2020 CONNECT - Winter Edition

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THE VOICE OF BUSINESS IN MISSISSAUGA

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VOLUME 15 ISSUE 1 WINTER 2020

11 THE

POLITICAL ROUNDUP

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BOARD OF E AD TR

MISSISS AU

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www.mbot.com

@mbotontario

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CANNABIS EDIBLES

IN WORKPLACE

on

BUILD THE RIGHT EXPORT PLAN FOR YOUR BUSINESS WITH EXPERT RESOURCES, ADVICE, AND HANDS-ON MENTORSHIP

Average growth of 42% in export sales one year after participation

More than 85% of participants have entered new markets including China, India, Mexico, Japan, U.K., Italy, Sweden, U.S. to name a few

Nearly 90% of participants declared themselves better prepared to do business internationally upon completing the program

“Trying to get to this point on our own would have been near impossible or extremely time consuming. We now have partners that are keen to help us, and a well thought out export plan that has been reviewed by experts. We feel we are now really set up for success! I would definitely recommend the program to anyone thinking about export.”

– PATERSON COMPOSITES To attend the first TAP Mississauga Session you must be available to participate in 4 full days of training and mentorship on the following dates: -2-Day Workshop (Step 1): February 26, 2020 & February 27, 2020 - Export Plan Day ( Step 2): March 3, 2020 - Expert Mentoring Day ( Step 3): March 31, 2020 All sessions will be held at Hilton Garden Inn Toronto/Mississauga. 100 Traders Blvd., Mississauga, ON L4Z 2H7

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Contents Articles

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VOLUME 15 ISSUE 1 | WINTER 2020

23

Residential Displacement Connected to Gentrification and Public Investment

25

What Do Employers Need to Know About Cannabis Edibles in the Workplace?

29

Your Business needs a Sustainable Landscaping Plan

32

Moments & Milestones

33

Inclusive Workplaces are a Win-Win for Employers

36

Top Commercial Real Estate Trends For 2020

39

How Long Does Planning for Your Business’ Future Take?

40

Canadian Chamber of Commerce Open Letter to PM Trudeau

43

Winterize Your Home Like a Pro

44

Credit Application Best Practices

19 - 22 PAST EVENTS COVERAGE

MARCH 3

2020 MAYOR’S ANNUAL ADDRESS LUNCHEON

20 MINISTER SERIES

..........................

In this issue

..........................

Details on Page 47

05

Chair’s Message

14

MBOT Referral Program

07

President’s Message

22

New Members

08

Upcoming Events

38

Affinity Savings & Discounts

11

The Political Round Up

46

Committees & Forums

2020

BOARD OF DIRECTORS

THE VOICE OF BUSINESS IN MISSISSAUGA

EXECUTIVE COMMITTEE: • Susanne Balpataky, Speigel Nichols Fox LLP | Chair • Ken Tencer, Syderworks | Vice-Chair • Jim Molyneux, MNP | Immediate Past Chair • Mary Ann Wenzler-Wiebe, BDC • Steve Rhone, Weston Forest Products • Lucie Shaw, Nurse Next Door • David Wojcik, MBOT-President & CEO (Ex-officio) DIRECTORS: • France Dube, AstraZeneca • Steve D’Agostino, Avega • Parveen Dhupar, BTI Brand Innovations Inc. • Sameer Sharma, Crown Hotels • Ellen McGregor, Fielding Environmental • Adam Nowak, Gallagher Insurance • Eileen Waechter, Greater Toronto Airport Authority • Linda Kern, Kern Group • Amy Delisle, Keyser Mason Ball, LLP • Janet Wardle, MHI Canada • Anne Liisa Longmore, Sheridan College • Ryan Avery, TD Commercial Bank • Donna Heslin, University of Toronto Mississauga ADVERTISING INQUIRIES:

EDITORIAL INQUIRIES:

ADVERTISERS INDEX

Avison Young City of Mississauga Core Partners Group (IPC Securities) Credit Valley Conservation Insuranceland JD Factors KMB Law Mr Rooter

Sonia Ojha at sojha@mbot.com Hiliary Jewer at hjewer@mbot.com Solange Barcena at sbarcena@mbot.com Bahaar Sachdeva at bsachdeva@mbot.com

35 31 48 29 6 15 18 42

Nordic Shipping Nightingale Pacific Paving Pallett Valo Paramount Fine Foods Prism Care Corporation Toronto Region Board of Trade Walden Circle Xccelerata

21 30 28 24 10 45 2 32 24

Established in 1961, Mississauga Board of Trade proudly serves as a the Chamber of Commerce for the sixth largest city in Canada – the third largest city in Ontario.

Mississauga Board of Trade represents all businesses in Mississauga. MBOT’s large, diverse and active membership has made us one of the most vibrant business associations in Canada. As the “Voice of Business” we advocate on policy issues that impact local business at all levels of government, and are influential in helping to shape policy decisions. MBOT also offers a wide variety of valuable business services and professional development programs, networking events and marketing opportunities, to help business grow, prosper, and get connected.

Publisher: David Wojcik President & CEO ceo@mbot.com Editor: Bahaar Sachdeva Brand & Communication Manager bsachdeva@mbot.com Design & Layout: Bahaar Sachdeva bsachdeva@mbot.com Advertising Inquires: Sonia Ojha, Hiliary Jewer & Solange Barcena advertising@mbot.com Printing: Jamnik Graphics www.jamnikgraphics.com Distribution: Katika Integrated Communications Inc. www.katika.com Photo Credit: John Goldstein, Andrea Marchant

701-77 City Centre Drive Mississauga, ON L5B 1M5 T: (905) 273 6151 E: info@mbot.com W: www.mbot.com

mbotontario © 2020. All rights reserved. No part of this publication may be reproduced or copied in part or as a whole, without the prior written permission of the Mississauga Board of Trade (MBOT). Advertising content and the comments, views and opinions expressed herein are those of contributors and do not necessarily constitute endorsement by MBOT. Publication Agreement Number 40012444.

FROM OUR CHAIR

ENABLING THE

SUCCESS OF MISSISSAUGA BUSINESSES

Susanne Balpataky 2020 MBOT Chair Speigel Nichols Fox LLP

A

s the newly appointed Chair of the Mississauga Board of Trade, I am honoured to be working with an organization whose goal is to support and help grow business in Mississauga, and to contribute to economic prosperity and the quality of life in this community. MBOT understands the fundamental correlation between a great place to do business and work, and a great place to live and raise a family. In my 28 years of practice as a lawyer at Speigel Nichols Fox LLP, first in Brampton then in Mississauga, I have seen first-hand the rapid growth in this Region. This growth of Canada's 6th largest city, shows no signs of slowing down.

MBOT’s overriding mission is to help enable the success of Mississauga businesses. That success, however, depends in large part on promoting an environment where all levels of government are supportive of business and of the elimination of systemic barriers to growth and profitability.

I believe that, particularly in these turbulent and uncertain political times, MBOT must continue its advocacy efforts to help shape both the policies and programs that allow Mississauga businesses to thrive and prosper.

We must continue to engage with political leaders and allow our members the opportunity to do the same. To that end, we have hosted the annual Politicians’ Reception

as well as a dinner with the Commissioners of the City of Mississauga and the Region of Peel. We recently hosted a sold-out breakfast event with Premier Doug Ford and have hosted numerous federal and provincial Minister’s events, including roundtables where our members have the ability to engage one on one with their political representatives and articulate the issues of concern to them as business owners. Our elected representatives, in turn, value the opportunity to network directly with local businesses. No other Mississauga business organization offers similar opportunities or fulfills this critical advocacy role. We will continue to champion the contributions of our business owners and support government initiatives that will have a positive impact on businesses in Mississauga.

Collaboration, however, remains key in our advocacy efforts and to developing our policy positions. It is important that we engage with our members and allow all voices to be heard and considered. We are most effective when we have considered a multitude of ideas and perspectives. I am excited about the opportunities that lie ahead and look forward to working together to build on the important advocacy work of this organization.

CONNECT | 2020 ISSUE 1

05

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FROM OUR PRESIDENT

AM I A

GOOD

LEADER?

T

David Wojcik President & CEO Mississauga Board of Trade

AM I THE

RIGHT

LEADER?

hese two statements are joined at the hip but are as different as twins.

Same DNA, totally different personalities. A Good Leader will ask everyday if I’m the Right Leader. Am I the Right Leader for this organization?

Am I the Right Leader for this project? Am I the Right Leader for this time in the company life cycle?

particular initiative, project or task. The question again is: Am I the Right Leader for the assignment?

The Good Leader will step aside when the answer is no to the above questions. They don’t necessarily need to quit the organization, but perhaps step aside for someone else to take over for a particular task or project. They will recognize when they need outside help. They will understand that bringing in the right external talent is not a sign of weakness or lack of skill. It is recognition by The Good Leader to do what’s best for the organization and not what will satisfy their ego.

1. Honesty 2. Ability to Delegate 3. Communication 4. Sense of Humour 5. Confidence 6. Commitment 7. Positive Attitude 8. Creativity 9. Ability to Inspire 10. Intuition

Leaders come in all different shapes, sizes, colours and genders. Some are external influencers. Some are internal. Not all carry the title of Manager, Director, Vice President or CEO. Some are wonderful cheerleaders for a

Good Leaders possess many different qualities and know how and when to deploy one or a combination of them.

According to research by the USA based Center for Creative Leadership, the top 10 qualities are:

When you think of the people you know who are quintessential leaders, several of these qualities bubble to the surface. You don’t need to possess ALL these qualities, but like arrows, it sure helps to have the majority in your quiver. If I may add one to the list, it

would be “humility”. Let’s not confuse humility with lack of self confidence. Humility is defined as being humble and keeping the belief of one’s own value in check.

The Good Leader will stand in front of his team when the bullets fly and in their shadow when the sun shines on their faces.

Good Leaders are not always the Right Leader. There are different styles for different situations. Some leaders are brilliant with turn around opportunities but are only mediocre when it comes to maintaining the status quo.

Some leaders are solid as a rock during a crisis but lose their drive when all is normal.

Some leaders are superstars when building organizations but shrink into oblivion when their company needs to hit the brakes and control costs.

Good Leaders always need to be good and the Right Leaders always need to be good. BUT the Good Leader is not always the Right Leader.

Ask yourself. Are you the Right Leader for your organization today?

CONNECT | 2020 ISSUE 1

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UPCOMING EVENTS CALENDAR Event Details & Registration: www.mbot.com JANUARY

15

7:30 a.m. to 9:30 a.m.

Mississauga Convention Center

From the Corner Office with Lisa Lisson President of FedEx Canada CEO & Executive Series 7:30 a.m. to 9:30 a.m.

Glenerin Inn & The Spa

Wednesday

22

Thursday

23

Luncheon with Hon. Monte McNaughton

.......................................................

Wednesday

Good Morning Mississauga (GMM)

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08

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Wednesday

Professional Development Series

Minister of Labour, Training and Skills Development 11:30 a.m. to 1:30 p.m.

Mississaugua Golf and Country Club

MBOT New Years Wellness Challenge Complete 4 Week Fitness Program 7:30 a.m. to 9:30 a.m.

Wynn Fitness

FEBRUARY

05

Wednesday

12

08

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Wednesday

Membership Matters

8:00 a.m. to 10:00 a.m.

MBOT office

Good Morning Mississauga (GMM) 7:30 a.m. to 9:30 a.m.

Hub Climbing

CONNECT | 2020 ISSUE 1

Thursday

20

Wednesday & Thursday

26-27

Topic: Digital Transformation Resized For Your Business (Part 2) 8:00 a.m. to 10:30 a.m.

Living Arts Center

TAP- Canada Trade Accelerator Program 2020 8:00 a.m. to 10:30 a.m.

Hilton Garden Inn

Tuesday

03

Wednesday

04

Wednesday

11

Wednesday

25

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MARCH Mayor’s Annual Address Luncheon

Keynote: Mayor Bonnie Crombie 11:30 a.m. to 1:30 p.m.

Mississauga Convention Centre

Membership Matters

Good Morning Mississauga (GMM)

7:30 a.m. to 9:30 a.m.

Hilton Mississauga Meadowvale

From the Corner Office with John Lettieri, CEO & Founder of Hero Burger

ARPIL

Wednesday

01

Wednesday

08

Wednesday

15

Thursday

16

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01

8:00 a.m. to 10:00 a.m.

MBOT office

CEO & Executive Series 7:30 a.m. to 9:30 a.m.

Hyatt Place Toronto Mississauga

Wednesday

Membership Matters

8:00 a.m. to 10:00 a.m.

MBOT office

Commissioners Dinner

5:30 p.m. to 8:30 p.m.

The Credit Valley Golf and Country Club

Good Morning Mississauga (GMM)

7:30 a.m. to 9:30 a.m.

Hyatt Place Toronto Mississauga

Annual Politicians Reception 4:30 p.m. to 6:30 a.m.

C Banquets

Professional Development Series

Topic: Digital Transformation Resized For Your Business (Part 3) 8:00 a.m. to 10:30 a.m.

Living Arts Center

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–

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CONNECT | 2020 ISSUE 1

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MEMBER TALKS

THE

POLITICAL ROUND UP MISSISSAUGA BOARD OF TRADE

MBOT IS THE VOICE OF BUSINESS AND IS HERE TO CONNECT, CHAMPION AND ADVANCE THE ISSUES OF THE DAY.

LOCAL & REGIONAL Regional Governance Review In Mississauga, we have two levels of municipal government – the City of Mississauga and the Region of Peel. Voters choose a Mayor and eleven Ward Councillors who represent us on both levels of government. MBOT’s role is to keep an eye actively and constantly on these governments and participate fully on issues where the interests of the business community are affected.

On October 25, 2019 the Minister of Municipal Affairs and Housing the Hon. Steve Clark announced that the Ontario Government would not pursue any changes to the existing Regional Government system meaning that the Region of Peel government and its three lower tier municipalities of Mississauga, Brampton and Caledon would remain.

The City of Mississauga Council had been pushing for independence from the Region of Peel and continues to assert that Mississauga continues to be shortchanged to the tune of around $80 million per year in its financial support of the Region.

CONNECT | 2020 ISSUE 1

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Mississauga Storm Water Charge The City of Mississauga continues to charge a levy to all residential and commercial properties based on the size of its hard surface footprint. This disproportionately affects businesses and partially subsidizes homeowners.

City Council has approved an increase to the levy in effective April 1, 2020 of 2% bringing the charge to $108.20 per billing unit up from $106.10 in 2019.

However, the City of Mississauga does have a credit program for commercial properties so that they can be rebated up to 50% of the levy if they perform improvements on the property that reduces or eliminates the flow of storm water into the municipal system and improves the quality of the storm water (reduces pollutants).

The Mississauga Board of Trade is also working with both the Credit Valley Conservation and Toronto Region Conservation Authorities to help larger property owners on ways to retrofit their properties in order to qualify for the credit program. A proposal is being developed to the Federation of Canadian Municipalities Green Fund which will hopefully result in some support in 2020.

MBOT is also asking the City of Mississauga to consider adopting the City of Philadelphia model which has a much higher credit (up to 80%) and a grant program for property owners to offset the capital costs of storm water retrofits.

Credit Valley Conservation is working on a storm water program in the Southdown District of Mississauga bringing 13 property owners together on a joint storm water management program. This could be a significant turning point in the storm water program through the use of the Drainage Act and property owners sharing resources and property access.

Finally, City staff are working on a report to go back to Mississauga City Council in the spring of 2020 on improvements to the programs that will entice more commercial property owners to perform on site retrofits in order to qualify for the credit program. Increasing the level of the credit to improve the capital pay-back would be a welcomed improvement to the program.

To better understand and qualify for the rebates, please go to http://www.mississauga.ca/portal/stormwater/charge.

Municipal Accommodation Tax/ Tourism The City of Mississauga introduced a four per cent Municipal Accommodation Tax (MAT) effective April 1, 2018. Council approved the new tax which will apply to stays for a continuous period of 30 days or less in a motel, hotel, lodge, inn, bed and breakfast, dwelling unit or any place that provides accommodation. Online private short-term rentals such as Airbnb and HomeAway are also subject to the MAT. It is estimated that this tax will generate close to $10 million per year of which 50% must be dedicated to a recognized tourism organization. MBOT continues to advocate for full transparency for the use of this money and for full involvement of the industry stakeholders (hotels/motels) in determining where MAT money should be spent.

12 CONNECT | 2020 ISSUE 1

The City has already begun to spend the non-restricted portions of the MAT on things like supporting local festivals and special events. Mississauga City Council also recently approved allocating $1 million for the building of an Avro Arrow model which will be erected in Malton. MBOT would prefer to see a plan on the allocation of this money rather than one-off ad hoc activities and that they demonstrate that they generate tourists and overnight stays in Mississauga.

The City of Mississauga is now working on creating its own Tourism Agency which should be set up and running in the first quarter of 2020 and consulting with stakeholders on the make-up and mandate of this organization. MBOT is insisting that the Board of the new agency to made up of tourism stakeholder businesses, especially the hotel and motel sector, and ensure the agency is not operated directly by the City.

MBOT is also working with its partner association the Tourism Industry Association of Ontario to advocate for regulatory changes at the Province that will tighten up the rules and eligibility of the use of MAT money and to ensure Tourism Agencies are arms-length from local government.

Mississauga Climate Change Action Plan The City of Mississauga has adopted a Climate Change Action Plan to help minimize and prepare Mississauga for the impacts of a changing global climate. The Plan sets out specific goals the City wishes to achieve.

The first goal is Mitigation to reduce corporate and community GHG emissions 80% by 2050, as compared to 1990 levels, with a long-term goal of becoming a net zero community and position the City competitively in the emerging low carbon economy. As this is a ten-year plan, an interim GHG reduction milestone of 40% by 2030 has also been set.

The second goal is Adaptation to increase resilience and the capacity of the corporation and community to withstand and respond to future climate events by taking action on the highest climate-related risks.

On June 19, 2019, City Council passed a motion declaring a climate emergency in Mississauga. The motion outlined the City’s commitment to taking action on climate change and directed staff to develop and bring forward a climate change action plan to Council for approval.

MBOT is actively involved as a stakeholder in this to ensure the voice of business is included in the plan’s development.

MBOT is a non-voting participating member of the City of Mississauga Environmental Action Committee.

Airport Corporate Centre The Airport Corporate Centre (ACC) is the largest employment zone in the City of Mississauga with more than 750 businesses and employing more than 32,000 people.

That represents 3.4% of all businesses in the city and 7.7% of all employees. On average there are 42 people working per business in the ACC district.

Recently, MBOT met with the Hon. Kinga Surma, Associate Minister of Transportation to discuss the concerns over traffic and transportation in the ACC and the need for a direct link

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from the area to Toronto Pearson airport. MBOT expressed its support for the continuation of the Eglinton Crosstown LRT and a direct link into the airport.

A recent announcement by the Provincial Government that the Eglinton Crosstown Light Rail Transit project will go directly into Toronto Pearson airport was very well received by the Airport Employment Zone community.

Pearson is also proposing a major transit hub on their lands known as Union Station West. This project would link air, rail and road very effectively to encourage greater use of public transportation.

opportunities to Mississauga. The Plan was developed with the assistance of Hatch Associates.

The Strategy recommends focusing on four key sectors that have globally minded businesses that trade internationally; recruit people from other countries, and that address the three global challenges: digital, environmental and talent.

•

Cannabis Retail Stores

•

The City of Mississauga decided at its December 12, 2018 Council meeting, that it will opt out and not allow privatelyoperated cannabis retail stores in Mississauga.

•

MBOT believes that this was a short-sighted decision and that Council, now armed with the success of the roll-out of cannabis stores throughout Ontario, should re-consider its decision.

•

Recent events and the rise of illegal dispensaries in Mississauga have led some politicians to ask that the City of Mississauga re-consider its decision to opt out. MBOT will continue its advocacy role to get Mississauga City Council to change its decision in 2020.

Mississauga Economic Development Strategy Approved The City of Mississauga has approved a new Economic Development Strategy. The five-year strategy focuses on attracting businesses, employment and investments

Advanced Manufacturing: With an existing base of automotive, aerospace, food and beverage, and cleantech businesses, Mississauga has a strong presence of globally minded elements within the manufacturing sector that trade internationally, compete on the basis of knowledge assets, embrace technology and remain competitive in the global market; Smart Logistics: The sector is rapidly changing and faces new opportunities to embrace more efficient and lower carbon modes of transportation powered by electricity and that rely on autonomous route planning; Life Sciences: The industry has significant global growth potential that relies heavily on creating the right business environment to attract the talent needed to generate new solutions and sustain new business models; and Higher Value Business Services: Mississauga and the wider Toronto economy has an established base of higher value business services, which provide essential support to a wide range of sectors around the globe.

The Mississauga Economic Development Strategy 2020-2025 supports all five strategic pillars for change in the City of Mississauga Strategic Plan (2009). The Economic Development Strategy recognizes the following areas of alignment and focus: • Developing Transit-Oriented City: EDO efforts need to focus on working with its partners to deliver durable infrastructure, which includes transit driven growth.

• Ensuring Youth, Older Adults and New Immigrants Thrive: EDO efforts need to focus on working with its partners to develop distinct places to engage its communities and develop a stronger identity for the City CONNECT | 2020 ISSUE 1

13

•

•

•

based on its diverse community of residents.

Cultivating Creative and Innovative Businesses: EDO efforts need to focus on supporting globally minded businesses which includes harnessing innovation potential within priority sectors.

Completing our Neighbourhoods: EDO efforts need to focus on working with its partners to develop distinct places to attract people and businesses as it moves into its next phase of growth.

Living Green: EDO efforts need to focus on working with its partners to develop distinct places and that can transition into sustainable and accessible transit modes.

Downtown Mississauga Plan in the Works The City of Mississauga is creating a downtown for today and tomorrow. To do this, the City is developing a new guiding document called the Downtown Strategy. This Strategy will build on the success of the downtown core and provide direction for the future. It will reflect what people want to see – a vibrant place to live, work, learn, be entertained, raise a family and most of all, choose to be.

PROVINCIAL

Fall Economic Statement On November 6, 2019 the Hon. Rod Phillips, Minister of Finance delivered the Fall Economic Statement (Mini-Budget) in the Provincial Legislature that included a commitment to lower the small business Corporate Income Tax rate to 3.2% from 3.5% effective January 1, 2020. The statement projected a budget deficit for the fiscal year ending March 31, 2020 of $9 billion down from the original estimate of $10.3 billion.

MBOT CEO David Wojcik appeared before the Standing Committee on Finance and Economic Affairs on December 2, 2019 on Bill 138 which sought to implement many aspects of the Economic Statement.

Highway 401 Construction Moves Forward The Associate Minister of Transportation the Hon. Kinga Surma announced major construction to take place on Highway 401 affecting Mississauga commutes. The project will widen 18 km of highway from 14 CONNECT | 2020 ISSUE 1

The Downtown Strategy seeks to set a vision and plan for Downtown Mississauga by answering the following questions: What are the downtown’s strengths?

Where are the opportunities? (e.g. to make it easy to live, work, play, shop, gather and learn in the Downtown) What are our needs and aspirations for the downtown?

What is our vision for the future and what actions will get us there?

The Strategy will build on the Downtown21 Master Plan (2010) - a plan that first outlined a vision to transform the downtown from "suburban to urban" and laid the foundation for the current downtown core. For more information on the Downtown21 Master Plan, please visit www.mississauga.ca/ downtown.

MBOT will be actively engaged in this review and advocating for a strong balance of office and commercial development along with residential. The City of Mississauga has also approved a Community Improvement Plan for Downtown Mississauga which is hoped to spur on new commercial development in Mississauga’s City Centre.

MBOT works very closely with our partners at the Ontario Chamber of Commerce (OCC) on issues with the Ontario Government. Our Committees work hard looking at resolutions, policy documents, government announcements on consultations to ensure the voice of Mississauga businesses is advanced on provincial issues.

Members of MBOT are automatic members of the Ontario Chamber of Commerce.

For more information on the OCC, please visit www.occ.ca

MISSISSAUGA BOARD OF TRADE

CHAMBER REFERRAL PROGRAM

Consider referring a business who could take advantage of benefits, savings and programming MBOT has to offer.

For details, please contact:

Trish Desimone

IDENTIFY

referrals@mbot.com 905.273.6151 x 240

SUBMIT GROW

Connect, Champion & Advance

the Credit River in Mississauga to Regional Road 25 in Milton and includes reconstruction of bridges as well as upgrades to support facilities and features. Construction is underway and drivers can expect to use the expanded highway by 2022. This area of highway has long been a bottleneck and long overdue for widening and improvements.

Ontario Health Teams Created The Province is introducing Ontario Health Teams, a new model of care that brings together health care providers to work as one team. The Mississauga Ontario Health Team, known as Mississauga Health, will create a connected system of care from prenatal, birth to end-of-life care. The team will focus on improving the health of the people in the community, addressing physical, mental and emotional well-being, as well as simplifying navigation for patients, families and caregivers.

Mississauga Health will integrate services from primary care, home care, community care and hospital care to create a seamless system for patients, families and caregivers.

Better for People, Smarter for Business Act The Ontario Government has passed the first major piece of regulatory and red tape reduction legislation in decades. The Better for People, Smarter for Business Act is a package of over 80 actions to eliminate unnecessary or outdated rules and streamline regulations that need updating. The Act

along with regulatory changes, will simplify and modernize regulations that are needed, while eliminating requirements that are outdated or duplicative, making regulatory processes more efficient for business and better for people. These proposed changes will lower the cost of doing business by making it simpler and cheaper to comply with regulations, while also making it easier to interact with government. The proposed changes also specifically support food banks and religious charities, colleges, universities and seniors — and reinforce environmental protections.

Provincial Government Invites Unsolicited Infrastructure Proposals At an MBOT breakfast event on October 23, 2019, the Hon. Laurie Scott, Minister of Infrastructure announced that the Ontario Government has launched a new framework for receiving and evaluating infrastructure proposals from the private sector. Unsolicited proposals (USP) are proposals to the government that were not requested through an existing procurement. This marks the first time there has been a formal process for submitting USPs to the Ontario government.

Through this new approach, private-sector ideas with the potential to improve public infrastructure and related services will be considered using a consistent and fair process.

Potential participants can submit proposals and find more information about the program online at: ontario.ca/ proposals.

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FEDERAL MBOT members are also members of the Canadian Chamber of Commerce (CCC) which is the national voice of business to the federal government. MBOT staff and committees examine issues and resolutions of the CCC and provide Mississauga’s input. More information on the CCC is at www.chamber.ca.

General Election A General Election was held on October 21, 2019 with Canadians re-electing the Liberal Government in a minority Parliament. All six incumbent Liberal MPs in Mississauga were re-elected. The Mississauga MPs are: THE HON. NAVDEEP BAINS Mississauga-Malton GAGAN SIKAND Mississauga-Streetsville IQRA KHALID Mississauga-Erin Mills PETER FONSECA Mississauga East-Cooksville OMAR ALGHABRA Mississauga Centre SVEN SPENGEMANN Mississauga-Lakeshore

Prime Minister Justin Trudeau Names New Federal Cabinet

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On November 20, 2019, the Prime Minister named the new Cabinet. The members of the Cabinet are:

DAVID LAMETTI remains Minister of Justice and Attorney General of Canada

CHRYSTIA FREELAND becomes Deputy Prime Minister and Minister of Intergovernmental Affairs

DOMINIC LEBLANC becomes President of the Queen’s Privy Council for Canada

ANITA ANAND becomes Minister of Public Services and Procurement

DIANE LEBOUTHILLIER remains Minister of National Revenue

NAVDEEP BAINS becomes Minister of Innovation, Science and Industry

LAWRENCE MACAULAY remains Minister of Veterans Affairs and Associate Minister of National Defence

CAROLYN BENNETT remains Minister of CrownIndigenous Relations

CATHERINE MCKENNA becomes Minister of Infrastructure and Communities

MARIE-CLAUDE BIBEAU remains Minister of Agriculture and Agri-Food

MARCO E. L. MENDICINO becomes Minister of Immigration, Refugees and Citizenship

BILL BLAIR becomes Minister of Public Safety and Emergency Preparedness

MARC MILLER becomes Minister of Indigenous Services Maryam Monsef becomes Minister for Women and Gender Equality and Rural Economic Development

BARDISH CHAGGER becomes Minister of Diversity and Inclusion and Youth FRANÇOIS-PHILIPPE CHAMPAGNE becomes Minister of Foreign Affairs JEAN-YVES DUCLOS becomes President of the Treasury Board MONA FORTIER becomes Minister of Middle-Class Prosperity and Associate Minister of Finance

BILL MORNEAU remains Minister of Finance JOYCE MURRAY becomes Minister of Digital Government MARY NG becomes Minister of Small Business, Export Promotion and International Trade SEAMUS O’REGAN becomes Minister of Natural Resources

MARC GARNEAU remains Minister of Transport

CARLA QUALTROUGH becomes Minister of Employment, Workforce Development and Disability Inclusion

KARINA GOULD becomes Minister of International Development

PABLO RODRIGUEZ becomes Leader of the Government in the House of Commons

STEVEN GUILBEAULT becomes Minister of Canadian Heritage

HARJIT SAJJAN remains Minister of National Defence

PATTY HAJDU becomes Minister of Health AHMED HUSSEN becomes Minister of Families, Children and Social Development

DEB SCHULTE becomes Minister of Seniors FILOMENA TASSI becomes Minister of Labour DAN VANDAL becomes Minister of Northern Affairs

MÉLANIE JOLY becomes Minister of Economic Development and Official Languages

JONATHAN WILKINSON becomes Minister of Environment and Climate Change

BERNADETTE JORDAN becomes Minister of Fisheries, Oceans and the Canadian Coast Guard

The Mississauga Board of Trade is pleased to see Navdeep Bains and Mary Ng remain in their previous portfolios as this gives continuity and certainty to the business community.

#m bot con nec t

CALL FOR EDITORIALS! MBOT is accepting submissions for articles for our quarterly magazine. Unpublished, original and business related information, between 400-450 words.

For more information, please contact Bahaar Sachdeva, Brand & Communications Manager at bsachdeva@mbot.com or call 905.273.6151 x 230.

CONNECT | 2020 ISSUE 1

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Canadian Chamber of Commerce Launches Road Map to Prosperity In an effort to make the 43rd Minority Parliament work for business, the Canadian Chamber of Commerce released the Road Map to Prosperity in December 2019 and connected through local chambers all 338 Members of Parliament.

The Roadmap to Prosperity seeks to restore Canada’s economic potential and reflects the priorities and concerns of job creators in communities across Canada.

Canada’s businesses are the front line of the economy and what affects them affects the economic well-being of every Canadian. There is no path to affordability for all Canadians without business growth to fuel the creation and sustainability of new and better paying jobs. The Roadmap focuses on taxation, regulations, trade, small business, connectivity, skills and pharmacare and will be shared with all politicians in all political parties. To learn more about the campaign go to www. roadmap2prosperity.ca.

New CEO at the Greater Toronto Airports Authority

economic zones, and the last-mile within the Airport Employment Zone. The report also identifies the need for all stakeholders, public and private to play a role to ensure the necessary investments in ground connectivity are made. Important findings include: • Municipal borders are meaningless to transit riders – workers, students, residents – who experience multiple unintegrated fares and uncoordinated transfers.

• The region’s current “radial” transit system no longer supports connection between the Greater Golden Horseshoe’s economic and employment centres.

• The goods movement sector is straining under intense road congestion, leading to increased consumer prices, lower profits and reduced productivity.

• Efficient connections to Pearson are critical for all regional economic zones.

• Coordinated ground connections to, from and between Southern Ontario airports would provide convenience and choice for travelers.

• The 300,000+ employees in the AEZ need safe, efficient first- and last- mile solutions that reflect the 24/7 nature of the country’s 2nd largest employment zone.

Visit the GTAA website at www.torontopearson.com.

The Board of Directors of the Greater Toronto Airports Authority (GTAA) has announced the appointment of Deborah Flint as President and Chief Executive Officer of the GTAA. Ms. Flint will commence her new role in April 2020 following more than 4 years as CEO of Los Angeles World Airports and 24 years serving in executive roles in the aviation industry.

“Deborah is a proven aviation executive who has been leading Los Angeles World Airports, one of the world’s largest passenger and cargo airports, through a period of significant transformation, including the development of an intermodal transit centre,” said Doug Allingham, Chair of the GTAA Board of Directors. “The GTAA Board undertook a global search for a new leader to help guide Toronto Pearson through its next phase of growth, and we are pleased to have found a Canadian-born airport executive with the energy, passion and experience to continue on with our vision to make Toronto Pearson the best airport in the world.”

Greater Toronto Airports Authority Issues White Paper in Support of “Union Station West” The White Paper report shares the value that Union Station West could bring to communities and how it could facilitate important connectivity for regional airports, 18 CONNECT | 2020 ISSUE 1

EVENTS AT A

glance

MEMBERSHIP MATTERS

MONTHLY ORIENTATION

Complimentary to both new and current members looking for a refresher and designed to make sure you are making use of everything that your Board of Trade has to offer and to expose you to some of the important privileges that come with membership.

....................................................................................

GOOD MORNING MISSISSAUGA (GMM)

Meet up to 150+ potential business clients, partners and suppliers before the start of your workday!

Held on the second Wednesday of the month from 7:30 a.m. to 9:30 a.m.

MONTHLY NETWORKING

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Features: Buffet Breakfast Networking | Business Card Draws Business Profile Presentations.

at Please contactm or co info@mbot. x 210 905-273-6151ility. for availab

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KEYNOTE ADDRESS

HON. DOUG FORD PREMIER OF ONTARIO

A Conversation with Hon. Doug Ford - Premier of Ontario, who spoke to a sold-out audience about his Government's Plan to Build Ontario Together.

...................................

A Report on Skilled Trades in the Secondary Schools was released and presented to the Premier.

Includes 22 recommendations to boost investments and job placements.

Read online at www.mbot.com

GOOD EVENING MISSISSAUGA AFTER-HOURS NETWORKING

20 CONNECT | 2020 ISSUE 1

Review of the Skilled Trades in the Secondary School System

Prepared by Mississauga Board of Trade | www.mbot.com

..................................................

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..............................................................

MINISTER SERIES

HON. LAURIE SCOTT

ONTARIO'S MINISTER OF INFRASTRUCTURE

CHAIR'S LUNCHEON

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MINISTER SERIES

HONOURING 2019 CHAIR

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TAP WORKSHOPS

TRADE ACCELERATOR PROGRAM

CONNECT | 2020 ISSUE 1

21

PROFESSIONAL DEVELOPMENT SERIES

NEW MEMBERS OF MBOT

Features panel speaker from a particular industry with a focus on issues and topics that can help further your business objectives and goals.

Topic: Digital Transformation Resized For Your Business

SEPTEMBER • • • • • • • •

Cagneys Steakhouse & Winebar Cedric Millar Integrated Solutions Inc. Craig Wilson and Company Inc. Global Unified Solutions Services Inc. Kalsoft Legal Credit Management Corp.

Lennard Commercial Realty, Brokerage Not Your Child Corp.

OCTOBER • • • • • • • • • • • • • • • • • • • • • •

Barnable Law Professional Corporation BD-Canada Bulletproof Career Colleges Ontario Con-Rep Services Ltd. Country Charm Mennonite Furniture Exemplar Systems Corp.

Focused Improvement Consulting Four Points by Sheraton Toronto Airport FundEX Investments Inc. iStrat Solutions Just to Canada Inc. Lakeview Community Partners Limited Phive Dimensions Inc. Pinnacle Digital Solutions Ltd. Port Credit Academy of Martial Arts Real Tree Masters SSCI Talent Power TRAPPED Mississauga Welch LLP - Chartered Professional Accountants Westview Appraisal Services

NOVEMBER • • • • • • • •

Alejandro Rubio, CIBC Financial Advisor DTS Advance Logistics Ltd. Gelda Scientific & Industrial Development Corp.

Mold & Bacteria Consulting Laboratories Nightingale Corp.

Nina Tangri, MPP | Mississauga-Streetsville RD Transnational Logistics Solutions Inc. University of Waterloo Co-operative Education & Career Action

22 CONNECT | 2020 ISSUE 1

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WOMEN'S LEADERSHIP KEYNOTE: LANA DUKE LEGACY FRANCHISEE

AND OPERATOR OF RUTH’S CHRIS RESTAURANTS IN SAN ANTONIO AND TORONTO

RESIDENTIAL DISPLACEMENT CONNECTED TO GENTRIFICATION AND PUBLIC INVESTMENT The Mississauga Board of Trade reflects on the positive and negative impact of public investment MISSISSAUGA PUBLIC INVESTMENT

Public investment encompasses a wide array of direct activities (e.g., Urban Redevelopment, Open Space Revitalization, and Construction of Infrastructure) and indirect policy actions (e.g., Land Assembly, Subsidies, and Zoning) (1). However for Mississauga residents the current renewed public investment in the urban core and in particular the great popularity of transit-oriented development as a municipal smart growth strategy is of particular interest. While for some, this is as simple as accepting Ontario’s Minister of Infrastructure, Laurie Scott statement that “People in Ontario count on Infrastructure to get to work, shop and get home to their families and our government’s investments in the GTHA will make public transit infrastructure better, safer and more accessible (2).”

Whereas, for others in our community, it is linked to the recognized “five leading indicators”, such as a predictive indicator of future Gentrification (defined as sales prices that are above the district’s average) of low-income areas, including good access to transit (1). In a Dukakis Centre for Urban and Regional Policy report it affirms that transit can be a catalyst for neighbourhood renewal, noting that such accessibility improvements could potentially ’price out’ current residents because of rising property values and rents (3).

HOMELESSNESS IN MISSISSAUGA

Across Canada, 1.7 million people are in housing need, living in homes that are inadequate or unaffordable (4).

Another 25,000 Canadians are chronically homeless and homelessness has become a major social and political

............................................

Dr. Nagina Khan, Ph.D., PGCert, BHSc Independent Researcher ............................................

problem in North America (5). Latest concerns have been voiced by activists, residents, and community groups identifying displacement of long term residents as a pressing concern in established communities like Mississauga. Anxieties about residential, cultural, job displacement currently reflect the lived experiences of individuals in each of our neighbourhoods, with imminent change and the social memory of displacements from the past (1).

GOVERNMENT AS AN AGENT OF GENTRIFICATION

Conversely, these changes are not just a result of individual action and market forces but also a result of direct Government intervention. The Broader Public Sector makes investments to stimulate and respond to renewed interest in urban living; these investments put Government at risk of becoming an agent of Gentrification and eventually Displacement (1). While Mississauga is set to welcome the Hurontario LRT, a $1 billion higher-order transit project that will span 18 km and run from the south of the city at Port Credit GO train Terminal to the Brampton Gateway Terminal at Steeles Ave in the north, it now has the opportunity to secure more transit funding from the Province and Federal Government’s (2). In the past, Neighbourhood Change research tended to underemphasize the role of ‘Government,’ now more current research is directed at aiding activists and Governments to better understand, predict, and plan for Neighbourhood Change (1).

References 1. Zuk M, Bierbaum AH, Chapple K, Gorska K, Loukaitou-Sideris A. Gentrification, Displacement, and the Role of Public Investment. J Plan Lit [Internet]. 2018 Feb 2 [cited 2019 Nov 27];33(1):31–44. Available from: http://journals.sagepub.com/doi/10.1177/0885412217716439. 2. Newport A. More Transit Could be Coming to Mississauga | insauga.com [Internet]. News. 2019 [cited 2019 Nov 27]. Available from: https:// www.insauga.com/more-transit-could-be-coming-to-mississauga 3. Pollack S, Bluestone B, Billingham C. Demographic Change, Diversity and Displacement in Newly Transit-Rich Neighborhoods. 2011; 4. Laird G. Homelessness in a growth economy: Canada’s 21st century paradox. Sheldon Chumir Foundation for Ethics in Leadership; 2007. 5. Anucha U. Conceptualizing Homeless Exits and Returns : The Case for a Multidimensional Response to Episodic Homelessness. Crit Soc Work [Internet]. 2005 [cited 2019 Jun 17];6(1):1–9. Available from: http://www1.uwindsor.ca/criticalsocialwork/conceptualizing-homeless-exitsand-returns-the-case-for-a-multidimensional-response-to-episodic-home

CONNECT | 2020 ISSUE 1

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MISSI SS

BUSINESS AWARDS OF EXCELLENCE

ADE TR

We are honoured to be nominated for Mississauga Board of Trade’s 2019 Business Awards of Excellence.

A BOARD O UG A

F

Thank You!

2019 NOMINEE

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CANNABIS EDIBLES IN THE WORKPLACE On October 17, 2019, changes were made to the Cannabis Act by way of regulations dealing with edible cannabis, cannabis extracts and cannabis topicals.

These changes were made approximately one year after recreational cannabis became legal in Canada. The products should hit the shelves in the coming months just in time for holiday parties. Employers need to make sure that they are prepared.

....................................

Maria Tassou Senior Counsel Pallett Valo LLP ....................................

Employers have an obligation under the Ontario Occupational Health and Safety Act to ensure they maintain a safe workplace.

They should be aware that the effects of impairment through the consumption of edibles last several hours longer than vaping or smoking. It also takes longer to feel the effects of edibles.

Since the effects do not kick in right away, it can be tempting for users to consume even more shortly after the first dose. If an employee consumes edibles hours before starting their shift, they may be impaired when they show up to work.

Employees who consume edibles may have slower reaction times, reduced ability to focus and may become sleepy. Slowed reaction times can impact an employee’s ability to operate machinery or a motor vehicle. These hazards will pose challenges for safetysensitive workplaces.

It can also be difficult for an employer to know if an employee brought edibles into the workplace. Edibles are cannabis-based food products that resemble other common

MEMBER TALKS

WHAT DO EMPLOYERS NEED TO KNOW ABOUT

treats you would often see in a workplace lunchroom such as brownies, candies or cookies.

Now that these cannabisbased products have become legal, employers should review their existing policies as they may need to be updated.

Employees need to be trained on new workplace policies to understand what will and will not be tolerated in the workplace. The policies may cover topics such as workplace safety issues, productivity, absenteeism, accommodation, and consumption of edibles during lunch hours or breaks.

Managers and supervisors need to be trained to recognize signs of impairment in the workplace and how to address issues surrounding substance impairment.

Employees need to know that while cannabis may be legal in Canada, it can lead to their termination in the workplace.

Being impaired in the performance of your job duties, through consumption of a legal substance, is still impairment and can lead to disciplinary action. There is still zero tolerance for drug and alcohol impairment for employees driving commercial vehicles, which include those that require a class A to F licence, a vehicle requiring a Commercial Vehicle Operator’s Registration (CVOR) or a road-building machine. It is also important to note that the Criminal Code still makes impairment while driving a serious offence, regardless of whether the impairment is caused by alcohol or cannabis.

CONNECT | 2020 ISSUE 1

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A BOARD O UG A

F

BUSINESS AWARDS OF EXCELLENCE

ADE TR

MISSI SS

Mississauga Board of Trade’s Annual Event Honouring the City’s Finest Businesses Since 1980

2019 WINNERS

CLEAN AND GREEN

LARGE BUSINESS

SAM MCCALLION COMMUNITY INVOLVEMENT

EMPLOYER OF THE YEAR

Hilton Mississauga Meadowvale

CJ's SKATEPARK

2019 BUSINESS PERSON OF THE YEAR

Mohamad Fakih Paramount Fine Foods

NEW BUSINESS

INNOVA Integrated Wellness Centre

26

CONNECT | 2020 ISSUE 1

NOT FOR PROFIT Heart House Hospice

BUSINESS NNOVATION SOTI Inc.

SMALL BUSINESS

Prism Care Corporation

Weston Forest

Kellogg Canada Inc.

INTERNATIONAL

Nightingale Corporation

EMERGING BUSINESS LEADER

Emilee Feely, Feely Music

THANKS TO OUR 2019 SPONSORS & PARTNERS

CONNECT | 2020 ISSUE 1

27

BUILDING THE FUTURE RESTORING THE PAST Trusted for over 60 years, we are your proven performer within the Commercial Real Estate Market. We’re proud to be your premium choice, full-service exterior contractor for large municipal, industrial/commercial, and private projects.

EX PER IEN CE . LOYALT Y. QUAL I T Y. DE P E N DABI L I T Y. Pacific Paving Ltd. 5845 Luke Road, Unit 204 Mississauga, ON L4W 2K5 T (905) 670-7730 F (905) 670-7631 info@pacificpaving.ca pacificpaving.ca ASPHALT PAVING | CONCRETE WORKS | WATERMAIN REPAIRS BUILDING RESTORATION SERVICES | 24 HOUR EMERGENCY SERVICES

MEMBER TALKS

Future-proof your business

Invest in nature with Greening Corporate Grounds

Credit Breanna Campbell, CRH Canada Group Inc.

Join a community of business leaders taking the lead in environmental sustainability by changing the way you landscape your property.

• Transform sustainability goals into action • Reduce conventional landscaping costs • Prepare your property for climate change Become a member of Greening Corporate Grounds to receive up to $5,000 worth of sustainable landscaping design services.

Discover a better way of doing business.

Visit cvc.ca/gcg or contact us for a free site assessment: gcg@cvc.ca or 905-670-1615 ext 439.

YOUR BUSINESS NEEDS A SUSTAINABLE LANDSCAPING PLAN ............................................

Deborah Kenley Senior Coordinator, Greening Corporate Grounds Credit Valley Conservation ............................................

This article is part of Credit Valley Conservation’s Greening Corporate Grounds’ Take Sustainability Outside series.

We’re challenging businesses to think outside the box when it comes to corporate social and environmental sustainability.

Brick and mortar companies need a sustainable landscaping plan (SLP) for the same reasons they need a business plan: to understand the corporate landscape, identify opportunities and obstacles, and make informed decisions.

But unlike a business plan, an SLP focuses on the management of the natural and exterior built environment to create a roadmap for company sustainability.

Here are five ways an SLP builds resilience for your business: 1. UNDERSTAND THE LANDSCAPE Understanding your property and how your staff and clients intend to use it will help you identify areas they value most, and areas that CONNECT | 2020 ISSUE 1

29

CEO & EXECUTIVE SERIES

FROM THE

CORNER OFFICE

2. CREATE AN ACTION PLAN Your SLP acknowledges current conditions while keeping your future in mind. It highlights actions you can take now, like creating no-mow zones, or what to plan for the future, like a parking lot retrofit. An SLP is an action plan that turns your sustainability vision into reality.

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30 CONNECT | 2020 ISSUE 1

may prove problematic or expensive to maintain. For example, identifying floodprone zones can help you avoid flooding and damage to equipment and buildings.

Your SLP provides long-term solutions to avoid costly short-term fixes.

3. IMPROVE YOUR BOTTOM LINE Business leaders know one of the fastest ways to improve the bottom line is to decrease costs. An SLP requires a thorough site assessment and review of current maintenance practices. This often reveals new opportunities to reduce conventional property

maintenance costs through sustainable landscaping practices.

4. DEMONSTRATE YOUR COMMITMENT Caring for your corporate property demonstrates your commitment to a sustainable future for your business, your employees and the environment. A strong and visible commitment to sustainability attracts and retains talent and builds customer and brand loyalty.

5. FUTURE-PROOF YOUR BUSINESS Building sustainability into your corporate property is a proactive way to protect your business and adapt to a changing climate. Flooding, wind damage and erosion can disrupt operations, delay timelines and ultimately cost you money. Having an SLP in place gives you peace of mind to focus on buildingother areas of your business.

Start building a sustainable landscaping plan by creating a sustainability vision for your property. Visit cvc.ca/gcg/yourvision or contact us at gcg@cvc.ca to arrange a free site assessment.

JULIA CHATTERJI Owner, The Studio Paint Bar, and MBEC Client.

Julia’s business idea came from her passion for art and painting. Wanting to inspire others through painting, Julia held mobile paint nights for corporate teams and mommy-and-me groups. Once she realized that this painting business had potential, Julia wanted to take her business to the next level. Julia set a goal to open her first permanent location – The Studio Paint Bar.

TheFutureIsUnlimited.ca

MEMBER TALKS

................................................

Ashley Rebelo Marketing Manager Walden Circle Retirement Community ................................................

Born and raised in Mimico, Ontario, Dr. Williams earned his Medical Degree at the University of Toronto in 1959.

After completing a rotating internship at St. Joseph’s Hospital in Toronto, he joined the Clarkson Family Practice Group and Oakville-Trafalgar Memorial Hospital. In addition to his well established and thriving practice in the village of Clarkson, Dr. Williams was an active member of the North American Association of Manual Medicine and the Medical Director at The Pines Nursing Home in Clarkson for 25 years.

Shirley began working in the office as the head secretary following the retirement of their first receptionist.

Dr. Williams and Shirley raised their two children in Clarkson, and enjoyed numerous years serving folks in

32 CONNECT | 2020 ISSUE 1

Moments & Milestones

DR. GORDON & MRS. SHIRLEY WILLIAMS

Clarkson. They have been married for over 60 years.

Dr. Williams also provided leadership to Scouts Canada on the local, national and international scene and served as Medical Director of the Canadian Contingent. He attended the World Jamboree in Australia in 1987. He and his wife explored the beautiful land, and created beautiful memories among great colleagues and friends.

In 2003, after 43 wonderful years, Dr. Williams ceased his practice. It was difficult for Dr. Williams to retire when he truly enjoyed his profession, so he continued to work diligently as a Surgical Assistant in the Operating Room at the OTMH. He has been a

dedicated Scout Leader for well over 50 years, and continues to venture off locally with the Scouts. Dr. Williams has been recognized for his outstanding dedication and contribution with prestigious awards including: the Medal of Merit in Scouting, Silver Acorn Award, and the Canada 125 Commemorative Centennial Medal.

In June of 2008, Dr. Williams was presented the Halton Healthcare Services’ Long Services Award for dedicating 48 years at the OTMH. Dr. Williams and Shirley, now residents at Walden Circle Retirement Residence, enjoy participating in the array of daily activities and programs that promotes an independent and vibrant lifestyle.

WORKPLACES ARE A

WIN-WIN FOR EMPLOYERS

The war for talent can find employers competing on the grounds of wages, benefits, and company perks. And while these are certainly table stakes in talent negotiations, companies cannot underestimate the value of a genuinely diverse and inclusive workplace.

Surely, to be an employer of choice in today’s talent market, companies should foster a workplace culture where individuals are not only encouraged, but also empowered to bring their whole selves to work.

It's a win-win strategy.

Numerous studies have shown that a truly inclusive work environment benefits from stronger workforce engagement, greater diversity of thought, and competitive advantages on the global stage. The challenge is building a diversity and inclusion (D&I) culture that is genuine, sustainable, and apparent to both existing and potential team members.

It begins with recruitment; however, getting talent through the door is only the first step. Sustaining a workplace in which employees feel supported is the next step. This takes genuine and consistent buy-in from the boardroom to the shop floor and an open dialog with your employees to gauge their evolving needs, barriers, and ambitions.

No journey is without challenges Many Canadian employers are taking meaningful steps to embed and strengthen their D&I strategies. They're putting power to words through inclusive hiring practices, career supports, and day-to-day engagements. Nevertheless, no journey is without a few diversions.

............................................

Philip J. Fogarty Partner and GTA Audit Innovation Leader KPMG ............................................

MEMBER TALKS

INCLUSIVE Here are some common missteps to watch out for:

• BLIND SPOTS: It’s one thing to say your company is committed to D&I, but if your senior leadership is primarily of the same gender, race, or background, they can underestimate the challenges faced by diverse employees.

• TICKING THE BOX SYNDROME: If you're merely "going through the motions" to show you have a D&I strategy (e.g. occasional training days, heartwarming emails, etc.), it won't have a lasting impact. Dedication to diversity and inclusion needs to be embedded in your organization’s DNA. • THE EGGSHELL SYNDROME: The goal of creating an inclusive environment is not to create a stifling environment wherein employees and leaders are fearful of saying the wrong thing. Instead, it's to create an open environment where minor missteps are seen as learning opportunities.

• ONE-SIZE-FITSALL SOLUTIONS: The Canadian talent pool is brimming with individuals from diverse backgrounds – each of whom comes with their own unique views and experiences.

Therefore, introducing well-intentioned policies aimed at reducing the barriers for one group may not work for others. And in some cases, they may even conflict.

Here again, it pays to keep lines of communication open and genuinely work to understand your team.

The bar has been raised for employers when it comes to providing real, diverse, and inclusive work environments.

The process can be challenging, and every employer will have a different starting point and approach. What's important to remember is that everyone wins when employees feel safe to bring their whole selves to work and that while mistakes may be made along the path to a more inclusive workplace, the goal is to keep moving the dial in the right direction.

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DIGITAL TRANSFORMATION RESIZED FOR YOUR BUSINESS Part 2/3

Speaking Digital: Identifying the right Social Media Channels for your business and creating Killer Content Presented by MBOT Professional Development Committee An immersive speaking event spotlighting 2 of MBOT’s foremost experts on Digital Marketing for Small-Medium businesses. Can all Social Media Channels have the same effect on my business?

Why would I need different content for each channel?

Find out the answers to these and other questions to help you master Social Media marketing in this ever-changing Digital universe!

Parveen Dhupar

Rebecca Mountain

Founder and Visionary BTI Brand Innovations

President & Chief Mess Maker Impetus Social Inc.

MISSISSAUGA BOARD OF TRADE’S

PROFESSIONAL DEVELOPMENT SERIES

Thursday | 8 a.m. - 10:30 a.m.

FEB. 20

Living Arts Centre Bank of Montreal Room

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MEMBER TALKS

As we put a wrapper on very dynamic and successful 2019 this is a good time to reflect on where we have been and where the markets are going next.

The following is a collection of major trends we believe will be prominent across the world in 2020 and have specific commercial real estate implication both locally and internationally: 1. Building resilience – Climate change and resilience - Greater awareness of environmental issues has underlined the fragility of cities in their ability to generate economic growth and development, and the challenge of maintaining continuity through shocks/stresses.

- This is driving a need for cities to transform towards sustainability in the built environment in the face of increasing environmental and physical threat.

2. Low interest rate environment – Lower for longer Increasing demand for real estate - An absence of inflationary pressures is creating likelihood of a period of ultra-low or negative rates. This opens up the possibility of further yield compression and thus the search for yield is unlikely to get any easier any time soon.

- Lower interest rates will likely extend the real estate cycle, even at current levels, real estate yields are significantly above government bond yields globally. As investors continue their search for significant returns, this is likely to increase demand for real estate.

3. Tech in buildings – More and better – The Smart Building evolution - Technology in the construction, development and operation of buildings is an increasingly important consideration for landlords and occupiers.

- Developers are looking to incorporate new technology to help lower operating costs and increase attractiveness whilst tenants are looking for buildings that can provide incentives to recruit and maintain top talent.

4. Power to the people – Geopolitics/trade wars/ populism - Years of austerity and widening inequality in many countries following the 2008-09 financial crisis has created an environment that has enabled a rise in populism, and nationalist policies across several advanced and emerging economies.

- This is having an effect on policy on immigration, trade as well as ownership of domestic assets - protectionist policies are having an effect on trade and in particular the manufacturing sector, which has contracted significantly.

5. The rebirth of retail – The reinvention of the retail sector and the Town Square - Increase in internet retailing, as well as a change in the way people consume goods is transforming how consumers gain access to goods This is having an effect not only the retail property market but on the very idea of a town centre.

- The rise of destination/experiential retailing represents the modern equivalent of a return to the traditional town square – intentional blending of a range of uses – including retail, workspace and leisure use with integrated residential and multimodal accessibility.

- Considered repurposing and curation of retail has the ability to create societal change and enable a sense of community and human connection 6. Right place, right time - Placemaking, community, neighbourhoods, definitions of success - The importance of ‘quality of place’ is becoming increasingly

36 CONNECT | 2020 ISSUE 1

TOP COMMERCIAL

REAL ESTATE TRENDS FOR

2020 .............................................................

Kevin Beaudry Avison Young Commercial Real Estate .............................................................

ingrained in development across large urbanised areas and suburban communities. This reaches beyond the physical environment to encompass broader societal goals including enabling economic mobility and community engagement.

- New communities require a flexibility and mix of use classes, as well as provision of open spaces and places for people to meet. Delivered in conjunction with multimodal accessibility and activity, through retail and leisure space, can help create vibrant, diverse places that can positively impact the local environment and help drive social value.

7. Globalised locations – Localisation, peak/ deglobalisation, near shoring & automation - Globalisation has been an enduring and powerful force in shaping the economy as it has become increasingly connected and interdependent, a trend which seems to be under threat due to policy decisions in a number of major economies.

- This is creating an environment whereby some businesses look to adapt their labour use, make changes to their outsourcing and supply chains whilst localising product and service. This will in turn have an effect on many emerging economies, and in some cases drive demand for automation.

8. Let’s talk about flex – Intensification, use of space, occupier flexibility - Demand from flexibility from occupiers is not a new trend, with the length of leases being driven down over a number of decades. However, changes to the way businesses use space has seen this expedited over the last five years as corporate occupiers and start-ups alike have adapted to new ways of working – not only in the near ubiquity of open-plan offices, but the implementation of hot-desking and flexible working agreements.

- The boom in the provision of serviced/flexible offices stems from the desire for flexibility, offering a solution that allows occupiers to take space quickly in central locations on unrestrictive terms, allowing expansion and contraction with greater ease than a traditional lease would provide. Not only this, but a new generation of providers have put service at the forefront of their offer with a focus on retaining customers and

this continues to be a key draw to tenants and their employees who appreciate the focus on customer care.

9. Logistics statistics – Logistics, automated vehicles/ warehouses, reverse logistics, last mile delivery - E-commerce continues to drive growth in the warehouse sector as retailers and developers strive to perfect the supply chain. This has created an environment where a number of large online businesses are impacting market dynamics, driving competition for land and in some cases creating new markets.

- The volume of online purchasing has in turn led to a rise in reverse logistics, and therefore an increase in the number of ‘return centres’ needed to handle the return of merchandise, leading to an increase in labour costs, and subsequently pressure on margins.

- The advent of automation in both process and transport in the supply chain has the potential to change the sector substantially not only through improving the efficiency of logistics while increasing safety and reducing labour costs, but also through the enablement of multi-storey and vertical facilities, which are particularly prevalent in areas where land supply is limited.

10. Global economic slowdown – The lowdown on the slowdown - Global economic growth has slowed significantly with IMF forecasting global growth for 2019 at 3% driven by growth in emerging markets and developing Europe, and held up by low interest rates. Growth has been revised down by 3 percentage points compared to forecasts six months earlier, whilst the yield curve inversion in the US has highlighted the potential risk of a recession in the medium term.

- This has been driven by a notable downturn in global manufacturing, in particular the automotive sector, and a dropoff in trade as a result of the US-China tariff dispute.

- Across the globe, business confidence continues to be weak, whilst consumer spending continues to be relatively robust. This is largely due to resilience in the service sector, and a strong employment market.

11. Deep impacts on new public and private investing - Greater social awareness has driven an increase in private sector involvement in investment pursuits and activities that drive social as well as investment value. Corporate social responsibility and impact investment has in turn become an opportunity for engagement with investors, occupiers and employees around energy efficiency, housing needs and other drivers of social wellbeing.

- In some cases, this is driving infrastructure investment, where improvements to transportation and connectivity underpin business opportunity e.g. Boeing Company, SpaceX, Smart Cities); and is still often driven by public sector incentivisation.

In the future, there is a chance that investor expectations on returns may create potential for risk in illiquid markets.

12. Wishing well – wellness, fitness, gyms, wellness at work, talent wars - The war for talent and a desire to increase employee productivity has created a drive for businesses to put increasing value on how the built environment can affect their employees’ health and wellbeing. This is turn being implemented in the build and operation of buildings, with Fitwel and Well Building acting as a facilitator and means of standardisation.

- In practical terms, this can range from amenities to internal workplace conditions such as air quality and daylight. The serviced office sector in particular was relatively early to the health and wellbeing game and has helped shape the industry towards the provision of healthier workspaces.

13. The state of play – government intervention, rent controls - The rise of populism has seen an increase in government intervention on issues on behalf of the perceived public good, specifically in sustainability measures and the price of housing, with some local governments instilling rent control measures.

14. Future growth – the opportunities and challenges of cannabis legalisation - As the use of cannabis is legalised in different territories across the world, the opportunities for the real estate sector remain very significant.

Many of these business challenges aren’t new, but the pace of change is picking up arpidly. The commercial real estate industry is clearly responding to many disruptions. It is the scale of the changes that will put many organizations’ survival at stake. It’s time for a new approach that puts customer experiences and expectations at the heart of everything companies do.

The common theme in our industry is that it is no longer about space. It's about the services you offer and the value you can bring to the table.

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One of the first questions business owners ask about exiting their businesses is, “Just how long is all of this supposed to take?” The true answer is it depends. There are many things to consider as you shape your Exit Plan. You might have a business that’s worth $10 million but is overly reliant on you for success. You might have a strong management team to take over but only one or two huge customers.

Different obstacles provide different answers to “How long does this all take?”

Fortunately, there are some general guidelines for how long planning can take. However, Exit Planning timeline guidelines are primarily dependent on you. If you and your business are ready for an exit, advisors can shape and implement an Exit Plan for you. If neither you nor the business is prepared, planning will need to include a phase for getting both you and the business ready, as well as a phase devoted to designing and implementing the actual exit.

Time It Takes to Shape the Exit Plan Shaping the actual plan can take as little as a few months. To quickly shape Exit Plans, you must have all the appropriate data; know what you have and what you need for financial independence; and know which Exit Path you want to take and why.

However, though you may have ideas for what your ideal exit looks like, your ideas are likely loaded with questions you never considered. For instance, you may say that you want to transfer your business to your children. This raises questions such as “What if my kids don’t want it or can’t run it?” and “What if they can’t pay me for total ownership for 10 years or more?” Unless you uncover and address these questions,

Different Exit Paths Have Different Timelines

MEMBER TALKS

HOW LONG DOES PLANNING FOR YOUR BUSINESS’ FUTURE TAKE?

strong growth plan positions you and your management to implement strong Value Drivers in the business.

Recall that you have two overarching options when you sell or transfer ownership. You can sell to a third party, like a strategic buyer, or transfer to an insider, such as a child or your employees. If you and your business are prepared for an exit, and you commit to pursuing a third-party sale, it’s possible for you to sell your business and be completely out within a year or so.

Typically, transfers to insiders take longer, even if you and your business are ready for your exit. The additional time is due primarily to incoming ownership’s financing capabilities. But the time it takes to sell a business to a third party or transfer to insiders is not primarily dependent on the nature of the Exit Path. It’s dependent on whether you are ready to exit and whether your business can support your exit.

planning could take years (or never get done at all).

Often, delays in planning result from an owner’s uncertainty. Whether that uncertainty is about how much money they want, whom they want to transfer to, or whether they can see themselves not running a business, the owner’s uncertainty often causes delays.

Time It Takes to Fully Implement and Execute the Plan

Conclusion

In Exit Planning, time binds all decisions.

As you look toward your future, whether your timeline is one year or 20 years, consider asking yourself, “Do I want to wait until I’m ready to move on to do all these things?” Experience shows that the answer is “No.” If you’d like to explore your Exit Planning timeline, please contact us today.

Once you’ve shaped your plan for your business’ future, it’s time to implement and execute it. If you are ready to act, implementation and execution can begin immediately. Here are a few things to consider.

It Takes Time to Build Necessary Business Value

Building necessary business value can be the longest part of implementing an Exit Plan. Many business owners have a sizeable gap between the resources they have and the resources they need to achieve their goals. This can mean that owners must increase the value of their businesses beyond what they’re worth today.

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W.R. (Bill) Black CExP™, CFP®, CEA®, CIM® President/Exit Planner Exit Planning Group ...........................................................

Compounding this challenge is the fact that you and your existing management may not have the know-how to grow the business further and achieve your Exit Goals. To build necessary value, you’ll likely need a growth plan. A

The information contained in this article is general in nature and is not legal, tax or financial advice.

For information regarding your particular situation, contact an attorney or a tax or financial advisor.

The information in this newsletter is provided with the understanding that it does not render legal, accounting, tax or financial advice.

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December 3, 2019

The Right Honourable Justin Trudeau, PC, MP Prime Minister of Canada Office of the Prime Minister 80 Wellington Street Ottawa, ON K1A 0A2

Dear Prime Minister:

On behalf of 450 local chambers of commerce and boards of trade, representing 200,000 Canadian businesses from every sector and every region in Canada, please accept our congratulations on winning the plurality of seats in the 43rd Parliament.

As you know, our members employ millions of hard-working Canadians from all walks of life who build communities and form the backbone of the Canadian economy. They are united in their desire for a more prosperous Canada, a goal that we know you share.

Building our country’s prosperity is the common ground on which the new Parliament and the Canadian Chamber of Commerce can work together. Ahead of the election, we created an economic blueprint, Vote Prosperity, where we laid out policy proposals that are essential to businesses on every main street across the country. As the front line of the Canadian economy, they need your support.

Our members were disappointed that the recent election did not provide a more substantive discussion about the challenges and opportunities facing our economy. They understand that our political leaders know what affects businesses affects the economic wellbeing of every Canadian. There is no path to affordability for all Canadians without business growth to fuel the creation and sustainability of good jobs.

The domestic and international challenges that faced Canada’s economy at the beginning of the election campaign remain undiminished today. They require urgent attention. We are ready to get to work and to work with you and with your colleagues on both sides of the House.

Among others, your election priorities included better incomes for middle-class families and meaningful action on climate change. Our members can help you on both fronts as well as on many other issues.

40 CONNECT | 2020 ISSUE 1

Like you, we believe in the importance of re-skilling and up-skilling our workforce. We believe in attracting immigration into rural areas where it is greatly needed. We support the extension of high-speed broadband access for everyone, including people and businesses in rural and remote communities. We are staunch believers in the need to ensure Indigenous peoples can participate fully in our workplaces and in the economy in general.

On the issue of climate change, our members are Canadians too; they just happen to run businesses. They believe the threat is real and that we must act urgently and effectively. They also understand that simply shifting jobs and economic activity to jurisdictions with lower environmental standards would do nothing for the climate, but would weaken Canada. As you will know, our members have supported a well-designed pricing mechanism for carbon since 2011, well before it became a political issue. We would be happy to work with Parliamentarians on measures that will help us achieve our climate goals while maintaining a strong economy.

To support your government’s agenda, I have attached the Canadian Chamber’s Minority Parliament Guide to Economic Growth, which outlines where the Canadian Chamber’s economic priorities align with your government’s priorities. The Canadian Chamber would be pleased to work with you and your team to help implement these measures in this new Parliament. Business people are, after all, thorough and prepared.

And, like all good business people, we understand that opportunity, much like the economy, cannot and will not wait. Canada’s businesses are ready now to help build a stronger, more prosperous country. We hope that our political leaders will share that priority.

Sincerely,

Honourable Perrin Beatty, PC, OC President and Chief Executive Officer Canadian Chamber of Commerce c.c.:

Hon. Andrew Scheer, Leader of the Official Opposition Jagmeet Singh, Leader of the New Democratic Party of Canada

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41

Winterize Your Home Like a Pro With These 5 Tips From Mr. Rooter Plumbing of Mississauga The Farmers' Almanac is forecasting a brutal winter for Ontario. "It will be an exceptionally cold winter," almanac editor Peter Geiger told CTV News Toronto. The Farmers' Almanac uses a formula that's over 200 years old, and they are calling for frigidly cold temperatures starting as early as November.

According to the Insurance Institute for Business and Home Safety, plumbing supply system failures cost an average of $5,092 after the insurance deductible is paid. 18 percent of plumbing system failures are caused by frozen pipes. Though frozen pipes account for a relatively small portion of plumbing incidences, they are nearly twice as severe - and therefore, cost nearly twice as much - as issues caused by material failure. The costs don't end there, though.

Water damage is often the biggest expense associated with burst or frozen pipes, costing homeowners an average of $15,000, with insurance. $15,000! That said, you should, as a homeowner, be proactive about protecting your pipes, your home and your wallet from the very real consequences of frozen pipes. Here is a guide from Mr. Rooter Plumbing about how you can prepare your pipes for the first frost, as well as when is the best time to do so.

Timing Is Everything Many homeowners begin the process of closing down their pipes and insulating their homes AFTER the first frost. While the motto "better late than never" certainly applies in this situation, the best time to begin drain­ ing and insulating your plumbing is in the fall, before Jack Frost comes knocking at your door. On the one hand, you're more likely to find all the supplies you need in one place when you begin the process early on in the season. On the other, taking care of the task now when the weather is still semi-warm is preferable to wrap­ping your pipes in below freezing temperatures later on. Once you have the supplies you need, it's time to winterize your plumbing system in the most efficient way possible.

1. Drain and Disconnect All Outdoor Hookups Once the first leaves begin to fall and your garden's flowers begin to wilt, schedule a day to shut down your sprinkler system, drain all outside hoses, cover all outdoor faucets with protective materials and disconnect outdoor appliances, such as refrigerators and fountains. Ideally, you should roll up your hoses and store them in a safe, dry place, along with any appliances you can comfortably relocate.

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In climates where temperatures can hover at below freezing such as Mississauga, foam covers are an easy and affordable way to protect your home's plumbing syste m. Because of their ease of installa­tion and low costs, there is no reason not to invest in this crucial step. If you want to keep small winter rodents from crawling into your home's pipes, you can purchase hard plastic covers inst ead.

As for your sprinkler system...Once you've located your home's water shut-off valve and have turned off the outside lines, detach the hose from the faucet, drain it and

store it where it won't become damaged. Be sure to twist on all the exterior faucets to release all the water still inside the pipes, and leave the faucets turned on to keep pressure from building up inside your system over the winter.

2. Insulate Your Pipes Roughly 20 percent of insurance claims are caused by frozen pipes. You can avoid becoming a statistic by taking proactive measures in the fall and wrap­ping your pipes with the most durable materials available.

Your emergency Mr. Rooter Plumber can help you identify those materials, or you can request recom­mendations from your local hardware store repre­sentative. Ideally, your entire home's plumbing system should be insulated, but if you live in an older home with exposed pipes, you should focus most of your attention on the following areas : • The basement • Crawl spaces • Sheds • The exterior sprinkler cabinet Even if winter isn't coming, it's still a good idea to insulate your home's pipes year-round. Doing so takes some of the load off your water heater since your pipes are able to retain the desired tempera­ture. Speak with an experienced plumber in Missis­sauga for more tips on getting the most out of your water heater.

3. Know When To let Your Faucets Drip Doing something as simple as letting your faucets drip overnight can prevent your pipes from freezing and therefore, from bursting and causing costly damage.

Opening a faucet provides relief from the excessive pressure that builds up within the faucet when freezing occurs. It's important to note that letting your faucets drip does not prevent pipes from freezing, but rather, it keeps them from burst­ing when your pipes do freeze. This is because if there is no excessive water pressure, there is no burst pipe, even if the water within your pipes is already frozen.

Letting your pipes drip does waste water, so only open those connected to exposed pipes. Even the slowest drip is effective at preventing pressure build up, so water waste

should be minimal. Where both hot & cold water lines serve a spigot, make sure to open up both valves, as both supply lines are subject to freezing.

4. Open Up Your Cabinets Ask any plumber at Mr. Rooter Plumbing and he or she will tell you that it's not just your exposed pipes that need some TLC. While you're letting your faucets drip in anticipation of freezing tempera­tures, open up the cabinets underneath your home's sinks. This simple step allows the heat inside your home to work its way around your pipes to help keep them from freezing. You may only need to do this if your house is not well insulted and heated. If it is, your pipes should stay warm beneath your cabinets.

You can also prevent your covered pipes from freezing by placing a small lamp with an incandes­cent light bulb near the pipes. However, before you do so, clear the area of any flammable materials to prevent a house fire.

5. Have Your Pipes and Plumbing System Inspected by a Plumber!

Can you remember the last time you had your plumbing system inspected and maintained? If not, now is a great time to change that. Frozen pipes aren't the only thing that can give you grief this winter. If your plumbing currently has problems you don't know about, those issues can be made worse with the arrival of colder temperatures. For instance, small clogs in your pipes can keep water from fully tricking through your faucets. An aging or malfunctioning water heater that needs a profes­sional's touch could have a hard time keeping up with your desire for hot water during especially frigid days, which could also result in higher energy bills. Have a plumber in Mississauga come out and give your system a look to ensure it's ready for the coldest of seasons.

You can do a lot on your own to winterize your pipes.

That said, it's best to have all your work looked over by an experienced plumber from Mr. Rooter ® Plumbing so you can have peace of mind that you did everything the right way.

If you do find a frozen pipe, here are some ways to get water flowing again.

Tips on thawing your frozen pipes: • • •

Apply heat to the frozen pipe. This can be done using a hair dryer, a space heater, or applying warm, towels, or a heating pad.

Keep the faucet on while you warm the pipes. This will allow the ice to thaw and trickle out.

Continue to apply heat to the pipes until your water pressure is restored.

Mr Rooter Plumbing of Mississauga (905) 278-3900 281 Queen St S Mississauga, ON LSM 1L9 www.mrrooter.ca/mississauga/

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MEMBER TALKS

CREDIT APPLICATION

.........................................................

Wojtek Jaskiewicz, LL.B. Head of Insolvency & Corporate Restructuring Keyser Mason Ball, LLP .........................................................

BEST PRACTICES

We all want customers and we go to great lengths to keep them happy. One of those lengths is letting customers pay for products in 30, 60 or even 90 days. It is important to remember that when you do this you are lending your money to your customer.

1. GET THE CUSTOMER TO COMPLETE A CREDIT APPLICATION

a. Identify the customer's legal name, business address, website, telephone number and any other contact information so that you know who you are lending to and so that you can find the customer in case you need to sue.

You may be delivering products to a different location or company and you may get paid by a different company. Make sure you know exactly who you are advancing credit to. b. Identify your customer's bank and branch.

If the customer doesn't pay and you get a judgment you need this information to be able to enforce. You will also want the customer to tell you what their bank balance is, what their credit limit is, how much they owe and whether they pay regularly and to allow you to contact their bank to verify this information. c. Collect references from your customer. This will be a list of other supplier who supply on credit, how much credit they advance, what the payment terms are and how quickly the customer pays. Make sure you have contact information and consent to contact the suppliers. d. Get copies of recent financial statements.

If the customer is reluctant to provide financial information (or references or banking information) this is a red flag. e. Check your customer’s business history.

That is, find out how long your customer has been in business and how long they have been with their bank and the suppliers (references). f. Get consent to perform a credit check.

You cannot perform a credit check without written consent.

2. ASSESS CREDITWORTHINESS

a. From the credit application, you should have financial statements, references and details about the customer's existing credit.

The first step will be to analyze the financial statements and speak to the customers existing lenders – both banks and suppliers.

Are they happy with the customer? And more importantly, is the information the customer gave you consistent with what the other creditors are saying? b. If the customer looks good at this point, consider further searches. A credit report 44 CONNECT | 2020 ISSUE 1

can give you an idea of the customer’s borrowing habits to date. A PPSA (security) search can tell you what other debts the customer has and whether the customer owns the assets. An execution search can tell you if there are any judgments against your customer. c. Other considerations: i. How long has the customer been in business? If not long, was the customer operating using a different name/company?

Why did the customer close the old company?

The customer may have formed a new company to avoid creditors. ii. Google the customer and the principal of the customer. For example, you may get positive or negative reviews which you can use as part of your credit decision.

3. SET SMART CREDIT LIMITS AND PAYMENT TERMS

a. Decide how much credit you should advance to the customer and for how long – then stick to this! b. Deciding how much credit and what the term should be will depend on a number of factors: i. What risk you are prepared to take on? The longer you wait to be paid, the higher the risk that something will go wrong and the customer won't pay ii. How long you are prepared to wait to be paid? Extending the time to get paid will affect your cash flow and force you to operate using your own line of credit – which you have to pay for! iii. What is the industry standard? You still have to be competitive but there is no point in being so competitive that you run yourself out of business. Its better not to have a customer than to have a customer who doesn't pay. c. If the customer looks promising but you have some concern, keep the payment term short – say 15 days – and keep the amount low. Then, as your confidence in the customer builds, increase the term and the amount.

4. CONSIDER OTHER FORMS OF SECURITY

a. Guarantee i. Getting a guarantee from the owner of the business gives you another pocket if you have to sue. More importantly, if you have a personal guarantee you ensure that the principal stays involved in the business even if it is struggling. It is more difficult to walk away from a struggling business if you are personally on the hook for its debt. b. Security interest i. Ideally, if you are lending you get a security interest in all of the customer's assets. If the customer doesn't pay you can seize all the assets and sell them to recover your

debt. However, this may be impossible. The customer may have an operating line of credit with a bank which will be secured against all the assets. Even if you get security you will be behind the bank. In this case you can still get security in the specific product you are delivering and that security will rank ahead of any other lenders, including the bank. This is called a "purchase money security interest".

5. USE A CLEARLY WORDED CREDIT AGREEMENT

a. The credit agreement will set out terms such as: i. The legal name of the customer; ii. The amount of credit being advanced; iii. The amount of time the customer has to pay; and iv. The maximum amount of time to report quality or quantity issues. b. Make sure the credit agreement clearly says that you have the right to cancel credit at any time and for any reason whatsoever. If the customer's financial situation changes you don't want to be forced to continue supplying on credit. c. If you are getting a guaranty or a security interest make sure these are in writing and signed. The security agreement has to be signed by the customer. The guarantee has to be signed by the person giving the guarantee.

6. GET REGULAR UPDATES

a. Your initial decision to give credit will be based on all of the information above — but circumstances can change. Your client should regularly update all of this information so that you can reassess whether you should advance credit. You want to make sure you catch the customer's problems before they become your problems.

Advancing credit to customers is a regular part of business. With these tips you can make sure you make the right credit decision. If you provide credit and want to make sure you are protected, call us to review your processes.

And if you have a customer who is not paying, we can help you sue to recover the money owed to you.

Small Business of the Year.

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A BOARD O UG A

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20 years ago, and every day since, we’ve busted the myth that natural and plant-based cleaning products are costly and ineffective. Thank you for believing just as we do that an affordable, safer cleaning experience is what we all deserve in our homes and in our workspaces, for our health and for our planet.

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MBOT brings together business minds of like and differing skill sets to provide insight on the many critical issues facing business today.

From human resources and education to government affairs and international trade, MBOT continues to provide a venue for members to collaborate on ideas and shape the Mississauga business landscape.

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GET INVOLVED | SHARE IDEAS | LEARN MORE Contact: Your Member Services Manager at (905) 273-6151

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