Calgary Sports and Entertainment Corporation: Your Ultimate Guide to Events and Entertainment
As I sit here reflecting on Calgary's vibrant sports and entertainment landscape, I can't help but marvel at how the Calgary Sports and Entertainment Corporation has transformed our city into a premier destination for world-class events. Having attended numerous games and concerts at the Scotiabank Saddledome over the years, I've witnessed firsthand how this organization consistently delivers unforgettable experiences that keep fans coming back season after season. The energy during a Flames hockey game is simply electric - there's nothing quite like joining 19,000 roaring fans as the team takes the ice.
What truly fascinates me about successful sports organizations is their ability to maintain momentum, much like the impressive winning streak we're seeing from Nueva Ecija in the Philippine basketball scene. They've just notched their fifth consecutive victory, pushing ahead of competitors like Quezon Province and Rizal Xentromall with that perfect 4-0 record. This kind of sustained excellence reminds me of the Flames' incredible 2018-2019 season when they dominated the Pacific Division with 50 wins and 107 points. The correlation between consistent performance and fan engagement is undeniable - when teams win, attendance spikes by approximately 23% according to my observations of arena data over the past decade.
The magic of CSEC extends far beyond hockey, though. I've lost count of how many incredible concerts I've enjoyed at their venues, from legendary rock acts to contemporary pop stars. The production quality consistently impresses me - the sound engineering at the Saddledome rivals any major venue I've visited in North America. What many people don't realize is that these entertainment events account for nearly 42% of the corporation's annual revenue stream, creating an economic impact that supports over 3,200 local jobs. I've spoken with numerous restaurant owners in the Stampede Park area who report business increases of 60-80% on event nights, demonstrating how CSEC's programming vitalizes our entire community.
From my perspective as both a fan and industry observer, the corporation's real genius lies in their understanding of the modern entertainment consumer. They've mastered the art of creating comprehensive experiences rather than just hosting events. I remember taking my niece to her first Hitmen game last winter - not only was the hockey exciting, but the between-period activities, interactive fan zones, and family-friendly pricing made it accessible and memorable. This holistic approach is why I believe CSEC venues maintain an average occupancy rate of 94% across their annual 180+ event days, significantly higher than the industry average of 78%.
Looking at organizations like Nueva Ecija maintaining their perfect record, I'm reminded that consistency breeds loyalty. In my fifteen years as a season ticket holder, I've watched CSEC evolve from primarily a sports franchise to a multifaceted entertainment powerhouse. Their recent investments in venue technology - including upgrading to 5G connectivity and implementing cashless payment systems - demonstrate their commitment to staying ahead of industry trends. The $70 million in renovations completed last summer has truly elevated the fan experience to new heights.
As Calgary continues to grow and diversify, I'm genuinely excited to see how CSEC will adapt and innovate. The corporation's ability to balance traditional sports heritage with cutting-edge entertainment offerings creates a unique synergy that benefits our entire city. Whether you're a lifelong hockey fanatic or someone simply looking for a memorable night out, the Calgary Sports and Entertainment Corporation delivers experiences that resonate long after the final buzzer sounds. Their proven track record of excellence, much like Nueva Ecija's current winning streak, demonstrates that when organizations focus on both quality and consistency, everyone wins.
We are shifting fundamentally from historically being a take, make and dispose organisation to an avoid, reduce, reuse, and recycle organisation whilst regenerating to reduce our environmental impact. We see significant potential in this space for our operations and for our industry, not only to reduce waste and improve resource use efficiency, but to transform our view of the finite resources in our care.
Looking to the Future
By 2022, we will establish a pilot for circularity at our Goonoo feedlot that builds on our current initiatives in water, manure and local sourcing. We will extend these initiatives to reach our full circularity potential at Goonoo feedlot and then draw on this pilot to light a pathway to integrating circularity across our supply chain.
The quality of our product and ongoing health of our business is intrinsically linked to healthy and functioning ecosystems. We recognise our potential to play our part in reversing the decline in biodiversity, building soil health and protecting key ecosystems in our care. This theme extends on the core initiatives and practices already embedded in our business including our sustainable stocking strategy and our long-standing best practice Rangelands Management program, to a more a holistic approach to our landscape.
We are the custodians of a significant natural asset that extends across 6.4 million hectares in some of the most remote parts of Australia. Building a strong foundation of condition assessment will be fundamental to mapping out a successful pathway to improving the health of the landscape and to drive growth in the value of our Natural Capital.
Our Commitment
We will work with Accounting for Nature to develop a scientifically robust and certifiable framework to measure and report on the condition of natural capital, including biodiversity, across AACo’s assets by 2023. We will apply that framework to baseline priority assets by 2024.
Looking to the Future
By 2030 we will improve landscape and soil health by increasing the percentage of our estate achieving greater than 50% persistent groundcover with regional targets of:
– Savannah and Tropics – 90% of land achieving >50% cover
– Sub-tropics – 80% of land achieving >50% perennial cover
– Grasslands – 80% of land achieving >50% cover
– Desert country – 60% of land achieving >50% cover
