Blog - Cambridge Chamber of Commerce

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:

 

  • Energy resources
  • Critical minerals
  • Nuclear power capabilities
  • AI research excellence
  • Lumber and building materials
  • Automotive
  • Agriculture

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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The following column by Cambridge Chamber President and CEO Greg Durocher appears in the winter edition of our INSIGHT Magazine

 

There’s a chance we might be panicking over nothing after Donald Trump was again elected this past fall as President of the United States, defying political norms in a way few others have.

 

Despite being a convicted felon—yes, by a jury of his peers, not a partisan judge—Trump secured his return to the highest office in the land, with a staggering 34 convictions under his belt. His campaign rhetoric was, as always, polarizing and often crossed the line of decency. 

 

Politics has clearly changed since there was a time when even a fraction of Trump's controversies would have ended a political career. Yet here we are. Some Canadians celebrated his victory, but it perplexes me why anyone north of the border would since he has demonstrated little regard for Canada, dismissing us as an afterthought despite our deep economic ties.

 

The truth is America’s prosperity is intrinsically linked to our resources and partnership.

 

Canada: An Indispensable Ally

 

Consider this: 60% of the crude oil the U.S. consumes comes from Canada. Saskatchewan supplies uranium, which is essential for energy production and national security, and potash essential for the agriculture industry. Quebec powers the northeastern United States with hydroelectricity. Alberta’s natural gas and Canada’s aluminum and steel exports are cornerstones of U.S. infrastructure.

 

But what would happen if we turned off the taps? A trade war would hurt us both, but Canada’s contribution to the U.S. economy is undeniable. Trump’s focus should be on challenges like China and Russia, not antagonizing U.S. allies.

 

Revisiting NAFTA and Trade Tactics

 

However, his threats are nothing new since we’ve seen this playbook before. In 2016, Trump declared NAFTA (North American Free Trade Agreement) dead, demanding a "fair deal." After much posturing, the agreement was merely updated—something long overdue. Trump called it a victory, and his supporters cheered him on, but the changes were only modest at best.

 

Similarly, his famous promise to build a wall funded by Mexico resulted in just 732 km of construction—most of which replaced existing barriers. Mexico, of course, didn’t pay a dime and some of the "new" wall even deteriorated quickly, bogged down by allegations of corruption among Trump’s staff.

 

The Reality of Trump’s First Term

 

Let’s be honest—Trump’s first term was marked by unfulfilled promises and many controversies. His pandemic response was completely disastrous, with state governors openly criticizing his lack of leadership. Who could forget his infamous suggestion to inject bleach as a COVID-19 treatment? Why would a person even suggest that? Trump signed agreements that drove up gas prices, contributing to inflation.

 

Running a country is vastly different from running a private business, and Trump’s approach often revealed his lack of governance expertise.

 

What’s Next?

 

His 25% tariff plan threat on Canadian goods are likely bluster—an opening gambit to pressure Canada and Mexico into renegotiating trade agreements. It really is a strategy very reminiscent of his NAFTA theatrics.

 

In the end, we’ll likely see a slightly revised deal that Trump will tout as another one of his "wins." Of course, his base will applaud, despite little substantial change.

 

Canada’s Challenge

 

For Canadians, Trump’s presidency is very concerning since his leadership style— always chaotic and self-serving—offers no real benefit to Canada. Therefore, we must brace ourselves for uncertainty and prepare to protect our interests.

 

Meanwhile, south of the border, Americans will face the consequences of his polarizing and often ineffective leadership.

 

In the end, Trump’s bravado may have won temporary support from his base, but we must remember it’s critical to separate rhetoric from results. As the old saying goes, “Be careful what you wish for—you just might get it.”

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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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Assisting small and medium-sized manufacturers is critical for several reasons, including economic growth, innovation, job creation, and regional development. 

 

By investing in their success, governments, industry leaders, and policymakers can help create a more inclusive, dynamic, and sustainable manufacturing sector that benefits not only individual businesses but also the broader economy and society at large.

 

According to the City of Cambridge’s website, the manufacturing sector accounts for approximately 22% of the city’s labour force and includes more than 500 businesses and employs more than 15,000 people. In Waterloo Region, more than 17.5% of residents in total are employed in the sector making it the fourth largest manufacturing centre in Canada.

 

The Cambridge Chamber of Commerce has long since recognized the vital role these SMEs play in our community and as an organization that champions momentum to spark economic growth has developed a new program in partnership with Toyota Motor Manufacturing Canada (TMMC) to assist them. 

 

Entitled Manufacturing SkillUp for SMEs, this six-part learning opportunity led by a team of industry experts focuses on a variety of topics important to small and medium-sized manufacturers.

 

These include AI integration, supply chain dynamics, mastering customer service, bridging cultures in the workplace, precision advancement, and developing a Kaizen strategy. 

 

Productivity lagging in Canada

 

The program is available to both Cambridge Chamber members and non-members throughout Waterloo Region.

 

Cambridge Chamber of Commerce President and CEO Greg Durocher said the launch of the program comes at the right moment considering Canada’s productivity continues to lag.

 

According to a recent Financial Post article referencing Statistics Canada data, labour productivity at Canadian businesses has declined for two consecutive quarters, after a 0.3 per cent drop in the first quarter of 2024, with 11 of the 16 main industries recording declines. At an annual rate, productivity in Canada – which has been lagging for decades - fell by 0.7 per cent and since 2019 has declined 0.5 per cent. 

 

“We thought it would be a good idea for us to develop a program for small and medium-sized manufacturers and advanced manufacturing firms so they are able to learn leading edge technologies and leading-edge performances that can make them a better and stronger player in the international market,” says Greg, noting the Chamber provides a variety of programming to find the path towards successful solutions. “Through the pandemic we found a lot of SMEs were turning to the Chamber for advice, direction and guidance.”

 

Manufacturing SkillUp for SMEs begins in October with a session at the TMMC facility on Fountain Street North entitled ‘Crafting a Kaizen Strategy’ and features a tour of the plant. The remaining five sessions will run monthly into March of 2025.

 

Click here to learn more. 

 

 

Series Topics

 

October - Crafting a Kaizen Strategy: Embracing Continuous Improvement for Lasting Success (Includes a Toyota Tour)

 

November - Integrating AI into Daily Operations: Transforming the Future of Work

 

December - Mastering Customer Service Excellence: Elevating Standards for Business Success

 

January, 2025 - Bridging Cultures: Mastering Intercultural Communication in the Manufacturing Workplace

 

February, 2025 - Mastering Supply Chain Dynamics: Insights from TPS and TMMC Practices

 

March, 2025 - Advancing Precision: Upskilling Employees in Cutting-Edge CNC Machining Techniques.

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The following profile appeared in the spring edition of our Insight Magazine celebrating the Chamber’s 100th anniversary

 

Like many couples, Art and Deb Mosey share many similar interests.

 

But it was their mutual interest in promoting the success of the business community that would eventually bring the pair together many years ago when they found themselves enveloped by their work for the Cambridge Chamber of Commerce.

 

“It was essentially a retail operation then. I think it had a couple of hundred members in Galt,” says Art, describing how the Chamber’s membership looked when he first arrived in the area in the early 1970s. 

 

“The downtown back then was really thriving,” says Deb, who had already been immersed in the Chamber world since her father, the late Don Faichney, became general manager of the former Galt Chamber of Commerce two years prior to the big amalgamation. 

 

“The funny things my sister and I did for dad and the Chamber,” laughs Deb, recalling how they once dressed up as ‘Easter bunnies’ as teens to promote a raffle the organization was running.

 

She pursued a career in nursing before returning later as a Chamber volunteer after her mother, Betty, became general manager of the still relatively ‘young’ Cambridge Chamber of Commerce in 1975 after her father passed away.

 

A paid position developed for her in the early 1980s when the Chamber struck a deal with Bell Canada to temporarily house its payment office at its headquarters in Preston after the company closed its Cambridge office.

 

“The Chamber took that on as a contract so people could still come into the office and pay their bills,” says Deb, who was hired to spearhead this service. “They didn’t know who to hire for this position because nobody was really interested working a six-to-nine-month contract.”

 

That led to an administrative position at the Chamber overseeing its group benefits program, which was launched to coincide with the amalgamation of the former Galt and Preston Chambers of Commerce and Hespeler Retail Merchants Association on Jan. 1, 1973 – the same day the City of Cambridge was officially born.

 

Benefits package program a hit

 

“The benefits package certainly broadened the horizon of bringing in Chamber members who were in manufacturing, or were service or supply industries,” says Art. “It broadened the scope of the different types of members.”

 

To say he knew the power of the program, the first of its kind for Chambers in Canada, is an understatement since Art was its official ‘architect’ after arriving to Cambridge that year to work for Marshall Insurance Brokers Limited (now BGM Financial) to develop its Employee Benefit and Life Insurance business.

 

Art had connected with the local company while still working for a large Toronto brokerage and implemented this new local plan following a year of intense study, which included reaching out to Cambridge businesses.

 

“We were able to bring a lot of new members with that plan. Most of them were smaller industries, plus we had an upper-level tier for larger companies where they could participate and get discounts,” says Art. “It was unique in its formation and was copied by the national plan (Canadian Chamber of Commerce).”

 

Creating the plan also gave him valuable insight into what the Chamber did for businesses and after being elected to the board, found himself moving up the ranks to serve his first term as board president in 1978, followed by a second term in 1991-1992.

 

“I think the general public maybe has never really appreciated the scope of the Chamber and its relationship with provincial and national Chambers to have more clout and knowledge in certain government areas,” he says. “Chambers are a voice and a very powerful voice throughout the country.”

 

Closer to home, Art says the Chamber, particularly in the 1970s, kept a very close eye on local government and served on its Government Relations committee. 

 

“I sat on that committee making sure the city didn’t screw up,” he jokes, adding how Chamber staff and board members often attended city council meetings and reported back to the board. Art jokes city staff often inundated the Chamber with pages of minutes from its meetings, making it nearly impossible to review them in time to present a report at board meetings.

 

“I think they purposely swamped us with paper,” he laughs. “We became the critics of municipal politics, and that’s not to say we also didn’t criticize provincial and federal politics as well.”

 

Chamber has always advocated for businesses

 

Deb says at the time, there was not much trust, especially in regional government, following Cambridge’s amalgamation.

 

“With the amalgamation, I think people were on edge because they thought they were losing their identity,” she says, noting the businesses in the Chamber were a very cohesive group following the amalgamation. “Trust was built over time.”

 

Art agrees. 

 

“The Chamber was considered advocates for business in a big way and that was the role we played, but it became more harmonized as time went on and we realized we didn’t need to be such big critics when municipalities did something,” he says. “We could find areas of common ground where we could convey our side of the story without blasting opinions out in news articles.”

 

Deb left the Chamber in the late 1990s to work with Art at BGM, where they soon married. Art and Deb sold BGM in 2006 but stayed on an additional three years to manage the transfer of ownership.

 

“You can only carry on in business for so long,” he says, adding being part of the Chamber was, and remains, a great way to be part of the community. “You really get to know what’s going on in the city and its relationship to other communities.”

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Debating policies to create evidence-based solutions that will benefit the business community and province’s economic growth played an important role at the Ontario Chamber of Commerce’s recent 2024 Annual General Meeting and Convention in Timmins.

 

Approximately 100 delegates representing Chambers provincewide made the trek north, including Cambridge Chamber of Commerce President and CEO Greg Durocher and incoming Board Chair Murray Smith.

 

“Ensuring businesses have the legislative backing and supports they need to succeed and prosper is at the core of what Chambers and Boards of Trade do and the policies approved at this event assists our network in creating a roadmap to make that happen,” says Greg. “The conference also provides a great opportunity to connect with other Chamber leaders and share ideas and best practices.”

 

This year, 28 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses including labour, education, healthcare, transportation, infrastructure, manufacturing, and housing.  These policies now become entrenched in the Ontario Chamber of Commerce’s policy ‘play book’ to guide its ongoing advocacy work at Queen’s Park.

 

The AGM, held April 25-27 and referred to as A Northern Experience, featured sessions related to the creation of a more prosperous business climate for success in Ontario’s north surrounding labour and supply chain issues touching on the needs of the growing EV market in the southern part of the province. Guest speakers included Minister of Mines the Hon. George Pirie, plus representatives from the mining and renewable energy sectors.

 

Another session focused on the OCC’s Economic Reconciliation Initiative, created in partnership with the Canadian Council for Aboriginal Business, and provided delegates the opportunity to share challenges and opportunities with OCC representatives that they have regarding building relationships with Indigenous Peoples and businesses in their communities.

 

The OCC will now review their findings and report back to the Ontario Chamber Network with feedback and potential solutions.

 

Economic growth imperative

 

The need to create economic growth was at the heart of a video message shared with delegates from Canadian Chamber of Commerce President & CEO Perrin Beatty, who urged the government to modernize its regulatory framework.

 

“Requiring federal regulators to apply an economic and competitive lens would encourage manageable regulations and reduce the interprovincial trade barriers affecting over 1/3 of Canadian businesses,” he said, adding doing this would ‘fortify’ Canada’s economic foundation. “Modernizing our regulatory framework would cost the government little or nothing at a time when Canadians and businesses from coast to coast are struggling with affordability. The government should be looking to relieve financial burdens wherever possible.”

 

Beatty also stressed the need for strategic and long-term investment in infrastructure to create a “resilient network” of gateways and corridors. 

 

“As the world increasingly needs what Canada can provide, it’s critical that Canadian businesses are able to get their goods and services to market reliably,” he said. “If we have learned anything from 2023 is that supply chains are only as strong as their weakest link.”

 

As well, Beatty also called on the need for the government to provide financial supports, like the CEBA (Canada Emergency Business Account) program during the pandemic, that require more tailored, strategic, and innovative solutions.

 

“The issue isn’t about how to bail out small businesses but how to build them out,” he said, adding collaboration between the Canadian and Ontario Chambers of Commerce, as well as local Chambers, is needed to make change happen. “The work of the Canadian and Ontario Chambers, and the rest of the Chamber network has never been more important than it is today. Canada has never more greatly needed what we as a network of Chambers can offer.”

 

Click here to see the OCC Policy Compendium.

 

 

Cambridge Chamber policies approved by Ontario delegates

 

The AGM provides an opportunity for Chamber leaders to come together to discuss and debate key policies that shape the Ontario Chamber of Commerce’s (OCC) advocacy agenda for the coming year. The Cambridge Chamber presented three policies which received overwhelming support from delegates:

 

  • The first policy calls for the Province, in consultation with municipalities, police boards, and businesses communities, to use economic analysis principles when it comes to current and potential crime diversion programs that could reduce crime and in turn make it safer for businesses to operate. As well, the policy recommends that underperforming programs that don’t adequately serve communities of all types be identified and that funding be prioritized accordingly, and that the efficacy of these programs be evaluated in the context of other wrap-around services available in each community. Also, the policy calls for the implementation of a system to measure the long-term impacts of these program investments and insists municipalities continue to use Special Constables in urban areas instead of fully sworn officers to reduce tax burdens.
  • The second policy, which the Cambridge Chamber co-sponsored,calls for the establishment of timelines for the Province’s new Building Ontario Fund (formerly the Ontario Infrastructure Bank) to commence investments into projects. It also calls for a strategy put in place to ensure these investments in major projects are in municipalities and regions across Ontario.
  • The third policy, which the Cambridge Chamber co-sponsored, recommends the Province initiate a major review of provincial-municipal fiscal arrangements to ensure cost-effective program delivery and maintenance/expansion of infrastructure.
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Portions of the provincial government’s 2024 budget and the economic impact they will have on businesses are being welcomed by the Ontario Chamber network, but a call remains for more to be done.

 

“This budget takes important steps in the right direction, and at a time when Ontario faces declining productivity, we hope it sets the stage for bigger leaps forward,” said Daniel Tisch, President and CEO of the Ontario Chamber of Commerce (OCC) in a release. “The government has been bold in attracting investments and committing to build infrastructure to create jobs – and we need similarly bold investments in our people, public institutions, and communities.”

 

Building a Better Ontario, tabled by Minister of Finance Peter Bethlenfalvy on March 26, is the Province’s largest spending budget coming in at $214.5 billion.

 

While it featured no tax hikes or tax breaks, it did include substantial funding for infrastructure and highways, something Cambridge Chamber of Commerce President and CEO Greg Durocher says is vital to the business community.

 

He notes Minister Bethlenfalvy’s mention of the long-awaited Highway 7 project between Kitchener and Guelph, as well as improvements along the Kitchener Line to facilitate future two-way all-day GO Train service, should bode well for local businesses.

 

"This shows these projects are still a priority for this government and that’s what we have been fighting for in this region for a very long time,” he says, adding a $1.6 billion investment also announced for the new Municipal Housing Infrastructure Program to help Ontario build at least 1.5 million new homes by 2031 also comes as good news. “The cost of housing is very concerning to businesses because they can’t attract the brightest and best people to come and work here if housing costs are beyond the pay-scale they are willing to offer.”

 

Housing Crisis

 

However, Greg questions whether the financial commitment outlined in the budget will be enough towards creating a long-term solution to the housing crisis.

 

“The reason housing and rent costs are through the roof is because the supply isn’t even close to the demand. Everybody needs to understand the price of any commodity is based on supply and demand,” he says, adding the Province should amend the Planning Act to give municipalities the broader ability to accelerate the housing construction process. “I also think the Federal government needs to weigh in as well if they are truly concerned about it and reach out to municipalities to see what areas of responsibility the feds can have, perhaps on the subsidized housing side.”

 

Greg says costs surrounding new home construction, which rose during the pandemic, have also not decreased despite the fact supply chain issues have improved. “You can’t ask a builder to build a home for less than what it costs them.”

 

The budget also outlined an additional $100 million investment through the Skills Development Fund and an additional $49.5 million over three years for the Skilled Trades Strategy in hopes to address the growing skills gap in Ontario, something both Greg and the Chamber network were pleased to see.

 

“We have the country’s No. 1 skilled trades school (Conestoga College Skilled Trades Campus) right here in Waterloo Region, so this announcement is very important,” he says. “What is even more important is that Cambridge has such a density of advanced manufacturing and each one of those facilities need skilled tradespeople to work. Investment in skilled trades is certainly paramount for us and it should be paramount for the province and the entire country.”

 

And while the Chamber network applauds the Province’s $546 million investment in healthcare access, Greg admits he’s disappointed the budget contains only an overall 1.3% hike for health care.

 

“I really believe this government is working hard behind the scenes to try and figure out where the money will be best spent because with a system like health care, which is the biggest piece of the puzzle here in Ontario, you can’t just keep dumping in money. You have to rationalize where we’re putting it,” he says. “Our healthcare system is a rationalized system where we get what we need, not what we want. So, let’s make sure we get the money directed in the right places to ensure our health needs are taken care of.”

 

Click here to read the budget.

 

 

Several positive measures in the budget to help the business community:

 

  • Housing through an investment of $1.6B for the new Municipal Housing Infrastructure Program and an additional $625M towards the Housing-Enabling Water Systems Fund to build roads, water and infrastructure needed to enable Ontario to reach its goal of building at least 1.5 million new homes by 2031.
  • Workforce development by continuing to address skills gaps in critical sectors of the economy through an additional $100M investment through the Skills Development Fund, and an additional $49.5M over three years for the Skilled Trades Strategy, supporting programs that reduce stigma and attract younger Ontarians into skilled trades.
  • Healthcare access through a $546M investment expected to connect 600,000 underserved Ontarians with access to primary healthcare teams of doctors, nurses and professionals, and the opening of a new medical school at York University to improve the pipeline of family doctors.
  • Mental health, addictions, and homelessness through an additional $152M over three years towards supportive housing, $396M in mental health supports through mobile health units, and $60M to Indigenous mental health.

 

As the government enters the second half of its mandate, the OCC urges action to support:

 

  • Business competitiveness by improving access to private capital and credit for small businesses, developing an employee ownership policy framework, and supporting greater business adoption of co-operative conversion.
  • Interprovincial trade by signing mutual recognition agreements and/or unilaterally recognizing standards in other parts of the country, where appropriate, to promote trade and labour mobility.
  • Post-secondary institutions through aggressive investment to create a financially sustainable and globally competitive post-secondary education and research sector, aspiring to have the best-funded system in Canada.
  • Energy infrastructure by investing in generation, transmission, and distribution to support expanded charging infrastructure and address expected electricity shortfalls.
  • Climate resilience through a climate adaptation and mitigation plan, with strategies that value nature and ecosystem services, and support the federal Task Force on Flood Insurance and Relocation.

 

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The following piece is one of several that appears in the special summer edition of  our INSIGHT Magazine celebrating Cambridge’s 50th anniversary as we recognize just a few of the people, businesses and institutions that have made our community great.

 

As dignitaries gathered for the ground-breaking ceremony of Toyota Motor Corporation’s much anticipated Cambridge assembly plant on May 6, 1986, the Waterloo Record reported that four windsocks painted to look like fish hung outside the tent where officials had gathered.

 

Called ‘koinobori’ or carp streamer, Toyota Motor Corporation’s late president Dr. Shoichiro Toyoda explained the significance of the gesture, noting the fish is known as one that fights its way, even up a waterfall.

 

“The carp streamer is used as a symbol of vitality for parents who wish good health and strong development for their children,” he was quoted at the time. “We have hoisted the koinobori here in the hope that our company will grow to become a business appreciated and respected by everyone as a whole.”

 

Nearly 40 years later, it’s clear this ‘hope’ for success has manifested as Toyota Motor Manufacturing Canada Inc. continues to be a major industry and economic leader, and community partner for Cambridge and southwestern Ontario as a whole.

 

From the moment the first Corolla rolled off the assembly line at its Cambridge facility shortly before 10 a.m. on Nov. 30, 1988, the company has continually succeeded creating hundreds of new jobs over the years through the expansion of new product lines.

 

Cambridge was selected from over 40 municipalities in Canada for the plant and federal government incentives were a consideration. Former Cambridge MP Chris Speyer, quoted in an article in the Dec. 12, 1985, edition of the Cambridge Reporter announcing the news, said there were incentives in the contract to encourage Toyota to buy Canadian parts and that the provincial government would contribute $15 million over five years toward a program to train Ontario workers.

 

“I’m extraordinarily proud of our community that Toyota would choose us to locate such a major enterprise. This is the happiest day of my political career,” he told the Reporter, before describing the “tremendous positive impact” the plant would have on the local economy, noting the average salaries at that time would range from between $25,000 to $30,000.

 

“Just think of what that means to housing in our area, to shopping and small business as well as the spin-off effect by other industries locating within our area in order to service Toyota,” said Speyer.

 

The Cambridge plant was expected, in the beginning, to produce 50,000 cars a year with the capacity to reach 100,000 when market conditions permitted, providing work for 1,000 employees.

 

In a Reporter article published a year before the plant opened, it was reported that a progress report indicated it would provide 1,000 direct manufacturing jobs that would result in another 2,000 new jobs in the automotive and service industry.

 

To date, TMMC now employs more than 8,500 people across its three production lines in Cambridge and Woodstock. In Cambridge alone, its North and South plants encompass three million square feet on 400 acres located at the corner of Maple Grove Road and Fountain Street North.

 

The company, which has won numerous awards recognizing it as a ‘top employer’ and ‘greenest employer’, continues to thrive and evolve.

 

In August of last year, it marked a special anniversary when a red Lexus NX 350h hybrid electric luxury SUV, rolled off the line in Cambridge representing the 10th million vehicle produced by TMMC.

 

“Today’s milestone speaks to how far Toyota’s manufacturing operations in Canada have come over the past three decades,” said TMMC President Frank Voss in a press release at the time. “In 1988, the year we opened our first plant in Cambridge, our team members built 153 Toyota Corollas and it took over 11 years to produce our first 11 million vehicles. Today, we’re Canada’s largest automaker and leading maker of electrified vehicles, building half a million Toyota and Lexus vehicles for the North American market every year. Our world-class team members have been trusted to build some of the most popular vehicles in North America and that’s something we’re very proud of.”

 

 

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The following piece is one of several that appears in the special summer edition of  our INSIGHT Magazine celebrating Cambridge’s 50th anniversary as we recognize just a few of the people, businesses and institutions that have made our community great.

 

‘Hang by your thumbs’.

 

It was a nonsensical expression Jim Chaplin would often use when saying farewell, his wife Daisy told the Waterloo Record in 2015 following the Cambridge industrialist’s death at the age of 82 after a long struggle with Parkinson’s disease.

 

The phrase, first used in a 1930’s radio comedy show, offers a small glimpse into Chaplin’s personality which took him a long way as not only a successful business leader who ran the family company for 57 years but a major community supporter.

 

Chaplin was only 32 when he took over the reins of Canadian General-Tower – one of the city’s oldest operating industries - after his father, Gordon, who had been MP for the former Waterloo South riding, passed away.

 

The company, a leading producer of polymeric coated fabrics and films used in the automotive and industrial sectors, has roots dating back to the 1800s when William Chaplin began manufacturing tools and wooden wheels in Galt. His son, J.D. Chaplin, took over the company – called Victoria Wheel Works – and renamed it Canadian General Rubber Company in 1927.

 

The company was a major supplier of coated fabrics during the war years, supplying rain wear, but switched to consumer products such as shower curtains and wall coverings, soon after.

 

Under his watch over many decades, Chaplin saw the company’s sales grow from $3 million annually to $300 million as he expanded its footprint throughout Canada and the United States until it was sold in 2012.

 

Despite a busy work schedule, he managed to serve on many boards for various organizations including the Equitable Life Insurance Company of Canada, Woodbridge Foam Corporation and Commercial Financial Corporation Ltd.

 

While his professional affiliations were also important to Chaplin, he relished in serving his community and was a member of Galt City Council from 1963 to 1969, acting as Deputy Mayor for a year. Also, he served as Chair of the United Way Campaign from 1968 to 1970 as well as the Industrial Development Committee of the City of Galt Planning Board.

 

However, it was his role as the President of the Cambridge YMC from 1964 to 1974 that left a lasting impact on the newly-amalgamated Cambridge. The organization was in crisis at that time and the help he gave set it on a path to success for the future.

 

It was Chaplin and his brother, Gord, who provided the lead gift that allowed the YMCA to relocate from Queen’s Square in Galt to its current facility on Hespeler Road in 1996.

 

“He really believed the Y was an important part of the community,” John Haddock, who retired as chief executive of the YMCAs of Cambridge & Kitchener-Waterloo in 1996, stated to the Waterloo Record in 2015. “He was a leader in the community for over 50 years.”

 

Not surprisingly, Chaplin received the Fellowship of Honour, the YMCA Canada’s highest award as well as several other prestigious honours including a Mel Osborne Fellowship from the Kiwanis Club of Cambridge for Outstanding Service to the Community in 1996.

 

When he wasn’t doing good work in the community, or running the family business, Jim could be found enjoying the outdoors at his cottage near Bracebridge, or skiing in Vail, Colorado, where he and his wife, Daisy, made many lifelong friends.

 

“He loved endeavours,” Haddock also stated in that same Waterloo Record article. “He encouraged you to take a risk and he supported you in it.”

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A recent report released by the Conference Board of Canada indicates Waterloo Region’s economy will be slower this year but predicts it will outpace the provincial economy.

 

While the impact of a potential slowdown is a concern, one of the key issues for local businesses remains a shortage of workers.

 

The unemployment rate in our region hit 5.5% in 2022, compared to 6.5% in 2021 and 9.6% in 2020. This year, it’s expected to reach 5.8%.

 

Provincewide, the latest numbers from Statistics Canada showed there were 372,000 job vacancies during the third quarter of 2022, nearly double the average of vacancies (195,000) reported during the three years leading up to 2020.

 

In effort to provide local employers with another avenue to find talent, the Cambridge Chamber of Commerce recently launched its online job portal.

 

“Labour shortages continue to be an issue in so many sectors,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “By providing as many opportunities as possible for local employers to find the help they require is a benefit to our business community as a whole and we’re glad to be able to offer this service.”

 

The easy-to-use portal can be accessed by the public to search and apply for positions posted by Chamber Members in a variety of sectors. 

 

Chamber Members can upload and manage their own posts, which includes contact information and job descriptions.

 

The system allows job seekers to search for positions in Waterloo Region and the surrounding area.

 

Current posts feature jobs in several sectors, including the financial, insurance, medical and automobile industries.

 

“It’s a very user-friendly system giving our Members the ability to post multiple job opportunities,” says Greg, noting the Chamber does not manage the posts itself.

 

Visit the Cambridge Chamber of Commerce job portal to learn more.

 

 

A few facts and figures:

  • In Waterloo Region, the employment rate in 2022 rose by 10,700 jobs (3.3%) to a record 332,140, compared to an increase of 15,250 jobs (5%) in 2021.
  • Overall employment is in our region is expected to increase by 1% this year due to 4,250 jobs in finance, insurance, and real estate, as well as 3,300 jobs in manufacturing.
  • 60% of the job vacancies in Ontario require no more than high school education, paying on average less than $20 an hour. 
  • Nearly 200,000 jobs require less than one year of experience.
  • More than one-third of the job vacancies are in sales and service.
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