tracks & treads spring 2013

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Get SchooledFINNtech comes to Keyano

Powerful GiftA Prince George soldier leaves a lasting legacy

Tough Team

Get Schooled

Tough TeamFinning partners with United Way

SPRING 2013

A FINNING CANADA PUBLICATION PM #40020055A FINNING CANADA PUBLICATIONA FINNING CANADA PUBLICATIONwww.fi nning.ca

Happy Anniversary, Finning

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On the CoverTIME FLIES: Finning is 80 years young

Spring 13Contents

14 Finning at 80Happy anniversary to us

18 Third-Gen Community ChampsTollestrup serves Lethbridge, year after year

22 FINNtech: Get SchooledA challenging new heavy equipment course comes to Keyano

26 Tough Team Finning cares for the community with United Way

30 The Power of GivingA Prince George soldier leaves a lasting legacy

30

22

Columns & Departments4 Finning Focus

Long live Finning

6 The GroundbreakerValour Place donation; Dynamic gas blending; Coldest Journey update; New STARS choppers; Movember success; Test your knowledge of company history; A new Finning vet wins a prize

10 By the Numbers

11 Yesterday & Today� e articulated truck arrives

12 Operators’ TipsExamine some old habits and develop new, better ones

13 Managers’ TipsPraise employees at the right time and in the right way

32 PortraitMeet Guido D’Ambrosio

33 Bill’s BusinessFlashback to 1935!

34 Count on UsA dam good business

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www.fi nning.ca 3Spring 2013


BY HILARY ANAKA, FINNING EDITOR

As this company enters its 80th decade stronger than ever, I can’t help but feeling a little humble and a whole lot proud

� e Finning folklore started on my fi rst day on thejob nearly three years ago. My boss at the time, Jeff Howard, had been with the company for more than two decades and had a wealth of anecdotes, embar-rassing photos and many historical gems. Sure it was tough to keep the names, decades and branch loca-tions straight – after all I was still trying to remember my computer password and where to park – but it quickly showed me the people side of this business

and made me feel welcome in the Finning family.

� e stories were remarkable and impressed me, a born-and-raised farm kid who values relationships and community.

Mechanics who took planes, trains and automobiles to fi x a customer’s machine. A company founder who hired a local farmer to raise turkeys he would give his employees at Christmas. Loyal customers who invited their long time Finning reps to their family weddings. Cat fans who decorated their shops and tattooed the logo on their bodies.

As Finning marks its 80th anniversary, I am proud to be a part of the Finning family.

� ere’s pride for the yellow iron that we sell and service – incredible pieces of equipment that perform under the most brutal conditions. � ere’s pride for the homegrown, western Canadian success story – grow-ing from six employees in Vancouver to 15,000 on three continents.

A tremendous amount of pride also comes from our customers and the stories they have to share. From multi-generation family businesses to interna-tional corporations, we serve people who are literally building communities and shaping the future.

But the greatest source of pride is my Finning co-

workers. � e ones who go above and beyond the call of duty at work and in their communities. Co-work-ers like Finning warranty technician Steve Liu who volunteered for a six-month tour in Afghanistan with the Canadian armed forces and was awarded a Queen Elizabeth Diamond Jubilee Medal for his service. Or HR business partner Colleen Fitzpatrick who is honouring the memory of her son Darren by leading a blood donor campaign to save lives.

I’m proud to be a part of an organization that works hard to do the right thing for its customers, employees and communities. I’m even prouder to be a part of an organization that has been doing business that way for 80 years.

“We serve people who are literally building

communities and shaping the future.”

Finning Pride

www.fi nning.ca4 Spring 2013tracks & treads


SPRING 2013 Volume 54, No. 1

PUBLISHERRuth Kelly

[email protected]

FINNING EDITORHilary Anaka

hanaka@fi nning.ca

ASSOCIATE PUBLISHERJoyce Byrne

[email protected]

EDITORMifi Purvis

[email protected]

EDITORIAL ADVISORSJeff Howard,

Michelle Loewen

ART DIRECTORCharles Burke

[email protected]

ASSOCIATE ART DIRECTORAndrea deBoer

ASSISTANT ART DIRECTORColin Spence

PRODUCTION COORDINATORBetty-Lou Smith

PRODUCTION TECHNICIANBrent Felzien

CIRCULATION COORDINATOR Jennifer King

[email protected]

ADVERTISING REPRESENTATIVEAnita McGillis

[email protected]

CONTRIBUTING WRITERSDeepti Babu, Robin Brunet,

Lisa Ricciotti, Jordan Wilkins, Cait Wills

CONTRIBUTING PHOTOGRAPHERS AND ILLUSTRATORSBuffy Goodman, Heff O'Reilly, Chip Zdarski

Tracks & Treads is published to provide its readers with relevant business, technology, product

and service information in a livelyand engaging manner.

Tracks & Treads is published for Finning Canada by

Venture Publishing Inc.10259-105 Street

Edmonton, Alberta T5J 1E3 Phone: 780-990-0839

Fax: 780-425-4921

Contents © 2013 by Finning Canada. No part of this publication should be reproduced without written permission.

www.fi nning.ca

Tell us what you thinkTracks & Treads would love to hear from you. Tell us what you think of the magazine’s stories, columns and look, so that we can improve it and make it a more interesting read.

Send your comments to editor-in-chief Hilary Anaka by email at hanaka@fi nning.ca or the old-fashioned way to: Hilary Anaka, Tracks & Treads,Finning Canada, 16830 – 107 Avenue, Edmonton, Alberta T5P 4C3

Dear Editors, I am Rollo from Ceccon Trucking & Excavating Ltd in Princeton, British Columbia.

I like your magazine. In 1965, I bought a Cat 944A loader and British Columbia Telephone asked me to pull their cable laying machine. Here’s a picture of the project taken on Highway 5A near Princeton. Rollo CecconPrinceton, B.C.

PM #40020055

Dear Editors,

Correction:In the Winter 2012 issue, we ran the incorrect picture on page 6. Above is the correct image of the Cat 3900D HaulMAX truck - the fi rst of its kind in Canada. The truck is currently at work in the N.W.T. hauling kimberlite, the host ore for Ekati mine's legendary diamonds. The owners and operators of the truck will evaluate it for safety, cycle times, payload capacity and more. Stay tuned!




Devastated by Fire Devastated by Fire Dynamic Innovation We know our people are the best and we’d give every one of them

a prize if we could. But some of them excel outside the job, to a different call of duty. Take Steven Liu, for example. He recently received a medal of honour from the Government of Canada.

Now a Finning warranty technician, Liu was in the military where he trained and worked as an armored vehicle technician. He volunteered for a six-month tour in Afghanistan with his unit in 2011, working on armored vehicle recovery and repair. “It defi nitely opened my eyes,” Liu says. “I learned so many things.”

Liu’s military unit nominated him for the Queen’s Diamond Jubilee Medal for his exemplary service and high standards of work. The medal can be awarded to Canadians who have been nominated for signifi cant contributions and achievements during Queen Elizabeth’s reign and Liu defi nitely fi t the bill. Liu received the medal on December 8, 2012 in Richmond, B.C. in a special ceremony.

He works in an offi ce now, but Liu still rolls up his sleeves and gets the tools out with the army reserves on Wednesday nights and some weekends. He repairs military vehicles, many with Cat engines like the ones he found in the armored vehicles in Afghanistan.

“When I got my award I received many notes of congratulations and support from current and ex-military people who work at Finning,” Liu says. “It’s a very supportive environment and there are quite a few veterans who served in Afghanistan, Cambodia and elsewhere.”

“I really want to thank Finning, and all who have served, or are still serving with Canadian Forces as well people who congratulated me with words of support,” Liu says. “It means a lot.”

Actually, we really want to say thank you, Steven, for your service to Canada.

Award Winner!

The Dynamic Gas Blending Kit is one of Caterpillar and Finning’s latest offerings. A dual-fuel kit, it allows customers to switch from diesel to gas, or to use a blend of up to 70 per cent gas. How much gas the customers can use depends on the machine, the application and the load. But even at a lower percentage of gas, there are signifi cant savings.

“There’s been a huge demand for this kit,” says Finning’s product development manager, Ehtisham Anwer. “Right now the kit is targeted to land drilling/production and well service application. We hope to expand from there.”

The kit allows you to use gas when it’s available, and it automatically modulates the mix, adjusting to the changes in incoming fuel quality and pressure. It lets your engines operate effi ciently on a wide variety of fuels, from associated gas to gasifi ed liquid natural gas, while keeping power and performance steady. “Customers were looking for ways to reduce fuel costs, reduce operating costs and reduce impact on the environment,” Anwer says.

Benefi ts include signifi cantly lower fuel costs and emissions, with no impact to current service intervals. You can also maintain original engine emissions certifi cations with the retrofi t kit. Call your Finning rep to talk about a complete package or a retrofi t kit compatible with your generator sets.



“Safety infl uences everything we do,” says Hilary Anaka, team lead, external relations at Finning Canada. “It was part of our motivation – we wanted to help make sure a service like STARS is always available in Western Canada.”

STARS operates the iconic red helicopters across the Prairies, providing life-saving air ambulance services to remote locations. Finning offered its help to the tune of a $100,000 donation to STARS in support of purchasing two new AW139 helicopters.

The fi rst of the new helicopters was unveiled at the STARS base in Edmonton on December 14, 2012 in front of 200 guests including crew, staff and donors. The second helicopter will reside in Calgary, with delivery expected in mid-2013.

The AW139s are medically-equipped helicopters that will improve access to timely pre-hospital critical care in Alberta. “They will have de-icing capabilities and will be able to fl y in a broader range of weather conditions,” says Miram Moisan, major gifts manager at STARS. “The AW139s will serve a larger geographical area and have a physically larger interior,

Lucky STARS

“Supporting Valour Place was a natural fi t for The Cat Rental Store,” says Rhett Nickerson, Edmonton branch manager of The Cat Rental Store (TCRS). “We have a number of employees who have served in the Canadian military, and we wanted to be involved in this project.”

The project is the construction of Valour Place, a home where military personnel and RCMP members and their families can stay when they are in Edmonton for medical treatment. TCRS provided help in a couple of ways. First, it rented the equipment to the Landmark Group, the builder of Valour Place, at a substantially reduced cost. Second, TCRS was so impressed with the plans that it cut a cheque for more than $10,000 in support of the project.

The Cat Rental Store offi ce in Edmonton now proudly displays a framed letter from the Valour Place Society thanking TCRS for its donation of services and equipment that provided the society a cost savings of more than $500,000.

Valour in Action

Nickerson was on hand to tour Valour Place when it opened in October, 2012. “It was so impressive,” he says. “It was homey and relaxing, and had a very personal feeling. It wasn’t like a hotel at all.” Everyone feels better when they are surrounded by their loved ones and Valour Place allows military men and women to have a place to bring family when they are in Edmonton due to illness and injury. A games room and cheerful grounds mean that kids won’t be pent up in a hotel room.

“It was just a comfortable atmosphere,” Nickerson says. "It’s the least we could do." Visit valourplace.ca to fi nd out about the facility and how you can help.

which can be confi gured in a number of ways for better en route patient treatment.” The machines will increase the geographical area they can cover in the so-called “golden hour,” the 60-minute window in which patients can gain the most benefi t from access to acute care, Moisan explains. The helicopters may also be used for search-and-rescue missions.

“Companies like Finning are leaders,” Moisan says. “They positively impact our ability to provide service, helping us decrease time-to-scene and improve care. We are so appreciative.”



Skid Deal

Test your Finning History

To celebrate spring, Finning is offering a deal,available until May 31, 2013, on skid steers, track loaders and mini excavators. At zero-per-cent interest for 24 months, plus a $750 credit on parts and service and a 24-month warranty on the powertrain and hydraulics, this deal is a boon to landscapers as they ramp up to their busy season.

Cat mini excavators offer maximum hydraulic performance that lifts productivity on any job site. The Cat compact track loaders and multi terrain loaders can be confi gured with a choice of undercarriages, meaning they are suitable for a huge variety of applications. To get one working for you, call your Finning rep today.

Get your MO onLast November, Finning encouraged its employees to let themselves go a little, by growing a moustache in return for donations that would benefi t men’s health, specifi cally prostate cancer and male mental health initiatives. The cause is known widely as “Movember.“

“We found that our guys really embraced the cause,” says Hilary Anaka, team lead, external relations at Finning. “In all, 121 employees participated on seven teams and raised more than $20,000. Four teams raised more than $1,000 each.“

Anaka notes that Movember is, like many successful fundraisers, an employee-led grass roots effort that Finning has thrown its support behind, employees have championed it as a cause that they hold close.

1. What does the 'B' stand for in Earl B. Finning?

2. Who was Pat to Earl B.?

3. What was Earl B.’s nickname?

4. Where was the original, 1933 home of Finning?

5. How many employees did Earl B. Finning start out with?

6. How has the company motto changed since the 1930s?

ANSWERS: 1. Bartholomew; 2. his dog, an Irish Setter; 3. The Old Man; 4. a Vancouver freight warehouse; 5. six; 6. it hasn’t changed: “We service what we sell.”



Spencer Smirl of Peace River is accompanying Sir Ranulph Fiennes as a member of his support team to be the fi rst to cross Antarctica and raise money for the charity Seeing is Believing.

Keep up with his progress at facebook.com/TheColdestJourney and fi nd out more at thecoldestjourney.org.

Word from Antarctica BY SPENCER SMIRL, EXCERPTED FROM HIS BLOG AT FACEBOOK.COM/THECOLDESTJOURNEY

Jan. 26, Crown Bay, Antarctica – It has been 15 days since we all left Cape Town, South Africa, setting out to sea to begin the adventure of a lifetime. We arrived at Crown Bay, Antarctica on Sunday, January 20, and spent the night on the ship.

The next day, we woke to a beautiful sunny morning. The sky was blue and there was barely a breeze in the air. Curious penguins were surrounding the ship; some were sunning their feathers dry on drifting icebergs, others were racing around the ship in the water. You could see the ripples in their wake as they came right up to the ship, just below the surface.

The ice in the bay was too thick to proceed to land at midday. It was disappointing but with such fabulous weather it was hard to be upset. We decided we would wait for the Belgians to arrive later in the day to assess our landing from shore. I was so anxious to land. After a year of build-up and prep for this moment, to get right up to Antarctica, to see it in the distance, only to have to wait. I would say it felt like the hardest thing ever but I’m positive I will soon eat those words.

The Belgians arrived late Monday and contacted us on the radio. They were right when they assured us that, with the wind in our favour, the bay would be empty by morning. We have been fortunate to have such amazing weather over the past fi ve days. It has helped us to make very good time with our unloading. We might even have all the fuel transfer complete by the end of tomorrow (Sunday). It has defi nitely made it easier for me being a newbie in Antarctica.

The two Cat D6Ns have been running on the Jp8 jet fuel for three days now problem-free. No noticeable differences. Operating temperatures are right on spec. I would have thought we would have seen some high temps, pulling to the top of the ramp leading down the bay. Even at 70 per cent engine load when pulling the bigger pieces fl at out in second gear it still doesn’t heat up. It is nice not to have to struggle with keeping this

ice-specifi c tractor cold in the sunny coastal warmth. Hopefully it doesn’t mean I will struggle to keep it warm in the frigid cold of the mountainous interior.

We should be completely offl oaded in three more days. It will be another three to complete the assembly of our “ice trains” and a fi nal test for function and mobility, then the Agulhas will set sail for home leaving us to our madness. Soon after, we will set off on our 600-kilometre run inland to depot our fuel at the top of the mountains. With all this intense adventure, how will I ever return to a normal life back home?



BY JEN JANZEN, CAILYNN KLINGBEIL AND MIFI PURVIS

By the Numbers

The number of heavy equipment technicians & apprentices

The number of heavy equipment technicians & apprentices

1,800 service trucks are in the fi eld

When Finning acquired R. Angus, the Caterpillar

dealer in Alberta

1989

230

The number of employees across Finning International

When Finning acquired R. Angus, the Caterpillar

1989The number of employees across

15,000+

The year the company became publicly traded

The year the company became publicly traded

1969The year the company became

196985,000%The increase in the number of employees

The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013

5,100+

The year Finning was founded

The number of original Finning employees

6

15,000+

The increase in the number of employees The increase in the number of employees The increase in the number of employees The increase in the number of employees The increase in the number of employees

The number of employees that joined Finning in the Bucyrus acquisition

service trucks are in the fi eld640

1969

1933

196985,000%85,000%85,000%85,000%

The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013The number of Finning Canada employees in 2013

85,000%85,000%85,000%85,000%85,000%85,000%85,000%

The number of Finning Canada employees in 2013Con Gurney, Finning's fi rst mechanic


AWESOME EJECT: In 1999, Caterpillar introduced its fi rst articulated dump truck with ejector body. The tradition continues with today’s 30-ton and 40-ton models.

ADT concept was revitalized and enjoyed a second wave of popularity in Europe. New companies with advanced technology, better manufacturing facilities, advanced marketing techniques, and excellent after-sales service ushered reliable ADTs into the market. Among these was DJB Engineering Ltd. of England, which focused on a sole product, the ADT. � e company launched its fi rst model, the 25-ton 3-axle D250, at the London Public Works Exhibition in 1974. An extensive line of 2-axle and 3-axle models with 6x4 or 6x6 drives soon followed, with sizes up to 55-tons capacity. DJB trucks used Caterpillar engines and drive-train components, and benefi ted from sales through the worldwide Caterpillar dealer network, including Finning.

It was no surprise in 1986 when Caterpillar an-nounced its entry into the ADT market by acquiring DJB design rights along with the Peterlee, U.K. factory, still maintained today as Caterpillar’s primary ADT manufacturing facility. � e timing was perfect, as ADT popularity had already spread across Europe and was about to grow rapidly in North America. A decade later, the ADT would be one of the most popular types of machines in earthmoving fl eets.

In keeping with Caterpillar’s policy of continuous product improvement, the original DJB trucks have been upgraded several times since carrying the Caterpillar logo. From 1985 to 1992, major Caterpillar input with updated technology transformed the original 2-axle and 3-axle DJB trucks through the B-series, C-series and D-series. More improvements brought the E-series in 1995/6, including increased horsepower and automatic electronic programmable transmission control. In 1999, Caterpillar unveiled its fi rst Ejector body ADT as an option for the D400E series II. Its main advantages are clean discharge with uniform material spreading and maximum stability while dumping.

A total redesign of Caterpillar’s ADT line began in 2000 with the initiation of the 700-series. � e 725, 730, 735B and 740B (26- to 43.5-ton capacity) feature articulated and fully-oscillating hitch, three-point front suspension, electronically-controlled engines and transmissions, and modernized appearance. � e 730 and 740B models feature optional eject bodies.

Caterpillar continues to set the pace with the modern reliable electronically-controlled ADT, a machine type now considered essential in every earthmoving contractor’s fl eet.

Not every site needs shovels, rigid haul trucksand scrapers. When the project doesn’t justify those capital costs, a fl eet of articulated dump trucks (ADTs) with an excavator may be just the solution.

� ese nimble, medium-sized haulers are a relatively recent addition to the earthmover’s repertoire, gaining popularity in North America as recently as the 1980s. Available from 15- to 50-ton capacity, ADTs work on most earthmoving jobs today. In Europe, they have largely superseded the use of crawler tractors and scrapers. A lower initial purchase price and ability to

operate at reasonable effi ciency when haul roads are far from perfect, make them attractive solutions for small to medium-sized projects.

� e ADT, as known today, was a British invention, originally developed in the late 1950s. Before that, contractors used agricultural tractors adapted to haul small earth wagons. � ese evolved into two-axle fully-integrated ADTs, fi rst of which was built by Northfi eld of England in 1957. � is neatly designed unit could carry 10 tons and boasted most features found in today’s ADTs, including 180-degree articulation actuated by two pairs of hydraulic rams. Several other British manufac-turers soon followed with variously designed ADTs, but the idea was ahead of its time, few were sold and, by the mid-1960s, manufactur-ers discontinued them.

But a few years later, in the late 1960s, the

An Articulate HistoryA look at the development of some important iron, with the story of the Cat’s articulated dump trucks

HISTORIC SIGNIFICANCE: The 25-ton D25B 2-axle truck was one of a range of trucks Caterpillar acquired from DJB Engineering in 1986, its entry into the market.


BY KEITH HADDOCK

1969


Tips

pride keep you from learning valuable new ideas from others, because that’s how you pick up new tricks of the trade.

Plan your work, then work your plan. Once you’ve fi gured out the best ap-proach, stick to one task at a time. Don’t get distracted and jump around; fi nish one area before tackling the next. Nunn says this is especially important for track-type tractor operators. “Dozers are meant to push with purpose, not wander around push-ing loads here and there. If you’re not working in a consistent pattern, then time, mon-ey and production are lost.” Visualize your work fi rst to see where you can minimize movements; the fewer passes the better. And if things don’t go according to your plan? Stop, reassess and make a new plan. Practice makes perfect, but only if you learn from your mistakes.

Do your own JHA. � at’s a job hazard analysis. Some sites ask operators to fi ll in offi cial JHA forms, but even if that’s not required, do a mental assessment of potential hazards before climbing in the cab. � ose hazards aren’t always obvious, Nunn points out. Something could be lurking above, below, or underwater. Or, maybe you don’t notice an important change that happened on an earlier shift.

Nunn uses the case of a $5.5-million mine mistake as a cautionary tale. � e night-shift was doing a pushback, removing rock from above a main haul ramp to open up future benches. Halfway through, a 15,000-pound rock let loose and crushed a very expensive truck below. “� ankfully no one was injured, but that haul truck is out of commission,” says Nunn.

If the truck operators had looked up, they would have noticed the new hazard, one that didn’t exist the day before. Of course, someone should have mentioned the new pushback project above to the drivers below. But nobody did. So don’t rely on others; always do your own JHA.

“If you don’t go home at the end of the day, then nothing else matters,” Nunn notes. “Being the best also means being safe.”

In your journey to be the best possible operator, examine some old habits and develop new onesBY LISA RICCIOTTI

Set Yourself Apart

Once you’ve mastered the basics of manoeuver-ing your yellow iron, much of what you do on the job starts to feel like second nature. You get in the zone, your well-honed instincts take over and the job almost does itself.

But are you sliding into autopilot, digging yourself into a rut? When the essentials are no longer challeng-ing, it’s time to step up your game. What else can you learn to take yourself from good operator to a truly great one?

� at was the topic recently under discussion on a heavy equipment operators’ Internet forum. When the moderator asked the group for the top three things operators need to excel, replies initially focused on hard skills – good hand/eye coordination, the ability to read plans, an in-depth knowledge of your machine and so on.

� en Digger1849, a 35-year operator-turned-general-superintendent, changed the tone of the conversation.

“I think attitude is a major part of being a quality operator,” he remarked. “Some operators continually tell me how good they are, but I’ve found that the best ones are their own worst critics. � ey constantly challenge themselves; they’re always trying to improve.”

DigDug from Kelowna quickly agreed. “You have to be willing to open your mind to new things,” he added. “Never be happy with what you’ve done; think how you could have done it better. Take pride, but never stop learning.” Or as DozerDan pointed out, “Experience is good, but experience gained while developing new skills is better than decades of willy-nilly.”

Good advice from some seasoned operators. For another pro’s perspective, we asked Brad Nunn, Finning heavy construction and mining application special-ist, for his three tips on becoming better, once basic machine control is under your belt.

Don’t be a know-it-all. “Work together!” says Nunn. “Everybody sees things diff erently, and whether an operator has three years’ experience or 30, someone else may have a safer, more productive solution to contrib-ute.” So before you put ’er in gear and roar off , compare notes with your co-workers. Modify your approach to include any great ideas you hadn’t considered. Don’t let



BY LISA RICCIOTTI

Praise � em Like You ShouldProvide positive feedback at the right time and in the right amount to create top performers

If you’re a manager, you’re in the business of giving feedback. � at might not be what your job description says but, as professional facilitator Grey Campeau of Campeau Learning points out, as soon as you become “the boss,” your role shifts. Foreman, team leader, supervisor, superintendent – whatever your new job title, it’s now your job to get results through other people, not by doing the work yourself. And one of the best ways to do that is by giving and receiving feedback.

Campeau believes being a good manager boils down to just two core competencies. � e fi rst is the ability to del-egate eff ectively by setting performance expectations, and the second is – you guessed it – the ability to give feedback. “It’s not a nice-to-have skill for managers,” Campeau em-phasizes. “Giving feedback is how you grow and empower your people, what drives them to take ownership of their work. Feedback reinforces the good and also reduces un-productive behaviour by showing what needs to change.”

Yet feedback doesn’t happen nearly as often as it should. It comes more naturally to some managers than others, but it’s a skill everyone can learn. If it’s diffi cult, Campeau sug-gests focusing fi rst on giving positive “reinforcing feedback” or praise. It’s a safe place to start, because who doesn’t love to hear that they’ve done a good job, that the supervisor ap-preciated their eff orts?

Unfortunately, human nature tends to make us concen-trate on what goes wrong instead of rewarding what’s right, so Campeau encourages managers to develop the habit of “catching people doing something right.” � at’s easy to do with your high performers, but it’s just as important to ver-bally reward the Steady Eddies who generally outnumber the rock stars on your crew. “People who consistently try to do the right thing are often ignored,” Campeau reminds us. “Don’t overlook them, even if it means you have to catch them being partially right. Positive feedback motivates them to aim higher.”

If you’ve been stingy with praise in the past and more prone to criticize than compliment, workers may be skepti-cal of the “new you” and question your ulterior motives, wondering if you’re just trying to butter them up and why. As wonderful as praise is, they won’t take it seriously and/ or produce positive results unless you do it right. Until your catch-somebody-doing-something-right refl ex kicks in as natural, Campeau has the following four easy-to-remember steps for you to follow.

FOUR WAYS TO PRAISEBe sincere.1) Nothing stinks worse than empty fl attery. You don’t have to reserve your praise for huge accomplishments; it’s OK to applaud small steps, as long as your feedback is heartfelt.Be specifi c.2) Instead of a general “That was great!” try to include a specifi c detail that explains the signifi cance of an employee’s positive action. For example: “You really calmed that customer down. Because he didn’t leave angry, you kept our $5,000 contract intact.” Be selective. 3) Excessive praise doled out routinely, deserved or not, loses its impact. Keep your positive feedback meaningful by giving it out at appropriate intervals and levels. Just do it – soon! 4) Anyone who’s been around awhile knows that a reward is most powerful when it’s given as close as possible to the action that prompted it. It’s good to have employee recognition programs and written recognition for HR fi les, but managers should keep praise timely. Praise good work when you see it, bonus points if it’s done in person, in public.

Next issue: How to give not-so-nice feedback. The Four Steps of Re-directive Feedback.



BY JEFF HOWARD

Finning Canada marks 80 great years in business, and looks ahead to 80 more


BY JEFF HOWARD

Proud Hearts


ot many Canadian companies fl ourish for 80years. Fewer still cling to the principles on which their founders built them. But that’s the case with Finning.

Like your 80-year-old grandfather, we’ve earned the right to smile with satisfaction as we reminisce over the Finning family photo album, so carefully curated over the decades by former Tracks & Treads editor Blair Nikiforuk and his predecessors.

From these archival treasures, it’s possible to piece together a pretty decent understanding of the business practices that company founder Earl Bartholomew Finning laid down in the Dirty '30s, and to see how 15,000 Finning employees in seven countries around the world still safely carry the Earl B. torch – the one ignited by just six employees in a dimly lit Vancouver freight shed in the depths of the Great Depression.

In this piece, we’ll overlook well-known Earl B. quirks like walk-ing Pat the Irish Setter through the shop or fi ring people who aren’t employees because these practices, strangely, have not stood the test of time.

What has kept Finning’s cylinders nimbly fi ring after all these years are simple, hard-to-replicate strategies – namely, above-and-beyond care for employees and a whatever-it-takes commitment to customers. Both practices can be traced directly to � e Old Man, as Earl B. was aff ectionately known.

Back in 1933, � e Old Man borrowed $50,000 to get the business on its feet, after successfully securing Caterpillar dealership rights for most of B.C. At 36, he became the youngest dealer principal in Caterpillar history. “We started with damn few dollars and a lot of courage,” he barked during a mid-career refl ection. “� ere was no place to go but up.”

“Up” was a huge leap of faith. Amidst the Great Depression’s devastation, which saw industrial production plummet 60 per cent from 1929, Finning Tractor and Caterpillar were new kids on the block and potential customers, struggling to stay afl oat, were skittish about the new-fangled technology. It leaves you wonder-ing whether Earl B. would have survived the Dragons' Den if there had been a 1933 version of the show to reward and weed out entrepreneurs.

Building employee loyaltyDespite the uncertainty, Earl Finning invested in people, hiring fi ve employees who’d been working only part-time and with reduced salaries for the company’s predecessor.

Said Jack Rollins, Finning’s fi rst ever parts person: "He put us on full-time at our previous salaries. I don't suppose anyone could understand our feelings about this or the intense loyalty this one gesture created in each of us. He had put everything into the company and if it failed, he was stone broke. But he had faith in the product and in us to make this tremendous gamble. I am sure it paid off in a way he could never have imagined and I hope none of us ever let him down."

� at strong loyalty and pride is still evident in today’s employees. We spoke with Kerry Heaven, who works for Finning in Campbell River, B.C., as a parts chargehand, because we found his company identity card from 1979. (Note: He had a lot more hair then.)

He says without any prompting that Finning looks after its people. “Everybody is envious that I work for Finning. We are

N

www.fi nning.ca

skittish about the new-fangled technology. It leaves you wonder-ing whether Earl B. would have survived the had been a 1933 version of the show to reward and weed out entrepreneurs.

Building employee loyaltyDespite the uncertainty, Earl Finning invested in people, hiring fi ve employees who’d been working only part-time and with reduced salaries for the company’s predecessor.

Said Jack Rollins, Finning’s fi rst ever parts person: "He put us on full-time at our previous salaries. I don't suppose anyone could understand our feelings about this or the intense loyalty this one

Proud Hearts

PATRON OF IRON: Company founder Earl B. Finning, left, put employees fi rst upon founding the company in 1933. He’s pictured here at the Pacifi c Logging Congress in 1946.

15Spring 2013


� e Coldest Journey

bombarded with people who want to work here. When we had the wellness clinic here last year, the external person taking our information asked, ‘How can I work here? Everyone’s so upbeat and positive.’ And if you do have problems in your per-sonal life, you can count on the company to help you resolve the issues, whatever they may be. I’ve seen it time and time again.” An example, and there are many of them, are the employees who received help after all their possessions were lost in the Slave Lake fi re.

Current Finning Canada president Andy Fraser, who’s done fairly well for himself since starting in our Edmonton warehouse 34 years ago, says: “It’s all part of our caring approach. We hire people who live our values and it’s part of the legacy each Finning employee leaves behind. A current example is our commitment to safety. We’ve seen fewer employees injured over the years as we build our safety culture. We’ve got a long way to go, but at Finning safety is a value that trumps profi ts, every time.”

We service what we sellWhile most machinery houses in the early 1930s weren’t all that interested in service, Earl B. made it the heartbeat of his new company; his motto was “We service what we sell.”

Over 80 years, stories abound of Finning employees going above and beyond to help customers get the best possible machine for their particular application or to keep their machines rolling and productive. Early examples include service personnel travelling to customers’ sites via sternwheeler, horseback and even snowshoes. On one occasion, original employee Con Gurney didn’t have the right part, so he made one on the spot using the customer’s boot. Ho, hum. Just another day at the offi ce.

Randy McDonald, general manager of mining equipment management at Finning’s head offi ce in Edmonton, started with the com-pany in 1975 as a mechanic’s helper in Terrace, B.C. As he developed his skills and started his apprenticeship, he appreciated the abundance of skilled teachers who worked alongside him. “� roughout my career at Finning I’ve had great mentors all the way along.”

He recalls some sage advice a customer in Terrace once gave him. “He told me: ‘I’m not always right, but I’ll always be your customer, so make sure you look after me.’ Randy took this early lesson to heart when he travelled to the Queen Charlotte Islands to troubleshoot the fuel system on an older 1693 engine in an off -highway truck.

Turns out, the trip was unnecessary – the truck was simply out of diesel. “� e customer came up with about two weeks of other work, but when I was getting ready to leave he told me: ‘Don’t dare write anything in your service report about the truck running out of fuel or you’ll never work in the Queen Charlottes again.’ ”

Randy kept his promise and he claims that what keeps him coming into the offi ce every day isn’t just his custom-built Montreal Canadiens clock, but the satisfaction he gets from serving customers. “� ey pay our wages,” he explains. “Our customers

care about their companies and I have always felt they cared about Finning doing well also, so when I’m able to help them, it’s very gratifying.”

Just two years prior to the advent of Finning Tractor, Caterpillar introduced a product that would change the industry – the track-type tractor with a diesel engine.

Cat spent more than a million dollars in re-search and development on the unit and news of unprecedented fuel econ-omy – savings of 50 to 80

per cent – spread like wildfi re, wrote the late Bob Ley, former advertising and PR manager, in his unpublished company history. “In B.C., Finning salesmen took the story to loggers, contractors, government offi cials, city councils, miners and farmers.” � e fi rst such engine off the Caterpillar line was dubbed “Old Betsy” and is now housed at the Smithsonian Museum in New York.

Original employee Jack Rollins said: “(� e new ma-chine) revolutionized logging. With roads coming in, trucks could be used instead of trains to transport logs. � e tractors could also skid the logs. All of this didn't happen overnight but it was a steady progression.”

Earl Finning invested in people, hiring fi ve full-time employees who’d been working

part-time with reduced salaries.


SHOW THE PRIDE: Founder Earl B. Finning builds company pride at the 1946 Bowling Banquet honouring the top rollers.

BEST EMPLOYEES: Carrying the Earl B. torch,Finning fi eld mechanic Jack Major takes service to the fi eld near 100 Mile House, B.C. in 1955.

bombarded with people who want to work here. When we had the wellness clinic here last year, the external person taking our information asked, ‘How can I work here? Everyone’s so upbeat and positive.’ And if you do have problems in your per-sonal life, you can count on the company to help you resolve the issues, whatever

bombarded with people who want to work here. When we had the wellness clinic



Over the years, Finning’s commitment to support the output of Cat’s massive research and development outlay has helped the company grow. Randy McDonald recalls the product line of the 1970s being “about 12 core machines.” Today, Caterpillar manufactures more than 300 products. With each stage of equipment development, and in harmony with the service-what-we-sell philosophy, Finning has been challenged to build the matching product support capability.

But a commitment to training has set Finning technicians apart as the best in the industry, a tradi-tion that started during the Second World War when two army offi cers made an appointment with Earl Finning. � ey wanted Finning Tractor to organize a training program for operator mechanics in the armed serv-ices. Earl’s answer was yes, and for its contribution to the war eff ort, the company received the Canadian Armed Forces Award, the highest recognition that can be given to a civilian organization. � e training eff ort continues today. Finning Canada provided training to 2,000 technicians throughout the company in 2012.

Heavy equipment “opertweeters”So what does the future hold for Finning employees and its customers? One game-changer will likely come through the increased application of communica-tions technology, says company president Andy Fraser. He foresees a time when all the technological advances we’ve seen in our homes and offi ces will also be part of the worksite. In construction, forestry, oil and gas and elsewhere, there will be an app for that.

Industry analysts are calling the shift in technol-ogy “the biggest change in land development since the Industrial Revolution.” Incidentally, to mark the dawn of the new era, we’ve now trademarked the term “oper-

tweeter,” to describe the potential new wave of equipment jockeys.

� is technological revolution could be as big as the radical changes Old Betsy delivered. Alex Docherty, who leads the Finning technolo-

gies group in Edmonton, explains that Caterpillar did a productivity study a number of years ago that showed that using the machine control system AccuGrade in road-building resulted in fuel cost savings of 43 per cent.

“Technology like this changes the way our customers do business,” Docherty says. “And Finning’s commit-ment to support customers through the change is bul-let proof. We will not leave a job site until we know the new technology is delivering as advertised.”

Now that’s a proclamation that would resonate with Earl B. If he were here today, he’d order secretary Jean Hector to publish this tweet to all comers: “Finning’s we-service-what-we-sell commitment is in safe hands; there’s no place to go but up!”

Finning’s commitment to support the output of Caterpillar’s R&D outlay has helped the company grow.

LEADERS IN TRAINING: Finning training manager Frank Davies instructs army personnel in 1942.


COMMUNITY LEADER: Tollestrup came to the rescue when brush fi res struck Lethbridge.



Lethbridge’s Tollestrup Construction serves the community members, new and old

BY CAIT WILLS

ore than six decades ago, Glen Fredrick (G.F.) Tollestrup made a decision that echoes across the generations of his family.

He purchased a coal processing facility from Salt Lake City and moved it – lock, stock and barrel – to Blairmore, Alberta. It was a bold step and a signifi cant addition to his then-nine-year-old business, which he’d started in 1940 when he bought out Standard Construction in Lethbridge, Alberta. Adding coal processing to a gravel crushing and paving company put the wheels in motion. � e result is a company that does much, much more than build roads.

Son Stephen took over from G.F. in the mid-1970s and, 15 years ago, the found-er’s grandson, James (Jim to his friends and business associates, of whom there are many) took the helm. Jim shares the business in a 50-50 ownership interest with his sister, Mattie Murphy. � e decision-making process of today’s Tollestrups follows the innovative path of expansion that G.F. set all those years ago. � e business has grown – “It includes 60 or 70 other companies,” Jim says. Together, these are known as the Tollestrup Group.

“It’s a pretty innovative group,” says Lethbridge Finning branch manager Brent McDowell. He has been the manager of that location for the last four years, making his way there via a circuitous route and several postings through British Columbia and Alberta. Like Jim Tollestrup, McDowell is a generational employee. His father was also a Finning branch manager, so he recognizes and appreciates an organiza-tion that has its focus on family and its people.

“I asked Jim, ‘What keeps you up at night?’ and his response was, ‘human resources’,” says McDowell. Based on the diversifi cation this vertically-integrated company has taken in the last decade, it’s no wonder. As the construction company has grown and evolved, Tollestrup has moved it in a variety of directions, includ-ing Saskatchewan and the United States, buying restaurants and hotels, where here high-quality customer service is a priority.

“We started purchasing Wendy’s franchises and grew into the Tim Hortons brand. We have many restaurants, including some in Fort McMurray,” says Tollestrup, where the company has branched out into real estate, purchasing proper-ties to provide aff ordable housing for about 80 per cent of the approximately 100 for-eign workers who make up its fast-food workforce. “Fort McMurray is a tough place to work and live because of the cost of living, so we got into real estate,” he says.

M



Providing aff ordable housing to foreign workers is a more common practice in large oil and gas companies, but it’s not typical for an or-ganization like Tollestrup Construction. It speaks to the dedication the company has for its staff . “Without good people, a company can’t survive,” Tollestrup says, “and the fast-food industry can’t function without good people.”

It’s important to have superior staff representing a successful organiza-tion, but that’s just one of the challenges Jim Tollestrup faces as he looks at succession planning for the fourth generation of to take the reins.

“My son is relatively young, but I want to pave a path like my grandfather did for my dad and my dad did for me,” he says. But he knows that each generation has issues that the preceding one did not. “We face challenges regarding the demands of modern environmental regulations and the tight labour market,” he says. “It makes it that much harder to carry on a fourth generation.”

But Jim Tollestrup is cautiously optimistic about the outlook for the industry. “It is a tough industry and it’s only going to get tougher in years to come,” he predicts.

As Tollestrup Construction grows, it hasn’t forgotten its roots. Still headquartered in Lethbridge, the municipality called on the company to assist when a massive grassfi re broke out on the nearby Blood Reserve in September 2012.

� e company loaned its Cat equipment to tackle the blaze, which burned 4,800 hectares before it was contained. Jim Tollestrup says the city regularly calls on the company in cases of emergency, which may also include heavy snowfalls that require both equipment and snow removal expertise.

“We’ve been in Lethbridge for 73 years, and we are heavily invested in our community,” says Tollestrup. “We have the equipment, so if they have an emergen-cy, they call us and we supply assistance. It’s kind of a value-add we give to the community.”

� e majority of equipment that Tollestrup puts into play is purchased at the Finning dealership in Lethbridge, where McDowell says he and Tollestrup “have a relationship built on quality and trust.”

� e history between Tollestrup Construction and the branch goes back further than the two men’s congenial busi-ness interactions, too. “We’ve been with the branch since before it

was Finning,” says Tollestrup. � e Lethbridge dealer-ship was R. Angus Caterpillar before it was acquired by Finning in 1989. “Currently we have more than 100 pieces of equipment, and 80 per cent of those are Cat.”

“� ere are a lot of synergies between how Tollestrup Construction is run and the emphasis both Finning and Tollestrup place on quality people within their respective organizations,” McDowell says. “� ey expect to exceed expectations, much like Finning.”

McDowell described Jim Tollestrup’s leadership as “brilliant,” noting that the company has evolved beyond construction, asphalt and road paving – an evolution that has proven fortunate for the commu-nity as well as the family business.

“There are a lot of synergies between how Tollestrup Construction is run and the emphasis both Finning and Tollestrup place on quality people within their respective organizations,” Brent McDowell says.



BY CAIT WILLS

In late fall of 2010, my 25-year-old brother was killed in a construction accident. We don’t know exactly what happened, and likely never will, but we do know that workplace safety wasn’t part of the culture at his workplace. � ankfully, there are people like Gord Winkel working to mitigate risks and assure the highest standards of safety in industrial environments.

“People make mistakes, but in an industrial environment, those mistakes can be catastrophic,” says Winkel, the chair and industrial professor of engineering safety and risk management in the faculty of engineering at the University of Alberta. He is a former vice-president of Syncrude Canada Ltd. and has worked extensively to improve workplace safety in the oil sands. He is the chair of the Board Quality and Safety Committee for the Alberta Health Services Board and, in 2011, joined the University of Alberta Board of Governors’ Safety, Health and Environment Committee. An impressive pedigree to be sure, but most important, Winkel lives and breathes an expectation of keeping workplace safety in the forefront of the minds of workers and leaders alike.

“Leadership in an organization is an awesome responsibility,” he says.

Leaders are responsible to those who have a fi nancial stake in an organization. “But leaders can’t be in confl ict with moral imperatives – the right things to do,” Winkel says. “In this instance, that imperative is protecting people. In order to do so, a leader needs to make safety an organizational value. � at way, even when priorities change, these objectives won’t get confused.”

At the end of the day safety is also good business. Winkel says it makes fi scal sense for leaders to establish and maintain an environment “where there is engage-ment and reciprocity of commitment between the employer and the employee.” To that end, Winkel has a road map for success in creating and implementing the highest standards of workplace safety.

Establish a vision.1. Leaders must supply values and principles of safety in the workplace. An example of that, Winkel says, is communicating that “safety comes ahead of the job at hand and determines decision-making.” It helps establish safety as an “unwavering value.” Reconnect to safety.2. After they establish and communicate safety as a value, Winkel says, “Leaders need to reconnect people with the basics of safety and how to navigate hazards in the workplace. People will appreciate electrical, mechanical and environmental awareness.” Leaders need to help staff identify and appreciate the consequences of industrial incidents.Create a zero-incident culture.3. Winkel recommends creating a program that has elements that reasonably target the objective of zero injuries. “Extend leadership to the front lines, because we need a team approach,” says Winkel. “Enable people to take initiative.”Build a program.4. Winkel advises that supervisors set clear expectations and develop actions around them. Organise your training and staff in such a way that you can continuously develop both. Plan demonstrations, coach people in the fi eld and carry out onsite inspections. “Back up theory with practice,” he says.Review your efforts. 5. Next, Winkel says it’s time to review the organizational resolutions. “But you can’t manage what you can’t measure,” he says. “Lagging indicators are injuries; something that’s already happened. Leading indicators are actions and other measurable activities that allow you to see where inactivity around safety measures will lead.” Measure both, Winkel advises, with the emphasis on the leading indicators, to mitigate lagging indicators.Close the loop.6. It’s time to establish a feedback loop. “Take action on report-ing, while recognizing good work and good achievement of the company’s leading indicators,” says Winkel.Encourage participation.7. “Go back to the fi eld and check participation,” says Winkel. “Everyone has to be part of the program. If the CEO walks through a jobsite and sees that litter needs to be picked up, or there are people without safety glasses, he knows that there needs to be a discussion with the site manager about standards and complacency.” � at transparency encourages leadership to live the safety values, while showing management and workers that the company is “walking the talk.”Keep improving. 8. � e last step in creating a culture of safety, Winkel says, relies on continuous improvement. “Today’s achievements are platforms for tomorrow’s successes,” he says. “� e best companies will tell you they haven’t achieved success.” Rather, he says, they’re trying continuously to raise the bar for zero-incident environments.

We talk to the chair of the U of A's engineering safety and risk management

A Word from the Chair

TOP JOB: Gord Winkel has the road map for creating a culture of safety.



FINNtech is like boot camp for a new wave of heavy equipment technicians being trained in Northern Alberta

s a lifelong car buff, Penny Diamond always knew she would be involved in the au-tomotive industry. At the age of 18 she earned

her automotive service technician diploma and found a job as a mechanic. And, as a lifelong Fort McMurray resident, Diamond, now 27, hoped eventually to cross into the heavy equipment sector – only she didn’t quite know how to do it. � at problem was solved in January of 2012, when a radio advertisement informed her about FINNtech at Keyano College.

“FINNtech seemed right up my alley, so I applied, was interviewed in March, and the following month I became one of 24 second-wave students to enter the program,” Diamond says.

A

FINNtech is like boot camp for a new wave of heavy equipment technicians being trained in Northern Alberta

s a lifelong car buff, Penny Diamond always knew she would be involved in the au-tomotive industry. At the age of 18 she earned

her automotive service technician diploma and found a job as a mechanic. And, as a lifelong Fort McMurray resident, Diamond, now 27, hoped eventually to cross

As a lifelong car buff, Penny Diamond As a lifelong car buff, Penny Diamond always knew she would be involved in the au-Aalways knew she would be involved in the au-

GET SCHOOLED

BY ROBIN BRUNET

GO YELLOW: A challenging, Finning-sponsored course is prepping the next generation of techs.

She soon realized it required all of her stamina, concentration and willpower to handle the education-al and practical work components of the 20-month program. “I have a good knowledge of mechanics and plenty of work experience,” she says, “but this is still a huge learning curve.”

But Diamond wouldn’t have it any other way. “� ere are lots of opportunities in Fort Mac for qualifi ed peo-ple,” she says. “You couldn’t ask for anything better.”

Diamond is hardly alone in her praise of FINNtech. Konnie Williams, who has worked at Keyano for 15 years and is FINNtech’s program coordinator with the trades and heavy industrial division. She says, “It’s by far the most rewarding program I’ve been associ-



GET SCHOOLED

FIELD OF DREAMS: Engines that Cat donated to the program go a long way in training.

ated with at Keyano. We’re taking people as young as high school graduates and teaching them important practical skills in a very short space of time. � e fi rst wave of students graduate in October and, frankly, their potential in the heavy equipment sector is unlimited.”

Kerry Cahill, FINNtech’s appren-ticeship program team lead, says the intense degree of education and train-ing is vital to Fort McMurray employ-ers. “� e oil sands may be a great place to fi nd well-paying jobs but, too often, young people fl ock here in the hopes of being snapped up, only to fi nd out there isn’t much call for fi rst-year apprentices,” she says. “� ey wind up having to go back to school, whereas students graduate FINNtech with second-year ap-prenticeship experience.”

FINNtech was developed specifi cally to provide skilled labour to the oil sands, but it has a precedent. “It’s similar to Finning’s � inkBIG Program,” says Dave Scott, technical training director at Finning.

Anyone who has graduated from � inkBIG will recognize FINNtech’s structure. As a partnership between Keyano and Finning, the FINNtech heavy equipment technician diploma program provides students with technical training, with a focus on

Caterpillar equipment, to meet the Alberta Apprenticeship and Industry Training Examination requirements for heavy equipment technicians (HET).

During their tenure, students complete fi ve rotations of 16-week terms consist-ing of both technical training and paid work: they go to school for two months then work for two months, repeating that rotation fi ve times. At graduation, stu-dents have a Keyano heavy equipment technician diploma as well as 1,800 hours

of work experience on their resumés.Diamond good-naturedly says her FINNtech

obligations make her life and work before the program seem easy by comparison. “As a car mechanic, I worked one week on and one week off and had holidays, but at FINNtech you pretty much work nonstop throughout the 20 months,” she says. “� e intense pace has been diffi cult for

some of the younger students to get used to.”Cahill points out that FINNtech’s tough standards prepare students for a

tough profession. “For example, each student studies an average of three hours a night, and they have only three weeks off every year. After the fi rst semester of classroom theory they go directly to work and discover what pulling shifts and 12-hour days is all about. After that, they return immediately to the classroom, and repeat the process.”

Cahill adds, “We have limited space and a lot of applicants – not only from Fort McMurray but the rest of Alberta and even as far away as the Maritimes. � e stu-dents in our program have been selected through a competitive process. While the classroom work is challenging with heavily loaded courses, we want our students to be successful and we off er as much support as we can. If a student fails an AIT or apprenticeship exam anytime during the program, they are given a second try within three weeks. However, if they fail again they are withdrawn from the pro-gram. We always talk about the importance of not falling behind in their studies and they get that.”

Projections showed that, in 2012, Finning would need 250 new technicians for its

new facility in Fort McKay.

www.fi nning.ca Spring 2013 23


THINK ABOUT HET

Find out more about the FINNtech program

at Keyano College.

WEB: Visit keyano.ca/programs and select

“FINNtech” from the alphabetical list.

EMAIL: fi [email protected]

CALL: 780-838-6476 or 780-799-8604

Scott is widely credited as FINNtech’s founder, and his inspiration came from working for six years as a customer service manager in Fort McMurray. “To give you an idea of the growth in the service sector up here, I started in 1998 with 33 employees on the Mildred Lake shop fl oor, and today we have over 300,” he says. “Plus, the knowledge required to maintain equipment – our Cat 797 being just one example – is huge. So in the spring of 2011, I put together a diploma proposal for Glenn van’t Wout, dean of Keyano’s trades and heavy industrial division; he endorsed it, then we went to our executive and asked for $750,000 to launch it, and they said ‘go ahead.’” All told, Finning and Caterpillar have committed over $3.5-million in cash, course materials, tooling and equipment for the fi rst three years of FINNtech. It’s the single largest post-secondary education donation in Finning Canada’s history.

FINNtech’s genesis strongly echoes that of � inkBIG. In 2003, Finning and Caterpillar donated more than $750,000 in equipment to the Northern Alberta Institute of Technology (� inkBIG’s original home), including an MT765 tractor and 13 heavy-duty diesel engines, to train a new generation of technicians who would be well-versed in the intricacies of Caterpillar products.

“It’s no secret that the resources sector overall is facing a huge labour shortage, which will only intensify in the near future as more people retire,” says Cahill. Indeed, the � inkBIG initiative was a direct response to projections showing that in 2012 alone, Finning Canada would need 250 new technicians for its new state-of-the-art facility in Fort McKay.

Since � ink BIG’s inception, Finning and Caterpillar have kept the fi nancial sup-port fl owing for the two-year program. “For FINNtech, we renovated the Keyano shop space and some classrooms and, by November of 2011, we were interviewing students for the fi rst wave of courses the following February,” Scott says. “It took one and a half years to launch, despite critics telling us it would take a lot longer.”

FINNtech is lean and mean: students are supervised by a close-knit team of four instructors headed by program chair Mike Simard. “You have to be constantly on the ball to keep up with them, and quite often in addition to after-class study you spend weekends going over everything you were already taught the week prior,” says Diamond.

Diamond has successfully maintained an average course grade of more than

90 per cent, which makes her a highly sought after potential employee upon graduation. “� at’s an excit-ing prospect,” she says. “During my fi rst two work stints under FINNtech, I worked in the fi eld and helped maintain and repair Cat equipment that was being fi eld tested for possible purchase. For someone like me, it was a thrill to get my hands dirty on these machines and be instructed by Finning professionals, who became even more helpful the more curious I got.”

FINNtech continues to evolve. Last June, a long-term agreement was signed between Finning and Keyano giving Finning full access to fi ve shop bays at the Suncor Energy Industrial Campus plus offi ce space, yard space and wash bays. “� e shop at Suncor was underutilized, and under the deal Finning performs repairs and preventive main-tenance on Keyano’s fl eet of articulated trucks, backhoes and loaders, most of which is Cat,” explains Scott. “In return, our FINNtech students get to use the shop rent-free and become acquainted with what it takes to properly maintain and repair Cat equipment.”

Keyano's Williams singles out heavyweights such as Finning service operations manager Des Reardon. “Des and his colleagues at the truck shop have bent over backwards to share their knowledge with stu-dents as well as provide us with technical know-how; they even sit in on the applicant interviews,” she says. “And Finning's oil sands senior leaders Larry Gouthro and Brent Davis make it a point to talk one-on-one with our students and promote the corporate

culture. Everyone wants these kids to succeed.”

Diamond is keenly anticipating join-ing Finning in early 2014. “For my third work stint I’ll be at Finning’s Mildred

Lake branch, and I can’t wait to be in the rebuild section and see one of the big machines stripped down to the chassis,” she says. “I’m hoping to work for Finning initially in Fort McMurray, but after that who knows? � e idea of transferring to branches outside of Alberta is intriguing. In any event, I have a lot to off er the company – thanks to FINNtech.”

Diamond has maintained a grade average of more than 90 per cent, which makes

her an excellent candidate for employment in the oil sands.



It was a heartbreaker. Brian Leer and Tannis Svean at Sveer Maintenance, a Finning customer from Lloydminster, Alberta, arrived to a shift one morning to fi nd that thieves had made off with one of the company’s newest addi-tions, a Cat 938H loader. “It was stolen from our gravel stockpile,” Svean, the company book-keeper, says. “It was a fairly new machine and we fi gured that someone had loaded it up and driven away.”

But there was something the thieves weren’t counting on. � e company had owned the ma-chine for less than a year, which meant that the VisionLink software sys-tem Caterpillar installed in the factory – along with its free three-year subscrip-tion – was still in eff ect.

VisionLink is a state-of-the-art computer software program with a suite of smart uses that comes installed in new Caterpillar machines. VisionLink provides accurate, timely and useful information about the location, use and condition of equipment. Knowing that, Sveer’s Finning tech Chad Chevrier checked the machine’s location status on VisionLink. VisionLink plotted the loca-tion of the 938H using GPS – just one of its functions.

“It showed that the machine was on a rural road near Lloydminster,” says Svean. “We drove out there and looked, but we couldn’t see anything.”

� e next day, Finning reps again checked the software system, which refreshes regularly. VisionLink confi rmed that the machine was still in the same spot, so Svean called the police, who searched the property and found the stolen iron hidden in the bushes exactly where VisionLink indicated.

It turns out that the culprits had been using the 938H to move around other stolen items that had become stuck in the mud on their prop-

erty. � e yellow iron was soon recovered and returned to Sveer Maintenance.

It’s reassuring to know that VisionLink can provide coordinates to a machine that has – ahem – gone astray. But that’s just one of the benefi ts of the system. � e system can track usage, fault codes, help you schedule preventive mainte-nance and more.

As with the Sveer loader, VisionLink software comes with all new Cat iron, free to use for three years. After that, owners can opt to

renew. Techs can also install VisionLink on any older Cat or competitive iron. (Functionality is more limited on other

brands.) Once the software is up and running, owners can head to the VisionLink website and check on that machine and the rest of their fl eet that has VisionLink software, too.

“� e interface is really easy to use,” says Adam Komar, operations manager for Finning Tech products. “You can view the fl eet at a glance, plot it on a map, or view it in tabular format. You can check the SMU hours, and idle time versus working time.” Komar says you can also look at things like user alerts and faults codes that a particular machine might generate.

When it’s time to order parts, the system can generate a parts list, which you can click through to help put you in touch with Finning’s parts guys. If it’s too much information for your comfort level, you can contract Finning to watch over the VisionLink info for you. Or, you can prioritize the information that the program shows you.

And if you have a machine that goes on “holidays” like that 938H in Lloyminster did, the location function becomes a priority pretty quickly.

VisionLink was the silver lining when thieves stole an Alberta company’s loader

BY MARTIN DOVER

What is VisionLink?

It Sees All

It’s a web-based solution that integrates produc-tion output and machine asset management for owners, managers and site supervisors. VisionLink is software that shows you your fl eet, regardless of make, in a secure, web-based application. You can fi nd out when and where your equipment is work-ing. Knowing where your iron is lets you plan bet-ter for fuel, transporta-tion and service dispatch. Your machine’s or fl eet’s hours, fault codes, and recommended preventive maintenance schedules are a mouse-click away. Find out more: fi nning.ca/Services/Online_Services/VisionLink/Default.aspx

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View the fl eet at a glance and plot it on a map, or check idle

time versus working time.



Finning has a softer side, and a close

relationship with United Way that grows

stronger every year

hen I think of Finning, I think of big, tough diggers that my toddler is thrilled to see breaking ground. But a baby shower for

teen moms in Edmonton? Really? Turns out Finning and � e Cat Rental Store regularly hold or support community events by making donations of funds, time or resources to United Way, which in turn supports numerous charitable organizations and initiatives in the Greater Edmonton area.

In fact, the relationship between Finning and United Way is one that dates back at least 25 years. It’s been so long that it’s now woven into the corporate culture of both organizations. “Finning supports the communities where it does business. It does this in two ways: employees pledge donations to United Way, and Finning matches these donations up to $1,300 per person,” says

WBY DEEPTI BABU

HAVE A CRUSH: Finning and The Cat Rental Store in Calgary crushed derelict cars as a fundraiser for United Way in 2012.



RIDE ON: Finning employees participated in a 2012 motorcycle ride to raise money for United Way.

RAISED UP: Representing Finning and TCRS at a United Way event are (Lto R): Sheryl Hobbs, Terence Harychan, Craig Curran-Morton, Gord McDougall, Cam Fraser and Matt Stevely.

Jessica Smith-Perry, campaign manager at United Way of the Alberta Capital Region. “It’s so critical to have partners like Finning on board for the support and help they give to our partners,” she adds.

And 2012 was Finning’s and � e Cat Rental Store's most successful year yet for its United Way cam-paigns. Craig Curran-Morton says there are a couple of reasons for this: leadership and employee engage-ment. Curran-Morton should know. He’s a project manager at Finning and spearheaded many of 2012’s United Way campaigns.

And executive leader at Finning also holds a leader-ship role at United Way, so strategic planning meet-ings for United Way campaigns can be seamless and effi cient. Curran-Morton adds that leadership support came from across Finning and its many branches in 2012, which bolstered the support for the campaign to help foster success.

Curran-Morton says Finning also listened closely to employees. “Lots of people had questions about chari-table donations, wondering, ‘Where does my money go when I donate?’ and ‘What do you need me to do?’ ” As part of 2012’s United Way campaigns, employees were invited to presentations by “discovery speakers,” people who speak fi rsthand about their involvement with United Way. Speakers were asked to give back-ground about United Way, explain what happens with donations, what was being asked of employees for the campaign, and how United Way has impacted them.

Cam Fraser, an industry manager with � e Cat Rental Store, did 11 presentations as a discovery speaker. He described how, many years ago, his family benefi ted from United Way in a time of need; it helped give them the boost they needed to turn things around. Listening to a fellow employee candidly describe his personal struggles hit home for coworkers who attended his presentations. Fraser says, “I had a lot of people come up to me later and say, ‘Wow. You made me cry,’ even though it wasn’t my intention to sadden them. But it’s important to convey the impact. When you do something to help somebody, when an agency has the foresight to support that, our own employees start to realize that this is real.”

As a consequence of his early experience, Fraser says, “I’ve been volunteering my whole life. To me, it’s an escape.”

Sheryl Hobbs, customer service advisor in Finning’s Oilsands Central Services (OCS) offi ce, had an idea in September that turned into a very successful United Way campaign. She wanted to help Terra Centre, an Edmonton organization

“When you do something to help, when an agency has the foresight to support that, employees realize:

this is real,” Cam Fraser says.



TOTALLY TERRATerra Centre is a non-profi t organization that aids pregnant and parenting teens in Edmonton. With support from people and groups, such as Finning’s employees, Terra helps more than 600 young people cope with pregnancy and parenting each year. Photos and grateful words of appreciation for Finning can be found on Terra Centre’s Facebook page. Find out more about Terra at terracentre.ca.

that supports teen parents and their babies. After learning Terra Centre needed personal health and beauty aid items, she dreamt up “� e Battle for the Bathroom” and began a department-wide competition between teams of employees to collect items. Items were weighed for points, and items with little weight (like dental fl oss) were given one point per item. In the end, Finning’s OCS offi ce gave more than 4,100 pounds of donations to Terra Centre, and winning team members received a day off with pay from Finning.

� e OCS team also had volunteers help with Terra Centre’s biannual group baby shower, held in December. OCS employees cooked meals, decorated the room where the shower was held, crafted goofy games, put together bags of donated gifts – they even helped arrange a professional photographer to take holiday portraits of parents with their babies.

“Everybody had such a great time and commented on how fulfi lling it is,” Hobbs says. “It was so nice to meet the parents and babies, and to be thankful that a centre like this exists. � ey’ve already asked if we’d come back and do it again.”

Finning benefi ts from its United Way partnership in other ways as well – it helps with recruitment and retention. As Curran-Morton explains, “Today, people

are starting to make decisions about whether they want to work for or stay with an employer based on community involvement and social responsibility.” United Way’s reputation also helps Finning. “United Way is well known and respected,” Curran-Morton adds, “so they are great for us to partner with because they already have such good credibility.”

To enhance participation, Finning has built-in initiatives to help employees volunteer. For example, employees at � e Cat Rental Store can volunteer up to four hours a month on work time after letting their supervisors know. � rough this, a culture of service becomes the norm, which in turn motivates employees to do better and give back. “We’re very proud of every person that gave,” Fraser says. “Many gave probably more than they should, from a fi nancial advisor’s standpoint.”

“It makes me pull the sled harder when I know my employer is also giving back.” Fraser adds. “It’s easy to do if you have good leaders and a company that’s willing to pave the way.”

So the next time I think of Finning, I’ll know that beyond its tough exterior is a company with heart and generous spirit. According to Smith-Perry, Finning has given over $4.1 million to United Way to date, making it one of the top 10 donors in the capital region. And as Finning Canada reaches its 80th anniversary this year, that statistic is yet another reason to celebrate.

HAVE A BALL: Edmonton Finning staff raised cash for United Way in May, 2012 with a ball hockey event.

HUGE SUCCESS: Finning’s Lisa Nahnybida, Rachel Belyan, Robin Eddy and Jennifer Yue with the donated items for the Terra Centre.



If location is one of the most important things,in the business world, then Finning has hit a homerun with its latest facility, designed to off er better capacity, manpower and the velocity to turn around service jobs that customers want. On March 6, the company celebrates the offi cial grand opening of its largest facility to date, in Fort McKay, in the heart of Alberta’s oil sands. Jud Overton, oil sands operations director with Finning, says that having services located in Fort McKay is of strategic signifi cance and is welcomed by the company’s large customer base in the region.

“What this site off ers,” he says, “is an extended ca-pacity for our existing footprint in and around the oil sands. It gives our customers increased access to serv-ice, where our current capacity has been limited. Now, we’ll have the ability to meet our growing demand.”

Chad Slee, Finning's customer service manager at the new site, says that the opportunity for growth played a role in the size of the facility, as service demands on the company continue to increase in the oil sands. It adds up to continuously improving customer service.

� e facility was designed to meet a few needs. First, it adds signifi cant capacity to off er service to meet the needs of expected future growth in the oil sands. And it diff erentiates Finning as a world class service provider using cutting-edge technology that tech in the new shop can off er. It adds up to better customer service.

“Finning now has the ability to provide our cus-tomers with the fl exibility for quicker repair/rebuild turnaround,” Slee says. “We have Fort McKay, the Centre of Excellence rebuild centre in Red Deer, our Fort McMurray branch as well as Mildred Lake to service our customers. We are the premier service provider in the region.”

� e facility, which has been up and running since November 2012, features 16 individual bays that can hold any size of Caterpillar machinery, it off ers 24/7 service capability, and it will eventually employ up-wards of 250 members of the Finning team.

Although this site has been designed to meet the service needs of customers, Finning also took several steps to ensure that the facility also focuses on the needs of its employees. Finning gathered input from employees about how to off er their best service and

A new facility grabs the spotlight – and serves the customers – in Fort McMurray BY JORDAN WILKINS

� e Finning Formula

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what emplyees would like to see from the shop. � eir tips helped design the place with great workfl ow and comfort in mind. Finning listened and delivered.

� e Fort McKay facility was designed with increased levels of natural light, larger work bays, each with in-fl oor heating and its own crane, properly fi tted reels that cover the entire bay and screens that show the progress of the cur-rent job, increasing transparency for employees and clients.

“� is facility is extremely employee-friendly,” Slee says. “From the lunch-room to locker rooms to the shop fl oor, it’s a welcoming facility. If you’re a mechanic, this is the place you’re going to want to work.”

Another signifi cant change at the Fort McKay facility is the new tool policy. Typically, mechanics are required to supply their own tools and toolbox; that’s not the case for this state-of-the-art facility. Finning supplies not only the tool box, but 100 per cent of its contents as well. � is makes life easier for the employees, Slee says, and

increases the effi ciency of the shop. It eliminates time employees spend switch-ing personal tool sets to certain bays when shifts begin and end.

You can see that a lot of thought went into the facility’s design, not just from the standpoint of clients and employees, but the environment played a major factor with its functionality.

In tune with many of Cat’s and Finning’s principles, the Fort McKay facility features several green initiatives that include the recycling of 75 per cent of rainwater from the building’s roof as well as another water recycling system installed in the shop’s wash bay.

“We’re very excited about this facility,” Overton says. “� is will ensure that Finning can continue to meet the service needs of its present clients in the region as well as the needs for our future customers.”

“This facility is extremely employee-friendly, from the lunch-room to locker rooms to the shop fl oor, it’s a clean facility. If you’re a mechanic, this is the

place you’re going to want to work.”



A young Canadian soldier’s death has inspired friends, family and

strangers to take action

emember the power of giving.” It’s a simple message and the title of a YouTube video about a family that has turned its tragedy into an opportunity to help others.

Colleen and Jim Fitzpatrick’s son, 21-year-old Darren, was on foot patrol one morning in March 2010, near Kandahar. A member of the Princess Patricia’s Canadian Light Infantry, it was the corporal’s fi rst tour of duty in Afghanistan. He stepped on a hidden improvised explosive device and was gravely injured when it blew up.

� e middle child of three sons, Darren was close to his brothers and parents – a dedicated family guy. He had more friends than most people could hope for and was renowned for his generous, giving nature. He loved team sports and was a proud Canadian and a proud soldier. “He always wanted to help,” says Colleen, “and the military was the way he found to do that.”

Darren lost most of his blood that morning on the way to the hospital in Kandahar. Medics in the fi eld had alerted the hospital, briefi ng staff about Darren’s injuries. When Darren arrived, 19 soldiers were already in the process of donating blood for him. Miraculously, Darren survived the night and the many transfu-sions. He also survived the subsequent fl ight to a military hospital in Germany, where Colleen, an HR business partner for Finning at Prince George B.C., Jim, and their other two sons, Mike and Sean, joined him.

“Every day was a medical miracle, and he received amazing medical eff orts,” Colleen says. “He was awake and able to speak to us, to tell his brothers that he loved them.” � e family spent two weeks together – “a time we’ll treasure,” Colleen says – but Darren developed an infection and his condition started to deteriorate.

“It was his fi nal wish to come back home to Canada,” Colleen says. � e family fl ew out on March 19 and Cpl. Darren Fitzpatrick died in hospital in Edmonton the following day. “It was a gift to have those last two weeks together,” Colleen says, “and he knew he was home.”

POWERFUL GIFT

BY MIFI PURVIS

Colleen and Jim Fitzpatrick and their sons know that the gift, those fi nal two weeks with Darren, would not have been possible without the litres and litres of blood he received from donors. � at they chose to become blood donors themselves is perhaps not surprising. But that they chose to share their story widely and champion the cause is a gesture that has touched people’s hearts. Darren came by his generos-ity naturally.

Canadian Blood Services has found valuable cham-pions in Colleen and Jim. “One of our partnership specialists, Amy Erickson, heard the Fitzpatricks speak at a Canadian Blood Services event in Prince George,” says the organization’s regional partnership specialist Kathy Broad-Scott. � e event was called “Honouring our Lifeblood,” and Colleen spoke so eloquently about Darren that many people in the audience were moved to tears.

“I don’t know if I could have done what they have,” says Broad-Scott. “� ey’ve found a silver lining and chosen to give back in the face of tragedy.”

Working closely with Erickson at Canadian Blood Services in Prince George, the Fitzpatricks agreed to tell Darren’s story on camera. Erickson’s resulting fi ve-minute video, Remember the Power of Giving, con-tinues to touch people and encourage blood donation.

� e Fitzpatricks joined Partners for Life, as have three Finning Canada regions at the corporate level.

“R



There are plans afoot at Finning to champion the cause and bring the regional initiatives together in a company-wide, umbrella eff ort.

Any Finning employee can donate under Finning’s Partners for Life membership. “Partners for Life is very signifi cant,” says Broad-Scott. “We receive about 20 per cent

of our donations from groups and there are 740 partner groups in British Columbia.”Colleen estimates that, if she and Jim were to donate blood every 56 days (the

interval that Canadian Blood Services asks donors to wait between donations) for the next 10 years, they will have “paid back” the amount of blood Darren needed in his fi nal weeks of life. She and Jim have made it a goal to raise awareness for Canadian Blood Services and she encourages people to donate blood in memory of Cpl. Darren Fitzpatrick, using his name or the registration number CPLD013469.

� e City of Prince George named a park in honour of Darren: “Corporal Darren Fitzpatrick Bravery Park.” Facebook memorial pages and the Canadian Blood Services clip available on YouTube tell more about Darren.

DONATION, BY THE NUMBERS60 The number of seconds that passes before a patient somewhere in Canada needs a blood transfusion423,000 The number of active (yearly or better) blood donors in Canada 500,000 The estimated size of the donor base Canada needs by 2015 Hundreds The number of medical reasons Canadians need blood donations89,600 The number of new donors Canadian Blood Services has targeted for this year 700 The number of hospitals across the country served by Canadian Blood Services56 days The interval of time after which a blood donor can safely donate again

NOT FORGOTTEN: “It’s not my favourite picture,” says Darren Fitzpatrick’s mom, Colleen, of the offi cial military shot – a handsome uniformed man, unsmiling. In truth, Darren was usually smiling, as above with Colleen and left, with her, dad Jim and brothers Sean and Mike. Below, at base in Kandahar, Darren shows his softer side.



Portrait: Guido D’Ambrosio

“March 20, 1969,”Guido D’Ambrosio says without hesitation. It’s the date he started work-ing at his current shop, now owned by Finning. D’Ambrosio, currently a machine technical advi-sor at Finning, attended machinery trade school in Italy and honed his craft in Germany. “I like adven-ture and I wanted to see the world,” he explains.

After Germany, D’Ambrosio set his sights on Canada, and eventually landed a job in Edmonton. “All the machines were manual where I’d spent most of my time on auto-matic,” he says, “so I had to teach myself.”

� at wasn’t the only thing that D’Ambrosio had to learn. He spent his fi rst fi ve years in Edmonton studying English at night school. He continued to work in the shop that he loved, and grew to call the city home. He became a supervisor in 1980 before eventually moving into his current role. “I manage all of our machines and make sure that they’re working well,” he says. “I like every-thing about my job.”

D’Ambrosio, whose son also works for the company, isn’t putting much thought into retire-ment. “I’m not sure when I’ll quit,” he says. “I think I’d go crazy if I didn’t have this job.”


PHOTOGRAPHY BY BUFFY GOODMAN



PHOTOGRAPHY BY BUFFY GOODMAN

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Count on Us


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WE COME IN PEACE

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For the Peace River Power project, Finning crews assembled a 12,000-gallon Southwest sprinkler tank and hitched it to a Cat 651 tractor. It was one of the biggest pieces of equipment ever brought into the province and was featured on CBC TV in 1963.

The project took place over a span of fi ve years, from 1963 to 1968 and saw the construction of the W. A. C. Bennett Dam (called the Portage Mountain Dam by build-ers at the time). A total of 129 Cat machines worked on this project, including 40 D9 Tractors and 51 600-series wheel tractor-scrapers.


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tracks & treads spring 2013

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