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U RBANOMICS PAGE 12 | EDMONTON CHAMBER SECTION PAGE 43

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JANUARY 2016 | $3.50BUSINESSINEDMONTON.COM

BROTHERS DARRYL AND WARREN NELSON SAW AN IMPORTANT NEED, SO THEY PIONEERED AN INDUSTRY

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4 JANUARY 2016 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM

STORY TITLE // SECTION

Supporting the visions of entrepreneurs one story at a time.

Volume 5 | Number 1

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43

REGULAR COLUMNS

10 ICE District is Edmonton’s Warm Fire During the Economic Chill By Josh Bilyk

12 Urbanomics Urban Development Discussion: Edmonton Builders Plan Ahead for 2016 consumer trends By John Hardy

43 Edmonton Chamber of Commerce

ON OUR COVER:DARRYL AND WARREN NELSON, OWNERS,

NELSON ENVIRONMENTAL REMEDIATION LTD.

PHOTO SOURCE: EPIC PHOTOGRAPHY INC.

CONTENTSCOVER FEATURE

20 Nelson Environmental Remediation Ltd. Breaks New Ground Brothers Darryl and Warren Nelson saw an important need, so they pioneered an industry By Nerissa McNaughton

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STORY TITLE // SECTION

Supporting the visions of entrepreneurs one story at a time.

Volume 5 | Number 1

THIS MONTH’S FEATURES

16 Temporary Foreign Workers: A Business Boost or a Problem? By John Hardy

27 The Employee in the Shadows: Mental Illness in the Workplace Mental illness is losing its stigma, but when the disease rears its ugly head in the workplace, employers and employees are still in the dark. By Nerissa McNaughton

33 Edmonton Industry: Working Through the Highs and Lows Times are tough in the oil industry, but now is not the time to bury our heads and hope for survival – now is the time to adapt and overcome. Get inspired by how two of Edmonton’s businesses are doing just that. By Rechell McDonald

37 Alberta Independent Schools: Serving Students, Parents and Communities With private schools directory.

COMPANY PROFILES

50 Elizabethan Catering Services Celebrates 30 Years

51 AJ Interiors 25 Years of Building Dreams (Including Their Own)

CONTENTS

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ICE DISTRICT IS EDMONTON’S WARM FIRE DURING THE ECONOMIC CHILL // ECONOMIC FACTORS

ICE District is Edmonton’s Warm Fire During the Economic Chill

It’s the kind of global recognition any city would kill for. In November, hundreds of thousands of readers of the prestigious SportsBusiness Journal were greeted by a cover with a headline

thundering ‘We’re going to build a city.’ The feature article explored “one of the largest master-planned urban development projects in the history of democratic society.”

Where is this amazing project? A cold, northern industrial city called Edmonton.

In this chilly economic climate, ICE District is Edmonton’s warm fire. ICE District will develop more than 25 acres in the heart of the city. Centered around the 820,000 square foot Rogers Place arena, the district will introduce 1.3 million square feet of premium office space, 215,000 square feet of retail space and more than 1,000 residential units.

Aside from Roger’s Place, the crown jewel of the district will be Stantec Tower. Designed to LEED standards and at more than 60 storeys, Stantec Tower will be Edmonton’s (and possibly western Canada’s) tallest office tower.

City of Edmonton workers will have a new home in the Edmonton Civic Tower. This 27-storey structure will house two-thirds of downtown City of Edmonton employees. The Grand Villa Edmonton Casino, offering 60,000 square feet, will be Edmonton’s gaming hub and a much-needed venue for high-end entertainment.

The district will also feature a new Delta hotel – downtown’s first four-star hotel to be built in 30 years, and it will offer guests more than 360 modern suites.

When all is said and done, ICE District may be home to 5 million square feet of office space, 500,000 square feet of retail space and 5,000 residential units.

Now much of this may not be news to you, but I think it’s worth remembering as we look ahead to a year that is bound to present some challenges for many Capital Region businesses. Municipal politicians are wisely tightening budget belts throughout the region, unemployment is up and there’s a lot of uncertainty. It could be that 2016 will be a tough year for business across the province.

Imagine, then, what the local economy would look like without Rogers Place and $1.4 billion ICE District spend. Roger’s Place has already surpassed 1.4 million person hours of work by more than 54 different companies. This scale of investment just doesn’t happen all the time.

It’s also a good time to sit back and admire the vision and guts of the Katz group and their many partners including Edmonton’s own WAM Development Group and Stantec. These three born-and-raised Edmonton success stories are an inspiration for entrepreneurs throughout the Capital Region.

In the coming months we’re going to continue to hear about the economic challenges brought about by the energy downturn. Some Alberta businesses may not make it. As always there will be policy challenges to debate, natural and man-made disasters to deal with, and more than just a little frustration.

It’s a tired cliché, but it’s important to count your blessings during tough times. The Edmonton economy will remain strong for 2016 due, in no small part, to the transformative ICE District development in the downtown core.

On behalf of Alberta Enterprise Group members I wish you all a healthy and prosperous 2016.

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U R B A N O M I C S | U R B A N D E V E LO P M E N T D I S C U S S I O N

BY JOHN HARDY

Unlike the impact on most other businesses involving reactions and adjustment, the downturn in oil’s impact on Edmonton’s new home market is

somewhat unique.

It’s routine for builders and developers to strategize and plan two to four years ahead. Their planning is so extremely consumer-driven that, added to the standard business planning of projecting financial, scheduling and other details of projects, Edmonton area builders must navigate in advance what consumer and lifestyle trends will drive demand.

Aside from the sometimes fickle but always changing trends in fashion and styles, the location, the size, the style, the exterior and the interior finishes of Edmonton’s new homes are also difficult trends to predict.

“We are definitely seeing a demand for contemporary elevation options, in addition to the conventional options

already offered,” says Jim Sirup, executive vice president of Jayman BUILT. “People are excited to see something different. Younger buyers especially – they don’t necessarily want the same as everyone else.

“Despite choices with newer styles and elevations, Edmonton is still mostly vinyl siding exteriors, although we are seeing increasing contemporary looks. We are seeing some composite prefinished woods coming into the Edmonton market. The majority of the demand is still for three bedrooms and many builders are creating options to add a fourth bedroom. One of the more popular new options is to take a main floor den/dining room and convert it into a main floor bedroom. It’s particularly popular for the segment of the market that may have elderly relatives moving in or the downsizer that prefers the master bedroom on the main floor.”

Sandra Young, the director of operations at Edmonton’s Pacesetter Homes Ltd. is also keenly focused on consumer

Edmonton Builders Plan Ahead for 2016

Consumer Trends

EDMONTON BUILDERS PLAN AHEAD FOR 2016 CONSUMER TRENDS // URBANOMICS

BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2016 13

and lifestyle trends, as they will relate to new home options for the next few years. “We recently created a new product line called the Streetscape Series, which are new homes that offer an alternative to the garage-dominated front elevations. Due to the design, they offer a wider stance for more character and curb appeal.

“Also, due to their wider footprint, the Streetscape models offer more unique floor plans. From fourth bedrooms to lofts and open-to-belows, it enables luxury style in a range of square footages. Three bedroom homes are still primarily in demand in the Edmonton market, but more blended families are increasing demand for four bedroom homes. Sometimes new Canadian families prefer to share a home and opt for a four bedroom home with the main floor lifestyle room converted into a fifth bedroom,” she explains.

New home feature preferences, like individual lifestyles, vary. Most models homes are loaded with dazzling extras, and sometimes the extras have become standard. “The majority of buyers today expect their new home to have some sort of solid surface countertops in the kitchen and hard surface flooring throughout the main floor. It can get pricey but, there are some great new choices now, especially when it comes to flooring,” Sirup notes.

“As most floor plans offer an open concept main floor layout, the kitchen is extended into other living areas such as the

nook and great room, allowing for more flexible usage of space. Most of our larger floor plans (2,500 square feet and up) offer a more expansive kitchen layout with oversized islands and extra cabinetry and countertop space. When it comes to ensuites, today’s buyer expects home designs with a full ensuite and dual vanities; so a majority of our floor plans, including townhomes, offer at least a full ensuite. As for the finishes, more and more contemporary buyers expect hardwood and granite to be included as a standard.”

Both builders agree that, although energy efficiency is an important homeowner concern, Edmonton buyers are also realistic. “The cost of certain energy efficient features—such as solar panels—is not appealing to the current marketplace. Buyers are more interested in triple-pane windows and high efficiency furnaces to minimize energy costs, than investing in a larger-scale energy saving add-ons,” Young says.

“Edmonton consumers are asking what the payback might be, before considering the capital investment of energy efficiency,” Sirup adds. “As an industry, we have a responsibility to build homes that cost the consumer less money to operate and are better for our environment and our health. The new energy code does a good job of getting the industry to raise the bar and build a more sustainable product.”

EDMONTON BUILDERS PLAN AHEAD FOR 2016 CONSUMER TRENDS // URBANOMICS

ABOVE LEFT: JIM SIRUP, EXECUTIVE VICE PRESIDENT OF JAYMAN BUILT

ABOVE RIGHT: SANDRA YOUNG, THE DIRECTOR OF OPERATIONS AT

EDMONTON’S PACESETTER HOMES


OFFTHE

NorQuest College President Named as One of the Most Powerful Women in Canada

The president and CEO of NorQuest College, Dr. Jodi L. Abbott, has been named a Women’s Executive Network™ (WXN) 2015 Canada’s Most Powerful Women: Top 100 Award Winner.

“Over 70 per cent of NorQuest students are female,” says Abbott. “This award is a tribute to the many women who are working to provide better lives for themselves and their families through the strength of a NorQuest College education.”

Following a successful career in the health care field, Dr. Abbott joined NorQuest in 2010, and her impact on the college was quickly felt throughout Edmonton – and far beyond. Dr. Abbott has helped to increase enrolment, develop industry-focused programming and launched initiatives that have improved the profitability and efficiency of business and industry. She brought attention to the need for career opportunities for underemployed populations (this lead to the Alberta Aboriginal Construction Careers Centre) and was instrumental in securing funding and initiating construction for the college’s biggest campus expansion project in over 40 years, the Singhmar Centre for Learning.

She has grown the credit and non-credit programs and has been heavily involved in partnerships such as the Landmark Group Centre for Value Improvement and the Edmonton Oilers Community Foundation Hospitality Institute.

Dr. Abbott is also a board director with the Sinneave Foundation and a member of the World Presidents’ Organization. In addition, she has a longstanding involvement in the figure skating world, including as an Olympic judge in 2010 and 2014, and as a current board director with Skate Canada: Alberta-NWT/Nunavut.

This award is very important to Dr. Abbott and NorQuest College as the institution places great importance on educational and work opportunities for women from all

walks of life. NorQuest initiatives include the 1000 Women: A Million Possibilities movement, which is raising money for a childcare centre on campus.

WXN’s Top 100 Awards launched in 2003 and celebrates the accomplishments of female Canadian executives along with their organizations and networks. Dr. Abbott received

ABOVE: DR. JODI ABBOTT, PRESIDENT AND CEO, NORQUEST COLLEGE

PHOTO SOURCE: NORQUEST COLLEGE


OFFTHE

the Sun Life Financial Trailblazers & Trendsetters Award for women who are either the first in their field or have made a major impact on it, and was honoured during the gala celebration at the Metro Toronto Convention Centre.

“For these highly accomplished women, receiving a Top 100 Award means much more than recognition or a chance to share the spotlight with other remarkable winners, it’s an opportunity to pay it forward,” says WXN founder, Pamela Jeffery. “WXN Top 100 Award Winners are powerful women both in their careers and their potential to transcend

boundaries to have a greater impact on the communities around them.”

Dr. Abbott joins a prestigious community of past Award winners, including Margaret Atwood, best-selling author; Dr. Roberta Bondar, astronaut; Arlene Dickinson, chief executive officer, Venture Communications; Christine Magee, president, Sleep Country Canada; Michaëlle Jean, former Governor General of Canada; Heather Reisman, founder and chief executive officer, Indigo Books & Music; and, Kathleen Taylor, chair of the board, Royal Bank of Canada.

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TEMPORARY FOREIGN WORKERS: A BUSINESS BOOST OR A PROBLEM? // IMMIGRATION

TEMPORARY FOREIGN

Part of the federal government’s officially announced rationale for last June’s crackdown and abrupt notice of sending many Edmonton area temporary foreign

workers (TFWs) away was the myth that they are taking jobs from Canadians.

“Simply not true!” insists Richard Truscott, the focused Alberta and B.C. vice president of the Canadian Federation of Independent Business (CFIB.) “No employer in their right mind is going to go through all the cost and hassle of finding employees through the Temporary Foreign Worker Program (TFWP), if there are people available in the local community.

“The fact is that there just aren’t enough Canadians to fill all the jobs that are available. The problem is acute in the Edmonton region, many smaller and more remote communities, and some tourism-based Alberta areas like Jasper and Banff.”

But the clock started ticking last June, making Edmonton area foreign workers and their employers scramble about the strict new rules that were scheduled to come into effect on April 1, 2015. Bottom line: TFWs whose permits had expired had to go home, and employers must limiting the number of TFWs they hire to a maximum of 10 per cent of their total staff.

Aside from the unfounded federal government concerns about TFWs taking jobs from Canadians, other reasons included the findings of audits and investigations

throughout Canada, allegedly revealing fraudulent TFWP claims and incidents of system abuse by employers.

Another popular but flawed assumption about the TFWP is that foreign workers get hired over Canadians because they cost employers less. However, a fact check shows that, on average, TFWs are paid market wages and always above minimum wage.

As of 2013 there were 44,989 temporary workers in Alberta, the highest number in any province and about 20 per cent of all TFWs in Canada.

Business reacted immediately. Restaurants, factories, car washes, resorts and hotels, grocery retailers and other businesses who had come to rely on TFWs barraged area MPs, rushed for the help of immigration lawyers, and for the past 16 months or so, it has been a hot CFIB issue.

“TFWs have been a real lifeline for small businesses that have been unable to find enough Canadians to work in certain – particularly entry-level – jobs,” Truscott warns. “Unfortunately but coincidentally, the oil industry downturn has taken some of the heat off, but there is still a dire need for workers. If it wasn’t for the TFWP, many small businesses would have to put their growth plans on hold, limit operations, or shut down.”

Although the TFWP was a boost for many small businesses, Edmonton lawyer Nathan Po explains that the system has

BY JOHN HARDY

A BUSINESS BOOST OR A PROBLEM?

OPPOSITE PAGE LEFT: RICHARD TRUSCOTT, ALBERTA AND B.C. VICE PRESIDENT

OF THE CANADIAN FEDERATION OF INDEPENDENT BUSINESS

OPPOSITE PAGE RIGHT: NATHAN PO, IMMIGRATION LAWYER AND PARTNER

IN THE EDMONTON OFFICE OF MCCUAIG DESROCHERS LLP

Workers:


always been a challenge. “The government just continues to make the program more and more complex and unpredictable. Processing times for necessary approvals have ballooned to the point where they are unworkable for many employers. Some may need to start the process up to six months in advance of actually being approved to bring in TFWs.”

The lobbying and the push-back from business seems to have worked, albeit cluttered with some snags and hidden complications. This February, the federal government announced a temporary compromise: an ultimatum of getting permanent residency – or else.

Changes now allow a one-time, one-year, bridging work permit, as long as the TFW applies for permanent residency or if they are waiting for a decision about their application.

For the employer, the government is providing a one-time exemption, making them momentarily immune from being counted under the 10 per cent cap. The exemption also means that employers may continue to seek approvals to bring in new TFWs while their existing workers wait for word about permanent immigrant status.

Other lawyers and business consultants are also discouraged. The predictable rush and backlog of applications for


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permanent residency means that current processing times range from 12 to 25 months. According to the new compromise-rules, applicants must have an active work permit to apply for permanent residency.

Po, an immigration specialist and partner in the Edmonton office McCuaig Desrochers LLP explains that, “Employers are faced with a great deal of uncertainty when it comes to whether they will be able to secure the approvals necessary to retain some of their talented foreign workers.”

The reality is, lengthy wait times mean many workers could be in-limbo, still waiting for word when their permits expire. Some warn that it not only takes a long time to get the

required LMIA (Labor Market Impact Assessment) but that the process is very subjective, there is no such thing as a standard for what is and is not acceptable, and there is no appeal process.

So, the catch-22 of the “reprieve” is that, by the time a TFW’s application for permanent residency is processed, the extension period could be over and the worker must leave.

The CFIB has a better idea. “Permanent residency is not an option for many temporary workers,” Truscott suggests. “CFIB has proposed that the TFWP be replaced with a new Introduction to Canada Visa. Instead of a temporary program, the new two-year Visa would be the first step

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toward permanent residency, and targeted at workers with more junior skill sets. It would simultaneously address critical shortages for small businesses while providing a clear path for foreign workers to become a permanent part of our economy and our communities.”

Despite lobbying, rules, regulations, stats and theories, nothing speaks to the real issue better than practical business specifics, facts and reality.

“Temporary foreign workers are absolutely essential to fill the labour gap in western Canada!” says Perry Batke, general manager of the Best Western and Days Inn hotels in the Leduc area, south of Edmonton. “Not just hotels, retail and restaurants but in many businesses. Even with unemployment levels rising, it’s a difficult challenge to fill the jobs. Often, Canadians are just not interested.

“TFWs are not taking jobs from Canadians. They are supporting jobs. I know of one successful Alberta restaurant owner who lost his TFWs and had to shut down; so Canadian workers also lost their jobs,” Batke points out. “I understand and support the intention of the crackdown. Cheating employers should be held accountable and be punished, but the government is playing with people’s lives.”

Mark von Schellwitz is Restaurants Canada’s vice president for western Canada. “Even before the recent TFWP reforms, restaurants were not allowed to hire TFWs without first proving to the government that they had

tried to hire Canadians first. The restaurant industry can be a good job, but entry level can be demanding work. Many Canadians don’t want to do it. Our members argue that TFWs help create more Canadian jobs. Without TFWs, many restaurateurs would be forced to reduce hours or close.

“Restaurants Canada is doing everything possible to hire Canadians first, including hiring under-represented employment groups, as demonstrated by our Alberta Labour Connections Pilot project in Edmonton,” von Schellwitz emphasizes. “The restaurant industry is a highly intensive ‘real-time, people industry.’ Making and serving meals cannot be off-shored like some businesses. Not having TFWs to cover acute shortages in certain regions and for hard-to fill shifts, leads to staff and management burnout, declining service, and in many cases, reduced operating hours.”

“It’s been proven that TFWs drive business growth. The government should consider taking a step back from the increasingly technical and rigid requirements it is imposing on employers who are trying to obtain the necessary TFWP approvals to build their businesses,” Edmonton’s Nathan Po concludes.

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NELSON ENVIRONMENTAL REMEDIATION LTD. BREAKS NEW GROUND // COVER

NELSON ENVIRONMENTAL REMEDIATION LTD.

ABOVE: DARRYL AND WARREN NELSON, OWNERS, NELSON ENVIRONMENTAL

REMEDIATION LTD.




BROTHERS DARRYL AND WARREN NELSON SAW AN IMPORTANT NEED, SO THEY PIONEERED AN INDUSTRY

NEW GROUNDBreaks BY NERISSA MCNAUGHTON



Sometimes family members inherit a business, but sometimes the business inherits you. That’s the situation Darryl and Warren Nelson were in when their father

passed away. In their teens at the time, they found themselves with the responsibility of an earth-moving company.

Proud to be hardworking Alberta farm boys, the brothers rolled up their sleeves and got to work; but they soon noticed a dangerous gap in the business world – one that led them to pioneer a new industry.

What exactly does Nelson Environmental Remediation (NER) do? As the brothers like to say, they “clean dirt.” Soil remediation is the act of taking contaminated soil and cleaning it for reuse.

“When I stand in the field with the landowners knowing they are going to get their dirt back, it’s a good feeling,” smiles Warren who has a deep respect for the outdoors and in particular, for other farmers. He’s the man behind the operations side of the company and while he doesn’t attend to the marketing and prefers to work behind the scenes, he has a knack for clever quips and a twinkle in his eye that betray his quiet sense of humor.

“We founded Nelson Environmental Remediation (NER) in 1992,” says CEO Darryl and as he speaks, it’s easy to see the passion he and his brother have for NER. “Construction and reclamation had evolved to a saturated mature market with little opportunity in our northern Alberta region. This changed with the advent of the Alberta Environmental Protection and Enhancement Act (AEPEA) coming into effect and creating the requirement for remediation of contaminated soil. We formed NER after seeing an opportunity in the future of soil remediation.”

“There is more dirty dirt in this world than anyone could imagine,” adds Warren dryly.

The phrase “this world” is very adept for the NER team. Home base may be a sprawling acreage just outside of the city limits where their massive shop and equipment are housed, but their work takes them all over the world. One month they are dealing with arctic permafrost and the next they are reclaiming soil under the sunny skies of Honolulu.

“The reason we have developed an exportable service is the advantage we have of being forced to develop operating

protocols for the extremes of the Canadian winter and the broad range of soil types and contaminants the industry has required a solution for. It was a necessity for NER to develop operations no other operator on the globe has as our market required that in order for us to succeed. This has led to our capability surpassing all others in terms of dealing with conditions previously thought to be impossible to work in,” says Darryl.

Even though their early entry into the market gave them an advantage, getting established was a hard, vertical climb.

Darryl explains, “We struggled to secure financing for the launch of a little-known technology in a new industry that was unknown. We secured the financing, acquired the first system in 1994, and then began a long and painful learning curve doing what many said was impossible. The journey was very difficult as we sell a service that most do not want to buy, as they are dealing with problems they do not want to have.

“NER is a company delivering on the promise of ‘Clean Dirt, No Doubt!’. We operate an aggressive robust technology designed to achieve remediation of nearly any soil type with nearly any organic contaminant. Our competitive advantage is the delivery of liability elimination under difficult site conditions. “Clean Dirt, No Doubt!” means we guarantee remediation is accomplished while providing certainty that the client’s goals are achieved in the most responsible manner and with the best available technology.”

“Marketing to the industry was very difficult in the early years. Over time we gained acceptance as we proved we were capable of delivering the service in the extreme conditions we work within. Gradually the industry realized the values we were delivering as we recycled soil from a toxic liability to valuable asset.

“We also realized that we must market our service across many jurisdictions to secure the work load to grow the business. The 90’s were very difficult as the industry was slow to develop in Alberta. By 1999 we started finding projects outside Canada and this allowed us to grow while the industry at home was going through ups and downs. For the past 15 years we have maintained a focus of marketing ourselves across as many jurisdictions as possible, looking for the projects that are best served with our technology, such as large scale clean-ups of sites with organic contamination

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(petroleum hydrocarbons, pesticides, soil sterilant, wood preservatives, PCBs, etc.).

“Through trial and error over years, NER developed the operating protocols and system application to deal with almost any climate condition, anywhere with large volumes of soil requiring remediation due to organic contamination.”

Warren adds with pride, “We’re the only ones in Canada that do what we do. There are very few of us in the world, actually.”

There is no doubt that this soil remediation service has far reaching implications, especially since landfills are allowed to accept contaminated soil, and do so at costs not recognizing the long-term cost of deferring this liability to the future. This is a source of frustration for the brothers as they know simply depositing contaminated soil in landfills provides a cheaper, short term solution, but creates an extremely

expensive, dangerous, long term problem to be dealt with by those who inherit the mistakes of today made for the sake of cost and convenience.

“We’ll be retired or dead when [dumping contaminated soil] comes back to haunt us’, is something we hear often,” Darryl shakes his head. “Landfills take soil at such low costs. NER’s greatest challenge is having the industry realize the value of long-term liability elimination versus short-term liability deferral, as occurs when soils are simply deposited in landfills untreated for future generations to deal with.”

Warren agrees, “Businesses are driven by dollars. After all these years it’s still an uphill battle.”

But battles can be won and year after year as NER grows here at home and works around the world, the victory swings in their favour. It’s not just a victory for NER. It’s a victory for present and future generations that do not have to deal with the toxic aftermath of contaminated soil.

These victories have not gone unnoticed.

NER was a finalist in EY’s Entrepreneur Of The Year Awards in the Environmental Innovation category and has also been a finalist in the 2015 Alberta Export Awards in recognition of their work around the world.

“We have been credited for delivering the solution to several large scale contamination issues and have

received press coverage, including the front page of the Edmonton Journal in 1996, for one of the first large blow-out cleanups we performed, and we have been in the New York Times for the work we are currently doing in North Dakota,” smiles Darryl.

NER has also been recognized by the federal government for their use of environmental technology. Darryl explains, “NER has delivered on our promise of using technology and on the overall service we provide in the most varied conditions around the world. The technology is regarded as a B.A.T. (Best Available Technology).”

Since the men were pioneers in a field that didn’t used to exist, they had to adapt existing technology to not only do the service they wanted it to perform, but to also handle


ABOVE: WARREN AND DARRYL NELSON, OWNERS, NELSON ENVIRONMENTAL

REMEDIATION LTD.




the extreme temperatures around the world, and they are not done innovating yet. NER is very excited about their new thermal technology designed to recover both soil and hydrocarbons from sludge too contaminated for their existing technology to handle.

NER has been involved in many high-profile projects over the years but one that has special significance for Darryl is the Amoco well blowout that happened near Evansburg in 1995.

“On this project we proved we were capable of remediating a large upset event in the dead of winter processing difficult soils. We are also proud of being able to mobilize a system to the Arctic in the depths of winter over ice roads to process drilling mud on the shore of the Beaufort near Tuktoyaktuk, then demobilize over ice roads, and barge the equipment to Honolulu to cleanup a 90-year-old fuel storage facility in the middle of a tropical urban city. These projects have significance as we were not sure we could do these things until we had them to do!”

For Warren, the most memorable project to date is the one they are currently working on. “The Tesoro pipeline break is the largest American land-based oil spill soil remediation project in history, and it’s being cleaned up by Canadians!” he says with pride.

The Nelson brothers have plenty to be proud of. Not only were they frontrunners in a new industry that sprang up almost overnight, they outlasted many of the companies that rushed into the market but couldn’t survive the economic ups and downs, competition with the landfills and extreme climate conditions. Yet, the men are reluctant to accept all the praise for the company’s accomplishments. Instead, they point to their staff.

When NER opened, there were five key staff. Now, over 50 keep the company running smoothly.

Darryl and Warren say to their staff: “We have done something no one else on earth has due to your hard work, innovation and your care for the company’s success. Thank you for hanging around during the tough times and being loyal.

They also have kind, heartfelt words for their clients. “Thank you for believing in our capabilities in doing the job right.”

When Warren and Darryl aren’t busy cleaning up the planet one spill at a time, the entire company can be found sponsoring golf tournaments and raising funds for the Stollery Hospital Foundation and the MS Society. Darryl also does presentations at the University of Alberta, the Northern Alberta Institute of Technology and Lakeland College, educating students about environmental science and career counselling.

What does the future hold for Darryl, Warren and NER? To answer that question, they start by looking into the past.

“Our father, John Nelson, instilled our work ethic and desire to accomplish something few others can. We have had some wonderful mentors such as Al Reed, Dick van Straaten, Milton Maskalyk, Bill Graham, Fred Drury and Keith Scruggs who have been colleagues or partners in other business ventures and taught us so much. Another person who made a big impact on us is Arnold Selte. We also want to thank all our dear friends, supporters and partners from over the years, such as TEC Edmonton. We love how TEC supports its members by bringing them together to support each other. We are also members of ESAA (Environmental Services Association of Alberta) who work to develop our industry as well as other similar associations across Canada.

“After 22 years, NER is getting going in this long-developing industry. We see taking our current technology further in terms of broadening application, increasing efficiency and throughput capacity. We see adding other technology for treatment of both soil and water to eliminate environmental liability. We see taking the company to a wide global market where the lessons learnt developing the service in Canada facilitate success abroad for many years to come. We see developing awareness for our industry, and a more balanced perspective by the industries we serve (the government and the public) about the environmental service industry and where the long-term values are in what we provide. We see a company allowing everyone on our team to feel they are compensated well and part of a team making a difference in this world by making it a better world for all, but most of all, NER is proud to deliver a world class service eliminating toxic liabilities in a safe and environmentally responsible manner. This is what “Clean Dirt, No Doubt!” is all about.”

THE EMPLOYEE IN THE SHADOWS // CORPORATE HEALTH, WELLNESS & REJUVENATION

MENTAL ILLNESS IS LOSING ITS STIGMA, BUT WHEN THE DISEASE REARS ITS UGLY

HEAD IN THE WORKPLACE, EMPLOYERS AND EMPLOYEES ARE STILL IN THE DARK.

MENTAL ILLNESS IN THE WORKPLACE

THE EMPLOYEE IN THE SHADOWS: THE EMPLOYEE IN THE SHADOWS:

BY NERISSA MCNAUGHTON

Living with untreated mental illness means living in shadows. Life continues all around you in rich, vibrant colour, but your place in the world is dark. How do you get back to the light?

Treatments are plentiful and medication can help – but one of the biggest obstacles to wellness may be the place you spend most of your time: the workplace.

“I have heard it described this way, ‘When you are sick and away from work because of a surgery, you get flowers and casseroles. When you are depressed and can’t come to work you are seen as lazy and weak and no one knows how to respond’,” says David Grauwiler, executive director, Canadian Mental Health Association, Alberta Division.

No matter how many strides we have made to remove the stigma of mental illness and improve access to treatment, when it affects the workplace, social, political and economic factors push back.

Why?

“The financial impact [of mental illness] is staggering and has a profound impact on how businesses function, especially when we factor in efficiencies/productivity,” explains Bruce Baker, founder and president of HR ALL-IN. “People with a mental illness are not often transparent with what they are suffering from, which keeps the manager in the dark until absence and general productivity become significant challenges. Only at this point does an individual typically




come forward and at this stage, the business has been impacted very negatively.

“Companies must come to grips with the fact that mental illness is as real as any other debilitating disease, like diabetes or cancer, and deal with the situation appropriately so that productivity risk for the business and individual is minimized as much as possible. This includes being very transparent with employees regarding the company’s policy on mental illness and its willingness to assist individuals as opposed to burying the subject in a ‘return to work/accommodation of disabilities’ workplace policy, where the stigma attached to mental illness continues to fester.”

Grauwiler agrees. “Productivity may not be the best goal for employees with mental illness. Recovery is a better goal. The evidence suggests that the severity and persistence of mental illness can be significantly reduced by early and effective interventions including mental health support, counselling, medication and alternate therapies.

“Enlightened employers work with an employee who has been impacted by mental illness to accommodate and support recovery and return to work. We also should remember that mental illness impacts families as well. Sometimes an employee needs time off to support a family member experiencing a setback. Again, productivity may not be the best place to focus when an employee is grappling with depression or schizophrenia. A supportive and well informed HR department/supervisor will go a long way in helping someone find their way back to work.”

What does mental illness in the workplace look like?

Landor Liddell, PhD (Ed), psychologist at Cornerstone Counselling Centre and instructor, Master of Educational Studies and the department of Extension at the University of Alberta points out “What coworkers and employers may observe as indicators often include absenteeism, accidents, interpersonal conflict, poor job performance, and job dissatisfaction. In particular, a sudden change in behaviour that seems out of pattern or character may signify a level of distress that requires further investigation with appropriate personnel. For example, coworkers notice that a normally cooperative colleague is suddenly and uncharacteristically irritable, impatient, and withdrawn.”

Grauwiler says, “We need to keep in mind that all people have ‘mental health’ and that some will experience ‘mental illness’ including addiction. People in their workplace generally present in a relatively conventional way. They show up for work on time, they are not absent too many days, they get the job done and maintain relatively healthy relationships with their co-workers. Signs that things may not be going well for an employee include emotional changes and a loss of motivation. Depression, anxiety, irritability, suspiciousness and difficulty with concentration or attention may indicate an interior change that is starting to show up in the staff room. Other signs may include sleep disturbance, social isolation or withdrawal as well as a reduced ability to carry out work or social roles.”

ABOVE: BRUCE BAKER, PRESIDENT, HR ALL-IN

“THE FINANCIAL IMPACT [OF

MENTAL ILLNESS] IS STAGGERING

AND HAS A PROFOUND IMPACT

ON HOW BUSINESSES FUNCTION,

ESPECIALLY WHEN WE FACTOR IN

EFFICIENCIES/PRODUCTIVITY.”

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Thankfully, a complete mental breakdown at work is not the norm, but if an incident of this nature does occur, what should you do?

“Stay calm,” Liddell advises. “People who are reacting or having a breakdown are anxious and distressed and need a ‘non-anxious presence’ in the moment. Calmly attend by listening, responding, coaching to relaxation via breathing interventions, etc., until (ideally) the workplace personnel who are trained in crisis management can take over.”

Grauwiler agrees. “Treat the person with respect, the way you would want to be treated if you were sick at work. We should try to empathize with how the person feels without stating any judgments. It is important for you to be honest when interacting with the person. Do not make any promises you cannot keep. Employees should know who to call in the case of a mental health emergency. Responding to a mental health crisis at work should be an extension of workplace health and safety.”

The critical thing for anyone suffering from mental illness is to take proactive steps for recovery.

“Seek consultation with an appropriate service provider such as your doctor or a psychologist – perhaps there is a qualified person at your place of work,” advises Liddell. “Take steps to reduce the stress. A short term disability leave may be required to attend to this initial stage. Long term disability may or may not be required.”

Know that the situation is far from hopeless. Mental illness can be managed and treated using a variety of methods. A medical professional can personalize a course of treatment based on the severity and factors behind the person’s disease.

Also know that the workplace can – and should – be a strong contributing factor in mental wellness.

“It is possible to view work as an opportunity to work on one’s overall self-care,” says Liddell. “Feeling productive at work can contribute to one’s overall mental health. There can be healing power in work.”

Especially when, as Liddell points out, the workplace has “informed policies that support a healthy work environment, the availability of mental health services and training opportunities to enhance employee resilience and stress management capability.”

Mental illness recovery is greatly helped by being social, productive and active – three factors that can be readily achieved in the workplace; and while the statistics are still jarring (more than 4,000 Canadians commit suicide and more than 500,000 miss work because of a mental health challenge), workplaces are increasingly stepping up to help mentally ill employees succeed.

“Organizations and institutions are making an effort to better understand and to address the issue of mental illness. There is reason for optimism,” confirms Liddell.

“Workplaces are especially important when it comes to mental health in the general population,” says Grauwiler. “The Mental Health Commission of Canada has recognized this and in 2013, introduced the National Standard of Canada for Psychological Health and Safety in the Workplace. The standard is the first of its kind in the world and has already garnered much attention from coast to coast and internationally.

“We are encouraged by the progress made in Canada related to reducing the crippling stigma associated with mental illness in the past. That being said, we still have a long way to go. While employees experiencing mental illness are in a battle, that battle is far more likely to be against stigma, judgement and their right to work.”


MISS WORK BECAUSE OF A MENTAL HEALTH CHALLENGE.

MORE THAN 4,000 CANADIANS COMMIT SUICIDE

AND MORE THAN

500,000

Imagine your very own dedicated healthcare team work-ing with you to find ways to optimize your health. Now imagine that same team taking it one step further and

collaborating together, looking for ways to maximize disease prevention, facilitate early detection and execute timely interventions. It is exactly this type of collaboration that has become the hallmark of Copeman Healthcare.

“There is nothing quite like the peace of mind that comes from having several different care professionals working together on your chart,” says Chris Nedelmann, CEO of Copeman Healthcare, “In addition to collaboration, our model also strongly emphasizes unhurried, on-time visits and outstanding customer service.”

In the Copeman model, the care of a physician is integrated with teams of registered dietitians, kinesiologists, family health nurses, diagnostic staff and other professionals as required.

“It is this combination of providing adequate time, delivering care through a multi-professional team and looking at physi-cal, psychological and cognitive indicators that produces the best health outcomes,” says Nedelmann.

Regular baseline assessments track subtle changes in health and assist with early detection. By catching things early teams can respond immediately when treatment is most effective. Services are tailored to the unique needs of clients allowing for a truly integrated approach to health manage-ment and disease prevention.

Clients typically choose between the ongoing care program called LifePlus or an annual Comprehensive Health Assess-ment (CHA). In either case, clients receive an annual head-to-toe assessment that examines a multitude of health risk factors. A personalized prevention plan is then developed for the client with suggestions for mitigating their own specific risks.

Families are invited to enrol their children in Copeman Kids, a unique program that offers same-day visits, age-appro-priate health screening and developmental assessments to evaluate speech and language development.

Copeman Healthcare also provides services for organizations and corporations. Health plans are designed to drive opti-mum workplace wellness and ensure executives and highly valued employees are operating at peak performance. As part of its corporate services, Copeman Healthcare can perform health audits and provide aggregate, anonymous data on the state of the organization’s health.

Central to all services is the concept of wellness coaching – providing ongoing support and guidance for optimizing nutrition, exercise, sleep and mental health. Whatever your needs, let Copeman Healthcare design a program that is right for you.

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Official Nomination FormGo Online to www.businessinedmonton.com/leaders

Submissions Directions: Please complete the application in its entirety. Send the form via email to [email protected]; fax to 587.520.5701; or mail to us at: Suite 1780, 10020 - 101 A Ave. NW, Edmonton, AB T5J 3G2

Eligibility: All nominees must own, be a partner, CEO, or President of a private or public company, and be a primary stakeholder responsible for the recent performance of the company. In addition, the nominee’s company must be Edmonton-based and have been in existence for a minimum of three years.

Judging Panel and Criteria: The independent panel of judges will consist of a selection of successful business leaders from the community. The judges will analyze an extensive list of criteria that will include finances, strategic direction, product or service innovation, company leadership (including personal integrity, values and key employee initiatives), community involvement and philanthropic activities. As part of the judging process one or more of the judges may request a tour of the business and meet with the nominee.

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Edmonton Industry:

EDMONTON INDUSTRY: WORKING THROUGH THE HIGHS AND LOWS // OIL & GAS

Economic highs and lows are a reality when you do business here; but we often wonder, how do businesses survive the lows? There are many

strategies companies can employ to get by, from temporary lay-offs to diversifying their brand, but for Edmonton businesses with one foot in the energy sector, this economic low has been particularly challenging.

Bearing that in mind, Business in Edmonton set out to find local companies that were using this slow period to improve themselves, rather than go into hibernation. Here is what we discovered.

“Customers have requested minor improvements or adjustments from us in the past, but when you’re really busy it can be tough to make those types of changes. During the high times we’re thinking ‘Why should we?’ and during the low times we must think ‘Why shouldn’t we?’”

This is how Universe Machine Corporation has decided to tackle this slower than average period for their business,

TIMES ARE TOUGH IN THE OIL INDUSTRY,

BUT NOW IS NOT THE TIME TO BURY OUR

HEADS AND HOPE FOR SURVIVAL – NOW IS

THE TIME TO ADAPT AND

OVERCOME. GET INSPIRED

BY HOW TWO OF EDMONTON’S BUSINESSES

ARE DOING JUST THAT.

BY RECHELL MCDONALD

WORKING THROUGH THE HIGHS AND LOWS



reports Kurt Feigel, general manager. Instead of sending everyone home and working with a skeleton crew, Universe Machine has chosen to refocus its energy so that when things undoubtedly pick up again, they will be better than ever before.

“We are looking at ways to improve operational procedures and efficiencies within the existing company,” explains Feigel. “We’ve looked into our manufacturing software and how to utilize its features to be more efficient. Up until now we haven’t had the time to investigate this and its full potential. Although we have seen a 25 per cent decrease in our core staff, we are focusing on maintenance and the plant itself (which doesn’t get this same type of focus when we are busy) to keep our staff employed.”

Universe Machine describes their services as primarily geared toward the oilfield industry, but their products and services also have a place in the forestry industry, amongst others. They provide machining and millwrighting services, as well as valve repair and modification; innovative hydraulic and manual backups units, waste shredder equipment and a full line of hydrostatic 4-post or 3-arm valve test bench units, to name a few.

Feigel also mentioned that there was a work share program possibility to help the company avoid layoffs, or the loss of any additional employees.

Despite the obvious challenges that times like this present, Universe Machine is using their time wisely to take a closer look at their products and the way they do business. More than anything else, the company wants to be as prepared as they can be to hit the ground running when the market turns around.

“When things pick up we’ll have a more user-friendly product, be more efficient and have a better response time for our customers,” Feigel assures.

This got us wondering: is this internal refocusing a common practice amongst businesses in a bad economy, or is there just something unique about Universe Machine?

“This approach is common for small to mid-sized companies,” Feigel chuckles. “It’s big companies where you see the difference. Big companies are driven by those quarterly results; bad results always equal layoffs. We smaller businesses have far more flexibility, but not all of us can do what Universe Machine is doing now. If a small business is

ABOVE: KURT FEIGEL, UNIVERSE MACHINE CORPORATION, GENERAL MANAGER.

“WHEN THINGS PICK UP WE’LL HAVE A MORE USER-FRIENDLY

PRODUCT, BE MORE EFFICIENT AND HAVE A BETTER RESPONSE TIME

FOR OUR CUSTOMERS.” ~ KURT FEIGEL


in a bad debt situation, they may not be able to retain their employees either.”

Another industry in Edmonton that has been highly reliant on the oilfield is the transportation industry. When oil first tanked early in the year, it was hard to find a transportation company that was willing to talk about it, let alone provide a silver lining for it. Rosenau Transport Ltd., however, is not like the other guys out there. Rosenau’s diversified clientele has helped them weather this past year, and has even been the cause of some growth.

“The oil patch accounts for about 20 per cent of our overall business. We have been affected like everyone else, but to counteract this we have a warehousing division that is booming – in fact, we’re almost out of space!” exclaims Ken Rosenau. “We have two new projects on the go with air cargo

freight warehousing, one at Edmonton International Airport and one with the Prince George Airport. We’ve also secured a five year transport contract to Fort McMurray with a major chemical company.”

But it hasn’t been easy this past year either. Despite not having to lay off any of their employees, they have continued to experience the natural comings and goings of staff, a wage freeze, limited hiring and cut overtime – all at a time when they’ve also been stretching into new markets to capitalize on opportunities.

“We’ve started servicing markets that, historically, have not been on our radar, like Vancouver and Winnipeg. We’ve had to expand the roles of our current staff to make due, this is especially true when someone decides to leave. Instead of filling their position with a new hire we are asking existing staff to take on those roles.”


Seeing the potential vs. the risk.

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Although their owner-operators have seen about an eight per cent decrease in their rates, and their profit sharing program has been suspended, their 100 per cent employer sponsored RRSP program is still ongoing.

“We’ve done what we’ve had to do to keep everyone working, and our employees understand that,” Rosenau explains. “We’ve also used this time to look into how we can serve our customers better. The last two years have been so busy and cost was never a focal point for our customers the way it is now.

“It was common to get those late night, last minute calls for immediate deliveries that would cost a fortune, but now our customers can’t afford that and we don’t see those types of calls anymore. The economic recovery will be slow and steady,” Rosenau predicts, “but some clients are already reporting a work increase for the winter, which is great. Trucking has always had a ‘lack of drivers’ problem, but we’ve always managed. Once things start rocking and rolling again, we’ll probably be short on drivers too but we’ll figure it out,” he laughs. “We are doing things differently though, we want to attract and retain the right employees, the right drivers.”

Perhaps what sets Rosenau apart the most in the transport industry is their transparency during times like this. “We’re not afraid to tell our vendors or customers how we are doing right now, and how we are managing it all. We’ll weather this storm too.”

Although Universe Machine and Rosenau Transport may only be a small representation of their respective industries, and the possible coping mechanisms being utilized at this time, they are indicative of the city’s overall commercial health. They are the pulse, which means the heart is still beating, even if it’s not beating as quickly as we have become accustomed to. Tradespeople are still in demand throughout the city to serve a variety of industries, especially within residential construction. Other industries that are also experiencing growth right now include customer service, management, sales, warehousing and certain healthcare fields.

Ken Rosenau is right, the recovery will be slow and steady, but with excellent companies like these making up the backbone of Edmonton’s commercial industries, we can rest assured that the city will remain strong and poised to take on whatever may come in the new year, and beyond.

ABOVE: KEN ROSENAU, ROSENAU TRANSPORT.

“WE’RE NOT AFRAID TO TELL OUR VENDORS OR CUSTOMERS HOW

WE ARE DOING RIGHT NOW, AND HOW WE ARE MANAGING IT ALL.

WE’LL WEATHER THIS STORM TOO.” ~ KEN ROSENAU


SERVING STUDENTS, PARENTS AND COMMUNITIES // PRIVATE SCHOOLS

ALBERTA INDEPENDENT SCHOOLS: Serving Students, Parents and Communities

Parents are naturally concerned about how well their children do at school and about the quality of education. Schooling is a highly formative experience

and convincing parents of the value of a specific school may prove to be challenging among the wide range of options. This article explores independent (private) schools as one such option in Alberta’s diverse education landscape.

Independent School EnrolmentsIn a 2014-15 provincial system of 676,332 students, 29,400 (approximately four per cent) attended independent (private) schools. Another 5,291 attended community-based private ECS sites (kindergartens) where about 70 per cent of the students have special needs. Some international, First Nations and non-resident students are also educated in independent schools. As an aggregated group, the population of students is approximately five per cent of the education system as a whole. Most of the independent schools enrol less than 200 students per site with a handful teaching over 700 students. The Calgary area is home to approximately 40 independent school authorities.

Board StructuresThe most distinctive feature of independent schools, similar to charter schools, is that they are generally single-site operations under the supervision of a small board. Each independent school operates with a specific vision and mission that may vary according to the type of education programming. Boards may be elected or appointed and teachers are hired directly.

Since different governance models are practiced and most management is site-based, independent schools do not have large centralized offices so they tend to not get bogged down

in bureaucracy. Decisions can be made more expeditiously and effectively. The schools acquire additional services as required by contracting and collaborating with other local agencies. There may be various support committees to assist in managing all the services and facilities. If a school is not responsive, and parents and students are not satisfied, it will likely fail as parents leave.

Teacher Qualifications Teachers in independent schools hold the same professional certificates as their public school counterparts. Teaching standards are subject to provincial regulation managed by Alberta Education’s Teacher Certification Branch. Teachers are evaluated externally by competent individuals appointed by the registrar in order to qualify for permanent professional teaching certificates and their teaching practice is governed by provincial legislation.

Accountability of Independent SchoolsAll community-based private ECS (kindergarten) operators and all independent schools operate as not-for-profit agencies under the Societies’ Act of Alberta. They must report accordingly to Alberta Education using the same accountability pillars as do public schools but with additional requirements for monitoring, external reporting and teacher evaluation. Standards of accountability generally parallel public schools, which are available on the Alberta Education website.

Government-collected data reveals that independent schools are safe and caring institutions that are responsive to parents, and do a good job of preparing students for life after high school.


SERVING STUDENTS, PARENTS AND COMMUNITIES // PRIVATE SCHOOLS

Independent School Economics ConsiderationsIn keeping with the 1998 Private School Funding Task Force, Alberta independent schools receive part of the funding public authorities receive per student. Currently, private school funding is limited to a maximum of 70 per cent of the instructional and Plant Operations and Maintenance (POM) funding envelopes provided to public authorities. Independent schools do not receive funding for a number of funding envelopes available to public authorities, including: class size reduction dollars, technology enhancement funding, transportation grants and capital (school building) funds. In addition, independent school teachers do not benefit from the $2.2 billion government provided to the Teachers’ Retirement Fund to cover pension plan shortfalls.

Milke (2015) recently pointed out that independent schools have saved government some $750 million over the past five years. Milke uses a comparison that a student in the public system costs taxpayers $10,874 in comparison to $5,150 for a student in the private system. It could be argued that tuitions paid by independent school parents make more dollars available to public schools.

Special needs students may qualify for additional grants. Some specialized schools, termed Designated Special Education Private Schools, may only admit students requiring specialized supports but their non-special education funding is like that of the other independent schools. No independent school receives funding for capital expenses so a modern facility with specialized theatres or playing fields is not built using taxpayer money.

Independent schools charge tuitions in order to pay for the remaining costs of operating the school. Tuition fees will vary considerably depending on the kind of capital investments for buildings, teacher/student ratios, extracurricular program activities and other program enhancements.

Current EnvironmentFor more than 100 years, Alberta has been well served with a pluralistic system of education. In keeping with the province’s heritage and values, conscientious objectors,

minority groups and people from multiple backgrounds have settled in the area without having to extinguish their foundational identities.

One criticism of independent schools is that they do not allow everyone to attend. Public schools select students based on geographic location, specific program types and needs of the student, and sometimes gender. Not every student can enrol in any school. A universal education system that is genuinely inclusive must allow some parental choice so that parents can make positive choices for the sake of their child. In that sense, Alberta’s aggregated, pluralistic educational system is in fact very inclusive, and independent schools play a key role in complementing the provincial system.

Arguments opposing independent schools are nothing new. Opponents often fail to consider the significant contributions independent schools make to society and ignore the fact that the primary beneficiaries are children. At the end of the day, all students in both public and independent schools are provided a government-approved education through a curriculum that meets Alberta’s expectations. Independent schools are not a “private” matter; they provide a public function by delivering on educational outcomes through not-for-profit institutions that are approved by and held accountable to the public interest.

From the perspective of parents, primary concerns usually revolve around how well their child is doing. They want to know that their child is in good hands, and that the school has their best interest at heart. They need assurance that the situation at school is working. In a child’s 13 years of education, each day counts.

For more information, visit the Association of Independent Schools and Colleges (AISCA) at www.aisca.ab.ca. AISCA represents approximately 90 per cent of Alberta’s publicly accredited independent schools as well as 65 per cent of the private Early Childhood Services programs.

ONE CRITICISM OF INDEPENDENT

SCHOOLS IS THAT THEY DO NOT

ALLOW EVERYONE TO ATTEND.

DIRECTORY // PRIVATE SCHOOLS

Aurora Learning FoundationGrades 1- 6, Grades 7- 9, Grades 10 - 12Unit 1, 6104-82 AvenueEdmonton, AB T6B 0E7Phone: (780) 464-4010Fax: (780) 464-4070Email: [email protected]

Columbus AcademyGrades 7- 9, Grades 10 - 126770 129 AvenueEdmonton, AB T5C 1V7Phone: (780) 440-0708Fax: (780) 440-0760Email: [email protected]

Coralwood Adventist AcademyECS, Grades 1- 6, Grades 7- 9, Grades 10-1212218-135 St NwEdmonton, AB T5L 1X1Phone: (780) 454-2173Fax: (780) 455-6946Email: [email protected]

Covenant Canadian Reformed SchoolECS, Grades 1 - 6, Grades 7 - 9, Grades 10 – 123030 Twp Rd 615ACounty of Barrhead, AB T0G 1R2Phone: 780-674-4774Fax: 780-401-3295Email: [email protected]

Dante Alighieri Italian SchoolK, Grades 1 - 12c/o Archbishop O’Leary High8760 - 132 AvenueEdmonton, AB T5E 0X8Phone: (780) 474-1787Email: [email protected]

Devon Christian SchoolPreschool, ECS, Grades 1- 6, Grades 7- 9205 Miquelon Avenue West Devon, AB T9G 0L8Phone: (780) 987-4157Fax: (780) 987-3323 Email: [email protected]

Edmonton Bible Heritage Christian SchoolGrades 1- 6, Grades 7- 935-55517 Rge. Rd 240 N.W.Sturgeon County, AB T0A 0K5Phone: (780) 454-3672Fax: (780) 488-3672

Edmonton Islamic AcademyECS, Grades 1- 6, Grades 7- 9, Grades 10 - 1214525 - 127 StreetEdmonton, AB T6V 0B3Phone: (780) 454-4573Fax: (780) 454-3498Email: [email protected]

Edmonton Khalsa SchoolECS, Grades 1- 6, Grades 7- 94504 Millwoods Road SouthEdmonton, AB T6L 6Y8Phone: (780) 450-8753Fax: (780) 461-6927Email: [email protected]

Edmonton Menorah AcademyPreschool, ECS, Grades 1- 6, Grades 7- 9, Grades 10 - 1210735 McQueen RoadEdmonton, AB T5N 3L1Phone: (780) 451-1848Fax: (780) 451-2254Email: [email protected]

Edmonton Vietnamese Language School CentreGrades K to 1210427-32 AvenueEdmonton, AB T6J 4J1Phone: (780) 438-0114Email: [email protected] Child Development CentreECS, Grades 1- 6, Grades 7- 9, Grades 10 – 12

Elves Child Development Centre10825 - 142 StreetEdmonton, AB T5N 3Y7Phone: (780) 454-5310Fax: (780) 454-5889Email: [email protected]

Gabriela Mistral Latin American SchoolPre K, K, Grades 1 – 9, Adults9359 - 67A StreetEdmonton, AB T6B 1R7Email: [email protected]

German Language School Society of EdmontonPreschool, K-6, Grades 7 – 12, Grades 10 - 12c/o Rio Terrace School7608-154 StreetEdmonton, AB T5R 1R7Phone: (780) 435-7540

Harvest Baptist AcademyECS, Grades 1- 6, Grades 7- 9, Grades 10 - 1226404 Highway 16, WestSpruce Grove, AB T7X 3H5Phone: (780) 960-0235Fax: (780) 960-9235Email: [email protected]

Headway School Society of AlbertaECS, Grades 1- 6, Grades 7- 9, Grades 10 - 1210435-76 Street NWEdmonton, AB T6A 3B1Phone: (780) 461-7683Fax: (780) 485-0507Email: [email protected]

Hillcrest Christian SchoolECS, Grades 1- 6, Grades 7- 9, Grades 10 - 1210306 - 102 StreetGrande Prairie, AB T8V 2W3Phone: (780) 539-9161Fax: (780) 532-6932Email: [email protected]

Inner City High SchoolGrades 10 - 12P.O. Box 11506Edmonton, AB T5J 3K7Phone: (780) 424-9425Fax: (780) 426-3386Email: [email protected]

Ivan Franko Ukrainian SchoolGrades 10 - 1217711-89 StreetEdmonton, AB T5Z 0A7Phone: (780) 476-7529Email: [email protected]

Kneehill Christian SchoolGrades 1- 6, Grades 7- 9P.O. Box 370Linden, AB T0M 1J0Phone: (403) 546-3781Fax: (403) 546-3181

Lakeland Christian AcademyK, Grades 1- 6, Grades 7- 9, Grades 10 - 12P.O. Box 8397Cold Lake, AB T9M 1N2Phone: (780) 639-2077Fax: (780) 639-4151Email: [email protected]

PRIVATE SCHOOLSDIRECTORY


the engine for accelerated education

helping our children gain competence with the tools they need in the information age provides them with the confidence to share

their natural talents and become valued members of our communities.

Literacy is the spark. With literacy and technology, there are no

limits to learning. With literacy, expression can flow, collaboration radiates, and the future is bright. Our early literacy program is one of the hallmarks of Progressive Academy. In a warm, rich environment, students as young as three learn that reading is key to their everything.

Our students dive wholeheartedly into learning the sounds of the English language through songs and games, then abruptly, voraciously take up reading everything around them. On the way home from school, street signs suddenly mean something, parents can no longer spell secrets and just like that, young learners are empowered to start their own searches using computers.

For a child who can read well, the world is open. At Progressive Academy, education is not

restrained by time, but accelerated by students’ demonstrations of competence. Building on their own successes, our students take on increasing responsibility for their own learning: by Grade 4 we often see competencies far exceeding strict grade level; by Junior High, students are expected to also demonstrate their skills through internship experiences, which help them cultivate their interests and gain a better understanding of the real world awaiting them.

In ultimately marrying their interests in learning with what they need to be learning, the students’ own hunger for answers puts them in gear, and propels them—their intentions and ambitions fuel their progress.

Students at Progressive Academy learn to recognize and leap barriers in their pursuit of knowledge, and eagerly tackle the most difficult problems to find the answers they need. Creativity and innovation abound, producing competence, not just in passing tests, but in researching topics and presenting results, in collaboration and in leadership. That competence is the key to learning for the future.

individuality

explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. cre-

outstanding students. outstanding results.

www.progressiveacademy.ca780-455-8344

Education is not restrained by time, but accelerated by students’ demonstrations of competence.

Preschool, Full Day Kindergarten, Elementary, Junior High.

http://www.progressiveacademy.ca

the engine for accelerated education

helping our children gain competence with the tools they need in the information age provides them with the confidence to share

their natural talents and become valued members of our communities.

Literacy is the spark. With literacy and technology, there are no

limits to learning. With literacy, expression can flow, collaboration radiates, and the future is bright. Our early literacy program is one of the hallmarks of Progressive Academy. In a warm, rich environment, students as young as three learn that reading is key to their everything.

Our students dive wholeheartedly into learning the sounds of the English language through songs and games, then abruptly, voraciously take up reading everything around them. On the way home from school, street signs suddenly mean something, parents can no longer spell secrets and just like that, young learners are empowered to start their own searches using computers.

For a child who can read well, the world is open. At Progressive Academy, education is not

restrained by time, but accelerated by students’ demonstrations of competence. Building on their own successes, our students take on increasing responsibility for their own learning: by Grade 4 we often see competencies far exceeding strict grade level; by Junior High, students are expected to also demonstrate their skills through internship experiences, which help them cultivate their interests and gain a better understanding of the real world awaiting them.

In ultimately marrying their interests in learning with what they need to be learning, the students’ own hunger for answers puts them in gear, and propels them—their intentions and ambitions fuel their progress.

Students at Progressive Academy learn to recognize and leap barriers in their pursuit of knowledge, and eagerly tackle the most difficult problems to find the answers they need. Creativity and innovation abound, producing competence, not just in passing tests, but in researching topics and presenting results, in collaboration and in leadership. That competence is the key to learning for the future.

individuality

explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. create. explore. engage. cre-

outstanding students. outstanding results.

www.progressiveacademy.ca780-455-8344

Education is not restrained by time, but accelerated by students’ demonstrations of competence.

Preschool, Full Day Kindergarten, Elementary, Junior High.

http://www.progressiveacademy.com


DIRECTORY // PRIVATE SCHOOLS

Living Truth Christian SchoolECS, Grades 1- 6, Grades 7- 9, Grades 10-12Box 89, Mirror, AB T0B 3C0Phone: (403) 788-2444Fax: (403) 788-2445Email: [email protected] Offers Home Education ProgramOffers Home Education Blended Program

Living Waters Christian AcademyECS, Grades 1- 6, Grades 7- 9, Grades 10 - 125 Grove Drive W.Spruce Grove, AB T7X 3X8Phone: (780) 962-3331Fax: (780) 962-3958Email: [email protected]

MAC Islamic School Accredited11342 127th Street Edmonton, AB T5M 0T8

Maskwachees Cultural SchoolGrades 10 - 12P.O. Box 960Hobbema, AB T0C 1N0Phone: (780) 585-3925Fax: (780) 585-2080

Meadows Baptist AcademyECS, Grades 1- 6, Grades 7- 92215 - 17 StreetEdmonton, AB T6T 1J1Phone: (780) 440-1195Fax: (780) 490-4410Email: [email protected]

Morinville Christian SchoolGrades 1- 6, Grades 7- 9, Grades 10 - 1210515 100 AvenueMorinville, AB T8R 1A2Phone: (780) 939-2987Fax: (780) 939-6646Email: [email protected]

Norwood Chinese SchoolK - 1211124-130 StC/O Westmount SchoolEdmonton, AB T5M 0J2Phone: (780) 908-6406Email: [email protected]

Parkland Immanuel Christian SchoolECS, Grades 1- 6, Grades 7- 9, Grades 10 - 1221304 - 35 Avenue N.W.Edmonton, AB T6M 2P6Phone: (780) 444-6443Fax: (780) 444-6448

Peace Hills Adventist SchoolECS, Grades 1- 6, Grades 7- 9R.R. 3, Wetaskiwin, AB T9A 1X1Phone: (780) 352-8555Fax: 780-352-8540Email: [email protected]

Phoenix AcademyGrades 1- 6, Grades 7- 9, Grades 10 - 126770 129 AvenueEdmonton, AB T5C 1V7Phone: (780) 440-0708Fax: (780) 440-0760Email: [email protected]

Polish Sienkiewicz School in EdmontonAccredited Heritage Language School Grades K - 12P.O.Box 78076RPO CallingwoodEdmonton, AB T5T 6A1Phone: 780-454-0205 and 780-439-5916Fax: 780-439-5916 Email: [email protected]

Progressive AcademyFull-Time early childhood program for 3 – 5 year olds, Pre-school, Grades 1-9, Special Interest Programs Grade 10 – 12 (Robotics, Outdoor Education, International Study Tour, Class of One), Out of school care13212 - 106 AvenueEdmonton, AB T5N 1A3Phone: (780) 455-8344Fax: (780) 455-1425Email: [email protected]

Rimbey Christian SchoolFingerprints, ECS, Grades 1-9P.O. Box 90Rimbey, AB T0C 2J0Phone: (403) 843-4790Fax: (403) 843-3904Email: [email protected]

Russian Education CentreGrades 10 - 127119-12 AvenueEdmonton, AB T6K 3H6Email: [email protected]

Slave Lake Koinonia ChristianK, Grades 1- 6, Grades 7- 9, Grades 10 - 12P.O. Box 1548Slave Lake, AB T0G 2A0Phone: (780) 849-5400Fax: (888)881-0428Email: [email protected]

Solomon CollegeGrades 10 - 12Suite 228, 10621 - 100 AvenueEdmonton, AB T5J 0B3Phone: (780) 431-1515Fax: (780) 431-1644Email: [email protected]

SML Christian Academy ECS, Grades 1- 6, Grades 7- 95014 - 53 AvenueStony Plain, AB T7Z 1R8Phone: (780) 963-2715Fax: (780) 963-7324Email: [email protected]

SCcyber E-Learning CommunityGrades 7- 9, Grades 10 - 12200, B102 – 5212 48 St.Red Deer, AB T4N 7C3Phone: (403) 872-0487Email: [email protected]: www.sccyber.net

Tempo SchoolECS, Grades 1- 6, Grades 7- 9, Grades 10 - 125603 - 148 Street, Edmonton, AB T6H 4T7Phone: (780) 434-1190Fax: (780) 430-6209Email: [email protected]: www.temposchool.org

The Chinese Cultural Promotion SocietyGrades 7- 9, Grades 10 - 12P.O.Box 32, Main Post OfficeEdmonton, AB T5G 2G9Phone: (780) 485-9718Email: [email protected]

Thomas More AcademyGrades 7- 9, Grades 10 - 126770 129 Avenue, Edmonton, AB T5C 1V7Phone: (780) 430-6969Fax: (780) 431-9627Email: [email protected]

Waldorf Independent School of EdmontonECS, Grades 1- 57114 98 St, Edmonton, AB T6E 3M1Email: [email protected]

ALTERNATIVE SCHOOLING

The Banff Hockey AcademyGrades 7 – 12,College bound hockey athletesBox 2242,Banff, Alberta T1L 1B9Phone: 1-888-423-6369Fax: (403) 760-0868Email: [email protected]


“There’s only one taxpayer.” This should be the mantra for municipal, provincial and federal governments

as they prepare their budgets and fiscal plans. Our members are feeling the burden of an increasingly fragile economy. The cumulative effect of all orders of government looking to generate more revenue on the backs of industry is pushing some local businesses to the tipping point. When businesses are hurting, people are being affected. Businesses … and families … simply cannot absorb more costs right now, or for the foreseeable future.

We have seen a 2 per cent increase in corporate taxes, an increase in personal income taxes, an increase to Alberta’s minimum wage by nearly 50 per cent over three years, an increase to the carbon price, and increases to both business and property taxes. These increases to the cost of doing business could be even greater with potential changes to oil and gas royalties, the Alberta Labour Code, both the Alberta Energy Regulator and the National Energy Board, the City’s Energy Transition Strategy, and the impact of City Charters, to name just a few.

The rapid changes to our economic environment have increased cost pressures and decreased business confidence in the region. The “piling-on effect” of layering each of these increases on top of each other is having a serious impact on businesses, investors, non-profit agencies, and community groups in Edmonton. The government is suggesting that they will create support mechanisms, like job creation incentives and environmental tax rebates, however we require greater details and clearer communications on how they will actually help improve the situation.

The Edmonton Chamber feels that each order of government, before putting forward any new initiatives, must consider the following:

• Look at the overall impacts of these decisions on businesses in the region (e.g. economic situation, other government policies, etc.);

• Undertake a thorough analysis on what actions other jurisdictions are taking, so as not to erode any competitive advantages;

• Conduct an open and clear review of current government expenditures to find efficiencies from within before putting more on the shoulders of the business community;

• Conduct reasonable, periodic reviews of policies to examine the impact that they have on the business environment. Determine what changes need to be made in order to mitigate any harmful or unintended consequences to business and investment.

If our governments are looking for a better economic outcome in 2016, serious consideration needs to be given to the cumulative impacts of their decisions. The Edmonton business community is increasingly fragile and simply cannot support the burden.

The Edmonton Chamber would like to hear from you on how policy changes, tax increases, and fee increases are impacting your business. Please lend your voice and insights to this issue by contacting us at: [email protected]

Managing the Cumulative Effects of Government DecisionsBy Janet M. Riopel, President & CEO


A Chorus Calling for ChangeBy Warren Singh, Vice-President of Policy and Outreach

The Edmonton Chamber is taking a big step forward in our advocacy. We have developed a three-year Advocacy Plan

that focuses our advocacy efforts on issues that matter to the business community. It engages our members to better understand where we going and how their voice will be heard by key decision makers. Better yet, it provides the public, elected officials and other key influencers with a clear understanding of who we are and what we do.

Our economy has grown and prospered because of our economic advantages. We have had a robust, competitive economic environment; strong partnerships within the region and beyond; and an entrepreneurial business sector. In a competitive global market, we need to enhance those advantages that generate jobs and a better community for us all.

We need to remove barriers to trade to get our products to market; simplify regulatory processes for entrepreneurs to start a business and grow; and create meaningful partnerships to expand our economic opportunities. We feel having a plan to reach those goals will allow our members and partners to sing from the same song sheet.

Titled “Expanding Edmonton’s Economic Opportunity,” the Advocacy Plan incorporates the means by which the Edmonton Chamber will encourage opportunities for our members and the business community. The Plan includes our three policy priority areas:

• Expanding Business and Investor Confidence;

• Expanding Trade and Access to Markets; and

• Expanding Regional and Northern Partnerships.

Each of these priority areas are developed into issues that provide them with further context. These are then expanded into achievable action items that we plan on developing or advocating to key decision makers. These key issues will be further developed and enhanced as time moves forward with new issues popping up all the time – making our Advocacy Plan a “living document.”

We are doing this as a call to action for our members and the business community as a whole. We want to hear from our members, the public and other key stakeholders to find where businesses are feeling the pinch and act on it. We don’t always need to lead, but major social, environmental and fiscal issues needs to involve the voice of business.

The Edmonton Chamber feels advocacy is the difference between one voice raising a concern, and a chorus calling for change. It is the difference between speaking and being heard. And, we now have the song sheet for our chorus to be heard. We welcome your input and ideas on our Advocacy Plan, so please contact us at [email protected].

Members in this Issue

Cornerstone Counselling Centre and Canadian Mental Health Association – Edmonton Region in The Employee in the Shadows: Mental Illness in the Workplace on page 27

These key issues will be further developed and enhanced as time moves forward with new issues popping up all the time – making our Advocacy Plan a “living document.”

A Chorus Calling for ChangeBy Warren Singh, Vice-President of Policy and Outreach

The Edmonton Chamber is taking a big step forward in our advocacy. We have developed a three-year Advocacy Plan

that focuses our advocacy efforts on issues that matter to the business community. It engages our members to better understand where we going and how their voice will be heard by key decision makers. Better yet, it provides the public, elected officials and other key influencers with a clear understanding of who we are and what we do.

Our economy has grown and prospered because of our economic advantages. We have had a robust, competitive economic environment; strong partnerships within the region and beyond; and an entrepreneurial business sector. In a competitive global market, we need to enhance those advantages that generate jobs and a better community for us all.

We need to remove barriers to trade to get our products to market; simplify regulatory processes for entrepreneurs to start a business and grow; and create meaningful partnerships to expand our economic opportunities. We feel having a plan to reach those goals will allow our members and partners to sing from the same song sheet.

Titled “Expanding Edmonton’s Economic Opportunity,” the Advocacy Plan incorporates the means by which the Edmonton Chamber will encourage opportunities for our members and the business community. The Plan includes our three policy priority areas:

• Expanding Business and Investor Confidence;

• Expanding Trade and Access to Markets; and

• Expanding Regional and Northern Partnerships.

Each of these priority areas are developed into issues that provide them with further context. These are then expanded into achievable action items that we plan on developing or advocating to key decision makers. These key issues will be further developed and enhanced as time moves forward with new issues popping up all the time – making our Advocacy Plan a “living document.”

We are doing this as a call to action for our members and the business community as a whole. We want to hear from our members, the public and other key stakeholders to find where businesses are feeling the pinch and act on it. We don’t always need to lead, but major social, environmental and fiscal issues needs to involve the voice of business.

The Edmonton Chamber feels advocacy is the difference between one voice raising a concern, and a chorus calling for change. It is the difference between speaking and being heard. And, we now have the song sheet for our chorus to be heard. We welcome your input and ideas on our Advocacy Plan, so please contact us at [email protected].

Members in this Issue

Cornerstone Counselling Centre and Canadian Mental Health Association – Edmonton Region in The Employee in the Shadows: Mental Illness in the Workplace on page 27

These key issues will be further developed and enhanced as time moves forward with new issues popping up all the time – making our Advocacy Plan a “living document.”

11025–184 Street, Edmonton WestTF: 1•877•760•45159503–34 Avenue, Edmonton SouthTF: 1•877•753•4876



Because moving is a big enough job already!

“Should have calledDRIVINGFORCE”


Connecting Business Premier’s State of the Province Address Luncheon

Capital Power President & CEO Brian Vaasjo discusses the economy and growth opportunities with an interested audience.

A sold-out audience of 2,000+ ensured vibrant participation from the Edmonton business community for the Premier’s much anticipated address.

For her first appearance as Premier in front of Edmonton’s business community, Premier Rachel Notley was equal parts earnest, engaging and effervescent.

The Northlands Expo Centre proved an excellent location for this year’s State of the Province Address luncheon with ample room for mingling and conversation.

Provincial Budget Luncheon

Local media were well-represented with coverage of the Premier’s Address dominating the headlines that evening.

As always, opportunities for networking and making new contacts were abundant at this popular Chamber of Commerce event.

Premier’s State of the Province Address Luncheon

Edmonton Chamber members took advantage of the opportunity to connect with warm smiles and engaging conversations the order of the day.

A QA session following the Minister’s speech provided a lively forum for attendees to interact with Minister Ceci.

Chamber CEO Janet Riopel with opening remarks for Edmonton Chamber members at the Fall 2015 Provincial Budget Luncheon.

Finance Minister Joe Ceci emphasizing a point during the ‘fireside’ chat with Chamber CEO Janet Riopel.


Edmonton Chamber Supports Members with Turnkey Content Marketing Solution

The digital landscape that surrounds many small-to-medium sized businesses can be both tempting and daunting.

Tempting because of successful examples of companies that’ve achieved exponential business growth by leveraging digital communications. Daunting because it’s difficult knowing where to start since options are variable. Plus those steep learning curves if you haven’t spent significant time swimming in digital deep waters.

The Edmonton Chamber of Commerce is now offering an alternative solution for its members that are keen to grow their online reach, and avoid restrictive costs of hiring, training and equipping digital specialists.

Under the umbrella of the Chamber’s mandate to Advocate, Educate and Connect, chamber members can now leverage the chamber’s full portfolio of digital touch-points (web, social media, video, email) to provide content that informs fellow members and promotes their products and services. All possible by writing a simple email and taking advantage of this unique opportunity!

Kick-start the process by simply submitting a short, informative article to [email protected]. This begins a comprehensive content marketing process where we edit your article submission, convert it into a digital blogpost, and share it with over 8,600 loyal readers of the Chamber’s weekly e-newsletter. Then it’s cross-promoted on Facebook, LinkedIn, and Twitter to a qualified business audience of more than 10,000 followers and Chamber friends.

Every month the Chamber draws from the submitted list of member articles and one lucky winner is awarded an opportunity to have the Chamber produce a professional web video for their business that will be shared with the Chamber’s large and loyal digital audience.

Content marketing, social media engagement, professional caliber video, and targeted B2B communications: Just think, you’re doing all of that and more. All it takes to get the ball rolling is writing a brief and informative article about the business you love and those opportunities and challenges that inspire you daily!

“Content marketing is a strategy that almost every business wants to embrace, but so few can because of the investment required in time, technology, and specialized skills,” says Lee Ferris, Marketing and Digital Communications Manager with the Edmonton Chamber of Commerce. “That’s why we’re so pleased when Members take advantage of the opportunity to share their content through the multi-channel digital platforms at our disposal. Our organization is designed to seamlessly connect business people and this opportunity reflects the perfect digital expression of that philosophy.”

Key to success in this endeavour is the ability to engage intended audiences. The stereotypical sales pitch does not work. In fact, the Chamber won’t even publish those. After all, anger the audience, and eventually they’ll go way. But, if you can engage and entertain, inform and educate, then you are truly onto something. It arms you with something that your fellow members will want to read, click, and share within their own sphere of influence.

And if you do have that unbeatable sales pitch that is simply too good to keep to yourself, the Chamber has you covered there too with a full bouquet of paid digital advertising options. Chamber members enjoy substantial discounts on ad rates, and if you’re looking for a qualified, business audience – you’ve come to the right place.

For more information, email us at [email protected]

EdmontonChamber.com/ChamberBall #ChamberBallYEG

‘An Evening of Brilliance’

Presented by

Friday, January 29, 2016Shaw Conference Centre - 9797 Jasper Avenue

Musical Guests:Colin James with the Edmonton Symphony Orchestra

Tickets: Members: $245+GST per person

Non-Members: $320+GST per person

Celebrating Northern Lights Award RecipientThe Naqvi Family and Cameron Corporation

Honouring Outgoing Board ChairJerri Cairns, Partner Parlee McLaws LLP

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Happy Anniversaryfrom your partners at:

Elizabethan CateringCONGRATS!

YEARS OF SERVICE30

55 Alberta Ave, Spruce Grove, AB • 780.962.3663 • www.elizabethan.com

Elizabethan Catering Services Celebrates 30 Years

In England, Steven Marsh ran a restaurant, but what he really wanted was to launch a catering company, so in 1985, after moving to Edmonton, that’s exactly what he did. Two years

later, Elizabeth, who would marry Steven in 1990, joined the company. The dynamic duo has been changing the face of cater-ing in Edmonton ever since.

“Thirty years is an amazing feeling!” says Elizabeth Marsh. “We are a well-known, tried and true company. We take things very seriously. When our clients have an open house or special event, we are showcasing them and it is extremely important to us that we make them stand out. For a day, afternoon or eve-ning, we are an extension of their business.”

Elizabethan Catering has the same mandate for their wedding division. “For brides and grooms, it’s a memory for the rest of their life,” Elizabeth continues. “We understand the detail-ori-entated bride. We understand they are going to worry. It’s their right. After 30 years in the business we have not lost touch with how a bride feels when she’s planning her special day. A lot of what we do is being sensitive to people that are investing money and their whole life’s dream in how they imagine the day will be. We help make that dream come true.”

The company is very passionate about their craft. It’s not just about serving great food (and anyone that has tasted their cre-ations knows it’s really great food), it’s about giving each client the best experience during their wedding or event.

Elizabethan Catering Services extends their heartfelt thanks to their staff and clients for allowing them into their events, weddings, lives and hearts for the past 30 years and looks for-ward to many more years of providing fine dining catering expe-riences in Edmonton.

By Nerissa McNaughton

Exquisite fish presentation from Elizabethan Catering.

Elizabethan Catering is ready to serve.

50

http://www.arcticchiller.com

Jorge Nunes is a man on a mission. Before he launched AJ Interiors, he worked for a general contractor in Edmonton where he furthered his knowledge of the com-

mercial construction industry. When he opened for business, he was the sole employee. Twenty-five years later, things have changed – dramatically.

“Jorge initially started off doing small renovation projects, says Austin Nunes, manager. He joined the company fulltime in 2011. “Today AJ Interiors has 50 employees in partnership with its sister company, Nova Millwork. Together, they have success-fully completed multiple million-dollar projects.”

Jorge started AJ Interiors because he always dreamed of having his own company. Rather than go head to head with Edmonton’s many other general contractors, he explored a niche he identified in the market. Austin explains, “He knew a general contractor and millwork shop would be the perfect combination, and due to him being a cabinet maker by trade, he had the millwork knowledge as well as the general contracting knowledge to make it work.”

“When AJ Interiors first started, we did whatever work came to the table,” laughs Austin. “Then we got connected with our first big contract building the first Booster Juice when they started their concept, and from there it was basically word of mouth and quality that got the ball rolling.”

Three years after their opening, and with a firm foot in the commercial construction industry, Jorge had the time and capital to expand the millwork division, realizing his dream of a combined general contracting/millwork shop.

“The advantage of having our millwork in house is that we personally have complete control of every millwork aspect of the project. This not only allows us to be very competitive in pricing, but we also have developed, within our staff, our own quality

AJ Interiors: 25 Years of Building Dreams (Including Their Own)

A.J. Interiors • 25 Years • 1

With their 25th anniversary, AJ Interiors reflects on their journey.

Fernando Meneses, Jorge Nunes and Austin Nunes.

By Nerissa McNaughton

Photo by Curtis Comeau Photography

51

The Canadian Brewhouse

control and standards, particularly when the millwork costs alone can be worth half of the value of the entire project. We also have our employees from both companies trained to meet our own quality control standards. This also allows things to be coordinated with ease as there is no need for a middle man. Our staff work together and communi-cate as a team, and this means excellence in service, quality and products every step of the way.”

Booster Juice was the first major commercial project and other well-known franchises quickly followed. AJ Interiors constructed the city’s first Bad Ass Jacks as well as the Triple Five® head office at West Edmonton Mall and multiple Liquor Depot locations.

“We don’t like to single out any project in particular, as each project is equally important to us,” admits Austin, “but to note some key projects on our firm’s behalf, we thank the Century Hospitality Group for allowing us to successfully complete all of their restaurant locations, as well as The Canadian Brewhouse for their 15+ locations. We also thank Triple Five Group for their continued loyalty and patronage over the years, and The

Sorrentino’s Restaurant Group for allowing us to complete their multiple restaurant and cafe locations as well. We would also like to recognize Hesco Kitchen Equipment for working hand-in-hand with us on many of our hospitality projects. Other industry professionals we frequently partner with to help us de-liver outstanding work for our clients are Bold Design, who has a passion for designing ‘experiences’ and Protint Inc., Edmonton’s glass tinting specialists.”

Austin continues with what distinguishes their company in Edmonton. “AJ Interiors strongly believes in quality and finish-ing the project to our client’s 100 per cent satisfaction. Due to our reputation in the industry, projects are sent directly to us without going through the tendering process. Our clients know that when they want a project done properly and professionally, they can count and rely on us each and every time, and our ex-tensive portfolio reflects this.”

2 • A.J. Interiors • 25 Years

We also have our employees from both companies trained to meet our own quality

control standards.


Workshop Eatery

F O R T H E B U S I N E S S T R AV E L L E R

To qualify for Platinum Rates, please complete the attached application and return to Kimberley Wilmer at [email protected]

For stays Sunday through Thursday.

Join us for a reception every Wednesday at L1 Lounge.5:00 p.m. to 6:30 p.m.

Complimentary Benefits:Hot Gourmet Breakfast at L2 Grill

In-room Coffee Upgrade Bottled Water (2)

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CONGRATULATIONS,A.J. INTERIORS

We at Bold Design offer our heartfelt congratulations on 25

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A.J. Interiors • 25 Years • 3

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It’s not just the clients that AJ Interi-ors invests in. They also invest in their staff. “An ideal staff member for AJ In-teriors is someone who is willing to be a team member to our group; someone who is able to listen to and accept guid-ance from management and the onsite foreman. We employ all different kinds of employees from heavily experienced tradesman to staff with minimal con-struction knowledge but have a drive to learn. We are proud to provide ideal work-ing conditions and training for willing tradespeople in the city. Our staff is constantly working hard, long hours to get projects completed properly for our valued clients. The staff’s dedication shows in their quality and produc-tion. We couldn’t be more appreciative and pleased with all of them. Keep up the good work!”

Although Edmonton’s cyclical economy keeps AJ Interiors balancing staff and inventory with project demand, the com-pany is happy to rise to the challenge. “Sometimes we just don’t have the staff to take on a project because we are so busy and then two or three months down the road you are thinking, ‘it’s slower now. Shoot, I should have grabbed those jobs’,” laughs Austin. However, he knows the importance of delivering on their promise and in that spirit, AJ Interiors would rather de-cline work than disappoint a client with a rushed job that falls behind schedule.

No matter what the economy is up to or how busy the team is, AJ Interiors takes time to support the community. The Stollery Hospital Foundation, breast cancer awareness, Crime Stoppers

and the Heart and Stroke Foundation are just a few of the many worthy causes in which the company invests.

Jorge will never forget the drive and ambition he had to open his own company and he and his team delight in helping others do the same.

“The biggest reward is leaving a finished project on opening day, and looking at the entire place from the entrance and think-ing wow, this place looks fantastic, and seeing the customer is happy that we were able to help them fulfill their dream of open-ing up a business,” concludes Austin. “At the end of the day, that is what matters the most.”

4 • A.J. Interiors • 25 Years

#8 – 12920 156 Street Edmonton, Alberta T5V 1E9Phone: 1.780.425.4187 • Fax: 1.780.453.0051

www.ajinteriors.ca

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