WINTER 2021, VOL. 19
New CEO Dorota Blumczyñska knows the path to an open mind begins with an open heart. P10 AT MANITOBA MUSEUM TELLING OUR STORIES
90 1931 2021
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success. 18
Smart growth strategy and savvy branding took Smak Dab mustard to next-level
NORMAN: Churchill Chamber of Commerce Flin Flon & District Chamber of Commerce Gillam Chamber of Commerce Lynn Lake Chamber of Commerce Snow Lake Chamber of Commerce The Pas & District Chamber of Commerce Thompson Chamber of Commerce PARKLAND: Parkland Chamber of Commerce Roblin & District Chamber of Commerce Rossburn & District Chamber of Commerce Russell & District Chamber of Commerce Swan Valley Chamber of Commerce CENTRAL: Carman & Community Chamber of Commerce Chambre de commerce Notre-Dame-De-Lourdes Gladstone Chamber of Commerce MacGregor & District Chamber of Commerce Oakville & District Chamber of Commerce Portage la Prairie & District Chamber of Commerce Treherne & District Chamber of Commerce CAPITAL: Assiniboia Chamber of Commerce Chambre de commerce francophone de Saint-Boniface Headingley Regional Chamber of Commerce Indigenous Chamber of Commerce La Salle & District Chamber of Commerce Niverville Chamber of Commerce Manitoba Southeast Commerce Group Selkirk Biz Stonewall & District Chamber of Commerce The Winnipeg Chamber of Commerce PEMBINA VALLEY: Altona & District Chamber of Commerce Crystal City & District Chamber of Commerce Morden Chamber of Commerce Morris & District Chamber of Commerce Plum Coulee & District Chamber of Commerce Rosenort & District Chamber of Commerce Winkler & District Chamber of Commerce
EASTERN: Beausejour & District Chamber of Commerce Chambre de commerce Saint-Pierre-Jolys Chambre de commerce de St. Malo & du District Falcon/West Hawk Chamber of Commerce Lac Du Bonnet & District Chamber of Commerce Pinawa Chamber of Commerce Piney Regional Chamber of Commerce Reynolds & Whitemouth District Chamber of Commerce Springfield Chamber of Commerce Steinbach Chamber of Commerce WESTERN: Boissevain & District Chamber of Commerce Brandon Chamber of Commerce Carberry & District Chamber of Commerce Deloraine & District Chamber of Commerce Elkhorn District Chamber of Commerce Melita & District Chamber of Commerce Rapid City & District Chamber of Commerce Souris & Glenwood Chamber of Commerce Virden Community Chamber of Commerce Waskada & Area Chamber of Commerce INTERLAKE: Central Interlake Chamber of Commerce Eriksdale & District Chamber of Commerce Fisher Branch Chamber of Commerce Gimli Chamber of Commerce Teulon & District Chamber of Commerce MIDWEST:
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In times of boom or bust, Feast Café Bistro owner and chef Christa Bruneau-Guenther is a star multi-tasker.
movement. 22
A champion for food producers, Steinbach grocer was a pioneer in the shop-local
Hamiota Chamber of Commerce Minnedosa Chamber of Commerce
Neepawa & District Chamber of Commerce Rivers & District Chamber of Commerce Shoal Lake and District Chamber of Commerce Wasagaming Chamber of Commerce
most vulnerable population. 28
Staying home was not an option. How the Main Street Project scaled up to serve our
A MESSAGE FROM MCC PRESIDENT & CEO CHUCK DAVIDSON
WINTER 2021, VOL. 19
MANITOBA CHAMBERS OF COMMERCE jointhechamber.ca PRESIDENT & CEO Chuck Davidson DIRECTOR OF MARKETING & COMMUNICATIONS Karen Viveiros WINNIPEG FREE PRESS winnipegfreepress.com PUBLISHER Bob Cox MANAGER OF NICHE PRODUCTS Charlene Adam charlene.adam@freepress.mb.ca EDITOR Pat St. Germain pdstgermain@gmail.com WRITERS Trina Rehberg Boyko Sherry Kaniuga Wendy King
A STRONG NETWORK; A CATALYST FOR CHANGE
I have been fortunate to work in Manitoba my whole life, from two years in the northern mines of Snow Lake to time spent on-air interviewing entrepreneurs, business leaders, and community champions in news radio. And for more than two decades, it has been my honour to serve Manitoba’s business community from within the chamber of commerce network. Since March 2020, we have all been living through incredibly complex changes, and I believe that the Manitoba Chambers of Commerce (MCC) has been laser-focused in helping our community navigate these changes and challenges. We are a member-driven, not-for- profit association, and we care deeply about quality of life in this province. Together with our 68 local chambers of commerce, we strive to represent business with dedication, grace, and inventiveness, while working towards a singular shared mission: to drive the economy for a prosperous future for all Manitobans. As an umbrella organization, we see firsthand the positive impact our chambers have on local communities — from Churchill to Carman and from Brandon to Beausejour. We are all
spokes of the same wheel, connected to incredibly talented and driven peers across the national network, and up into the Canadian Chamber of Commerce. That’s the true power of the network. Enjoy the stories in this edition of MBiz Magazine, from looks inside Manitoba's burgeoning food manufacturing industry, to features on the resilient restaurant industry, and recovery- focused insights from some of our province's leading organizations. These are local success stories and local is a way of life in the chamber network. #TheVoiceofBusiness
Geoff Kirbyson Kristin Marand Jennifer McFee Lindsey Ward
PHOTOGRAPHY Darcy Finley Numerous organizations supplied DESIGN Tammy Mitchell
CHUCK DAVIDSON President and CEO Manitoba Chambers of Commerce
View online at: winnipegfreepress.com/lifestyles
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BUILDING ONE OF MANITOBA’S KEY SUSTAINABLE ECONOMIC DRIVERS
Image: A modern, technically advanced hog barn in Western Manitoba
What will drive Manitoba’s recovery from the pandemic? The agri-food sector, and specifically the hog sector, is at the top of that list. Manitoba’s hog sector continues to enhance economic growth province-wide by creating jobs and opportunities in communities big and small, all while protecting our environment for future generations. A stronger and more resilient province is key to our recovery and our province’s hog sector is poised to lead the way.
Farmers depend on the land for their living and are proud to uphold strict environmental regulations that ensure Manitoba’s natural resources are protected. Studies from around the world have identified that over the last 50 years, the environmental footprint of modern hog farming has significantly decreased. For every kilogram of pork raised today, farmers use 40% less water, require 33% less feed, 59% less land, and produce 35% fewer carbon emissions. These are
All hog operations in Manitoba are subject to rigorous environmental oversight from governments. New barns are structurally engineered and designed to help protect the environment in which they are built and reflect the needs of the neighbourhoods in which they are located. For example, consideration is given to shelterbelts and ventilation that helps mitigate odour concerns.
trends Manitoba’s hog farmers are continually working to improve even further. Manitoba Pork, the organization that represents the province’s 630 hog farms, invests hundreds of thousands
In the past five years alone, Manitoba has benefited from over $150 million in private capital invested across the province …
Pork production is a key economic driver in Manitoba. The sector employs 14,000 Manitobans and contributes over $1.7 billion to the provincial economy each year, helping to fund important and necessary services like health care, education, and road maintenance. In the past five years alone, Manitoba has benefited from over $150 million in private capital invested across the province, to rebuild aging barns, construct new barns and expand processing capacity. This growth and rural development is expected to continue in the coming decade, and will incorporate leading edge technology that will further improve animal care and continue to reduce the sector’s environmental footprint.
of dollars annually into research to help farmers adopt new technologies and environmentally friendly farming practices. As good stewards of land and water, Manitoba farmers have become world leaders in soil and manure management technology. Hog manure is a natural fertilizer that helps build soil health, replenishing nutrients that were removed by previous year’s crops. Manure is highly valued and is often referred to as liquid gold by farmers across the province. Manitoba is also recognized as a leader in manure management practices. Currently, upwards of 90% of manure is injected beneath the surface of the soil. This practice not only minimizes the potential for runoff, but it also reduces odour and greenhouse gas emissions and provides organic fertilizer to plant roots where crops can best utilize the nutrients.
As a leader in global food production and one of the province’s largest employers, Manitoba’s hog sector is deeply committed to ensuring the right things are done to protect water quality and the environment. Hog farmers across the province continue to innovate and elevate what they do each day as they work to build a better Manitoba for all of us. Image: Upwards of 90% of hog manure, an organic fertilizer, is injected into the soil where plant roots can best utilize the nutrients
To learn more, visit manitobapork.com/economy
SALES & SERVICE SAFETY ASSOCIATION
S2SA PROVIDES a New Path to Workplace Safety
BY DUSTIN RODGERS
E ffective workplace health and safety programs have the power to keep people safe and prevent major business disruption. However, the process of creating and maintaining a workplace safety plan can be a challenge for many businesses, one that has only become more difficult since the global pandemic began. Rising to the opportunity, the Sales and Service Safety Association (S2SA) offers insight, tools, and resources to help businesses create and grow their workplace health and safety programs. In the tumult of the last 20 months, S2SA’s Safety Development Program has proven to be particularly crucial. It’s a role that seems poised to grow in 2022, as S2SA prepares to launch a more direct path to safety as one of the comprehensive services it offers
to the sales and service industry sectors. Starting in January 2022, S2SA will offer an instructor-led path within its larger Safety Development Program. This new, goal-focused avenue is aimed at organizations looking for the fastest route to a workplace health and safety program. Building upon S2SA’s other offerings, this option includes regularly scheduled sessions with S2SA’s certified safety advisors that will help employers overcome common setbacks which can occur while developing a workplace safety program. This loss of momentum is a common occurrence, according to Jacquelyn Oduro, Safety Program Director at S2SA. “We have seen, throughout our years of experience, that employers want to develop safety programs, but it’s usually tasked to someone who wears multiple hats, often with many competing responsibilities, and sometimes it can be due to turnover, a new software system implementation, or more recently, due to COVID,” reports Oduro. “Unfortunately, all these factors can cause companies to struggle to keep up the momentum, and to have to restart, relearn and re-coach.” The newly introduced approach to S2SA’s Safety Development Program gives employers an actionable 12-month timeline, where a dedicated safety advisor leads participants through the process. In the end, those who complete the program will have built up and implemented the key components of a workplace health and safety program — one that is suited to their industry and needs as an employer. In addition to providing employers with a guided plan to keep their safety programs on track, the instructor-led path of the Safety Development Program attaches accountability to the workplace safety
program. The classroom-style webinar sessions led by a dedicated S2SA instructor are designed to keep development moving forward, but S2SA foresees built-in benefits for participants. “One of the big draws of this program is that companies will be able to draw from each other for ideas,” says Oduro. “It’s a network opportunity, in which people can share what’s working, discuss what’s not working, and find easier and better ways to make safety work in their companies.” Perhaps one of the most surprising aspects of S2SA’s Safety Development Program is the low cost. For the upcoming series (January to December 2022), the cost is just $750. This includes all 12 monthly sessions, ready access to S2SA’s team of safety advisors, and numerous resources and reference materials created by S2SA over years of practice. Thanks to the Safety Development Program, developing your workplace safety program has never been easier. “Gone are the days in which organizations can operate without a safety program,” says Oduro. “It’s incumbent on employers to provide safe workplaces, and by choosing our Safety Development Program, over the course of just one year, participating employers will have developed the fundamental pieces of a workplace safety program. It’s a unique promise that only the S2SA provides.” ■ To learn more about the Sales and Service Safety Association and the Safety Development Program or if you have questions about your own
workplace health and safety programs, call 204-779-8296 or email info@s2sa.ca.
Jacquelyn Oduro, Safety Program Director at S2SA
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WINTER 2021
travelmanitoba.com
AIRLINER DRIVE-IN
RUNWAY SUCCESS The sky’s the limit for fly-in restaurant BY SHERRY KANIUGA
“People can fly in, drive in, walk in — even sled in. We get lots of snowmobilers stopping here in the winter.” – Gisèle Manaigre
W hat’s a pilot to do if they start to feel a bit peckish while flying the friendly skies of southern Manitoba? Pilots of small aircraft know to look for a small, grassy landing strip at the northeast corner of Beausejour, where they can disembark just steps away from the Airliner Drive-In. The popular destination embraces the airplane theme, with flight-related decor and menu items with names such as the Spitfire (a spicy burger), the Biplane (a Gimli pickerel burger) and the Avro Arrow (a sweet chili wrap with breaded pork). Pilots taxi up to the restaurant almost daily — there might be 20 on a clear summer day, often swooping in to rendezvous with fellow flyers. “All the pilots know about the Airliner. They can come here, land and have a great meal,” says Gisèle Manaigre, who bought the property five years ago with her husband and her son, Alain Manaigre, who owns the restaurant. Today, people flock in for Chef Alain’s famous cream-of-perogie soup, classic Reuben sandwiches and hefty homestyle burgers. “People can fly in, drive in, walk in — even sled in. We get lots of snowmobilers stopping here in the winter,” says Gisèle.
There are plenty of picnic tables for outdoor summer dining. And the indoor dining area has been completely renovated to give the space a fun ’50s diner theme, complete with jukebox. But the flying motif still sneaks in, with a spinning model plane suspended from the ceiling where a disco ball once hung. Before it was moved to its current location several years ago, the building was a dance hall on the south end of Beausejour. “A lot of customers come in and say, ‘We got married in this hall!’ ” Gisèle says. The section of the restaurant that houses the takeout counter and kitchen also had an interesting history in another part of town. Before it landed at the Airliner site, it was a snack bar in a resort area. Chef Alain came up with all the unique recipes and names for burgers and sandwiches, and he takes pride in his creations. Asked what’s in the perogie soup — other than whole perogies made by Perfect Pierogies in the nearby village of Garson — he just smiles and says it’s a secret recipe. What about the beef patties? Yep, that’s a secret too. “All of the recipes are mine, gathered over many years of working as a chef all over the province,” he says. He even came up with a “challenge burger” called the Spruce Goose. Unfasten your seatbelt — it’s made up of three beef patties,
bacon, jalapeno poppers, onion rings, deep- fried pickles, three cheeses and more. Finish the $32 burger and you get a free milkshake. “It’s just something for the guys who want to show off,” Alain laughs. He’s sold a handful over the years, but most customers take a pass. “Our regular burgers are massive. Once you have one of our burgers, people look at the Spruce Goose and they say no way!” The Airliner also caters to kids with its Air Cadets menu, and it doesn’t forget the furry family members. Its Stowaways pet menu offers snacks for dogs, from cooked beef or chicken to vanilla ice cream with a dog biscuit. They may be economy size, but the four- legged guests still get first-class treatment, Gisèle says. “A lot of people come in with their dogs, and we bring the dog a bowl of water first thing.” ■
8
WINTER 2021
Watching my community thrive demonstrates the hog sector’s commitment to rural Manitoba.
Manitoba’s hog sector contributes 14,000 jobs and $1.7 billion annually to our local economy.
Marilyn Crewe Economic Development Officer Neepawa, MB
manitobapork.com/economy
LOWER YOUR ENERGY BILLS AND
REDUCE YOUR MAINTENANCE COSTS.
Programs and incentives for energy efficiency upgrades in businesses.
GET IN TOUCH TO START SAVING efficiencyMB.ca/ business
WINTER 2021 9
Photos by Darcy Finley
Honouring our Stories Looking to history helps shape the future at Manitoba Museum
BY TRINA REHBERG BOYKO
A s young refugees from Poland, Dorota Blumczyñska and her sib- lings posed in front of the bison diorama at the Manitoba Museum, then the Museum of Man and Nature, while their mother snapped a picture. They were new to Canada and couldn’t speak English, though that moment had a lasting impact. “I remember my mother saying, ‘This is the loom that will weave us in,’ ” Blumc- zyñska says of the museum and the many stories it had to tell. More than 30 years later, that sentiment rings more true than ever for Blumczyñska. She was appointed CEO of the Manitoba Museum in May 2021, taking the reins from Claudette Leclerc, who retired after 23 years of service. In the midst of a pandemic, bringing people together to listen, learn and discuss was, and still is, a challenge, but Blumczyñska
so by offering virtual programming with an interactive aspect — field trips, workshops and other learning opportunities, many of which have continued through the muse- um’s latest reopening. One such opportunity is Dome at Home, a free series that invites Manitobans to ex- plore the universe with the Planetarium’s resident astronomer, Scott Young. Another is the new Community Voices series, which highlights diverse voices in Manitoba and is also free to join. It kicked off in October with Queer Eyes on Manitoba History, pre- sented by social activist Greg Klassen and artist / filmmaker Noam Gonick. The museum has made strides forward in terms of technology over the years, even offer- ing QR codes alongside many of its exhibits so visitors can learn more about them. Still, Blumczyñska recognizes that technology is not universally accessible or understood. She stresses the importance of having a
and her team continue to adapt. “I got to join the team when there was al- ready a sense of direction and a sense of knowing how to tackle these difficulties, but there was also fatigue and some trepi- dation,” she says. With the museum forced into months-long shutdowns twice due to provincial restric- tions, Blumczyñska found herself sur- rounded by an unfamiliar quiet. “I would go into the galleries and there was just an echo because there was no one around,” she says. “The museum is a liv- ing institution. Its artifacts and specimens are the keepers of stories. They’re looking to engage with audiences. There was this heightened level of energy that had no way to expend itself.” Blumczyñska and her team were tasked with finding new ways to bring those au- diences to the museum and continuing to share the stories within its walls. They did
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WINTER 2021
MANITOBA MUSEUM
“The museum is a living institution. Its artifacts and specimens are the keepers of stories.” – Dorota Blumczyñska, CEO of the Manitoba Museum
museum that is inclusive — that tells its stories in a multitude of ways, whether through technology or visual elements or audio recordings, and that honours the lives of all people. “If you feel a museum doesn’t honour your story, do you feel safe stepping into it?” she asks. Blumczyñska notes there’s a lot of work to be done as the museum brings important stories to light, though she’s committed to seeing it through. Among those stories were those told dur- ing Orange Shirt Days, a four-day event held in partnership with the National Centre for Truth and Reconciliation (NCTR). Visitors re- ceived complimentary admission to visit the museum galleries, where their attention was drawn to permanent and temporary exhibits focused on residential schools. They watched a short film produced by the NCTR and Parks Canada in the museum’s Winnipeg Theatre. They learned from interpretive staff. And they listened to oral history lessons offered through the museum, such as a recording by famed Anishinaabe artist and residential school survivor Jackson Beardy. “It’s very powerful to listen to his words as he talks about these moments that we are now understanding, how they shattered his
entire community and how they forever al- tered the course of his life.” The experience culminated with the Mani- toba Cares wall, covered in orange sticky notes filled in with visitors’ thoughts, feel- ings, lessons learned and promises to act. “When you stood in front of that wall and you saw the handwriting of very small kids, a lot of them writing, ‘I am sad,’ ” Blumczyñska says, pausing as her voice cracks, “that was really hard.” It was also moving to read what visitors committed to doing, says Blumczyñska. Some pledged to be kinder. Some wanted to learn more about the residential school system, while others planned to speak with their own children about it. The event was certainly a success, but more than that, it left people enlightened and inspired, and that is the goal when any visitor walks through the museum’s doors. “Even though we may be tired, I feel so incredibly hopeful,” Blumczyñska says. “I think of my own family and our picture in front of those bison. There are probably hundreds of thousands who have a photo in front of those bison, too. There are many more pictures to be taken and conversa- tions to be had and minds to be opened.” ■
WINTER 2021 11
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WINTER 2021
MANITOBA RESTAURANT AND FOODSERVICES ASSOCIATION
RECIPE FOR SURVIVAL Adapt-or-die attitude keeps restaurants afloat BY JENNIFER MCFEE
T he pandemic has taken a big bite out of restaurant revenues, but adaptable eateries are pulling through. Switching from dine-in to takeout-and-de- livery models, selling bulk grocery packs, creating take-and-bake meals — some restaurants are surviving by any and all means. “In the beginning, we were adapting al- most weekly to new restrictions. We had excess stock because sales were reduced drastically, so we offered it to our commu- nity to purchase at cost,” says restaurateur Corrina Abrey, who owns Corrina’s on Main in Dauphin. “From there, we started selling grocer- ies — some from our own stock and some items that we brought in. At one point there was a beef shortage so we made items like that available through the restaurant, and it went quite well for us. I just did it to help people out and fill in the void.” The Manitoba Restaurant and Foodser- vices Association (MRFA) has offered sup- port wherever possible, most significantly in administering subsidy programs. It also bought the Letsorder.delivery web- site as a resource for members who offer
in-house delivery. Executive director and CEO Shaun Jeffrey says paying high fees for third-party delivery services was simply not sustainable for many restaurants. “So in collaboration with our provincial gov- ernment and Manitoba Chambers of Com- merce, we instituted the first subsidy that was distributed out to any industry,” he says. The Dine-In Restaurant Relief Program had three phases, adding up to $9 million in subsidies. The first phase focused on dine-in restaurants that converted to takeout-and-de- livery models as their main revenue source. Applicants were able to get rebates for com- missions paid to delivery companies. “The second phase added dine-in restau- rants with three months of delivery fees covered. Plus we added a model for rural restaurants to apply for funding based on revenue decline year over year, and the average distribution to rural restaurants was $4,800. We also added caterers who were able to do a revenue-decline subsidy request with a very similar dollar amount.” The third phase covered fast casual restau- rants, with an average subsidy distribution of $5,600. “Coming into the third wave, the average pandemic debt load was $127,000 per restau-
rant. That was quite substantial, so we advo- cated for many other supports such as the bridge grant, which included a $2,000 ad- ditional payment for restaurants only, since the industry was closed down the day before Mother’s Day 2021 and lots of food was sit- ting there spoiling,” Jeffrey says. “Outside the subsidy, restaurants have learned to row the boat with the smallest paddle possible and they’ve taken advan- tage of every opportunity while being as lean as they can. We are proud to say that a lot of these restaurants kept their staff fully employed during this time.” Now that restaurants have reopened to fully vaccinated diners, many are facing a staff shortage. “We initiated our new restaurant mar- keting and recovery grant, which is up to $2,500. Restaurants can apply to cover the cost of hiring using different programs such as social media or billboard advertising. The second half is to market your business in a way you’ve never marketed it before. We’ve seen a pretty good uptake on that.” Pre-pandemic, Corrina’s on Main typically had about 35 employees on its roster. In Oc- tober, it had about 20. “We had a hard time retaining our staff throughout the pandemic, other than a few core staff,” Abrey says. “We had to lay off a lot of staff when we were only open for pickup. I’m definitely grateful for the ones who have stuck by us. A lot have taken jobs elsewhere and left the industry completely because of the uncertainty of it.” On the plus side, Corrina’s is back to doing what it does best — serving fabulous food. And the industry as a whole is on the road to recovery. “The reality is restaurants survived be- cause they adapted quickly — and the restau- rants that didn’t adapt quickly closed, which is very sad to see,” Jeffrey says.
“We’re open now, even though it’s only for fully vaccinated people. Restau- rants are starting to see pre-pandemic revenues again and we’re moving forward.” ■
"Now that restaurants have reopened to fully vaccinated diners, many are facing a staff shortage."
– Manitoba Restaurant and Foodservices Association president Shaun Jeffrey
Photos by Darcy Finley
Photo by Darcy Finley
WINTER 2021 13
MANITOBA CHAMBERS OF COMMERCE
2021 REFLECTIONS ON RECOVERY Boosting Resilience after COVID-19
R estaurants, retailers, hotels, trav- el and tourist-related businesses, and personal services were among the pandemic’s hard- est hit, and the road to recovery for some sectors is still very long. But the Manitoba Chambers of Commerce has been there, ev- ery step of the way, working hard to support our members and the broader business com- munity through pandemic economic recov- ery. In case you weren’t aware of the many initiatives we designed and administered in 2021, here is an overview: Dine-In Restaurant Relief Program This $9 million fund, part of the Province of Manitoba's $50 million Long-term Recovery Fund, addressed the ongoing losses of tradi- tional dine-in restaurants that pivoted to a delivery model amid pandemic shut-downs. When the program closed in July 2021, MCC and our partners at MRFA had received more than 700 applications from Manitoba
TRIP MB – Tourism Rebate Incentive Program
restaurant owners/operators, helping many avoid the possibility of permanent closure. Manitoba Business Matters Thanks to a grant from Western Economic Diversification Canada, MCC launched the Manitoba Business Matters microsite, and produced and delivered our “Coronavirus Survival Guide” to 40,000 Manitoba busi- nesses in March 2021. Throughout the past year, thanks to our 8 expert partners, we’ve provided pandemic-related resources in the areas of financial and legal matters, HR and employment issues, workplace wellness,
In summer 2021, we encouraged Manito- bans to explore the beauty of our own back- yard with a tourism rebate program. In total, more than 24,000 Manitobans took a trip or staycation on us, totalling more than $2.2 million in rebates for hotel nights, hotel-de- signed stay & play packages, and regular ad- mission fees at more than 30 Manitoba Star Attractions. The total sales to Manitoba’s hotel and attractions were over $5.5 million, for a trackable 2 to 1 return on investment. If all other consumer spending such as meals, transportation, and other purchases had been tracked, we estimate a 7 to 1 return on investment. Digital Manitoba Initiative (DMI) The $15 million DMI is helping businesses and non-profit organizations with digital transformation, offering a low-risk way to invest in and adopt digital technology. The MCC is administering the DMI, with funds allocated to enable local organizations to transition operations to digital platforms, and provide goods and services online. The fund consists of two streams to support im- mediately actionable projects: •TechUP: up to $5,000 for fundamental digital tools •PowerUP digital strategy funding of up to $25,000 to evolve business models, pro- cesses and operations, improve client/ customer experience, and increase pro- ductivity. Within one week of its opening on Oct. 21, the DMI had registered more than 1,000 applications.
health and safety, and more. Support Local Investments
As part of the federal government’s $33 million Shop Local initiative announced in June 2021, MCC received $1.1 million to in- vest in campaigns that promote small busi- ness and boost consumer confidence. MCC provided an infusion of $500,000 to scale up GoodLocal.ca; solicited applications from lo- cal chambers of commerce, and conducted a call for proposals from our broader not-for-
profit community. The flex- ible funding enabled Man- itoba’s business support organizations and industry associations to tailor cam- paigns to local pri- orities.
Thanks to a grant from Western Economic Diversification Canada, MCC launched the Manitoba Business Matters microsite, and produced and delivered our “Coronavirus Survival Guide” to 40,000 Manitoba businesses in March 2021.
CHUCK DAVIDSON President and CEO, Manitoba Chambers of Commerce
Retrain MB In partnership with Economic Develop- ment Winnipeg (EDW), MCC launched Re- train Manitoba, a $12.5 million workforce skills development grant program to help Manitoba move to the next stage of econom- ic recovery. Employers may be reimbursed up to $2,500 per employee for a range of in-person and online industry-recognized training courses provided by a third-party trainer. Employers who already paid for courses with start dates from April 1, 2021 to Aug. 31, 2022 are eligible to apply for these grants.
As we move into year three of COVID-19 at the forefront of everything we do, the Manitoba Chambers of Commerce wishes to thank the Province of Manitoba, Western Economic Diversification Canada, Economic Development Winnipeg, the Manitoba Restaurant & Foodservices Association, Travel Manitoba and all our Manitoba Business Matters partners for their financial, administrative, and expert support.
Share your insights on issues relevant to the business community to support our advocacy efforts. Scan the QR code to sign up for our online polling platform! www.mbpulse.com
WINTER 2021 15
SCOTT-BATHGATE LTD.
The Sweet Life Scott-Bathgate is 118, and still Nutty after all these years BY WENDY KING
nickel could buy something,” he says. “The big change that took place was pack- aged candy going into bags and onto store shelves rather than weighing it out. That was a big, big change and we went along with that.” While manufacturing and packaging pro- cesses — and times — change, there has been one constant at Scott-Bathgate. People are still the most important company asset, and Burt has a deep appreciation for them. He cites the COVID-19 pandemic as one of many challenges the company and its em- ployees have faced, and he’s proud of the way they rose to the occasion. “We were considered an essential industry so we stayed open, and I can say that we have not had one case of an employee who caught the virus,” he says. The company took all the precautions nec- essary, although running a physically dis- tanced production line was tricky. “We had hand sanitizers, temperatures were taken twice a day, and we told every employee, ‘If you feel sick, stay home from work. You won’t lose a day’s pay — just look after yourself,’ ” Burt says. “I said in my Christmas message last year that I really believed that every employee felt they had a sense of responsibility, not only to their fellow employees but to their families.” It’s an attitude that speaks to the company culture. Loyal employees are a lot like the Can-D-Man — you can count on them to al- ways be there. “I think the employees here are fantastic, and I’ve said this on more than one occa- sion, ‘If you want to live a long life, work for Scott-Bathgate,’ ” Burt says. “People just stay and stay and stay.” ■
D riving through downtown Winnipeg, you can’t miss Can- D-Man, Nutty Club Foods’ iconic red-and-white peppermint stick mascot painted on the building at 149 Pioneer Ave. His friendly face is so familiar and so closely associated with the brand it’s easy to forget that Scott-Bathgate Ltd. is actually the name of the company. Scott-Bathgate manufactures and distrib- utes candy, nuts, popcorn, baking ingredi- ents, seasonal treats and imported brands, including PEZ and Walkers’ Toffee. The com- pany is based in Winnipeg and operates with the help of 65 employees and an additional four branches in Western Canada. “We make our own popcorn, peanut butter, pancake syrup, mustard, ice-cream cones, batter mix for chicken or fish,” says Brendan Noone, sales manager. “All of the nuts are roasted and packaged at our factory operations located at 130 Galt Ave., the old T. Eaton Company Ware- house. Candy is also packaged there.” The company was founded in 1903 by busi- nessmen A. E. Scott and J. L. Bathgate, at a time when the population of Western Canada was well under one million people. In the 1930s, the company be- gan to expand and started packaging a retail line. These days, it manages
and distributes retail and wholesale prod- ucts from warehouse facilities in Winnipeg, Regina, Calgary, Edmonton and Delta, B.C. Company president James Burt joined the business more than 60 years ago, in 1959, when he gave up a career flying planes for Trans-Canada Air Lines. He didn’t work his way up the corporate ladder in the traditional way. “I did it the easy way — I married the boss’s daughter!” he says, laughing. Burt carries out all the duties one would expect of a senior executive, plus a few more. “At times I do many other things, like turn out the lights when I leave,” he says. “I do love the business and I look forward to com- ing in every day.” Like his career, the company itself has had extraordinary longevity, but Burt says there isn’t any single key to that achievement. “We pride ourselves on service and we are always alert to new products and pack- aging,” he says. “You need to stay relevant with good service and quality products.” There have been many changes in the business over the years, but the most sig- nificant occurred in the 1950s and ‘60s. “Department stores had candy counters where the candy was weighed out, so you went in and got 10 cents worth of jellybeans or 15 cents worth of jujubes. In those days, a
"YOU NEED TO STAY RELEVANT WITH GOOD SERVICE AND QUALITY PRODUCTS.” – Brendan Noone, sales manager, Scott- Bathgate Ltd.
Photos by Darcy Finley
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WINTER 2021 17
SMAK DAB
G rowing a farmers’-market favourite into a semi-nationally distributed mustard brand is quite a leap. But Smak Dab founder Carly Minish- Wytinck’s success story isn’t about risky business moves. It’s about taking one sure- footed step at a time. The Red Seal chef came up with the idea for Smak Dab one Christmas when she made mustard as gifts, and discovered she had a hit. “Working in restaurants, I learned that mus- tard was incredibly versatile and valuable in the kitchen, so I played around with a recipe using beer and chipotle and gave it to my fam- ily — they loved it and that’s how it got going,” she says. Minish-Wytinck grew up in a family of food lovers, and her “business why” is deeply root- ed in bringing joy back to home cooking. “I love food, I love to eat, I love to cook, I love to bake,” she says. “People are so busy and overwhelmed that cooking food isn’t a joy anymore, and I want- ed to provide something that people could add to the food and add some fun and some love into cooking again. So the whole purpose behind Smak Dab is, ‘Here’s a really good tasting mustard and here’s how you can cook with it.’ ” Great recipes using quality ingredients, good manufacturing practises, and a mean- ingful value proposition are key ingredients for Smak Dab’s success. “Our product line is special because we take a lot of pride in sourcing really amazing in- gredients for each of our mustard products,” she says. That means local honey, real maple syrup, fresh Canadian mustard seeds, craft beers and more. Great ingredients make great recipes. “We’ve done trials and trials to get them just right where you can taste, say, the horserad- ish or the honey in the mustard, and it’s a very balanced flavour.” Minish-Wytinck holds a diploma in culinary arts from Northern Alberta Institute of Tech- nology along with her Red Seal certification. Her mustards are manufactured and distrib- uted out of a facility in her home town, Swan River, with a regular team of six staff and a few extra seasonal hands. The company has a ware- house in Winnipeg, and retail customers from Quebec to B.C., as well as an online shop. Starting small lets a business get famil- iar with the local market — and vice versa. And having solid manufacturing processes that factor in space for growth ensures that
TAKING JOY IN COOKING The special ingredient isn’t love, it’s mustard
BY WENDY KING
SMAK DAB
enough product will be available for sale when demand increases. “Going step-by-step helps you to work out the kinks in your business and learn what you can improve on, and then you get your brand recognition locally, which is really important,” Minish-Wytinck says. Making sure that you live and breathe your value proposition, and that the people you are marketing to understand it, underpins every- thing else. “I can’t stress enough how important that
value proposition is,” she says. “Your product has to solve problems for people. If you don’t have a value proposition of something you’re providing to the store or the customer, you’re just going to be another product on the shelf.” That means showing why the product is made and who is behind it, she says. “And then you can get some really great brand- ing based on who you are, what you stand for, and what you want your business to be about. When people feel more connected to you, they feel more connected to your business.”
She walks that talk by sharing her own sto- ries through social media. “It’s always really important with my chef’s background, because I think it brings a lot of credibility to the industry when we show we understand how the food industry works and that we can create a product with experiences we’ve had in recipe development,” she says. “It’s just important to have your story, and I think that businesses tend to not do that enough. Your personal story is not just who you are, it adds to the fabric of your business.” ■
WINTER 2021 19
FEAST CAFÉ BISTRO
Food & Philanthropy BUSY CHEF IS BALANCING A FULL PLATE
BY JENNIFER MCFEE
S ometimes, the restaurant busi- ness is either feast or famine. Since early 2020, Feast Café Bistro has had a taste of both ex- tremes, dealing with seating restrictions, closures, cost increases, supply-chain dis- ruptions and, more recently, staff shortages. “It’s been a pretty tough couple of years,” says owner Christa Bruneau-Guenther. “We just try to take things one day at a time.” As a chef, Bruneau-Guenther has become a recognizable face for Indigenous cooking on a national scale, on Food Network Can- ada shows, and as a guest of The Marilyn Denis Show on CTV. As a local business owner, she gets cre- ative to generate revenue for her Ellice Av- enue eatery while giving back to the com- munity. When COVID-19 first emerged, she closed her restaurant before mandates re- quired her to do so, but she was determined not to waste the fresh food that filled her fridge. So, along with staff members who volunteered their time, Bruneau-Guenther prepared 150 meals to donate to elders and families in need. Their philanthropic efforts continued with the Indigenous Feast Boxes fundrais- ing campaign, in partnership with the In- digenous Culinary of Associated Nations, which donated $25,000 to the initiative. The goal was to support Indigenous chefs across Canada while providing meal kits to Indigenous families during the 2020 holi- day season. Chefs from Toronto, Quebec, Edmonton,
Saskatoon and Iqaluit participated in the ef- fort, which enabled them to rehire workers who had been laid off. Feast Café Bistro’s food boxes contained a meal of turkey, wild rice, corn, beans, bannock and Arctic char from Nunavut, which was sourced from a non-profit in Winnipeg. Community mem- bers could make donations to provide Feast Boxes to local families in need. “Food insecurity in our Indigenous com- munities is an ongoing issue,” Bruneau- Guenther says. “We knew we wanted to do our part to help.” On the business front, she found new ways to adapt to restrictions. Feast launched an on-site marketplace to sell a variety of prod- ucts, such as wild rice and local honey. It also offered grab-and-go meals, as well as meal kits to prepare at home. Although the grab-and-go and market- place selections started to dwindle as indoor dining resumed for fully vaccinated guests, Bruneau-Guenther is trying to maintain a supply of dessert bannocks, occasionally alongside items like jam, sweetgrass and traditional teas. “It’s hard to have so many components go- ing at once, but we’re doing our best,” she says, noting the rebound brought new, un-
expected challenges. “All of a sudden, things got really busy. People have been cooped up for so long that they’re coming out, and our catering is also starting to pick up,” Bruneau-Guenther says. “We’re experiencing staff shortages in the hospitality industry across the country, and we’re having a tough time finding workers.” To prevent staff burnout, she has even turned down business. “We don’t have the staff power to accom- modate the demand. It’s not something I ever thought would be an issue,” she says. “It’s a really tough challenge because you want to meet that demand to get stable again, but it’s difficult when you don’t have the manpower. That’s been a bit of a shock to me.” At the same time, Bruneau-Guenther is increasingly in demand on TV, after appear- ing on Food Network Canada’s Wall of Chefs and as a guest judge on Top Chef Canada. “I’ve had quite a few requests for other shows,” she says. “I’ve also become a regular on The Mari- lyn Denis Show and they’d like me to con- tinue. I’m really thankful for the space I’ve been given on that show. It’s been a great experience.” ■
Chef and owner Christa Bruneau-Guenther created meal kits for people in need, and offered grab-and-go meals and grocery products for sale at her Ellice Avenue bistro.
(Main Photo) Gabrielle Touchetta Photography Other photos courtesy of Feast Café Bistro
20
WINTER 2021
MAIN BREAD & BUTTER COMPANY
LOCAL MARKET VALUE Steinbach shop feeds community connections BY WENDY KING S taying viable in any business means moving with the times — the good times and the bad. And it’s easier to weather the storms when you have a strong connection to the community. Steinbach’s Main Bread & Butter Company embodies the ideal, as a home-grown market that supports local producers. Owner Chris Goertzen, a former mayor of Steinbach, started the business in 1997 with his older brother, Robert, who has since moved on to other pursuits. “Main Bread & Butter was an idea my brother and I had when we were food distributors in the area and we were coming across lots of good, locally produced foods,” Goertzen says. At the same time, a lot of smaller, locally owned grocery stores were being bought out by big national operations that didn’t provide space on their shelves for local goods. “We thought there was value in local products and we could make a place where people could find them, and that’s why we created Main Bread & Butter.” It’s coming up on 25 years since opening day, and the store now operates with the help of about 20 employees. “We’ve had tremendous success with our business,” Goertzen says. “We doubled our size about four years ago and we’ve seen continued growth because of that expansion.” The comestibles sold there provide the flavours that people associate with cherished traditions and meaningful times spent with family and friends. But the shop also delivers the next-generation local foods that are on their way to becoming new staples. “Food is about a connection to our past and the connection to the people we have in front of us right now,” says Goertzen. The store carries a variety of fresh breads, cheeses, and deli meats, and Manitoba labels like Smak Dab, Bothwell, Old Country Sausage, Rede- Made Noodles, Vita Eggs, Tenderloin Meat & Sausage, Spenst Brothers, La Cocina, Notre Dame Creamery, Redpoll Farms and more. Staff also serve up sandwiches and hearty meals-to-go in the small café. All told, the store works with about 30 suppliers. While having an online presence has helped many producers to some degree,
Chris Goertzen, owner, Main Bread & Butter Company Photos by Darcy Finley
oftentimes that isn’t enough. “I think people that produce local products often struggle to find how they can get it out to people,” Goertzen says. “Over the last 25 years we’ve created lots of good relationships with local buyers and producers and we are continually working to show them that we can effectively display and sell their product — and hopefully they can make a little bit of a profit and we can make a little bit of a profit, too.” That first taste of local success helps many producers grow, so their product can move out into the larger marketplace, well beyond the shelves at Main Bread & Butter Company. Although the store strives to reflect the community’s affection for its history, Goertzen recognizes it must move with the times as events warrant. That adaptability paid off when the COVID-19 pandemic took hold. Customers could order from a menu of $100 ready-prepared packages or create a customized grocery pack for contactless delivery. “The $100 package delivery has been very successful,” says Goertzen. “We’ve been able to supply hundreds and hundreds of baskets and food packages to people when they didn’t feel comfortable coming out to shop. “That often included mostly local products and that was not only helpful to people in the community, it helped to keep our employees busy and product moving out of the store.” Goertzen and his team are happy to see people coming back to the store, but they will maintain the delivery service post-pandemic because it’s been such a help to their community. For Goertzen, the company culture at Main Bread & Butter is tied to the community’s culture. “People see value in things that are produced locally and they’re seeing the strong connection between the people they’re supporting and healthy community,” he says. “We often have very good relationships with our regular customers, and many we know by name. We don’t have just product to sell, we have relationships to build.” ■
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WINTER 2021 23
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