Award

FEBRUA RY 2019 | 7 Stantec Stantec continues to advance the quality of life across the globe by NATALIE BRUCKNER | photography + rendering COURTESY STANTEC A rchitecture and the built environment have the ability to shape, influence, and strengthen communities. In today's world, which can often appear so divided and separate, building communities is more essential than ever – connecting us to each other and transforming our world for the better. Stantec's designers, engineers, scientists, and project managers have a true understanding of this concept and are committed to designing with community in mind. "We care about the communities we serve, because they are our communities too. This perspective allows us to assess what's needed and connect our expertise, appreciate nuances, and envision what's never been considered – bringing together diverse perspectives so we can collaborate toward a shared success," says executive VP, buildings, Leonard Castro. For Stantec, building communities is something that comes naturally and emanates from its very core. What started in 1954 in Edmonton, Alberta, as a one- person firm is today a community of 22,000 people working in 400 offices across six continents. Don Stanley, Stantec's founder, had a fairly simple philosophy: to implement expertise and design in Albertan communities, and then take that knowledge abroad and share it in other communities. And as the saying goes, from one seed, a mighty trunk may grow. Stantec's story is inspirational; it's one of a true and unwavering dedication not only to its employees but the communities it serves and that the company calls home; of a commitment to sustainability, creativity, and innovation; and one that has a belief in diversity, whether that is people or services. It's hardly surprising then that in just 65 years Stantec is now recognized as a top 10 global design firm. Castro explains that Stantec's success story can be attributed to three strategies: the ability to be adaptable; strategic acquisitions; and creativity and innovation. For Stantec, being adaptable was not only essential during its initial growth but key to staying afloat during economic downturns. While the firm flourished in the 1970s, Stantec was forced to re-evaluate its corporate strategy when the recession of the 1980s hit. "Our success was too closely tied to Alberta and its energy sector, leaving our company vulnerable to the boom/bust nature of the oil and gas industry," explains Castro. "We struggled to adapt to Canada's new national energy mandate. Those were very taxing times for Alberta, particularly for Stantec as we reduced our size by half. But in the midst of the crisis, Stanley and his leadership team saw opportu- nity. They used the recession as an opportunity to reflect and recalibrate. That's when we knew we had to adopt diversity as a key company strategy," adds Castro. And diversify the company did. Not only across business lines but also across different geographies. This strategy helped safeguard Stantec's business opera- tions when faced with any future economic challenges. The second strategy, strategic acquisitions, has been a primary pillar of Stantec's successful growth. "We know our clients are looking for services and expertise in all markets and regions, and through strategic acquisitions we've been able to make significant progress towards delivering that seamless experi- ence to our clients. It is by no means a new strategy of ours, but in 2016, 40 years after completing our first acquisition, Stantec completed its largest acquisition ever with MWH Global – a 6,800-person engineering, consulting, and construc- tion management firm," says Castro. Stantec Tower, Edmonton, AB.

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