Some global rankings—such as the list compiled each year by the Economist Intelligence Unit—consider factors that are well outside the purview of any municipality. On the EIU list, political and economic stability, infrastructure, education, health care, and the environment all contribute to the experience of living in one place as compared to another.

Those factors are important aspects of liveability, to be sure. In that organization’s most recent 2023 ranking, Vienna, Austria took first place globally. But Canada has a great deal to be proud of; it’s the only country in the world to have three cities—Vancouver, Calgary, and Toronto—in the top ten.

Not to dismiss the importance of the EIU’s rankings, however the inclusion of those three Canadian cities raises the question of how liveability is defined. Surely Vancouver’s notoriously high cost of living makes it difficult for some people to live there? The fact that not one city in the United States was included in the top ten also seems strange, as the country boasts an abundance of beautiful cities that are fantastic places to live.

Many Americans, and many Canadians living outside those three ranked cities, would argue that their city is very liveable—perhaps more so, in fact, than any of those that made the list. On the ground, as it were, a different definition for a liveable city—one that is more focused on quality of life—is more actionable and more tangible to a city’s residents.

Human-centric city design
A liveable city is one that seems designed with the human in mind.

In highly liveable cities, employment opportunities provide individuals and families with financial stability. An ample selection of businesses provides the products and services that residents need and want. Housing is available, and relatively affordable. Cultural and entertainment amenities allow for fun and escape. Parks and other green spaces offer a connection to nature.

And—some may say most importantly of all—it’s easy to get around by a range of means, including public transit and active transportation like walking and biking.

How did we get here?
European cities are generally regarded as more liveable than those in North America. Cities like Copenhagen, Denmark, and Hamburg are legendary for their extensive and well-used networks of bicycle paths, and their pedestrian neighbourhoods.

The underlying reason is simple: most cities there were planned and built long before those here. More to the point, they were designed before the invention of the automobile. Towns and cities had to be walkable, because that’s how most people got around. They had to be able to walk from their home to the places they bought food and other necessities. Their place of work also needed to be nearby. So communities were designed to be compact.

Everything changed when vehicles took over as the transportation method of choice. That change took urban planning in a different direction, just as cities in Canada and the United States were growing.

Residential areas were planned as just that: places where people had their homes. Quiet neighbourhoods—urban and suburban alike—were composed of blocks and blocks of houses, punctuated by the occasional park and perhaps a school or two. To do just about anything, residents got in their car and drove out of the neighbourhood. They’d connect with a broad avenue, designed to efficiently carry a high volume of vehicle traffic from place to place. (Sometimes these avenues were accompanied by a sidewalk for pedestrians and lanes for bicycles, but not often.)

The places a family needed to shop were ‘over there,’ at the far end of a car trip. At the other end were the offices where many of the residents worked.

That type of car-centric community design is, happily, becoming a thing of the past. Urban planning in North America is coming around. There is an increasing focus on creating complete communities within cities, where people can choose to live, work, and play within a relatively small radius. In doing so, North American cities are becoming more liveable all the time.

Where do we go from here?
One of the challenges facing urban planners is correcting the mistakes of the past. Communities that were designed around the vehicle are difficult to reform. Zoning changes that allow for more diverse land use in established areas are one of the only levers available to planners. Over time, areas that are purely residential may begin to incorporate more commercial and retail uses, and previously developed land can be reclaimed as green space.

In established commercial areas of a city, the introduction of residential and retail applications through infill and rezoning can also inject life and vibrancy into areas that were previously lively only during office hours.

These changes, requiring both government action and private sector investment, are slow to take effect. The real opportunity exists where new development is underway. A growing number of cities are embracing these opportunities. But why?

Liveability as an economic development tool
A well-planned city offers a high quality of life throughout all of life’s stages. It offers recreational options for younger and older people alike. Young professionals and retirees may look for different things in a city, but a liveable city is one that offers something for everyone as their needs and desires evolve. It is one that makes the necessary activities of life—living, working, shopping—as accessible as possible for people of all ages and with all levels of mobility. A liveable city incorporates ample green space and recreational options. It also makes a good quality of life affordable, with a range of housing options and a transportation network that makes car-free living possible, should one choose.

These kinds of cities are ‘talent magnets’—cities that attract people who want to live there, in turn attracting the companies that want to hire them. As such, urban planning is quickly becoming one of the most effective tools for economic development that any city has at its disposal, in part because of one underlying driver that is becoming more critical every day: sustainability.

The importance of sustainability
A few decades ago, this kind of urban planning may have been guided primarily by a desire to make a city nicer and more enjoyable to live in. Today, there’s a new level of importance to making these changes, one that is so globally important it’s been codified as one of the United Nations Sustainable Development Goals. Goal 11 is to ‘Make cities and human settlements inclusive, safe, resilient and sustainable,’ and it includes strategies such as disaster risk reduction, which hits particularly close to home in an era of increased fires, flooding, and severe storms.

Reclaiming green spaces in urban areas—or protecting them as cities grow—is one aspect of sustainability. A connection to the natural environment promotes mental and physical well-being, increasing quality of life for residents. Green spaces also provide critical mitigations against the urban heat island effect, absorbing heat and cooling the areas around them.

Goal 11 also incorporates sustainable transportation as one of its fundamental components. A city where public and active transportation are viable options for getting around is one that contributes less to climate change. That, in itself, is a laudable objective. But there are other outcomes, ones that a city’s residents experience on a day-to-day basis, that contribute to a city’s overall liveability.

Making active transportation viable options for regular commuting promotes a healthy population. Walking and bicycling, specifically, help keep people healthier not only physically, but mentally and emotionally as well. And active transportation and public transportation alike offer dramatic reductions in the cost of living for a city’s residents.

Liveability is the future of cities
People of all ages and stages want the ability to quickly and easily get from home to work or school, and to shops and other amenities. Many want to be able to choose active or public transportation as a primary means of getting from A to B. And everyone wants the opportunity to affordably realize a good quality of life.

These are on-the-ground elements of a truly liveable city, and they’re within reach of smart cities, their leaders and planners, and their citizens.

The post Liveable Cities<p class="company">Human-Centric Urban Planning</p> appeared first on Business In Focus Magazine.

This report, publicly available at ppforum.ca/publications/the-atlantic-canada-momentum-index/ for all to read, has been met with widespread optimism and represents a strong outlook for the decade ahead and beyond for these parts of eastern Canada. As ACOA says on its website, “There are fresh opportunities for the four Atlantic provinces and those who live, work and play here.”

The commissioning body of the index, PPF, is a regional think tank that looks to provide the means for new voices to enter discussions around issues and policies that affect Canadians nationwide. Its report, created in conjunction with the Centre for the Study of Living Standards (a non-profit based in Ottawa) and with help from organizations like ACOA, identifies 20 key social and economic indicators to ascertain whether momentum exists, with Atlantic Canada succeeding in 16 of those indicators. These specific facets fall under five generalized areas: the macro economy; human capital; the labour market; innovation and investment; and quality of life. These areas were measured with data ranging from 2015 to 2022 (or the latest available year), along with a previous period of 2008 to 2015 for comparison’s sake.

The index notes that, especially from 2021 to 2022, Atlantic Canadian population growth exceeded the national average, largely thanks to increased immigration to those provinces. Whereas 2008 through 2015 saw about 7000 immigrants entering the area per year, the newer period more than doubled this rate to 15,000 per year, with a retention rate of 72 percent. Quality of life has seen an increase as well, with more Atlantic Canadians achieving higher levels of education and enjoying an increase in high-quality jobs available to provide for graduates as they enter the workforce. Housing prices are generally lower in the area than elsewhere, and unemployment is at a 40-year low, now lower than or comparable to that of places like Toronto, Montreal, and Vancouver.

In turn, the economy of the Atlantic provinces has seen much less decline than the rest of the country, with its GDP having risen to $141 billion since 1961 (in comparison to Canada’s GDP currently resting around $2.5 trillion). “Atlantic Canada now accounts for 5.6 percent of Canada’s GDP,” the index says. It also seems to be leading the country in increasing the value of exports, $41.9 billion as of 2022. This turnaround in the previous decade seems to be at odds with a perception toward the region that it is less of a growth area than other parts of Canada; in fact, the opposite is true.

These and many more promising figures are detailed throughout the report, but the work of PPF, ACOA, and other regional and national partners is not yet done. Now that Atlantic momentum has been proven, it must continue to be stoked and taken advantage of to fully maximize this new opportunity. Tourism is something of a growth sector for these areas, especially after news in late November 2023 that Atlantic Canada will see a boost from the new Federal Tourism Growth Strategy, which looks to target a 40 percent increase of the tourism sector’s contribution to Canada’s GDP by 2030. ACOA, along with the country’s other regional development agencies, will deliver funding directly to businesses and organizations in the area, including Indigenous tourism operations, and support projects to bring more domestic and international visitors to the country.

Along with the positivity the report has brought for the region comes the reminder that there are still steps that need to be taken in critical areas. An ongoing issue in Atlantic Canada is housing, and as 2024 begins, Newfoundland & Labrador will be seeing land made available for more housing, including 23 parcels of vacant government-owned land. In Fredericton, New Brunswick, a housing development (the 12 Neighbours Community) has already doubled in size over the last year. A similar project in Newfoundland for low-income housing is also gaining traction and steps are being considered in all other Atlantic provinces to address housing in a complete and serious manner.

The attraction of talent and growth of local business is also important to keeping this momentum going. Recently announced, Newfoundland & Labrador will undergo a three-year pilot project to hire physicians’ assistants, health care workers who can perform initial patient assessments, assist in surgery, and generally help to lighten and focus a doctor’s workload. In Nova Scotia, the traffic control company Site 20/20 is being celebrated for its efforts in business with its inclusion in the Technology Fast 50, an annual ranking of early-stage tech companies by tax firm Deloitte based on revenue growth. Site 20/20 is the only Atlantic Canadian company on the list this year, placing sixth, a new record for the region.

According to the Index, Nova Scotia raised $41 million in venture capital in early 2023, with global policy advisory and research firm Startup Genome ranking Atlantic Canada in a global top 10 of startup-friendly areas.

ACOA has been a vocal champion of the Index and its findings for Atlantic Canada and has taken an interest in the work of PPF for the region. In an online statement via its Government of Canada website, ACOA says that these trends will be a key factor in redefining the area for the rest of the country: “It’s time to re-frame the Atlantic Canada story, and recognize that the region is a proud, valuable, burgeoning asset to Canada as a whole.”

From so many vantage points, the Atlantic Canada Momentum Index indicates that positive change is already here for the region, and more could be on the way if Canadians from all directions seize these new and exciting opportunities.

The post Atlantic Momentum Hits Home<p class="company">Atlantic Canada Opportunities Agency</p> appeared first on Business In Focus Magazine.

We speak with Mayor George Andrews, originally from western Labrador, who previously served the town as Councillor and Deputy Mayor, and Greg Osmond, Community Development Officer, who relocated here a little more than two years ago from Newfoundland, the island part of the province.

“You become a Labradorian once you move here, and you don’t want to go back,” Osmond says. “I love the people, the environment, the outdoor activities. Labrador is a wonderful and unique place, and Happy Valley-Goose Bay is a welcoming community.”

People and place
Although Happy Valley-Goose Bay celebrates its 50^th anniversary as a town in 2023, its history goes back to 1941 and World War II, when Canada and the United States built a military air base at Goose Bay, an original Labrador settlement, since it was an ideal stopover for planes from North America to refuel en route to Europe. Workers from other parts of Labrador and Newfoundland came to build the base and were the first residents of the new settlement that became Happy Valley.

Today, the town that was formed in 1973 by amalgamating the two communities is home to approximately 8,000 people, making it the ninth-largest municipality in the province of Newfoundland and Labrador, the largest Indigenous-populated community in the province, and the largest municipality in Labrador with Labrador City being the next largest.

While a population of 8,000 might seem small, Andrews adds that the town has an economic catchment of approximately 17,000 people who depend on its services. Culturally diverse, the population includes Innu, Inuit, and Southern Inuit of NunatuKavut; settlers of European descent from the island of Newfoundland and other Canadian provinces; and more recently, people from India, South Africa, and the Caribbean.

“With new businesses, we needed to increase our workforce,” Mayor Andrews says. “We have a new immigrant group of about 600 people who have integrated amazingly and the cultural diversity they brought has given us an opportunity to be involved in other cultures and partake in their food and other activities.”

Crossroads of air, land, and sea
The town’s ideal location, accessible by air, land, and sea, has allowed it to develop as a business hub for central Labrador and a gateway to the North. It serves as a logistics and supply centre for those in the business of exploring mineral, hydroelectric, and/or forest resources in the surrounding area, and for federal, provincial, and Indigenous government offices.

The Goose Bay Airport, operated by the Goose Bay Airport Corporation, has two major runways and can accommodate the largest aircraft in the world, including the Boeing 747 carrying NASA’s Space Shuttle, which landed for refuelling in 1983. Located on CFB 5 Wing Goose Bay, the airport and surrounding airspace provides a testing and training location for the military, including NATO forces, and civilian operators in the aeronautics industry.

Commercially, the airport is served by Air Canada, PAL Airlines and Air Borealis—with flights to Halifax, Deer Lake, St. John’s, Quebec City, and northern regions of Labrador—as well as by cargo and charter flights.

Mayor Andrews notes that charter flights accommodate residents who fly into remote locations such as the Vale mine in Voisey’s Bay, which has one of the world’s largest nickel deposits and maintains a headquarters office in the town.

The town’s location on Lake Melville and the Churchill River makes possible the marine services that connect it with the world. The newly built South Coast highway connects the town with Newfoundland utilizing a ferry service across the Strait of Belle Isle and, as well, connects it with communities along the Atlantic coast in Southern Labrador. Highways also connect Happy Valley-Goose Bay to Labrador City and Wabush in western Labrador, where the Canadian Iron Ore Company operates, and northwest through Northern Quebec to the rest of Canada.

“2023-2028 and beyond”
In the year leading up to the town’s 50^th anniversary, following surveys and consultation with over 400 stakeholders, the framework of a strategic plan was developed.

According to the plan’s introduction, “It extends beyond the term of the current Council and goes beyond the service of excellence expected for day-to-day programs to shine a spotlight on five areas that are critical to making Happy Valley-Goose Bay better now and for future generations.” Although the areas are numbered from one to five, they are in no meaningful order; they are all priorities and all key to supporting and attracting economic development, says Mayor Andrews.

The areas spotlighted are: 1. collaboration with all stakeholders to enhance community safety; 2. strong and stable economic development that supports and promotes business; 3. local governance that is transparent, participatory, and fiscally responsible; 4. infrastructure that meets community needs, and 5. a strong sense of community through the promotion of health, wellness, and engagement.

Open for business
“We are open for business,” says the Mayor, speaking of the partnership between the Council, the local CBDC Office, and the Labrador North Chamber of Commerce, which work together to support existing businesses and develop new ones.

Other agencies in the town which can provide information and assist with developing business plans and funding include Bizpal (a digital program to assist with planning), Service Canada, the Atlantic Canada Opportunities Agency (ACOA), the provincial Department of Innovation, Business, and Rural Development, and the Newfoundland and Labrador Organization of Women Entrepreneurs.

“We are open to discussions if a business is interested in opening here and would be a benefit to our community,” says Osmond. “We would want to discuss whatever would make that business successful.”

What kind of business? “We want to work closely with any type of business, so we’re open to general business development, manufacturing, housing development, daycares, seniors’ accommodation, and retail. We don’t have a Walmart… yet!” says Mayor Andrews. (Hint: No doubt this appealing town would be open to a large retailer.)

Although the Mayor didn’t specifically mention the tourism industry, the town is surrounded by miles and miles of pristine wilderness. It offers the perfect vacation for people who enjoy fishing, hunting, photography, canoeing and kayaking, snowmobiling, skiing, snowshoeing, and seeing wildlife, including caribou, beaver, muskrat, and many bird species.

According to the town’s website, the business community is proactive in seeking new investment and partnering arrangements, particularly for large-scale development. This could include providing goods and services to industrial customers such as the Muskrat Falls project just 30 km to the west, distributorships for the mining sector, and, at the other end of the size scale, small home-based businesses. The latter could include consulting and advisory services, courier services, electronics and computer-based services, health and wellness providers, audiovisual services, and bed and breakfasts.

From a financial and business development perspective, the town is certainly attractive, with high-quality infrastructure. “We have above average salaries, and we have lower electricity rates,” Mayor Andrews says. “Because of the hydroelectric projects at Churchill Falls and the almost completed Muskrat Falls project, people are paying only 3.5 cents per kilowatt hour, so individuals have more discretionary money and businesses enjoy lower overhead costs.”

Critical for businesses to operate are Internet speed and connectivity, and Happy Valley-Goose Bay has an excellent rate of household and business connections and capacity for high-speed digital data transmission, with Internet providers working to improve access to Fibre Internet.

Finding balance
So, while we’re more than convinced that Happy Valley-Goose Bay is a great place to work and do business, we couldn’t help but wonder what it’s like for children and youth. Granted, they have unlimited opportunities for outdoor activities, but are they missing out on attractions and resources they might find in other Canadian communities?

Not so, says Mayor Andrews. “It’s a fantastic spot to raise a family.” In addition to the town’s excellent elementary and secondary schools, children participate in organized sports and gymnastics, and swim in the Olympic-sized pool at the new state-of-the-art YMCA, which boasts a running track, fully equipped gym, a licenced daycare, and a kids’ pool.

They might also skate and play hockey at the arena or enjoy art and cultural activities at the Lawrence O’Brien Arts Centre.

Post-secondary opportunities include the Happy Valley-Goose Bay campus of the College of the North Atlantic, which delivers quality programming designed to meet modern industry needs, and the newly opened Labrador Campus of Memorial University, which offers both undergraduate and graduate level degrees in Arctic Studies, nursing, and engineering. The campus is also home to the School of Arctic and Subarctic Studies and the Pye Centre for Northern Boreal Food Systems, and is attracting international attention from other countries.

“There’s a multitude of activities for all ages, including seniors, who are valued as knowledge keepers. There are sports and arts and culture activities along with community-oriented organizations in our culturally diverse town,” says Mayor Andrews.

“Anyone coming here, whether a worker who’s bringing in family, an entrepreneur, a developer, any of those folks, will be welcomed—from a community perspective, as well as a business one—with open arms,” he concludes.

The post Welcome to the Heart of Labrador<p class="company">Town of Happy Valley-Goose Bay, Newfoundland and Labrador</p> appeared first on Business In Focus Magazine.

At just 5,683.91 square kilometres (2,194.57 square miles), Prince Edward Island is the smallest of Canada’s 13 provinces and territories, yet one of the most beloved. Offering something for everyone, PEI is famous for its white sandy beaches, striking red sandstone cliffs, and picturesque villages. Home to many festivals, farmers markets, and events, one of PEI’s biggest draws remains Anne of Green Gables.

Visitors from around the world come to experience the Green Gables Heritage Place for themselves, celebrating the enduring story of the little redheaded orphan Anne Shirley as envisioned by local author Lucy Maud Montgomery.

While many know PEI for its parks, scenery, history, and countless attractions, it also once had a reputation as a challenging place to reach. As an island in the Gulf of St. Lawrence, movement of people and goods to and from PEI across the Northumberland Strait was done by ferry and air, and was relatively costly. That changed in 1997 when the island was joined to the mainland via the 12.9 km (eight mile) long Confederation Bridge.

With its charming, small-town feel, gorgeous scenery, proximity to shopping and amenities, great school system, and low cost of living, it is no surprise PEI’s population is growing at a rapid rate. Relatively unchanged for years from the 145,000 of a decade ago, PEI’s population sits at over 180,000 today. In 2022, the province’s population increased by 4.3 percent, the highest increase on record.

According to Statistics Canada, PEI’s population could hit 200,000 by late 2026 or early 2027. And while population growth has its benefits, it also brings challenges, such as the need for additional housing, more roads, and improved transportation.

Published earlier this year, the Public Policy Forum’s Atlantic Canada Momentum Index is a report sponsored by the Atlantic Canada Opportunities Agency (ACOA), which works to create economic growth and champions the strengths of Atlantic Canada. According to the report, 17 of 20 indicators “experienced an improvement in PEI, the best performance among the Atlantic provinces,” in the period 2015 to 2021-22. “The strongest growth was in housing starts (15.5 percent), followed by immigration (9.3 percent), non-residential investment (4.3 percent), and BERD (business enterprise in-house expenditure on research and development) spending (4.2 percent).”

In the past year, stories have appeared regularly about Canadians leaving other provinces—Ontario in particular—for a more laidback and less stressful life in PEI. This growth is also taking place alongside an increase in non-permanent residents to the island, which is also affecting the overall rise in population. As of July, it was estimated that there were some 10,000 non-permanent residents of Canada. About 50 percent held work permits, approximately 37 percent were foreign students, and about 13 percent held study and work permits.

The Government of Canada website has links to help people settle in PEI, discussing subjects such as “What you need to know to move to Prince Edward Island,” and “A guide for newcomers to Prince Edward Island.”

All those people, of course, need to get around. Whereas much larger provinces like Ontario and Quebec are struggling with traffic congestion and balancing the needs of drivers, cyclists, and pedestrians, Prince Edward Island is actively creating infrastructure to meet the needs of future businesses and residents. This year alone, the province announced millions of dollars allocated toward new cycling lanes, transportation corridors, and public transportation electrification in the capital city of Charlottetown.

In May, the province announced a joint investment totalling over $7 million between the governments of Canada and PEI to support two active transportation infrastructure projects. Residents and visitors alike will benefit from the construction of new roads. Along with a new 3.1 km (1.86 mile) active transportation corridor along Route 13 in Brookvale, the funds will rehabilitate a combined 25.9 km (16 miles) of three active transportation corridors.

According to the Department of Transportation and Infrastructure, adding 1.2 metres (3.93 feet) of paved shoulders on each side of the road “will provide the public with an easier and safer option to visit popular destinations such as the Confederation Bridge, Cavendish National Park, as well as Mark Arendz Ski Park.” The addition of paved shoulders to Routes 20, 17, and 15 “will encourage travellers across the island to use greener methods of transportation.”

According to Heath MacDonald, Member of Parliament for Malpeque, on behalf of the Honourable Dominic LeBlanc, Minister of Intergovernmental Affairs, Infrastructure, and Communities, “Safe and efficient active transportation corridors will provide residents and tourists with better low carbon emission alternatives to travelling around this beautiful province. Having adequate active transportation infrastructure will help build healthy and sustainable communities, while also improving pedestrian and cyclist safety.”

The announcement is one of 54 infrastructure projects, or project bundles, under the Green Infrastructure Stream. This includes over $171 million from the federal government and a total provincial contribution of almost $153 million. The funding is yet another step in the Atlantic Growth Strategy toward the goal of strengthening local economies, building inclusive communities, and creating well-paying, middle-class jobs.

“The Government of Prince Edward Island is working hard to build a network of safe, welcoming, and healthy communities,” said The Honourable Ernie Hudson, Minister of Transportation and Infrastructure, in a media release. “Expanding active transportation pathways is a great way to connect Islanders, support recreational activities, and help the province reach its net zero goals.”

Along with motor vehicles, pedestrians and cyclists will also benefit from recent additions and improvements to road infrastructure. New paved shoulders will make it easier and safer for vehicles to keep their distance from cyclists. Although there is a one-metre rule already in place, PEI’s cyclists are welcoming the extra margin of safety, especially in areas where roads presently don’t have shoulders.

The move dovetails into federal and provincial initiatives to make Canada greener, shifting away from cars toward other non-traditional means of transportation, like electric bikes and scooters. “E-bikes [power-assisted bicycles] are a cleaner and more efficient mode of transportation when compared to single passenger vehicles,” says the province on its e-bike Incentive webpage.

To further this initiative, PEI is offering eligible Islanders and organizations a $500 rebate for buying an e-bike. Announced in September, the program is aimed at promoting greater adoption of Active Transportation.

PEI residents are eligible for one e-bike rebate per calendar year, and other groups—such as non-profits, businesses, and First Nations Indigenous Organizations—can receive up to five rebates per calendar year. Eligible e-bikes must meet certain criteria, including costing $1,200 or more, having an electric motor of 500 watts or less, and reaching a maximum speed of 32 km/h (19.88 mph).

As a further commitment to cleaner and more affordable methods of transportation, the provincial and federal government recently announced more than $22.7 million toward expanding and electrifying Charlottetown’s public transit.

Known as the “Birthplace of Confederation,” Charlottetown is a vital hub for Islanders. Home to numerous provincial and federal offices, the city is renowned for its attractions, clubs, nightlife, theatres, art galleries, and more. It is also located just 60 minutes away by car from all major points of access.

Recognizing the city’s importance to the entire island, the move will see the construction of a new maintenance facility. Once completed, the facility will have bus storage and maintenance bays, room to house 19 electric buses, seven new electric buses, and three new diesel buses to cover service during the process of electrification.

The project also includes the installation of a new, state-of-the-art 400 kWh solar battery energy storage system (BESS), which will lead to lower energy costs.

“Our government is investing in infrastructure that supports a strong economy, creates jobs, and builds greener, more resilient communities,” said The Honourable Sean Fraser, Minister of Housing, Infrastructure, and Communities in a news release. “The investment we’re making today will improve public transit for thousands of Islanders while lowering our greenhouse gas emissions.”

Sean Casey, Member of Parliament for Charlottetown, added: “Our government continues to support Charlottetown in laying the foundation for a sustainable future in transportation. The new maintenance facility will not only support the arrival of electric buses but also contribute to reducing environmental impact. These projects showcase our shared commitment to innovation, efficiency, and a greener tomorrow.”

As the population of Prince Edward Island continues to grow, investments by the province and the federal government will continue to make PEI easier, safer, and more convenient for residents, tourists, drivers, cyclists, and pedestrians alike.

The post Small and Mighty<p class="company">Prince Edward Island</p> appeared first on Business In Focus Magazine.

The Transportation Group consists of 250 vehicles and 500 employees operated by the Cassidy family, Mike and his wife Mary Jane and their sons Matthew, Stephen, and Ryan along with a dedicated Senior Management and Employee Team.

The family entered the bus business in April 2005, purchasing a small motor coach company in their home province of PEI and in September that same year, the Cassidys started Charlottetown’s first public transit system. Seven years later, in December 2012, they took over the daily scheduled bus line runs in NS, NB, and PEI after the long established Acadian Lines surrendered their motor carrier rights, citing annual operating losses within a Maritime Region which could no longer be sustainable. “We like to spend our time in businesses that serve a purpose within a community or region,” says Mike Cassidy.

The company considers itself the most diversified bus company that has ever operated in Atlantic Canada, providing a litany of services from group charters to cruise ship shore excursions, multi-day tours, school contracts, daily scheduled line run services, and PEI municipal rural bus routes, all under its very recognizable brands Coach Atlantic – Maritime Bus – T3 Transit.

Coach Atlantic President Matthew Cassidy says that one of the main business segments for the company is the cruise ship market, which has been growing steadily in Atlantic Canada over the last decade and has been bouncing back after the COVID-19 pandemic. There is a greater need now to serve that segment and continually support its growth.

This has led Matthew to an initiative to purchase California pre-owned double-decker motorcoaches for the business, vehicles that can move more people at any given time. In the past year, the company has sourced an additional nine such vehicles beyond its initial purchase, with the hope to add another seven to eight by the end of 2023. These double-deckers have low mileage and no rust or corrosion, and are a great touring vehicle to pair with cruise ships.

The company is also making a further $16 million dollar investment into its fleet of regular premium motorcoaches, purchasing an additional 20 motorcoaches in 2024 at approximately $800,000 each. This purchase will help the company keep up with the multi-day tourism business and the traditional motorcoach market as it continues to grow. Presently, the Bus Group moves 8,000 passengers daily in the off season and ramps up to 15,000 per day in the Tourism season from May to October.

“Our vehicles allow people to see all parts of the Atlantic provinces,” Matthew states, allowing for economic prosperity to be spread out amongst the smaller regions.

Economic diversification is all-important for the company, as is working in tandem with local businesses. Matthew notes that the company is responsible for 85,000 annual hotel/motel room nights in the region thanks to touring passengers, and has helped boost food, tourism, and attractions along the way. Continuing to make investments in the region will encourage more people to visit Atlantic Canada, and wherever passengers are moved to, they are spending money and stimulating local economies.

While moving people is a top priority for the bus group, the Cassidy family is also committed to the agriculture sector. The diversification has given way to a venture by Mike Cassidy into VK Greenhouses and Cassidy Farms, the agricultural arm of the Group. In 2018, he was interested in introducing the haskap berry crop to PEI—a ‘superfruit’ that resembles a long blueberry but is packed with more antioxidants—as well as continuing to distribute its well known VK tomatoes to Atlantic Canada.

VK and Cassidy Farms are meant to inspire people to buy locally and support local farmers. Mike and his family are born-and-bred Maritimers, so they understand the markets and culture of the region and how important shopping locally and sustainably is for everyone.

He says that the family’s Maritime roots are a reason why it is so easy to build relationships with everyone from suppliers, banks, and levels of government to one’s competitors. Establishing long-term loyal relationships makes business easier in a perceptibly smaller region like the Atlantic provinces.

All businesses today face their challenges and transportation is no exception. The transportation industry is currently facing headwinds, says Matthew, with supply chain issues imperfect but improving. Interest rates have doubled in the past 18 months, which represents a significant difference when making capital investments, and this has influenced financial decisions on all levels.

Another issue on the rise is the prospect of climate change and sustainability, which will be a challenge in the next decade. The company wants to be a leader in the climate change conversation. The transition to zero-emission commercial vehicles is going to take time as technology and infrastructure develops. Therefore, the company looks to do incremental improvements whenever possible. This includes purchasing fuel-efficient and high-capacity vehicles and starting the process to introduce electric transit buses for its municipal transit fleet.

Travel is becoming less of a luxury and more of a necessity for customers, especially post-pandemic, Matthew says, and Coach Atlantic – Maritime Bus – T3 Transit is confident in where it is and where it is going. Mike adds that he has never been more excited in his career than right now, especially as the team investigates different ways of moving people in the future. Both the transportation and agriculture industries are low-margin and capital-intensive, with seven-days-a-week operations, so it takes a huge level of commitment and passion to be involved in them for as long as the Cassidy family has.

The family believes in the Atlantic Canada region and in what the Company Group does for it. This belief is both the definition of its success and the reason why there is so much excitement around the continued growth of both. “It’s hard for us to think that we would be as successful in any other region of Canada,” Mike says, seeing a more exciting future than ever heading into the new year.

The post A Bus Company With A Purpose<p class="company">Coach Atlantic – Maritime Bus – T3 Transit</p> appeared first on Business In Focus Magazine.

This volunteer, non-profit organization supports agricultural fairs, shows, exhibitions, and expositions held at the state, provincial, regional, and local levels, and is composed of members of state and provincial fair associations, non-agricultural expositions and festivals, associations, businesses, and individuals who provide related goods and services.

Founded in 1885 with six fairs in its roster, the IAFE, headquartered in Springfield, Missouri since 1980, currently represents more than 1,100 fairs worldwide and more than 900 members from related industries, and has consistently upheld its commitment to the mission of supporting and encouraging the growth and enhancement of agricultural fairs, exhibitions, and expositions.

“The IAFE was created to act as kind of a clearinghouse for fairs to get together to discuss their common problems, to come up with common standards they can work with to avoid having competing dates with one another—especially state fairs—and come up with policies,” explains President Marla Calico, who also has happens to have access to a vital but long out-of-print book that covers the history of agricultural affairs. Published in 1935, The Agricultural Fair by Wayne Caldwell Neely provides one of the best sources of fair history to this day.

The original fairs started before the United States was even its own country, Calico adds, referencing one fair that still operates in Pennsylvania that was granted a license prior to 1776 to operate as a fall agricultural market. A proliferation of county fairs, especially up and down the eastern seaboard, along with burgeoning state fairs, led to the need for organization.

“There came a time when fairs hadn’t quite found their purpose,” says Calico. “This created a need to come together to make sure that we were taking this industry as a whole—and something that’s a part of our culture—forward.”

This led to annual meetings, conventions and newsletters, a magazine, and then email, e-newsletters, and websites to help keep everyone organized.

“We are very much an organization that throughout its history has existed for connecting and getting information and education out there so our member fairs can do a better job,” says Calico. “Fairs across the globe are part and parcel of their community. We want them to continue to be able to do that for more generations to come.”

To qualify as a member fair—of which there are more than 1,000 today around the globe—there must be an agricultural component at the heart of the organization and activity. For the majority of members, a traditional county or state fair involves a livestock show which may have exhibitors of all species of animals, either strictly limited to kids or open shows for adults. But that isn’t the sole type of agriculture—there are Strawberry Festivals, for example, in both Texas and Florida. Featuring entertainment, activities for youth, competitions (other than agricultural), a carnival, entertainment, and food and beverage options separates fairs from festivals, theme parks, church bazaars, and fundraiser events.

Calico adds that it’s “quite typical” for everyone across the industry to exhibit passion about their roles with agricultural fairs, particularly when it comes to education. “I’ve spent almost my entire adult life in the sector and I love it,” she says. “It’s the type of thing where, if the bug bites you so to speak, it really bites you.”

The organization’s educational efforts involve a printed magazine distributed to its members along with an email production called The News Brief sent out three times a week to 7,000 subscribers, featuring news stories regarding peers in related businesses and items of interest pointing members to new educational opportunities, meetings, or resources. “We rely heavily upon that method of communication to get information out to people, so it’s extremely important,” says Calico. “It’s what I really think is at the heart of what we do.”

Additionally, a foundation called the IAFE Education Foundation, a not-for-profit, was created with the sole purpose of raising money for the organization’s Institute of Fair Management College. The college offers a series of short courses that an individual can take rather at their leisure; once enrolled in the program, participants have six years to collect credits for all courses.

“It’s a basic introduction to some core concepts that everyone involved in fairs today needs to know,” says Calico. “There are a couple of courses on human resources, on finances, programs to remind you of the importance of the agriculture component of a fair, components for carnival, and components on security, safety, and insurance.”

Currently, there are 36 separate courses that must be completed before graduating.

“The success of this has been absolutely unbelievable,” Calico shares. “Today there are probably 300 to 400-plus people who’ve graduated from the program.”

And some positive results have come out of it, she adds, with some great white papers and toolkits that benefit the entire industry. “The addition of this education component has been key to what we’re doing and how we’re continuing to provide what we can to help the fair industry grow and continue to celebrate agricultural shows,” she says.

This is all excellent news for the future of fairs in general, whether in a little village in southwestern Ontario or in the entire state of Iowa. “They exist to serve that community and bring the community together to highlight the very best of the community,” Calico says. “It becomes part of the social fabric, and what’s key is how that fair individually reacts to external circumstances, some beyond their control, and some that they need to adapt to.”

Adapting to changes can include how to build a better website to reach people and develop improved communication to help fairs continue to grow and flourish and keep them relevant in changing times. In the age of electronics, Calico has seen robotics and STEM competitions introduced to several fairs, which introduces an entirely new and diverse generation to the organization.

“I think as long as there are fairs, there is going to be a role for us to play, but we have to be flexible and agile. So that means our team has to be looking at the cutting edge, that we have to have our ear to the ground. We’ve got to say, ‘is there a role for artificial intelligence in the fair industry, and what can we do?’ We have to be proactive.”

One of the organization’s biggest projects at the moment involves addressing the disconnect between today’s consumer and their understanding of food production.

“It’s not universal to every city and village, but we have people almost everywhere who think that milk comes from a grocery store and they don’t even know it comes from a cow,” says Calico. “They think it comes from an almond tree. We have people who will do everything in their power to help stop production agriculture. There are people who believe so strongly that animals should not be utilized in any sense of the word that they’re going to determine what you eat.”

With strong financial support from a number of its members, the association recently completed a consumer research study to find out what people know about their food, who they trust for information about their food, and what opportunities and obligations there are for fairs to fill that gap.

Another critical role the association has to play in regard to the health, financial stability, and future of its members is in mobile amusements and carnivals. “What most people don’t know is that the number of operating mobile amusement companies in the United States alone has dropped by 50 percent in the last 10 years,” says Calico. “But there hasn’t been a commensurate drop of 50 percent of the number of fairs; that number has remained steady. So that means that fewer carnivals are trying to play the same number of fairs. Some small fairs, particularly in rural areas, can no longer get a carnival to operate. They don’t exist.”

One of the reasons for this comes down to the lifestyle of being out on the road for much of the year. “We’re seeing in what had been multi-generational family operations—particularly after the pandemic—that the next generation is saying they don’t want to work that way and take those risks. They want something different for their family.”

State regulations also play a role. Many states have created a prevailing wage for workers when bringing in a carnival, so no matter who is hired, whether it’s a foreign worker with an HTB or a local worker, state minimum wages no longer apply.

“Some states have also created an onerous system of inspection—not just one inspection, but an inspection and a fee every single time you set up,” says Calico. “And then there is the cost of doing business with carnivals operating on diesel fuel with prices that have stabilized at extraordinarily high rates. There’s also insurance, the cost of a new ride, and a carnival has to stay competitive just like any other business, by bringing new offerings to the table.”

Those new offerings are hard to come by, as Calico believes there are no longer any manufacturers of rides in the United States; rides can only be purchased primarily from Europe.

“Those things make it very, very difficult to continue in that particular business,” she says. “That core agricultural piece is at the heart of what you do, but if you think about the business, agriculture is a loss leader. You’ve got to have it front and center, but agriculture competitions in and of themselves don’t pay the way; you need to have other revenue. Consequently, that’s why fairs have entertainment.”

That’s also why they lease space to food vendors and food trucks, why they have an admission charge, and why they work with carnivals—so there’s a funding stream to support that core mission of agriculture. “You can see how that goes hand-in-hand,” says Calico. “For the fairs to survive, the carnivals have to survive as well.”

Despite these ongoing challenges, however, Calico has only positive things to say about her time spent in the business.

“Sometimes I think I have the greatest job in the world because I get to go out and visit our members where they are, see their operations, celebrate with them, and help them. So I think it’s a pretty cool job!”

And it’s a job she’s striving to keep going for many years to come. “Almost every year someone from the media will say, ‘why are fairs still going on? Are they actually still relevant?’ And the answer is yes,” says Calico. “Do fairs look different than they did 200 years ago? To a certain extent, yes. They sometimes look wildly different, but still, the core of a county fair state fair or regional fair is about bringing people together.”

The post The Fair Necessities: Bringing Communities Together through Candy, Carnivals, and Cattle<p class="company">International Association of Fairs & Expos</p> appeared first on Business In Focus Magazine.

While the fair is an experience not to be missed, the Illinois State Fair has found a way to be a permanent and invaluable member of the community, particularly in times of need. For instance, during the pandemic, it became a site for vaccination and testing clinics. It also offers a farmers market to improve community access to fresh food and serves as a vehicle to promote the state’s number one industry: agriculture.

A rich history
Since the 1800s, the Illinois State Fair has served as a platform for the state to promote its primary industry and economic driver while bringing affordable entertainment to the people of Illinois, as well as the many visitors from outside the state and country each year.

“The Illinois Department of Agriculture’s oversight of the Illinois State Fair and Fairgrounds are a testament to the importance of agriculture in Illinois,” says Illinois Department of Agriculture Director Jerry Costello II. “In addition to the annual fair, our state fairgrounds showcase Illinois’ number one industry throughout the year through livestock and horse shows and our annual Illinois Products Expo. These events bring hundreds of thousands of visitors to our fairgrounds every year and the continued investment in the infrastructure of the fairgrounds is a testament to the priority and commitment to our agriculture community by this administration.”

“Many fairgoers think of corndogs and concerts and carnival rides when they think of the state fair; at the heart of it all, we’re an annual showcase for Illinois agriculture, so showcasing our state’s number one industry will always be a long-term goal,” shares Illinois State Fair Manager, Rebecca B. Clark.

She notes, “Back then, the fair was designed to promote not only best practices in agriculture and raising livestock, but also displays of improvements of labor and industry, education, and science. Today, the Illinois State Fair continues to showcase Illinois’ agricultural history, our educational values, and the future of our state’s number one industry while also providing top-notch, affordable, family-friendly entertainment.”

Throughout its rich history, the Illinois State Fair has called twelve different cities in Illinois home since it was first held in Springfield in 1853, where it eventually returned in 1894 and has remained for over 100 years. The Fairgrounds have hosted what would become remarkable moments in history, from Senator Stephen Douglas’ speech and Abraham Lincoln’s rebuttal the following day in 1854, to President John F. Kennedy addressing Illinoisans in the iconic Coliseum.

The first permanently located fair took place in September 1894 and since that time the Fairgrounds have changed significantly. With several enclosed and open-air facilities, it is the ideal venue for concerts, races, livestock shows, and rodeos, as well as public and private events including weddings, conferences and conventions, trade shows, and so much more.

The Fairgrounds
With over 150 buildings and facilities including the world’s fastest dirt track, four indoor arenas and an outdoor arena, a grandstand, and countless barns and stalls for livestock and horses, there is a great balance of new and historic buildings on the 366-acre Illinois State Fairgrounds.

One of the most iconic buildings is The Coliseum, constructed in 1901. Clark explains that many consider it to be the “Crown jewel of our Fairgrounds.” The large, three-story oval-shaped amphitheater is regarded for its pristine footing, making it perfect for equestrian, canine, and livestock exhibitions.

Its range of barns, paddocks, and pavilions, as well as its livestock centers, have made the Fairgrounds renowned countrywide for its ability to host large-scale agricultural events. It also boasts a 300-site campground that can accommodate motor homes, RVs, fifth wheels, and tents from April 1 through October 31.

As a historic fairground on the national registry, significant investments are being made. Clark explains that thanks to investments from Illinois Gov. J.B. Pritzker’s Administration, the Illinois State Fairgrounds are in the middle of an $80 million capital improvement plan, making key structural improvements and addressing infrastructure needs like roads and other maintenance to enhance accessibility and function.

“Being located on historic fairgrounds where buildings date back to the Teddy Roosevelt Administration, the upkeep is critical,” explains Clark. Referred to as a “game changer,” the investment will afford year-round use of the facility—and just in time for the 2024 Northern American Belgian Championship, an international show that will see around 800 draft horses, as well as the 2025 Clydesdale Show, the World Palomino Show, and more.

More than a midway
Having wrapped up this year’s festivities, the Illinois State Fair team is gathering feedback and already working hard on upcoming events for 2024. Next year, the fair will run from August 8 to 18 and as always, will be kicked off with the annual Twilight Parade, a Springfield tradition.

“We have an Ag Day breakfast where we celebrate the achievements of our state’s number one industry, and we have two carnivals, a carnival that is geared toward older kids and a smaller carnival that is geared toward younger kids. We host five days of harness racing, two days of auto racing, truck and tractor pulls, demolition derbies, monster trucks, and we have a Veteran’s Day celebration each year,” Clark explains.

“Our entertainment lineup definitely attracts visitors from throughout the Midwest and our competitive and livestock events are pulling the best and the brightest to compete on the largest stage in the state for top agricultural prizes,” she adds.

The 11-day event even draws people from around the world. Its newest attraction, the Route 66 Experience, is one of the biggest draws for international visitors and pays tribute to the historic highway on which the Fairgrounds are located.

“We are one of the few, if not the only fairgrounds located on Route 66, so our community recently came together to build a new exhibit that’s dedicated to the mother road, and it really showcases all the great things that you find on Illinois’ path of Route 66 from Chicago to St. Louis,” including historic giants like the Muffler Man and a neon sign park that is ripe with nostalgia.

“It’s really a breathtaking view of Americana. The exhibit is open year-round. It’s a self-guided tour that is already attracting international visitors and will continue to grow, especially as we head into the Route 66 centennial celebration in 2026,” says Clark of an experience that is not to be missed.

Creating an experience
In an age where entertainment options are a dime a dozen, the Illinois State Fair continues to work hard to pay homage to its roots while modernizing to remain relevant. The goal is to be an affordable, accessible source of entertainment in a highly competitive market.

Clark acknowledges, “Entertainment dollars are stretched and so it’s really important that we are offering a new and relevant experience that makes families want to spend those precious entertainment dollars at our venue. Making yourself relevant while keeping all the staples is a delicate balance, but if you’re not staying relevant, you’re really losing out.”

To remain Illinoisians’ first choice for summer fun, the Illinois State Fair is bringing in fresh new ideas to appeal to today’s fairgoers. The newly introduced Selfie Gallery was a smash hit and offers 12 individual photo booths and two group photo booths for people to enjoy and share with social media, commemorating their time at the fair. It must be working, too, because the fair saw more than 700,000 visitors last year, which exceeded pre-pandemic attendance records.

“Not only have we now rebounded from COVID levels, [our competitive events are] surpassing levels that we haven’t seen before, but with that comes a need to improve our facilities to accommodate larger shows,” Clark explains.

Undoubtedly, with this level of impact, the Illinois State Fair and Fairgrounds are a major economic driver for the local and state economies, but it is more than just a revenue generator. It is a premier public facility in the state—a place where people are having experiences and making memories year-round that will last a lifetime thanks to the sponsors, the staff, and the volunteers who make it possible each year.

Looking ahead
As always, people should stay tuned for the carnival midway lineup. It promises many of the same fan favorites that people have come to love with new and exciting additions that will elevate the offering for all to enjoy.

The Illinois State Fair adopted a Sensory Friendly Fair initiative that creates a safe space for individuals with sensory processing disorders. The initiative began in 2023 and will continue to grow to make the fair accessible and welcoming to all.

“Last year we launched a Sensory Friendly Fair initiative and we’re looking forward to growing and improving that initiative in 2024. Recognizing that the fair can be overstimulating and overwhelming for some individuals, the Illinois State Fair has created a designated area on the fairgrounds to aid individuals and families who need a moment to regroup. Coupling this with modifications to select programming in order to create a softer, more calming environment for children and adults who suffer from sensory processing sensitivities, the Illinois State Fair charted a path to increase accessibility and inclusivity,” Clark shares.

Next year, with more investments planned and newer, innovative ideas taking shape, the Illinois State Fair will continue to surpass expectations as a stage for the state’s history and culture to be showcased and a fun, affordable, family-friendly venue for countless forms of entertainment, while also serving as an invaluable part of the local and state economy and community.

The post A Nod to the Past and a Focus on the Future<p class="company">The Illinois State Fair</p> appeared first on Business In Focus Magazine.

Hangcha was founded in China in 1956, and in 1974, its first forklift rolled off the manufacturing line. Since then, the company has become an international leader in the industry. Figures from Modern Material Handling (MMH) magazine place the company eighth worldwide in sales volume. Today, that market leadership continues, with over 80 subsidiaries in countries around the world and industry-leading technology.

Hangcha forklifts have been available in Canada for some time but, in 2019, the company deepened its footprint here. Robert Pitzul, Vice President of Sales for Hangcha Canada, was the catalyst. At the time, Hangcha forklifts were entering Canada’s dealer network through an importer. Pitzul approached the company about putting facilities on the ground in Canada, and with a U.S. expansion just under their belt, Hangcha Group agreed.

Hangcha Forklift Canada was incorporated in 2019—just in time for COVID to put a damper on its plans. The delay was only temporary, and the team picked up the keys to the warehouse in the fall of 2020.

Today, most of the company’s 35 employees are located at the headquarters just outside Montreal, in Vaudreuil-Dorion, Quebec. That first location was only one piece of the puzzle: the company also has a 30,000-square-foot warehouse showroom in Mississauga, Ontario and another 14,000-square-foot warehouse in Vancouver, British Columbia.

Louanne Rioux, Sales and Marketing Director, explains that the locations are strategically chosen, as is the inventory. “We wanted a presence from the West Coast to the East Coast because there are different applications and needs from one region to another. This way, we can provide the units best suited to the market.”

That line of units is broader than most, offering forklifts from Class I to Class VII, all manufactured by Hangcha.

The distribution facilities are a key differentiator between Hangcha and its competitors. The Mississauga warehouse has over 300 units on display for its customers, representing its full line of products. With that volume of inventory on the ground and a robust distribution system in place, Hangcha can offer customers much faster access to needed equipment. “Our lead times are second to none,” Rioux says. “Even if we have a factory order for a unit that isn’t already here, it only takes 16 to 20 weeks to deliver on average. Waiting periods of 12 to 24 months are more typical [in the industry].”

Randy Thistel, Regional Sales Manager for Hangcha in Ontario, points to that investment as an indicator of how Hangcha Group approaches its international expansion. “Hangcha has invested in the warehouse and put product on the floor. They made that commitment to have the units available for the dealer network and the end users. This is essential to what our success is going to be,” he says.

When it comes to forklifts, Thistel has “been there, done that.” He has worked in every corner of the industry for 30 years, from service to operations to sales. The decision to join Hangcha was an easy one for him. “I had known Robert for about 10 years. When he talked to me about Hangcha, how they were investing so many hours in development, taking a top-notch product to market at an affordable cost, I couldn’t say no.”

Rioux may be newer to the forklift industry than Thistel, but for her, Hangcha completes a circle. “Previously, I’ve worked in international shipping and logistics. My role here is closing the loop from ocean freight to logistics on the road to forklifts. It’s an exciting industry; it’s challenging, it moves fast, and it’s necessary.”

Working to establish Hangcha’s presence in Canada has been a whirlwind. “I was employee number three. It’s been an interesting ride. I worked with Robert to develop the structure, the dealer network coast to coast. Then we worked to build the sales team, starting with inside sales first, then the outside sales territories.”

The company has grown quickly in a short period, and it is intentional about the culture it is building. “It took some trial and error over the four years, but we have a dream team now. We’ve got over 100 years of combined industry knowledge and history on our team.”

Both Rioux and Thistel stress that the values of the company are not just words on the wall. The values of integrity, teamwork, responsibility, and sharing are embedded in the way the company does business, and decisions are made collaboratively.

“We’ve got a great foundation with our people,” Thistel says. “Every puzzle piece makes us so much better, and we make key decisions together, as a group. We’re creating things the right way.”

One of the challenges involved in expanding the company’s business and presence in Canada is introducing a technology that is still relatively new to the market: lithium-ion batteries. Traditionally, forklifts have been operated by either diesel, propane, or lead-acid batteries.

“With lead-acid, the more the battery drains, the less power you have,” Thistel says. “Your lift speeds will slow; your drive speeds will slow.” Lithium batteries, on the other hand, deliver full power continuously, and they are designed for what Thistel calls ‘opportunity charging.’

“With lithium technology, the battery wants to be charged all the time. The operator can charge them when they’re on break or at lunch, and you’ll never run out of battery. We have them in 24-hour applications, which would have been impossible for a lead-acid battery.”

What about durability? “We have some units with 4000 hours on them, and the batteries are still running perfectly. We stand behind them. We offer a 10-year warranty on larger units, five-year on the smaller units. It’s a strong warranty, and I believe we’re changing the industry for the better.”

Thistel and Rioux are clear: for Hangcha, the future is lithium. “By the end of 2024,” Thistel says, “we’ll have lithium in every unit, from a 100,000-pound capacity forklift right down to a 2,000-pound walkie. We’ll have lithium technology for it all.”

One reason this technology makes sense is cost savings, and for owners, those savings add up. “We’ve done the research,” Thistel says. “Over the first 10 years, between the purchase of the unit, charging, fuelling, and repairs, the cost savings amount to about $150,000 per truck.”

Although relatively new technology to the forklift market, lithium is catching on. In fact, Hangcha is putting these batteries into service with forklifts from other manufacturers.

“With our universal lithium battery system program, we can put lithium technology into any brand,” Rioux says. “If someone has a forklift with a lead-acid battery that’s no longer useful, we can install a lithium battery to replace it. The owner can keep it running, instead of scrapping the whole machine.”

“We’re even doing that for new trucks from other brands,” Thistel adds. “Dealers are putting our lithium batteries into new forklifts with lead-acid batteries because the technology is just better.”

For Thistel, the support Hangcha Canada receives from the manufacturer is key to the company’s continued growth in Canada. In addition to supporting its dealers and end users through the adoption of lithium battery technology, the engineering team in China also responds directly to input from this market. “We can take something to the manufacturer, and they’ll implement it immediately if it makes sense. We don’t have to wait until a whole new line comes out.”

How can a company respond that nimbly? The scope and scale of the facilities in China are part of the answer. The company has one million square metres of manufacturing space there and is continuing to grow and expand. If you are having trouble imagining that, it is understandable, and Rioux has a helpful parallel. “It’s the equivalent of 633 arenas,” she laughs.

“When we took our dealers there,” Thistel adds, “it helped them understand what Hangcha is doing and how they’re doing it. They saw the quality of the facilities firsthand and the sheer professionalism of the people.”

Hangcha Group’s expansion into Canada is a textbook example of how to do it well, and it is all about commitment: investing in the right spaces, putting quality products on the ground, and hiring and empowering a ‘dream team’ of the right people. This approach is not a one-off, either; in the few short years since its Canadian expansion in 2019, Hangcha has employed the same principles and expanded to Mexico, Brazil, Australia, and the Netherlands.

“Hangcha has committed to be the best at everything we do,” Thistel says. “We want to have the best product, the best availability, the best parts department. We’re continuously improving. We want to be the best, to set the bar for the industry in Canada.”

The post Lifting the Industry Higher<p class="company">Hangcha Forklift Canada</p> appeared first on Business In Focus Magazine.

An ISO 9001 certified company, Mahler uses SPC (statistical process control) quality control practices as well as final quality control examination on the components it produces for a host of industries that include clean technology, aerospace, medical, forestry, sonar, pulp and paper, and deep sea submergence. The business has the flexibility in capacity and skill to handle complex prototype jobs all the way up to production runs that deliver parts in the thousands per month.

With a 20,000-square-foot climate-controlled environment designed to facilitate ideal production flow, Mahler utilizes the latest in CNC technology to ensure superior quality and provide the ideal working environment for its skilled machinists.

“The business has changed over the last 40 years in a number of different ways, but always stayed dedicated to manufacturing high-complexity parts, which is our sweet spot,” says Nik Paukkunen, Co-CEO and Owner. “And that hasn’t changed for decades.”

Now in its third generation of ownership, the business was originally started by Adam and Trudy Mahler, then acquired by an employee, Pedro Fernandes, and his wife Carlynn 16 years ago, and is now owned as of a year ago by Nik Paukkunen and Aaron Kennedy, the other Co-CEO and Owner.

“Over those four decades, there’s been a real dedication to high-calibre manufacturing, a consistent focus on developing people, equipping those people with industry-leading technology, and also the systems and processes to produce high-quality work,” says Paukkunen.

Setting Mahler apart from its competitors, machinists at Mahler are rigorously trained in how to program, set up, operate, and run jobs from start to finish as opposed to more traditional models with a dedicated programmer and a team of operators. This is how Mahler uniquely keeps its talent pool progressing and upskilling while holding industry-leading quality metrics.

“That’s how we have such industry-leading quality metrics, and why people love working here,” says Paukkunen. “Our retention of staff is so strong because they get ownership of the part from start to finish, and are constantly problem-solving and working on different parts—Mahler being a manufacturer of thousands of unique parts annually.”

One reason Mahler continues to grow after being around for 40 years is the diversification of its customer base, adds Kennedy.

“We serve customers in a wide variety of industries with no one industry making up more than 30 percent of our business. We do a lot of work in growing industries like robotics, clean technology, deep-sea submersibles, medical, aerospace, and in different natural resources sectors like oil and gas and mining.”

This breadth of expertise benefits both customers and the company alike as the economy goes through different cyclical patterns.

“One of the unique things about Mahler is we are typically the primary or sole manufacturing partner for our customers,” says Paukkunen. “Most of our clients don’t have internal machining capabilities or CNC machines in-house; they rely on us to make parts that ultimately go into their end product.”

The business also acts like a high-calibre sports team, he adds, with a “fantastic” group of individuals on the team. “It’s a credit to the previous owner Pedro for fostering that type of culture,” says Paukkunen. “It’s very learning-focused; everyone’s trying to upskill to new jobs and collaborate on projects and new parts. If you work here, you’ve typically got a passion for complex machining and you love what you do.”

It’s also very performance-based. With quality as the most important aspect of the business, Mahler ensures any parts shipping out the door have gone through a rigorous process and bear a quality stamp of approval. Naturally, employees take great pride in ownership.

“We’re trying to continue and preserve that at all costs,” Paukkunen says. “We’re also trying to put more ownership and autonomy in decision-making onto the rest of the team.” He adds that the leadership style is very collaborative in terms of getting the right people in the room with the right information.

“Everyone’s an expert in different domains within the business, and we’re empowering them to make decisions that are right for the company,” he says. “We do that because it’s our leadership style, but also because we’re not machinists. It’s a benefit because it means we need to elevate people to make those decisions, which is exciting.”

The spin-off bonus of this attitude, Kennedy says, is that the culture found in a lot of manufacturing environments which involves employees protecting their discrete knowledge doesn’t exist at Mahler.

“Everyone here is so excited, passionate, and ready to explain not just how to do something, but also the why behind the approach they’re taking. I can’t emphasize enough how lucky we are to have inherited a culture where everyone’s just so passionate about sharing their knowledge and levelling up as a group and a team.”

Addressing the ongoing challenge of recruiting qualified workers in the industry, Mahler has taken several different successful approaches this year including setting up a partnership with the British Columbia Institute of Technology (BCIT) to bring in machining apprentices, targeted hiring of experienced machinists, and a grassroots program that takes individuals with mechanical aptitude and trains them into Red Seal certified machinists.

Receiving input from employees is also important, whether it’s speaking informally while spending time on the floor or in a more formal sit-down twice a year.

“The key questions we like to ask our staff are, ‘What are you enjoying about your job?’ ‘What takes energy away from you?’ ‘What are you missing that would make your life easier?’” shares Paukkunen. “We synthesize that feedback from the group and say, ‘here are the sorts of priorities we want to fix within in the business.’”

One also cannot overstate the value of the training that happens organically on the production floor with younger staff working alongside the more experienced members, adds Kennedy, and the company has also invested a time and money into training opportunities for staff, which include CAM programming courses from Mazak and Westcam (Gibbscam) and sponsoring multiple operators to attend BCIT in pursuit of becoming Red Seal certified machinists.

“Our objective is to grow the business,” Paukkunen says. “From a capacity perspective, that’s both labour and machines.”

Before buying the business, the duo had gone through what the utilization of the existing equipment was and found there was a lot of existing capacity with the fantastic equipment the company has today.

“We run top-quality Mazak machines from Japan. Plus, as we’ve moved more into the medical, mining, and mineral processing industries, we’ve received a ton of demand on the small turning side, so we’ve added a new Mazak Quick Turn 100MSY,” explains Paukkunen. “That not only gives us more capacity for small turning, but new capabilities adding y-axis cutting and a sub spindle for efficient higher volume production runs.” Additionally, this year Mahler added a Mazak VC500 vertical mill to enable rapid lead times for customers and another machine centre focused on training new staff.

Mahler has added 18 customers this year, and while the company has historically serviced the majority of its customers in B.C., right now 15 percent are located outside the province.

“We are fortunate to have had a lot of success this year and we owe that to the strength of our customer relationships,” says Kennedy. “The majority of our customer relationships extend decades, with over 60 percent of our customer base having been customers for 10-plus years. That statistic alone speaks volumes about the type of service we provide our customers.”

Analyzing the reasons for the long tenure of these customers, a huge part is what Mahler offers them, Kennedy says, which is a complete manufacturing partner and one-stop shop in many respects, with the company providing a wide variety of machining capabilities, from small, intricate parts such as medical device implants to large, complex milling and turning work. Mahler additionally utilizes a vetted group of suppliers, subcontractors, and vendors for finishing processes that include anodizing, plating, welding, heat treat, and testing whereby Mahler owns the final QC process on all parts.

“We have an ability to do unique things in inventory management for our customers who have repeat needs for parts, where we can build a safety stock here,” Kennedy says. “With this Kanban-style system, whenever we receive a release purchase order from our customers we have those parts ready on the shelf and can guarantee next-day or same-week delivery. Parts are always on time.”

This helps customers to maintain lower levels of their own inventory, which is a huge benefit. Taking these core offerings—which have been such a large part of Mahler’s tight relationships with its base customers—and offering them to new customers has played a key role in the company’s growth and success.

Processes, of course, are another important aspect underlying the company’s success. “The business has solid standard operating procedures, being an ISO-audited facility, but there is always opportunity to improve organization,” Paukkunen says. “In the first year of ownership, we have been focused on decluttering, organizing, and systemizing certain aspects of the shop with the goal of simplifying life for our staff especially the new joiners.” A small but significant tweak in process involves viewing mistakes as opportunities, he adds. If something goes wrong, there is always a root cause if you ask why enough times and a lesson that should be shared with the entire team.

“Something that Nik and I are proud of,” says Kennedy, “is that at Mahler we have over 250 years of tenure with our existing staff in the building. Not machining experience, but tenure with this business. And as new owners stepping in, one of the things we worried about was turnover of that core staff and how they’d react to the new ownership.”

They’re both proud to finish the year with zero staff turnover, and while there will likely be retirements in the long term, Mahler has held on to that core group.

The other quality that sets the company apart is industry-leading equipment that can handle a wide variety of jobs for customers from a manufacturing perspective. Mahler runs Mazak machines from Japan, which are of the highest quality in the machining industry. The dynamic fleet of CNCs range from small to large turning up to 24” diameter equipped with bar feeders, live tooling, steady rests, and sub spindles for high-volume production. Vertical milling ranges from high-speed mills with pallet changers to large-scale rigid milling with up to 84” by 40” tables for large workpieces. To run lights out, there are two horizontal mills with pallet changers and tombstones. Finally, there are two 7-axis mill-turns and a 5-axis vertical mill for high-complexity parts.

The broad array of equipment and redundancy in each machining centre means Mahler can take on the entire suite of products for any of its OEM clients. Over the 40 years, the team has worked on nearly every machineable material including 17-4, titanium, different plastics, aluminum, stainless, alloys, and castings to name a few.

“The equipment and our continuing investment in that type of technology put us ahead,” says Paukkunen. “Then, it’s our focus on service to customers and thoroughly troubleshooting anything that comes our way. We want to be the leading manufacturing partner—that’s our mission for our customers—as well as the best employer in manufacturing in B.C.”

Lastly, Kennedy and Paukkunen are young owners in an industry that is typically plagued with succession issues. They are proud to join a team with a 40-year history of success, but what they are most excited about is the next 40 years of local manufacturing.

The post Collaborative Leadership, Customer Care, and Shared Knowledge<p class="company">Mahler Machining</p> appeared first on Business In Focus Magazine.

That’s why shiny strips of 3M Scotchlite reflective materials are strategically placed on their uniforms to reflect back the oncoming headlights, alerting drivers and keeping the responders safe. These materials are a critical component of their protective gear.

Davey Textile Solutions, of Edmonton, Alberta, Canada, has been working with reflective materials such as these for nearly 23 years, building a reputation for premium textiles in western Canada.

A future in fabrics
When the family started the business in 1986, before reflective materials were widespread, it was a true case of humble beginnings. “They bought a tiny fabric wholesaler, about 2,500 square feet of space, and it was full to the rafters with fabric,” says Dan King, Vice President of Davey Textile Solutions. “They were buying and sorting fabric and seeing if they could find new homes for it.”

Eventually, the business would move to its current 25,000-square-foot facility and acquire other textile companies in the 1990s, with plans for expansion. By the early 2000s, however, more work was moving offshore and the entire North American textile industry was in decline, as King explains. The company couldn’t survive as a whole business.

At a crossroads, the team began looking into reflective materials and saw a significant opportunity to stay relevant in a changing marketplace. “We realized we had to pivot the company. So we started looking around and landed on safety,” says King of the team’s strategy of identifying labour sectors with a need for high-performance gear.

Alberta is one of the largest oil and gas producers in the world, and working on those rigs requires robust safety equipment. Significant new safety legislation was also coming into play. In the past, dirty gear was a badge of honour for an experienced firefighter or oil drilling operator, for example, but there were now strict protocols about clean uniforms to prevent inhalation and absorption of toxins.

“We leaned on our awareness and our contacts through our prior 20 years of history,” King explains, “then we looked at how we could redesign reflective material to make it washable.”

This was the foundation for the striped garment that Davey Textile Solutions developed, along with its water-wash solutions for the reflective stripes. The plan was to partner with 3M Canada but, early on in the new venture, Davey was selling less than $100,000 in reflective products a year and needed to top that in sales before it could work with 3M.

The research route
Another challenge was durability. Commercial laundries were losing money on uniform cleaning because the striping was destroyed after one wash.

Davey Textile Solutions’ perseverance and innovation paid off, as the company increased sales and collaborated with 3M Canada to improve the quality of safety garments and address industry concerns.

“What’s unique about Davey is that we put resources into research and development, which is not common in the textile industry,” says Lelia Lawson, the company’s R&D Specialist.

A recent example of ingenuity is the development of an end-of-life sensor for safety garments. An initiative through the University of Alberta in Edmonton focused on firefighters and their protective equipment in particular. While these professionals are outfitted in personal equipment to be protected from the fumes in fires, they’re still exposed to carcinogens through the garments.

“Traditionally, these bunker gear garments would be laundered at most twice a year. But the carcinogens from the fires are in the fabric,” says Lawson. “Every time a firefighter would take off their gloves and touch their garment, all of a sudden that contamination would happen on their hand.”

As a result of these findings, Davey Textile Solutions and the University of Alberta are working on a sensor that degrades at the same rate as the outerwear fabric, while accommodating exposure to water and heat, to measure and indicate if the fabric is still protecting the firefighters from contamination.

The concept is not easy to put into production; the sensor is made with graphene, which is a conductor produced by laser technology, Lawson explains. “Essentially, you are burning the surface of a polymer to create this conductive tract that degrades at the same rate as the bunker gear.” From there, a multimeter is used to measure the wear, and when it reaches a certain level, it’s time to remove the garment from service.

Safety, but make it sustainable
Also on the company’s priority list is the development of new, sustainable fabrics—an important strategy in an industry that has the potential to produce a lot of waste. Davey Textile Solutions stands out as a leader in sustainability, with a key project aiming at acquiring cellulous fibre from hemp, a crop that requires less water and other inputs for its growth.

Since Canada legalized cannabis, industrial hemp has resurged as an agricultural crop, and it just so happens that hemp grows well in a northern climate like Alberta. The long stock of the hemp makes some of the best fibre, but because of cannabis prohibition, processing hemp had become a lost art. And, like many other industries post-COVID, textiles have also experienced some significant supply chain issues.

“The question was, ‘how can we create a sustainable textile hub in Alberta?’” says Lauren Degenstein, Davey Production Team Lead, who heads environmental initiatives.

The solution was using lyocell, a popular new fibre made from the hemp cellulose. “This is different from other regenerative cellulosic fibres like rayon where the processing is extremely toxic and damaging to the environment and human health, whereas the lyocell process is not.”

When lyocell breaks down, it doesn’t change from its original form; it coagulates and essentially reforms into a new fibre which is far more environmentally healthy, says Degenstein.

“It can also be used in the manufacturing of high-visibility striping and daily textile products for our trim,” she explains. “So we’re currently working with the University of Alberta, looking at growing conditions and the different ways to cultivate hemp.”

Beyond producing more environmentally friendly fibres, Davey is also a leader in efficiencies, eliminating the defects and scraps that are so often a part of textile manufacturing.

“We’re also looking at our carbon emissions. This is so new for many textile companies that there’s no information on how to monitor our devices or how we integrate different products. We’re in the exploratory stages of that,” Degenstein notes. That means trial and error in the process of finding more sustainable options.

“There can be pros and cons to trading a specific chemical in our finishing process. It could be damaging to one type of aquatic life but not another, so we want to make sure that solutions aren’t just a Band-Aid and they’re actually making a difference.”

Textile recycling, as well, is really just starting to take shape in the industry, so manufacturers are in a bit of a waiting game for the demand to catch up and make these initiatives more viable.

Future-forward
The team at Davey Textile Solutions, though, recognizes the challenges and sees that the future of the industry lies in investing in automation and sustainable methods and materials.

Discussing these plans for new technology and efficiencies, King explains that, “Right now in our weaving department we have one operator per laminator and we’re running at about 125 meters a minute through that facility. We want to get that up to 600 meters per minute with the same number of staff,” he says.

“Textiles used to be really innovative. The first computer was a Jacquard loom for weaving complex patterns, but the textile industry hasn’t advanced like other industries. We’re working to change that.”

The post A Shiny New Future for Textiles in Alberta<p class="company">Davey Textile Solutions</p> appeared first on Business In Focus Magazine.