b'PRESIDENTS MESSAGEPASSING THE TORCHDAN HENROTTE RCABC PresidentT he roofing industry in B.C. was built by hardworking,of projects. Make legacy manuals including standard oper-knowledgeable and resilient individuals. Many roofingating procedures that future teams can follow. This provides veteransarenowreachingthelaterstagesoftheirconsistency for younger leaders and a strong foundation to careers.Astheseindustryveteransbeginplanningbuild on.retirement, a critical question arises: how can the older genera- Theindustryisdifferentnow(i.e.,faster-paced,more tion ensure the industry remains strong and thriving? digital),butprideinqualityworkmanshipshouldremain The answer lies in leadership, mentorship and successionimportant. Values such as craftsmanship and professionalism planningin other words, passing the torch. The veteransshould be reinforced, and veterans should lead by example in wealth of experience is too valuable to lose. To protect theteaching,preservingthesevaluesandcreatingthebusiness integrity and future of roofing in B.C., veterans must play anculture for the next generation.active role in teaching the next generation. Here are some thoughts on what should be done. EMBRACING DIVERSITY AND INNOVATIONMENTORSHIP For the roofing industry in B.C. to flourish, it must be open Mentorship is an important part of passing on the legacy totopeoplefromallbackgrounds(i.e.,immigrants,women, the next generation. Knowledge passed down is foundationalIndigenous workers). The older generation should challenge in trades like roofing. The older generation can create formalbiases or gatekeeping mentalities, encourage innovation and mentorshippairingswithyoungeremployeesthatprovidessupport inclusive hiring, fair wages and a respectful jobsite context for decision-making, client relations and jobsite safetyculture. Growth requires change that starts with acceptance and host storytelling sessions that turn past challenges intofrom the top.valuable insights. Mentorship preserves technique and culture including honesty, accountability and pride in workmanship. STAYING INVOLVEDSeasoned professionals can continue to contribute as part-time LEADERSHIP advisors or other roles such as consultants, participating on The best candidates for leadership may already be workingRCABC committees and attending trade events like panels or inthecompany.Ownersshouldidentifyhigh-potentialworkshops. This keeps veterans connected and provides the employees, involve them in leadership roles and encouragenext generation access to their wisdom.them to take courses that hone their leadership skills. InvestingWith thousands of years of combined experience exiting in people is a long-term growth strategy and also strengthensthe workforce in the next decade, the risk of lost knowledge loyalty and continuity. and unstable transitions is real. The solution is simple: the older generation should build the bridge to preserve their legacies, SUCCESSION PLANNING elevate the next generation and ensure the industry continues Develop and execute a clear succession plan that begins threeto evolve and thrive. to five years before owners are exiting the business. SuccessorsBy mentoring, documenting, planning and staying involved, in training should be exposed to all internal systems, includingveterans can pass the torch and leave behind a stronger, smarter companyfinancialsandvendorrelationships.Considerand more resilient roofing industry for decades to come.offering equity, profit-sharing or gradual ownership transfer toI encourage you to share your thoughts and ideas with me successors. Succession is a transition of responsibility, reputa- (danh@cascaderoofing.ca) and the RCABC staff.tion and relationships.DOCUMENTATION, PRIDE AND CULTURE Yours sincerely, Documentallprocesseswithinthecompany(i.e.,quoting,Dan Henrotte safety compliance, etc.) as well as lessons learned from decadesRCABC President8 lROOFINGBClFALL 2025'