2 SEPT 2024 | BUSINESS ELITE CANADA be bold & build better.
EDITOR’S LETTER From innovative strides in healthcare infrastructure like the Stuart Lake Hospital Replacement Project, to pioneers in construction, this issue of Business Elite Canada champions projects shaping our economic landscape. As so many Canadians are driving to cottages and in need of meals on the go, our feature on Redberry Restaurants comes at a good time. We highlight their strategic vision and customer-centric approach, while Equinox Gold’s Greenstone Gold Mine exemplifies excellence in mining operations amidst environmental stewardship. In addition, George Gordon Development Ltd. emerges as a key player in community-driven initiatives, showcasing their dedication to sustainable development. For our cover story we highlight Montreal-based Rosefellow, whose exciting approach to industrial and commercial properties exemplifies how forwardthinking developers are reshaping cities. These stories underscore the resilience of Canadian businesses but also spotlight the individuals driving these achievements forward. As always, we are grateful to the entrepreneurs whose insights and expertise enrich each issue. The BEC Team 3 SEPT 2024 | BUSINESS ELITE CANADA
PREVIOUS ISSUE Business Elite Canada First Canadian Place 100 King Street West—Suite 5600 Toronto, ON, M5X 1C9 Ph: 416-304-3959 Email: info@becmag.com Web: www.BECmag.com Editor Anna Guy Creative Art Director Kulvir Singh Chief Executive Officer Milos Bulatovic President & Publisher Sanjeev Amirthanathan samir@becmag.com 6 ROSEFELLOW. C O N 4 SEPT 2024 | BUSINESS ELITE CANADA
06 ROSEFELLOW. 20 ADHOC Architects 26 Equinox Gold - Greenstone Gold Mines 34 Redberry Restaurants 42 George Gordon Developments Ltd. 50 Neeginan Centre 58 Indigenous Works 68 Coast Funds 76 Securiguard Services Ltd. 86 New Mills Memorial Hospital and Seven Sisters Rehabilitation Centre 96 Stuart Lake Hospital Replacement Project in Fort St. James, BC 108 Nanaimo Correctional Centre (NCC) Replacement Project 118 Energy Services Acquisition Program (ESAP) / Energy Service Modernization Project (ESM) N T E N T S 5 SEPT 2024 | BUSINESS ELITE CANADA
Quebec Construction firm, Rosefellow, has quickly positioned itself as a formidable leader in the industrial real estate sector in its home province, and the country. Since its founding, the real estate development and management agency has honed a clear vision and strategic approach to become a key player in the development of large-scale industrial warehouses. Built on a foundation of delivering betterthan-market returns for investors, Rosefellow integrates sophisticated strategies, deep-market 6 SEPT 2024 | BUSINESS ELITE CANADA
understanding, and a relentless focus on quality and efficiency, transforming the construction landscape, particularly within the industrial sector. At the heart of Rosefellow’s mission is bringing innovation and sustainable innovation to an industry that is often associated with traditional practices. “We saw an opportunity to do things differently by focusing on quality, speed, and strategic location choices,” says Mike Jager, co-founder of Rosefellow. By strategically selecting prime sites and employing cuttingedge construction techniques, Rosefellow seeks 7 SEPT 2024 | BUSINESS ELITE CANADA
to set new benchmarks for industrial real estate development to meet the evolving needs of businesses while delivering significant returns for investors. What truly sets Rosefellow apart is its ability to seamlessly combine market insight with a keen understanding of what drives value—allowing the company to identify opportunities that others might overlook, ensuring optimal outcomes for all stakeholders involved. “Our commitment is not just to build, but to create value that lasts. We focus on delivering projects that are strategically located, operationally efficient, and investor-friendly,” says Sam Tsoumas, co-founder of Rosefellow. This market understanding, coupled with an investor-centric mindset, positions Rosefellow uniquely in a competitive landscape where many developers struggle to balance speed, quality, and returns. Initially focused on high-impact projects within Quebec, the company quickly gained recognition for delivering industrial spaces that exceeded expectations in both design and functionality. As demand for logistics and distribution hubs grew, Rosefellow expanded its portfolio, showcasing its ability to adapt to market trends and meet the needs of various industries. The company’s growth is evident not only in the number of projects it has completed but also in its geographic reach, as it has ventured beyond RoseFellow Co-Founders Mike Jager and Sam Tsoumas 8 SEPT 2024 | BUSINESS ELITE CANADA
its Canadian origins to establish a presence in the United States. “Our expansion into the U.S. represents a significant chapter in our growth story,” notes Jager. “We’re bringing our proven approach to new markets, applying the same principles of strategic site selection and innovative development.” With plans to establish a strong presence in key American industrial hubs, the company is poised to meet the growing demand for high-quality industrial spaces in a market that continues to evolve. Technology and innovation are at the core of Rosefellow’s development philosophy. The company is committed to integrating advanced construction methods and technologies that not only enhance efficiency but also align with sustainability goals. “Staying ahead of industry trends is crucial for us,” Tsoumas explains. “We constantly invest in new techniques and approaches to deliver projects that are faster, better, and more sustainable.” This focus on continuous improvement ensures that Rosefellow remains at the forefront of the industrial real estate sector, delivering state-ofthe-art facilities that cater to the needs of modern businesses. Rosefellow’s portfolio is a reflection of its value proposition, with each project carefully crafted to 10 SEPT 2024 | BUSINESS ELITE CANADA
showcase the company’s strengths. One notable example is RF Industrial 1.0 in Montreal-East, Quebec. This large-scale development became a benchmark for Rosefellow’s approach, featuring state-of-the-art facilities designed to meet the growing demand for logistics and distribution spaces. “Our strategy was simple: choose a location with excellent connectivity, use innovative design, and deliver on time,” Jager says. The project’s rapid lease-up upon completion highlighted not only the demand for such spaces but also the strength of Rosefellow’s market insight and execution. In another project, RF Industrial 3.0 in Casselman, Ontario, Rosefellow demonstrated its ability to anticipate market needs and provide tailored solutions. The modern warehouse, developed for Ford Canada, exemplified how the company’s deep market knowledge and client-focused approach led to a successful outcome. The facility’s strategic location within the Greater Ottawa Region and its quick customization to meet specific tenant requirements showcased Rosefellow’s flexibility and responsiveness. The RF Industrial 14.0 campus in Kirkland, Quebec, stands as a testament to the company’s commitment to pushing boundaries in sustainability and design. Located in Montreal’s West Island, this industrial development was designed with cuttingedge automation and green building features, setting new standards for sustainability in the 12 SEPT 2024 | BUSINESS ELITE CANADA
region. “We see sustainability not just as an add-on but as a core part of our development strategy,” says Tsoumas. “We’re committed to building spaces that have a positive impact on both the environment and the communities where we operate,” says Jager. The company’s developments are designed to be LEED-certified and carbon-neutral, reflecting its dedication to reducing environmental impact. Moreover, Rosefellow is actively involved in local communities, ensuring that its projects contribute positively to the social fabric and local economies. By strategically locating its projects in key industrial hubs, Rosefellow ensures that clients have access to prime real estate that enhances supply chain efficiency and market reach. “Our clients know that when they work with us, they’re getting a space that’s built not just for today, but with a vision for the future,” says Jager, noting clients benefit from customized solutions that are tailored to their operational needs, whether in logistics, manufacturing, or e-commerce. Employees, on the other hand, are offered a dynamic and supportive work environment where innovation is encouraged, and professional growth is prioritized. Rosefellow invests in its people, providing opportunities for continuous learning and advancement. “We believe in fostering a culture where everyone can contribute ideas and grow with the company,” says Tsoumas. This collaborative environment is key to Rosefellow’s success, as it 14 SEPT 2024 | BUSINESS ELITE CANADA
15 SEPT 2024 | BUSINESS ELITE CANADA
allows the company to attract and retain top talent in a competitive industry. Rosefellow’s focus on customer satisfaction is evident in every phase of its operations. The company takes pride in its transparent communication and client-first approach. From the initial consultation to post-project support, Rosefellow maintains open channels with its clients, ensuring that their needs are met at every step. 16 SEPT 2024 | BUSINESS ELITE CANADA
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“Our relationship with clients doesn’t end when the project is completed. We continue to offer support to ensure that everything runs smoothly,” says Jager. This long-term partnership approach fosters trust and creates lasting relationships, allowing Rosefellow to remain a trusted advisor for its clients’ ongoing real estate needs. Looking ahead, Rosefellow has ambitious plans to continue its growth trajectory. With further expansion into the U.S. market, a focus on sustainable development, and an ongoing commitment to innovation, the company is poised to solidify its leadership in the industrial real estate sector. “We’re just getting started,” says Jager. “There are so many opportunities out there, and we’re ready to seize them while staying true to our values and mission.” For more information, please visit www.rosefellow.com 19 SEPT 2024 | BUSINESS ELITE CANADA
Associés d’ADHOC - Jean-François S Malderis (Photo Credit - 20 SEPT 2024 | BUSINESS ELITE CANADA
In the Canadian landscape of architectural design, ADHOC Architects has carved out a distinctive niche over the past decade, blending creativity with context and community. Founded in Montreal, the firm has become well-known for it bold, contextually-rooted architectural solutions that push boundaries and redefine spaces. Reflecting on the journey that defined ADHOC’s trajectory, Jean-François St-Onge, co-founder and principal architect, highlights pivotal moments that shaped the firm’s evolution. “From our early days, we aimed to create architecture that speaks directly to its purpose and environment,” he explains. “Receiving the Grand Prix de la Relève in 2018 was St-Onge, François Martineau & Anik - Sara-Maude Ravenelle) 21 SEPT 2024 | BUSINESS ELITE CANADA
Rose-des-Vents, 2022, Montréal (Photo Credit - Maxime Brouillet) Village WVW, Finaliste aux prix d’Excellence en architecture 2017, Montréal (Photo Credit - Raphaël Thibodeau) 22 SEPT 2024 | BUSINESS ELITE CANADA
a significant milestone, affirming our credibility and opening doors to larger projects like Canoë in 2020 and Gadbois in 2023.” The firm’s expansion into interior design services in 2020 marked a strategic move towards offering comprehensive solutions, while the integration of landscape architects in 2024 underscored ADHOC’s commitment to holistic design practices. “Each step was a deliberate effort to enhance our multidisciplinary approach,” says St-Onge, “aligning with our new brand that emphasizes human-centric design.” The name ADHOC itself reflects the firm’s commitment to tailored solutions. “Adhoc means ‘created specifically for something,’” says St-Onge. “It embodies our approach of assembling teams uniquely suited to tackle complex challenges, much like our Consortium project.” This spirit permeates the firm’s culture, fostering an environment that promotes passion and innovation. ADHOC’s architectural philosophy has evolved in tandem with its growth. “We’re fascinated by the landscapes and urban fabric of the Northeast,” says St-Onge. “Our approach involves playing with existing architectural languages, transforming them to create something entirely new rather than borrowing from other contexts.” This commitment to design is exemplified in projects like the Chalet Baie-de-Valois, where functional elements blend seamlessly with aesthetic Centre Récréatif Gadbois, 2023, Montréal . en consortium avec Prisme Architecture (Photo Credit - Laurier Verdaguer) 23 SEPT 2024 | BUSINESS ELITE CANADA
Boutique du Biodôme, 2020, Montréal (Photo Credit - Raphaël Thibodeau) Canoë, en construction, Montréal . en consortium avec AEdifica (Photo Credit - Laurier Verdaguer) 24 SEPT 2024 | BUSINESS ELITE CANADA
appeal. “The design integrates three distinct landscape layers,” St-Onge describes, “mirroring the natural stratification of the environment to enhance both functionality and visual harmony.” Celebrating 10 years in 2024 is a testament to ADHOC’s resilience and vision. “Early on, a mentor told us that the first five to seven years are the hardest,” says St-Onge. “Surviving that period allowed us to establish our name and expertise.” St.- Onge attributes their success to a dedicated team and robust partnerships that have propelled them forward, emphasizing that collaboration is at the heart of every project. As ADHOC looks to the future, sustainability and community-centric design remain paramount. “We envision an architecture that is less about ego and more about ecology,” says St-Onge. “Addressing the housing crisis with affordable and well-designed solutions is a priority, and we’re committed to partnering with young entrepreneurs to innovate in this space.” To those entering the field, St-Onge offers suggest to “Define your values and stay true to your mission. Building a resilient foundation is crucial for navigating the challenges ahead.” Sustainability plays a critical role in ADHOC’s projects, evident in initiatives like the UTILE residence, which features innovative insulation and energy-efficient design. Community engagement is equally significant, and can be seen in projects such as the revitalization of Place Wellington in Verdun, where citizen input shaped the final design. As ADHOC architects commemorates its 10th anniversary, it stands as a out for its innovation and community-centric design in the architectural landscape. For St-Onge, the most fulfilling aspect of leading ADHOC is witnessing the growth of his team. “Seeing employees develop ideas better than my own or manage projects with such dedication is deeply gratifying,” he reflects. “Their passion drives our success and inspires me every day.” For more information, please visit www.adhoc-architectes.com/en/ Théâtre Snowdon, 2022, Montréal (Photo Credit - Maxime Brouillet) 25 SEPT 2024 | BUSINESS ELITE CANADA
26 SEPT 2024 | BUSINESS ELITE CANADA
The Greenstone Gold Mine, located in Ontario, Canada, has been one of the most significant gold development projects in the country over the last few years and will soon be one of the country’s largest open-pit gold mines, with production expected to average 400,000 ounces of gold per year for the first five years. Owned and operated by Equinox Gold, the mine represents a substantial investment in the Canadian mining sector and promises to become a cornerstone of Equinox Gold’s operations. The Greenstone Gold Mine is strategically located in the Geraldton-Beardmore Greenstone Belt, a region known for its rich mineral deposits and excellent access to infrastructure. Gold was first discovered in the area between 1916 and 1918. The area saw several significant discoveries in the 1930s, including the Little Long Lac, MacLeod-Cockshutt, Hard Rock, and Mosher mines. From 1938 to 1970, these mines collectively produced over two million ounces of gold. 27 SEPT 2024 | BUSINESS ELITE CANADA
28 SEPT 2024 | BUSINESS ELITE CANADA
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Premier Gold acquired the property in 2008, and in March 2014, a preliminary economic analysis (PEA) was prepared for the project. In 2015, Premier Gold Mines and Centerra Gold formed a 50/50 partnership to develop the property and completed a feasibility study in 2020, outlining the development of an open-pit gold mine with an initial 14.5-year mine life. EQUINOX GOLD’S ACQUISITION Equinox Gold entered the scene in 2021, forming a 60/40 partnership with Orion Mine Finance for the Since 2003, Cloutier Contracting has worked closely with a number of companies and organizations to ensure that the project that would eventually become one of North America's largest gold mines could take root and prosper in the small community of Geraldton, Ontario. The region has historically been home to many successful gold ventures from 1930-1970, producing more than 2 million ounces of gold. But as gold prices fluctuated and mining costs increased, the mines closed and site rehabilitation ensued. But soon after, new mining companies and technologies revitalized the industry allowing the new Greenstone Gold Mine to help usher in a new era of prosperity for the community. Cloutier Contracting has always had to be a swiss army knife of the construction industry due to the everchanging needs of their small northern community. And over the past few years have been able to evolve from a small-town heavy equipment operation with 20 employees into a community mainstay with over 170 employees and servicing one of the most prosperous gold mines in the country. Not only has their expertise in construction helped to make the mine a reality through their construction phase but has now grown into the role of being a key player throughout their operations phase by offering services such as tailings dam construction, crushing operations, septic services, equipment rentals, winter operations, just to mention a few. This versatility and experience in a variety of fields has uniquely positioned the company to offer a vast array of services to the mine, accommodating their every need in an often turbulent Canadian landscape. As a huge proponent of reconciliation, Cloutier Contracting has formed a partnership with Minodahmun Development, an Indigenous owned firm that is comprised of three local First Nation communities: Animbiigoo Zaagi’igan Anishinaabek, Aroland First Nation, and Ginoogaming First Nation. As a result, the partnership, called “Amik” (Ojibway for “beaver”), maximizes Indigenous training and potential employment at Greenstone Gold Mines. This ensures that local Indigenous business owners benefit from the resources of the region while also allowing local Indigenous communities to focus on their social and cultural priorities. Not only has Cloutier Contracting established themselves as a vital part of the Greenstone Gold Mine’s legacy, but they have also become a champion for the advancement of reconciliation and are looking forward to many more ventures within the mining industry near and far. 30 SEPT 2024 | BUSINESS ELITE CANADA
joint ownership and development of the Greenstone Project. In May 2024, Equinox Gold acquired Orion’s interest, consolidating 100 per cent ownership of the mine. Since the groundbreaking ceremony in October 2021, the Greenstone Gold Mine has undergone significant development. Key milestones include the construction of major infrastructure such as the crusher, a 27,000 tonnes-per-day processing plant and a natural gas plant, the construction of essential facilities like the truck shop, warehouse, and tailings storage facility, and also off-site work such as the realignment of Highway 11 and relocation of the local police force building. The mine benefits from proximity to the Trans-Canada Highway and the TC Energy’s natural gas pipeline, providing essential logistical and operational advantages. After 2.5-years of construction, first gold was poured on schedule in May 2024, a milestone celebrated by the entire team and local community. “For me and for everybody here, we’ve been focused on building the mine and now we want to get it ramped up to capacity and focus on executing well on performance. The first gold pour was a significant David Newhook, Director of Operations 31 SEPT 2024 | BUSINESS ELITE CANADA
celebratory event,” says David Newhook, Director of Operations. This event marked the culmination of years of hard work and dedication and symbolized the project’s transition from development to production. A significant aspect of the Greenstone Gold Mine’s development is its commitment to community engagement and environmental stewardship. “The support from local First Nations has been integral to our success,” says Newhook. Since 2020, Greenstone Gold Mines has implemented three long-term relationship agreements with Indigenous communities, demonstrating its dedication to fostering positive and sustainable relationships with local stakeholders. 32 SEPT 2024 | BUSINESS ELITE CANADA
The company has also prioritized environmental responsibility, ensuring that all operational and developmental activities adhere to stringent environmental standards. This includes the construction of a permanent effluent water treatment plant and ongoing operational readiness activities aimed at minimizing the mine’s environmental impact. STRATEGIC IMPORTANCE Equinox Gold’s investment in the Greenstone Gold Mine not only boosts local employment and economic activity, but also enhances Canada’s position as a leading gold producer on the global stage. Looking ahead, “Our immediate goal is achieving full production capacity,” says Newhook. The company plans to host a mine opening event at the end of August 2024. Additionally, there are plans to review expansion and mine-life extension opportunities from both underground and nearmine deposits, ensuring that Greenstone remains a key player in the gold mining industry for years to come. For more information about the Greenstone Gold Mine, please visit www.greenstonegoldmines.com and www.equinoxgold.com. 33 SEPT 2024 | BUSINESS ELITE CANADA
34 SEPT 2024 | BUSINESS ELITE CANADA
Since its inception in 2005, Redberry Restaurants has swiftly become a leader in the Canadian restaurant industry. From its early days to becoming the largest Canadian Burger King franchisee in 2013, Redberry has demonstrated a commitment to growth and community engagement. In recent years, the company has expanded its portfolio to include Taco Bell in 2021 and Jersey Mike's Subs in 2024. This strategic growth aligns with Redberry's mission of enabling iconic restaurant brands to reach their full potential in communities across Canada. Chris Racine, Chief Operating Officer at Redberry Restaurants, tells Business Elite Canada, "Redberry prides itself on being Architects of a Different Kind of Restaurant Company, delivering growth through great people serving great people. We encourage our team members to lead with kindness while empowering them to be the best versions of themselves, which in turn allows them to serve our Guests better and act with the lens of enhancing their own community." This philosophy of people-centric growth has been instrumental in Redberry's successful introduction of Jersey Mike's Subs to the Canadian market. "With Jersey Mike’s, we found a unique cultural alignment in this commitment to our team members and local communities,” says Racine. “Couple that 35 SEPT 2024 | BUSINESS ELITE CANADA
with Redberry’s commitment to act with agility and achieve results, we collectively felt like the right partners to bring Jersey Mike’s Subs to Canada." OPERATIONAL EXCELLENCE Redberry's brands stand out in the Canadian restaurant landscape due to their commitment to operational excellence and customer satisfaction. "We are committed to being model brand ambassadors in operational excellence and to delivering a consistently satisfying food experience, inspirational service excellence, and clean, modern restaurants with up-to-date guest amenities," says Racine. This commitment is evident in their plan to renovate 25 restaurants in 2024 alone. Investing in their teams is another cornerstone of Redberry's success. Through comprehensive training, educational support, and opportunities for advancement, Redberry ensures that their staff are well-equipped to provide exceptional service. "Ultimately, it comes back to people," says Racine. "We invest in our teams so they can give back to our Guests and communities we serve." Selecting new locations for Redberry's restaurants involves a thorough process of market research, data analysis, and strategic planning. Key criteria include customer demographics, market trends, traffic patterns, and visibility. Financial analysis is also a crucial step to ensure that new sites meet Redberry's target return on capital. "We evaluate key site criteria such as traffic patterns, proximity to major retail anchors, and residential areas," says Robert Masson, Chief Development Officer. "Our BK Grand Opening – Chris Racine, Greg Pope & Ken Otto 36 SEPT 2024 | BUSINESS ELITE CANADA
final step is to do a financial analysis to ensure the site meets our minimum requirements to move forward." Looking ahead, Redberry's has more expansion plans, with development agreements to build 100 new Burger King stores in Ontario and Quebec, and 110 new Taco Bell stores across Canada by 2028. With Jersey Mike's, the goal is even more ambitious: 300 stores by 2034. "We intend on continuing to operate our current portfolio towards sales and profits growth targets that allow the company to remain financially healthy and entertain new brand development opportunities in Canada," says Masson. DESIGN AND CONSTRUCTION INNOVATIONS Under the leadership of Jorge Picanco, Redberry's design and construction strategies are set to enhance the customer experience. With over 30 years of experience, Picanco brings a wealth of knowledge and relationships that will help Redberry partner with dedicated contractors. "His experience in design will allow us to enhance our customers' experience through improved layouts, comfortable seating options, and aesthetically pleasing environments," says Masson. "We are excited to partner with the brands as we bring the latest ideas Burger King Remodel 38 SEPT 2024 | BUSINESS ELITE CANADA
to design and construction that will allow us to rapidly expand while maintaining consistency and innovation." Redberry leverages technology to enhance customer experience and engagement. Loyalty programs for both Burger King and Jersey Mike's Subs have been highly successful, offering customers exclusive news and perks. The convenience of mobile apps allows customers to explore menus and try new items easily. "We are also testing kiosks for walk-in experiences at Burger King and Taco Bell, and customers are responding positively to this ordering option," says Masson. Additionally, digital menu boards at Burger King locations streamline the drive-thru experience, making it quicker and more enjoyable. COMMITMENT TO QUALITY AND COMMUNITY Consistency in quality and customer experience is a top priority for Redberry. Rigorous training and recognition programs ensure that team members are well-prepared to uphold the company's high standards. "Both brands have extensive hiring and training requirements for our restaurant leaders and team members," says Racine. "These brand programs, along with Redberry’s training & recognition program, allow us to stay grounded Jersey Mike’s Opening 39 SEPT 2024 | BUSINESS ELITE CANADA
Taco Bell Opening 40 SEPT 2024 | BUSINESS ELITE CANADA
in what is important for our team members and customers as we grow." Redberry's partnership with Make-A-Wish Canada further exemplifies their commitment to community engagement. Through sales and donations, Redberry supports families in the communities they serve, reinforcing their mission of enabling iconic restaurant brands to make a positive impact. Redberry's long-term goals are ambitious and clearly defined. With plans to open over 100 additional Burger King and Taco Bell restaurants by 2028, and 300 Jersey Mike's Subs by 2034, the company is poised for significant growth. "We are excited to be opening at least five additional Jersey Mike’s in 2024 and will be accelerating that growth towards our target," says Racine. "Our principles in finding suitable real estate, commitment to training and operations excellence, and getting Canadians to try the difference in Jersey Mike’s ‘sub above’ promise through marketing initiatives will change the sandwich landscape in Canada—and we are excited to make it happen." Redberry Restaurants' journey from a single franchise to a multi-brand powerhouse is a testament to their strategic vision, commitment to excellence, and dedication to community engagement. As they continue to expand their footprint across Canada, their focus on people, quality, and innovation will undoubtedly drive their success. For more information, please visit www.redberry.ca 41 SEPT 2024 | BUSINESS ELITE CANADA
Nestled within Saskatchewan’s Treaty 4 territory, George Gordon First Nation (GGFN) has charted an impressive path toward economic independence and community development. At the forefront of this growth is George Gordon Development Ltd. (GGDL), the economic development arm of GGFN, driving initiatives that promote sustainable growth while 42 SEPT 2024 | BUSINESS ELITE CANADA
honoring the cultural heritage of the Nation. Since its establishment in 2008, GGDL has expanded its portfolio to include a diverse array of sectors such as construction, energy, hospitality, and property management. The organization’s success is rooted in its commitment to creating long-term value for both its shareholders and the broader community. This balance between 43 SEPT 2024 | BUSINESS ELITE CANADA
44 SEPT 2024 | BUSINESS ELITE CANADA
traditional values and modern business strategies has positioned GGDL as a leader in Indigenous economic development. “George Gordon Developments has adapted throughout the years by staying true to our traditional teachings,” says Josh Montana, Director of Business Development and Strategy. “Each decision that GGDL makes has the next seven generations in mind. We want our community to be successful and sustainable for the next seven generations in regards of life, business, opportunities, environment, and health. By having this thought in mind while conducting business has allowed us to adapt to the changing times and landscape. In history, George Gordon First Nation has always been resilient and we are keeping that tradition alive through our businesses.” A key focus for GGDL is building partnerships that generate mutual value. By collaborating with industry leaders, GGDL is able to tap into new markets and expertise while ensuring that the interests of the George Gordon First Nation remain at the center of every initiative. “Partnerships are crucial to our strategy. We seek partners who respect our culture and share our vision for sustainable development,” says Montana. “It’s not just about financial returns; it’s about creating meaningful change for our people.” In recent years, GGDL has made significant strides in the energy and construction sectors. The company’s involvement in solar energy projects and infrastructure development has not only diversified its revenue streams, but also provided opportunities for training and employment within the community. 45 SEPT 2024 | BUSINESS ELITE CANADA
46 SEPT 2024 | BUSINESS ELITE CANADA
“Our investment decisions are guided by the principle of ‘seven generations,’ ensuring that what we do today benefits our children and their children,” says Montana. “Renewable energy and sustainable infrastructure are a big part of that vision.” In addition to business ventures, GGDL is committed to giving back to the community. Profits generated from its operations are reinvested into education, health programs, and cultural initiatives that uplift GGFN members. This approach helps ensure that economic success translates into tangible improvements in the quality of life for the Nation’s people. In May,2024, GGDL expanded its impact through strategic partnerships and initiatives that emphasize Indigenous empowerment and business excellence. One significant development is the Wicehtowak-Aecon Industrial Limited Partnership, a collaboration between GGDL and Aecon Group Inc. This partnership is focused on delivering critical components of BHP’s Jansen Potash Project in Saskatchewan, specifically the Wet Mill Area. The venture underscores GGDL’s commitment to creating sustainable economic opportunities for the George Gordon First Nation while advancing highimpact infrastructure projects. “Partnerships are about mutual vision and mutual determination to provide opportunity and mutual desire to build on success", said Don Ross, CEO, GGDL. "George Gordon Developments Ltd. believes Visit gescan.com today Industrial products, services and solutions Our industrial specialists provide tailored electrical solutions to the most complex industry challenges including: Automation & Industrial Controls MCC & Engineered-To-Order Industrial Projects & Services Application & Technical Support Proud partner of George Gordon Developments Ltd. 47 SEPT 2024 | BUSINESS ELITE CANADA
48 SEPT 2024 | BUSINESS ELITE CANADA
in our partnership with Aecon, knowing that together we will create economic sustainability for our Nation and fulfill much-needed services to our client BHP." The Wicehtowak-Aecon partnership is not GGDL’s first endeavor in industrial services. In March 2023, GGDL’s Wicehtowak Frontec Services, another joint venture, secured a significant contract for camp services at the same Jansen project. The Wicehtowak partnerships illustrate GGDL’s holistic approach to business growth. These initiatives go beyond profit, integrating workforce development and community empowerment. The Wicehtowak Workforce Development Program, for instance, is pivotal in providing Indigenous skills training and support, further reinforcing GGDL’s vision of advancing Indigenous-led businesses across Canada. Looking ahead, GGDL is poised for further growth, with new ventures on the horizon that will continue to build on its successes while honoring its cultural roots. “Our ultimate goal is self-sufficiency for our Nation,” Montana concludes. “We want to leave a legacy of prosperity, not just for today, but for generations to come.” For more information, please visit www.ggdl.ca 49 SEPT 2024 | BUSINESS ELITE CANADA
50 SEPT 2024 | BUSINESS ELITE CANADA
The Neeginan Centre, located in Winnipeg, Manitoba, serves as a significant cultural and community hub, promoting the social, educational, and entrepreneurial growth of Indigenous individuals and organizations. The name Neeginan, which means ‘Our Place’ in Cree, represents the long-standing need for Indigenous people to have a place of their own—the idea of such a place was mentioned as far back as 1969 by the Indian and Metis Friendship Centre and reiterated in 1972 by the Manitoba Metis Federation. A feasibility report by Neeginan (Manitoba) Incorporated in 1975 further solidified this vision. Today, the Centre offers a wide range of services, including employment assistance, a health and wellness clinic, education and training programs, a daycare, and even a restaurant and art gallery. The initial vision behind the creation of the Aboriginal Centre of Winnipeg was to address the pressing needs of the Indigenous population in the Higgins and Main area. “In the early 60s, various studies and plans highlighted the need for Indigenous social, economic, 51 SEPT 2024 | BUSINESS ELITE CANADA
52 SEPT 2024 | BUSINESS ELITE CANADA
educational, and cultural activity,” notes Marileen Bartlett, B.A, B.Ed., M.Ed., O.M., Executive Director of the Neeginan Centre. However, it wasn’t until 1992 that a group of Indigenous visionaries purchased and refurbished the old CPR Station. From this group, the first Board of Directors was established, Wayne Helgason and Bill Shead are still involved and hold the original vision - “We envisioned a center that promotes the growth of Indigenous individuals and organizations, allowing them to support each other and create capacity within the community.” Over the years, this vision has evolved to meet new challenges, such as dealing with the impact of COVID-19 and addressing issues like addictions and homelessness. “Our vision remains the same, but the challenges have changed,” Bartlett says. “Leasing from Neeginan Centre allows tenants to focus on providing services without worrying about building operations.” The Neeginan Centre has played a crucial role in revitalizing relationships between Indigenous and non-Indigenous communities in Winnipeg. “Our relationships with the non-Indigenous community are in line with reconciliation,” Bartlett explains. “We aim to develop relationships that benefit both communities and plan to start heritage tours again once renovations are complete.” The Centre itself is now the former Canadian Pacific Railway (CPR) station, which adds another layer of meaning to its existence. “CPR played a significant role in developing Canada and displacing Indigenous people,” says Bartlett. “Transforming www.mediancu.mb.ca • info@mediancu.mb.ca • 1-204-943-9111 • Toll Free 1-888-955-9558 53 SEPT 2024 | BUSINESS ELITE CANADA
54 SEPT 2024 | BUSINESS ELITE CANADA
the CPR station into a place of new beginnings for Indigenous people is deeply symbolic.” One of the major tenants at Neeginan Centre is the Centre for Aboriginal Human Resource Development (CAHRD), which uses 65 per cent of the leasable space. “CAHRD serves over 1,500 clients annually, offering education, training, and employment services,” Bartlett says. Other significant tenants include the Aboriginal Health & Wellness Centre Inc. (AHWC), which provides a blend of contemporary and traditional health services, and the Aboriginal Council of Winnipeg (ACW), a political and advocacy organization that represents the urban Indigenous community. Educational and training programs provided through CAHRD at the Neeginan Centre, are comprehensive and cater to various needs. “We assist Indigenous adults in obtaining education up to grade 9 through Neeginan Learning and Literacy,” says Bartlett. “Then they can attend the Aboriginal Community Campus for grades 10-12 and earn an adult grade 12 diploma.” Neeginan College of Applied Technology offers specialized training programs in areas like building operations, community service, early childhood education, gas turbine technology, heavy equipment operation, industrial welding, machinist, TIG welding, and social innovation. The economic and social impact of the Neeginan Centre on the local community and the broader Winnipeg area 55 SEPT 2024 | BUSINESS ELITE CANADA
56 SEPT 2024 | BUSINESS ELITE CANADA
has been substantial. “Our success has encouraged other developments in the area,” says Bartlett. This includes the Thunder Bird House, Manitoba Metis Federation, United Way, Health ACCESS Centre, and CAHRD student housing complexes. The Aboriginal Health and Wellness Centre Inc. (AHWC) integrates traditional and Western resources to support the community’s health and wellness needs. “They combine contemporary medical practices with Indigenous culture, including the presence of elders,” says Bartlett. To be eligible for Green and Inclusive Community Buildings (GICB) funding, Neeginan Centre plans to undertake several upgrades to reduce energy usage and greenhouse gas emissions. “Our objectives include reducing energy consumption, improving safety and performance, creating a healthier environment, and increasing accessibility,” says Bartlett. Planned activities include roof replacement and insulation, window upgrades, LED fixture installations, and HVAC system upgrades, to name a few. The Neeginan Centre resolves to continue being a symbol of hope for Indigenous people in Winnipeg. “Our goal is to promote the social, educational, and entrepreneurial growth of Indigenous individuals and organizations,” says Bartlett. “We look forward to doing this in a building that is in good repair, has improved performance, reduces energy usage, lowers our carbon footprint, and creates a healthier learning and work environment.” For more information, please visit www.neeginancentre.com 57 SEPT 2024 | BUSINESS ELITE CANADA
Kelly J. Lendsay, President & CEO 58 SEPT 2024 | BUSINESS ELITE CANADA
- Craig Hall & Kelly J. Lendsay Canada has reached a juncture in Indigenous reconciliation. A new era of Indigenous relations has taken root, and it will affect the way that nonIndigenous companies conduct engagements, build relationships, and forge partnerships with Indigenous people, businesses, and communities. In this new era, companies can not afford to simply take a checkmark approach to their Indigenous relations strategies. More thoughtful and purposeful strategies are needed. This is the case in developing the Indigenous employment partnerships needed to accelerate and grow Indigenous employment, and to effectively build an Indigenous workforce. It requires dedicated planning and execution to be successful in this journey. Indigenous Works, a national Indigenous not-for-profit organization has done a long take on the state of workplace inclusion and Indigenous employment in Canada. In 2024 it celebrates its 25th anniversary and as a national organization focused on building social capital between Indigenous and non-Indigenous organizations, it has established some informed perspectives about Indigenous employment in Canada and what is needed in the coming years to further grow Indigenous jobs and careers. 59 SEPT 2024 | BUSINESS ELITE CANADA
FIVE FACTORS TO UNDERSTANDING AND SUCCESS In today’s environment your mastery of the 5 key factors which are important to achieving success in Indigenous relations and employment include: (i) understanding the recent changes in the Indigenous landscape; (ii) navigating the Indigenous labour market ecosystem, (iii) refining your Indigenous employment brand; (iv) putting into place the right Indigenous employment and workplace policies, strategies, and practices; and (v) developing improved understanding and relationships with the Indigenous communities where you do business or conduct operations. These management and organizational competencies will be part of the learning program of this year’s Inclusion Works ’24, a learning event which will be held in Nanaimo, British Columbia on October 8 to 10, 2024 with the title “Going Beyond the Checkmark for a New Era of Indigenous Inclusion”. The theme of Indigenous Work’s event underscores the importance of staying abreast of the changes which have ensued in Indigenous relations in the past few years, and why it is 60 SEPT 2024 | BUSINESS ELITE CANADA
important that companies evolve their strategies and systems to align with these developments. Those who can get ahead of the curve are “going beyond the checkmark”. The beginnings of Indigenous Works dates to the Royal Commission on Aboriginal Peoples and the commentary of that 1996 report which drew attention to the gaps that existed between Indigenous and non-Indigenous Peoples. The Aboriginal Human Resource Development Council of Canada (as Indigenous Works was then called) was established as a response to the opportunities that could come from “increasing Indigenous peoples’ full participation in the Canadian economy”. This mandate brought together leadership which established a board of directors with initial representation from private sector, government, Indigenous organizations, education, and labour. Twenty-five years later, Inclusion Works ’24 event is focused on a review of the current state of relations between Indigenous and non-Indigenous peoples, businesses, and communities. The main feature of 61 SEPT 2024 | BUSINESS ELITE CANADA
the event is Indigenous employment and building the management and organizational skills needed to develop and guide your strategies in a landscape which has grown in its complexity in recent years. Many new developments have taken place in recent years and a reminder of the significant legal, social, economic, and political changes will provide Inclusion Works’ delegates with a common framework to ‘move beyond the checkmark’. At the event, participants will learn what these changes in Indigenous relations have been about, including trends, the latest research and insights. Based on this changing picture, what new states of organizational readiness are needed to build more effective and authentic engagements, relationships, and partnerships in Canada today? What expectations and aspirations do First Nations, Métis, and Inuit currently have about their goals for sovereignty, self-determination, nation-to nation relationships, reconciliation and employment? At this juncture, what should non-Indigenous companies be doing to learn more about Indigenous people and their communities and to prepare themselves and their company for a new era in Indigenous inclusion? A deeper understanding of the five factors which can grow your competitive edge and make your company more successful in your ability to establish relationships and partnerships and to attract, 62 SEPT 2024 | BUSINESS ELITE CANADA
recruit, advance and retain Indigenous people for your workforce are highlighted here as a preview to Inclusion Works ’24. In Canada, the last few years have seen some significant developments with reconciliation now becoming an imperative to which every company needs to respond. Companies need to read the Truth and Reconciliation Commission’s calls to action, determine which ones apply, and how best to construct a Reconciliation Action Plan. An important document which your company also needs to review is the 2022 ‘Indigenous Economic Strategy: Pathways to Socioeconomic Parity for Indigenous Peoples’ which was developed through a collaborative initiative with over twenty-five Indigenous organizations. The national economic strategy states that “if the gap in opportunities for Indigenous communities across Canada were closed, it would result in an increase in GDP of $27.7 billion annually or a boost of about 1.5% to Canada’s economy.” Given the same access to economic opportunities available to other Canadians the resulting increase in employment would result in an additional $6.9 billion per year in employment income and approximately 135,000 newly employed Indigenous Peoples. The 2022 National Indigenous Economic Strategy features 107 interconnected Calls to Economic 63 SEPT 2024 | BUSINESS ELITE CANADA
Prosperity within its four strategic pathways (People, Lands, Infrastructure and Finance). The Strategy highlights the importance of fostering and growing the social capital of Indigenous peoples, specifically in Call to Economic Prosperity #29 – that all entities establish Reconciliation Action Plans that are measurable and communicated publicly. Many large companies have dedicated Indigenous Relations specialists who are struggling with the rapid pace of change they are seeing in the Indigenous landscape. Understanding the changes that have ensued in the Indigenous landscape will require deeper reading, research, and experiential learning. Companies also need to better understand the Indigenous labour market ecosystem which has been developing in many ways over the years. Today there are many organizations that companies can leverage to build their strategies and rely on to improve their reach and search for Indigenous talent. Your company needs to be able to navigate the growing ecosystem. Your success is dependent on the partnerships you establish with organizations that can offer expertise or channels to employment talent. Other considerations which are feeding the complexity of today’s environment include the impacts of judicial wins which have achieved their tipping points. Indigenous people and organizations continue to fight new and innovative legal cases based on rights and self-determination. Indigenous 64 SEPT 2024 | BUSINESS ELITE CANADA
organizations are also uniting and seeking equity positions in major projects. Expectations are increasing on the part of Indigenous people and governments. In this changing environment nonIndigenous companies need new approaches based on co-design and a better sense of what Indigenous communities are wanting to achieve for the long term. Your Indigenous employment brand is the way that companies convey why Indigenous people will want to work for your company. What Indigenous people think of your company and what they see as the reasons why to choose a career with you needs to be clear. Remember that Indigenous people are looking for the kinds of careers that offer personal professional growth including ways that these careers can assist their communities. Does your company have a dedicated Indigenous employment policy? This can be a way to affirm what your company stands for with its Indigenous employment and workplace inclusion goals. Effective policies are always supported by strong strategies and systems. Companies that have achieved success at Indigenous employment have generally brought clarity to the leadership, strategic, and tactical systems which guide Indigenous partnerships and employment. Often companies engage in co-design activities with Indigenous organizations to build these organizational practices and assets. 65 SEPT 2024 | BUSINESS ELITE CANADA
66 SEPT 2024 | BUSINESS ELITE CANADA
The companies which are successful in Indigenous employment have made a point of visiting the communities where they do business. They understand the goals the communities have established, and they understand that building trust takes time and effort. It is these factors and many others that are helping to define the current state of Indigenous relations and the need for more acute strategies which go beyond the checkmark approach. Indigenous Works likens the process of building the organizational readiness and management strategies needed by companies to be successful at Indigenous employment and partnerships as a journey. Your company’s journey is like a canoe trip that requires a better knowledge of the waterways you are traversing. In the early days you are just learning your balance and a few key paddle strokes. Gradually, you become adept at paddling alone in different waterways, sometimes slow and steady, and sometimes through difficult bends in the river. Gradually you learn to paddle together as part of a team. Further along in your journey you gain a mastery of the skills and understandings needed and you find you are paddling alongside Indigenous people in synchronous routes and understandings. Effective Indigenous relations is best undertaken in a precision craft equipped with a map of the waterways and everyone working together in a common direction. For 25 years Indigenous Works has been working with companies to build the management and organizational skills needed to be successful in their respective Indigenous relations journeys to achieve exemplary Indigenous partnerships and employment results. Inclusion Works ’24 in Oct 8-10 in Nanaimo will offer a showcase of learning to help companies get beyond the checkmark approach and to navigate in a new era of inclusion. 1 - 2022 National Indigenous Economic Strategy. p.18. https:// niestrategy.ca/wp-content/uploads/2022/12/NIES_English_ FullStrategy_2.pdf 2 - National Economic Strategy. Original reference is from the National Indigenous Economic Development Board, ‘Reconciliation: Moving Canada Forward by $27.7 Billion, 2016.’ 67 SEPT 2024 | BUSINESS ELITE CANADA
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