Canadian Business Journal Nov 2011

The
Canadian Business Journal

november 2011 volume 4 Issue 11 www.cbj.ca
in this issue

food & drink
NB Liquor
infrastructure
P3 Canada
finance
Pimco Canada
ediTORs note
The Canadian Business Journal is pub-
lished every month with a singular goal: to
showcase the best of Canadian business
nationally and around the world.
For the November issue, we advocate on
behalf of one of our most globally infuential
companies, Research in Motion Inc. The re-
cent problems the company has faced do not
merit the wolf pack that has set upon it, and
we predict that 2012 will be a banner year for
the company if it can learn from its missteps,
react quickly to speculation and concentrate
on fewer, more popular products.
Despite a less-than-optimistic report from
the Bank of Canada which reported the Ca-
nadian economy has weakened since June,
Canadian business continues to lead the
charge toward a robust domestic economy,
with business fxed investment still expected
to grow solidly in response to very stimulative
fnancial conditions and heightened competi-
tive pressures, although it will be dampened
by the weaker and more uncertain global
economic environment.
Now more than ever, its important to
celebrate our best and brightest, such as
Fundy Tidal, a company in Nova Scotia that
is using the most current science to harness
the power of the Bay of Fundy, and Aboriginal
Pipeline Group, a partner with the ground-
breaking Mackenzie Valley gas project in the
Northwest Territories, as well as many others
proudly featured in our pages.
Continued support of Canadian business
and entrepreneurs will help shield us from
the turbulent economies of other countries.
As Rick Costanzo said to us regarding the
future at RIM, There are tremendous oppor-
tunities in front of us. The question is how do
we best approach them?
Anna Guy
1. Data on File. Philips Medical Systems white paper: Step & Shoot Cardiac; Low-dose cardiac imaging. 2007
What inspired our healthcare innovations?
Understanding the people who will need them.
Innovations must be relevant to be groundbreaking. So its important to look to those who will use and
benefit from the technology. It is these people-focused insights that have made it possible to lower dose levels in
CT by up to 80%, compared to prior techniques.
1
To help diagnose cardiac disease sooner with a cardiograph
that recognizes the differences between a man and a woman. And to help you visualize cancerous lesions with
a PET/CT imaging system designed for patients of different
shapes and sizes. We take the time so that you have the
time. To learn more, please visit www.philips.com/innovations.
*
Because our innovations are inspired by you.
Corperate_PPHC_216x279.indd 1 08-09-10 09:13
Anna Guy | Editor | annag@georgemedia.ca
Cory Wilkins | Editorial Assistant | coryw@georgemedia.ca
Vladimir Lukic | Creative Director | vladimirl@georgemedia.ca
Margaret Oldham | Sr. Graphic Designer |margareto@georgemedia.ca
Wincy Law | Sr. Graphic Designer | wincyl@georgemedia.ca
Chris Moore | Sr. Advertising Designer | chrism@georgemedia.ca
Tanya George | Advertising Designer | tanyag@georgemedia.ca
Marc Mauricio | IT/Production Support | marcm@georgemedia.ca
Blair Dolson | Head Research Director | blaird@georgemedia.ca
Milos Bulatovic | Sr. Research Director | milosb@georgemedia.ca
Tom Cunningham | Sr. Research Director | tomc@georgemedia.ca
Howard Rosenberg | Research Director | howardr@georgemedia.ca
Hikman Masood | Research Director | hikmanm@georgemedia.ca
Hinna Butt | Research Director | hinnab@georgemedia.ca
Domenica Carelli | Research Director | domenicac@georgenetwork.ca
John Medeiros | Research Director | johnm@georgemedia.ca
Ian Ross | Vice President, Business Development | ianr@georgemedia.ca
Amanda Edwards | Vice President, Sales | amandae@georgemedia.ca
Adam Strimaitis | Vice President | adams@georgemedia.ca
Heather MacPherson | General Accountant | heatherm@georgemedia.ca
Naveed Yusuf | Chief Information Offcer | naveedy@georgemedia.ca
Lana Hall | Administration/Circulation Manager | lanah@georgemedia.ca
Michael Alexander-Jones | President | michaelaj@georgemedia.ca
Linda Neal | Chief Executive Offcer| lindan@georgemedia.ca
Andrew Cook | Group Publisher | andrewc@georgemedia.ca
Contributors | Dwayne Matthews, Mark Borkowski, Talar Beylerian, Lindsay Forcellini, John Medeiros
CBJ Team
Sussex Centre,
#805 - 50 burnhamthorpe road West
mississauga, ontario | l5b 3C2
CanaDa
GEoRGE MEDIA InC.
Table of COnTenTs
november 2011 | volume 4 | ISSue 11
RiM back in motion 016
news in Review 028
Short leash for ontarios mcGuinty: Grit leader returns in MaJOR MinORiTy 034
ROy GReen takes on bullying 040
alex CaRRiCk In hard times, the fault line in our fnances may reside in our homes 046
major CRisis Of COnfidenCe grips the global economy 050
The independenT BOaRd: Take a stand on who sits in your chair 058
Canada nO.1 064
dOMiniOn lendinG CenTRes Canadas pre-eminent mortgage company 066
landRy MORin Conscientious and conservative investment management 078
paCifiC invesTMenT ManaGeMenT COMpany, llC Preparing for the new normal 084
huB finanCial managing General agency 092
TiMBeRCReek asseT ManaGeMenT Investing in real estate 102
COveR feaTuRe
On The fROnT paGe
CBJ says
news
ChaMBeR
leGal
CBJ finanCe
016
Calgary

Vancouver

Toronto
Toll free: 1 800 727 4493

www.olympiatrust.com
Our People
By working with our clients on
transactions of varying complexities,
we have gained a depth of experience
that is unrivalled in the industry. We
are a team that is passionate about
what we do; our clients benet from
our collective knowledge, experience
and enthusiasm.
Our Approach
Our focus is our clients. Building
long term relationships, getting to
know their business and their goals
is the cornerstone of our service.
We are driven by an uncompromising
passion for excellence and innovation.
Our Value
Proactively identifying our clients
needs, cutting through bureaucracy
to nd solutions and aligning our
products with their business objectives;
we deliver service that exceeds
expectations. Companies requiring
service that is precise, thorough and
timely know they can rely on us.
LEADERS IN SERVICE:
Transfer Agent & Registrar
Corporate Trustee
Depositary & Exchange Agent
Employee Plans Administration
Olympia Trust Company is a wholly owned subsidiary of Olympia Financial Group Inc. (OLY:TSX-V)
Table of COnTenTs
102
124
MuniCipal
fOOd & dRink
ManaGeMenT
Clean 15 Insights from the CaRBOn disClOsuRe pROJeCT 112
Tinking of sellinG yOuR COMpany? 118
new BRunswiCk liquOR a toast to new brunswick 124
la pRep Canadas fresh fare experience, everyday 142
TOwn Of inuvik a hotbed of oil and gas activity in the frozen north 154
Cape BReTOn ReGiOnal MuniCipaliTy 100 years of bringing business together 164
CiTy Of MOnCTOn new brunswicks hub city 170
OsOyOOs indian Band develOpMenT CORpORaTiOn 184
Funny Business
by michael de adder
Table of COnTenTs
MihR innOvaTe: a catalyst for sharing mining hr practices and knowledge 190
nORThquesT lTd. exploration company positioned for golden future 198
fundy Tidal Current thinking 204
a step closer to a Canadian susTainaBle eneRGy sTRaTeGy? 212
aBORiGinal pipeline GROup aboriginal representation restarts long awaited pipeline 216
nORTheRn pROMises 224
p3 Canada building more for less 228
sOpReMa has you covered 236
whiTeCap develOpMenT CORpORaTiOn build it and they will come 244
164
244
eneRGy
infRasTRuCTuRe
COnsTRuCTiOn
ResOuRCes
And we want you
to be part of our team.
Learn more about Target and
our range of career opportunities
at www.target.ca/careers.
Target is
coming to
Canada
In 2013, Target stores will open all across Canada. And were
looking to build a team of talented people who can deliver the kind
of innovation and difference our brand is known for.
There are opportunities to grow and lead in a range of sectors
including store management, merchandising, healthcare, human
resources and many more. So, if youre looking for a fun,
dynamic career where goals are clear and results are
always rewarded, we want to hear from you.
2011 Target Brands, Inc.
The Bullseye Design and Target are trademarks
of Target Brands, Inc. All rights reserved. 501499.
Table of COnTenTs
CenTRiC healTh Strategic acquisitions for a better healthcare solution 254
BRazil Canada ChaMBeR Of COMMeRCe 264
MaRkhaM aCuRa True defnition of luxury 274
papasOn TRuCkinG Goes the extra mile 282
wesTOwne Mazda Showcasing excellence 288
penCO dRywall expect perfection 294
aThaBasCa Basin seCuRiTy seRviCe Industrial safety experts 302
pROduCTs
& seRviCes
294
274
eneRGy
Leader is an action,
not a position.
{ Leadership from every angle. }
With degree oferings including MBA, Executive MBA, MBA/CMA,
MFIN, and Ph.D. in Management, the Sobey School of Business
has the largest portfolio of graduate business programs in Atlantic
Canada. Which means were also the school with the greatest
focus on developing leaders of every stripe.
sobey.smu.ca
TRAMPOLINE cREATIvE INc.
Contact: Larry Bootland 902 405 4809
Project: 8976SSB Can Bus Journal Make-
good ad
Client: Sobeys School of Business
Size: 8.5 x 11
Date: October, 2011
Photos/Logos: Hi res
NOTE: All trapping is the responsibility of prepress
C M Y K
ProCess seParati ons
CBJ CBJ
COMp
Of The
COMp
Of The
The Canadian Business Journal is published
monthly with one goal in mind: to showcase
the best of Canadian business both
nationally, and internationally. Every issue
has examples of the best in entrepreneurism
and industry more impressive than that last.
In the course of each year we have
the opportunity to meet and interview
hundreds of leaders in Canadas business
community. The success of Canadian
businesses, in particular during the recent
global market recessions, demonstrates
Canadians reputation for working to achieve
unparalleled industry leadership, growth and
innovation.
In its inaugural year, the 2010 CBJ
Company of the Year Award recognized all
that is great about Canadian businesses. As
the countrys leading online B2B magazine,
the CBJ publishes stories every month about
the best in class in Canadian business.
This competition capitalizes on what the CBJ
team already knowsthat Canadas leading
corporations in the fields of technology,
resources, healthcare, and a host of other
industries, are among the best in the world.
CSR and SuStainability
innovation
operational growth
AWARD AWARD
COMpany

The yeaR
COMpany

The yeaR
Building on the success of our first year, its
now time to honour the visionaries of 2011,
leaders whose companies and achievements
stand out amongst the best. Our goal: to
find Canadas No. 1 business, and share that
companys successes with the rest of Canada
and the world.
Companies entering the Company of the
Year contest will be required to highlight
their performance and strengths within four
key areas;
CsR and susTainaBiliTy
CORpORaTe CulTuRe
innOvaTiOn and ReseaRCh
and develOpMenT
OpeRaTiOnal GROwTh
Deadline for submission will be December
2, 2011, with winners being announced in the
2012 first quarter. The overall winner of the
competition will receive a tailored advertising
program valued at $50,000 through
the CBJ, as well as website advertising
throughout 2012. The program will include
monthly advertisement placement within
the publication and a prominent web
advertisement on CBJs homepage. In
addition, the winning company will receive
an extensive company profile in CBJ in the
first quarter of 2011. George Media will also
reproduce the company profile, with its own
customized covers, into a digital brochure
for the winners future marketing and
promotional initiatives.
Companies with annual revenues in
excess of $5 million are invited to compete for
the top spot-with the final winner receiving
a generous George Media advertisement
package and an editorial spotlight in an
upcoming issue of the CBJ. Three runners-up
will also be chosen in addition to the award
recipient, and will be featured in the CBJ as
well. Companies can be public or privately
owned-but must be able to demonstrate
excellence in all four categories.
The CBJ research and editorial teams have
spoken to the best of the best in Canada-
and we know those companies are ready to
showcase their strengths-by winning the CBJ
Company of the Year Award.
corporate culture
It seemed like Research in Motion Inc. (RIM) was
going to catch a break that day. Apple, in a rare mis-
step, drew criticism and disappointment from fans
expecting the release of the iPhone 5, but who in-
stead got the iPhone 4S. Looking to be blown away
by a great surprise, fans and investors sent the stock
down four per cent, and left newly appointed CEO
Tim Cook looking a little shaky. A lackluster product
debut, Internet forums flled with criticism, falling
stocks; RIMs shoe was on the other foot, and for a
few hours, the heat was not solely on RIM.
By Anna Guy
18 COVER FEATURE RIM: Back in motion
iT was a feeting moment, as we now all know.
The next morning, any remnants of Apple
disappointment was quelled with the untimely
passing of Apple co-founder, Steve Jobs, whose
contributions to the 21st century were lauded
for weeks.
Compared to an off-day of its biggest competi-
tor in the smartphone industry, Waterloo-based
RIM has had a diffcult two years. In July, the com-
pany terminated 2,000 jobs, about 11 per cent
of its workforce worldwide. First quarter profts
from this year were down 10 per cent, and market
share fell an additional fve per cent.
Missteps followed slips ups. There with a
cringe-worthy, boggled PlayBook launch, which
failed to make any impact, leaving RIM employees
to watch Apples runaway iPad and iPad 2 blow
them out of the water.
Then there were troubles with the overseas
markets when Saudi Arabia, the UAE and other
countries threatened to shut down BlackBerry
Messenger (BBM) for failing to comply with
security laws. There were production delays that
botched any momentum for product launches, all
the while competitors like Android and especially
Apple rolled out products seamlessly, eating away
at the market.
The idea of dropping one of the CEOs (invari-
ably Jim Balsillie, who was preoccupied with buy-
ing an NHL team for most of the last two years)
had been thrown around in the public sphere.
Northern Securities analyst Sameet Kanade
asked RIM to consider dropping Balsillie as a
co-CEO, among other recommendations. An open
letter to RIM, authored by a high-ranking employ-
ee, said, To avoid this death, perhaps it is time
to seriously consider a new, fresh thinking, experi-
enced CEO. There is no shame in no longer being
a CEO.
Perhaps most telling was a boost in stock
prices amidst rumours of a strategic consultant
being brought in. It shows investors are confdent
in BlackBerry products, less so in the current
management.
Paul Hodgson, senior research associate
for GMI, a governance ratings frm, summed up
investor frustration. They are supposed to be the
representatives of shareholders and theyre not
doing a very good job of representing sharehold-
ers interests.
19 NOVEMBER 2011 The Canadian Business Journal
BlackBerry Playbook
Throughout, little was heard from co-founders
Mike Lazaridis and Balsillie, but much was heard
about them. RIM has a unique corporate struc-
ture to say the least. Considered top-heavy,
Lazaridis and Balsillie are co-CEOs, a strategy
that has taken a lot of heat in light of strategic
missteps of past months. Does a shared CEO
position lack a singular vision? Can two generals
lead an army?
Marketing strategy to quell the storm was
lacking, if it existed. As of late, the media percep-
tion of RIM is of a once-mighty company disin-
tegrating amidst competitors such as Apple and
Android, despite the fact that RIM has, in fact,
quadrupled its size in fve years, still taken in
close to $700 million in the last quarter, and is
experiencing substantial international growth.
In June, the CEOs did address some of the
concerns that have been expressed surround-
ing the executive management structure at RIM,
specifcally, the joint nature of its leadership.
Mike [Lazaridis] and I have been partners in
this business for almost 20 years, and during
that time RIM has grown to $20 billion in an-
nual revenue. We are currently approaching the
tail end of a signifcant transition in our busi-
ness, that, frankly, few companies would have
survived. But we have. And I believe, and I think
Mike would agree, that neither of us could have
taken RIM this far alone.
I agree with Jims comments, Lazaridis
added. Our co-CEO arrangement is what led to
RIMs success over the past two decades.
JIM BALSILLIE, RIM CO-CEO
Dont sell your stocks
just yet
Is the media being too quick to give RIM the RIP?
We think so. There is no denying RIM deserved
the criticism it received, but a wakeup call has
been sounded, one that we predict will show divi-
dends as early as frst quarter 2012. We spoke to
RIM Managing Director Rick Costanzo for some
perspective on RIMs position.
Ive been here for 12 years, having joined the
company about a week before the BlackBerry was
offcially launched in 1999. For us, this year is very
much about going and managing a transition pe-
riod. You have to keep in mind BlackBerry has gone
through a dramatic period of growth.
I wouldnt characterize this as some sort of
huge negative period by any stretch of the imagina-
tion, he continues. I recall a correction we had to
take in 2003 and 2004 and frankly the company
came out of it that much stronger. There are some
similarities [between now and 2003] to the degree
of peoples determination to put whatever issues
have been with us over the past squarely behind us
and stay focused on the future. We have a focused
determination in terms of getting back to what we
know which is unparalleled growth and success.
Cognizant of RIM competition, the iPhone,
Android phones, Google phones, Costanzo says,
There was always something around the corner
that was going to kill us. At the end of the day, if
you focus on the market, focus on your custom-
ers, deliver upon your promises, usually the rest
looks after itself. RIM has a tremendous history
of doing that.
MIKE LAzARIDIS, RIM PRESIDENT AND CO-CEO
BlackBerry Bold 9900
Costanzo contends, Its taken us a little lon-
ger than we would have liked to bring out some of
the BlackBerry products, but were happy now that
they are actually in market they have gone on to a
phenomenal start.
The BlackBerry 7 is a major part of RIMs
transition, as it its QNX software, acquired in late
October, which RIM says will make a very impres-
sive contribution to smartphone technology.
QNX is strong because it has the ability to
squeeze as much processing power out of the
environment as humanly possible. We have publi-
cally stated our intention in utilizing QNX software
and rolling that out across handsets as well, that
bodes extremely well for us also, says Costanzo.
You have to take a look at what weve done
with BlackBerry 7, that very much refects our
plan. We dont want to try to copy other platforms.
We want to be true to ourselves. The reality is
frankly that is the strategy that serves us extra
well. If you take a look at the 9900 BlackBerry, it
mirrors what our strategy actually is. It is a highly
aspirational offering. Everything from the brushed
metal fnish, the high defnition capabilities of
the screen, the multimedia capabilities, high web
fdelity, best browsing in the industry, we have a
ton of leading-edge technology that is super easy
to use. Discovering these capabilities is as easy as
hitting the touch screen on the product.
Will RIM see a rebound in sales based on the
BlackBerry 7? Without a shadow of a doubt,
says Costanzo.
Is BBM the White Knight?
Days after speaking to Costanzo, RIM suffered
another blow, a major outage of its BBM services
rolled over Europe, the Middle East, Africa,
India, and North America. And yet, it might still
be worth holding on to those RIM shares. This
BBM outage lasted four days and illustrated how
important the service is to people who rely on it
for personal and business applications.
I have to go online to check my messages
like a caveman, opined my colleague Cory
Wilkins during the outage.
What RIM has on its hands is products that
people love but a lack of marketing strategy
and a refusal for the most part for Balsillie or
Lazaridis to acknowledge any sort of diffculty, at
least publically.
The BBM outage may be good for RIM in the
long run for two reasons. One, it reinforced how
integral the service is for BlackBerry users. BBM
is the stronghold of the BlackBerry platform, more
so than its operating systems, its battery life,
privacyall the things Lazaridis promotes.
BBM has been a huge catalyst for us in terms
of driving growth for us, says Costanzo. BBM fans
have taken to the service in such force that the
outage will not do much to dent enthusiasm for
the product. Here is where RIM has an opportunity
to really capitalize on a feature that is so loved.
Unlike Apples very memorable ad cam-
paigns, RIMs ads are aimed at the corporate
world, neglecting BlackBerrys impact on pop cul-
ture. A few quick examples: Ok this new Black-
Berry Bold is crazy! Im in love! tweeted
@KimKardashian. BlackBerry is the best! People
please agree w[ith] me! Iphones [sic] are so hard
to type.
Mirka Federer is almost as well known in
sports circles for watching her BlackBerry than
her famous husband Roger during his matches.
Politically, President Barack Obamas love for
his BlackBerry is well documented, and he was
quoted as saying before his inaugural address,
Im still clinging to my BlackBerry. Theyre going
to pry it out of my hands. (In the end, Obama got
his way, and still uses his BlackBerry, winning his
own personal Battle of Waterloo.)
The BBM outage made nightly news around
the world for days, and while it was bad publicity,
I wouldnt characterize this as some sort of huge negative
period by any stretch of the imagination,
Rick Costanzo, RIM Managing Director
it should serve as a clear indication of what its
customers value in its products and a motivating
factor to better articulate how it will continue to
deliver on those expectations.
Secondly, the BBM outage garnered a per-
sonal reply from Lazaridis, who posted a YouTube
video addressing the issues, acknowledging the
inconvenience. Perhaps this is part of a newer,
friendly RIM CEO, one who engages more with its
investors, speaks openly with its customers and
acknowledges its defciencies, rather than stand
by silently, allowing media and investor specula-
tion to run amok.
More leadership and an articulated media
campaign will go far in helping RIM continue to
turn the corner.
The general mood at RIM right now is a
determination to turn the page and absolute
RIM Corporate Offce
positive momentum and we are very comfortable
relative to our competitive positioning. We are
a proftable company, growing 40 per cent year
over year and with 70 million subscribers and
climbing. We have just launched the biggest
portfolio of devices in the companys history
in one fell swoop, delivering unparalleled
performance on the BlackBerry platform and
rebounding nicely.
Its too early to count out Canadas most in-
novative company. With 4 billion cell phones out
there in the world today, only 25 to 30 per cent of
which are smartphones, there is still 70 per cent
of the market up for grabs.
There are tremendous opportunities in front
of us, says Costanzo. The question is how do
we best approach them? CB

All photos courtesy of RIM.com News Gallery
There was always something around the corner that was
going to kill us. At the end of the day, if you focus on the
market, focus on your customers, deliver upon your promises,
usually the rest looks after itself. RIM has a tremendous
history of doing that.
Rick Costanzo, RIM Managing Director
28 SECTION Title 28 SECTION Title
news in Review
RiM OffeRs fRee apps fOllOwinG neTwORk
dOwnTiMe
Research In Motion (RIM) announced that a selec-
tion of premium apps worth a total value more
than US$100 will be offered free of charge as an
expression of appreciation for customer patience
during recent service disruptions. The apps will
be made available to customers over the coming
weeks on BlackBerry App World and will continue
to be available until December 31.
Our global network supports the communica-
tions needs of more than 70 million customers,
said RIM co-CEO Mike Lazaridis. We truly appreci-
ate and value our relationship with our customers.
Weve worked hard to earn their trust over the
past 12 years, and were committed to providing
the high standard of reliability they expect, today
and in the future.
The complete selection of premium apps will
become available to download at BlackBerry App
World over a period of four weeks beginning Octo-
ber 19.
RIMs enterprise customers will also be of-
fered one month of free technical support. Current
customers will be offered a complimentary one
month extension of their existing technical sup-
port contract, and customers who do not currently
have a technical support contract will be offered a
one month trial of RIMs BlackBerry Technical Sup-
port ServicesEnhanced Support, free of charge.
We are grateful to our loyal BlackBerry cus-
tomers for their patience, added Lazaridis. We
have apologized to our customers and we will
work tirelessly to restore their confdence. We
29 AUGUST 2011 The Canadian Business Journal 29 AUGUST 2011 The African Business Journal
news in Review
are taking immediate and aggressive steps to
help prevent something like this from happening
again.
Many global customers experienced service
interruptions and delays over a three day period.
Global teams worked around the clock to contain
the issue and minimize the impact to customers
as much as possible. As of October 13, service
levels returned to normal.
A global leader in wireless innovation, RIM
revolutionized the mobile industry with the
introduction of the BlackBerry in 1999. Today,
BlackBerry products and services are used by
millions of customers around the world to stay
connected throughout the day. Founded in 1984
and based in Waterloo, Ont., RIM operates offces
in North America, Europe, Asia Pacifc and Latin
America.
news in Review
despiTe eCOnOMy, Canadian Businesses
COnfidenT aBOuT 2012: RepORT
Faced with global economic uncertainty, 51 per
cent of Canadian businesses believe 2012 will
be a better year than 2011, and only 13 per cent
expect it to be worse. More than one in three (79
per cent) of Canadian business owners also plan
to invest the same amount or more into their
business in 2012, according to a report by BMO
Bank of Montreal.
Those who believe that 2012 will be a better
year cite a number of factors, top among them
being business optimism (14 per cent), conf-
dence in improved market environment (12 per
cent), restructured or improved business practic-
es (11 per cent), economic improvement (10 per
cent) and that these businesses have expansion/
business growth plans (eight per cent).
Businesses that are less optimistic about
the year ahead see the economy worsening (20
per cent), less customers/demand (19 per cent),
increased costs of doing business (14 per cent)
and poor business conditions, particularly in the
U.S. and European economies (12 per cent). The
study also fnds that one in three Canadian busi-
nesses believe the U.S. economy will underper-
form in the next fve years and as a result have
changed their plans to invest, expand and hire.
One in four Canadian businesses indicate that a
poorly performing U.S. economy will be their big-
gest challenge for 2012.
Understandably, business owners are in-
creasingly concerned about not only the U.S.,
where recession risks are rising, but Europes
prospects as well, given the sovereign debt cri-
sis that has engulfed the region, said Jennifer
Lee, Senior Economist, BMO Capital Markets.
Compared to when Canadas recession offcially
began in the last three months of 2008, exports
over the May to July period this year have slipped
6.7 per cent. But while Canadian exports to China
have surged 80 per cent over that period, theyve
declined nearly 10 per cent to the U.S. and nearly
22 per cent to Europe.
For those Canadian businesses planning
to expand, 54 per cent intend to open new op-
erations or hire staff in external markets, while
Canadian businesses planning to introduce new
products and services or grow their business op-
erations will do so domestically.
news in Review
sTRike aCTiOn aveRTed aT aiR Canada
Air Canada and CUPE have received notice that the
Minister of Labour, the Hon. Lisa Raitt, has asked
the Canada Industrial Relations Board (CIRB),
under Section 87.4 of the Canada Labour Code, to
determine the rights and obligations of the employ-
er, the union and the employees to continue the
supply of air services in the event of a strike.
The strike deadline originally scheduled for
12:01 a.m. ET on October 13 was effectively
cancelled.
In addition, as a result of the rejection by the
CUPE membership of two collective agreements,
the Minister of Labour is asking the CIRB to
determine if conditions unfavourable to a settle-
ment exist and if so, to either impose a new col-
lective agreement or a binding method of resolv-
ing the dispute.
Air Canada will appear before the CIRB as
required. Further details are not available at this
point. However, it will remain business as usual at
Air Canada and all fights will continue to operate as
scheduled.
CUPE represents approximately 6,800 fight
attendants employed by Air Canada. Air Canada
is Canadas largest domestic and international
full-service airline providing scheduled and
charter air transportation for passengers and
cargo to more than 175 destinations on fve
continents. Canadas fag carrier is the 15th
largest commercial airline in the world and
serves 33 million customers annually.
news in Review
news in Review
sCOTiaBank COMMOdiTy pRiCe index
ReTReaTs in auGusT
Scotiabanks Commodity Price Index, which mea-
sures price trends in 32 of Canadas major exports,
fell by 3.3 per cent month over month in August.
The All Items Index stayed elevatedonly moderate-
ly below (minus-5.2 per cent) last Aprils near-term
peak in commodity prices.
Financial market concern over Euro-zone debt
challenges and the political gridlock in the United
States, threatening to undermine steps to bolster
the economy, intensifed in mid-September, said
Patricia Mohr, Vice-President, Economics and Com-
modity Market Specialist at Scotiabank. Chinas
economy, of vital importance to global commodity
markets, also appears to be slowing, leading to
some unwinding of commodity positions by fnan-
cial institutions.
Expectations that U.S. growth may remain ex-
ceptionally slow, with minimal infation, has likely
increased the attractiveness of Treasury bonds,
despite very low yields. These developments
lifted the U.S. dollar last week, dampening gold
and silver prices.
Gold investors were also disappointed that the
Federal Reserve Board, at its meeting on Septem-
ber 21, did not announce a third round of Quantita-
tive Easing (QE3), which would have expanded its
balance sheet and overall liquidity, and might ulti-
mately have proven infationary. Spot gold dropped
as low as US$1,532.72 per ounce on September
26 in intraday tradinga drop of US$388 from
the record US$1,921.15 on September 9, though
prices have since rebounded over US$1,600.
The Metal and Mineral Index edged down in
August by minus-0.4 per cent month over month,
as moderate declines in base metals and uranium
more than offset strength in gold, silver and cobalt.
Current copper prices at US$3.16 remain
quite proftable for mining companies, yielding a 54
per cent proft margin over average world breakev-
en costs including royalties, depreciation and inter-
est expense, despite the correction, noted Mohr.
Recent surveys on the ground point to soft orders
for Chinas copper fabricators in the fourth quarter,
though global supply and demand conditions are
expected to remain largely balanced, in fact, in a
slight defcit of 30,000 tonnes. Copper prices could
well rally back as 2012 unfolds. CB

ALL RIGHTS RESERVED BY ONTARIO LIBERAL PARTY
034
By Cory Wilkins
shORT leash fOR
OnTaRiOs MCGuinTy
Grit leader returns in major minority
O
n

T
h
e

f
R
O
n
T

p
a
G
e
034
shORT leash fOR
OnTaRiOs MCGuinTy
Grit leader returns in major minority
36 ON THE FRONT PAGE Short leash for Ontarios McGuinty
The knOCkOuT seeMed inevitable. Taxed-to-death
Ontarians were poised for full-force change,
ready to sweep the Ontario Liberals to the side-
lines and hand the provincial reins to the fscally-
restraint Progressive Conservatives.
Ontario looked to go blue, a Tory and blue
collar victory, with many a voter uprising to the
Liberals single solution of taxeco-tax, smart
meter tax, the future possibility of a carbon tax
to vote in real change for hardworking Ontarians.
Seemingly, there was an overwhelming
amount of negative vibes to not only topple but
decimate the Ontario Liberals from the leader-
ship, handing a majority mandate to the PCs.
Then, Ontariansand a few union strangleholds
decided that more McGuinty was in order. In the
end, the Ontario election results were a mix of
shocking and sickening.
On October 6, the Ontario electorate went
to the pollsin record-low numbers, at 49.2 per
centand returned incumbent Premier Dalton
McGuinty to the leaders seat at Queens Park,
for his now-third term representing the Province
of Ontario, but frst time with a minority in the
legislative assembly.
Te only poll that counts
How did that happen? In polls leading up to ballot
box day, Ontario PC leader Tim Hudak appeared
run-away victorious, caution for campaign havoc,
which now appears as if that was the fnal result.
As we fought for, Ontario families need and
deserve relief for the family budget that has
been squeezed these last eight years beyond
what they can afford, Hudak said during his
concession speech.
In June of this year, two major polling frms,
Ipsos-Reid and Forum Research, declared major
leads for the Ontario Tories, as much as 11 and
15 per cent, respectively, over McGuintys Liber-
als. A slam dunk, probable majority victory for the
Progressive Conservatives was in the making.
But as the weeks dragged toward October
6 in this less-than-inspiring election campaign,
the tables began to turn, pointing toward yet an-
other Ontario victory for the Liberals. And when
the fnal votes were tallied, the Liberals won
53 seats, enough for re-election, but a drastic
fall from its former 70 seats, as well as a single
seat short of majority rule.
38 ON THE FRONT PAGE Short leash for Ontarios McGuinty
Meanwhile, the PCs picked up the Offcial
Opposition with 37 seats, a big jump from the
25 seats it held entering the election. The third-
wheel New Democrats also gained seats, up
seven seats to now have 17 representatives at
Queens Park. In terms of the popular vote, how-
ever, the results were much closer, with the Liber-
als at 37.6 per cent, the PCs at 35.4 per cent,
and 22.7 per cent for the NDP.
Seatless in Toronto
Its a disappointing result for the PCs, who
looked to have the win in the bag, but seemingly
went off the tracks as the campaign neared
its fnished line. The key to victory for the PCs
was breaking the seal to the lucrative Greater
Toronto Area ridings, where the party has failed
to gain any seats in the previous two provincial
elections, in 2003 and 2007. Home to more
than 30 ridings, a handful of victories in Toronto
may have made the difference for the PCs.
However, once again, the PCs struck out in the
Ontario capital.
Perhaps the best summary of the election
results is this: Toronto elected a Liberal govern-
ment. The rest of Ontario elected a Progressive
Conservative governmentsave for speckles of
Orange in Windsor-Essex, the Niagara Region,
and Northern Ontario.
For the PCs, the focus now turns to an of-
fcial leadership review to be held at the partys
next caucus meeting, protocol after an election
loss, to determine whether Hudak will remain as
party leader.
Returning with Tim?
The sense is that although Hudak and his party
lost an election that should have been nothing
but a clean-sweep victory, the PCs will focus on
the positivesnotably gaining double-digit seats
at Queens Park and a reduction of McGuintys
Liberals to minority status that will allow for more
PC power. There is also hope that a non-conf-
dence vote to defeat the government prior to the
next Ontario provincial election could come into
play prior to the four-year term expiration in 2015.
Hudak said, I hope well see the Premier
approach us with a little bit more humility. We
recognize we had great gains in the province. We
had some areas we didnt gain, but were going
to fx that and well win next time.
The assumption here is that Hudak will retain
the leadership, though I suspect there is greater
pressure for Hudak to better resonate with voters
next time around, in terms of more policy sub-
stance of his own ideas, rather than a supposed
anti-McGuinty, the tax-man platform.
It is very clear that the people of Ontario
have sent a strong message that they want a
change in direction, [and] have put Dalton Mc-
Guinty on a much shorter leash, Hudak said.
[Voters] expect us to focus like a laser on
creating good, sustainable private sector jobs.
They expect us to rein in runaway government
spending, to make smarter choices with their
tax dollars, and to ensure that government lives
within its means. Time will tell if Dalton McGuinty
actually got the message.
although we did not get the result
we wanted, I am damn proud of
the campaign that we ran across the
province of ontario. We can point
to progress tonight.
Progress is the key word here. Hudak will
have the opportunity to progress further upon his
return to the legislature, looking to build better
consensus, inspire the electorate, and add to the
gains made by the Progressive Conservatives. CB

40 COLUMNIST Roy Green
C
B
J

s
a
y
s
ROy GReen Takes On
BullyinG
Te Workplace bullying Institute reports
35 percent of u.S. workers report being
bullied at work; 15 percent have witnessed
it; 68 percent of bullying is same-gender
harassment; 58 percent of targets are
women; 80 percent of the time, female
bullies target other women.

wORkplaCe BullyinG, aCCORdinG to the Wash-
ington State Department of Labour and Indus-
tries, can consist of, but is not limited to, unwar-
ranted or invalid criticism, blame without factual
justifcation, being treated differently than the
ROY GREEN, COLUMNIST
C
B
J

s
a
y
s
rest of your work group, being sworn at, exclu-
sion or social isolation, being shouted at or being
humiliated, excessive monitoring or micro-man-
aging, being given unrealistic work deadlines.
A prevalence study of U.S. workers found
41.4 per cent, or 47 million respondents expe-
rienced psychological aggression at work in the
last year. Almost 15 million workers experienced
psychological aggression weekly.
Recent programs I have aired on the issue
of bullying both in the workplace and among
preteens and teens resulted in scores of on air
calls and listener emails. A former detective
sergeant in a major Canadian municipal police
service quit his multi-decade career over bul-
lying he describes in these terms, until you
have actually lived through a bullying situa-
tion you have no idea of the devastation it will
cause in your life. While I was being harassed,
bullied and threatened I was on the verge of a
nervous breakdown or a stress induced heart
attack and was forced to leave my job to keep
my health.
As challenging as workplace bullying clear-
ly is, it is childhood victimization which most
resonates viscerally.
ROy GReen Takes On
BullyinG
040
C
B
J

s
a
y
s

Canadians recoiled over the recent suicide of
11 year old Mitchell Wilson of Pickering, Ontario,
a child afficted with muscular dystrophy. Was
Mitchells suicide linked to a vicious attack by an
older boy who attended the same school? No one
can be certain, but Mitchells father told media
that following the assault his son entered a down-
ward spiral emotionally. The bully was expelled,
but Mitchell continued to be the target of ridicule.
Talk of suicide as an escape from bullying is
not uncommon. Jenny, a Toronto mother told me
her 10 year old son Jacob has spoken of suicide.
Recently.
Another Ontario mother, Lynne, who when
speaking of her 14 year old sons friendless life
and the bullying he faces regularly (her son pre-
fers to not have even his frst name made pub-
lic), touched so many, including NHL player and
enforcer Richard Greenop.
While Lynnes sons primary school graduat-
ing class was looking forward to a Quebec City
school trip and prom, he fearfully refused to
attend either. Lynne asked her son to put his
feelings to paper. These are his words.

C
O
l
u
M
n
i
s
T
i aM JusT a BOy (By a GRade 8 sTudenT in Guelph):
I am just a boy who didnt have any choices about the hell I have endured.
I am just a boy who couldnt wait to go to school and learn and be liked.
I am just a boy who wanted to make friends and be part of the team.
I am just a boy who didnt get to realize this dream.
I am just a boy who would walk around the playground, alone and sad, as I watched other kids play
soccer and wished they would call me over to join in - just once.
I am just a boy who never got picked for a team and was always last picked in gym class.
I am just a boy who was teased for lacking in athletic ability and mocked for the way I run.
I am just a boy who desperatedly wanted to share my story but had to suffer in silence for fear of more
torment.
I am just a boy who had to suck it up and pretend I was fne and didnt matter.
I am just a boy who wanted a friend and confdant.
I am just a boy who wanted to be accepted for my differences but liked more because of them.
I am just a boy who looked forward to ending my primary school years better than they started.
I am just a boy who wanted to go on the year end trip with my classmates feeling a sense of belonging.
I am just a boy who just learned that I am not accepted and I dont belong.
I am just a boy who wont be victimized anymore and will make choices that will not subject me to the
constant messages of you dont matter, or you are a freak.
I am just a boy who will leave elementary school the same way I started, wanting a friend, wanting to
feel accepted, wanting to be one of the gang.
I am just a boy who had to be brave and pretend that none of this hurt.
I am just a boy who is funny and kind and plays by the rules.
I am just a boy who doesnt understand why subtle yet constant badgering isnt considered bullying - yet
it hurts just as much.
C
B
J

s
a
y
s
I am just a boy who is tired of waiting for it to stop, waiting for adults to make kids accountable,
waiting for a better tomorrow.
I am just a boy who is wishing his childhood away because I hear that adults dont behave that way.
I am just a boy who loves life and laughter and all the things that other kids like and for that I am not
different.
I am just a boy who hopes that one kid understands the impact of being so mean, so unkind.
I am just a boy who wonders if they think about the cruel things they say, the cruel things they do.
I am just a boy who wonders if they are being mistreated and that is why they are so careless with
their words that cut through my soul.
I am just a boy who promises to never ever treat anyone like this.
I am just a boy who promises to raise children, to be kind and thoughtful and tough enough to stand
up to those who dont.
I am - just a boy.
These words, read by a distressed mother,

created a national outpouring of support. Rich-
ard Greenop of the Toronto Maple Leafs and AHL
Marlies is befriending Lynnes son and hockey
enforcer though he may be, Greenop explained
he would even in high school, as a popular stu-
dent and athlete, stand up for the bullied. I
didnt like seeing it and it always cut straight to
my core. I would always step in and for that even
some of my peers would make comments about
sticking up for people. I would love to be a friend
of this boy.
What to do to address bullying cross-
societally?
You can get lost in research and statistical data,
both among the young and in the workplace. Hu-
man Resources and Skills Development Canada
suggests one in seven boys between the ages
of 4 and 11 bully others and approximately one
in 20 are victimized by others sometimes or very
often. Approximately one in 11 girls between
the ages of 4 and 11 bully others, while one in
fourteen are victimized. For both boys and girls,
however, victimization increased with age.
Statistics and research may be useful struc-
tural tools in formulating anti-bullying policies. I
suspect however that workplace and youth bul-
lying numbers fail to accurately represent real
numbers. Many children and indeed adults will
undoubtedly prefer not to admit to being bullied,
or being a bully for that matter.
Whatever the actual fgures, bullying is a
scourge and any positive effects of anti-bullying
efforts depend entirely on the level of commit-
ment by parents, schools and/or employers.
With the advent of cyber technology bully-
ing is no longer limited to personal and direct
encounters. Email, texting and social network at-
tacks expose the bullied to a never ending series
of encounters with dread.
When bullying causes a multi decade senior
police offcer to resign before qualifying for full pen-
sion, or a child to contemplate suicide, surely we
each have a responsibility to support the bullied.
We clearly have the opportunity. CB

Roy Green is a contributor to the National Post
and the host of the Roy Green Show, a national pro-
gram weekends on the Corus radio network.
46 COLUMNIST Alex Carrick
C
B
J

s
a
y
s
ALEX CARRICK, COLUMNIST
C
B
J

s
a
y
s
In hard times, the
fault line in our fnances
may reside in our homes
In the upcoming stretch of uncertainty for the
Canadian economy, look for the residential real
estate sector to be the fault line.
MORe Than any other asset, the home provides a sense
of well-being, both of a personal nature and fnancially
speaking.
It is the bedrock most individuals and families use
when assessing their own wealth.
In the fall-2008 to summer-2009 recession, housing
starts fell as low as 112,000 units seasonally adjusted
and annualized.
Then the Bank of Canada lowered interest rates, the
resale market picked-up and new home starts recovered
about six months later.
They currently sit above the 200,000-units
annualized benchmark.
046
In hard times, the
fault line in our fnances
may reside in our homes
Lets put that in a historical context.
In the decade of the 1990s, new home starts
averaged 150,000 units per year. Between 2002
and 2008, they rose consistently above 220,000
units.
In other words, new home starts climbed
almost 50 per cent between adjacent decades.
Thats a huge jump.
They were probably too low in the 90s and
too high in the 00s. More on the appropriate level
for housing starts in a moment. So far this year,
new home starts have averaged over 190,000
units through nine months.
In July, they were 214,000 units and in Sep-
tember, after dropping back to 190,000 units in
August, they were 206,000 units. Home prices
have held up well. In the resale market, they are
+8 per cent year over year, according to the Ca-
nadian Real Estate Association (CREA).
For new homes in 25 urban centres across
the country, year-over-year prices are +2.3 per
cent according to Statistics Canada. It may seem
paradoxical, but increases in home prices are
usually good for demand.
Consider the alternative. When home prices
are falling, buyers delay purchases in hopes
theyll get even bigger bargains at the bottom of
the downward spiral. The United States is famil-
iar with this pattern. The spate of foreclosures
accompanied by falling home prices has been
slow to spur much buying interest. Most analysts
feel the proper level of Canadian housing starts
justifed by current demographic trends in
family formations and immigration, plus second
48 COLUMNIST Alex Carrick
C
B
J

s
a
y
s
home allure and replacement needslies between
170,000 units and 180,000 units per year.
So where is the current excess demand com-
ing from? The single-family market year to date is
-14 per cent compared with January to September
last year. Row, townhouse and multiple-unit starts,
however, are +17 per cent. Condos make up 50 per
cent of the multiple-unit market and clearly that is
where the surge is originating.
Three cities presently account for 65 per cent
of multiple-unit starts in the country. In two of those
three centres, year-to-date starts are out-sized.
Montreal multi-unit starts are a reasonable +6 per
cent year to date; Vancouver is a more spectacular
+39 per cent; and Toronto is an astonishing +56
per cent. Toronto, with one-sixth of the nations
population, is currently accounting for nearly one-
third of multi-unit housing starts.
Furthermore, the inventory of completed but
unabsorbed (i.e., vacant) multi-unit structures
keeps rising. The Department of Finance earlier
made it harder to obtain mortgage approvals and to
take out personal loans with property as collateral.
But there are other sources of credit tied to the
home and the Offce of the Superintendent of
Financial Institutions (OSFI) has identifed where
another major risk may lie for Canadians in a
downturn.
The recession taught many of us to scale back
on our credit cards and personal borrowing. But
there is still tremendous potential from home equity
lines of credit (acronym HELOC).
These are even more attractive based on
current very low interest rates. If people fnd them-
selves under undue stress on account of job losses
and/or income roll-backs, there will be tremendous
temptation to increase HELOCs.
Homeowners wont be the only ones facing a
crisis in the wilderness. Banks, wishing to main-
tain revenues, will be able to promote HELOCs at
seemingly bargain rates.
But those rates are often tied to the prime.
As such, they will be instantly adjustable upwards
when the Bank of Canada begins to tighten mon-
etary policy again. Most of us cant lower the princi-
pal amounts we owe with any great speed and we
could fnd ourselves in over our heads.
Thats the purchaser side of the housing mar-
ket. What about the supplier side, especially as it
pertains to condos?
We often hear the argument that the new
condo market must be in reasonably good shape
because 80 per cent of units need to be sold be-
fore fnancing can be fnalized. This is an argument
with strong validity when only a limited number of
projects are proceeding. But what if precisely 80
per cent is the norm when there are a great num-
ber of towers rising up in a region? In effect, within
each cluster of fve buildings, one will stand empty.
In 100 such buildings, twenty will be see through.
That puts a different spin on things. On sev-
eral counts, there are reasons to be concerned
about Canadas housing market over the next
year or two. CB

Alex Carrick is Chief Economist with
CanaData, a division of Reed Construction
Data (RCD). CanaData is the leading supplier
of statistics and forecasting information for the
Canadian construction industry. RCD is a division
of the global publishing frm, Reed Elsevier.
For more economic insight from RCD, please
visit www.dailycommercialnews.com/features/
economy. Mr. Carricks lifestyle blog is at www.
alexcarrick.com and he would welcome a follow
on Twitter (Alex_Carrick) or Facebook.
www.alexCaRRiCk.COM
MaJOR CRisis Of COnfidenCe

GRips The GlOBal eCOnOMy
Canadian ChaMBeR Of COMMeRCe
MaJOR CRisis Of COnfidenCe
GRips The GlOBal eCOnOMy
By Tina Kremmidas
52 FINANCE Canadian Chamber of Commerce
One adveRse evenT after another has roiled
fnancial markets, zapped confdence and cre-
ated an air of uncertainty. As Shakespeare wrote,
When sorrows come, they come not single spies,
but in battalions. The world has witnessed politi-
cal unrest in countries across the Middle East
and North Africa, a spike in oil prices, supply
chain disruptions from the Japanese earthquake,
the escalation of the eurozones sovereign debt
crisis, bitter political wrangling in Washington
over the federal debt ceiling and Standard &
Poors decision to downgrade U.S. government
debt. Then came the rising drumbeat of weaker
than expected economic datain the second
quarter, the U.S. economy grew just 1.3 per cent
while Canadas economy contracted by 0.4 per
cent. The recovery in the eurozone has stalled.
Emerging-market economies have maintained
relatively strong growth but the battle against
persistently high infation, insuffcient aggregate
demand and weakness in major export markets
are beginning to affect their growth as well.
Warning signs are fashing red. Christine
Lagarde, Managing Director of the International
Monetary Fund (IMF), said the world is collec-
tively suffering from a crisis of confdence but
I believe there is a path to sustained recovery,
much narrower than before, and getting nar-
rower. To navigate it, we need strong political will
across the worldleadership over brinksman-
ship, cooperation over competition, action over
reaction.
Te Eurozone Debt Crisis Deepens
In Greece, the recession is deepening and the
countrys economy is not expected to recover
before 2013. Many of the fscal and structural
reforms agreed upon under the terms of the
bailout program are proving diffcult to imple-
ment. Growing civil unrest and labour strikes
have paralyzed the nations economy. Many
market participants believe that Greece will
default; its just a matter of time.
Concerns that a debt crisis cannot be fully
contained caused Italys and Spains market
borrowing costs to soar. To diffuse tensions, the
European Central Bank (ECB) intervened, buy-
ing Italian and Spanish sovereign bonds in the
secondary market to keep yields at reasonable
levels and prevent a fnancial meltdown.
Worries mount over the stability of European
banks that hold large stocks of sovereign debt
issued by the most fscally fragile of eurozone
countries. The 17-member eurozone approved
an expanded mandate for the 440-billion Euro-
pean Financial Stability Facility (EFSF) to enable
it to buy sovereign bonds of heavily indebted
eurozone nations in the secondary market and
recapitalize weak banks. While this is consid-
ered an important step in solving the regions
fnancial crisis, there is concern that the EFSF
does not have enough frepower. Markets have
speculated that at least 2.0 trillion will be
needed to give the fund credibility.
The IMFs managing director summed it up.
In Europe we need urgent and decisive action
to remove the cloud of uncertainty hanging over
banks and sovereigns. . . . Banks need urgent
recapitalization. They must be strong enough
to withstand the risks of sovereigns and weak
growth. This is key to cutting the chains of con-
tagion. . . . Europe needs a common vision for
its future. The current economic turmoil has
exposed some serious faws in the architecture
of the eurozone, faws that threaten the sustain-
ability of the entire project.
Americas Confdence Badly Shaken
The recovery in the U.S. has been slow and
erratic. The U.S. unemployment rate remains
persistently high. There are 14 million Americans
looking for work. The average duration of
unemployment has climbed from 17 weeks in mid-
2008 to 40 weeks. Beyond the headline numbers,
more than 8 million workers are classifed as part
time for economic reasons because their hours
had been cut back or they were unable to fnd a full-
time job.
The U.S. housing market remains in the
doldrums. Nationally, house prices have fallen
for six years and analysts expect further
declines before prices bottom out. More than
one in four homeowners has mortgages that
are underwaterthat is, their mortgage balance
exceeds the current value of their home. With
negative equity, many households cannot
refnance their mortgages nor can they sell their
home to pursue job opportunities elsewhere.
Borrowers that are underwater, especially those
out of work, are more likely to default on their
mortgages and possibly face foreclosure. 2.5
million foreclosures were initiated in 2010 and
a similar number is projected for 2011.
It is hardly surprising that in an environment
of high unemployment, a beaten-down housing
market, wild swings in the stock market and
meager economic growth consumers are
suffering from a crisis of confdence.
Business confdence has also been
undermined amid uncertainty about the
direction of government policy as it relates
to employee health care cost, regulation and
taxes. And if things were not bad enough, the
fasco that played out in Washington over the
debt ceiling and the decision by Standard &
Poors to downgrade Americas credit rating
dealt a devastating blow to public confdence
adding to the countrys economic malaise.
When people are uncertain about the fu-
ture, they are less likely to spend. In turn, busi-
nesses will not hire or invest in plants, machin-
ery and equipment if they are uncertain about
future demand. The economy grinds to halt
while everyone waits.
Canada Is Not Immune To Global
Developments
The recent bout of negative global economic
headlines and growing skepticism that policy-
makers will be able to stem the debt crisis and
lay the foundation for a sustainable recovery are
also weighing on consumer and business conf-
dence in Canada.
To be sure, Canada is vulnerable to develop-
ment abroad. Slower economic momentum in
the U.S. will dampen export growth. Roughly 70
per cent of Canadas merchandise exports are
U.S. bound. The direct impact of weaker Euro-
pean growth on Canada is relatively modest
roughly nine per cent of Canadian exports are
headed for Western Europe. However, indirect
effects could be signifcantloss of confdence,
stock market volatility as investors become less
tolerant to risk, tightening of fnancial condi-
tions, and falling commodity prices as global
economic growth slows.
Te Path Forward
In light of todays challenges, the G20 nations
must honour their pledge to do all that is neces-
sary to ensure that banks are adequately capi-
talized and have suffcient access to funding to
deal with current risks, and that they fully imple-
ment fnancial reformsincluding Basel III capi-
tal measuresalong the agreed timelines.
It is imperative that the G20 develop and com-
municate clear and credible medium-term strat-
egies to stabilize and reduce defcits while being
attentive to the implications of fscal choices for
the recovery in the near term.
The fnancial market will continue to swoon
as panicked investors take fight, and consumer
and business confdence will further deteriorate
until there is some resolution to the public sec-
tor debt strains that are engulfng the eurozone
and the U.S. The fscal challenges are not insur-
mountable. The key is for policymakers to act
with conviction and urgency.
In Canada, policymakers should always be
looking for ways to enhance the fexibility of
Canadas economy and improve its dynamism
and performance. We should break down all
internal barriers to trade and labour mobility, re-
move work disincentives in the income-support
system, eliminate burdensome regulatory proce-
dures and minimize tax administration and com-
pliance costs. We should continue to embrace a
prudent fscal framework, trade openness and
a culture of innovation. This will ensure that
Canadas economy is able to adapt to changing
circumstances and can withstand economic and
fnancial shocks. CB

Tina kReMMidas is The Chief eCOnOMisT Of The
Canadian ChaMBeR Of COMMeRCe
The independenT BOaRd:
Take a stand on who sits in your chair
By Talar Beylerian
leGal
CB

The independenT BOaRd:
Take a stand on who sits in your chair
By Talar Beylerian
058
60 LEGAL Take a Stand on Who Sits in Your Chair
amid market share losses to competitors
and technical failures that have angry
blackberry users taking to the Twittersphere
to vent their frustration, research in motion
limited (rIm) faces mounting pressure
from investors to shake up its corporate
structure. Jaguar Financial Corporation
(Jaguar), a shareholder of rIm backed by
institutional shareholders who together with
Jaguar own eight per cent of all issued and
outstanding shares of rIm, recently called
for changes in rIms corporate governance
practices, including a call for the elimination
of a culture of management dominance
and the development of a collaborative
partnership relationship between
management and the board.
One Of The most immediate changes being
sought is the appointment of an independent
chair to the board of directors. Currently, RIMs
co-chief executive offcers (CEOs) Mike Lazaridis
and Jim Balsillie are both co-chairs at RIM.
In advance of the annual meeting of the
shareholders on July 12, Northwest & Ethical
Investments LP (NEI), a shareholder of RIM,
proposed a separation of the roles of chair and
CEO, a proposal endorsed by proxy advisory frms
Glass Lewis & Co., LLC and Institutional Share-
holder Services Inc. On June 30, RIM announced
that NEI agreed to withdraw the proposal. In
return, RIM agreed to establish a committee of
independent directors whose mandate would
include studying the role of a lead independent
director versus a chair and determining the
business necessity for RIMs Co-CEOs to hold
the co-chair position.
The recent critique of the co-CEO, co-chair
structure at RIM highlights the inherent problems
with this type of leadership structure.
There are few statutory requirements with
respect to the position of the chair of the board
of directors. The chair of the board must be
a director of the corporation. The Canada Busi-
ness Corporations Act (CBCA) does not contain
a specifc provision for the offce of the chair of
the board although chairperson of the board of
directors is included in the defnition of offcer
under sections 1 and 126 of the CBCA. Similarly,
the Business Corporations Act (Ontario) includes
the term chair of the board of directors in the
defnition of offcer under section 1 of that Act
but does not contain a specifc provision for the
offce of the chair of the board.
The Corporate Governance Guidelines of
National Policy 58-201, adopted by Canadas Se-
curities Regulators, set out guidelines for report-
ing issuers to consider in developing their own
corporate governance practices. The Guidelines,
which are not meant to be prescriptive, suggest
that the chair of the board should be an indepen-
dent director and where this is not appropriate,
an independent director should be appointed to
act as lead director.
Whether it is appropriate to combine the po-
sitions of CEO and chair has been the subject of
considerable debate. On the one hand, proponents
of the split model argue that a board chaired by
the CEO cannot effectively monitor and assess
62 LEGAL Take a Stand on Who Sits in Your Chair
managements performance and will be faced with
an inherent confict of interest. On the other hand,
others argue that vesting one individual with both
the positions of CEO and chair ensures that the
individual has nowhere to hide. Furthermore, some
critics of the split model argue that a non-executive
chair might inadvertently undermine the CEO (or
vice versa) as the fractured leadership can create
confusion as to who leads the company and who
leads the board.
For effective corporate governance, the
board of directors should have a voice indepen-
dent from management. The board of directors
is entrusted to oversee the conduct of business
and supervise management. To fulfl this role, the
board must be able to monitor, actively scrutinize
and question management.
In order to ensure that the board is able to
act independently, appropriate structures, pro-
cedures and policies should be put in place. One
obvious solution is to clearly separate the offce
of the chief executive from the offce of the chair
of the board. In the alternative, if this separa-
tion is not appropriate and the chief executive
offcer and the chair of the board are the same
person, the board can assign responsibility to an
independent lead director. One of the problems
with the latter approach is that overlap between
the responsibilities of the chair of the board
and the lead director can impact the compara-
tive effectiveness of the roles. The chair of the
board title bears a certain weight and remains a
hierarchical symbol of leadership to other board
members, shareholders and management. The
lead director may struggle to get out from under
the shadow of the CEO-chair.
There is increasing recognition in the
U.S. and Canada that the appointment of an
independent chair is an important step toward
the development of an independent board. Of
course, merely splitting the role of the chair
and the CEO does not guarantee effective
independent oversight by the board. The key is to
strengthen the capacity of the board to facilitate
PHOTO CREDIT: SGM / SHUTTERSTOCk.COM
a constructive relationship with management
that is grounded in a mutual understanding
and appreciation of the respective roles of
management and the board. Aside from splitting
the roles of the chair and the CEO, other ways
to achieve this goal include conducting informal
meetings of the board on a regular basis without
the presence of management (such as an in-
camera session without management present
at the end of quarterly board meetings) and the
development and communication of position
descriptions for the board and management
which delineate the limits of managements
responsibilities and authorities.
The appropriate division between the
management and the board will vary from one
company to the next and may even vary within
the same company from time to time in response
to changing circumstances.
The content of this article is intended to
provide general information for the reader and is
not intended as advice or an opinion to be relied
upon in relation to any particular circumstance.
For specifc applications of the law to a particu-
lar set of circumstances, the reader should seek
professional advice. CB

Talar Beylerian practices law as an associate in
the litigation group with McLean & Kerr LLP, a
law frm based in Toronto.
No. 1
No. 1
when fORBes Released its annual ranking of global economies, it showed the rest of the
world what we already know: Canada is the best country in the world to do business.
Canada ranked No. 1 on the list of the worlds best places to do business, ousting
Denmark from the top seat, citing improvements to our tax system, easy administrative
policies, investor protection and the best banking systems in the world.
Canadas substantial trade, particularly in energy including oil, gas, uranium and elec-
tric power, and great natural resources led to solid economic growth for most of the past
18 years.
The business magazine cited our affuent, high-tech industrial society in the trillion-
dollar class as one of the reasons to push Canada up from last years No. 4 spot, and
lauded our banking system.
Buffeted by the global economic crisis, the economy dropped into a sharp reces-
sion in the fnal months of 2008, and Ottawa posted its frst fscal defcit in 2009 after 12
years of surplus, said the ranking. Canadas major banks, however, emerged from the
fnancial crisis of 2008-09 among the strongest in the world, owing to the fnancial sec-
tors tradition of conservative lending practices and strong capitalization. CB

66 FINANCE Dominion Lending Centres
dOMiniOn
lendinG CenTRes
Canadas pre-eminent
mortgage company
066
dOMiniOn
lendinG CenTRes
Canadas pre-eminent
mortgage company
finanCe
CB

GARY MAURIS, DOMINION LENDING CENTRES PRESIDENT AND CO-FOUNDER
Dominion lending Centres President and
Co-founder, Gary mauris, is as energetic
and passionate as the companys national
spokesperson, Don Cherry.
GaRy MauRis, DOMiNiON LENDiNG CENtREs PREsiDENt aND CO-fOuNDER
iT was exaCTly these traits that grew Mauris
national mortgage and leasing company, Domin-
ion Lending Centres, into the countrys largest
independent mortgage company in less than
fve years.
Entrepreneurial at heart, Mauris was vaca-
tioning at his Palm Springs home when an idea
came to him about a new business venture.
It was there that the idea to start a mortgage
company was (literally) at his feet.
I noticed that the mail I received was flled
with advertisements for several different mort-
gage companies. Curious, I started doing my
homework and learned that 80 per cent of mort-
gages done in the U.S. were being completed by
a U.S. mortgage broker.
Realizing what works in the U.S. often trans-
lates well into Canada, Mauris partnered with Chris
Kayat, the largest Royal LePage owner in Western
Canada at the time, who also owned a small mort-
gage company primarily to service mortgage trans-
actions through his Royal LePage offces.
Amazed at the amount of high-profle mort-
gage brokers in the U.S., when he asked Kayat to
name his competitors in Canada, Mauris did not
recognize even one company name. There was
no national company with a focus on brand build-
ing for something so important to the consumer
as fnance, which was the motivation behind
starting Dominion Lending Centres in 2006.
Making mortgages easy
With over 2,000 mortgage professionals of-
fering free expert advice to clients through-
out Canada, Dominion Lending Centres is
the leading national mortgage and leasing
company in the country, helping Canadians
simplify their mortgages and streamline their
overall finances.
Today, we are the No.1 company in the
country, says Mauris. We are dominating
market share, we now have 390 offces across
Canada, and we have access to dozens of
banks, credit unions, trust companies and
Since we are the no. 1 mortgage provider in Canada, we work
on behalf of the lender to provide Canadians with the very best
options to meet their mortgage fnancing needs.
Make it happen
Ready to find a home?
MCAP Service Corporation / Ontario Mortgage Brokerage #10515 / Ontario Mortgage Administrator #11692
Brokers voted MCAP
#
1 in Canadian Mortgage Professional
Magazines 5th Annual Brokers on Non-Bank Lenders Survey.
At MCAP, we believe a professional mortgage broker is your best option.
To find a mortgage broker near you, visit:
www.mcap.com/mortgageprofessional
A house isnt just a house. Its a home.
Whether its your dream home or your
second home-away-from-home, MCAP
offers a full range of mortgage options
to turn your dreams into reality.
MCAP provides you with
industry leading customer
service for the life of your
mortgage. Easy and effortless,
MCAP offers the perfect
mortgage solution to get you
into your home.
MCAP Ad for Canadian Business Journal_October 2011 Final_Layout 1 10/6/2011 12:06 PM Page 1
other lending institutions. Its been a real fun
ride and certainly hasnt been without tons of
effort, passion and hard work.
Whether Canadians are looking to buy a
home, renew a mortgage, purchase a rental
property or vacation home, or lease business-
related equipment, Dominion Lending Centres
has a product available that will ft the unique
needs and fnancial situation of each client.
Success has come quickly to Dominion
Lending Centres, named the Best Newcomer
(Mortgage Brokerage Firm) at the 2008 CMP
Canadian Mortgage Awards (dubbed the
Oscars of the mortgage brokering industry),
and has achieved incredible growth. At the
2009 CMAs, Dominion Lending Centres
received the Best Branding Award, and again
in 2010, with the addition of the prestigious
title of Mortgage Brokerage of the Year and
Best Advertising. Dominion Lending Centres
was also ranked on the PROFIT Hot 50 list of
Canadas emerging growth companies by Proft
WE RECOMMEND CUSTOMERS USE
DOMINION LENDING CENTRES
r st nat i onal . ca
First National would like to congratulate
Dominion Lending Centres.
Best of luck and continued success from
Canadas #1 Mortgage Broker Lender.
Delivering Service. Creating Solutions. Building Success.
First National is licensed under the Mortgage Brokers, Lenders and Administrators Act 2006 (Ontario) Licence No. 10514
C
M
Y
CM
MY
CY
CMY
K
First National_p2.pdf 1 10/28/2011 3:12:29 PM
magazine for two consecutive years, and Mauris
himself was a fnalist for the 2011 Ernst & Young
Entrepreneur of the Year award.
This year, our company will fund $11.5
billion in mortgages, says Mauris. Out of all
mortgage companies, we hold 16 per cent mar-
ket share Canada-wide and, in some markets,
over 30 per cent market share. We are growing
today faster than we ever have.
This volume, of course, is part of Dominion
Lending Centres success. By sending $11.5 bil-
lion in mortgage business a year to the banks
and other fnancial institutions, Dominion Lend-
ing Centres is offered better mortgage products
and rates and faster turnaround times. Because
we send these banks so much business, they
automatically give us better rates and often more
favourable terms.
That equals 65,000 mortgages this year
across Canada through our company. Since we
are the No. 1 mortgage provider in Canada, we
work on behalf of the lender to provide Canadians
with the very best options to meet their mortgage
fnancing needs.
Mauris credits some of this growth to a
customer who is now highly-educated in the value
of using a mortgage broker. I see it all the time
where people have been lifelong customers of a
100% CANADIAN.
110% COMMITTED.
We are committed to helping
you find the right solutions
for your borrowers.
As the only 100% Canadian-owned
private mortgage insurer, Canada Guaranty
is dedicated to meeting the diverse needs
of mortgage professionals through
value-added benefits that include:
Mobile Tools
Direct Access to Underwriters
Our Homeownership Solutions Program
A Comprehensive Product Suite
Canada Guaranty Mortgage Insurance Company
877.244.8422 I www.canadaguaranty.ca
certain bank, and have up to three mortgages
there, plus a business account, their RRSP,
and typically in an hour I can beat their best
negotiated rate by at least half a point. Its like
being able to offer the client wholesale versus
retail mortgage rates.
Through this high level of mortgage volume,
Dominion Lending Centres has developed a
good working relationship with the banks. Im
going to send Scotiabank $2 billion in business
this year and CIBC $2 billion in business this
year, so when it comes from Dominion Lending
Centres, the banks provide a product that lets
us bring customers in their doors. We under-
write and package the deal, and all they have to
do is fund it. Because of that they give us better
rates, faster turnaround and better service.
For mortgage consumers, Dominion
Lending Centres offers choice, certainty and
savings. Mauris credits his companys success
to the fact that mortgages are about much
more than ratestheyre also about providing
expert mortgage advice catered to each
borrowers needs. We have to compete, no
question, and we always will, he says. But
its about choosing the right mortgage product
for your situation. In some cases we look at
your entire package, not just the mortgage,
but also personal debt, lines of credit, student
PHOTO CREDIT: DAVE O/ 61-MCLEAN-CHERRY-POSTGAME2
loans, etc., and create a consolidated payment
package, which can save you up to $800 a month
in throwaway interest.
And, especially in a more challenging
economy, throwaway is the last way you want to
describe your savings. That said, Mauris believes
Canada will avoid the economic pitfalls that have
troubled the United States. His expertise in the
mortgage market is so valuable that he was
handpicked to be on a select team of 15 people
to work with Canadian Minister of Finance Jim
Flaherty.
During the budgetary consultation, Mauris
acknowledged the Finance Departments vital
dOn CheRRy CeleBRiTy
endORseMenT deal
role in providing emergency mortgage liquidity dur-
ing the credit crisis, and also encouraged the gov-
ernment to consider an alternative to eliminating
35-year high-ratio amortizations, whereby a borrow-
er may have to qualify at a 30-year amortized pay-
ment but retain the right to a 35-year amortization.
Mauris exemplifes the best in Canadian busi-
ness. By focusing in on an underserved market, not
only has he created a thriving business, but also
offers an important service for customers unsure of
the best way to navigate through complex fnancial
arrangements. CB

www.dOMiniOnlendinG.Ca
Dominion Lending Centres signed Don Cherry
to a multi-year celebrity endorsement deal last
year and has seen tremendous growth as a result.
No other Canadian mortgage brokerage has
ever done anything like this before.
Don Cherry is by far the most influential
commentator and is one of the most recognizable
people in Canada. Hes best known for being the
flamboyant yin to Ron MacLeans yang on the
popular Coachs Corner segment on Hockey Night
in Canada, the most watched sports telecast in the
country. Cherry was recently named one of the Top
10 Canadians of all-time in the nationwide CBC
program The Greatest Canadian, which polled the
Canadian public at large. He was also ranked in
the May 2010 issue of Readers Digest as one of the
most trusted Canadians.
Hey, Hey! I dont know mortgages, but my
friends at Dominion Lending Centres know,
and theyll get you the best rate! exclaims
Cherry as the perfect hand-off happens in the
first TV commercial.

Cherry knows a lot about many things, but
when it comes to mortgages, hes stumped. The
opportunity here is to address that Cherry is just
like many Canadians who dont know about the
benefits of using a mortgage professional.
dOn CheRRy CeleBRiTy
endORseMenT deal
landRy MORin
Conscientious and conservative
investment management
078
For fnancial security in turbulent times, a thought out and balanced investment
portfolio can result in peace of mind. montreal-based investment manager landry
morin has built a reputation for prudent fnancial management with years of proven
discretionary portfolio management for private clients, pension funds, foundations
and endowment funds.
landRy MORin
Conscientious and conservative
investment management
finanCe
CB

80 FINANCE Landry Morin
JEAN-LUC LANDRY, PRESIDENT RICHARD MORIN, PORTFOLIO MANAGER AND COO
Landry Morin was founded in 2002 by Jean-
Luc Landry and Richard Morin, Principals,
on the premise of delivering optimal returns
on personalized investment policy tailored
specifcally to the circumstances, wants, needs
and comfort of the client. In that time, Landry
Morin grew to be a mid-size frm in Canada.
In a time when many people are question-
ing the best approach to fnance management,
Landry Morin has a sober and proven approach
to navigatingand explaininginternational
markets. For added security, the assets of Landry
Morins clients are held by TD Waterhouse In-
stitutional Services, a subsidiary of TD Bank.
Landry Morin does pure investment manage-
ment and none of the back offce work, so we
dont touch the assets of the client, says Landry.
We selected TD because it is the largest, possi-
bly most effcient frm in Canada.
Landry Morin essentially runs two busi-
nesses under one umbrella: Landry Morin
Funds, a family of equity funds available
through investment advisors in Quebec and
Ontario as well as a hedge fund which exploits
a proven quantitative systemic strategy man-
aged internally, and diversifed and tailored
portfolios comprised of domestic and interna-
tional exchange traded funds.
Croesus Finansoft Inc. is the leading provider of portfolio management and CRM software in Canada, delivering proven results for over 24 years.
The software of choice among investment professionals, Croesus is recognized for its intuitive and comprehensive platform. At the leading edge
of technology, we are continuously evolving to improve operational efficiency, reduce risk and enhance client service.
For more information visit www.croesus.co or contact us by email to schedule a demo at info@croesus.com.
PORTFOLIO MANAGEMENT
& CRM SOLUTION
SINCE 1987
Track, measure
and evaluate
investments
with Croesus
C
M
Y
CM
MY
CY
CMY
K
Canadian Business Journal Ad - Croesus Finansoft.pdf 1 27/09/2011 3:59:22 PM
For one, how does Landry Moring protect its
clients and their investments? Our hedge fund
has done well, especially in the summer during
that diffcult period, says Morin. That is what it
is designed for and that is what it did.
Typically, Landry Morins 150 direct clients
are high net worth individuals, endowment funds
and pension funds.
Asked about the Canadian markets, Landry
says the domestic economy is not as fragile as it
is represented in media, and feels concern for cli-
ents who are understandably anxious about the
state of affairs. I fnd it diffcult for our clients,
he says. Maybe I am more patient than average,
I fnd that clients fnd it more diffcult as time
goes by with these deep cycles we have. But it is
more fear than reality. In this downturn we are
down fve per cent, but people pick up the paper
and think their portfolio has just collapsed.
Two factors lead us to believe there is a
good chance this bear market will be over by
year-end, reads Landry Morins Third Quarter
Review. First, an analysis of the 10 bear mar-
kets since the 1950s shows that once the stock
market has fallen 20 per cent, two things can
happen: the market will continue to drop for a
total loss of 50 per cent or it will decline on aver-
age another fve per cent to 10 per cent and then
82 FINANCE Landry Morin
landRy MORins invesTMenT
philOsOphy is Based On ThRee Main
pRinCiples Of MOdeRn finanCe:

1. Index management outperforms
traditional security selection
The majority of individual and institutional
investors are now investing a portion or all
of their portfolios on an index basis for the
simple reason that this approach offers better
returns at lower costs.
For almost a decade, Landry Morin has been
a pioneer in using exchange-traded funds
for private clients. We choose from among
hundreds of exchange-traded funds to create
the optimal portfolio.

2. More than 90 per cent of a portfolios
return is explained by asset allocation
Over the long term, a portfolios returns are
explained essentially by its allocation among
the various asset classes.
With each partner having more than 25
years of experience, Landry Morin has all
the expertise required to manage the three
aspects of sound asset allocation:
Establish a strategic allocation based on the
clients investment policy and objectives
Rebalance the portfolio periodically when
market fluctuations cause it to stray from
the target allocation
Make tactical changes to preserve capital
and to take advantage of asset classes that
are considered undervalued or that offer
better potential

3. Psychology plays an important role in
financial markets
Financial markets and the prices of publicly
traded stocks are occasionally affected by
irrational investor behaviour. Research clearly
shows that a purely quantitative, disciplined
and systematic approach allows investors
to take advantage of market distortions and
generates superior returns.
Landry Morin Funds exploit these market
anomalies to offer superior returns and
contribute significantly to the performance of
a diversified portfolio.
our hedge fund has done well,
especially in the summer during
that difcult period, says morin.
Tat is what it is designed for and
that is what it did.
recover quite quickly. The conditions that would
lead to a total decline of 50 per cent are not
present because equities were not expensive at
the peak and there is little chance that the po-
tential recession will be very severe.
Landry Morin uses a mix of exchange traded
funds and its own proprietary funds to construct
diversifed and balanced portfolios that can with-
stand the ups and downs of fnancial markets.
A typical balanced portfolio will hold close
to 50 per cent in fxed income securities and
assets that are not correlated with the stock
market, says Morin. This constructs a con-
servative portfolio for the client. 20 per cent of
our private client assets are invested in Landry
Morin funds, the other 80 per cent are invested
in broadly diversifed corporate and government
bonds and stocks in Canada, U.S., international
and emerging markets. CB

www.landRyMORin.COM
pRepaRinG fOR
The new nORMal
084
ED DEVLIN (CENTRE), EXECUTIVE VICE-PRESIDENT AND HEAD OF CANADIAN PORTFOLIO MANAGEMENT, WITH THE CANADIAN TEAM
pRepaRinG fOR
The new nORMal
Pacifc Investment management Company, llC
finanCe
CB

photo by bill Gallery
86 FINANCE PIMCO
Global investment management and so-
lutions frm Pacifc Investment Management
Company, LLC, or PIMCO, opened its doors
in Canada in 2004. This addition, the worlds
largest mutual fund, with assets of more than
$1.3 trillion worldwide, brought a formidable
competitor to the mutual fund market.
PIMCOs mantra is straight forward, to be
the global investment authority for retail and in-
stitutional investors. Stuart Graham, President
of PIMCO Canada, tells CBJ exclusively that this
means to take a needs based approach to
whatever [the investors] needs might be, and
increasingly in todays market those are more
complicated needs, and we align that with ap-
propriate investment solutions.
Fixed income investments have broad ap-
peal
The historical roots of PIMCO are funda-
mentally a fxed income investment house, and
while the company has broadened its capabili-
ties, PIMCO is globally recognized for its results
in this forum. Started on the sunny shores of
Orange County, Calif., by three men with a view
to hire the best and brightest and revolution-
ize the markets, fast forward 40 years, PIMCO
has $1.3 trillion (yes, with a T) in global assets,
$9.7 billion of which are in Canada, making it
one of the worlds most successful companies.
Typically, investors have an appetite
ED DEVLIN, EXECUTIVE VICE-PRESIDENT AND HEAD OF CANADIAN PORTFOLIO MANAGEMENT
Global investment management and solutions frm Pacifc
Investment management Company, llC, or PImCo, opened
its doors in Canada in 2004. Tis addition, the worlds largest
mutual fund, with assets of more than $1.3 trillion worldwide,
brought a formidable competitor to the mutual fund market.
piMCOs ManTRa is straight forward, to be the global investment authority
for retail and institutional investors. Stuart Graham, President of PIMCO
Canada, tells CBJ exclusively that this means to take a needs based ap-
proach to whatever [the investors] needs might be, and increasingly in
todays market those are more complicated needs, and we align that with
appropriate investment solutions.
photo by bill Gallery
88 FINANCE PIMCO
Fixed income investments have broad
appeal
The historical roots of PIMCO are fundamentally
a fxed income investment house, and while the
company has broadened its capabilities, PIMCO
is globally recognized for its results in this forum.
Started on the sunny shores of Orange County,
Calif., by three men with a view to hire the best
and brightest and revolutionize the markets, fast
forward 40 years, PIMCO has $1.3 trillion (yes,
with a T) in global assets, $9.7 billion of which
are in Canada, making it one of the worlds most
successful companies.
Typically, investors have an appetite for
bonds, or fxed income investments, in tumultu-
ous economic times, when low risk and low re-
ward is an appealingly safe bet. With a top down,
macro-economic framework, PIMCOs long-term
perspective on the market makes its funds at-
tractive to the conservative investor.
If we can get that top down thesis
correct, then we are going to make
appropriate investment decisions for
investors, says Graham. We dub
this framework Te new normal.
(416) 282-5955
stan.woodne@all-win.ca
louise@robitailleinteriors.com
www.all-win.ca
It has been a pleasure for the All-Win/Robitaille team to work
with the Pimco Toronto team on their ofce relocation and build
out. We appreciate the opportunity to offer our Design/Build
turnkey services to Pimco and with our single source one point of
contact project delivery method we were able to complete the
project on time and on budget with attention to quality and detail.
With our design and construction as one company we are able to
successfully complete Design/Build and Turnkey projects for such
clients as. Facebook, Linked IN, Dundee Precious Metals, Ontario power
authority, and a larges number of Design/Build turnkey projects for
Rio-Can a Toronto builder and developer and the National Hockey
League to name a few.
At All-Win/Robitaille we have the condence,experience and ability to
complete any project large or small and to provide added value for our
customers and clients.
The framework of The New Normal is that
the current economic situation is not your garden
variety recession and recovery; rather, what
we are seeing is a fundamental and durable
changes to the investing landscape.
Key reasons behind these changes are
related to deleveraging in the market and now
both businesses and household consumers
trying to dig themselves out of high debt rates,
says Graham. Reregulation in the market place
is one factor. Another is an increasingly multi-
speed economy, meaning developing markets
are in this cycle of very low growth, while emerging
markets are experiencing a breakout phase of
their development.
The market and investors trust PIMCOs abil-
ity to understand the macroeconomic framework,
and to translate that into an investment strategy
which, over business cycles, has produced mean-
ingful alpha for clients. We earned that $1.3 tril-
lion the old fashioned way, namely we have never
merged with anyone, but have earned business
one investor at a time.
When asked to comment on the turbulence
in the markets of late, Graham replies, These
last eight weeks has been a more challenging
90 FINANCE PIMCO
investment environment than we have seen in
the previous 10 months. We have seen extraor-
dinary events, not the least of which is the crisis
in Europe and the U.S. credit ranking down-
grade which make it diffcult to invest in that
period. Fundamentals are not really what are
driving the market and that has created noise in
the portfolio lately.
Despite these truths, Canada has been
sheltered somewhat by these extraordinary
events. In an essay entitled A Practical Guide
to Liability-Driven Investing, PIMCOs Ed Devlin,
Executive Vice-President and head of Canadian
portfolio management, states, Since the fnan-
cial crisis, we have found that many investors
are more concerned about fnancial repres-
sion: a process by which government policies
are designed to keep real rates of return low in
order to help countries to reduce their debt-to-
GDP over time by providing savers with a poor
infation-adjusted rate of return...In Canada, we
expect less fnancial repression than in the U.S.
or United Kingdom. At the same time, Canada
appears to be a destination of choice for much
of that offshore capital trying to escape fnan-
cial repression. In this New Normal environ-
ment, we expect to see low real yields while
breakeven infation expectations (BIE) remain
well anchored.
Eight new Canadian funds
At the beginning of this year, PIMCO launched Ca-
nadian registered mutual funds, offering diverse
investment solutions for clients particular needs.
Ranging from Short Term Bonds, to Total Return
Bond Funds, and Global Balanced Funds, these
funds are an innovative suite of investment solu-
tions, created within the framework of The New
Normal.
Investors are welcomed to review PIMCOs
literature or visit its website, or Canadian offce in
downtown Toronto. CB

www.Canada.piMCO.COM
huB finanCial
managing General agency
huB finanCial
managing General agency
finanCe
CB

092
94 FINANCE HUB Financial
originating from the acquisition of four separate operations by its
parent company hub International, hub Financial has grown
over the last 12 years to become one of Canadas largest and leading
managing General agencies (mGa). Te initial challenge hub
Financial faced during its infancy was the integration of four separate
mGa operations, each with its own leadership, distinct culture, and
unique market, to become one cohesive and well-oiled machine, with
its own identity, brand and value proposition.
Standard Life
celebrates HUB
The Standard Life Assurance Company of Canada October 2011 2011 Standard Life
To find out more about Standard Life financial
products, contact HUB Financial or visit
Close partnerships, like the one Standard Life enjoys
with HUB Financial, help make our number 1 goal
possible: To help our customers look forward with
confidence and optimism.
Standard Life is a long-term savings and investment company
that has been doing business in Canada for 178 years.
Headquartered in Edinburgh, Scotland, with around 6 million
customers worldwide, Canadian operations boast 1.4 million,
including group insurance and retirement plan members.
www.standardlife.ca
Standard Life
celebrates HUB
The Standard Life Assurance Company of Canada October 2011 2011 Standard Life
To find out more about Standard Life financial
products, contact HUB Financial or visit
Close partnerships, like the one Standard Life enjoys
with HUB Financial, help make our number 1 goal
possible: To help our customers look forward with
confidence and optimism.
Standard Life is a long-term savings and investment company
that has been doing business in Canada for 178 years.
Headquartered in Edinburgh, Scotland, with around 6 million
customers worldwide, Canadian operations boast 1.4 million,
including group insurance and retirement plan members.
www.standardlife.ca
as an inTeGRaTed unit, HUB Financial estab-
lished its own objectives, goals, mission and,
perhaps most important, its own identity. Today,
the company has emerged as one of Canadas
most recognized, industry-leading MGAs.
John Lutrin, Chief Marketing Offcer with
HUB Financial, was passionate about the com-
pany when describing the enormous growth
achieved by HUB Financial since the company
came together in 1999. He explains the parallel
approach of two key growth strategiesorganic
growth, and growth by acquisitionboth key ele-
ments of HUB Financials growth strategy.
Organic growth
Organic growth drives new business from the
existing broker base of HUB Financial. Existing
brokers, who are the direct clients of HUB Fi-
nancial, are served in ways that enhances their
productivity, thus boosting organic growth. This
is achieved by providing brokers a robust offering
of resources, tools and expertise that enables
brokers to conduct their business at maximum
effciency. It also provides brokers a full-service
back-offce platform allowing brokers to maintain
their focus on serving clients rather than being
caught up in administration and processing.
Growth through acquisition, coincidentally
how the company originally began, has contin-
ued, and HUB Financial has aggressively pursued
opportunities for further growth through fnding
entities that are well suited for acquisition.
JOHN LUTRIN, CHIEF MARKETING OFFICER,
HUB FINANCIAL
Trademark of The Empire Life Insurance Company.
Policies are issued by The Empire Life Insurance Company.
Proud to work with HUB Financial
in helping Canadians build their
wealth and protect their
fnancial security.
Investments Insurance Group solutions
www.empire.ca info@empire.ca
PARTNERS
IN BUSINESS
PARTNERS
IN SUCCESS
CanadianBusinessJournal-2011-10-EN-v3.indd 1 11-10-17 8:35 AM
We look for entities that we believe would
be the right ft for our corporate culture and for
our production and business objectives, Lu-
trin said. This has been our strategy and will
continue to be so.
The goal is to continue providing a valuable
offering, so as to satisfy existing brokers as HUB
Financial continues to enhance their productiv-
ity, as well as attracting new customers to HUB
Financial by making its value proposition known
in the industry. Lutrin summarized, That is the
vision and thats how we seek out our growth.
Steady in volatile markets
HUB Financial is well positioned through its busi-
ness streams, but perhaps one area that has
been volatile to economic conditions in recent
years has been the investment side of the busi-
ness. While HUB Financial is primarily an MGA, it
also serves as a Mutual Fund dealership through
HUB Capital. The investment focus of HUB Finan-
cial however is tied to segregated funds, the life
insurance industry equivalent of mutual funds.
HUB Financial is noted for its focus on the protec-
tion aspects of segregated fund offerings, where
it educates brokers on the product selection
process for clients based on suitability and client
profle. Built-in protections and guarantees make
the appetite for segregated funds more appeal-
ing in uncertain economic times.
In some ways, a more volatile market is re-
ally an opportunity for us to highlight the value
of segregated funds, which is such a key com-
ponent of the investment products that we of-
fer, Lutrin explained. The more uncertain and
volatile the economic climate is, the more aware
of capital protection advisors become, making
segregated funds an attractive alternative to
investors seeking greater protection.
Ensuring that brokers and customers recog-
nize the value proposition offered by HUB Fi-
nancial is key to organic growth for the company
moving forward. Customer satisfaction is of high
importance to HUB Financial, and the company
works to ensure that it adds value and effciency
wherever possible. As an MGA, HUB Financial
works between the advisor and the life insurance
company, often adding value with leading-edge
Atlantic Provinces
1 800 577-4747 or
506 855-5310
Quebec
1 800 463-6236 or
418 684-5000, ext. 5080
Ontario
1 800 268-8882 or
416 487-0242
Western Canada
1 800 665-4458, ext. 110 or
604 737-9110
Listening
to your needs
Your advisor analyzes your
needs and guides you
throughout your lifetime.
Life and disability insurance
Critical illness insurance
Accident insurance
Retirement savings (RRSP)
Education savings (RESP)
Tax-free savings (TFSA)
Investments
A partner you can trust.
www.inalco.com www.iapacific.com
S
R
M
1
8
4
A
-
1
4
technology. Lutrin joked that HUB Financial is in
fact on the bleeding edge because, as pioneers
to the managing general agency industry, HUB
Financial has cut its teeth and has taken the
knocks of trial and error. He summarized, We
believe it is really important for us to be at that
leading edge, rather than being a follower. HUB
Financial is always seeking out new and inno-
vative ways to improve effciency and increase
value to brokers. Sometimes it hurts us in the
short run, but we stay focused on our strategic
vision, Lutrin said.
Customer satisfaction
Along with broad product access in the Life, Liv-
ing Benefts and investment arenas, HUB Finan-
cial offers guidance and expertise to brokers so
that the correct and most suitable options are
selected by the broker. This is done on a case by
case basis, where HUB Financials team of spe-
cialists is on hand for their brokers to guide and
advise. Lutrin summarized, We maintain consis-
tency. The HUB Financial brand now contains an
identity that stands for consistency in support, so
the brokers have an expectation of what they can
expect from HUB Financial.
Becoming a single brand as HUB Financial,
the leverage is noticeable. Now, rather than
being fve fragmented companies as it was 12
years ago at the outset, HUB Financial contin-
ues to build and increase its effciencies and its
offerings, ultimately attracting more advisors
and more business, building momentum for the
company to keep moving forward.
Lutrin concluded, The industry is kind of at a
threshold in terms of where it is headed. We want
to maintain a competitive edge by being the MGA
that has the strength and the resources available to
not only survive in a new era, but thrive. CB

www.huBfinanCial.COM
TiMBeRCReek asseT
ManaGeMenT
Investing in real estate
102
TiMBeRCReek asseT
ManaGeMenT
Investing in real estate
finanCe
CB

104 FINANCE Timbercreek Asset Management
beginning in 1999, the focus of Timbercreek was to build
a portfolio of Canadian apartment buildings, based on the
companys philosophy of direct ownership. a philosophy of
active management is followed by the companys investors, a
style Timbercreek has also carbon copied over the years.
Meeting Client Needs.
Exceeding Resident Expectations.
www.coinamatic.com
Congratulations to
On Their Success
Timbercreek Asset Management
wiTh OuR iniTial focus of acquiring apartment
buildings in Canada, it was our belief that there
was an ability to buy buildings that were not
being managed to their fullest potential, Blair
Tamblyn, President and CEO of Timbercreek As-
set Management, told The Canadian Business
Journal. Then we could build a team to improve
those assets, create value and generate predict-
able cash fow at the same time.
High value in high rise
For the frst fve years of the companys
operation, the focus was almost exclusively
on adding Canadian apartments to its
portfolio with the hopes of adding increased
value to these properties through improved
management and operations. Through this,
Timbercreek built an asset and property
management business to run the buildings
and assets under its ownership, a daunting but
worthwhile responsibility.
Most people typically outsource the man-
agement component because it is quite labour
intensive and not the most glamorous busi-
ness, but we felt strongly that it was the only
way we could be consistent with our philosophy
of active management, Tamblyn explained.
In hindsight, Timbercreek now attributes its
efforts in its beginning years of operation to what
now serves as the companys successful founda-
tion. Like the assets it serves, a solid foundation
is crucial to success.
Vertical integration has also played a no-
table role in the long-term success of Timber-
creek. Unlike many other asset management
frms, Timbercreek sees through its asset
investments in terms of the beginning acqui-
sition through to the operation of individual
buildings, something that has provided plenty
of comfort for external instituational investors,
which have now developed a strong following
with Timbercreek.
Focus on real estate
The beginning years of the companyacquir-
ing, maintaining, and operating Canadian apart-
ment buildingscreated the revenue required
for Timbercreek to then make the next step.
Revenue from this allowed the company to seek
other opportunities of potentially larger revenue
fows, ultimately leading to the development of
the lending arm of Timbercreek. The company
has worked to develop this secondarybut just
as importantcore competency of its operations.
Revenues from asset management of apart-
ments have allowed Timbercreek to further explore
the real estate industry. As such, Timbercreek
began acquiring and managing real estate as well,
expanding its team to have the capacity to originate
debt across Canada. Specifcally, Timbercreek does
not pursue existing marketplace mortgages, but
rather seeks out lending opportunities that allows
the company to create a mortgage it is underwriting
to the borrower, and the borrowers assets, to be
used as loan securities.
As an active manager, Timbercreek promotes
direct ownership of real estate. Tamblyn added,
Active management is the interaction and direct
relationship with the borrower. That was incre-
mentally the focus for the next two to three years.
We built out a successful business from there.
Still, this doesnt mean that Timbercreek
subscribes to the philosophy that bigger is bet-
ter. In fact, the opposite is true of the companys
philosophy. Timbercreeks assets under manage-
ment are built upon its primary focus of engaging
in the businesses in which it is already involved,
continuing to execute the responsibilities in
which the company has already endeavored. Fur-
ther growth in the future is expected and is not
ruled out. Tamblyn said, As the team grows and
as we continue to have comfort in our ability to
look at new opportunities, I think we will [grow],
to the extent that [these opportunities] are com-
plementary to what we are doing now.
Timbercreek provides investment opportunities
to individuals and institutions looking for predomi-
nantly yield with low volatility, something that real
estate investment provides as it focuses on long-
term predictable cash fow. Strategies developed
by Timbercreek allow the company to make invest-
ments through equity and through debt to enable
predictable cash fow that is ultimately developed
within the real estate sector. Timbercreek identifes
valuable investment opportunities in the global real
estate industry and then strategizes how best to
invest in these areas.
Its a four quadrant strategy for Timbercreek:
Based on a national platform, Timbercreek
operates 10 offces across Canada, which allows
the company to deploy its active management
philosophy as it is in close proximity to its
properties under management.
Dealing with the economic downturn
Investors are impressed with the stability that
Timbercreek has provided in recent years of
market volatility. In fact, Timbercreek has grown
by 50 per cent in the last few years. The com-
pany remained successful during the economic
downturn, most impressively by showcasing its
operational philosophy of low volatility real estate
ownership providing predictable cash fow, and
www.xcg.com
Toronto Kitchener Kingston
Edmonton Halifax Cincinnati
When faced with making decisions
in todays ever-changing regulatory
environment, it pays to have an expert
on your side. At XCG, we will listen,
provide advice and assist you in
arriving at the best possible solution
for your project.
Providing Remediation and Risk Assess-
ment, Environmental Site Assessment,
Brownfeld, Solid Waste, and many
other environmental services.
Visit xcg.com for more information.
less fuctuation than that of broader equity and
debt markets.
Its a philosophy that Timbercreek plans to
continue to carry into the future. As Tamblyn put
it, Were focused on predictable low volatility in-
vestment opportunities and Id expect we would
evaluate those and, if they make sense, offer
them to our clientele. CB

www.TiMBeRCReekfunds.COM
112
insiGhTs fROM The
CaRBOn disClOsuRe
Tis month, I had the privilege of being invited to the house of the british Consul General
for a reception to celebrate the announcement of the Carbon Disclosure Project (CDP)
report 2011. We agreed to meet for lunch the following week and during the course of the
lunch it became very clear that exploring and implementing sustainable growth was a key
focus for him as it related to our two countries.
seRies
112
insiGhTs fROM The
CaRBOn disClOsuRe
Tis month, I had the privilege of being invited to the house of the british Consul General
for a reception to celebrate the announcement of the Carbon Disclosure Project (CDP)
report 2011. We agreed to meet for lunch the following week and during the course of the
lunch it became very clear that exploring and implementing sustainable growth was a key
focus for him as it related to our two countries.
by Dwayne Matthews
114 CLEAN 15 Insights from the Carbon Disclosure Project
i deCided TO speak about the CDP and was a
little shocked that many of the folks that I ran
into outside of the cleantech world did not know
about it and its commanding infuence on global
corporate strategy. The Carbon Disclosure Project
represents 551 global investors with assets of
over a whopping $US71 trillion. They work with
investors globally to advance the investment op-
portunities and reduce the risks posed by climate
change by asking almost 6,000 of the worlds
largest companies to report on their climate
strategies, GHG emissions and energy use.
I thought it would be of great value to share
the key fndings of the report in this months
Clean 15 Series. This year the highest number of
Canadas largest companies responded at 108.
This represents response rate of 54 per cent and
is an increase from 46 per cent the year before.
Companies are starting to get the message that
to attract investment, reporting to the CDP is
becoming more important and the risk of not re-
porting will have serious ramifcations in the not
so distant future.
An opportunity for businesses
Another key fnding was that companies were
starting to see climate change not solely from a
risk mitigation perspective, which is important,
but from an opportunity perspective, which may
be even more important for action on the chal-
lenge. Companies were taking a strategic ap-
proach to climate change and were taking action
to seize commercial value from its effects. Many
companies were using awareness to generate
new revenue streams. 54 per cent indicated they
were providing products and services to aid third
parties in reducing their GHG emissions. Others
were using it to build brand value and worked
to gain competitive advantage by communicat-
ing their climate friendly practices and emission
reduction actions. According to the report, 91
of the respondents reported 425 emission re-
duction activities. This would imply that many
companies were working at reducing operational
expense. The report went on to say that energy
effciency initiatives in operations and building
services were among the most popular.
Regulations
A third key fnding was around regulations. This
was seen as a risk as well as a potential oppor-
tunity. In big business the one thing that makes
everyone nervous is uncertainty, however it is the
one constant and it seems that the upcoming
decade will belong to those that can best navigate
and take advantage of uncertainty. This will pose
a major challenge for many large companies that
solely focus on superior disciplined processes. In
116 CLEAN 15 Insights from the Carbon Disclosure Project
yesterdays world this was the ultimate strength,
however in the 21st century, new perspectives are
needed, as volatility around inputs and emerging
competitive threats are the order of the day. Most
companies perceived regulatory risks as a low to
medium increase in operational costs, however
more companies reported climate related oppor-
tunities for the second year in a row. 67 per cent
reported regulatory opportunities suggesting that
a climate restraint economy can bring benefts
across a variety of business sectors.
Business strategy
The fourth key fnding was that the majority of
respondents are already integrating climate
change into overall business strategy. 75 per
cent of the Canadian companies that respond-
ed have integrated climate change into their
strategies. This signals a commitment to long
term, sustainable growth. Canada is ahead of
its global counterparts as this compares with
68 per cent of the Global 500 respondents of
the S&P 500.
With momentum building and the feld of
concerned companies starting to level out, many
companies will have to move up the value chain
as it relates to their carbon reduction efforts.
Open innovation will play a key role here. Compa-
nies will have to source new ideas, new technolo-
gies as well as new models globally to continue
to take advantage of the opportunities presented
by carbon emission reduction. Companies that
fall behind in this area risk being eliminated by
the evolution of a redefned playing feld.
After the frst pass of changing light bulbs,
using less air conditioning and recycling paper, it
will come down to fnding new innovations globally
that will signifcantly reduce emissions, resource
consumption, and explore new disruptive models
that will generate signifcant growth opportunities.
Momentum is starting to shift paradigms and pre-
paredness will be a competitive necessity. CB

Dwayne Matthews is the Managing Director of
Clean 15, The Canadian leader in open innovation.
Tinking of selling
your company? 118
By Mark Borkowski
Tinking of selling
your company?
ManaGeMenT and OpeRaTiOns
CB

120 MANAGEMENT AND OPERATIONS Thinking of selling your company?
maybe a retirement Compensation
arrangement could be your way to a
fexible pension plan.
deMOGRaphiCs diCTaTe ThaT as many as 80 per
cent of small business owners will either sell or
pass on their businesses to heirs over the next
10 to 15 years. There are many ways to free
up a signifcant amount of the wealth tied up
in your business, but how do you complete this
transfer and incur the least amount of tax?
Owners of small manufacturing business-
es are generally experts in their felds but likely
unaware of the intricacies of orchestrating a
tax effcient sale, says Michael Soble of the
Reynolds Soble Group at CIBC Wood Gundy.
And they may not have a professional advi-
sor, like a lawyer or accountant, who is familiar
with all of the options.
One often-overlooked strategy is the use
of a Retirement Compensation Arrangement
(RCA). Properly structured and implemented, it
will drastically reduce the overall tax impact of
a sale and provide a creditor-proof, fexible and
tax-effcient pension plan.
Business sales typically involve assets or
shares. Most owners prefer to sell the shares
and gain access to the $750,000 lifetime
capital gains exemption, while purchasers
prefer buying the assets. The tax treatment
on each type of sale is different, but an RCA is
particularly useful when the sale involves the
assets.
The rules surrounding the establishment,
funding, ongoing management and withdraw-
als from an RCA are complex, but to summa-
rize: an RCA is established under the rules of
the Income Tax Act, and allows a company to
make tax deductible contributions on behalf
of key employees to build a retirement pen-
sion. The contribution guidelines are generous
(compared with RRSP limits) and actuarially
determined based on income and years of
service. Funds are not locked-in as they would
be in a normal pension plan, they are creditor
protected; withdrawal rules allow for fexibility
in terms of timing and amounts; and there are
few investment restrictions. The bottom line is
that once the RCA is reasonably funded (which
can be from the proceeds of a sale of assets),
there is a great deal of fexibility as to how the
money can be invested, the amount and the
timing withdrawals, and even passing along
RCA assets to spouses and other benefcia-
ries, says Soble.
Heres a simple example. Assume the following:
Business assets sold for $3 million net
proceeds.
A $3 million RCA contribution is deter-
mined to be reasonable under Canada
Revenue Agency guidelines.
If there is no RCA, the owner will bonus
this out, pay tax personally and
invest the remainder.
Investments earn fve per cent annually.
The owner requires $190,000 per year,
net of taxes, for the next 10 years from
his investments, or from the RCA.
With no RCA, sale proceeds are $3 mil-
lion, personal taxes (Ontario) are almost $1.4
million (46 per cent), Ontario payroll tax is
$58,500 (1.95 per cent), the balance after tax
is almost $1.6 million and annual withdrawals
are $190,000.
With an RCA for one, there are no personal
taxes and no payroll tax with a balance of $3
million and annual withdrawals are $190,000.
Same for an RCA that adds a spouse, both in
after-tax dollars. But the gross that must be with-
drawn from the RCA each year is higher since its
subject to full taxation. For a one-employee RCA,
withdrawal of $321,486 less tax of $131,486
= $190,000 net. With no RCA, withdrawals are
122 MANAGEMENT AND OPERATIONS Thinking of selling your company?
mainly from after-tax income. After 10 years, the
balance for no RCA is $67,322, $334,504 for a
one-employee RCA and $704,096 for an employ-
ee plus spouse. (The employee plus spouse RCA
assumes equal T4 income from the company
over the years.)
We are seeing more opportunities for RCAs
pop up in connection with business owners as
they start to actively plan for selling their busi-
nesses, says Mike Reynolds.
Establishing an RCA is complex and requires
specialist input in the areas of tax, actuarial review,
accounting and investment management, so there
has to be enough dollars involved to make it worth-
while. However, the potential benefts are huge:
immediate and future tax savings; signifcantly
increased retirement income; and estate planning
fexibility in the future. CB

Mark Borkowski is president of Toronto-based
Mercantile Mergers & Acquisitions Corp., which
specializes in the sale of mid market companiessold
to international strategic and private equity frms. He
can be contacted at mark@mercantilema.com
The Reynolds Soble Group CIBC Wood Gundy.
Michael Reynolds (416) 369-8742
Michael Soble (416) 369-7769
new BRunswiCk liquOR
a toast to new brunswick
new BRunswiCk liquOR
a toast to new brunswick
fOOd & dRink
CB

124
126 FOOD & DRINK New Brunswick Liquor Corporation
When Daniel allain was named as
the new President and Ceo of alcool
nb liquor (anbl), new brunswicks
provincial governments preparations to
streamline the provinces Crown liquor
corporation was underway.

ENJOY TOGETHER RESPONSIBLY. 2011. BACARDI, THE BAT DEVICE ANDOAKHEART ARE TRADEMARKSOF BACARDI &COMPANY LIMITED. 35%ALC. BY VOL.

Tolearnmoreabout theBACARDI
OAKHEART adventures, scanhere.
The ResTRuCTuRinG is part of a new govern-
ment, helmed by Premier David Alward, elected
on September 27, 2010. Alward gave Allain a
specifc mandate to examine how the corporation
is run and fnd innovative and practical ways to
make it a more effcient organization and proft-
able asset for the people of this province.
NB Liquor major provincial contributor
ANBL manages New Brunswicks liquor retail
distribution through its 48 corporate liquor
outlets and 72 private agency stores. Patriotic
New Brunswickers have helped contribute over
$159.4 million in net earnings in 2011to the
province through sales of beverage alcohol,
money that goes towards schools, roads and hos-
pitals and another $45.9 million to the Federal
government in HST, excise tax and duty levies.
Since it was created from the former New
Brunswick Liquor Control Commission in 1976,
ANBL has supported the introduction of brew
pubs, microbreweries and an agriculture-based
cottage wine sector, all of which work with ANBL
for distribution. In total, its product portfolio
includes almost 2,000 products, just over half of
which are wines, followed by spirits (29 per cent),
beers (15 per cent) and ready-to-drink products
such as coolers (four per cent).
In total, its product
portfolio includes almost
2,000 products, just over
half of which are wines,
followed by spirits (29
per cent), beers (15 per
cent) and ready-to-drink
products such as coolers
(four per cent).
Hey Canada,
Cheers to $1,000,000.
Whats your project?
In 2012, the Molson Coors Community
Cheer program will donate up to $1 million
towards projects and initiatives that bring
Canadian communities together in active
and social ways. All you have to do is submit
your project, rally support, and if your
project gets 225 Cheers on the Molson
Coors Community Cheer website, it will be
eligible for funding.

Find out how our Community Cheer can
make your community cheer. Submit your
project at ourcommunitycheer.com
Insertion dates:
2011
Material due date:
Oct. 19, 2011
296 Richmond St. W., 5th oor, Toronto, Canada M5V 1X2 T: 416-598-4944 ext. 353 F: 416-598-9714 e: jdark@cpbgroup.com
booked as: release as indd PDF X1-a Press Q Pub spec High Quality print
built at: 100%

ad size: 3.75" x 9.75"

laser at: 100% on tab size
studio: wl
retoucher: jt
ad/designer: ab
writer: x
project mgt: x
ppm: jd
docket #: MOLCA7123-11
ad #: MOLCA7123_Can_Bus_ENG
client: Molson
description: MCC Community Mag ad
lename: MOLCA7123_Can_Bus_ENG
publication: Canadian Business
Oct. 20, 2011
C
M
Y
CM
MY
CY
CMY
K
Ad Apothic CBJ_10-11-2011.pdf 1 10/11/2011 12:18:45 PM
As such, ANBL is a vital contributor to the
provincial (and, to a lesser degree, federal)
government, and must adapt to the tastes and
trends of the public to ensure it remains so. In
operation effectively since the end of prohibi-
tion, ANBL, in one manifestation or another, has
evolved with the times, and will do so again, this
time to overcome a rocky economy and an in-
creasingly aging population.
ANBL reinvests in the province and employs
over 600and we provide great retail service,
says Allain. But can we improve? Yes, we can.
Over the past 10 years we have been
transforming ourselves from a government run
organization to a retail operation. So when the
new government was formed, the Premier elect
gave us a challenge, to strengthen retail and
market strategies, increase proftability and to
change the governance and culture. The status
quo is really not an optionwe need to evolve
and better ourselves.
Like any retailer, the key to success for ANBL
is to create a competitive edge, something to
welcome customers back to the stores and away
from bargain basement prices across the borders
in the U.S. and Quebec.
One such strategy was to locate ANBL outlets
adjacent to grocery stores, opening new stores
FINELY CRAFTED BEER
The Pump House Brewery offers ve different brands of its own nely crafted bottled beer, eight on tap and in kegs and several
more that come and go with the seasons.
Proudly brewed in New Brunswick since 1999, Pump House is a favourite of discriminating beer drinkers across Canada.
Bottled beer is available in every province except Saskatchewan and Quebec and kegs are shipped to an ever expanding list of
bars and pubs in the Maritime Provinces. If you can't nd it at your local store, please ask for it by name.
131 Mill Road
Moncton, NB
E1A 6R1 Canada
(506) 854-2537 | pumphousebrewery.ca
Buying for a BBQ
Summer dining is all about simplicity. Throw on your favourite food to grill,
and bring along a BBQ-friendly wine. The wine you are looking for in a BBQ
should probably be bold so it can stand up to the bold rich flavours of the meal.
Recommended varietals include: Zinfandel, Cabernet Sauvignon, Malbec and
Shiraz/Syrah.
Buying for a gardener
This time of year, gardeners are in their glory! Here is a green-thumb themed gift
idea: Fill a Clay pot with seed packets, gardening gloves, and a bottle of easy to
drink summer wine - try one of NB Liquors many New Zealand wines
side by side for convenient shopping and sponta-
neous food pairings.
An internal strategy, ANBL introduced bal-
anced scorecard reporting, employee engage-
ment initiatives and a focus on retail service
excellence. Our team is dedicated and profes-
sional, has one of the lowest turnover rates in
the province. In turn, ANBL was named one
of the Top 25 employers in Atlantic Canada in
2010 and 2011 and one of Canadas Top 100
Employers in 2011.
Unlike most retailers, however, the ANBL
has a monopoly on beverage alcohol sales,
and one might think that these products can
sell themselves. When ANBLs annual report,
released in September, revealed that while
overall sales were up 1.3 per cent, growth was
led by wine (6.1 per cent), followed by beer
(3.0 per cent) and spirits (1.0 per cent), while
sales of other beverages (coolers and ready to
drink) decreased by 3.0 per cent.
ANBL achieved growth and encountered
challenges across various markets in 2011, said
Allain in the report. The global fnancial crisis,
which caused a rise in food and gas prices, left
consumers with less disposable income in the
year and contributed to the reduction of 100,000
retail transactions compared to 2010.
Changing demographics
The national average per cent increase in
wine sales is 3.2, and ANBL was up 6 per
Te objectivesto invigorate the category, increase trafc and volume
were met, said allain. We are not optimistic, however, that the trend
will reverse in time to afect our second quarter results.
Te objectivesto invigorate the category, increase trafc and volume
were met, said allain. We are not optimistic, however, that the trend
will reverse in time to afect our second quarter results.
cent. As a whole, I am happy about great wine
sales, says Allain.
But when beer sales decline, the impact is
greater than when wine as beer sales represent
55 per cent of our sales. The decline was not
specifc to New Brunswick; liquor jurisdiction
across Canada saw the same decline. Allain
also cites higher gas and food prices as reasons
why beer sales are lulling.
daniel allain, pResidenT and
Chief exeCuTive OffiCeR
Daniel Allain is responsible for the
strategic corporate direction, leadership
and regional collaboration for the New
Brunswick Liquor Corporation. Daniel holds
a bachelors degree in social sciences with
a specialization in political science and
a masters degree in administration from
lUniversit de Moncton.
Daniel worked in provincial public
service from 1999 to 2004, as the
executive assistant to Premier Bernard
Lord and a project executive with
Business New Brunswick working on
Investment and Immigration files. In
September 2004, Daniel became the
Executive Director of Downtown Moncton/
Centre Ville Inc., where he assumed
an economic development role to
create investment opportunities and
while building a vibrant and inviting
atmosphere for tourists and citizens.
Daniel was born in Woodstock, NB
and raised in South Eastern NB. He is
married to Sylvie Michaud and resides in
Dieppe, NB. The couple has two children,
Catherine and Myriam.
DANIEL ALLAIN, PRESIDENT AND CHIEF EXECUTIVE OFFICER
Diageo Canada Inc. 2011
All rights reserved. Tous droits rservs.
PleAse eNJOY ResPONsIblY
sVP CONsOMMeZ De FAON ResPONsAble
Le MaNhattaN royaL
1.25 oz. crown royal deluxe
or crown royal Black
0.5 oz. sweet vermouth
3 dashes of bitters
can be served on the rocks
or shaken with ice.
Garnish with a maraschino cherry.
1,25 oz de crown royal deluxe ou
de crown royal Black
0,5 oz de vermouth doux
3 traits de bitters
Verser dans un verre avec quelques
glaons ou prparer dans un shaker.
Garnir dune cerise au marasquin.
the crowN MaNhattaN
DCCR 110689_CR_CndBsnsJrnl_QtrPgAd_Final.indd 1 11-10-18 5:21 PM
a BRief hisTORy
1916 Prohibition makes the
distribution and sale of alcoholic
beverages illegal in Canada.
1927 Prohibition is rescinded and the
provinces are given jurisdiction over
the importation, distribution, and sale
of beverage alcohol. This sees the
creation of the New Brunswick Liquor
Control Board.
1962 The New Brunswick Liquor
Control Commission replaces the
Liquor Control Board. On premises
sale and consumption is introduced for
restaurants, bars, taverns, etc.
1976 The N.B. Liquor Corporation is
created by legislation resulting in the
separation of the sales and licensing/
control functions. Administration and
enforcement of the Liquor Control Act
remained with the Department of Finance
through the Liquor Licensing Board. That
Board has since been disbanded and
these functions have been moved to the
Department of Public Safety.
PMA Canada
Tat is the main message. People want variety and that is why
we have increased the number of imported beer and specialty
wine products because people want a diferent experience.
These numbers show that New Brunswicks
palate is evolving. That is the main message.
People want variety and that is why we have
increased the number of imported beer and
specialty wine products because people want a
different experience.
Allain cites an event during which Andrew
Oland, president of Moosehead Breweries Lim-
ited, described the beer industry as being in the
midst of a demographic tsunami. New Bruns-
wicks population is aging and the signs indicate
their palates are changing with age, as wine is
becoming more popular.
I wont say we are at a cross roads just
Philippe Dandurand Wines
yet, however, there is an opportunity to get to
know our customer better, says Allain. Once
we fne tune the Corporations infrastructure,
we will be better able to accommodate market
changes and ready for continued growth when
the economy turns around. CB

www.nBliquor.Com
PROJET:
CLIENT:
FORMAT:
NOTE:
COUL. :
v03
01/11/11
#1836 ANNONCE CANADIAN BUSINESS
PHILIPPE DANDURAND
3.75 x 4.75
CMYK
P
L
E
A
S
E

V
I
S
I
T

V
I
N
S
D
A
N
D
U
R
A
N
D
.
C
O
M
IS A PROUD PARTNER OF
PHILIPPE DANDURAND WINES IS A SPECIALIZED AGENCY
IN THE PROMOTION OF WINE IN CANADA.
JOIN US ON &
3.75"
4.75"
la Prep
142
Canadas fResh faRe
expeRienCe, eveRyday
fOOd & dRink
CB

la Prep
142
Canadas fResh faRe
expeRienCe, eveRyday
144 FOOD & DRINK La Prep
as we spend longer hours at work, and more
time outside the house at play, the need for
healthy, fresh and delicious meals on the go
options rises; no longer are Canadians willing
to sacrifce nutrition for convenience.
JOhn essaRis, pResidenT of La Prep restaurant
chain, has positioned his company perfectly to
respond to this growing customer trend. La Prep is
a Montreal-based premium quick food restaurant
chain that draws in the rushed lunch and business
crowds looking for freshly-prepared sandwiches,
salads, soups, baked good, breakfast foods, and
delectable coffees. With over 50 locations in ma-
jor urban centres across Canada (and an addition-
al location in Miami), La Prep is one of Canadas
most exciting new quick service franchises.
Essaris vision was to create a company that
would help customer desire to live well and eat
well every day. At La Prep, the food is an experi-
ence, with the sights and smells of freshly made
meals entice the customer and create a welcoming
experience. Ensuring you can eat well every day
is our contribution to your wellbeing, says Essaris.
Our commitment to preparing fresh fare
quality products daily from scratch in our kitch-
ens while maintaining our premium coffee stan-
dards makes us unique within our segment.
New name to refect menu
If the name La Prep isnt entirely familiar, try
Caf Supreme. Facing increasing obstacles in
trademarking, Essaris renamed the company to La
Prep to better articulate the basis of the restaurant,
which is freshly prepared foods. Like Caf
Supreme, La Prep is pronounced easily in both
French and English and very easily remembered.
With minimal awareness, when we frst
introduced the Caf Supreme brand in Western
Canada it became apparent that the market
didnt relate to our standard product offerings
as the name was very generic in content with a
primary focus on coffee. Therefore the objective
was to improve our market positioning by clearly
identifying a brand that would provide us with a
stronger point of differentiation, says Essaris.
As our primary performance results to date
have been predominately related on providing
freshly prepared food products daily, the new La
Prep brand better represented what we stood for
throughout the Canadian market.
La Prep has managed to grow into one of
the countrys fastest expanding franchises in an
economic environment that has not been kind to
the food industry, with global food prices rising,
causing companies to make diffcult decisions.
As with all food service chains, the recent
global food prices have had an impact on our costs,
P
E
U
T

T
R
E

C
O
M
POST
100%
which we continue to monitor very closely through
supplier negotiations and competitive analysis,
says La Prep Vice-President John Beauparlant.
As a national chain, we remain dedicated to
ensuring that we offer the highest quality products
to our customers and will never sacrifce qual-
ity as this has been the primary backbone of our
overall success. As we prepare the majority of our
products from scratch in order to maintain our
commitment to the consumer of Daily Fresh, we
have been challenged by increased manufacturing
costs and have recently been forced to introduce
a minor price increase throughout the chain in an
effort to maintain our store margins. We trust that
the commodity pricing market will eventually settle
down over the next few months in order to mini-
mize any future impact on our industry.
Bringing Canada to the world
While quickly becoming a Canadian lunch and
breakfast institution, La Prep is working with
its franchisee owners overseas to convert the
existing Caf Supreme locations in Dubai, Abu
Dhabi, and Cairo. In countries with large ex-
pat populations, such as Dubai, where a high
percentage of the population are foreigners,
La Prep brings a unique Canadian experience.
Essaris is currently in discussion with potential
franchisee owners who also wish to continue La
Preps expansion in the Middle East countries.
Award winning
BIODEGRADABLE
TEA POUCH
Mighty Leaf Canada was born for the sole
purpose of infusing life into an ancient
indulgence by creating tea products that
reach new heights of quality and innovation.
Contact us for wholesale inquiries:
Mighty Leaf Tea Canada
Somerset Distribution
4000 St. Ambroise, Suite 104
Montreal, QC
H4C 2C7
Tel: 514-227-0279
Fax: 514-939-3231
wholesale@mightyleaf.ca
Shop online at Mightyleaf.ca Join us on Facebook.com/mightyleafcanada
For more informaton visit www.mapleleaf.ca
We ofer a business opportunity
in countries that are looking for a
unique north american concept
that will achieve positive potential
revenues, says essaris.
Being a small company means we have the
fexibility as owners to adapt to certain market
conditions in local countries, being menu offer-
ing, beverage offering and adjust the menu and
systems accordingly to kind of go-with-the-fow
of what the country is accustomed to, he adds.
Delicious at breads and wraps, and
superior personalized service
www.aladdinbakers.com
Proud to be associated with
I think we bring a lot of that to the table in allow-
ing that fexibility. Not to say we dont standardize
our system but we can also be fexible in certain
parts that allow us to grow that much quicker.
Beauparlant and Essaris are confdent in the
La Prep concept, and customers are responding
in droves. In the initial stages of our develop-
ment, several consumers commented on our
ability to provide a consistent quality product with
a focus on offering a larger variety then most of
our competitors, says Beauparlant.
Our ability to evaluate consumer trends and
maintain product appeal through our upscale
store dcor and image has since played an in-
tegral part of our success. The further develop-
ment of the brand through our dedicated, highly
skilled, professional team of franchisees has
continued to enhance our ability to grow the
concept throughout the Canadian market. The
wellbeing of any successful business is based on
the strength of its people and we are extremely
pleased to have had a dedicated group in our
home offce and in the feld that has maintained
our core values throughout the years.
As a sophisticated consumer, Ive always
had a signifcant interest in those food service
establishments that maintained a high degree
of standards in quality, service, and overall am-
biance. As our family got more involved in the
industry I began to acquire a stronger dedication
and drive to the overall development of the busi-
ness henceforth our future growth of La Prep,
says Essaris. CB

www.Laprep.Com
IN PROUD PARTNERSHIP WITH
Tasty Selections is passionate about producing the
best muffin batters and cookie doughs under the
safest and quality assured guidelines, providing
world service and solutions to all of our customers.
www.tastyselectons.com
TOwn Of inuvik
154
MuniCipal
CB

TOwn Of inuvik
a hotbed of oil and gas
activity in the frozen north
156 MUNICIPAL Town of Inuvik
land of the midnight Sun and Gateway to the beaufort-Delta,
the northern town of Inuvik, n.W.T., is home to a growing and
diverse population. located on the rim of the arctic Circle, Inuviks
vast fat wooded plateau with northernmost reaches of the tree line
at the east channel of the mackenzie river Delta, 100 kilometres
south of the beaufort Sea, a hotbed of oil and gas activity lies
beneath this frozen tundra.
in sepTeMBeR, a huge gathering of representa-
tives from the National Energy Board of Canada,
oil and gas companies and environmental de-
partments gathered in the town to debate and
discuss offshore oil drilling. The purpose of the
roundtable was to discuss government regula-
tions and industry best practises. As spills in
the Gulf of Mexico and New Zealand provided
dark illustrations of the devastation a spill could
entail, the community of Inuvik had been vigilant
on ensuring the optimum safety conditions for oil
exploration before it can begin.
There is a lot to protect, says Mayor Denny
Rodgers. This is a town of 3,500 with ameni-
ties for a much larger community; a six-year-old
hospital, a new community college, hockey and
curling rinks, etc., not to mention the beauty of
the land and the ecosystem.
The diversity of the community is also re-
markably diverse for its remoteness, with a thriv-
ing Muslim community, and First Nations and
Metis communities. The amenities and amazing
people we have it make Inuvik, in my opinion, the
best kept tourism secret in Canada.
Aurora Campus, Inuvik Western Arctc Research Centre, Inuvik
Thebacha Campus, Fort Smith Yellowknife/North Slave Campus, Yellowknife
The College of the Northwest Territories
Inuvik Petroleum Show
In tourism, maybe, but anything but in the oil
and gas industry, which sends over 500 del-
egates every year to attend the Inuvik Petroleum
Show(IPO),held this year in June. Its a major
event, with 100 trade show booths, developed
originally to promote the Mackenzie Valley Gas
Project, a proposed 1,196-kilometre natural gas
pipeline system along the Mackenzie Valley of
Canadas Northwest Territories to connect north-
ern gas felds with North American markets.
The project has been in the blueprint stage
since the 1970s, and was looked at seriously until
an inquiry conducted by Justice Thomas Berger
declared that, due to inadequate consultation with
Aboriginal and conservation groups, the project
was premature. Effectively shelved since that
time, the project was revisited in 2004, and, major
improvements in corporate social responsibility
and Aboriginal land rights, this project is posi-
tioned to inject billions of dollars into the northern
economy at its proposed start up in 2014.
December deadline
The National Energy Board, for whom we all have
a tremendous amount of respect, took it upon it-
self to do a review [of offshore drilling and pipeline
projects], says Rodgers. We, meaning Canadians,
have some of the most stringent standards in the
world and are fortunate that we do.
The review is slated to be completed in De-
cember, before which it will analyse input and
data from the industry and surrounding com-
munities including Aboriginal leaders, hunting
and trapping associations, who were invited to
weigh in on the negative and positive effects of
offshore drilling.
The roundtable, says Rodgers, was great.
A lot of people have voiced their concerns, some
spoke passionately about the land, what it
means, what an oil spill of any magnitude would
do to the sea and communities on the coastline
that rely on the sea for their livelihood.

At the same time, you can feel an
optimism. We know the importance
of hydrocarbon and oil and gas when
80 per cent of the energy we use
comes from that source. I think the
concern is people want a comfort
level, and that comes in knowing
there are proper blowout preventers,
systems for proper stoppage and
clean-up if something, God forbid,
were to happen, he says.

CIBC
ABM Available
134 Mackenzie Road
P.O. Box 1250
Inuvik, NT X0E 0T0
Tel: 867-777-4539
Fax: 867-777-3491
www.cibc.com
As long as you have the best possible regulations
in place, then we are not opposed to drilling. We
look to Norway as an example of a well regulated
offshore oil industry that has not harmed other
industries. They have many rigs off the coast in
the North Sea and there is also a thriving fshing
industry up the coast. It can be donebut we must
ensure it is done appropriately.
Economic engine
The economic benefts would be signifcant,
says Rodgers, despite Inuvik being an inland
community, and would also mark a new way of
partnering with major companies, who, in the
1970s did not regard corporate social responsi-
bility the way it is now.
Its an opportunity to build trust back, says
Rodgers. The way things were done 30 years ago
when an oil company came in to drill is different
now. Certainly I think it is safe to say decisions in
the past for the North have been controlled a little
by outside interests, is not the case now. Aborigi-
nal and local governments are front and centre on
what happens here on their land. CB

www.inuvik.Ca
Cape BReTOn ReGiOnal
MuniCipaliTy
100 years of bringing business together
164
For over 100 year, the Sydney and area Chamber of Commerces vision of a strong and unifed business community, prescient
leadership and efective management has shaped the regional economy. Today, the Chamber continues to advocate on behalf of
the business interests of the community, guiding the area through periods of resiliency and sustainability.
Cape BReTOn ReGiOnal
MuniCipaliTy
100 years of bringing business together
MuniCipal
CB

For over 100 year, the Sydney and area Chamber of Commerces vision of a strong and unifed business community, prescient
leadership and efective management has shaped the regional economy. Today, the Chamber continues to advocate on behalf of
the business interests of the community, guiding the area through periods of resiliency and sustainability.
166 MUNICIPAL Cape Breton Regional Municipality
nO GReaTeR TesTaMenT to the work of the Cham-
ber is the regions growing global reputation for
sustainability. Landmarks institutions of Sydney,
including the Canso Causeway, the Fortress of
Louisbourg, and the tourist association (now
known as Destination Cape Breton) would not ex-
ist were it not for the Sydney and Area Chamber
of Commerce. And certainly business has ben-
eftted from both small and large scale projects,
such as the elimination of long-distance tele-
phone calls between Cape Breton communities
and the development of the Sydney Harbour.
The Chambers effectiveness is thanks to de-
cades of citizen dedication whose passion and pride
of the area has turned into tangible progress. Never
was this more of a challenge than in the 1990s, and
in the period between when a dramatic shift in the
Cape Breton economy saw the closing of many of
the areas fabled coal mines, and the emergence
of sunrise industries surrounding innovation, knowl-
edge, tourism and renewable forms of energy.
The Chamber works diligently to promote the
Nova Scotia Department of Energys vision to
capitulate Nova Scotia Power into a leader in the
renewable energy industry by 2013 and a nation-
al leader amongst the provinces.
Now 600-members strong, the Chamber con-
tinues to advocate for the region, participating with
Rent an Avis
vehicle and get:

Competitive one-way rates
Convenient airport and neighbourhood locations
Free local pick-up and return service*
Earn Aeroplan
Miles at participating Avis locations in Canada.

Visit avis.ca/aeroplan for Bonus Aeroplan Miles offers.
*Available at select locations. Please contact the location that you would like to rent from in advance to check if this service is available.
2011 Aviscar, Inc. All Rights Reserved.

Avis is a registered trademark licensed to Aviscar, Inc. for use in Canada.

Aeroplan is a registered trademark of Aeroplan Canada Inc.
To reserve, visit avis.ca, call 1 800 TRY-AVIS (879-2847) or visit
one of these locations:
Sydney Airport, 280 Airport Road 126 Seaview Drive
Sydney, NS North Sydney, NS
902 563-2847 902 794-3798
GREAT RATES
GREAT SERVICE
4569.10 - AVIS CBJ NS AD.qxp:Layout 1 10/7/11 12:39 pm Page 1
the local, provincial and federal governments to
further the interest of local business development.
Chamber membership has key value adds like
advertising, discounts, and a high profle within
the business community and business interest
groups. The Chamber acts as a high-profle advo-
cate to the wants and needs for a healthy sustain-
able business, while recognizing the problems and
diffculties businesses face day to day. We kept
business interest in the forefront of public sector
organizations and city councils legislatures so they
get that representation in addition to the participa-
tion of getting involved with a number of key activi-
ties, social activities and self-promotional events,
says Jim Paris, President of the Sydney and Area
Chamber of Commerce.
Speaking with Paris on the emerging diversity
of the regions economy, he says This is an in-
teresting community that has been through great
transition between steal plants and coal mines
which are pretty much closed, were replaced
slowly but surely by service and sunrise services.
Things have been growing here ever since.
Ambitious Sydney Harbour project
High on the Chambers priority list is improving
trade through scheduled updates to air transit, rail
links and highway infrastructure, not to mention a
168 MUNICIPAL Cape Breton Regional Municipality
mega project on the Sydney Harbour. Scheduled to
be complete in early 2012, the ambitious project
will see more than 4 million cubic metres of seabed
removed from the access channel to allow access
to some of the worlds largest vessels, further open-
ing trade opportunities for local business.
The $38 million price tag will be paid for by
the federal government ($19 million), with the
Nova Scotia government paying $15.2 and the
Cape Breton Regional Municipality committing
$2 million to deepen the harbour channel. Prime
Minister Stephen Harper estimated the addition-
al ship traffc will create thousands of short and
long-term jobs. By dredging Sydney Harbour, we
can unlock Cape Bretons true economic poten-
tial, Harper said in a news release. This will al-
low bigger ships into the harbour and create jobs
in Cape Breton for the long term.
Premier Darrell Dexter agreed, saying the
project is an opportunity to create real and posi-
tive change for the economy of Cape Breton.
The Sydney Harbour project has buoyed spir-
its, says Paris, who is giving a virtual tour of Cape
Breton with his vivid descriptions of the harbour,
the shops and restaurants. Paris tells me he is
from away, having moved to Cape Breton from
North Carolina and hasnt looked back.
That evening, Paris attended a function
hosted by the Cape Breton Universitys Centre
for Sustainability in Energy and the Environment,
who is welcoming three Chinese government
offcials who are interested in the clean energy
efforts of the centre.
The university is slowly but surely becom-
ing a centre of sustainable energy in which de-
velopment and research is being done relative
to clean energy, he says. The centre will play
a large role in our future. You have to have an
integrated economic plan to truly develop an
area so its not one silver bullet, but a number
of key activities that will sustain the area over
time. Sustainable energy is clearly one of the
key things which the world is demanding, and we
have a world-class centre right here.
Nova Scotia itself turns heavily toward clean
energy research and development. We have a
real opportunity here to become singularly expert
at this critical science from a global perspec-
tiveit truly in an investment in tomorrow. If Cape
Breton can lead the band with that then certainly
the world will come to our doorstep. CB

www.CBRM.ns.Ca
CiTy Of MOnCTOn
new brunswicks hub city 170
CiTy Of MOnCTOn
new brunswicks hub city
MuniCipal
CB

172 MUNICIPAL City of Moncton
GEORGE LEBLANC, MAYOR, CITY OF MONCTON
like any major city, the City of monctons local
economy and future prosperity are closely tied.
but whats diferent about moncton is its feel: the
local townspeople are renowned for their friendly,
can-do attitude, noted by the citys recognition
as Canadas most honest, most polite, and most
Canadian city.
MOnCTOns RepuTaTiOn is a community that gets
things done, successfully drawing the business
world to the area.
Industry diversifcation
While no one sector dominates the Moncton
landscape, its transportation industry has always
served as the backbone and remains an impor-
tant part of the economic community. Beginning
in the 1800s, ship building was the mainstay of
Moncton. The transportation sector of Moncton
has since evolved from ship building, to the rail
transport years, to the modern era of truck trans-
portation and air travel, and designation as the
transportation hub of the Maritimes.
Moncton is home to three well-known truck-
ing companies, a sign that its transportation sec-
tor is still strong. Meanwhile, the Greater Monc-
ton International Airport is thriving, and the rail
industry has begun to make a comeback. Accord-
ingly, a $100 million contract has been secured
with the federal government to refurbish VIA Rail
passenger cars.
The can-do, hardworking attitude is repre-
sentative of Moncton. Statistically, Moncton has
traditionally held a lower average unemployment
rate than Canada as a whole. Thats evident
today, as Moncton boasts a meager six per cent
Moncton Industrial Development
jobless rate, which is lower than the Canadian
national average (about 7.3 per cent, according
to September 2011 fgures).
Te bilingual city
The local bilingual population attracts big business
to Moncton. About 40 per cent of the community is
fuent in both English and French, a fgure reached
by only three other Canadian cities (Ottawa and
Sudbury, Ont., as well as Montreal). In 2002,
Moncton offcially became Canadas frst bilingual
city. Thirty-seven business call centres for organiza-
tions like Exxon Mobil, Royal Bank of Canada, and
the United Parcel Service call Moncton home as
these companies are able to utilize the local work-
force capable of communicating effectively in both
of Canadas offcial languages.
The hardworking bilingual workforce in
Moncton is a real asset that helps contribute
to Monctons success and brings new business
to Moncton as well, beamed George LeBlanc,
Mayor of the City of Moncton.
Aside from the fuent bilingual workforce, the
diversifed economy and quality of life of Monc-
ton is a draw to the city. LeBlanc added, We
focus very much on quality of life issues and we
Moncton Industrial Development
We dream of new businesses starting up, setting up and
growing up. We also dream of locations for those businesses.
Monctons industrial parks are strategically located for access
to all parts of the city and for access to those major
transportation arteries serving the Atlantic region.
With the new Moncton Industrial Park West and the
ever growing Caledonia Industrial Estates, your dreams
can become a reality with lots of room in both parks to grow.
Moncton Industrial Park West and Caledonia Industrial
Estates, your dreams are our dreams.
MonCton IndustrIal dEvEloPMEnt
655 Main Street, Moncton NB E1C 1E8 506 857-0700
mid@nb.aibn.com www.moncton4businessdreams.ca
In Moncton, we dream big.
recognize that in todays growing economy more
and more people are moving to an area where
the quality of life is great. We have a very vibrant
economy, arts, entertainment and recreational
facilities here, and the cost of living is low.
The cost of housing is affordable in Moncton,
considered the lowest in Canada in terms of in-
come. Moncton has been recognized as the best
place in Canada to buy real estate and, when
putting all these elements together, it makes
Moncton a great place to live.
Recession reform
The job climate of Moncton is also very diverse,
with fgures showing that no more than about 10
per cent of the work force is dedicated to any one
sector, meaning plenty of diversity and stability
when economic fears strike, as occurred to the
global economy beginning in late 2008.
Here in Moncton, we were very fortunate
as our economy stayed strong during the reces-
sion, stated LeBlanc. In fact, one of the local
sayings was, Lets hope the recession is over
before it gets here.
The Greater Moncton Area represents the
sixth-fastest growing economy in all of Canada, and
the fastest growth east of Toronto. The area has
scathed the effects of the recession, as it did twice
GENIVAR prides itself on the fact that its Land
Development Services are managed by people
living in the communities that beneft from their
work. The end users are always top of mind, be-
cause they include our own families.
Our locally managed approach gives our clients
peace of mind that they will be taken care of from
project start to fnish, while enjoying the conve-
nience of access to additional expertise within
the network of GENIVAR offces across Canada.
GENIVAR offers a full range of Land
Development Services:
Engineering
Surveying
Planning
NS Dartmouth NB Moncton | Saint John | Fredericton PE Summerside | Charlottetown www.genivar.com
Shown here is Brandon MacDonald, one of our valued employees, with his sons Kieran and Isaac, enjoying a ride in Dieppe, NB.
GENIVAR was a prime consultant on the development of this subdivision
Environmental Services
Project Management
ShApING
LIVES
previously in the last few decades. In the 1980s,
three major local employers left the Moncton area,
a signifcant blow to the local economy and work-
force. Moncton could have folded, but given the
perseverance of the community, that was not an
option. Where Moncton could have withered on the
vine, the exact opposite occurred.
Having lost its biggest employers, the local
business community and local government de-
cided we were the only ones to help ourselves to
turn this around, LeBlanc explained. From that,
Moncton has become the economic powerhouse
of New Brunswick.
According to LeBlanc, since the 1990s,
Moncton has created 40 per cent of new employ-
ment in New Brunswick. In righting its economic
stance and becoming a very prosperous communi-
ty, Moncton has reinvented itself, an achievement
that is best known as the Moncton Miracle.
Vibrant community
Moncton is a big draw and has a reputation for
punching above its weight class, marketing the
community as an entertainment and recreational
hub. Moncton is vibrant and often draws big
events for a community of its size. Musical hits like
U2, ACDC, and The Rolling Stones have recently
performed in Moncton.
Un reet de nos forces
A reection of our strengths
www.umoncton.ca
pub UdeM Canadian Business 7.75x4.75.pdf 1 9/30/11 5:13 PM
MANAGE WITH CONFIDENCE.
With their solid experience and knowledge,
Assumption Life gave us the right advice
about which plan would best ft our company,
our employees and our budget.
- John MacIntyre,
General Manager/Owner, Pharmasave
Health & Dental Care Life & Disability Insurance Best Doctors
Applying is so easy! Just call Alain Parent.

www.assumption.ca 1-800-455-7337
Think you cant offer a
group insurance plan
to your employees?
Think again.
Additionally, for the second year running,
Moncton will host a Canadian Football League
neutral-site game, between the Hamilton Tiger-
Cats and Calgary Stampeders. Last years match,
the Toronto Argonauts vs. the Edmonton Eski-
mos, was hosted at the Universit de Monctons
Moncton Stadium, and was played before a
capacity crowd of 20,000-plus spectators.
LeBlanc attributes the successful turnout
of these events to Monctons ideal, centralized
location, with many travelling into Moncton from
surrounding areas. Moncton is an attractive draw
Healthy
economic
growth isnt
good luck.
Its good
leadership.
This ad prepared by: ryan edwards
ClienT: granT ThornTon
File name: gT 11-084
ad #: gT 11-081
publiCaTion: Canadian business Journal
Trim size: 3.75 x 9.75
Colours: Colour
At Grant Thornton LLP, were very proud to claim
The City of Moncton as our client. This community has
one of the fastest growing economies in Canada, and its
employment fgures are the envy of the country. Strong,
healthy economic growth can only be achieved one way
through astute vision and leadership.
At Grant Thornton, were honoured to serve the
City of Moncton, and we heartily congratulate them
on their resounding success.
Audit Tax Advisory www.GrantThornton.ca
Grant Thornton LLP. A Canadian Member of Grant Thornton International Ltd
moncton
Suite 500
633 Main Street
T +1 506 857 0100
for both social and business needs. You can live,
work, and play in Moncton.
Focusing on a vision for its community, the city
aims for the best in prosperity and quality of life.
As such, Moncton builds on its strengths and at-
tempts to broaden its economy, a move that could
ultimately attract more citizens. The community has
cemented its reputation as a host of world class
events, sports and recreation, and arts and culture.
The prosperity of the community, the qual-
ity of life, these are all things that attract people
and business.
Moncton is a place where people want to be
and want to live. We are consistently recognized
by others as the place to be, LeBlanc summa-
rized. Those are just recognitions by organiza-
tions, but I like to think in terms of people. And
one of the things you will hear most often is that
the people here are friendlypeople move here
and just love it here. Moncton is a great place to
be, come and visit, and then stay here. CB

www.MOnCTOn.Ca
184 MUNICIPAL Osoyoos Indian Band Development Corporation
OsOyOOs
Indian band Development Corporation
OsOyOOs
Indian band Development Corporation
MuniCipal
CB

184
Te osoyoos Indian band Development
Corporation, based in osoyoos, b.C., is
an organization that promotes economic
sustainability and self-sufciency within its native
area, covering more than a massive 32,000 acres
of british Columbia land.
wiTh sO MuCh area available, the Osoyoos Indian
Band Development Corporation also offers vast
developments in a variety of sectors, including
residential ,commercial, industrial, agricultural,
as well as tourism destination developments,
and some of the most desirable urban industrial
commercial land in the South Okanagan.
The Osoyoos Indian Band Development
Corporation works progressively with business to
preserve its past by strengthening its future,
and works to achieve its goal of increasing local
educational levels academically, athletically, vo-
cationally, and culturally, a responsibility it feels
is shared by the corporation as well as the locals.
The Osoyoos Indian Band Development Corpora-
tion encourages and promotes lifelong learning
and development strategies, as well as the over-
all increase of local opportunities and the stan-
dard of living.
Self-sustainable economic landscape
The Osoyoos Indian Band Development Corpora-
tion strives to reduce the areas reliance on gov-
ernment funding, doing this through job creation,
self-generated income, joint ventures, leasing,
as well as land and resource development to
encourage sector and industry growth. The over-
riding goal of the Osoyoos Indian Band Develop-
ment Corporation is to achieve the areas highest
level of economic self-suffciency.
Nearby to the Osoyoos Indian Band Develop-
ment Corporation is the NKMIP Resort, home to
more than 200 acres of destination resort lands
within the rich Okanagan Valley. The resort
includes the shores of the Osoyoos Lake, as
well as a 325-site motor park, a 4-star hotel, an
award-winning winery, a golf course, as well as a
desert culture centre. These various attractions
play a role in the economic development and
prosperity of the local area. Two hours south of
another major city, Kelowna, B.C., and within
driving distance of the border to Washington
State, Osoyoos is a popular summer and vaca-
tion destination for all ages.
Developments have seen the popularity
of wine vineyards spread across the Osoyoos
lands, as well as the development of estab-
lished leases, such as the Sonora Dunes Golf
Course, the Spirit Ridge Vineyard Resort & Spa,
the Tuc-El-Nuit Estates townhouse develop-
ment, the Cherry Grove Modular Home Park, as
well as more than 1,000 acres in agricultural
leases, representing more than 20 per cent of
grape production in British Columbia. The area
is home to several wineries, including Vincor
International, Mission Hill, and Burrowing Owl
Vineyards. The NKMIP resort is in the heart of
Okanagan wine county.
Scenic tourist destination
Osoyoos is growing up as a tourism destina-
tion, thanks to wine tourism, a variety of golf
courses, great hiking, family-friendly ski hills,
and now, NKMIP Resort, reads the Indian Band
Development Corporation website.
The Osoyoos Indian Band Development Cor-
poration works to create and develop products to
reduce dependency and encourage community
involvement within the Okanagan First Nation
traditional values of honour, caring, sharing, and
respect. This group promotes a lifestyle of hard
work and self-support, as did its previous genera-
tions, in developing the local economy through its
own business initiatives.
As one of Canadas leading aboriginal, agri-
cultural, and tourism regions, the Osoyoos Indian
Band began in 1877. The development corpora-
tion manages its business interests. Local lease
and joint ventures have created various busi-
ness relationships that have ultimately created a
variety of social and employment opportunities
for the region. The Osoyoos Indian Band Devel-
opment Corporation strives to strengthen South
Okanagans economy and lifestyle.
Reads the Osoyoos Indian Band Develop-
ment Corporation website, We invite any busi-
ness with a well thought out business plan to
come and explore the opportunities we offer.
Chief Clarence Louie states on the Osoyoos
Indian Band Development Corporation website,
We are very focused on the future and we real-
ize that we create this future by our actions. The
single most important key to First Nation self-
reliance is economic development. CB

www.OiB.Ca
Boughton Law Corporation
Boughton is proud to be the exclusive
legal advisor to the Osoyoos Indian
Band Development Corporation. We
wish them continued success and
look forward to continuing our long
established relationship.
Boughton has an extensive aboriginal law practice. Our
frm of over 50 lawyers has the depth and experience to
provide advice to First Nations and related organizations
on a wide range of issues. We stay closely connected with
our First Nation clients and this connection, coupled with
our experience and depth, enables us to deliver superior
legal services.
For more information about the services we ofer, please
contact Jean Yuen (e: jyuen@boughton.ca,
t: 604.647.4119) or visit us at www.boughton.ca.
190 RESOURCES MiHR
190
PHOTO BY JASON DUGGAN / SHUTTERSTOCk.COM
191 NOVEMBER 2011 The International Resource Journal
MihR innOvaTe: a
CaTalysT fOR shaRinG
MininG hR pRaCTiCes
and knOwledGe
By Lindsay Forcellini, Mining Industry Human Resources Council
In April, the CBJ featured the frst in a three-part article series which in-
troduced readers to the Mining Industry Human Resources Council (MiHR),
the council for the Canadian minerals and metals industry, and MiHR Inno-
vate, a collaborative platform developed by the Council to share knowledge
and effective mining HR practices and initiatives. Following this article,
Julys issue featured an in-depth look at the practice submitted by Teck Re-
sources Ltd., one of several participating companies, and this month MiHR
has connected with Cameco Corporation, Baja Mining Corp. and Vale, a trio
of forward-thinking mining companies that have opened up their HR depart-
ments, eager to share their take on HR innovation.
ResOuRCes
CB

192 RESOURCES MiHR
Why innovate?
The pending retirement of the baby boom genera-
tion, diffculties in attracting and engaging youth
and an under-representation of diverse groups
paints a challenging ten-year talent forecast for
Canadas mining industry. While the industry has
made tremendous strides in addressing these
issues, fnding experienced and skilled workers is
becoming more diffcult and competition across
sectors of the economy is increasing, according
to the Councils latest report, Canadian Mining
Industry Employment and Hiring Forecasts 2011.
Half of the mining workforce will be eligible to
retire by 2021, creating a defcit of 75,000 re-
placement workers in the most pessimistic fore-
cast. A period of relative stability in the sector will
see that number balloon to 112,000 as demand
for natural resources increases. By taking a proac-
tive and innovative approach to address the HR
challenge, companies like Cameco, Baja and Vale
are sharing their innovative HR practices with all
mining employers and adopting new strategies,
initiatives and tailored HR solutions to meet the
needs of their own talent and hiring requirements.
Cameco Corporation
Developing relationships with academia
Cameco is one of the worlds largest uranium
producers, focusing on clean electricity, and a
leading provider of the processing services re-
quired to produce fuel for nuclear power plants.
With operations in Saskatchewan and Ontario,
the US and Kazakhstan and development projects
in Australia, Cameco is recognized as one of the
top employers in Canada with over 3,300 global
employees and is the largest industrial employer
of Aboriginal Canadians.
The growing demand for clean energy poses
scientifc challenges for Cameco and the nuclear
industry. Strengthening ties between academia
and industry has the potential to address some
of these challenges. In support of this objective,
Camecos Innovation & Technology Development
(I&TD) department has established the Sabbatical
Program for Academics, which gives researchers
and scientists from universities the opportunity
to conduct research at Cameco operations each
year. The arrangement allows professionals and
academics from post-secondary education institu-
tions a chance to work and collaborate with tech-
nical personnel at Camecos facilities.
Sean Junor, Manager, Workforce Planning and
Talent Acquisition at Cameco, says the program is
directly linked to the companys long-term strategy
to signifcantly increase production by 2018.
It allows us exposure and access to a dif-
ferent segment of workers and invites us into a
different conversation. We learn more about what
is going on in the world of academia and research-
ers have the opportunity to apply their work in
an industry setting. The benefts are twofold; the
program broadens our attraction and potential
recruitment net and strengthens and/or develops
the relationships we have with academic institu-
tions, Junor explains.
Researchers spend up to one year in the
program working on a problem of interest to both
Cameco and the researcher, with an end goal of a
portfolio of potential projects that the researcher
will take back to university.
Michael Murchie, Director, Research Centre at
Cameco Technology and Innovation, says the key
to the programs success is the dedicated time it
allows a researcher to spend with Cameco.
194 RESOURCES MiHR
We are always meeting with
researchers from diferent universities,
but in a short time span, its hard to
connect; you need time to establish
a relationship. Its about researchers
getting to know our challenges
and Cameco getting to know their
capabilities, he explains.
This portfolio of focused project ideas creates
a link for continued collaboration, the develop-
ment of highly qualifed personnel (HQP), the
promotion of science and engineering and the
promotion of the mining industry.
Cameco has had four sabbatical researchers to
date, from a wide range of backgrounds:
university of saskatchewan materials science
research in zirconium alloys
Trent university environmental science
investigation in water and effuent treatment
university of Ontario institute of Technology robotics
and mechatronics
university of Toronto human factors engineering
(human-automation interface)
Following the program, two researchers are con-
tinuing to work with Cameco.
Since the program is in its early stages, Ju-
nor explains the main focus now is collaborat-
ing from an HR perspective to grow in uptake,
as the program can accommodate up to 12
researchers at one time.
The ability to measure the programs out-
come will come later on, when we have a cohort
in and have some time to refect on how it is
assisting our month-to-month or week-to week-
activities. Are the researchers doing things our
employees couldnt do? Do we have access to a
unique, diversifed set of skills we didnt have ac-
cess to before? These are the types of questions
well be asking, says Junor.
Baja Mining Corp.
Adapting to a multi-cultural environment
Baja Mining Corp. (Baja) is a Vancouver based min-
ing company that is currently transforming itself
into a producer. Baja and a consortium of Korean
companies own the Boleo Project, a large polyme-
tallic property, with near-term production and a long
mine life, located in Baja California Sur, Mexico.
In 2010, when Baja started recruitment
activities to focus on attracting talent for its
operations, talent requirements were identifed
and profles emphasizing technical and soft skills
were created. Due to the international location
of the project, profles included candidates with
previous international experience, exposure to
Latin-American cultures and fuency in Spanish.
When recruiting for these positions, Maria-
Luisa Sinclair, Bajas Director of Human Re-
sources, explains HR faced the predicament
of either recruiting for technical or soft skills;
due to the importance of attracting seasoned
experts in each area, technical skills prevailed.
To fll in the soft skills gap, Bajas HR team
designed and implemented an Intercultural
Sensitivity Program to assist in providing em-
ployees with the tools they need to effectively
adapt to the new cultures they would be ex-
posed to.
A lack of cultural awareness can lead to
costly delays, misunderstandings and, often,
personal frustration on the part of the commu-
nicators, Sinclair explains.
Training in intercultural communication as-
sists businesses and individuals in achieving
their goals in negotiation, decision-making, stra-
tegic planning and collaboration as successful
teams. It addresses perceptions, cultural pro-
fles, contrasts and differences and how these
can be better managed to ensure successful
outcomes.
Bajas intercultural training is facilitated in
sessions of two days. The frst day introduces
participants to cross-cultural research and
theory and the next day, participants receive a
personalized report and are guided through its
contents to learn how they interact with individ-
uals from different cultures and how to modify
such interactions in order to become more suc-
cessful in the workplace.
Baja has delivered two workshops so far,
one at its site in Santa Rosalia, Baja California
Sur, Mexico, and one at the Vancouver offce.
Sinclair says the response from employees has
been positive.
The program was well received. It generat-
ed quite a bit of exchange among participants,
as well as a willingness to learn more about
how each person is perceived by others from
different cultural settings. The majority of par-
ticipants agreed that the session was of interest
and relevant to their work.
196 RESOURCES MiHR
Sinclair says Baja is confdent that this
initiative will provide attendants with a better
understanding of their own behaviours within
different cultural settings and how such behav-
iours can be adapted to become better com-
municators and more effcient in their roles in
foreign locations.
Vale
A global approach to charting employee career
paths
Vale is the second largest mining company in
the world, one of the 30 largest publicly traded
companies in the world and the largest private
sector company in Latin America. Vale has a
market capitalization of around US$ 170 bil-
lion, with approximately 500,000 shareholders
from all continents and is the worlds largest
producer of iron ore and iron ore pellets, key
raw materials for steelmaking, and the worlds
second largest producer of nickel.
As an international company with a global
workforce, Vale has recognized the importance
of effective human resources strategies linked
to the companys corporate goals with the
tools and processes in place to retain talented
people, mitigate the risk of knowledge loss and
fully leverage the collective skill set.
In 2008, in support of these objectives, Vale
launched an innovative program for carry-on
succession. The Career and Succession Planning
(CSP) process is a global technology-driven system
that enables collaboration and identifcation
of potential candidates for succession at most
levels of management. This initiative is helping
Vale address the skills shortage by focusing on
professional development to retain its employees.
We recognize that many areas of our busi-
ness are booming. The traditional methods to
attract employees are no longer suffcient,
explains Tito Martins, CEO of Vale in Canada and
Executive Director of Vales Base Metals busi-
ness. Vales main talent management focus is
to retain and develop our own employees. The
CSP process enables us to grow our own, sourc-
ing talent from within the organization.
Through the CSP process, the company is
able to gain a holistic, global view of its workforce
and identify successors for individuals in many
management levels by searching for strong
contenders among potential internal candidates.
This is achieved through an annual in-depth
performance-evaluation process consisting
of a team, manager, clients and peers review
whereby a 360-degree assessment of an
individuals performance is conducted against
core competencies.
The Career and Succession system has sig-
nifcantly enhanced our ability to fll roles globally
and to provide our employees and managers with
a system that supports discussions about devel-
opment opportunities, competencies and talent
needs, Martins affrms.
The results of these assessments are ana-
lyzed and fed into a globally accessible software
database (CSP) that enables Vale to effectively
identify potential successors. These are people
who might be peers at the same level, or subordi-
nates at lower levels. They might be immediately
promotable, or identifed as potentially suitable
for a more senior position within the next two to
fve years.
We can envision the CSP system encom-
passing our full workforce in a few years. Ironing
out the kinks at each phase (before rushing into
full expansion) is the key to a successful imple-
mentation. We always look at the business needs
as the main driver for any HR program, he adds.
The CSP process has been successful at
Vale and positively received.
Developing our people to ensure they
are successful in their roles is critical to our
organizational success, Martins explains.
From work environment and culture, to learn-
ing and professional development, by collabo-
rating with MiHR, these companies are industry
leaders that are helping to support Canadas
mining industry through the sharing of knowl-
edge, experience and ideas. If you are interested
in joining the discussion, please join the Canadi-
an Mining HR Innovators and Professionals group
on LinkedIn. CB

For more information on the MiHR Council, visit
www.mihr.ca. For details on MiHR Innovate, or to
view the complete collection of practices, visit
www.mihrinnovate.ca
198
nORThquesT lTd.
exploration company positioned for golden future
198
ResOuRCes
CB

nORThquesT lTd.
exploration company positioned for golden future
200 RESOURCES Northquest Ltd.
When geologist Jon north made his
second, then third visit to an area just 60
kilometres from rankin Inlet, nunavut,
and, signifcantly, 80 kilometres from the
renowned gold producing site at meliadine
Project (5 million ounces at a grade of 7.4
gold per tonne), optimism for the Pistol
bay Gold Project really picked up.
nORTh is The President of exploration company
Northquest Ltd., which explores for gold and
other metals in Canada, Mali, and other jurisdic-
tions. North has built a reputation for using his
extensive background in geological surveillance
to decrease as much geological risk as much as
possible, using a strategy exploration in per-
missive rocks and in jurisdictions and geologic
terranes which have not achieved exploration
maturity.
With 25 years experience, North is a profes-
sional exploration geologist whose primary feld of
expertise is in area selection and the application
of the most appropriate methods of exploration in
the early stages of project evaluation. In addition
to his position as Director and CEO of Northquest
Ltd., North is a Director of the Board of New Dawn
Mining Corp. (ND - TSX) and a Director of the
Board of Bridgeport Ventures Inc. (BPV TSXV).
Jon has been a geologist his entire profes-
sional life and his passion for it is evident, says
Investor Relations Manager Tanya Mahadeo.
He is also very good at what he does; he has
been successful because he puts all the re-
search in. He does nothing blindly.
The Pistol Bay Project consists of 1,100
square kilometres of mineral rights. The property
is located approximately 60 kilometres south of
Rankin Inlet and 80 kilometres south of the Me-
liadine Project of Agnico Eagle Mines (5 million
ounces at a grade of 7.4 grams gold per tonne).
The Meliadine Project of Agnico Eagle Mines con-
sists of several gold deposits within a segment of
banded iron formation which has gold occurrenc-
es, prospects, and deposits over a strike length
of at least seven kilometres.
In 2010, the Company completed due
diligence sampling leading to the acquisition of
the Pistol Bay project in Nunavut, Canada, says
Jon North in a statement. The Pistol Bay proj-
ect is an exact ft for the Companys exploration
strategy in that the geology is extremely permis-
sive for gold deposits, there are numerous gold
M&T
ENTERPRISES
M&T
ENTERPRISES
P.O. Box 156, Rankin Inlet X0C 0G0
Ph: 867-645-2778 | Fax: 867-645-2590
Email: mandtent@netkaster.ca
M & T Enterprises Ltd. is a 100% Inuit-owned Rankin Inlet-based
company that oers various services such as, freight and delivery,
fuel delivery, household moving, constructon, expeditng and
ground transportaton. Our target markets are the mine
development and mineral exploraton companies, airlines,
government and local residents.
Our business is now focused on freight forwarding, warehouse
and secure storage, fuel delivery, expeditng, overland hauling,
heavy equipment and oce rental.
202 RESOURCES Northquest Ltd.
occurrences in the area, Nunavut is a jurisdic-
tion that has not achieved exploration matu-
rity, and a large land package could be readily
acquired. Since December 2010, the company
has completed three claim staking campaigns
and completed the frst airborne geophysical
survey ever fown in the area.
The Pistol Bay Gold Project is on property in
Nunavut and it is a greenstone belt which has
produced 350,000 ounces of gold since 2010,
which is about the same size as Abitibi gold belt
in Ontario and Quebec which has produced 150
million ounces since 1909.
We Help Protect the Environment
SERVING THE MINING INDUSTRY
CHARTER HELICOPTER SERVICE
CONTRACT SERVICE
AIR TAXI SERVICE
SERVING THE MOTION PICTURE INDUSTRY
1-800-782-0780
401 Helicopter Dr., ST. Andrews Airport, St. Andrews, MB R1A 3P7
Winnipeg (204) 338-7953
Rankin Inlet (867) 645-3885
Thompson (204) 677-3720
Gillam (204) 652-2212
Garden Hill (204) 456-2655
The Pas (204) 623-4595
1-800-782-0780
401 Helicopter Dr., ST. Andrews Airport, St. Andrews, MB R1A 3P7
SERVING THE MINING INDUSTRY
CHARTER HELICOPTER SERVICE
CONTRACT SERVICE
AIR TAXI SERVICE
SERVING THE MOTION PICTURE INDUSTRY
HELICOPTER FLIGHT TRAINING
Winnipeg (204) 338-7953 Rankin Inlet (867) 645-3885 Thompson (204) 677-3720
Gillam (204) 652-2212 Garden Hill (204) 456-2655 The Pas (204) 623-4595
We Help Protect the Environment

Management has global knowledge
and experience in mineral exploration
Management has been exploring for
gold for more than 25 years
Management employs a strategy
of careful research, area selection,
project acquisition, and exploration
towards its goal of discovering
valuable mineral resources
expeRienCe and
COMpeTiTive advanTaGes
We are your Northern General Store
Our Services include:
Freight forwarding and Expediting
Mechanical services
Gravel hauling
Heavy equipment rentals and truck rentals
Project Support: labour, equipment & supplies
Fuel Distribution: Bulk and drummed fuel

Accommodations - Katimavik Suites Hotel
Eskimo Point Lumber Supply and Airport
Services Ltd. has been northern owned and
operated since 1978 serving the Kivalliq
Region, Nunavut.
Phone: 867-857-2752
Ofce: Fax: 867-857-2807
Email: eplumber.ryan@gmail.com

Te area is very undermined, which
is a good thing, says Mahadeo.
The day we spoke with Mahadeo, the Pistol
Bay camp was being closed until next summer,
after a very successful exploration period and the
completion of the frst phase of drilling. The assays
are currently in the laboratory for analysis. CB

www.northquest.Biz
Northquest Ltd. was incorporated March
18, 2008 under the laws of the Province
of Ontario. The Company has one
whollyowned subsidiary, Northquest
SARL, incorporated May 26, 2008, under
the laws of the Republic of Mali. The
Company is authorized to issue an
unlimited number of common shares. The
Company has 25,780,823 shares issued
(38,710,034 on a fully diluted basis). The
shares of the Company are listed on the
TSX Venture Exchange under the symbol
NQ.
historY
fundy Tidal
Current thinking
204
eneRGy
CB

206 ENERGY Fundy Tidal
FTI PRESIDENT DANA MORIN
When the government of nova Scotia set new regulations under its
electricity act for almost 20 per cent of the provinces electricity to
be generated from renewable energy by 2013, in an efort to reduce
dependence on coal, Fundy Tidal was drawn in.
fundy Tidal inC. (FTI) was established in 2006,
a year before the governments avowal, and
is committed to capitalizing on the renewable
energy opportunities at its doorstep. FTI, a
community-based independent power producer,
uses the world famous tidal currents of the
Grand and Petit Passages of the Bay of Fundy,
N.S. to generate clean electricity. Based in
Westport, N.S., many of FTIs board of directors
and shareholders were involved in founding the
Scotian WindFields network of N.S. Community
Economic Development Investment Funds and
operating companies.
National treasure
The Bay of Fundy is one of the greatest natural
wonders in the world, with enormous tides that
carry 100 billion tonnes of water during each
tide cycle. To put this into perspective, that is
more than the fow of all the worlds freshwater
rivers combined, and generates forces equal
to 800 locomotives or 25 million horses. The
energy potential in the Bay is enormous, and,
today, largely untapped.
According to data released by the Nova
Scotia government, When fully developed, new
in-stream tidal technology has the potential
to generate 300 megawatts of green, emis-
sion free energy from only two locations in the
Bay of Fundyenough energy to power close to
100,000 homes.
Indeed, the Electric Power Research Insti-
tute has verifed that the Bay of Fundy has the
strongest tides in North America, and the Bay of
Fundy is perhaps the most potent site for tidal
power generation in North America, says , who
works closely with the provincial government and
stakeholders to develop sites in the Bay of Fundy.
FTI and the Province of Nova Scotia are in the
fnal stages of establishing the frst small-scale tid-
al Community Feed-In Tariff (COMFIT) for projects
majority owned by eligible community proponents.
With energy giants such as Nova Scotia Power Inc.
and OpenHydro and Alstom working in the Minas
Passage, FTI has its sights set on Grand and Petit
Passages and the Digby Gut, We are focused on
smaller projects connected to distribution systems
in a different area of province, the entrance to the
Bay of Fundy, says Morin.
Recent studies conducted in partnership
with Acadia and Dalhousie Universities indicate
the site has an excellent tidal energy resource
and other highly favourable characteristics. The
province, through the OEER, has just commis-
sioned the South-West Nova Tidal Resource
Assessment which will further quantify this
resource and potential sites for development
over the long-term. The project will be built in
phases based on environmental sustainability
and available capacity on the local distribution
system. With support from the community, the
project will expand to supply predictable elec-
tricity to Brier and Long Islands and mainland
distribution systems.
Currently, FTI has submitted applications for
fve locations totalling three megawatts of power;
three in the Digby County areas where three
of the main tidal passages are located (Grand
Passage, Petit Passage, and the Digby Gut), the
remainder on Cape Breton Island on the other
end of the province.
There is a distinction between larger utility-
scale projects and smaller distributed genera-
tion projects, but both are viable and worthwhile
endeavours. In the grand scope of things, three
megawatts of tidal power is not a giant thing,
but at a community level, this is certainly a huge
project, with great social economic benefts to
the community. The governments defnes small-
scale tidal as the use of tidal generators less
than 500 kilowatts in size that are connected
to the distribution system, i.e., the community
level, says Morin, and that suits our portfolio.
We have a vision for the province to
reduce the use of coal with biomass,
solar, wind, and tidal energy. What
we do have is the largest tidal resource
in the world that has the potential to
supply the majority of this power.
Morin is working to see improvement in the
provinces small scale distribution system by
increasing its capacity and greater connectivity
for distribution, not built to gather and distrib-
ute energy. The total power that is requested is
100 megawatts under all of these feed-in tariffs
from communities, less than fve per cent of our
power usage in the province, so it is, again, a sig-
nifcant contribution, but not at the scale hoped
for in the larger Bay of Fundy area with excess of
hundreds of megawatts of power there.
With a term goal to produce about 20 mega-
watts of tidal power over the next fve to 10 years
and a company vision to proactively create oppor-
tunities in the emerging marine energy sector with
a focus on locally-owned and operated ventures
to ensure economic development opportunities,
wherever possible, beneft local communities and
businesses, FTI is a Canadian energy producer
that is putting tidal power on the grid. CB

www.fundyTidal.COM
a sTep ClOseR TO a Canadian
susTainaBle eneRGy sTRaTeGy?
By The Honourable Perrin Beatty, President and Chief Executive Offcer, The Canadian Chamber of Commerce
a sTep ClOseR TO a Canadian
susTainaBle eneRGy sTRaTeGy?
By The Honourable Perrin Beatty, President and Chief Executive Offcer, The Canadian Chamber of Commerce
eneRGy
CB

214 ENERGY A step closer to a Canadian Sustainable Energy Strategy?
energy security is directly linked to
economic competitiveness and job growth.
The eneRGy seCTOR is a cornerstone of our pros-
perity. It plays a critical role for Canada in serving
the energy needs of all Canadians and in gener-
ating major income. There is virtually no country
in the world that does not look at our energy
inheritance with envy.
In 2009, the Canadian Chamber of Commerce
released a report, Powering Up Canadian Prosper-
ity, that called for all levels of government to come
together with stakeholders, including the busi-
ness community, to develop a Canadian Sustain-
able Energy Strategy-a strategy that would ensure
that Canada would continue to have a strong and
vibrant energy industry that would help grow our
economy and meet our future energy needs. We
are still waiting, but see signs of progress! More
recently, a number of business and poltical lead-
ers have become more vocal about the need for an
overall energy strategy. What we have in mind is not
simply a federal government policy to be imposed
on the regions, but a truly national strategy in which
all regions are full partners. Nor must its purpose
be to simply transfer the resource wealth from one
region to another, but to respect our constitution
and to recognize that rising prosperity in one region
will also lead to opportunities in the rest.
Energy ministers from across the country
are meeting in Kananaskis starting this week-
end to discuss the development of a Canadian
Energy Strategy. Leading up to that meeting,
we at the Chamber have continued to send our
message to governments on the business com-
munitys position on what must be included in
any strategy at the national level. It is vital that
they understand how fundamental energy is to
the competitiveness of every Canadian business
and to the success of our entire economy.
But beyond the strategy, the question we
have to ask ourselves is: does the federal gov-
ernment have a role to play in promoting and as-
sisting the energy sector? And also, how can the
Canadian Chamber of Commerce best continue
to play a role in all of this?
With the stability of new majority government
in Ottawa, Prime Minister Harper and his team
have the opportunity and the responsibility to de-
liver on their commitment to Canadians to create
jobs and foster prosperity. Energy is an essential
part of the formula.
The Canadian Chamber will continue to
stress to the government how important this is-
sue is to business. We have been encouraging
all businesses to look at their own energy needs
and ask themselves how they can contribute to
the strategy, including by working together on
innovations that beneft both Canadas energy
producers and its users.
Canadas energy future is in our hands and
the time for action is now. CB

216 ENERGY Aboriginal Pipeline Group
aBORiGinal pipeline GROup
aBORiGinal
RepResenTaTiOn
ResTaRTs lOnG
awaiTed pipeline
216
eneRGy
CB

Stalled for decades by aboriginal opposition and
economic uncertainty, the mackenzie Pipeline
Project has fnally been approved by the national
energy board (neb), and represents the time for
prosperity and industry for northern Canada, and
our national energy portfolio.
When the 1,200-kilometre pipeline system,
designated to link Mackenzie Valleys northern
natural gas felds to North American markets was
frst proposed in 1970s, Judge Thomas Berger put
a halt to it. Berger, who has built a legacy for ad-
vocating rights for Aboriginal groups and people,
recommended on environmental grounds, no
pipeline be built and no energy corridor be estab-
lished until native land claims are settled.
What was meant to be a 10-year postpone-
ment turned into a much longer hiatus. Momen-
tum for the project reignited in 2000 and, after
years of regulatory review, was given the go-ahead
by the NEB in March.
Fred Carmichael is Chairman of the Aboriginal
Pipeline Group (APG), which works on behalf of
the Aboriginal groups along the Mackenzie Valley
corridor. He remembers when the pipeline was
originally stalled. There was a lot of mixed feel-
ing on it at the time, says Carmichael. Some
people, especially in business community, includ-
ing myself who was in the airline business, were
disappointed, but I think all of us will say now in
hindsight it was the right thing to do.
Carmichael contends that Aboriginal groups
were neither ready nor prepared for the pipeline
back then, and a lot of the work probably would
have gone to southern companies rather than
the northern businesses because of that. Judge
Berger said the Aboriginal people need to get the
land claims settled before this huge development
goes forward, and there is no truer statement, be-
cause we are in a much better negotiating position
now than we were back then, says Carmichael.
Our land claims allowed us to become partners in
this project.
These land claims, along with an articulated
vision for involvement in major development
projects, modern business ethics, and advances
in environmental science has culminated in the
NEB approving the project and the 264 environ-
mental, fnancial and cultural conditions at-
tached to the Certifcate.
The six-year regulatory process is now
behind us. This decision is a huge step
forward, both for the project, for our Northern
stakeholders and for Canada as a nation, says
Carmichael.
According to APG, After completing one of the
most extensive regulatory proceedings in Canadi-
an history, the NEB decision confrms the need for
the project and the broad environmental and so-
cioeconomic benefts the pipeline will bring to our
nation. The APGnegotiated by Aboriginal people
for Aboriginal people now has the right to secure
a one-third ownership interest in the Mackenzie
Valley Pipeline. We remain committed to our man-
dateto maximize the long-term fnancial return to
the Aboriginal Groups of the N.W.T. through owner-
ship in the pipeline. The people of the north are
behind this project and APG will continue working
toward the day when Mackenzie gas fows south,
and economic benefts fow north.
And these benefts are signifcant, said Car-
michael. For the Mackenzie Valley and Beaufort
Delta regions, this project is the only realistic way
to create an economic future and an independent
and self-suffcient future for northern people.
Carmichael says the agreement has the full
support of the Inuvialuit, the Gwichin and the
Sahtu, who collectively form the APG, and whose
land the pipeline goes through. Weve had such
support because people now are full partners
in the project and our mandate is clear and very
simple; that we ensure our Aboriginal people ob-
tain a sustainable, long-term revenue stream from
our ownership interest in this pipeline.
Carmichael said negotiations with the produc-
ers, a consortium made up Imperial Oil, Exxon
Mobil, Conoco Phillips, Royal Dutch Shell, was
tough, but respectful. This is a business deal
and we are talking to very experienced business
people who have a good track record but I would
say that they have been very good and very fair.
Its business and we have to be on our toes and
make sure we get what we wantwe didnt get
this deal by them saying here you go. Overall,
I would say that once they realized that we are
in this for the long-term, and in order for them to
build a pipeline across our land, they need us.
The consortium knows they are not going
to be building anything across our land, for that
large a project, without involvement of Aborigi-
nal people.
Among the conditions of the agreement is
employment security for Aboriginal communities,
with $1 billion of work in the corridor guaranteed
for Aboriginal businesses, as well as associated
training programs.
Carmichael sees this as an opportunity for
northern communities to regain some indepen-
dence from government after the decline in the
hunting and trapping industries necessitated
government assistance. The only way to get out
from under [government dependence] is to build
an economic base. The APG shows all Aboriginal
people across the country the benefts in becoming
partners with non-Aboriginal businesses in large
projects such as the Mackenzie Valley Pipeline. This
is a step toward our own self-suffciency, regaining
our pride, and building our own industry, and that is
the only way to create a better society.CB

www.MvapG.COM
nORTheRn
pROMises
By John M. Medeiros, Research Director, CBJ
Tere is something about the air in the Western
arctic; rarefed, atavistic - as if breathing it for any
length of time unburdens one of self importance
and distils in you a visceral, elemental sense of
the place. Te smell; raw, pure and like nowhere
else Ive been. like the stark beauty of the land
itself, rubbed raw of the human condition,
the scent of the place is forever trapped in the
meniscus of my memory.
siMilaRly, The peOple that call this place home have
left an indelible mark on my psyche too.
The Mackenzie Delta Region of NWT, part of Cana-
das largest river system and second largest arctic delta
in the world, is a vast and primal labyrinth of channels,
nORTheRn
pROMises
226 ENERGY Northern Promises
lakes, and low lying alluvial islands, covered by
stunted black spruce, becoming sparse and thin-
ning as the river mingles with the Arctic Ocean
near Tuktoyaktuk. It holds an enormous energy
reservea resource estimated at more 15.4 Tcf
(trillion cubic feet) of natural gas in the onshore
and shallow water areas of the Deltaa tract of
2.2 million hectares (5.5 million acres) about the
size of the state of New Hampshire. The already
developed and proven fnds include more than
250 million barrels of oil and 11 trillion Tcf of natu-
ral gas and condensate. To give these numbers
some perspective, the average Canadian home
consumes less than 100,000 cubic feet of natural
gas annually. Its a staggering number. And an
equally incredible number is the expected infra-
structure costs to fully capitalize and bring to mar-
ket one of the largest and undeveloped resources
of its kind on the planet - $16.2 billion CAN.
When Justice Thomas Berger frst tabled his
infamous report back on June 9th 1977 examin-
ing the impact of the proposed Mackenzie Valley
Pipeline Project (MVPP), it was billed then as the
biggest project in the history of free enterprise.
1
During the 30 plus years of negotiations, Canada
has made historic strides forward in the settle-
ment of native land claims; frst with the Inuvialuit
Land Settlement Act of (ILS) 1984, followed by the
Gwichin Comprehensive Land Claim Agreement
(GCLCA) in 1992. And again in 1994 with the
Sahtu Dene and Metis Comprehensive Land
Claim Agreement. To date, only the Dehcho First
Nations has yet to sign, and their 34 per cent
interest will be held for them if and when they
choose to participate.
2
In March 2011, the Harper government gave
the federal green light to begin the construction
of the project. But in July, Shell Canada pulled
up stakes and is looking to sell its 100 per cent
ownership of the Niglintgak feld, which alone
holds and estimated 800 bcf (billion cubic feet).
Hot on the heels of Shells decision, KOSGASKo-
rea Gas Corp., the state owned and the globes
largest importer of LNG (liquefed natural gas) has
expressed interest and is rumored to have made
an offer on Niglintgak, and an outright purchase of
Shells 11 per cent interest in the overall project.
For now, the train is still on the track. Harper
is at the throttle and in early 2012 we should
hopefully see the start-up dates announced for
the 1220 km (758 mile) mega-pipeline.
But this piece is not about numbers. Rather;
its about the people, kinship, and community.
Its really about a promise of the futurea future
that will forever reshape the North. And its a
personal refection on characterstalwart, bold,
of resolute and unyielding tenacityof those who
I still call my friends today.
People like O.D. Hansen, a principle with the
Aboriginal Pipeline Group (APG) and with whom I
shared some offce space back in the day. To-
gether we helped developed the management
protocols for Ikhil discovery and the ensuing
Inuvik Gas Project.
And O.D.s brother Frank; a Professional
Engineer and President of Kavik-AXYS Inc. A
successful entrepreneur in his own right and
equally know around the Delta for his business
acumen as for the retroft 512 (16x32 cabin -
typical of the frst houses built during the 50s
when the notion for the town of Inuvik was know
as East-3) strapped to his river barge, in which
he plies the waters around town. If youre lucky,
his wife Sandy can serve up an onboard and
mean Caribou stew.
Like Kurt Wainman owner of Northwind
Industries and general contractora finty, unvar-
nished afcionado of anything with fuel injection.
He travels in the same circles with the likes of
Jesse James, host of TLCs Monster Garagefor-
mer husband of actress Sandra Bullock. Father,
family man and of late, Kurt was part of the His-
tory Channels out-of the-park success storyIce
Road Truckers.
And for Fred Carmichael, who I meet briefy
during my tenure in the North, but have since gar-
nered an even greater respect, as the planning of
this issue gathered a head of steam and our piece
on APG, the Company he chairs gained purchase.
He is a true icon of the North.
The real story of the MVPP is one of fealty; of
community and respect for the land and of those
who came before. Of a People who understand,
without question, that the needs of the individual
are ephemeral at best. The truth of the story will
be told by the children, who will remember best,
not just achievements that can be counted, but
of the shaping of their path forward.
So, this is for the Hansen brothers and their
extended clan; two from a family of thirteen, born
on the land in a blink of a generation not far
past. This is a word too, for Kurt and his young
family, for the Wainman girls. And fnally for Fred,
who offered his thanks to me for what The Cana-
dian Business Journal is doing for our people.
In turn, we here at George Media thank the
people of the North for their resolve, their com-
mitment, and for putting the needs of the People
before the needs of the few. CB

JOhn MedeiROs spenT a yeaR in The MaCkenzie
delTa and diReCTs The eneRGy - Oil & Gas
MaRkeT fOR The iRJ / CBJ.
1. CBC NewsBusiness Mackenzie Valley Pipeline- 37
years of negotiations
2. ibid.
BuildinG MORe,
fOR less
PPP CANADA CEO JOHN MCBRIDE
Building more,
for less
ppp canada
Canadians are fortunate to enjoy a high quality of life. Its
likely that we are so accustomed to having fresh tap water to
drink, safe roads on which to drive and buildings in which
our legal and government functions carry out every day, that
the great cost and resources that go into these services is not
considered. Tat does not negate the fact that the upkeep and
addition of public infrastructure costs billions of dollars to all
three levels of government annually. Given the challenge of
getting the most value for its money, governments on all three
levels are recognizing the beneft and value of partnering with
the private sector in Public Private Partnerships (P3) to build
more for less.
230 INFRASTRUCTURE PPP Canada
Public infrastructure makes Canada the
powerful country it is, and impacts the lives of
Canadians daily. As one recent example out of
many, with the P3 approach, the City of Barrie
will receive a new transit facility on time and on
budget, which will provide higher quality bus op-
erations and services to Barrie residents.
Since the launch of the P3 Canada Fund in
2009, PPP Canada has seen growing interest
from municipalities that are considering P3s as
alternative means to delivering community-based
infrastructure, said Greg Melchin, Chair of PPP
Canada Inc. The City of Barrie is demonstrat-
ing another innovative P3 approach to delivering
FRoM lEFT To RIGhT: JohN MCBRIdE, CEo PPP CANAdA, ThE hoNoURABlE MIChAEl dE JoNG, BC MINISTER oF hEAlTh ANd MlA
FoR ABBoTSFoRd WEST, FIRE ChIEF doN BEER, CITy oF ABBoTSFoRd, ThE hoNoURABlE Ed FAST, MINISTER oF INTERNATIoNAl
TRAdE ANd MINISTER FoR ThE ASIA-PACIFIC GATEWAy ANd MEMBER oF PARlIAMENT FoR ABBoTSFoRd, hIS WoRShIP, GEoRGE W.
PEARy, MAyoR oF ABBoTSFoRd.
high quality services that will meet the needs of
Barrie residents now and in the years to come.
What are P3 partnerships?
P3 partnerships are an integral component for
upholding Canadas high standard of living through
building and maintaining large scale infrastructure
projects, the goal of which is to ensure the
effective use of P3 where they produce value for
taxpayers, says PPP Canada CEO John McBride.
An alternative method to using public coffers for
procuring large and complex public infrastructure
projects, PPP Canada was created to spearhead
the federal governments P3 efforts and leads the
governments commitments, outlined in a series of
budgets, to be a leader in P3.
PPP Canada is divided into two main business
areas, the P3 Canada Fund, a merit-based program
which encourages the use of effective P3s by prov-
inces, territories, municipalities and First Nations,
and the advancement of P3s by the Federal govern-
ment itself. In both instances, the P3 provides value
for tax payers by a number of advantages.
Most importantly, P3s transfer risk of build-
ing medium and large scale projects to the private
sector, says McBride. The design, build, fnance,
maintenance and operation of a projects entire life
is handled by a private sector partner, the result of
which means risk isnt dispersed over multiple par-
ties with less or no responsibility of cost of building
and operating. Rather, we are asking the private
sector to take those types of risks. And not only are
they saying they will take them but they back stock
that by backing it with their own money.
In addition to risk-sharing, P3 contracts
offer better cost benefts, are more often
232 INFRASTRUCTURE P3 Canada
Standing Oers Consultant Registration
CRG Consulting Divisions:
Real Property and Portfolio Management
Private-Public Partnerships
Policy Analysis and Formulation
Project Management
Organizational Transformation
Program Evaluation and Development
Regional Economics and Urban Studies
Strategic Communications
Risk Management
Compliance Audits
Retail Studies
Consultant Resource Centre
We are recruiting, join our team!
For more information please consult our website at
www.thecrg.com or contact Brian Card at
brianc@thecrg.com
Simplifying clients needs...
P1 Consulting specializes in facilities management advisory services,
fairness monitoring services and public-private partnership assessment
and implementation.
Our dynamic team of practitioners has hands-on experience working with
owner-occupiers to understand their objectives and on designing solutions
that balance the risk, rewards and outcomes.
Our approaches are well founded on solid operational experience
supported by time tested management and monitoring tools. We help avoid
the pitfalls and seize the opportunities!
www.p1-consulting.com
info@p1-consulting.com
(613) 723-0060
P3 Assessment and Support Real Estate Outsourcing Alternative
Service Delivery Fairness Advisory Services
To nd out more about our specialized sustainability services
visit www.procuresustainably.com
completed on time or early and optimise
resources and innovation.
The advent of P3s has driven changes with-
in industry and government. For industry, it has
required the development of integrated solutions
drawing together leading expertise in the design,
construction, fnance and operation of public in-
frastructure. For governments, it has required de-
fning what services Canadians expect from their
public infrastructure and using the disciplines of
competition and capital markets to ensure the
private sector delivers, says Melchin in the PPP
Canada annual report for 2010-11.
Now in its third year of operation, PPP
Canada has focused on increasing Federal gov-
ernment participation in P3 projects, achieving
signifcant milestones with the closure of the
Communication Security Establishment Canadas
(CSEC) Long Term Accommodation project, a
$876 million dollar state-of-the-art security facil-
ity, $176 million less than had it been a tradition-
al crown construct project.
According to CSEC, it was determined that
the P3 approach would be the most viable solu-
tion for the CSEC project. This approach creates
a partnership which allows the public sector to
leverage private-sector innovation and effciency
to deliver major public infrastructure projects.
234 INFRASTRUCTURE PPP Canada
The private sector is responsible for the
design and construction, fnancing and mainte-
nance of the facility over 30 years, stated the
CSEC website. In the case of the CSEC project,
this approach provides compelling advantages
over the traditional Crown-construct approach,
such as greater certainty of on-time delivery of
this critical building, access to private-sector
capital, and the transfer of certain risks, such as
fnancial and schedule overrun.
McBride elaborates, Ill give you an example:
in a P3 project, there is no cost to the taxpayer
until the asset is completely built, so its [private
sector] equity at risk, and any cost overrun is
their problem; there is no paying until the asset
is delivered.
Which products are right for PPP Canada?
Its not the silver bullet for all projects, says Mc-
Bride. We have to compare the advantages of
putting capital at risk. For example, if the city of
Ottawa wanted sidewalk repairs, there is no need
to put capital at risk because it is a straightfor-
ward project.
But building a brand new hospital is more
complex, tends to be larger, tends to be in areas
outside of the core competencies of government,
and would beneft from private sector participa-
tion. The underlying question is always Does
it produce value for money as a P3? We only
support and produce P3s that produce value for
taxpayers.
As a young Crown Corporation, PPP Canada
is building up momentum, having, under Mc-
Brides guidance, received 121 applications in
2011, up from 73 in 2010, and 20 in 2009. The
federal government has also demonstrated its
support by way committing that all future fed-
eral projects over $100 million be mandatorily
assessed for P3 suitability. Canadians will get
more value for their tax dollars, the private sector
benefts from greater activity and our reputation
for world-class infrastructure grows.
Our target is to leverage $1 billion infra-
structure a year. PPP Canada funds 25 per cent
of a particular project, and Id like to see us
invest more than $250 million this year to over a
billion of infrastructure projects, says McBride.
Governments know that infrastructure is
necessary for the health and success of their
countries, and the old ways of doing it are not go-
ing to be suffcient to meet the challenges.CB

www.p3Canada.Ca
sOpReMa
has you covered
236
COnsTRuCTiOn
CB

238 CONSTRUCTION Soprema
RICHARD VOYER AS GENERAL MANAGER OF SOPREMA CANADA
an international manufacturer that
specializes in producing a range of
waterproof products used in the
construction and engineering sectors,
Drummondville, Que.-based Soprema
conducts business in more than 80
countries worldwide.
inTeRnaTiOnally headquaRTeRed in France
since its founding in 1908, Soprema opened its
doors to Canada 70 years later, in 1978, and
today employs more than 360 people at its two
major Canadian sites.
Focusing on the future of the construction
sector, Sopremas product supply highlights envi-
ronmental protection and sustainability in manu-
facturing quality products to meet environmental
regulations and green initiatives.
Leading the waterproofng sector
One of the frst organizations involved in roofng
manufacturing to establish an Environmental
Management Program, Soprema is ISO-14001
certifed, recognized for its environmental man-
agement practices. The company was also the frst
of its kind as a modifed bitumen manufacturer.
Soprema manufactures and installs waterproof-
ing membranes for many Canadian companies.
Reads the company website, Choosing Soprema
means choosing reliabilitya decision to be pro-
tected from any problem.
In addition to manufacturing waterproofng
products, Soprema aids in the development
of forward-thinking green roof technology in a
variety of roof building sectors. Soprema has
emerged as the industry-leading experts, the
frontrunners in the waterproof roofng feld.
This applies to Soprema production facilities
worldwide, reads the company website. Euro-
pean research facilities are developing products
made from renewable resources and recycled
materials to reduce Sopremas carbon footprint.
Today, sustainability has emerged as a primary
focus in the construction industry, however, it is
a focus that has long been part of the Soprema
mandate, even before it became mainstream.
Soprema has worked to promote the benefts of
sustainable roofng through a two-pronged ap-
proach of renewability and reusability.
make a roofng system last as long as
possible to delay its removal to landfll
for as long as possible and reduce the
use of new resources and materials,
summarizes the Soprema website.
Soprema offers the highest of industry exper-
tise from dozens of professionals. These techni-
cians offer vital product information relating to
product design, installation, maintenance, and
roofng systems renovation. Clearly, Soprema has
set the bar in the waterproofng industry.
The products offered by Soprema have
proven to be valuable in more ways than one in
that, through waterproofng technology, these
products also protect the investment of building
fabr i cs
High strength.
Thermally stable.
Dimensionally stable.
Easy to mold.
Holds pleats.
Non-fraying.
Breathable.
Can laminate and emboss.
Accepts dyes and inks.
BUILDING, ENGINEERING & INDUSTRIAL
3-D MATRIX PRODUCTS
Lies fat.
Lightweight.
Durable.
Dimensionally stable.
Flexible.
Holds pleats.
Recycled content.
Doesnt collapse.
KILDAIR SERVICE LTE
Congratulations to Soprema
Together we can get there!
Our services :
Fuel Oils
Asphalt
Marine Oil
92, Chemin Delangis,
St-Paul-de-Joliete (Quebec)
J0K 3E0
450 756-8091
www.kildair.com
Logistics
Klinol Emulsion
owners by prolonging the product quality for as
long as possible.
Sustainable roofng system
Leading in environmental improvement and
green roof technological development, Soprema
has established long-term objectives of design-
ing an overall sustainable roofng system, with
a goal to keep these systems in place as long as
sustainably possible. Product component ma-
terials are prolonged, or recycled, diverted from
landflls, while products are also reused rather
than using new product materials.
Highlighting some of the many products
offered by Soprema, the website states, The
weight of sopranature green roof systems has
been suffciently reduced to allow garden roofs
on most existing buildings. In protecting the envi-
ronment, Sopremas Coletanche geomembrane
systems are used in geotechnical, environmental
and hydraulic applications to retain liquid and
solid contaminants, including nuclear waste, to
protect groundwater resources, to control water
runoff and pollutants, and to provide biogas pro-
tection, as well as store potable water.
Over the last 30 years, SBS modifed bitu-
men technology has proven by far to be the most
reliable technology in the waterproofng industry.
Most Soprema roof waterproofng membranes
are made with SBS modifed bitumen and include
a reinforcement of non-woven polyester or glass
mat, the website continues. Developed by a
seasoned research and development team, the
unique formulation and superior quality provide
exceptional durability and resistance to severe
weather conditions.
LEED certifcation
The industries supplied by Soprema are moving
more and more toward valuable environmental and
energy sustainability initiatives. As an example, an
increasing number of private sector companies, as
235, Lvis - Drummondville (Qc) J2B 5C7 - Fax: 819 477-5973
info@electrosysteme.com
well as governmental organizations, strive to imple-
ment Leadership in Energy and Environmental
Design (LEED) policies into their designs, where the
key goal is to achieve the best level of sustainability.
LEED certifcation is industry recognized for
green building efforts, in addition to being a rec-
ognizable achievement through third party reviews
and many new government-related environmental
incentives aimed toward improved sustainability.
These organizations contribute to a growing green-
building knowledge base that is worldwide.
The Soprema website concludes, In the
future, manufacturers, designers and installers
quadrachemicals.com | 800.665.6553
11771 - Soprema Ad for Quadra - 3.75 x 4.75 - 4c
Que be c | Ont a r i o | Al be r t a | Br i t i s h Co l umbi a | Sha ng ha i
Quadra is a Canadian chemical &
ingredient distributor that is guided
by distinct core values. We are proud
to supply Soprema who also has
similar values.
Wishing Soprema continued success!
ISO
11771 - Soprema.indd 1 10/31/11 5:14 PM
should be partners working together to help
protect the environment by making sustainable
development a priority.
Energy economy, sustainability, effcient
utilization of raw materials and the reduction of
waste must guide roofng design and specifca-
tions. More precisely, designing for sustainability
must include materials and details which ex-
tend the useful lifetime of a roof and which are
matched with a sustainable recovery plan. CB

www.soprema.Ca
244 Build iT and They will COMe
Whitecap Development Corporation
COnsTRuCTiOn
CB

244 Build iT and They will COMe
Whitecap Development Corporation
246 CONSTRUCTION Whitecap Development Corporation
as the economic arm of Whitecap Dakota First nation, Whitecap Development
Corporation funds investment and business development in Whitecap, Sask.
beginning in the mid-1990s, Whitecap Development Corporation has seen
plenty of development, progress, and projects over the years.
Dakota Dunes Resort
In recent years, major developments have occurred in the form of the Dakota Dunes Re-
sort, which includes Dakota Dunes Golf Links, developed about seven years ago.
When developed, Dakota Dunes was ranked as the best new golf course in Canada.
Today, it remains with the Top 20 rankings nationwide for public golf courses. A large,
lake style course, the terrain of Dakota Dunes is rich with sand, uncommon for the area,
ideally located just south of the provincial business hub of Saskatoon. The course offers
plenty of natural beauty and space, developed over more than 240 acres.
A project that includes many phases, next to
follow was the development of the Dakota Dunes
Casino, a $61 million investment that has now
been in operation for four years. Certainly proving
to be a very proftable venture, the Dakota Dunes
Casino is also themed to represent its surround-
ings of the First Nations and its community. Col-
lectively, Dakota Dunes Golf Links and the Dakota
Dunes Casino bring in more than 1 million tourists
annually, creating plenty of economic prosperity
and job creation for the region and Whitecap De-
velopment Corporation.
Dakota Dunes Golf Links and the Dakota
Dunes Casino represent just two of the many
developments occurring under the vast Whitecap
Development Corporation, however.
The third stage of development is the Dakota
Dunes Hotel, a 161-room, full service accommoda-
tion. Complete with spa, a restaurant, a pool, and
meeting facilities, it is an investment that Whitecap
Development Corporation hopes to break ground
on within the next six months. Tied-in with this is
a resort-residential phase, with the current plan-
ning hoping to develop 355 residential unitsa
combination of condominiums, townhouses, and
single family homeswhich will only further add to
the economic feasibility and increased tourism of
the Whitecap area. The resort-residential develop-
ment is something that will also bring more retail
to the area, according to Darrell Balkwill, CEO of
Whitecap Development Corporation.
With the tourism trafc and the
additional people living in the
residential, that will drive more retail
amenities too. Tats part of the
master plan within the community,
balkwill explained. Te bigger
picture for tourism is that we
have developed a regional tourism
strategy with the diferent rural
municipalities and towns, the City
of Saskatoon, and weve developed
a corporation called Diefenbaker
Destination Developments.
Diefenbaker Destination Developments
Diefenbaker Destination Developments is named
after Lake Diefenbaker, a body of water south of
Whitecap which offers one of North Americas rare
fshing lakes. Tying in with Whitecap Development
Corporation, Diefenbaker Destination Develop-
ments offers a regional focus to the area. As such,
the highway which runs from Saskatoon, through
Whitecap, to Lake Diefenbaker has been appropri-
ately renamed as Chief Whitecap Trail, paying hom-
age to the First Nations community. The renaming
also plays a part in the regions tourism strategy.
Job creation in Whitecap
As with any major economic developments, the
developments of Dakota Dunes Golf Links and
Dakota Dunes Casino, and the future develop-
ment of Dakota Dunes Hotel, as well as resi-
dential, have allowed for plenty of job creation;
combined, the golf course, casino, accommo-
dations, and retail has created more than 650
jobs for the community, and The Dakota Dunes
Hotel will add another 100 jobs as well. Project
development also creates short-term work, such
as construction jobs. Similarly, Dakota Dunes
Golf Links, the host of a major Canadian tour
event in each of its four years of operation,
creates about 60 jobs every year in golf course
layout and maintenance.
With any business development
and investment, the no. 1 goal is
proftability. economic prosperity
is critical, and tourism and
employment generation for the
whole region is an added bonus.
Today, Whitecap Development Corporation
works on the latest addition of its master plan to
drive both recreational tourism and cultural tour-
ism to the community. More than 1,000 acres of
Marwest Group of Companies - Suite 300-360 Main Street Winnipeg Mb. R3C3Z3 | T: 204.947.1200 F: 204.947.0453 | www.marwest.ca
Congratulates
The Whitecap Dakota First Nation
and Chief Darcy Bear for their
leadership and vision in
the development of the
DAKOTA DUNES RESORT AND CONFERENCE CENTRE
1-1250 WA VERLEY STREET | WINNIPEG ,
M A NITO BA | R3T 6C 6
[ P] : 204.287.8668 | [ F] : 204.287.8388
WINNIPEG BLUE BO M BER STA DIUM
W HERE I N SPI RED D ESI G N BEC O M ES REA LI TY
land in the community have been earmarked for
commercial developments.
Were really starting to build a
sense of community here. Tere is
a lot of input from the community
in all the developments that we
pursue here, balkwill said. We
have a lot of community meetings,
we take all of our projects to the
community to make sure that they
are aware, and that the community
is supportive of the projects that
we are proposing.
Whitecap Trail Business Park
While the focus remains on developing and exe-
cuting its resort tourism strategy, Whitecap Devel-
opment Corporation plans to diverse its strategy
to include manufacturing, setting aside about 40
acres of land to be developed into a business park
area, known as Whitecap Trail Business Park.
Currently under market analysis and feasibility,
the park project hopes to attract manufacturing
and light industrial work. Getting the ball rolling,
Whitecap Development Corporation has estab-
lished two of its own businesses: Dakota Vehicle
Systems, which markets vehicles for military,
homeland security, and security monitoring, and
Dakota Technologies Corporation, a research and
development corporation specializing in vehicle de-
sign. Both companies are part of a focus to attract
aerospace and defense companies to Whitecap.
To date, Whitecap Development Corpora-
tion has invested $12 million in infrastructure,
communications, water, sewer, natural gas, and
power to accommodate business development.
The goal remains to attract investment and dol-
lars to Whitecap.
Balkwill summarized, Weve spent a lot of
time and money trying to establish a solid busi-
ness development and investment environment
at Whitecap Dakota First Nations. So far, all of
our investments have been in partnership. We
have brought in other partners and thats what
wed like to continue to see, more partnerships
and more investments by outside groups and
business development by outside groups. We are
open for business. CB

www.whiTeCapdakOTa.COM
254
Centric health
sTRaTeGiC aCquisiTiOns fOR a BeTTeR healThCaRe sOluTiOn
254
healTh CaRe
CB

Centric health
sTRaTeGiC aCquisiTiOns fOR a BeTTeR healThCaRe sOluTiOn
256 HEALTH CARE Centric Health
Te dynamic growth of Centric health over the last few years is particularly impressive.
Tis highly diversifed healthcare company has had a signifcant string of acquisitions that
are aligned to help achieve a strategic vision. a unique presence in the Canadian market,
Centric health is paving the way for a future era of healthcare reform. Tis month, we
spoke to President and Ceo Daniel Carriere about how Centric health is achieving its
success as Canadas premiere healthcare company.
DANIEL CARRIERE, PRESIDENT AND CEO
CenTRiC healTh is a publicly traded company
and has a business model focused on the stra-
tegic acquisitions of healthcare companies. Its
current market cap is $225 million to $270 mil-
lion, on a pro forma basis, and Carriere predicts
hitting revenues in excess of $300 million
a signifcant growth since inception. How does
Carriere account for its success? I think its our
focus and our vision as a Canadian corporation,
which is to become Canadas premiere health-
care services company that provides innovative
solutions that focus on patients frst.
The vision was initially developed by Dr. Jack
Shevel, founder of NetCare, a South African
company he built into one of the leading private
health care companies in the world. Dr. Shevel
and his team at Global Health Investment Solu-
tions are principle investors in Centric Health and
serve as strategic advisors to Carriere and the
Centric Management Team.
Benefcial business model
The business model has a beneft for both
healthcare providers, as well as patients. By ac-
quiring companies that are truly best in breed,
Centric Health is able to provide its customers
with exceptional health care options. Our ap-
proach is to really look at companies who are the
absolute best at what they do, Carriere explains.
We want to work with those people who have ex-
tremely high patient care expectations, and also
very high ethical standards.
We focus on top line and bottom line, ensur-
ing that we have a value-added component that
we can offer companies, which is our expertise in
other areas such as Finance and Human Resources.
We have that critical mass to offer so that those
companies can focus less on administrative and
fnancial tasks and more on patient care. We are
focused on creating ongoing effciencies. Its good
for the patients and good for business.
Rapid growth, major acquisitions
The Centric Health plan is to grow rapidly through
acquisitions, which it has been doing at a consid-
erable pace during the last few years. In January,
Centric Health added Surgical Spaces, which is a
surgical company based in Vancouver and Win-
nipeg. In May, it added Lifemark Health, which
focuses on medical assistance and elder care,
marking a key moment in the companys history.
That was a transformational acquisition and a
turning point for the company, says Carriere.
Since that time, Centric Health also acquired
a surgical company called Bluewater Surgical
with locations in Sarnia, London, and Windsor,
Ont. It acquired a speciality pharmacy operation
with 33 locations across Ontario, focused spe-
cifcally on methadone clinics. An orthotics com-
pany, Performance Medical Group, fts in with the
focus of elder care, physiotherapy, and rehabili-
tation. And just a week prior to this interview, it
was announced that Centric Health had acquired
MIC, a large diagnostic company with 16 loca-
tions across the Greater Toronto Area.
Centric Health is well-diversifed across Cana-
da. For example, with its acquisition of Lifemark,
it has 104 clinics across the country. These are
just some of the examples that indicate how our
growth focus will help us move forward, Carriere
explains. It has been an aggressive growth strat-
egy, but a successful one. We want to complete
one major acquisition every quarter and we have
W
o
r
k
s
p
a
c
e
s
M
a
i
l
r
o
o
m
O
f
f
i
c
e
s
B
r
e
a
k
r
o
o
m
R
e
s
t
r
o
o
m
s
O
f
f
i
c
e
s
T
r
a
i
n
i
n
g
C
o
n
f
e
r
e
n
c
e
R
o
o
m
L
o
b
b
y
/
R
e
c
e
p
t
i
o
n
J
a
n
it
o
r
ia
l
Your business needs a variety of products to keep it running smoothly.
Staples Advantage supplies all of the ofce, facility, tech and furniture products that
you need in ONE shipment and with only ONE invoice to process!
That is your Advantage to convenience.
CALL: 1.877.272.2121 ONLINE: staplesadvantage.ca
Staples Advantage
Your business-to-business Advantage
One source for all your needs
Advantage #29 Advantage #29
been on track with that. Centric Health plans to
match that goal will many other minor acquisi-
tions that complement the overall strategy of
providing better healthcare.
But we are not just a roll up company! says
Carriere, who has created a business develop-
ment unit to deal with Mergers and Acquisition
activity, and also to look at the integration expec-
tations surrounding strategic acquisitions. If we
cant integrate all of the components, we cant
create a seamless model of care. We want to
maximize top line growth and effciencies derived
from the new partnerships.
Future goals
For the future, Centric Health will continue to
move forward with its acquisition strategy, fo-
cusing on its current pillars of care including
rehabilitation and physiotherapy, eldercare, medi-
cal assessment, surgery, diagnostics, pharma,
homecare and home health. Centric Health al-
ready has a large market share in the elder care
business, covering about 449 homes and 45,000
beds across Canada, but is looking to move be-
yond that and increase its size and scope within
the homecare business. We think that there is
going to be a tremendous focus on homecare for
the elderly, and keeping them out of the most
expensive part of care which is hospitals.

Centric health also has a frm idea
of where it stands in the market.
We dont want to compete against a
Shoppers Drug mart, says Carriere.
Were focused on a niche market
in regards to pharmaceuticals such
as delivering medications to elderly
people and nursing homes, and
were looking at repeat medications
that are prescribed on a regular
basis, and making sure our drug
distribution service is the safest and
most efcient in the country.
Innovative strategies such as this are sure to
take Centric Health and its investors into a suc-
cessful and proftable era. We expect in two to
three years well be a $2 billion market cap com-
pany, Carriere notes. An ambitious goal consid-
ering the current market cap of $225 million, but
he is completely confdent of success.
Our investors have placed their trust in us and
we have given them a return highlighting a com-
pounded annual growth of more than 20 per cent.
hTTp://alleGROhealTh.COM
264
BRazil Canada
ChaMBeR Of COMMeRCe
pROduCTs & seRviCes
CB

264
266 PRODUCTS & SERVICES Brazil Canada Chamber of Commerce
Te brazil Canada Chamber of Commerce works
to strengthen international relations and commerce
between Canada and brazil. maintaining strong
relationships with both countries, the brazil Canada
Chamber of Commerce works closely to identify
membership, investment and trade opportunities
between these two economically powerful nations.
Raul papaleO, pResidenT of the Brazil Canada
Chamber of Commerce, stated that annual trade
between Canada and Brazil has now reached
about $7 billion, a notably increase, but still rela-
tively small when you consider that the combined
GDP of the two nations tops $4 trillion. Over the
last four to fve years, investment has increased,
so expecting a future trade increase between
Canada and Brazil is only natural as well.
The trade is very small, but now we have the
space and the patience of both governments to
increase the level of trade, Papaleo said. Our
role in this is to foster the increase in trade and in-
crease in investment between Canada and Brazil.
Beginning in 1973, the Brazil Canada Cham-
ber of Commerce works to secure business
memberships as part of its association. Last
year, the chamber had 67 corporate members,
a fgure that has now doubled in one year. Such
explosive growth means that the Brazil Canada
Chamber of Commerce is achieving its mandate
of networking and building contact companies
and people interested in conducting business in
Brazil and business in Canada.
Investing internationally
Opportunities exist for Canadian companies to
operate in Brazil, and opportunities exist for Bra-
zilian companies to operate in Canada. The Brazil
Canada Chamber of Commerce provides the in-
formation necessary that allows these business
operations to prosper in foreign nations.
Scotiabank is proud to be the most active Canadian bank operating in So Paulo,
offering clients local expertise and global reach.
Our professionals in Brazil and in some 50 countries around the world help
clients seize opportunities, unlock value, and achieve their financial goals. We
have been operating in Brazil with a representative office since the early 1970s
providing trade finance and correspondent banking services through Scotiabank
offices and affiliates abroad. After a recent acquisition, we are proud to announce
that Scotiabank now operates a wholesale bank in Brazil with a multiple banking
license, enabling us to offer access to a range of corporate and investment banking
and capital markets products and services.
At Scotiabank, our local expertise is complemented by our international reach
helping clients achieve results.
For more information, please contact (55-11) 2202-8100 or visit
www.br.scotiabank.com/english
Trademark of The Bank of Nova Scotia. Used under license, where applicable. In Brazil, Scotiabank is a marketing name of Scotiabank Brasil S.A. Banco Mltiplo.
The products and services described herein may not be available in all jurisdictions and are offered by different legal entities authorized to use the Scotiabank trademark. For more specific information, please contact your
Scotiabank Brasil representative.
Canada's Most
International Bank has
Expanded into Brazil!
C
M
Y
CM
MY
CY
CMY
K
M360-11 Brazil Ad_October 2011_FINAL.pdf 1 13/10/2011 4:47:51 PM
Scotiabank is proud to be the most active Canadian bank operating in So Paulo,
offering clients local expertise and global reach.
Our professionals in Brazil and in some 50 countries around the world help
clients seize opportunities, unlock value, and achieve their financial goals. We
have been operating in Brazil with a representative office since the early 1970s
providing trade finance and correspondent banking services through Scotiabank
offices and affiliates abroad. After a recent acquisition, we are proud to announce
that Scotiabank now operates a wholesale bank in Brazil with a multiple banking
license, enabling us to offer access to a range of corporate and investment banking
and capital markets products and services.
At Scotiabank, our local expertise is complemented by our international reach
helping clients achieve results.
For more information, please contact (55-11) 2202-8100 or visit
www.br.scotiabank.com/english
Trademark of The Bank of Nova Scotia. Used under license, where applicable. In Brazil, Scotiabank is a marketing name of Scotiabank Brasil S.A. Banco Mltiplo.
The products and services described herein may not be available in all jurisdictions and are offered by different legal entities authorized to use the Scotiabank trademark. For more specific information, please contact your
Scotiabank Brasil representative.
Canada's Most
International Bank has
Expanded into Brazil!
C
M
Y
CM
MY
CY
CMY
K
M360-11 Brazil Ad_October 2011_FINAL.pdf 1 13/10/2011 4:47:51 PM
The Brazil Canada Chamber of Commerce
advocates its objectives through close ties with
federal governments in both nations, as well as
the ministries of foreign affairs and provides
critical information that is of utmost value to
those who conduct businesses in a foreign na-
tion like Brazil, or Brazilian companies conducting
business in Canada.
The frst and most evident sector that
presents opportunities for companies in both
countries to join or to establish their own opera-
tions in the other country is information technol-
ogy and communication, Papaleo said. This is
the most evident opportunity, but we have large
opportunities in terms of size of projects in the
infrastructure area.
Notably, opportunities exist in research and
development, engineering, and manufacturing,
particularly in Brazil. This allows for Canadian
organizations to offer their expertise in these
areas, such as assisting in building infrastructure
in Brazil. With a need for new roads, highways,
airports, and buildings, Brazilian cities must re-
model to accommodate for traffc requirements.
What other opportunities exist for Canadian
companies operating and investing in Brazil?
our goal is to ofer access to resources
and network opportunities for anyone
interested or active in investment or
trade amongst Canada or brazil,
One example, in Brazils largest city, Sao Paulo,
overwhelming population and traffc has driven
demands for a monorail, rail-based transporta-
tion, to increase effciency and reduce conges-
tion. The value of such a system is more than
$1 billion, according to Papaleo. Monorails rep-
resent a new era way of thinking in terms of
transportation, and also tie in with reductions in
greenhouse gas emissions, energy conservation
and effciency, and clean energy.
There are also opportunities in Brazil to be-
come involved in oil and gas extraction, with more
than $60 million outlined for future investments
in new oil wells, allowing the country to become
the frst- or second-largest oil producing nation in
the world, according to Papaleo.
Energy sector development
Ease of operations between the two nations
is also fruitful because Canada and Brazil are
similar in many ways, however, Papaleo feels
Canadian businesses would be able to help Bra-
zil-based companies become more advanced
in renewable energy production, such as wind
energy and solar energy. It is an area he expects
will see much growth in Brazil over the coming
Canadian Wealth Management Expertise
provided to Brazilian clients since 1919
At RBC Wealth Management, we provide a comprehensive and secure wealth
management solution to help you preserve and build your wealth, manage
and diversify our assets and achieve your personal fnancial goals.
Experience the numerous benefts of working with a Canadian-based
professional with language capabilities and cultural affnity, and discover
how you can use RBCs unique combination of global expertise and local
knowledge to your advantage.
To learn more, visit www.rbcwealthmanagement.com or call us at
(416) 974-8626 or from Brazil call toll free 0-800-891-6893.
Theres Wealth in Our Approach.
RBC Wealth Management is the global wealth business of Royal Bank of Canada and affliates. The value of investments may fall as well as rise. You may not get back the full amount that you originally
invested. / TM Trademark(s) of Royal Bank of Canada. Used under licence. Above mentioned services are offered through Royal Bank of Canada or its affliates.
two to three years, partly because Canada is
considered an advanced nation in terms of re-
newable energy and production.
Brazil has committed to sustainable means,
through clean-tech energy and energy sources.
These represent a Canadian growth sector and
an area of opportunity and expertise where
Canadian organizations would be able to assist
those in Brazil.
Our goal is to offer access to resources
and network opportunities for anyone inter-
ested or active in investment or trade amongst
Canada or Brazil, reads the Brazil Canada
Chamber of Commerce website. No matter the
size of your business, joining the Brazil Canada
Chamber of Commerce is one of the best invest-
ments you can make.
The Brazil Canada Chamber of Commerce
seems more growth ahead, and has an aggres-
sive target for growing its corporate membership,
something it feels only adds further value to its
core operations.
The chamber strives for a 50 per cent in-
crease in trade and investment over the next two
years, while it is also hoping for a repeat perfor-
mance in doubling its member size.
To Be Canada, an organization that identifes
and supports business opportunities in Canada
and Brazil, and was featured in the October issue
of The Canadian Business Journal, is a member of
the Brazil Canada Chamber of Commerce. CB

www.BRazCanChaMBeR.ORG
MaRkhaM aCuRa
True defnition of luxury 274
MaRkhaM aCuRa
True defnition of luxury
pROduCTs & seRviCes
CB

276 PRODUCTS & SERVICES Markham Acura
after successfully managing Downtown
acura of Toronto, General manager
michael brugel was tasked with bringing
that same performance to the brands
northern GTa dealership, markham acura.
siMply puT, MaRkhaM Acura and Downtown
Acura essentially exchanged businesses in
April of this year, with Markham Acura bring-
ing most of its experienced team along for the
move. The importance of a knowledgeable and
competent team was one of the key areas Bru-
gel highlighted when speaking with The Cana-
dian Business Journal.
Our policy is to keep our people for the long-
term as much as possible. A large number of our
personnel have been with us for 10-plus years,
and a few in excess of 20 years, Brugel said.
One of the things that is most unique about this
dealership is the long-term staff, in all depart-
ments, particularly on the sales foor. Our long-
term staff and our achievement of a high level of
client service is what makes us unique.
Quality staf means quality service
Customers develop a comfort and a relationship
with staff that they see time and again at the
dealership, which is why Markham Acura aims to
PHOTO CREDIT: LENDY16 / SHUTTERSTOCk.COM
Discourage auto theft.
Join the network.
numbers dont lie. According to Statistics Canada,
a car is stolen every three minutes, costing consumers,
police & insurance companies more than $1 billion annually.
There is a way to ght back globali.com, the next
generation of vehicle registration, protection and recovery.
Vehicle owners, car dealers and law enforcement are now
united through a powerful and user-friendly website,
ensuring fast communication in case of theft.
Travel to globali.com to register
your Markham Acura vehicle today
retain its staff long-term. Brugel summarized, It
is an environment that we try to foster.
Markham Acura also believes in fairness, to
its customers and to the business itself. Brugel
added, If both our clients and ourselves are
comfortable and satisfed with the agreements
we make, our clients are happy, we are happy
and everyone can enjoy A Truly Outstanding
Markham Acura Experience. That, by the way, is
our mission statement, to provide A Truly Out-
standing Markham Acura Experience.
The staff is knowledgeable of its surround-
ings in that, with the dealership being in a
diverse market such as Toronto, the team at
Markham Acura is familiar with a variety of lan-
guages, customs, and practices, all in place to
make the customer feel comfortable when brows-
ing or buying.
With a long-term outlook, Markham Acura
focuses on growing deep roots in its region, with
the intent of developing long-term client relation-
ships. It is not uncommon for the dealership to
serve the customer and then subsequent genera-
tions of that same customer.
The location switch was made with the
two dealers feeling the move would provide a
good opportunity. In terms of Markham Acura,
it means a new, permanent home for the
PHOTO CREDIT: LENDY16 / SHUTTERSTOCk.COM
dealership, complete with new real estate and a
modern, elaborate facility. More generous space
allows the dealership to display more than 20
cars in its showroom, while phenomenal dealer
displays provide visibility from Highway 7 also
adding to the positive points of the new location.
Based on the physical structure, along with
the staff and experience we bring, we will be able
to service the community and do Acura proud,
Brugel said.
Attributing its success to its experienced staff,
Markham Acura stresses good service and respect
for its clientele. Markham Acura understands the
importance of being a good community citizen.
There are some things that are just lucky,
so we have the privilege of being in such a good
spot, Brugel said of the dealerships high-traffc
location in the north of Toronto town. You then
take that and then develop a good reputation in
the community.
Ahead of the curve
Over the years, Acura refned its product and its
operations to stay ahead of the curve, evident at
Markham Acura. As a Japanese car model, the
Acura brand experienced a setback when the
tsunami and earthquake rocked Japan in March
of this year. As Acura production was delayed, so
too was product supply. But, by keeping a frm
grip on the wheel, Markham Acura was able to
stay productive during this period by focusing
on its service business, as well as its pre-owned
vehicle sales. Markham Acura persevered dur-
ing this downtime, as it did previously when the
economic downtown took its toll on the North
American automotive industry.
We maintained our staffng level because
you cant replace a staff member overnight who
has 10 years of experience, Brugel said. We
hunkered down and tried to do the best we can
with what we had to work with it, promoted our
used cars strongly, and we came through it.
As was the case with many automotive
brands, Acura was not exempt to the effects of
the recession, but Brugel is fully confdent that
the company can regain and improve the foot-
ing it had previously in the automotive world.
Markham Acura believes it can rediscover and
surpass its previous volume levels through
new products, further developing its relation-
ships within the community, and in striving
to become an iconic business in the Town of
Markham, something it believes is probable
when offering a good product and very atten-
tive service. Brugel added, We are not in this
business for a week or a month. We are in this
business for 40 or 50 years, so we conduct
ourselves with that in mind.
Regardless, Japanese-made cars are renowned
for revolutionary advancement, and have led the
way in terms of environmentally friendly offerings as
well as excellent fuel effciency ratings. Today, both
remain ongoing initiatives for Acura. As one exam-
ple, the frst Acura hybrid model will be released in
2012, something the company is looking forward to
with much anticipation.
Our car products, for the most part, are at
the upper level of fuel effciency rankings and
Acura has been at the forefront of environmental
responsibility, Brugel summarized.
Why buy Acura?
Today, Acura remains an attractive buying op-
tion for the consumer looking for a luxury brand
without the luxury price or, as Brugel put it,
a product that provides extreme value in the
luxury marketplace.
We probably provide more for less than any
other car company in the luxury segment, and
even more so than some companies that are
operating slightly below the luxury segment,
Brugel summarized.
Our styling tends to be a balance between
cutting edge and conservatism, so it is styling
with which people can be comfortable, Brugel
concluded. Our cars perform and handle, and
are designed for the individual who takes plea-
sure from the act of driving; an active driver.
As far as Markham Acura is concerned, we
believe we will succeed and we believe that our
strength is treating our customers with respect
and dealing fairly with our customers. We have
staff that are knowledgeable, experienced, and
understand the product and the marketplace
around them. We will continue to strive for im-
provement, by standing behind the service and
products that we provide. CB

www.MaRkhaMaCuRa.COM
papasOn TRuCkinG
Goes the extra mile 282
papasOn TRuCkinG
Goes the extra mile
pROduCTs & seRviCes
CB

284 PRODUCTS & SERVICES Papason Trucking
Prince George, b.C. is home to Papason
Trucking, the transportation company
that specializes in refrigerated delivery
service. Serving the province of british
Columbia, Papason Trucking began as a
small company and to this day understands
the benefts of being a smaller organization
and uses this to its advantage to be the best
in business.
sMalleR COMpanies aRe able to focus on cus-
tomer service, a hallmark of Papason Trucking.
Beginning in 1978, Papason Trucking has been
in business for 30-plus years and a big reason
for that is because the company has excelled in
keeping its customers pleased and satisfed.
Initiated by the father and son team of Bill
and Howard Arp, the two are still much involved
with the company today. Papason Trucking
began hauling freight in 1984 for two organi-
zations, Circle T Lines and then Clark Reefer.
As time went on, Papason Trucking began to
expand its distribution areas, making three
trips a week to the northern district of Macken-
zie, British Columbia. Following, the company
expanded its ties within the British Columbia
market, associating with Kelly Douglas & Co.
and Sunspun Foods, hauling these products to
nearby Chetwynd, Dawson Creek, and Fort St.
John, among other areas. Over the years, the
company continued to grow, then working with
Edmonton-based companies moving product
into Prince George. Vancouver-based Neptune
Foods and Gordon Food Service are also served
by the Papason Trucking team.
Papason delivers a variety of refrigerated
products within Prince George and the surround-
ing areas.
Papason has been doing business in British
Columbia for over 30 years and all I can say is
that we couldnt have done it without our peo-
ple, Howard Arp, Owner, Papason Trucking, tells
The Canadian Business Journal. We take pride
in the service our employees provide for our cus-
tomers, always going that extra mile.
Te importance of customer service
A focus on customer service has allowed Papa-
son Trucking to buckle down during the reces-
sion, focusing on the key areas that have made
the company the success it has been for the past
33 years. This positive approach that is evident
throughout the company allows Papason Truck-
ing to scathe most of the effects of the economic
downturn. This approach to business also plays a
role in serving as the competitive edge of Papa-
son Trucking, in being a small company that is
able to give its customers the right attention with
the best of service. Papason Trucking has worked
to continue offering its customers the best avail-
able quality, ensuring that every aspect of a
Papason Trucking delivery is handled with per-
sonal care and attention to detail, for the smooth
shipment of an order.
The company is consistently adapting
methods to further improve its services, adding
modern feets of trucks to best serve each
customers unique need. New equipment also
allows Papason Trucking to conserve fuel,
while also reducing its greenhouse gas and
carbon footprint through producing cleaner
286 PRODUCTS & SERVICES Papason Trucking
air emissions. Papason Trucking works with
environmental sustainability in mind. As an
example, truck trailers offer climate control to
move the right product at the right temperature.
Specializing in refrigerated delivery service,
delivers leave daily from Prince George to the
northern part of the province. Papason Trucking
knows that, throughout its history, it has
satisfed its customers who can be sure their
job has been done right.
We work closely with our clients to custom-
ize deliveries to make sure your product arrives
at its destination exactly how and when it needs
to, reads the Papason Trucking website. Wheth-
er its food or tree seedlings, Papason delivers.
Te family business
A family-owned business that is proud to repre-
sent Northern British Columbia, Papason Truck-
ing serves as a product distributor for the region.
Its own warehouse equipped with freezer and
cooler units, Papason Trucking safely protects
products until delivery.
With strong ties throughout Northern British
Columbia over the past 30-plus years, Papason
Trucking has built a strong customer base that
expects and receives excellent customer service.
Reads the Papason Trucking website, With
a core of dedicated and skilled employees,
Papason Trucking offers its clients the fnest in
trucking services with a reputation to back it up.
Our modern feet of trucks used are more than
capable of fulflling your needs.
We thank all of our partners in the industry
because without them we wouldnt have been able
to grow as successfully as we have, Arp summa-
rized. We consider ourselves truly blessed. CB

www.papasOnTRuCkinG.COM
Westowne mazda provides the latest and greatest of the mazda brand.
288
wesTOwne Mazda
shOwCasinG exCellenCe
Westowne mazda provides the latest and greatest of the mazda brand.
pROduCTs & seRviCes
CB

288
wesTOwne Mazda
shOwCasinG exCellenCe
290 PRODUCTS & SERVICES Westowne Mazda
lOCaTed On dundas West of Toronto, Westowne
Mazda began in 1983 and today continues as a
family-run operation, managed by the father and
son team of Domenic Figliano, President, who
has been part of the automotive industry since
the 1960s, and Niki Figliano, General Manager
of Westowne Mazda. Domenics other son, Nikis
brother, also participates in the management of
Westowne Mazda. When the Westowne Mazda
dealership became available in 1983, the Figlia-
nos jumped at the opportunity.
This month, Niki Figliano spoke with The
Canadian Business Journal about the develop-
ments at Westowne Mazda, specifcally about
the many positives that have reverberated from
the renovation of the dealerships vehicle show-
room, which will surely contribute to the continued
success of Westowne Mazda.
The new, state-of-the-art showroom is show-
cased over two foorsthe only one of its kind
in all of Canadawith more than 100 Mazda
vehicles on display for customers to enjoy. Build-
ing with the success of Mazda Canadas global
image in mind, the new showroom is truly origi-
nal and represents the modern style offered by
Mazda. The dealership has renovated its entire
showroom as well as its front of building.
At its current location for almost 30 years
now, Westowne Mazda highlights its unique
aspect of being a family-run business, rare in the
automotive industry, as reasoning to the compa-
nys successful history. Westowne Mazda focuses
on its strengths, as well as its talented staff.
Figliano said, A lot of dealerships have an owner
who has fve or six dealerships and that owner
cannot be on location all the time. Our advantage
is that we are here, and if there are customer
concerns or issues, we are able to tackle them
right then and there. Thats a big plus.
I think the customer sees that we are here,
that we have a passion for the business, and that
we want to make the customer happy.
Showroom renovation
The new showroom has been well received by
both the company and its customers, who are sat-
isfed and impressed with the new development.
The new showroom not only offers more showcas-
ing and more accommodating space, but also an
improved lounge to keep customers satisfed and
comfortable. The customer lounge is located in
the showroom, allowing customers to peruse the
selection of Mazda vehicles on display.
Customers accommodated the showrooms
construction period, which at times could be
noisy and distracting, but was plenty worth it
when keeping the fnished product in mind. Fi-
gliano summarized, It wasnt easy. We did the
292 PRODUCTS & SERVICES Westowne Mazda
renovation while operating, so we cut the show
room in half, and we would work on one side,
while the construction crews would work on the
other, so at times it was a little tough, but our cus-
tomers were great, it was no problem for them.
Our customers were excited to see the fn-
ished product, because they have become more
friends than customers as we have known them
for so long.
Perhaps most unique, however, to the
showroom redevelopment is that in a time when
many in the automotive industry were facing
layoffs, cutbacks and struggling sales fgures,
Westowne Mazda was able to focus on the future,
with the exciting development that today is its
new automotive showcasing.
Figliano expects that the new showroom will
only further contribute to the high level of cus-
tomer satisfaction achieved by Westowne Mazda.
There is plenty of repeat business for the dealer-
ship, as well, with many customers returning to
purchase their third, fourth, or ffth Mazda vehi-
cles. Customers have options in where to buy their
next Mazda, but are so impressed with not only
the product, but the service received at Westowne
Mazda, that regular repeat business has proven to
be a great achievement for the dealership.
Customer service
Like any in the automotive dealership industry,
or any in business as a whole, Westowne Mazda
prides itself on customer service satisfaction, a
philosophy that has allowed the company to retain
not only its customers, but future generations.
Children and grandchildren of these customers
often become customers at Westowne Mazda.
Figliano also thanks the dealerships custom-
er loyalty for allowing the company to be nearly
recession proof during the tough economic times
in recent years. Figliano said, In terms of the re-
cession itself, Mazda has some great, well-priced
products, so it was positioned well going into
downtimes like this.
The dealership also went as far as adding
the most economic and energy effcient products
during its remodeling. Westowne Mazda is work-
ing toward reducing its carbon footprint and most
important to the company is achieving its highest
levels of effciency.
And while much of the dealerships showroom
has changed, the same cannot be said for the
staff on board at Westowne Mazda. Figliano said,
We have our core employees who have been here
for a long time. We dont have a revolving door.
Our staff is here for the long-term, our core staff is
still here, and our core values remain the same.
From here, Westowne Mazda continues to
provide excellence in customer service and to
serve its community in the best ways possible. In
offering its highest level of product and service,
Westowne Mazda is confdent that customers will
keep coming back. CB

www.wesTOwne.COM
Committed to excellence in quality
and service for over 35 years
3 TIME WINNER FOR NORTH AMERICAN BODY SHOP OF THE YEAR
Proud To Service Westowne Mazda
427 Auto Collision Ltd. 395 Evans Avenue, Toronto, ON M8Z 1K8
Tel: 416 259 6344 Fax: 416 253 1692 reception@427auto.com | www.427autocollision.com
penCO dRywall
expect perfection 294
penCO dRywall
expect perfection
pROduCTs & seRviCes
CB

296 PRODUCTS & SERVICES Penco Drywall
last year, when Penco Drywall spoke with Te Canadian
Business Journal, the company discussed its goal of
entering the lucrative high rise market. one year later,
Penco Drywall has accomplished that goal.
Entering the high rise market
Now part of the high rise industry, Penco Drywall entered the mar-
ket knowing that the industry and construction in general is mov-
ing toward high rises. As Brad Pierce, part of the Penco Drywall
team, put it, moving forward, more and more high rise buildings,
offces, and condominiums are being built compared to low rise
construction. It serves as an excellent stepping stone for Penco
Drywall in its penetration of the high rise market. The industry
moving toward the high rise market is something that has proven
to be both benefcial and an exciting challenge for Penco Drywall.
The high rise market is very competitive and sometimes it can be
diffcult to pick up high rise [projects] as there are a lot of compa-
nies going after these jobs, Pierce said. It can be good, and it
just depends on making the right decisions.
The company entered the high rise market
after perfecting its craft in the residential and
commercial sectors. Entering the high rise mar-
ket was a new and exciting venture for Penco
Drywall, a move that has resulted in a more
involved, more enthusiastic staff.
High rise is totally different than doing a
house, so the biggest challenge was fnding
enough quality workers to be able to do the jobs,
Pierce explained. It has been a little different
because youre pushed to fnish the job quickly,
and it is a different atmosphere from what our
job site managers are used to. Managing the job
is the biggest challenge.
The Penco Promise is simple: Expect perfec-
tion. With its own trade professionals, Penco
Drywall promotes a positive work environment
built on fairness for its workers. Penco Drywall
staff is treated fairly and with respect, and in
turn, this staff provides excellence in its work,
offering a product quality that is strives to exceed
expectations. The message of high quality is
evident across all levels of the business, from its
management, to its staff, to its project efforts, to
its fnished product.
We take pride in maintaining our quality as
well and a lot of that stems from having a work
force that we can trust and that is very loyal to us
because we treat them with respect, the way they
should be treated, Pierce summarized.
Buckling down during the recession
With the industry slowing and still feeling the
effects of the recession, Penco Drywall focused
on maintaining its quality and by working that
much harder to ensure that the company stays
consistent.
Like any industry, and any business, Penco
Drywall felt the business slowdown during the
economic downturn. Rolling up its sleeves, Penco
Drywall worked to retain its volume levels during
the recession, while the company endeavored to
retain its work volume levels. Penco Drywall has
worked with new customers as well to maintain
its volume level and keep its staff busy with a
variety of projects.
And as is the case with any industry, when
demand falls and supply does not, margins
become tighter, and the focus turns to further
upping the companys customer service perfor-
mance. In treating its own staff well, that mes-
sage is then translated from Penco Drywall staff
through to the customer.
We probably are one of the fairest companies
with our workers. What it does is a lot of companies
will maybe not treat their workforce as well as they
should, and that hinders a companys quality in
the end, Pierce said. Our staff gives us a bit of an
edge, we take great pride in that, and a lot of other
companies cant really say that.
Accordingly, the Penco Drywall staff is loyal,
and many workers have been with the company
since its founding in 1996. This year, the family-
run Penco Drywall is excited to celebrate its 15
years in business.
Now, the company has turned its focus to
fne tuning its service delivery in the high rise
market, as well as growing its base in the high
rise industry, both achievable goals. Penco Dry-
wall also focuses on growing through its high
rise business as well as from its repeat business
base. With such objectives, the future remains
bright for Penco Drywall.
www.penCOdRywall.COM
AthAbAscA bAsin
security service
Industrial safety experts 302
PRODUCTS & SERVICES
CB

302
304 PRODUCTS & SERVICES Athabasca Basin Security Service
being a 100 per cent aboriginal/First
nations owned and operated company is
a source of pride for ron hyggen, Ceo
of athabasca basin Security Service.
headquartered in Saskatoon and Wollaston
lake, Sask., the company provides industrial
security solutions to the mining industry.
Since 2002, it has successfully completed
work with a number of top-tier mining
names in alberta and Saskatchewan, and has
made a name for itself as leaders in the feld.
The Business MOdel is simple, yet effective,
focusing on the uniqueness of each individual
client and project. Aimed specifcally at mine sites
and large industrial facilities, the idea came to life
when a need was identifed that drove the entire
project. We became aware of the need to under-
stand safety violations, Hyggen explains, which is
a major concern for mining and oil companies.
On an industrial site, security regulations such
as knowing who is onsite at all times can be tricky
to maintain. Understanding these complexities re-
quires some expertise. For this reason, Athabasca
Basin Security Service is strong proponents that
each site and client is unique. Customization of ser-
vices, therefore, is fundamental in order to achieve
the objectives of protecting people, property and
information for any one location and company.
Impressive skills draw impressive clients
The niche market that Athabasca Basin Security
Service has chosen obviously has served it well.
There are a lot of areas of security that you can
work in, but we focus on industrial security, says
Hyggen. There is bigger money for operators in
things such as oil and gas, miningwe focus on
that so we can be the best at what we do.
Indeed they must be, because their client list
includes such names as Areva, Cameco, and BHP
Billiton. Our biggest strength is our clients, thats
for sure, says Hyggen, who has been with the
company since inception. We are First Nations
owned and operated, and use this to basically
build a partnership with Northern Operators.
Athabasca Basin Security has successfully
grown over a number of years and now employs
more than 100 people, and has a roster of
about 70 clients. How does Hyggen account for
this growth? It really came out to understand-
ing what the industry needs and demands in
regards to protection, security, and safety, and
just documenting it and making sure it is a part
of our company.
Beyond the industrial security services,
Athabasca also offers canine drug dogs and
janitorial services. Seemingly unordinary, the
additions were quite strategic. This came about
by request from our clients who said they need
306 PRODUCTS & SERVICES Athabasca Basin Security Service
to have these services available. So we went out,
acquired these assets, and did it.
This high level of concern for customer needs
is aligned with the philosophy of every job and
client being unique, and a testament to the
strength of the company.
Professional development programs
Paramount to Athabasca Basin Security Service
is its ideals. It has an impeccable safety record,
and places signifcant focus on the growth of
employees. We have a professional develop-
ment program that allows First Nations people
to become Industrial Security Offcers, notes
Hyggen. The progressive program is self-paced,
and as employees progress their pay matches
each new level earned.
You move up through our company and be-
yond. We are a transitional employer for many.
Our employees move through us to our clients,
and from there they can also move into security
as well. It is a win-win situation for both Ab-
original people and the companies who can now
hire their expertise.
Providing work opportunities to First Nations
people is obviously something close to Hyggens
heart and a great source of pride. We are plan-
ning to partner up and use our relationships
across Alberta to bring more [First Nations] into
our work force.
A bright future
For the future, Athabasca Basin Security Service
will continue its focus on the very thing it does
best. Well keep focusing on the same areas,
and the same types of clients, explains Hyg-
gen. This strategy sounds promising, and a suc-
cessful future is no doubt in store.
If you look at our resume now and see who
we are working with, we have the strongest resume
out there for anyone doing this kind of work. CB

www.BasinseCuRiTy.COM
... .
.. .,. .. ..
,... .., .., ..
. ,.. . .
,. .., .
...,. .. .
www.moosehead.ca

Canadian Business Journal Nov 2011

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Canadian Business Journal Nov 2011

Uploaded by

Copyright:

Available Formats

The

Canadian Business Journal

43 NOVEMBER 2011 The Canadian Business Journal

These words, read by a distressed mother,

MaJOR CRisis Of COnfidenCe

built at: 100%

vehicle and get:

Miles at participating Avis locations in Canada.

Applying is so easy! Just call Alain Parent.

You might also like