Blog - Cambridge Chamber of Commerce

While the phrase ‘quiet quitting’ has recently entered the vernacular of many business organizations thanks in part to recent social media posts, the concept itself is not exactly new.

 

“We’ve been researching this issue for a long time with respect to motivation and performance,” says Dr. Simon Taggar, Professor of Management in the Lazaridis School of Business and Economics, Wilfrid Laurier University, noting previous generations used expressions like ‘deadwood’ or ‘retiring on the job’ to describe the phenomenon of employees who’ve given up the notion of going above and beyond in the workplace and only do what is expected of them.

 

Dr. Taggar says the concept, which can mistakenly evoke images of an employee ‘slacking’ at work, really centres more on the notions of engagement and disengagement, and how committed they are to their job, using the bare minimum approach which doesn’t lead to termination.

 

“I think increasingly people are becoming disengaged. We’ve always had an increasing trend in disengagement,” he says, referring to a Gallup poll conducted in 2013 which indicated that only 13% of employees worldwide were actually engaged in their jobs.

 

In North America, that number was 30% compared to 24% in other countries like South Korea, Australia, and Japan. “The people that are disengaged are now getting a whole bunch of attention.”

 

While COVID-19 sparked a major economic movement in terms of job shifts and losses, Dr. Taggar says many ‘quiet quitters’ continue to stay put in their jobs – unless something they deem is better comes along - due to a sense of continuous commitment to their work. He says unlike those with a passionate commitment to do the best job they can, or even those who feel an obligation to stay, ‘quiet quitters’ approach their jobs using a more transactional rationale.

 

“They look at as ‘I’m here because I have to be here’,” says Dr. Taggar, noting financial and personal circumstances are mitigating factors in their decision. “It’s almost like being in jail.”

 

However, he says in some circumstances, having ‘quiet quitters’ on the payroll does not make much of a difference.

 

“There are some jobs out there that really don’t need a huge amount of motivation,” says Dr. Taggar. “The design of the job itself is the control mechanism.”

 

However, he says increasingly many jobs in North America now require employees to be more motivated as they navigate strategies on their own.

 

“Our competitive advantage in Canada is having highly educated and motivated employees having complex jobs. That’s the source of our competitive advantage,” says Dr. Taggar, noting there are many signs pertaining to those who are ‘quietly quitting’. “As human beings, we’re very good at figuring out to the degree someone is motivated or highly engaged in the workplace.”

 

Signs that someone may be ‘quietly quitting’ include not assisting colleagues, not being prepared at meetings, absenteeism, not going above and beyond when it comes to serving customers or staying away from company social events.

 

“A positive workplace climate is created by people who are passionate and want to be there and love their jobs,” says Dr. Taggar.

 

He says communication is key when it comes to dealing with potential ‘quiet quitters’.

“No one ever enters an organization they want to be in thinking I’m going just going to be continuously committed,” says Dr. Taggar. “Humans aren’t made that way. We want to be passionate. We want to spend our lives doing something valuable that makes us feel good.”

 

He says it all boils down to the expectations an employee has when they join an organization, referring to such things as promises of a better work/life balance.

 

“When people’s expectations are not met, it’s called a breach of their psychological contract,” says Dr. Taggar, adding this breach can quickly alter someone’s passion for the job. “You’ve got to maintain people’s expectations because when you lose that trust, it’s harder to gain that trust back.”

 

As well, he says asking for feedback is imperative to foster a workplace culture that will keep employees engaged, noting that allowing a work culture to grow organically can create issues and misunderstandings.

 

“If you invest in them and make them feel like you care and are developing them, they will be committed to you,” says Dr. Jagger. “You’ve got to have that constant communication and constant culture building so people can make sense on what’s happening around them.”

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Keeping workers safe and healthy is an important component of any well-run company.

 

However, managing the protocols and requirements that surround it is often an area that creates frustration for many businesses.

 

“A lot of companies put health and safety on the backburner prior to the pandemic,” says Ray Snow, President of Heartzap Safety Training & Equipment in Cambridge, noting the costs that often surround it. “But now they realize they can’t put it on the backburner and have to address it and that’s what we’re seeing now.”

 

He says companies that had once been shut down during the pandemic are seeing a larger Ministry of Labour (MOL) presence of in the community and are paying close attention.

 

“MOL is at construction sites and knocking on company’s doors seeing if they have their policies in place and are they following health and safety rules, and nobody today can afford to have their operations shutdown again.”

 

For that reason, he recommends businesses revisit their health and safety policies and protocols to make sure they are up to date.

 

“But not everyone has that ability,” says Ray, noting larger corporations have the staff to manage health and safety compared to SMEs. “An SME may have a health and safety committee, but they may not have a designated staff person that does health and safety management on a regular basis.”

 

He suggests an outside health and safety audit, which Heartzap provides, is a viable alternative to ensure a business is meeting the correct standards and practices, possibly saving them money in the end. According to Ontario’s Workplace Safety and Insurance Board, the average cost of a lost-time injury is $106,500 - $21,300 in direct costs (WSIB premiums) and $85,200 in costs to the company of the injured employee.

 

“We’re not there to point out all the faults. We’re there to help and grow with you,” says Ray. “Health and safety has always had that negative ‘cracking the whip’ connotation. It’s really more about education.”

 

Through a wide variety of virtual training courses, something Heartzap has offered for several years prior to the pandemic in a blended online and in-class format, he says companies can ensure staff working remotely can remain up to date on their training as part of any work-from-home policies.

 

“The shift is changing in the world and in Canada on how people learn. They don’t necessarily have to be in a classroom all day long,” says Ray, noting keeping current on rapidly changing health and safety guidelines has been a big concern for Heartzap clients. “As much as the government did a great job creating templates for everybody, they still required somebody to go look at them on a bi-weekly or weekly basis because it changed so much. The biggest concern now is getting people up to speed.”

 

He says the costs surrounding health and safety training have risen, just like they have for most businesses and that supply chain issues have affected the availability of products causing potential delays in delivery.

 

“I think everybody is kind of two and half years behind in health and safety in terms of training or policy work or reviewing their facilities, but everybody wants it done today,” says Ray, noting like many sectors, staffing shortages are causing delays. “We only have so many staff to get out there and get the job done.”

 

As a result, he recommends businesses don’t wait until the last minute when it comes to reviewing or updating their health and safety policies.

 

“If you want it done for the fall or winter, don’t wait for the fall and winter to come.”

 

To learn more, visit Heartzap Safety Training & Equipment.

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The threat of data breaches or ransomware attacks have become a reality for many businesses and organizations.

 

The 2020 Cyberthreat Defense Report, created by CyberEdge Group which surveyed 1,200 security IT professionals in companies from 17 countries, found that 78% of Canadian companies experienced at least one cyberattack within a 12-month period, a figure which rose in 2021 to 85.7%. That same report also determined that 72% of Canadian respondents dealt with a ransomware threat in 2020, which luckily dropped in 2021 to 61.2%.

 

Locally, Statistics Canada figures show a total of 3,298 cyberattacks in Waterloo Region per 100,000 population in 2021, which is up from 1,113 recorded in 2017.

 

Many of the larger local attacks have media headlines, including a cyber threat on a supplier company in March of this year which prompted Toyota to halt operations at 14 plants in Japan and three manufacturing facilities in Canada, including its Cambridge plant. More recently, the Waterloo Region District School Board became a victim of a cyberattack which resulted in pay disruptions for some of its employees.

 

We asked John Svazic, Founder and Principal Consultant of EliteSec Information Security Consultants Inc. in Cambridge, to share his thoughts on what businesses can do to ensure they are prepared for any potential cyber threats.

 

Q.  What are some of the misconceptions surrounding a cyberattack or data breach?

 

John: The biggest misconception is that a business believes that they are not vulnerable or a target of cyber criminals.  Sadly, that’s not true.  If you have any form of presence on the Internet, say a Facebook page or an Instagram account, then you are at risk of an attacker. 

The attacks may be different, but they will impact you regardless.  I’ve had clients who had their Facebook accounts taken over and used for advertising by a foreign company.  That can harm your reputation.  Similarly, Instagram account hijacking is also common, and unfortunately recovery of accounts is time consuming and not always possible, leading to a lot of lost customers and influence.

 

 

Q. Are there degrees, or levels, when it comes to a cyberattack?

 

John: Yes, definitely!  The types of attacks we’ve seen locally in the region are a great example.  The most recent example from the Waterloo Region School Board seems to be a ransomware attack, which is where access to your computer network is “locked out”. 

A more common occurrence is these attackers will take data from the network first, then threaten to release these details to the public if the ransom isn’t paid.  This so called “double extortion” style of ransomware is particularly devastating to a company because there is no guarantee that the attacker won’t come back and ask for more money later.  Ransomware costs vary wildly, but it’s not uncommon to see demands from between $500 per computer to a few thousand dollars per computer, plus fees for not publicly releasing information.

Instagram and Facebook account takeovers can range from a few hundred to a few thousand dollars, depending on the attacker.

 

Q.  Are there certain types of businesses that need to worry more about an attack or breach than others?

 

John: The short answer is no.  Every company that has any type of Internet presence is a potential victim, but the likelihood of a small company being expected to pay out millions of dollars is near zero. 

The major criminal groups that get into the headlines are generally targeting larger companies because they understand that they have a greater chance of getting a large payout.  But smaller companies may also face extortion costs albeit at a smaller scale.

Sadly, there are criminal elements at all sizes, much like we have in the legitimate business world, all targeting specific markets, from enterprises to SMBs.

 

Q.  What are some of the first steps a business should take to protect themselves? Or can they?

 

John: The best thing anyone can do is make sure they use some type of two-factor (also called multi-factor) authentication for your online accounts.  This is commonly done by getting a six-digit code you get from your phone via an authenticator app or text message.  You then use that code in addition to a password when logging into email, etc.  This is an easy (and free) way to better protect your online accounts because it becomes a lot harder for an attacker to take over your account.

Using a password manager is also strongly recommended.  This can help avoid the use of re-using the same password everywhere. 

A lot of people will think that their password is safe, until one of the websites they use that password on gets breached, and then anywhere else they may use that password becomes vulnerable, regardless of how secure that website may be.

For organizations that do financial transfers, there should be a protocol in place to get some type of verbal confirmation for transfers and not to rely just on an email or text message to confirm the transfer.

 

Q. Do many businesses utilize cybersecurity insurance?

 

John: I find that cyber insurance policies are often used in tech companies because they view themselves at a higher risk, but for most other companies they don’t necessarily see the need. 

The policies I have seen range from helping pay for ransomware attacks such as paying the ransom to offering assistance to get help from an incident response firm, which is a type of cybersecurity company that will help find out how these attackers got in, get them out of the network, and then make sure they can’t get back in later. 

So again, larger companies or companies dealing with other enterprise customers are the main group seeking out cyber insurance.

 

 

Q. Has the awareness around the potential for cyberattacks increased significantly for businesses?

 

John: Cyberattacks are becoming more mainstream in terms of the amount of coverage from more traditional media outlets, which is leading to a wider realization of how bad these things can be. 

However, only the “big” attacks get headlines, and a lot of the attacks that happen often never see the light of day.  I would say that a lot more organizations have had a cyber incident than they care to admit.  Reputation, pride, and fear are some of the main factors for this. 

My advice to those companies is not to bury your head in the sand, but rather seek out help to ensure it doesn’t’ happen again, even if you don’t want it to be made public.

 

 

Q. What are some mistakes businesses make when it comes to data protection?

 

John: Aside from thinking it won’t happen to them, one of the most common mistakes is giving out the keys to the kingdom to all the employees.  Using the same login to a shared computer, for example, rather than giving individual logins for each employee.  Re-using passwords, not updating software regularly, no anti-virus on computer systems, not questioning strange requests, using company email as if it was personal email, insufficient access controls for sensitive information, etc. 

There are a lot of different things that companies can do, but a lot of it is about doing what makes sense for your own specific organization.  The basics would be not re-using passwords and making use of multi-factor authentication.

The biggest thing to remember is that it’s not about building up Fort Knox for your business, but rather making sure that you are secure enough for an attacker to look for an easier target instead, i.e., you don’t need to outrun the bear, you just need to outrun the guy beside you.

 

To learn more, visit EliteSec Information Security Consultants Inc.

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As discussion mounts about another pandemic wave this summer, the Cambridge Chamber of Commerce is prepared to do what it can to help businesses and their employees remain safe.

 

Since the beginning of April 2021, the Cambridge and Greater Kitchener Waterloo Chambers have been working with Health Canada and the Province on a pilot program to provide free rapid antigen self-screening kits to small and medium-sized businesses throughout Waterloo Region.

 

That program – open to all SMEs not just Chamber Members – continues this summer and as of June more than 1.2 million kits had been distributed to more than 9,100 businesses in our area. This translates into screening kits being provided to approximately 151,000 individuals which in turn aims to help curb transmission of the virus in the community.

 

“We must always be ready. We need to accept the fact there is a ‘new normal’ and that consistency in our environment is not in our favour any longer,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “We need to ensure our business and ourselves are nimble, prepared, and strategic.”

 

Like many public health agencies in Ontario, through wastewater testing the Region of Waterloo Public Health has detected an increase in positivity rates indicating an increase in COVID-19 activity.

 

In a recent edition of the Waterloo Record, Region of Waterloo Public Health’s Sharon Ord is quoted as saying: “Although the wastewater signal — up to June 25, 2022 — is dominated by Omicron subvariant BA.2.12.1, the BA.4 and BA.5 subvariants are increasing in Waterloo Region.”

 

According to health experts, these subvariants are the most transmissible variants of Omicron and can evade the immune system in previously infected individuals.

 

For this reason, Greg is urging businesses to ensure they are well stocked with screening kits in effort to provide as much protection as possible to their employees and customers.

 

“Don’t dismantle your plexiglass dividers just yet or toss out your hand sanitizer. Ensure you have access to a good supply of masks to keep you, your employees, and your customers safe, which in turn will keep your business safe,” he says. “We are so very close to finding our way out of this so let’s not blow it now. The ‘new normal’ is here to stay. Let’s be prepared, always.”

 

The program was expanded by the Ontario Chamber of Commerce network to Chambers provincewide soon after it launched here.

 

In Waterloo Region, businesses can order kits by visiting chambercheck.ca.

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A stroll down the red carpet provided a glamorous welcome to local business and community leaders entering the grand foyer at Tapestry Hall for our recent Business Excellence Awards.

 

The in-person awards event, held virtually the past two years due to the pandemic, brought out approximately 300 people the evening of May 26 to celebrate the achievements and resiliency of the Cambridge and Township of North Dumfries business community.

 

“After the last two years, having the chance to gather together and acknowledge the hard work of our businesses meant a great deal to many people,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “And hosting our awards event at such an impressive venue as Tapestry Hall just added to the night.”

 

Below the spectacular glory of Meander – Tapestry Hall’s ‘living’ sculpture – guests were provided with time to mingle prior to a delicious meal and the awards ceremony, reconnecting with old friends and meeting new ones.

 

Local radio personality Mike Farwell, host of The Mike Farwell Show on CityNewsKitchener, was the perfect emcee for the evening which kicked off with a $2,000 donation from the Chamber to his Farwell4Hire campaign that raises money for cystic fibrosis research.

 

This was followed by a special presentation from Ontario Chamber of Commerce CEO Rocco Rossi, who handed that organization’s prestigious Chair’s Award for Innovation Program and Service to Greg and Ian McLean, President and CEO of the Greater Kitchener Waterloo Chamber of Commerce, for creating the rapid screening kit program. The pilot program began here in April of 2021 and was quickly adopted by Chambers provincewide. To date, more than one million kits have been provided free of charge to Waterloo Region businesses and more than 60,000 given to businesses across Ontario through the Chamber network.

 

“The continued success of the program is just another example of how the Chamber network can make a difference when businesses need us the most,” says Greg.

 

Here’s a look at the award recipients:

 

Chair’s Award: Eclipse Automation

Eclipse Automation has become an international company with a global reach employing more than 750 people. But despite that success, it has never lost sight of its ties to Cambridge by remaining a true community supporter. This was very apparent when the pandemic hit and this company, which builds automation systems for some of the largest manufacturers in the world, turned its operation completely around to assist in the battle against the COVID-19 virus by creating face masks and N95-style respirators to address Canada’s critical PPE shortage. This important donation empowered hundreds of these small businesses after the lockdowns and helped prevent even further economic hardship.

 

Community Impact award: Scott Higgins (Hip Developments)

Born and raised in Cambridge, Scott has spent a career truly making our community the best it possibly can be through his passion for not only helping others but trying to make a positive difference that will affect the lives of generations to come. Fearlessly, he has stood by his vision and dream of adapting old buildings into viable realities full of attractive amenities. But he’s more than just a ‘condo’ builder - he’s a community builder who champions the creative entrepreneurial spirit that exists in Waterloo Region. He not only coined the catchphrase the ‘Creative Capital of Canada’ but recently expanded on it through the creation of the Youth Creativity Fund. Working with the Business & Education Partnership of Waterloo Region, this new initiative aims to nurture and share the creative ideas of Grades 5 to 12 students in Waterloo Region – setting the stage for the next generation of local entrepreneurs.

 

WoW Cambridge: Bankim Patel (Baba Bazar)

The kindness continuously shown by Bankim Patel has not gone unnoticed by the loyal customers of his well-known Asian grocery store. Customers to his store have known for a very long time they can count on the owner when needed – even if it that includes driving a customer home because she felt unwell and staying with her until she felt better.

 

Spirit of Cambridge: SM Marketing & Management

When it came to assisting other businesses during the pandemic, SM Marketing & Management didn’t hesitate to reach out and help businesses develop eye-catching social media content to promote themselves. As well, this company also managed to raise money for essential workers who did not receive any bonuses during these tough times through the creation of the ‘In This Together’ campaign. This campaign saw a variety of apparel, including hoodies and t-shirts, featuring logos of local businesses sold with 100% of the proceeds going to those essential workers in need.

 

New Venture of the Year: Drayton Entertainment – The Backstage Pass Program

While the expression ‘pivot’ quickly became commonplace for business leaders everywhere, Drayton Entertainment took this concept to a new level. Recognizing that a ‘return to normal’ would be a multi-year process, it began offering a specialized online subscription service to ensure its patrons would continue to be well taken care of and partnered with hospitality businesses to offer these loyal clients not only a more unique experience, but much-needed support to others in a time of great turmoil.

 

Business of the Year 1-10: Air Power Products Limited

This company always made a conscious effort to not only provide support to many charitable organizations but have strongly done all they can to promote energy conversation and environmental sustainability when organizing their manufacturing processes. For more than 40 years, they have constantly been upgrading to ensure they can offer their clients the best solutions possible. This continued in 2020 when they added Nitrogen and Oxygen generation systems to their portfolio, an innovation that has provided much-needed assistance during the pandemic. This work has kept their employees very busy throughout the pandemic as the company experienced double-digit growth.

 

Business of the Year 11-49: Unified Flex Packaging Technologies

This company has a very specific goal in mind as a good corporate citizen, and that is to produce higher standards of living and quality of life for the communities that surround it while still maintaining profitability. Not only do they hire locally, but they also buy locally through the procurement of components from area vendors contributing to the local business ecosystem. As well, Unified Flex Packaging has used technology through the creation of an easy-to-use customer service portal to ensure they are providing their clients with the best service possible.

 

Business of the Year (Over 50 employees): Collaborative Structures Limited

Besides supporting numerous charitable organizations, Collaborative Structures Limited also continuously strengthens its social responsibility by encouraging and supporting its employees to improve their own socially responsible endeavours and community awareness. They know how employee retention promotes the health and success of the company and are quick to celebrate the hard work and dedication of their staff. As well, since its inception this company has provided exceptional and innovative services to its clients and has been committed to exploring new avenues of business and better building practices that sets it apart in the industry.

 

Outstanding Workplace: BWXT Canada Ltd.

People and innovation form the foundation of the recruitment strategy for BWXT Canada Ltd. Working diligently to attract a diverse and skilled workforce that is reflective of the community that surrounds them has been key to its success. BWXT has created several committees to foster a more welcoming and respectful work environment when it comes to issues surrounding diversity, equity, and inclusion. The recruitment strategy at BWXT is both internally and externally focused and is accompanied by ongoing training and development to encourage employee growth and leadership potential. This company believes in its employees and has created a bonus program based on its financial and safety performance

 

Young Entrepreneur: Elisia Neves (Fabrik Architects Inc.)

Talent and devotion to the success of the community are two qualities that are synonymous when describing Elisia Neves. Establishing her business in 2017 through design collaboration and with more than 20 years of industry experience, she is the perfect example of how one young professional with an entrepreneurial spirit can make a difference. She has taken the lead on many successful projects throughout Waterloo Region and Ontario, while at the same time acting as a mentor to other young female professionals and giving back to the community. She has also become a leader in Pandemic Responsive Building Design through research and practice and is a shining example for young girls, new immigrants, students, and young business leaders of today and tomorrow to look up to.

 

Marketing Excellence: Red Bicycle Paper Co.

When the first lockdown hit, Red Bicycle Paper Co. implemented a ‘promise to re-print at no cost’ program for clients which stayed in place until the company’s last client was finally able to wed in February of this year. Using Instagram to its fullest potential as well as investing in a new and a very streamlined website using a local web designer, helped Red Bicycle Paper Co. remain in the minds of couples looking to tie the knot. The company also managed to move to a new studio space that reflected a warm and welcoming space for clients to be inspired and feel excited again, promoting it via an email marketing campaign.

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On April 11, 2022, Bill 88 – Ontario’s Working for Workers Act, 2022 – received Royal Assent and became law.  We reviewed this new legislative change with local legal experts, Hina Ghaus and Tushar Anandasagar, of Gowling WLG (Canada) LLP.

 

“We discussed the proposed legislation, with a specific focus on workplace electronic monitoring policies, in a previous blog post.  At that stage, the legislation was still in draft form.  For the final version, we wanted to provide the members with an up-to-date overview of what actually applies,” says Tushar.

 

Here are the key takeaways:

 

Employers: “Electronic Monitoring Policy”

 

Bill 88 introduced new provisions into the Employment Standards Act, 2000 (“ESA”), which require all employers who employ 25 or more employees to have a written policy in place on electronic monitoring of employees.

 

The electronic monitoring policy must include:

  • information on whether the employer electronically monitors employees and if so,
  • a description of how and in what circumstances the employer may electronically monitor employees,
  • the purposes for which information obtained through electronic monitoring may be used by the employer;
  • the date the policy was prepared and the date any changes were made to the policy; as well as
  • any other information as may be prescribed by law in the future.

According to Hina, time is of the essence: “There are 3 key dates to keep in mind for the first year.  Employers who had 25 or more employees on January 1, 2022 must have this policy in place by October 11, 2022, and provide a written copy of the policy to existing employees by November 10, 2022.  In subsequent years, any employer who has 25 or more employees on January 1 of any year, must have a policy in place by March 1 of that year.”

 

“There are more requirements to consider regarding ongoing compliance, including when you will need to deliver a copy of the policy (once finalized) to your staff,” says Tushar.  “Employers must provide a written copy of the policy to all employees by no later than 30 days from the day the employer is required to have the policy in place, or for new employees, within 30 days of their joining date.”

 

There are additional wrinkles to consider for those businesses that utilize temporary help agency employees.  “For “assignment employees” (the ESA term for temporary help agency employees), they need to receive a copy of the policy within 24 hours of the start of the assignment, or within 30 days from the day the employer is required to have the policy in place, whichever is later,” says Hina.

 

During our last overview of the draft Bill 88, there was ongoing debate about this legislation and how it would be enforced.

 

According to Tushar, the “enforcement” mechanisms under the ESA are quite limited:  “Yes – the ESA contains several provisions which allow an employee to file a ‘complaint’ about this policy compliance requirement – but the grounds upon which the complaint can be based are very limited.  For instance, the ESA allows an employee to complain about whether a copy of the policy was provided in a timely manner, or not.”

 

Notably, there is no prohibition under the ESA which prevents an employer from engaging in electronic monitoring of one form or another. In fact, it is explicitly stated in the legislation that these requirements do not affect or limit an employer’s ability to use the information obtained through electronic monitoring of employees.

 

“As expected, there is nothing under Bill 88 which restricts an employer’s ability to monitor, or use the information obtained through monitoring, nor does it create a statutory “right to privacy” for employees,” says Hina. “There is no actual definition of ‘electronic monitoring’ under the legislation, although it is still early, and we could see clarification of this aspect of the law as we get closer to October 11, 2022.”

 

Tushar points out that the standard rules may not affect all employers the same way and pointed to the unique context of unionized workplaces.

 

“The ESA is only part of the picture. For many workplaces – notably unionized settings, a notable caveat applies where the parties to a collective agreement have negotiated language that permits or prohibits certain forms of electronic monitoring (in some cases referred to as a ‘surveillance’ clause),” he says.  “There is an extensive body of unionized case law that deals with the “reasonableness” of employee monitoring / surveillance – and that needs to be balanced with this new policy requirement.  We are actively assisting union sector employers with managing this issue.”

 

Finally, Hina notes that Bill 88 was just passed, and more is likely to be forthcoming from the province as we near October 11.

 

“We don’t have any codes of practice, guidelines or regulations (yet) on this new legislative requirement.  As with the ‘Disconnecting from Work’ policy compliance requirement, we may see the province publishing more on this issue over the coming months,” she says.

 

For the time being, Hina, Tushar and the rest of the team at Gowling WLG continue to diligently sift through the latest legislative changes. For further information, please feel free to contact Tushar at [email protected] and/or Hina at [email protected].

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The collective power of the Chamber movement to assist businesses succeed was front and centre at the Ontario Chamber of Commerce’s recent AGM and Convention.

 

Approximately 150 delegates, the majority representing Chambers and Board of Trades from across the province, gathered at the Pearson Convention Centre April 28-May 1 in Brampton to network, hear from Ontario political leaders, and debate policy issues to assist them in their advocacy work with government on behalf of businesses.

 

“Ensuring businesses have the legislative backing and supports they need to succeed and prosper plays an important role for all Chambers and Boards of Trade,” says Cambridge Chamber of Commerce President & CEO Greg Durocher, who led a strategy session on delivering Chamber services across a diverse membership base and was joined at the event by in-coming Chamber Board Chair Kristen Danson. “The conference is a great place to share new ideas and connect with other Chamber leaders from around the province.”

 

This was the first in-person AGM the OCC has held since the pandemic and featured appearances by the Ontario leaders of the Liberals (Steven Del Duca), NDP (Andrea Horwath) and Green (Mike Schreiner), as well as the Hon. Prabmeet Sarkaria, President of the Treasury Board of Ontario. All four spoke about the strength and importance of the business community and what their parties can do to help our economy.

 

Also, Canadian Chamber of Commerce President and CEO Perrin Beatty was on hand to offer an update on the Chamber network from a national perspective.

 

“It’s great for the Chamber network to hear from all sides of the political spectrum,” says Greg, noting potential policy resolutions are formulated from a wide range of issues and concerns.

 

This year, 34 resolutions were up for debate on a variety of topics ranging from improving supports to employers, to the creation of a construction strategy for tiny homes.

 

The Cambridge Chamber’s policy calling for the creation of a ‘backstop’ for the implementation of mandated workplace vaccination policies was among 32 that received approval from delegates. The approved policy calls for the Ministry of Labour to include elements within the articles of the Occupational Health & Safety Act to provide protection against discriminatory legal actions aimed at businesses that wish to implement such a policy.

 

“It’s important that businesses have the protections they need in order to operate in the manner which they feel works best for them,” says Greg.

 

The approved policies now become part of the OCC policy ‘playbook’ in its efforts to advocate for change with provincial and federal levels of government.

 

Besides adopting policies, the conference wrapped up with an awards ceremony to recognize the achievements of Chambers and Boards of Trades.

 

The Cambridge Chamber, in partnership with the Greater Kitchener Waterloo Chamber of Commerce, was presented with the Chair’s Award for Innovative Program or Service to recognize the success of their rapid screening kits program which has been adopted by Chambers provincewide. Since April of 2021, the program has resulted in the distribution of more than one million kits to more than 7,500 businesses throughout Waterloo Region.

 

“This program has made a huge difference to thousands of businesses in our region, and we couldn’t be more pleased,” says Greg.

 

For more information about the kits, visit https://chambercheck.ca.

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It’s not easy to operate or manage a business, even during the best of times.

 

But add in a worldwide pandemic, and the stresses many employers and employees face quickly become magnified.

 

“I have found over the past two years the one thing that is negatively impacting leaders is the societal expectations that they have all the answers,” says Lynn Charlton, proprietor of Lynn Charlton Business Solutions in Kitchener, noting COVID-19 did not come with a ‘playbook’ for businesses. “There is no historical data available that is comparable to our current circumstances.”

 

Lynn, along with Jim Moss, Executive Director of YMCA Workwell, will provide expert insight at our virtual event May 3 entitled A Difficult Conversation. Let’s #GetReal About Mental Health regarding the stresses employers and employees are now facing in the workplace.

 

“I think during the pandemic we’ve become a little shortsighted about the human experience,” says Lynn, noting that many employers are also employees themselves. “We forget about that part and that they are going through this just like everybody else. Everyone has been negatively impacted in circumstances unique to them, regardless of how we may present ourselves at work.”

 

When it comes to ‘big’ stressors for employers, Lynn says many are faced with turnaround pressure trying to translate the latest directives from a medical perspective and apply them to an employment perspective, explaining the Employment Standards Act has always been a very reactive piece of legislation.

 

“Employers are getting minimum support from the Employment Standards Act on how to interpret this information because we can’t keep up,” she says. “No one is letting anybody down and I think the expectation may be out of line of how quickly these things can be determined.”

 

Another stressor for employers is looking at the larger picture overall of how businesses must quickly learn to adapt.

 

“The pandemic has completely stressed our old norms and redefined expectations from both the leadership side to the employee side,” says Lynn. “The resiliency of our leadership has been dramatically challenged over the past two years and resiliency is not an infinite resource.”

 

She says having empathy in the workplace is key, especially now.

 

“It is important for both leaders and employers that empathy needs to be a two-way street,” says Lynn. “As much as we as leaders need to be empathic, our teams also during times like this need to be empathic towards their leaders.”

 

Jim, who will share the spotlight with her at the webinar, agrees and says employers must be able to read the signs when it comes dealing with their employees’ mental health.

 

“Mental health issues have a tendency to first show up in our behaviours and appearance,” he says. “Leaders with higher emotional intelligence often pick up on these types of signs more quickly as they are both consciously and subconsciously paying attention and prioritizing this kind of data all the time.”

 

To help the situation, he recommends employers be as adaptable and flexible whenever they can.

 

“When you can’t be flexible any further, be honest and upfront with people so they can make the best decisions for themselves,” says Jim. “Replace the golden rule with the platinum rule; treat your employees like they want to be treated not how you want to be treated. If people need to change jobs, talk about it early and make it work as best you can.”

 

At the webinar, he hopes to refer to specific data to give participants an even better understanding of surrounding some of these issues.

 

“Ideally, we hope that people will see themselves in the data that we share,” says Jim. “It will help them understand some of the ways that they might be feeling are the same as some others in the community while also realizing that many others feel similar, but for very different reasons.”

 

Lynn says she hopes participants will come away being able to identify some of the ‘red flags’ surrounding burn out in successful and productive leaders.

 

“We all have stress and it’s OK to have stress,” she says. “But it’s about how do we manage that work stress without negatively impacting our team and the people relying on us to be that ‘solid’ person in trying times.”

 

 

'A Difficult Conversation. Let’s #GetReal About Mental Health' takes place virtually Tuesday, May 3 from 11 a.m. to noon. Sign up at: https://bit.ly/3MjQcwm

 

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While the recent unveiling of a national child-care deal should come as welcome news to many business owners facing labour issues, child-care experts say there are still some important issues that will need to be addressed pertaining to the new plan.

 

“The intention is really good, but we just have to figure out what this will look like along the way,” says Jaime Jacomen, Leader of Operational Excellence at YMCA of Three Rivers, referring to the deal which aims to have $10-a-day childcare in place by September of 2025.

 

The plan, which affects licensed child-care centres and licensed home care providers only, was solidified at the end of March when the Ontario government became the last to sign on resulting in fees reduced up to 25% to a minimum of $12 a day starting April 1. 

 

Rebates are also to be issued to parents of children aged five and under starting in May retroactively to April 1 and further reductions are on tap leading to the 2025 ‘goal’. The federal government has also invested an additional $2.9 billion for a sixth year of the agreement.

 

“I see this $10-a-day plan as a good starting point in helping working parents, but is it enough?” asks Tina Kharian, owner of Gravity Hair Design in Cambridge. “It’s hard to say as we also need to ensure enough daycare spots are available and qualified providers for all families.”

 

The deal outlines the creation of 86,000 child-care spaces (including more than 15,000 spaces already in place since 2019), representing a mix of for-profit and not-for-profit.

While she welcomes the extra spaces, Jaime admits she wonders where they will be created.

 

“It’s a bigger process,” she says, noting increasing child-care access comes along with new school builds.

 

Also, Jaime says the wage plan set out in the deal – which will see minimum-wage floors for child-care workers of $18 an hour and $20 an hour for supervisors, plus an additional $1 an hour until the floor hits $25 an hour – won’t be enough.


“Many early childhood educators are making over that already, so that’s not any additional incentive,” she says. “The government seems to be wanting to address the affordability issue and access for families. But in order to have all of that access, you need to build that early childhood education workforce.”


However, Jaime remains optimistic and says the YMCA’s provincial body has been engaged with the Province about this issue for some time.


“We do think this is something that needs to happen,” she says.


Tina agrees and says a national child-care system is vital for our economy to fully recover.


“As business owners, we should be welcoming this because having affordable, quality daycare for all families will increase labour force participation, especially in our business (hair salon) since most stylists are women,” she says.


The Ontario Chamber of Commerce’s 2020 report The She-Covery Project: Confronting the Gendered Economic Impacts of COVID-19 in Ontario outlined a series of recommendations to offset both the immediate and longer-term challenges women face. Among these were calls for a short-term child-care strategy to weather the pandemic and longer-term reforms to improve accessibility and affordability.


“We risk turning back the clock on decades of progress if we do not take a hard look at the challenges facing women and plan for recovery with women at the table and a gender and diversity lens on strategies, programs and policies,” said Dr. Wendy Cukier, Diversity Institute Founder and Academic Director of the Women Entrepreneurship Knowledge Hub in the report.

 

Here's what parents can expect in the coming months:

  • As of April 1, 2022, families with children five years old and younger in participating licensed childcare centres, including licensed home care, will see fees reduced up to 25 per cent to a minimum of $12 per day.
  • Rebates, retroactive to April 1, will be issued automatically starting in May. The rebate is in place to account for child-care operators that may need extra time to readjust their fees. 
  • In December 2022, fees will be reduced further to about 50% on average.

The deal outlines a plan to further slash rates in the coming years. Here's what the longer-term outlook includes:

  • In September 2024 fees will be reduced even further.
  • A final reduction in September 2025 will bring fees down to an average of $10 per day.
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Canada is facing a competitiveness problem. Inflation, supply chain constraints, and labour shortages risk undermining a swift and robust economic recovery. Meanwhile, recent domestic and international events have renewed the spotlight on energy security and affordability.  

 

The Cambridge Chamber of Commerce and the Ontario Chamber of Commerce (OCC) has released the 2022 Federal Budget Submission focused on public policies that increase Canada’s economic resilience to ongoing and future threats. 

 

“Businesses across Waterloo Region are continuing to feel the effect of the pandemic,” said Cambridge Chamber of Commerce President & CEO Greg Durocher.  “Budget 2022 must lay the groundwork for a strong, inclusive recovery with policies that support the sectors and demographics hardest hit by the pandemic, building the infrastructure and workforce of the future, and modernizing regulation to ensure Canada can attract investment and nurture entrepreneurship.” 

 

Some key highlights from the budget submission include recommendations for the Government of Canada to: 

  • Promote Canada’s energy sector on the global stage and recognize nuclear power as a clean and necessary energy resource in the fight against climate change. 
  • Expand immigration and express entry of skilled workers to address labour shortages.  
  • Increase the Canada Health Transfer Payment to meet the current and future pressures facing Ontario’s health-care system.
  • Modernize transportation infrastructure to address bottlenecks along supply chains and facilitate the decarbonization of the transportation sector.
  • Reform the federal tax system to attract foreign direct investment, drive domestic business growth and innovation. 
  • Develop a sustainable path to reduce the federal debt-to-GDP ratio and wind down other pandemic-related supports to ensure long-term fiscal balance and the capacity to address future economic shocks. 

The OCC’s 2022 Ontario Economic Report found that a staggering 62% of sectors face labour shortages in Ontario and expect to continue facing them over the next year. Together with supply chain disruptions, these shortages impact the cost of living, service delivery, and product availability. 

 

“As the indispensable partner of business, we call on the government to resolve long-standing structural issues, including barriers to interprovincial trade and skilled labour shortages, to drive entrepreneurship, investment and long-term economic growth,” added Rocco Rossi, President and CEO of the OCC. 

 

The recommendations outlined in the budget submission were developed together with businesses, associations, post-secondary institutions, chambers of commerce, and boards of trade from across the province.  

 

See budget recommendations: http://bit.ly/3uRp9Bl

 

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