The concept of a four-day work week has been gaining attention in Ontario, thanks in part to the decision by at least seven municipalities that are now offering their staff the flexibility of that option.

But the merits of such a system, which has become commonplace in many European countries including Denmark, Germany, Norway, and the Netherlands, is the subject of much debate among critics and advocates in North America.

While there are those who believe implementing a shorter work week is impossible in many sectors resulting in additional costs for overtime or hiring more staff, not to mention placing more stress on employees to get their work done in a shorter time frame, others insist such a system creates a better life balance and overall sense of wellbeing that can inspire increased productivity.

“There has been a lot of upheaval in workplaces which has opened the doors to rethinking arrangements,” says Ellen Russell, Associate Professor of Digital Media & Journalism at Wilfrid Laurier University and a labour market and economics expert.

She believes the next generation of employees may not understand the need to have arbitrary time limits placed on their work hours. “If there is not a reason then my guess is these future workers would really find it strange to be so arbitrary for no apparent reason,” says Ellen.

This is a subject Joe O’Connor, Director and Co-founder of the Work Time Reduction Center of Excellence (WTRCE), is more than familiar.

As the former CEO of 4 Day Week Global, which has been leading four-day work week trial programs with businesses worldwide, including 10 in Canada, he is a strong believer in the concept and through the WTRCE has been partnering with organizations to support their transformation to a shorter work week.

His organization is a proponent of reduced work hours schedules, not just a compressed model where employees are required to work 10-hour days four days a week.

“Arguably, post COVID-19 quality of life is now the new frontier of competition,” says Joe, adding for many workers it means more than compensation. “One of the things I have observed is the shift towards embracing shorter work weeks has happened at all three traditional layers of the organization.”

He believes business leaders have become more ‘open’ to it because they see the potential benefits in terms of attracting and retaining talent, and that many managers are more comfortable with this type of system because they are now familiar with measuring outputs rather the length of time people spend at their desk.

“For the employees, it’s really the demand effect. The value people have placed on time as a benefit has greatly increased because of what people experienced during the pandemic,” says Joe.

But he is quick to point out there is no ‘one size fits all’ solution when it comes to implementing a shorter work week.

“This is not something that should be implemented the same way from business to business, and industry to industry,” he says, adding in larger organizations work models could even vary between departments. “There will still be a need to facilitate different kinds of irregular work patterns based on business needs and employee preferences.”

Employee support is key says Joe when it comes to implementing such a drastic change, which means taking a hard look at how an organization operates, noting that introducing a shorter work week could be met with fear and skepticism.

“This is something that really works in organizations with very strong work cultures,” he says, adding going through a thorough evaluation process can galvanize a team as efficiencies are found so they can accommodate that addtional time off. “There is a real collectiveness at the heart of this and it relies on a commitment within teams and departments to find ways to change how they do things together to make it a success.”

Joe is confident within the next few years shorter work weeks will be the norm in sectors like information and communication technologies, software companies, and financial services. He also notes that two Canadian law firms, YLaw in B.C. and The Ross Firm in Ontario, have both switched to a four-day work week, something many in the legal industry deemed would be impossible due their current billing systems.

Joe says YLaw accomplished this shift by finding efficiencies in its operations and the latter firm did it by implementing a fixed fee billing system.

“My prediction is that in five years’ time, this is going to be the norm in some sectors and in 10 years it’s going to be more common than a five-day week,” says Joe, adding the potential is there to implement this concept in many sectors, including manufacturing. “I think there is an opportunity here for proactive leaders and strong organizations. Now is the time to really set yourself apart from the competition.”

Pros of a four-day work week

• Productivity may increase
• Workers can take care of medical and other appointments on their days off
• Recruitment and retention may be easier by offering flexible work hours
• Reduced stress and a better life-work balance, allowing employees more time for other activities and hobbies
• Commuting less by employees could have environmental benefits

Cons of a four-day work week

• For hourly paid jobs, employers should check if they will need to pay overtime if staff work 10 hours a day
• If may be difficult to find daycare open for a 10-hour day to meet childcare needs
• Working longer days or trying to complete tasks in a shorter timeframe could have health impacts
• This may not work for all industries, such as farming, customer service and restaurants
• Ensuring customer and client coverage can require scheduling employees over different workdays

A tidal wave of business ownership change is coming, and many business owners should be preparing now, urges Carson O’Neill, Managing Principal of Rincroft Inc., a Waterloo Region-based company which facilitates the sale of small and medium-sized businesses.

His firm has completed the sale of more than 50 family-owned businesses, many of them in Waterloo Region.

Carson most recently penned a book for business owners entitled The Road to Enterprise Value.

He confirms that most owners of Canada’s 1.2 million SMEs are now in their 50s and 60s and looking to sell their businesses over the next five years to fund their retirement.

“The owners are capable in running the operation. They’re down to earth, salt of the earth people and smart,” says Carson. “But most have never been down this path before. For many of them, it’s unchartered water with a lot of money on the table.”

Carson adds that the process is complicated and can last six to nine months.

“There are many issues above and beyond agreement on purchase price. Who’s going to pick up the employees? What about the future of the manufacturing facility? What about the leases? What about the intellectual property? It can be complex and multi-dimensional.”

As entrepreneurs, he says business owners often are often inclined do everything themselves which runs the risk of them receiving much less than what their business is worth, in turn resulting in a less comfortable ‘nest egg’ for retirement.

“The buyers are typically aggressive and want to get the price down,” says Carson. “They’re professional buyers, many of whom who’ve bought many businesses before, so they want to work with a business owner who unfamiliar with the process.”

To better understand the process of selling a business and some of the factors that drive business owners to sell, we discussed several questions:

Q. What would you recommend be the first steps a business owner should take when it comes to selling?

Carson: Delay if you possibly can and get the business in good shape. The business owner should step back, assess the state of the operation, and take steps to strengthen it any way possible. They should not be in a hurry to go to market; our company sometimes takes months working with owners to build the business up before the divestiture process even begins. The best defense is a good offense. Don’t go into this defensively, thinking ‘oh, we have to retire now’. You need to make sure the business is fundamentally strong to secure top dollar.

Q. What are some of the misconceptions a business owner may have when it comes to the process of selling?

Carson: Having never been through the process before, many owners think selling a business is like selling a house. The process is far more complicated and takes much longer. The valuation is far more complex, the information package is far more extensive and there are multiple conditions which need to be met before the funds are wired. Is there inherent value in the business? Does the business have unique capabilities so it can be sold? Where is the ‘secret sauce’?

Q. Other than impending retirement, what are some other reasons a business owner may decide to sell?

Carson: There are usually three other reasons: health problems with one of the owners; shareholders issues with at least one shareholder in need of cash; or the business has plateaued and is going south and that is never a good time to sell a business. Other reasons can include major players are entering the market with vast resources to spend to build market share and the owners are justifiably concerned they will have difficulty competing. They may not yet have reached retirement age, but they are concerned that the value of the business may well go down in the years ahead, so they are better off to sell now.

There is also the possibility of a pre-emptive offer. It is not uncommon for a buyer to approach an owner to buy even if the business is not being sold. This happens with very strong businesses. Sometimes millions are put forth, well over the assessed value. Owners may not have ‘planned’ to sell but many will seriously consider if the price is right.

Finally, the next generation has made it clear they have no interest in the family business. The owners may be in their late-40s with the second generation in their early-20s but that serves as a valuable wake-up call that it is inevitable the business will change ownership. With the emergence of the digital economy, at an early age, many in the next generation have absolutely no interest in ever taking ownership of the established family business.

Q. How has the pandemic affected the sale of businesses?

Carson: Not really. In the early months of the virus there was a period of adjustment, but people realized there was very little need to meet to complete the transaction. Our business did not miss a beat; actually, it got stronger. The change in ownership in Canada will continue relatively unaffected by the ebb and flow of the economy.

The reality is many owners have too much money locked in their business – they usually need it for a comfortable retirement. That has remained the primary reason why they sell, whether the pandemic is here or not. Canadian business owners are getting older. You can’t stop ‘Father Time’.

Q. How has the process of selling a business changed?

Carson: It is now more complicated due, in part because due diligence has become much more rigorous. We live in an age of increasing importance of transparency and full disclosure. No stone will be left unturned. Buyers will look at everything.

Did someone slip on the ice outside your business? What insecticides do you use on the grass and plants? Do you have an alleged harassment situation happening? If one is pending, it must be dealt with because the buyer doesn’t want any liabilities and will walk away. Due diligence and purchase agreements alone can now take three months.

When Syed Hashmi’s grandparents discovered last summer they were having trouble watering their lawn due to mobility issues, a light went off in the Cambridge teen’s head.

Inspired by an email he received promoting the creation of the Youth Creativity Fund, the St. Benedict Catholic Secondary School student set work on creating a micro-controlled automated watering system to assist the elderly couple.

“It’s been a lot of fun and this is definitely a work in progress,” he said of his creative idea, while attending the official launch of the fund last Wednesday at the Ken Seiling Waterloo Region Museum.

Syed was among nearly 30 local students who were in attendance to share their vision with a variety of community leaders and supporters after receiving funding to bring their innovative ideas to life.

The fund, created in partnership between the Cambridge and KW Chambers of Commerce, BEP Waterloo Region and the Region of Waterloo, promotes creative confidence by connecting student-driven and designed ideas, with donations from people who are passionate about seeing the creativity of local youth flourish.

Through the program, students in grades 5 to 12 can apply for microgrants up to $1,000 to pursue a creative learning project that could lead to new ideas.

“This project is about creating opportunities, faster, more often and to be a foundation for our own prosperity as a community,” said Cambridge Chamber of Commerce President & CEO Greg Durocher, noting the two Chambers have committed nearly $20,000 to this initiative. “This is not an operational project for the Chambers, this is a ‘give back’ project for us, one we hope will inspire others to do the same.”

To date, 12 projects involving 48 students have received just over $10,000 in funding.

“We’ve had some great success thus far in this program,” said BEP Waterloo Region’s April Albano, YCF (Youth Creativity Fund) Manager. “What has been clear through this first wave of projects is the support these students have around them.”

For Hannah Waterfall, a Grade 10 student at Glenview Park Secondary School, the support she has received from her mom who works for Shelter Movers has been key in the ongoing formation of idea she had on preventing domestic violence which began as a civics class project. Shelter Movers is a non-profit organization that assists survivors of gender-based violence transition to a safer life.

“My mom has been a huge role model for me. Just the stories I hear from her have really inspired me to do some good for the community,” said Hannah, who is the process of creating a resource kit that can educate younger students on how to regulate their emotions. “My goal with this project is to stop the violence before it becomes an issue. I understand that as a 15-year-old girl it’s hard to end violence against women because you can’t go to the abusers and stop them. But I hope this can stop it in the younger generations, so it doesn’t become a problem in the future.”

Currently, Hannah continues to research the causes surrounding domestic violence and says providing tools, including breathing exercises to deal with stress and anxiety, are key as the kit develops.

“My family has fostered kids for about six years, so we’ve learned a lot of different strategies on how to teach kids to cope with their stress when they are angry.”

Syed is also in research mode perfecting his watering system, which uses soil sensors connected to The Weather Network, to determine when and if a lawn needs water. He admits to having a few technical issues with the current system he created using a couple hundred dollars’ worth of parts from Amazon.

“My first step is finding more reliable parts,” he joked, adding his innovative idea has kindled an interest in engineering. “As my first look at the world of engineering, it’s made me realize how much is out there.”

Creating confidence for students to pursue their ideas, especially when it’s backed by regional support, is great for the community said HIP Developments President Scott Higgins, who is one of the driving forces behind the Youth Creativity Fund.

“Having the community to rally to create an endowment that allows us to give microgrants to these kids ongoing I think, one, is a testament to say you have great ideas and continue to pursue your ideas,” he said. “And two, I think it’s to say this community believes in you and if we put that hope, and opportunity and that optimism out within the community our kids are going to do some great things.”

Greg agreed.

“The power we have is right here at our own front door; our youth, who have the ideas but don’t have the means to get guidance and mostly capital to see if their idea can come alive,” he said. “We need to let businesses and individuals know they can help make dreams come true, and that should be the easiest because here, in the Region of Waterloo, is where dreams become reality, every single day.”

Find out more about the Youth Creativity Fund.

You never know who will come up with the next ‘big idea’ that could change the world.

This has happened more than once in Waterloo Region, already dubbed ‘The Creative Capital of Canada’ thanks to HIP Developments President Scott Higgins and demonstrated by the local creation of such world-changing technological achievements as the BlackBerry and IMAX.

“This kind of creativity is the wheelhouse of the Chamber of Commerce,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “We always look down the road a generation or two because they are not only our community’s future leaders but our job creators for the rest of the 21st century.”

In hopes of nurturing that next generation of innovative thinkers, the Cambridge Chamber has teamed up with the Greater Kitchener Waterloo Chamber of Commerce and the BEP (Business Education Partnership) of Waterloo Region in a new innovative program called the ‘Youth Creativity Fund’.

Through this program, students in grades 5 to 12 can apply for seed funding to create a solution to a problem that faces them, their family and friends, or the whole world.

They can apply for $500 - $1,000 to help solve this issue and are required to report back to organizers in three months to tell them what they have learned from the experience.

“The great thing about this program is that it doesn’t matter if ideas are successful or not, we are focused on learning and simply trying ideas out,” says April Albano, Program Manager- Youth Innovation, who is leading the program through the BEP Waterloo Region (WR). “We want to build up creative confidence in youth from a young age. If students are given the opportunity to try out their ideas, they will be more confident to try out ideas later in their life. We have learned through research that creativity is something that we get worse at as we grow older unless we practice it.  We want to capture and nourish as much creativity as we can and help it grow in Waterloo Region.”

To help students bring their ideas to life, she says a toolkit (available at youthcreativityfund.ca) has been developed containing resources to get their creative juices flowing and generate creative thinking outside the box.

“We know youth have incredible ideas, but sometimes it takes some work to bring those ideas to life or even to mind,” she says, adding there is an opportunity to seek advice on specific aspects of their project.  “For example, we have had some students ask for assistance with coding an app they are working on.  Another group asked for help with grassroots marketing.  The BEP WR prides itself on connecting the business world with education and we have an extensive network of local champions who want to help.  If a student identifies a need, we will work with that student to find the appropriate support.”

BEP WR has given assets to local schools to promote the program and students are urged to listen for school announcements and check their school’s newsletter in the New Year.

“As we spread the word about this fund, we are aiming to be top of mind for every educator who has a student approach them with an idea to better their community,” says April. “We want these educators to say, ‘That’s a great idea, apply to the Youth Creativity Fund to make that idea a reality’.”

Also, students who may have multiple ideas are asked to submit one application at a time. However, she says they are allowed to apply again in the future if they want to further develop their initial idea.

“We want our kids to know that perseverance, dedication, commitment, passion, vision and yes, dreaming, are the key ingredients for creativity, innovation, and change,” says Greg, adding the Chamber is proud to be part of such a worthwhile initiative. “But we need everyone’s help. Both Chambers have foundation dollars that must flow to youth programs which has enabled us to help get this program off the ground. HIP Developments has pledged to match every single donation to a maximum of $100,000, so this just shows their commitment to our future leaders and innovators.”

April says this a great program to support youth, especially since many are entering the workforce when the world is facing numerous challenges.

“By investing in youth today we are helping to build up their creative confidence, so they feel empowered and ready to tackle the challenges of tomorrow,” she says.

Visit the Youth Creativity Fund to learn more.

When the first students arrive for class in September at Conestoga College’s skilled trades campus, they will quickly discover a unique learning environment.

“It’s going to be a living lab,” says Suzanne Moyer, Conestoga Dean of Trades and Apprenticeships, describing the 322,000-square-foot state-of-the art learning facility taking shape at the former site of motorhome manufacturer Erwin Hymer on Reuter Drive. “The infrastructure is such that areas are exposed so that students can see how the building was built. You can walk into a classroom and actually see the duct work.”

Suzanne says the building, the first part of a multi-phase plan for the campus to house all of Conestoga’s skilled trades programs, has been designed with a very ‘open and visible’ concept towards learning with 150,000-square-feet of space dedicated to shops and labs.

“There are lots of windows so if you’re walking through the building, you can see what’s happening in the shops and other students can also see what’s going on,” she says, noting the campus will heighten the college’s successful approach of providing hands-on and practical learning. “Conestoga College has always been an advocate for skilled trades and in the last 15 years or so, we’ve really grown the amount of programming we have in the skilled trades.”

The timing for this major move couldn’t be more critical since the need for skilled trade workers only continues to increase in Canada, with a potential shortage of 60,000 workers expected by 2025. Currently, an analysis of 56 high-demand trade sectors nationwide indicates a shortage of approximately 10,000 skilled trades workers – which could be as high as 100,000 if all 250 regulated trades in Canada are considered. As well, the federal government says approximately 700,000 trade workers in Canada are likely to be retired by 2028.

“In part, we’re definitely responding and aware of that need both regionally, provincially and federally,” says Suzanne, noting a key goal was to consolidate the programs currently offered among the college’s seven campuses at one central location. “With that you get more efficiencies, and you also get all the students in different trades working more closely together. There are many positive things that will come out of this by having everyone located in one area.”

She admits there have been hurdles, including the pandemic, supply chain issues and labour disruptions, that delayed the project after Conestoga College purchased the site in 2019.

“But we’ve continued to adjust and amend the schedule and work our way through,” says Suzanne. “For example, our HVAC, millwrighting and electro-mechanical programs were supposed to move into the building in September but now they are going to move in next spring and be ready for students in September 2023.”

However, this September the new campus will become home to several of Conestoga College’s many skilled trades programs, including electrical, plumbing, machining, carpentry apprenticeship, as well as its one-year multi-trade program which allows students to sample four trades.

“The students are very excited because it will be a new and full-service campus,” says Suzanne, referring to the features provided which include a library, food services, counselling services, academic supports, and student success advisors.

She says the timeline for when the rest of the campus will be developed depends on funding. The first phase has come with a price-tag of $110 million.

“A lot of factors play in to all that. But we definitely have the space to grow,” says Suzanne, referring to the 42-acre site.

She notes the reaction from the business community has also been very positive and says Conestoga College welcomes any opportunity for partnerships.

“We have all kinds of opportunities to partner together. We work with organizations to make sure it is a good partnership,” says Suzanne, adding financial and in-kind donations are important but there are other ways businesses can be involved. “For those not in the financial position to donate, we have program advisory committees for every one of our programs where members of industry provide us with guidance in terms of what’s needed in industry from our graduates.”

She says these committees meet twice a year and provide valuable input to ensure Conestoga College is offering the best programming possible.

“We’re always looking for volunteers to serve on our advisory committees and work with us to ensure our graduates are industry ready.”

To find out more, visit Conestoga College Skilled Trade Campus.

Drawing supplied by WalterFedy/Moriyama & Teshima Architects

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

From food and clothing to automotive parts and medical supplies, the list of freight transported by truckers to keep our supply chain operating is practically endless.

But keeping those trucks rolling since the start of the COVID-19 pandemic continues to pose a major challenge to those who make their living in this sector.

“This has definitely created the greatest turmoil in the industry,” says Rena Hawkins, President of Cambridge-based H-Four Logistics Inc. “But there have certainly been other challenges.”

Part of the transportation sector since 1994, she has seen many changes in her industry, including a growing shortage of drivers which has continued to worsen for the last decade as many choose retirement. According to the Ontario Chamber of Commerce, Canada is currently facing a shortage of 20,000 drivers.

“Being a truck driver is not an easy job and it’s not an attractive job for someone with a young family,” admits Rena, noting good wages can be made but that restrictions regarding hours of service and flexibility makes it tough to earn a higher salary.

“They’re not working 40 hours a week; they’re working 60 to 70 hours a week to make that money which makes it hard for young people to want to get into this industry.”

Factor in the pandemic, and she says the situation has only grown more difficult, especially in the beginning when carriers she booked travelled to the United States only to discover shipping and receiving facilities closed due to COVID-19 outbreaks.

“The driver could wind up sitting there for 24 hours waiting to offload or upload. Who’s going to pay that driver? Is it me, my customer, or the shipper?” says Rena, noting a lot of negotiating and understanding was needed on all sides to find solutions. “Everybody really had to pitch in and help cover those costs for the drivers, so they weren’t out of pocket because obviously it wasn’t their fault.” 

She says that issue sorted itself out once the summer months arrived and transmission levels lowered.

“Now, the biggest challenge of course is the vaccination mandate, which means there are now 10% of drivers who are not in the market and can’t cross the Canada/U.S. border,” says Rena, adding even though that number doesn’t appear to be high it will impact the supply chain. “Imagine if you have a company with 100 employees and are relying on those people to make sure your operation is running smoothly. Even if you lose 10 of those people, you’re going to have glitches in that operation,” she says. “It’s a very fragile balance.”

Rena says a possible solution could surface in which non-vaccinated truckers deliver to the border where they upload or unload to vaccinated Canadian drivers in the U.S., noting a premium rate of pay could be offered as compensation to the drivers who must spend more time south of the border. 

“However, that is just going to inflate the transportation rates right across the board, not even factoring in the cost of fuel,” she says, noting the recent protest in Ottawa has clearly put a spotlight on the whole industry.

“I feel whatever side of the fence you sit on regarding the mandate issue, there seems to be a lot of appreciation now for the drivers and the work they do,” says Rena. “I think people are really seeing the impact they have on our daily lives.”

She hopes a ‘silver lining’ could emerge from this turmoil by inspiring a new generation of drivers to enter the industry. 

“They seem so excited about these truck drivers and I’m hoping new drivers will start looking to get into the market.”

In terms of the future, Rena remains optimistic of what’s down the road for her sector.

“We’re pretty creative people and will find solutions that will keep things moving,” she says, adding examples of ‘pivoting’ seen in the hospitality and restaurant sectors early in the pandemic is something her industry can take to heart. “They kind of laid the groundwork on how to get creative and make changes to have a sustainable business so our industry can look at what they’ve done and try to apply that kind of thinking to our business.”

Learn more about  H-Four Logistics.

Providing the necessary supports to businesses is vital, especially as work continues to rebuild our economy in wake of the COVID-19 pandemic by getting people back to work. 

One way to ensure the economic development of Canada is well positioned is by creating more opportunities for entrepreneurial newcomers who can not only help fill existing labour shortage gaps but work towards reshaping our business landscape by opening new businesses and assisting existing ones in need of solid succession plans as aging business owners look towards retirement. 

With that in mind, the Cambridge Chamber of Commerce has developed a policy through consultations with Members via its MasterMind series entitled ‘Promoting the need for Entrepreneurship Immigration’ which calls for the Federal government to examine ways to ensure that a percentage of the 1.2 million immigrants slated to be brought to Canada by our government over the course of the next three years be linked to the entrepreneurship stream.

The policy won approval at the recent 2021 Canadian Chamber AGM & Convention which attracted more than 250 Chamber policymakers and officials nationwide virtually over a two-day period. The approved policy now becomes part of the Canadian Chamber of Commerce’s mandate when it lobbies at the legislative level with the Federal government.

“This policy will target individuals who are entrepreneurs and business builders who come to Canada with money in their pockets to not only invest in this country, but more importantly to invest in their own businesses here that will create opportunities for other Canadians,” says Cambridge Chamber President and CEO Greg Durocher. “We’re always looking for companies that want to expand into Canada, but why don’t we look for people who want to bring their businesses and business ideas here? It’s a market that’s been left untapped and we hope this policy receives serious consideration at the Federal level.”

An estimated 181,000 of small business owners according to a Canadian Federation of Independent Business (CFIB) survey conducted last year said they were seriously considering closing due to the pandemic and at least 200,000 were facing closure. Coupled with the fact many small business owners on the verge of retirement have not created viable succession plans – a CFIB survey conducted in 2018 indicated more than $1.5 trillion in business assets will be in play over the next decade as 72% of small business owners leave their business – there exists many potential opportunities for new immigrants with an entrepreneurial spirit.  

A current shortage of workers, especially in the construction, manufacturing, and hospitality industries, has set the stage for skilled immigrants in these fields to enter the market and possibly use their entrepreneurial know-how and practical work experiences to create new opportunities in these sectors. 

The Federal government has been attempting to make strides in addressing the ongoing shortage of skilled workers in Canada which has been only amplified by the pandemic. 

In February of this year, it announced an invitation to approximately 27,300 workers with Canadian experience to apply for permanent residence. This followed on an earlier federal announcement in the fall of 2020 to bring to Canada an additional 1.2 million immigrants over the course of the next three years: 401,000 in 2021; 411,000 in 2022; and 421,000 in 2023. 

While this influx of newcomers is welcomed and needed considering there are growing concerns centred on Canada’s falling birth rate, a more focused approach to create an ‘economic immigration policy’ that not only provides ample assistance to newcomers but also ensures the needs of existing Canadian groups, including Indigenous entrepreneurs seeking their own opportunities, are not negatively impacted, would be beneficial.

“We have an immigration policy that is geared towards our economy. It’s a point system, largely generated on the skills newcomers bring to the table,” says Greg, referring to education and various qualifications. “The problem is there are holes within the economic system that are not being filled.”

He says the current system often seems to focus on professionals, such as doctors, lawyers and engineers but needs to be widened. 

“We need to look at people who have businesses and would like to move them here have business ideas and the skills to develop those ideas in Canada,” says Greg.

The Cambridge Chamber of Commerce has a brand-new online look.

The Chamber’s new website offers visitors a fresh and vivid digital experience as they access information on the many learning programs, incentives and events we offer that benefit our local business community.

“We’re thrilled to be able to offer a new site that is easy to navigate and still provides our Members with the valuable information they’ve come to expect,” says Chamber President and CEO Greg Durocher.

With a click of a button on the home page or from the ‘events’ page, Members will be able to easily access and manage their own accounts using a simple username system. They will not only be able to update their profiles to add or delete employees but will also be able to pay bills online.

“This feature will be a huge benefit to our Members and streamline our operation so we can concentrate on what we do best: helping businesses grow and prosper,” says Durocher.

The site itself is much brighter and colourful and contains fewer links which in turn will make using it a far more engaging experience for visitors.

As well, a new mobile site is included which means much clearer access on all digital devices.

“We have no doubt users will find this feature a huge bonus,” says Durocher, noting how much communication is conducted on smartphones.  “It’s important for all businesses to adapt to the latest trends.”

Leading tax practitioners say that business owners with income as low as $50K will be affected

Ottawa, September 27, 2017 – The Coalition for Small Business Tax Fairness, a unified voice of more than 70 organizations representing hundreds of thousands of business owners across the country, has written a new letter to Finance Minister Bill Morneau with professional analysis confirming that Ottawa’s tax proposals will affect middle-class business owners, resulting in higher tax rates than other Canadians with similar income levels.  

“We are alarmed by the huge gap between the government’s statements about the impact of their proposals and the detailed analysis by Canada’s tax professionals,” said Dan Kelly, President of the Canadian Federation of Independent Business (CFIB) and member of the Coalition. “Tax practitioners are united in the view that these changes have the potential to affect all small business taxpayers, no matter their income.”

"It is the farmers, mom and pop shops, and entrepreneurs, who invested everything into their businesses, that will be most affected by these changes, instead of targeting the real problem. The government needs to go back to the drawing board, hold a real consultation and listen to what tax professionals, provincial governments and the business owners who fuel the growth of our communities are saying," added Perrin Beatty, President and CEO of the Canadian Chamber of Commerce.

The government has claimed that these proposals would not affect business owners with incomes under $150,000. Tax practitioners disagree.

One of the new rules introduced by the government would restrict small business owners from sharing income with family members. Tax practitioners say that this can affect business owners with incomes as modest as $50,000. Also, as two-thirds of Canadian incorporated businesses are majority owned by men, the restrictions on sharing income with a spouse are likely to remove a disproportionately higher number of women from benefiting from their family’s business.

The government is also proposing changes that would discourage small business owners from holding certain types of investments in the incorporated company. According to tax practitioners, business owners retain business earnings in the corporation to safeguard against economic downturns, secure bank financing and invest in other start-up companies.

Tax practitioners have confirmed that the proposed tax changes would result in higher combined corporate and personal taxes for business owners across the board and in many cases, small business owners would incur tax rates far greater than what an employee with a similar level of income would pay. 

The Coalition, which has doubled in size since August 31, is asking the federal government to review carefully the analyses of tax professionals across the country, take these proposals off of the table, and launch meaningful consultations with the business community to address any shortcomings in tax policy.

The Coalition for Small Business Tax Fairness is encouraging business owners and other concerned Canadians to contact their Members of Parliament and use the hashtags #unfairtaxchanges #taxesinéquitables on social media. For the full list of Coalition members, please visit smallbiztaxfairness.ca.  

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Andy Radia
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647-464-2814

What some are saying:

“The agriculture equipment manufacturing sector represents 12,000 Canadians and their families predominantly in rural areas; as entrepreneurs who have put their lives on the line to invest in and grow their family business, the sector consistently exports more than $1.8 billion of farm equipment to over 150 countries. The scope and complexity of the proposed tax changes puts a lot of this at stake, and we must fight to ensure that fairness prevails for our members.” — Leah Olson, President, Agricultural Manufacturers of Canada

“Franchisees are the backbone of the communities they serve, by employing people of all backgrounds, supporting local initiatives, and helping grow the economy. As business owners, they assume significant risk, but have been able to achieve success through hard work and support from family members. Simply stated, CFA believes the changes being proposed by the Minister will hurt Canadian franchisees.” — Ryan J. Eickmeier, Vice President, Government Relations & Public Policy, Canadian Franchise Association

“The residential construction and renovation industry has always largely consisted of family-run businesses that help build the communities they operate and live in, many over several generations. These are hard-working Canadians trying to earn a middle-class living, hire local workers, and create a future for their families. The government’s proposed tax changes threaten the very existence of these businesses, posing a threat to small local companies in every community and the jobs they create.” —Kevin Lee, CEO, Canadian Home Builders’ Association

“We look forward to working with the Minister of Finance to ensure that any changes help secure the future of agriculture and not hinder it.” — Mark Wales, Chair of the Canadian Horticultural Council’s Business Risk Management Committee

“We are fully supportive of the government’s pledge to advance evidence-based policy-making. Our members are concerned that the government’s proposed changes to small business taxes are not sufficiently informed by the level of research, analysis and consultation required to ensure a full appreciation of the impacts this will have on Canadians - not just entrepreneurs and small business owners but also on the overall health of the Canadian economy and competitiveness in the short and long term.” — Leigh Harris, Vice Chair (Interim) National Board of Directors, CMC-Canada

“Canadian business families are scared, confused, and demoralized. Years of planning for business succession will potentially go up in smoke! And we’re being called tax cheats along the way. Canada can do better, we must do better—our economy depends on it.”— Allen S. Taylor, Chair, Family Enterprise Xchange

“These egregious proposed tax changes would negatively impact the family farm in ways that are both profound and complex. The federal government needs to reverse course on their ill-advised tax hike attack on our middle-class family farms. — Levi Wood, President of the Western Canadian Wheat Growers Association, grain farmer