加拿大黄金公司主席特尔弗仍密切关心母校渥太华大学商学院

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","NOT-COMMON",TRUE,0)" alt="" />By: Blake Friesen

unspecified5Thirty years ago, Ian Telfer applied to every business school in Canada, hoping one would accept him so he could earn an MBA and find a better job.  They all rejected him on account of poor grades appearing on his transcript from the University of Toronto where in the 1960s he studied political science and earned a Bachelor of Arts.  Then, as fate would have it, days before the fall semester started he received a call from the University of Ottawa indicating one spot had opened up.  He was invited for an interview that very same day, and two days later he started classes.

He graduated with an MBA from the University of Ottawa’s business school in 1976, at the age of 30, and then took a job as a financial analyst for Hudson Bay Mining & Smelting, where he learned about strategic planning and evaluating businesses in the mining sector.  The MBA qualified him for the job at Hudson Bay and set him on a path to become one of Canada’s most successful mining figures.

Mr. Telfer, along with fellow Vancouver mining magnate Frank Giustra, went on to co-found Wheaton River Minerals Ltd., a predecessor of today’s Goldcorp Inc., which over the past 15 years he has built into the world’s largest gold company with a market capitalization of nearly US$11-billion.  The company was worth more than three times that amount in 2011, but the price of gold has dropped considerably over the past four years from highs of US$1,889 an ounce to around US$1,090, and with that the stock prices of gold production companies have also declined.  Even with a declining stock price, Goldcorp has outperformed most of its peers in the downmarket, with shareholders of Barrick Gold Corp. worse off than shareholders of Goldcorp.

In the early days of Wheaton River, while Mr. Telfer was busy building the company and adding gold mines to the company’s portfolio, he also came up with a new business model for the mining industry that entails buying silver byproduct from mines that are focused on gold or copper.  Most copper and gold mines generate a mix of other metals, including silver, that are not properly valued by the market.  Mr. Telfer decided it would be a good idea to pay these miners an upfront lump sum plus an ongoing fixed amount per ounce of silver byproduct.  The miners were happy because they could use the upfront capital for expanding production or exploring other, less-developed properties. Mr. Telfer decided this idea could prosper as a separate entity, and he spun off Silver Wheaton Corp. from his Wheaton River.  These days, Silver Wheaton has a market capitalization of US$5.11-billion. Mr. Telfer has since resigned from the Silver Wheaton board but Goldcorp remains a shareholder.

By building a multibillion-dollar gold miner (and investing in plenty of other successful mining companies over the years), Mr. Telfer, now aged 69, has become very wealthy, and with his wealth he has taken an interest in philanthropy. One of the institutions benefitting from Mr. Telfer’s philanthropic endeavours is his alma mater, the University of Ottawa.  His relationship with the university began with him setting up an endowment fund of $5,000, which Mr. Telfer said must be reserved for the last person accepted into the business school, generally the person with the lowest grades.  Then in 2007, administrators at the university were looking into naming the business school after one of its alumni, and Mr. Telfer jumped at the opportunity, donating $25-million to what is now called the Telfer School of Management.  According to the university, about 80 per cent of the donation supports an endowment to create opportunities for students and faculty members, which includes providing scholarships to students and funding to professors.  The rest went toward infrastructure.

The University of Ottawa says Mr. Telfer’s donation has done plenty of good.  The business school was able to attract world-class teaching and research talent, which it says has the cascading effect of attracting world-class students.  Five years after his donation, Mr. Telfer said to the university: “For me, the best part of this gift has been re-engaging with the university. I find it extremely energizing when I meet with former and current students and get their impressions of how they see the world and what they’re looking forward to.  It’s also immensely rewarding to connect with academia.  Working in business, there are limited opportunities for conversing with deans, administrators and professors in the field, so that has been an unexpected, enjoyable part of the experience.”

The advice he gave to budding entrepreneurs graduating from the Telfer School of Management was to stick to what you know.  “Once you start second-guessing your decisions, your confidence can suffer.  If that happens, focus on what you know best and what you feel you can make good decisions about.”

The lump sum of $25-million is the largest single donation that any business school in Canada has received.  Since then, Mr. Telfer has added to his contributions.  Earlier this year, for example, he committed a $2-million planned gift.

Mr. Telfer and his wife, Nancy Burke, are also active with many charities and non-profit organizations in Vancouver.  Nancy is an honorary director of the Lions Gate Hospital Foundation Board (she joined the board in 2009) and she was the chairman of the Vancouver Playhouse International Wine Festival Bacchanalia Gala in 2007-2008.  As well, Mr. Telfer and his wife established the Fernwood Foundation, a charitable foundation that donates to various organizations including the Clinton Giustra Enterprise Partnership Canada, Adoptive Families Association of B.C., the Sarah McLachlan School of Music and Collingwood School.

 By: Blake Friesen

unspecified530年前,伊恩·特尔弗(Ian Telfer)向加拿大每家商学院都提出了申请,希望能有一个学校录取他,这样他就可以获得工商管理硕士学位,由此找到一份更好的工作了。上世纪60年代,他在多伦多大学攻读政治学,并获得文学学士学位,但因成绩不好,所有学校都拒绝了他的此番申请。然而,机缘巧合的是,秋季学期开学的前几天,他接到了渥太华大学打来的一个电话,电话里说有个地方愿意让他去试一试。当天他就应邀去面试,两天后就开始上课了。

1976年,30岁的他毕业于渥太华大学商学院工商管理硕士专业,随后,在哈得逊湾开采和冶炼厂担任财务分析师,在那里,他学会了采矿业中的战略规划和企业评估。工商管理硕士学位让他有资格在哈得逊湾工作,并为他日后成为加拿大最成功的采矿业人物之一开辟了道路。

特尔弗与温哥华矿业巨头弗兰克·古斯塔(Frank Giustra)一起成立了惠顿河矿业有限公司,也就是今天的加拿大黄金公司的前身。经过15年的发展,这家公司已经成为世界上最大的黄金公司,市值将近110亿美元,是2011年的三倍以上,不过,过去四年里黄金价格大幅下降,从每盎司1,889美元的高点降到1,090美元左右,黄金生产商的股票价格也因此下跌。即使是在股票价格下跌的情况下,加拿大黄金公司在低端市场的表现也比大多数同行要略胜一筹,比如巴里克黄金公司的股东的情况就比不上加拿大黄金公司的股东。

在惠顿河矿业有限公司初期,特尔弗忙于建设公司,为公司增加黄金矿,还为采矿业提出了一种新的商业模式,主要是从金矿或铜矿山购买副产品银。大部分铜矿或者金矿里都混有其他金属,包括银这种市场估价并不合理的金属。特尔弗决定,给这些矿主一次性预付一笔钱,并为每盎司副产品银提供固定补贴,会是个好主意。矿主们对此表示欢迎,因为他们可以利用前期资金来扩大生产或开发其他尚未开发的矿产。特尔弗认为,这样的商业理念可以让一个独立的经济实体生意火起来,于是他把银惠顿公司从他的惠顿河公司中脱离出来。目前,银惠顿的市值已经达到51.1亿美元。从此,特尔弗从银惠顿董事会辞职,但还是加拿大黄金公司的股东。

通过建立一个价值几十亿美元的黄金矿业企业(并且多年来投资其他很多成功的矿业公司),现年69岁的特尔弗已非常富有,他对出资做慈善很感兴趣。他的母校渥太华大学就是从特尔弗的慈善捐赠中受益的机构之一。他与渥太华大学的关系,始于他所创建的5,000美元捐赠基金。特尔弗认为,这笔基金必须留给商学院最后录取的那个人,通常而言是成绩最差的人。2007年,正好大学管理团队寻求以某位校友的名字命名商学院,当时特尔弗抓住了这个机会,给现已更名为特尔弗管理学院的这所商学院捐赠了2,500万美元。根据该大学介绍,80%左右的捐赠用于支持为学生和教师创造机会,包括向学生提供奖学金和为教授提供研究经费。其余的用于校园基础设施建设。

渥太华大学表示,特尔弗的捐款确实很有帮助。商学院能够吸引世界一流的教学和研究人才,对吸引世界一流的学生具有连锁效应。此番捐赠五年后,特尔弗对母校说:“对我而言,这个礼物最大的用处就是让我重新回到母校的怀抱。我见到了昔日的同学和目前在读的学生,他们看待世界的方式和他们对未来的期待给我留下了深刻的印象。与学术界互通有无也是极有帮助的。因为我身在商界,与院长、行政管理人员、教授当面交流的机会很有限,因此,这是一次意想不到的愉快经历。”

对于刚从特尔弗管理学院毕业的创业新手,他的建议是,坚持做你擅长的事情。“一旦你事后开始怀疑自己的决定,你的信心会受挫。如果真发生这种情况,那就专注做你最了解的事情,以及你觉得自己能对其做出良好的决策的事情。”

此后,特尔弗又进一步捐赠了新的款项。比如,今年早些时候,他又按计划捐赠了一笔200万美元的善款。

特尔弗和妻子南希·伯克(Nancy Burke),也积极参与温哥华的一些慈善事业和非营利组织。南希是狮门医院基金会董事会的名誉董事(她于2009年加入董事会),还担任了2007-2008年的温哥华Playhouse国际葡萄酒节节日晚会的主席。特尔弗和他的妻子还成立了芬伍德基金会,为多个组织机构捐赠,包括加拿大克林顿·古斯塔企业合作伙伴(Clinton Giustra Enterprise Partnership Canada)、卑诗省收养家庭协会(Adoptive Families Association of B.C.)、莎拉·麦克拉克兰音乐学校(Sarah McLachlan School of Music)以及科林伍德中学(Collingwood School)。

 

 

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从事化肥事业近40年后,加拿大钾肥公司老总比尔.多伊尔光荣退休

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企业管理

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北京: 奥运之城----------专访北京冬奥审委会宣传部长王惠

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6月初的北京,湛蓝的天空飘着的白云,《财富世界》杂志专程前往北京冬奥申委会专访冬奥会宣传部王惠部长。王惠部长向我们介绍了这次北京申办2022年冬季奥运会的情况,我们为她清晰的思路和富有感染力的话语所折服。

人民群众的需要


谈到北京申办冬奥会,王部长说:“我们为什么要提出来申办冬奥会,第一个原因就是人民群众的需要。”王部长用自己小时候的亲身经历,阐述了中国的变迁: “我小的时候喜欢花样滑冰,但是我经过很多年的奋斗,才拥有一双冰鞋,非常的珍惜,后来不再滑了也不舍得扔,一直保持着,像文物一样收藏着它。买一双冰鞋是十几块钱,当时我们小的时候,这是很多家庭很难拿出的一笔昂贵的费用。”

“但是现在中国人买双冰鞋,买滑雪的器具,已经很容易了。由于中国的经济发展,人民群众生活水平的提升产生了这样的需求。我们中国的北方每年有5个月漫长的冬季,所以很多人有这个愿望,他们愿意去锻炼身体,强化自己的体魄。尤其他们觉得冬季运动和大自然亲近,更具有挑战性,更多彩多姿。溅起的雪花、冰花,那种欢乐,使人觉得有一种驾驭大自然的感觉,所以很多年轻人喜爱上了冬季运动。”

王部长提到:“人民群众越来越多的人喜欢冬季运动”。“像我们北京周边,在90年代,只有9个滑雪场,但是前几年,滑雪场已经变成200个了。后来随着越来越多的人开始参与冬季运动,滑雪场不够用了,尤其是周末、假日,人满为患,现在我们已经有500个滑雪场了。20年之内,我们从9个滑雪场变成500个滑雪场。您说这个变化是仅仅是政府推动的?不是,这些滑雪场全是商家自己投资,他们为什么投资?因为他们看到商机了,因为有这个市场。哪来的市场?人民群众的需要,人民群众为什么需要?因为他们呼唤健康,因为他们希望自己参与到冬季运动中来,所以参加冬季运动正在并且将更多的成为中国人的时尚,这是我们去申办冬奥会的第一个原因:为了满足人民群众的需要。”

奥运之城


对于这次申办冬奥会的成功,王部长充满了信心,在王部长心中北京就是一座奥运之城。:“我们有着非常好的奥林匹克精神的普及,在老百姓心中,大家对奥林匹克的认同感超过了任何其它国家的城市,就是因为北京是奥运之城啊。”王部长对我们说: “大家在2008年奥运会的时候已经感受到了奥运会给我们带来的变化,对城市发展的促进,所以大家对奥林匹克有感情,这也是我们为什么得到了百分之九十以上支持率的一个原因。老百姓支持我们,这是很重要的一点。我们能够有信心去申办是因为我们身后有着这么多群众在支持,中央政府和有关部门都在支持我们。”

“还有一点就是我们有经验。我们办过2008年奥运会了,留下了一批场馆、设施,更重要的是人才。你看我们在座的人,包括张女士,她跟我一样都是在2008奥运会的时候在这里工作,上一次申办奥运会我就在这个位置上,我们这些人非常有经验。以前奥运会的时候,28个大项的主任都是全世界各地聘来的,但是2008年北京奥运会28个大项的主任全部是中国人。现在我们这些人才都留下了,因此我们办了夏奥会以后又去组织了亚运会、大运会和青奥会,这批人才为确保这些大会的顺利进行发挥着重要作用。现在我们又来申办冬奥会,如果申办成功的话,这些人还将继续服务于这个冬奥会,所以我们的人才和我们留下的经验,包括我们做奥运会的情节,都是其它的国家所不具备的,我觉得是这是我们的一大优势。”

零风险


在北京申办冬奥会的优势中,王部长特意提到的一点就是北京在很多方面是零风险。王部长说:“首先是安保零风险,在北京办奥运会一定是安全的、可靠的,我们会让大家完全放心。其次就是我们的接待能力零风险,因为我们北京的酒店、机场、运输能力、城市的地铁,这些都是非常完备的。北京的机场现在是世界上第二大吞吐量的机场,我们再把第二机场建成了以后,就变成世界上最大的机场了。任何一个大的城市直接飞北京,航班非常的方便,这些都是我们特别大的优势。还有媒体接待,在2008年奥运会的时候,32278个记者来到了北京,这么大批量的记者到了我们这里,他们走的时候只有两个字,叫“满意”,非常满意北京奥运会的媒体服务。可以说北京的媒体服务为全世界的奥林匹克,包括任何一个赛事树立一个新的标准,从此以后国际奥委会和大的体育组织都依照北京奥运会媒体服务的标准来去给其它的城市提要求。还有我们社会经济发展的稳定性,我们中国的经济发展没有风险,这个是肯定是没问题的。财政保证,没有风险。中国市场的潜力,没有风险。”

在提到这次冬奥会收支问题时,王部长说:“国际奥委会对任何一届奥运会都会有三大担心,第一个担心:没有观众,我们中国不会有这个问题,2008年奥运会的时候已经试过了,我们的一票难求。当时我们的网络售票是美国人设计的,他们哪里想到第一个小时,中国人就八百万人上去买票,一下就把整个网给崩了。他们没有想到中国人对奥运会的感情是这样的。还有一个不担心就是刚才我说的财务不会担心。在任何一个国家他们都担心财政问题,场馆盖不完怎么办?但是北京没有这个问题,肯定我们早早就把场馆盖好啦。我们08年办奥运会,06年我们的场馆就建成了,所以财力是没问题的。第三他们担心志愿者,怕没有人来为这个赛会来服务。我们北京不用担心这个,为什么呢? 我们当时的志愿者要10万名,结果来报名是130万。这些都是我们的优势,我们认为能够零风险的办好一届冬奥会。”

文化的交融


奥运会不仅仅是一场体育竞赛,更是一种文化,不仅是奥运精神在世界范围的传播,更是世界不同文化的深入交流与融合。对此王部长有着深刻的认识:“这次我们办奥运会选择的地方是北京和张家口,这两个城市正好是在长城的两边,北京在长城的里边,张家口在长城的外边。我们说长城内外是故乡,我们就把冬季奥运会放在长城脚下,这是非常独特的。长城是人类物质文化遗产,有多少个世界文化遗产可以贡献给冬奥会呢?”

“还有,如果我们申办成功的话,会在2022年的2月4号开幕。那时候是咱们中国春节,无论是长城还是春节,都是全世界都知晓的、重要的符号,一个是我们地理的符号,一个是我们的历史文化积淀的符号。我们把中国的春节作为冬季奥运会的一个文化的特质贡献出去,这难道不是一个很好的事情吗?哪一个国家能把自己民族最大的节日奉献出来?”

节俭的奥运会


办一届节俭的冬奥会,是这次申办冬奥会的一个口号。王部长告诉我们:“节俭的冬奥会绝不仅仅是一个口号,是一个实实在在的行动。首先我们办冬奥会不用建太多的场馆。如果我们申办下来冬奥会,在北京的冰上运动只需要建一个大道速滑馆,其他的我们都已经有了,不需要新建了。雪上的呢?我们在张家口的雪道只需加以改造,也不用去投资专门建雪道。延庆的临时场馆比赛完了就变成我们的旅游休闲、度假、训练、夏令营活动的地方。这是一个方面的节俭。

对于节俭,王部长有更深层次的理解:“我想强调的一点是节俭不节俭,您要看它的使用率。我们场馆的利用率是全世界最好的,为什么这么说呢?因为我们人多,因为我们需求量大。而且更重要的是我们的场馆从一开始设计的时候就用了三个理念保证了它的再利用:第一个,业主制,场馆由政府委托业主来建设,建设完了以后这个场馆归业主,业主必然考虑它的赛后利用。像五棵松的场馆,各种各样的比赛、演唱会,一个接着一个,想订上还不容易呢。第二个,我们把很多的场馆建在了大学里,譬如说北大、人大,很多大学都有,大学生在不停地用。第三个呢,就是放在社区里,归了老百姓。那社区里的活动就非常多,每个周末都爆满,利用率高到这种程度它能不节俭吗?它已经平摊了成本。”IMG_2899a

环保的奥运会


对于很多人担心的北京环保问题,王部长说:“我们可以把冬奥会变成一个我们改善治理环境的一个契机。为什么这么说呢?就是北京重视空气质量的程度远远超过任何人的想象,因为我们北京人在这里呼吸。让老百姓能有好的空气,能在洁净的空气下生活,这是北京市政府现在心中最大的一件事情。中国政府也高度重视,我们出了《环境保护法》,推出了十条非常严厉的规定,规定要求各级政府,包括企业、社会都必须从保护环境出发来发展经济。北京市政府推出了一个2013年到2017年的环境治理的规定,又推出了一个2017年到2022年的环境治理的规定,每一个都是5年,来保证环境治理。我们已经采取非常严厉的措施,现在效果已经产生了。今年一季度,PM2.5已经下降了百分之十九。您看今天北京的天空已经是蓝天白云了,但是它确实还需要继续治理,还要加大力度。我们申办2022年冬奥会对于空气治理无疑是个巨大的推动,因为我们要保证到那时候让全世界的运动员、教练员、裁判员和奥林匹克大家庭的每一个成员都到这里能够感受到好的空气。但是受益的首先是北京人,所以从这个角度来讲,我们会努力的推进,您尽管放心。”

全民的奥运会


对于这次申办冬奥会,王部长的眼光已经超越了竞技运动,而是把奥运会作为作为机促进中国的全民体育运动的契机。“北京奥运会的遗产,不是什么场馆,也不是什么城市的建设,也不是什么地铁交通,而是把全民参与运动的愿望和能力给调动起来了。”王部长说:“现在中国人锻炼、运动的愿望非常强。比如说自行车、铁人三项、游泳,各种各样的活动都有。尤其冬季运动这些年开始蓬勃发展起来了,如:北京出现了96支青少年的冰球队,最小的孩子也不过就5,6岁,而最大的孩子也就是上中学,队员有有两千多人。他们的家长说:我们希望下一代更健康,希望他(她)是能够跟大自然交融的非常好,体魄非常健壮的孩子。”

“我们的百万青少年上冰雪计划也在推行,我们就是要鼓励青少年他们把体育运动当成他们生活的时尚。这些措施已经发挥了很大的作用,中国人对冬季运动,包括所有体育运动的兴趣越来越广,很多人已经把体育作为一种自己的娱乐方式,甚至是一种生活方式。过去中国人比较穷,见了面大家都会问“你吃了吗?”因为能吃上一顿饱饭就觉得很荣耀。现在呢,年轻人互相见了面都是在问“你打球了吗?你滑冰了吗?你是不是参加了什么长跑了?” 这些变化是因为体育运动已是人们生活的组成部分,成为了人们关心的话题。当人们去追逐这种快乐的时候,这个民族才是真正的健康。”

祝福北京


我们祝福北京也相信北京能够举办一届成功的冬奥会。通过对王部长的专访,我们深刻地体会到北京最大的优势不仅仅是场馆和设施,更重要的是人,是全体中国人的支持和参与,是那些即有使命感和责任心又有能力和经验的组织者和领导者。我们采访过很多加拿大政要,像王部长这样充满热忱又具有杰出能力的并不多见。不仅仅是奥运会,中国今天的成功都在于中国有很多这样杰出的人才。

Caifu Global