​I ran across an internet post last week that triggered todays column. The post was a provocative
challenge to all businesses to take a closer look at disruption, and what we can do about it.

You can pick the post apart if you want, but here is what it said:
Netflix did not kill Blockbuster.
Late fees did.

Uber did not kill the taxi business.
Limited access and fare control did.

Apple did not kill the music industry.
Being forced to buy full-length albums did.

Amazon did not kill other retailers.
Poor customer services and experience did.

Airbnb isn’t killing the hotel industry.
Limited availability and pricing options are.

Technology by itself is not the disruptor.
Not being customer-centric is the biggest threat to any business.

Ironically, when I saw this post, we were just putting the finishing touches on a survey we’ve now sent out, asking local business how they are doing, what their predictions are for the year to come, and for their feedback on the next generation Chamber of Commerce, and what we should be doing to better fulfill our promise of "Strengthening Business".

We are a successful Chamber, leading our industry in many award-winning ways, but despite those successes, if we are not constantly looking for ways to improve, then we are stagnant and it’s only a matter of time before someone eats our lunch.  

Whether you are a Chamber member or not, I’d really appreciate it if you would take the time to fill out the survey. We’ll know more abut your business and ours.

By: Sandra Dueck, Policy Analyst, Peterborough Chamber of Commerce
​
​Stu's article above got me thinking.

How is disruption different from innovation or is it the same idea expressed in a different way?

A dive into the Internet and there was an abundance of thought.  I found an article in CEO Magazine from March 2018. The author Paul Broadfoot asks the same question.

He works on the premise that disruption is a way to increase market size (e.g. make something more accessible to more people), while innovation is used to increase market share (e.g. more people using more of one product over another).
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So from a business perspective you may want to be both - a disruptive innovator.

​Workplace debates can be enlightening.  I often incite a debate if I’m working on a policy resolution.
It helps test out the recommendations we are considering to put forward to government.   

Recently, we had a really good in-depth conversation about workforce.  What are the challenges?
Where are all the people?  How do we find the right fit for the culture in our offices, shops, factories or farms?  How do businesses entice consistent productivity from their employees?

For the sake of context, our Chamber office is made up of three millennials, three Gen-Xers and a Baby Boomer (we even had a good debate about that!).  So, this article is through that collaborative lens.

At the Chamber’s Business Summit a few weeks ago, we hosted a panel about workforce based on a BDC report titled "Labour Shortage: Here to Stay".  The report identifies that workforce growth has declined since 2000, mainly the result of the large baby boom generation heading to retirement.  Although immigration has been identified as one of the ways to grow the workforce, growth rates for workforce are expected to remain below 0.2% for the next decade.

The challenge is that one of the main business classes, small and medium-sized enterprises (SMEs), driving the economy is bearing the brunt of the impact of a smaller workforce.  The BDC survey supporting the report found that close to 40% of SMEs are already having difficulty finding new workers.  The report goes on to identify that this is impacting those businesses in a variety of ways from unfilled client orders, todeclining competitiveness, and deteriorating product/service quality.   

Given the above as the base situation, employers can’t sit back; change is afoot.  Embracing change with different hiring strategies, developing a value proposition for employees, new operating strategies, and HR policy development will be important.

The research on workforce is also growing and while the BDC report explores the role of employers, a report by RBC entitled “Humans Wanted: How Canadian youth can thrive in the age of disruption” explores the qualities and opportunities for future generations.   

The working definition of a skills economy in the RBC report is “a mobile, skilled workforce, constantly learning, training and upgrading to meet the demands of a changing world.”   This is a fulsome
definition, but not prescriptive in how that learning is accomplished, which, I would say, is disruptive in itself.  The source of constant education can come through on-the job training, returning to school, or working while upgrading and there are a variety of government and non-government programs to access.

The RBC report identifies ten learnings from their research including grouping jobs into six clusters based on essential skills by occupation rather than by industry.   Those six clusters are doers, crafters, technicians, facilitators, providers, and solvers.  Within these six clusters, RBC identifies that there will be 2.4 million job openings between 2018 and 2021, so the world is a job-seekers’ oyster.   

That said, this new way of identifying how one fits into the workforce is different for both employer and employee.  Society is starting to fully emerge from the cocoon of decades of a consistent approach to hiring and job expectations.  Now, employees are more outwardly vocal about their workplace ideals and employers are more open to creating a more collaborative culture to keep their employees and their productivity high.   

During our office workforce discussion, we came to the conclusion that we have to stop applying stereotypes to paint a generation, whether it be millennial, baby boomer, Gen-Xer or whatever.   It’s been a difficult transition with the biggest challenge being how these two ideals are defined – what is a good employee and what is a good job.  The definition of these concepts can be very individual by person and by sector.   

So, what can be done to avoid being trapped by a loose-fitting definition, whether you are a job-seeker or hiring for a position? Openness to possibilities.  As an employee, maybe the job isn’t where you want your working life to end, but what are the qualities that could make it a good place to start?  As an employer, maybe the pool of people who have applied are not who you were expecting, but what are the qualities in an
employee that are required and who in the pool has those?

Our workforce and businesses are also not trapped by previously held conventions.  Success is not solely determined by the length of time with a company.  Loyalty to a company is not automatic, but rather something that a business has to earn.  Companies have the ability to truly build and define the culture they want to project.  Businesses have the opportunity to be leaders and a voice in the communities in which they operate.

It’s a shift.  It’s not wrong or right.  It’s just different.  It’s innovative.  It’s a new way of doing things.  And we, collectively, need to figure out how to adapt.

To that end, Si Grobler, Member Relations at the Chamber recently posted this to his LinkedIn profile:
"I have read two articles this past week that got me thinking about what businesses can do to help address their staffing concerns (the most common issue I hear from business owners):

1. Adjust your mind/perspective/attitude regarding a particular generation. Edmonton Oiler’s newest Head Coach, Ken Hitchcock, has been open in how he has adjusted his coaching philosophy. Instead of blaming young players about being lazy and/or entitled, Ken has adjusted his coaching style, because as a coach, Ken needs to get the best out of his players so that the team can win. As further proof, you never hear Mike Babcock blame the worldview of his younger players. And Millennials (or the next generation or any other generation) aren't going anywhere, so you better figure out how to make them productive members of your business. This is an attitudinal shift that many business owners still have yet to embrace.
2. Work is about more than money. While salary is the 'show-up factor' (as in 'pay a certain amount so that people will show up to work'), increasing wages does not equate to happiness. There are other ways to motivate your staff and get them more productive. Find out what makes them 'tick' and give it to them."
   

The RBC report wraps up with Six Things You Need to Know about the Future of Work.  This is a good list for businesses and workforce.

1. Analytics are trending
2. Math is a big plus
3. Firms want flexibility
4. Digital is non-negotiable
5. The three C’s are crucial – communication, collaboration and critical thinking
6. Mobility is a thing

​So let’s get moving on adapting and taking the best advantage of our skills.

​More details are emerging from the province about how licences for cannabis will be distributed.
The province says that due to a supply shortage of cannabis by federal providers they will not be issuing an unlimited number of licences now that the application process has opened up.

As a result, the province will be "taking steps to ensure that private cannabis retail stores open in phases. In the initial phase up to 25 licences will be issued so operators can open for business on April 1, 2019 and stay open."

To determine which businesses will get the licences, the Alcohol and Gaming Commission (AGCO) will hold a lottery.  The lottery will be a temporary solution until production is sufficient.

Recently, the Peterborough Chamber of Commerce conducted a survey of its members to determine the acceptance level for private cannabis retail stores.  We received 100 responses from our membership
with 75% in favour of private-sector license-based stores, 24% were not in favour of this model and 1% did not answer. 

We also received just over 30 comments from those who answered the survey. Of those who responded in favour, many felt it was an opportunity to expand the tax base and bring in revenue for the City of
Peterborough. Many also recognized that there was market demand for the product that could still enter our city boundaries even if it was not sold in brick and mortar stores.  They also expressed that allowing for storefronts could better keep the market above ground. Of those with concerns location and health impacts were mentioned the most.

At the December 10th council, meeting, while supportive of having the retail stores, councillors had concerns about the lack of a role for municipalities in decisions about location and response time to a license request.

The Canadian Chamber of Commerce released a 5 Minute for Business article on the cannabis market. 
"Deloitte has forecasted that Canada’s cannabis market will be worth up to $7.17 billion in sales next year."

The provincial government released its plan in mid-November with the following main regulations:
A minimum distance of 150 metres (approximately 500 feet) between cannabis retail stores and schools, including private and federally-funded First Nation schools off-reserve.

• Retailers will not be permitted to allow anyone under the age of 19 to enter their stores.
• Specific instances in which applicants will be denied a licence, including cannabis-related criminal offences.
• Notably, illegal cannabis retailers who were operating after October 17, 2018 are not eligible for Ontario cannabis sales licenses.
• A prohibition on the issuance of a licence to any individual or organization who has an association with organized crime.
• Requirement that individuals or entities applying for an operator licence demonstrate their tax compliance status to show that they are in good standing with the government.
• A requirement for all private recreational cannabis retail storefronts to be stand-alone stores only.
• Individuals with a store authorization, cannabis retail managers and all retail employees will be required to complete the approved training to ensure that any individual who works in the cannabis retail market is trained in the responsible sale of cannabis.

All interested parties will be able to submit an expression of interest form online to the AGCO from January 7 to January 9, 2019. The expressions of interest will be put into a lottery pool for a draw. The draw will be conducted on January 11, 2019, with the results to be posted on the AGCO's website within 24 hours.

Earlier this month, Chamber members at the Chamber AM had the opportunity to hear some tips on how to attract the local shopper from Downtown Business Improvement Area Executive Director Terry Guiel.
He talked about how business can use these tips to earn the trust of their customers.

Tip #1: Remind People to Buy Local
Creating our own business ecosystem of buying local is one way to lead by example.  Terry suggested having a policy in place to try and source your purchases locally first. He also suggested offering a local section in your store.  Let's toot our own horn.

Tip #2: Show your uniqueness
Think outside the box and showcase how your business is unique. Present your products or offerings in ways that differentiate you from like businesses or consider partnering with other local businesses on a project. Push your limits.

Tip #3: Workshops
Offer seminars for your business or others in your space.  This is a way to bring in new customers along with the opportunity to show off your expertise.

Tip #4: Be a personality
Show your personality.   You are more likely to build loyalty if your customers know you.  Be the face of your business.  You can also express yourself through advertising and social media.

Tip #5: Be Nice
It costs nothing. It's also a great way to build trust and get to know your customers.  It's an area to involve your staff and ensure a fulsome customer experience.

Tip #6: Be Visible
Use signage that easily expresses your business. You are engaging an audience that is on the move.
Change your window display, if you have one, every three to four weeks.  A creative display is a great way to draw in customers.

Tip #7: Have an online storefront
Many customers research products online.  Being an online resource for your customers can be helpful. You can tap into online reviews and online is open 24/7.
​
Thanks, Terry! Happy Holidays!

A project near and dear to Peterborough in the form of VIA Rail’s High Frequency Rail proposal, has been mentioned in a new report from the Ontario Chamber of Commerce on transportation needs in Ontario.  The report is the first in a series on the transportation needs of the province and highlights three areas of opportunity that will help improve the movement of goods and mobility of Ontarians.  One of those three areas is moving people by rail.

The report points to short- and long-term opportunities for using rail, including VIA Rail’s High Frequency Rail proposal, CN Rail’s Milton Logistics Hub, the use of advanced signalling technology to increase capacity on subways, bringing two-way all-day GO Train service to the Innovation Corridor, developing ‘Union Station West’, and the return of passenger rail to Northern Ontario.

“Transportation is the backbone of our economy, affecting the movement of people and goods and the everyday lives of residents and businesses,” says Stuart Harrison, President & CEO, Peterborough Chamber of Commerce. “We have long maintained that the return of passenger rail, as well as improved freight capacity for then Peterborough region is highly desirable to our economic well-being into the future.”
​
The other two areas of this report are:

• Transit planning governance (with an initial focus on the GTHA)
• Autonomous vehicles

Ontario was the first province in Canada to implement a pilot regulatory framework to allow for the testing of autonomous vehicles and driverless technology.  The report calls attention to the readiness of the province for the reality of autonomous vehicles in the near future, recommending Ontario capitalize on its first-mover status in this space.  The Peterborough Chamber and the OCC urge all levels of government to work together with industry to attract future investments, innovation, and jobs, as well as ensure Ontario is the first province to reap the benefits associated with this technology.

“There are many challenges for communities from relative congestion, limited transit connectivity, population growth, aging assets, unique regional needs, and a historic under-investment in infrastructure leading to a significant gap between the actual and needed infrastructure in Ontario,” adds Harrison.
In a recent OCC survey, 58 percent of Ontario businesses rated existing transportation infrastructure as fair or poor.  With much of the existing infrastructure in Ontario built in the 1950s and 1960s and nearing the end of its useful life, the OCC recognizes that the costs of investment are high, and Ontario is far behind when it comes to building new and maintaining old infrastructure.

The Peterborough Chamber and the OCC have developed an initial thirteen strategic and pertinent transportation recommendations for a stronger Ontario.  Although not an exhaustive review of all
transportation modes and regional needs across the province, this approach will help to address the current and future transportation needs of the province.

Transit Planning Governance

1. Unlock Metrolinx’s potential to improve integration between regional transit services in the GTHA.
2. Develop a multi-modal transit hub at Toronto Pearson International Airport.
3. Conduct a review of transportation assets and limitations in Northern Ontario to determine how mobility in this region can be immediately improved.
4. Support municipal governments as they develop innovative solutions to address transit challenges.
5. Establish Transportation Ontario, an independent, province-wide transportation planning authority that would advise the Ministry of Transportation and support regional transit agencies.
6. Develop a 30 to 50-year Long-Range Transportation Plan.
   

Moving People and Goods by Rail

1. Develop a goods movement convenor framework that engages municipalities, the freight industry, relevant provincial Ministries, and the federal government where appropriate.
2. Invest in state-of-the-art technology such as CBTC to address immediate capacity concerns on the TTC subway network.
3. Prioritize investments with the greatest potential to provide a strong return on investment via economic growth.
4. Partner with the Canada Infrastructure Bank to secure funding for critical rail projects in both Northern and Southern Ontario.

Autonomous Vehicles

1. Regularly review and update the existing AV pilot regulatory framework and evaluate existing legislation to determine if AV-relevant modernization is required.
2. Anticipate Ontario’s AV future within the province’s upcoming Long-Term Infrastructure Plan. As the current Canadian leader in this space, the Government of Ontario should encourage the federal government to act on AV readiness.

“50% of Ontario businesses view transportation infrastructure as critical to their competitiveness. The province needs a plan that is strategic, provides value for public dollars, optimizes existing assets, leverages the private sector and technology, and takes into account the unique needs of our province,” added Rocco Rossi, President and CEO of the OCC.“ Moving forward, we will continue to consult our members on the province’s vast and diverse transportation needs.”

The transportation file is extremely important to the Chamber Network. We will continue to provide thought leadership on other modalities as part of our advocacy.

Construction
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Ministry of the Environment, Conservation and Parks
Consult on new Environmental Activity and Sector Registries (EASRs) for permits to take water, and for storm and sanitary sewers
Ontario proposes to expand the Environmental Activity and System Registry regulation for low-risk water takings — such as ones in which water is removed for a short time only and then returned to a nearby point, with no significant change to water quantity or quality. Moving these activities to a permit-by-rule system would allow businesses to begin operations faster. It would at the same time continue to ensure that water takings in Ontario are managed in accordance with our strict environmental standards, and in keeping with the Great Lakes-St. Lawrence River Basin Sustainable Water Resources Agreement.

Ministry of Labour
Amend the Labour Relations Act, 1995 to explicitly deem public bodies, including municipalities, school boards, hospitals, colleges and universities, as "non-construction employers"
Certain broader public-sector entities have become bound to collective agreements for the construction industry, even though they are not actually in the construction business. This proposal would explicitly deem municipalities, school boards, hospitals, colleges, universities and other public bodies to be "non-construction employers" under the Labour Relations Act, 1995. If the proposed amendments are passed, this is expected to increase competitiveness for broader public-sector construction projects.

Manufacturing
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Ministry of Government and Consumer Services
Eliminated regulatory and licensing requirements for upholstered and stuffed articles
Removing all Ontario-specific licensing and regulatory requirements for upholstered and stuffed articles will reduce a long-standing burden on business, save businesses $4 million annually and eliminate trade barriers. These items will continue to be subject to the federal government's health and safety, and labelling requirements — as is the case in other provinces. 

Ministry of the Environment, Conservation and Parks
Repeal the Toxics Reduction Act by 2021, remove the toxics reduction plan in 2019 and rely on the robust and science-based Federal Chemicals Management Plan, as other provinces do
Under Ontario's Toxics Reduction Act, 2009, regulated facilities need to report publicly on their use of certain toxic substances, and are required to identify options to reduce them through toxic reduction plans every five years. The federal government's Chemicals Management Plan also requires facilities to take action on toxic substances, which can include identifying options to reduce their use. By 2021, all substances regulated by Ontario will be covered by the federal program.

To avoid unnecessary duplication, Ontario proposes to no longer require facilities to create or review their toxics reduction plans as the federal government finalizes its approach to these substances. The Ontario government also proposes to repeal the Toxics Reduction Act in 2021 and defer to the federal government's Chemicals Management Plan for action on toxic substances.

Ministry of the Environment, Conservation and Parks
Revoke nine regulations related to the Municipal Industrial Strategy for Abatement (MISA) and insert these requirements into Environmental Compliance Approvals (ECAs)
In Ontario, 113 facilities are currently subject to nine sector-specific industrial wastewater regulations, as well as site-specific ECAs. To reduce regulatory burden for facilities while maintaining oversight over release of industrial wastewater, the government would transfer applicable requirements from the nine regulations into the ECAs for these facilities, and then revoke the nine regulations. These changes would allow businesses to have greater operational flexibility, such as the ability to implement changes to their production processes, so they could focus on being more innovative and competitive.

Ministry of Labour
Amend Workplace Hazardous Materials Information System (WHMIS) regulation under the Occupational Health and Safety Act to allow updated labels to be placed on existing chemical containers
The proposed change would amend WHMIS regulation to allow updated labels to be placed on existing chemical containers. Without this change, existing chemicals would need to be disposed of, and new chemicals would need to be purchased. The change would save Ontario universities an estimated $60.2 million to $107.9 million.

The Ministry of Environment, Conservation and Parks has released its Made-in-Ontario Environment Plan titled “Preserving and Protecting our Environment for Future Generations”.   

The 54-page document featuring almost 120 action items outlines how the government will approach various aspects from outlining where the province is today to protecting our air, lakes and rivers, addressing climate change, reducing litter and waste in our communities & keeping our land and soil clean to conserving land and greenspace.

Did you know that? “measured against the same base year of Canada’s target under the Paris Agreement (2005), the province’s total greenhouse gas emissions have dropped by 22% – even while the rest of Canada saw emissions increase by 3% during that same time.”

In a submission to the Ministry ahead of the plan release, the Ontario Chamber of Commerce encouraged the government to approach their plan with four principles in mind, in order to strike the right balance between protecting our environment and supporting a prosperous economy. These principles were:

1. Design smart regulations The government was encouraged to reduce red tape, fix the waste management system and take an outcome-based approach to environmental regulation.
2. Invest strategically in sustainable innovation By doing this the government can offer more help to the private sector to commercialize and export local innovation, leverage the industries, such as nuclear, that were essential in helping Ontario transition away from coal, engage in sustainable procurement that recognizes products and goods that demonstrate efficient energy use and environmental stewardship, and collect a return on government investment.
3. Support community resilience This includes encouraging municipal use of asset management planning, adjusting building codes to reflect new innovations and support the retrofit economy.
4. Foster collaboration Collaboration is key to ensuring success and government needs to work with stakeholders to understand and share data that can be useful to policy development.  Collaboration will also encourage the breaking down of silos within government and across future partnerships.

After the release of the province’s plan, OCC President & CEO Rocco Rossi commented, “As Ontario’s business advocate, we are pleased the Government of Ontario is taking steps to strike an appropriate balance between protecting our environment and supporting a stronger economy. Today’s plan will help us achieve global targets under the Paris Agreement, while also prioritizing transparency, fiscal sustainability and business competitiveness.  We are encouraged to see that the Ontario government has taken steps to address all four priority areas. With the business community already navigating excessive regulatory
burdens, we urge the government to continue to prioritize and consider impacts on the private sector when implementing the new standards and policies announced in the plan.”

The plan is now in the 60-Day consultation period with the following identified by government as the next steps:
“• Continue to consult with the public and engage with Indigenous communities Throughout the environment plan we have identified areas of action and key initiatives. These are areas where we are engaging with stakeholders and Indigenous communities to develop new approaches that support our
common goals for environmental and climate leadership.
• Establish an advisory panel on climate change An advisory panel on climate change will be
established to provide advice to the Minister on implementation and further development of actions and activities in our plan specific to climate change.
• Begin implementing priority initiatives Some of these initiatives are already underway and we will begin implementation of the remaining initiatives following consultation.
• Measure and report on progress We want Ontarians to see how our plan is helping them save money and improve the quality of their lives and communities. We are committed to reporting regularly on the progress we make on our plan and to developing key indicators of progress because we believe that transparency is important to the success of this plan. We are also committed to reviewing the environment plan every four years.”

You can provide your feedback on the plan through the following link.  Chamber members, we will be
looking for your input through a survey.