page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
page 85
page 86
page 87
page 88
page 89
page 90
page 91
page 92
page 93
page 94
page 95
page 96
page 97
page 98
page 99
page 100

October 07 Businessexcellence 59 cyclical nature of the business, so he keeps tabs to make sure enough new equipment is always on order to cover any sudden spikes in activity. “That way, if the market declines, and you suddenly fi nd your equipment parked in the yard, you can always trade-in the older machines. Having more equipment is an incentive to fi nd more work.” Three years ago when buying equipment to get CerPro started, there was a six-month wait for certain machinery, and that forced him to look at the long term. In a job market that currently has zero unemployment, Pleskie’s secret for keeping good people is to challenge them, pay them as much as you can afford to, and they’ll pay you back with loyalty. “I try to pay them more than the industry standard, and I’ve found that they’ll give it back with their skills and service in the long run.” Training is mandatory for newcomers, beginning with a week of classroom training. CerPro pays for the courses and for their time during training. “You wouldn’t believe the satisfaction a person shows when they’re being paid to learn. In this tight job market, I think of it as a small price to pay to get somebody to stay with you after you’ve trained them properly.” The emphasis is on safety, and CerPro has a record number of congratulatory industry citations. Pleskie attributes the company’s success directly to providing value for clients, which he defi nes as maintaining the safety and competence of his workforce, the quality of new equipment, and doing the best job possible at a competitive price. “It’s not diffi cult, it just takes some sacrifi ce in the early stages. You create a company discipline that in turn, creates value. We don’t have any major capital backing, and profi t is poured back into the company. We’ve spent three years building a client base by providing reliable value, and we’re rewarded with steady work.” Pleskie has a reputation within the industry as a trouble shooter. If a client calls with a unique situation at an oilfi eld facility that needs to be CerProEnergyServices Brooks Industrial Metals and its Recycling Division, located in Brooks, have been serving local customers and southern Alberta for over 40 years. John Duenk and his staff are proud to be a source of exceptional service and competitive pricing to the industry. Carrying large inventories of new structural steel products, they will continue to grow and encompass all future customer expectations. Brooks Industrial Metals