Learn more about Chamber Circles for Women and Entrepreneurs
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While the recent 30-day postponement of U.S. President Donald Trump’s tariffs and Canada’s retaliatory measures came as welcomed news to businesses, the lingering presence of these threats remain prompting the Chamber network to act using a variety of tactics, including advocacy, negotiation, education and promoting partnerships.
Trump’s demand for 25 per cent blanket tariffs on all Canadian goods, with the exception of a 10 per cent tariff on Canadian energy, and Canada’s proposed retaliatory tariffs on $155 billion of U.S. goods, has sent economic shockwaves through both nations prompting calls for action on both sides of the border.
To clearly map out the vital importance of the trading relationship between the two countries and the risks businesses face, the Canadian Chamber of Commerce’s Business Data Lab has introduced the Canada-U.S. Trade Tracker —a new tool designed to illustrate the ties between the two economies. It notes that $3.6 billion in goods crosses the Canada-U.S. border daily, generating a $1.3 trillion annual trade relationship.
"A 30-day delay means more time for Canadian businesses and governments to drive home the point that tariffs make no sense between the two closest allies the world has ever known,” said Candace Laing, President and CEO, Canadian Chamber of Commerce, in a release. “The Canadian Chamber, our network and businesses across the country will spend every day of it fighting hard to secure this historic, robust trading relationship. Raising the cost of living for Americans and Canadians with these taxes is the wrong move. Canada and the U.S. make things together, and we should in fact be building on that.”
Call to dismantle interprovincial trade barriers
It is a sentiment echoed by her colleagues at the Ontario Chamber of Commerce who have rallied their members, which includes the Cambridge Chamber, in a show of unity and strength and targeted actions including supporting a unified call for Canadian premiers to quickly dismantle interprovincial trade barriers and the creation of a business and trade leadership coalition.
Called the Ontario Business & Trade Leadership Coalition (OBTLC), it aims to unit leaders from key trade-dependent sectors to champion business-driven solutions, advocate for effective government policies, and solidify Ontario’s position as a global leader in trade.
“President Trump has claimed the U.S. doesn’t need Canada – but we are here to show just how invaluable we are. Ontario businesses are stepping up to safeguard our economy and reinforce our global competitiveness,” said Daniel Tisch, President and CEO of the Ontario Chamber of Commerce, in a release. “The Ontario Business & Trade Leadership Coalition represents a united response – a coalition of industry leaders committed to resilience, collaboration, and growth.”
BestWR brings business groups together
But the fight to ward off economic turmoil caused by these tariff threats has also been ramped up locally, says Cambridge Chamber of Commerce President and CEO Greg Durocher, through the revival of a unique partnership created during the pandemic to assist businesses.
“We created the Business Economic Support Team of Waterloo Region (BestWR) during COIVD-19 consisting of organizations that are fundamentally engaged in the economic activities through business in the region and have brought it back as a support mechanism for local businesses with respect to trade,” he explains. “It was created during the pandemic, but this is now really about a united force of business organizations helping local businesses navigate these turbulent trade waters.”
Besides the Cambridge and Greater Kitchener Waterloo Chambers, BestWR also includes Waterloo EDC, Communitech and Explore Waterloo Region.
“We are engaged right now with regional municipalities to create opportunities whereby we can offer a support role in helping local businesses find local or Canadian suppliers, or to expose local businesses to the products they currently manufacture or sell and may be able to find Canadian customers for,” says Greg, noting BestWR also has strong federal and provincial connections which they will use to assist businesses.
“We have the insight to be able to tap into key levers within provincial government and within the federal government to have input on what potential supports those governments may need to provide businesses to keep them moving through this turmoil.”
Ask the Expert returns
As a further measure to assist, both the Cambridge and KW Chambers have revived their online tool 'Ask the Expert'.
These weekly Zoom calls - created during the pandemic to provide business leaders with current information – will now provide an opportunity for manufacturers and businesses in the region who export to the U.S. to ask questions.
“We will invite various experts to take part in the one-hour call, and hopefully get some answers to their questions and help them keep their business humming along and doing the things they need to do to support their employees,” says Greg.
'Ask the Expert' will take place every Thursday, between 9-10 a.m.
“This all about businesses,” he says. “And how do we navigate the turbulent challenges ahead and make it a win for Canadian businesses.”
The Chambers have also revamped the chambercheck website (which offered timely resources for businesses during the pandemic) to provide a growing list of trade-related resources to inform and assist businesses.
Reasons for businesses to remain confident and optimistic:
Economic Resilience Canadian businesses have demonstrated remarkable resilience in the face of past economic challenges. Our diverse economy and strong trade relationships beyond the United States provide a buffer against potential disruptions.
United Response The Canadian government, provincial leaders, and business organizations like your local Chamber of Commerce are presenting a united front in response to this threat. This co-ordinated approach strengthens our negotiating position and demonstrates our commitment to protecting Canadian interests.
Potential for Internal Growth For years the Chamber network has been encouraging the government of Canada to remove interprovincial trade barriers and unlock the economic prosperity lying dormant in these archaic policies. This situation presents an opportunity to address long-standing interprovincial trade barriers and by removing them boost Canada's economy by up to $200 billion per year, potentially offsetting the impact of U.S. tariffs.
Mutual Economic Interests It's important to remember that the proposed tariffs would also significantly harm the U.S. economy. American businesses and consumers would face higher costs and reduced competitiveness, which could lead to pressure on the U.S. administration to reconsider this approach.
Time for Preparation With the proposed tariffs not set to take effect until at least March 1, there is time for diplomatic efforts and for businesses to prepare contingency plans as we work our business contacts and channels to influence key stakeholders in the U.S.
Leveraging Canadian Assets Canada continues to highlight its valuable assets that are strategically important to the U.S., including:
By emphasizing these assets, Canada is demonstrating that doing business with us is not just beneficial but strategically smarter than alternatives.
Government Support The Canadian government has a track record of supporting businesses during trade disputes. We can expect measures to be put in place to assist affected industries if the tariffs are implemented.
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As businesses navigate an era of rapid technological evolution, shifting workplace dynamics, and global interconnectedness, preparing your workforce for 2025 demands strategic foresight.
The key to success lies in fostering adaptability, embracing technological advancements, cultivating a culture of continuous learning, and prioritizing employee well-being.
“Whether it's the benefits program, whether it's salaries, the expectations of employees have gone up and I think also to the expectation of the business culture,” says Frank Newman, owner of Newman Human Resources Consulting. “I think people are making more and more decisions based on workplace culture.”
He says since the pandemic, the continuing trend of creating a strong workplace will become even more apparent in 2025 and beyond as potential employees look for reasons why they should work for a particular company.
Strong communication
“If a business owner can't answer positively what it's like to work there, then that’s going to be a problem,” says Frank. “As an employer, you have to look at your internal culture and determine what is it like. Are we behaving as we say we are? What are our values? And because it's still a competitive world out there, how do we differentiate ourselves?”
Ensuring your company brand is on target is key when it comes to navigating the current hiring environment, which he believes has become less civil since the pandemic in terms of the way some potential employees disrespect a company’s time, in some cases by not even showing up for a scheduled interview.
“I think as people we've got used to a little bit lower standard. So, as an organization, if you want to be the preferred employer or even the preferred partner to work with as a business partner, you need to up your game a bit because that's going to put you in good stead for the long run,” says Frank, adding sending a ‘thank you’ response to potential candidates just for applying is one way to make a positive impression.
“You want to make sure you increase your communication standards because everything is now subject to online reviews. The whole review concept is important - whether it's employee reviews or whether it's customer reviews – and to be aware and make sure you check them monthly because you don't know what people are going to say about your business.”
Safe environment needed
Good communication with employees also remains key, he says, noting in wake of the pandemic mental health issues continue to be an ongoing issue for many companies.
“The latest trend now is to make sure you have an employee assistance plan that can help with mental health and other counseling needs people have,” says Frank. “We live in an age of stress. It’s about having some tools for people to access, such as mental health professionals, or even just making sure that employees feel comfortable sharing.”
Creating a psychologically safe environment is a big part of developing a mental health strategy that works, taking into consideration the various pressures employees are under at work and at home.
Frank recommends conducting a pulse survey as a way to quickly collect feedback from employees to gauge their impressions of where the company stands at the moment. Depending on the size of your workforce, he says sitting down for a coffee and an informal chat can also be just as effective.
“It’s about keeping an ear to the ground in terms of what your employees are feeling and facing,” he says. “We don’t want tone deaf business owners; that’s not going to cut it these days and I think people are looking for more humanity from their business leaders.”
A continued trends towards hybrid work situations could also play into that sense of humanity as employers look for ways to engage with their online workforce.
“You’ve got to make sure you are finding ways to leverage that and build those connections when people are isolated at home,” says Frank, noting that many employers continue to see a surge in potential applicants when it comes to offering hybrid work. “Managers must think about that and what it does to their recruiting.”
Investing in leaders
He says trusting your employees promotes growth and productivity, and that mistrust erodes confidence.
“What companies should be thinking of now is really investing in leaders. So, it’s important to make sure your leaders are connecting with their people and being authentic,” says Frank. “Most people leave an organization not because of work, but because of the boss.”
He says trust also works in both directions, especially when it comes to companies maneuvering through the current economic and political turmoil facing businesses in North America.
“It’s really about planning ahead and also letting your employees know that you’re taking things seriously and have plans in place to deal with these issues, because sometimes they are not aware of what management is doing and that may create some uncertainty,” says Frank, noting when it comes to the future, a strong AI strategy to assist employees boost their productivity is also a key consideration. “Companies should be leveraging that as much as possible.”
How businesses can prepare their workforce for the challenges of the near future:
1. Embrace Technological Integration The workforce of 2025 will operate in a tech-driven environment. Businesses should:
2. Prioritize Employee Well-Being The pandemic highlighted the importance of mental health and well-being. A healthy workforce is a productive workforce. Companies should:
3. Focus on Reskilling and Upskilling As technology advances, certain skills will become obsolete while others gain prominence. To stay ahead:
4. Foster Agility and Innovation The ability to adapt to change and innovate will be critical in 2025. Encourage:
5. Leverage Workforce Analytics Data-driven decisions can significantly enhance workforce management. Businesses should:
6. Commit to Sustainability The workforce increasingly values companies that prioritize environmental and social responsibility. Businesses should:
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The end to the recent Canada Post strike came as welcomed news to many businesses but it has inevitably raised concerns about the reliability of one of Canada’s primary delivery services.
While strikes are not uncommon, the disruption they cause can have lasting effects on stakeholder confidence. For many businesses, especially small and medium enterprises (SMEs), this disruption may have eroded trust in Canada Post as the overall impacts continue to be tallied.
“This has been totally devastating to us and our 900 customers,” says Frank Mosey, owner of Tstone Mailing Inc., a Cambridge-based direct mailing business. “Currently, we have lost about 250K in revenue and that pales in comparison to what our customers are experiencing.”
He is not alone. According to Canadian Federation of Independent Business (CFIB) President Dan Kelly, smaller firms had been losing $100 million per day with a total damage of $1.6 billion since the month-long strike started Nov. 16.
“Nearly three-quarters of small firms report they will reduce their dependence on Canada Post going forward, making it even more challenging for the corporation to operate in the future,” he was quoted by the Financial Post.
Reliability an issue
To restore confidence, Canada Post will need to demonstrate its reliability in the months ahead. Proactive measures, such as transparent communication, operational improvements, and compensatory programs for affected businesses, could help mitigate lingering concerns.
“There’s no question about it, there is a lot of Canadian businesses that aren’t going to have faith in the Canadian postal system any longer and they are going to try and find alternative solutions; whether it’s through technology or whether it’s through other services that are available,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “I think the message to Canada Post is ‘you’d better fix what’s wrong’. Canada Post can't keep losing $750 million dollars a year and continue to operate and really needs to figure out how to do things better.”
While he believes Canada Post workers deserve a wage increase and to participate in a fair negotiation, he says the impact of this labour dispute reached the critical stage very quickly and that support for the 55,000 striking Canada Post workers rapidly waned as the strike dragged on.
Key bargaining issues have centred around potential expansion into weekend deliveries, with the two sides at odds over how to staff the expansion, plus wage increases, a cost-of-living allowance, and more job protections. Canadian Union of Postal Workers (CUPW) members resumed operations Dec. 17 under the terms of the current collective agreements until May 22, 2025.
Businesses need predictability
During the strike, the Canadian Chamber of Commerce network sent two letters to Labour and Seniors Minister Steven MacKinnon and Public Services and Procurement Minister Jean-Yves Duclos, calling for intervention from the Federal Government to end the walkout. The letters were signed by Chambers and Boards of Trade nationwide, including the Cambridge Chamber.
“According to Statistics Canada’s Canadian Survey on Business Conditions, 90 percent of businesses that recently experienced supply chain obstacles expect those difficulties to either persist or worsen over the coming three months,” the second letter dated Dec. 11 stated. “Businesses need predictability in our supply chains, and yet another labour disruption has unfortunately continued the alarming trend of work stoppages limiting Canada’s ability to deliver goods. This issue extends far beyond gifts and holiday cards; it affects the viability of small businesses and families’ livelihoods.”
Greg agrees and says Canadian businesses should not be held responsible for Canada Post, especially if talk of a potential bailout surfaces if the Crown corporation can’t make the necessary repairs to its financial house.
Shipments continue to shrink
“I think Canada Post has to be responsible for itself. Canadian businesses will support it if it takes that responsibility and does the things it needs to do in order to become profitable, or at least break even,” he says.
In terms of finances, according to its 2023 Annual Report Canada Post recorded a loss before tax of $748 million, compared to a loss before tax of $548 million in 2022 and predicts larger unsustainable losses in the future unless structural challenges with its operating model are addressed.
Also, the postal service’s share of the parcel market has fallen to 29 per cent from 62 per cent before the COVID-19 pandemic, as Amazon and other competitors seized on skyrocketing demand for next-day doorstep deliveries. Canada Post’s shipments have shrunk by nearly a quarter since 2020 to 296 million parcels in 2023.
“Businesses are fed up with government agencies and institutions who leave them in a lurch at a very difficult time and they’re going to try find solutions that will give them a permanent fix to the problem,” says Greg. “I’m sure there are many Canadian businesses that have already done that.” |
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The Accessibility for Ontarians with Disabilities Act (AODA) takes effect Jan. 1 and is essential for businesses, both as a legal requirement and as a tool for fostering inclusivity, enhancing customer experience, and improving workplace culture.
Enacted in 2005, the AODA aims to make Ontario fully accessible by 2025, covering areas like customer service, employment, information, communications, and built environments.
Ontario is home to 2.6 million people with disabilities, representing a significant portion of the market. By ensuring accessibility, businesses can attract and retain customers who might otherwise face barriers.
This includes creating accessible websites, physical spaces, and communication channels that cater to individuals with visual, auditory, mobility, or cognitive disabilities. Accessible businesses often enjoy higher customer satisfaction and loyalty, as their efforts resonate with people who value inclusivity.
The AODA also focuses on creating inclusive workplaces. By removing barriers in recruitment, training, and career development, businesses can access a broader talent pool.
Individuals with disabilities bring diverse perspectives and innovative problem-solving skills, enriching workplace dynamics. Accessible work environments improve productivity by enabling all employees to perform at their best and by fostering an inclusive culture enhances employee morale and engagement.
The AODA mandates public, private, and non-profit organizations to implement measures that improve accessibility across five key areas:
Businesses must meet compliance deadlines depending on their size. For example, larger organizations (50+ employees) have more detailed requirements, such as filing accessibility compliance reports. Key responsibilities include:
The Integrated Accessibility Standards Regulation (IASR) is a central component of the AODA. Starting Jan. 1, 2025, businesses must ensure full compliance with all IASR standards. The key obligations include:
Accessible Websites and Digital Content
Businesses must ensure their websites and web content conform to WCAG 2.0 Level AA standards. This includes making online platforms usable for individuals with visual, auditory, or physical disabilities by providing:
Workplace Accessibility
Employers must have policies and practices in place to provide:
Customer Service Standards
Businesses must provide barrier-free customer service, which includes:
Design of Public Spaces
Organizations responsible for public spaces must comply with accessibility standards for:
The government is expected to intensify enforcement efforts, including audits and penalties for non-compliance. Filing timely compliance reports is a critical part of this process.
Organizations that fail to file or lag behind on accessibility measures may face reputational damage, in addition to legal and financial consequences. Failing to meet AODA standards can result in fines:
To meet the deadline, businesses should:
The AODA is more than a legal obligation; it’s a pathway to inclusivity, innovation, and business growth. By embracing accessibility, businesses not only comply with the law but also create welcoming spaces for customers and employees alike.
Click here to see if your business is prepared.
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The holiday season is an important time to boost the bottom line for retail businesses.
But just how much consumers are spending this year is hard to pin down, says Brad Davis, a retired Associate Professor at Wilfrid Laurier University’s Lazaridis School of Business and Economics, who specializes in consumer behaviour and trends.
According to the Retail Council of Canada (RCC) and Leger, this year average holiday spending was expected to be around $972, which is up $74 or eight per cent from the 2023 holiday season. Meanwhile, PwC Canada says Canadian consumers were planning to spend an average of $1,853 on gifts, travel, and entertainment this holiday season, a 13% increase over last year.
Shoppers, it seems, are adopting more strategic behaviours when it comes to gift giving. With inflation still impacting prices, an Angus Reid Group study indicates that 71% of Canadians are budgeting carefully, seeking promotions, and comparing options extensively.
Black Friday and Cyber Week have remained key shopping periods, with many delaying purchases to capitalize on discounts.
“The last few years I've taught I've been kind of really disparaging about spending surveys and I think you see so many of them where the results say one thing and then the actual behaviour is totally different,” says Brad. “I think we've created this environment where there's kind of a disconnect between immediate gratification of purchase and then the actual feeling of having spent money you don't see until the credit card bill arrives.”
That same Angus Reid Group survey, conducted from Oct. 15-21 from among approximately 1,500 Canadians 18 and older, also indicates at least 46% of holiday shoppers were planning to spend less this year.
Sustainability and quality key factors
Sustainability and quality are also playing a significant role in purchasing decisions this year. Shoppers increasingly prefer high-quality, longer-lasting items and even second-hand products. For retailers, offering compelling loyalty programs and promoting ethical practices could further attract this value-driven demographic.
Brad says while the holiday shopping season is an important time for many businesses, planning for the long term has also become a priority.
“You’ve got the sales now and the cash flow, but there is so much stuff going on with artificial intelligence and the relationship between online and bricks and mortar stores,” he says. “There’s that balance between being very reactive to what’s happening now and not compromising what you’re going to have to do for that long-term adjustment to current changes. I think many are still dealing with kind of a post-COVID restructuring.”
According to the Angus Reid Group, 26% of Canadians were planning to do most of their holiday shopping in-store this year, while 34% will do the majority online. With half (48%) of small businesses finding it harder to compete with the rise of online giants.
Survey results show Ontarians are leading nationwide in online shopping, with 41% of their holiday budget spent digitally, balancing this with the tactile experience of in-store shopping, something Brad says is hard to define for many retailers.
“Every retail space has presumably different consumer experience expectations,” he says, adding the term ‘customer experience’ is the mantra retail experts often tout. “But when you have so much traditional retail stuff or a customer experience which is designed to create that kind of more spontaneous or in-store decision making, how do you balance that with online?”
By focusing on value, engaging promotions, and omnichannel excellence, experts say Ontario retailers and businesses should be maximizing their potential this holiday season.
Some key spending drivers this holiday season:
Consumer spending growth: Rising disposable incomes, particularly among millennials and Gen Z, are fueling higher expenditure on gifts, travel, and entertainment.
Preference for online shopping: Retailers with robust digital platforms and promotions, especially during key events like Black Friday and Cyber Week, are poised for success.
In-store experience matters: While online shopping grows, 62% of Canadians still value the tactile experience of in-store shopping. For Ontario retailers, curating an engaging, festive in-store atmosphere could capture the attention of consumers seeking the traditional holiday shopping experience.
Strategic shopping and sustainability: Items like clothing, home essentials, and gift cards dominate wish lists. Retailers offering eco-friendly options or emphasizing value-driven strategies are likely to resonate with shoppers.
Impact of promotions and loyalty programs: Businesses offering early deals, compelling promotions, and customer-centric loyalty programs will stand out during this competitive season.
Challenges facing Ontario businesses:
Economic uncertainty: While economic indicators are improving, the lingering effects of inflation mean that consumers remain cautious. Retailers need to balance pricing strategies carefully to attract budget-conscious shoppers without eroding profit margins.
Supply chain and inventory management: Ensuring adequate inventory while avoiding overstock is critical. Supply chain disruptions seen in previous years underline the importance of proactive planning.
Diverse consumer preferences: Businesses must cater to a broad range of consumer priorities, from those seeking traditional gifts to those favoring experiences or sustainable options. Flexibility and adaptability will be key. |
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Effective communication is the cornerstone of a successful workplace.
Whether collaborating on a project, resolving a conflict, or simply exchanging ideas, the ability to communicate effectively can significantly impact productivity, morale, and relationships. One of the most crucial aspects of effective communication is understanding the diverse communication styles present among colleagues.
At the Chamber’s Dec. 12 Business Growth Series session, entitled Understanding Your Workforce to Unleash Their True Superpowers, leadership development consultant Andrew Leith will examine this topic by diving into the psychology of self-perception and how well we understand those around us, especially in the workplace.
Workplaces are often composed of individuals with varied personalities, cultural backgrounds, and professional experiences. These differences influence how people express themselves, interpret messages, and respond to others. By understanding these preferences, teams can reduce misunderstandings, foster mutual respect, and create an environment where everyone feels heard and valued.
“If we can understand how certain people like to communicate, and understand that certain people, including some that are neurodivergent, communicate in certain ways we can then start to isolate which ways are best to communicate with the people in our company,” says Andrew, President of Octant Executive Advisory Group.
Neurodivergent communication refers to the ways those with neurodiverse conditions, such as autism, ADHD, dyslexia, or other cognitive differences, express and process language, and interaction.
Thinking ‘outside the box’
“But this is about being accommodating to people, whether they’re neurodivergent or not, and hopefully understanding our organizations better and understanding the ‘superpowers’ of the people that work with us and how we can unlock their potential," he says.
To accomplish this, Andrew will lead participants through a few activities to help them to start thinking ‘outside the box’ when it comes to their own communication styles and those around them.
“I’m not going to diagnose people. We’re not here to tell anyone that they are neurodivergent,” he says. “But if we can understand how certain people like to communicate, we can start to isolate which ways are best to communicate to the people in our company.”
As an example, Andrew says a company may have employees who prefer communicating through emails or text messages, rather than Zoom meetings or even face-to-face, while there may be others who do their best work when faced with either longer or shorter deadlines. He says many employers are realizing they can’t paint all employees with the same ‘brush’ when it comes to communication.
“Many have been communicating with the same expectations from day one and now all of sudden they realize they have a diverse group of thinkers and communicators in their company that require a little bit of accommodation,” says Andrew. “We always think of accommodation as being inconvenient, but it doesn’t have to be inconvenient.”
Accommodation can help bottom line
Instead, he says accommodating an employee’s specific communication needs can yield exponential dividends for an organization and can increase the bottom line, as well as strengthen employee retention.
“Acquiring new employees is an arduous task in Ontario right now and retaining employees is top of mind for everyone,” says Andrew, noting that many Gen X employees have become more focused on quality of life rather than achieving promotions at work.
In fact, a recent Randstad survey showed that 42% of Americans say promotions in the corporate world are no longer a priority.
“Go back 20 years and was there anyone in the corporate world that didn’t want a promotion?” quips Andrew. “I think that speaks volumes about quality of life and employee retention.”
But understanding communication styles goes beyond day-to-day tasks; it also strengthens interpersonal relationships. When colleagues feel understood and respected, trust grows. For example, some individuals may value frequent check-ins and verbal affirmation, while others might prioritize autonomy and written communication. Recognizing and honouring these preferences demonstrates empathy and consideration, which are foundational to positive workplace relationships.
Andrew hopes this Business Growth session will help employers gain more insight in creating a more diverse and productive workforce.
“If there’s one thing that I hope people will get out of this session is, depending on how large your organization, there’s a good chance you may already have someone working for you that has a lot of the answers you need,” he says. “You just need to create the environment for them to be able to do that.”
The Business Growth Series session ‘Understanding Your Workforce to Unleash Their True Superpowers’ takes place Dec. 12 at the Chamber office from 9- 11 a.m.
Click here to learn more. |
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The holiday shopping season is a bustling time for many businesses, but it also attracts increased criminal activity.
With higher foot traffic, extended hours, and valuable inventory on display, businesses can become prime targets for theft, fraud, and other crimes.
“It really is going to depend on the type of what business you have,” says Const. Chris Iden, Public Information Officer with the Waterloo Regional Police Service, explaining that putting promotional material or displays at the front of the business often limits visibility inside the store. “Business operators should make sure things are well visible from the outside since a criminal ultimately doesn’t want to be seen when they’re doing their act.”
Also, he says having security cameras is a plus for businesses, noting feasibility is often a big issue especially for smaller ones.
“If people are going to invest in a camera system, which I heavily encourage, just be aware that it’s not always a deterrent. But it does assist in the investigation quite heavily,” says Const. Iden, adding it’s become common for some businesses to be targeted multiple times by thieves. “What’s important is to make sure that you’re not setting yourself up again and you learn how a crime can be prevented from happening again.”
Break and enters a focal point
He recommends communicating with staff when it comes to strengthening your security measures, especially this time of year.
“Your staff is normally the eyes and ears of your business,” says Const. Iden. “They see what is happening.”
In terms of local crime overall, Const. Iden says a key focal point for WRPS is break and enters as well as robberies involving violence and weapons.
Data shows that the Crime Severity Index (CSI) in the Waterloo Region decreased by 4.4% in 2023, with violent crime severity dropping by 5.7% and non-violent crime severity by 3.7%. These reductions suggest some success in addressing key public safety issues. However, despite this improvement, the region remains the second highest among major Ontario cities for severe crime, surpassed only by Thunder Bay.
“It goes without saying that gun violence throughout the region is a big focal point,” says Const. Iden.
Economic strains, organized crime, and the opioid crisis have been identified as significant contributors to crime in the region, which is why he says community engagement is pivotal. This includes having business owners or their employees immediately report incidents, depending on the situation, which may require a 911 call or by filing an online report.
“We take all that information in, and it helps dictate our strategized policing model,” says Const. Iden, noting the Galt core due its transient population and the commercial area around Hespeler and Pinebush roads due to its proximity to Highway 401 remain ‘hotspots’ for criminal activity in Cambridge.
Police reactively responding
“We have our (WRPS) direct action response team that’s constantly working in these two areas,” he says, adding the WRPS’ community engagement unit works closely with The Bridges shelter when it comes to the city’s unhoused population. “If we can get people to the resources they need and hopefully get them into some kind of subsidized housing, it will address these issues in the long term.”
But in the meantime, Const. Iden says the WRPS continues to reactively respond to calls from businesses, whether it’s a property crime or reports of unwanted persons.
“Businesses are reaching out and they’re curious since things are always changing. It’s hard to forecast how things are going to look in the future, especially since we’ve had such a social dynamic change in the last few years,” he says. “Our call volume is going up every year and it’s one of the challenges we have, but we’re definitely doing our best with what we’ve got, and I can tell you we are aware of the issues happening and are not turning a blind eye.”
Crime by the numbers
Regional stats compiled by the WRPS from Jan. 1-Nov. 14, 2023, and Jan. 1 to Nov. 14, 2024:
Commercial Property Damage 2023: 114 calls 2024: 93 calls
Unwanted persons (Commercial) 2023: 682 calls 2024: 711 calls
Commercial Thefts (Under $5,000) 2023: 322 Calls 2024: 272 calls
Shoplifting (Under $5,000) 2023: 819 calls 2024: 1223 calls
Implementing preventive measures can reduce risks and help your business operate securely. Here are some tips:
1. Secure Your Premises Install High-Quality Locks: Use deadbolts and reinforced locks on all doors and windows. Use Security Cameras: Install visible surveillance cameras both inside and outside the premises. Adequate Lighting: Ensure all areas around your property, including entrances, exits, and parking lots, are well-lit to discourage criminal activity.
2. Control Access Restrict Employee Access: Limit who can access sensitive areas such as cash registers, safes, or stockrooms. Key Management: Implement a key control system to track who has access to keys and change locks if keys are lost. Electronic Access Systems: Consider using swipe cards or biometric systems for added security.
3. Train Your Staff Recognize Suspicious Behaviour: Educate employees on how to spot and respond to suspicious individuals or activities. Handle Cash Safely: Train staff to minimize the amount of cash on hand and make bank deposits at varying times to reduce predictability. Emergency Procedures: Conduct regular drills so employees know what to do in case of robbery or other emergencies.
4. Invest in Technology Alarm Systems: Install a reliable alarm system with motion detectors and glass break sensors. Inventory Tracking: Use inventory management software to detect discrepancies that may indicate theft. Remote Monitoring: Enable remote access to security systems so you can monitor your business anytime.
5. Collaborate with Police Build Relationships: Develop a rapport with local law enforcement and participate in community crime prevention programs. Report Suspicious Activity: Inform the authorities immediately if you notice unusual behaviour or suspect criminal intent.
6. Create a Community Network Neighbouring Businesses: Share crime prevention strategies with nearby businesses to keep the area secure. Join Business Watch Programs: Participate in local programs where businesses collaborate to deter criminal activity.
7. Insure Your Business Adequate Coverage: Ensure your insurance policy covers theft, vandalism, and other potential losses. Review Regularly: Update your policy as your business grows or changes to maintain adequate protection. |
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Entrepreneurship is often idealized as the ultimate path to freedom, success, and financial independence. However, the reality is that pursuing an entrepreneurial journey is filled with challenges, sacrifices, and uncertainty.
For some entrepreneurs, the dream can sometimes become too overwhelming, leading them to consider stepping away from their plans. But this may not be the best course of action, says Keith Peers, owner of T&R Group in Cambridge, a business consulting firm that offers small business growth systems, coaching and strategic planning.
“Generally, true entrepreneurs are visionaries and they’re willing to take risks to do something they believe in,” he says. “If you’re an entrepreneur and you’re passionate about something, listen to yourself. Not others.”
Keith says while consulting with business professionals such as accountants, bankers, or lawyers, is a natural step for entrepreneurs to take, they must also remember these professions are based on risk averse.
“If you’ve got passion and an idea, the best advice is to look at yourself in the mirror,” he says, noting that many ideas like the Sony Walkman or iPod likely came under scrutiny in the beginning. “First and foremost, do you believe it in your gut that it’s going to work? Is there a market for this?”
Mistakes can lead to learning
Keith says recognizing a want or filling a need can be the key questions at the top of the checklist for an entrepreneur, adding that overcomplicating or oversimplifying the situation when they are developing a business plan are common mistakes.
“It’s finding that balance,” he says. “Rather than have all the possible permutations of what you’re doing nailed down, get it to the point where it’s good enough for now and then you learn, and you can evolve.”
Keith believes when starting a business, an entrepreneur doesn’t really make mistakes.
“A mistake is only a mistake if you don’t learn from it,” he says, noting that even if things aren’t going as planned, they don’t necessarily constitute as a mistake. “Is everything going as planned? Absolutely not. But that doesn’t mean you’re making mistakes.”
Keith says it’s not uncommon for an entrepreneur to ‘fail’ and take several years before achieving success.
“Most would tell you that they failed many times before they succeeded. But it wasn’t really failing, it was learning, and they just took a different approach and maybe tried different things. The only time you give up is when you lose your passion,” he says. “My job as a consultant is to help them get through those tough times so that they can land on something that works and come up something that’s hugely beneficial for society.”
Here’s a few key strategies that can help entrepreneurs stay driven, focused, and resilient, even in the face of setbacks:
1. Set Clear, Attainable Goals Entrepreneurs often have visionary ambitions but breaking these down into achievable milestones makes them feel more manageable and provides a sense of accomplishment along the way. Setting both short-term goals (like weekly or monthly targets) and long-term goals (like annual revenue or business expansion) creates a balanced road map that keeps motivation steady. Each small win fuels the journey forward.
2. Build a Strong Support Network A support network of like-minded entrepreneurs, mentors, and even friends and family can provide invaluable encouragement. Networking events, mastermind groups, or online communities offer a place to share experiences and gain advice. Surrounding yourself with supportive people makes you more resilient, especially when you encounter difficult periods. They offer fresh perspectives, validation, and encouragement, all of which help you to stay motivated.
3. Embrace Learning and Personal Development Embracing a growth mindset – the belief that your abilities can be developed – keeps you engaged and inspired. Take time to read books, attend workshops, or listen to podcasts relevant to your industry. Learning something new that you can apply to your business adds a fresh element of excitement, prevents stagnation, and helps you continuously improve your skills and mindset. Personal development not only enhances your expertise but also brings a renewed energy to your work.
4. Practice Self-Care and Mindfulness The demands of entrepreneurship can be intense, and burnout is a real risk. To avoid this, self-care and mindfulness practices should be a regular part of your routine. Establishing healthy habits, like setting boundaries and taking regular breaks, keeps your energy high. Practicing mindfulness can also improve focus, making it easier to concentrate on your goals without becoming overwhelmed by stress.
5. Celebrate Your Successes It’s easy to skip over achievements in pursuit of the next goal. However, celebrating each success, no matter how small, is vital for staying motivated. Acknowledging your accomplishments reinforces positive behaviors and reminds you of the progress you’ve made. Celebrations can be as simple as taking a day off, sharing your success with your team, or treating yourself to something special.
6. Remember Your "Why" Entrepreneurship often begins with a clear sense of purpose – a “why” behind the business. Reconnecting with this purpose during challenging times can reignite your passion and give you the strength to keep going. Whether it’s solving a problem, making an impact, or achieving financial freedom, reflecting on your core motivation can offer a powerful reminder of why the hard work is worthwhile.
7. Adapt and Stay Flexible Accepting that challenges and failures are part of the journey helps maintain motivation when things don’t go as planned. Instead of seeing setbacks as failures, view them as learning opportunities. Adaptability keeps you moving forward, allowing you to pivot and make necessary adjustments. Being open to change and continuously refining your strategy can reignite your motivation by showing you’re capable of evolving and succeeding. |
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The small Canadian businesses with high-growth potential and expectations might not be the ones you have in mind, says a new report from the Canadian Chamber of Commerce’s Business Data Lab (BDL).
The report, entitled Scaling Success: The Characteristics of High-Growth Small Businesses in Canada, shows that while many Canadians might think of the tech sector when thinking of firms with high-growth potential and expectations, the common characteristics for small businesses that are most likely to project high growth are, in fact, quite different. These firms typically:
The findings in the report do not come as a surprise, says Cambridge Chamber of Commerce President and CEO Greg Durocher, noting the important impact small and medium-sized businesses have on our economy.
“A lot of people, especially those in decision-making positions of the government, look at small businesses as ‘mom and pop’ organizations on ‘Main Street’, but overlook the fact that even the major employers we have in this country today all started off as small businesses,” he says, noting the success of a previous Cambridge Chamber program several years ago that promoted small businesses called Small Business Too Big to Ignore. “Everything starts small and it’s one step at a time to reach the pinnacle of corporate success.”
According to Statistics Canada, approximately 98.6% of businesses are considered small with less than 100 employees and historically, small businesses have been a key driver of job creation in Canada, employing nearly 70% of the private sector workforce. Despite slower employment growth over the last four years, small businesses continue to account for almost (43%) of all job gains.
Greg says the government, both federal and provincial, must recognize the fact that growing small businesses is the future of economic growth and prosperity in Canada.
Stronger government connections needed
“It’s kind of like nurturing a child. You want that child to be extremely successful and we as parents do things to help that child through the growing and learning years. It’s the same thing government needs to do for small businesses,” he says, adding this is particularly key for a growing number of businesses started by newcomers. “They are coming to Canada for an opportunity and in many cases, they are starting small businesses because they have skills or expertise in other areas but can’t find work, so they create their own opportunities.”
The report details how approximately 12% of small businesses project growth of 11% or more, compared to almost 8% of medium and large businesses. Three percent of small businesses believe they can achieve “high-growth status,” defined as annual growth of 20% or more.
To help small businesses scale effectively, the report recommends public policy that targets firms’ biggest challenges by simplifying financing, reducing regulatory burdens, fostering export growth, and prioritizing upskilling.
To assist, Greg says the government needs to create stronger connections with small businesses which isn’t easy since nearly one and half million exist in Canada and that their ‘voices’ are often watered down. More often, he says decision-makers can easily connect with much larger businesses since there are fewer of them.
“In most cases they are household names and really big companies,” says Greg, noting these same companies often rely on smaller businesses as suppliers. “But the fact of the matter is that small businesses really need a hand up and support to grow to become medium sized or larger employees.”
Chambers a conduit for government
He says Chambers of Commerce, located in most communities nationwide, are the ideal conduit for government to nurture connections with those smaller operations.
“The mantra of ‘Small Business Too Big to Ignore’ is something the Chamber network should be carrying as a banner. That’s our wheelhouse. We have a personal relationship with these businesses.”
The report also underscores increased input costs, inflation, difficulty attracting and retaining labour, and weak consumer demand as key challenges to growth. The most crucial factors for growth include access to financing, the ability to export, technological adoption and a supportive policy environment.
“Canada needs more high-growth firms,” says Marwa Abdou, the report’s lead author and BDL Senior Research Director. “Years of slow economic growth, low productivity and underinvestment have weakened our global competitiveness and resulted in declining living standards for Canadians. Historically, it’s small businesses that have been a key driver of job creation in Canada.”
Click here to read the full report. |
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The strength of the Chamber network when it comes to advocating for the business community was very apparent recently as representatives from Chambers of Commerce and Boards of Trade nationwide recently gathered in Halifax to debate and approve policies aimed at boosting Canada’s economy.
Several hundred delegates gathered Oct. 16-19 at the Canadian Chamber of Commerce’s CCEC Conference and AGM to network, hear from several high-profile business and industry leaders, but more importantly debate policies that can make a difference at a time when Canada’s productivity is suffering to the point where we rank the lowest among the G20 countries, and small businesses continue to face hardships.
“I do think regulation is one of the biggest challenges facing Canadian productivity,” said Shaena Furlong, President & CEO of the Richmond Chamber of Commerce in B.C, while speaking as part of a panel discussion on the outlook for small business. “I think generally in Canada, and this is across all regions, we have problem in that the folks who are imposing regulations on business have only ever signed the back of a pay cheque and there is a sentiment that business and industry are a bottomless well and it’s not just true.”
Delegates were told by Isabelle Hudon, President and CEO of BDC, there are now 100,000 fewer entrepreneurs in Canada than there were 10 years ago, an issue touched on by outgoing Canadian Chamber President and CEO Perrin Beatty during a special tribute to his 17 years as head of the organization.
Network provides a strong voice
“Capital is fluid, and you are not going to know when an investor chooses not to stay in Canada or not to invest in Canada,” he said. “We need to increase our ease in doing business.”
However, Perrin credited the work of the Chamber network and its advocacy efforts to create a better climate for businesses.
“Businesses have never more greatly needed a strong, effective and organized voice,” he said. “I’m confident the Chamber can make an even greater contribution to Canada in the future. You are the ones who will carry out that mission. It will be your imagination and your commitment, your energy and your collaboration that will create a brighter future for our country.”
This sentiment is shared by Cambridge Chamber of Commerce President & CEO Greg Durocher who says a key role of Chambers is to develop policies that can lead to fundamental changes in legislation to create environments where businesses can thrive and in turn, communities can prosper. Greg attended the AGM, along with Board Chair Murray Smith and the Chamber’s policy writer Brian Rodnick.
“The policies approved by delegates at the Canadian Chamber AGM and Ontario Chamber AGM provide the tools needed to urge both the provincial and federal levels of governments to make decisions that can assist our economy,” he says. “The Chamber network from coast-to-coast provides a strong voice for businesses.”
At this year’s Canadian Chamber AGM, just over 40 of the policy resolutions presented by Chambers and Boards of Trade nationwide, were approved by nearly 300 voting delegates.
The policies – which now become part of the Canadian Chamber of Commerce’s ‘official playbook’ - touched on the following areas: taxation and finance; labour, skills, and immigration; transportation and infrastructure; agriculture; health; manufacturing; and international affairs.
A policy submitted by the Cambridge Chamber and four others co-sponsored by the Chamber received overwhelming support:
Calling for a comprehensive, independent review to simplify Canada’s tax code Delegates supported a call to reform Canada’s tax system by establishing an independent, comprehensive review of the tax system ensuring its terms of reference focus on simplification and modernization, identifying potential changes to encourage more economic prosperity for Canadians.
Implementing a Canada Trade Infrastructure Plan (CTIP) (co-sponsored) The Chamber network supported a move to have the Federal Government implement, in cooperation with the national business sector and Provinces-Territories, a Canada Trade Infrastructure Plan to guide future planning and construction activities. The hope is to help grow the economy nationwide and ensure that all trade corridors have the capacity to move Canadian goods and service as markets expand.
Increasing capacity across Canadian manufacturing (co-sponsored) Delegates supported a call for the Federal Government to implement a 10% refundable manufacturing investment tax credit for all operations nationwide, like the current Atlantic Investment Tax Credit.
Addressing the affordability crisis by getting back to fiscal balance & right sizing (co-sponsored) The Chamber networked supported a series of recommendations to bolster the economic wellbeing of the private sector, including working toward bringing down the level of debt, reviewing government expenditures, if necessary, via a Royal Commission, mandated reviews across all ministries and departments that re-examine government services and the implementation of a cash pooling arrangement within and between all departments and ministries.
Improvements to the Artificial Intelligence and Data Act (co-sponsored) The delegates approved a series of recommendations calling for more public consultation when the legislation gets rolled out and assurance that regulations imposed on the industry allow it to remain competitive with other countries including our major trading partners. Also, the policy called for the Federal Government to separate AIDA from Bill C-27 to ensure that it receives due attention and is not held back by other controversial legislation as well as clarifying what makes an AI system ‘high impact’ to better enforce the regulations. |
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Brian Rodnick 231 February 7, 2025 |
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Greg Durocher 41 July 28, 2023 |
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Canadian Chamber of Commerce 24 January 29, 2021 |
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Cambridge Chamber 2 March 27, 2020 |