The Future in Cannabis. WorldWide.



Our last blog provided a high level outline of the various phases involved in the successful planning of a cannabis production & processing facility, from the Initiation Phase, through to the Planning, Implementation, and Closing Phases.  We will break each of these phases down into a bit more detail, “one blog at a time” so there is clarity on the expectations and nuances within each step of the process. We will start at the beginning, with the Initiation Phase.

The Initiation Phase is where it really all begins and is considered to be the most crucial phase as it sets the stage for future steps in the process. The overview of the project objectives, scope, purpose and deliverables are identified in this phase and the project team(s) are assembled and hired. It is only with a clearly defined scope and a suitably skilled team that success can be ensured. In this phase, the ownership team begins with exploring the the idea of developing a cannabis facility, elaborating on what the primary goal(s) are for the project and further examine the feasibility of the project by answering a number of key questions:

  • Why this project?
  • Is it feasible?
  • Who are possible partners in this project?
  • What should the results be?
  • What are the boundaries of this project ie: what is outside the scope of the project.

When it comes to the discussions and decisions required during this phase, the ability to say no is an important quality in the project leader. Projects tend to expand once people have become excited about them and people keep adding objectives. These additional objectives are nearly certain to have the project go off schedule, and the ownership team is unlikely to achieve their original goals. To prevent the development of false expectations concerning the results of the project, it makes sense to explicitly agree on the type of project that is being started:

  • a research and development project
  • a project that will deliver a prototype or proof of concept
  • a project that will deliver a product

The choice for a particular type of project largely determines its results. For example, a cannabis research and development project examines the feasibility of a particular product and its benefits to the public. A project in which a prototype is developed delivers all of the functionalities of a particular “application”, but they may not be suitable for use in a particular context (e.g. by hundreds of users). A project that delivers a product must also consider key factors of regulatory compliance and public safety.

Many misunderstandings and conflicts can arise if members of the ownership group that are involved in the project are not clear on these matters. Customers may expect a medicinal product for consumption, while the members of the ownership/project team think they are developing a research and development product. A sponsor may think that the project will produce a working prototype, while the members of the ownership/project team must first examine whether the idea itself is technically feasible.

Decisions on all of these matters need to be made concerning who is to carry out the project, which party (or parties) will be involved and whether the project has an adequate base of support among those who are involved within the ownership team. It is during this this phase, the current or prospective project leader writes a proposal, which contains a description of all of the key components of the project and may include business plans and grant applications. The prospective sponsors of the project typically evaluate the proposal and, upon approval, provide the necessary financing. The project officially begins at the time of approval.

Next month we will further explore the PLANNING PHASE.


By Robert Mulyk – Director of BenchmarkBUILD for TheraCann International.

For more information on  the Cannabis Facility Building design and our services,  please contact Robert Mulyk, Director of BenchmarkBUILD for TheraCann International.


As we continue to explore the various aspects of creating a successful cannabis building project, we wish to focus today on the four high-level phases involved in the development of a construction project as typically would be established through standard project management procedures and protocols.

The project manager and project team have one shared goal in mind – that is to execute the work of the project for the purpose of meeting the project’s objectives. Every project has a beginning, a middle period during which activities move the project toward completion, and an ending. A standard project typically has the following four major phases, each with its own agenda of tasks and issues: initiation, planning, implementation, and closure. Together these phases represent the path a project takes from the beginning to its conclusion and are generally referred to as the project life cycle.

 Initiation Phase

During the first of these phases, the project objectives are defined. In the case of a cannabis facility, identifying the client’s needs related to their business and operational objectives need to be clearly outlined. An appropriate response to the need is documented in a business plan with recommended solution options. A feasibility study may be necessary to further investigate whether each option addresses the project objective to allow for a recommended solution to be developed. Issues of feasibility on whether the client “can” do the project versus justification of “should” we do the project are addressed.

The issue of feasibility is a necessary step the clients needs to undertake before they move forward towards applying for a license under the local regulatory authorities and before the hiring of the appropriate consulting team. Once the recommended solution is approved by the client team, a project is initiated for delivery of the approved solution and a project manager sets out to identify the major deliverables and the identifies the various project teams and team members required. Approval is then sought by the project manager to move onto the planning phase.

 Planning Phase

This next phase is where the project solution is further developed in as much detail as possible and where the steps necessary to meet the project’s objective are planned. In this step, the team identifies all of the work to be done, outlining the project’s tasks and resource requirements, along with the strategy for producing them. This is also referred to as scope management.

A project plan is created outlining the activities, tasks, dependencies, and timeframes. The project manager coordinates the preparation of a project budget by providing cost estimates for the labor, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.

Once the project team has identified the work, prepared the schedule, and estimated the costs, the three fundamental components of the planning process are complete. This is an excellent time to identify and try to deal with anything that might pose a threat to the successful completion of the project. This is called risk management.

In risk management, high-threat potential issues are identified along with the action that is to be taken on each potential problem, either to reduce the probability that the problem will occur or to reduce the impact on the project if it does occur.  The review of risk is frequently done by a consultant specializing in risk management analysis. This is also a good time to ensure all project stakeholders are identified and establish a communication plan describing the information needed and the delivery method to be used to keep them informed.

Finally, a quality plan, providing quality targets, assurance, and control measures, along with an acceptance plan, listing the criteria to be met to ensure a quality project is delivered needs to be developed. At this point, the project us essentially planned in detail and is ready to be executed.

 Implementation (Execution) Phase

During this third phase, the project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate efficiently and consistently during this phase. Progress is continuously monitored and appropriate adjustments are made and recorded as variances from the original plan. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings.

The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should the project being going off course, is to return to the original plan. If that cannot happen, the team should identify variations from the original plan and then record and publish modifications to the plan that are acceptable to all. Throughout this phase, project sponsors and other key stakeholders need be advised of the project’s status according to the agreed-on frequency and format of communication. The project plan and related schedule should be updated and published on a regular basis.

Status reports should always emphasize the anticipated end point in terms of cost, schedule, and quality of deliverables. Each project deliverable produced should be reviewed for quality and measured against the acceptance criteria. In the case of a cannabis facility, once all of the deliverables have been completed and the client has accepted the final completed building, the project is ready for closure.

Closing Phase

During the final closure, or completion phase, the emphasis is not only on the commissioning of the building to ensure all systems are operational and the building has been constructed in accordance with the signed off/accepted contract documentation, but also includes the handing over of project documentation to the client, finalizing supplier contracts, releasing project resources, and communicating the closure of the project to all stakeholders.

A last remaining step, which is sometimes overlooked as team members may have already moved onto other projects, is to conduct a lessons-learned study to examine what went well and what needed to be improved. Through this type of analysis, the wisdom of experience is transferred back to the project organization, which will help future projects.


In our upcoming blogs, we will undertake more detailed discussions on each phase of the project and the typical tasks required to be executed for successful delivery of the project.



By Robert Mulyk – Director of BenchmarkBUILD for TheraCann International.

For more information on  the Cannabis Facility Building design and our services,  please contact Robert Mulyk, Director of BenchmarkBUILD for TheraCann International.

CANNABIS FACILITIES – Focusing on Project Management and Delivery

In our last blog, we had briefly explored the challenges facing licensed producers attempting to quickly construct their facilities without engaging the services of an experience consulting team that understands the many nuances of cannabis production. We will continue to explore these challenges a bit further in upcoming blogs starting with today’s blog, focusing on project management and delivery of these sophisticated and yet mostly misunderstood production facilities. The execution of a large scale cannabis facility with the magnitude and technical complexity that has come to be expected by both client and regulatory bodies, requires a clear and concise understanding of the various aspects of project management. The elements that form the basis of exceptional project management are outlined below:


  1. Integration Management: Construction projects, especially those in the cannabis sector, have all types of activities going on consecutively and there is a need to keep the all moving parts moving forward collectively, integrating all of the dynamics that are required to take place. Managing integration is about developing the project brief, and scope of work statement, along with a plan to direct, manage, monitor, and control project changes as they occur.


  1. Scope Management: Projects need to have a defined parameter or scope, and this must be broken down and managed through a work breakdown structure. Managing scope is about planning, definition, work breakdown structure, verification, and control.


  1. Time/Schedule Management: Projects have a definite beginning and a definite ending date. Therefore, there is a need to manage the budgeted time according to a defined and accepted project schedule. Managing the project time and schedule is about definition, sequencing, team resource and duration estimating, schedule development, and schedule control.


  1. Cost Management: Projects consume resources and managing costs is about resource planning, cost estimating, budgeting, and control.


  1. Quality Management: Projects involve specific deliverables which are required to meet project objectives and performance standards as established by the client and/or consulting teams. Managing quality is about quality planning, quality assurance, and quality control.


  1. Project Team Member Management: Projects can easily consist of a variety of teams and team members which need to be managed during the life cycle of the project. Finding the right people, managing their outputs, and keeping them on schedule is a big part of managing a project.


  1. Communication Management: Cannabis projects involve a number of people, not just the client who benefits directly from the project outcomes, but also regulatory bodies who need to be apprised of the projects status on a timely and consistent basis in order to ensure the issuance of required licenses are not delayed. Additional project team members will also typically include project participants (contractors, and consultants), but also managers from various firms who must oversee the project, as well as external stakeholders who have an interest in the success of the project. Managing communication is about communications planning, information distribution, performance reporting, and stakeholder management.


  1. Risk Management: Projects are a discovery-driven process, often uncovering new customer needs and identifying critical issues not previously disclosed. Projects also encounter unexpected events, such as project team members leaving the project, budgeted resources suddenly changing, client re-organization and newer technologies being introduced. There is a real need to properly identify various risks and manage these risks. Managing risk is about risk planning and identification, risk analysis (qualitative and quantitative), action planning on the risks, and risk monitoring and control. Typically this is done as a collective effort between the client, consulting team as well as the contractors and sub-trades involved in the construction of the project. The very detailed nature of risk analysis and risk management typically requires engaging a consultant that is focused on providing this service exclusively and who works with the client and consulting teams to outline and develop and risk register.


  1. Procurement Management: Projects procure the services of outside vendors and contractors, including the purchase of equipment. There is a need to manage the various vendors involved in the project, whether contracted directly with the client or those secured by the contractor through a formal tendering process. Managing procurement is about acquisition and contracting plans, sellers’ responses and selections, contract administration, and contract closure.


  1. Stakeholder Management: Every project impacts people and organizations and is impacted by people and organizations. Identifying these stakeholders early, and as they arise and change throughout the project, is a key success factor. Managing stakeholders is about identifying stakeholders, their interest level, and their potential to influence the project; and managing and controlling the relationships and communications between stakeholders and the project.


With these critical project management elements outlined, it is important to understand the flow of the project from project initiation to project close out. We will explore these steps in future blogs.


By Robert Mulyk – Director of BenchmarkBUILD for TheraCann International.

For more information on  the Cannabis Facility Building design and our services,  please contact Robert Mulyk, Director of BenchmarkBUILD for TheraCann International.

Insight of legalization of recreational and medicinal cannabis in Canada and it effect in the Australian Market

The recent legalization of recreational cannabis use in Canada poses a unique opportunity for the Australian Government and Australian market to witness the effect that legalization has on the industry and the prohibited substance landscape.

With the legalization of recreational and medicinal cannabis in Canada, sales are expected generate up to $7.17 Billion CAD by 2019. The impact of this legalization is not merely of economic importance however, with 35% of cannabis users surveyed suggesting they would be switching to legal forms of cannabis in the next 12 months.

The impact this legislative change has on the social and economic landscape of Canada provides Australia with a unique case study on the potential affect similar legislative changes may have in Australia.

A forecast of the Australian cannabis extract market alone projects an increase in sales from $52 million AUD in 2018 to $1.2 billion AUD by 2027. It is no secret by now that the legislative pathways for production, cultivation and supply of medicinal cannabis in Australia is hindered by the lack of resources available to the Office of Drug Control who have been inundated with application since the passing of legislation and are currently processing up to 171 new applications.

Whilst the legalization of recreational cannabis in Australia may not be in Australia’s immediate future, the opportunity for the cultivation and extraction of Cannabis materials in Australia is an intriguing opportunity for investments. In January 2018, Australia became one of the few countries in the world, including Canada and Uruguay to allow the exporting of Australian extracted medicinal cannabis products internationally. The Australian product is considered to be of an incredibly high standard with quality control conducted by the Therapeutic Goods Administration. For those companies that are already established in Australia, and are continuing to grow with new and larger manufacturing and extraction plants being established all around the country, the slow development of legalization in Australia is off-set economically by the opportunity to export their product internationally.

Whilst the movement towards easier access to medicinal cannabis in Australia, and in turn recreational legalization may seem slow, a recent survey of Australians showed that 85% of Australian’s now support medical cannabis. A further survey on the recreational use of legal cannabis has seen a 9% increase in support from 2013 to 2016 up to 35%.
With the continued advocacy and proposed amendments furthered by the Australian Green’s party, combined with new developments in Cannabis access, such as the recent opening of a Queenslands first medicinal cannabis clinic in Brisbane, corresponding with clinics in Sydney and Melbourne, a considered attempt to streamline the access to medicinal Cannabis for patients in Australia appears to be prevalent.

The move towards more accessible medicinal cannabis now seems to be supported by both Doctors and the general public, with a recent survey conducted by the University of Sydney stating that 61.%% of GP’s reported that one or more patients had inquired about the possibility of medicinal cannabis in the months leading up to the survey and further that 58% of the GP’s were in favour of prescribing medicinal cannabis.

Whilst the medicinal cannabis market in Australia still finds it’s footing, an opportunity has presented itself to policy makers as well as the Australian market and public to be challenged by the developments in the Canadian market and learn valuable lessons in the interim. The slowly developing conservative market is gaining support from all levels of consumer and supplier and the excellent quality of the Australian product has enabled Australian Cannabis companies with an export license the opportunity to continue to grow whilst the market waits for the government to catch up with changing social and economic trends.

In the past financial year, the first evidence of the growing Australian domestic market became apparent to investors with the Canngroup becoming the first Australian company listen on the ASX to post a profit from the sales of medicinal cannabis alone. As the market continues to grow, it is likely CannGroup will be joined by many others in the next financial year. The opportunity for the Australian export market seems limitless with the exponential growth of cannabis use worldwide. It is expected that this opportunity will support many companies whilst the Australian legal and political landscape catches up to the rest of the world.

By Joplin Higgins -Country Manager for TheraCann Australia.

For more information on the Cannabis Industry in Australia and our services, please contact Joplin Higgins, Country Manager for TheraCann Australia.

CannaTech Sydney presentation -October 30th 2018

Our Chief Operating Officer Chris Bolton delivered the Presentation “Ensuring a Reliable, Economic, Practical and Safe Cannabis Regulatory Framework” @ CannaTech Sydney on October 30th.

To download the presentation simply click here.

For more information on  Innovations to the Cannabis industry and our services,  please contact our sales team.



Applying to become a licensed cannabis producer in Canada (and other jurisdictions) is a complicated task. Over the years, we at Theracann have learned how best to navigate the application process.  Here is a brief summary of suggestions to help you successfully apply to become a licensed producer.

Top Ten Tips to Ensure Success:

  1. Understand the licensing process. It is essential to know that you cannot get a Health Canada cultivation license until you have a functioning facility.  In addition, you cannot sell cannabis until you pass inspection and testing for two sequential production batches. Unlike other jurisdictions that require non refundable deposits (some as high as $50K), the Canadian program does not charge an application fee, however you need to secure construction and financing up front.
  2. Location, Location, Location. Make sure you have appropriate zoning permission and follow all local bylaws with respect to land use, security, distance from schools, etc. Make sure your site will have sufficient power and water services to accommodate your facility and production plan.
  3. License application accuracy is critical. Answer every section carefully and thoroughly, and have another person review all aspects of your submission. Applicants have become stuck in the security clearance phase because of a misspelled middle name or incorrect birth date, so don’t let this happen to you.
  4. Avoid making changes to a submitted application. If at all possible, do not make changes to your submission once it is in the queue. Changes to key personnel or company name may interrupt the approval process and lead to a longer wait time for approval. A change of location will require a new application.
  5. Choose key managers wisely. Being a Licensed Producer is serious business, and although friends and family are easy to recruit, they most likely do not have the expertise required to operate a highly regulated production facility. Both Health Canada, and potential investors, will want to see that you have hired a talented and qualified management team.
  6. Check credentials and references. Make sure key personnel on file (SPIC – Senior Person in Charge, RPIC – Responsible Person in Charge, QAP – Quality Assurance Person) can withstand vigorous scrutiny. Do not take anything for granted. Obtain original or notarized copies of diplomas, degrees and other qualifications; and be sure to proactively reach out to all references.
  7. Time is money. For every step of the process, from planning, application, construction, facility set-up and establishment, there is potential for delays and resulting reduction of revenues. Avoid opportunity costs associated with delays by having the right people and a well developed plan.
  8. Have a marketing plan in place. Competition in the Cannabis Industry is growing rapidly so you need to understand early on where your company and products will best fit within the marketplace.
  9. Keep moving forward. Keep your application file active by answering any questions that Health Canada may have, and by keeping them informed of all updates. Show that you are actively progressing with your project because any files that languish over time may be flagged as inactive and moved to the bottom of the pile.
  10. Why reinvent the wheel? Partner with an experienced multi-disciplinary team, who has a proven track record and knows how to navigate the process. Ensuring that all aspects of your business are integrated and fully compliant with regulations will get you up and running faster. See point #7.

By Brenda Marks – Customer Service Manager for TheraCann International.

For more information on  the Cannabis Industry and our services,  please contact Brenda Marks, Customer Service Manager for TheraCann International.


The recent world wide boom in the cannabis industry, has created a sense of urgency for many prospective licensed producers in their desire to “fast-track” the construction of their grow and processing facilities. This fast track pursuit to establish their operation without delay, has resulted in a detrimental lack of attention to specific design requirements for high quality cultivation and processing of cannabis resulting in sub-standard building systems and inferior end-product quality.


The desire for a quickly constructed building, combined with the general lack of experience with the many ownership teams in understanding the importance of proper building system design, specifically related to cannabis production, has created numerous situations where the licensed producer has had to inject stifling “post construction” capital into their facilities in an attempt to rectify issues that have proven to be damaging to their product quality, and in some cases affecting all aspects of their operation.


The hastiness by which many producers have elected to assemble their projects, utilizing outside consultants and project team members that do not have a strong record of experience and success with cannabis facilities, has created the various issues which they now must rectify in order to achieve any chance of producing a quality product for the public.  The requirement to now retrofit their facility to meet the necessary standards expected in producing pharmaceutical grade medical marijuana, can be disastrous to most owners, resulting in a challenging financial impact as well as undesirable disruption to their fully operational facility.


Despite the many guidelines and regulations issued by the regulatory leaders in the worldwide cannabis industry, there continues to be a lack of clarity from these regulatory bodies on the best practice approach to what is required in terms of facility requirements to produce high grade cannabis products. The search for this information can be both frustrating and daunting as there is tends to be either a lack of information or misleading information in the marketplace as to the “best” approach to facility design.


Every ownership group, upon initiation of their project, must understand that seeking out and securing a project team to design their facility, a firm that has all required expertise internally within their wheelhouse, is critical to the success of their business overall. The most desirable  firm understands the fundamentals in cannabis facility design, commencing with an optimized functional layout of the facility, which takes into account the most systematic and efficient workflows for all aspects of the operation and integrates engineered mechanical and electrical systems layouts.


These foundational elements, combined with comprehensive recommendations and specifications for all interior and exterior building components and equipment that meet pharmaceutical and food grade regulatory requirements, will deliver the most economical yet most efficient solution to ensuring that a high quality end product is achieved and that the business remains profitable and successful for the long term.


We will continue to explore additional challenges and insights on developing optimal cannabis building solutions in our next blog…


By Robert Mulyk – Director of BenchmarkBUILD for TheraCann International.

For more information on  the Cannabis Facility Building design and our services,  please contact Robert Mulyk, Director of BenchmarkBUILD for TheraCann International.


Potential growth in Australia from the legalisation of medicinal cannabis from an economic perspective.

The recent legislative reform enabling a licencing and permit based scheme for the cultivation and supply of medicinal cannabis is merely the beginning of the medicinal cannabis revolution within Australia. Continued research into larger samples within the Australian and International market combined with modern advancements in agriculture have enabled cultivators and suppliers to isolate compounds and tailor grow medicinal cannabis strains to target particular symptoms of diseases included nausea, seizures and pain. Only two hundred years ago similar concerns were raised about the extraction of morphine from opioid based plant types and research now suggests that this designer cannabis poses even less harm than its more established counterpart.


The growth of the medicinal cannabis industry presents numerous opportunities for Australia to become a market leader in narcotic and economic reform. Recently the Australian Green’s party has advocated for the widespread legalisation of cannabis combined with a taxation initiative that could see Australia raise over two billion dollars annually. Recent legislative reform in the United States, most notably in Massachusetts has seen significantly high sales tax imposed on cannabis distributors with the revenue raised being used on drug focused programs including community and young person’s education, drug treatment facilities as well as funding an independent monitoring authority which will free up state resources to focus on other elements of trade and enforcement.


Whilst widespread legalisation of cannabis in Australia may be ambitious at this point, further legalisation of medicinal cannabis in the Australian market may pose similar economic benefits to those possible in Massachusetts and suggested by the Australian Green’s Party. The opportunity for rapid growth in Australia is currently limited by a stringent fiscally and time imposing licencing and permit application system with applications costing in excess of $10,000 dollars and licences in excess of $30,000 annually. Careful consideration must be given whether the imposing of sales and cultivation taxes on businesses applying for a renewable licence with its own significant costs associated with regular compliance may mitigate the potential desire of cultivators to enter the market, this may be especially true for international investors. As such, an approach should be considered where if taxation is designed to significantly raise revenue to the amount suggested by the Australia Green’s party, steps need to be taken to ensure that the fee’s and application process are less restrictive on the prospering industry with any potential loss for the government to be off-set by the lucrative tax raising initiatives.


Further legalisation may also address medical and societal concerns regarding drugs being obtained over the ‘black market’ with unregulated and undisclosed ingredients with legalisation being the first step towards regulation and standardised units of cannabis in products. Further advantages in the growth of the industry may contain the development of new job opportunities for all classes of individuals from cultivators to researchers to sales with most opportunities focused away from the currently over-crowded coast line of Australia.


Ultimately the growth of medicinal cannabis in Australia has only just begun, and with relaxed licencing laws and the imposition of taxes associated with cultivation and the sale of medicinal cannabis, further funds can be raised to focus on areas hindering the growth of the market. Mainly establishing bodies to monitor the industry removed from the potentially restrictive processing times of government bodies and an education program addressing the numerous myths of medicinal cannabis. Technological advancements in agriculture and developing research into the benefits of this wonder drug have created an industry ready for cultivation, however before any form of significant sales tax can be considered, a balance must be reached with less restrictive licencing procedures to ensure we don’t deter both domestic and international investment into a budding multi-billion-dollar home grown industry.

By Joplin Higgins -Country Manager for TheraCann Australia.

For more information on  the Cannabis Industry in Australia and our services,  please contact Joplin Higgins, Country Manager for TheraCann Australia.

Staying on Course – Employee Policies in the Cannabis Industry


As the newly appointed HR Director for TheraCann International with over 25 years of consulting and talent acquisition experience for over 100 industries – my most recent challenge has been creating a Code of Conduct policy that will not only insulate the company from unethical exposure but will also protect our employees and maintain our corporate integrity.

Our global corporation of consultants travel Internationally and attend trade shows and conferences and attend meetings with high level government officials.  At many of the trade shows and conferences Cannabis is available for the sampling, testing, touching and procurement.  The industry has created an environment where corporate conduct is encouraged to cross blurry lines and to perform and act outside the rules of the corporate road.  Our employees travel through countries that not only prohibit recreational use of cannabis, but medicinal use as well, and have harsh consequences for any association with this product.

Doing my research, I looked globally and reviewed Code of Conduct policies for companies who have offices in countries where local laws vary drastically from nation to nation.  GE a company I had partnered with in the past went above and beyond and implemented a Code of Ethics policy that I knew would work for our Global Consultants.  They tied their policy back to the mission and values of their corporation and created what was called a Code of Conduct Integrity Card.  This is a wallet size card that their employees carry with them and present when asked or when deemed appropriate.  I created a TheraCann Code of Conduct card for all our employees including those that will not be traveling.  It is signed and is always to be carried on their person.

Further to the Code of Conduct policy we have a Whistle blower policy.  This ensures that every employee knows there is a process that is confidential yet must be followed if they witness their colleague, client or vendor violating our code.  There is no grey area, there are no blurry lines.  If a colleague suspects unethical behaviour they must report it and a full investigation will ensue.

The Cannabis Industry who has been coined the Gold Rush of this millennium is moving at lightening speed and it is our job to stay ahead and remain at the forefront of the cannabis evolution. Our mission is to make our BenchmarkSOLUTION a brand that’s trusted around the world, by regulators, law enforcement, cannabis producers, processors, distributors, consumers, transporters and analytical laboratories. In other words, we are the company that is wiping out the blurry lines, the grey area and creating definition – neon definition.  For us to succeed we must ensure that every one of our employees and subsidiaries acts accordingly in all their affairs.  We believe we have created that environment where we work hard, have fun and we never have to look over our shoulder as we continue to create and follow the bright yellow lines on the road.

By Karyn Saunders -Director of Human Resources for TheraCann International.

For more information on Human resources management in the Cannabis Industry  please contact Karyn Saunders, Director of Human Resources for TheraCann International.