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Promoting the need for a more ‘connected’ Ontario to help businesses succeed was the central focus at the Ontario Chamber of Commerce’s recent 2026 Annual General Meeting and Convention.

Held at the historic Fairmont Chateau Laurier in downtown Ottawa, the conference (April 23-25) brought together more than 80 delegates, along with 150 attendees representing 60 Chambers from across the province to network and debate and approve policies to help businesses. This year’s theme was Ontario Connected: Business Without Borders.

“The Ontario Chamber AGM provides Chambers the chance to work together as a collective entity to help bring about legislative changes that will benefit all businesses throughout the province, not just one particular region,” says Cambridge Chamber of Commerce President and CEO Greg Durocher, who attended along with Board Chair Murray Smith and Incoming Board Chair Travis Dyk.

“We need to have a unified voice as an organization and this is pivotal, especially now, in helping to create the certainty businesses need as Canada continues to navigate trade talks with the U.S.”

It was a sentiment shared by Ontario Chamber of Commerce President & CEO Daniel Tisch, who stressed the need for a solid growth strategy.

Businesses facing challenges

“Our annual Ontario Economic Report shows we continue to face challenges,” he told delegates, referring to the OCC report released at the end of February. 

The report found only 23% of businesses are confident in the Ontario economy, down slightly from last year’s 26%, but far stronger than during the pandemic and its inflation highs. It also showed that in 2026, businesses are also slightly more confident in their own prospects than they were a year ago (52%, up from 49%). Confidence is lowest among small businesses (20%), and higher among mid-sized and large businesses (34 and 35% respectively).

“Resilience is not a growth strategy, and the past year has really shaken us awake,” he said, adding the combination of alignment and ambition are working in Canada’s favour when it comes to trade. “Our relationship with the U.S. business community remains incredibly strong, despite all the politics.”

During a ‘fireside chat’ Kitchener-Conestoga MP Tim Louis, Parliamentary Secretary to the President of the King’s Privy Council for Canada and Minister responsible for Canada-U.S. Trade, Intergovernmental Affairs and One Canadian Economy, talked about the ‘all Canadian’ approach when it comes to trade and boosting are own economy.

“Most businesses would agree CUSMA (Canada-United States-Mexico Agreement) is a good deal,” he said. “But we also need to focus on protecting Canadian jobs at the same time.”

Louis talked about the need to keep reducing red tape to ensure businesses can keep investing. He noted that 70% of sales within Ontario are from among the 90% of Canadian businesses who are SMEs.

Transportation an economic policy

“The co-operation and momentum are there,” said Louis.

Momentum was something MP Mike Kelloway, Parliamentary Secretary to the Minister of Transport and Internal Trade, touched on during his ‘fireside chat’ while stressing the need for strengthening Canada’s infrastructure. 

“Canada has everything it needs to succeed but at the end of the day nothing really matters unless we can move more goods and services to people,” he said, telling delegates of the $12 billion impact congestion around the GTA causes.

“Transportation policy is economic policy, and we can’t move ahead as a country if don’t up our game around railways, ports and highways. This is not a dress rehearsal; the play is on now.”

He noted the need to continue to invest in major projects and to recognize the ‘anxiety’ of the moment surrounding the constant political pressures coming from the Trump administration.

“Elbows up is not just a slogan, it’s a real thing,” said Kelloway, adding the importance of continuing to diversify with other trading nations other than the U.S. “This is not a normal time. It’s not the time for reflection because we’ve done that. This is a time of urgency and anxiety and the time to get stuff done.”

Internet affordability an issue

But stronger infrastructure is not the only focus when it comes creating a more conducive environment for businesses thrive. The need to improve Ontario’s digital economy by removing connectivity gaps is also imperative.

Delegates were reminded at an information session that reliable broadband and cellular coverage in Ontario still falls below levels needed for all businesses to seize on technologies of the future.

“For a lot of small businesses, it’s not about having access but it’s the affordability,” said Brent Arnold, Partner at INQ Law, and Board Chair of The Canadian Internet Society. 

He, along with John Cameron, Director of Post-Acquisition Integration at Telus, spoke about the issues facing Ontario’s digital landscape and the need for more cost-effective solutions.

“The digital divide is becoming an AI divide,” said Arnold, noting how costly internet service is in Canada compared to other countries and the fact much of Ontario falls under the CRTC’s internet performance targets. “This is a railway that runs through every house in the country. We should think about fibre as a national building and shovel ready project.”

Policies approved to help businesses

This year 33 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses including education, tax reform, homelessness, mental health and addictions, transportation, infrastructure, and manufacturing. These policies now become entrenched in the Ontario Chamber of Commerce’s Policy Compendium to guide its ongoing advocacy work at Queen’s Park.

Delegates supported the following two policies presented by the Cambridge Chamber

1. Creating ways to retain and attract more women to the skilled trades sector:

This policy outlines a series of recommendations including a call for the Province to partner with industry to market careers in skilled trades by continuing to promote or enhance existing programs that target young women, such as ‘Jill of All Trades’.

As well, mandate a form of compensation (i.e., tax credit) for employers and industry partners to make anti-discrimination and anti-harassment training mandatory to complete an apprenticeship, and instigate a dialogue with employers and industry partner organizations and unions to set specific leadership targets for women on job sites. And finally, have the Province work with the Federal Government to identify the potential of sharing costs in the development of a pre-delivery benefit prior to the onset of regular maternity benefits to assist those women in specific skilled trades who face a known criteria of physically hazardous factors in their workplace.

2.  Removing barriers to boost Ontario’s labour pool and creating opportunities for businesses to prosper:

This policy encourages the Province to reform how employment assistance programs and mechanisms (i.e., Employment Ontario and OW/ODSP Common Assessment) are being promoted to skilled OW/ODSP recipients seeking opportunities for employment to ensure potential candidates are incentivized to make informed decisions for their long-term career goals, effectively enhancing Ontario’s labour pool. As well, it also calls for a form of remuneration (i.e., tax credit) to employers to provide provincially mandated training, such as WHMIS, and their associated costs as well as covering expenses for on-site training and equipment, like work boots and uniforms.

The Cambridge Chamber co-sponsored the following policies which received support from delegates:

Provincial metal recycling framework

-  This policy aims to create a standardized framework to close jurisdictional gaps, protect critical infrastructure, and create a level playing field. This framework could include outlining definitions of high risk and prohibited materials, licensing expectations, and core enforcement tools such as reporting and verification.

Improving the Ontario Immigrant Nominee Program to strengthen the province’s workforce

-  This policy aims to reverse Ontario’s blanket rejection of skilled trades stream applications and conduct case-by-case assessments. Fraudulent applications should be investigated and rejected individually, without penalizing legitimate applicants or the employers who depend on them. It also advocates for the federal government to extend work permits and facilitate permanent residency options for skilled trades workers who are already employed full-time in Ontario businesses.

More support to Ontario’s small landlords to strengthen the rental housing market

- This policy supports a full modernization of the Residential Tenancies Act to reflect today’s rental market, reduce red tape for small landlords, and create a more predictable rental system that supports labour mobility and business competitiveness.

Take back responsible for Ontario’s health and housing system

- This policy calls for the province to restore systems to provide adequate primary care access & housing stability and to support communities managing this crisis by reducing administrative barriers to funding.

Addressing the need for a framework for "Social Procurement” policy in Ontario's municipalities

-  This policy calls for the province to collaborate with Ontario municipalities to create a standardized provincial social procurement framework that is compliant with trade agreements and designed to reduce administrative burden.

Logistics play a key role for companies in trucking and transportation, but its importance in business goes far beyond that sector.

At a broader level, logistics is about coordinating the flow of goods, information, and resources in the most efficient way possible and affects nearly every aspect of business in many other sectors, from production to customer service.

Taking this into consideration, the Cambridge Chamber of Commerce has partnered with the Canadian Professional Logistics Institute (CPLI) to provide its Professional Logistician (P.Log.) certification program starting in May. This specialized strategic leadership training is designed to give businesses the opportunity to not only enhance their supply chain operations but take them to a new level.

Toronto-based CPLI, commonly known as The Logistics Institute, is a national, not-for-profit organization founded in 1990 dedicated to advancing the field of logistics and supply chain management nationally and internationally. 

One of its key functions is providing professional certification and granting recognized designations, such as P.Log., which signals individuals have met industry standards in knowledge, experience, and leadership capability. Having these credentials helps professionals gain credibility, improve career mobility, and demonstrates expertise to employers.

Stronger leadership a necessity

“Logistics can mean many different things to many different people. And I think that's the advantage with a professional logistics designation because it gets you thinking outside the box,” says Darren Drouillard, Executive Vice President of Powerline Logistics and Past Board Chair of the Chamber, and Board Treasurer of the CPLI.

“I think having access to this program locally is a huge advantage for anybody who works in some sort of manufacturing or a pure procurement setting. Having a P.Log. designation is more about offering the executive level decision making skills that go into getting commodities from A to B and structuring the logistics within your organization.”

He says having the Chamber provide access to this training, which he underwent several years ago, makes sense due to its diverse membership and the services and programming it already provides to assist a variety of sectors.

Cambridge Chamber of Commerce President and CEO Greg Durocher agrees, noting the necessity of having strong leadership abilities in effort to succeed in today’s global economy. The Logistics Institute’s primary mission is to strengthen the logistics and supply chain profession by equipping individuals with the leadership skills and credentials required to navigate these current times.

“The key thing today that we’re all talking about is trade and one of the important aspects of trade is supply chain management which has completely changed as we look for other opportunities in other jurisdictions rather than just the United States,” says Greg. “Understanding logistics and the movement of supplies, especially in today’s changing economy, is really important.”

Finding cost savings

Darren agrees, noting the importance of discovering efficiencies as the costs of doing business continue to rise and that having an employee with a P.Log. designation can help offset some of those concerns.

“Whether it's your procurement team, your supply chain manager, or your shop foreman; if they can improve their understanding and competency in logistics, they're going to find leakage in their organization,” he says. “They're going to find areas where they can do things a little bit more efficiently or effectively, and you're going to find cost savings within your logistics, because that's an area where, especially on the manufacturing side, there's almost guaranteed going to be some leakage of cost in your supply chain somewhere.”

While the move towards Artificial Intelligence (AI) continues to gain momentum, Darren says there are risks involved when it comes to relying on it to find efficiencies regarding logistics.

“There are unknowns when it comes to AI, whereas logistics has been around for thousands of years. There even would have been a lot of logistics involved in getting the pyramids built,” he laughs. “I think, especially for organizations that are working on a leaner budget right now, that maybe AI won't solve all their problems. But it can be a puzzle piece and become a tool in the toolbox of your logistics strategy in terms of how you can utilize it.”

Blended program

Besides the practical applications, Darren says having a P.Log. designation also connects you to a community of other professionals.

“If you have questions or have issues, there will be people you can reach out to because you are now a member of an organization,” he says.

To acquire a P.Log. designation will require three days of in-class sessions with a professional facilitator scheduled to run May 27-29 at the Chamber office at 750 Hespeler Rd. as well as a pre and post online supplement, which translates into a five-week blended program.

“This will be a very in-depth experience,” says Greg, noting the only prerequisite for participants is a fundamental understanding of how supply chains operate. “I think this program will become an incredibly active part of the offerings the Chamber has going forward.”

He says having such a high-impact program available locally will also be a huge bonus for employers.

“Our office is located at a fairly central spot in southwestern Ontario so that is going to be advantageous for businesses to have their employees educated locally, without having to send them to Toronto and put them up in a hotel,” he says.

Click here to learn more about the P.Log. program.

Creating a sense of community isn’t just a “nice-to-have” for businesses - it’s also a strategic advantage that can directly influence growth, loyalty, and long-term success.

It’s also an important method to build stronger connections with not only staff and customers, but the community as a whole and will be the focus of our upcoming Conversations That Matter session (April 30) featuring social innovator and local author Paul Born.

“People are not engaged in their communities the way they once were and that needs to change,” says Paul, who has written several bestsellers on the subject, including Community Conversations and Deepening Community: Finding Joy Together in Chaotic Times. 

It was a revelation that became apparent to him during his time with the Tamarack Institute, which he co-founded. The Canadian non-profit works to help communities tackle significant social challenges, such as poverty, by bringing people together and building local capacity for change.

“I had just written Community Conversations and was working on a follow-up book and while looking at the data realized there was a lot of negative statistics,” he says. “People were volunteering less and donating less, they didn’t know their neighbours and young people were struggling. I came to the conclusion if you have a vested interest in one person’s well-being, the chances of you caring about the quality of the community they live in grows exponentially.” 

Paul says what Cambridge needs today to thrive are citizens who care and are engaged.

Creating loyalty important

“At the end of the day, no business is going to be successful if the city isn’t successful,” he says. “No one is going to want to come and work for your company.”

To assist in the process, Paul says businesses must work towards building internal and external connections to create conditions for community success and will outline these during his talk with Cambridge Chamber of Commerce President & CEO Greg Durocher at our Conversations That Matter session.

“We’re going to focus on business leaders and mostly talk about customer loyalty and how do you build that loyalty by creating a sense of community,” he says, adding fostering a fun customer experience is pivotal to help build that loyalty. “It’s caring about your customers, and in turn they learn to care about you.”

Also, he says having a higher purpose is another way businesses can connect with the community.

“If for example, you give to the United Way, that means something. That’s why so many businesses take on community causes because it helps build that customer loyalty,” says Paul.

But that same loyalty building should also happen within businesses he says, noting that staff allegiance makes for a better workplace and a stronger organization.

“I think COVID taught us so much about understanding the personal needs of your employees, which is a big thing about community. Employees want to know you care about them,” says Paul, adding having fun as an organization is another important part of building that internal loyalty. “Young people today really value when you go out of your way to do something fun as a team. It’s good for the business.”

‘Culture eats strategy for breakfast’

He’s quick to admit for some business operators, creating these conditions may be difficult considering the stresses involved in running a business, but insists they are not impossible to attain.

“It really depends on who you are as a person,” says Paul. “Sometimes it comes naturally to people, but others need to be encouraged and reminded that profit may be the bottom line but getting to profit is more complicated than we would like to sometimes think. It’s not that we don’t care about the bottom line, but how do you get there? And how does that become sustainable?”

He’s a big believer in the expression: ‘Culture eats strategy for breakfast’.

“No matter how good of a strategy a company has, if they don’t have a work culture that supports that strategy, they’re not going to be successful,” says Paul, adding he hopes to provide Conversations That Matter participants with some practical tools and techniques to make this happen and build loyalty. 

He will also talk about the use of AI and how it fits into this equation.

“There are lots of places for AI in business, but the human relationship is not one of them,” says Paul. “We can use AI to create the conditions in which the interaction between two people is easier.”

Conversations That Matter – which features a lunch - takes place April 30 at the Tap Room in Tapestry Hall from 11:30 a.m. to 1:30 p.m. Click here to learn more and book a seat!

Plans are well underway for the 2026 Business Expo this April at Bingemans.

Jointly hosted by the Cambridge, Guelph and Greater Kitchener Waterloo Chambers, this annual event is one of the largest tradeshows in the region providing more than 200 exhibitors the opportunity to interact with at least 1,500 attendees over the course of several hours.

For many local businesses, it’s the chance to make vital connections and strengthen brand recognition in a method digital marketing cannot.

“You should always take part in tradeshows,” says Arjun Binning, Account Manager, Nedlaw Living Walls. “And I say this because you can always learn a great deal digitally about a business, but you won't ever truly know what that business is capable of or what their team is comprised of, based off of something that you read online.”

Through his work Arjun is quite familiar with tradeshows and typically finds himself representing the Cambridge-based company at least eight to 10 annually, including the Business Expo. In fact, under his leadership Nedlaw Living Walls was named ‘best booth’ at last year’s event and will be back again this spring.

Building trust

But participating in tradeshows is not about accolades for him or the Nedlaw team, it’s about the ability to interact directly with potential customers, partners, and stakeholders since face-to-face communication helps build trust, credibility, and rapport more quickly than online interactions. 

Tradeshow attendees ask questions, see demonstrations, and engage in meaningful conversations, allowing businesses to better understand customer needs and pain points. These personal interactions often lead to stronger, longer-lasting business relationships.

“If you want to form a relationship that's going to last for years with partners, being able to meet in person has a completely different feel than just sending a quick e-mail,” says Arjun, who encourages any business thinking about participating in a tradeshow to first define its objective. “You need to have an objective in mind of what it is that you want to achieve when you get there. What do you want out of it?” 

Ashley Gould, owner of Cinis Marketing and another Business Expo participant, agrees and says not all tradeshows can provide what a business may be seeking.

“If you primarily serve business to business and you’re taking part in a business to consumer tradeshow, there’s really no point in you being there because you’re not going to get anything out of it,” she says. “But the great thing about the Business Expo is that it does have a business-to-business component and a business to consumer facet, so you’re getting both kinds of people.”

Clear value proposition

Like Arjun, Ashley is an avid supporter of the tactile aspect of tradeshows since they can provide an ideal environment for showcasing products and services in a hands-on way.

Many businesses use live demonstrations to allow attendees to see features, benefits, and applications in real time, making the value proposition clearer and more memorable, but there can be missteps when it comes to setting up a booth.

“Sometimes people may look at what the trending thing is right now to have in your booth, but if it has nothing to do with your business and you can’t tie it in is it really beneficial?” asks Ashley. “Making sure you have that hook and that pitch, and ensuring it all ties together is very important.”

For Arjun, having an educational ‘piece’ in place is vital when attendees visit a Nedlaw booth at a tradeshow rather than just using gimmicks to attract attention. 

“If your goal is to sell sunglasses, don’t just try to market a rack of sunglasses at your booth, try to make it more about what is unique about your company and something you want visitors to learn,” he says, noting making a sale should not be the primary objective.

“Trying to teach people about what your company does keeps them interested. Your end goal is to teach them what is you do and there’s nothing better than word of mouth.”

Business opportunities

Ashley agrees and says it’s important that exhibitors also take a moment to work the tradeshow floor by visiting other booths, which could also lead to other opportunities for your business.

In terms of her own approach, when participating at a tradeshow she also takes a moment to readjust her booth.

“I think having a table in front is actually a deterrent because personally, if I see a person sitting at a booth behind a table looking at their phone, I’m not going to walk towards them,” says Ashley. “The first thing I always do is slightly move the table so I’m standing in front so that when people approach, we can talk face-to-face as opposed to there being a barrier between us.”

Click here to learn more about the 2026 Business Expo April 15 at Bingemans.

Tips to maximize your ROI at a tradeshow

Set clear objectives

Objectives may include generating qualified leads, launching a new product, increasing brand awareness, or strengthening relationships with existing clients. Without defined objectives, it becomes difficult to measure results or justify the investment.

Choose the right tradeshow

Research events carefully to ensure they attract your target audience and align with your industry and budget. Participating in the right show increases the likelihood of connecting with decision-makers who have genuine interest in your offerings.

Design an eye-catching booth

Use clear messaging, strong visuals, and consistent branding to communicate who you are and what you offer within seconds. Avoid clutter and ensure your key value proposition is visible from a distance. Lighting, colour, and layout all play important roles in drawing attention and encouraging people to stop.

Train and prepare your staff

Train them on product details, key talking points, and how to qualify leads efficiently. Staff should focus on engaging attendees rather than standing behind tables or using mobile phones. Professional appearance, positive body language, and active listening make a significant difference in visitor engagement.

Engage attendees with purpose

Use product demonstrations, samples, or short presentations to spark interest and start conversations. Ask open-ended questions to understand visitor needs and tailor your message accordingly. The goal is to create meaningful interactions, not just collect business cards.

Promote your presence in advance

Maximize attendance at your booth by promoting your participation before the event. Use email campaigns, social media, and your website to inform customers and prospects where to find you. Scheduling meetings in advance ensures high-quality conversations and makes efficient use of your time at the show.

Capture and organize leads effectively

Have a clear system for collecting and qualifying leads, whether through badge scanners, digital forms, or written notes. Record key details such as level of interest, purchase timeline, and specific needs. Organized lead capture ensures smoother follow-up and increases conversion rates after the event.

Follow up promptly after the show

Reach out to leads quickly while your brand and conversations are still fresh in their minds. Personalize communications based on discussions held at the booth and provide relevant information or next steps. Timely follow-up turns trade show conversations into real business opportunities.

As Canadian cities continue to expand and evolve, pressures begin to mount.

Mississauga’s legendary mayor, the late Hazel McCallion, put it succinctly: “In Canada, the federal government has all the money, the provinces all the power, and the municipalities all the problems.”

Besides carrying most of the infrastructure funding, municipalities nationwide continue to face pressures surrounding a myriad of issues including housing affordability, homelessness, transit, and public safety. These are issues that affect the lives of residents and business owners, yet the financial resources and legislative abilities provided to municipalities – which fall under provincial jurisdiction as outlined in the Constitution Act, 1867 – remain limited.

A policy – entitled Equitable Tax Distribution Policy to Assist Canadian Municipalities - presented by the Cambridge Chamber of Commerce at the Canadian Chamber of Commerce AGM earlier this fall aims to change this by calling for a formal review between Federal, Provincial/Territorial governments to find a way to create a fairer distribution plan to better assist municipalities to ensure local needs are met that can promote business confidence and economic prosperity.

Advocating for businesses

“Advocating for businesses to help them achieve success is an important part of what the Chamber and its network does,” says Cambridge Chamber President and CEO Greg Durocher. “The tax distribution system we have has been in place for years and doesn’t cut it anymore. It needs to be addressed because having a fairer plan will help make communities better which in turn will assist businesses.”

The Chamber policy - first approved by Chamber network delegates in 2023 and became part of the Canadian Chamber policy ‘playbook’ - has now been redrafted and updated with the following recommendations urging the Government of Canada to:

• Engage provincial/territorial and municipal governments to consult on a framework to identify and address the social, economic, and physical infrastructure needs of municipalities.
• Formally review federal funding mechanisms— such as transfer payments and the federal fuel charge — with the goal of improving how the federal government assists provincial/territorial governments enhance the programs and services they currently provide to municipalities — such as social services or funding for transit/roads — in hopes of strengthening their physical and social infrastructure needs to help set the stage in communities for a more robust and vibrant economic path in which businesses can flourish. This formal review could include tax point transfers to provinces.
• Ensure potential solutions are not funded through the creation of any new additional federal or provincial/territorial government taxes.

Currently, 3,573 municipalities across Canada’s 10 provinces and three territories are responsible for the construction, operations, and maintenance of nearly 60% of the country’s public infrastructure yet receive only 12 cents of every tax dollar to cover these costs. They are ‘community builders’ who cannot run deficits and have a lack of revenue-generating tools – other than property taxes and user fees which are regressive - to collect revenue to pay for these services. It’s a system that hasn’t changed much in the last 20 years.

There are additional potential revenue options for municipalities, such as development charges which do not often cover the full costs of urban growth and these new developments, or they could receive a share of fuel, sales, and income taxes, which are not provided by all provinces/territories. 

Communities facing crisis

However, the pressures municipalities face continues to grow, especially around housing affordability which 60% of Canadians in major cities polled by Leger in December 2024 indicated was the biggest or second biggest issue facing their municipality.

The CMHC has estimated that Canada needs 3.5 million more housing units by 2030 in addition to those currently under construction to restore affordability. Other key concerns outlined in that same poll included homelessness, poverty, and mental health issues (37%), property taxes and spending (23%), traffic congestion (19%) and public safety (13%). 

Many cities and smaller communities now continue to face a looming crisis in deferred maintenance and construction of critical infrastructure, both physical and social. According to a 2024 report by the University of Toronto’s ‘School of Cities’ – which is a multidisciplinary hub for urban research, education, and engagement - eight years into the Federal government’s Investing in Canada Plan, Canada’s infrastructure deficit is estimated at a minimum of $150B, and up to a trillion dollars. 

Review a good first step

Increasing debt and budget deficits are challenges facing the Federal government and many provincial governments. According to the Fraser Institute, the combined federal and provincial net debt since 2007/2008 has nearly doubled from $1.18 trillion to a projected $2.18 trillion in 2023/24. As well, while most provinces ran operating surpluses in 2021/22 or 2022/23, many of those same governments projected a return to deficits in 2023/24 and subsequent years.

While calls continue for an overhaul of our current tax system, which has not been reviewed since 1967, from various groups including the Canadian Chamber of Commerce, formally reviewing the current tax distribution plan could be seen as the first step towards a much larger review to perhaps determine how the Federal government can work with the Provincial/Territorial governments to better assist municipalities. 

Policies approved by Chamber network delegates at the Ontario Chamber and Canadian Chamber AGMs become part of the official ‘playbooks’ of both organizations as they lobby the provincial and federal governments to institute regulations and decisions critical to creating a favourable environment for business success. These additional policies listed below were co-sponsored by the Cambridge Chamber and received the support of delegates at both AGMs:

Canadian Chamber of Commerce AGM

Streamlining administration for Canadian doctors 

Recognizing that family physicians and specialists across Canada are increasingly concerned with rising administrative responsibilities and the departures of practitioners from the profession, we co-sponsored a policy recommending all levels of government work collaboratively to reduce by 10% all administrative responsibilities for Canadian physicians.

The policy also recommended the re-introduction of Bill C-72, the Connected Care for Canadians Act, or that similar legislation be tabled to improve health information technology interoperability and streamline access to electronic medical records, thereby reducing the administrative burden on physicians and reducing departures from their work. (The Cambridge Chamber co-sponsored a similar policy at the Ontario Chamber of Commerce AGM).

Ontario Chamber of Commerce AGM

Create and implement a provincial strategy to address homelessness, mental health, and addiction

Most communities across Ontario continue to deal with unprecedented social issues like vagrancy, crime, and nuisance behaviours. We recognize these issues – which impact businesses - are further exacerbated due to the escalating opioid crisis, shortage in social services supports, and a lack of housing that is affordable to many struggling with addictions.

This policy, which we co-sponsored, outlined seven recommendations for the Provincial Government. Among them was the creation and funding of a provincial strategy to end chronic homelessness, building on the recommendations of the AMO Municipalities Under Pressure Report, 2025, focusing on an initial 5,700 new housing and low barriers to support spaces to be developed by municipalities. As well, the resolution recommended the Province prioritize funding, program, and policy changes to better support those with complex mental health conditions that may pose a risk to themselves and others. 

Ontario government assistance on land assembly 

The Ontario government has formally requested that Ontario municipalities assemble large parcels of land for future economic development opportunities. With that in mind, we co-sponsored this policy calling for the Province to continue to financially assist Ontario municipalities with the purchase of land for major industrial and economic development projects. A September 2024 report drafted for Region of Waterloo Council consideration estimated that over the last three years, $4 billion in potential investment and more than 14,000 jobs from businesses considering local investment were lost due to employment land shortages in our area.

The power of the Chamber network to advocate for the business community became very apparent as representatives from chambers of commerce and boards of trade nationwide recently gathered in Mississauga to debate and approve policies aimed at boosting Canada’s economy.

Several hundred delegates -  including representatives from the Cambridge Chamber - gathered Oct. 8-9 at the Canadian Chamber of Commerce’s Conference and AGM to network, hear from several high-profile business and industry leaders, but more importantly debate policies that can make a difference at a time when trade talks and tariff threats from the U.S. continue to impact Canada’s economy.

In a fireside chat with Canadian Chamber of Commerce President and CEO Candace Laing, Minister of Innovation, Science, and Industry of Canada Melanie Joly outlined the pivotal role the Chamber network plays in advocating for jobs and investment across communities nationwide and discussed ongoing talks with the current U.S. administration.

“The Prime Minister (Mark Carney) has been focusing on creating a positive working relationship with the President (Donald Trump) over the past few months,” she said, noting the ‘respectful’ conversation she was privy to between the two leaders in Washington the day before the CCC AGM. 

Trade deals in the works

Minister Joly did not outline the full details of recent talks, but told Chamber delegates Canada has remained focused on obtaining solid steel, aluminum, and energy deals with the U.S.

“What we’ve learned is that when dealing with this administration we can’t take anything for granted,” she said, adding Canada now knows it can be charge of its own future. “We’ve been overdependent on the U.S., we now know that.”

She referred to the fact the Major Projects Office is currently advancing $16B worth of investments—and is expected to expand that portfolio even further in mid-November. These projects represent opportunities to create jobs, attract capital, and strengthen Canada’s competitive edge.

In terms of defence spending, Minister Joly reinforced a new commitment to future investments that will focus on domestic job creation, ship building, building aircraft, vehicles, and drones in Canada, rather than relying on procurement from other jurisdictions. She said this shift signals a long-term strategy to bolster Canadian industries while advancing national security.

“The simple truth is if you think of the strength of a country you must think about its economic strength,” she said. “You cannot rely solely on trade. You must also diversify your markets and must continue to adapt; it’s a question of national strength.”

In one of several discussions offered to Chamber delegates, David Coletto, CEO of Abacus Data, explored how to offer reassurance to Canadian consumers and businesses amid growing uncertainty. He urged attendees to connect the dots between what is good for Canada and what Canadians believe will be good for them—reminding them that to counter perception, we must first change it.

Concerns have shifted

During his presentation, Coletto outlined the differences between a scarcity mindset and a precarity mindset, noting that prior to U.S. President Donald Trump’s election win there was a strong desire for political change in Canada.

Abacus Data research showed that in July of 2024 only 12% of Canadians believed the Liberals deserved to be re-elected and that inflation, cost of living, health, housing, and former PM Justin Trudeau were some of the key concerns. Fast forward to the start of October 2025 and these concerns have shifted to Trump, war, tariffs, costs, crime, and Charlie Kirk.

This recent Abacus Data research also showed that the rising cost of living is the top issue for 62% of Canadians, while only 33% felt Trump and his administration were now a concern. 

Overall, he said 68% of Canadians are now worried about their ability to afford basic needs over the next six months, while 70% are delaying major life decisions due to financial uncertainty.

“Uncertainty is going to be the norm,” Coletto told delegates, adding the impact of Artificial Intelligence (AI) has also become a growing concern and that six in 10 Canadians believe it will eliminate more jobs than it creates.

He said conducting polls is a good way to gauge public opinion, and that politicians tend to only hear the ‘loudest’ voices.

Strong voice for business

“You need to counter that, and polling can help,” said Coletto. “You need to remind policymakers those loud voices aren’t the voice of their constituency or community.”

Developing policies that can lead to fundamental changes in legislation to create environments where businesses can thrive and in turn, communities can prosper is a key role of chambers, said Cambridge Chamber President and CEO Greg Durocher, who attended the AGM, along with Board Chair Murray Smith and in coming Board Chair Travis Dyk.

“The policies approved need to encourage both the provincial and federal levels of governments to make decisions that can assist our economy,” he said. “The national Chamber network provides a strong voice for businesses.”

• At this year’s Canadian Chamber AGM, just over 40 of the policy resolutions presented by Chambers and Boards of Trade nationwide, were approved by nearly 300 voting delegates. The policies – which now become part of the Canadian Chamber of Commerce’s ‘official playbook’ - touched on the following areas: taxation and finance; health innovation; digital economy; international affairs; manufacturing and value chains; natural resources; transportation and infrastructure; and agriculture. Click here to review the policy book.

Discovering new ideas is the cornerstone of business success.

Innovation and creativity are essential drivers in modern business environments, offering organizations the ability to adapt, grow, and remain competitive.

The Youth Creativity Fund (YCF) – launched in 2022 – is doing just that by nurturing the next generation of innovative thinkers by providing them an opportunity to bring their creative ideas to life thanks to a bit of seed funding and valuable input from an array of community supporters assembled by the Business Education Partnership (BEP) of Waterloo Region.

“At its core, it’s always been about supporting young people with their big, creative ideas — but now we’re focusing a lot more on high school students, especially those in the 15–18 age range,” says Alethea Robinson, YCF Program Manager.

The program calls for these students to outline their ideas in an application to the BEP team, which if approved after meeting the necessary requirements will then be shared with the YCF Program Committee for final approval which results in funding up to $1,000 per project. The committee consists of HIP Developments CEO Scott Higgins, educator Camelia Nunez and Nicole Fernandes, Operations Manager for Enbridge Gas.

Chambers collaborating on program

The BEP team will also work with those students whose applications may not have initially been accepted to finesse their submissions and those who do receive approval can re-apply again in the future once they have completed a report outlining the outcome of their project. 

“Fostering this kind of creativity is key for not only the future of our community, but our job creators for the rest of the 21s century,” says Cambridge Chamber of Commerce President & CEO Greg Durocher.  

Both the Cambridge Chamber of Commerce and Great Kitchener-Waterloo Chamber of Commerce are collaborators of this program, which also includes a list of local businesses and organizations as supporters. 

“Having that support of local businesses and business leaders is a great way to ensure the continuation of this important initiative,” he says.

According to a recent report, in the first half of 2025 the YCF has supported 44 various projects led by 89 students through the distribution of $38,500 in microgrant funding. 

“There isn’t really a ‘one-size-fits-all’ applicant — and that’s the best part,” says Alethea. “We’ve had students who are entrepreneurs at heart, others who are more into tech and innovation, and others who just want to bring people together through art, culture, or community service.”

Success stories include the creation of an AI-powered app called ‘Linkage’ designed to connect seniors and teens based on shared interests, geography, and life experience, as well as the organization of a community event called Walk for Hope which involved more than 550 students and raised over $28,000 for KidsAbility, a local non-profit that supports children with developmental needs. Their goal was $24,000.

Students feel pride in their ideas

“We’ve seen everything from tech hackathons and AI-powered apps to community events, art projects, and small businesses,” says Alethea. “What I love is that it’s about what youth are doing outside the classroom, or even in school clubs that really connect with the community.”

She says seeing the pride on the faces of the participants when they realize someone supports their idea is something that resonates with her as program manager. According to organizers, 94% of participants have reported learning a new skill or gaining knowledge.

“It makes them feel rooted in the community in a whole new way, and I think that’s really powerful,” says Alethea, adding word of mouth has been a big help in attracting applicants especially when students see their friends receive funding. “We also do outreach through schools, teachers, and community partners so that young people know the fund is there for them. Keeping the application process simple has made a big difference. We want it to feel approachable, not intimidating.”

She insists not overthinking their projects is key for students thinking about applying and that passion knowing they have an idea which can make a difference in the community is all that is required.

“We’re not looking for polished business plans – we’re looking for heart and creativity,” says Alethea. “At the end of the day, it’s about helping you turn ‘I wish I could’ into ‘I did’.”

Visit youthcreativityfund.ca to learn more.

Waterloo Region will be home to at least one million people by 2050 and a coalition of local business organizations is doing its part to ensure this area is prepared through the launch of an online tracking tool that aims to create a unified framework to ensure proactive planning and co-ordinated action across all levels of government and the private sector.

Developed in collaboration between BestWR (Business and Economic Support Team of Waterloo Region) and the Future Cities Institute located at the University of Waterloo, the Vision 1 Million Scorecard is now available to track Waterloo Region's readiness for the projected arrival of more than 300,000 people in the next 25 years.

The scorecard provides measurable, transparent monitoring of progress across five critical areas: housing supply, transportation infrastructure, healthcare services, employment opportunities, and placemaking and livability.  

These are all areas Cambridge Chamber of Commerce President & CEO Greg Durocher says are vital for businesses to succeed.

“Businesses should be paying attention to this because if we do not meet the needs of a million people from an infrastructure perspective, it’s going to make it difficult for them to attract people to their business,” says Greg, who serves on BestWR along with the leaders of the Greater Kitchener Waterloo Chamber, Explore Waterloo Region, Communitech, and the Waterloo Region Economic Development Corporation.  “These issues are all really important to businesses because businesses thrive best in a community that thrives best.”

Strong leadership needed

It’s a sentiment shared by BestWR Chair Ian McLean, who also is head of KW Chamber.

"We cannot afford to be reactive when it comes to preparing for one million residents,” he says. “This tool gives us the transparency and accountability we need to ensure decision-makers are taking the bold action required to build the housing, transportation networks, healthcare capacity, and community services our growing population will need."

Greg says strong leadership, especially by local municipal officials, is paramount noting the scorecard already shows the region is falling behind in terms of providing healthcare and housing to sustain one million people. 

The current data also shows the importance of having employment ready lands and now shows that only 33% of land identified as ‘shovel ready meagsite’ in Waterloo Region suitable for larger employers has been purchased.

“We know that at least 70,000 homes have to be built in the next 20 to 25 years and we’ve never built homes at that pace before,” says Greg. “We can really utilize the scorecard as an advocacy tool with local government to outline what areas we need to catch up on. And when we have people running for election, we will be in the position to question candidates on those subjects and ask them ‘What are you going to do to make sure that we are ready for all these people?’If we’re not ready, that is going to impact businesses.”

Scorecard will be updated

He refers to the forward-thinking governance of the late Jane Brewer, Cambridge’s mayor from 1988 to 2000 and a regional councillor, as an example noting she was a strong advocate for the construction of the LRT because she knew it would benefit future generations.

“That is what good leadership is all about,” says Greg.

The scorecard will be updated every six months to help prioritize the community's agenda and focus resources where they're most needed. Data validation and the evaluation of the progress to plans will be provided through an exciting collaboration with the Future Cities Institute (FCI), founded by CAIVAN.

The FCI brings together researchers to look at urban challenges across housing, climate, infrastructure to support prosperous and resilient cities. 

In the lead up to the first evaluation the FCI will be validating the current figures and ensuring tracking is being done for the right plans for more complex initiatives.  

Key features of the scorecard include:

• Critical priority tracking across housing supply, transportation infrastructure, healthcare services, employment, and community livability.
• Six-month interval updates to monitor progress and enable course corrections.
• Transparent accountability that allows residents to see real progress and understand remaining gaps.
• Community engagement opportunities for feedback and advocacy.
• A unified framework that brings together fragmented planning approaches under "one plan, one agenda.”

Visit bestwr.org to explore the full scorecard.

The outstanding accomplishments of the local business community was in the spotlight at the Cambridge Chamber of Commerce’s 2025 Business Excellence Awards.  The awards were presented in front of a sold-out crowd of more than 300 business leaders and Cambridge/Township of North Dumfries officials at Tapestry Hall on May 22. The Business Excellence Awards is the Chamber’s premier event and has honoured the contributions and achievements of business leaders in the City of Cambridge and Township of North Dumfries since 2000, and features 11 award categories, nine of whom require nominations. In total, nearly 70 nominations were received.

Award recipients

Community Impact award: John D. Wright, developer and community builder

A successful business leader for many years, John D. Wright is one of those individuals who often flies under the radar but has managed to play a significant role in the evolution of Cambridge becoming a great community to live, work and play.  He was the driving force in the success of the legendary South Works Mall, which following extensive restoration work in the mid 1990s, became one of Cambridge’s most valued tourist attractions.

Along with his late father (Ken), the pair became big proponents of Drayton Entertainment to bring a professional theatre to town after paving the way by starting a professional community theatre company themselves. John also played a key role in bringing together a consortium of business leaders in the early 2000s who raised millions of dollars towards bringing the University of Waterloo School of Architecture to town. His commitment to creating opportunity and prosperity also reached beyond the downtown core by being a strong proponent of the creation of the Cambridge Butterfly Conservatory as well as a champion for the Chamber’s own Toyota Tour initiative at TMMC.

Chair’s Award: Linton Window & Door 

For 50 years, Linton Window & Door has stayed ahead by combining old-fashioned integrity with forward-thinking innovation. For this company, customer service isn't about making a sale—it's about creating relationships built on trust. Its commitment to quality goes beyond the industry standard, ensuring full labor coverage on its manufactured items for up to 25 years and offers a full-time service team—something no one else in the Cambridge area does. Linton is also an expert at employee retention offering not only competitive wages, strong health benefits and real career growth, but by supporting their team beyond the workplace. It is committed to ensuring its team feels valued and has created a work culture like no other by providing a gym and massage chairs to ensure their staff is well looked after. This is a company that builds to last.

Business of the Year 1-10 employees: Home Cleaning KWC Inc.

Professionalism and excellence are the key ingredients in the recipe of success at Home Cleaning KWC.  It’s founder jokingly credits her ‘picky mom’ for instilling values that celebrated exceptionally high standards of precision and attention to detail, something this company holds dear since it began in 2022. In that time, Home Cleaning KWC has quickly gained a growing list of satisfied clients who relish the unmatched service it provides which is designed to offer peace of mind, allowing them to focus on what truly matters—spending quality time with loved ones. Creating a healthy, stress-free environment for clients is a priority for this company. Their approach has resulted in not only a 40% growth in its client base sparking a massive sales leap but has allowed it to grow from a one-person operation to a 10-person team in less than three years.

Business of the Year 11-49 employees: VIG Computers

VIG Computers is driven by commitment to innovation, industry leadership, and community impact. Through a combination of sustainable business practices, technological innovation, and unwavering commitment to community development, this is a company that continues to lead in its industry while making a meaningful impact in the world. This commitment has seen it grow from a small local operation to a global leader in sustainable IT solutions, expanding its reach into the U.S., Mexico, and the Middle East. VIG Computers is a company that fosters an inclusive and dynamic workplace, ensuring that its team remains motivated and at the forefront of industry advancements. It’s also a company that gives back to the community in many ways, including by funding a fully equipped post-surgery recovery room at CMH, as well as providing low-cost refurbished computers to school boards provincewide.

Business of the Year 50 employees & over: Ayer Welding 

For nearly 60 years, Ayer Welding has continued to build a strong reputation for outstanding craftsmanship and exceptional customer service. Starting as a small family-owned business in 1967, it has continually diversified its services while staying true to its founding values and now operates from three locations. It has continually broadened its capabilities entering the U.S. market in 2017 and its dedicated team has continued to achieve success by exceeding its customers’ expectations and by taking pride in collaboration with various industries, providing innovative solutions and high-quality work. Its continued success can be attributed to its competent and knowledgeable staff, who thrive in the company’s positive work environment. Ayer Welding is an organization that treats each employee with kindness and compassion. Their staff is their family which make this a great place to work. 

Outstanding Workplace – Employer of the Year: Canadian Western Bank

Developing a dynamic and healthy workplace is essential for boosting employee morale and is something Canadian Western Bank (CWB) does very well. Creating a culture through innovative programming and ensuring all employees are valued and appreciated is its forte. This is a company that listens to its people and hires those who share its values of diversity, innovation, and excellence which in turn has made it a beacon for talented individuals as well as boosting creativity and collaboration. Employees are provided with tools to foster a positive team environment. These include the Teal Champion Recognition program that allows employees to honour colleagues who exemplify the company’s values, and its quarterly Pillars of Excellence Awards which results in cash awards and gift cards for the winners. CWB is a company that truly recognizes that everyone has different needs and finds ways to seamlessly accommodate them all.

Marketing Excellence: From Farm to Table Canada

Creating innovative partnerships has been key to the success for From to Table Canada. Three years ago, a very successful partnership with the Hamilton Tiger-Cats & Tim Hortons Field to distribute a cobranded popcorn and its focus on differing markets - stadium sales, retail, and e-commerce – resulted in phenomenal gains for this local company. However, it took things one step further this past year by creating a custom cobranded bag of kettle corn for the CNE – highlighting vintage rides and the famous Princess Gates. On the back, a QR Code brought buyers to the CNE's website where tickets could be purchased. As well, by providing samples to more than 30 media outlets, social media influencers, and even shipping cases of kettle corn to Toronto Mayor Olivia Chow's office who distributed the bags to staff at City Hall, this move resulted even more excitement for the historic fair and created credibility for From Farm to Table in the tourism industry. 

Spirit of Cambridge: New Hope Properties

Creating an even better community means a great deal to New Hope Properties.

For more than 30 years, this company has taken corporate leadership and the notion of social responsibility to new heights. Their interest was first ignited in 1997 after purchasing the former Artex Woolen Mill in Hespeler and then undertaking a nearly two-year campaign to completely rejuvenate the plant which now employs more than 100 people. Since then, New Hope Properties has brought new life to more than 20 derelict or near derelict industrial/commercial and residential properties creating a major impact on the Cambridge community. But their commitment to community extends beyond revamping buildings. Also, this company has made significant donations to Cambridge Memorial Hospital to support the WeCareCMH Campaign to support the capital and equipment needs of the hospital, the Royal Canadian Legion, and Lisaard House, along with donations to the local Salvation Army and Red Cross several times a year.

Young Entrepreneur of the Year: Cole and Kortnie Wigboldus of Doggie Stay N Play

Combining creativity, vision, and a love for animals has been key for Cole and Kortnie Wigboldus of Doggie Stay N Play. They have transformed a standard business idea into something unique by introducing a ‘kennel free’ environment in their dog daycare and boarding operation. Allowing their furry ‘guests’ the chance to socialize in wide-open spaces has created a stress-free environment that’s good for their health and they are constantly finding ways to improve their service. Doggie Stay N Play has a business vision where every dog feels loved and part of a community and continues to do everything it can to build strong relationships with pet owners, promoting responsible pet ownership. This vision inspires the daycare to be a leader in the pet care industry.

New Venture of the Year: Syed Health & Wellness Clinic

A commitment to compassion, and community impact has resulted in continued success for Syed Health & Wellness Clinic. This business prides itself on the unique technologies it offers, which are designed to address a wide range of health and aesthetic needs pertaining to many things, including hair removal, acene and scar therapy, as well as non-surgical facelifts. These technologies have ensured its clients benefit from safe, precise, and highly effective care.

But its impact extends beyond treating clients and into the community through the establishment of meaningful partnerships with local healthcare providers, including a skin cancer screening clinic in Guelph and the Family Dental Centre. These collaborations enable Syed Health & Wellness Clinic to provide holistic and comprehensive care, ensuring its clients receive support that extends far beyond the clinic’s doors.

WoW Cambridge of the Year: Dr. Kevin Waddell at Townline Animal Hospital

Providing exceptional customer service is something Dr. Kevin Waddell and his staff at Townline Animal Hospital has always taken to heart, which isn’t easy considering their clients do not speak. But their clients’ owners have been doing a great deal of talking about the wonderful treatment their beloved pets receive. We all know that pets often become ‘part of the family’ and when it comes to ensuring they stay healthy, the recipient of this award is known for always going that extra mile for clients. According to one very satisfied customer whose dog – after having a very bad experience elsewhere – has blossomed by the treatment she continues to receive and now actually looks forward to every visit. The owner is also grateful for the extra time Dr. Waddell takes during every appointment to address concerns. 

Canadian businesses are grappling with significant challenges stemming from U.S. President Donald Trump's imposition of tariffs.

These measures have introduced economic uncertainty, disrupted supply chains, and strained the historically robust trade relationship between Canada and the United States.

That uncertainty has been compared to what many businesses felt when the pandemic virtually shut down the economy, creating chaos and confusion.

To assist the local business community as they did then, the Cambridge Chamber of Commerce and Greater Kitchener Waterloo Chamber of Commerce have relaunched their Ask the Expert initiative to share information and resources.

Held online every Thursday from 9 a.m. to 10 a.m., Ask the Expert provides business operators the opportunity to discuss their concerns, as well as hear the latest news and insights from a variety of professionals surrounding the issues related to this escalating trade war, including federal aid programs.

Global growth slowdown

Among those who recently shared their knowledge was Automotive Parts Manufacturers’ Association (APMA) CEO Flavio Volpe who discussed, among other things, the impact tariffs will have on auto industry on both sides of the border. 

“It almost feels a little bit like we are in the early days of the pandemic when business owners we’re just trying to understand what was happening,” says Cambridge Chamber President and CEO Greg Durocher, describing the uncertainty currently being felt by business owners.

The Organization for Economic Co-operation and Development (OECD) has highlighted the detrimental impact of these tariffs on the global economy, with particular emphasis on Canada.

The OECD forecasts a slowdown in global growth to 3.1% in 2025 and 3.0% in 2026, attributing this deceleration partly to the trade tensions initiated by the U.S. Specifically, Canada's economic growth is projected to decline to 0.7% in 2025, a significant reduction that underscores the profound effect of the tariffs on the nation's economic trajectory.

Eroded business confidence

The unpredictability associated with the on-again, off-again nature of the tariffs has eroded business confidence.

The latest CEO Confidence Index from Chief Executive magazine indicates a significant drop, reaching the lowest level since November 2012. This decline is attributed to the fluctuating tariff policies between the U.S., Canada, and Mexico, which have made long-term planning and investment decisions increasingly challenging for businesses.

Executives from major financial institutions have voiced concerns about the negative impact of this uncertainty on business operations and economic stability. 

Greg says that uncertainty is clear, noting many of those logging on to Ask the Expert are smaller business owners who may not be directly impacted by tariffs but more from the trickle-down effects of a prolonged trade war.

“Nobody really knows yet what those impacts will be,” he says. “The people joining us really want to know more about timing and when things are going to happen. I think some of the concerns are morphing away from talk of annexation and are now touching on the realization that there is something really wrong in the U.S.”

To join an Ask the Expert conversation, visit www.chambercheck.ca (which offers resources and information to help businesses) and sign up. 

For those who can’t participate live, Ask the Expert videos are posted on  www.chambercheck.ca  and the Cambridge Chamber of Commerce YouTube channel. 

Federal aid package info

In response to U.S. tariff impositions that have disrupted trade and heightened economic uncertainty, the Canadian government has introduced a comprehensive aid package exceeding $6 billion to support affected businesses. The key components of this financial assistance include:

1. Trade Impact Program by Export Development Canada (EDC):

With its newly launched Trade Impact Program, EDC is prepared to facilitate an additional $5 billion over two years in support. This program aims to:

• Market Diversification: Assist exporters in identifying and penetrating new international markets, reducing reliance on the U.S. market.

• Risk Mitigation: Provide solutions to manage challenges such as non-payment risks, currency fluctuations, and cash flow constraints.

• Expansion Support: Offer financial backing to overcome barriers hindering business growth and international expansion.

These measures are designed to help companies navigate the economic challenges posed by the tariffs and adapt to the evolving trade environment. 

Government of Canada.

2. Business Development Bank of Canada (BDC) Financing:

To support businesses directly affected by the tariffs, the BDC is providing $500 million in favorably priced loans. Key features include:

• Loan Amounts: Businesses can access loans ranging from $100,000 to $2 million.

• Flexible Terms: Loans come with favorable interest rates and flexible repayment options, including the possibility of deferring principal payments for up to 12 months.

• Advisory Services: Beyond financing, BDC offers advisory services in areas such as financial management and market diversification to strengthen business resilience.

This initiative aims to provide immediate financial relief and support long-term strategic planning for affected businesses. 

3. Farm Credit Canada (FCC) Support for Agriculture and Food Industry:

Recognizing the unique challenges faced by the agriculture and food sectors, the government has allocated $1 billion in new financing through FCC. This support includes:

• Additional Credit Lines: Access to an additional credit line of up to $500,000 for eligible businesses.

• New Term Loans: Provision of new term loans to address specific financial needs arising from the tariffs.

• Payment Deferrals: Current FCC customers have the option to defer principal payments on existing loans for up to 12 months.

These measures are intended to alleviate cash flow challenges, allowing businesses to adjust to the new operating environment and continue supplying high-quality agricultural and food products. 

4. Enhancements to the Employment Insurance (EI) Work-Sharing Program:

To mitigate layoffs and retain skilled workers, the government has introduced temporary flexibilities to the EI Work-Sharing Program:

• Extended Duration: The maximum duration of work-sharing agreements has been extended from 38 weeks to 76 weeks.

• Increased Access: Adjustments have been made to make the program more accessible to businesses experiencing a downturn due to the tariffs.

This program allows employees to work reduced hours while receiving EI benefits, helping employers retain experienced staff and enabling workers to maintain their employment and skills during periods of reduced business activity. 

5. Strengthening Investment Protections:

To safeguard Canadian businesses from potentially harmful foreign takeovers during this period of economic vulnerability, the government has updated the Investment Canada Act Guidelines. While Canada continues to welcome foreign investment, these updates ensure that any investments posing risks to economic security can be thoroughly reviewed and addressed.

Click here to learn more.