Catherine. “The companies were incorporated at the time of Walter’s death, but we had to take care of what we had. In 2006 the company was moved out of the band office. We had to build competency and move forward.” Sawridge Group is a visible representation of values including merit, competency and accountability. “There is no room for entitlement,” says Twinn. “Many companies are built on values and I think that is the correct way for the company to proceed.” Having so much success and such a long history can almost obscure the difficulties in starting the Sawridge Group, and the philosophical understandings of its founder. “Walter would say that when he was a young Chief he thought the problem was economic. But as he grew older he saw that the problem was spiritual. He spent the latter part of his life dealing with the wounds from colonialism,” says Catherine. “It remains today, how do you reconcile social challenges and not get in the way of economic development?”
The Slave Lake Sawridge Inn, although it has been renovated, represents the start of the Sawridge Band’s hotel chain
In 2003 Sawridge purchased the Traveller's Inn in Peace River, and since then has undertaken an extensive renovation to bring it up to today’s standards. There was also the purchase of the Holiday Inn at the southern gateway of Edmonton, a move that “spring boarded” the company into the city's business community says MacNutt. It also has the company up for a regional Pinnacle Award this year. Sawridge is also a finalist for the 2010 'Canada's 50 Best Managed Companies'. Sawridge Group has 600 employees. Band members are encouraged to apply for positions and a management training program is available to members who obtain education relevant to the hospitality industry. “We do have a merit based fast track management training program for band members,” says MacNutt. Benefits and profits flow back to the band in various forms from medical and dental benefits, education and healing programs. There are no per capita distributions, yet the success has drawn interest and a third party tribunal is being established to adjudicate benefits applications says Catherine. “Today we have built a structure that makes sense. Profits come up and go out to beneficiaries equally. It is neutral, independent and based on consultation.” The transition period after Walter’s death held multiple challenges says Catherine and there were key provisions put in place to develop the corporate strength Sawridge Group enjoys today. “As trustees we wanted collaboration on strategic vision, but we stay on our side of the fence,” explains 40 DECEMBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE
Photos contributed