Blog - Cambridge Chamber of Commerce

The health and well-being of its operator or owner is a critical, yet often overlooked element in the day-to-day operations any business. Many small and medium-sized enterprises (SMEs) and even some larger businesses hinge on the vision, leadership, and daily involvement of their owners.

 

But what happens if the owner suddenly falls ill and is unable to fulfill their role? It’s a situation, says Linda Braga, that many business owners do not think about.

 

“It’s not even at the forefront,” says Linda, Business & Executive Development Specialist with LMI Canada, which has provided leadership development for more than 50 years. “I think there is a real lack of awareness because no one wants to think about facing an imminent illness.”

 

In fact, according to a recent StatCan figure, only 15% of business owners actually have a contingency plan in place for themselves in the event of illness.

 

“That’s very surprising,” says Linda. “In light of what happened with the pandemic and contingency planning, it is something that leaders should have in place.”

 

A contingency plan serves as a blueprint for maintaining operations when the owner is incapacitated. It outlines clear procedures and assigns responsibilities to other key team members to ensure that the business continues to run smoothly. This foresight helps prevent disruptions that can lead to lost revenue, decreased customer satisfaction, and potential long-term damage to the company’s reputation.

 

Demonstrating resiliency

 

“We know that in leadership resilience is the theme and having a contingency plan is just demonstrating a company’s resilience to ensure that they are not going to be impacted in a negative way,” says Linda, adding that for many leaders, their business is essentially their ‘babies’. “Wouldn’t you want to ensure if something happens that it is going to be taken care of?”

 

She believes fear of showing any vulnerability is not necessarily the reason many business leaders appear to be hesitant to put plans in place, but pertains more to a time management issue.

 

“They are just so busy with everything that they’re doing. It’s not their priority,” says Linda, adding some fully trust their team will be there to ensure the business continues to smoothly operate and leave no plan in place. “They have to realize when it’s not written in stone or a procedure that’s written out it can create ambiguity and lead to decision paralysis with the leaders and management that’s left behind.”

 

She says knowing there is a plan in place can significantly reduce stress and anxiety for the owner, their family, and the entire organization. It provides peace of mind that the business can withstand unforeseen challenges, allowing everyone to focus on recovery and continuity rather than crisis management.

 

“If you’re dealing with an emergency, why would you want to add any additional stress?” says Linda. “All of your top-level management should have a contingency plan in place.”

 

By preparing for the unexpected, businesses can safeguard their operations, protect their stakeholders, and ensure long-term sustainability. Every business, regardless of size, should invest time and resources into developing a robust contingency plan, securing its future against looming uncertainties.

 

 

Preparing for a scenario where the business owner suddenly falls ill and must take a leave of absence is crucial for ensuring the continuity and stability of the business. Here are several strategies a business can implement to be well-prepared for such a situation:

 

1. Develop a Comprehensive Succession Plan

This involves identifying key personnel who can step in temporarily and ensuring they are adequately trained.  The plan should include:

 

  • Designation of Interim Leadership: Appoint a trusted individual or a committee who can take over the owner’s responsibilities. This person or group should be well-versed in the business operations and decision-making processes.
  • Role Clarity: Clearly define the roles and responsibilities of the interim leaders to prevent any confusion or overlap of duties.
  • Emergency Contact List: Maintain an updated list of key contacts such as legal advisors, financial consultants, and major clients or suppliers.

 

2. Document Key Processes and Procedures

Having detailed documentation of all critical business processes is essential. This should include:

 

  • Standard Operating Procedures (SOPs): Document daily operations, workflows, and procedures for all key functions.
  • Financial Protocols: Outline how to handle financial transactions, payroll, and accounts payable/receivable.
  • Client and Vendor Information: Keep an up-to-date list of clients, vendors, and contracts with detailed notes on ongoing projects and relationships.

 

3. Implement Robust Communication Systems

Ensure there are systems in place for seamless internal and external communication:

 

  • Crisis Communication Plan: Develop a communication strategy for informing employees, clients, and stakeholders about the situation and how it will be managed.
  • Delegation of Authority: Clearly communicate the hierarchy and decision-making process to all employees.
  • Regular Updates: Establish regular check-ins and updates to keep everyone informed about the business status.

 

4. Leverage Technology

Utilize technology to maintain business operations smoothly:

 

  • Project Management Tools: Use tools like Trello, Asana, or Monday.com to keep track of ongoing projects and tasks.
  • Cloud Storage: Ensure all important documents and data are stored securely in the cloud, accessible to the interim leaders.
  • Remote Access: Set up secure remote access to critical business systems so that management can operate from any location if necessary.

 

5. Financial Preparedness

Ensure the business is financially prepared to handle the owner’s absence:

 

  • Emergency Fund: Maintain a reserve fund to cover unexpected expenses during the transition period.
  • Insurance: Consider business interruption insurance and key person insurance to mitigate financial risks.

 

6. Legal and Administrative Measures

Take care of legal and administrative preparations:

 

  • Power of Attorney: Assign a trusted individual with the power of attorney to make legal and financial decisions on behalf of the owner.
  • Review Legal Documents: Regularly review and update legal documents such as partnership agreements, bylaws, and contracts to reflect the succession plan.

 

7. Training and Development

Invest in continuous training and development of employees:

 

  • Cross-Training: Train employees to handle multiple roles and responsibilities to ensure versatility.
  • Leadership Development: Develop leadership skills within the team to prepare them for taking on higher responsibilities if needed.

 

 

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Providing innovative programming that assists women business leaders reach their full potential as well as further their professional and personal goals is something the Cambridge Chamber of Commerce continues to do well. This will be especially apparent at our inaugural Women’s Well-Being Summit: Investing in Yourself to Achieve Your Goals on April 24 at Tapestry Hall. 

 

The summit features an array of expert speakers sharing their insight on areas centring on the theme of total well-being, focusing on both physical and mental health, emotional intelligence, as well as financial wellness.

 

“Helping to build a healthier community has always been an important role of the Chamber, and that includes not only economic prosperity but societal prosperity as well,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “Our Women’s Well-Being Summit fits right in with this role.”

 

Men are also encouraged to attend in hopes of creating more awareness and understanding in the workplace.

 

Greg notes that approximately 60% of Chamber Members are women and says the summit is the ideal extension of the many programs the organization already offers them.

 

Others include its popular Women Take Charge Breakfasts and Women’s Collective Series events, each featuring inspiring female speakers, plus the Chamber's annual Salute to Women in Business Luncheon which this year raised more than $13,000 for the breast reconstruction unit at Cambridge Memorial Hospital. To date, the Chamber has raised more than $143,000 from this event to benefit this important cause.

 

As well, its new Chamber Circles Program provides expert mentoring to women aimed at encouraging their professional and personal growth.

 

“Women business leaders play a significant role in our community and the Chamber is pleased to provide them with as many tools and supports as possible to ensure their continued success,” says Greg.

 

Summit speakers include:

 

  • Bridget Jensen of Better Bedtime will discuss the importance of good ‘sleep hygiene’ and how embracing your sleep-type sets the foundation for your day. 
  • Naturopath Dr. Henna Plahe will “break the silence” regarding menopause, offering valuable tips to navigating this natural life transition, especially as it pertains to the workplace. 
  • Ellyn Winters-Robinson, author, entrepreneur, mother, and storyteller will share her unique and positive insight on finding a transformative purpose in life after she was diagnosed with breast cancer.
  • Psychotherapist Carling Mashinter of Relationship Matters Therapy will look at self-acceptance surrounding the cultivation of emotional intelligence, providing summit participants with practical strategies to support personal growth.
  • Kathleen Beech and Jackie McMullen of Scotiabank will discuss the importance of encouraging women to build confidence in taking control of their finances and why a solid financial plan can benefit a women’s mental and physical health.
  • Chiropractor Dr. Mark Guker of ReAlign Natural Health Clinic will outline a comprehensive guide to aging naturally and gracefully and explore various aspects of women's well-being. 

 

Click here for more on the Women’s Well-Being Summit including information about the Early Bird registration price that is available until March 29.

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This blog represents the second part of a two-part series on protecting your business. 

 

Operating a business is difficult enough in the current climate, especially as business leaders navigate ongoing economic, labour and supply chain issues. 

 

As a result, keeping their businesses secure and safe from potential criminal threats may not be front and centre, suggests John Burdett, President of Seamless Security Inc. in Cambridge.

 

“Times are difficult for everybody and there are cost pressures for everybody,” he says. “Security is typically not the first thing people want to spend money on, but at some point, if people are calling me, they realize they do have a need for it.”

 

That need appears to be becoming more apparent, taking into consideration local crime statistics. According to the Waterloo Region Police Service (WRPS), since January 2023 to the start of December 2023, officers responded to 21 reports of robberies at commercial properties – not including banks or financial businesses – and 338 reports of commercial property thefts, excluding shoplifting incidents. The WRPS’ 2022 annual report indicates a total of 286 robberies.

 

At the Chamber’s Conversations That Matter lunch Jan. 25 at Tapestry Hall (Tap Room), former Waterloo Region police chief Bryan Larkin, now Deputy Commissioner, Specialized Policing Services RCMP, will discuss the impact crime rates have on the local business community. 

 

“Many of my clients are larger warehouse and distribution facilities, but I’m seeing the issues with them going down and issues with smaller businesses going up,” says John. “There seems to be less internal theft issues and a lot more external theft issues happening these days.”

 

But when it comes to security systems for smaller businesses, he recommends operators may wish to start small.

 

“You really want to know how you’re going to use your security system, especially if you don’t have one already,” says John, adding having an expandable system is a good course of action. “You can always add to it later if you have the right system in place. People don’t have to necessarily spend the bank on their system. But, if you have millions of dollars of inventory to protect, you’re probably going to spend a bit more.”

 

He says deterrence is a key factor for many businesses when it comes to selecting a security system.

 

“Anything to try and get that person to ‘move on’ before they commit the crime is going to be the optimum outcome,” says John, explaining he works closely with potential clients to determine their specific needs. “A few tweaks to what you already have may be sufficient to achieve your goals. It depends on the issues you’re trying to combat.”

 

That ‘tweak’ could also include procedural changes to the way a business operates which he says could minimize the threat of potential losses.

 

“What do you keep on site? What is visible from the window? What type of lighting do you have? There are all sorts of these types of factors that come into play,” says John, adding a theft may be less detrimental to the business compared to the after-effects. “A business could be out of business for a couple of days while they replace windows, or if their point-of-sale systems have been smashed. This could have a bigger financial impact on the business than the actual theft itself.”

 

Security tips for businesses

 

1. Check Doors and Windows

Consider installing doors made from reinforced wood or steel. If your doors are made from glass, roll-down safety gates may be an option. You could also consider reinforcing frames with metal plates and reinforced strike boxes. If you have a room where a safe or other valuables are stored, consider investing in stronger interior doors for these areas.

 

?2. Upgrade to Smart Locks

For an added alarm system, smart locks can help as a measure for improved access control. As an additional benefit, smart locks can keep access records, so you know who is accessing which door at different times.

 

3. Install Alarm Cameras

With strategically placed cameras, you can capture important evidence against potential shoplifters, violent criminals, vandals, burglars, and employees that may commit crimes. Also, CCTV cameras offer considerable value because they are one of the most effective crime deterrents. 

 

4. Manage Valuable Assets

You could rethink your practices when it comes to handling cash. When you consider expensive equipment or high-value inventory, you need to think about how you store these items and anything of exceptional value should be kept out of sight from the windows when the business is closed.

 

5. Improve Exterior Lighting

Consider adding lights in areas that are dark and make sure your side and back exits are well lit. Installing motion lights in areas that do not see much traffic may also help. Smart lights can mimic the activity of an occupied structure, and this will give burglars the impression that there are people there when the building is empty.

 

6. Nightly Safety Protocols

Set a specific routine for closing time and teach it to any employee who may need to close the business for the night. Your nightly safety protocols should consist of checking and locking all doors and windows, securing valuable assets, checking different areas of the property for small business security issues, setting the wireless alarm, and more.

 

7. Install Affordable Alarm Systems

Even if your business already has an alarm system, you may want to consider its age. Surveillance system technology has come a long way in the last few years, and there could be significant benefits to upgrading to a smart alarm system that is customized for the needs of your business

 

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The expression, ‘it’s lonely at the top’, may ring truer than ever these days as business leaders deal with a barrage of labour and financial issues which can not only affect their motivation but lead them to quickly becoming burned out.

 

In fact, Microsoft’s 2022 Work Trend Index - compiled via a global survey of workers across multiple industries and companies - indicated that 53% of manager reported feeling burned out at work.

 

This doesn’t come as a surprise to leadership coach and expert Julie Dupont, Principal Strategist and Owner of Cambridge-based Reimagine Leadership.

 

“We know there has been a bit of a mass exodus with boomers leaving (the workplace) and the onset of COVID, but still leaders have been expected to achieve the same results with even fewer resources,” she says, adding the ‘doomsday’ predictions of a potential recession have just exacerbated the situation. “It’s no wonder they are starting to feel burned out.”

 

Like employees, Julie says a lack of motivation in leaders often manifests itself in either performance or attitude when it comes to work.

 

“With managers you will see a loss of enthusiasm in the goals of the organization because a motivated manager sees the vision and buys into it and wants to be part of it and rallies the troops to make it happen,” she says. “But when you start getting to that point of burnout or loss of motivation, you start feeling some apathy towards the goals of the organization. You become so busy trying to figure out what you’re going to do for yourself that the goals of the organization take a backseat.”

 

As a result, Julie says employees’ performance and growth is easily impacted since they are no longer being challenged.

 

“They get used to this of life just doing the bare minimum and it spirals, so it’s about not having opportunities missed because your manager just doesn’t have the capacity to perform.”

 

However, Julie says there are many ways business leaders can ‘reignite’ their motivation beginning with having the self-awareness to know what their triggers are when it comes to work.

 

“You can then be in a place to start taking steps to manage yourself when you start noticing the apathy and anxiety,” she says, adding keeping a journal can help, even creating a ‘gratitude’ journal. “Some people may say it sounds hokey, but it works and brings to mind things that are good in your life so it’s not all doom and gloom.”

 

Also, the need for self-management is key says Julie.

 

“Moods are contagious and if you’re that leader walking around with a cloud over your head all the time that spreads and can be very unproductive,” she says. “When your people see that you don’t care, why should they?”

 

Julie says when leaders receive the skills they need to make choices and handle stress, that helps build resiliency and suggests using the services of a professional coach as another option, especially if they don’t have anyone either personally or professionally, they can confide.

 

“Managers don’t always they feel there is someone at work they can confide in. They may feel they’re at the top and have to do it alone,” she says, adding a coach can become a great ‘thinking partner’ for a business leader. “This is a person you can off load to who isn’t judging you and there’s no repercussions to sharing your experiences, and they have the added benefit of having strategies or ideas that can help you overcome those hurdles.”

 

 

10 tips to combat leadership burnout

 

  • Know your early warning signs. Common burnout symptoms include poor sleep, loss of motivation, exhaustion, feeling every day at work is a bad day, increased irritability and engaging in escapist behaviours.
  • Increase your self-efficacy. Seek out coaching and professional development experiences to identify mastery experiences.
  • Empower your team and delegate more. Share your vision and purpose and reduce micro-managing.
  • Become more deliberate with your time. Use your leisure time wisely and seek out positive social support and sources of relaxation and achievement outside of work.
  • Take a break, 20 minutes a day. No texting, no internet, just you and an introspective practice (like mindfulness). Unplug out of work daily.
  • Rewind, reflect, remember.  Take time to remember why you’re doing what you do. What is your purpose?
  • Get the basics right.  Diet, sleep, and exercise.
  • Honestly assess your situation and work toward solutions. Ask yourself the following questions: How am I travelling? Am I doing those things? Why am I doing what I am doing?
  • Mentally remove yourself from the job. Step back and try to look at your job from an external objective point of view.
  • Manage your energy not your time. Work out when you are most productive and do important tasks then.

 

Source: HumanPsychology 

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Mental health in the workplace continues to be a major focus, especially as businesses continue to deal with labour shortages and adapt to hybrid work models.

 

“You have to prioritize it,” says Robyn Schwarz, Fund Development, Advocacy, and Communications Lead at Porchlight Counselling Addictions Services in Cambridge. “You have to see it as something you need to learn, the same way you need to learn anything else to grow your business.”

 

Despite the fact the pandemic is considered a thing of the past, she says for some fears and concerns surrounding COVID-19 – especially for those with ongoing health issues - continue to impact their mental health.

 

“I like to think the pandemic really escalated a lot of stressors and acted almost like a catalyst for things that were already just under the surface in our lives,” says Robyn, referring to it as “collective trauma” for the community in general.

 

She says for working parents who had to find ways to support their children through school lockdowns while trying to balance their work life, it has proven particularly hard as they face rising costs. In fact, according to a recent Wellbeing Waterloo Region report Cambridge residents, despite having lower income levels, work more hours to make ends meet. The report shows 6.2% work 55 hours a week or more at than their main job and a 28.3% of respondents work 20 or more hours a week at a second job.

 

“I think as a community, we’re trying to figure out what do our lives look after this while also really struggling cognitively with our brains,” says Robyn.

 

As a result, she says it’s important for employers to be able to read the signs an employee may be dealing with mental health issues.

 

“Looking at different behavioural changes can be really helpful,” says Robyn, noting that sudden tardiness, anger issues, or signs often associated with being a ‘bad’ employee could really indicate a mental health concern. “A mental health issue is one of those things that shows up so different with everyone and we all have different understandings of what emotional dysregulation look likes.”

 

As well, she says addiction issues could also be a byproduct as employees try to find ways to cope with anxiety and depression.

 

“A couple of things we’re hearing in the community is an increase in normalized addictions because many people were at home during the pandemic,” she says, referring to alcohol consumption. “That is something we’ve been really concerned about because it’s something you can hide really easily until it becomes life or death.”

 

As a result, she says creating a supportive workplace environment through trust and open communication is important for an employee to address their mental health issues.

 

“It’s all about finding ways to build those spaces into your work and obviously, every workplace is different. There is no one ‘right’ way to do this,” says Robyn. “It’s about knowing how to talk about mental health and being able to communicate that in a kind and compassionate way. Many employers themselves are also under stress and when an employee knows that they can mutually support each other.”

 

She says just sending employees emails with links to mental health resources isn’t enough, and in fact, could exacerbate the situation.

 

“In that case, you’re putting the onus on your employee to do something that they might not even have the capacity to do and you’re also creating a situation where they feel you’re actually giving them more work to do.”

 

Finding resources can be difficult, says Robyn, noting that private therapy in Canada can cost between $160 to $250 an hour, and that on average between six to 10 sessions are usually needed for a person to make any progress.

 

“Most benefit packages I know, unless you work for a very large corporation, cover perhaps $500 a year,” she says, adding Porchlight, which offers a variety of services, is a good place to discover local resources. “The system right now is a great big puzzle and is very confusing, so an organization like ours we can do the heavy lifting for people to help them access affordable mental health and addictions support.”

 

 

Recommendations from the Ontario Chamber of Commerce’s Mental Wellness in the Workplace: A Playbook for SMEs

 

Develop a comprehensive mental health strategy

•    Develop a mental health strategy that is linked to your EDI strategy.
•    Measure baseline workforce mental health through qualitative (e.g., regular pulse checks and surveys) and quantitative measures (e.g., absenteeism, presenteeism, short- and long-term disability, etc.).
•    Set specific performance targets based on baseline data and the unique needs of your organization and employees.
•    Monitor progress to assess whether intended outcomes were achieved and what steps are needed to improve psychological health and safety.

 

Build a psychologically healthy and safe workplace culture

•    Invest in mental health training to ensure leaders can recognize distress and support employees.
•    Pay attention to the quality of social connections and consider team building options (that adhere to public health guidelines) to foster camaraderie.
•    Encourage employees to practice self-care that includes daily relaxation to decrease stress and healthy habits (e.g., adequate sleep, exercise, etc.).
•    Consider small gestures of appreciation (e.g., a gift card or simple “thank you”), which can impact someone’s day.
•    Consider building a mental health committee or peer support program.

 

Communicate widely, regularly, and effectively

•    Encourage leaders to model open and authentic communication about their mental health challenges – to reduce stigma and encourage employees to seek support.
•    Create spaces for conversation between leaders and employees to share how they feel, check-in with one another, and build a sense of community.
•    Repeat key messages throughout the year to create lasting cultural change and using various formats (e.g., team meetings, posters, etc.)

 

Ensure adequate resources and supports for employees and their families

•    Ensure supports are varied, visible, and accessible – in-person and virtually.
•    Invest in leaders’ wellbeing so they can provide support to employees.
•    Support employees along the full continuum of mental health – from prevention to early intervention to recovery.
•    Review your company’s health plan with your benefits administrator to examine what supports you currently provide and what could be added.

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The Ontario government will launch a first-of-its-kind program June 1 to make free naloxone kits (and free training) available at workplaces where there is a risk of staff witnessing or experiencing an opioid overdose.

 

In 2022, there were 2,521 confirmed probable opioid deaths in Ontario, which represents a 12% drop in cases compared to 2021. Despite this, the number of deaths last year remains substantially higher compared to what was observed prior to the pandemic (2017-2019).

 

Naloxone is a life-saving medication that can temporarily reverse an opioid overdose, restore breathing within two to five minutes, and allow time for medical help to arrive.

 

“Ontario, like the rest of Canada, is in the middle of an opioid epidemic made worse by a toxic supply of recreational street drugs,” said Monte McNaughton, Minister of Labour, Immigration, Training and Skills Development, when the program was first announced last year.

 

According to a report released last summer by researchers from the Ontario Drug Police Research Network (ODPRN) at St. Michael’s Hospital, one in 13 opioid-related deaths in the province between 2018 and 2020 occurred in the construction sector. The reasons behind this, say researchers, are a complicated mix of pain management, job insecurity and having nowhere else to turn.

 

Bars and nightclubs have also seen increased opioid usage and accidental overdoses, often because of recreational drugs laced with deadly opioids such as fentanyl and carfentanil.

 

For up to two years, Ontario will provide free nasal spray naloxone kits to businesses at risk of opioid overdoses through the Workplace Naloxone Program and free training needed to equip staff with the tools to respond to an opioid overdose.

 

Businesses can determine if they are eligible for the program and find additional information on accessing naloxone kits and training at Ontario.ca/workplacenaloxone. Once the requirement is in effect, Ministry of Labour, Immigration, Training and Skills Development’s inspectors will take an education-first approach to enforcement.

 

 

We reached out to Tushar Anandasagar and Hina Ghaus at Gowling WLG to provide some legal insight as to what this new legislation will mean for some businesses:

 

Q. What prompted the Province to introduce this OHSA legislation?

 

A. The province is recognizing that the ongoing opioid crisis is affecting workplaces across the province – something needed to be done.

Opioid overdoses may be preventable or possible to delay (to an extent) – the province has adopted the role of educating employers on steps they can take to recognize and reduce the severity of overdoses.

These measures also have the effect of reducing the load on the healthcare system – the province is pushing for early triage and prevention rather than escalation.

We’re already doing many of the same things when it comes to allergies – for instance, many workers with severe allergies are already carrying around EpiPens.

Many social changes start at the workplace – there is a good chance that we will start to see this protocol (or something similar) extending beyond the workplace.

The opioid crisis is ubiquitous - we have already seen other provinces discussing the adoption of similar requirements for workplaces.

 

 

Q.  Is there a possibility the free training and access to the kits could be extended beyond two years and could funding be provided by another source?

 

A.  Definitely. Our sense is that this is just the start.  There are numerous benefits associated with early prevention rather than treating severe overdose cases via the healthcare system. A stitch in time saves nine.

 

 

Q. Are workers legally required to make their employers aware they could overdose?

 

A. Not by operation of statute – the onus is on the employer to spot a potential health and safety issue and create systems to make the workplace as safe as possible.  Of course, nothing prevents a worker from voluntarily disclosing a substance use disorder to their employer. Aside from statute, employers may be able to establish early warning systems via fit for duty policies – such a policy would require the employee to report to work while not under the influence of an impairing substance. Employers are then responsible for enforcing the policy.

 

 

Q. What kind of privacy issues come into play with this legislation?

 

A.  An employee’s disclosure of a substance use disorder is considered strictly confidential information – the employer should be prepared to treat this information as it would any other medical information received from an employee

Appropriate protections should be put in place to safeguard the information – shared with only those managers or supervisors who “need to know”.

These issues, and sample scenarios, are discussed in the province’s updated guidance on naloxone in the workplace:  https://www.ontario.ca/page/naloxone-workplace

 

 

Q. What are potential concerns surrounding this legislation, if any, that managers of workplaces deemed as at-risk should be aware of?

 

A. There are risks associated with non-compliance with the OHSA – for instance, primary liability may result if the employer doesn’t run through a naloxone kit risk assessment to determine if there is a risk of a worker overdosing at work.  Every employer is required to do this.

There are also risks associated with running a deficient risk assessment or ignoring risks that come to the employer’s attention – for instance, an employee self-discloses that they have a substance use issue, and the employer does nothing.

Another consideration is what could possibly happen if a worker administers naloxone and the recipient has, for instance, an allergic reaction – as per the province’s current guidance, the Ontario Good Samaritan Act should kick in to relieve workers of liability when they are administering naloxone in good faith.

 

 

Q.  What should be the first steps an at-risk workplace should take when it comes to introducing this program?

 

A. Every workplace needs to run through a naloxone risk assessment – employers may wish to engage a third party to demonstrate that they have done this, as needed.

If naloxone risks are detected during the risk assessment, the employer should plan for implementation by referencing the OHSA guidance published by the province – this will necessarily mean engaging with staff, the OH&S rep, the JHSC, etc.

There are specific training requirements which need to be in place, which have been referenced within the province’s guidance. As needed, the employer should also prepare to procure naloxone kits – there may be free naloxone kits available depending on the sector the employer operates within.

 

 

Q. Can workplaces not deemed ‘at-risk’ access the program?

 

A.  All workplaces can access the Province’s guidelines and training resources. As for the free naloxone kits and on-site training, we know the Province is initially focusing on high-risk workplaces. In future we may see an expansion of the training programs and free kits to non-high-risk environments.

 

 

Q. Is it difficult to make changes to the OHSA?

 

A. Yes and no – some changes are met with objection from employers (and employer associations), trade unions, and other stakeholders (e.g., fine increases, doubling of limitation periods, etc.). It really depends on the type of change that is being made.

 

 

Q.  How will compliance of the legislation be monitored?

 

A. Effective June 1, 2023, we can expect standard MOL audits for employers – they will ask about naloxone kits in the same way that they currently ask about harassment policies, etc. There may also be acute responses triggered by workplace accidents – for instance, if there is a serious workplace accident and there is some indication that substance use disorder may have contributed to the situation, the employer’s risk assessment may be called into question, and they may be found not to have complied with these new OHSA requirements if they failed to identify reasonably apparent risks.

Once again, employers will need to be mindful of proving that they have undergone a risk assessment (document, document, document), particularly if they have concluded that there is no risk in the working environment.

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Creating an economic environment to ensure businesses can succeed was the key part of the agenda at the Ontario Chamber of Commerce’s 2023 Annual General Meeting and Convention in Niagara Falls.

 

In attendance at the recent event, hosted by the South Niagara Chambers of Commerce and Greater Niagara Chamber of Commerce, were 160 delegates representing nearly 80 Chambers provincewide, including Cambridge Chamber of Commerce President and CEO Greg Durocher, and Board Chair Kristen Danson.

 

“The OCC’s AGM is an important avenue to share new ideas and connect with other Chamber leaders to find ways to ensure businesses have the legislative support they need to succeed,” he said. “The policies the Chamber network approves create a roadmap when it comes to making important legislative changes.”

 

In total, 43 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses including labour, energy, education, healthcare, transportation and transit. 

 

The theme for this year’s AGM was Growing Together, which exemplifies the Chamber network’s focus on driving economic growth in the province. 

 

This year's event featured a range of keynote speakers, panel discussions, and breakout sessions on topics that are critical to the success of Ontario's businesses.

 

Attendees had the opportunity to hear from experts in areas such as innovation, trade, workforce development, and government relations.

 

Fireside chats were held featuring a variety of provincial political leaders, including Ontario’s Minister of Red Tape Reduction Parm Gill, who talked about the importance of creating a path for businesses to succeed. 

 

“I think we can all agree that for the province to be competitive we’ve got to make sure we are creating a business environment for businesses to come and make investments, and create well-paying jobs,” he told the delegates. “That’s what we (PC Party of Ontario) have been doing for the last five years. We’ve made tremendous progress.”

 

However, there is more room for improvement according to Ontario NDP Finance & Treasury Board Critic Catherine Fife. The Waterloo MPP, along with Ontario Green Party Leader Mike Schreiner, were among those who discussed a variety of issues that needed to be addressed such as housing and healthcare.

 

“When you have a strong healthcare system that can actually draw people into the province, that social infrastructure investment is seen as a plus by companies that are thinking of coming into Ontario,” she said. “And it also serves employees well and is certainly worth fighting for.”

 

Her concerns about Ontario’s healthcare system were reiterated by Ontario Liberal Party Interim Leader John Fraser, who talked about the importance of creating a stronger workforce.

 

“We do not have enough people to care for the people who need it,” he said. “We need a skilled workforce, but enough training is not always that accessible to all people.”

 

The Hon. Perrin Beatty, Canadian Chamber of Commerce President, also identified the need to boost our innovation capacity for Canada to compete internationally.

 

“We’ve been calling on the government to focus on the fundamentals of growth. We need to build a 21st Century workforce,” he said. “It’s time for governments at all levels to treat business as partners not a problem.”

 

 

Cambridge Chamber policies approved by Ontario delegates

 

The AGM is a pivotal event for Ontario’s business community, providing an opportunity for industry leaders to come together to discuss and debate key policies that shape the Ontario Chamber of Commerce’s (OCC) advocacy agenda for the coming year.

The Cambridge Chamber presented three policies, all of which received overwhelming support from delegates:

 

  • The first policy is aimed at opening Ontario’s job market for employers and employees and urged the Government of Ontario to develop all potential partnerships within local municipalities and community organizations to ensure that language training is made available to new immigrants to help expediate entrance into the workforce. Also, the policy called on the Province to provide an opportunity for those on ODSP (Ontario Disability Support Program) who want to work to do so without risk of losing their provincially funded benefits if their employer does not provide those services. And finally, the policy recommended providing employers with a form of renumeration (i.e., tax credit) when it comes to providing provincially regulated training, such as WHMIS and their associate costs.
  • The second policy was ‘reaffirmed’ by the Chamber network after first being introduced in 2019 calling for more to be done by the Province to encourage more women and girls to consider a career in the skilled trades. 
  • The Chamber also presented and co-sponsored a policy with the Greater Kitchener-Waterloo Chamber of Commerce to attract and retain highly skilled talent by urging the Province to double the size of the Ontario Immigrant Nominee Program and to work with post-secondary institutions to reduce regulatory barriers hindering the construction of new on and off-campus housing. As well, it urged the Province to match investments in post-secondary infrastructure and increase funding for Facilities Renewal Program-elgible projects. 
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Work is well underway on Phase 3 of Cambridge Memorial Hospital’s expansion plan as it continues to transform into a state-of-the-art healthcare facility, providing an even bigger boost to the community.

 

Building on this momentum has been a key priority for CMH even before the sod turning for its long-awaited expansion project in 2014.

 

“A strong community requires great infrastructure, great education, great healthcare and great businesses,” says Cambridge Memorial Hospital CEO Patrick Gaskin. “They all need to be ‘firing’ and working together. It’s symbiotic that we rely on each other in order to create an amazing community.”

 

CMH’s continued impact on the community, as well as a look at the current state of Ontario’s healthcare system, will be included in the ‘checkup’ he will provide during a conversation with Cambridge Chamber of Commerce President & CEO Greg Durocher at our Good Morning Cambridge Breakfast on April 4.

 

“We are more than a hospital,” says Patrick, referring to the transition CMH continues to undergo. “We’re really part of the fabric of the community in many ways.”

 

That will become even more apparent once the expansion work on the Wing B patient care tower is complete and CMH moves forward with its new strategic plan. Approved last June, the plan identifies five ‘pillars’, among them finance, community health and partnerships, as well as advance care equity.

 

“We’re looking at how we provide care and service for the community and address the needs of our equity seeking populations, and how do we restructure our services in order to do just that,” says Patrick, noting CMH has already begun to implement new best practices guidelines this year.

 

He says partnerships are pivotal for CMH going forward, which includes working with the Southwest Ontario Aboriginal Health Access Centre (located across from CMH on Coronation Boulevard) by providing a part-time patient care navigator at the hospital to assist the indigenous community.

 

“This is about how do we look at services differently within our organization,” says Patrick, describing another partnership with several organizations to increase mental health care.

 

“Right now, were in the pilot phase of having a community mental health clinic in the hospital operating from 2 p.m. to 9 p.m. every day to meet the urgent mental health needs for our community,” he says, noting the clinic is staffed by community partners including Langs, Porchlight Counselling & Addiction Services and CMHA (Canadian Mental Health Association).

 

Strengthening ways to assist hospital staff is also part of the new strategic plan says Patrick, explaining that recruitment and retention are important priorities.

 

“It’s an understatement to stay that healthcare is in for a tough time,” he says. “So, we’re talking about how we are supporting staff and their wellbeing and what will that look like, and how do we continue to make CMH an even better place to work.”

 

At the same time, patient care will be enhanced even further with the completion of the next phase of the expansion resulting in a total of 200 beds at CMH. The work on Wing B, which will contain single occupancy accommodation and no ward rooms, will be officially completed in the fall of 2024.

 

“We continue to be on track and overall are ahead of schedule,” says Patrick, noting ‘rebooted’ sections of Wing B will open in stages. “The nice thing is the fundraising for the capital expansion is complete and we’re able to invest the community’s money into Phase 3.”

 

He says the purchase of a new MRI is a much-needed priority to replace the one purchased in 2012, adding these important pieces of equipment should be replaced every 10 to 15 years to keep pace with changing technology.

 

“It’s a workhorse and is very needed,” he says, adding all programs at CMH are on a trajectory for expansion. “It is less about buildings and more about the kind of care that we can offer.”

 

Find out more by attending our Good Morning Cambridge Breakfast on Tuesday, April 4 from 8 a.m. to 9:30 a.m. at the Galt Country Club.

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Keeping workers safe and healthy is an important component of any well-run company.

 

However, managing the protocols and requirements that surround it is often an area that creates frustration for many businesses.

 

“A lot of companies put health and safety on the backburner prior to the pandemic,” says Ray Snow, President of Heartzap Safety Training & Equipment in Cambridge, noting the costs that often surround it. “But now they realize they can’t put it on the backburner and have to address it and that’s what we’re seeing now.”

 

He says companies that had once been shut down during the pandemic are seeing a larger Ministry of Labour (MOL) presence of in the community and are paying close attention.

 

“MOL is at construction sites and knocking on company’s doors seeing if they have their policies in place and are they following health and safety rules, and nobody today can afford to have their operations shutdown again.”

 

For that reason, he recommends businesses revisit their health and safety policies and protocols to make sure they are up to date.

 

“But not everyone has that ability,” says Ray, noting larger corporations have the staff to manage health and safety compared to SMEs. “An SME may have a health and safety committee, but they may not have a designated staff person that does health and safety management on a regular basis.”

 

He suggests an outside health and safety audit, which Heartzap provides, is a viable alternative to ensure a business is meeting the correct standards and practices, possibly saving them money in the end. According to Ontario’s Workplace Safety and Insurance Board, the average cost of a lost-time injury is $106,500 - $21,300 in direct costs (WSIB premiums) and $85,200 in costs to the company of the injured employee.

 

“We’re not there to point out all the faults. We’re there to help and grow with you,” says Ray. “Health and safety has always had that negative ‘cracking the whip’ connotation. It’s really more about education.”

 

Through a wide variety of virtual training courses, something Heartzap has offered for several years prior to the pandemic in a blended online and in-class format, he says companies can ensure staff working remotely can remain up to date on their training as part of any work-from-home policies.

 

“The shift is changing in the world and in Canada on how people learn. They don’t necessarily have to be in a classroom all day long,” says Ray, noting keeping current on rapidly changing health and safety guidelines has been a big concern for Heartzap clients. “As much as the government did a great job creating templates for everybody, they still required somebody to go look at them on a bi-weekly or weekly basis because it changed so much. The biggest concern now is getting people up to speed.”

 

He says the costs surrounding health and safety training have risen, just like they have for most businesses and that supply chain issues have affected the availability of products causing potential delays in delivery.

 

“I think everybody is kind of two and half years behind in health and safety in terms of training or policy work or reviewing their facilities, but everybody wants it done today,” says Ray, noting like many sectors, staffing shortages are causing delays. “We only have so many staff to get out there and get the job done.”

 

As a result, he recommends businesses don’t wait until the last minute when it comes to reviewing or updating their health and safety policies.

 

“If you want it done for the fall or winter, don’t wait for the fall and winter to come.”

 

To learn more, visit Heartzap Safety Training & Equipment.

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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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