eedc 2013 annual report
DESCRIPTION
Our 2013 Annual Report provides the year’s financial results and highlights our organization’s achievements in economic development, tourism, marketing, innovation and technology advancement and the Shaw Conference Centre.TRANSCRIPT
A NEW ENERGYAnnual Report 2013Edmonton Economic Development
WHO WE ARE AND WHAT WE DO
Edmonton Economic Development is the primary catalyst for economic development
in Edmonton. We are a wholly owned entity of the City of Edmonton, governed by an
independent Board of Directors and managed by an entrepreneurial team that understands
Edmonton’s business leaders and investors.
Responsible for providing leadership to the economic growth strategy for Edmonton and the
Edmonton Region, Edmonton Economic Development is accountable for:
• Supporting industry growth and diversification
• Stimulating entrepreneurship and innovation
• Marketing the city image in target markets
• Managing the Shaw Conference Centre
• Boosting tourism, events and attractions
• Enriching the Edmonton Research Park and business incubators
Edmonton Economic Development works in close partnership with key stakeholders in the
economic development system – specifically, the City of Edmonton, Edmonton International
Airport, post-secondary institutions, the Government of Alberta, regional economic development
agencies, Port Alberta, Productivity Alberta, Northlands and the Chamber of Commerce.
OUR OBJECTIVE
To ensure Edmonton and the Capital Region outperform every major economic jurisdiction
in North America consistently over the next 20 years, no matter if the price of oil is $40 or $140.
OUR MISSION
To inspire a culture of entrepreneurship, innovation and competitiveness that forever
differentiates our city.
EDMONTON ECONOMICDEVELOPMENT
CONTENTS
PAGE 3
PAGE 4
PAGE 5
PAGE 7
PAGE 9
PAGE 11
PAGE 13
PAGE 14
PAGE 15
PAGE 16
PAGE 18
Message from the EEDC Board Chair
Message from the EEDC President and CEO
2013 Economic Highlights
Enterprise Edmonton
Edmonton Tourism
Shaw Conference Centre
Marketing and Communications
Corporate Services
Corporate Summary
Financial Summary
Board of Directors
MESSAGE FROM EEDC BOARD CHAIR PETER SILVERSTONE
For me what defined Edmonton in 2013 was a positive and powerful
energy rising from business, communities and from a variety of leaders.
I heard these feelings repeatedly from many different individuals and
groups throughout the city. In my mind there is no doubt that, at last,
one of the world’s most under-estimated regions is finding its voice
and beginning to realize the remarkable potential we have in our
innovation-driven economy.
Discussions and major projects over the past few years have sparked a transformative
period in our downtown, and it was exciting to see the final approval for Rogers Place,
Norquest College and developments for the new Royal Alberta Museum. These anchors an
irreversible movement towards a strong cultural and tourism downtown centre for the heart
of our thriving region, based on our healthy regional economy.
In September, Edmonton Economic Development welcomed famed astronaut Chris Hadfield
and other thought leaders at the inaugural E-Town Festival. The festival represented a bold
ambition to celebrate the ideas and entrepreneurial minds that constitute the spirit of our
region and provide a launching ground for further innovation.
And in support of opening up further opportunities, for the third year in a row Edmonton
Economic Development and the Edmonton Chamber of Commerce led business leaders on
a mission to Ottawa where connections were made with key government officials.
Closer to home, at Edmonton Economic Development, we welcomed a new executive
leadership team that deeply understands our economic environment and the business
leaders and investors that we serve. With the new team in place, we have been able to stay
focused on our objective to ensure that Edmonton, and the Edmonton Region, consistently
outperforms every major economic jurisdiction in North America.
MESSAGE FROM EEDC PRESIDENT AND CEO BRAD FERGUSON
At the end of the year, it is pretty easy to sit back and feel confident
that the underlying economy will continue to provide prosperity for
Edmontonians over the foreseeable future. To be content with 4.2%
GDP growth, a 4.8% unemployment rate, +3.9% population growth and
a 1.1% inflation rate. To know our brand is starting to shift from that of
an industrial powerhouse to that of an entrepreneurial powerhouse.
But we in Edmonton are not here to sit back and be complacent.
We are a city of builders, innovators and leaders.
And while we are surrounded with abundance today, our team at Edmonton Economic
Development is acutely aware that (1) we remain heavily reliant on one industry, one revenue
source, and one commodity price; (2) competitive jurisdictions are investing heavily in new
technologies, automation and labour productivity that threaten our competitiveness; (3) we
need to attract an unprecedented number of people and families to our region on an annual
basis; (4) our Edmonton brand needs to stand out as a welcoming place of opportunity
within a crowded marketplace; and (5) we continue to operate within a disparate and multi-
tiered model of economic development across our region.
We are proud of the progress we made in 2013. But the hard work is just beginning. We
need to be more ambitious in how we attract major events and tourists. We need to be
more competitive in how we attract direct flights and foreign investment. And we need to
become bolder in the way we market our brand and tell our story.
And what a story it is.
The great migration is just beginning. People are coming to Edmonton for an abundance
of opportunity, to restart their lives, to get ahead financially or to start something in our
community. They are coming to our city because they are welcomed, they are encouraged
and they are supported.
They come because they want to be a part of something.
Our goal is to stimulate economic activity and create an environment that ensures the great
migration and great prosperity continue in unison and in balance. Our goal is to out-perform
every other economic jurisdiction consistently over the next 20 years, and in 2013 we did
just that.
On behalf of the executive team at EEDC, I thank you for the opportunity to lead this
organization at an important time for our city. Our focus remains clear, and our commitment
is strong.
Never sit back.
54
2013 ECONOMIC HIGHLIGHTS
1. Labour Force - Statistics Canada Labour Force Survey estimates, by census metropolitan area based on 2006 census
boundaries, annual
2. Employed - Statistics Canada Labour Force Survey estimates, by census metropolitan area based on 2006 census
boundaries, annual
3. Unemployment Rate - Statistics Canada Labour Force Survey estimates, by census metropolitan area based on 2006
census boundaries, annual
4. Inflation Rate - Statistics Canada Consumer Price Index, annual percentage change
5. Housing Starts - Canada Mortgage and Housing Corporation
6. Value of Building Permits - City of Edmonton Monthly Building Permits Summary, Dec. 2013
7. Downtown AA Office Space - Avison Young Edmonton Office Market Report, Q4 2013 and Q4 2012
Labour Force 1 754,500 727,500 4%
718,000 693,200 4%
4.8% 4.7% 0.1%
1.3% 1.1% 0.2%
14,689 12,837 14%
3,966,199,245 3,419,353,800 16%
27.50 27.70 -1%
Employed2
Unemployment Rate3
Inflation Rate4
Housing Starts 5
Value of Building Permits6
Downtown AA Office Space ($psf) 7
2013 2012 CHANGE
5
DIVISIONAL APPROACH
Since Edmonton Economic Development was established in 1993 through the amalgamation
of the Shaw Conference Centre, Edmonton Tourism, Edmonton Research Park and Edmonton
Economic Development Authority, much has been learned about how assets, activities,
leadership and culture can contribute to a productive economic development agency. Of
critical importance is that we realize the full potential of each divisional unit and consolidate
the overhead that is shared between them.
As a result, Edmonton Economic Development is now structured as a conglomerate of five
operating divisions, each with its own expectation of performance and accountability:
• Enterprise Edmonton
• Edmonton Tourism
• Shaw Conference Centre
• Marketing and Communications
• Corporate Services
Together, these divisions represent a scalable and efficient platform for driving the pillars of
economic growth. The new structure is nimble and supports economic initiatives at various
stages of development, providing governance, leadership and coordination.
6
ENTERPRISE EDMONTON
DIVISIONAL SUMMARY
Enterprise Edmonton works with industry clusters to support initiatives that drive
market diversification, access to growth capital, technology adoption and risk-taking. The
development and implementation of industry-specific strategies to increase the annual GDP
contribution of industry clusters was a priority in 2013, as was attracting economic activity
to the Edmonton Region upward of $1 billion. Enterprise also supports the entrepreneurial
ecosystem by linking entrepreneurs, investors, adopters and networks.
7
Edmonton Research ParkGrow Key Assets
• Maintain Optimal Occupancy
• Land Lease
• Invest in Facilities Maintenance
New Investment
• $1.28 Billion
Support Enrepreunurial Ecosystem
• 2 Secondments to TEC Edmonton
Development Strategies –China & The North
• 18 Missions to Wood Buffalo & The North
• 4 Outbound Missions to Asia & Europe
Cluster Strategies & Results- Based Business Model
• 60 Advisory Projects
• 80% Satisfaction with Process
• 7 Clusters
Film Commission
• 2 EFEF Productions
Increase Economic Diversification
• Workforce Literacy
• Total Installed Costs Analysis
• Industrial Supply Chain Efficiency
• Energy-Related Technology
Direct Economic Impact
• Enterprise Edmonton $1.48 Billion
• Enterprise Edmonton 310:1 ROI
• Edmonton Research Park $14 Million
• Edmonton Research Park 13:1 ROI
City Tax Levy
• Enterprise Edmonton $4.8 million
• Edmonton Research Park $1.0 million
Other Revenue
• Enterprise Edmonton $1.0 million
• Edmonton Research Park $2.7 million
2013 ACCOMPLISHMENTS
In 2013, Enterprise re-activated the cluster strategies and developed a results-based
business model, with over 60 advisory projects, directly supporting Edmonton
businesses by mitigating barriers to growth. Enterprise mobilized the following seven
clusters: logistics; manufacturing; creative industries; energy and engineering; hospitality
and entertainment; finance, insurance and real estate; and enabling technologies.
In support of the entrepreneurial ecosystem in the Edmonton Region, two Enterprise
team members were seconded to TEC Edmonton.
To increase diversification of Edmonton’s economy, Enterprise launched six initiatives:
two major development strategies for China and ‘The North’; secured external partner
funding to focus on increasing competitiveness and productivity through ‘workforce
literacy’ enhancements; initiated Total Installed Costs analysis with the Alberta Steel
Manufacturing association; activated significant focus on the Edmonton Region’s role in
improving industrial supply chain efficiency; and supported the emergence of energy-
related technology connecting to growth opportunities.
The Edmonton Film Commission provides location, permitting, permissions and
funding support to film projects, and facilitated the production of the Edmonton Filmed
Entertainment Fund’s (EFEF) first two projects in 2013, Freezer and Cut Bank. Marketing
in 2013 focused on Edmonton’s experience and expertise in the winter genre.
The Edmonton Research Park (ERP) grew key assets by maintaining optimal occupancy.
ERP’s occupancy rates are at a five year high - 94% in ATC, 98% in RC1 and 86% in
BBDC- and we are investing in necessary building upgrades to maintain these levels.
Enterprise Edmonton and ERP activated a new biotech land lease memorandum of
agreement with SBI Bioenergy Inc., with building construction expected in 2014.
Overall, Enterprise Edmonton exceeded its 2013 goal of attracting $1 billion in economic
activity, with new investment totaling approximately $1.48 Billion, representing a return
of $673 return for every $1 expended.
8
EDMONTON TOURISM
DIVISIONAL SUMMARY
Edmonton Tourism works in partnership with stakeholders to grow tourism revenues,
increase visitation and create exceptional experiences for visitors. The year 2013 marked a
return to the regional market as the primary tourism customer base for the next five years,
and targeted outreach in additional areas of focus. Enticing people to Edmonton as a top-
of-mind destination was a priority, as was engaging leaders, players and partners in the
tourism industry to align and enhance our collective efforts.
9
Strategic PlanningProcess 2013-2017
Social Media Strategy ExploreEdmonton Instagram
• 528 Followers
• 1,722 Tagged Photos
• 6,248 New Facebook Fans
Edmonton Winter Campaignwinterinedmonton.com
• 24,060 Website Visits
• 48,066 Unique Visitors
• Referrals to Industry: 34% of Visitors
Integrated & CollaborativeMarketing Approach
Direct Economic Impact
• $57 Million
• 16:1 ROI
City Tax Levy
• $3.5 Million
Other Revenue
• $2.0 Million
Destination Marketing Organization Structure
• Sales
• Consumer Marketing &
Communications
• Visitor Experience
Meeting and Convention Attraction
• 121,688 Room Nights
• Economic Impact: $52,125,720
Major Event Strategy
• 22,590 Room Nights
• 33 Bids & 25 Events
• 7 Hosted Site Visits
• Estimated Visitor Expenditure:
$5,127,930
Icelandair Flight and Marketing Support
2013 ACCOMPLISHMENTS
In 2013, Edmonton Tourism engaged with stakeholders to develop a shared vision of
success and a strategic roadmap to guide activities through 2017. Based on this framework,
Edmonton Tourism reorganized to reflect a complete Destination Marketing Organization
structure with three primary areas – sales, consumer marketing and communications, and
the visitor experience.
Edmonton Tourism partnered with the WinterCity Advisory Council to help tell Edmonton’s
winter story and developed www.winterinedmonton.com as part of an extremely
successful winter campaign that will be further developed for 2014. Edmonton Tourism
also undertook the development of a social media strategy. The ExploreEdmonton Instagram
launched in November, engaging hundreds of participants over the first eight weeks.
The You’re Welcome Edmonton Program experienced amazing growth in 2013, receiving
3,069 nominations across an expanded scope of tourism-related business.
An integrated marketing strategy focused on specific geo-markets, identified through
consultation with Travel Alberta and the Canadian Tourism Commission. Primary markets
include Alberta, Western Canada and the United States, but our efforts are also directed to
the long haul Canadian market, the UK, Germany, the Netherlands and our single largest
emerging market, China.
Working in partnership with the City of Edmonton, Edmonton Tourism deployed a
successful major event strategy. Major events in 2013 included the LPGA CN Canadian
Women’s Open and the inaugural Tour of Alberta Pro Cycling Festival.
Upcoming events secured in 2013, including the 2014 FIFA U20 Women’s World Cup and
2014 ITU Triathlon Grand Final, total over 10,000 room nights and $2,270,000 in estimated
visitor expenditure.
And finally, Edmonton Tourism collaborated with EIA to secure the new non-stop flight
from Reykjavik to Edmonton which commenced March 5, 2014, and are working closely
with Icelandair to develop marketing initiatives in key European markets that will support
the inbound route of the Reykjavik flight.
10
SHAW CONFERENCECENTRE
DIVISIONAL SUMMARY
Over its 30 year history, the Shaw Conference Centre (SCC) has established itself as one of
Canada’s premier meeting, entertainment and convention venues. The year 2013 saw the
Shaw Conference Centre continuing to lead in quality and service excellence while delivering
economic and social benefit to the community. Goals for the year included: increased
profitability by increasing sales, food and beverage revenue combined with reducing product
and labour costs; enhancing operational excellence with new programs and formal training
focused on SCC pillars of excellence (service, safety and sustainability); and increasing
community value proposition and support by leveraging SCC’s 30th anniversary.
11
Growing Future Business
• $9.8 Million
• 12% Increase
Supporting Sustainability
• 54% Waste Diversion Rate
• Eco Wall
Increasing Revenue
• $8.85 Million
• 8% Increase
Community Engagement
• 30th Anniversary Events
Direct Economic Impact
• $51 Million
• 28:1 ROI
City Tax Levy
• $1.8 Million
Other Revenue
• 15.6 Million
Operational Excellence
• Lean Productivity Training
• 20% Cost Savings
• 92% Customer Service Satisfaction
Benefitting Local Business
• 700 Events
• 453,658 Attendee Days, 7% Increase
• 25,793 Hotel Room Nights
2013 ACCOMPLISHMENTS
The Shaw Conference Centre experienced a number of wins in 2013, including creating a
strong platform to build future success. A revitalized Conventions & Meetings Sales Team
booked $9.8 million in future business in 2013, a 12% increase over the previous year.
SCC grew the centre’s food and business revenue by 8% in 2013, achieving more than $8.85
million in revenue. Significant events in 2013 included the Canadian Paediatric Society,
Canadian Association of Optometrists, Canadian Country Music Week, Arbonne International,
and the International Boreal Forest Research Association.
SCC hosted more than half-a-million guests and 700 events in 2013, which in turn generated
453,658 attendee days, a 7% increase over the previous year. This resulted in 25,793
hotel room night bookings and created economic benefits for area restaurants, retailers,
attractions, transportation services and more.
SCC continued to demonstrate its commitment to sustainability by achieving a 54% waste
diversion rate in 2013, including 118,000 kilograms of garbage being diverted from city
landfills, 99,650 kilograms of compost, 6,480 kilograms of recyclables and 5,700 kilograms
of food donated to the Edmonton Food Bank. Lean productivity training was successfully
test piloted with SCC’s Banquet Team, resulting in immediate efficiencies and 20% cost
savings in the first month.
And in support of community engagement, a series of events celebrating SCC’s 30th
anniversary took place throughout 2013 including a downtown Block Party in June where
more than 1,400 people gathered to enjoy food trucks, performances, building tours and the
opening of Edmonton Tourism’s Edmonton Welcome Centre.
12
2013 Recognition
Provincial Certification (COR) for health and safety programs
BOMA Best Level 2 certification
Edmonton’s Outstanding Banquet Server of 2013,SCC Staffer Raina Koo
World Association of Chef’s Global Chef Challenge,2nd place, Chef Serge Belair
MARKETING ANDCOMMUNICATIONS
2013 ACCOMPLISHMENTS
For Marketing and Communications, 2013 marked a year of foundation building and refocused
efforts as it transitioned from a corporate communications, reputation management model
to become a client-centric marketing support organization. This change in focus required the
introduction of new capabilities such as creative design, marketing planning, and account
management.
Over the course of 2013, Edmonton Economic Development Marketing and Communications
established connectivity with City of Edmonton and focused on building civic self-esteem.
Regular sessions were held with the City’s corporate communications department to
establish working protocols and develop new creative, design and marketing capabilities in
each organisation.
Marketing efforts re-focused around building the Edmonton brand through stories. Marketing
and Communications established a methodology to gather, write, and share Edmonton-
based stories that reinforce the Edmonton Story as developed by Make Something Edmonton.
Marketing and Communications undertook the groundwork necessary to prepare Edmonton
Economic Development with the capacity needed to implement the City’s Image and
Reputation Initiative. A series of strategy sessions determined that it makes both strategic
and operational sense for Edmonton Economic Development to provide support to deliver
on the Make Something Edmonton promise. As a result, in conjunction with the City of
Edmonton and Make Something Edmonton, Marketing and Communications took on the
responsibility for housing and leading the Make Something Edmonton initiative.
13
2013 E-TownFestival Marketing& Support
Suite of Websites
• igniteedmonton.com
• exploreedmonton.com
• enterpriseedmonton.com
Edmonton TourismWinter In EdmontonCampaign
Edmonton Economic Development & Divisional Re-Branding
EdmontonTourismConsumer Brand
CORPORATESERVICES
2013 ACCOMPLISHMENTS
In 2013 Corporate Services provided customer service to Edmonton Economic Development
divisions ensuring core support services operated smoothly. Additionally, Corporate
Services implemented two major technology platforms to enhance internal communications,
accounting and reporting.
Information Technology built a 21st century social media based information hub for internal
communications.
Administration supported company cultural change by aligning support systems that
empower teams and decision-making.
Finance and Accounting established and coordinated a non-disruptive parallel upgrade for
accounting systems and processes that are responsive to management needs and provide
enhanced quality information in real time.
Human Resources helped to rebuild the organization from the inside out, with 36% of EEDC
employees on staff for less than one year and an additional 24% in new roles that did not
previously exist. The traditional pyramid of a public service entity has been inverted as
Edmonton Economic Development is now made up of 12% baby boomers, 42% Generation X
and 46% Generation Y with an almost even split between men and women. The result is an
organization that is fresh, young and inspired.
14
Gen X48%
Boomers19%
Gen Y33%
Female47%
Male53%
29%
6%
12%
32%
21%
11+ Years 7-10 Years 4-6 Years 1-3 Years Under 1 Year
CORPORATE SUMMARY
15
Direct Economic Impact
• $1.48 Billion
• $13 Million
• $57 Million
• $51 Million
2013 Core Activities
• Enterprise Edmonton
• Edmonton Research Park
• Edmonton Tourism
• Shaw Conference Centre
Total
• $1.6 Billion
• 121:1 ROI
City Tax Levy
• $13.2 Million
Other Revenue
• $21.3 Million
EDMONTON ECONOMIC DEVELOPMENT OPERATIONS SUMMARY
A new executive leadership team was secured in the first quarter of 2013, providing direction
and stability for the business units. New leadership included Derek Hudson, vice president
of corporate services, Maggie Davison, vice president of tourism and Kevin Weidlich, vice
president of marketing and communications.
The year marked the production of two inaugural signature events: the sold out Impact
Lunch where president and CEO Brad Ferguson delivered the 2013 Statement of Intent, and
September’s E-Town Festival which brought together leaders, innovators, entrepreneurs and
activators for an energetic and powerful exchange of ideas.
The Edmonton Filmed Entertainment Fund invested in its first two projects in 2013. Freezer
and Cut Bank were principally shot in the Edmonton Region and generated an estimated
$4.8 million worth of new spending in the regional economy, including $1.8 million of direct
employment income. Edmonton Economic Development’s profits from these films will be
reinvested into the fund.
FINANCIAL SUMMARY
16
STRONG PERFORMANCE IN 2013
Edmonton Economic Development completed the 2013 year essentially on budget for
revenue and expenses, resulting in a deficit of $146,932 compared to a budgeted deficit of
$140,604.
EEDC generated a $10,316 cash surplus compared to a budgeted cash surplus of zero for the
year. EEDC budgets a net operating deficit due to non-cash charges recognized according
to Canadian public sector accounting standards.
The Shaw Conference Centre revenues were 3.3% higher than budget, and increased 12% over
prior year due to increased business volumes. Leveraged revenue, secured from tourism and
economic development partners and stakeholders, grew 13% from previous year.
The City of Edmonton, EEDC’s sole shareholder, provided 38 percent of revenue in 2013.
EEDC’s divisional operating results are summarized separately in the following tables. The
complete audited financial statements for the year ended December 31, 2013 are posted on
EEDC’s website. The Company’s auditors are PricewaterhouseCoopers LLP.
SUMMARY FINANCIAL RESULTS FOR THE YEAR ENDED DECEMBER 31, 2013
Summary Statement of Operations
Statement of Financial Position
Divisional Results
City of EdmontonExternal revenues
Operating & program expenses
Operating surplus before amortization & interest
Net amortizationInterest
Net deficit for the year
AssetsCurrent AssetsLong-term Assets
Total Assets
LiabilitiesCurrent LiabilitiesLong-term Liabilities
Total Liabilities
Share Capital and Net Assets Share Capital Net Assets
Accumulated operations Accumulated remeasurement gains or losses
Total Liabilities, Share Capital and Net Assets
City of EdmontonExternal revenues
Operating & program expensesNet amortizationInterest
Net surplus (deficit) for 2013 Net surplus (deficit) for 2012
13,150,00021,236,316
34,386,316
33,516,922
869,394
710,561299,437
1,009,998
(140,604)
1,832,00015,569,765
17,401,765
17,774,038-
44,321
17,818,359
(416,594)
(20,461)
1,007,0002,728,137
3,735,137
2,399,294723,434217,799
3,340,527
394,610
(353,223)
13,150,00021,296,023
34,446,023
33,604,122
841,901
726,713262,120
988,833
(146,932)
8,483,73715,215,502
23,699,239
6,073,91313,940,036
20,013,949
100
3,685,190-
3,685,290
23,699,239
12,255,76816,129,484
28,385,252
9,321,05215,231,978
24,553,030
100
3,832,122-
3,832,222
28,385,252
$
$
$
$
$
$
$
$
$
$
$
$
$
$
3,543,0001,993,550
5,536,550
5,546,9253,279
-
5,550,204
(13,654)
(139,949)
1,980,000640
1,980,640
2,105,897--
2,105,897
(125,257)
-
12,336,00021,955,170
34,291,170
33,197,387
1,093,783
1,194,446299,509
1,493,955
(400,172)
4,788,0001,003,931
5,791,931
5,777,968--
5,777,968
13,963
113,461
13,150,00021,296,023
34,446,023
33,604,122726,713262,120
34,592,955
(146,932)
(400,172)
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2013 Budget(unaudited)
ShawConference
Center
EdmontonResearch
Park
2013 Actual
2013
TourismDevelopment
Marketing &Stakeholder
Relations
2012
2012
EnterpriseEdmonton
2013 Total
17
2013 BOARD OF DIRECTORS
Peter Silverstone, MB.BS, MD, FRCPC (Board Chair) - PHS Holdings
John Babic - Dalmac Energy Inc.
Richard Brommeland - Technology Brokers Inc.
Robb Campre - Brocha Systems Ltd.
Doug Cox - Touchstone Holdings Ltd.
Norman Hanson, P.Eng. - Thermex Metal Treating Ltd.
Paul Ingram, CA - Silverberg Group
Mayor Don Iveson - City of Edmonton
Chris Jagar - Cougar Investments
Mark McNeill - Master Flo Valve Inc.
Roger Palmer - LEAD Consulting Ltd.
Tracey Scarlett - Alberta Women Entrepreneurs
Barry Travers, FCA - KPMG LLP
Richard Wong - Chateau Lacombe Hotel
EEDC MANAGEMENT TEAM
Maggie Davison - Vice President, Tourism
Cliff Higuchi - Vice President & General Manager, Shaw Conference Centre
Kevin Weidlich - Vice President, Marketing & Communications
Derek Hudson - Chief Operating Officer, EEDC
Brad Ferguson - President and Chief Executive Officer, EEDC
EEDC ADVISORS
Simon Farbrother - City of Edmonton
Bruce Hirsche, Q.C., LL.M. - Parlee McLaws LLP
18