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Hiring new immigrants can offer Canadian businesses a rich source of talent and diversity.

However, despite Canada's emphasis on immigration as a cornerstone of its economic strategy with immigration accounting for nearly 100% of our labour force growth, businesses often encounter several challenges when attempting to integrate newcomers into their workforce.

“Immigrants in mid-sized Canadian cities often face challenges in finding employment due to a combination of factors related to their qualifications, experience, and the local job market,” says Nora Whittington, Community Engagement Coordinator at Immigration Partnership. “These include difficulties with foreign credential recognition, a lack of Canadian work experience, limited professional networks, language barriers, and sometimes, even perceived or actual discrimination.”

One of the major challenges is the recognition of foreign credentials and professional experience. Many immigrants arrive in Canada with education and work experience from other countries that are not easily understood or accepted by Canadian regulatory bodies or employers.

This mismatch often leads to underemployment, where highly skilled newcomers are hired for roles well below their qualifications. Businesses may be hesitant to hire individuals if they are unsure whether the person's background aligns with Canadian standards, even if the candidate is capable and qualified.

While some professions in Canada are regulated and require local licensing (such as medicine or law), many others do not. Employers should become more familiar with international education systems and certifications or seek assistance from credential assessment services.

Creating internal systems or hiring HR personnel who understand international qualifications can also help business leaders and managers accurately evaluate candidates’ backgrounds and prevent the undervaluation of their skills.

As well, experts encourage businesses to adjust job postings to clarify what skills and competencies are actually necessary rather than requiring candidates to have prior ‘Canadian experience’, which has become a vague catch-all. They can also provide onboarding or mentorship programs that help immigrants acclimate to workplace norms, reducing any actual gaps in local knowledge.

“Business owners/managers can consider their job postings and that they are created in a way that attracts immigrants and using terms that can be understood, to ensure that they are known as an inclusive and welcoming employer (word of mouth is powerful) and to know that job postings can express a wish list and it can eliminate great talent because they may feel like they don’t have all the qualifications,” says Nora, adding there are many cultures that do not use resumes and cover letters and to be considerate of this difference. “Know that many immigrants are highly educated and to not eliminate them from the hiring process but rather look at their transferrable skills.”

Many job opportunities in Canada are filled through informal networks or referrals, putting immigrants at a disadvantage if they lack established professional connections.

To counter this, businesses should diversify their recruitment strategies by partnering with immigrant-serving organizations, attending job fairs targeted at newcomers, and posting openings on platforms that cater to internationally trained professionals.

“Employers should be engaged with organizations and services in the community who work closely with immigrant talent. There are several organizations in the region who prepare immigrants for employment in the Canadian workplace,” says Nora, noting the work Immigration Partnership does in Waterloo Region, describing the organization as a ‘bridge builder’. “Any topic that we believe will create success for employers and immigrant talent we will present so that the bridges can be built.”

While Canadian immigration policy aims to attract skilled talent from around the world, several structural and practical challenges still hinder businesses from effectively hiring and integrating newcomers. Addressing these issues requires collaboration between employers, government agencies, and community organizations, and some progress has been made. 

“While there can be challenges in integrating immigrants into the labor market, such as overqualification or language barriers, Canada has made efforts to address these issues and ensure that immigrants can fully utilize their skills and talents,” says Nora. 

Why immigration is important for Canada's talent pipeline

• Addressing Labor Shortages:

Immigration helps fill critical gaps in the Canadian labour market, particularly in sectors experiencing shortages of skilled workers. 

• Boosting Innovation and Economic Growth:

Immigrants bring diverse skills, perspectives, and experiences, which can foster innovation and drive economic growth. 

• Supporting Population Growth:

As Canada's population ages, immigration helps to maintain a healthy workforce and support economic development. 

• Enhancing Competitiveness:

Canada competes with other countries for skilled talent, and its immigration system helps it attract top talent from around the world. 

• Building a Diverse Workforce:

Immigration contributes to a more diverse and inclusive workforce, which can be beneficial for businesses and communities. 

• Filling Specific Needs:

Immigration policies are often targeted to address specific labor market needs, such as in healthcare or technology.

Some ways businesses can modify hiring practices 

Rethink the ‘Canadian experience’ requirement

Employers should focus on relevant international experience and transferable skills. They can also provide onboarding or mentorship programs that help immigrants acclimate to workplace norms, reducing any actual gaps in local knowledge.

Implement bias-reduction techniques in screening

Companies should consider using blind recruitment practices, where personal identifiers such as name, nationality, or even educational institutions are removed during the initial screening. Also, standardized interview questions and diverse hiring panels can help reduce individual bias and lead to more objective decision-making.

Promote inclusive workplace culture

For businesses to truly benefit from the skills of new immigrants, they must foster an inclusive and supportive work environment. This includes offering language support if needed, celebrating cultural diversity, and ensuring clear communication practices. Cross-cultural training for both management and staff can improve collaboration and team dynamics. Moreover, mentorship programs that pair newcomers with experienced employees can provide the guidance and networking opportunities that immigrants often lack upon arrival.

Waterloo Region will be home to at least one million people by 2050 and a coalition of local business organizations is doing its part to ensure this area is prepared through the launch of an online tracking tool that aims to create a unified framework to ensure proactive planning and co-ordinated action across all levels of government and the private sector.

Developed in collaboration between BestWR (Business and Economic Support Team of Waterloo Region) and the Future Cities Institute located at the University of Waterloo, the Vision 1 Million Scorecard is now available to track Waterloo Region's readiness for the projected arrival of more than 300,000 people in the next 25 years.

The scorecard provides measurable, transparent monitoring of progress across five critical areas: housing supply, transportation infrastructure, healthcare services, employment opportunities, and placemaking and livability.  

These are all areas Cambridge Chamber of Commerce President & CEO Greg Durocher says are vital for businesses to succeed.

“Businesses should be paying attention to this because if we do not meet the needs of a million people from an infrastructure perspective, it’s going to make it difficult for them to attract people to their business,” says Greg, who serves on BestWR along with the leaders of the Greater Kitchener Waterloo Chamber, Explore Waterloo Region, Communitech, and the Waterloo Region Economic Development Corporation.  “These issues are all really important to businesses because businesses thrive best in a community that thrives best.”

Strong leadership needed

It’s a sentiment shared by BestWR Chair Ian McLean, who also is head of KW Chamber.

"We cannot afford to be reactive when it comes to preparing for one million residents,” he says. “This tool gives us the transparency and accountability we need to ensure decision-makers are taking the bold action required to build the housing, transportation networks, healthcare capacity, and community services our growing population will need."

Greg says strong leadership, especially by local municipal officials, is paramount noting the scorecard already shows the region is falling behind in terms of providing healthcare and housing to sustain one million people. 

The current data also shows the importance of having employment ready lands and now shows that only 33% of land identified as ‘shovel ready meagsite’ in Waterloo Region suitable for larger employers has been purchased.

“We know that at least 70,000 homes have to be built in the next 20 to 25 years and we’ve never built homes at that pace before,” says Greg. “We can really utilize the scorecard as an advocacy tool with local government to outline what areas we need to catch up on. And when we have people running for election, we will be in the position to question candidates on those subjects and ask them ‘What are you going to do to make sure that we are ready for all these people?’If we’re not ready, that is going to impact businesses.”

Scorecard will be updated

He refers to the forward-thinking governance of the late Jane Brewer, Cambridge’s mayor from 1988 to 2000 and a regional councillor, as an example noting she was a strong advocate for the construction of the LRT because she knew it would benefit future generations.

“That is what good leadership is all about,” says Greg.

The scorecard will be updated every six months to help prioritize the community's agenda and focus resources where they're most needed. Data validation and the evaluation of the progress to plans will be provided through an exciting collaboration with the Future Cities Institute (FCI), founded by CAIVAN.

The FCI brings together researchers to look at urban challenges across housing, climate, infrastructure to support prosperous and resilient cities. 

In the lead up to the first evaluation the FCI will be validating the current figures and ensuring tracking is being done for the right plans for more complex initiatives.  

Key features of the scorecard include:

• Critical priority tracking across housing supply, transportation infrastructure, healthcare services, employment, and community livability.
• Six-month interval updates to monitor progress and enable course corrections.
• Transparent accountability that allows residents to see real progress and understand remaining gaps.
• Community engagement opportunities for feedback and advocacy.
• A unified framework that brings together fragmented planning approaches under "one plan, one agenda.”

Visit bestwr.org to explore the full scorecard.

The outstanding accomplishments of the local business community was in the spotlight at the Cambridge Chamber of Commerce’s 2025 Business Excellence Awards.  The awards were presented in front of a sold-out crowd of more than 300 business leaders and Cambridge/Township of North Dumfries officials at Tapestry Hall on May 22. The Business Excellence Awards is the Chamber’s premier event and has honoured the contributions and achievements of business leaders in the City of Cambridge and Township of North Dumfries since 2000, and features 11 award categories, nine of whom require nominations. In total, nearly 70 nominations were received.

Award recipients

Community Impact award: John D. Wright, developer and community builder

A successful business leader for many years, John D. Wright is one of those individuals who often flies under the radar but has managed to play a significant role in the evolution of Cambridge becoming a great community to live, work and play.  He was the driving force in the success of the legendary South Works Mall, which following extensive restoration work in the mid 1990s, became one of Cambridge’s most valued tourist attractions.

Along with his late father (Ken), the pair became big proponents of Drayton Entertainment to bring a professional theatre to town after paving the way by starting a professional community theatre company themselves. John also played a key role in bringing together a consortium of business leaders in the early 2000s who raised millions of dollars towards bringing the University of Waterloo School of Architecture to town. His commitment to creating opportunity and prosperity also reached beyond the downtown core by being a strong proponent of the creation of the Cambridge Butterfly Conservatory as well as a champion for the Chamber’s own Toyota Tour initiative at TMMC.

Chair’s Award: Linton Window & Door 

For 50 years, Linton Window & Door has stayed ahead by combining old-fashioned integrity with forward-thinking innovation. For this company, customer service isn't about making a sale—it's about creating relationships built on trust. Its commitment to quality goes beyond the industry standard, ensuring full labor coverage on its manufactured items for up to 25 years and offers a full-time service team—something no one else in the Cambridge area does. Linton is also an expert at employee retention offering not only competitive wages, strong health benefits and real career growth, but by supporting their team beyond the workplace. It is committed to ensuring its team feels valued and has created a work culture like no other by providing a gym and massage chairs to ensure their staff is well looked after. This is a company that builds to last.

Business of the Year 1-10 employees: Home Cleaning KWC Inc.

Professionalism and excellence are the key ingredients in the recipe of success at Home Cleaning KWC.  It’s founder jokingly credits her ‘picky mom’ for instilling values that celebrated exceptionally high standards of precision and attention to detail, something this company holds dear since it began in 2022. In that time, Home Cleaning KWC has quickly gained a growing list of satisfied clients who relish the unmatched service it provides which is designed to offer peace of mind, allowing them to focus on what truly matters—spending quality time with loved ones. Creating a healthy, stress-free environment for clients is a priority for this company. Their approach has resulted in not only a 40% growth in its client base sparking a massive sales leap but has allowed it to grow from a one-person operation to a 10-person team in less than three years.

Business of the Year 11-49 employees: VIG Computers

VIG Computers is driven by commitment to innovation, industry leadership, and community impact. Through a combination of sustainable business practices, technological innovation, and unwavering commitment to community development, this is a company that continues to lead in its industry while making a meaningful impact in the world. This commitment has seen it grow from a small local operation to a global leader in sustainable IT solutions, expanding its reach into the U.S., Mexico, and the Middle East. VIG Computers is a company that fosters an inclusive and dynamic workplace, ensuring that its team remains motivated and at the forefront of industry advancements. It’s also a company that gives back to the community in many ways, including by funding a fully equipped post-surgery recovery room at CMH, as well as providing low-cost refurbished computers to school boards provincewide.

Business of the Year 50 employees & over: Ayer Welding 

For nearly 60 years, Ayer Welding has continued to build a strong reputation for outstanding craftsmanship and exceptional customer service. Starting as a small family-owned business in 1967, it has continually diversified its services while staying true to its founding values and now operates from three locations. It has continually broadened its capabilities entering the U.S. market in 2017 and its dedicated team has continued to achieve success by exceeding its customers’ expectations and by taking pride in collaboration with various industries, providing innovative solutions and high-quality work. Its continued success can be attributed to its competent and knowledgeable staff, who thrive in the company’s positive work environment. Ayer Welding is an organization that treats each employee with kindness and compassion. Their staff is their family which make this a great place to work. 

Outstanding Workplace – Employer of the Year: Canadian Western Bank

Developing a dynamic and healthy workplace is essential for boosting employee morale and is something Canadian Western Bank (CWB) does very well. Creating a culture through innovative programming and ensuring all employees are valued and appreciated is its forte. This is a company that listens to its people and hires those who share its values of diversity, innovation, and excellence which in turn has made it a beacon for talented individuals as well as boosting creativity and collaboration. Employees are provided with tools to foster a positive team environment. These include the Teal Champion Recognition program that allows employees to honour colleagues who exemplify the company’s values, and its quarterly Pillars of Excellence Awards which results in cash awards and gift cards for the winners. CWB is a company that truly recognizes that everyone has different needs and finds ways to seamlessly accommodate them all.

Marketing Excellence: From Farm to Table Canada

Creating innovative partnerships has been key to the success for From to Table Canada. Three years ago, a very successful partnership with the Hamilton Tiger-Cats & Tim Hortons Field to distribute a cobranded popcorn and its focus on differing markets - stadium sales, retail, and e-commerce – resulted in phenomenal gains for this local company. However, it took things one step further this past year by creating a custom cobranded bag of kettle corn for the CNE – highlighting vintage rides and the famous Princess Gates. On the back, a QR Code brought buyers to the CNE's website where tickets could be purchased. As well, by providing samples to more than 30 media outlets, social media influencers, and even shipping cases of kettle corn to Toronto Mayor Olivia Chow's office who distributed the bags to staff at City Hall, this move resulted even more excitement for the historic fair and created credibility for From Farm to Table in the tourism industry. 

Spirit of Cambridge: New Hope Properties

Creating an even better community means a great deal to New Hope Properties.

For more than 30 years, this company has taken corporate leadership and the notion of social responsibility to new heights. Their interest was first ignited in 1997 after purchasing the former Artex Woolen Mill in Hespeler and then undertaking a nearly two-year campaign to completely rejuvenate the plant which now employs more than 100 people. Since then, New Hope Properties has brought new life to more than 20 derelict or near derelict industrial/commercial and residential properties creating a major impact on the Cambridge community. But their commitment to community extends beyond revamping buildings. Also, this company has made significant donations to Cambridge Memorial Hospital to support the WeCareCMH Campaign to support the capital and equipment needs of the hospital, the Royal Canadian Legion, and Lisaard House, along with donations to the local Salvation Army and Red Cross several times a year.

Young Entrepreneur of the Year: Cole and Kortnie Wigboldus of Doggie Stay N Play

Combining creativity, vision, and a love for animals has been key for Cole and Kortnie Wigboldus of Doggie Stay N Play. They have transformed a standard business idea into something unique by introducing a ‘kennel free’ environment in their dog daycare and boarding operation. Allowing their furry ‘guests’ the chance to socialize in wide-open spaces has created a stress-free environment that’s good for their health and they are constantly finding ways to improve their service. Doggie Stay N Play has a business vision where every dog feels loved and part of a community and continues to do everything it can to build strong relationships with pet owners, promoting responsible pet ownership. This vision inspires the daycare to be a leader in the pet care industry.

New Venture of the Year: Syed Health & Wellness Clinic

A commitment to compassion, and community impact has resulted in continued success for Syed Health & Wellness Clinic. This business prides itself on the unique technologies it offers, which are designed to address a wide range of health and aesthetic needs pertaining to many things, including hair removal, acene and scar therapy, as well as non-surgical facelifts. These technologies have ensured its clients benefit from safe, precise, and highly effective care.

But its impact extends beyond treating clients and into the community through the establishment of meaningful partnerships with local healthcare providers, including a skin cancer screening clinic in Guelph and the Family Dental Centre. These collaborations enable Syed Health & Wellness Clinic to provide holistic and comprehensive care, ensuring its clients receive support that extends far beyond the clinic’s doors.

WoW Cambridge of the Year: Dr. Kevin Waddell at Townline Animal Hospital

Providing exceptional customer service is something Dr. Kevin Waddell and his staff at Townline Animal Hospital has always taken to heart, which isn’t easy considering their clients do not speak. But their clients’ owners have been doing a great deal of talking about the wonderful treatment their beloved pets receive. We all know that pets often become ‘part of the family’ and when it comes to ensuring they stay healthy, the recipient of this award is known for always going that extra mile for clients. According to one very satisfied customer whose dog – after having a very bad experience elsewhere – has blossomed by the treatment she continues to receive and now actually looks forward to every visit. The owner is also grateful for the extra time Dr. Waddell takes during every appointment to address concerns. 

It has been nearly two decades since a rudimentary prototype of Twitter began to take shape in 2006 and quickly gained traction resulting in more than 100 million users producing 340 million tweets daily by 2012. 

Seen initially as a great tool for businesses to promote their brands and messaging, the platform has undergone dramatic changes since billionaire Elon Musk’s takeover of X (formerly Twitter) in late 2022, and that has left businesses and advertisers re-evaluating their presence. 

His vision for X as a “free speech” platform has been polarizing, with critics pointing to the rise in hate speech and misinformation. These concerns, coupled with strategic missteps, have led some businesses to leave the platform entirely or significantly reduce their advertising spend.

“None of the businesses I work with are using X right now because it just doesn't seem like a credible platform and they don't want to be associated with that right now,” says social media expert Ashley Gould, owner of Cinis Marketing.

“I think the premise of what Elon Musk was trying to do originally by opening it up with a huge emphasis on freedom of speech was meant to try and make it a safe space for everybody. The problem is we all don't share the same opinions and we don't share the same beliefs.”

Advertisers’ confidence eroded

As a result, she says those who thrive on hate mongering and perpetuating conspiracy theories have clearly found a home on X thanks to Musk’s decision to overhaul content moderation policies. A similar move also recently embraced by Meta CEO and founder Mark Zuckerburg for Facebook and Instagram.

Under previous management, Twitter (X) maintained strict guidelines to ensure a safer environment for users and advertisers. However, Musk’s looser approach has made some companies wary of associating their brands with potentially controversial or harmful content.

The New York-based Anti-Defamation League and other watchdog groups have reported spikes in hate speech and abusive language on the platform which has further eroded advertiser confidence.

Additionally, changes to the verification system—transitioning from a badge earned through authenticity to one purchased through Twitter Blue subscriptions—have muddied the waters for users and advertisers alike. The proliferation of impersonation accounts and disinformation has made it challenging for brands to trust the platform as a reliable advertising space. 

Despite these challenges, X retains some unique advantages thanks to its real-time, text-focused format which remains unmatched for breaking news and direct communication. As a result, Ashley urges businesses not to delete their X accounts just yet.

Re-evaluate social media platforms

“But I wouldn't utilize it either because it actually could decrease your credibility if you're on there because people may make the assumption that you're ‘enjoying’ the drama.”

Instead, Ashely recommends re-evaluating your focus on social media platforms that would work better to promote your business’ brand, such as Instagram, Threads, Snapchat or Bluesky, even if your X (Twitter) account still retains thousands of followers.

“The ethical people that you’re looking to communicate with aren’t all on Twitter right now,” she says. “Even if they say they are and they’re still a follower, they’re not really there.”

Competitors of X, like Instagram, TikTok, and LinkedIn, have taken this opportunity to attract disillusioned businesses. These platforms offer more sophisticated targeting tools, robust safety features, and higher engagement rates, making them attractive alternatives for advertisers.

Meta’s Threads, a text-based platform launched in mid-2023, quickly gained traction as a ‘Twitter alternative’, luring away both individual users and businesses looking for a less volatile environment. As well, Bluesky introduced a suite of anti-toxicity features this past summer to combat harassment and provide a more ‘user friendly’ experience. 

Multiple platforms not necessary

“It’s good to go with social media platforms that verify and are trying to keep the spam out,” says Ashely, adding it may not be necessary to be on multiple platforms depending on how you’re trying to promote your brand.

“You have got to step back and ask yourself what kind of content are you creating? Who are we trying to make it for? And then really focus on that community side, not that you have 50,000 followers. That’s great, but if nobody's talking to you where's the ROI?”

As X continues to evolve, the long-term viability of its business model remains in question as Musk mulls over potential plans, such as integrating payment systems and expanding into content creation. However, the platform’s reputation as a stable and trustworthy space for businesses has been significantly tarnished.

For now, the exodus of advertisers serves as a cautionary tale about the delicate balance between free expression and the need for moderation in digital spaces.

“They broke it (X) in two years, maybe they can fix it two years?” jokes Ashely. “Unfortunately, my crystal ball is broken, so I can't see if that's actually going to happen.”

Tips for Businesses When Selecting Social Media Platforms:

1. Understand Your Target Audience

Before diving into any platform, research your audience's demographics, interests, and online habits. Platforms like TikTok appeal to younger users, while Facebook often caters to an older demographic. LinkedIn is ideal for B2B professionals, while Instagram attracts visual-centric audiences. The more aligned the platform is with your audience, the more effective your efforts will be.

2. Define Your Goals

Are you looking to drive website traffic, increase brand awareness, generate leads, or build a community? For example, Instagram and Pinterest are great for showcasing products, while Twitter excels in real-time engagement. Matching your goals with platform strengths ensures better ROI.

3. Consider Content Formats

Different platforms excel in specific content types. Instagram and TikTok thrive on short, engaging video content, while LinkedIn favors professional articles and thought leadership. If you lack resources for creating high-quality videos, focusing on text-based platforms like Twitter or LinkedIn might be more manageable.

4. Assess Your Industry Presence

Analyze where your competitors and industry leaders are most active. While you shouldn’t copy them outright, understanding their strategies can help you identify relevant platforms and trends. A strong presence in the right niche can give your business a competitive edge.

5. Evaluate Platform Features and Costs

Some platforms may require higher advertising budgets to be effective, while others offer organic reach opportunities. Look into ad pricing, analytics tools, and features like shopping integrations to determine if a platform aligns with your budget and business model.

6. Start Small and Scale

It’s better to focus on one or two platforms and excel rather than spreading resources thin. Once you’ve established a strong presence, expand to other platforms that align with your strategy.

7. Monitor and Adapt

Social media trends evolve quickly. Regularly analyze performance metrics, keep an eye on emerging platforms, and adapt your strategy as needed to stay ahead.

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.

Small to medium-sized businesses generate big returns for the Canadian economy.

Defined as businesses with fewer than 100 employees, SMEs constitute about 98% of all businesses in Canada providing employment opportunities to millions of Canadians and make up 48% of our gross domestic product.

According to Statistics Canada, businesses with one to 19 employees provide employment for nearly 30% of the country’s working population and three out of four Canadian businesses have less than 10 employees.  Locally, 70% of the workforce in Cambridge is employed by small businesses with less than 10 employees, according to the City of Cambridge website. 

Taking this into consideration it is fitting that Oct. 20-26 has been deemed Small Business Week to coincide with Small Business Month, providing the Cambridge Chamber of Commerce the chance to not only celebrate SMEs but offer them a unique learning opportunity thanks to our Small Business Summit: Embracing Transformation for Future Success. 

“Local SMEs play such a significant role in the economic fabric of our community and this summit is a great way to provide their operators with actionable insights and strategies to create even more success,” says Cambridge Chamber President and CEO Greg Durocher. “The summit will focus on embracing transformation which is something all businesses need to consider given the current economic climate.”

The Small Business Summit – being held Oct. 23 at Tapestry Hall - features three expert speakers who will explore a variety of topics, including AI and automation, diversification strategies, as well as community engagement and corporate social responsibility.

Also featured is a 90-minute virtual experience entitled ‘Spark’ that outlines for viewers the stages surrounding transforming an idea into action.

Summit speakers and topics include:

Building a Resilient Business Model:  Diversification strategies to withstand market fluctuations

Yohaan Tommy, MNP partner, will share his knowledge surrounding delivering measurable financial results, revenue growth and sales, and supply chain management as well as how to conduct business process reviews to improve operations.

​Adopting AI and Automation: Practical applications of AI in small business operations and automation tools to streamline workflows

Atif Khan, Vice President, AI & Data Science at Messagepoint, has extensive experience in cutting edge AI research and big data technologies regarding solving challenges and will share his expertise on AI, information systems as well as data privacy and security.

​Community Engagement and Corporate Social Responsibility: Building a business that gives back to the community 

Brittany Silveira, Marketing Manager at Grosche International Inc., will share her insights on this topic and the impact of CSR on brand reputation and customer loyalty. 

​'Spark’

Spark is a 90-minute virtual experience that will highlight for participants the five stages of transforming an idea into action, including a critical component that is the difference between failure and success on a new goal. The presentation features teaching and interactive exercises that will serve participants’ newest goal or project.

Click here to attend our Small Business Summit: Embracing Transformation for Future Success. The summit runs from 9 a.m. to 2 p.m. Wednesday, Oct. 23 at Tapestry Hall.

Small businesses are the cornerstone of Canada’s economy and communities.

Defined as businesses with fewer than 100 employees, small businesses make up about 98% of all businesses in Canada. This sector employs nearly 70% of the private workforce, highlighting its significance in providing employment opportunities to millions of Canadians.

Approximately 70% of the workforce in Cambridge is employed by small businesses with less than 10 employees, according to the City of Cambridge website. But the impact of small businesses extends beyond mere job creation. They contribute significantly to Canada’s GDP, generating more than 30% of the total economic output. 

They also form the backbone of local communities, offering personalized services, creating local jobs, and supporting other local businesses by sourcing products and services from nearby suppliers. This interconnectedness strengthens local economies and builds a sense of community, as small business owners frequently engage in community events, sponsorships, and charitable activities.

Small businesses are community builders which is why in the October edition of our INSIGHT Magazine – coinciding with Small Business Month - we profile six local businesses and the people behind them, each of whom have followed different paths towards success. However, they do share one important characteristic necessary to become a successful entrepreneur and business owner: drive.

They are all driven by not only success, but the need to be an integral part of their community and a desire to see it continue to succeed and grow.

A snapshot of our profiles:

The Poop Valet – Pet Waste Removal Service – Rick & Sherry Couchman

What began as a ‘hobby’ born out of a serious need 18 months ago to find a sense of new purpose following years of dealing with mental health issues led Rich Couchman to create a niche company that continues to skyrocket towards success. With the assistance of his wife, Sherry, the couple have turned The Poop Valet into an award-winning enterprise that not only enhances the overall living conditions for pets and their owners, but also offers viable solutions for dog lovers facing physical challenges or senior pet owners living on their own and helps create a more environmentally healthier community.

The Poop Valet now operates from the couple’s Hespeler home with two trucks and serves approximately 80 clients weekly or biweekly, as well many one-time service calls. Also, the company is now working with land property management companies to install and service pet waste stations and collects approximately a ton and half of dog waste a month, which in partnership with another local business is disposed of at a local landfill.

Roseview Global Incubator – Rob Douglas

As CEO of Roseview Global Incubator and one of its founding principals along with Mike Dearden and Melissa Durrell, Rob has the opportunity daily to make a difference thanks to the Cambridge company’s commitment to assisting international entrepreneurs pursue permanent residency in Canada through the Start-up Visa Program (SUV).

Created in 2020, Roseview Global Incubator is the latest in a long list of ventures for Rob who since the late 1970s has owned and operated several small businesses since obtaining his accountant designation.

He partnered with another local business leader, Carol Furtado, in 1998 to create Roseview Capital Consultants – the name ‘Roseview’ inspired by a street in which he once owned a house. Roseview Global Incubator’s approach relies on a self-paced, custom-tailored incubation and accelerator program that focuses on meeting the specific needs of each SUV applicant, as well as an extensive curriculum touching on topics that are important to new business operators in Canada, including tutelage on legal issues, budgeting, real estate, and government operations. 

As a result, Roseview has worked with a broad range of exciting entrepreneurs with businesses that extend from medtech to food import, to drone technology to education and everything in between.  

Jackman Construction Ltd. – Eric Jackman

Jackman Construction Ltd. is the ideal example of how thinking big can help a small business to grow and prosper.  What began as the brainchild of Eric Jackman in a Kitchener garage in 2011 as a small home-grown reno and drywall business has grown to become a leading firm that specializes in construction management, general contracting, renovation, and drywalI, now employing more than 60+ people that work collaboratively under multiple divisions. Innovation is important at Jackman Construction, which heavily relies on the expertise and experience of its staff to ensure excellent workmanship is provided to clients and their projects. Jackman Construction continues to undertake a wide variety of projects and clients. Building and maintaining relationships and being an active community supporter are key to creating business success and is something the company has continually put in motion.

As well, Jackman Construction ensures it remains a good corporate citizen by supporting a variety of charitable endeavours, and causes, including the Sexual Assault Support Centre of Waterloo Region, plus holiday toy and food drives. Also, the annual Jackman Charity Golf Tournament has raised money for organizations throughout the community, including this year’s recipient, House of Friendship.

Valet Car Wash – Mike Black

Valet Car Wash owner Mike Black says a clean car was a must while he was growing up since his father was an executive at Chrysler Canada. However, transforming this passion into a viable business venture seemed like an almost insurmountable task when after five years of planning he opened Valet Car Wash in April of 1991 during a recession accompanied by sky-high interest rates. But he made it work. Located at the site of the former Sunset Drive-In, which closed in 1986, and encompassing 20,000 square feet, Valet Car Wash was the largest car wash facility in Canada when it opened.

The business offered a wide range of services and prices using the latest technology which has continually been adapted thanks to new advancements.

Being creative has been a top priority at Valet Car Wash in Cambridge and the implementation of its Standards of Excellence initiative is a prime example. This company-wide plan calls for employees to deliver exceptional customer service, and prioritizing hiring based on personality traits, character, and values which has created a supportive and welcoming workplace, one that celebrates its diverse workforce, valuing the opportunity to learn from each other's strengths and cultural perspectives. 

Weber Immigration – Olena Weber

Starting a new life in another country can be a daunting experience. But Olena Weber, who left behind her family and friends in the Ukraine to study abroad in Canada and later created a successful business, it was something she fully embraced. Thirteen years have passed since she first arrived and Olena has transformed her experiences into Weber Immigration, a successful Canadian-based firm that specializes in economic and family immigration programs to assist those seeking a new life in this country.

Olena credits her parents, now retired business owners, for inspiring her to become an entrepreneur. They had been in the fashion industry and owned several retail stores in Kyiv, which Olena says wasn’t easy due to the political situation. With a desire to take her business to another level, Olena became a registered immigration consultant in 2016.

She was joined by her husband, Cory, who also became a licensed immigration consultant in 2021 after stepping away from his work in the aerospace manufacturing sector. Building strong connections with clients is important to Olena and her team at Weber Immigration, which on its website refers to itself as a ‘boutique immigration firm’.

Cambridge Ford – Kevin Zimic

As a teenager living in Welland, Kevin Zimic can clearly recall standing outside the local GM dealership with his then high school sweetheart – now wife – dreaming of what the future could bring. He made that dream a reality and credits his time growing up in Welland for instilling the fortitude he needed to become a successful entrepreneur as owner of Cambridge Ford and a community champion.

His resilience proved invaluable during his time working for the Ford Motor Company where he held many positions in a 16-year period before deciding to leave the corporate world and follow a more entrepreneurial path.

Taking that first step, says Kevin, is the toughest part of becoming an entrepreneur and his resulted in the creation of an event marketing company that ran alumni fantasy hockey camps and later he shifted gears by obtaining the Canadian rights to sell a polyurethane lining system under the banner of Rhino Linings.

After buying into Ridgehill Ford (rebranded as Cambridge Ford following its move to a larger location on Eagle Street North at the end of the pandemic), Kevin strengthened ties to the community by serving as both the CMH Foundation Board Vice-Chair and as the co-chair of the very successful $10 million #WeCareCMH campaign when his family relocated here in 2014. 

The Cambridge Chamber of Commerce has unveiled the nominees for its 2024 annual Cambridge & North Dumfries Community Awards. 

The awards celebrate the successes and accomplishments made by the dedicated volunteers and staff of local not-for-profits and services clubs throughout the last year by recognizing the impact they’ve made in the community through collaboration and outstanding leadership.

This year, more than 50 nominees representing nearly 40 groups are being recognized by the Chamber in nine award categories. An additional award, the prestigious Lifetime Achievement Award, will be presented to one individual who during the past 15 years or more, has made significant contributions to the community and whose accomplishments have brought recognition to Waterloo Region.

“We created these awards as a way to acknowledge how much we appreciate and admire these organizations and individuals and what they do to make our community a great place to call home,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “These awards are an important way to show these dedicated individuals who operate in the non-profit community that their commitment has not gone unnoticed.”

The awards represent a wide spectrum of categories highlighting the great work undertaken by these individuals and organizations. These include the Community Leadership Award, which is given to an individual who stands out because of their exceptional professional and/or volunteer achievements in the community, as well as the Arts and Culture Award, recognizing an individual or organization that has contributed significantly to the local cultural scene in the past year. 

Several hundred community leaders and guests will attend the awards event on Thursday, Nov. 14, at Hamilton Family Theatre Cambridge. The ceremony is one of the Chamber’s most popular events and has honoured the contributions and achievements of these community builders for more than a decade.

Learn more about the Cambridge & North Dumfries Community Awards.

The nominees and award categories include:

Community Collaboration Award

• Business & Education Partnership of Waterloo Region
• Cambridge Symphony Orchestra
• Habitat for Humanity Waterloo Region 
• Preston Heights Community Group 
• Shelter Movers Southwestern Ontario
• Workforce Planning Board of Waterloo Wellington Dufferin

Community Leadership Award

• Jennifer L. Mountain (President, Community on Stage)
• Cameron Dearlove (Executive Director, Porchlight Counselling and Addiction Services)
• Courtney Waterfall (Chapter Director, Shelter Movers Southwestern Ontario)
• Charlene Hofbauer (Executive Director, Workforce Planning Board of Waterloo Wellington Dufferin)
• Ellia Loschnig (Community Co-ordinator, Preston Heights Community Group)

Community Impact People’s Choice Award

• Citizens for Cambridge
• Camino Wellbeing Mental Health
• Grand River Pride
• Habitat for Humanity Waterloo Region
• Hashtag Hope
• Shelter Movers Southwestern Ontario
• YWCA Cambridge 

Arts and Culture Award

• Cambridge Symphony Orchestra
• Downtown Cambridge Night Market
• Penny & Pound Theatre Productions
• Galt Jazz
• Galt Porchfest

Best Event of the Year Award

• Cambridge Cultural Association (Cambridge Multicultural Festival)
• Cambridge Scottish Festival
• Cambridge Canada Day
• Grand River Pride (Cambridge Pride Week)
• Hespeler Village Music Festival in Forbes Park
• Kinbridge Community Association (Neighbourhood Day and Newcomer Picnic)
• Preston Town Centre BIA (Preston Food Crawl)

Board Member Award

• Nicola Melchers (Cambridge Memorial Hospital – Past Board President)
• Bob Howison (Cambridge Shelter Corp. – Board Chair)
• Ray Ward (Porchlight Counselling and Addiction Services – Secretary, Retired Staff Sgt.)
• Todd Lyons (Rotary Club of Cambridge Preston-Hespeler – Board member)

Volunteer of the Year Award

• Danielle Brett (519 Community Collective Kitchen)
• Merry Schmidt (Ayr-Paris Band and the Ayr 200 Committee)
• Corina Dunn (Cambridge Community Players)
• Scott Wahl (Shelter Movers Southwestern Ontario)

Organization of the Year - Under 10 Employees

• 100 Women Who Care Waterloo Region
• Business & Education Partnership of Waterloo Region
• Cambridge Memorial Hospital Foundation
• Citizens for Cambridge
• Food4Kids Waterloo Region
• SEEDS – Supporting Every Eve’s Daughter Safely
• Shelter Movers Southwestern Ontario

Organization of the Year- 11 and Over Employees

• Camino Wellbeing and Mental Health, Region of Waterloo
• Community Living Cambridge
• Community Support Connections – Meals on Wheels and More
• Kidsability
• Langs 
• Porchlight Counselling and Addiction Services

Lifetime Achievement Award

• Recipient to be announced 

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.”

Sometimes, yes only sometimes, do I feel sorry for elected officials at all levels. Now is one of those times, however, I also firmly believe it is their own doing. Some of the problems the Chamber and our colleagues provincewide and nationwide are dealing with right now is ensuring that all the issues related to businesses can get highlighted and dealt with.

The reason I say much of this is of their own doing is because, in fact, it is either the action government officials have taken, or it’s their inaction. This is, without question, a result of simply not paying attention to what is happening in the world of business. 

Earlier this year, our former Past Board Chair Kristen Danson and I converged on Queen’s Park in Toronto for the Ontario Chamber network’s annual ‘Advocacy Day’ event. This was a time for us to meet with senior government officials and lay out the issues and solutions they can implement to assist businesses.

While this is extremely valuable and important, this is often just the beginning of the process. The wheels of government turn very, very slowly; Ontario Premier Doug has said this to me personally and that he is as frustrated as many of us are as well. 

At some point, however, we need to get our provincial and federal governments to act, and act as quickly as we need them to act. 

Connecting people is our job

Local governments are not any different, which is what I hear nearly daily from a business owner, contractor, or developer who is in the process to get some of the simplest answers out of City Hall. These answers can often take far too long and require correction. In some ways, I think politicians need to stay out of the way because they often slow the process down, but at the same time should be involved to insist on immediate action.

Another vital job we have as a Chamber is connecting people. You see, no one has ever purchased a major product or service from a company. You don’t buy a car from the manufacturer; you buy it from the salesperson at the dealership.

People are the endearing element in the equation of sustainable economic prosperity. So, we embark down the path routinely by creating programs and events that centre on connecting one another.

Among these is our new Chamber Circles mentoring program which enlightens participants on connecting and benefiting from each other's experiences and knowledge. As well, our staff regularly facilitates meetings with buyers and sellers to ensure that everyone understands we all do business with people we know, like and trust. 

And finally, bringing our community together in these ways, working hard on behalf of our business community and the broader community to find solutions to our problems is at the core of our existence in this community.

It is why we’ve had 100 successful years of building, fostering, influencing, and leading our community in many different directions. We connect, we influence, we drive, we solve, and we are committed to you and this community today. We expect to be here for at least another 100 years, ringing a bell which tolls for you, too.

- Cambridge Chamber of Commerce President and CEO Greg Durocher