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The Cambridge Chamber of Commerce and Ontario Chamber of Commerce have released The She-Covery Project: Confronting the Gendered Economic Impacts of COVID-19 in Ontario.

This policy brief lays out a path to Ontario’s economic recovery offering practical recommendations to confront both immediate and longer-term challenges faced by women.

“With women’s labour force participation at a record low, decades of progress towards gender equality are at stake,” said Rocco Rossi, President and CEO, Ontario Chamber of Commerce. “This is not only a watershed moment for women but for Ontario’s economy and society more broadly, as women’s participation in the labour market is a precondition to its fulsome economic recovery and future prosperity.”

“The economic impacts of the pandemic were direct and immediate for women in Ontario,” said Cambridge Chamber of Commerce President and CEO Greg Durocher. “Temporary business shutdowns during the state of emergency most severely affected sectors that predominantly employ women. Restrictions on schools and paid child-care facilities have shifted additional hours of unpaid family care onto parents, and this work has largely been taken up by mothers.”

Major takeaways from the report include:

• Leadership and accountability begin with a commitment from stakeholders to set collective targets, reward diversity, include women in decision-making bodies, and apply a gender and diversity lens to their strategies, policies, and programs for recovery.
• Child care requires a short-term strategy to weather the pandemic and longer-term, system-wide reforms to improve accessibility and affordability.
• Workforce development initiatives should focus on defining critical skills, accelerating women’s reskilling, and ensuring their skills are utilized – with a focus on increasing their participation in skilled trade, technology, and engineering roles in fast-growing sectors.
• Entrepreneurship should be understood as a pathway to economic growth, and an inclusive ecosystem is critical to supporting women entrepreneurs.
• Flexible work arrangements are one way to level the playing field for women and improve organizational outcomes.

For more, see the report at:  https://occ.ca/wp-content/uploads/OCC-shecovery-final.pdf

A new idea has surfaced for a Cambridge bottled water provider to help it combat the effects of COVID-19.

Mineva – Water Refined, which has provided water treatment systems in Cambridge since 2011 centred on the process of electrolysis to remove bacteria and viruses, has received its DIN (Drug Identification Number) from Health Canada to manufacture a powerful disinfectant.

This new product, which the company is calling ‘Power Play’, is ideal for businesses, schools, and clubs.

“We started doing testing and making products back in March,” says Water Refined President Bryan Box, noting the idea first surfaced shortly after the lockdown. At that time, in accordance with safety protocols, his technicians were restricted from entering homes and businesses, which includes dairy farms, to install or service the firm’s patented water technology. 

However, he says some employees were kept busy thanks to the company’s work as operators for the wastewater plant of a local manufacturing facility.

“That kept some revenue coming in,” says Bryan.

But things changed a couple of weeks into the COVID-19 crisis when he began fielding phone calls and requests from clients asking if their water systems could be ‘tweaked’ to create disinfectant.

“I had two home users and a dentist all within 10 hours call and ask if they could take their electrolysis system and add salt to it and make disinfectant,” says Bryan, explaining this formula leads to the creation of hypochlorous acid, a very safe substance that white blood cells manufacture to fight infections.

“It’s a very powerful disinfectant but very safe,” he says.

These requests, including one from a competitor asking if they could use the company’s water bottling line in St. Catharines, prompted Bryan and his team to begin looking into Health Canada regulations to see  how they could pivot their operation to start manufacturing disinfectant.

“We joked that we started going down the rabbit hole,” he says.

As they investigated this possibility, his company also began sourcing another disinfectant called ‘Neutralyze’ from a B.C. company that does similar work to get the ball rolling locally.

Bryan says they enlisted the help of a consultant to help navigate the Health Canada system, which can be daunting, to obtain a DIN.

“You don’t know if it’s going to take two months, four months or even eight months,” he says.

The proper approvals were obtained, and Bryan says his new product has already been used at the Cambridge Sports Park, The Zone Training in Waterloo and Guelph, Cambridge Kips Gymnastics Club, several dance studios and dental offices.

As a father with children who are active in the local sports community, he says having a locally produced product will make it less costly for many organizations.

“The prices out there are just astronomical,” says Bryan, referring to the cost of other products available on the market.

He says his company has also been in contact with local school boards letting them know about these products as schools prepare to welcome students back.

“There might be a mad dash when schools realize there’s not a lot of supply around and everybody’s scrambling,” says Bryan, adding his company is also toying with the idea of providing the necessary prepackaged ingredients to let customers use their own water systems to create the disinfectant. It’s a plan that would also require Health Canada approval.

“But that could be another 12 to 18 months do this,” he says, adding he has learned a great deal over the past few months.

“It certainly has been an interesting process,” says Bryan.

For information about these new products, please visit www.mineva.com

Recovery Activation Program expands to Cambridge

COVID-19 has changed everything, requiring telecommuting, on-demand delivery and services, supply chain resiliency and virtual collaborations.

Even as the province begins to reopen, the pandemic has heightened the urgency for businesses to digitize to survive.

To address this change, Toronto Region Board of Trade and World Trade Centre Toronto created the Recovery Activation Program, or RAP. RAP offers businesses the know-how, blueprint and partners to address the conditions that COVID-19 has created by implementing digital solutions to their front, middle and back-offices. It will not only equip them to come through COVID-19 intact, but to thrive.

With the support of a $7.7 million investment from the Government of Canada and Government of Ontario, RAP is now expanding to businesses of all sizes throughout the province, including Waterloo Region. The Cambridge Chamber of Commerce has been selected as an important partner to help ensure local businesses benefit from the customized services and mentorship that RAP offers.

“We’re recruiting for RAP because we believe this program will provide our Members with a great opportunity to move their businesses forward,” says Cambridge Chamber President & CEO Greg Durocher. 

By enabling this partnership between the Cambridge Chamber and the Toronto Region Board of Trade, the governments’ investment in RAP will also help make sure at least half of RAP’s participants are based outside of Toronto.

“The Recovery Activation Program is a direct response to what we’re hearing from our members and the business community at large: digital tools and services are crucial to success, but challenging to implement,” said Jan De Silva, President and CEO of the Toronto Region Board of Trade. “Cambridge’s involvement in this program will result in the digital transformation of businesses outside of Toronto who will now be in a position to shore up their current business offerings, create new businesses opportunities and explore new markets.”

Recruitment is now open and interested businesses can apply here.

For more information, please contact Cambridge Chamber President & CEO Greg Durocher at 519.622.2221, Ext. 2223, or by email at greg@cambridgechamber.com.

The Cambridge Chamber has joined Canada United, a national movement to support local businesses in communities across the country.

As part of the movement, RBC has brought together more than 50 of Canada’s leading brands, Business Associations and the national Chamber network to rally Canadians to “show local some love” by buying, dining and shopping local.

“The Cambridge Chamber is pleased to support the Canada United movement and help bolster businesses in and around our community. Small businesses are the backbones of our local economies and key to thriving communities,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “The COVID-19 pandemic has created unprecedented challenges for businesses in our region and across the province. We need to continue to support SMEs who create jobs, drive innovation, and generate wealth for communities across Ontario – they will play an integral role in helping the province bounce back.”

Canadians are invited to join the Canada United movement by buying and dining local, including celebrating and supporting local businesses during the Canada United Weekend from August 28 to 30.

Canadians are also encouraged to watch the Canada United videos online at GoCanadaUnited.ca, like posts from @GoCanadaUnited on social media and use #CanadaUnited to demonstrate their support. For each of these actions until August 31, 2020, RBC will contribute 5 cents up to a maximum contribution amount of $2 million to the new Canada United Small Business Relief Fund, while working with government and corporate partners to source additional contributions to the fund during the course of the campaign. This fund will provide small businesses with grants of up to $5,000 to cover expenses related to personal protective equipment (PPE) renovations to accommodate re-opening guidelines and developing or improving e-commerce capabilities.

Small Canadian businesses across the country will be able to apply for up to $5,000 in grant funding. The program intends to support small Canadian businesses of all kinds from across the country. The Canada United Small Business Relief Fund will be administered by the Ontario Chamber of Commerce on behalf of the national Chamber network. Small business owners who are interested in the program can visit GoCanadaUnited.ca to learn more about grant application details, including eligibility criteria, and to apply.

“We are excited to welcome the Cambridge Chamber to Canada United to help local businesses and Canada’s economy come back strong,” said Neil McLaughlin, Group Head, Personal & Commercial Banking, Royal Bank of Canada. “Canada United was created to kick-start an economic rebound by rallying consumers to give local businesses the support they need to re-open during these uncertain times. By bringing together government, business associations and corporate Canada, we are looking to start a movement to get Canadians to buy local and support businesses across the country. We are genuinely excited by the energy all of our partners are bringing to this effort.”

“If there has been one silver lining in all the tragedy and sacrifices of the current crisis, it has been the spirit of collaboration and unity of purpose that has been evident between levels of government, across provinces and across sectors,” said Rocco Rossi, President and CEO, Ontario Chamber of Commerce.

“We are calling on that same unity of purpose with Canada United. Small, local businesses are the heart of our communities, our Main Streets and our economy. Together, it is time to show local some love.”

Life must find a way to continue, even during a pandemic.

For those hoping to get married, or sadly for those faced with the loss of a loved one, having to navigate these important life-changing events in this COVID-19 world may appear exceptionally more difficult.

“I really feel like the rug has been pulled out from under all our couple’s feet because they’ve been planning this beautiful day for so long,” says Vanessa Davis, Executive Special Events Consultant for Pearle Hospitality, referring to those faced with altering wedding plans at the company’s many well-known properties which includes the Cambridge Mill and Whistle Bear Golf Club. “The part that I’ve been hearing that is the hardest for people has been the not knowing.”

She estimates COVID-19 has affected at least 500 weddings planned at Pearle Hospitality properties.

“In March and April, we were under mandated closures so there really were no options,” says Vanessa, adding that changed a few weeks ago.  

As of June 13, indoor wedding and funeral venues were allowed to operate at a maximum of 30% capacity, with outdoor ceremonies limited to 50 attendees. Receptions remain limited to the 10-person restriction. 

And for both indoor and outdoor ceremonies, those attending must follow proper health and safety advice, including practising physical distancing from people who are not from the same household or their established 10-person social circle. 

These changes mean couples looking to marry are now faced with making new decisions and left asking many questions.

“What will it be like? That’s a really challenging thing people for people to deal with right now,” says Vanessa. “It’s very emotional for them. They’re weighing a lot of positives and negatives because it’s not what they originally wanted.”

She says some have decided to postpone until they can stick with their original plans, while others for personal and even cultural reasons, are choosing to go ahead and hold a smaller gathering.

“They may decide to have a virtual ceremony they can share with guests near and far on the planned wedding day and have a reception at a later time,” says Vanessa. “I don’t think there is a right or wrong answer. It’s whatever they’re going to feel the most comfortable and happy with.”

Virtual ceremonies have become a popular alternative for not only weddings, but also funerals as industry experts do what they can to ensure their clients’ needs are met.

“One of the jobs of a funeral director is not just helping people co-ordinate a funeral that’s unique and personalized, but to provide them with all the information so they can make an informed decision,” says Jon Rolleman, Managing Funeral Director of Coutts Funeral Home in south-end Cambridge.

When it comes to planning a funeral during COVID-19, he and others in his industry have also quickly learned to pivot in wake of strict health restrictions.

Through the course of the pandemic, Jon says many clients chose direct cremation or immediate burial for their loved ones due to the uncertainty of the situation, while others chose to have a limited number of immediate family members take part in a visitation.

“They still got to have the closure they wanted, and I think some people weren’t even expecting to have that opportunity,” he says.

Like those in the wedding industry, Jon says his business practices have also been modified to provide more virtual options including a webcast of the burial service.

“It’s nice to be able to provide that to the people who otherwise couldn’t come,” he says, noting Coutts Funeral Home also ensures through its online condolences system the bereaved know who attended the virtual service. “That way they can still reach out individually and still have the support they need.”

For additional support, Jon says his clients also can utilize a compassion ‘helpline’ on the Coutts Funeral Home website that provides 24-hour access to a variety of services, including certified grief professionals and psychologists. The service is offered through its parent company Dignity Memorial. 

“We have some really amazing benefits from being part of a such a large network of funeral homes,” he says, adding they have seen an increase in usage of the helpline during this time. “It’s nice to know it’s there and we get to offer that to our clients.”

As well, clients of Coutts Funeral Home can also make arrangements online, however, Jon says many still prefer the more ‘personal’ touch of a face-to-face meeting.

“We leave it up to them,” he says. “We prefer in person because there is so much more of an individual connection and that’s a big part of what we do.”

Despite creating new options and working within the ongoing restrictions, Jon says his key role and that of his team has remained the same throughout the pandemic.

“Obviously, our job is more empathy and compassion than anything else and making someone’s difficult time easier and the way we approach a family has never changed,” he says.

And with new safety protocols in place, which includes very specific physical distancing rules at visitations and following a series of guidelines, such as collecting information for potential contact tracing purposes, Jon and has team have learned to adapt very quickly.

“Personally, I’m very adaptive so it didn’t stress me out,” he says. “A big part of my role has been making sure I get all this information to my staff and help them manage the changes quickly and make sure their comfortable with the new systems.”

They keep the capacity of mourners at 50 invited guests if a service is requested to take place at a church, or in a cemetery, which Jon says is quite manageable. 

“We want to do our part for the community,” he says, referring to keeping people safe. “It’s a real balance to be able to give families what they need.”

Jon says the need for a funeral is imperative in the grieving process and feels sorry for those who decide to forgo that option. 

“People are justifying things in different ways for what they’re doing, but they’re really depriving themselves of what a funeral is and what it stands for and how it helps,” says Jon. 

“They’re depriving themselves of that opportunity, so I’m concerned about people’s mental health going forward.”

To rectify this issue, he hopes to be able to offer an ‘open’ memorial service, perhaps several, for those clients who have lost someone during the COVID-19 crisis and chose not to have a funeral.

“At least people who didn’t do anything can have a more formalized service,” says Jon, adding funerals are a celebration of life and are no longer ‘traditional’ as they once were. “Funerals are much more personalized and unique. Our job now is to give clients all the options so they can make informed decisions that are right for them.”

The same sentiment holds true when it comes to planning a wedding, especially during a crisis like COVID-19.

“My biggest piece of advice is that whatever they decide to do it’s going be great,” says Vanessa. “If the couple decides they want an intimate ceremony with 10 of their closest people, their other friends and family will understand. And if they decide to wait another year and do the party as planned, that’s a beautiful idea too.”

For more, visit pearlehospitality.ca or  dignitymemorial.com

The Ontario Chamber of Commerce has been working behind the scenes with local Chambers since the beginning of the COVID-19 crisis to ensure the needs of 

the province’s business community are met. Besides weekly ‘town hall’ meetings allowing Chambers to connect with various provincial and federal leaders to obtain firsthand information, the OCC has been advocating government on many issues to assist businesses during their time of need. And as Ontario begins to reopen its economy, there are many changes ahead regarding the way business will be conducted. 

We recently chatted with Ontario Chamber of Commerce President and CEO Rocco Rossi about the effects of this crisis and what lies ahead for businesses:

Chamber: What role has the Ontario Chamber of Commerce played during the COVID-19 crisis?

RR: We serve as a conduit between businesses and various levels of government so we’re giving them the best advice as to where the real pain points are. As they (government) have been putting out policies, we’ve been actively advocating for changes, adjustments, and then communicating as clearly as we can, to our members, who, quite frankly, have been overwhelmed by this crisis. I think they’ve (Chamber network) been incredibly appreciative, particularly the smaller ones because the smaller the Chamber you are, the fewer resources you have. You literally are wearing every hat. We were very quick out of the gate with an online tool that all our Chambers could share and build on for their own members and customize to meet their needs.

Chamber: What do you see as the role of Chambers at the local level, especially as Ontario moves towards reopening?

RR: Chambers have multiple roles and we’re seeing examples of it everywhere. One, is sharing stories. The Cambridge Chamber has been fantastic about raising the issue of franchises and raising the issue that some owners are paying themselves through dividends versus income so they’ve been falling through the cracks, and we’ve been pushing on that. Cambridge was a big part of the push in saving main street and talking about rent subsidies. You also have Chambers like Newmarket that are working with their local governments to create programs helping to encourage shop local and building networks of retired businesspeople to help SMEs navigate their way through this. Chambers are playing an absolutely critical role. 

Chamber: Are you satisfied with the response to the crisis from the provincial and federal levels of government?

RR: Governments have been moving at a pace far faster than they ever have before. Oddly, for many, it still won’t be enough because this has gone on longer than anyone has anticipated and in a world with no vaccine, and a required and appropriate slow reopening, there will be more damage and loss. But we’re doing everything in our powers to ensure to keep as much as the economy afloat as possible. As a society, we need to have that recovery at the end of this. The only sustainable solution to all of this is economic recovery. Government cannot continue to print money indefinitely. They’ve done some remarkable and extraordinary things which we agree are important to do, but wow, the numbers are eye watering at this point and will only continue to grow. So, we need to start bringing those unemployment numbers down. We need to start opening businesses appropriately and safely so that we will be able to pay taxes as opposed to the need for more government support. That’s the ultimate way we get to the other side of this.

Chamber: Is the right course of action being utilized for Ontario’s reopening? 

RR: I will say, to paraphrase Sir Winston Churchill, ‘It’s the worst possible reopening plan, except for all the other reopening plans’. The bottom line is we’ve all sacrificed, some sadly and tragically with their lives. We have to do this right the first time and so it has to be slow, we applaud the government for that. We don’t want to have spikes that will take us back to a total lockdown because that would be deadly for our psyche, for our confidence, and for our economy. So, we want to do this properly and to do that we need more testing capability, we need more tracking and tracing, and we need more access to PPE that goes beyond our healthcare workers that have, rightfully, been the focus up until now. If you’re going to open up businesses and build confidence, that PPE is going to be seen more in businesses and training for our employees so that again, both the employees and consumers have confidence that every step that can be taken is being taken. Until we have a vaccine, we will be co-existing with COVID-19. No one can promise, without a vaccine, that there will be zero future infections and zero future deaths because that is not attainable. What should and must be attainable is zero tolerance for incompetence and zero tolerance for doing things too quickly. If we have the training and the PPE, and the testing, tracking, and tracing, anytime it flares up we can quickly put that fire out. 

Chamber: What is an important takeaway for business owners from this crisis?

RR: One of the big things we’ve seen through all of this is to uncover and highlight even more so the digital divide in Ontario. Those who’ve been able to make the transition to be able to do more of their business online have actually been able to weather the storm stronger and those habits being created now – even my parents who are in their eighties are now shopping online – are not something that’s going away. However, it underscores the need for the infrastructure for broadband to be everywhere because right now, too many communities, individuals, and businesses don’t have access to broadband. If they are going to recover and participate in the economy of the 21stcentury, that infrastructure has to be there in the same way that in the post-war period a network of highways and other infrastructure was required to rebuild and grow the economy. 

Chamber: What advice can you offer SMEs?

RR: Make sure you’re thinking about how you can safely reopen. I know you’re worried about cash flow; I know you’re worried about debt and worried about meeting that next rent cheque, but the reopening is beginning. Those that plan everything out so that when they do reopen consumers and employees will want to go there, are the ones that are going to thrive in this next stage.

The effects of COVID-19 continue to test our economy, but the fiscal uncertainties surrounding this unprecedented crisis has not stopped many local businesses from reaching out to help others.

From local food banks, to frontline workers, to seniors and those with disabilities, the Cambridge business community has come forward to ensure those in need during this pandemic are not forgotten.

“The Cambridge community has always been exceptionally supportive of the Cambridge Self-Help Food Bank and they’ve stepped up for us in a way like we’ve never seen before,” says Dianne McLeod, the food bank’s interim executive director. “We’ve had lot of different restaurants donating products to us, whether it’s milk or eggs; stuff we’re not typically able to offer to everyone.”

But financial donations have also been coming in to allow the food bank to purchase some much-needed supplies for the 100 or so clients it serves daily, and Dianne credits many local businesses for this valuable support.

“We have all been so affected by the COVID-19 crisis and even though as a business have had our challenges, we all want to help those who truly need help,” says Christina Marshall, Director of Business Development at Gaslight Events Company Inc. which operates Tapestry Hall.

Her company, through its Tapestry Hall Delivers program which offers healthy meals via delivery and curbside pickup, has been donating $1 from every order to the Cambridge Self-Help Food Bank and The Food Bank of Waterloo Region.

“We have had two very solid weeks of the food delivery services, which means two weeks of orders that are supporting the food banks in our region,” says Christina.

But tasty dishes are not the only way the food bank has benefitted. Funky t-shirts emblazoned with the slogan ‘Eat, Sleep, Quarantine, Repeat’ have been popping up all over our community on social media thanks to a charitable partnership between MitoGraphics and Cambridge Centre Honda.

Since mid-April, the two companies have sold dozens of the shirts for $20 each, with every cent from each sale being divided equally between not only the food bank, but Trinity Community Table, Cambridge Shelter Corporation (The Bridges), and Women’s Crisis Services Waterloo Region.

“A friend in Peterborough who owns and operates a Honda dealership was creating t-shirts and I loved the idea,” says Cambridge Centre Honda’s Nicole Pereira, explaining how the idea came about. “I thought if Peterborough can make this happen, so can Cambridge.”

With the expert help of MitoGraphics’ Kristen Danson, the women went to work creating their #QuarantineTees in several colours and through the power of social media have started a virtual movement of support.

Originally, they had hoped to sell 50 of the shirts but during a pre-launch weekend sale in mid-April wound up more than doubling their sales.

“We both love our community and think the people of Cambridge are awesome, so it’s not surprising that we have received such great support,” says Nicole, adding the t-shirts have now been sold as far west as Alberta and on the East Coast.

She says the four charities have been great at promoting the shirts on social media and that one local store, Once Upon a Child, has also been selling them via its online store.

“There are so many great examples of businesses giving back to our community,” says Nicole.

For Golfplay’s President and General Manager Steve Harris, giving back seemed liked the best thing his business could do since it was required to shut its doors along with thousands of other Canadian businesses back in March.

“There are lots of needy organizations,” he says, noting after sitting idle for about two weeks, Golfplay fired up its stone pizza oven in its Ironwood Bistro to try a new approach. “I thought, we’ve got a perfectly good pizza oven so why not sell pizzas and give some of the money to charities?”

They tried doing it one day a week and gave $10 from every pizza sold, starting with the Cambridge Memorial Hospital and The Bridges shelter. They quickly sold out and began doing it three nights a week (Thursday to Saturday), selecting different charities each week to benefit, including Grand River Hospital, St. Mary’s General Hospital Foundation, Family & Children’s Services Foundation, and more recently the Sunnyside Foundation.

Orders for pizzas and other menu items are taken online for fast and easy curbside pickup.

“We just kind of go around,” says Steve, referring to how the charities are selected. “All of them could use help because their fundraising events have been cancelled.”

He says working with charities is also a good way to foster new relationships and potential spinoffs down the road when restrictions eventually ease.

“This has sort of helped increase the awareness of what we do here. People at least get the chance to sample our food,” says Steve, joking many people may not think of getting great pizza from a place called Golfplay.

“We’re trying to build a business and trying to give something back in the process,” he says, describing the situation as a ‘win-win-win’ for all involved. “The customers win because they feel good about helping others, we win because we get more exposure and the charities win because they receive some money in the process.”

Support among those in the business community is crucial says Christina, especially as the recovery process begins.

“By banding together and helping each other get through this, we show our strength as a community economically and socially,” she says. “If a business closes, the employees lose their income and that means other businesses do not benefit from that person’s buying power.”

Keeping that in mind, Tapestry Hall’s Delivers and HIP Developments have formed a partnership to create the Feeding the Frontlines program. On the Tapestry Hall Delivers’ website, customers have the option to contribute to the program which aims to see $5,000 in meal vouchers distributed to essential workers in Waterloo Region, including those working in healthcare, shelters, and grocery stores. On the site, the public can nominate businesses where essential workers are busy.

“They are doing the hard work in this community,” says HIP Developments President Scott Higgins. “We are just trying to find ways we can say thank you and make their family lives a little easier.”

Christina agrees and says these workers have gone into work each day to ensure the rest of us have the things we need.

“We wanted to do something kind to say thanks,” she says. “A stress-free meal may not seem like a lot, but when you have had a long and sometimes scary week at work, one less thing, like cooking a dinner or meal planning, can help ease that stress.”

Easing stress for others is what prompted Driverseat Cambridge owner Sean Mulder to follow the lead of the company’s Calgary office and offer a ‘shop and drop’ program free to seniors and those with disabilities. Those in need of groceries can call, or text Driverseat and will be provided with a link that allows them to fill out a grocery order.

“It’s kind of cool. We’re the third location to test this out,” says Sean, adding having fewer people going to grocery stores means less points of contact to spread the virus. “This makes great sense.”

Driverseat chauffeurs, many of whom Sean says are doing this on a volunteer basis since many only work part time for the company, do the shopping for the customer using a preauthorized payment system and then deliver the groceries following strict physical distancing guidelines. Currently, Driverseat is offering this at a few stores but expects that will increase as the program expands.

“A lot of our posts on social media have received a wide reach and from that, we’re getting quite a lot of people calling and messaging us,” says Sean.

He says since a huge portion of Driverseat’s regular services have been scaled back considerably since the lockdown began, this has allowed the company team to stay connected. Also, Sean says it has been a boost for those in need and are isolated on their own.

“It gives people peace of mind. We’re a person they can talk to,” he says, adding clients can call the chauffeur if they have special requests that may not be on the grocery list, or if they forgot to add something. “They’re not just punching information into an app; with us there’s a voice you can talk to.”

Sean admits even though businesses are facing challenging times it shouldn’t prevent them from lending a hand.

“There’s a huge need in our community and if you have the means or the time, you should do something,” he says.

Christina agrees, especially when it comes to assisting the non-profit sector.

“If you have the chance to help those that are helping others, isn’t it the right thing to do?” she says.

At the Cambridge Self-Help Food Bank, Dianne says she is thrilled by the extent of generosity from the business community which has included free security service and the creation of safe work stations for staff to work with clients at the front of the building thanks to the donation of free reno work.  As well, she says the local CAA office has deployed its vehicles to pick up food bank donations from the grocery store bins.

“No matter what people’s struggles are, they’re still considering us and donating to us which helps us keep going,” says Dianne.

Contact Information:

For information about Tapestry Hall Delivers, visit www.tapestryhall.ca

To order a #QuarantineTee visit www.cambridgecentrehonda.com/community-fundraiser/

For information about Golfplay, visit www.golfplay.ca

Contact Driverseat Cambridge at www.driverseatinc.com, or call 226-241-3736

For information about the Cambridge Self-Help Food Bank (which now has community donation bins set up at St. John’s Anglican Church in Preston and PetroKing in Hespeler), visit www.cambridgefoodbank.org

Energy producers throughout the world are in uncharted territory. With nearly half the world’s population under some form of lockdown, an equivalent of the United States’ energy demand has evaporated from the global market. Poof.

This pressure alone was sufficient to put long shadows ahead of the industry, but the breakdown of the production cap brokered between OPEC nations and Russia has glutted the market with oil, sending prices down at a breakneck speed, in some corners of the market even into negative territory. Only an oracle would dare predict what is next for Canada’s oil and gas industry. Mere mortals must content themselves with taking stock of what is and what is not within our power as we muddle through the shadow-world of an ‘upside down’ energy market.

Until a vaccine is developed, the price of Canadian oil, like oil everywhere, will remain hostage to a pathogen. Strangely, what cannot be changed begets new choices. The federal government is at the crossroads. It can listen to the oil and gas sector’s permanent critics and shutter the industry, punch a 6% sized hole into Canada’s GDP, and put Canada in a position where we decide to let others be responsible for our energy security and for halting climate change internationally. Today, this might be the politically easy choice for our government to make, but easy choices pave roads to unhappy endings.

The other choice involves helping the industry carve a path in a global energy system that is most likely on a new trajectory. Peak oil may come earlier now, but there will still be demand, albeit less, for oil and gas over the next three decades, at least. With the right supports, Canada can gain market share by innovating to create less emission intensive oil and gas products, provide billions to governments in revenues, and drive investment in renewable clean technologies. Market share will increasingly be up for grabs given that current estimates suggest nearly 100 U.S. shale producers are likely to file for Chapter 11 in the months ahead. Decisions made today could see Canada improve its economic footing and maintain energy security in a world where autarky is fast becoming more attractive to world leaders of all political stripes.

So, what can the federal government do to help the industry, and the nearly one million women and men employed by the sector across this country, pass through the darkest valley they have ever faced?

Start by keeping as many of the people employed in the sector across the country working by targeting resources for well reclamation, and continue research and field work on carbon mitigation technologies. Government can also pause all new regulations and standards that increase the cost to the sector, from the Clean Fuel Standard to the increase in the carbon tax. This would provide companies that have already slashed capital costs with a little more capital to ride out a period where they are producing at a loss.

Such measures would augment the benefits of the federal wage subsidy, increased to 75%, in giving these companies time to adapt.

Perhaps most importantly, Canada’s energy producers have the vision to further reduce emissions, some before this crisis could see a path to net-zero by 2050. Realizing this vision demands new infrastructure projects and investment. The industry continues to be let down by a regulatory system that increasingly rewards investors looking outside of Canada. Infrastructure projects of all types will be crucial to Canada’s economic recovery. Reduced decision timelines and concerted efforts to guide projects key to Canada’s energy resiliency could go a long way to driving Canada’s economy and supporting investment in the sector.

Some choices are hard. Some are not. Support for our oil and gas sector today, will allow the sector to carry Canada tomorrow.

For more information, please contact: policy@chamber.ca

As the days turn into weeks in the battle against COVID-19, it’s imperative for businesses to adapt to this new reality.

Many are now using videoconferencing platforms such as Zoom, Cisco Webex, and GoToMeeting as a method to not only keep in touch with their co-workers but as an important tool to conduct business.

Mastering this technology is key when it comes to marketing your business says Mike Jennings, president of the Cambridge-based digital marketing agency MoreSALES.

“A lot of companies will judge you based not only on your ability to communicate but your ability to use technology well,” he says, explaining tech-based firms, along with banks and insurance companies, are more willing to work with organizations that are comfortable with technology.

Mike says Marshall McLuhan’s famous quote, ‘the medium is the message’, still holds true, especially in today’s technologically advanced business world.

“Marketing is really about building trust as quickly as possible so the more you can look competent and communicate your message clearly and efficiently, the better,” he says. “That’s where Zoom can really be a benefit to companies.”

Mike says his company had used GoToMeeting in the past but switched to Zoom approximately two years ago after finding it more reliable and easier for clients to navigate.

“We’ve been using it ever since and we’ve also been using it as a marketing tool,” he says, referring to the way Zoom allows his company to present ideas to clients through screen sharing and webinars.

However, Mike says prior to the arrival of COVID-19 his staff often didn’t use the video portion of the platform which can take up a great deal of bandwidth unless there is good connectivity. And while some companies have been scrambling when COVID-19 struck to find ways for their employees to work from home, that wasn’t the case at MoreSALES.

“Our staff has been able to work remotely for years so it wasn’t a cultural shift at all,” he says, noting in 2016 his company switched to a smaller office footprint.

When it comes to using Zoom, or other videoconferencing platforms, Mike is a firm believer that “familiarity breeds confidence.”

“Getting really familiar with the platform is important because it makes things go a lot smoother,” he says. “So, get familiar with the platform and learn where all the buttons are.”

He says getting to know how to use the ‘mute’ button can be key during an online meeting or discussion. 

As well, being aware of what may be in your background is also important.

“Nothing is worse than people seeing stupid stuff there, and it’s distracting,” says Mike, adding common sense should prevail.

Also, he says camera position is another big consideration a participant in a videoconference should think about before joining the group.

“It’s all about camera work in a sense. Ideally, the camera should be pointing dead on or pointing down,” says Mike, adding the same principles people use when trying to take that ideal selfie can be applied in this situation.

And when it comes to ‘Zoombombing’, a concept which has seen a recent surge of hackers and jokers interrupt online discussions, he says there are steps that can be taken to discourage unwanted ‘guests’ from joining.

“You can set up a password and email it to those only in the meeting,” says Mike. “You can also set up a waiting room and participants can be accepted before coming into the meeting.”

Most importantly, he says do not advertise your Zoom meeting on social media to ward off potential hacking.

He believes using platforms like Zoom will likely become the norm for many businesses once the crisis finally ends and people become more comfortable with the technology.

“If you know what you’re doing and you’re able to quickly adapt your process to video marketing and video calls, and still communicate clearly and well – and not have clutter in the background and fumbling with buttons and being useless with technology – that goes a long way,” says Mike.

Here’s a few Zoom tips that may help:

• Use a Zoom-generated meeting ID, rather than your personal ID;
• Have attendees register to attend to dissuade crashers;
• Select one or more alternative hosts to help you manage the meeting in the event of an issue;
• Discuss potential issues with your co-hosts and create a plan to respond to technical difficulties or other disruptions;
• Disable the option for attendees to join before the host and enable the option to mute participants when they enter the meeting;
• Control screen sharing during the meeting;
• Close the door if you can between you and anyone else in your living space, or use headphones;
• You can also download the Zoom app to your phone and go audio-only;
• Automatically schedule meetings – and let people know about them;
• Create recurring meetings with saved settings and one URL;
• Record the call as a video.

I am a small business owner based in Cambridge, Ontario.  Along with my partners, we operate two manufacturing operations employing a total of about 25 people.

I am proud of all of the response of our political leaders to this crisis on all levels – local, provincial and federal.  They have taken a sober and analytical approach to the immediate needs of the citizens of this country.

Their willingness to commit funds, resources and support to our front line workers, small businesses and all in need will get Canada through this ordeal.

As a business owner, my top priority is always looking ahead to determine how I can not only succeed; but avoid unexpected disruption to my team; and minimize our potential for risk of any kind.

This is where I think the business community needs more support from our leaders.

The question of when we should re-open for business is open for debate.  The leaders in Canada, USA and abroad have differing opinions on this matter. 

There is only one question on my mind – what is required for me to do business in a way that will be safe for my team, clients and supply chain?  This is the question that must be answered prior to our return to regular business.

There is no doubt in my mind that the scientists of the world will determine when it should happen; using the tools and expertise available to them.  It brings me comfort to know that our Canadian politicians are being guided by science in their decision making process on these issues.  

However, there is another component to this decision that I think we are neglecting.  Whenever we return to work, it will be to a new business landscape.  There are new risks, new considerations and a higher expectation from the community for business owners to provide a safe working environment.  As a community, we need to determine what will be required to have in place prior to a return to “regular” business. Until we have a vaccine / “herd immunity”, do workers require masks to be safe?  Do we need to require hand sanitizer at entry points to work areas and require all team members to use?  In Taiwan, there are some common practise expectations for citizens that have allowed them to maintain a very low infection level of COVID without restriction on children being at school, or businesses operating normally.  What can we learn from their example that can help us to prepare to resume our work?

If Toyota, Honda, or even my business or a local hair salon re-opened in two or four weeks without making any adaptations to how the risk of COVID transmission is controlled; how will we have made progress against this disease?

The saying “time heals all wounds” has never resonated with me.  Time doesn’t heal all wounds; but time does offer us the opportunity to prepare for what is coming at  us next.  We know that the economy will have to resume prior to COVID being completely eradicated.  The question is – what will we as a community do to mitigate the risk of another peak of infection as we make that return to the new normal?

There is no question that children will have to return to school; I am less concerned about when that happens than I am about what the plan is to keep them safe and healthy once they are there.  We have the example of how Taiwan has made this work; kids wearing masks and having plastic cubicle style dividers between desks during meals.  Will we use this time to learn from their example and adapt our own action plan for what is required to be in place prior to resuming their in class education?  My hope is that we do. 

The Cambridge Chamber of Commerce is starting to gather experts and business owners to start this discussion.  I am proud to be a part of this discussion; I look forward to learning and planning together with others to determine how we as a business community can plan to get back to business.  This is new territory for everyone – consumers, business owners, employees, politicians, government, youth and seniors.  If we can agree on the supports that are needed to re-open in a safe manner, the time spent until that happens can be spent planning and making the required changes to how we do business to accommodate the new reality we live in.  If as a community we neglect this opportunity to plan and adapt, we are destined to repeat this cycle of the pandemic again in the not so distant future.

This is work that our Chambers of Commerce, professional associations, industry associations, regulatory bodies or governing standard registrars, perhaps the labour unions and school boards are well poised to do.  They have connections to business in their sector, a communication channel with a broad range of companies in a vertical market, and the support of their members.  If we all pressure these organizations in our own industries to get to work on our behalf, we can start planning for the future.

It’s time to change the question from “when can we re-open” to “what is required for a safe and healthy re-opening in my workplace to get through this crisis”?

Let’s get to work.

Kristen Danson

Managing Partner

MitoGraphics Inc. / Swift Components Corp

519 240-4205 Direct