arvind_resume+portfolio
TRANSCRIPT
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DIREC≥IONArvind Singh
t: 403 973 0251
Arvind’s ability to produce
visually stunning and
conceptually relevant design
across the full range of print
and online deliverables places
him at the centre of the action
at Merlin Edge. His work
clearly has ‘style’, but Arvind
doesn’t just have ‘a style’. His
passion, customer focus and
attention to detail generate an
ongoing stream of unique and
fresh solutions to the design
challenges the Merlin team
places before him.
Arvind’s design philosophy
is to sweat the details – all of
them. This includes everything
from adding the subtle touches
separating design elements to
conceiving a surprising colour
palette to creating a unique
typographical package for each
client’s family of products.
That is one reason Merlin
Edge’s projects, including our
websites, carry a level of design
refinement rare in our age
of social media-influenced
‘square block’ websites.”
George Koch
President and Co-Founder of Merlin Edge
Page 1
Merlin Edge MarketingSenior Graphic Designer April 2013-present and October 2008 – May 2009 (contract)
My experience at Merlin Edge has been very rewarding. Transforming pencil drawings from
the creative director into polished designs was definitely a challenge, but one at which
I excel. Tasks included conceptual development, art direction, managing junior designers
and the production team. Projects included Annual Reports, print collateral, branding and
Interactive projects.
CLIENTS
ATCO
Ambit Energy
Breaker Energy
Bosun Reach Land Development
Cequence Energy Ltd.
D.A.D. Sales
Deethree Exploration
Enerflex Energy
Entrec Corporation
Forent Energy
Graham Construction
Gracorp Corporation
Granite Oil Corporation
HUWE Wrench Inc.
Inter Pipeline Fund
Merlin Edge 2014 / 2015 / 2016 calendar
McIntyre Crane
Precise Drilling Components
Pulse Seismic
Rock Energy 2009 Oilweek Annual Report Awards / Editorial Design
Royal Host
Roska DBO Inc.
Stan Poulsen Trucking
Superior Plus
Voyageur Industrial Minerals Limited
Yalenka Ukrainian Dancers Society
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DIREC≥ION
WORK
Page 2
United Way of Calgary and AreaSenior Graphic Designer May 2010 – October 2012
A lead designer for United Way, I designed and produced key collateral pieces for a variety of
audiences and stakeholders while ensuring the brand integrity and organizational alignment
in all print and online materials.
Projects included:
≥ Annual Workplace Campaign collateral (posters, investment report-backs, brochures and
interactive graphics) and
≥ Organizational collateral (research reports, collaborative community reports, corporate
identity development, event and promotional collateral, reports to the community and
Annual Report).
Additionally, I managed the print production process of each project – ensuring files were
appropriately prepared and liaising with printers to ensure a seamless process and adherence
to timelines.
≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥
DIREC≥ION
WORK
Page 3
ION CommunicationsSenior Graphic Designer February 06 – October 08
ION was a creative services firm based in Calgary. At , I was able to enrich my design skills by
working on projects for the oil and gas, commercial and non-profit sectors. The challenges
these projects brought were always met with curiosity and creativity. My ability to adapt
according to the scope of the projects resulted in furthering my skill sets within the following
areas of specialization:
Brand Strategy and Execution, Marketing Campaign Development, Design Collateral, Annual
Reports and Corporate Identity.
CLIENTS
Alberta Call Centre Association
Canadian Association of Fire Chiefs
Calvalley Exploration
Cork Exploration
Cygam Energy
Diaz Resources
Husky Oil
International Sovereign Energy
Loon Energy
Mainstreet Equity
Monroe Mining Inc.
≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥≥
DIREC≥ION
WORK
Page 4
EDUCATION+
Blackheath School of Art & Design 1985 – 1986London, England
Foundation Studies in Art and Design. Earned the status
of highly commended student.
Newham Community College 1986 – 1989London, England
BA (Hons) Graphic Design
Graduated with seven merits and a distinction.
Technical Skills
In-Design, Illustrator, Photoshop, Microsoft Office (Word, Excel and
Powerpoint) and WordPress.
Adapted to work on Mac and PC platform.
Awards and Nominations
» Oilweek | ATB Financial Annual Report Awards 2009
Best design Interpipeline Fund and Rock Energy Inc.
» Delirium video nominated for Best Cinematography.
at the 1998 Muchmusic Awards.
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DIREC≥ION
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LARGER GLOBAL FOOTPRINT/
STRONG BALANCE SHEET/
GREATER DIVERSIFICATION/
2015 ANNUAL REPORT
CalgaryMOSCOW
Houst0n
Buenos Aires
United Arab Emirates
MALAYSIA
AUSTRALIA
SAFEGUARDING
Profitability
2015 ANNUAL REPORT
OPPORTUNITY
2015 Annual Report
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2015 ANNUAL REPORT
1
A GLOBAL PLATFORM THAT DELIVERSPrudent management and the Company’s business model proved resilient
through these challenging times. Enerflex’s financial performance exceeded
expectations for the global energy services sector. The Company generated:
» 10.5 percent growth in recurring revenue from its Service and Rentals business to a total
of $537.2 million for 33.0 percent of total Company revenue;
» 12.7 percent year-over-year revenue growth in its Rest of World segment, primarily due to the
success in the Company’s Middle East / Africa (“MEA”) region and a full year of results from an expanded
Latin America business;
» 17.3 percent year-over-year growth in EBITDA1;
» Growth in the EBIT margin to 9.6 percent1;
» A continuing dividend of $0.085 per share annually;
» Organic growth in the rental fleet, through $167.3 million in capital expenditures,
to approximately 480,000 hp at year-end; and
» Continued balance sheet strength, with careful management
of free cash flow and a slight year-over-year increase in leverage.
1 EBITDA and EBIT excluding the impacts of goodwill impairment, severance and restructuring, customer legal disputes, acquisition-related transaction costs and the devaluation of the Argentine peso.
Financial Highlights
16 Latin America Regional Report
10 Letter to Shareholders
Middle East / Africa Regional Report18
Operations Review20
Governance32
Management’s Discussion and Analysis34
Consolidated Financial Statements
Notes to the Consolidated Financial Statements
65
70
Shareholders’ Information104
Amidst declining commodity prices and regional economic adversity, Enerflex continued to demonstrate
strong financial and operational performance in 2015. The Company’s global business, strategically assembled for long-term
profitable growth through its vertically integrated offering of products and services positioned along the natural gas value chain, proved resilient in
the face of macro-economic challenges. Enerflex’s diversified and mutually complementary solutions platform, with its common offering of products
and services across seven regions worldwide, enabled the Company to pursue multiple opportunities, adding high-
margin business in growth markets while reducing costs and building on areas of strength in
weaker markets.
8
Contents
3DIVERSIFIED OPERATIONS AND REVENUE
Enerflex location
New Enerflex location
Enerflex proactively implemented measures to streamline its business, control costs, and continue towards its EBIT margin goal of 10 percent. Measures included headcount reductions, the closure of the oil sands business unit in Nisku, as well as service branches, and improved margins on manufactured equipment through better execution.
Enerflex worked closely with Australia’s largest LNG producers to provide long-term service to the country’s vast installed gas-handling infrastructure.
The Company invested $167.3 million to construct new rental equipment, contributing to its record $537.2 million in annual recurring revenue.
Enerflex right-sized its Australian process construction business and re-oriented its focus from EPC projects to integrated turnkey solutions.
Multiple rental projects in the MEA region totalling an incremental 103,000 hp have been or are being built, contributing to results in 2015 and beyond.
Extensions to long-term service contracts, new recurring revenue opportunities, and equipment supply contributed to the MEA region’s 2015 performance.
2 ENERFLEX LTD. / 2015 ANNUAL REPORT
Enerflex’s global footprint is intrinsic to its customer value and investment proposition. The Company’s permanent on-the-ground presence in its seven operating regions enables Enerflex to capture numerous opportunities across these markets. At the end of 2015, Enerflex had over 65 operating locations, 2,300 employees, regional parts distribution centres, and over 600,000 square feet of manufacturing capacity through its multiple North American and Australian fabrication facilities. Strategic diversification by geography, product and service offering, and revenue stream provides opportunities and positions Enerflex well to navigate through these challenging market conditions.
DIVERSIFIED OPERATIONSAND REVENUE
Strong growth in Enerflex’s expanded Latin America business included agreements for an additional 25,000 hp in contract compression.
With regional compression and processing equipment orders weakening in 2015, Enerflex reduced work shifts at its manufacturing facilities and focused on improving execution to maximize margins.
Enerflex’s full-cycle solutions, high-quality engineered equipment, expert installation and commissioning, and long-term operations and maintenance led to continued success in Latin America. Multiple new projects commenced in 2015, including a compression BOOM contract of approximately 25,000 hp.
Multiple drivers continue to power gas demand growth in the United States. Pipeline exports to Mexico are increasing and progress on several large LNG export facilities is on-going, with first LNG exports shipped in February 2016.
Enerflex achieved success in the USA with its integrated solutions offering in the compression market, including build-own-operate-maintain (“BOOM”) contracts.
Enerflex’s electric power business continued to flourish in Canada, generating a strong percentage of growth. Power generation customers find Enerflex’s integrated solutions highly attractive.
LETTER TO SHAREHOLDERS 11
» Maintaining a scalable business which allows for proactively adopting cost-saving measures to protect shareholders' capital;
» Managing maturing debt early and expanding the borrowing base to increase access to capital (the current credit facility totals CAD$775.0 million); and
» Growing the dividend at a conservative and sustainable rate.
The Company has experienced multiple industry downturns over the past 35 years and in November 2014 it became apparent that another one was upon us. Enerflex acted decisively with numerous cost-saving measures to streamline its business, control costs, and continue towards its 10 percent EBIT goal. Key measures included exiting the oil sands business and winding down the manufacturing facility in Nisku, Alberta. Headcount reductions of approximately 1,100 employees, a salary and hiring freeze, business travel expense limitations, and reduced marketing, facilities, and IT expenditures were also implemented. Mandatory time off was introduced with corresponding salary reductions, and man-hours were decreased in the manufacturing facilities, all contributing to the Company’s profitability in 2015.
ExpansionThe acquisition of the international contract compression, processing, and after-market service business of Axip Energy Services, LP (“Axip”) was a significant addition making Enerflex a stronger, more diversified, and more profitable organization.
The acquisition met Company expectations by providing immediate growth and long-term opportunities. In 2015, Enerflex made significant capital investments in new turnkey contract compression and processing projects, adding to the acquisition’s effective value and increasing recurring revenue. The Company saw the benefits of these capital investments in late 2015 as the projects began to come online.
The integration of the Latin American employees was exceptional. The ability and dedication of the team to adopt Enerflex’s culture and values while contributing their know-how made this a seamless and successful transition. The acquisition also created immediate revenue synergies – the new operating presence and personnel expertise enabled Enerflex to secure projects in a region where it had long struggled to gain a foothold.
CanadaA strong first half was powered by Enerflex’s opening backlog in our traditional business and growth in electric power opportunities. This was followed by a weak second half. The prolonged slump in commodity prices, sub-economic pricing for natural gas liquids, and capital scarcity made it hard for producers to bring on new production, and the 2016 outlook is weak.
Regional revenue was down $35.2 million or 6.6 percent year-over-year. During 2015, compression and process orders declined sharply as producers remained focused on
capital discipline, which caused investment delays. The second-half slowdown ended with backlog falling
by 54.5 percent and the parts and service business declining by 31.0 percent year-
over-year.
33.0%TOTAL RECURRING
REVENUE
17.3%YEAR-OVER-YEAR GROWTH
IN EBITDA1
1 EBITDA excluding the impacts of goodwill impairment, severance and restructuring, customer legal disputes, acquisition-related transaction costs and the devaluation of the Argentine peso.
Sour gas processing facility, Canada.
ENERFLEX LTD. / 2015 ANNUAL REPORT 10
The Company’s results speak to Enerflex’s business model, strategic and timely implementation of cost-savings initiatives, and prudent management at all levels.
The volatility in the global energy industry, as well as challenges and opportunities in 2015 made diversification critical to success in the energy services sector.
Enerflex’s diversification by geography, product and service offering, customer, and revenue stream is an important factor enabling the Company not only to survive the prolonged global downturn, but to generate growth in EBITDA and recurring revenue in 2015. This was further aided by Enerflex’s financial discipline and the regional expansion facilitated by the mid-2014 acquisition.
2015 was a challenging and difficult year; however, I am pleased with the Company’s financial and operational performance and the commitment of Enerflex’s employees. The Company’s results speak to Enerflex’s business model, strategic and timely implementation of cost-savings initiatives, and prudent management at all levels. Employees once again exemplified hard work and continually adapted to focus on growth opportunities, and I thank them for their extraordinary efforts.
Enerflex’s business continues to be based on the concept that has guided the Company for years – that natural gas is an energy source that will power a growing proportion of the global economy, and a company that positions itself along the natural gas value chain will thrive. Enerflex’s focus remains on harnessing growth opportunities on a global scale and further diversifying the business.
DiversificationAt no time was it more important for an energy services company to be diversified than in 2015. Enerflex’s long-term and strategic drive to differentiate itself has served the organization well and includes:
» Operating with an on-the-ground presence in seven regions worldwide;
» Positioning along the natural gas value chain through its equipment and service offering;
» Providing our entire suite of offerings in each region;
» A customer base spanning global majors, National Oil Companies, smaller public and private companies, and midstream operators; and
» Revenue drawn from a mix of equipment sales and recurring services.
The benefits of the business model further became evident with the drastic fall in commodity prices. Weaknesses in North America were offset by Rest of World revenue growth to a record proportion of the Company’s overall revenue. With equipment sales flat or decreasing in all segments, the strategic objective of achieving 35 to 40 percent recurring revenue ratio gained further momentum. Through improved service activity in the United States and Rest of World segments, increased rental revenue, and new after-market service contracts, Enerflex increased its recurring revenue from $321.0 million in 2011 to $537.2 million in 2015, a 67.4 percent increase.
Financial DisciplineThe Company’s financial discipline centres on a conservative balance sheet, prudent dividend planning, careful liquidity management, disciplined capital allocation, and timely cost-cutting initiatives. Enerflex’s balance sheet results from years of:
» Deploying free cash flow towards repaying debt or prudent investments such as rental assets that generate strong returns;
» Aggressively managing working capital, including rigorous management of receivables;
» Strategically sound capital investments that meet financial requirements and hurdle rates for investment returns;
LETTER TO SHAREHOLDERS
Gas compression, processing, and liquids extraction facility, Oman.
ENERFLEX Ltd. Annual Report 2015
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CONSISTENTEXECUTION
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2014 ANNUAL REPORT
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www.cequence-energy.com
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Our mandate for the 2014-2015 capital program was clear: demonstrate our ability to drill, complete, tie-in and operate capital-intensive, high-impact Montney wells with consistent technical proficiency, improving average per-well productivity and greater capital efficiency.
Cequence delivered.
All 13 (10.9 net) horizontal wells drilled in the 2014-2015 winter program were executed successfully and efficiently. This extends Cequence’s track record to 18 consecutive successful horizontal wells, or 443 successfully placed fracturing stages on high-impact wells in the Montney, Dunvegan and Falher plays at Simonette. The Company’s operations team drove better average per-well results and cut average pad well drilling and completion costs by a solid $1 million – while doubling proppant tonnage placed per well.
How? Find out on the following pages.
CONSISTENT EXECUTION
2014 ANNUAL REPORT 1
08 2014 Highlights
09 Letter to Shareholders
13 Review of Operations
20 Management’s Discussion and Analysis
45 Management’s Responsibility for Financial Information
46 Independent Auditor’s Report
47 Consolidated Financial Statements
51 Notes to the Consolidated Financial Statements
76 Corporate Information
Cequence’s Annual General Meeting will be held on June 4, 2015 at
3:00 pm MDT in the 4th Floor Conference Centre at 525 – 8th Avenue S.W.,
Calgary, Alberta.
ANNUAL GENERAL MEETING
Following a year of strong operating results at its Simonette core property in the Alberta Deep Basin, Cequence Energy Ltd. entered 2015 solidly positioned to weather the current period of low commodity prices. Driven by a record drilling program at its key liquids-rich Montney play, Cequence’s average daily production increased by 7 percent in 2014 (net of a significant disposition) and funds flow from operations grew by 38 percent over 2013. Cequence reduced its operating costs per unit of production, remaining in the lowest industry quartile for cash costs, and exited the year with low debt.
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2014 OPERATING
NETBACK
$
YEAR-OVER-YEAR
IP30 SIX-WELL MONTNEY PAD
Proved + ProbableTotal Proved
Oil and NGLNatural Gas
PRODUCTIONAVERAGE
(boe/d)
10 11 12 13 14
4,4
51
8,99
09
,010
10,183
10,9
32
10 11 12 13 14
48.9
91.1
67.4
112.9118.0
PROVED +PROBABLE RESERVES(MMboe at year-end)
2014 ANNUAL REPORT 5
≥ Successfully executed two three-well and two two-well batches;
≥ Increased average metres drilled per day from 137 in 2013-2014 to 187 in 2014-2015, reducing average spud to total depth times by eight days;
≥ Placed an average of 2,000+ tonnes of sand in a typical 2,100-metre horizontal well leg, double the sand volume of previous fracturing programs;
≥ Achieved drilling and completion costs per well of $8 million at higher completion intensity on the most recent batch, down by 11 percent from previous programs;
≥ Reduced well site equipment costs by 30 percent from over $1.1 million per well to approximately $0.7 million per well in the 2014/15 program; and
≥ Delivered success with every well. The 1-32 six-well Montney pad had combined 30-day initial productivity (IP30) of 26.5 mmcf per day plus 828 bbls per day of free condensate – or 5,265 boe per day in total.
CLEAR RESULTS
CEQUENCE ENERGY LTD.4
Cequence will remain financially strong throughout this period of low commodity prices. We are well set-up for the year ahead, with few capital commitments and flexibility as to our capital spending and operational pace. Following estimated first-half 2015 capital spending of $22 million, second-half capital expenditures are budgeted at $38 million, subject to commodity prices, with 2015 funds from operations forecast at $40 million.
10 11 12 13 14
16.0
33.74
2.3
51.370
.7
FUNDS FLOW FROM OPERATIONS($MM)
10 11 12 13 14
17.87
12.2414
.02
12.1413.19
TOTAL CASH COSTS($/boe)
2014 ANNUAL REPORT 7
FIVE-YEAR TERM DEBT
UNDRAWN SENIOR CREDIT FACILITY
END OF 2014
FINANCIALLY STRONG
Cequence is in a strong financial position, especially relative to other intermediate gas-weighted producers in western Canada:
≥ Operating netback was up by 29 percent year-over-year, to $21.69 per boe in 2014;
≥ Lowest-quartile cash costs of $13.19 per boe in 2014, and an estimated $13.00 per boe for 2015;
≥ Significant hedging, including over half of 2015 production hedged at an average price of $3.37 per GJ, and initial hedges in place for 2016;
≥ Term debt of $60 million, due in 2018, reduces the customary pressures associated with revolving debt that may be reduced in response to lower cash flow, production or net asset values as commodity prices drop;
≥ Disposition of our Wilrich play at Ansell in the third quarter of 2014 raised $141 million, reducing 2014 net capital expenditures to only $29.4 million;
≥ Our $135 million senior facility was undrawn at year-end and only $25 million of total current debt and working capital deficiency is expected at the end of Q1, 2015, leaving $110 million available; and
≥ Our net debt to trailing funds from operations ratio was 1:1 at year-end 2014.
CEQUENCE ENERGY LTD.6
Cequence Energy Ltd. Annual Report 2014
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2013 an n ual r e port
readyFuture
2013 ANNUAL REPORT
B I GG E RB E T T E R
S T RONG E R
TRANSFORMATION
SHAPINGOUR
2013 ANNUAL REPORT
2013 annual report
Bigger Better Stronger
transformation
2013 annual report
Bigger Better Stronger
transformation
gergrowing Asset Base We are continually looking for opportunities to expand, enhance and commercially develop our base of strategically positioned energy infrastructure assets. in 2013, inter Pipeline invested a record $1.7 billion on organic growth projects across our business segments. The majority of spending was directed toward an 850,000 barrel per day integrated expansion program on our Cold Lake and Polaris pipeline systems. We also announced new connections to Canadian Natural resource’s Kirby south project and Athabasca oil Corporation’s Hangingstone project, an agreement to double diluent deliveries to imperial oil’s Kearl project and a new connection to a unit train loading terminal operated by Canexus Corporation. our oil sands transportation business continues to generate attractive new investment opportunities.
Increasing Cash FlowAs our asset base has grown, so has our cash flow. Last year we established new records with respect to revenues, operating margin and funds from operations. growing cash flow allowed inter Pipeline to increase cash dividends by $0.18 per share, or 16% on an annualized basis. strong financial, operational and commercial performance propelled our share price to a record high in 2013 and we delivered an impressive 15% total return to our investors. That represents our fifth consecutive year of providing inter Pipeline’s shareholders with double digit returns. in the years to come, we expect our cash flow will continue to grow as pipeline expansion projects now under active development come on stream.
Since 2002, funds from operations rose from
$54 million to $473 million.
2013 Funds from Operations
473million
$
32013 annual report
bigeBITDA by Contract Type
˜10%
˜30%˜60%
Projected 2015
Commodity Based
Cost of Services
Fee Based
2013 16%
41 %
43%
2inter pipeline
Ter$11.9
billion
Since 2002, enterprise value rose from $695 million to
$11.9 billion.
Improved Access to CapitalA marquee event at inter Pipeline in 2013 was our successful conversion from a limited partnership structure to a dividend-paying corporation. As a result, we now have better access to the capital we require to continue growing our business. our former structure did not allow foreign equity investors and certain institutional investors within Canada to hold our limited partnership units. As a corporation, we now have access to a broader base of investors while benefiting from improved liquidity in inter Pipeline’s publicly-traded shares. During the year, we successfully raised $1.1 billion in new debt and equity capital. The investment community continues to be highly supportive of our business model and our strong performance.
enhanced Corporate governanceAs a corporation, inter Pipeline is no longer controlled by an external manager. This has allowed us to move forward with certain enhancements to our corporate governance framework. For example, we have eliminated two board seats formerly held by non-independent directors and we recently appointed a new independent chairman of the board. Commencing in 2014, we will host our first corporate annual general meeting during which directors will be elected by our shareholders. our intention is to implement governance practices that are consistent with our corporate peers while ensuring the alignment of incentives with our shareholders. As one of Canada’s largest public corporations, inter Pipeline is fully committed to a strong corporate governance model.
Enterprise Value
52013 annual report
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ngerOperational excellenceinter Pipeline has established a strong reputation as a prudent operator of large-scale energy infrastructure assets. Every day we work hard to ensure the safe, reliable and compliant operation of our pipeline systems, NgL extraction facilities and bulk liquid storage terminals. During the year, we advanced our core asset integrity programs which included the inspection of 1,100 kilometres of pipeline and the implementation of enhanced leak detection systems. The findings from our emergency response exercises and our operational audit programs give us a high degree of confidence in the integrity of our assets. inter Pipeline recognizes that strong operational performance and prudent environmental stewardship are key to our long-term success.
Culture of Safetyour corporate culture rigorously promotes the safety of inter Pipeline’s employees, our contractors and the public. We are very proud that inter Pipeline recorded zero employee lost-time incidents in our Canadian operations in 2013. This accomplishment is particularly impressive given the large amount of new construction activity that occurred across our operations over the past year. We are also extremely proud of the diligence, dedication and professionalism displayed by our employees in response to extreme flooding events in Alberta, the United Kingdom and germany in 2013. in each instance we successfully implemented our emergency response and business continuity plans while maintaining safe operations and minimizing impacts on customers.
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Inter Pipeline Ltd. Annual Report 2013
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BUILTTO
THE ART OF BUILDING MULTI-PURPOSE MULTI-STOREY
BUILDINGS
3 ACADEMIC STRENGTH 8 GETTING THE MIX RIGHT 11 SOARING TO NEW HEIGHTS
A PUBLICATION OF GRAHAM MANAGEMENT SERVICES SPRING/SUMMER 2015
Issue 10
Visions
Aberdeen Square is a six-storey building made up of retail and office space, with an interconnection to the Canada Line Rapid Transit Aberdeen Station in Richmond, BC.
Visions Magazine is published two times per year by Graham Management Services’ Corporate Communications group. graham.ca grahamus.com
Contents copyright 2015 by Graham Management Services. Content may not be reprinted or reproduced without permission.
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8Academic StrengthTur Itatur atiure lam, que soluptate con erum nos erferae consedi rat am fuga voluptae. Tur Itatur atiure lam, que soluptate con erum nos erferae consedi rat am fuga voluptae.
President’s MessageTur Itatur atiure lam, que soluptate con erum nos erferae consedi rat am fuga voluptae
Battle of the BridgesTur Itatur atiure lam, que soluptate con erum nos erferae consedi rat am fuga voluptae.
Getting the Mix RightTur Itatur atiure lam, que soluptate con erum nos erferae consedi rat am fuga voluptae.
Soaring to New HeightsTur Itatur atiure lam, que soluptate con erum nos erferae consedi rat am fuga voluptae.
SMARTADAPTABLE
FLEXIBLE
residences was 90 per cent complete, the south tower’s studs and sheathing were nearly finished, with windows and brick to be installed in late spring. “We have more than doubled the size of the school but have kept that small school feel,” says Panchuk proudly. The project is to be completed in 2016, with students moving in for the fall term.
Elsewhere in Ontario, Graham is just wrapping up construction of two residence buildings in a $41 million project for Queen’s University in Kingston, one of Canada’s most famous post-secondary institutions. Both buildings are mid-rise structures with a penthouse floor, 272 beds each, a combined 15,670 m2 (168,680 sq. ft.) of space, multiple study rooms and lounges, and a common dining hall. Construction began in December 2013 in a fully operational campus environment, and will be completed on-time for the 2015 fall term.
All universities and colleges are special in their own way, not just St. Jerome’s. Bret Miche, Senior Project Manager at Graham, says that construction providers need to understand that the drive to excel and be in the vanguard of social and intellectual trends extends beyond the faculty lounge and into the institution’s vision for its physical infrastructure. Graham has delivered a series of residence developments
at universities across Washington State reflecting these imperatives. These have included the 142,000 sq. ft. (13,192 m2), $27.2 million twin four-storey residence halls for Central Washington University in Ellensburg, the 100,000 sq. ft. (9,290 m2) $23.2 million, award-winning Northside Residence Hall, and the six-storey, $21.2 million, 117-unit Olympia Avenue residential building, both for Washington State University in Pullman. When completed in 2009, the latter project became the first new residences built at Pullman since 1972.
“There’s far more emphasis on student comfort nowadays, as opposed to the old concrete boxes with tiny windows and doors that were like living in a cave,” says Miche. The new approach includes far more natural light, efficient heating, lighting and cooling, plus warmer, richer finishes in texture, colour and feel. “The result is more like home than the old concrete or cinder block walls that you hang a poster or your nation’s flag on,” chuckles Miche. Interior layouts typically include a number of semi-private and private suites for students who aren’t comfortable in the traditional small rooms with common bathrooms. Rather than a central study hall, many residences incorporate separate smaller halls and breakout areas for gathering/studying, often with nice views, creating a community-type feel.
Societal trends are driving these changes, says Miche. “Parents are much more engaged in their children’s university life, and want them to have a nice place to live, while the universities are listening to parents’ stated needs and are fulfilling them in order to attract students,” he explains. “Universities want to be leaders in emerging trends, whether it’s in design, in LEED standards, or in the project delivery model.”
Traditional construction values remain central, however, including sheer speed. “Student residences are revenue-generating assets for universities, so just as with a regular apartment development, the owners typically are quite eager to have the new beds available,” says Miche. “That’s especially the case at institutions with limited space, where the process is usually a tear-down and replacement.” In the case of Pullman’s Olympia Avenue facility, Graham was awarded the project one April, broke ground the day after students left for their summer break, and delivered the five-storey building just over one year later, in time for students to move into their beautiful, modern new residences for their fall term. Leaving home to find virtually all the comforts of home awaiting them.
QUEEN’S UNIVERSITY - TWO NEW RESIDENCE BUILDINGS
Queen’s is one of Canada’s oldest degree-granting institutions, influencing Canadian higher education since 1841. It is home to students from more than 120 different countries and provides world-class education to over 24,000 students.
This project consists of new construction of two residence buildings. The first residence includes five floors and a penthouse; with approximately 7,600 m2 (81,805 sq. ft.) of floor space, it will house 272 beds, nine study rooms and lounges, a kitchen, and a serving and eating area.
The second residence includes nine floors and a penthouse; with approximately 9,000 m2 (96,875 sq. ft.) of floor space, it will also house 272 beds and nine study rooms and lounges.
Construction in a fully operational, campus environment: This project is being completed on an operational university campus. The area includes other campus buildings, and also residential buildings that are occupied during construction. Safe delineation of the construction site and all construction traffic from the public is a key aspect of the project logistics planning performed by the construction team.
Project Overview
Project Name, Location: Queens University - Two New Residence Buildings Kingston, Ontario
Project Tender Value & Completion Cost:$41M (currently in progress)
Project Start Date & Completion Date:September 2013 Scheduled for on-time completion in August 2015
Central Washington University Student Village South
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6 Visions: A Publication of Graham Management Services Your Construction Solutions Partner. 7
Message from Grant Beck, President and CEO
t Graham, one of our biggest strengths – and most significant assets to our clients – is our diversity. As evident in our extensive portfolio, we’re able to execute projects that range from wastewater treatment plants to complex highways and overpasses, to universal-care hospitals, to mixed-use airport operations facilities and LRT transit systems, to plant expansion services. Our expertise spans industrial, commercial and infrastructure projects, in various modalities of delivery including bid-build, design-build, general contracting, P3 and, most recently, we pioneered Integrated Project Delivery (IPD) in Canada.
This assortment of specialties has given us the experience necessary to understand the most complex of projects, with the most specific end-user needs. We have the willingness to be creative, the drive to take on new challenges and the capacity to ensure that we always deliver.
Our method is simple. We build according to what our clients need. We collaborate with owners and subcontractors throughout the entire construction process, paying attention to the smallest details and measuring everything we do against constructability. Eighty-eight years of cooperative knowledge sharing has afforded us the experience to make sure that every aspect of the project design is functional for owners, end-users and the communities that surround it. We ask the right questions to make sure we exceed all client expectations.
Whether you’re a university campus looking for a “holistic experience” for students, an airfield operations facility requiring a built-in fire station or a shopping mall with a mixed-use strata ownership design, we are skilled at constructing multi-purpose, multi-storey, mixed-use facilities where people can live, learn, shop, eat and play.
Essentially, we envision ourselves as building communities, not just buildings. With that in mind, over the next few pages you’ll see how we’ve worked hard to overcome the complexities and challenges of densely populated areas, making sure we do our best to accommodate nearby residents, alleviating the pressures of irritated neighbours and, instead, instilling excitement in adjacent communities.
Graham uses internal experts to develop strategies to work with people who live and work in the surrounding areas. We’ve accommodated university residents by arranging timelines around important dates throughout the school year, and we’ve sustained the cultural integrity of a 100-year-old farmer’s market by adjusting our construction processes to maintain an accessible, clear and noise-free setting.
Ultimately, Graham is cognizant of the needs of project owners, who have a very specific vision to execute while remaining profitable in high and low economic times. This means, tailoring the design to reduce operational and maintenance costs, always looking for valuable ways to streamline costs – without risking the integrity of the facility – and rarely missing our targeted deadlines. As our reputation illustrates, we think outside of the box to make sure the job gets done, but we don’t take short cuts and we always deliver the absolute best.
A
t. Jerome’s University is a special place. A 5-acre campus-within-a-campus serving 2,000 students at the vastly larger University of Waterloo, in Ontario.
St. Jerome’s has worked hard to maintain its unique character. “Today’s student is looking for a holistic experience, and that is what we are trying to drive with the St. Jerome’s model,” says Darren Becks, the university’s Vice President, Administration. “We believe in educating the whole person: strong academics, with an emphasis on additional elements that add value, an experience on a smaller scale, with a high staff to student ratio, and the creation of connections and communities in a supportive environment.
So when St. Jerome’s embarked on a complete campus wide rejuvenation, its $47 million Campus Renewal Project, preserving its character was an essential component. This included the 9,290 m2 (100,000 sq. ft.), 360-bed residential building. It had to meet the current trend of providing all the comforts of home in student living – and in some cases, more – but in a way that supported St. Jerome’s mission and replicated its historical ambience. “The residential program is a big part of the student experience,” says Becks. “We wanted a state-of-the-art facility. The location, design and comforts were paramount in matching the building to our student programming.”
ACADAMICALL THE COMFORTS OF HOMEGraham goes “back to school” and finds that careful study is the key to delivering great on-campus living
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Central Washington University Student Village South>
Washington State University Olympia Avenue Student Housing
Washington State University Northside Residence Hall
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St. Jerome’s Campus Redevelopment>
2 Visions: A Publication of Graham Management Services Your Construction Solutions Partner. 3
AMONG THE PROJECT’S MOST DRAMATIC FEATURES IS THE ATRIUM’S ARCHITECTURAL “CEILING CLOUD”, A DROP-DOWN BULKHEAD HOUSING INNOVATIVE LED LIGHTING AND DUCTWORK.
Getting
Rightthe
Owners and end-users require mixed-use facilities that don’t merely stand up, but meet their complex range of needs. Here’s how it’s done.
designer and airport staff to overcome challenges and ensure that the end-users got what they needed. “We were very proactive in coming to the table with cost-effective solutions,” says Krotkiy. This included some large items, but more typically, he says, “we offered our expertise to make sure the details worked.”
That included a host of smaller things to help the firefighting team meet its stipulated response time. “We ensured that overhead vehicle doors could open fast, we located the controls conveniently, and made sure that pager signals worked throughout the building to reach people on-call,” says Krotkiy. “This was all about making sure they could get to their trucks quickly, get them started up and get out the door without damage.” Safe and smooth movement of the massive emergency equipment needed work. “The four-axle firefighting units could damage building components and systems, so we carefully located all the electrical components for safety,” he explains. Construction began in summer 2013 and fire hall operations were moved into the new building in mid-April.
Although it is worlds away in its end-users and overall purpose, Aberdeen Square lies just across the Middle Arm of the Fraser River from Vancouver International Airport. Bringing this mixed-use facility to a successful delivery required just as much engagement and hard work as for the Airside Operations Centre. Aberdeen Square is a genuine mixed-use commercial project. Covering 22,854 m2 (246,000 sq. ft.) and rising six-storeys, its design takes it far beyond the customary token restaurant or retail outlet within an office or apartment building, as it is split almost evenly between three levels of retail, including multiple restaurants, and three levels of offices. And the entire 300-unit development is organized with strata title, resulting in hundreds of separate owners and landlords. “Aberdeen Square is an unconventional building in its appearance, in its ownership, and in its occupancy and usage,” comments Mark Verigin, Graham’s senior project manager.
Aberdeen Square was the vision of Danny Leung and Fairchild Developments Ltd. Originating as an extension of a regular mall, the project was halted following the 2008 financial crash. As the valuable site sat empty, Leung and Fairchild thought carefully about how to revive it. With rental markets still weak, the risks in a single-
esign and functionality that become the envy of peers across North America. Structures able to withstand natural
disasters, with systems that can operate off-grid. Energy efficiency and green values. Punishing physical conditions and confined building sites. Owners with unique visions. Feature after feature chosen with the end-user in mind. And user groups who don’t just get along under one roof but feel the building is really “theirs”.
These are some of the requirements owners articulate and the hurdles their designers and construction providers must surmount in delivering mixed-use facilities. When bankers and lawyers need to rub shoulders with wok-wielding chefs and handicraft store-owners without literally getting in each other’s faces, when giant four-axle emergency vehicles need to zoom smoothly out of a garage without banging up their surroundings, the challenges are significant. Making everyone happy isn’t easy – but it can be done.
Vancouver International Airport’s new Airside Operations Centre is one example. “This is one of the most advanced facilities of its kind in North America,” proudly notes Vladimir Krotkiy, Graham’s project manager on the $43.5 million construction project. “There have already been delegations visiting from major U.S. airports.” The three-storey, 8,082 m2 (87,000 sq. ft.) facility was turned over to the owner in April. It combines a fire hall plus associated items with maintenance and parking for airfield maintenance vehicles, materials storage, fuel depot, and a post-disaster recovery centre from where critical staff could
operate the airport in an emergency. The facility operates with highly advanced communications, utility and energy-generating systems including rainwater harvesting, photovoltaic and hot water solar panels, geothermal heating and cooling, and a wind turbine. The structure is built to withstand high winds and continuous rain – plus earthquakes.
Graham’s role was to implement the construction drawings under a bid-build contract, but Krotkiy and his colleagues worked closely with the facility’s
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Aberdeen Square>
Construction nearing completion at Vancouver International Airport’s Airside Operations Building
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Your Construction Solutions Partner. 98 Visions: A Publication of Graham Management Services
Graham Construction VISIONS magazine
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M a n a g e m e n t C o n s u l t i n g
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