using your outdoor spaces, defi ning borders (sidewalks, fl ower beds, grass edges), incorporating plants/trees/shrubs that do well in our climate and soil types, and your budget. Outdoor spaces are extensions of a home, espe-


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cially in the summer months. They need to be well thought out, planned and constructed if they are going to give you return on your investment and last for years to come,” says Abbott.

He goes on to explain that there are three trends emerging within backyards in Calgary. More and more homeowners are moving to a low-maintenance yard. Many are having watering systems installed, fl ower beds scaled back or lawns removed and replaced with rock gardens, custom decks or stone patios. “People want their yard to look nice and be able to enjoy the space, while also having the convenience of being hands-off when it comes to maintenance. We are also seeing more and more people having full outdoor kitchens constructed for summer entertaining, that include

custom patios, built-in barbecues, stoves, refrigerators, granite-topped islands and seating areas. That’s the beauty of ‘your own backyard’. You can design, change and enjoy it as you like.”

There is also a trend with large trees that many in older more established communities such as Lakeview, Lake Bonavista and Altadore are contending with. Aged Colorado spruce trees and others are causing issues with their sheer sprawl and root systems. “When a spruce tree competes in a yard, it always wins. Not only are these trees tall, drop needles and tend to dominate a space above ground, they do so underground as well. We are seeing lifting sidewalks and damaged lawns more often.” When it comes to trees, Abbott urges that there are options. Some may choose to remove



these giants, while others bring in arborists or professional landscapers to prune and upgrade the tree space. “Creating borders around trees by edg-ing them and then using decorative rock or mulch products to fi ll in around the base of the tree can make a signifi cant difference to the overall look and appeal of green space,” says Abbott. “Often-times, less really is more.”

So as the short summer months are upon us and there is the opportunity to get outside and appreciate the sunshine, keep an eye out for new ideas and ways to enhance curb appeal. Many local greenhouses and landscape supply retail-ers carry growing inventories of trees, shrubs and plants that are conducive to Calgary’s climate and soil types, as well as supplies for water features, outdoor furniture, decor and more. Consider start-ing with a general and thorough clean up and maintenance, defi ne borders and go from there. A professional landscape and design group can always be helpful and the ideas and opportunities for adding to and enhancing your green spaces are endless. Whether you are prepping and improving your curb appeal for resale, or for yourself and your family – get out there and enjoy! BiC


“Outdoor spaces are

extensions of a home, especially

in the summer months. They need

to be well thought out, planned

and constructed if they are going

to give you return on your investment

and last for years to come.”

~ David Abbott, owner of

Chinook Landscaping and Design

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BOMA Calgary News 1

CALGARY NEWS SUMMER 2013

Too Much, Too Little or Just Right?

Calgary’s office market is at a pivot point

OFFICE SPACE CURRENTLY UNDER CONSTRUCTION

Vancouver Edmonton Calgary Toronto Montreal Total Currently Under Construction (sq. ft.)

3,567,380 175,136 3,944,328 6,636,694 2,631,193

% of Existing Inventory

6.9% 0.8% 6.3% 3.9% 3.0%

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BOMA Calgary News 1

CALGARY NEWS SUMMER 2013

Sandy McNair

Page 1 - Too Much, Too Little or Just Right? | Page 3 - Is it Time to Think Differently About Education? | Page 5 - Inside the Industry

Page 6 - BOMA Insider | Page 9 - Retail Frenzy Still Hot in Calgary

Too Much, Too Little or Just Right?

Calgary’s office market is at a pivot point

OFFICE SPACE CURRENTLY UNDER CONSTRUCTION

Vancouver Edmonton Calgary Toronto Montreal Total Currently Under Construction (sq. ft.)

3,567,380 175,136 3,944,328 6,636,694 2,631,193

% of Existing Inventory

6.9% 0.8% 6.3% 3.9% 3.0%

Oxford’s recently announced Eau Claire Tower adds 588,324 square feet to the 3,356,004 million square

feet of office space already under construction across Calgary. Other developers, including Brookfield, Aspen, Remington and OPUS, are actively pre-leasing additional projects that in actively pre-leasing additional projects that in actively pre-leasing additional projects that in theory could add as much as 8.1 million square theory could add as much as 8.1 million square theory could add as much as 8.1 million square feet in 47 additional new office towers located feet in 47 additional new office towers located feet in 47 additional new office towers located across Calgary.across Calgary.across Calgary.Not including any of the towers currently unNot including any of the towers currently unNot including any of the towers currently unNot including any of the towers currently unNot including any of the towers currently un-der construction, 30.6% of Calgary’s existing der construction, 30.6% of Calgary’s existing der construction, 30.6% of Calgary’s existing der construction, 30.6% of Calgary’s existing der construction, 30.6% of Calgary’s existing inventory has been built since 2000. Calgary’s inventory has been built since 2000. Calgary’s inventory has been built since 2000. Calgary’s inventory has been built since 2000. Calgary’s inventory has been built since 2000. Calgary’s office inventory has grown much faster than office inventory has grown much faster than office inventory has grown much faster than office inventory has grown much faster than office inventory has grown much faster than Vancouver, Edmonton, Toronto, or Montreal at Vancouver, Edmonton, Toronto, or Montreal at Vancouver, Edmonton, Toronto, or Montreal at Vancouver, Edmonton, Toronto, or Montreal at Vancouver, Edmonton, Toronto, or Montreal at 21.0%, 11.3%, 15.4% and 10.3% respectively.21.0%, 11.3%, 15.4% and 10.3% respectively.21.0%, 11.3%, 15.4% and 10.3% respectively.21.0%, 11.3%, 15.4% and 10.3% respectively.21.0%, 11.3%, 15.4% and 10.3% respectively.21.0%, 11.3%, 15.4% and 10.3% respectively.21.0%, 11.3%, 15.4% and 10.3% respectively.

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BOMA Calgary News 2

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

Business in Calgary 1025, 101 - 6 Ave. SW, Calgary, AB T2P 3P4Tel: 403.264.3270 • Fax: 403.264.3276Email: [email protected]: www.businessincalgary.com

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

COMMUNICATIONS COMMITEE Rita Reid, Chair, CominarJamie Zachary, Calgary HeraldSiobhan Koroll, Calgary HeraldJay de Nance, Fairfield Commercial Real EstateRoger Hanks, Skyline Roofing Giovanni Worsley, MNP LLPKim Bogner, 20 Vic ManagementLeah Stewart, Sizeland Evans Interior Design Bobbi Joan O’Neil, Business in CalgaryLia Robinson, BOMA Calgary

Board of DirectorsCHAIRChris Howard, Avison Young Real Estate CHAIR-ELECTKen Dixon, ATCO GroupSECRETARY TREASURERChris Nasim, GWL Realty AdvisorsPAST CHAIR Don Fairgrieve-Park, Bentall Kennedy (Canada) LPPRESIDENT & CSOWilliam G. R. Partridge, CAE, BOMA Calgary

DirectorsFred Edwards, Servpro CleaningSteve Weston, Brookfield PropertiesMarjorie Cone, H & R Property Management Ltd.Robert Brazzell, Altus GroupCorrine Jackman, Hopewell Real Estate ServicesCam Gresko, Cadillac FairviewDustin Engel, Alberta InfrastructureRichard Morden, Bentall Kennedy (Canada) LPLee Thiessen, MNP LLPLoy Sullivan, 20 VIC Management

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

© 2013 by BOMA Calgary.Printed in Canada.

1

New office towers are being added to Calgary and elsewhere for one (and possibly more than one) of three major reasons:a) Incremental Demand – new and current occupants are growing and committing to

additional space;b) Pressure to Place Capital – among investors, commercial real estate is in favour

and new development has become a desired alternative offering superior returns to acquiring existing buildings; and

c) Obsolescence – in the Battle for Talent, new buildings with better design and perfor-mance characteristics are seen by some employers as distinctly different and more desirable than older buildings.

If no incremental leasing were to occur and no additional buildings are started the availability rate will climb to 8.2%, 10.2%, 11.1%, 11.7% and 11.7% at end of each of 2013, 2014, 2015, 2016 and 2017. Each of these future availability rates are 100 basis points (1%) higher than they were 3 months ago based upon the situation at that time. This is not a forecast, but merely a reference point from which alternative demand and supply scenarios can be rationally explored.Fortunately inventory, new supply, current availability and future availability is being carefully monitored and shared with many of the industry’s leaders. Will the energy sector continue to have access and appeal to equity capital? Will the outlook for ac-cess to global markets by pipe and rail improve? Will the gap between global pricing and Alberta bitumen continue to narrow? Will Calgary’s energy talent and technology remain competitive on the global stage?The Calgary office market is at a pivot point because the answers to these and other questions are no longer a clear ‘yes’ which means developers, occupants, lenders and others all need to have their eyes wide open as the next wave of decisions relating to office space supply, demand and pricing are made.

Sandy McNair is the President of Altus InSite. The Altus InSite team leverage extensive industry wide experience and market information to provide perspective to clients in Canada’s Com-mercial Real Estate Investment, Development and Leasing communities. www.altusinsite.com

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BOMA Calgary News 3 2

Is it Time to Think Differently About Education?*

President’s Report

BOMA Calgary News 3

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BOMA Calgary News 2

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

Business in Calgary 1025, 101 - 6 Ave. SW, Calgary, AB T2P 3P4Tel: 403.264.3270 • Fax: 403.264.3276Email: [email protected]: www.businessincalgary.com

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

COMMUNICATIONS COMMITEE Rita Reid, Chair, CominarJamie Zachary, Calgary HeraldSiobhan Koroll, Calgary HeraldJay de Nance, Fairfield Commercial Real EstateRoger Hanks, Skyline Roofing Giovanni Worsley, MNP LLPKim Bogner, 20 Vic ManagementLeah Stewart, Sizeland Evans Interior Design Bobbi Joan O’Neil, Business in CalgaryLia Robinson, BOMA Calgary

Board of DirectorsCHAIRChris Howard, Avison Young Real Estate CHAIR-ELECTKen Dixon, ATCO GroupSECRETARY TREASURERChris Nasim, GWL Realty AdvisorsPAST CHAIR Don Fairgrieve-Park, Bentall Kennedy (Canada) LPPRESIDENT & CSOWilliam G. R. Partridge, CAE, BOMA Calgary

DirectorsFred Edwards, Servpro CleaningSteve Weston, Brookfield PropertiesMarjorie Cone, H & R Property Management Ltd.Robert Brazzell, Altus GroupCorrine Jackman, Hopewell Real Estate ServicesCam Gresko, Cadillac FairviewDustin Engel, Alberta InfrastructureRichard Morden, Bentall Kennedy (Canada) LPLee Thiessen, MNP LLPLoy Sullivan, 20 VIC Management

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

© 2013 by BOMA Calgary.Printed in Canada.

1

New office towers are being added to Calgary and elsewhere for one (and possibly more than one) of three major reasons:a) Incremental Demand – new and current occupants are growing and committing to

additional space;b) Pressure to Place Capital – among investors, commercial real estate is in favour

and new development has become a desired alternative offering superior returns to acquiring existing buildings; and

c) Obsolescence – in the Battle for Talent, new buildings with better design and perfor-mance characteristics are seen by some employers as distinctly different and more desirable than older buildings.

If no incremental leasing were to occur and no additional buildings are started the availability rate will climb to 8.2%, 10.2%, 11.1%, 11.7% and 11.7% at end of each of 2013, 2014, 2015, 2016 and 2017. Each of these future availability rates are 100 basis points (1%) higher than they were 3 months ago based upon the situation at that time. This is not a forecast, but merely a reference point from which alternative demand and supply scenarios can be rationally explored.Fortunately inventory, new supply, current availability and future availability is being carefully monitored and shared with many of the industry’s leaders. Will the energy sector continue to have access and appeal to equity capital? Will the outlook for ac-cess to global markets by pipe and rail improve? Will the gap between global pricing and Alberta bitumen continue to narrow? Will Calgary’s energy talent and technology remain competitive on the global stage?The Calgary office market is at a pivot point because the answers to these and other questions are no longer a clear ‘yes’ which means developers, occupants, lenders and others all need to have their eyes wide open as the next wave of decisions relating to office space supply, demand and pricing are made.

Sandy McNair is the President of Altus InSite. The Altus InSite team leverage extensive industry wide experience and market information to provide perspective to clients in Canada’s Com-mercial Real Estate Investment, Development and Leasing communities. www.altusinsite.com

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Gesundheit.

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BOMA Calgary News 3 2

There is no question that a good education is vital to the success of any society. We all support it philosophically and financially through our tax structure. Education is a

defining principle, or value, of our sophisticated Canadian culture.

But is our education system failing us? Why pose this But is our education system failing us? Why pose this But is our education system failing us? Why pose this question? Why is a commercial real estate guy even talkquestion? Why is a commercial real estate guy even talkquestion? Why is a commercial real estate guy even talkquestion? Why is a commercial real estate guy even talk--ing about education? The answer is simple: I think we are ing about education? The answer is simple: I think we are ing about education? The answer is simple: I think we are ing about education? The answer is simple: I think we are ing about education? The answer is simple: I think we are slowly yet steadily falling behind. In certain circumstances, slowly yet steadily falling behind. In certain circumstances, slowly yet steadily falling behind. In certain circumstances, slowly yet steadily falling behind. In certain circumstances, slowly yet steadily falling behind. In certain circumstances, our industry is having difficulty attracting good people with our industry is having difficulty attracting good people with our industry is having difficulty attracting good people with our industry is having difficulty attracting good people with our industry is having difficulty attracting good people with the right competencies to perform various roles. Accordingly, the right competencies to perform various roles. Accordingly, the right competencies to perform various roles. Accordingly, the right competencies to perform various roles. Accordingly, the right competencies to perform various roles. Accordingly, the right competencies to perform various roles. Accordingly, the right competencies to perform various roles. Accordingly, it is worth questioning how we do things. This does not imply, it is worth questioning how we do things. This does not imply, it is worth questioning how we do things. This does not imply, it is worth questioning how we do things. This does not imply, it is worth questioning how we do things. This does not imply, it is worth questioning how we do things. This does not imply, it is worth questioning how we do things. This does not imply, nor should it, that there is something wrong. It is a matter of nor should it, that there is something wrong. It is a matter of nor should it, that there is something wrong. It is a matter of nor should it, that there is something wrong. It is a matter of nor should it, that there is something wrong. It is a matter of nor should it, that there is something wrong. It is a matter of nor should it, that there is something wrong. It is a matter of nor should it, that there is something wrong. It is a matter of responsible management to review things from time to time.responsible management to review things from time to time.responsible management to review things from time to time.responsible management to review things from time to time.responsible management to review things from time to time.responsible management to review things from time to time.responsible management to review things from time to time.responsible management to review things from time to time.responsible management to review things from time to time.

By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently By way of BOMA Calgary’s direct experience, we recently had to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on mahad to fill a staff position for a staff member who is on ma-ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called ternity leave. We happened along an organization called AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to AIESEC, a student-run international organization seeking to provide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace inprovide students and recent graduates with workplace in-ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an ternship opportunities to develop their leadership skills in an international context. international context. international context. international context.

Within a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were filWithin a few days, we had 200 applications that were fil-tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could tered down to four. One took a position before we could interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one interview them and we were left with three to interview: one from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech from Belgium, one from Turkey and the third from the Czech Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as Republic. The educational credentials were impressive, as were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English were their work experience and interview skills. While English is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were is not their first language all were multilingual and all were very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a very articulate. From this talent pool we were able to find a suitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stusuitable candidate. (We will be also hiring a Canadian stu-dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been dent as part of our summer work program as we have been doing for the past several years.)doing for the past several years.)doing for the past several years.)doing for the past several years.)doing for the past several years.)doing for the past several years.)doing for the past several years.)doing for the past several years.)doing for the past several years.)

Is it Time to Think Differently About Education?*

President’s Report

* (The opinions expressed may not necessarily * (The opinions expressed may not necessarily represent the views or positions of BOMA Calgary)

By William G.R. Partridge, CAE, President &Chief Staff Officer

BOMA Calgary News 3

WE HAVE A STRONG NATIONAL PRESENCE TO HELP SERVE THE

DIVERSE NEEDS OF OUR TENANTS

Fully integratedtenant solutions

www.dundeerealty.com403.212.7114

To view our portfolio of properties, visit:

Or contact us at:

Northwest Territories British Columbia Alberta Saskatchewan

Ontario Quebéc New Brunswick Prince Edward Island Nova Scotia

BOMA Calgary News 4

So here is the question: as currently structured, does our education system assure our competitiveness in the emerging global economy? Initially I may argue no. Here is why.

The structure of our industrial sector is changing as are the skills necessary to operate within it. Why then are we still training skills necessary to operate within it. Why then are we still training to and for obsolete jobs? Is there a tendency in a union environ-ment to protect positions, and support a minimum standard by tolerating underperforming employees? How is this affecting the quality of teaching? Why aren’t we preparing our kids for the re-alities of a highly competitive international economy? If we don’t adequately prepare kids for the realities of the modern world are we not failing them? Those who defend the status quo say “it’s for the kids.” Really? Then how can you defend the “no grade,” “no fail,” “no zero” policies? The lowest common denominator is not an acceptable situation and it sets our kids up for failure later on in life.

We should champion nothing less than excellence from our invested public dollars. There is, as I am given to under-stand, more education dollars spent on workplace learning than is spent in the public education system. Why is that? Is it evidence that somehow the publicly-funded education has missed the mark? We must prepare our kids to excel in the world to be self-reliant and successful. Schools should be safe environments where failure is not seen as a negative, esteem-destroying thing to be avoided, but rather as a con-

structive opportunity to learn from failures and mistakes and to develop the coping skills that real life will require of them. This is for the kids.

It has been recently reported that there are more than six unemployed Canadians for every vacancy. Are their skills unemployed Canadians for every vacancy. Are their skills aligned with the needs of those available jobs?

The speed with which our industrial base is changing giv-en technology and global economic forces is exciting and alarming at the same time. Progress is exciting in what it may bring, but it is alarming that we may be left behind if we do not adapt to the requirements of the new age.

BOMA is actively engaged in developing, for example, training programs specifically directed to increasing the sup-ply of competent building operators. The competency set has been constructed around the defined needs of building owners, which has led to a de facto industry standard. One reason for this is the present mandated licensing course pro-vides operators with about 10 to 15 per cent of the material they need to know to do the job proficiently.

It is important for industry to insist our education provides it with what it needs to meet its requirements now and into the future. We must not be left behind. Our world has never been about the survival of the fittest. The reality is the survival of the most adaptable. I have faith in our kids. And they deserve our help.

Western Canada’s leadingjanitorial and maintenance service provider

www.SerVantage.ca

We’re doing it right...Everyday

SerVantage Services Group

(toll free) [email protected]

Sharing your vision. Building success.

| BUILDINGS | CIVIL INFRASTRUCTURE | SPECIAL PROJECTS |

We are more than builders. We are construction partners who are passionate about what we do and about our partners’ success.

Shown: SAIT Trades and Technology Complex Watch us build at PCL.com

BOMA Calgary News 5

Inside the Industry

Bentall Kennedy Ranks 1st in Sustainability

( 2 years in a row! )

Bentall Kennedy is ranked #1 in the Diversified Commercial Real Estate category in the Americas by the 2012 Global Real Estate Sustainability Benchmark Research Report. The survey findings represent 450 participants, 36,000 properties, and over $1.3 trillion in assets. But for us it represents a win / win for our clients and the communities in which we live and work:

Clients Win• Attracting the best tenants• Delivering extraordinary tenant services• Achieving higher and more sustainable

value for our clients’ assets

Communities Win• Creating healthier work places• Improving air quality due to lower

CO2 emissions• Consuming fewer natural resources

in high-efficiency buildingswww.bentallkennedy.com

http://www.pcl.com

BOMA Calgary News 4

www.SerVantage.ca

Everyday

Sharing your vision. Building success.

| BUILDINGS | CIVIL INFRASTRUCTURE | SPECIAL PROJECTS |

Watch us build at PCL.com

BOMA Calgary News 5

BOMA Calgary News: How did you get into commercial real estate? Was there a defining moment or key person in your life that influenced you most in your career path?

Andy Baxter: My first exposure to commercial real estate was through working on the database for the BOMA Building Guide. As I was collecting the information by contacting owners and managers, I got the sense that this was a good business. I thought it was worthwhile to check it out. And it stuck.

Roddrick Hofrichter: I found my way to the industry through a tenant services and security position at Scotia Centre. Rita Reid and Ashley Phillips, who were part of the management team, were an important influence and they showed me the potential for growth in the industry.

BCN: Why do you feel mentorship is important?

AB: Mentoring isn’t necessarily about passing on specific technical skills; it’s about passing on business acumen, and developing the professional character of the protégé. It’s about helping the protégé to step back and see the bigger

picture in regards to business decisions. A mentor is there to be a sounding board and give options.

RH: Mentoring gives up and coming leaders support in an unbiased environment. A mentor increases a protégé’s confi-dence in their own abilities. Their feedback can help when a protégé is second guessing.

BCN: What would you advise or suggest for the future lead-ers of the industry?

RH: Don’t be afraid to ask for help and ask questions. The in-dustry has many possible career paths and a lot of potential for growth and development based on your abilities and interests.

AB: 30 years in the industry is a long time, take that into consideration as you chose your path. I believe there are four cornerstones within the industry: operations; financial accountability and asset management; human resource re-lated tasks; and leasing. Think about how your personality and skills align. You may have to fail at one to find your way. There is something for everyone.

Inside the Industry Andy Baxter, Yale Properties, Mentor & Roddrick Hofrichter, Cominar, Protégé

BOMA Calgary offers a mentorship program for its property management members. This month, we sit down with one of the mentor pairs to discuss their experiences and thoughts on mentorship.

Bentall Kennedy Ranks 1st in Sustainability

( 2 years in a row! )

Bentall Kennedy is ranked #1 in the Diversified Commercial Real Estate category in the Americas by the 2012 Global Real Estate Sustainability Benchmark Research Report. The survey findings represent 450 participants, 36,000 properties, and over $1.3 trillion in assets. But for us it represents a win / win for our clients and the communities in which we live and work:

Clients Win• Attracting the best tenants• Delivering extraordinary tenant services• Achieving higher and more sustainable

value for our clients’ assets

Communities Win• Creating healthier work places• Improving air quality due to lower

CO2 emissions• Consuming fewer natural resources

in high-efficiency buildingswww.bentallkennedy.com

BOMA Calgary News 6

President’s Award for Sustainability, Alberta President’s Award for Sustainability, Alberta President’s Award for Sustainability, Alberta President’s Award for Sustainability, Alberta President’s Award for Sustainability, Alberta President’s Award for Sustainability, Alberta President’s Award for Sustainability, Alberta InfrastructureInfrastructureInfrastructure

See Calgary differently through this incredible photo collection, available at [email protected]

Building on the BowLandma r k s i n Ca l g a r y Comme rc i a l R e a l E s t a t e

Welcome New BOMA Member Companies!

• Apex Mechanical Plumbing & Heating Ltd., Robin Popowich

• ATCO EnergySense, Jim Bos

• Attivo Glass Contracting & Services, Jason Wiebe

• Calgary Economic Development, Ramzieh Khalil

• ProStar Cleaning & Restoration, Jodi Scarlett

•Silvera, Brian Foley

• Simran Canada - Water Treatment Co., Rav Dhanoa

Chris Howard, Chair, and Bill Partridge, President & CSO, present the BOMA BESt Level 3 recertification for Plains Midstream Plaza to Jason Grieve, Bruce Dalsto, John Fisher, Graham Sidders and David Moore of Triovest

Ahmet Memedovski, Sam Nijjar and Mike Glave, Strategic Ahmet Memedovski, Sam Nijjar and Mike Glave, Strategic Ahmet Memedovski, Sam Nijjar and Mike Glave, Strategic Group accept the BOMA BESt Level 1 certificate for Macleod Group accept the BOMA BESt Level 1 certificate for Macleod Group accept the BOMA BESt Level 1 certificate for Macleod Place I & II

Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 Josh Rusnak and Dwayne Jans accept the BOMA BESt Level 1 certificate for Westmount Corporate Campuscertificate for Westmount Corporate Campuscertificate for Westmount Corporate Campuscertificate for Westmount Corporate Campuscertificate for Westmount Corporate Campuscertificate for Westmount Corporate Campuscertificate for Westmount Corporate Campus

The 2013-2014 BOMA Building Guide will be available in September

Sign up for your copies at [email protected] or 403.237.0559

BOMA Insider

Golf Classic Co-Title SponsorGolf Classic Co-Title SponsorGolf Classic Co-Title SponsorGolf Classic Co-Title SponsorGolf Classic Co-Title Sponsor

BOMA Calgary News 7

BOMA Insider BOMA InsiderExcellence Awards Recipients

www.ritewayfencing.com

Residential / Industrial

Repairs

Free Estimates

Rite-WayFencing Inc.


403.243.8733

• Chain link fencing

• Ornamental Iron fencing

• Wood fencing

• Dog runs

• Electric gate systems

• Rent-A-Fence

• Agricultural Fencing

• Guardrail

• Repairs

• Residential / Industrial

• Free Estimates

http://www.peregrinepestcontrol.ca

BOMA Calgary News 6

See Calgary differently through this incredible photo collection, available at [email protected]

Building on the BowLandma r k s i n Ca l g a r y Comme rc i a l R e a l E s t a t e

Welcome New BOMA Member Companies!

• Apex Mechanical Plumbing & Heating Ltd., Robin Popowich

• ATCO EnergySense, Jim Bos

• Attivo Glass Contracting & Services, Jason Wiebe

• Calgary Economic Development, Ramzieh Khalil

• ProStar Cleaning & Restoration, Jodi Scarlett

•Silvera, Brian Foley

• Simran Canada - Water Treatment Co., Rav Dhanoa

The 2013-2014 BOMA Building Guide will be available in September

Sign up for your copies at [email protected] or 403.237.0559

BOMA Insider

BOMA Calgary News 7

President’s Award for President’s Award for President’s Award for Young Professional, Young Professional, Young Professional, Dustin Engel, Alberta Dustin Engel, Alberta Dustin Engel, Alberta InfrastructureInfrastructureInfrastructure

Operator of the Year, Operator of the Year, Cesar Villamaria, Cesar Villamaria, Brookfield PropertiesBrookfield Properties

EARTH Award, BP Centre, Bentall Kennedy (Canada) LPEARTH Award, BP Centre, Bentall Kennedy (Canada) LPEARTH Award, BP Centre, Bentall Kennedy (Canada) LPEARTH Award, BP Centre, Bentall Kennedy (Canada) LPEARTH Award, BP Centre, Bentall Kennedy (Canada) LP

Office Building Office Building 100,000 – 249,999 SQ FT, 100,000 – 249,999 SQ FT, Calgary Board of Calgary Board of Calgary Board of Education Tower, Education Tower, Bentall Kennedy Bentall Kennedy (Canada) LP(Canada) LP

Office Building 500,000 – 1 Million SQ FT, Jamieson Place, Bentall Kennedy (Canada) LP

Property Management Team of the Year, Suncor Energy Centre, Brookfield Properties

Operations Team of the Year, Suncor Energy Centre, Brookfield PropertiesOperations Team of the Year, Suncor Energy Centre, Brookfield Properties

Pinnacle Customer Service Award, Bee-Clean Building MaintenancePinnacle Customer Service Award, Bee-Clean Building MaintenancePinnacle Customer Service Award, Bee-Clean Building MaintenancePinnacle Customer Service Award, Bee-Clean Building MaintenancePinnacle Customer Service Award, Bee-Clean Building Maintenance

Pinnacle Innovation Award, Manorrlea Systems Inc.

BOMA Insider BOMA InsiderExcellence Awards Recipients

Malcolm Bryce Award Malcolm Bryce Award Malcolm Bryce Award Malcolm Bryce AwardJohn SargissonJohn SargissonJohn SargissonJohn Sargisson20 Vic Management20 Vic Management20 Vic Management20 Vic Management

www.ritewayfencing.com

Residential / Industrial

Repairs

Free Estimates

Rite-WayFencing Inc.


403.243.8733

• Chain link fencing

• Ornamental Iron fencing

• Wood fencing

• Dog runs

• Electric gate systems

• Rent-A-Fence

• Agricultural Fencing

• Guardrail

• Repairs

• Residential / Industrial

• Free Estimates

BOMA Calgary News 8

Weather-Based Technology Takes Sting Out of Hike Out of Hike In Water Rates

The rapid increase in City of Calgary water rates – up 25 per cent over three years – is forcing property owners and managers to turn off the tap on money, literally and

metaphorically, going down the drain.Water is a key component of the BOMA Building Envi-

ronmental Standard (BESt). Reducing water consumption through policy and action on conservation, and conducting an in-depth water assessment contribute to a better perform-ing building.

In growing numbers, property owners and managers are therefore looking at climate controlled irrigation, which has a typical return of investment of less than two years.

In fact, over 60 per cent of local companies who received the coveted BOMA BESt certification in recent years have converted to the new ‘smart’ controllers as a way to efficiently conserve water.

As the name suggests, climate controlled irrigation is gov-erned by the weather.

‘Smart’ controllers take into account the prevailing condi-tions (including rainfall, wind, sun and humidity) and also site-specific conditions such as soil type, slope, root depth and plants. They allow sprinklers to only come on when lack and plants. They allow sprinklers to only come on when lack of moisture in the soil demands it.of moisture in the soil demands it.of moisture in the soil demands it.

In contrast, traditional timer-based irrigation systems operIn contrast, traditional timer-based irrigation systems operIn contrast, traditional timer-based irrigation systems operIn contrast, traditional timer-based irrigation systems oper-ate on a pre-set program (normally three times a week) and ate on a pre-set program (normally three times a week) and ate on a pre-set program (normally three times a week) and ate on a pre-set program (normally three times a week) and ate on a pre-set program (normally three times a week) and at pre-set times. In other words, the sprinklers still come on at pre-set times. In other words, the sprinklers still come on at pre-set times. In other words, the sprinklers still come on at pre-set times. In other words, the sprinklers still come on at pre-set times. In other words, the sprinklers still come on at pre-set times. In other words, the sprinklers still come on at pre-set times. In other words, the sprinklers still come on even if a seven-day deluge has us contemplating a modern-even if a seven-day deluge has us contemplating a modern-even if a seven-day deluge has us contemplating a modern-even if a seven-day deluge has us contemplating a modern-even if a seven-day deluge has us contemplating a modern-even if a seven-day deluge has us contemplating a modern-even if a seven-day deluge has us contemplating a modern-even if a seven-day deluge has us contemplating a modern-even if a seven-day deluge has us contemplating a modern-day Noah’s Ark.day Noah’s Ark.day Noah’s Ark.day Noah’s Ark.day Noah’s Ark.

As a result, plants and lawns are watered too frequently As a result, plants and lawns are watered too frequently As a result, plants and lawns are watered too frequently As a result, plants and lawns are watered too frequently As a result, plants and lawns are watered too frequently As a result, plants and lawns are watered too frequently As a result, plants and lawns are watered too frequently As a result, plants and lawns are watered too frequently As a result, plants and lawns are watered too frequently and/or for too long, which wastes water, wastes money, damand/or for too long, which wastes water, wastes money, damand/or for too long, which wastes water, wastes money, damand/or for too long, which wastes water, wastes money, damand/or for too long, which wastes water, wastes money, damand/or for too long, which wastes water, wastes money, damand/or for too long, which wastes water, wastes money, damand/or for too long, which wastes water, wastes money, damand/or for too long, which wastes water, wastes money, dam-ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and ages plant and grass health, and can wash harmful lawn and garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often garden chemicals into Calgary’s rivers. Trees too are often victims of over-watering.victims of over-watering.victims of over-watering.

Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public Other benefits include reduced operating costs, public recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a recognition for going ‘green,’ enhanced curb appeal and a smaller carbon footprint.smaller carbon footprint.smaller carbon footprint.smaller carbon footprint.smaller carbon footprint.

The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 The normal cost for a ‘smart’ controller is between $3,000 and $4,000.and $4,000.and $4,000.

BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is BOMA BESt – and by association, BOMA Calgary – is committed to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wacommitted to the principles of conservation and efficient wa-ter management.ter management.ter management.

Climate controlled irrigation meets the criteria.Climate controlled irrigation meets the criteria.Climate controlled irrigation meets the criteria.Climate controlled irrigation meets the criteria.Climate controlled irrigation meets the criteria.Climate controlled irrigation meets the criteria.Climate controlled irrigation meets the criteria.Climate controlled irrigation meets the criteria.Climate controlled irrigation meets the criteria.

Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for Bob Poole is Vice-President of Marketing and Media for ExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that specialExactET Systems Inc., a Calgary-based company that special-izes in climate controlled irrigation.izes in climate controlled irrigation.izes in climate controlled irrigation.izes in climate controlled irrigation.izes in climate controlled irrigation.izes in climate controlled irrigation.izes in climate controlled irrigation.

Clientsandgrowing

years for ROI years for ROI

Typicalnumber of

years for ROI

stations located stations located Weather

stations located across Canada

Billion litres saved

www.exactet.cawww.exactet.ca

C A N A D A ’ S L E A D E R


Clientsandgrowing

ClientsClientsClientsClientsandandandandgrowinggrowinggrowinggrowing

Typicalnumber of

years for ROI

TypicalTypicalTypicalTypicalnumber ofnumber of number ofnumber of

years for ROI years for ROI years for ROI years for ROI

Weather stations located

across Canada

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across Canadaacross Canadaacross Canadaacross Canada

BillionBillionBillionBillion Billion Billionlitres litres litres litres savedsavedsavedsaved1.461-2

60040

Climate ControlledIrrigation

BOMA Calgary News 9

Retail Frenzy Still Hot in Calgary

Canada’s Top Security Company | paladindecurity.com

BOMA Calgary News 8

Clientsandgrowing

Typicalnumber of

years for ROI

Weather stations located across Canada


www.exactet.cawww.exactet.ca

1.461-2

60040

BOMA Calgary News 9

Commercial real estate in Calgary is firing on all cyl-inders; downtown offices are rising, suburban offices are sprawling and industrial real estate is clawing its

way further into the surrounding countryside.But it’s the constant growth of and need for more retail that

seems so amazing, and that is such a good indicator of the health of this city.

A recent Canada-wide survey by Return On Insight re-ports, “Calgary’s image as a tourist destination is changing positively in the minds of most Canadians, led by a perceived increase in great food and restaurants, western hospitality, and opportunities for shopping.”

It doesn’t seem that long ago that many were up in arms at the closing down of a trailer court to make way for Dalhousie Station and its Safeway store. “But there’s a Safeway in Brent-wood and another at Market Mall, and Co-ops already in Brentwood and Dalhousie – how many more do we need?” was the bemused call.

Since then both of those chains expanded into not too far away Crowfoot and the Co-op to the nearby Hamptons.

And it’s the same in other communities.People also scratched their heads when the decision was

made to close Sears in Chinook Centre but lo and behold, management – and shoppers - are excited about our first Nordstrom, in a mall that now measures 1.2 million square feet and continues to break sales records.

Other big centres like Market Mall, Southcentre, Deerfoot Meadows and the just outside city limits Cross Iron Mills, all seem to be very healthy. So does downtown which makes us so much more attractive than a good many North American cities.

No doubt they are fuelled by the thousands of office workers who shop lunchtimes, after work and stand in line-ups during work hours for coffees as well as an increasing number of people living downtown, but quality destination merchants are slowly beginning to entice people back into the core evenings and weekends.

Retail Frenzy Still Hot in CalgaryBy David ParkerBy David ParkerBy David Parker

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Here we go again. After five years of uninterrupted bullishness, Alberta’s boom-and-bust economic soap opera appears to have hit yet another plot snag.

Falling resource revenues are expected to result in a bud-get deficit of $4 billion for the 2013-14 fiscal year. An April 8 article in the Calgary Herald indicated that business leaders’ confidence in the economy was at its lowest level since the financial crisis, with the PwC Business and Consumer Confi-dence Indexes indicating similarly low levels of confidence among the province’s consumers.

As it always happens when Alberta’s economy goes south, the subject of economic diversification returns to the fore-front in provincial media, with the underlying assumption being that diversification of Alberta’s oil and gas-dominated economy continues to be elusive.

University of Calgary economist, Ron Kneebone, recently upbraided the provincial government’s framing of the cur-rent fiscal conundrum as an oilsands problem (namely the so-called “bitumen bubble”), alleging the real culprit is the government’s long-standing over-reliance on petroleum revenues. “The financial problem,” he asserts, “is due to a decision to undertake a high-risk budgeting strategy of rely-ing on a source of revenue they know they cannot rely on.”

Alberta’s image as an economic house of cards sitting pre-cariously on the Athabasca oilsands, while rooted in reality,

Economic Diversification: Alberta’s Quiet Transformation • Exporting

BY BEN FREELAND

Economic Diversification: Alberta’s Quiet Transformation

Calgary-based SMART Technologies, long a strong force in education technology, is making a concerted effort to offer its solutions to the business community.

BOMA Calgary News

Certainly owners feel very confident, which is reflected in the tightness of the retail market. There are very few vacancies and new spaces are gobbled up in remarkably short times. A good example is the leasing by Taurus Property Management of all of the retail space available in The Bow building and, thank goodness, the available space in the majestic Bank of Montreal building on the mall that has been vacant for far too long.too long.

The ‘burbs are just as busy with new construction and reno-vations to shopping centres.

Westhills will welcome to Calgary Mastermind Toys and another National Pub location, and Crowfoot, as well as un-dergoing a needed facelift, has added Community Natural Foods and a Keg Steakhouse to its tenant mix.

Thanks to the affluence of the area it is no surprise that 85th Street S.W. is attracting quality retailers.

At the south end Aspen Landing is a huge success, but so is the top of the hill towards Bow Trail where the Co-op will soon be joined by a Loblaws and diners can take a pick of delights such as Mercato West, Vin Room and Fergus & Bix Restaurant and Beer Market.

More retail is being added in the office block on the east side of 85th being built by Bri-Mor Developments, and it is already fully leased. I expect its second office/retail develop-ment planned between Phase 1 and St. Michael’s Catholic Church will be snapped up just as quickly.

Retail is rosy – just wish we could see some progress with Eau Claire Market.

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Here we go again. After five years of uninterrupted bullishness, Alberta’s boom-and-bust economic soap opera appears to have hit yet another plot snag.

Falling resource revenues are expected to result in a bud-get deficit of $4 billion for the 2013-14 fiscal year. An April 8 article in the Calgary Herald indicated that business leaders’ confidence in the economy was at its lowest level since the financial crisis, with the PwC Business and Consumer Confi-dence Indexes indicating similarly low levels of confidence among the province’s consumers.

As it always happens when Alberta’s economy goes south, the subject of economic diversification returns to the fore-front in provincial media, with the underlying assumption being that diversification of Alberta’s oil and gas-dominated economy continues to be elusive.

University of Calgary economist, Ron Kneebone, recently upbraided the provincial government’s framing of the cur-rent fiscal conundrum as an oilsands problem (namely the so-called “bitumen bubble”), alleging the real culprit is the government’s long-standing over-reliance on petroleum revenues. “The financial problem,” he asserts, “is due to a decision to undertake a high-risk budgeting strategy of rely-ing on a source of revenue they know they cannot rely on.”

Alberta’s image as an economic house of cards sitting pre-cariously on the Athabasca oilsands, while rooted in reality,


BY BEN FREELAND

Economic Diversification: Alberta’s Quiet Transformation

Calgary-based SMART Technologies, long a strong force in education technology, is making a concerted effort to offer its solutions to the business community.

BOMA Calgary News 10

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only tells part of the story. The oft-repeated mantra that Alberta must diversify not only flies in the face of the province’s famous entrepreneurial spirit, but also masks an increasingly complex export picture. The oil and gas sector itself has proven a boon to a multitude of industrial and high-tech offshoots with international demand, ranging from pipeline and drill-ing equipment production to waste gas incineration. A crop of new tech firms producing everything from GPS instruments to classroom computing devices is on the up and up, as is the province’s pharmaceutical and biosci-ence sectors. Meanwhile, the agri-food sector continues to occupy a signifi-cant tranche of Alberta’s exports.

While crude oil represented a com-manding 62 per cent of Alberta’s total exports in 2012 (with total energy exports representing 72 per cent), this lead is slowly narrowing. TroyMedia commentator, Warren Bergen, likens Alberta’s current economic landscape to that of Texas in the 1970s, a time when that state’s oil-dominated econ-omy began to diversify into high-tech and other industries.

“In general, Alberta’s non-oil sectors are doing very well,” asserts Mathew Wilson, vice-president of national policy at Canadian Manufacturers and Exporters. “Petroleum will continue to be hugely important, but if you com-pare Alberta with where it was in the 1980s, oil represents a significantly smaller percentage of the province’s GDP today.”

While bullish overall on Alberta’s non-oil export sectors, Wilson concedes that much work remains to be done if

Alberta is to reach its full economic potential. “Human resources are proba-bly the biggest issue facing this province at the moment,” he says. “Worker short-ages affect all sectors, oil and non-oil alike, but the impact to non-oil sec-tors is particularly acute as the oilpatch invariably draws workers from other industries.” He also notes that Alberta’s geographic isolation, particularly vis-à-vis key export markets like East Asia and the European Union, makes infrastruc-ture an ongoing priority.

Wilson remains optimistic that the Alberta government considers eco-nomic diversification a priority and is confident that these issues are being addressed; and while he concedes that boom-and-bust cycles will invariably continue to be part and parcel with Alberta’s economy for the foreseeable future, he predicts that forthcom-ing busts will become less and less severe. “The Alberta government has long been cognizant of the need for diversification and is actively promot-ing these growing sectors,” he asserts. “This bodes well for a healthier, more diverse economy.”

Alberta’s oil and gas sector has paved the way for the province to become a recognized leader in the production and export of oil industry-related industrial products ranging from rig to pipeline components.

Moreover, the province has also emerged as a leader in developing technologies aimed at making this much-maligned industry more environ-mentally friendly. One such company is Calgary-based Questor Technology, a world-leading producer of waste gas incinerators. Led by president and CEO


Moreover, the province has also emerged as

a leader in developing technologies aimed at

making this much-maligned industry more

environmentally friendly. One such company

is Calgary-based Questor Technology, a world-

leading producer of waste gas incinerators.

Audrey Mascarenhas, a Kenyan-born petroleum engineer who first made a name for herself as Texaco’s first female field engineer, Questor began producing clear-air technolo-gies for the oil industry in 1995. In recent years, she has seen its exports to the United States boom as a result of Washing-ton’s stringent new anti-flaring regulations.

For Mascarenhas, who joined Questor in 1999 after a 17-year career at Gulf Canada, Alberta represents a wealth of human capital resources in the forms of research and development (R&D) and innovation; these are every bit as important as its subterranean resources. “We’re starting to build a reputation in this province as a world leader in oil and gas-related technology,” she asserts. “We still have a long way to go in terms of diversification, but there’s tre-mendous expertise here.” She also contends that Alberta’s role as a producer of world-class oil industry-related tech-nology is better recognized outside Canada than within it, including in emerging markets such as China, whose lead-ing oil and gas corporation, Sinopec, recently signed a $7.8 million contract with Questor. Mascarenhas says, “This has mostly been through word of mouth.”

Alberta’s vast storehouse of human capital is a direct result of the province’s educational system, which has long been recognized as one of the world’s best. Alberta has also been recognized as a world leader in information technology in the classroom, with the provincial govern-ment having made student laptops, electronic whiteboards and other classroom technologies a priority in recent years. This has proven a boon to Alberta’s small but grow-ing high-tech sector as represented by companies such as SMART Technologies.

This innovative Calgary company developed the world’s first interactive whiteboard in 1991 and today produces a vast line of classroom and office technologies ranging from interactive tablets to conferencing software. SMART Tech-nologies exports to 175 countries worldwide. Linda Thomas, vice-president of strategy and planning at SMART Tech-nologies, asserts that Alberta is on the right track in terms of economic diversification. “Alberta continues to have a business-friendly political environment, which, combined with a growing economy, is enormously helpful to us and other companies like us,” she explains.

“The downside to this economy is tough competition for talent, especially in regards to the high-tech skills that our industry requires, as well as the compensation and benefits expectations set by the oil and gas sector. But with a good product, continuous innovation and a good global network of distributors, there’s a world of opportunity. Alberta’s economy will continue to diversify, with a business-friendly environment helping local businesses prosper, and in turn fostering new companies in new industries.”

Be it downstream from the oilpatch or wholly separate from it, Alberta’s economy is indeed diversifying and the province’s one-trick pony image holds far less water than it once did. While oil will continue to dominate Alberta’s export picture for the foreseeable future, the Alberta brand is already becoming increasingly multifaceted. BiC


Audrey Mascarenhas, CEO, Questor Technology

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only tells part of the story. The oft-repeated mantra that Alberta must diversify not only flies in the face of the province’s famous entrepreneurial spirit, but also masks an increasingly complex export picture. The oil and gas sector itself has proven a boon to a multitude of industrial and high-tech offshoots with international demand, ranging from pipeline and drill-ing equipment production to waste gas incineration. A crop of new tech firms producing everything from GPS instruments to classroom computing devices is on the up and up, as is the province’s pharmaceutical and biosci-ence sectors. Meanwhile, the agri-food sector continues to occupy a signifi-cant tranche of Alberta’s exports.

While crude oil represented a com-manding 62 per cent of Alberta’s total exports in 2012 (with total energy exports representing 72 per cent), this lead is slowly narrowing. TroyMedia commentator, Warren Bergen, likens Alberta’s current economic landscape to that of Texas in the 1970s, a time when that state’s oil-dominated econ-omy began to diversify into high-tech and other industries.

“In general, Alberta’s non-oil sectors are doing very well,” asserts Mathew Wilson, vice-president of national policy at Canadian Manufacturers and Exporters. “Petroleum will continue to be hugely important, but if you com-pare Alberta with where it was in the 1980s, oil represents a significantly smaller percentage of the province’s GDP today.”

While bullish overall on Alberta’s non-oil export sectors, Wilson concedes that much work remains to be done if

Alberta is to reach its full economic potential. “Human resources are proba-bly the biggest issue facing this province at the moment,” he says. “Worker short-ages affect all sectors, oil and non-oil alike, but the impact to non-oil sec-tors is particularly acute as the oilpatch invariably draws workers from other industries.” He also notes that Alberta’s geographic isolation, particularly vis-à-vis key export markets like East Asia and the European Union, makes infrastruc-ture an ongoing priority.

Wilson remains optimistic that the Alberta government considers eco-nomic diversification a priority and is confident that these issues are being addressed; and while he concedes that boom-and-bust cycles will invariably continue to be part and parcel with Alberta’s economy for the foreseeable future, he predicts that forthcom-ing busts will become less and less severe. “The Alberta government has long been cognizant of the need for diversification and is actively promot-ing these growing sectors,” he asserts. “This bodes well for a healthier, more diverse economy.”

Alberta’s oil and gas sector has paved the way for the province to become a recognized leader in the production and export of oil industry-related industrial products ranging from rig to pipeline components.

Moreover, the province has also emerged as a leader in developing technologies aimed at making this much-maligned industry more environ-mentally friendly. One such company is Calgary-based Questor Technology, a world-leading producer of waste gas incinerators. Led by president and CEO


Moreover, the province has also emerged as

a leader in developing technologies aimed at

making this much-maligned industry more

environmentally friendly. One such company

is Calgary-based Questor Technology, a world-

leading producer of waste gas incinerators.

Audrey Mascarenhas, a Kenyan-born petroleum engineer who first made a name for herself as Texaco’s first female field engineer, Questor began producing clear-air technolo-gies for the oil industry in 1995. In recent years, she has seen its exports to the United States boom as a result of Washing-ton’s stringent new anti-flaring regulations.

For Mascarenhas, who joined Questor in 1999 after a 17-year career at Gulf Canada, Alberta represents a wealth of human capital resources in the forms of research and development (R&D) and innovation; these are every bit as important as its subterranean resources. “We’re starting to build a reputation in this province as a world leader in oil and gas-related technology,” she asserts. “We still have a long way to go in terms of diversification, but there’s tre-mendous expertise here.” She also contends that Alberta’s role as a producer of world-class oil industry-related tech-nology is better recognized outside Canada than within it, including in emerging markets such as China, whose lead-ing oil and gas corporation, Sinopec, recently signed a $7.8 million contract with Questor. Mascarenhas says, “This has mostly been through word of mouth.”

Alberta’s vast storehouse of human capital is a direct result of the province’s educational system, which has long been recognized as one of the world’s best. Alberta has also been recognized as a world leader in information technology in the classroom, with the provincial govern-ment having made student laptops, electronic whiteboards and other classroom technologies a priority in recent years. This has proven a boon to Alberta’s small but grow-ing high-tech sector as represented by companies such as SMART Technologies.

This innovative Calgary company developed the world’s first interactive whiteboard in 1991 and today produces a vast line of classroom and office technologies ranging from interactive tablets to conferencing software. SMART Tech-nologies exports to 175 countries worldwide. Linda Thomas, vice-president of strategy and planning at SMART Tech-nologies, asserts that Alberta is on the right track in terms of economic diversification. “Alberta continues to have a business-friendly political environment, which, combined with a growing economy, is enormously helpful to us and other companies like us,” she explains.

“The downside to this economy is tough competition for talent, especially in regards to the high-tech skills that our industry requires, as well as the compensation and benefits expectations set by the oil and gas sector. But with a good product, continuous innovation and a good global network of distributors, there’s a world of opportunity. Alberta’s economy will continue to diversify, with a business-friendly environment helping local businesses prosper, and in turn fostering new companies in new industries.”

Be it downstream from the oilpatch or wholly separate from it, Alberta’s economy is indeed diversifying and the province’s one-trick pony image holds far less water than it once did. While oil will continue to dominate Alberta’s export picture for the foreseeable future, the Alberta brand is already becoming increasingly multifaceted. BiC


Audrey Mascarenhas, CEO, Questor Technology

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if you fl y often, on your way to the terminal, you may have noticed a clutch of nondescript hangars out of the corner of your eye. Maybe you fi led the image in your

brain as some kind of low-tech combination of gas station/garage for small planes.

Boy, are you wrong.Even if you are a triple-elite-four-star-and-heavenly-

choir frequent fl yer cardholder, chances are you’ve never experienced anything like what you’d fi nd at these han-gars – Fixed-Base Operations or FBOs. These corporate and private air terminals provide tailor-made services that run the gamut from most basic aircraft servicing and fuelling work to high-end concierge amenities catering to the most demanding needs of any client.

It’s a far cry from their origins almost 100 years ago, when Fixed-Base Operations were created to differentiate these legitimate businesses from fl y-by-night operators. (Yep, that’s where the term came from.)

Shift to today, when private or corporate fl ights conjure up images of luxury. It’s true, but not in the way you may think. FBOs don’t cater to champagne and indolence, or if they do, it is very rare. They do provide the luxury of preserving one of businesses’ most precious commodities – time.

Hart Mailandt, director, business development, for North Cariboo Air, which runs its own fl eet and has FBOs at the Calgary and Edmonton airports, understands this very well. “You cannot be late for your own fl ight,” he says. “The plane is at your command – it’s waiting for you, not the other way around.”

And, not all the planes are snug 12-seaters. North Cariboo owns and services a wide range of aircraft, including some

100-seaters and its FBOs are set up to deal with planes of every size. “Some of our clients have to move huge groups of people quickly – sometimes there just aren’t enough com-mercial seats out there to do the job for them.”

Rick Erickson, a Calgary-based aviation consultant, has been watching the evolution of FBOs.

“The picture has changed dramatically in the past couple of years,” he says. “Everyone thinks ‘oil and gas’ but Cal-gary has the largest number of corporate 500 headquarters outside of Toronto, so it’s also banking, insurance and high-tech.”

An interesting outcome of this growth is the diversifi ca-tion of the FBOs themselves. “You are seeing FBOs servicing Boeing 737s that fl y workers into the oilsands. On the other hand, you see them cater to smaller, more exclusive corpo-rate jets.” While space is becoming tight at Calgary airport, Erickson predicts there will be new airside space once the new runway opens. “We’re going to see more corporate development and more development aimed at transporting the workforce.”

Whether you’re an oilsands worker or a corporate fl yer, the FBOs’ greatest attraction is the elimination of the great passenger trek, the one that eats up hours of time and layers of shoe leather. You know the drill: search for a parking spot, haul yourself and your luggage onto the shuttle, get to the terminal, fi nd the right check-in, line up at security, walk to the gate, line up to board, get to your destination, wait to disembark, wait for your luggage, repeat as necessary.

Today’s FBOs aren’t oil-stained Quonset huts with yester-day’s coffee stewing on a hotplate. They are state-of-the-art

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ADVENTURE AVIATION INC. Michael Mohr, Ops Manager Tel: (780) 539-6968 Aircraft Operated: (Cessna Skyhawk C172 One Piper Twin Comanche PA30 One Cessna Centurion P210N

AGRIUM INC. Robert Garback, Aviation Manager Tel: (403) 216-5090 Aircraft Operated: (1) Citation Sovereign, CE680

AHLSTROM AIR LTD Kyle Wadden, Chief Pilot / Base Manager Tel: 403-721-2203 Aircraft Operated: (1) AS350 SD2

AIR PARTNERS CORP. Tim Morgan, President / Founder Toll Free: 1-877-233-9350 Alternate Number 403-291-3644 Aircraft Operated: Citation V, King Air 200, Learjet45, C-GAXX, C-FKBC, C-FTIL, C-GTGO

AIRBORNE ENERGY SOLUTIONS LTD Roch Dallaire, President/CEO Toll Free: 1-888-496-3222 Aircraft Operated: (6) Robinson RH44, (16) Robinson RH44 Raven II (RH44 II), (6) Bell 206 B (B206),(1) Bell 206 L3, (4)(2) AS350 BA, (2) AS350 B2 (3) Piper Navajo A-31, (1) Cessna 208 Caravan, (4) Cessna 172, (2) Cessna 206, (1) King Air 200, (1) King Air 350, (1) Bell 205 A1-17, (1) Bell 212, (1) M1-26

ALBERTA GOVERNMENT AIR TRANSPORTATION SERVICE Rob Madden, Director of Flt Ops Tel: 780-427-7341 Aircraft Operated: (2) KA B200, (1) KA 350, (1) DH 8, DHC8, B3350, BE20

ALTA FLIGHTS (CHARTERS) INC David Robertson, President Tel: 780-890-1330 Aircraft Operated: CE208B, PA31-350, SW227

AVMAX GROUP INC Don Parkin, Executive VP Toll Free: 1-888-524-9444 Aircraft Operated: CRJ -8, King Air 350, Dash 8

BAR XH AIR INC Brent Gateman, President Tel: 403-381-8359 Aircraft Operated: (2) BAE Jetstream, (6) King Air 200

CALGARY POLICE SERVICE Cameron Dutnall, CP Tel: 403-567-4150 Aircraft Operated: (2) EC120

CAN-WEST CORPORATE AIR CHARTERS Natalie Hanczak, Flight Coordinator Tel: 780-849-5353 Aircraft Operated: Citation 560, King Air 200, Piper Navajo, Cessna 210, 206, 185

CANADIAN HELICOPTERS LIMITED Don Wall, President/CEO Tel: 780-429-6900 Aircraft Operated: (17) AS350B2, (27) AS350BA, (1) AS350D, (1) AS355F1, (1) AS355F2, (10) BH212, (1) BH407, (1) BH412, (3) EC120B, (4) R22B, (2) R22B2, (4) R44 II, (6) S61N, (10) S76A, (1) S76A++, B 407

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E-Z AIR INC Ezra Bavly, Pres/Ops Mgr/CFI Tel: 780-453-2085 Aircraft Operated: (1) Bell 206, (1) Robinson R44

EDMONTON FLYING CLUB Ralph Henderson, President Tel: 780-454-4531 Aircraft Operated: (3) C-152, (2) C-172, (1) 172SP, (2) DV-20, (1) MFD Simulator, (1) DA40, (2) DA42, (1) Eclipse 500 Simulator

EDMONTON POLICE SERVICE Tel: 780-408-4218 Aircraft Operated: (1) EC-120

ENERJET Dave Lancelot, President/CEO Tel: 403-648-2848 Aircraft Operated: (2) Boeing 737-700NG

GEMINI HELICOPTERS INC Roch Dallaire, President Tel: 780-402-2444 Aircraft Operated: (2) EC 120, (14) R44, (4) AS350, (2) Bell 205

GUARDIAN HELICOPTERS INC Graydon Kowal, President/CEO Tel: 403-730-6333, 403-232-1748 Aircraft Operated: (2) Bell205, (3) AS350BA, (3) Bell 206B, (1) PA31P, (3) Bell 417, (1) MD 530F

INFINITY FLIGHT SERVICES William Vasquez, Ops Manager Toll Free: 1-877-VIP-7900 Aircraft Operated: (1) King Air B100, (1) Citation V

INTEGRA AIR INC Brent Gateman, President/CEO Toll Free: 1-877-213-8359 Aircraft Operated: (1) PA31T Cheyenne, (1) Cessna 172 Floatplane, (2) BAE Jetstream – 3

KENN BOREK AIR LTD Brian Crocker, VP Operations Tel: 403-291-3300 Aircraft Operated: (4) Beech 200, Twin Otter DHC6, (2) DC3-T, (2) EMB-110

MOUNTAIN VIEW HELICOPTERS Paul Bergeron, President/CP Tel: 403-286-7186 Aircraft Operated: (3) R22, (2) R44, (1) Bell 206

NORTH CARIBOO AIR Hart Mailandt Toll Free: 1-866-359-6222 Aircraft Operated: BAe146, Dash 8, Beech 1900, King Air 200, Challenger, Citation www.flynca.com

PEREGRINE HELICOPTERS Glen Hansen, President Tel: 780-865-3353 Aircraft Operated: (1) B206B3, (1) Bell 206 L3

PHOENIX HELI-FLIGHT INC Paul Spring, President Tel: 780-799-0141 Aircraft Operated: (2) Euro 120, (1) AS350B2, (1) EC 130B4, (1) AS355N, (1) 355NP, (1) 350B3

REGIONAL 1 AIRLINES LTD Luc Picard, Director of Operations Toll Free: 1-888-802-1010 Aircraft Operated: (1) Dash 8-100, (2) Dash 8-200, (1) Dash 8-300, (1) King Air 300, (2) CRJ200

RIDGE ROTORS INC. Hans Nogel, Ops Mgr Toll Free: 1-877-242-4211 Aircraft Operated: (2) B206B2, (1) A Star 350 B2, (2) R44

ROTORWORKS INC. Adam Sloan, Office Manager Ryan Cluff, Comm Pilot/David Buckland, Comm Pilot Tel: 780-778-6600 Aircraft Operated: (2) R22 Robinson, (2) R44 Robinson, (1)Robinson r66

WESTJET AIRLINES LTD Toll Free: 1-888-937-8538 Aircraft Operated: (13) Boeing 737-600, (65) Boeing 737-700, (13) Boeing 737-800

ALBERTA CHARTER OPERATORS CHARTER FIXED WING

ADVENTURE AVIATION INC. Michael Mohr, Ops Manager Tel: (780) 539-6968 Aircraft Operated: (3) C172, (1) Twin Comanche PA30 (1) Cessna Centurion p210N, (1) Precision Flight Controls “Cirrus II” Simulator

AIR PARTNERS CORP. Tim Morgan, President / Founder Toll Free: 1-877-233-9350 Aircraft Operated: Citation V, Citation Ultra, Citation Encore, Challenger 604, Citation X, Citation XL, King Air 200

AIRBORNE ENERGY SOLUTIONS LTD Roch Dallaire, President/CEO Toll Free: 1-888-496-3222 Aircraft Operated: (6) Robinson RH44, (16) Robinson RH44 Raven II (RH44 II), (6) Bell 206 B (B206),(1) Bell 206 L1, (4)(2) AS350 BA, (2) AS350 B2 (3) Piper Navajo A-31, (1) Cessna 208 Caravan, (4) Cessna 172.

ALTA FLIGHTS (CHARTERS) INC David Robertson, President Tel: 780-890-1330 Aircraft Operated: (4) Metro 23, (3) King Air 100, (2) Grand Caravan, (2) Dornier 228, (2) Piper PA31, (4) Cessna 172, (2) Cessna Citation 501, (1) Cessna Citation 550

ARIES AVIATION SERVICE CORP Marvin Keyser, President Toll Free: 1-877-730-6499 Aircraft Operated: (2) LR36 Lear Jet, (4) PA-31 Navajo, (1) Cessna Caravan

AVMAX GROUP INC Don Parkin, Executive VP Toll Free: 1-888-524-9444, 403-291-2464 Aircraft Operated: CRJ -8, King Air 350, Dash 8

CANADIAN NORTH Steve Hankirk Tel: 403-705-3118 Aircraft Operated: (4) Dash 8, (9) 737-200 Combi, (2) 737-300


CENTRAL AVIATION INC Colin MacLeod, Ops Manager Tel: 403-242-9130 Aircraft Operated: Cessna Citation 500 Executive Jet, (2) Piper Navajo Chieftain, Piper Seneca, (2) Waco



Aviation Directory • Aviation


facilities that offer luxury services for passengers and aircraft alike, with hotel-like amenities for pilots and travellers and full-service maintenance for aircraft. FBOs may offer meet-ing rooms, Wi-Fi, showers, gourmet catering and concierge service. Some of them look like high-end hotel lobbies.

Because the passengers are all known on a private fl ight, there is no CATSA-style passenger security line at FBOs. However, security is a critical element for many businesses, and some FBOs have installed the same equipment that CATSA uses – but it’s the client who determines what is being checked and why.

While FBOS have no equivalent to government-regulated commercial passenger security, Merlin Preuss, VP for gov-ernment and regulatory affairs for the Canadian Business Aviation Association (CBAA), works closely with its FBO members to help ensure it will stay that way. “With corpo-rate fl ights, you know who you’re putting on the aircraft, so there’s no need for commercial-type passenger security,” he explains. “As the association that represents the needs of business aviation, one of our greatest tasks is to ensure that if any new regulations come down the pike, they don’t get in the way of why people use FBOs in the fi rst place.”

With the number and range of international corporate flights increasing every year, access to customs clear-

ance at FBOs is an important part of the process.“We’ve worked closely with the Canada Border Services

Agency (CBSA) to help ensure that you can clear customs at FBOs,” says Preuss. “In many cases, the CBSA agent is waiting for you when the plane arrives.” However, with government budget cuts, it’s an ongoing battle. “The CBAA works with CBSA on a case-by-case bases, FBO by FBO, to make the argument for customs services.”

The CBAA has also succeeded in expanding the number of passengers allowed on international corporate fl ights. “In the past, the maximum number of passengers entering Canada on a private fl ight was 15; we succeeded in work-ing with CATSA to increase that number to 39. It’s made an enormous difference to our members’ ability to use corpo-rate aircraft and FBOs,” Preuss says.

While FBOs and private fl ights may be a necessary part of business – albeit an effi cient and often enjoyable one – the service isn’t the right match for every passenger. “If you’re fl ying to Vancouver from Calgary or Edmonton, which has great service and frequencies, your best bet may still be a commercial fl ight,” Mailandt cautions. But as Preuss explains, FBOs offer something that regular air service can’t. “You arrive and there’s no gate. You go onto the ramp, into the plane and leave. Try that with an Air Canada fl ight.” BiC

EXPANDING OUR HORIZONS.The Calgary Airport Authority is developing YYC into a world-class airport for a world-class city. Find out more about the $2 billion airport expansion program at www.yyc.com.

Fixed-Base Operations • Corporate Aviation

ALBERTA AVIATION OPERATORS


ADVENTURE AVIATION INC. Michael Mohr, Ops Manager Tel: (780) 539-6968 Aircraft Operated: (Cessna Skyhawk C172 One Piper Twin Comanche PA30 One Cessna Centurion P210N

AGRIUM INC. Robert Garback, Aviation Manager Tel: (403) 216-5090 Aircraft Operated: (1) Citation Sovereign, CE680

AHLSTROM AIR LTD Kyle Wadden, Chief Pilot / Base Manager Tel: 403-721-2203 Aircraft Operated: (1) AS350 SD2

AIR PARTNERS CORP. Tim Morgan, President / Founder Toll Free: 1-877-233-9350 Alternate Number 403-291-3644 Aircraft Operated: Citation V, King Air 200, Learjet45, C-GAXX, C-FKBC, C-FTIL, C-GTGO

AIRBORNE ENERGY SOLUTIONS LTD Roch Dallaire, President/CEO Toll Free: 1-888-496-3222 Aircraft Operated: (6) Robinson RH44, (16) Robinson RH44 Raven II (RH44 II), (6) Bell 206 B (B206),(1) Bell 206 L3, (4)(2) AS350 BA, (2) AS350 B2 (3) Piper Navajo A-31, (1) Cessna 208 Caravan, (4) Cessna 172, (2) Cessna 206, (1) King Air 200, (1) King Air 350, (1) Bell 205 A1-17, (1) Bell 212, (1) M1-26

ALBERTA GOVERNMENT AIR TRANSPORTATION SERVICE Rob Madden, Director of Flt Ops Tel: 780-427-7341 Aircraft Operated: (2) KA B200, (1) KA 350, (1) DH 8, DHC8, B3350, BE20

ALTA FLIGHTS (CHARTERS) INC David Robertson, President Tel: 780-890-1330 Aircraft Operated: CE208B, PA31-350, SW227

AVMAX GROUP INC Don Parkin, Executive VP Toll Free: 1-888-524-9444 Aircraft Operated: CRJ -8, King Air 350, Dash 8

BAR XH AIR INC Brent Gateman, President Tel: 403-381-8359 Aircraft Operated: (2) BAE Jetstream, (6) King Air 200

CALGARY POLICE SERVICE Cameron Dutnall, CP Tel: 403-567-4150 Aircraft Operated: (2) EC120


CANADIAN HELICOPTERS LIMITED Don Wall, President/CEO Tel: 780-429-6900 Aircraft Operated: (17) AS350B2, (27) AS350BA, (1) AS350D, (1) AS355F1, (1) AS355F2, (10) BH212, (1) BH407, (1) BH412, (3) EC120B, (4) R22B, (2) R22B2, (4) R44 II, (6) S61N, (10) S76A, (1) S76A++, B 407

CATHTON INVESTMENTS LTD/CRA INVESTMENTS LTD Ernie Poole, Aviation Manager Tel: 780-890-7443 Aircraft Operated: (1) Falcon 900C

CCI/DIA Aviation Ernie Poole, Aviation Manager Tel: 780-890-7443 Aircraft Operated: (1) Hawker - Siddley 800

DELTA HELICOPTERS LTD Paul Stubbs, Ops Manager Toll Free: 1-800-665-3564 Aircraft Operated: (9) Bell 206B, (4) A-Star 350BA, (4) Bell 204b, (4) AF350-B2

EDMONTON INTERNATIONAL SHELL AEROCENTRE Sarah Gratton, Aerocentre Manager Toll Free: 1-800-668-4766, Tel: 780-890-1337 Aircraft Operated: No Aircraft listed


EDMONTON FLYING CLUB Ralph Henderson, President Tel: 780-454-4531 Aircraft Operated: (3) C-152, (2) C-172, (1) 172SP, (2) DV-20, (1) MFD Simulator, (1) DA40, (2) DA42, (1) Eclipse 500 Simulator

EDMONTON POLICE SERVICE Tel: 780-408-4218 Aircraft Operated: (1) EC-120



GUARDIAN HELICOPTERS INC Graydon Kowal, President/CEO Tel: 403-730-6333, 403-232-1748 Aircraft Operated: (2) Bell205, (3) AS350BA, (3) Bell 206B, (1) PA31P, (3) Bell 417, (1) MD 530F


INTEGRA AIR INC Brent Gateman, President/CEO Toll Free: 1-877-213-8359 Aircraft Operated: (1) PA31T Cheyenne, (1) Cessna 172 Floatplane, (2) BAE Jetstream – 3

KENN BOREK AIR LTD Brian Crocker, VP Operations Tel: 403-291-3300 Aircraft Operated: (4) Beech 200, Twin Otter DHC6, (2) DC3-T, (2) EMB-110



PEREGRINE HELICOPTERS Glen Hansen, President Tel: 780-865-3353 Aircraft Operated: (1) B206B3, (1) Bell 206 L3


REGIONAL 1 AIRLINES LTD Luc Picard, Director of Operations Toll Free: 1-888-802-1010 Aircraft Operated: (1) Dash 8-100, (2) Dash 8-200, (1) Dash 8-300, (1) King Air 300, (2) CRJ200


ROTORWORKS INC. Adam Sloan, Office Manager Ryan Cluff, Comm Pilot/David Buckland, Comm Pilot Tel: 780-778-6600 Aircraft Operated: (2) R22 Robinson, (2) R44 Robinson, (1)Robinson r66

WESTJET AIRLINES LTD Toll Free: 1-888-937-8538 Aircraft Operated: (13) Boeing 737-600, (65) Boeing 737-700, (13) Boeing 737-800

ALBERTA CHARTER OPERATORS CHARTER FIXED WING

ADVENTURE AVIATION INC. Michael Mohr, Ops Manager Tel: (780) 539-6968 Aircraft Operated: (3) C172, (1) Twin Comanche PA30 (1) Cessna Centurion p210N, (1) Precision Flight Controls “Cirrus II” Simulator

AIR PARTNERS CORP. Tim Morgan, President / Founder Toll Free: 1-877-233-9350 Aircraft Operated: Citation V, Citation Ultra, Citation Encore, Challenger 604, Citation X, Citation XL, King Air 200

AIRBORNE ENERGY SOLUTIONS LTD Roch Dallaire, President/CEO Toll Free: 1-888-496-3222 Aircraft Operated: (6) Robinson RH44, (16) Robinson RH44 Raven II (RH44 II), (6) Bell 206 B (B206),(1) Bell 206 L1, (4)(2) AS350 BA, (2) AS350 B2 (3) Piper Navajo A-31, (1) Cessna 208 Caravan, (4) Cessna 172.

ALTA FLIGHTS (CHARTERS) INC David Robertson, President Tel: 780-890-1330 Aircraft Operated: (4) Metro 23, (3) King Air 100, (2) Grand Caravan, (2) Dornier 228, (2) Piper PA31, (4) Cessna 172, (2) Cessna Citation 501, (1) Cessna Citation 550

ARIES AVIATION SERVICE CORP Marvin Keyser, President Toll Free: 1-877-730-6499 Aircraft Operated: (2) LR36 Lear Jet, (4) PA-31 Navajo, (1) Cessna Caravan

AVMAX GROUP INC Don Parkin, Executive VP Toll Free: 1-888-524-9444, 403-291-2464 Aircraft Operated: CRJ -8, King Air 350, Dash 8

CANADIAN NORTH Steve Hankirk Tel: 403-705-3118 Aircraft Operated: (4) Dash 8, (9) 737-200 Combi, (2) 737-300


CENTRAL AVIATION INC Colin MacLeod, Ops Manager Tel: 403-242-9130 Aircraft Operated: Cessna Citation 500 Executive Jet, (2) Piper Navajo Chieftain, Piper Seneca, (2) Waco





INTEGRA AIR INC Brent Gateman, CEO Toll Free: 1-877-213-8359 Aircraft Operated: (1) PA31T Cheyenne

KENN BOREK AIR LTD Brian Crocker, VP Operations Tel: 403-291-3300 Aircraft Operated: (3) Beech 99, (8) Beech 100, (4) Beech 200, (41) Twin Otter, (2) DC3-T, (2) EMB-110, Twin Otter DHC6


NORTHERN AIR CHARTER (P.R.) INC Rob King, President Tel: 780-624-1911 Aircraft Operated: Piper Navajo, (1) Aztec, (1) Navajo, (1) King Air 100, (4) King Air 200, (1) Beech 1900

SKY WINGS AVIATION ACADEMY LTD. Dennis Cooper, CEO Toll Free: 1-800-315-8097 Locations in Red Deer and Okotoks Aircraft Operated: Cessna 172, Piper Senaca I, Piper Navajo, Alsim 200 C

REGIONAL 1 AIRLINES LTD Luc Picard, Director of Operations Toll Free: 1-888-802-1010 Aircraft Operated: (1) Dash 8-300, (1) King Air 300, (2) CRJ200

SUNWEST AVIATION LTD Richard Hotchkiss, President/CEO Toll Free: 1-888-291-4566 Aircraft Operated: (1) Falcon 900EX, (1) Challenger 604, (2) Cessna Citation Sovereign, (2) Gulfstream G150, (2) Hawker 800, (2) Lear 55, (4) Lear 45, (2) Lear 35A, (1) Citation V, (5) Beech 1900D, (4) Metro liner 23, (1) King Air 350, (4) King Air B200, Challenger 300, Dash 8 300

SWANBERG AIR INC Toll Free: 1-877-637-8977 Aircraft Operated: (1) PA31-350 Navajo Chieftain

WETASKIWIN AIR SERVICES LTD. Ron VandenDungen, Director of Flight Ops Tel: 780-352-5643 Aircraft Operated: (1) Cessna 150, (2) Cessna 172, (1) Piper Twin Comanche

ALBERTA CHARTER OPERATORS CHARTER ROTARY WING


AHLSTROM AIR LTD. Kyle Wadden, Chief Pilot & Base Manager Tel: 403-721-2203 Aircraft Operated: (1) AS350B1

AIRBORNE ENERGY SOLUTIONS LTD Roch Dallaire, Director Toll Free: 1-888-496-3222 Aircraft Operated: (6) Robinson RH44, (16) Robinson RH44 Raven II (RH44 II), (6) Bell 206 B (B206), (1) Bell 206 L1, (4)(2) AS350 BA, (2) AS350 B2, (3) Piper Navajo A-31, (1) Cessna 208 Caravan, (4) Cessna 172, (2) Cessna 206, (1) King Air 200, (1) King Air 350

Bailey Helicopters Ltd Brent Knight Tel: 403-219-2770 Aircraft Operated: Bell 212, Bell 206, Astar 350, Robinson 44 www.baileyhelicoptors.com

BLACK SWAN HELICOPTERS LTD Linda Johnson, President Toll Free: 877-475-4774 Aircraft Operated: (1) FX 2, (1) B206B, (2) R44, (1) B204C

CANADIAN HELICOPTERS LIMITED Don Wall, President/CEO Tel: 780-429-6900 Aircraft Operated: (27) AS350BA, (1) AS355F2, (2) AS355N, (10) BH212, (1) BH407, (1) BH412, (1) BH412SP, (3) EC120B, (4) R22B, (2) R22B2, (4) R44 II, (6) S61N, (10) S76A, (1) S76A++, B407

DELTA HELICOPTERS LTD Paul Stubbs, Ops Manager Toll Free: 1-800-665-3564 Aircraft Operated: (9) Bell 206, (4) A-Star 350BA, (4) Bell 204, (4) AF350-B2


EDMONTON POLICE SERVICE Tel: 780-408-4218 Aircraft Operated: (1) EC120B


GREAT SLAVE HELICOPTERS INC Jeff Denomme, President, Tel: 867.873.2081 Todd Johnson, VP of Sales and Marketing Tel: 780.232.2589 Springbank Base Facility, Tel: 403.286.2040 Aircraft Operated: Bell 206B Jet Ranger, Bell 206 Long Ranger, Bell 206L1, Bell 206L3, Bell 206L4, Bell 205, Bell 212, Bell212S, Aster 350 BA, 350B2, 350B3, EC 130B4, BK 117B2, Bell 412EP, Bell 407 & 405

GUARDIAN HELICOPTERS INC Graydon Kowal, President Tel: 403-730-6333, 403-232-1748 Aircraft Operated: (2) Bell205, (3) AS350BA, (3) Bell 206B, (1) PA31P, (3) Bell 417, (1) MD 530F

HIGH COUNTRY HELICOPTERS Hjalmar Tiesenhausen Toll Free: 1-877-777-4354 Aircraft Operated: Bell 206, 206 Long Ranger

HIGHLAND HELICOPTERS LTD. Terry Jones, Ops Manager Tel: 780-459-5661 Aircraft Operated: (24) Bell 206B, (2) Bell 206 L-3, (2) AS350 BA, (15) AS350 B2


MUSTANG HELICOPTERS INC Tim Boyle, Ops Manager Tel: 403-885-5220 Aircraft Operated: (11) AS350B2, Bell 212, A5350 B3E, Bell 205, MD 500 D

PEREGRINE HELICOPTERS Glen Hansen, President Steve Wotton, Chief Pilot, Ops Manager Tel: 780-865-3353 Aircraft Operated: (1) B206B3


PRECISION HELICOPTERS INC John Carlton, GM Toll Free: 1-877-545-5455 Aircraft Operated: (1) AS350BA, (1) AS350D2

REMOTE HELICOPTERS LTD. Jeff Lukan, President Tel: 780-849-2222 Aircraft Operated: (1) AS350B2, (2) AS350BA, (1) Bell 204 – c model, (2) Bell 206, (2) Bell 212, (2) BA, (1) B2, (2) FD2


SLAVE LAKE HELICOPTERS LTD George Kelham, President Debbie Kelham, Owner Tel: 780-849-6666 Aircraft Operated: (4) AS350 B3, (1) Bell 206B-3

SLOAN HELICOPTERS LTD Troy Sloan, President Tel: 780-849-4456 Aircraft Operated: (1) RH44, (1) EC120B, A5350

THEBACHA HELICOPTERS LTD Kim Hornsby, President/DOM Tel: 780-723-4180 Aircraft Operated: (1) AS350B2 (1) Bell 206B, (1) AS350B2

WOOD BUFFALO HELICOPTERS Michael Morin, President & Operations Manager Tel: 780-743-5588 Toll Free: 1-866-743-5588 [email protected] Aircraft Operated: (4) AS350 B2, (1) EC120B, (3) B206B

JET CHARTERS

AIR PARTNERS CORP. Tim Morgan, President / Founder Toll Free: 403-291-3644 Aircraft Operated: Citation V, Citation Ultra, Citation Encore, Challenger 604, Citation X, Citation XL, King Air 200, Citation 501 550

AIRSPRINT INC. Chris Richer, President Toll Free: 1-877-588-2344 Selling interests in Citation XL/S and CJ27

AURORA JET PARTNERS - HEAD OFFICE / EDMONTON BASE3759 60 Avenue EastEdmonton International Airport, AB T9E 0V4Phone: 888-797-5387Toll Free: 888-797-5387 Fax: 780-453-6057

CANADIAN NORTH Steve Hankirk, Senior Manager Charters Tel: 403-705-3118 Aircraft Operated: (4) Dash 8, (9) 737-200 Combi, (2) 737-300


SWANBERG AIR INC Toll Free: 1-877-637-8977 Aircraft Operated: (4) Jetstream 31, (1) Challenger 601, (1) PA31-350 Navajo Chieftain

AIRCRAFT SALES

PRAIRIE AIRCRAFT SALES LTD. Andrew Fletcher, President Blair Douglas, Sales Associate Tel: 403-286-4277 Email: [email protected] Website: www.Prairieaircraft.com Aircraft Operated: (1) Caravan

JOHN HOPKINSON & ASSOCIATES Andrew Hopkinson Tel: 403 291-9027 Fax: 403 250-2459 Email: [email protected] Web: www.hopkinsonassociates.com Aircraft: Specializing in commercial and corporate aircraft



The suddenly hot consumers • Boomers & Zoomers

some call it the silver tsunami. Economists, fi nancial planners and pension wizards

call it a ticking time bomb. Marketers, who used to rudely shrug and write them off, are suddenly grovelling for forgive-ness and scrambling to cash in. Investment gurus are revved and busy. Specialists are overwhelmed and overbooked.

The world’s biggest, most affl uent, infl uential, spoiled and self-indulgent generation – the 88 million North American baby boomers born between 1946 and 1964 – are fi nally growing-up and becoming either an opportunity or a big dilemma, depending which sideline you’re on.

There is big business in sorting out boomer problems and looking after boomer wants, needs and quirks.

It’s why the Alberta Bone and Joint Health Institute in Calgary can barely keep up with the backlog of patients anxiously waiting for knee and hip replacements.

It’s why marketing and especially ad agencies crawling with 20- or 30-something reps and creative geniuses are scrambling to pitch boomer “gotta-haves” like exotic vaca-tions, fi ne wines, SUVs, a grab bag of cosmetic nips and tucks, technology and fast food. And it’s why the fi nancial industry is tripping over itself to get a chunk of socked-away boomer nest eggs.

Statistics Canada numbers show that this year the oldest boomer turns 67, the young-est turns 49 and about 1,000 Canadians turn 60 each and every day.

There’s undisputable strength in boomer numbers, 9.8 million Canadian reasons and more than 252,000 Calgary reasons why boomerisms matter.

By sheer numbers, boomers have undis-putable infl uence, impact and clout. They own three-quarters of all fi nancial assets, control more than half of today’s discretion-ary spending, they will likely continue to fl ex as Canada’s most dominant generation for at least the next 10 years and, among the

several downsides, boomers are on track to be the biggest drains of Canada’s health-care system.

Health CareWhether it’s Alberta, every other Canadian province or

the U.S., the medical profession is referring to some common generational health problems as boomeritis. The numbers don’t lie and it’s unanimous: inside and outside of hospi-tals and doctors’ offi ces, boomers are already consuming a disproportionate share of public health resources. And it’s bound to get worse.

This year, the Heart and Stroke Foundation’s (HSF) annual report on the health of Canadians chose to focus on the health facts of boomer life and showed a glaring disconnect between boomer perception of their personal health and actual realities.

Many boomers are either in denial or ignoring the jarring fact that long life is not always equated with good health.

“The purpose was to shed light on the disconnects that boomers have between their health and their perceived health,” explains Matthew Mayer, senior research specialist with the Heart and Stroke Foundation. “While 80 per cent described themselves as ‘healthy,’ the poll showed a much

different story. “Boomers live about 10 years beyond the

time their health has begun to deteriorate. Unfortunately, because some boomers don’t take ‘the 10-year gap’ seriously, the fi nal decade is often spent in discomfort and dis-satisfaction.”

Although the HSF report documents that boomers are the biggest risk generation for heart disease, overall health stats show that about 60 per cent of boomers have been diagnosed with at least one chronic medical condition – diabetes, arthritis, heart disease or hypertension.

“People are living longer and the boomer generation were more active in their 30s and Matthew Mayer, Senior Research Specialist with

the Heart & Stroke Foundation

BY John haRdYBY John haRdY


INTEGRA AIR INC Brent Gateman, CEO Toll Free: 1-877-213-8359 Aircraft Operated: (1) PA31T Cheyenne

KENN BOREK AIR LTD Brian Crocker, VP Operations Tel: 403-291-3300 Aircraft Operated: (3) Beech 99, (8) Beech 100, (4) Beech 200, (41) Twin Otter, (2) DC3-T, (2) EMB-110, Twin Otter DHC6


NORTHERN AIR CHARTER (P.R.) INC Rob King, President Tel: 780-624-1911 Aircraft Operated: Piper Navajo, (1) Aztec, (1) Navajo, (1) King Air 100, (4) King Air 200, (1) Beech 1900

SKY WINGS AVIATION ACADEMY LTD. Dennis Cooper, CEO Toll Free: 1-800-315-8097 Locations in Red Deer and Okotoks Aircraft Operated: Cessna 172, Piper Senaca I, Piper Navajo, Alsim 200 C

REGIONAL 1 AIRLINES LTD Luc Picard, Director of Operations Toll Free: 1-888-802-1010 Aircraft Operated: (1) Dash 8-300, (1) King Air 300, (2) CRJ200

SUNWEST AVIATION LTD Richard Hotchkiss, President/CEO Toll Free: 1-888-291-4566 Aircraft Operated: (1) Falcon 900EX, (1) Challenger 604, (2) Cessna Citation Sovereign, (2) Gulfstream G150, (2) Hawker 800, (2) Lear 55, (4) Lear 45, (2) Lear 35A, (1) Citation V, (5) Beech 1900D, (4) Metro liner 23, (1) King Air 350, (4) King Air B200, Challenger 300, Dash 8 300

SWANBERG AIR INC Toll Free: 1-877-637-8977 Aircraft Operated: (1) PA31-350 Navajo Chieftain

WETASKIWIN AIR SERVICES LTD. Ron VandenDungen, Director of Flight Ops Tel: 780-352-5643 Aircraft Operated: (1) Cessna 150, (2) Cessna 172, (1) Piper Twin Comanche

ALBERTA CHARTER OPERATORS CHARTER ROTARY WING


AHLSTROM AIR LTD. Kyle Wadden, Chief Pilot & Base Manager Tel: 403-721-2203 Aircraft Operated: (1) AS350B1

AIRBORNE ENERGY SOLUTIONS LTD Roch Dallaire, Director Toll Free: 1-888-496-3222 Aircraft Operated: (6) Robinson RH44, (16) Robinson RH44 Raven II (RH44 II), (6) Bell 206 B (B206), (1) Bell 206 L1, (4)(2) AS350 BA, (2) AS350 B2, (3) Piper Navajo A-31, (1) Cessna 208 Caravan, (4) Cessna 172, (2) Cessna 206, (1) King Air 200, (1) King Air 350

Bailey Helicopters Ltd Brent Knight Tel: 403-219-2770 Aircraft Operated: Bell 212, Bell 206, Astar 350, Robinson 44 www.baileyhelicoptors.com

BLACK SWAN HELICOPTERS LTD Linda Johnson, President Toll Free: 877-475-4774 Aircraft Operated: (1) FX 2, (1) B206B, (2) R44, (1) B204C

CANADIAN HELICOPTERS LIMITED Don Wall, President/CEO Tel: 780-429-6900 Aircraft Operated: (27) AS350BA, (1) AS355F2, (2) AS355N, (10) BH212, (1) BH407, (1) BH412, (1) BH412SP, (3) EC120B, (4) R22B, (2) R22B2, (4) R44 II, (6) S61N, (10) S76A, (1) S76A++, B407

DELTA HELICOPTERS LTD Paul Stubbs, Ops Manager Toll Free: 1-800-665-3564 Aircraft Operated: (9) Bell 206, (4) A-Star 350BA, (4) Bell 204, (4) AF350-B2


EDMONTON POLICE SERVICE Tel: 780-408-4218 Aircraft Operated: (1) EC120B


GREAT SLAVE HELICOPTERS INC Jeff Denomme, President, Tel: 867.873.2081 Todd Johnson, VP of Sales and Marketing Tel: 780.232.2589 Springbank Base Facility, Tel: 403.286.2040 Aircraft Operated: Bell 206B Jet Ranger, Bell 206 Long Ranger, Bell 206L1, Bell 206L3, Bell 206L4, Bell 205, Bell 212, Bell212S, Aster 350 BA, 350B2, 350B3, EC 130B4, BK 117B2, Bell 412EP, Bell 407 & 405

GUARDIAN HELICOPTERS INC Graydon Kowal, President Tel: 403-730-6333, 403-232-1748 Aircraft Operated: (2) Bell205, (3) AS350BA, (3) Bell 206B, (1) PA31P, (3) Bell 417, (1) MD 530F

HIGH COUNTRY HELICOPTERS Hjalmar Tiesenhausen Toll Free: 1-877-777-4354 Aircraft Operated: Bell 206, 206 Long Ranger

HIGHLAND HELICOPTERS LTD. Terry Jones, Ops Manager Tel: 780-459-5661 Aircraft Operated: (24) Bell 206B, (2) Bell 206 L-3, (2) AS350 BA, (15) AS350 B2


MUSTANG HELICOPTERS INC Tim Boyle, Ops Manager Tel: 403-885-5220 Aircraft Operated: (11) AS350B2, Bell 212, A5350 B3E, Bell 205, MD 500 D

PEREGRINE HELICOPTERS Glen Hansen, President Steve Wotton, Chief Pilot, Ops Manager Tel: 780-865-3353 Aircraft Operated: (1) B206B3


PRECISION HELICOPTERS INC John Carlton, GM Toll Free: 1-877-545-5455 Aircraft Operated: (1) AS350BA, (1) AS350D2

REMOTE HELICOPTERS LTD. Jeff Lukan, President Tel: 780-849-2222 Aircraft Operated: (1) AS350B2, (2) AS350BA, (1) Bell 204 – c model, (2) Bell 206, (2) Bell 212, (2) BA, (1) B2, (2) FD2


SLAVE LAKE HELICOPTERS LTD George Kelham, President Debbie Kelham, Owner Tel: 780-849-6666 Aircraft Operated: (4) AS350 B3, (1) Bell 206B-3

SLOAN HELICOPTERS LTD Troy Sloan, President Tel: 780-849-4456 Aircraft Operated: (1) RH44, (1) EC120B, A5350

THEBACHA HELICOPTERS LTD Kim Hornsby, President/DOM Tel: 780-723-4180 Aircraft Operated: (1) AS350B2 (1) Bell 206B, (1) AS350B2

WOOD BUFFALO HELICOPTERS Michael Morin, President & Operations Manager Tel: 780-743-5588 Toll Free: 1-866-743-5588 [email protected] Aircraft Operated: (4) AS350 B2, (1) EC120B, (3) B206B

JET CHARTERS

AIR PARTNERS CORP. Tim Morgan, President / Founder Toll Free: 403-291-3644 Aircraft Operated: Citation V, Citation Ultra, Citation Encore, Challenger 604, Citation X, Citation XL, King Air 200, Citation 501 550

AIRSPRINT INC. Chris Richer, President Toll Free: 1-877-588-2344 Selling interests in Citation XL/S and CJ27

AURORA JET PARTNERS - HEAD OFFICE / EDMONTON BASE3759 60 Avenue EastEdmonton International Airport, AB T9E 0V4Phone: 888-797-5387Toll Free: 888-797-5387 Fax: 780-453-6057

CANADIAN NORTH Steve Hankirk, Senior Manager Charters Tel: 403-705-3118 Aircraft Operated: (4) Dash 8, (9) 737-200 Combi, (2) 737-300


SWANBERG AIR INC Toll Free: 1-877-637-8977 Aircraft Operated: (4) Jetstream 31, (1) Challenger 601, (1) PA31-350 Navajo Chieftain

AIRCRAFT SALES

PRAIRIE AIRCRAFT SALES LTD. Andrew Fletcher, President Blair Douglas, Sales Associate Tel: 403-286-4277 Email: [email protected] Website: www.Prairieaircraft.com Aircraft Operated: (1) Caravan

JOHN HOPKINSON & ASSOCIATES Andrew Hopkinson Tel: 403 291-9027 Fax: 403 250-2459 Email: [email protected] Web: www.hopkinsonassociates.com Aircraft: Specializing in commercial and corporate aircraft



Over 30 years of experiencetaking care of Moms & Dads

SENIOR ASSISTED living RESIDENCESENIOR ASSISTED living RESIDENCE 14911 - 5 Street SW, Calgary, Alberta T2Y 5B9

Book a personalized tour: 403.888.6540We’ll even treat you to a complimentary lunch(we’re proud of our food!)

www.millriseplace.ca

Being constantly concerned aboutyour parents’ safety and well-beingcan take its toll.Don’t you wish mom and dad could be part of a welcoming community where they are respected, surrounded by friends, caring staff and social activities?

We know that when it’s time for your parents to consider moving out of their home it can be a difficult decision – it’s not an easy topic to discuss. As Calgary’s premier assisted living residence, Millrise Place has a great reputation of taking care of moms and dads. Call us today and we’d be glad to listen and share information that will help. We can also arrange a personalized visit – it makes all the difference in the world.

5 reasons you’ll be gladyour parents are here.

1) Spacious studios, and 1 and 2 bedroom

suites for an accessible home-like feel

2) Attentive nursing staff are here 24/7

3) Three meals a day, housekeeping, laundry,

maintenance, we take the load off you

4) Daily social activities and special events

make it fun here

5) We are trained to take care of seniors

with dementia and Alzheimer's

(Ask about our Safe Living Unit)

For thetimes you can’t be there, we are.


40s and some consequences and problems are just showing-up now,” observes Calgary’s Dr. Cy Frank, chief medical advisor at the respected Alberta Bone and Joint Health Institute and one of the most highly esteemed orthopaedic surgeons in Canada. “Obesity and other lifestyle issues like diets and inactivity are factors in the drastic increase in osteoarthritis – the deterioration of knee joints, hip joints and other joints. The situation will only worsen for the next 15-20 years as boomers move into old age.”

Dr. Frank underscores the boomer problem by citing that more than 10,000 knee and hip replacements are done in Alberta each year. “Some people are simply worn out and may never had any risk factors or injuries but by far the most effective intervention and prevention is weight loss.”

Carole Kelly is a very savvy professional with a unique perspective and understanding about the boomer stage of con-temporary life. She is the executive director of Calgary’s superb and popular Millrise Place Seniors’ Assisted Living Residence, where the staff prides themselves on genuine relationships and communication with residents and their families.

Although Millrise residents are likely the parents of boomers, Kelly’s seasoned people expertise and her unique exposure to boomers highlights some new dimensions.

“Boomers tend to be much better informed than their par-ents were at that age but boomers have also been the ‘me’ generation, when everything was doable and OK and they usually got what they wanted. Boomers were not built to grow old gracefully,” she says with an amused chuckle.

She cites a recent, jarring example about a boomer couple whose mother is a Millrise resident. “I was so happy to let them know that, thanks to a recent change in the law, their mother could now have two baths a week. They were shocked. They didn’t know that Alberta’s Nursing Home Act provided only one assisted bath a week. Boomers will have to make some major adjustments in their lifestyle because today’s health-care services could never satisfy boomer expectations.”

MarketingIn the carefully strategic and calculatingly discriminating

world of advertising, boomers used to be the insignifi -cant and overlooked consumer. Marketers of many things and services suddenly embrace the undisputable fact that 50-plus consumers now control more than 70 per cent of discretionary spending. In marketing lingo, that more than qualifi es them as suddenly hot prospects.

Ad agencies begrudgingly accept that today’s boomers do not consider themselves “seniors,” so marketing to boomers must be drastically different than marketing to seniors. As with any target group, imagery and messaging is key. No more clichéd images of smiling grey-haired people frolick-ing in golf-course communities.

If the 60s is what Rod Stewart (68), Peter Mansbridge (64), Diane Keaton (67), Bill Clinton (66), David Letterman (66), Anne Murray (68) and Meryl Streep (64) look and act like, marketers beware!

Dr. Les Harris is a popular boomer expert, author, guest speaker and creator of the boomer-marketing website, www.beyondboomers.com.

“Boomers represent about 25 per cent of the population; they are wealthy, healthy and open to new products. They consume loads of media and they remain optimistic,” Harris says. “They drove the housing boom in the ’50s, the educa-

If the 60s is what Rod Stewart (68), Peter Mansbridge (64), Diane Keaton

(67), Bill Clinton (66), David Letterman (66), Anne Murray (68) and

Meryl Streep (64) look and act like, marketers beware!

Dr. Cy Frank, Alberta Bone and Joint Health Institute. Photo credit Trudie Lee

Carole Kelly, Executive Director, Millrise Place


Over 30 years of experiencetaking care of Moms & Dads

SENIOR ASSISTED living RESIDENCESENIOR ASSISTED living RESIDENCE 14911 - 5 Street SW, Calgary, Alberta T2Y 5B9

Book a personalized tour: 403.888.6540We’ll even treat you to a complimentary lunch(we’re proud of our food!)

www.millriseplace.ca

Being constantly concerned aboutyour parents’ safety and well-beingcan take its toll.Don’t you wish mom and dad could be part of a welcoming community where they are respected, surrounded by friends, caring staff and social activities?

We know that when it’s time for your parents to consider moving out of their home it can be a difficult decision – it’s not an easy topic to discuss. As Calgary’s premier assisted living residence, Millrise Place has a great reputation of taking care of moms and dads. Call us today and we’d be glad to listen and share information that will help. We can also arrange a personalized visit – it makes all the difference in the world.

5 reasons you’ll be gladyour parents are here.

1) Spacious studios, and 1 and 2 bedroom

suites for an accessible home-like feel

2) Attentive nursing staff are here 24/7

3) Three meals a day, housekeeping, laundry,

maintenance, we take the load off you

4) Daily social activities and special events

make it fun here

5) We are trained to take care of seniors

with dementia and Alzheimer's

(Ask about our Safe Living Unit)




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

403-264-3270Contact us for tickets

Thursday, June 20 | 6 p.m. | Metropolitan Centre

Business in Calgary will feature your Leaders of Tomorrow in our July 2013 issue.

Platinum Partner Gold Partners

HUMAN RESOURCES INSTITUTE OF ALBERTA

tion boom and the sexual revolution in the ’60s, racquetball and jogging in the ’70s, health clubs in the ’80s and the stock market in the ’90s. Even in their boomer years, they’re proving that they know what they want.”

Today’s marketing consultants agree. Boomers are plugged-in, online and gung-ho consumers but they have been fooled enough times that they are cautious about advertising. Boomers respond to special offers but not gim-micks. They are not impulsive or gullible.

FinancialMoney, grand plans, assumptions,

expectations and actual bottom lines have become the most jarring of all boomer reality check adjustments. Whatever happened – private situa-

tions or economy factors – the golden years, living happily ever after and other retirement plans simply aren’t as cinchy or even likely.

The recently announced, third-annual RBC Retirement Myths and Realities Poll confi rms that 71 per cent of boomers can’t wait for retirement but the poll also shows that 42 per cent of those not yet retired expect manag-ing their cash fl ow in retirement will be more diffi cult; 37 per cent are worried they do not have enough money to do what they always planned and wanted; and only 52 per cent of those expecting to retire within a year have a detailed budget as part of a fi nancial plan.

According to Calgary’s Michael Wood, RBC regional vice-president of investment and retirement plan-

ning, “The average boomer expects that their retirement will cost them about 60 per cent of their pre-retire-ment income. Economists suggest it will be more like 50-80 per cent. Boomers are realizing more and more that they will likely have to cut back on expectations and expenses.

“A third don’t feel they have enough money and they will have to make other decisions – like delaying retire-ment and working longer,” Wood itemizes from the RBC poll.

“But not all boomers plan to delay retirement for only cash fl ow reasons. People are living longer (the current life expectancy for a 50 year old is 84.2) and retiring at the traditional 65 means 20 or so years of being productive. So some boomers plan to stay engaged in some kind of work – consulting con-tracts or something that they have been personally interested in.

“One thing for sure, especially in Canada, every economic and politi-cal decision has to consider boomers,” he cautions. “Hypothetically if every boomer suddenly decided to say, ‘See ya, I’m retiring!’ the world would have an enormous problem.”

After all, boomers are the original Survivors. Surviving in an unimagi-nable, pre-iPhone and iPad, pre-ATM, pre-bird fl u, pre-dot-com, pre-Kar-dashian, pre-same sex marriage, pre 9/11 and pre-bin Laden, pre-global warming, pre-trans fat anxiety and pre-American Idol world. BiC

Michael Wood, RBC Regional vice-president of investment and retirement planning

Boomers are realizing more and more that they will likely have to

cut back on expectations and expenses.

Business In Calgary We Are A Creative.pdf 1 2013-05-03 4:14:42 PM


http://www.vinc.ca

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

403-264-3270Contact us for tickets

Thursday, June 20 | 6 p.m. | Metropolitan Centre

Business in Calgary will feature your Leaders of Tomorrow in our July 2013 issue.

Platinum Partner Gold Partners

HUMAN RESOURCES INSTITUTE OF ALBERTA

Written and photographed by Mary Savage

Building Success by Finding the Perfect Fit: Aligning the right people with the right jobs

When Roger Cundy, Barry Hanna and Bonnie Dolan decided to go into business, it wasn’t because they had a brilliant new invention.

Simply put, they followed their passion: to provide extraordinary service and quality products in an industry they knew extremely well.

Roger and Barry met during the early ’80s while working in the lumber industry. Roger worked in contract sales and Barry worked in operations. During those years and while forging new business, they met Bonnie who was working in the manufacturing sector for a high-end mouldings company in sales and accounting.

And although none of them realized it at the time, the col-leagues would come together – about 10 years later – to form their own business.

In 1993, the trio started Regal Building Materials Ltd. and they each brought about 20 years of experience to the table. It was the each brought about 20 years of experience to the table. It was the perfect partnership: contractor sales, operations and accounting, perfect partnership: contractor sales, operations and accounting, and their vision was to build the best business in the industry. and their vision was to build the best business in the industry. Roger believed that success – in any market – came Roger believed that success – in any market – came down to having the right people doing the right jobs, down to having the right people doing the right jobs, and 20 years later their track record is proof positive. and 20 years later their track record is proof positive.

Regal started as a modest five-person shop that operRegal started as a modest five-person shop that oper-ated from two bays in a southeast Calgary business ated from two bays in a southeast Calgary business complex and it has evolved to become the city’s largcomplex and it has evolved to become the city’s larg-est supplier of interior doors, french doors, mouldings, est supplier of interior doors, french doors, mouldings, locks, bathroom hardware and sheet goods. locks, bathroom hardware and sheet goods.

The team at Regal Building Materials

Regal Building Materials Celebrates 20 Years | 1 Regal Building Materials Celebrates 20 Years | 2

Building Success by Finding the Perfect Fit: Aligning the right people with the right jobs

The team at Regal Building Materials


Since 1998, Regal has won numerous SAM awards (Calgary Home Builders’ Association) – solidifying their vision and drive to provide the best service and products available, and today, Regal proudly holds about 25 per cent of the total market share.

As the industry has evolved, one of Regal’s biggest chal-lenges has been to continually educate their customers about the influx of new products, and they recognized the best way to solve this problem was to hold regular tradeshows. About 10 years ago, Regal started hosting such an event to showcase the new product lines.

“The difference between the way business was done in the 1980s compared to now is that 30 years ago, there were only a few choices when selecting baseboards, doors, locks and hard-ware,” says Roger Cundy, CEO and president. “Today we carry hundreds of product lines.”

Twenty years after opening the Regal doors, the business has become a sprawling operation that encompasses about 65,000 square feet, dispersed among 12 bays – all throughout the same complex.

As part of Regal’s evolution and growth, they established a multi-family department about 10 years ago – spearheaded

and led by Barry Hanna. This successful part of the business also includes a supply and install department with crews of outstanding finishers and installers.

As the city has grown and as it relates to the homebuilding industry, revised safety regulations have changed the way busi-ness is conducted. Regal was the first business – in their part of the industry – to become COR certified. They employ a full-time safety officer, John Geraldi, who is a 15-year employee.

Likewise, Bret Hanna, service manager, heads up Regal’s cus-tomer service department and has been with the company for 20 years.

Their staff of 70 brings a variety of skills, experience and knowledge to every job. And after spending a few minutes talk-ing to the employees, it’s obvious every person who calls Regal home embraces the owners’ vision.

Regal caters to a diversified clientele: general contractors, homebuilders, renovators and designers. Barry Hanna, vice president, has observed you have to be ready to look after the customer’s needs on short notice. “We’ve been yes-men for many years and there’s always a way to meet the customer’s needs: it’s all part of the service we offer.”

Congratulations!! Regal Building Materials on 20 years Regal Building Materials on 20 years

of business success from the Lo Gullo Group of Companies. from the Lo Gullo Group of Companies.

The three owners of Regal Building Materials The new management team

Regal’s biggest year was in 2008, which saw about $22 mil-lion in sales. “When the recession hit, we had just come off our biggest year and that’s a lot of product going out the door. To get those orders right every time, you’ve got to have the right people in place,” adds Roger. “Success is about finding the right combination of people with the right attitude, and then every-thing comes together.”

A Glimpse Inside the Regal OperationAs you enter the main door, the 1,000 square-foot showroom

provides their clientele with a never-ending selection of prod-uct lines. From mouldings and doors to locks and bathroom hardware fixtures, the showroom serves to showcase new prod-ucts in an ever-changing market.

But the heart of the company is found beyond the showroom walls and the first stop is the shipping department, which is an integral component of the Regal operation. Matt Lewis heads up shipping and operations, and he has been with Regal for 13 years. “We like to keep our people around for as long as possible and we invest in our people to provide proper training,” says Roger. “In our industry, when a mistake occurs it’s a big deal and it means having to correct it right away.”

Around the corner is one of the sales departments where Susan Hanna oversees this aspect of Regal’s business. Susan, a 20-year employee, is joined by a sales team where they work with large homebuilders and contractors to facilitate a high volume of finish-

ing packages. Regal has seven such sales departments. Across the parking lot, Regal has two more bays that ware-

house all their mouldings – an expansion to accommodate their growing inventory. Standing inside the massive warehouse that out-stocks any big-box retailer: row upon row of mouldings fill the warehouse.

“These bays used to be stocked with oak and maple, but during the mid to late 1990s there was shift toward MDF. The majority of our mouldings are MDF now and it’s price that has driven the changes within the industry,” observes Roger.

Regal carries between 80 to 100 different profiles of mould-ings, and many profiles turn over on a daily basis. The majority of their stock is pre-sold, but they still stock wood profiles in an MDF market.

Across another parking lot is the door warehouse and on any given day, Regal has about 3,500 doors in stock. The 14,000-square-foot warehouse carries over 20 different styles. They stock, machine and deliver 85,000-plus doors annually.

Larry Ferris, door shop foreman, came to Regal about four years ago, but he’s been in the industry for 36 years. Larry oversees a team of five to facilitate the volume of doors that roll through Regal’s warehouse – with a capacity to machine about 400 doors per day.

When Regal started the business, they sold a lot of oak and mahogany doors, but Alberta’s semi-arid climate meant prod-ucts like mahogany would warp, and these factors have played

Congratulations Regal Building Materials on

20 years of Successful Business!From your loyal support team at ABBL Hardware!

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403.291.0641 | www.abblbiz.com

Congratulations on 20 years!Proud supplier to Regal Building Materials for 20 years


SEXTON GROUP LTDwww.sextongroup.com

Congratulations to

Regal Building Materials Ltd.

on your

20th Anniversary


of SUCCESS! 20 YEARS

Whatever it takes.

Whatever it takes.

Whatever it takes.Whatever it takes.

TAIGABUILDING.COM

Regal has been an important customer to Taiga, we look forward to working with you

for many years to come.

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A Glimpse Inside the Regal Operation


20 years of Successful Business!From your loyal support team at ABBL Hardware!

CommercialHollow Metal Doors and FramesWood DoorsCommercial HardwarePartitionsWashroom AccessoriesAluminum Store Fronts and WindowsInstallation Services

ResidentialBathroom HardwareDoor Knobs and LeversHingesGeneral Hardware

403.291.0641 | www.abblbiz.com

Congratulations on 20 years!Proud supplier to Regal Building Materials for 20 years


a role in the evolution of the moulded panel doors. “MDF doesn’t crack and warp the way wood does,” explains Barry. “Wood has a memory whereas MDF has no memory – MDF retains its shape.”

Regal makes their own french doors – something they’ve been doing since the company’s inception. The department is headed by Steve Dodsley, who has been with the company for 18 years.

“French doors are such a detailed product that you’ve got to have the right systems in place to complete the order properly – it always comes back to controlling the quality of the product. Our biggest cost with anything is having to redo a job, but we rectify a job faster than anyone in town,” adds Barry.

About 15 years ago, Regal had an opportunity to foray into the wire shelf and mirror business and it has proven to be an excellent addition to the company. Regal Shelf and Mirror Ltd. provides custom products that are cut, assembled and installed on site, offering a cost-effective storage solution for any space.

Additionally, they offer glass and mirrors for vanities, show-ers and closet doors, and in keeping with Roger’s philosophy, the glass division was introduced when a longtime colleague brought his expertise to Regal. Harris Glass oversees the glass department manufacturing and he has been with the company for 12 years.

Crossing the parking lot again, the tour finished back at the front door: the contractor sales desk to the left and the

showroom to the right. Between the employees and customers, Regal’s front office is always on the move – helping customers, filling orders and assisting the clientele perusing the showroom.

Although many of the products lines have evolved and changed in 20 years, there are a few things that remain the same: Regal’s philosophy in providing the best service in town. “We still have the same customers, but the faces have changed,” reflects Bon-nie Dolan, secretary/treasury. “With many of our long-standing customers, we are now working with the second generation. Inter-nally, we are engaging our own succession plan.”

SEXTON GROUP LTDwww.sextongroup.com

Congratulations to

Regal Building Materials Ltd.

on your

20th Anniversary

Individuality and character are amongst our most elemental building blocks.Individuality and character are amongst our most elemental building blocks.

www.

fsb.de

/en


of SUCCESS! 20 YEARS

Whatever it takes.

Whatever it takes.

Whatever it takes.Whatever it takes.

TAIGABUILDING.COM

Regal has been an important customer to Taiga, we look forward to working with you

for many years to come.

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403-543-3260 | mouldingandmillwork.com

Congratulations Regal Building Materials!From all of us at

Alliance Door Opening Opportunities Slogan

Black with Fade to Transparent

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Congratulations to Regal Building Materials Ltd. on their 20th Anniversary!

7988 - 82nd Street, Delta, BC V4G 1L8Tel: 604-940-8821

Manufacturers of tempered glass, insulated sealed units, glass table tops and mirrors

Congratulations, Regal Building Materials! We wish you many more years of success.

Bronco Industries Inc.



DHP

A Complete Line of Quality Cabinet Hardware and General Hardware

DEXTER ALMENDAREZ

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DEXTER ALMENDAREZ

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Congratulations Roger and all the staff at Regal Building Materials Ltd. on your 20th Anniversary ”

“Clark Davies Risk Services Coordinator

) 403.620.2418* [email protected]

Door & Decorative Glass Supplier

Proudly Supporting Regal Building Materials Ltd.

www.trimlite.com


In recent years, the Regal owners have been gradually folding the next generation into the business. “We’ve hired very capa-ble young people to take over, their performance is excellent and they are running the business exactly how we envisioned it,” adds Bonnie. “We have instilled our philosophy in them – this is what has made us successful and this is what’s going to keep Regal successful. As the second generation takes the reins, we wish ‘good luck’ to Michael Cundy, Aaron Wilkins, James Aucoin, Matt Lewis, Dave Hanna and the team.”

And as Regal celebrates their 20th anniversary, they pause from the workday to extend a sincere ‘thank you’ to all the customers, employees and suppliers who have contributed to two decades of success.

403-253-2010 | [email protected]

www.regalbuilding.com

Regal Building Materials Celebrates 20 Years | 5 Premiere Van Lines 35th Anniversary | 1

35 Years of ‘Moving Excellence’By Mary Savage

http://www.mouldingandmillwork.com

http://www.dimexhp.com

Alliance Door Opening Opportunities Slogan

Black with Fade to Transparent

White with Fade to Transparent

White with Fade to Transparent on Black BackgroundBackground layer can be removed

Congratulations to Regal Building Materials Ltd. on their 20th Anniversary!




DHP


DEXTER ALMENDAREZ

DHP


DEXTER ALMENDAREZ

DHP


DEXTER ALMENDAREZ

DHP


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Congratulations Roger and all the staff at Regal Building Materials Ltd. on your 20th Anniversary ”

“Clark Davies Risk Services Coordinator

) 403.620.2418* [email protected]


Proudly Supporting Regal Building Materials Ltd.

www.trimlite.com

403-253-2010 | [email protected]

www.regalbuilding.com

Regal Building Materials Celebrates 20 Years | 5 Premiere Van Lines 35th Anniversary | 1

When you enter the double doors at Premiere Van Lines, your eye is immediately drawn to the wall of awards in reception. Most of the wall space

showcases the awards that Premiere has won; in fact, they ran out of space several years ago. They have received rec-ognition on both the regional and national level for out-standing quality, service and sales.

Premiere is a national franchise and also one of the largest agents under the Atlas Van Lines umbrella, and unequivo-cally, they represent remarkable business practices in a highly competitive industry.

Today, as Premiere celebrates their 35th anniversary in the Calgary marketplace, they are also recognized as one of the largest and oldest moving companies in Calgary. And they are proud of their reputation – guided by the leadership and vision of Paul Phone, president and founder of the Calgary branch.

Over the decades, Premiere has raised the bar and instilled a level of excellence in everything from customer service to industry standards. They are proud of their long-standing A+ rating with the Better Business Bureau (BBB), and in the moving industry they are a tough act to follow.

Originally, Premiere Calgary was established 35 years ago as Classic Moving and Storage Ltd. when Paul was presented with an opportunity to obtain a new agency approval under Atlas. With Atlas celebrating their 50th anniversary this year, and Premiere Calgary celebrating its 35th anniversary, Paul reflects on this longevity – knowing the partnership contin-ues to be a good choice.

Over the years, Classic Moving grew, but still operated very successfully as a smaller business that focused predom-inantly on the local and long-distance relocation market. Since their inception, Classic Moving has always operated as an agent under Atlas, which granted them access to the services of other Atlas agents enabling them to facilitate long-distance moves for customers.

In 2005, Classic Moving was rebranded and the company became a franchise office of Premiere Van Lines, a coast-to-coast group of agents still under the Atlas Van Lines banner. In the years that followed, this move proved to be a turning point for Premiere Calgary: inside of two years, the com-pany had doubled their operation and then doubled again within another two years.

Premiere Van Lines represents the joining together of

When you enter the double doors at Premiere Van Originally, Premiere Calgary was established 35 years ago

35 Years of ‘Moving Excellence’By Mary Savage

Premiere Van Lines 35th Anniversary | 2

Premiere’s Residential Services

Premiere’s Commercial Services

Local Moving Office Moving Long-Distance Moving Office Services International Moving Installations Packing and Crating Equipment RentalsPacking Materials IT ServicesAppliance Servicing Recycle and Disposal of AssetsAuto Hauling Project Management Storage and Warehousing Storage and Asset Management

When it comes to office moving, Premiere has devel-oped and positioned itself as arguably the largest and most recognized office mover in Calgary. It’s most recent project success includes the relocation of a major tenant into the Bow tower – Calgary’s tallest skyscraper that was also recently recognized as the world’s most spectacular corporate building according to Emporis.

When a corporation moves, typically they have contents, electronics and furniture, but in Calgary, it’s not always as simple as just moving from one office to another. “Corporate Calgary is very generous when it comes to donating furniture and equipment to charities,” says Paul. Premiere is currently work-ing with several companies to dismantle, remove, store and deliver excess furniture and equipment to the various charities. “There are many charities that have benefited from the corporate sector including schools, hospitals and like organizations,” he adds.

Looking back over 35 years, Paul attributes Pre-miere’s success to four key areas: leadership, adapting to change, having a vision and achieving goals. “In the service industry, it’s all about the people. You are rely-ing on your staff, so I lead by example. We set goals and achieve them, and helping people achieve their goals is how we’ve built the business,” he says.

“Our company is a vehicle to help people achieve their dreams and for young people who are ambitious and want to be leaders, Premiere is an excellent place of employment,” he adds. “We have built our business via ‘word of mouth.’ We have worked hard to make Pre-miere a household name in the moving business and we are proud of the reputation we have earned.”

As Premiere celebrates their 35th anniversary, they would like to extend a sincere note of gratitude to all the business partners, employees and customers who have helped them achieve this milestone. As they look to the future, they are confident the next 35 years will be even more gratifying and successful.

“After 35 years, I am still excited about coming to work every day!” Paul says with an unrelenting passion in his voice. “I work just as hard as the young people and I still enjoy the challenge.”

Premiere’s

Congratulations to Premiere Van Lines, Calgary

On 35 Years of Serving Families on the Move

Atlas Canada is very proud to have you as an agent

and wish you continued success in the years ahead.

www.atlasvanlines.ca


Unprecedented Accolades…

Years ago, Atlas Van Lines started a recognition program to acknowledge their top-performing agents within Canada. Every quarter, Atlas sends a letter of recognition to the branches that qualify and Premiere has received a letter – every quarter – since the incep-tion of the program.


Premiere’s Residential Services

Premiere’s Commercial Services

Local Moving Office Moving Long-Distance Moving Office Services International Moving Installations Packing and Crating Equipment RentalsPacking Materials IT ServicesAppliance Servicing Recycle and Disposal of AssetsAuto Hauling Project Management Storage and Warehousing Storage and Asset Management

When it comes to office moving, Premiere has devel-oped and positioned itself as arguably the largest and most recognized office mover in Calgary. It’s most recent project success includes the relocation of a major tenant into the Bow tower – Calgary’s tallest skyscraper that was also recently recognized as the world’s most spectacular corporate building according to Emporis.

When a corporation moves, typically they have contents, electronics and furniture, but in Calgary, it’s not always as simple as just moving from one office to another. “Corporate Calgary is very generous when it comes to donating furniture and equipment to charities,” says Paul. Premiere is currently work-ing with several companies to dismantle, remove, store and deliver excess furniture and equipment to the various charities. “There are many charities that have benefited from the corporate sector including schools, hospitals and like organizations,” he adds.

Looking back over 35 years, Paul attributes Pre-miere’s success to four key areas: leadership, adapting to change, having a vision and achieving goals. “In the service industry, it’s all about the people. You are rely-ing on your staff, so I lead by example. We set goals and achieve them, and helping people achieve their goals is how we’ve built the business,” he says.

“Our company is a vehicle to help people achieve their dreams and for young people who are ambitious and want to be leaders, Premiere is an excellent place of employment,” he adds. “We have built our business via ‘word of mouth.’ We have worked hard to make Pre-miere a household name in the moving business and we are proud of the reputation we have earned.”

As Premiere celebrates their 35th anniversary, they would like to extend a sincere note of gratitude to all the business partners, employees and customers who have helped them achieve this milestone. As they look to the future, they are confident the next 35 years will be even more gratifying and successful.

“After 35 years, I am still excited about coming to work every day!” Paul says with an unrelenting passion in his voice. “I work just as hard as the young people and I still enjoy the challenge.”

Congratulations to Premiere Van Lines, Calgary

On 35 Years of Serving Families on the Move

Atlas Canada is very proud to have you as an agent

and wish you continued success in the years ahead.

www.atlasvanlines.ca


offices led by individuals with the same commitment: to provide excellent service to their customers. Unlike many other franchise operations, ownership of the Premiere Van Lines head office is held by the individual branch offices. Therefore it is the operating companies, such as Premiere Calgary, that control the future and direction of the Premiere group. The benefits of being part of this group include an increase in national exposure, name recognition across the country, the ability to draw upon each other’s knowledge and experience, and the common interest of promoting and developing the Premiere group and its reputation.

“Currently Premiere has 16 locations with 20 branch (franchise) offices from coast to coast,” explains Paul. “Cus-tomers who move long distance want to be able to deal with the same brand and same company when they arrive at their destination, and Premiere has that ability.”

Today Premiere Calgary employs over 70 full-time staff, which rises during the summer months to accommodate an increase in seasonal business. They have over 100,000 square feet of warehouse space in several locations throughout Cal-gary – from downtown to the four quadrants of the city.

Nationally, the Premiere Group employs over 1,000 staff with over 200 units within its fleet. Premiere is a full-service mover. “We are not just a typical moving company – we move

homes, businesses, special products and we offer a wide range of other services,” notes Kevin Phone, vice-president.

Whether it’s a residential or commercial move, Premiere offers specialty services that are not always readily avail-able. “There are many secondary services that fall outside of what a customer would normally consider when moving, and we provide all those specialty services,” he adds.

“Moving is a sensitive service: it’s not every day that you have strangers come into your home and take your belongings whether it’s for a day, a month or into long-term storage,” remarks Kevin. “There has to be a level of trust with the moving company because they are packing and moving your life belongings.”

Unprecedented Accolades…

Years ago, Atlas Van Lines started a recognition program to acknowledge their top-performing agents within Canada. Every quarter, Atlas sends a letter of recognition to the branches that qualify and Premiere has received a letter – every quarter – since the incep-tion of the program.

Premiere’s Leadership Team (starting top left): Shirley Leaming, Rod Schwartz, Kevin Phone, Lance Laliberte, Cyndy Trigger, Mike Phone, Charlene StJules, Paul Phone, Fawn Der, John Ba. Premiere’s Leadership Team (starting top left): Shirley Leaming, Rod Schwartz, Kevin Phone, Lance Laliberte, Cyndy Trigger, Mike Phone, Charlene StJules, Paul Phone, Fawn Der, John Ba. Photo by Mary Savage.


Premiere goes ‘Undercover’

Last year, W Network featured Premiere Van Lines on their reality television show, Undercover Boss Canada, and given the network only selects about 10 Canadian companies each year, it was a feather in Premiere’s cap. The network requires specific criteria and Premiere was a perfect candidate. The popular TV series takes an executive and places them on the front lines of the business – unbeknownst to the employees.

It was the first time Undercover Boss Canada had fea-tured a moving company and it proved to be a popular profile. The Premiere episode originally aired in Canada on October 18, 2012. It re-aired in the U.S. in January 2013 and most recently, it aired again in the U.K.

“Many of the national companies have been featured on the TV show and from a viewer standpoint, it shows you the heart and soul of the company, the people who are on the front lines and how committed they are to provide a high level of service,” asserts Kevin. “You have a new appreciation for what the employees do and how hard they work. As the leader of your company, you go undercover for your own benefit: to improve your company’s operations, but it also allows you to acknowledge the top-performing employees.”

When it comes to the commercial side of moving, there is just as much trust required. “Businesses depend on our promise of service in order for them to be up and running again. Timing is of the essence and accuracy of the reloca-tion is crucial for their staff to come back to work with minimal downtime,” adds Kevin.

As Kevin has observed, most people have had a bad expe-rience with movers largely due to the lack of regulations

within the industry – meaning anyone who has a truck can advertise as ‘movers.’

“When you check the BBB, moving companies are always within the top three companies for filing complaints annu-ally and moving is considered the second most stressful event in a person’s life – the first being the death of a loved one,” he says.

Given the stress associated with moving, it’s even more important Premiere delivers a consistently high standard when it comes to customer satisfaction. “It’s a personal stan-dard: we believe in image and reputation, and in order to achieve this standard, we continually invest in the company. Our fleet of vehicles are newer, our movers are trained and dressed in uniform and our salespeople are professionals,” Kevin adds.

“When you instil these standards from the top, it trick-les down through the company and it doesn’t matter if we’re moving one piece of furniture or an office with 3,000 employees – we complete every job with pride and we always provide a high level of service,” says Kevin. •

www.premierevanlines.com

Premiere Office Movers - another division of the company

®Registered trademark owned by Desjardins Financial Security

Providing tax efficient solutions to protect and safeguard your Business and Family

Proudly Serving

Premiere Van LinesWishing you Great Success for the next 35 years!

Rob Dykeman and Mark Sopher Investment Advisors

We are a team of professionals that help clients build & preserve wealth. Learn more at:

www.dykemansopherboltongroup.com

Congratulations Premiere Van Lines on 35 Years!

www.a1printing.ca

Congratulations to Premiere Van Lines on their 35th Anniversary!


Congratulations on 35 years, from A1! Looking forward to a great future.

www.westkeystorage.ca

Tri-M Design 2009

Wherever you are, we will meet you there

www.victorypackaging.com

Congratulations Premiere Van Lines on your 35th Anniversary!

Proud to be working with you and wish you continued success.

MORE than a vehicle relocation

Enjoy the peaceof mind thatcomes withchoosingCanada’snumber onevehiclerelocationcompany. Expectmore fromHansen’s.

CongratulationsPremiere Van Lines

for 35 years of outstanding service and success!

www.cratingsolutions.ca


Premiere goes ‘Undercover’

Last year, W Network featured Premiere Van Lines on their reality television show, Undercover Boss Canada, and given the network only selects about 10 Canadian companies each year, it was a feather in Premiere’s cap. The network requires specific criteria and Premiere was a perfect candidate. The popular TV series takes an executive and places them on the front lines of the business – unbeknownst to the employees.

It was the first time Undercover Boss Canada had fea-tured a moving company and it proved to be a popular profile. The Premiere episode originally aired in Canada on October 18, 2012. It re-aired in the U.S. in January 2013 and most recently, it aired again in the U.K.

“Many of the national companies have been featured on the TV show and from a viewer standpoint, it shows you the heart and soul of the company, the people who are on the front lines and how committed they are to provide a high level of service,” asserts Kevin. “You have a new appreciation for what the employees do and how hard they work. As the leader of your company, you go undercover for your own benefit: to improve your company’s operations, but it also allows you to acknowledge the top-performing employees.”

•

www.premierevanlines.com

Premiere Office Movers - another division of the company

Proudly Serving

Premiere Van LinesWishing you Great Success for the next 35 years!

Rob Dykeman and Mark Sopher Investment Advisors

We are a team of professionals that help clients build & preserve wealth. Learn more at:

www.dykemansopherboltongroup.com

Congratulations Premiere Van Lines on 35 Years!

www.a1printing.ca


[email protected] | 613-247-7677 A1 Movers Service Inc.

Congratulations on 35 years, from A1! Looking forward to a great future.

WestKey Storage, proudly providing Premiere Van Lines & Calgary with storage solutions

www.westkeystorage.ca

Tri-M Design 2009

Wherever you are, we will meet you there

www.victorypackaging.com

Congratulations Premiere Van Lines on your 35th Anniversary!

Proud to be working with you and wish you continued success.

MORE than a vehicle relocation

Enjoy the peaceof mind thatcomes withchoosingCanada’snumber onevehiclerelocationcompany. Expectmore fromHansen’s.

WWW.LHF.COM

CongratulationsPremiere Van Lines

for 35 years of outstanding service and success!

Residential & Commercial wood packaging specialistsCalgary Alberta

www.cratingsolutions.ca

FAX: 403.455.1717 PH: 403.400.2814

http://www.lhf.com

Styles and trends come and go. The choices and the op-tions can be overwhelming. And guesswork and trial and error can be frustrating, disappointing and pricey.

The truly personal touch, the knowledgeable expertise and the personalized communication from the superb Lynn Donaldson and Associates team are reliable constants. And whether renovating the whole house, adding an addition or creating a dazzling kitchen, the possibilities have never been more exciting and up-to-date and experienced professional-ism has never been more important.

There are many reasons why Lynn Donaldson and Associ-ates is sought after, relied on and trusted as Calgary’s premier design-build-and-renovate professionals for 25 years. Most of all, because Lynn Donaldson and Associates is a family-owned Calgary business and because the award-winning interior designers, project managers, administrators, carpenters, custom millworkers and other skilled trades take their work very, very personally. Whether the project is big or small, every design-build-and-renovate client is treated like part of the team.

“The communication process is part of the art of profes-sional decorating and design,” says the personable, respected solid-pro Lynn Donaldson. “Of course the technical stages, the drawings, the renderings and AutoCAD are vital, but listening is an enormous part of our job.”

“Our most important role – from the addition, to the kitchen tiles to the cushions on the sofa – is understanding our client’s lifestyle. That’s the only reliable way to capture the feel and create the essence of their vision (not ours) and how they want the finished environment to look.”

Refreshingly, Lynn Donaldson and Associates genuinely considers the client as a vital member of the project team. The homeowner works closely with their designer, project manager and site supervisor to make sure all details go according to plan.

“We offer all our skills and expertise and co-ordinate all the details,” Donaldson says. “Designing, building and reno-vating is a collaborative process. It must be! At the end of the day, with the client’s vision and collaboration with our team, it is the client who approves every decision.”

The Lynn Donaldson and Associates team tend to avoid sweeping statements about what’s in and what’s out at any given time because it’s so individual and often so fickle and changeable. But the Donaldson pros acknowledge, when asked, that white kitchens, carerra marble, anything in reclaimed wood and the “new” colour of brass are trends for 2013; as is mixing the old with the new. But Donaldson emphasizes that what is truly trendy is what you love.

The kitchen is often the heart of a home and the most used area in the house. It also has the highest demand for efficiency, durability and beauty. The Donaldson goal is to ensure that their Calgary kitchens are functional, attractive and adaptable for a dynamic family. “A properly designed kitchen should be an inspiring, productive as well as an entertaining space,” she says with enthusiasm.

Judging by the Lynn Donaldson and Associates schedules and worksheets, luxurious ensuites are popular, especially with details such as heated marble floors, dramatic free-standing tubs, toilets in a separate room and strategically placed multiple-head showers and body sprays.

The design staff work to effectively transform spaces into custom spaces by striking the necessary balance between creative thinking and practical function. They work with the home’s existing “bones” (structure, architecture and strengths) and look to add the “wow factor” wherever pos-sible. They emphasize that design must be appropriate: to the budget, to the lifestyle, to the architecture of the home and to the aesthetic sensibilities of the client.

Lynn Donaldson & AssociatesCelebrates 25 Years

Lynn Donaldson & Associates | 25 Years | 1

By John Hardy

“The sign of great design and space planning is not being able to notice where the new begins and the old ends,” Donaldson explains. “Your house is an opportunity to express your individual-ity and to create a unique environment. Ultimately, your home is about you! You walk in, you smile and you belong. Our designers respect that, and that’s what it’s all about.”

A key area in the Lynn Donaldson and Associates offices on Elbow Drive – aside from the brightly lit and modern workspaces and the backyard patio deck, complete with a patio table and an umbrella for the team to enjoy sunshiny breaks – is the all-important “meeting room” where the clients are often treated to signature cappuccinos and refreshments while they are collaborating with their designers. Laughter is frequently heard echoing through the glass doors. But, they also mean business. As part of the process, clients are given “homework” to help the team understand their expectations and the wants and needs of their specific project.

Downstairs is the “resource room” brimming with tile sam-ples, fabrics, wallpaper, wood finishes, paint … all of the bits and pieces that go into creating a cohesive, well-designed space. The Lynn Donaldson and Associates designers also meet on site throughout the duration of each project, to monitor the design vision as it is translated into reality.

It’s not uncommon that the interior design pros get most of the attention. They deal in what’s affectionately called ‘the jewelry.’ But, the Donaldson team also provides other key client services. From Judy in accounting, Lianne at the front desk to Tobias in the millwork shop, they all manage the hundreds – sometimes thousands – of meticulous and

complex details, the craftsmen and trades and ensure that all of the day-to-day work is being done according to specifica-tions, scheduling and budget.

After more than 25 years of satisfying Calgary clients, Donaldson is passionate with praise for her team. “We have such amazing staff who really care and take great pride in the success of each project. They do tremendous research and resource materials, and they’re not afraid to admit when they don’t know something,” she says. “At Lynn Donaldson and Associates, good enough is simply not good enough.”

In addition to the award-winning design, build and renovate expertise, (they have been honoured with five consecutive Consumer Choice Awards, SAM Awards, a BBB Ethics Award Honorable Mention, amongst others) and many testimonials from delighted clients and suppli-ers, Lynn Donaldson and Associations continues to earn an excellent reputation, offering the skills of an exceptional team to transform each client’s wish list into the inspired home of their dreams. •


The team at Lynn Donaldson & Associates. Photo by Bookstrucker Photography.

Styles and trends come and go. The choices and the op-tions can be overwhelming. And guesswork and trial and error can be frustrating, disappointing and pricey.

The truly personal touch, the knowledgeable expertise and the personalized communication from the superb Lynn Donaldson and Associates team are reliable constants. And whether renovating the whole house, adding an addition or creating a dazzling kitchen, the possibilities have never been more exciting and up-to-date and experienced professional-ism has never been more important.

There are many reasons why Lynn Donaldson and Associ-ates is sought after, relied on and trusted as Calgary’s premier design-build-and-renovate professionals for 25 years. Most of all, because Lynn Donaldson and Associates is a family-owned Calgary business and because the award-winning interior designers, project managers, administrators, carpenters, custom millworkers and other skilled trades take their work very, very personally. Whether the project is big or small, every design-build-and-renovate client is treated like part of the team.

“The communication process is part of the art of profes-sional decorating and design,” says the personable, respected solid-pro Lynn Donaldson. “Of course the technical stages, the drawings, the renderings and AutoCAD are vital, but listening is an enormous part of our job.”

“Our most important role – from the addition, to the kitchen tiles to the cushions on the sofa – is understanding our client’s lifestyle. That’s the only reliable way to capture the feel and create the essence of their vision (not ours) and how they want the finished environment to look.”

Refreshingly, Lynn Donaldson and Associates genuinely considers the client as a vital member of the project team. The homeowner works closely with their designer, project manager and site supervisor to make sure all details go according to plan.

“We offer all our skills and expertise and co-ordinate all the details,” Donaldson says. “Designing, building and reno-vating is a collaborative process. It must be! At the end of the day, with the client’s vision and collaboration with our team, it is the client who approves every decision.”

The Lynn Donaldson and Associates team tend to avoid sweeping statements about what’s in and what’s out at any given time because it’s so individual and often so fickle and changeable. But the Donaldson pros acknowledge, when asked, that white kitchens, carerra marble, anything in reclaimed wood and the “new” colour of brass are trends for 2013; as is mixing the old with the new. But Donaldson emphasizes that what is truly trendy is what you love.

The kitchen is often the heart of a home and the most used area in the house. It also has the highest demand for efficiency, durability and beauty. The Donaldson goal is to ensure that their Calgary kitchens are functional, attractive and adaptable for a dynamic family. “A properly designed kitchen should be an inspiring, productive as well as an entertaining space,” she says with enthusiasm.

Judging by the Lynn Donaldson and Associates schedules and worksheets, luxurious ensuites are popular, especially with details such as heated marble floors, dramatic free-standing tubs, toilets in a separate room and strategically placed multiple-head showers and body sprays.

The design staff work to effectively transform spaces into custom spaces by striking the necessary balance between creative thinking and practical function. They work with the home’s existing “bones” (structure, architecture and strengths) and look to add the “wow factor” wherever pos-sible. They emphasize that design must be appropriate: to the budget, to the lifestyle, to the architecture of the home and to the aesthetic sensibilities of the client.

Lynn Donaldson & AssociatesCelebrates 25 Years


By John Hardy

“The sign of great design and space planning is not being able to notice where the new begins and the old ends,” Donaldson explains. “Your house is an opportunity to express your individual-ity and to create a unique environment. Ultimately, your home is about you! You walk in, you smile and you belong. Our designers respect that, and that’s what it’s all about.”

A key area in the Lynn Donaldson and Associates offices on Elbow Drive – aside from the brightly lit and modern workspaces and the backyard patio deck, complete with a patio table and an umbrella for the team to enjoy sunshiny breaks – is the all-important “meeting room” where the clients are often treated to signature cappuccinos and refreshments while they are collaborating with their designers. Laughter is frequently heard echoing through the glass doors. But, they also mean business. As part of the process, clients are given “homework” to help the team understand their expectations and the wants and needs of their specific project.

Downstairs is the “resource room” brimming with tile sam-ples, fabrics, wallpaper, wood finishes, paint … all of the bits and pieces that go into creating a cohesive, well-designed space. The Lynn Donaldson and Associates designers also meet on site throughout the duration of each project, to monitor the design vision as it is translated into reality.

It’s not uncommon that the interior design pros get most of the attention. They deal in what’s affectionately called ‘the jewelry.’ But, the Donaldson team also provides other key client services. From Judy in accounting, Lianne at the front desk to Tobias in the millwork shop, they all manage the hundreds – sometimes thousands – of meticulous and

complex details, the craftsmen and trades and ensure that all of the day-to-day work is being done according to specifica-tions, scheduling and budget.

After more than 25 years of satisfying Calgary clients, Donaldson is passionate with praise for her team. “We have such amazing staff who really care and take great pride in the success of each project. They do tremendous research and resource materials, and they’re not afraid to admit when they don’t know something,” she says. “At Lynn Donaldson and Associates, good enough is simply not good enough.”

In addition to the award-winning design, build and renovate expertise, (they have been honoured with five consecutive Consumer Choice Awards, SAM Awards, a BBB Ethics Award Honorable Mention, amongst others) and many testimonials from delighted clients and suppli-ers, Lynn Donaldson and Associations continues to earn an excellent reputation, offering the skills of an exceptional team to transform each client’s wish list into the inspired home of their dreams. •


The team at Lynn Donaldson & Associates. Photo by Bookstrucker Photography.

Contact us today to learn more about our unique services, or to discuss your next renovation. Call 403.263.6296, email [email protected], or visit www.lynndonaldson.ca


www.lairdsrailing.com

Congratulations on your 25th Anniversary! From all of us at Laird’s Railing

Phone: 403.258.1661Bay D, 7056 Farrell Road SE Calgary, AB T2H 0T2

Congratulations on25 GREAT YEARS!

www.amestile.com3405 - 9th St. SE | (403) 243-0434

PROUD TO BE A BUSINESS ASSOCIATE OF LYNN DONALDSON AND ASSOCIATES

HAPPY 25TH ANNIVERSARY

• Custom Residential Housing

• Small Multi-Family Housing

• Renovations

• Hydronic Heating

• Gas Fitting

Phone: (403) 264-0135Fax: (403) 264-0129

Bay G 9212 Horton Road SWCalgary, Alberta, T2V 2X4

JECO Inc. is proud to have worked with Lynn Donaldson & Associates for over 10 years and we look forward to continuing for many more years to come.

Congratulations On 25 Years Of Excellence!!!

custom.wood.�[email protected]

®

4120 Blackfoot Trail SECalgary, AB403.245.8637

www.rlrbc.com

Congratulations to Lynn Donaldson & Associates on their 25 years of sensational design and service.


www.smithbrosfloors.com

“Working with Lynn Donaldson & Associates is a pleasure in that their knowledge and understanding of the process is very high. We look forward to a very long partnership with them. Congratulations on 25 years!”

C O U N T E R T O P S F O R T H E W E S T1605 32nd Ave NE, Calgary | 403.291.1155

floform.com | 877.FLOFORM

CongratulationsOn Your

25th Anniversary

YOUR SATISFACTION IS A REFLECTION OF OUR SERVICEShowroom Hours: Monday-Friday 8:00am-5:00pm Saturday 10:00am-3:00pm (closed all long weekends)

403.253.3777 | #24 - 5555 2nd St. SE Calgarywww.houseofmirrors.com

www.graniteguys.ca

CongratulationsLynn Donaldson & Associates

Monday - Friday 8-5, Saturday 10-3403.243.2007 - 829 Highfield Ave SE

THE GRANITE GUYS

Contact us today to learn more about our unique services, or to discuss your next renovation. Call 403.263.6296, email [email protected], or visit www.lynndonaldson.ca


www.lairdsrailing.com

Congratulations on your 25th Anniversary! From all of us at Laird’s Railing

Phone: 403.258.1661Bay D, 7056 Farrell Road SE Calgary, AB T2H 0T2

PROUD TO BE A BUSINESS ASSOCIATE OF LYNN DONALDSON AND ASSOCIATES

HAPPY 25TH ANNIVERSARY

• Custom Residential Housing

• Small Multi-Family Housing

• Renovations

• Hydronic Heating

• Gas Fitting

Phone: (403) 264-0135Fax: (403) 264-0129

Bay G 9212 Horton Road SWCalgary, Alberta, T2V 2X4

JECO Inc. is proud to have worked with Lynn Donaldson & Associates for over 10 years and we look forward to continuing for many more years to come.

Congratulations On 25 Years Of Excellence!!!

custom.wood.�[email protected]

®


403.255.7791 | 7128 Fairmount Dr. S.E., Calgary

www.smithbrosfloors.com

“Working with Lynn Donaldson & Associates is a pleasure in that their knowledge and understanding of the process is very high. We look forward to a very long partnership with them. Congratulations on 25 years!”

C O U N T E R T O P S F O R T H E W E S T1605 32nd Ave NE, Calgary | 403.291.1155

floform.com | 877.FLOFORM

CongratulationsOn Your

25th Anniversary

YOUR SATISFACTION IS A REFLECTION OF OUR SERVICEShowroom Hours: Monday-Friday 8:00am-5:00pm Saturday 10:00am-3:00pm (closed all long weekends)

403.253.3777 | #24 - 5555 2nd St. SE Calgarywww.houseofmirrors.com

www.graniteguys.ca

CongratulationsLynn Donaldson & Associates

Monday - Friday 8-5, Saturday 10-3403.243.2007 - 829 Highfield Ave SE

THE GRANITE GUYSn a t u r a l s t o n e e x p e r t s

check out our reviews at www.homestars.comWINNER - Best of Calgary Awards 4 years in a row!

http://www.floform.com

To say that loyal customers in Alberta, B.C. and around the world as well as the RCMP, the Calgary,

Vancouver, Dallas and some New Jersey police “get a kick” out of the Alberta Boot Company would be factually accu-rate but ... much too corny.

“Of course it’s flattering and a thrill,” says Ben Gerwing, the personable third-generation owner and operator of the legendary Calgary company that hand-makes more than 3,500 leather western boots each year. “Two years ago we made boots for newlyweds William and Kate when they were on their 2011 royal tour through Canada.”

Most of all, Gerwing has tremendous pride about his family’s remarkable tradition and the meticulous and uncom-promised high standards of boot-artistry involved in the 200 stages of hand-crafting each and every boot in the busy southwest Calgary factory.

For 35 years, Alberta Boot Company has slipped the fabuFor 35 years, Alberta Boot Company has slipped the fabuFor 35 years, Alberta Boot Company has slipped the fabu-lously comfortable western boots on the feet and calves of lously comfortable western boots on the feet and calves of lously comfortable western boots on the feet and calves of celebrities, athletes, public figures and even religious leadcelebrities, athletes, public figures and even religious leadcelebrities, athletes, public figures and even religious lead-ers but most importantly, as Gerwing points out, ordinary ers but most importantly, as Gerwing points out, ordinary ers but most importantly, as Gerwing points out, ordinary

Congratulations to Alberta Boot Company and the Gerwing family for 35 years of being such an integral part of Calgary and the Stampede.

Helping Calgarians, visitors, and cowboys to Walk Tall in Comfort.

With our deep client relationships and multi-disciplinary approachto service, we really get to know our clients both personally and professionally.

As a trusted advisor to our friends at trusted advisor to our friends at trusted advisor The Alberta Boot Companyfor over 30 years, we are thrilled to see you reach this milestone of 35 years in business.

We thank you for allowing us to share in your journey and we look forward to being part of your continued success.

thecatalystgroup.ca

Alberta Boot Company Celebrates 35 YearsAlberta Boot Company Celebrates 35 YearsAlberta Boot Company Celebrates 35 YearsAlberta Boot Company Celebrates 35 YearsAlberta Boot Company Celebrates 35 Years

The team at Alberta Boot Company. Photo by Bookstrucker Photography.The team at Alberta Boot Company. Photo by Bookstrucker Photography.The team at Alberta Boot Company. Photo by Bookstrucker Photography.

By John Hardy

Alberta Boot Company | 35 Years

http://www.thecatalystgroup.ca

Congratulations to Alberta Boot Company and the Gerwing family for 35 years of being such an integral part of Calgary and the Stampede.

Helping Calgarians, visitors, and cowboys to Walk Tall in Comfort.

® Registered trademark used under authorization and control of The Bank of Nova Scotia. ScotiaMcLeod is a division of Scotia Capital Inc., Member CIPF.

www.buildpreserveprotect.com403-298-4043

thecatalystgroup.ca

people from across Canada and literally all over the world people from across Canada and literally all over the world people from across Canada and literally all over the world who wanted to experience the legend and the mystique of who wanted to experience the legend and the mystique of who wanted to experience the legend and the mystique of authentic, quality western boots.authentic, quality western boots.

Aside from the glamour and excitement of the wonderAside from the glamour and excitement of the wonderAside from the glamour and excitement of the wonder-ful Calgary tradition, the Alberta Boot Company’s reputation ful Calgary tradition, the Alberta Boot Company’s reputation ful Calgary tradition, the Alberta Boot Company’s reputation and tremendous success is hard-earned by its uncompromised and tremendous success is hard-earned by its uncompromised and tremendous success is hard-earned by its uncompromised commitment to quality, durability and the special comfort that commitment to quality, durability and the special comfort that commitment to quality, durability and the special comfort that comes only from the unique and proper fit of a western boot.comes only from the unique and proper fit of a western boot.comes only from the unique and proper fit of a western boot.

Only those who have never worn a pair of handmade, all-leather Only those who have never worn a pair of handmade, all-leather Only those who have never worn a pair of handmade, all-leather Alberta Boot Company boots mistakenly think that (give or take) Alberta Boot Company boots mistakenly think that (give or take) Alberta Boot Company boots mistakenly think that (give or take) all leather boots are pretty similar. Simply and grossly wrong!all leather boots are pretty similar. Simply and grossly wrong!all leather boots are pretty similar. Simply and grossly wrong!

Gerwing paid (and is still paying) his dues in every aspect Gerwing paid (and is still paying) his dues in every aspect Gerwing paid (and is still paying) his dues in every aspect of the wonderful family business. “I started learning from of the wonderful family business. “I started learning from of the wonderful family business. “I started learning from my grandfather (who’s now 93 and still wearing boots) by my grandfather (who’s now 93 and still wearing boots) by my grandfather (who’s now 93 and still wearing boots) by doing odd jobs, including sweeping floors, when I was still doing odd jobs, including sweeping floors, when I was still doing odd jobs, including sweeping floors, when I was still in junior high school. These days I’m either in the store in junior high school. These days I’m either in the store in junior high school. These days I’m either in the store explaining about boots to customers or I’m working with explaining about boots to customers or I’m working with explaining about boots to customers or I’m working with our cobblers in the shop.”our cobblers in the shop.”

His passion for the company and the world-famous CalHis passion for the company and the world-famous CalHis passion for the company and the world-famous Cal-gary product is a pleasure to sense.gary product is a pleasure to sense.

“The boots we have sold the most are still the most popular,” “The boots we have sold the most are still the most popular,” “The boots we have sold the most are still the most popular,” he explains. “The dark brown Crazy Horse, an oil-tanned cowhe explains. “The dark brown Crazy Horse, an oil-tanned cowhe explains. “The dark brown Crazy Horse, an oil-tanned cow-hide. The western walking heel is a favourite but so is the lower hide. The western walking heel is a favourite but so is the lower hide. The western walking heel is a favourite but so is the lower roper heel. They both make for comfortable walking.”roper heel. They both make for comfortable walking.”roper heel. They both make for comfortable walking.”

Either sharing his passion with an amused blue-jeaned Either sharing his passion with an amused blue-jeaned Either sharing his passion with an amused blue-jeaned visitor from Scotland or any time, anywhere at the drop of a visitor from Scotland or any time, anywhere at the drop of a visitor from Scotland or any time, anywhere at the drop of a (cowboy) hat, Gerwing glows and gushes whenever he talks (cowboy) hat, Gerwing glows and gushes whenever he talks (cowboy) hat, Gerwing glows and gushes whenever he talks about his company, the tradition and all the details about about his company, the tradition and all the details about about his company, the tradition and all the details about handmade boots.handmade boots.

About the crucial importance of leather care and products like About the crucial importance of leather care and products like About the crucial importance of leather care and products like oil-tan and mink oil cream (“it’s like a hand lotion”) important oil-tan and mink oil cream (“it’s like a hand lotion”) important oil-tan and mink oil cream (“it’s like a hand lotion”) important to keep boot leather from drying out and, almost like a boot to keep boot leather from drying out and, almost like a boot to keep boot leather from drying out and, almost like a boot

professor, he carefully lectures about the importance of the fit.Contrary to city slicker stereotypes, new western boots should

feel comfortably snug. The ball of the foot should be right in the widest part of the boot, indicating proper arch length and adequate toe room and the toes should sit flat and free. The boot should be snug over the instep (boot jargon for the top of the foot) since there are no laces or buckles.

Finally, there should be about a half-inch lift in the heel when walking but don’t worry, the ‘lift’ will subside as the sole starts to flex. If a boot is too tight it’s not good and there will be hardly any lift. If the boot is too big it’s also not good because the heel will annoyingly slip.

Since proper fit is essential for the enjoyment of wear-ing a genuine western boot, the Alberta Boot Company is convinced that an uninformed western boot wearer will be hooked on wearing leather western boots and, the www.albertaboot.com website has various consumer tips, includ-ing a helpful do-it-yourself foot measurement chart for determining the key aspects of a proper fit.

Gerwing admits that some people who think good boots are just like good shoes are surprised that, if the authentic Albert Boot Company boots are properly cared for, they can easily last 10-15 years or longer.

Alberta Boot customers can return their favourite boots when it’s time to resole them. First, the boot is placed on the original sized last (the mould they were made on) and then the heel, outsole, steel shank and leather welts are removed. The boots then go back into the original assembly process where new welts, shanks, the cork filler, outsoles, heels and lifts are attached.

Gerwing knows authentic, proper-fitting, all-leather western boots. “And like a best friend, our boots are hard to give up.” •

www.albertaboot.com

Alberta Boot Company | 35 Years


confessions of the golf Whisperer • Golf

Jo-Ann Pawliw is a most unusual golf coach. She doesn’t really know about drivers, wedges or bogeys. She doesn’t

analyze stances, swings or follow-throughs. Golfers don’t ask her to work on their dis-tance or their putts.

Jo-Ann Pawliw* is Calgary’s golf whis-perer. The formal business card says: “Emotional Fitness Coach, Priddis Greens Golf and Country Club” but she works her magic all over town.

Leisure golfers, serious golfers, CEO hack-ers, wannabes and weekend warriors hire her, not to get a grip on their clubs but to get a grip on their golf-game moods, their emotions, their frustrations and their pent-up anger.

She listens, she asks and she listens some more. “The fi rst session we meet in my offi ce, not on the course. I ask about their game and when they think the problems happen. It helps to verbalize and get an emotional landscape of their game.”

Pawliw usually ‘meets with her patients’ for a total of four sessions, once a week or every two weeks and routinely hears a familiar thread: “I don’t know what hap-pens. Everything’s great warming up on the driving range but it all falls apart by the time I get on the course.”

Her tools are the heart-intelligence and stress-management programs of the Cali-fornia-based Institute of HeartMath (IHM) which, for nearly 20 years, has developed ways for professionals in high-pressure fi elds – such as law enforcement, health

care, the military and, most recently, professional athletes – to shift from what HeartMath calls “destructive and jagged heart rhythms brought on by stress-response emotions” to more positive and smooth rhythms created by emotions like love, enjoyment and appreciation.

The system is defi nitely not as easy as it sounds and involves confusing physiological and psychological clinic lingo like coherent heart-rate patterns, motor skills and

Jo-Ann Pawliw, Emotional Fitness Coach, Workshop Leader & Certifi ed Emotional Fitness Instructor

Confessions of the Golf Whisperer

BY John haRdY

Select the right club for the job! The sand wedge is not just for use out of the sand. Golfers are often stumped as they get within 60 yards of the pin and try to hit a pitching wedge a short distance. This is the

wrong club selection! Often these golfers have a sand wedge in their bag, but the only time they take it out is when they are in a green-side bunker. It is important to know that the different wedges in the bag are there to be used off the turf as well as in the sand.

Consider the following from one of our students. He is an average male golfer, who hits his 7 iron about 150 yards. Here are the distances this golfer hits with a full swing off of the grass, when the ball is well struck.

You should know the above information about your own game in order to improve your approach and pitch shots. Knowing you have selected the right club is a great starting point and plays a large role in your confidence.

Most golfers do not have the gap or the lob wedge in their bag, but they usually sport a pitching wedge and a sand wedge. So assuming we hit our sand wedge 75 yards with a full swing, how do we make it go shorter while maintaining control of our shot? Let’s call this distance inside of 75 yards a pitch shot. We define the technique for a pitch shot as: “A small version of the full swing”.

You can progressively make the ball fly a shorter distance by learning to reduce the swing speed of the club through the impact zone. Sounds easy, but how do we do this while maintaining a small version of the full swing? Therefore try to accomplish the following:

Choke down on your grip approximately 1”. Shorten the swing, thus re-ducing your swing speed. Learn to reduce swing speed while accelerating through the impact zone.The load (or back swing) – fig. 2 is where most golfers make their first mistake. They change from making a small version of the full swing to making a back swing that is like a hybrid of a putt, chip, and pitch back swing. The proper

back swing should include loading the club, similar to the full golf swing, but shorter version. Learn to be committed to this type of back swing.Your posture also plays a significant role. You should turn your chest away from the target, then through to the target, while maintaining your spine angle position throughout the swing. Notice how in fig. 3 the golfer’s spine angle is in the same position at the end of the swing as it was in fig. 1 – the start of the swing. Pitch Technique – Golfers often change from making a small version of the full swing, to making a backswing which is like a hybrid of a putt, chip, and pitch backswing. The proper backswing should include loading the club, similar to the full golf swing, but shorter version, as well as maintaining your golf posture by maintaining your spine angle throughout the swing. Feet Together Drill - Set up with your full swing stance and balance, now bring your feet together and make small versions of your full swing. If you come out of your posture position, or make too big of a swing, you will likely fall off-balance. Try to achieve a fluid motion while maintaining your posture and always accelerate through the ball. At your finish, your chest should be facing target, and your spine angle maintained (fig. 3). Try varying your swing speed; Fast, Medium, Slow. Now try to maintain the same tech-nique with your normal stance. Try this without, and with balls.

THE BADGE ON THE GRILL TELLS YOU IT’S A LEXUS. THE BULGE ON THE HOOD TELLS YOU

IT’S UNLIKE ANY LEXUS YOU’VE EVER SEEN.

AMVIC LICENSEE* MSRP for 2008 Lexus IS F (A-package). Freight, handling, PDI, BH included. All tax extra. See dealer for complete details.

LEXUS OF CALGARYlexusofcalgary.com

22 Heritage Meadows Road South East

(403) 22-LEXUS

Pitch Technique

Figure 1 Figure 2 Figure 3

Club Degrees Loft Equiv. to: Distance 9 iron 41 9 Iron 130 yds.Pitching Wedge 45 10 Iron 115 yds.Gap Wedge 50 11 Iron 95 yds.Sand Wedge 55 12 Iron 75 yds.Lob Wedge 60 13 Iron 50 yds.

Select the right club for the job! The sand wedge is not just for use out of the sand. Golfers are often stumped as they get within 60 yards of the pin and try to hit a pitching wedge a short distance. This is the

wrong club selection! Often these golfers have a sand wedge in their bag, but the only time they take it out is when they are in a green-side bunker. It is important to know that the different wedges in the bag are there to be used off the turf as well as in the sand.

Consider the following from one of our students. He is an average male golfer, who hits his 7 iron about 150 yards. Here are the distances this golfer hits with a full swing off of the grass, when the ball is well struck.

You should know the above information about your own game in order to improve your approach and pitch shots. Knowing you have selected the right club is a great starting point and plays a large role in your confidence.

Most golfers do not have the gap or the lob wedge in their bag, but they usually sport a pitching wedge and a sand wedge. So assuming we hit our sand wedge 75 yards with a full swing, how do we make it go shorter while maintaining control of our shot? Let’s call this distance inside of 75 yards a pitch shot. We define the technique for a pitch shot as: “A small version of the full swing”.

You can progressively make the ball fly a shorter distance by learning to reduce the swing speed of the club through the impact zone. Sounds easy, but how do we do this while maintaining a small version of the full swing? Therefore try to accomplish the following:

Choke down on your grip approximately 1”. Shorten the swing, thus re-ducing your swing speed. Learn to reduce swing speed while accelerating through the impact zone.The load (or back swing) – fig. 2 is where most golfers make their first mistake. They change from making a small version of the full swing to making a back swing that is like a hybrid of a putt, chip, and pitch back swing. The proper

back swing should include loading the club, similar to the full golf swing, but shorter version. Learn to be committed to this type of back swing.Your posture also plays a significant role. You should turn your chest away from the target, then through to the target, while maintaining your spine angle position throughout the swing. Notice how in fig. 3 the golfer’s spine angle is in the same position at the end of the swing as it was in fig. 1 – the start of the swing. Pitch Technique – Golfers often change from making a small version of the full swing, to making a backswing which is like a hybrid of a putt, chip, and pitch backswing. The proper backswing should include loading the club, similar to the full golf swing, but shorter version, as well as maintaining your golf posture by maintaining your spine angle throughout the swing. Feet Together Drill - Set up with your full swing stance and balance, now bring your feet together and make small versions of your full swing. If you come out of your posture position, or make too big of a swing, you will likely fall off-balance. Try to achieve a fluid motion while maintaining your posture and always accelerate through the ball. At your finish, your chest should be facing target, and your spine angle maintained (fig. 3). Try varying your swing speed; Fast, Medium, Slow. Now try to maintain the same tech-nique with your normal stance. Try this without, and with balls.

THE BADGE ON THE GRILL TELLS YOU IT’S A LEXUS. THE BULGE ON THE HOOD TELLS YOU

IT’S UNLIKE ANY LEXUS YOU’VE EVER SEEN.

AMVIC LICENSEE* MSRP for 2008 Lexus IS F (A-package). Freight, handling, PDI, BH included. All tax extra. See dealer for complete details.

LEXUS OF CALGARYlexusofcalgary.com

22 Heritage Meadows Road South East

(403) 22-LEXUS

Pitch Technique

Figure 1 Figure 2 Figure 3

Club Degrees Loft Equiv. to: Distance 9 iron 41 9 Iron 130 yds.Pitching Wedge 45 10 Iron 115 yds.Gap Wedge 50 11 Iron 95 yds.Sand Wedge 55 12 Iron 75 yds.Lob Wedge 60 13 Iron 50 yds.

http://www.mckenziemeadows.com


Join us for world-class golf and fi ne dining at Silvertip and Eagle Ranch Resorts.

Book your tee time or make reservations at SilvertipandEagleRanch.com or by calling 1.877.877.3889.

silvertipresort.com eagleranchresort.com

Two glorious courses gently carved from the best of Mother Nature. Holes that will challenge your nerve and ones that leap your game to another level.

Fine dining that is an unexpected welcome. And service unmatched within the realm of an 18 hole day. Is it any wonder that others envy our resorts?

But you can fi nd it all waiting for you.

ENVY REALLY IS GREEN.

timing, hormones, neurons and the autonomic nervous system.

IHM also developed digital electronic devices that dis-play active heart rhythms in real time, with coloured diodes that register heart rhythms in red, blue and green, as well as PC software that displays detailed feedback.

Reams of research confi rm that emotion is a key factor for exam-cramming students, skydivers, fi rst-day-on-the-new-job types, road-raged drivers, fi rst dates, exasperated parents ... and tantrum-prone golfers. In fact, there is consensus among personal trainers, coaches and pros that emotions are golf’s most maddening mystery.

“It sounds convoluted and techni-cal,” Pawliw admits, “but it’s been clinically shown that different emo-tions trigger different heart rhythms, which in turn send different messages back to the brain. Those messages instantly determine what the brain tells the body to do, from a strong tee shot right down the middle to a badly botched putt.

“It’s more complex but when we are in a positive emotional place, the heart sends out signals of calm. When we feel stress and anger, we get tight, our breathing gets heavier and we gen-erally make bad decisions, we make mistakes and, ultimately, the golf game suffers,” the golf whisperer says from experience.

“Whether it’s subtle or obvious stress, most golfers reluctantly agree that they are aware of ‘something’ happening. Their breathing changes, they feel tension in their jaw and in their shoulders. Maybe subtle, notic-ing that they are suddenly driving the cart faster. Those are the times to take control and do heart math.”

According to the HeartMath manu-

“Those messages instantly

determine what the brain tells

the body to do, from a strong tee

shot right down the middle to a

badly botched putt.”

~ Jo-Ann Pawliw


http://www.innisfailgolf.ca


Join us for world-class golf and fi ne dining at Silvertip and Eagle Ranch Resorts.

Book your tee time or make reservations at SilvertipandEagleRanch.com or by calling 1.877.877.3889.

silvertipresort.com eagleranchresort.com

Two glorious courses gently carved from the best of Mother Nature. Holes that will challenge your nerve and ones that leap your game to another level.

Fine dining that is an unexpected welcome. And service unmatched within the realm of an 18 hole day. Is it any wonder that others envy our resorts?

But you can fi nd it all waiting for you.

ENVY REALLY IS GREEN.

http://www.silvertipresort.com

http://www.eagleranchresort.com


JUNE 2013

Five Leadership Secrets to Succeed Against the Odds

Business leaders today are faced with more challenges than ever to navigate their companies as

economic uncertainty and ongoing banking collapses seem to be an esca-lating occurrence. Faced with these difficulties, the tenure of a CEO has decreased in the past few years from 9.5 years to three years due to the inabil-ity to successfully lead their companies throughout these obstacles.

Eric Beaudan, author of the renowned book Creative Execution, spoke to the Calgary Chamber on April 11, 2013 to share leadership insights from such great military leaders as Lord Horatio Nelson as well as innovative businesses such as Google and Toyota. These les-sons can be used by business leaders to overcome diversity and execute a strat-egy so well-conceived that it guarantees a successful outcome, even when the odds are stacked against you.

Here’s a look at some of the things that Beaudan says business leaders and managers need to know:

Develop a unique compelling strategy

This strategy needs to be understood and accepted by everyone. It clearly outlines what you will do – or won’t do – in order to achieve outstanding results. One of the best examples of a compelling strategy can be found in the case of Lord Horatio Nelson who broke with the prevailing naval strategy of the time which had two ships line up side

by side during battle, lobbing cannon-balls at each other in order to sink the opposing ship. Nelson’s brilliance was the ability to see the limitation of this approach and have his entire fleet break through the enemy line at a right angle to overwhelm them in close-quarter combat which created an advantage in gunnery accuracy while simultaneously providing a double-hammer blow that splintered all the opposing fleets. The lesson that business leaders can take away from Nelson’s strategy is obvious – don’t be afraid to think outside-of-box and break from the established way of doing things.

Engage in candid dialogueWhile this may sound easy, it’s actu-

ally one of the hardest things to do. Candid dialogue not only involves being open to other people’s ideas and being willing to take criticism on your own, but requires that ability to recreate this practice throughout an entire organization. This was a tactic that Nelson implemented throughout his fleet. He understood that if he was to achieve the tactical breakthrough he was seeking, he would need to lay down the Royal Navy’s tradition of silent disagreement, and encourage his captains to take the initiative and break established norms and debate his ideas. Only by doing this could Nelson create a culture of candour that drove innovation and resulted in mili-tary success.

Establish clear roles and accountability

Managers and employees need to understand how their individual roles and accountabilities connect to their company’s compelling strategy. Knowing this helps to cement a per-son’s commitment to undertake the course of actions necessary to achieve a company’s goals. An example of this practice can be found in the Toyota assembly line which involved hundreds of people working together for the common goal of making sure Toyota regained its spot as one of the top automobile makers in the world.

Eric Beaudan, author of the renowned book Creative Execution, spoke to the Calgary Chamber on April 11, 2013

als, and the basis for the golf whisperer’s coaching, it takes brutal honesty to recognize the effects of negative emotions.

“It’s called chameleonizing and it happens in most people: a normal outward appearance but breathing has changed. Breathing is an involuntary function but is telltale about the body’s response to stress,” she explains. “HeartMath helps identify when the heart is racing and creates an opportunity to do something about it. The technique helps people control themselves in under-pressure and tense situations. It’s a skill set for better performance.”

Pawliw admits that HeartMath is unconventional and, at fi rst, some fi nd it a bit strange. She is upbeat and agrees that initially the concept may seem unusual and takes some practice and several repetitions to get used to.

Forced and conscious concentration, focusing attention on the middle of the chest. The unusual part of the concept is visualizing breathing slowly – through the heart. Once the visualization is mastered, the focus is on positive feelings like appreciation, being satisfi ed, caring and pleasure.

“It has been clinically shown that this initially peculiar mind trick produces an altered heart-rate pattern that trig-gers optimum performance potential in the brain. The results are terrifi c,” she says, enthusiastically. “The techniques have maximized emotional calm and they help increase concen-tration and mental focus for golfers. It develops a calm, dynamic internal state at will, especially under pressure. It also increases confi dence and self-control and boosts energy levels.

“Once the golfer has mastered it, they can quickly and effectively rebound after almost any negative moment and they control themselves while under pressure – on the golf course and in life,” Calgary’s golf whisperer says with deter-mination and pride. BiC

* Jo-Ann Pawliw is Emotional Fitness Coach at Calgary’s Priddis Golf & Country Club and also has on offi ce at the Golf Canada Centre on 15 Street SE; [email protected]


The techniques have maximized emotional calm and they help increase

concentration and mental focus for golfers. It develops a calm, dynamic

internal state at will, especially under pressure. It also increases confi dence

and self-control and boosts energy levels.

Business Golf SmartsWhether it’s at Shaganappi Point, Inglewood,

McKenzie Meadows, Bearspaw, Calgary Elks or Fox Hollow. Whether it’s a potential client you’re trying to shmooz or a loyal client you want to reinforce and thank or maybe the boss or the boss’ next-of-offi ce-kin, don’t pretend to be somebody you’re not but also don’t take the off-site and out-of-offi ce opportunity too lightly.

Mixing business with business on the golf course has many unwritten and unspoken “rules.” Here are just some.

• If you’re playing an informal round, don’t be a stickler by being the fi rst to holler about a penalty for taking a mulligan or a “gimme” on a two-foot putt. Keep your score however you’d like but leave the PGA Tour mentality at home and let your guest play the round they want to play.

• Be kind to the course and always repair your divots and ball marks. Being neglectful of your ‘golf man-ners’ may be taken as a sign of poor judgment.

• Leave (even the cleverly camoufl aged) booze in the car. If your guests want a beer, offer it, buy it but don’t go overboard.

• Play by the rules and don’t cheat to try to make yourself look like a great golfer. Generating busi-ness is all about building trust. The quickest way to ruin your image is to get caught cheating on the course. Be fair and honest out there and let your sportsmanship be a testament to your character.

• Dress the part. You wouldn’t show up to a busi-ness meeting in jeans – so keep that in mind when selecting your slacks and top for the day.

JUNE 2013

Five Leadership Secrets to Succeed Against the Odds Against the Odds

Business leaders today are faced with more challenges than ever to navigate their companies as

economic uncertainty and ongoing banking collapses seem to be an esca-lating occurrence. Faced with these difficulties, the tenure of a CEO has decreased in the past few years from 9.5 years to three years due to the inabil-ity to successfully lead their companies throughout these obstacles.

Eric Beaudan, author of the renowned book Creative Execution, spoke to the Calgary Chamber on April 11, 2013 to share leadership insights from such great military leaders as Lord Horatio Nelson as well as innovative businesses such as Google and Toyota. These les-sons can be used by business leaders to overcome diversity and execute a strat-egy so well-conceived that it guarantees a successful outcome, even when the odds are stacked against you.

Here’s a look at some of the things that Beaudan says business leaders and managers need to know:

Develop a unique compelling strategy

This strategy needs to be understood and accepted by everyone. It clearly outlines what you will do – or won’t do – in order to achieve outstanding results. One of the best examples of a compelling strategy can be found in the case of Lord Horatio Nelson who broke with the prevailing naval strategy of the time which had two ships line up side

by side during battle, lobbing cannon-balls at each other in order to sink the opposing ship. Nelson’s brilliance was the ability to see the limitation of this approach and have his entire fleet break through the enemy line at a right angle to overwhelm them in close-quarter combat which created an advantage in gunnery accuracy while simultaneously providing a double-hammer blow that splintered all the opposing fleets. The lesson that business leaders can take away from Nelson’s strategy is obvious – don’t be afraid to think outside-of-box and break from the established way of doing things.

Engage in candid dialogueWhile this may sound easy, it’s actu-

ally one of the hardest things to do. Candid dialogue not only involves being open to other people’s ideas and being willing to take criticism on your own, but requires that ability to recreate this practice throughout an entire organization. This was a tactic that Nelson implemented throughout his fleet. He understood that if he was to achieve the tactical breakthrough he was seeking, he would need to lay down the Royal Navy’s tradition of silent disagreement, and encourage his captains to take the initiative and break established norms and debate his ideas. Only by doing this could Nelson create a culture of candour that drove innovation and resulted in mili-tary success.

Establish clear roles and accountability

Managers and employees need to understand how their individual roles and accountabilities connect to their company’s compelling strategy. Knowing this helps to cement a per-son’s commitment to undertake the course of actions necessary to achieve a company’s goals. An example of this practice can be found in the Toyota assembly line which involved hundreds of people working together for the common goal of making sure Toyota regained its spot as one of the top automobile makers in the world.

Eric Beaudan, author of the renowned book Creative Execution, spoke to the Calgary Chamber on April 11, 2013


Chamber Member Spotlights

2013 Board of

Di rectors

Executive

Joe Lougheed – Chair

Dave Sprague – Immediate Past Chair

Leah Lawrence – Chair Elect

Rob Hawley – 2nd Vice Chair

Denis Painchaud – Vice Chair, Finance

Adam Legge – President & CEO

Directors

David Allen

Bill Brunton

Eva Friesen

Guy Huntingford

Rob Lennard

Dilan Perera

Linda Shea

Paul Waddell

Management

Adam Legge, President & CEO

Michael Andriescu, Director of Finance & Administration

Kim Koss, Vice President, Business Development

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

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

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

calgarychamber.com

To achieve this goal it was made clear that each employee had a vested interest in mak-ing sure each car was defect free and they were encouraged to pull the kill cord that stopped the entire production line to make sure a defect did not sneak through. Due to this practice, Toyota’s sales rose 22 per cent in 2012, helping it regain its spot as one of the world’s top carmakers.

Take bold actionA bold action can generate an incredible amount of momentum. It can propel an orga-

nization toward its new direction and turn doubters into supporters. An example of this type of action can be seen in the bid of Google in its early days to become the search engine provider for AOL Europe. After losing the pitch to Yahoo Inc., Google co-founders Larry Page and Sergey Brin were on a flight back home when they took the bold action of having the pilot turn the plane around so they could tell AOL Europe they made the wrong decision, despite the fact the deal with Yahoo had been finalized. This action forced AOL to consider their early decision and pick Google instead, which established the forward momentum Google needed to be a success. It is possible that if this had never happened, Google would have never become the search engine superpower that it is today.

Make leadership visibleAn organization’s senior leadership needs to be visible to act as an example to the

rest of the staff and create a positive culture of learning, courage and perseverance. This is something that Admiral Nelson did very well. During a naval battle, Nelson refused to take cover despite the prevalence of enemy snipers on neighbouring ships. He opted instead to remain visible during the heat of the battle so his armada could be inspired by his courage. This gave his fleet a huge amount of confidence that carried over to victory. So, what’s better than a leader who shows up in the middle of a crisis and says to his comrade: “I am here with you?” The answer is simple – pretty much nothing.

For more great events, visit CalgaryChamber.com

As Calgary’s leading business organization, the Chamber has the city’s top companies and business organizations as its members

SAIT PolytechnicAs one of Canada’s leading polytechnics, SAIT Polytechnic provides relevant, skill-ori-

ented education to more than 71,000 registrants each year. Approximately 1000 business and industry partners help shape curriculum by serving on more than 65 advisory com-mittees, and SAIT is known as a trailblazer in applied research and innovation. SAIT was the first publicly funded institute of its kind in the country, and 96 years later, it is well on its way to becoming Canada’s premier polytechnic.

Learn more at Sait.ca.


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2013 Board of

Di rectors

Executive

Joe Lougheed – Chair

Dave Sprague – Immediate Past Chair

Leah Lawrence – Chair Elect

Rob Hawley – 2nd Vice Chair

Denis Painchaud – Vice Chair, Finance

Adam Legge – President & CEO

Directors

David Allen

Bill Brunton

Eva Friesen

Guy Huntingford

Rob Lennard

Dilan Perera

Linda Shea

Paul Waddell

Management

Adam Legge, President & CEO

Michael Andriescu, Director of Finance & Administration

Kim Koss, Vice President, Business Development

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

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

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

calgarychamber.com

To achieve this goal it was made clear that each employee had a vested interest in mak-ing sure each car was defect free and they were encouraged to pull the kill cord that stopped the entire production line to make sure a defect did not sneak through. Due to this practice, Toyota’s sales rose 22 per cent in 2012, helping it regain its spot as one of the world’s top carmakers.

Take bold actionA bold action can generate an incredible amount of momentum. It can propel an orga-

nization toward its new direction and turn doubters into supporters. An example of this type of action can be seen in the bid of Google in its early days to become the search engine provider for AOL Europe. After losing the pitch to Yahoo Inc., Google co-founders Larry Page and Sergey Brin were on a flight back home when they took the bold action of having the pilot turn the plane around so they could tell AOL Europe they made the wrong decision, despite the fact the deal with Yahoo had been finalized. This action forced AOL to consider their early decision and pick Google instead, which established the forward momentum Google needed to be a success. It is possible that if this had never happened, Google would have never become the search engine superpower that it is today.

Make leadership visibleAn organization’s senior leadership needs to be visible to act as an example to the

rest of the staff and create a positive culture of learning, courage and perseverance. This is something that Admiral Nelson did very well. During a naval battle, Nelson refused to take cover despite the prevalence of enemy snipers on neighbouring ships. He opted instead to remain visible during the heat of the battle so his armada could be inspired by his courage. This gave his fleet a huge amount of confidence that carried over to victory. So, what’s better than a leader who shows up in the middle of a crisis and says to his comrade: “I am here with you?” The answer is simple – pretty much nothing.

For more great events, visit CalgaryChamber.com

As Calgary’s leading business organization, the Chamber has the city’s top companies and business organizations as its members

SAIT PolytechnicAs one of Canada’s leading polytechnics, SAIT Polytechnic provides relevant, skill-ori-

ented education to more than 71,000 registrants each year. Approximately 1000 business and industry partners help shape curriculum by serving on more than 65 advisory com-mittees, and SAIT is known as a trailblazer in applied research and innovation. SAIT was the first publicly funded institute of its kind in the country, and 96 years later, it is well on its way to becoming Canada’s premier polytechnic.

Learn more at Sait.ca.

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PartnershiP Works for CalgaryThe Calgary TELUS Convention Centre (CTCC) is one participant in a partnership of organizations working to promote Calgary as the destination city for all types of events. By partnering with other groups in the tourism and economic development fields, the CTCC promotes the valuable “brand” of Calgary to an international audience of diverse stakeholders. The CTCC’s partners include Calgary Economic Development, Meetings + Conventions Calgary, Travel Alberta, Energy Cities Alliance, and the Canadian Tourism Commission. The organizations work together to develop key messages about the city and its amenities that create brand consistency when promoting Calgary to their specific target markets. This collaborative approach offers a cost efficiency to the partner organizations that leverages the expenditures made by each participant. By identifying key messages for an integrated marketing strategy, The CTCC and its partners ensure Calgary’s place on the international list of desirable destinations to meet, live, work, and visit.

The recently released promotional video “Right Here” is an example of the brand-building activities such partnerships produce. The video is the result of collaboration between the CTCC, Calgary Economic Development, Tourism Calgary, and the Calgary Hotel Association. The video markets Calgary as an ideal city in which to meet, to live, to visit, to work, to hold corporate or artistic events and festivals, and to study. Although the Calgary Stampede is an important and historical event of civic pride to Calgarians, the city is a vibrant modern city offering year-round events for both residents and visitors to the city. The video will be used to market Calgary to a diverse international audience and highlights Calgary’s unique blend of Western hospitality and vibrant, contemporary innovation and energy.

As an established and respected destination for conventions and events, the CTCC is dedicated to upholding the reputation of Calgary as a premiere place for visitors from Canada and the rest of the world. In addition, the CTCC is a centre for Calgarians to gather to celebrate and showcase important events such as graduation celebrations and charity functions that contribute to the spirit of community in a city known for its warm hospitality.

Partnerships in the Calgary “brand” work for our city and for Calgarians. The CTCC and its partners continue to promote this to their stakeholders with the goals of attracting people permanently to meet, live and work in our city and promoting Calgary as a premiere business and tourism destination. With a commitment to the aligned goals, the CTCC’s focus on attracting major meetings and conventions to their facilities in Calgary will play a key role in ensuring the success of their partner relationships.

calgary-convention.com

TervitaTervita is a leading North American environmental and

energy services company. More than 4,000 dedicated employ-ees partner with natural resource and industrial companies that share values, and work with them to create a sustain-able future. Safety is the highest priority: it influences actions, guides decisions and shapes culture. Tervita maintains a strategically located network of more than 95 state-of-the-art waste management facilities and a fleet of specialized equipment and assets to help customers address production and operational waste challenges. Their highly effective, con-venient and environmentally sound solutions help minimize environmental impact and maximize returns.

Learn more at Tervita.com.

CIBC CIBC is a leading North American financial institution

with nearly 11 million personal banking and business clients. CIBC offers a full range of products and services through its comprehensive electronic banking network, branches and offices across Canada, and has offices in the United States and around the world.

Learn more at CIBC.com.

Natural Resource Minister Joe Oliver – Canada’s plan for responsible resource development

Wednesday, June 19, 201311:30 am – 1:15 pm | Fairmont Palliser | 133 9th Avenue SW

Canadians are concerned about our country’s ability to build major energy infrastructure that directly impact Alberta’s energy economy.

The federal government’s plan for responsible resource development is helping address this issue by promoting Canada’s natural resources abroad. The Key-stone XL pipeline is among the proposals at the forefront of the government’s list of priorities. America’s best friend is America’s best energy solution. That is why the Canadian government is working south of the border to promote the Canada-U.S. energy relationship and our nation’s strong environmental record.

Join the Calgary Chamber as Joe Oliver, Canada’s minister of natural resources, highlights the government’s plan to help Canadian resources reach new markets.

For more information, visit CalgaryChamber.com or call Jenna Trott at 403 750 0432.

Upcoming Events



PartnershiP Works for CalgaryThe Calgary TELUS Convention Centre (CTCC) is one participant in a partnership of organizations working to promote Calgary as the destination city for all types of events. By partnering with other groups in the tourism and economic development fields, the CTCC promotes the valuable “brand” of Calgary to an international audience of diverse stakeholders. The CTCC’s partners include Calgary Economic Development, Meetings + Conventions Calgary, Travel Alberta, Energy Cities Alliance, and the Canadian Tourism Commission. The organizations work together to develop key messages about the city and its amenities that create brand consistency when promoting Calgary to their specific target markets. This collaborative approach offers a cost efficiency to the partner organizations that leverages the expenditures made by each participant. By identifying key messages for an integrated marketing strategy, The CTCC and its partners ensure Calgary’s place on the international list of desirable destinations to meet, live, work, and visit.

The recently released promotional video “Right Here” is an example of the brand-building activities such partnerships produce. The video is the result of collaboration between the CTCC, Calgary Economic Development, Tourism Calgary, and the Calgary Hotel Association. The video markets Calgary as an ideal city in which to meet, to live, to visit, to work, to hold corporate or artistic events and festivals, and to study. Although the Calgary Stampede is an important and historical event of civic pride to Calgarians, the city is a vibrant modern city offering year-round events for both residents and visitors to the city. The video will be used to market Calgary to a diverse international audience and highlights Calgary’s unique blend of Western hospitality and vibrant, contemporary innovation and energy.

As an established and respected destination for conventions and events, the CTCC is dedicated to upholding the reputation of Calgary as a premiere place for visitors from Canada and the rest of the world. In addition, the CTCC is a centre for Calgarians to gather to celebrate and showcase important events such as graduation celebrations and charity functions that contribute to the spirit of community in a city known for its warm hospitality.

Partnerships in the Calgary “brand” work for our city and for Calgarians. The CTCC and its partners continue to promote this to their stakeholders with the goals of attracting people permanently to meet, live and work in our city and promoting Calgary as a premiere business and tourism destination. With a commitment to the aligned goals, the CTCC’s focus on attracting major meetings and conventions to their facilities in Calgary will play a key role in ensuring the success of their partner relationships.



TervitaTervita is a leading North American environmental and

energy services company. More than 4,000 dedicated employ-ees partner with natural resource and industrial companies that share values, and work with them to create a sustain-able future. Safety is the highest priority: it influences actions, guides decisions and shapes culture. Tervita maintains a strategically located network of more than 95 state-of-the-art waste management facilities and a fleet of specialized equipment and assets to help customers address production and operational waste challenges. Their highly effective, con-venient and environmentally sound solutions help minimize environmental impact and maximize returns.

Learn more at Tervita.com.

CIBC CIBC is a leading North American financial institution

with nearly 11 million personal banking and business clients. CIBC offers a full range of products and services through its comprehensive electronic banking network, branches and offices across Canada, and has offices in the United States and around the world.

Learn more at CIBC.com.

Natural Resource Minister Joe Oliver – Canada’s plan for responsible resource development

Wednesday, June 19, 201311:30 am – 1:15 pm | Fairmont Palliser | 133 9th Avenue SW

Canadians are concerned about our country’s ability to build major energy infrastructure that directly impact Alberta’s energy economy.

The federal government’s plan for responsible resource development is helping address this issue by promoting Canada’s natural resources abroad. The Key-stone XL pipeline is among the proposals at the forefront of the government’s list of priorities. America’s best friend is America’s best energy solution. That is why the Canadian government is working south of the border to promote the Canada-U.S. energy relationship and our nation’s strong environmental record.

Join the Calgary Chamber as Joe Oliver, Canada’s minister of natural resources, highlights the government’s plan to help Canadian resources reach new markets.

For more information, visit CalgaryChamber.com or call Jenna Trott at 403 750 0432.

Upcoming Events



Calgary technology companies shone brightly at the 2013 TEC VenturePrize Business Plan Competition, honouring Alberta’s top innovative, high-tech

startups. TEC VenturePrize is an annual Alberta-wide business plan competition that provides coaching, mentoring and the tools necessary to develop a strong plan of action for startups, with $150,000 worth of cash prizes and services up for grabs. Three of the four awards went to Calgary-based companies during the awards ceremony held on April 17 in Edmonton.

Orpyx Medical Technologies – Fast Growth Grand Prize Winner

Founded by medical doctor and University of Calgary MBA student Dr. Breanne Everett, Orpyx came into existence out of a desire to address the swiftly growing global diabetes epidemic and its related complications, specifically that of diabetic peripheral neuropathy – loss of feeling in the feet. About half of diabetic patients will develop this complication, which can often lead to amputation due to severe damage.

“Oftentimes we wait until complications develop before anything is, or can be, done. Orpyx was born out of trying to find a preventative, not reactionary solution to this problem,” says Dr. Everett, President and CEO, Orpyx.

Orpyx’s flagship product, the SurroSense Rx, is a pressure-sensitive insole, mobile app and wristwatch display system that relays information to the user, notifying them when damage is being done to their feet so that behaviour can be modified to avoid complications. The SurroSense Rx will be commercially available late 2013.

Orpyx became the first company from Calgary in TEC VenturePrize’s 11-year history to win the Fast Growth grand prize, the first female-led company winner, and the first company to win back-to-back the TEC VenturePrize Student Competition (in 2012), and now the Fast Growth grand prize.

“We are absolutely elated to have been awarded this year’s TEC VenturePrize Fast Growth grand prize. We could not be happier with the support we have received from the Alberta tech community, and this is really the culmination of that backing,” says Dr. Everett.

Surface Medical – People’s Choice Award Winner

The inspiration for Surface Medical came from Dr. Jeff Schacter, Tom Collins and Barbara Potter who identified a significant, unmet problem in health care. They recognized that damaged surfaces in health-care environments are very

common and pose a risk to patient safety. “One in every nine patients that enters a hospital leaves

with a hospital-acquired infection,” says Fabrizio Chiacchia, President and CEO, Surface Medical. “It can cost hospitals an average of $20,000 to $35,000 per infection. CleanPatch is an elegant solution that keeps surfaces hygienic, patients safe and has the potential to save hospitals money.”

CleanPatch is a clinically tested and marketed infection-fighting repair technology for damaged soft hospital surfaces, such as mattresses. It effectively restores the surface to an intact and cleanable state, preventing the spread of infectious diseases within hospitals.

Surface Medical became the first People’s Choice Award winner for the inaugural TEC VenturePrize People’s Choice award category. More than 1,100 individuals voted, from 14 different countries, to pick the finalist.

“I believe the general public voted for us because they can quickly understand this story and the benefits of our products. It confirms the approach we have taken, which is to develop simple yet incredibly needed innovations in health care,” says Chiacchia.

StrokeLink – Screeners’ Award of Merit (SAM) When Morgan Moe entered her final year at the University

of Calgary, she knew she wanted to make a difference and went on to co-develop StrokeLink, a mobile application tool that is well on its way to impacting the lives of many Canadians.

“StrokeLink is designed to empower stroke survivors and their family members throughout their care journeys by providing both the knowledge and tools for rehabilitation,” says Moe, CEO, Talem Health Solutions.

StrokeLink brings the knowledge a stroke survivor needs to know to their fingertips. It allows them to track progress, follow therapy programs and connect with caregivers directly from their own homes using an iPad, reducing reliance on a physiotherapist and hours spent in hospital.

TEC VenturePrize’s SAM Award encourages its winner to further develop a business plan for resubmission to VenturePrize the next year.

“Winning the SAM Award at VenturePrize is a step in the right direction for StrokeLink. We have worked really hard to get where we are today and are motivated by the enthusiasm and support of the judges, mentors and organizers of VenturePrize,” says Moe.

To learn more about TEC VenturePrize, visit www.ventureprize.com.

BY ANDREA MENDIZABAL

Calgary Shines at Annual TEC VenturePrize Awards

This is the second of a three-part series looking at what Calgary will look like in 2020 as a tourism destination. At Tourism Calgary’s Annual General Meeting on April

23, 2013 Destination Calgary in 2020 was released. The document provides a clear perspective of where our industry is at today – the base we are starting from. It highlights the current challenges and opportunities within the destination and then provides key areas for action in order to achieve our collective vision.

The document is available in full in the industry section at visitcalgary.com. In this, the second of a three-part series of Business in Calgary articles, we will share some of the findings of the report. Here’s an excerpt from the report about the challenges and opportunities facing the Calgary and area tourism industry.

Downtown The downtown core is the destination’s storefront. The

downtown gives visitors a perspective of the destination’s economic and social health. It provides travellers with insights into community spirit and safety. The pulse of a destination really can be felt at its heart.

For four to six months of the year Calgary’s downtown is vibrant and alive during the day light hours. Unfortunately, according to every group consulted in this study, this is only for part of the year and only during the day. Calgary’s downtown is seen as a weakness for the destination in terms of people activity, entertainment district, and gathering places.

Calgary is a suburban city. Our population density is low and especially in the downtown area. The City of Calgary is working to change this fact. There is an opportunity here. Stephen Avenue is a vibrant street during the day and on warm days. Eau Claire area is an appealing area but underutilized. The developing East Village can possibly become the community gathering place that animates the city’s downtown core.

TransportationCalgary does not currently offer a “hop on, hop off”

tour bus or city tour service that would help to connect some attractions seen as less accessible including Spruce Meadows, Heritage Park Historical Village, Canada Olympic Park, Calaway Park and some of Calgary’s eclectic neighbourhoods. This type of service, even if offered only

during the summer season, would be an important addition to the city’s transportation options. Motor coach service from the airport to Banff/Lake Louise is well served and utilized. Service between Calgary and Edmonton and other communities is also sufficient. However, we need to improve motor coach parking and accessibility in Calgary to allow for more touring, longer visits and increased sales.

There is a perception that Calgary does not have enough taxis serving the community and its tourism needs. However, a 2010 review of the taxi industry concluded that our city had adequate supply of taxis. There is excellent taxi service from the airport, which some Canadian cities cannot claim, but comments have been received about the cost of taxi service. Taxi shortages during key events and at certain times of the day can create a negative experience for tourists. Demand for car rentals in the city during the week is very high with a shortage noted on many occasions. The introduction of the Car2Go service in Calgary in 2012 has helped to ease demand pressures for taxi and car rentals.

ParkingParking in downtown Calgary is more expensive than

anywhere else in Canada. Of the 5.1 million visitors who came to Calgary in 2010, 82% used a vehicle as their main mode of transportation, mostly their own cars. And of the 2.7 million overnight visitors to our city in 2010, 71% used a vehicle, again mostly their own vehicles. With 79% of overnight visitors to Calgary originating from Canada, Calgary’s high parking rates compared to their point of origin would be recognized – especially by regional travellers from smaller centres. High parking fees downtown are an obstacle to attracting visitors with vehicles to the city centre, and have an impact on the visitor’s value perception of the destination experience.

Calgary offers excellent complimentary parking opportunities in our suburbs and in hotel parking lots outside the core. For the price sensitive traveller concerned about parking fees, access to downtown via public transit from suburban areas becomes more critical. The Calgary Airport Authority’s complimentary half-hour parking policy and cell phone lot allows for visitors to be greeted by business colleagues or family and friends more often.

In the July edition of Business in Calgary we will share the developments we’ve learned about that will be realized by 2020.

Destination Calgary in 2020 – Part Two

BY STEWART MCDONOUGH


Calgary technology companies shone brightly at the 2013 TEC VenturePrize Business Plan Competition, honouring Alberta’s top innovative, high-tech

startups. TEC VenturePrize is an annual Alberta-wide business plan competition that provides coaching, mentoring and the tools necessary to develop a strong plan of action for startups, with $150,000 worth of cash prizes and services up for grabs. Three of the four awards went to Calgary-based companies during the awards ceremony held on April 17 in Edmonton.

Orpyx Medical Technologies – Fast Growth Grand Prize Winner

Founded by medical doctor and University of Calgary MBA student Dr. Breanne Everett, Orpyx came into existence out of a desire to address the swiftly growing global diabetes epidemic and its related complications, specifically that of diabetic peripheral neuropathy – loss of feeling in the feet. About half of diabetic patients will develop this complication, which can often lead to amputation due to severe damage.

“Oftentimes we wait until complications develop before anything is, or can be, done. Orpyx was born out of trying to find a preventative, not reactionary solution to this problem,” says Dr. Everett, President and CEO, Orpyx.

Orpyx’s flagship product, the SurroSense Rx, is a pressure-sensitive insole, mobile app and wristwatch display system that relays information to the user, notifying them when damage is being done to their feet so that behaviour can be modified to avoid complications. The SurroSense Rx will be commercially available late 2013.

Orpyx became the first company from Calgary in TEC VenturePrize’s 11-year history to win the Fast Growth grand prize, the first female-led company winner, and the first company to win back-to-back the TEC VenturePrize Student Competition (in 2012), and now the Fast Growth grand prize.

“We are absolutely elated to have been awarded this year’s TEC VenturePrize Fast Growth grand prize. We could not be happier with the support we have received from the Alberta tech community, and this is really the culmination of that backing,” says Dr. Everett.

Surface Medical – People’s Choice Award Winner

The inspiration for Surface Medical came from Dr. Jeff Schacter, Tom Collins and Barbara Potter who identified a significant, unmet problem in health care. They recognized that damaged surfaces in health-care environments are very

common and pose a risk to patient safety. “One in every nine patients that enters a hospital leaves

with a hospital-acquired infection,” says Fabrizio Chiacchia, President and CEO, Surface Medical. “It can cost hospitals an average of $20,000 to $35,000 per infection. CleanPatch is an elegant solution that keeps surfaces hygienic, patients safe and has the potential to save hospitals money.”

CleanPatch is a clinically tested and marketed infection-fighting repair technology for damaged soft hospital surfaces, such as mattresses. It effectively restores the surface to an intact and cleanable state, preventing the spread of infectious diseases within hospitals.

Surface Medical became the first People’s Choice Award winner for the inaugural TEC VenturePrize People’s Choice award category. More than 1,100 individuals voted, from 14 different countries, to pick the finalist.

“I believe the general public voted for us because they can quickly understand this story and the benefits of our products. It confirms the approach we have taken, which is to develop simple yet incredibly needed innovations in health care,” says Chiacchia.

StrokeLink – Screeners’ Award of Merit (SAM) When Morgan Moe entered her final year at the University

of Calgary, she knew she wanted to make a difference and went on to co-develop StrokeLink, a mobile application tool that is well on its way to impacting the lives of many Canadians.

“StrokeLink is designed to empower stroke survivors and their family members throughout their care journeys by providing both the knowledge and tools for rehabilitation,” says Moe, CEO, Talem Health Solutions.

StrokeLink brings the knowledge a stroke survivor needs to know to their fingertips. It allows them to track progress, follow therapy programs and connect with caregivers directly from their own homes using an iPad, reducing reliance on a physiotherapist and hours spent in hospital.

TEC VenturePrize’s SAM Award encourages its winner to further develop a business plan for resubmission to VenturePrize the next year.

“Winning the SAM Award at VenturePrize is a step in the right direction for StrokeLink. We have worked really hard to get where we are today and are motivated by the enthusiasm and support of the judges, mentors and organizers of VenturePrize,” says Moe.

To learn more about TEC VenturePrize, visit www.ventureprize.com.

BY ANDREA MENDIZABAL

Calgary Shines at Annual TEC VenturePrize Awards

This is the second of a three-part series looking at what Calgary will look like in 2020 as a tourism destination. At Tourism Calgary’s Annual General Meeting on April

23, 2013 Destination Calgary in 2020 was released. The document provides a clear perspective of where our industry is at today – the base we are starting from. It highlights the current challenges and opportunities within the destination and then provides key areas for action in order to achieve our collective vision.

The document is available in full in the industry section at visitcalgary.com. In this, the second of a three-part series of Business in Calgary articles, we will share some of the findings of the report. Here’s an excerpt from the report about the challenges and opportunities facing the Calgary and area tourism industry.

Downtown The downtown core is the destination’s storefront. The

downtown gives visitors a perspective of the destination’s economic and social health. It provides travellers with insights into community spirit and safety. The pulse of a destination really can be felt at its heart.

For four to six months of the year Calgary’s downtown is vibrant and alive during the day light hours. Unfortunately, according to every group consulted in this study, this is only for part of the year and only during the day. Calgary’s downtown is seen as a weakness for the destination in terms of people activity, entertainment district, and gathering places.

Calgary is a suburban city. Our population density is low and especially in the downtown area. The City of Calgary is working to change this fact. There is an opportunity here. Stephen Avenue is a vibrant street during the day and on warm days. Eau Claire area is an appealing area but underutilized. The developing East Village can possibly become the community gathering place that animates the city’s downtown core.

TransportationCalgary does not currently offer a “hop on, hop off”

tour bus or city tour service that would help to connect some attractions seen as less accessible including Spruce Meadows, Heritage Park Historical Village, Canada Olympic Park, Calaway Park and some of Calgary’s eclectic neighbourhoods. This type of service, even if offered only

during the summer season, would be an important addition to the city’s transportation options. Motor coach service from the airport to Banff/Lake Louise is well served and utilized. Service between Calgary and Edmonton and other communities is also sufficient. However, we need to improve motor coach parking and accessibility in Calgary to allow for more touring, longer visits and increased sales.

There is a perception that Calgary does not have enough taxis serving the community and its tourism needs. However, a 2010 review of the taxi industry concluded that our city had adequate supply of taxis. There is excellent taxi service from the airport, which some Canadian cities cannot claim, but comments have been received about the cost of taxi service. Taxi shortages during key events and at certain times of the day can create a negative experience for tourists. Demand for car rentals in the city during the week is very high with a shortage noted on many occasions. The introduction of the Car2Go service in Calgary in 2012 has helped to ease demand pressures for taxi and car rentals.

ParkingParking in downtown Calgary is more expensive than

anywhere else in Canada. Of the 5.1 million visitors who came to Calgary in 2010, 82% used a vehicle as their main mode of transportation, mostly their own cars. And of the 2.7 million overnight visitors to our city in 2010, 71% used a vehicle, again mostly their own vehicles. With 79% of overnight visitors to Calgary originating from Canada, Calgary’s high parking rates compared to their point of origin would be recognized – especially by regional travellers from smaller centres. High parking fees downtown are an obstacle to attracting visitors with vehicles to the city centre, and have an impact on the visitor’s value perception of the destination experience.

Calgary offers excellent complimentary parking opportunities in our suburbs and in hotel parking lots outside the core. For the price sensitive traveller concerned about parking fees, access to downtown via public transit from suburban areas becomes more critical. The Calgary Airport Authority’s complimentary half-hour parking policy and cell phone lot allows for visitors to be greeted by business colleagues or family and friends more often.

In the July edition of Business in Calgary we will share the developments we’ve learned about that will be realized by 2020.

Destination Calgary in 2020 – Part Two

BY STEWART MCDONOUGH


JOIN FORCES AT

THE CENTRE OF ENERGY

IN 2012, THE CALGARY TELUS CONVENTION CENTRE HELPED 300,000 PEOPLE GET TOGETHER.–FOR MORE INFORMATION VISIT:


CLIENT: CTCC TITLE: Join Forces ART DUE: May 7th 2013 ISSUE: June 2013 SIZE: 7.875”w x 10.75”h BLEED: 8.375”w x 11.25”h COLOUR: Four Colour Process FILE: High Res PDF

Calgary’s energy sector is a well-known key economic driver and has been for decades. The rich resources available in Alberta account for the third largest

reserves of crude in the world and the largest deposits of oilsands in the world. International energy companies are investing billions of dollars into Alberta – an estimated $48.5 billion of capital investment in 2012 alone; and that is exactly why the leading biennial event for the North American gas and oil industry is being held in Calgary: the energy capital of Canada.

The largest Canadian energy event of 2013, Gas and Oil Expo hosts hundreds of exhibiting companies and attracts 20,000 registered attendees from over 60 countries. This event offers opportunities for brand exposure, business development, education, recruitment and networking. Indoor and outdoor exhibits showcase emerging technologies, a diverse range of products and services, and leading expertise.

Calgary Economic Development will welcome 500 senior local and international delegates to the Gas and Oil Expo VIP Reception that will take place at the Glenbow Museum on Wednesday, June 12, 2013 at 6:00 p.m. This event will celebrate the industry and its leaders while exploring potential opportunities and connecting people in Calgary to “Be Part of the Energy.”

But there’s another kind of energy that’s Right Here. Last month Calgary Economic Development, in

collaboration with Tourism Calgary, the Calgary Hotel Association and the Calgary Telus Convention Centre, released the new Calgary destination video, Right Here. This video is meant to change some of the widely-held perceptions of Calgary by showcasing many of the great attributes, demonstrating the diversity and exhibiting the vibrancy of the city. Quickly the video went viral and received more than 100,000 views.

But there’s more to the story.

With Calgary’s five per cent unemployment rate and Alberta needing thousands of workers over the coming years, this video will help Calgary Economic Development address one of the most pressing issues in economic development for Calgary – attracting people to the city.

Forecasts still indicate that an additional 114,000 people are needed in Alberta by 2021 to meet the demands of the growing economy. With a global war for talent, people often choose their city first and job second and this video is crucial in this narrative when considering Calgary. People who are thinking about moving to Calgary want to know about the city, the people who already live here, and what their life could look like if they came too. They want to know that the recent ranking from MoneySense is true – “Calgary is the best place to live in Canada” and that it’s not only a great city to make a living, but a great place to make a life.

This video complements Calgary. The Be Part of the Energy brand is a tool that all businesses and recruiters can use.

The second part to this story is that everyone involved in making the video is from Calgary.

Calgary is home to award-winning crews and has a talented and experienced creative industries sector. This video not only represents the city, but also the incredible talent that calls Calgary home.

This includes the production company, crew, director, writer, composer and musicians. Over 11 shooting days and across 33 different locations more than 260 Calgarians participated (many of which were volunteers) in the making of this video.

For the first time, the city’s promotional agencies are working together to promote our city to business travellers, conference organizers, tourists and future Calgarians with one brand and one, unified voice, around the world. Regardless of who you are, the new video invites you to be part of the energy, Right Here, in Calgary.

There’s a lot of energy in Calgary.

New Calgary destination video, Right Here, will be used to attract labour to the city.

JOIN FORCES AT

THE CENTRE OF ENERGY

IN 2012, THE CALGARY TELUS CONVENTION CENTRE HELPED 300,000 PEOPLE GET TOGETHER.–FOR MORE INFORMATION VISIT:


CLIENT: CTCC TITLE: Join Forces ART DUE: May 7th 2013 ISSUE: June 2013 SIZE: 7.875”w x 10.75”h BLEED: 8.375”w x 11.25”h COLOUR: Four Colour Process FILE: High Res PDF

Calgary’s energy sector is a well-known key economic driver and has been for decades. The rich resources available in Alberta account for the third largest

reserves of crude in the world and the largest deposits of oilsands in the world. International energy companies are investing billions of dollars into Alberta – an estimated $48.5 billion of capital investment in 2012 alone; and that is exactly why the leading biennial event for the North American gas and oil industry is being held in Calgary: the energy capital of Canada.

The largest Canadian energy event of 2013, Gas and Oil Expo hosts hundreds of exhibiting companies and attracts 20,000 registered attendees from over 60 countries. This event offers opportunities for brand exposure, business development, education, recruitment and networking. Indoor and outdoor exhibits showcase emerging technologies, a diverse range of products and services, and leading expertise.

Calgary Economic Development will welcome 500 senior local and international delegates to the Gas and Oil Expo VIP Reception that will take place at the Glenbow Museum on Wednesday, June 12, 2013 at 6:00 p.m. This event will celebrate the industry and its leaders while exploring potential opportunities and connecting people in Calgary to “Be Part of the Energy.”

But there’s another kind of energy that’s Right Here. Last month Calgary Economic Development, in

collaboration with Tourism Calgary, the Calgary Hotel Association and the Calgary Telus Convention Centre, released the new Calgary destination video, Right Here. This video is meant to change some of the widely-held perceptions of Calgary by showcasing many of the great attributes, demonstrating the diversity and exhibiting the vibrancy of the city. Quickly the video went viral and received more than 100,000 views.

But there’s more to the story.

With Calgary’s five per cent unemployment rate and Alberta needing thousands of workers over the coming years, this video will help Calgary Economic Development address one of the most pressing issues in economic development for Calgary – attracting people to the city.

Forecasts still indicate that an additional 114,000 people are needed in Alberta by 2021 to meet the demands of the growing economy. With a global war for talent, people often choose their city first and job second and this video is crucial in this narrative when considering Calgary. People who are thinking about moving to Calgary want to know about the city, the people who already live here, and what their life could look like if they came too. They want to know that the recent ranking from MoneySense is true – “Calgary is the best place to live in Canada” and that it’s not only a great city to make a living, but a great place to make a life.

This video complements Calgary. The Be Part of the Energy brand is a tool that all businesses and recruiters can use.

The second part to this story is that everyone involved in making the video is from Calgary.

Calgary is home to award-winning crews and has a talented and experienced creative industries sector. This video not only represents the city, but also the incredible talent that calls Calgary home.

This includes the production company, crew, director, writer, composer and musicians. Over 11 shooting days and across 33 different locations more than 260 Calgarians participated (many of which were volunteers) in the making of this video.

For the first time, the city’s promotional agencies are working together to promote our city to business travellers, conference organizers, tourists and future Calgarians with one brand and one, unified voice, around the world. Regardless of who you are, the new video invites you to be part of the energy, Right Here, in Calgary.

There’s a lot of energy in Calgary.

New Calgary destination video, Right Here, will be used to attract labour to the city.


david Parker • MarketingMatters

Marketingmatters

Big Rock made a big decision by hiring an agency of record to help promote its craft beers and

to tell the stories of the quality and fl avour of its new seasonal labels.

The Calgary brewery had previ-ously used a variety of creative people with different skills but president and CEO Bob Sartor’s strong retail expe-rience, including his position leading Sport Chek, led him to search for a single agency that he felt would show passion about his brand and a full understanding as to where he wanted to lead his company.

After interviewing six agencies he chose CULT Collaborative as the one he thought had a real sense of his mis-sion and one that would be a great fi t.

CULT is the result of a joint venture between Chris Kneeland of Watermark and Ryan Gill of Suitcase Interac-tive, the merging of two companies to establish one to follow a different creed as an engagement agency.

They intend to actively pursue brands it believes CULT can help and has already been successful in winning Harley Davidson out of Vancouver, Ontario-based Pita Pit Canada, and Michaels – the major retailer based in Irving, Texas.

CULT is run by partners CEO Knee-land, president Gill and chief creative offi cer Geoff Butler with currently 22 full-time staff plus a number of “col-lectives.” Besides the 17th Avenue SW offi ce in Calgary it has a satellite offi ce in Kingston, Ontario, and is expecting to open a U.S. offi ce later this year.

• • • • • • • • • • • • • •

Mark Dixon is well known in the Edmonton advertising market, with his own Simply MARKeting and as a for-mer director of marketing and public affairs at Alberta Health Services and Capital Health. He has also held senior positions with NorQuest College and Palmer Jarvis DDB.

After three decades of broad-based marketing experience including teach-ing his craft at NAIT and the University of Alberta he has joined the Twist Marketing team as senior market-ing consultant – but he ain’t leaving Edmonton.

And another new face with Twist – who resides in Vancouver – is Sherri Baumgartner, former director of mar-keting for Coast Hotels and Resorts. Baumgartner brings a depth of knowl-edge and experience to Twist’s existing clients in B.C. including Lillooet, Cas-tlegar, Elkford and Radium Hot Springs.

• • • • • • • • • • • • • •

Trigger Communications bucked the trend by publishing the 2011 annual report of the Calgary Zoo in black and white that fi t onto a single sheet of newsprint. In its commitment to devel-oping conservation-focused annual reports it went a step further in the design of the 2012 edition by, for the fi rst time, publishing it as an Instagram.

The idea came from the record num-ber of visitors – 1.457 million in 2012 – who posted a huge amount of photos on Instagram #calgaryzoo. Trigger’s creative director Todd Blevins felt that if the audience was using the chan-nel why shouldn’t the zoo – this time allowing it to go entirely paperless.

Trigger was also able to boast that in 2012 the zoo’s communications team was able to earn a record $6.7 million AVE (advertising value equivalency);

more than 1,500 news items were gen-erated and 20 new videos posted on YouTube.

• • • • • • • • • • • • • •

Camie Leard studied journalism at SAIT Polytechnic and began her career as a business writer that included a spell from 2004 to 2008 as editor of this magazine.

She moved on to the marketing and communications realm as an indepen-dent consultant working with clients ranging from small business to cor-porate Calgary to non-profi ts before joining the National Music Centre as manager of marketing, communica-tions and public relations.

Most recently she has been appointed as director of marketing and com-munications for the Better Business Bureau serving southern Alberta and East Kootenay.

• • • • • • • • • • • • • •

Michael Harris of Mantaray Creative has teamed up with photographer, poet laureate, musician and painter Francis A. Willey to launch Soap Box Records. They are receiving requests to appear on their labels – including vinyl – from a wide variety of artists of all different genres and will use Mantaray’s creative expertise to mar-ket them via online sales, apps and web downloads. BiC

Parker’s Pick:

Metrographics’ fascinating 6’x10’ mural that will form the central image in the new town hall at Sylvan Lake, to help celebrate the community’s 100th anniversary.

By DaViD ParkEr

Marketingmatters

http://www.suprememenswear.com

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June 2013 Business in Calgary