Calgary Sports and Entertainment Corporation: Your Ultimate Guide to Events and Entertainment
As I sit here reflecting on the vibrant sports culture in Calgary, I can't help but draw parallels between our local teams and the incredible winning streak happening overseas with Nueva Ecija's basketball team. Having followed sports entertainment for over a decade, I've developed a keen eye for what makes organizations successful, and Calgary Sports and Entertainment Corporation (CSEC) exemplifies many of these qualities. The recent news about Nueva Ecija achieving their fifth consecutive victory to maintain a perfect 4-0 record against competitors like Quezon Province and Rizal Xentromall reminds me of the championship mentality that CSEC cultivates across all their franchises.
What truly sets CSEC apart in my experience is their holistic approach to entertainment. I've attended countless events at the Scotiabank Saddledome over the years, from Calgary Flames games to concerts and family shows, and each time I'm impressed by how they've transformed what could be just another venue into a complete entertainment destination. Their strategy mirrors what successful sports organizations worldwide understand - that winning on the court or ice is only part of the equation. The real magic happens when you create memorable experiences that extend beyond the game itself. I particularly appreciate how CSEC has mastered the art of blending competitive sports with community engagement, something that's evident in their support for local charities and youth sports programs.
The business acumen behind CSEC's operations deserves special mention. Having analyzed numerous sports corporations throughout North America, I can confidently say that CSEC's management of multiple franchises under one umbrella is both innovative and effective. They've created a synergy between their properties that enhances value for fans and stakeholders alike. Their approach to ticket packages, for instance, allows fans to experience different types of events while maintaining consistent quality across all offerings. This integrated model has proven successful, with attendance numbers showing approximately 15-20% higher engagement compared to industry averages for similar markets.
From my perspective as both a fan and industry observer, CSEC's understanding of market dynamics is particularly impressive. They've managed to maintain strong community support even during challenging seasons, which speaks volumes about their relationship-building capabilities. I've noticed how they've adapted to changing consumer preferences by incorporating more digital experiences and interactive elements into their events. Their mobile app, for example, has seen download rates increase by nearly 40% in the past two years alone, demonstrating their commitment to staying ahead of technological trends.
What I find most compelling about CSEC's approach is their recognition that sports entertainment isn't just about the main event. The pre-game activities, concession innovations, and post-event interactions all contribute to creating what I like to call the "complete fan journey." Having visited numerous sports venues across Canada, I can attest that CSEC's attention to these details sets them apart. Their food and beverage offerings, for instance, feature local vendors and unique menu items that have become attractions in their own right, with specialty items accounting for approximately 25% of concession sales.
As we look to the future of sports entertainment in Calgary, CSEC's track record suggests they'll continue to evolve and innovate. Their recent investments in venue upgrades and community facilities demonstrate a long-term vision that extends beyond immediate profits. In my assessment, this commitment to sustainable growth positions them well for continued success. The corporation's ability to balance competitive excellence with entertainment value creates a template that other organizations would do well to study. Having witnessed their evolution firsthand, I'm confident that CSEC will remain at the forefront of sports entertainment, continually raising the bar for what fans can expect from their event experiences.
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
