MBiz | November 2015

MBiz Awards Saluting honourees at the 32nd annual awards gala Page 6 business is booming. B iz MB

November 2015, Vol. 8

On the ballot Q&A with Manitoba's party leaders Page 10

The Colour OF MONEY Grey Cup brings the green to Winnipeg Page 14

The great indoors. We didn’t check the forecast for cold weather. Or bring out the colouring books and crayons. But we did provide the heat so this family could enjoy the day together. When the energy you invest in life meets the energy we fuel it with, indoor fun happens.

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B iz MB

Featured this Month:

Manitoba Chambers of Commerce

Winnipeg and Capital Region

Lac Du Bonnet & District Chamber of Commerce Landmark & District Chamber of Commerce Niverville Chamber of Commerce Pinawa Chamber of Commerce Saint-Pierre-Jolys Chamber of Commerce St. Malo & District Chamber of Commerce Steinbach Chamber of Commerce Central Carman & District Chamber of Commerce MacGregor & District Chamber of Commerce Notre Dame Chamber of Commerce Oakville & District Chamber of Commerce Portage la Prairie & District Chamber of Commerce Treherne and District Chamber of Commerce Pembina Valley Altona & District Chamber of Commerce Morden and District Chamber of Commerce Morris & District Chamber of Commerce Plum Coulee & District Chamber of Commerce Rosenort & District Chamber of Commerce Winkler & District Chamber of Commerce Parkland Dauphin & District Chamber of Commerce Grandview & District Chamber of Commerce Roblin & District Chamber of Commerce Rossburn & District Chamber of Commerce Russell & District Chamber of Commerce

GORP Project raising the bar. 24

Aboriginal Chamber of Commerce Assiniboia Chamber of Commerce East St. Paul Chamber of Commerce Headingley Chamber of Commerce La Salle & District Chamber of Commerce Ritchot Chamber of Commerce Saint Boniface Chamber of Commerce Selkirk Chamber of Commerce Stonewall Chamber of Commerce The Winnipeg Chamber of Commerce Western

Bistro & greenhouse in growth mode. 22 Decor Cabinets keeps up good works. 26

Boissevain Chamber of Commerce Brandon Chamber of Commerce

Carberry & District Chamber of Commerce Crystal City & District Chamber of Commerce Cypress River Chamber of Commerce Deloraine and District Chamber of Commerce Elkhorn and District Chamber of Commerce Melita & District Chamber of Commerce Shoal Lake & District Chamber of Commerce Souris and District Chamber of Commerce Virden and District Chamber of Commerce Waskada and District Chamber of Commerce Midwest

Hamiota Chamber of Commerce Minnedosa Chamber of Commerce

Neepawa & District Chamber of Commerce Rivers & District Chamber of Commerce Interlake Arborg & District Chamber of Commerce Ashern & District Chamber of Commerce Eriksdale & District Chamber of Commerce Fisher Branch Chamber of Commerce Gimli & District Chamber of Commerce Riverton & District Chamber of Commerce Teulon & District Chamber of Commerce Eastman Beausejour & District Chamber of Commerce Blue Water Chamber of Commerce Falcon - West Hawk Chamber of Commerce Grunthal & District Chamber of Commerce

Swan Valley Chamber of Commerce Wasagaming Chamber of Commerce Norman Churchill Chamber of Commerce Flin Flon & District Chamber of Commerce Gillam Chamber of Commerce Snow Lake Chamber of Commerce The Pas & District Chamber of Commerce Thompson Chamber of Commerce

is a local gem. 28

Marni Luhu Designs

MBiz | november 2015

November 2015, Vol. 8 B iz MB

Chuck's Message

Making sure Manitoba businesses have a voice in government

Manitoba Chambers of Commerce mbchamber.mb.ca President & CEO Chuck Davidson Director of policy & Communications Cory Kolt Winnipeg Free Press winnipegfreepress.com Publisher Bob Cox Vice President Sales Laurie Finley Manager of Niche Products Barb Borden barb.borden@freepress.mb.ca Editor Pat St. Germain pstgermain@mail.com Writers Sherry Kaniuga Cory Kolt

W ithin a six-month time frame, Manitobans will have had the opportunity to go to the polls twice to determine who they want to lead them at both the federal and provincial level. In October, Canadians sent a clear message they were looking for change at the federal level by providing Liberal Leader Justin Trudeau with a majority government mandate for the next four years. From a Manitoba perspective the election resulted in the Liberals picking up six seats, giving them seven MPs at the expense of the Conservatives, who dropped from 11 MPs to just five, with the NDP remaining with just two MPs. The Manitoba Chambers of Commerce (MCC) looks forward to working with Manitoba’s new MPs to ensure interests of concern to the local business community such as immigration, trade agreements and strategic infrastructure needs are heard and addressed in Ottawa. On April 19, 2016 Manitobans will decide if, after 17 years in office, the governing NDP and Premier Greg Selinger will be given another four-year mandate or if it is also time for a change. The Manitoba Chambers of Commerce is

currently developing a platform based on the policies that have been adopted by the network and will be asking the leaders of the three main political parties to address issues of economic competitiveness,

workforce challenges and rural economic development in the upcoming election. We are happy to provide the leaders with an opportunity in this edition of the MBiz magazine to provide their comments in advance of the election on the challenges they see

for Manitoba and what they will do to grow the Manitoba economy and address the workforce challenges. If there are issues the local business community feels we need to be heard on, don’t hesitate to contact the Manitoba Chambers of Commerce or your local Chamber to see how we can help.

Wendy King Todd Lewys

Jennifer McFee Holli Moncrieff David Square Pat St. Germain Jim Timlick Photography Darcy Finley Numerous organizations supplied Design Jane Chartrand

Chuck Davidson President and CEO Manitoba Chambers of Commerce

View online at: winnipegfreepress.com/publications

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MBiz | november 2015

Mbiz Awards GALA

Innovation and Heritage Highlight Awards MCC Recognizes 32nd Annual MBiz Award Winners at Gala Dinner By Cory Kolt

I n front of one of the largest crowds in its 32-year existence, the Manitoba Chambers of Commerce (MCC) added new names to the list of winners of the MBiz Awards presented by Manitoba Liquor & Lotteries. The evening, hosted by former Winnipeg Blue Bomber and restaurateur Obby Khan at the Victoria Inn Hotel and Convention Centre on Oct. 28, offered a glimpse at the business excellence across our province. Manitoba’s business community is brimming with successful, committed leaders, and full of bright, innovative companies with executives and staff committed to making Manitoba great. With nominees representing all corners of the province, the awards also celebrated the achievements of one of the patriarchs of one biggest names in Winnipeg business and a company dedicated to growing Manitoba. We salute the class of 2015: Robert (Bob) Chipman (Lieutenant-Governor’s Award for Outstanding Contribution by an Individual to the Community, awarded posthumously) RM was born to Robert and Natalie Chipman (Megill) on Aug. 3, 1926 in Calgary, Alta. The family moved to Kenora and then to Winnipeg, where the young RM began his lifelong love of hockey, tending net with magazines taped to his shins. He cherished hard work, humility, reciprocity, and altruism, in principle and in practice, in his professional as well as his personal

life. His modesty was bottomless, and — though you’d never hear it from him — his accomplishments were tremendous. He built so much from so little, by building what he believed in. RM was the sort of rare fellow who could harness commercial opportunity for civic benefit, growing businesses and communities alike. He believed one could do well by doing well. Over the years, RM served on most of Winnipeg’s major boards, including the United Way, Manitoba Theatre Centre, Winnipeg Art Gallery, the Winnipeg Blue Bombers, the Winnipeg Foundation and Winnipeg Enterprise, as well as the Royal Bank of Canada. He was inducted into the Citizens Hall of Fame in 2007. Johnston Group (Lieutenant-Governor’s Award for Outstanding Contribution by a Business to the Community) Johnston Group has been helping companies find the right benefit solutions since 1981. With over $400 million of premium under administration, Johnston Group, through a unique mix of experience, service and technology, provides benefit plans to over 30,000 businesses across Canada. Its Chambers of Commerce Group Insurance Plan® addresses the challenges smaller enterprises face in acquiring coverage, while its Maximum Benefit® offering allows businesses to maximize their investment through a mix of insured and self-funded products, and its CINUP product specializes in pension and benefit programs for aboriginal organizations. Social responsibility is ingrained in Johnston Group’s culture, supporting community health, arts, education and amateur athletics in Winnipeg. >>

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Top: Kelvin Shepherd (Chair, Jury Panel Committee), Susan Millican — who accepted the Lieutenant-Governor’s Award on behalf of the late Robert Chipman — Wadood Ibrahim (CEO, Protegra), Chuck Davidson (CEO, Manitoba Chambers of Commerce). Middle: Robert Thorsten (Board Chair, CPA) and Brian Esau (CEO, Red River Mutual). Above: Eric Ducharme (got mats?), Darren Oryniak (VP, Compensation Services, WCB), Chris Allison (got mats?). Photos by David Moder

Executive Education

MBiz | november 2015

Clockwise from top left: Johnston Group Vice President Ed Zeghers; MBiz Awards host Obby Khan; Ken Chartrand (COO, Encore Business Solutions), Ed Zeghers (VP, Johnston Group), Jeff Goy (President and CEO, Wawanesa Insurance), Susan Millican, Peter Cantelon (Executive Director, Canadian Fossil Discovery Centre), Brian Esau (CEO, Red River Mutual), Eric Ducharme and Chris Allison (got mats?); the MBiz Award; Encore Business Solutions COO Ken Chartrand (right, back row) and his team; Jamie Jurczak (Taylor McCaffrey LLP) with Jeff Goy and the Wawanesa team. Photos by David Modor

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Outstanding Small Business — got mats? got mats? is a young, exciting company that pushes and sets new industry standards for access matting, ground protection, and environmental protection. Formed in 2011, the company focused on its owners’ oilfield drilling roots. But diversification into other commercial sectors such as hydro projects, oil pipelines, environmental digs, train derailments, and projects like the new Saskatchewan Roughriders Stadium, contributed to building the got mats’? brand. A 2015 Outstanding New Business Award winner from the Brandon Chamber of Commerce, got

mats? continues to push forward one mat at a time. Nominated: Cypher International, Frostiak & Leslie Chartered Accountants Outstanding Medium Business — Red River Mutual

Red River Mutual has been a pillar of the community since 1875. In the beginning the mission was simple — provide insurance to local people who were unable to purchase insurance on the open market. Today, it is the second-largest property insurer in Manitoba. A customer- centric company, Red River Mutual emulates the "Modern Mutual" by investing a portion of company profits back into the community through loss prevention education and through the support of worthy community projects. Nominated: Bold Commerce, Peak of the Market Outstanding Large Business — Wawanesa Insurance Wawanesa Insurance is a policyholder-owned insurance company with a rich history. Founded in Wawanesa, Manitoba in 1896, it has grown into one of the largest property and casualty insurers in Canada. With an ongoing mission to earn the trust of customers and employees, the company takes pride in its stability and has a strong belief in giving back to the community. Nominated: Ag Growth International, Sunova Credit Union Outstanding Not for Profit — Canadian Fossil Discovery Centre Founded in 1972, the CFDC houses Canada’s largest collection of marine reptile fossils, including ‘Bruce’ — the Guinness Record-holding largest mosasaur on display in the world at more than 13 metres (43 feet) in length. The CFDC also houses the world’s only publicly displayed vial of Woolly Mammoth blood and many other unique exhibits. Come DIG INTO Manitoba’s past. School groups, businesses and visitors to the CFDC can participate in actual fossil digs and become a paleontologist for a day! Nominated: Canadian Blood Services, Children’s Wish Foundation Long Term Achievement Business in Manitoba — Encore Business Solutions Encore Business Solutions has been committed to helping organizations drive efficiency with innovative business management solutions since 1990. As one of the largest, longstanding Microsoft Gold Certified Partners in Western Canada, its high-performance team sells, implements, services, and supports Microsoft Dynamics Enterprise Resource Planning and Customer Relationship Management solutions, as well as Business Intelligence solutions. As a Microsoft-authorized independent software vendor, Encore also develops and supports flexible and scalable software products that seamlessly integrate with Microsoft Dynamics GP. Headquartered in Winnipeg, Encore also has locations in Calgary and Vancouver. Nominated: Big Dollar, SteelTech The Manitoba Chambers of Commerce would like to thank all our dedicated sponsors for their continued belief in the Chamber movement. We also send our congratulations to all the nominees and those companies that took home an MBiz award.

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MBiz | november 2015

Cover Story

Fron left: Rana Bokhari, Greg Selinger and Brian Pallister.

Follow the Leaders

financial future while protecting frontline services from rising debt service costs is a substantial and growing challenge: The Selinger NDP has doubled the provincial debt since he became premier to more than $30 billion. They did so while imposing the largest, and most regressive, tax and fee hikes in a generation by increasing the PST to 8% and broadening its base on far too many items. They ignored warnings from financial experts and as a result Manitoba has suffered the first credit downgrade in 30 years. Debt servicing costs, despite record low interest rates, are approaching $900 million a year. That is $900 million that cannot be invested to protect frontline services such as health care and education, and also cannot be invested in infrastructure or innovation to grow the economy. The current government refuses to listen. They are setting Manitoba families and businesses up for a perfect storm of a lowered credit rating, higher interest rates, and increased demand for critical frontline services. Getting Manitoba’s deteriorating finances back on track while meeting rising service is a challenge we must all face together. What do you see as the biggest opportunity within Manitoba? Rana Bokhari: The biggest opportunity for Manitoba rests in the still untapped resource of our vibrant Aboriginal community. The Aboriginal population is the fastest-growing population and we need to continue to engage and develop the skills of our First Nations if we are to be a success as a province and a country. We see this as our biggest strength going forward and I’m excited about that potential.

As Manitobans prepare to go to the polls in April 2016, the Manitoba Chambers of Commerce will be asking the leaders of the province’s three main political parties to address issues of economic competitiveness, workforce challenges and rural economic development. We were pleased to offer Manitoba NDP Leader Premier Greg Selinger, PC Party of Manitoba leader Brian Pallister and Manitoba Liberal Party leader Rana Bokhari an opportunity to provide written responses to five key questions as we continue to develop our election platform.

What do you see as the biggest challenge facing Manitoba over the next decade? Rana Bokhari: As our population ages and we struggle to keep youth engaged in our province, I see the potential for serious demographic issues. Too many talented and enthusiastic young Manitobans are finding career needs unfulfilled here. We need to make sure young Manitobans feel they have a bright future at home in Manitoba. We cannot be training the workforce for the rest of Canada. If we do this right, we can be a centre of excellence and be a net importer of highly skilled and motivated workers. The brain drain must end. Greg Selinger: Manitoba needs to harness the incredible potential that our young people, including Indigenous and newcomer populations have. Over the next decade, we need to make sure that all Manitobans are able to access the training they need to get the good jobs that will allow them to build their futures

right here at home. We need to make sure that no one is left behind because our economy and local businesses need as many skilled workers as possible to succeed. That is why we have put a major emphasis on increasing the number of training opportunities for all young Manitobans, including specific supports for Indigenous youth, newcomers and women. Brian Pallister: Manitoba faces myriad challenges. Serious deficit and debt issues, rising social service needs, an aging population requiring more and better health care, failing educational standards, deteriorating infrastructure, and a fast-growing Aboriginal population demanding more economic and social inclusion. At the same time, we need to become more economically competitive with neighbouring jurisdictions like Saskatchewan and the United States. We need to tackle these challenges collectively. All are big and serious. These challenges have been made worse by the current NDP government’s failure to exercise fiscal discipline and plan for the future. For example, fixing Manitoba’s

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What is your party’s plan to grow Manitoba’s economy in the short, medium and long-term? Greg Selinger: Global economic growth remains stubborn following the Great Recession. While Manitoba’s economy is doing very well compared with other provinces, we are still not growing at the same rate we were before 2009. We have rejected the cuts and austerity measures that some other governments have chosen, and instead focused on making strategic investments that grow our economy, like infrastructure and new Manitoba Hydro projects. These investments not only have immediate benefits like direct jobs created from building and repairing infrastructure, but have many long-term economic benefits that grow our economy in the future. At the same time, we are focused on working directly with post-secondary institutions and K-12 schools in order to create and provide more training opportunities for young Manitobans in the skilled trades, science, math, and technology.

Brian Pallister: The biggest opportunity is, in one word, “partnership.” Manitoba business needs a government that works alongside with them, not above them. This means a government that invests with business where it needs to and gets out of the way of business where it has to. This demands a new vision and relationship by government with the private sector and others. Government needs to be a reliable partner that works to make Manitoba more competitive and innovative. We are the crossroads of Canada. We cannot afford to put up barriers to trade, investment, tourism, and ideas to grow our economy. We see four crucial areas we need to partner to grow our economy and create opportunity for Manitobans: First Nations – by supporting Urban Economic Development Zones and recognizing the Duty to Consult as a means of moving forward on natural resources projects. The New West Partnership – by joining with our western neighbours, Saskatchewan, Alberta, and British Columbia, to reduce internal trade barriers and ensure Manitoba businesses can bid and compete on contracts. Northern Manitoba – by “Yes North,” our new

initiative to grow the economy in Northern Manitoba by promoting strategic economic development and tourism, attracting new companies, assisting entrepreneurs and facilitating expansion of existing businesses to provide quality jobs and a stronger economy in the North. Tourism – by creating a joint provincial, municipal, and private sector partnership led by the premier to promote and market Manitoba and its tourism potential across Canada and in the United States. Partnering for prosperity is what our Progressive Conservative opportunity plan is about. Greg Selinger: Manitoba has one of the fastest-growing economies in the country, according to Statistics Canada. For the first time in a decade, our province is competing with provinces like Saskatchewan. We need to continue to work closely with business leaders, our post-secondary institutions, and economic development agencies to ensure that the investments we make are strategic and aimed at creating jobs, and providing more opportunities for young people in our province. Manitoba works best when we all work together.

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b&w

Cover Story

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future. We need to not only prepare for innovation, but embrace it. How we work is changing fast and a workforce that is adaptable and nimble will thrive while those locked in the past will not survive. What steps would you take

Young Aboriginals and Metis must be encouraged to participate in the workforce. Our Progressive Conservative government will adapt training and learning to better meet business needs by: Implementing a new scholarships and bursaries initiative to more directly meet the needs of business. Increasing the number of apprenticeship seats at community colleges. Working in partnership with the Government of Canada to ensure it increases necessary educational funding investments to First Nations & Metis communities. Greg Selinger: We have been taking a number of steps to make sure that Manitobans get good jobs in the fields they are trained in. Investment in education has been a cornerstone of our growth strategy for the past decade and a half. It is the most important investment we can make to ensure that our province continues to grow and prosper. Every parent wants their child to have the same opportunities that they had and more — the chance to have a rewarding career, own a home, start a family and build a good life here in Manitoba. In today's economy, advanced education and training is the most reliable path to a good job. Two out of every three jobs that will be created in the next decade will require college, university or apprenticeship training. Together with business and educational leaders, we have developed a new post-secondary strategy that is responsive to the needs of students and the economy and supports the collective needs of a growing, dynamic province. We have: Created five new hybrid university/college programs, which combine academic learning with technical skills for in-demand fields such as engineering and new media; expanded our existing apprenticeship model, which combines classroom instruction and on-the-job experience, and formed a new Trades and Technology Network to facilitate greater collaboration between Manitoba's four colleges and improve responsiveness to employers' needs. But planning for higher learning must begin in high school. High school should be seen as a launch pad, not a finish line — a place where students can get a head start, explore careers without being locked in, and graduate with a sense of direction and purpose. To help young people better prepare for rewarding careers, our government will work to ensure that all Manitoba

Brian Pallister: To grow Manitoba’s economy, we must build on its strengths, work together to shore up any weaknesses, and create new opportunities for people and businesses. Our economy is diversified with a strong small business base and a dynamic urban centre in Winnipeg. We will build on that strength by: Lowering the PST back to 7% during our first term. Providing other tax relief, including ending ‘bracket creep’ and raising the Basic Personal Exemption. Investing in long-term strategic infrastructure funding that allows Manitoba firms to plan and invest properly with a real return on investment for taxpayers. Modernizing government tendering procedures so they provide real value for money and allow Manitoba firms to bid and compete without expensive labour provisions like forced unionization. Our economy needs business to invest and grow. We will reduce the burden of government on business and entrepreneurs by: Eliminating wasteful government spending through a value-for-money performance audit and investing the savings in front line services that help people, and eliminating red tape that acts as a barrier to growth for small business through a Red Tape Reduction Task Force. Our economy needs government to gets its finances in order to keep taxes down and costs low. We will put Manitoba’s finances on a sustainable track by: Reducing program spending growth by 1% - a goal the NDP promised but did not act upon – to gradually reduce the rate of government spending growth away from waste and towards needed services and investments. Together, these and other steps will help grow Manitoba’s economy over the short and longer-term. Rana Bokhari : In the short term, Manitoba needs to do more than just say we are “open for business.” We need to prove it. To do that we need to provide real leadership on this front and start rebuilding broken relationships with business leaders. That culture change is the number one need short term. In the medium term, as we restore the budget to balance we need to start chipping away at the payroll taxes that make our businesses uncompetitive. This will allow them to build internally and compete globally. In the long run, we need to ensure our workforce of the future is prepared for the

to address Manitoba’s workforce challenges?

Rana Bokhari: As a young woman I want a Manitoba that allows women the same opportunities as men. By providing great child-care options we will empower women to have a family without sacrificing their career. Our workforce challenges are only hampered by inability to see how a modern and productive society works and a modern society bridges the gaps for women to return to work. Great child care makes for great societies and investing now will make us a powerhouse in the future. Brian Pallister: Investing in people is the smartest thing any Manitoban government can do. Manitobans are resourceful, inventive, and get things done. But they need a government that works with them for a change. Businesses need access to an educated, trained workforce ready to help firms compete and grow. We have to do two things: First, invest in education with better results and second, adapt training and learning to better meet business needs. The NDP government spends more on education but is getting less and less in results. While per capita spending on education in Manitoba is among the highest in the country, we were last in Canadian academic achievement in reading, math and science. ‘Pay more, get less’ would put a business out of business if it ran itself that way. Our Progressive Conservative government will re-establish education as a top priority by: Focusing on reading and early literacy through reading labs and mentoring so every child leaving Grade 3 can read at the highest national level. Empowering teachers to grade more effectively by allowing them to give a ‘zero for zero work.’ Empowering parents to participate more in their children’s education by giving them more complete information on their child’s progress in school. At the same time, we must pay more attention to the changing competitiveness needs of Manitoba firms. Trained and adaptable workforces are key to business success particularly with Aboriginals.

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students have the opportunity to access post-secondary courses and paid work experiences while still in high school. We have worked with schools to: Launch a new First-Year Now initiative that gives students the opportunity to take university and college courses in high school and earn dual-credits; offer new specialized high school programs where students have access to industry experts and state-of-the-art equipment — as Sisler High School has done with its cyber-security academy; expand the existing High School Apprenticeship Program by accrediting new programs in schools across all regions of the province; and work with the Alliance of Manitoba Sector Councils to introduce a new Manitoba Career Prospects program, bringing more employers into classrooms and more students into workplaces. If elected Premier, what is your number one priority? Greg Selinger: Manitoba has been creating jobs faster than any other province in 2015, according to Statistics Canada. We also have one of the lowest unemployment rates in Canada. What that means is Manitoba is growing at a strong rate and Manitobans are getting good jobs here at home, and we need to continue on that path. My top priority as Premier will be to make sure we don’t slow down and that we continue to create more good jobs for Manitobans while continuing to make sure that the front-line services families count on are there for them. To help businesses in Manitoba, our government has reduced the corporate tax rate to 12%, and we’re the first province in Canada to completely eliminate the small business tax, but it takes more than tax reductions to grow an economy. That’s why we are investing in training skilled workers, core infrastructure, and innovation. We’ve introduced a $1,000 bonus for businesses that hire apprentices for the first time and boosted the Apprenticeship Tax Credit to up to $5,000. We are also investing $5.5 billion in core infrastructure to build roads, flood protection and strategic trade routes. This balanced approach to growing our diversified economy and creating jobs for Manitobans has led the TD Economics to project Manitoba will have one of the top performing economies in Canada over the next three years. Our inclusive plan to grow the economy provides more access to high quality services to help families get ahead, like health care and child care. Brian Pallister: Frontline services are the top priority for the entire Progressive Conservative team. We understand that responsible fiscal management is not an end unto itself. It is the means through which government protects our frontline workers and the critical services they provide. Our Progressive Conservative team will do the hard but necessary work the current NDP government failed at or avoided. We will find savings in government, restrain growth in spending, protect frontline services we all rely on and make strategic investments in infrastructure and innovation to grow the economy.

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Our number one priority is to get Manitoba back on track. This is how we will do so.

Rana Bokhari: If elected premier, my number one priority will be to change the tone and culture of government. Average is not acceptable anymore. People depend on government to make their lives better and that is not happening now. It’s not about power, it’s about responsibility and I will take that responsibility very seriously. No more us and them attitude. We’re all Manitobans and when we work together anything is possible. ■

THE DIFFERENCE IS HERE

MBiz | november 2015

The Grey CUP

Grey Power Football fever has economic side effects By Jim Timlick T he Grey Cup is one of this country’s biggest parties, and it has also become an increasingly big business. When Toronto hosted the 100th Grey Cup in 2012, the event generated more than $133.1 million in economic activity throughout the province, including $94.7 million in Toronto alone. A year later, football-mad Saskatchewan enjoyed $93 million in economic spinoffs, including $68 million in Regina. And last year’s event in Vancouver created in excess of $118 million in economic benefits for B.C. In Winnipeg, 103rd Grey Cup Festival events from Nov. 25 through game day on Nov. 29 are expected to attract more than 28,000 visitors and produce in excess of $85 million in economic activity in the city, according to preliminary estimates provided by Tourism Winnipeg. “The economic impact it leaves in a city is amazing,” says Chantal Sturk- Nadeau, senior vice-president of tourism for the city’s official destination marketing organization. “There’s bars open everywhere, parties and concerts. (Organizers) are understanding that these people are coming for four days … to really get out there and party. And from a business perspective their corporate sponsorships are much larger now than they were in the past.” As with similar large-scale events such as the JUNO Awards or FIFA Women’s World Cup Canada 2015, hotels and restaurants will feel the most direct impact. However, Sturk-Nadeau stresses they won’t be the only beneficiaries — the transportation industry, including taxi companies and charter bus operators, will experience a significant uptick in business, as will the audio/video businesses hired to work the parties, bars and corporate events. Even local marketing companies and ad agencies will enjoy a sizeable bump in business, Sturk-Nadeau says. Jay Khanuja, owner of the King’s Head Pub in the Exchange District, says his establishment enjoyed a substantial boost in business the last time Winnipeg hosted the Grey Cup back in 2006. However, he expects this year’s event to have a far greater impact on his bottom line as several groups from Edmonton and Vancouver have already booked space for private events throughout the week. That could translate into an additional $3,000 or $4,000 of business each day during Grey Cup week.

Photo by Darcy Finley

Khanuja says while many visitors will still attend larger events like the ones at RBC Convention Centre Winnipeg, more and more are choosing more intimate venues such as the King’s Head to share a pint or a meal with friends. “We’re in an era where people don’t want the norm, they don’t want the same thing again and again,” he says. “The industry for craft beer along with … the smaller boutique restaurants are really opening up what people are looking for. That’s why they’re looking to more independents like us.” Although Winnipeg now has about 7,400 hotel rooms, an increase of nearly 800 since 2006, most of those rooms had already been booked by early October. Sturk-Nadeau says she doesn’t expect finding accommodations will be an issue during Grey Cup week. Just as it did in 2006, Tourism Winnipeg is helping coordinate efforts to find lodgings in nearby communities such as Selkirk and Portage la Prairie. “It’s not a surprise for us. We were ready this time on the hotels,” she says. Winnipeg hosted the Grey Cup in 1991, 1998 and 2006, and the most recent Grey Cup in our city proved to be one of the most successful in CFL history by most accounts. Sturk-Nadeau expects a similar result this time around and says all of the recent developments in the city, including more than $2 billion in tourism infrastructure investments over the past five years, could go a long way in changing people’s opinions of Winnipeg. “If I came in 2006 and I’m coming again in 2015, there’s some new venues that are really cool and a real neat atmosphere,” she says. “I think people are going to have a good taste in their mouth and will say at the end ‘Wow, has Winnipeg ever changed.’ ” ■

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Pinawa Development Corporation

Live, Work and Play in Pinawa

W ithin a week after Mayor Blair Skinner arrived in Pinawa in 1980, he knew he wanted to spend the rest of his life there. As a summer student at the Atomic Energy of Canada Ltd. (AECL) Whiteshell Laboratories, Skinner got such a warm reception, he was immediately at home in the community 110 kilometres east of Winnipeg. Now, he and other leaders are inviting entrepreneurs to experience the kind of quality of life most people only dream about. They’re even offering commercial tax incentives and flexible business plans for people who want to set shop in the town of 1,444. “We have been working hard to attract young entrepreneurs who don’t need to be in the city to do their jobs. They can do it here and enjoy our lifestyle,” Skinner says. With Broadband Internet service, the work-live-play possibilities are endless — and enviable. Recreation runs from sailing to cross- country skiing, swimming and hiking on the Winnipeg River and Pinawa Channel, from which the town derives its name. Called pinnowok — meaning calm waters — by early First Nations people, the channel is an idyllic place to canoe, kayak or ice fish, and wild rice is harvested by licensed individuals along its shores. “It’s very peaceful, serene, beautiful — lots of wildlife,” Skinner says. Deer are a common sight in town, and the Whiteshell’s boreal forest and scenic Pre-Cambrian rock outcrops provide habitat for foxes, bear and other mammals. Great grey owls, trumpeter swans and some 300 more species of birds in and around town are a treat for birdwatchers, and if birdies are more your bag, the 18- hole golf course is one of the most beautiful in Manitoba. A curling club, quality schools and day-care services, library, bike paths and playgrounds are among the family-friendly amenities. And if you want to spend more time with your family, a business in or near your home is an option. “You can definitely have a residence as a secondary use for a commercial entity,” Skinner says. The town and Pinawa Community Development Corp. (Pinawa CDC) are working to improve wireless service, and open up new development and commercial opportunities at the decommissioned AECL site, which has plenty of land, roads and infrastructure. A long-term socio-economic plan is in the works to ensure

sustainable job opportunities well into the future. And the Pinawa CDC-owned W.B. Lewis Business Centre offers commercial space, a business incubator program and flexible business agreements to encourage growth. The centre is home to technology, health and mining organizations, along with retail goods and services and an art gallery. Skinner says the town’s cultural scene is thriving, with visual artists, the Pinawa Players — Manitoba’s longest-running community theatre group — a community band and the Eastern Manitoba Concert Association, which presents several concerts each year. With its well-stocked Solo Market and most of the other essential services you’d hope to find in an urban centre, Skinner says the town’s most pressing need is for accommodations and restaurant options. Investors interested in developing a hotel conference centre or other business are eligible for incentives including a minimum of two free years of municipal taxes. It’s an offer residents would advise you not to refuse. While physicist Skinner and his chemist wife Leslie loved doing world-class nuclear research, they decided they loved the local lifestyle even more when AECL laid off staff in 1998. “(We) could have transferred to Chalk River and continued our careers, but we decided we’d rather be here unemployed,” he says. “That was an awesome decision.” Make an awesome decision in your life. Learn more at www.pinawa.com. ■

MBiz | november 2015

Skills Connect Inc.

Cultivating Successful and Effective Workplaces

C anadian companies continue to be challenged by a variety of factors, including skills mismatches and labour shortages, competition for wages, succession planning and industry- specific changes. They are being challenged to react, adapt and lead on an ever-changing internal and external stage. Being responsive to the needs of the changing workforce landscape has become second nature to Manitoba-based Skills Connect Inc., which has recently added a number of programs and services to help Canadian companies leverage team performance through recruitment and workforce development. In the race for profits, companies tend to focus attention and resources on processes, technology and environmental factors to secure their competitive advantage — often at the expense of the human component of their organization. For the most complete and truest organizational success, attention must be paid to the living breathing people who comprise the workforce as leaders and as employees. “While good governance, leadership and eliciting high team performance are critical to an organization’s success — sometimes organizations need a fresh perspective for growth and development,” says Sue Barkman, president and CEO, Skills Connect Inc. and ThirdQuarter. “That’s where the team at Skills Connect can help pave the way forward.” Creating and building effective teams — or getting the “people” component right — is one of the biggest challenges facing Workforce solutions for the smart enterprise

Critical thinking, collaboration, communication, problem- solving, initiative and accountability are essential workplace skills. Having these skills allows for better career transition, career advancement and success in goal achievement. The composition of today’s workplace requires organizations to look beyond traditional leadership and management practices. “Companies and organizations need to pay attention to how leadership development impacts team and company performance,” adds Michael McMullen, Workforce Development Associate, Skills Connect Inc. “Organizations need to consider that what got us here … isn’t going to get us to (the next level).” A team's openness in the assessment of its own functioning can lead to a very high level of trust and performance. “By clarifying expectations and diagnosing weaknesses, we can bring concerns into the open and address these issues. All of these activities are critical factors in the development and growth of an effective, empowered team,” adds Sue Barkman. Workplaces require leaders who can transition people to excel, to make decisions and hold themselves capable while providing growth and development opportunities. To do this effectively, the successful leaders of today need to have coaching competencies.

Leaders with coaching skills gain influence. As they shift into the role of coach, they develop the framework to enhance the skills of others,

business owners. Leaders are tasked with the best way to harness the unique blend of personalities, operational styles, socio- economic backgrounds, education levels and expectations found in their workplace. Many refer to this as “fit.” But how do organizations create fit? “From our experience, organizations need to take a holistic approach to their workforce development. It’s not one person, department or product that is solely responsible for an organization’s success or lack thereof,” explains Sue Barkman. “Understanding each member of

improve communication and critical thinking, the ability to adapt to change, to be accountable and to better access their own resourcefulness to elicit high performance. “Leaders need to

understand who they are, their operating style and how effective they are. Then they can launch themselves,

and ultimately launch their teams to achieve and transcend organizational visions,” explains Janice Gair, Executive Coach and Associate, Skills Connect Inc. ■

the team’s personal operating style and how they can excel as a leadership group is essential to your company’s success. We need to look at how all elements impact each other.” One of the fundamental keys to workforce development is “versagility” – the mental ability to shift quickly and effectively from one type of thinking to another, to adapt, respond and deal effectively with changing demands, tasks, people and opportunities.

ThirdQuarter is a division of Skills Connect Inc. which is a partner of the Manitoba Chambers of Commerce. For more information about recruitment and workforce development solutions please go to www.thirdquarter.ca or www.hire-experience.ca

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Connect to Experience.

Skills Connect offers a suite of programs designed to leverage team performance: The professional team at Skills Connect Inc. provides full-service recruitment services for both candidates and companies looking to hire.

• On-Boarding / Off-Boarding • Team Building • Workforce Development • Coaching Training

• Executive Search • Recruitment • Career Coaching • Policy Manual Development

• Strategic Analysis • Policy Review • Reference Checks • Virtual HR

For more information or to receive a customized proposal please call us at 1.855.286.0306 or email: info@hire-experience.ca

Hire Well. Hire Smart.

NORWAY HOUSE Animal Rescue Network (NHARN)

Dog’s Best Friend Animal rescue curbs northern stray population By Wendy King

D ebra Vandekerkhove has always been an advocate for those who need a voice. She was part of the team who worked in the justice system to secure the use of victim impact statements in the courts. Now, as the director of Norway House Animal Rescue Network (NHARN), she is advocating for northern First Nations communities that are struggling with large, dangerous, stray-dog populations.

The not-for-profit organization’s mission is simple: To reduce dog attacks by reducing the overall dog population. Executing that mission is a little more complicated. When Vandekerkhove first started visiting northern communities, many people viewed her with suspicion. "I was screamed at, I had hands waving at me and people calling me a dog thief and there were terrible accusations," she says.

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It was traumatic and she recalls pulling over to the side of the road with dogs in the vehicle and crying hysterically. But she knew she had to pull herself — and her program — together. She needed to shift her perception. Change came when she learned to stop looking at the dog problem and start looking to the community. She began to build relationships by asking people for their input. "We are there to help them be successful in their own community and ask them: What do you see is the problem and what do you think you would like to do?" The roots of the problem are poverty and violence, and the dogs are both a symptom and a result. The animals may be targets for violence, but they are also a danger to people. The key solution is to reduce the number of dogs, primarily through contraceptive implants, and to put supports in place for the community. "This is all about safety and health,” Vandekerkhove says. "If they can control that dog population, then it’s going to reduce the risk of injury to the dogs, and it’s going to reduce the risk of injury and disease to the community." Educated in both criminology and business administration, Vandekerkhove — who owns a Curves gym — is well-equipped to deal with the complexities involved in running an animal rescue. She believes NHARN must be run like a business, with rigorous documentation and open-book accountability. Supplies are collected and distributed — doghouses, towels, food, first aid supplies, leashes and collars and kennels and more. And adoptable dogs are transported and fostered by volunteers in Winnipeg until they can be adopted or placed in a shelter. "What we do is coordinate the supplies that need to go up (north) and then we coordinate the animals that need to come down. It sounds really simple, but there are a lot of details." Forging relationships with residents, chiefs and band councils builds the foundation to provide services to dogs who are stray or "loosely owned." That includes micro-chipping, de-worming, feeding, vaccinations, contraceptive implants for females, medical attention and removal to veterinary care in Winnipeg when necessary. NHARN documentation shows that the dogs only have an average lifespan of 1.6 years, but as short as that is, many litters can be born to young females. Contraceptive implant clinics are held with an eye to education in the community. More than 90 dogs were seen at a July clinic, including injured strays who were triaged at the same time. Right now, NHARN’s greatest needs are for help with fundraising and for business partners who can actually take over a project or coordinate fundraising to meet targeted needs such as the contraceptive program, a cheap, effective, non-violent method of reducing numbers. "Our approach is working really well, but we are continually running out of funds and we are at 370 animals that we’ve helped just this year in eight communities,” Vandekerkhove says. NHARN has received help from Polar Industries, Play-All Awards, GHY International, The Preferred Perch and others. In addition to funds, businesses can donate goods or provide services — assisting with meals for volunteers, for example. Visit Norway House Animal Rescue Network’s Facebook page or email norwayhouseanimalrescue@gmail.com to find out how you or your business can help. ■

Shannon Thomas fosters dogs for the rescue network. Her older dog, Champ, was also a NHARN rescue dog, but he now has a permanent home with Thomas. Photos by Darcy Finley

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