Blog - Cambridge Chamber of Commerce

The word ‘diversity’ has become commonplace in most workplaces.

 

But according to a local expert in the field, the definition of that concept may be difficult and even confusing to pin down.

 

“Diversity is like the big buzz word right now and it’s a big topic that’s on everyone’s mindset,” says Dr. Nada Basir, Assistant Professor at the Conrad School of Entrepreneurship and Business at Waterloo University. “Companies are putting money into it because we all know that it’s important. But business leaders, when they think about diversity, tend to think of it on the surface level.”

 

As a result, she says the deep level of diversity, not just the observable points relating to gender, race, and nationality, often get overlooked.

 

“While we understand diversity is about differences, we sometimes narrowly focus on one type, and I think that’s where there is confusion and that’s where we need to think a little bit more outside the box.”

 

Dr. Basir will delve into this subject even deeper at our Women Leadership Collective Series event entitled: ‘Collaboration Between Men and Women to Empower Each Other, Inspire Each Other, and Lead Together’. During this in-person event Oct. 21 at Langdon Hall, she will explore what kind of diversity matters when it comes to producing benefits in the workplace.

 

“But I don’t want to make a case as to why diversity is important because we already know it’s important,” she says, noting introducing diversity in the workplace is not just about hiring or collaborating with diverse people. “It’s about the context that diversity is in and how do we make sure the teams or companies we are building are harnessing that diversity. What does it mean to have people come to the table and feel engaged and welcomed, and how do we tap into their identity-related knowledge?”

 

Dr. Basir says many companies may have a 50/50 split between male and female employees and feel they are doing well when it comes to promoting diversity, but this is not always the case.

 

“Who is making the decisions in that company? Who are in the leadership roles?” she says, explaining research surrounding motherhood show that women tend to leave the workforce more than men because they may not feel supported enough when it comes to such things as childcare or fertility issues. “We can have a diverse workplace but if the environment does not cater to it and leverage it, then what’s the point?”

 

When it comes to creating a diverse and collaborative workforce in a post-COVID-19 environment, Dr. Basir says companies have learned about the importance of being more agile.

 

“The world is complex and complicated, and things change very quickly in business since customers and stakeholders are involved in everything that’s happened and we have to keep them engaged, and it can be really costly if we don’t pay to attention to diversity,” she says.

 

Dr. Basir says relying on different perspectives and lived experiences can help the decision-making process at any company and hopes to convey that to participants at the Oct. 21 event.

 

“I hope it’s a workshop of reflection in terms of what people thought diversity was and why it’s important and maybe when they leave, they’ll have a different perspective on what diversity should look like,” she says, referring to the research she will also introduce to build a business case for diversity. “I want to talk about what do we know about diversity in terms of ROI (Return on Investment).”

 

To find out more, visit our Events Calendar.

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

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

 

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

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The past two and half years has seen virtually every industry and company re-evaluate how they conduct business.

 

Readjusting to a post-pandemic world is at the forefront in many of their plans and strategies as they look towards operating in a different world compared to the one we had at the start of 2020.

 

But despite adjusting their operations in substantial ways, many may be using the same insurance coverage they adopted prior to the pandemic, not realizing that COVID-19 could lead to new risks and exposures for them.

 

We reached out to insurance experts Amanda Scheerer at Josslin Insurance and Shelley Sutton at Dumfries Mutual Insurance Company to share their thoughts on what businesses can do to ensure they are properly prepared.

 

 

Q. How has the pandemic changed the approach SMEs are taking when it comes to insurance coverage?

 

Amanda: Post-pandemic inflation has had a huge impact on valuation of buildings and equipment. Before the pandemic, it was common to adjust rebuild, or replacement cost every couple of years, but with current inflation rates we recommend that business owners review the rebuild or replacement costs listed on their policies at each renewal.

 

In addition to inflation, we find rebuild time after a major loss is longer. We’re seeing a few our clients increasing their indemnity period for business interruption from 12 months to 18 months. This accommodates for the extended building periods and will allow business to survive during the rebuild and keep key people from leaving for another workplace.

 

Shelley: It really depends on the type of business. Contractors, for example, are busier than ever, selling work sometimes a year out. If they have stock, they are insuring it at replacement cost to protect themselves from the unpredictability of the market in the event of a loss.

 

SMEs have to protect their assets. Insuring to limits helps to do so and the need for business interruption coverage for insured perils should be considered and weighed out. Limits are higher due to building material increases (inflation) and shortages of both materials and labour. Overall, SMEs are being more careful about understanding the coverage they have and the premiums they are paying.

 

 

Q. Does having a portion or all of staff working remotely require businesses to consider adjustments in their insurance coverage?

 

Amanda: If you have people working remotely as a business owner, you should ensure that company-owned assets like computers and other work-from-home equipment is covered under your insurance with an off-premises coverage extension. That extension was normal in certain industries even before 2020, but with so much company equipment now in people’s homes, it’s more important than ever to make sure your Business Insurance Liability policy has it now.

 

Finally, if your employees are meeting clients in their own homes, you may want to extend your liability coverage as their personal insurance will not cover them in the event a visitor is injured.

 

Shelley: With staff working from home comes more need for cyber security and cyber coverage if the storage of stock and equipment has changed you may need to update your agent or broker to ensure you are covered at other locations (office equipment, stock etc.). Companies need to insure equipment for off premises. If building(s) are unoccupied coverages could be void.  Businesses should check with their insurer.

 

 

Q. What are some new trends when it comes to insurance coverage that businesses may not be aware of?

 

Amanda: As mentioned before, many of our clients are extending the indemnity period on their business interruption coverage to account for the longer rebuild times.

 

Because of cybersecurity concerns, many businesses are now installing multi-factor authentication on any devices that connect to their systems. They are also ensuring that any personal devices their employees use for work (bring-your-own-devices) have sufficient security on them, so they don’t infect the business systems.

 

Finally, more businesses are using contractors to deliver their products and they may not be aware that they need non-owned auto coverage. If a restaurant owner employed an independent delivery driver with his own auto coverage and that driver is in an accident while working, the restaurant would also be named in the claim. Having a non-owned auto extension on the business’ commercial general liability policy with protect the owner in this situation.

 

 

Shelley: As large companies double down on their efforts to protect themselves and their clients, cyber criminals are targeting smaller businesses that do not have the resources to protect themselves. Comprehensive cyber coverage for ransomware, malware, data breaches, phishing attacks, remote desktop intrusion and more is critical for today’s business whether you are an online retailer or a contractor – protecting your own information and the information of your clients is your responsibility.

 

 

Q. What are some of the common concerns or questions you’ve been receiving from businesses regarding their insurance coverage?

 

Amanda: The biggest concern we’ve been hearing from our clients is about the cost of rebuilding. It’s a good idea to ensure that the property and equipment values on your insurance are current. Many policies include a co-insurance clause, which limits the amount paid on a partial claim. If you’re building or contents are underinsured, you may be responsible for any shortfall.

 

Shelley: Saving money is high on their radar as well as having adequate limits considering rising building costs.

 

 

Q. What advice would you offer business owners when it comes to insurance coverage during the pandemic?

 

Amanda: If your people are working from home and your building is partially or totally vacant, please notify your insurance provider as this could void some coverages you may have. The same goes for any building owners who rent to tenants. Many are experiencing challenges in finding tenants, so please let your insurance provider know if you have vacant units to ensure you remain covered.

 

Shelley: We still advise clients to purchase as much liability coverage as they can afford. It is important to read your policy and understand exclusions when day-to-day operations change if you are unsure, call your broker or agent.

 

To learn more, visit Dumfries Mutual Insurance Company or Josslin Insurance.

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The number of employees returning to their workplaces has been steadily increasing since the start of the year, according to stats recently published in the Globe & Mail. However, as the months pass not all may be thrilled with the notion of going back to the office.

 

“We are hearing mixed reviews about returning to work and that has to do with both employee preference as well as the expectations that businesses put in place prior to the pandemic,” says Peninsula Canada Account Manager Victoria Vati, adding that if a business didn’t have a working from home policy in place prior to COVID-19 not many put one in place when staff began staying home. “This created confusion for staff who have been productively working from home for the last year or two, and now they are expected to return. Many of them feel as though it is not necessary to be there in-person and are pushing back.”

 

Victoria, an HR expert, says it’s imperative that workplaces ensure they have something in writing outlining what the expectation is for employees when it comes to returning to the workplace.

 

“It can be tricky to navigate this area completely,” she says, noting that some businesses have found it more lucrative to have employees work from home removing the financial need for physical office space. “Others may opt for a hybrid solution because they have the resources to accommodate and support both in-house and remote workers.”

 

When it comes to hybrid working, the JLL (Jones Lang LaSalle) Workforce Preferences Barometer report released in June notes that from among just over 4,000 office workers surveyed in 10 countries – including Canada - this type of work model was expected by 60% of respondents, with 55% already utilizing a hybrid approach.

 

The report also indicated that 73% of these office workers are going into the office at least once a week, an increase of 5% compared to March of 2021.

 

To ensure a hybrid model works, the report states that six out of 10 employees expect to be supported with technology and financial assistance for expenses linked to remote work and outlines the need for a ‘holistic’ approach to management since 25% of those surveyed felt isolated from colleagues, with 55% stating they missed the social interactions of the workplace.

 

“Many employees are mentally, physically and emotionally drained from the last two years,” says Victoria, adding that many employers are also feeling ‘burned out’ trying to juggle the day-to-day issues of operating a business amid financial worries and ongoing labour shortages. “The burnout is a little different for them, but they are facing it as well.”

 

She says not overworking their employees and themselves is very important.

 

“Employee retention right now is key for all employers. It is important for employers to provide support to their staff in as many ways as they possibly can. If an employee now suffers from anxiety due to the pandemic and would like to work from home on certain days, the employer has an expectation to (within reason) explore options to assist that employee. If remote working is not possible, then providing the employee with resources and guidance on where to turn to for help is also very important.”

 

Working for an employer that focuses on their health has become very important to many, as outlined in the report which states 59% of employees expect to work for a company that supports health and wellbeing and now rank them as the second biggest priority, after quality of life and before salary.

 

“It is important for employers to evaluate and understand the needs of the business and weigh the pros and cons of remote working,” advises Valerie, noting the recent implementation of Ontario’s ‘Right to Disconnect’ legislation is a great way to build transparency and trust in these changing work environments. “By enforcing this and educating staff on what their rights are, employers can create a culture of excellence and finding what works for both the business and staff.”

 

Visit Peninsula Canada for more information.

 

 

At a glance (Source: JLL Workforce Preferences Barometer)

  • Hybrid work has reached an ‘optimal point’ – 60% of office workers want to work in hybrid style today and 55% are doing so already (These figures were about 63% and 50% a year ago).
  • 55% of employees alternate between different places of work every week (+5% vs. March 2021).
  • 73% of office workers are going to the office at least once a week (+5% vs. March 2021).  26% exclusively in the office.
  • Six in 10 employees expect to be supported with technology and financial assistance for expenses linked to remote work. Less than four in 10 currently benefit from these types of initiatives.
  • Enabling hybrid work shows your people that you are flexible and empathetic employer – This workstyle is especially appreciated by managers (75%), Gen Z (73%) Gen Y (69%) and caregivers (66%).
  • Only 48% of the workforce believe that their company is a great place to work today.
  • 38% would like to work in an office that is designed sustainably.
  • 27% could leave their employer because they do not share the values promoted by their company.
  • 59% of employees expect to work in a company that supports their health and wellbeing. This is now ranked as the second priority at work, after quality of life and before salary.
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As discussion mounts about another pandemic wave this summer, the Cambridge Chamber of Commerce is prepared to do what it can to help businesses and their employees remain safe.

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

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Nominations are now being sought for the Cambridge Chamber of Commerce’s Community Awards 2020-2022.

 

These awards - which have not been held since 2019 due to the arrival of COVID-19 – provide an important opportunity to celebrate the contributions and achievements of non-profit organizations, charities, and service clubs in Cambridge and Township of North Dumfries.

 

“There are so many individuals and organizations that have been doing some amazing things, especially during the last two years, to make our community an even better place to live and work,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “We want to ensure these community leaders receive the recognition they deserve.”

 

There are 10 award categories highlighting non-profit organizations, their collaboration with others, volunteer work, leadership, physical health and mental wellbeing, and education. As well, there is the Lifetime Achievement Award that will recognize the accomplishments of an individual who has been a driving force in the non-profit sector for more than 15 years.

 

“While it is a Lifetime Achievement Award, it does not in any way assume that the individual is retiring, leaving or otherwise,” says Greg. “It is really about recognizing the incredible leadership, contribution and tireless service an individual has lent us all, that most would assume it must take a lifetime to contribute all they do.”

 

Previous winners of this award have included former Langs CEO Bill Davidson (who has since retired) in 2018, and YWCA Cambridge CEO Kim Decker in 2019.

 

“They are perfect examples of the type of community champions that we wish to acknowledge with this award,” says Greg. “And we know there are others out there who have the same calibre of community commitment.”

 

He says commitment is also an important characteristic of the recipient of the Board Member of the Year Award.

 

“These are people who actually put their lives on hold in some ways to help guide the many organizations in our community who provide financial aid, services, and sometimes just help to others,” says Greg. “Not only do these people volunteer with their organization, but they also roll up their sleeves, get down to business and ensure their organization’s governance and operations keep them sustainable and delivering the services that are needed.”

 

Past recipients have included Mary Adamson from Argus Residence for Young People, Cambridge Memorial Hospital Foundation’s Angelo Loberto, and Paul Drouillard for his work with the Cambridge Shelter Corporation.

 

Along with these long-time Community Awards categories, the Chamber has also introduced several new ones this year including Innovation in Learning, Community Leadership, Community Impact, Community Collaboration and Healthcare Hero. This latter award is aimed at recognizing those in the non-profit sector for their involvement in creating or promoting programming or initiatives to assist with the physical health or mental wellbeing of residents.

 

“Our healthcare community has done an exceptional job throughout the pandemic keeping us safe, so this award will provide the ideal opportunity to say thanks,” says Greg, noting many in the non-profit sector and service club volunteers are often somewhat hesitant when it comes to recognizing their own impact and encourages organizations to nominate themselves. “Now isn’t the time to be shy. It’s the time celebrate what makes our community so great.”

 

Nominations close Sept. 1, 2022. For more, visit: https://bit.ly/3bhY7wZ

 

The award categories include:

 

Community Collaboration
Nominees for this award provide outstanding examples of collaboration within their communities.

 

Community Leadership
Nominees for this award stand out because of their exceptional professional and/or volunteer achievements in the community, which are above and beyond their role in a paid position as a CEO or executive director.

 

Community Impact
Nominees for this award recognize new and better ways to address a need in the community despite the many demands, and sometimes too few resources available.

 

Innovation in Learning

Nominees in this category, either individually or in a group setting, have worked selflessly to supply or support educational resources, programs, or initiatives that strive to prepare the next generation of talent in our community and/or provide them with a pathway toward a brighter and successful future.

 

Healthcare Hero
Nominees for this award are being recognized for their involvement in the creation or promotion of methods that keep the physical health or mental wellbeing of residents in Cambridge and the Township of North Dumfries at the forefront through a variety of programming or initiatives that encourage a healthier lifestyle and community in general. 

 

Board Member Award

This award is presented to a board member who have demonstrated outstanding service to a not-for-profit organization in City of Cambridge or Township of North Dumfries through the giving of their time, talents, and resources as a board member to further the goals and objectives of the organization.

 

Volunteer of the Year:

Nominees must have been involved in volunteering for the equivalent of at least 100 hours over a 12-month period.

 

Organization of the Year - Under 10 Employees

Are you a not for profit organization or service club that provides outstanding programs, services, events, or campaigns that support the needs of the community and its residents?

 

Organization of the Year- 11 and Over Employees

Are you a not for profit organization or service club that provides outstanding programs, services, events, or campaigns that support the needs of the community and its residents?

 

Lifetime Achievement Award:

Awarded to an individual who, over the past 15 years or more, has made significant contributions to the community and has improved the quality of life for citizens or whose accomplishments have brought recognition to the Waterloo Region.

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The pain at the pumps consumers continue to feel as prices climb above $2 a litre won’t be dissipating anytime soon, warns Dan McTeague, President of Canadians for Affordable Energy.

 

“The problem is a shortage of oil,” says the former Liberal MP and long-time energy ‘watchdog’.

 

He says Russian President Vladimir Putin knows the world is vulnerable right now and has made it geopolitical and weaponized oil supplies in Europe through the invasion of the Ukraine, which has only magnified the issues already facing the other two major energy links in the world – namely Canada and the U.S. and OPEC (Organization of the Petroleum Exporting Countries).

 

“We’ve completely destroyed the Canada/U.S. relationship,” says Dan, referring to the political decision to ‘kill’ proposed pipelines in North America and notes that OPEC, which cut oil production to keep prices at a certain level, is looking towards Asia and markets of the future.

 

As well, factor in a slowdown of world economies during the two years of the pandemic which resulted in a decrease in the demand for oil, resulting in oil companies putting a stop on drilling for new supplies or slowed, or even stopped, some refineries. Now, these same companies continue to have a tough time ramping up production to keep pace with demand.

 

It’s a dire situation, which Dan says he discussed in the fall of 2021 in an interview with Driving.ca, long before Russia launched its Ukrainian invasion. In the article, one of the things he points to is the introduction of the Trudeau government’s Clean Fuel Standard (CFS) which he bluntly referred to as ‘another tax dressed up as a clean-air credit’ that is going to cost average Canadians even more at the pumps. The CFS is set to be introduced Dec. 1 of 2022.

 

Taxes, of course, remain one of the largest components of fuel prices in Canada accounting for at least 34% of the average pump price.

 

Breakdown of gas taxes in Ontario:

  • Federal excise tax - 10 cents/ per litre
  • Federal carbon tax - 11.1 cents/ per litre
  • Ontario tax - 14.7 cents/ per litre
  • GST/HST - 22.9 cents/ per litre.

This translates into a total amount of 58.6 cents/per litre worth of taxes in Ontario, on top of the base price of which near the end of May was 139.6 cents/ per litre. On average, this is in line with many provinces, except for Alberta which is 29 cents/per litre and Manitoba at 43.8 cents/per litre. Overall, Canadians are paying an average of 51.2 cents/per litre of taxes.

 

But is there a solution? Ideally, supply and demand would have to become more balanced which could be accomplished in several ways:

  • The war in Ukraine ends and countries begin buying Russian oil again;
  • OPEC ramps up oil production;
  • Other oil producers increase production;
  • People start driving less;
  • Society as a whole embraces greener energy solutions that don’t involve oil.

 

Dan believes the world is still a few decades away from turning fully away from oil and natural gas.

 

“We’ve got to get real about building pipelines again,” he says, adding we need to be more realistic when it comes to our current energy needs.

 

He says as it stands, there is not much business operators can do as they continue to deal with disrupted supply chains and expenses, especially around transportation costs.

 

“I think food costs are the next shoe to drop because of course fuel affordability is gone, and with it now comes everything else,” says Dan.

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

 

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

 

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

 

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

 

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

 

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

 

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

 

Here’s a look at the award recipients:

 

Chair’s Award: Eclipse Automation

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

 

Community Impact award: Scott Higgins (Hip Developments)

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

 

WoW Cambridge: Bankim Patel (Baba Bazar)

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

 

Spirit of Cambridge: SM Marketing & Management

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

 

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

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

 

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

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

 

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

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

 

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

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

 

Outstanding Workplace: BWXT Canada Ltd.

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

 

Young Entrepreneur: Elisia Neves (Fabrik Architects Inc.)

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

 

Marketing Excellence: Red Bicycle Paper Co.

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

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

 

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

 

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

 

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

 

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

 

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

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

 

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

 

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


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


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


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


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


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


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


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

 

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

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

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

  • In September 2024 fees will be reduced even further.
  • A final reduction in September 2025 will bring fees down to an average of $10 per day.
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Ontario’s economic outlook remains uncertain for businesses and households as labour shortages, high energy costs, supply chain disruptions, and inflation continue to hit home. Ontario's business community needs a clear and predictable path forward to support economic recovery and growth. 

 

In preparation of the budget’s release, the Cambridge Chamber of Commerce and Ontario Chamber of Commerce (OCC) released the 2022 Ontario budget submission with recommendations to the Government of Ontario to ensure a strong and sustainable recovery. 

 

“In the upcoming budget, we would like to see the government direct sufficient resources towards the hardest-hit sectors, while laying the groundwork for a sustainable and inclusive economy,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “The submission notes that the crisis has created new problems and exacerbated pre-existing ones. Government must work to resolve these longstanding issues to ensure Ontario remains an attractive destination to start and grow businesses.”

 

OCC’s 2022 provincial budget submission provides recommendations to the Government of Ontario under the following categories: Economic Recovery; Resilient Communities; and Modernizing Regulation and Fiscal Policy.

 

Some key highlights include proposals to:  

  • Support entrepreneurship and small business growth with targeted business supports and access to public sector procurement.
  • Strengthen Ontario’s workforce by boosting immigration and training programs.
  • Make housing more affordable through increased supply and regulatory reforms.
  • Advance regional transportation and broadband infrastructure projects.
  • Bolster our health care system and address major backlogs in diagnostics and cancer screenings. 
  • Seize Ontario’s opportunity to lead in the global green economy. 
  • Remove barriers to interprovincial trade and labour mobility.

 

“The pandemic has made it clear that we cannot have a strong business community without a resilient health care system. Budget 2022 needs to focus on immediate measures that support business predictability and competitiveness while building health care capacity to withstand current and future challenges,” added Rocco Rossi, President and CEO of the Ontario Chamber of Commerce.

 

The recommendations outlined in the OCC’s budget submission were developed together with businesses, associations, post-secondary institutions, and the Ontario Chamber Network.   

 

Read the submission: https://bit.ly/3usBZa9

 

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