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The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

The smile on Luca D’Alessandro’s face quickly becomes contagious as the nine-year-old – who has special needs - confidently sits tall in the saddle on ‘Miami’ as the horse is calmly led by a volunteer instructor and a Canadian certified instructor around the barn at Sunrise Therapeutic Riding & Learning Centre.

For his mom, Caleigh, seeing the radiant smile on her son’s face every time they visit the Puslinch Township facility over the past few years always brings her a sense of jubilation.

“Over time, we’ve watched his confidence grow and his communication improve - something we weren’t sure we would see so quickly,” she says. “The consistent routine, along with the special bond he has built with his horse ‘Miami’, instructor Camilla, and volunteer Sue, has meant so much to our family. Sunrise has given Luca not only new skills, but also real joy and a sense of belonging.”

Since it was founded nearly 45 years ago, Sunrise has continually brought similar joy and belonging to hundreds of children and adults with special needs by allowing them to experience the elation and therapeutic benefit that comes when working with horses and participating in farm activities.

It’s a restorative process, says Sunrise co-founder and long-time Board President Ann Caine, that is inspirational to witness.

“When you have a disability as a young child and you’re growing up, people are always doing things for you,” she explains. “So, when you put a child on an 800 to 1,000-pound horse and give them the reins – even though they have a leader and a person walking beside them – all of a sudden they’re in control and that’s very empowering.”

Animals make an impact

Sunrise Executive Director Alex Ivic agrees and immediately marveled after joining the non-profit organization this past spring at the innate intuitiveness the horses have when it comes to building connections with their young riders. It was this aspect of the work that attracted him to the position following his previous experiences with the Lions Foundation of Canada Dog Guides, Assistance Dogs International and Canadian Guide Dogs for the Blind.

“Having seen the power and impact animals have with people with disabilities the last 15 years, this position lined up with exactly where my values are,” he says of his decision to join Sunrise. “It was also kind of a new challenge and after meeting with the board and the team, it all just aligned.”

With eight full and part time Canadian certified instructors, three mental health professionals, plus eight summer camp counsellors and more than 300 active volunteers, Sunrise operates a wide variety of therapeutic riding programs for children, youth, and adults with physical and cognitive disabilities, in addition to individuals on the autism spectrum, and those with visual and hearing impairments.

Encompassing 102-acres just east of Cambridge, the facility features a bright and airy indoor riding arena in addition to multiple paddocks for more than 20 horses, and a stone farmhouse that acts as the base for its Life Skills day program aimed at supporting young adults. 

It’s a far cry from where the organization began in 1982 with three horses and five riders and operated from what would be the first of five different rented facilities over the course of 14 years at various locations in the Guelph and Cambridge areas. During most of that period Sunrise operated seasonally since it did not have access to a suitable indoor arena until moving to its permanent location in 1996.

“We started with a very small program,” recalls Ann, who was inspired to open the facility through her past experiences with therapeutic riding in England and her work at the Ontario Veterinary College at Guelph University. 

Successful capital campaign

She enlisted the help of her daughter, who had trained in England as an equestrian instructor, and together they brought Sunrise to fruition – noting the name reflects the fact every day is a new one.

Their last location near Guelph Lake on GRCA property featured a stone house for a barn manager and program office, but with no arena, programming remained seasonal. They did however find a way to hold a summer day camp, plus sleepovers in tents for the children one night a week.

“I would cook pancakes the next morning for all these kids but that’s how you grow things,” laughs Ann. “The board decided we couldn’t keep paying rent and moving all the time because we were not going to get established.”

A well-targeted capital campaign, plus continued support from a variety of service organizations and businesses, including various local Rotary, Lions, Optimists, and other service clubs, have helped Sunrise create and maintain an established base with a growing roster of clients from throughout Southern Ontario and implement additional programming.

“Therapeutic riding is at the core of where everything was started. But there has been a desire to continue to serve our clientele anyway we can so we’re continually looking to augment services,” says Alex, referring to the summer-long day camp Sunrise started offering several years ago that utilizes an inground pool on the property. “We are really trying to work farming, ecology and nature into everything we do in addition to riding.”

Creating strong connections

Besides a community garden program which has been incorporated into the facility’s Life Skills program and sees fresh vegetables offered to clients’ parents, Sunrise is also creating a therapy and memorial forest. This involves transforming 20 acres of land into a managed forest and meadow habitats of native species to be used not only for various wellness and nature-based activities but provide an opportunity to honour and recognize a loved one.

“One of the amazing things I’ve already discovered since I’ve been here is there are so many volunteers, clients, parents, staff and donors who have been around 10, 20 and 30 years,” says Alex. “That’s not common but it’s so frequent here that it just kinds of tell you something.”

Ann concurs, noting the strong connection the children and their families have with Sunrise and its staff, volunteers, and especially the horses.

“We really do listen to the families,” she says, adding many of their clients have practically grown up at Sunrise. “Most of the parents will say this has become their second home.”

Ann refers to a note she received about the Sunrise horses from a long-time client who has no fine motor skills and requires the use of a walker but has been coming to the facility since she was four years old. She is now in her early twenties and still visits Sunrise, finding ways to assist with the horses. 

The woman wrote, in part:

“You make us feel tall and proud. When I groom you, make your food and clean your stall, it gives me something to do in return. But when you put your head down and let me pet you, when you breathe warm air on me, I feel loved inside. Sunrise horses, thank you for all the support you give us and the way you make us feel. You’re pretty special”.

Visit www.sunrise-therapeutic.ca to learn more.

The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

Very few people discover their true calling at a young age and Dr. Mark Guker happens to be one of them.

The experienced Cambridge chiropractor was first introduced to his future profession at the age of nine while trying to navigate a seemingly endless cycle of illness.

“I was sick a lot as a kid, even though I grew up eating very healthy foods, but no one could explain why I was so sick,” says Mark, taking a moment to chat between patients at his ReAlign Health clinic on Eagle Street North. “Someone suggested I see a chiropractor and when he did an analysis, he noticed there were problems with my neck, probably from playing hockey. He started adjusting me and that was the last time I was ever on an antibiotic. That experience stuck with me.”

Always a strong student, a career in the health sector was something he kept in the back of his mind until, while attending Preston High School and still playing hockey, the Cambridge native found himself seeking additional chiropractic treatment after suffering a shoulder injury.

“That was my ‘eureka’ moment as a high school student,” says Mark. “I decided then I was going to be a chiropractor because I wanted to help people the way I had been helped.”

He completed his studies in kinesiology in 2001 at the University of Western Ontario before moving to New York State to attend New York Chiropractic College (NYCC) where he participated in the Government-funded introduction of chiropractic in the Veterans Affairs (VA) hospital system in Buffalo, NY.

Health and wellness goals

Following a stint at a multi-disciplinary clinic in Connecticut, Mark returned to Canada and joined a practice in Waterloo with two other chiropractors before deciding to venture out on his own by opening ReAlign at its initial location on Eagle Street North, just west of Hespeler Road, in 2007.

With very little business training, he admits being from the Preston community worked in his favour when it came to making those initial and important connections.

“I leaned on my friends, parents and their friend group, and even coaches I had when I was a kid,” laughs Mark. “But that’s just the kickstart to get you going. Even if you’re in a foreign country or your hometown, you still need to get involved and get out there and pound the pavement and advertise yourself as best you can afford.”

He did just that by knocking on doors and introducing himself to as many people as possible, and the services he provided at ReAlign.

“I also took it upon myself to start learning from other businesspeople, finding mentors and joining business groups,” says Mark, noting failing can sometimes be an important part of the business journey. “But you learn it’s about getting back up and doing it better the next time around.”

Despite the uncertainties that often come with starting any business venture, he remained true to his vision of helping others achieve their health and wellness goals, using what he describes as a less biomechanical approach that many chiropractors utilize.

Education key to success

“Largely, the bulk of my practice is adjusting people, but it’s also about them helping themselves outside the clinic,” says Mark, describing how each new patient receives a comprehensive examination featuring a full neurologic and orthopedic component, along with a thermal scan of their spine. “We identify their physical, emotional, chemical and environmental stresses, and start to set goals.”

Once a wellness plan is in place, he says a pivotal part of his practice is regular ‘check ins’ with patients to ensure they are still on the best path forward to improve their health.

“We’re constantly rechecking and re-educating and reminding clients about all the important steps they need to do on a daily basis,” says Mark. “You don’t just start eating well today and expect to look or feel different tomorrow.”

He explains chiropractic treatment becomes another vital piece of his patients’ overall health journey, and despite being around for more than 130 years, misconceptions still exist about its health benefits.

“People’s opinions can be hard to change, and I think it’s politically biased in a way,” says Mark. “Clients come in here willing to listen but there can be hesitation at the start. So, a lot of my education in the early phases of patient care is explaining what chiropractic is and what chiropractic is not. Keeping a healthy spine rewards you in numerous ways because it starts to re-establish good connections to every cell, tissue, organ, and system in your body.”

To ensure patients receive the best all-round service, he has enlisted the expertise of a team of professionals at ReAlign – which moved to its current and larger location at 2040 Eagle St. N. two years ago - to work in tangent providing not only chiropractic care, but physiotherapy and massage therapy. 

Finding the rewards

“Some practices that offer multidisciplinary care are a little bit more siloed and are not interacting from a professional standpoint,” says Mark, noting patients receive better care if the health professionals are collaborating. “Convenience may be great, but collaboration is better.”

When it comes to his maintaining his own health, he says striking the perfect work-life balance has been a priority for him and his wife, Jenn, who is ReAlign’s clinical director. The couple have managed to carve out a four-day work week schedule, which allows them to spend quality time with their three daughters – aged 11 and twins aged 15. 

“Having that work-life balance is something that I pride myself on,” he says, adding having that schedule has allowed him the opportunity to coach his daughters in both baseball and hockey. “I grew up with some great coaches and having the ability to give something back to them and their friends is really rewarding.”

Mark also continues to find rewards in his career, and jokes that his daughters tease him for always being excited about going into work on Monday mornings.

“I love it more and more every day. I truly do. I look forward to it because I get to come in and help people,” he says, noting it’s important as a health-care provider to identify goals and strive for them.

“If your ultimate goal at the end of the day is to help as many people as possible, then you are going to be able to help as many people as possible. If your goal is to have a yacht, then you will probably eventually will get that yacht. But I don’t think healthcare should ever be driven by finances.”

Visit www.realignhealth.com to learn more.

The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

When Joel Pritchard and some friends invented a backyard game in Washington state back in 1965 to entertain their families using a badminton court, ping-pong paddles and a perforated plastic ball, little did they know it would spark a worldwide phenomenon.

Fast forward just over 60 years later, and pickleball continues to gain in popularity as an attractive alternative to other high-impact racquet sports such as tennis or squash.

“I think this is the most inclusive sport I have ever seen,” says Ramit Raj, owner of Pickleplex Cambridge. “I say inclusive because it doesn’t matter your fitness level perspective, your age range perspective or gender perspective; everyone can play.”

His facility, located in a former Peavey Mart on Dundas Street North in Cambridge and featuring 12 courts as well as two comfortable lounge areas, has become a hub of activity since it opened its doors in February of this year attracting players of all ages and ability.

“During our grand opening I had my four-year-old daughter holding a paddle for the first time and there was a 75 to 80-year-old lady playing also and I thought it was so interesting we had people with such an age gap picking up the sport on the same day,” says Ramit, noting the ease in which people take to the game. “It’s so easy to learn and you can choose how professional you want to be.”

A squash player himself, Ramit says his interest in pickleball became piqued while vacationing in the U.S. and found himself playing it for the first time on an outdoor court, along with his wife and young son. Marvelled by the ease in which they learned the sport, he wasn’t surprised to discover how quickly it was gaining momentum, especially in Canada where it’s estimated there are now between 7,800 to 8,000 pickleball courts – approximately 3,300 of those in Ontario alone.

Community the core mission

“It’s such a social sport, and so inclusive, that’s definitely why it’s growing so fast,” he says. “So, when I came back to Canada, I started doing research.”

Using his experience in the financial sector – he holds an MBA and is currently Head of Digital Process Automation at Scotiabank – Ramit decided to take the plunge and open his own business and began looking at various cities to establish a pickleball site, including communities in Waterloo Region.

“There are a lot of great facilities out there, but the one thing I observed is there has to be a balance on how many courts you want in the club,” he says, adding having just five or six courts wasn’t enough for his vision. “The programming that you can do is very limited. So, that was the first thing on my mind that I would need 10 or 12 courts minimum. I wanted to build a club that caters to everybody.” 

Ramit says having 12 courts provides greater flexibility for not only attracting a wide assortment of players of various age and skill levels, but pro players as well.

“We are actually tied up with the Canadian National Pickleball League (CNPL) and one of their feeder programs for pro players who practice here,” he says, adding the Pickleplex brand is expanding fast in Canada. The company currently operates 15 locations, with six more opening soon and has long-term plans for 23 additional sites nationwide.

Despite any ongoing expansion, Ramit says creating a community remains the core mission of any Pickleplex complex, especially when it comes to welcoming new players who’ve never picked up a paddle before and may feel a little hesitant.

Mental health benefits

“When I started working on this, I had a lot of people reach out asking me questions like, ‘I’m interested in learning the sport, but I don’t have any friends or someone to play it with’,” he says, adding some may be retired or lost a spouse and are looking to meet new people.

To ensure people can make those important connections, Pickleplex Cambridge offers a wide variety of options and court times to accommodate players, including ‘matching’ players based on their skill level and having them rotate courts to ensure they can connect with others.

“We’re trying to build this as a community and use channels where we bring people together. For many people, the driver is not that they want to be an extremely good player,” he says. “The real driver is they want to come to a place where they feel welcomed and comfortable and have that social connection since this sport is structured in a very social way. It helps many people from a mental health standpoint which is a very crucial aspect that isn’t talked about very much.”

From his own standpoint, Ramit says the idea of starting a business surfaced during the pandemic when, like so many others, he took a moment to re-evaluate his own priorities.

“I think everybody got the chance to sit back and cut back on the fast lives we all were living and to think about where we are at and where we were going,” he says. “I actually didn’t have pickleball in mind. I had a very blank sheet in terms of a business idea but then it just happened to turn out to be pickleball.”

He now follows a very tight schedule, driving to Cambridge after taking the GO Train home to Oakville from his work in downtown Toronto. His wife, who works as a consultant for PwC Canada (PricewaterhouseCoopers), is one of his biggest supporters.

Avoiding ‘analysis paralysis’

“It’s been a big sacrifice for her as well. We did discuss that if I was going to step into this, it would probably be a very drastic year for all of us,” says Ramit, who credits his parents for helping with the children when needed but still manages to ensure they don’t miss out on things, noting his son, now nine, often plays rep hockey and baseball in Cambridge. 

“I am now kind of an Uber driver for my kids,” he laughs.

Despite juggling these pressures, Ramit has no regrets about becoming an entrepreneur and encourages others thinking about starting a business not to wait too long to take that chance.

“You can easily get into that ‘analysis paralysis’,” he says, something he understands being a ‘numbers guy’. “And somewhere you start feeling that everything needs to feel correct, but it’s never going to happen. Once you have a good idea you can sit on it and keep crunching all the number scenarios. Of course, you must do your due diligence, but after that you’ve to got to jump in.”

As for his own future, Ramit says he has no immediate expansion plans but hints additional locations, perhaps in Kitchener or Waterloo, are on the roadmap.

“But I don’t want to get too ahead of myself,” he says. “I just want to live in the current situation since there’s still a lot to do here because we are still fairly new.”

Visit pickleplexclub.ca/cambridge to learn more.

The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

When someone walks through the sliding glass doors at Langs, they enter a world of possibilities when it comes to not only managing their own healthcare but finding valuable community connections.

What began as a call to action in 1978 from a group of concerned citizens in response to a need for accessible services for youth, Langs has grown from a townhouse on Langs Drive to a successful community-based hub providing all-encompassing ‘one stop’ integrated healthcare and social support services under one roof.

“Since our inception, Langs has understood that a person’s health is shaped by far more than their physical symptoms,” says Langs CEO Debbie Hollahan, explaining its adoption of the ‘Model of Health and Wellbeing’ that recognizes true wellness encompasses physical, mental, and social well-being, all of which are shaped by the environments in which people live. This approach reflects what is known as the social determinants of health.  Unlike a traditional medical clinic, a Community Health Centre (CHC) is designed to support individuals who face barriers to care, whether that’s language, income, social isolation, culture, geography, or simply lack of access to a family doctor or nurse practitioner. Rather than focusing solely on treating illness, CHCs work to address the underlying conditions that contribute to poor health.

 “When you remove barriers and treat the whole person, the ripple effect reaches well beyond the individual. It reaches families, neighbourhoods, and the broader health system,” says Debbie.

The need to help others is what drew Debbie to a long career in healthcare, first working in critical care as a registered nurse before moving into diabetes care, including joining the Ministry of Health as a provincial diabetes co-ordinator, which led to working for Langs 16 years ago as the director of the Waterloo Wellington Regional Coordination Centre and subsequently moving into the CEO position four years ago. And although she will officially retire from Langs on Nov. 27, Debbie remains committed to her work.

Comprehensive strategic plan

“What is really important for us is to keep our finger on the pulse of the community,” says Debbie. “What populations are we serving? Are we meeting their needs? For someone who is new to Cambridge or new to the country, do they feel comfortable coming to Langs?  This can be daunting, so we try to create an environment where they feel welcomed and at home. That sounds simple, but it’s genuinely how we operate. We want people to belong.”

There has been much growth in Langs’ programs and services over the years, including a large team with an even larger contingent of volunteers, as well as its more than 25 on-site community partners.  But through it all, Debbie shares, “we remain committed to our mission to ensure individuals and families accessing services have a place that feels like home for health, wellness, and community support.”

This is achieved through a comprehensive strategic plan, which was just completed this past year.  Through this exercise, Debbie explained, “it became very clear some people see our walking track and gymnasium and just think we’re a community centre, while others think we’re just a primary care facility because we have physicians, nurse practitioners, nurses, dietitians and social workers.  So, our challenge was to create a strategic plan that incorporates all that we do to accomplish our mission and achieve our vision of ‘Changed lives, healthy communities’.” 

Debbie further explains, “to effectively care for our community, we must also foster a culture of wellness for our staff.  This commitment is embedded in our strategic plan, ensuring we create a culture and environment where employees can truly flourish.”   

There are challenges, such as meeting the volume of patients and participants, seeing the impact of the cost of living and keeping up with innovation and new technologies but caring for people remains paramount at Langs to ensure individuals and families can access services, which they continually adapt to meet the needs of a changing population.

As an example, she points to Langs relationship with Muslim Women of Cambridge which sees them set aside an hour a week to allow the group to use the facility’s popular indoor walking track.

‘Social prescribing’ offers new approach

“We also have offered up our gymnasium on the weekends to other cultural groups so they could provide various events in a comfortable setting,” says Debbie, adding regular evaluations, surveys and focus groups have proved invaluable for Langs to obtain feedback on its many services. 

Extensive programming occurs through the Youth Wellness Hub located on the second floor, its after-school program, summer camps, PD Day events, as well alternative education programs for Grades 4 & 5 and 7 & 8 students. For adults and seniors, numerous social and health-related programs – including the Ontario Seniors Dental Care program - have been created incorporating various activities such as exercise, cooking, crafts, nutrition, and educational workshops surrounding relevant issues and organizations.

The prevalence of chronic diseases is also increasing. Langs not only offers a large diabetes education program but also support those with respiratory conditions by having a respirologist on site along with asthma educators. Its regional self-management program offers free workshops throughout the region for those living with chronic diseases.  

“Another new initiative we just recently developed is social prescribing,” says Debbie, which centres on health-care providers prescribing social activities for their patients to help build connections. “Perhaps someone is living by themselves and are not comfortable attending a program on their own, their health-care provider can write a prescription for an activity and one of our Health Guides will reach out to them and introduce them to the program. It’s another way to really get community members involved.”

But Langs work is not just confined to its main hub, or its satellite locations in North Dumfries and the Grow Community Centre.

“We also respond to what we’re seeing on the ground. Mental health pressures are up across all ages,” says Debbie. “We recently had the opportunity to partner with the Waterloo Region HART Hub to build outreach services to support those individuals precariously housed or living with an addiction.” 

Building trust and relationships

The service involves a team of medical professionals from Langs going out daily to work with this vulnerable population in shelters and on the street. 

“A big part of working with this population is really building trust and relationships,” says Debbie, something the staff at Langs is more than familiar with after decades of successful community-building.

Langs also has demonstrated leadership in the province for their central intake services which offers central intake for all diabetes, orthopedic, and cataract referrals. This is a service that offers a streamlined referral process, ensuring that individuals--regardless of where they live, are routed to the right service, at the right time, with the right provider.

“We certainly measure success from a health-care perspective because we have clinical outcomes that we track. But we are equally attentive to the outcomes that don’t show up in a medical record.  I think if a person feels welcomed and wants to return to Langs, that’s another way that tells us we’re doing a good job.”

Visit www.langs.org to learn more.

The not-for-profit sector plays an important role in the Canadian economy.

According to Imagine Canada and CIBC, the not-for-profit workforce comprises roughly 1 in 10 Canadian workers which translates into approximately one-quarter of the country’s employment force, generating more than $180 billion annually in economic activity.

Locally, according to Volunteer Waterloo Region’s 2025-2026 annual report, approximately 11,000 to 12,000 people work in the not-for-profit and voluntary sector, which includes a mix of full-time and part-time staff across nearly 1,600 registered charities and non-profit organizations focused on health, social services, arts, culture, and sports.

This is a force to be reckoned with after factoring in, according to that annual report, the more than 250,000 volunteers who have given nearly 42 million hours of their time to these programs, services, and organizations in our communities post-COVID.

That’s why the Cambridge Chamber of Commerce celebrates through its annual Cambridge & North Dumfries Community Awards the commitment and dedication of the many local organizations and individuals in this sector who remain consistently steadfast when it comes to enhancing our communities. 

10 awards to be presented

Nominations are open until Sept. 1 for these awards which recognize the contributions of individuals and organizations in the past year in a variety of categories, including leadership, impact, volunteer of the year, as well as lifetime achievement.

“These awards provide the ideal chance to show our appreciation to all those who work and volunteer in the not-for-profit sector for all they do to make our community even better,” says Chamber President and CEO Greg Durocher. “Often, those who work in this sector are so busy and focused on doing the great work they do, they never take a moment to give themselves the credit they deserve.”

There are 10 awards, including the Arts and Culture Award which recognizes an individual, ensemble or organization that has contributed significantly to the local cultural scene in the past year. Also, there is the Best Event of the Year Award which goes to an organization that has increased awareness and/or boosted its bottom line through an event or program. 

The awards – to be presented in November – also include the Lifetime Achievement Award which goes to an individual who has made significant contributions to the community and brought recognition to the Waterloo Region.

Click here for more information.

Award categories include:

Community Collaboration 

Nominees for this award provide outstanding examples of collaboration within their communities. These nominees recognize the benefits that come from accessing resources and expertise of individuals, local businesses, government, non-profits, or charities for positive community impact. Through the synergy that comes with community collaboration, the nominees have facilitated increased sustainability, efficiency, impact, and innovation in the service they provide to their community.

Community Leadership 

Nominees for this award stand out because of their exceptional professional and/or volunteer achievements in the community, which are above and beyond their role in a paid position. This award recognizes any exceptional employee of a non-profit organization.  These nominees embody the spirit of the community and, through their actions and accomplishments, are an inspiration to others.

Community Impact People’s Choice Award

Nominees for this award are organizations that recognize new and better ways to address a need in the community despite the many demands, and sometimes too few resources available. The efforts of this organization have a positive and meaningful impact on the broader community, resulting in clear and measurable change. Nominees in this category demonstrate a commitment to building relationships and collaborating meaningfully with the individuals and communities they serve. They have changed the culture of their organization or worked towards shifting systems by listening to the voices in their community and involving them in solutions and/or processes.

Arts and Culture 

Nominees in this category, either individually, as ensemble or as an organization, have worked diligently and selflessly in a variety of creative, applied, and fine art genres to benefit the community. Their efforts have made a significant contribution to the cultural scene in Cambridge/Township of North Dumfries, while creating access and inclusion to arts and culture.

Best Event of the Year

Nominees for this award have created an event or program which has made a significant impact that increased awareness and/or boosted the bottom line of the organization. The recipient of this award has worked tirelessly to ensure the quality of this event or program has left an indelible mark on their community.

Board Member

This award is presented to a board member who have demonstrated outstanding service to a not-for-profit organization in the City of Cambridge or Township of North Dumfries through the giving of their time, talents, and resources as a board member to further the goals and objectives of the organization.

Volunteer of the Year 

Nominees must have been involved in volunteering for the equivalent of at least 100 hours over a 12-month period. Nominees must have volunteered for a legitimate not-for-profit organization, service club or community group. The communities of Cambridge/Township of North Dumfries or Waterloo Region must be significant beneficiaries of the nominee's volunteer work.

Organization of the Year - Under 10 Employees

Are you a not-for-profit organization or service club that provides outstanding programs, services, events, or campaigns that support the needs of the community and its residents? Does your organization successfully raise awareness of issues affecting the community and successfully raise funds to support its mission and goals?

Organization of the Year- 11 and Over Employees

Are you a not-for-profit organization or service club that provides outstanding programs, services, events, or campaigns that support the needs of the community and its residents? Does your organization successfully raise awareness of issues affecting the community and successfully raise funds to support its mission and goals?

Lifetime Achievement Award

Will be awarded to an individual who, over the past 15 years or more, has made significant contributions to the community and has improved the quality of life for citizens or whose accomplishments have brought recognition to the Waterloo Region.

The following column by Cambridge Chamber of Commerce President & CEO Greg Durocher appears in the summer edition of our INSIGHT Magazine.

There are many things in this world that we have trouble understanding, and as frustrating as it may be, much of it has to do with politics. 

I can bet everyone reading this is having the same struggles as I am when it comes to finding the cheapest place to buy gas. Funny, ‘GasBuddy’ is my favourite app right now, and I’ve found that evenings are the best time to fill up. We have seen the price vary from $189.9 per litre down to as low as $152.9 per litre in the same day. How does that happen, and why does that happen?

Well, we all know that oil is a commodity, and we know that commodities fluctuate (usually over the course of a week or month or even months), but lately the price of oil spikes, drops, surges and flutters virtually every single day. 

Many people blame the gas stations themselves because the price differences can be very wide. Others may blame the oil companies because they do have a part to play.

Frankly, since this is a commodity, you should really blame the investors who jump in heavy one day and opt out quickly the next. It’s about investors willingness to invest or not that has much to do with it, but more importantly, it is about the market itself. Always remember the economic model, ‘supply and demand’.

Political in nature

While oil prices have inched up over the years, most of it is political in nature. During U.S. President Donald Trump’s first term he encouraged OPEC (Organization of the Petroleum Exporting Countries) to increase the production of oil, which brought the prices down, but that was just a sleight of hand exercise because what happened next was a dramatic reduction thanks to demand slippage during COVID and it pushed the prices higher. Remember, producers don’t want cheap oil because they can’t make money. 

Back in late 2025 the baseline for oil was about $50 USD per barrel, that is the line in which it is still reasonable to make money which is very bad news for Canada’s oil producers because the cost for us is a little more and we dramatically discount the oil we sell to the U.S. The producers draw that line in the sand so they can ensure their production is profitable, and they watch to ensure the balance of supply and demand doesn’t get too close to the baseline. 

As we all know, the U.S. started a “conflict” (their word, mine is a war), with Iran, after bombing its nuclear production facilities in July of 2025, claiming they obliterated their ability to develop a nuclear bomb.

None of the experts really understand what was going on, other than Israel was in a battle in Gaza with Hezbollah which were combatants that were funded and proxied via Iran. It’s a very complicated situation and extremely political with average everyday citizens in most countries not supporting any of these conflicts, only the political leaders. 

Oil a global commodity

Confused yet? What does this have to do with oil? Well, the Iranians have an ace up their sleeves since they can block up to 20% of the world’s oil supply, virtually shutting down economies, which they did. When you have that kind of power, you don’t need many bombs. Remember, oil is a global commodity so when one area of the world gets shut down, especially when it supplies 20% of the world’s need, prices skyrocket. 

Now, no one says the U.S. was too stupid to understand that when they started the war, but they clearly underestimated the capacity of Iran. As it stands, if the Strait of Hormuz remains closed as you read this, we will have ridiculously high prices, and the longer it stays closed the longer the prices will stay high, because it will take months to catch the system back up.

You see, most countries are using their oil reserves, which are held for catastrophic shortages just like this. So not only does normal production have to catch up, reserves also need to be replenished.  

Folks, this is a big problem, without short-term solutions. In fact, oil companies, in particular OPEC, have now increased the baseline from about $50 USD per barrel to $70 or so, which means oil will remain high at least until the end of 2027. Yes, they will come down if this so-called “conflict” officially ends soon, and slowly drop, but we may never see the prices at the pump that we had before this crisis. This is yet another thing we can “thank” the U.S. for.

Folks, this is what happens when a tyrant (a.k.a. Donald Trump) gets elected and this is what it looks like when a person largely uneducated on what it takes to run an economy comes into power.

The world is upside down in many areas, not to mention the relationship we have with Americans, and all of it lands squarely on the shoulders of the President of the United States. When you give a bully the keys to a muscle car, don’t expect there won’t be any traffic violations. 

Hopefully we’ll see better results in the fall. Until then, keep an eye on your GasBuddy app, and fill up in the evenings. I’ll probably see you there. 

Being taken seriously as a young entrepreneur can be difficult at times, but not impossible.

One of the biggest challenges young entrepreneurs continue to face is credibility because when someone in their late teens or early twenties walks into a meeting, people may question whether they have enough business knowledge, financial understanding, or leadership skills to manage a company successfully.

Another challenge is limited access to professional networks since older entrepreneurs often have years of contacts, mentorships, and industry relationships that help them open doors. Young founders usually start with smaller networks and less access to influential decision-makers.

Financial barriers also make entrepreneurship difficult for younger Canadians. High living costs, student debt, inflation, and expensive housing markets can limit the ability to take risks. 

Growing innovation economy

Rent, transportation, and business expenses can also make it hard for young entrepreneurs to survive during the early stages of a business, and coupled with inflation and changing economic conditions, this also create uncertainty for consumers and investors.

Many young entrepreneurs struggle to qualify for loans because they lack credit history, assets, or long-term financial records. Investors may prefer founders who already have proven experience or previous successful ventures.

Despite these challenges, being young also offers advantages since Canada has a growing innovation economy that values creativity, adaptability, and digital skills.

Young entrepreneurs can access grants, start-up incubators, mentorship programs, and loans designed for small businesses.

As well, organizations such as Business Development Bank of Canada and Futurpreneur Canada, help young business owners with financing and advice. Also, joining the Cambridge Chamber of Commerce can provide networking and professional development opportunities for young entrepreneurs.

We posed the following question to several successful entrepreneurs and Chamber members to get their take on the subject: What advice can you offer someone who wishes to be taken seriously as a young entrepreneur?

“Start by building a strong online presence: a polished website, active LinkedIn, and consistent social media, paired with a professional email address at your own domain - make sure these don't seem AI-generated. They should be authentic to you. Know your industry and trends inside and out and have sharp answers ready for tough questions before anyone asks them. Seek out mentors with good reputations and gather reviews or testimonials as early as possible. Practice your pitch until it feels like second nature. 

Be mindful of filler words when you speak (“um”), and always follow up after every meeting or connection you make. Treat your start-up like a real business from day one. Register it properly, use contracts, keep your finances clean, and carry yourself professionally in every email, call, and meeting.

Always show up on time. Lean into the advantages your age actually gives you too, because you likely have a sharper pulse on emerging trends, technology, and younger audiences than most people in the room. Stay curious and ask questions. Surround yourself with more experienced people and prioritize real industry events over just young entrepreneur circles.”

- Carolina Soares, President/CEO Gaslight Events Company

“When I speak to business students and aspiring entrepreneurs, I always remind them of a few key lessons that will take them far. I can't take credit for the creation of these, but they have all served me well in my entrepreneurship journey:

1) Be kind to others. People will remember how you made them feel. 

2) Establish Yourself as an Expert. Be sure your website and socials are robust and professional.

3) Know your strengths and weaknesses. Form partnerships, outsource or hire for tasks where you lack expertise or capacity to excel. 

4) You can't be everything to everyone. Create an avatar for your ideal client and meet them where they are.   

When I started my business in my twenties, I was a young woman in a male-dominated industry. It wasn't always easy, but I surrounded myself with a great supportive community who helped me navigate the business world."

- Stephanie Soulis, President and CEO of Little Mushroom Catering and Dining Lounge

“My advice to a young entrepreneur is to be clear about what business you are really in. For us, Four Fathers has grown into a multi-faceted company, but we are a brewery first, and that foundation matters. Take yourself seriously before expecting others to. Know your product, know your numbers, follow through on what you say, and stay humble enough to keep learning.

I would also say to keep your sense of humour and enjoy the process because building something meaningful takes a lot of hard work, long hours, and patience. There will be setbacks, but if you can stay positive, adaptable, and keep moving forward, people will respect that.  At the end of the day, success is a lot like brewing beer. It takes time, consistency, and if you rush it, everyone notices. Just like in brewing, the people around you matter too. A great team can save a bad day, and a bad attitude can ruin a great product.” 

- Mike Hruden, GM / Co-Founder of Four Fathers Brewing Co.

“Don’t let the date on your birth certificate determine how people perceive your capability. Your age does not define your level of knowledge, vision, or leadership. What truly earns respect is consistency, preparation, and work ethic. Hard work will always speak for itself, so roll up your sleeves, stay curious, and let the quality of your execution do the talking."

- Emily Drouillard, CEO | Modo Yoga Grand River 

“One of the most important lessons I’ve learned as a young entrepreneur is that credibility comes from consistency, professionalism, and persistence. When I first launched Askawayrecipes, I entered the food and consumer packaged goods industry without prior experience, so I had to teach myself everything from product development and branding to manufacturing and retail distribution.

There were moments when I felt underestimated because of my age or because I was building something outside my professional background, but I stayed focused on delivering quality products and building genuine relationships with customers and partners. 

Over time, people began to take the business seriously because they saw the dedication, hard work, and results behind the brand. I would also encourage young entrepreneurs to stay authentic and confident in their vision, even when challenges arise. It’s important to keep learning, ask questions, and not be afraid to start small. Success does not happen overnight, and there will always be setbacks, but resilience and patience are what truly set strong entrepreneurs apart. Surround yourself with supportive people, remain open to growth, and remember that your passion and unique perspective are often your greatest strengths.”

- Mariam Ayob, Founder/President of Askawayrecipes

“Your age isn't a weakness, it's just evidence that you've started, and most people never do, so consider that pretty amazing! The biggest thing I see holding young entrepreneurs back is the story they're telling themselves about whether they belong. Your confidence has to come before the credentials. People don't take you seriously because of your resume, they take you seriously because of how you carry yourself. 

So, own your story and your mission, and claim your seat at the table. You don't need permission from anyone further along to show up fully.

On the practical side, be someone whose word means something. Do what you said you were going to do, show up on time, follow through, and be genuinely curious rather than trying to look like you have it all figured out. The entrepreneurs who command real respect are the ones asking great questions and staying invested in real growth. Invest in yourself the way you're asking others to invest in you. Your mindset, your self-leadership, your inner work is the foundation everything else is built on. You've got something to offer right now, exactly as you are.”

- Andrea Mondoux, Owner, and founder of Balance + Bliss

“To be taken seriously as a young entrepreneur, you can quickly overcome the ‘age barrier’ by focusing on community, quality, and integrity. First, immerse yourself in your community; showing up consistently to support others shifts the focus from your age to your commitment. Pair this with your product or service at such high quality that you can stand behind it with absolute pride, letting your work speak for itself. Most importantly, always stand by your word. Doing what you promise and holding yourself accountable builds the rock-solid integrity that forces peers and clients to see you as a true professional.”

- Holly Sluiter, Owner and GM of Fedora Media

“To be taken seriously as a young entrepreneur, I think the most powerful thing you can do is let your reliability speak for you. Putting time into a cohesive, high-quality visual brand and a polished presentation is a great start because it immediately builds trust. But beyond appearances, consistency is really everything. When you respect people's time, communicate clearly, and follow through on what you promise, age ceases to be a factor. Ultimately, clients and peers will respect you based on how you treat them and the dependability of your word.”

- Laura Cook, Owner Vision Photography

Holding an elected position is not an easy task, but an important one.

As the August 21 nomination deadline for the 2026 municipal election approaches, those thinking of putting their name forward should remember that municipal councils and school boards make decisions that affect local services, infrastructure, public safety, recreation, housing, transportation, and community development and by running for office, individuals can help shape these decisions and represent the interests of residents.

However, unlike elected federal and provincial positions, municipal politics tend to spark a lower amount of interest in terms of not only voter turnout but often potential candidates.

“I think there is always the fear of losing and it can be a bit intimidating and the fear they may be open to public scrutiny through social media,” says Cambridge Chamber of Commerce President & CEO Greg Durocher, who served on Cambridge City Council throughout the 1990s. “People may also think they don’t really know anything about public office and they’re afraid they might embarrass themselves, but the truth is nobody really knows much about it when they first run for public office.”

He notes City staff is there to help councillors navigate the system, providing those elected put in the effort to become familiar with their new responsibilities.

“You don’t need to hold any special degree,” says Greg. “All you need is to be is passionate about your community and passionate about trying to create the best community you possibly can.”

Making decisions and setting priorities

He says residents often have ideas about how to improve roads, parks, public transit, economic development, environmental sustainability, or local programs and that serving as a mayor, councillor, or school board trustee allows a person to bring those ideas forward and work with others to turn them into action.

Rather than simply commenting on local issues, elected officials have a direct role in making decisions and setting priorities.

“If you’re really convinced you would like to get something changed and it’s a high priority for you, or even your peers or friends, you must get over the hurdle of saying, ‘I just don’t know whether I’m smart enough’,” says Greg. “In most cases, everyone enters politics on the same level.”

In his case, as the former president of the Cambridge Minor Baseball Association and Cubs Den, a desire for improved baseball fields first prompted him to run and win his first council position. 

“I’m the kind of person that says, ‘Why wait for somebody else to do it, just do it yourself’. So, I jumped in and ended up becoming the Chair of the council lead on parks and recreation,” says Greg. “Then it became not about just fixing baseball diamonds but coming to an understanding as to why it’s important that ball diamonds be fixed properly.”

Using his experience as a local business leader assisted him in this new role.

“I was a big proponent of finding efficiencies because as a small business owner at the time, that’s what I had to do every day in my work life,” he says, adding those ‘efficiencies’ helped save the City a large amount of money. “But when you get elected you learn things and find ways to get things accomplished.”

Decisions made at the local level can be seen and felt quickly, whether through improvements to public facilities, new community programs, or changes to local policies which allows elected officials to see the results of their work and engage directly with residents about community priorities.

Municipal leaders have impact

“Municipal leaders are the ones who affect your everyday life because you don’t see too much of what the federal and provincial governments do for you on a daily basis,” says Greg, noting the fact those two levels of government take a much larger percentage of household incomes in Canada compared to municipal governments. “If more people understood that I think we’d see a lot greater engagement at the municipal level.”

In terms of candidates, according to AMO (Association of Municipalities of Ontario),

in Cambridge’s last two municipal elections – 2018 and 2022 – 43 people ran for city and regional council positions (with an additional 14 people running for school board trustee positions in 2018 and 18 people in 2022).  

In terms of voter turnout, only 28.8% of Cambridge’s 95,921 eligible voters cast a ballot in 2022 compared to 32.4% of the city’s 87,750 eligible voters in 2018. The provincial average for voter turnout was 32.9% in 2022 and 38% in 2018. 

Greg acknowledges there is a noticeable disparity – not just a financial one - between levels of government when it comes to running election campaigns. 

“The problem is federal and provincial elections wrap themselves around a brand and that’s not the case in municipal elections. In a municipal election, a candidate runs as an independent individual and there many different issues, so what might be important to a candidate might be unimportant to some voters,” he says. “But people have to remember in municipal government, everything is homegrown with ideas created out of neighbourhoods.”

Click here for more information about the 2026 municipal election in Cambridge.

ELECTIONS AT A GLANCE

2022 Municipal election - according to AMO: 

95,921 eligible voters in Cambridge  – 27,689 voted

Turnout: 28.87% 

Provincial voter turnout - 32.9%

2018 Municipal election - according to AMO: 

87,750 eligible voters in Cambridge – 28,292 voted

Turnout: 32.24% 

Provincial voter turnout  – 38%

Ontario election voter turnout in Cambridge – according to Elections Ontario 

2025 – 45.82% (44,248) of 96,578 registered voters

2022 - 43.22% (39,591) of 91,608 registered voters

2018- 55.17% (48,762) of 88,380 registered voters

Federal election voter turnout in Cambridge – according to Elections Canada

2025 – 69.8% (65,857) of 94,289 eligible voters

2021 – 61.1% (55,187) of 90,298 eligible voters

2019 – 64.6% (58,327) of 90,291 eligible voters

Discovering new ideas is key to business success, which has become pivotal in today’s rapidly evolving marketplace as innovation and creativity empower organizations to adapt, grow and stay competitive.

The Youth Creativity Fund (YCF), launched in 2022 to cultivate the next generation of innovators by providing young people the opportunity to turn their creative learning ideas into reality through seed funding and mentorship, has been at the forefront in supporting local grassroots innovation.

Since its inception, the YCF has now distributed approximately $148,000 to support 175 youth-created projects, with even more on the way.

“In the beginning, the program was more entrepreneurial based,” explains April Albano, Executive Director of the Business & Education Partnership (BEP) of Waterloo Region, which operates the program in collaboration with local businesses and organizations, including the Cambridge and Greater Kitchener Waterloo Chambers of Commerce. “Now it has kind of evolved so that we can fund entrepreneurial projects if they involve the community in some way.”

Potential participants, who must be between the ages of 15-18, are required to outline their project ideas to the BEP in an application. These ideas – which can involve a group of youths or individuals - are generally centred around solving a ‘problem’ and must be socially and environmentally responsible and often encompass everything from tech-based solutions to providing a service or planning and hosting a unique event.

Mentorship a key component

If an application meets the program requirements and receives approval, it is then forwarded to the YCF Program Committee for final review and the successful project may receive funding of up to $1,000. The committee is comprised of business and education experts including HIP Developments CEO Scott Higgins, and Nicole Fernandes, Operations Manager at Enbridge Gas.

“We always ask our youths if they have specific mentorship needs,” says April, referring to their ideas, noting the BEP team provides ongoing coaching and turns to community volunteers and partners to provide additional mentorship. “We aren’t the experts in what they’re (students) doing so we will try and connect them to somebody who can actually give them content.”

She says the BEP’s Speakers Bureau community program is an ideal source to cultivate potential mentors. The community initiative introduces students to a wide range of careers by having professionals visit schools and host virtual sessions to share their career journeys and experiences, with the goal of providing insights into different industries. 

“The great thing about our Speakers Bureau is we have more than 300 volunteer professionals that represent almost every industry,” says April, adding the need for additional YCF mentors has grown exponentially. “In May, we had 23 groups apply and 21 receive funding. It’s great to see such interest from the students but it can be challenging to keep up.”

While taking part in the YCF program requires participants to report back what they learned within three months of funding approval, she says project deadlines can often be extended and applicants can apply for additional funding.

Program builds confidence

“There are some projects where participants have been very keen,” says April, using the successful creation of an AI-powered tool last year called ‘Clockwise’ as an example. 

Three high school students – Iman Alyousif, Nadia Radwan, Afshal Fatima – created the tool and have now applied for additional funding.

Their tool, which has been designed to help students overcome procrastination through time limits, social accountability, and gamified learning, continues to gain traction. The trio has also received mentorship through the University of Waterloo’s ‘Technovation Girls Waterloo’ initiative and Waterloo Region Small Business Centre.

“We try to be collaborative with other organizations because we know any mentorship the students can receive will also help them,” says April, noting the outcome of the projects are not centred on creating a ‘successful’ business or initiative. “The YCF is not about measuring whether they’re successful at the end, it’s about them taking action. It doesn’t matter if they make any sales; it’s about them taking the opportunity and to build their confidence.”

She says the YCF continues to show that today’s youth have amazing potential.

“Some people in the general public may see youth in a certain way but we’re getting a glimpse into youth who want to make a positive difference and who are working hard and showing up and being accountable,” says April. “I’m really hopeful for the future.”

A sample of Youth Creativity Fund projects that recently received approval:

Student: Tanish

His creative idea is to build a simple mental-health support app named ‘Mindful Mirror’ aimed at helping students deal with everyday stress by offering tools like mood tracking, journaling, positive habits, and motivational reminders. He notes that many teens his age feel overwhelmed with school, routines, responsibilities, and family pressures and hopes to create a safe, digital space that helps their lives stay organized, calm, confident, and efficient. His mentor is Dhairya Shah, a previous YCF recipient who created: TidalTasksAI - an AI-powered productivity coach built for secondary school students which is already live at www.tidaltasks.app.

Student: Paulina

This teen has created a student-led non-profit called GUIDER to help high school students in Waterloo Region access the guidance and information they need when making important decisions about school, careers, and life after graduation. Drawing from her own experiences as a student, Paulina is working to make support more accessible by providing a single place where students can find local resources, explore opportunities, and get answers to their questions. Her goal is simple: to help students feel more informed, supported, and less alone as they plan their future.

Student: Tyrell

This Cambridge youth is starting a lawncare business, which capitalizes on his interest surrounding gardening and working with his grandma in the yard. He already has experience making door-to-door pitches and using Facebook ads but is utilizing his YCF funding towards the purchase of additional lawncare tools and uniforms featuring his own self-designed logo.  

Student: Azziah

He is working on launching a small commission-based 3D printing service to make affordable 3D printing more accessible in the community and was inspired by the loss of the free 3D printing program that had been offered at his local public library. His goal is to create an opportunity for others to explore creativity, innovation, and new technology in a low-barrier way and plans to use his funding to support the purchase of a 3D printer and website hosting. Eventually, Azziah hopes to offer programming to teach other youths how to use 3D printers which he had exposure to as a child at the library.

Click here to learn more about the Youth Creativity Fund.

Having a solid social media policy in place is key for businesses because it provides clear guidelines on how employees should use social media in both professional and personal contexts when their actions could affect the company or organization.

In today's ever-changing digital world, social media platforms are powerful tools for not only communication, but marketing, customer service, and brand building. 

However, without proper guidelines, businesses can face risks such as reputational damage, legal issues, and the disclosure of confidential information, something Cecily Doyle, President of the Cambridge-based marketing agency Blueprint Agencies, says should always be top of mind.  

“In my opinion, a social media policy is there to protect the company, protect the team, and make sure that nobody is harassing anyone with their opinions,” she says. “Social media policies are still very applicable and should probably be revisited all the time.”

Setting expectations

With a growing reliance on artificial intelligence (AI) in many aspects of day-to-day life in workplaces, Cecily says revisiting social media policies sooner rather than later, is something businesses should consider undertaking.

“In the last two years we’ve watched AI go from something that generated fun responses to full scale videos being created of people without their knowledge,” she says. “It’s important to assess as technology changes or you won’t be protected if something happens utilizing some sort of novel technology.”

A social media policy helps employees understand what types of content is acceptable and what behaviours could harm the organization's image.

By setting expectations, businesses can reduce the likelihood of public relations crises caused by careless online activity, as well as safeguarding confidential and sensitive information which employees may unintentionally share. 

Having a clear policy in place clearly outlines what information must remain confidential and reminds employees of their responsibility to protect company assets. This helps prevent security breaches and protects the organization's competitive advantage.

Things to consider surrounding social media policies:

Q. What is the main purpose of a social media policy?

Cecily: The main purpose of a social media policy it to set expectations before there is a problem. A good policy protects the company’s reputation, client confidentiality, employee privacy, workplace respect, brand consistency, legal compliance, and clarifies around who can speak on behalf of the organization. 

It should focus on what’s acceptable when they’re representing the company, using company accounts, talking about clients, or posting in a way that could be reasonably connected back to the workplace. The goal shouldn't be to scare people, it should be to prevent confusion. I think this is important for companies where sales reps often have their own profiles that are separate from the organizations, like realtors, car dealerships and their salespeople, and mortgage brokers. They’re all representing a larger brand, while also establishing their own personal brand on the side. They should be aware of what they can say on their “business profile” and what should be left to a private profile that is shielded from other people associated with work. 

In terms of the law, you really can’t reprimand someone for their social media use unless there is a real connection to the workplace or demonstrable harm to the employer’s interests. In general, if you’re routinely posting about work then it’s clear you’re associated with my brand and your posts should adhere to our policy. 

I’m not a fan of broad morality clauses for employees’ personal accounts. I am a fan of clear expectations around confidentiality, respectful conduct, brand representation, and client protection.

Q. What types of online behaviour should be addressed in the policy?

Cecily: The policy should address online conduct when it has a clear connection to the workplace. For example, if someone is naming clients, sharing confidential or proprietary information, harassing a co-worker, using the company logo, or making comments that clients can reasonably associate with the business, that’s different from a private person posting a lawful personal opinion on their own time. 

Often lawyers point to reputational harm, workplace disruption, harassment, confidentiality breaches, and loss of trust as the kinds of factors that can make off-duty online conduct relevant to the employer. 

Think about filming TikToks on company premises. Whether it’s before or after work hours, that’s something that could cause reputational harm or a workplace distraction. I think even if you have a public persona that is actively attracting the attention of clients and co-workers, you need to be careful that you’re clear about what kinds of opinions you’re putting into the ether. 

There’s an old saying, “If you wouldn’t want someone to say that about you on the front page of a newspaper, then don’t put it on the internet.” I think that applies to a social media policy and some of those commonsense rules. 

Q. How can an employer ensure the policy will comply with current laws and employee rights?

Cecily: Don’t take someone’s word for it. If this is something that will be actionable in the future and can affect the employment of someone that works for you, then make sure that an employment lawyer goes over your policy. It should be clear, consistently applied, and tied to legitimate business interests. As business owners, it’s tempting to want to get into the weeds and have policies that adhere to our personal morals and values. Especially for SMEs, you’re still very present in the company and it’s hard not to think of it as an extension of yourself. But a social media policy can’t revolve around your own beliefs when you have a team to manage; it should also respect privacy, human rights, labour rights, and employee expression. 

Don’t download a generic template or have ChatGPT build you a policy and think it protects you. It needs to be specific to your business. 

If you’re building out a policy that is policing what someone can say about politics, religion, gender identity, sexuality, race, any protected class, you’re bringing topics up that can raise complex human rights and workplace safety issues. Employers may need to act when conduct becomes discriminatory or harassing, but you need to avoid knee-jerk reactions to opinions that ignores your employees’ rights to express themselves. 

A social media policy should not be a tool for controlling the private lives of your employees, it’s a tool for protecting your workplace. The key question is whether online behaviour has a real connection to the employer, brand, clients, or the safety and respect in the workplace.

Q. How should an employer determine its response to policy violations?

Cecily: This should be outlined in your policy and your staff should be aware of repercussions. The response should be proportional and not everything needs to be an immediate dismissal, despite the reaction of the external crowd. You should evaluate the seriousness of the post, whether confidential information was shared, the liability on the company as a result of this post, whether there was actual harm, and whether it was removed.

There is a difference between malice and mistake, employers should keep that in mind when evaluating the violation. 

Start with fact finding, what happened, who saw it, is it connected to work, and did it cause harm to our brand. Then the response should be proportionate. Maybe it’s sensitivity training, coaching, warning, suspension etc. 

It can be easy to react emotionally when the ‘peanut gallery’ is pushing for something one way or another, but as an employer it’s also your job to protect your employees and mistakes do happen.

Q. When should an employer implement or update a social media policy?

Cecily: Before you need to. I think a policy that was written five or six years ago doesn’t reflect how people are utilizing social media today. You should likely be reviewing those policies annually, not just after something goes wrong.

Employers also need to remember that employees are people outside of work. They have personal lives, opinions, and personal accounts. As an employer, it’s not my job to step in unless it’s affecting the workplace and how our team works together. The best policies protect the team without overreaching into someone’s private life.