JONATHAN N. BORELLI
2025 MBOT Chair Partner, KMB Law
Welcome MBOT’S 2025 BOARD CHAIR
I am honoured to take over the Chair position of the Mississauga Board of Trade. I take over the reins from a long list of Mississauga leaders and I intend to carry the torch to highlight Mississauga business and trade.
As a management-side employment lawyer at KMB Law in Mississauga, I am more than happy to contribute my time and expertise to help lead the 20-person Board of Directors that guides the Mississauga Board of Trade and the community we call home. I have the privilege of sitting alongside talented leaders from across Mississauga on our Board. I would encourage all members to become engaged with MBOT committees, events, and our Board itself.
I must take the time to recognize our outgoing Chair and Past Chair: Sameer Sharma from Crown Group of Hotels, and Steve Rhone, President & CEO Weston Forest. They should be commended for their leadership and efforts, especially through the challenging times. It has been a pleasure working with and learning from them, and we wish them well in the future.
Mississauga is a thriving city. I recall more than a few of our mayors saying we “punch above our weight”. As I commute to the office, I am constantly reminded of a comment from a former mayor at our Mayor’s Address: Mississauga is a net importer of jobs. I say that is a testament to the strength of our businesses and industries.
Mississauga has innovation, diversity, and resilience. Our businesses are the heart of communities, and they fuel our economic growth. MBOT members not only create meaningful jobs and careers for their team, but our members make Mississauga a destination… a place where people live, create, work, celebrate, and build futures.
MBOT has stood by our members every step of the way, serving as the advocate, resource, and voice for Mississauga businesses.
There is no doubt our businesses will face challenges in the future. Technological changes, artificial intelligence, sustainability, global competition, and external pressures are all reshaping the way our businesses operate – sometimes even on a daily basis. At the same time, we know that Mississauga is already positioned at the forefront of Canada’s growth as a centre for commerce and trade.
Our President and CEO Trevor McPherson and his mighty team are once again planning some amazing and timely initiatives to bring together the Mississauga business community. I truly am looking forward to 2025 (and not just because I am trying to get the Hole-In-One at our annual sold-out Golf Tournament).
I know MBOT will continue to be the strongest advocate for Mississauga’s business interests. From small enterprises to large institutions, MBOT is here to be a direct voice to our
local, provincial, and federal leaders. I remind every MBOT member of this, and they should take advantage of that.
MBOT of course will continue to offer a variety of programs, events, and networking – because we all know that collaboration happens best when we are together.
It is essential that MBOT reflects and embraces the diversity of Mississauga. I encourage every MBOT member to be involved.
MBOT has a long history of bringing businesses together to collaborate, celebrate, and work together to strengthen our community and industries. I will continue the legacy of Mississauga businesses working together to prioritize business in and around our city.
At our events, do find me and stop me, or email me – I am always happy to chat about employment law, but I am even happier to talk about how MBOT is working for our members and how we can improve. It is a privilege to serve you all and I am optimistic about what 2025 has in store for us all.
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2025 BOARD OF DIRECTORS
EXECUTIVE COMMITTEE:
• Jonathan N. Borrelli, KMB Law | Chair
• Sameer Sharma, Crown Group of Hotels | Immediate Past Chair
• Robyn Saccon, BD Canada | Vice Chair
• Crystal Reedie, RBC | Treasurer
• Amanda Pautler, University of Toronto Mississauga
• Joanne Islip, Sheridan College
• John McKenna, McKenna Logistics Centres
• Trevor McPherson, MBOT President & CEO (Ex-officio)
DIRECTORS:
• Adriano Mazzorato, Kaneff Properties Ltd.
• Anthony Petrucci, Palma Pasta Corporation
• Chris Rickett, Greater Toronto Airports Authority
• Dave Buchanan, HCL Tech Canada
• Gena Restivo, AstraZeneca Canada
• Malaika Mendonsa, Doane Grant Thornton LLP
• Paul Hainer, Insuranceland Inc.
• Paul Meo, NTN Bearing Corporation of Canada Ltd.
• Ritu Kohli-Sethi, Greater Toronto Executive Centre
• Ross Thomas, TD Bank (Commercial Banking Division)
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: Trevor McPherson President & CEO ceo@mbot.com
EDITOR: Katelin Mowder Digital Content Creator kmowder@mbot.com
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• Ryan O’Neil Knight, Detailing Knights ADVERTISERS
TREVOR McPHERSON
President & CEO
Mississauga
Board of Trade
As we embark on 2025, the global, national, and local business environment continues to present a mix of opportunities and uncertainties. While challenges persist, we have seen encouraging developments, particularly in Mississauga. Significant new investments have been announced, bringing growth and vitality to key sectors such as technology and advanced manufacturing. Life sciences, a cornerstone of Mississauga’s economy, has seen exciting commitments from industry leaders and valued MBOT members like AstraZeneca, Roche Canada, and Eurofins CDMO Alphora. These investments will create new, highly skilled positions and reinforce Mississauga’s reputation as a premier life sciences hub in Canada. This bolsters our regional capacity to innovate and compete on the global stage.
It is often said that we are strongest when we work together—especially in times of uncertainty. At the Mississauga Board of Trade (MBOT), our mission is clear: to connect, champion, and advance the interests of business. There has never been a better time to join your local board of trade or chamber of commerce. Membership opens doors to invaluable opportunities to network with like-minded professionals, engage directly with policymakers at all levels
Charting a Path Forward:
EMBRACING OPPORTUNITIES AND NAVIGATING CHALLENGES IN 2025
of government, and leverage a range of programs and services designed to support your business growth objectives.
Despite positive developments and Canada’s avoidance of a recession, uncertainty continues to loom. Persistent supply chain disruptions, including the recent work stoppage at Canada Post impacting thousands of businesses, remain a challenge. Compounding this, U.S. President-Elect Trump has threatened to impose 25% tariffs on Canada and Mexico. While it remains unclear whether these tariffs will come to fruition, the implications could be significant. Policy-makers and the business community must treat these threats with the utmost seriousness.
Encouragingly, provincial and federal governments have been proactive in engaging U.S. officials at both federal and state levels to underscore the importance of our bilateral trading relationship. A recent report from the Canadian Chamber of Commerce Business Data Lab (BDL) highlights the potential fallout: if these tariffs were imposed, Canada’s GDP could shrink
by 2.6% (roughly CAD $78 billion), translating to a loss of approximately $1,900 per Canadian annually. Similarly, the U.S. could see a 1.6% reduction in GDP (roughly USD $467 billion), costing Americans around $1,300 per person annually. MBOT remains committed to supporting our chamber colleagues across Canada as they engage in these crucial advocacy efforts. In recent weeks, we have connected our members with Canadian and U.S.-based trade experts and will continue to monitor and share developments as they arise.
Regardless of your company’s size or industry, if you have been considering membership with the Mississauga Board of Trade, now is the time to take the leap. Whether your goal is to connect with potential clients and partners, champion a business-friendly regulatory environment, or advance strategic objectives, MBOT is here to be your trusted partner. Together, we can drive success for your organization and its employees.
We look forward to working with you in 2025 and beyond. Let’s build a stronger business community together!
City & Region
UNAFFORDABLE TAX INCREASESS
Local Government
There are many reasons why Mississauga is Ontario’s second largest local economy, as reported by Mississauga’s Economic Development Office. After all, the city represents 5% of the province of Ontario’s population and 7% of Ontario’s economic output.
Factors working in Mississauga’s favour are the highly educated labour force and the diverse array of local businesses ranging from small businesses and startups to large multinational corporations.
One factor that needs to be considered are local business property taxes. It is on this issue that MBOT has been active over the past year, especially recently. At the time of CONNECT’s publication deadline, the combined business tax increase considered by the City of Mississauga and Region of Peel was in excess of the inflation rate. MBOT advocated at budget committees for both the City of Mississauga and the Region of Peel that the increase be no greater than the annual rate of inflation, which has been roughly 2% in recent months.
To learn more about MBOT’s work on issues such as the municipal budget, please email bmcdermott@mbot.com.
ADVOCACY IN ACTION
PROVINCIAL
PROVINCIAL GOVERNMENT NEARLY BALANCES BOOKS
There is a time and a place for governments to run deficits. With economic growth being uneven over the past year, is now the time to balance the books? The Ontario Government thinks so.
In fall, 2024, the government released its public accounts for fiscal year 2023-24. The final result was a deficit of $647 million for an overall budget of $206.6 billion.
Here are some key budget facts and figures from fiscal 2023-24:
Health Care $85.5 billion (41.4% of the overall budget) Education $38.8 billion (18.8% of the overall budget) Interest on the debt $11.4 billion (5.5% of the overall budget)
To learn more about the Ontario Government’s public accounts for 2023-24, please visit: Ontario Releases 202324 Public Accounts | Ontario Newsroom
FEDERAL 25% TARIFFS?
In November, President-elect Donald Trump threatened to impose a 25% tariff on Canadian and Mexican exports to the U.S. This is an increased tariff beyond the 10% tariff that Trump proposed during the 2024 Presidential election campaign.
The Canadian Chamber of Commerce (CCC) has come out against the proposed tariffs arguing that they would reduce both countries’ GDPs as well as Canadians’ and Americans’ incomes. Specifically, the 25% tariff would result in a 2.6% reduction in GDP and cost each Canadian $1900 annually. U.S. GDP would shrink 1.6% with a reduced average income per American of $1300 annually. Details for the CCC study can be found here: Trump’s 25% Tariff Threat: New Analysis Reveals Severe Economic Fallout for Both Canada and the U.S. - Canadian Chamber of Commerce
The CCC and MBOT will have heightened engagement on the tariff issue in the coming months as President-elect Trump takes office. One key point that the CCC and MBOT will be emphasizing is that the trading relationship between Canada and U.S. is mutually beneficial and keeps costs down for businesses and consumers.
LABOUR DISRUPTIONS THROUGHOUT CANADA
If the early 2020s were the pandemic years, 2023-24 have been the years of labour stoppages.
Throughout the past year, the Canadian Chamber of Commerce (CCC) and MBOT have been actively supporting business and the economy by opposing labour disruptions.
Port of Montreal
Mississauga’s economy is heavily integrated internationally. One of the entrepots used by many Mississauga businesses
is the Port of Montreal. In light of this and the broader economic impacts nationwide, MBOT signed a letter authored by the CCC in support of ending the labour disruption at the Port of Montreal: Letter to Minister of Labour Steven MacKinnon Regarding Labour Disruption at Port of Montreal - Canadian Chamber of Commerce
Canada Post
Similar to the situation at the Port of Montreal, the strike at Canada Post has caused immeasurable challenges for businesses and the economy nationwide. In support of the local business community, MBOT signed and submitted letters to six Mississauga MPs requesting that the federal government end the strike.
What it means for Canada
In recent years, consumers and businesses have seen how the supply chain can be disrupted. Whether it has been through bottlenecks in East Asia or the Panama Canal, or through war in hotspots around the world, ensuring an efficiently-functioning supply chain is essential to our livelihoods. Today, in addition to problems internationally, there are disruptions domestically. Indeed, Pascal Chan, Senior Director, Transportation, Infrastructure & Construction at the CCC, said that Canada is “effectively advertising to the world that Canada is closed for business.”
MBOT hopes that government officials, union leaders and management heed the lessons of recent years and work to avoid labour disruptions in 2025.
Export Development Canada can help you turn uncertainty into your next business opportunity
Whether you need funding to acquire a company, market insights to build your global business plan, or connections to expand your facilities, EDC has the tools to help you succeed.
Learn more by visiting edc.ca/export-impact
Expanding Business Horizons: THE INDO-PACIFIC ADVANTAGE FOR CANADIAN ENTERPRISES
The Indo-Pacific, hosting the world’s most populous nations like India and China and prosperous economies such as Japan and South Korea, is rapidly emerging as a hub of economic dynamism. By 2040, this region could contribute 50% of global GDP, underscoring its immense potential. For Canadian exporters, it’s not just an opportunity—it’s an imperative.
Why Canadian Businesses Should Explore Indo-Pacific Markets
Canadian businesses hold a strong reputation in this region. “Everybody wants to engage with Canada,” notes George Monize, Head of Indo-Pacific for Export Development Canada (EDC).
From agricultural staples like wheat and canola to advanced sectors such as healthcare and green technologies, the IndoPacific shows great demand for Canada’s strengths.
Mid-sized Canadian companies generate significant export value but represent only 8% of Canadian exporters. By expanding into the Indo-Pacific, they can harness new opportunities and scale to become industry leaders.
Environmental solutions are particularly vital. A compelling example is Coulson Aviation, a Canadian company providing night-time firefighting capabilities in Indonesia to address agricultural burns. With support from EDC, Coulson insured secure payments, demonstrating the importance of Canadian innovation paired with expert guidance.
ROBERTO BAGNATO
International Marketing Strategist
Indo-Pacific, Export Development Canada
How EDC Can Help Canadian Exporters Thrive
Entering international markets, particularly distant ones like the Indo-Pacific, is complex. Monize emphasizes leveraging the “three Ps”: presence, patience and partnership. On-theground engagement is essential. Building relationships in the region, as well as understanding cultural and legal nuances, is key to success.
To ease the transition to new markets, EDC offers essential financial and knowledge support. With offices in major regional hubs such as Singapore, Tokyo and Jakarta, the EDC team connects Canadian exporters with local partners and provides financial support to mitigate risk and access these high growth markets. Valuable partnerships with Canada’s Trade Commissioner Service, local government and Canada-Asia trade agencies, help Canadian businesses access a complex region.
Seize the Indo-Pacific Advantage
While expanding into the Indo-Pacific requires effort, the rewards far outweigh the risks, especially with the right support systems in place. By partnering with EDC and leveraging its expertise, Canadian businesses can confidently explore this region’s opportunities and be secure in their potential for exponential growth.
Interested in capturing the benefits of this booming market? Reach out to our Regional Director for the GTA West region, Amesika Baeta, abaeta@edc.ca.
The next wave of global growth awaits—make sure you’re ready.
This content was created by an EDC writer, partially assisted by generative AI technology.
KRISTA CARTER
Partner & Co-Founder
L3 Solutions
403-471-9277
KCarter@LMICanada.ca
GORD CARTER
Partner & Co-Founder
L3 Solutions
403-973-4266
GCarter@LMICanada.ca
Life is like walking a dog. Let the dog lead and it’ll chase squirrels, sniff every tree, and meander wherever its curiosity takes it. Before you know it, you’re tangled in the leash, far from where you intended to be. With the right priorities, you hold the leash, moving intentionally towards your goals while staying open to the joy and discovery of the journey.
Think about your life. In business we set goals, establish priorities, and measure success. When it comes to other areas —family, health, personal growth—are you intentional, or are you letting life pull you in every direction?
Charting a Path to a Fulfilled Life
A fulfilling life requires intentionality across six core areas: Family & Home, Financial & Career, Physical & Health, Mental & Educational, Spiritual & Ethical, and Social & Cultural. These areas are key landmarks on your journey.
Understanding your priorities in each area allows you to create a clear direction, keeping you on track while giving you the freedom to pause, explore, and embrace any unplanned
WHO’S WALKING THE DOG:
ARE YOU IN CONTROL OR JUST BEING PULLED ALONG?
opportunities and challenges, without losing your way. Or getting tangled in the leash.
1. Family & Home: Strengthen relationships with time and attention. Prioritize meaningful connections.
2. Financial & Career: Align financial decisions with your goals. Treat finances as a tool for creating the life you envision.
3. Physical & Health: A healthy body powers a creative and resilient mind. Commit to regular movement, nutrition, and rest.
4. Mental & Educational: Keep growing. Read, learn, and challenge yourself to expand your perspective and sharpen your skills.
5. Spiritual & Ethical: Live your values. Give back and foster a sense of purpose beyond yourself.
6. Social & Cultural: Build relationships and engage in enriching experiences that broaden your world.
Your Next Step
Imagine yourself a year from now, reflecting on a life that feels whole, fulfilling, and purposeful. What areas did you focus on? What goals did you achieve? How did you grow?
To make that vision a reality:
• Evaluate which areas of your life are thriving and which need attention.
• Set meaningful goals and priorities for each.
• Break big objectives into manageable steps.
• Celebrate milestones and adjust as needed.
Are You Walking the Dog, or Is the Dog Walking You?
The leash is in your hands. Lead with intention and create a life where every step counts.
From strategy to results –THE POWER OF EXECUTION WITH AL SAFA FOODS
CANADIAN WESTERN BANK
“I don’t know what the whole staircase looks like, but I know the first two steps I have to take. I’m taking a leap of faith.”
into the U.S. and grown sevenfold, meeting the growing demand for halal products in North America
Recognizing opportunity
Munim’s decision was not just based on faith; it was also driven by opportunity. In North America, a rapidly growing Muslim population struggled to find certified halal foods, and many people felt marginalized in public spaces due to their food choices.
Al Safa Foods was created to fill this gap, offering a range of halal products –from traditional dishes like biryanis and kebabs to popular Western foods such as hamburgers and chicken nuggets.
that many businesses fail not due to lack of good ideas, but because of poor execution.
Building the right team
One of the key lessons Munim learned was the importance of humility as a leader. Recognizing that no one can succeed alone, he focused on assembling a team that complemented his strengths. His rule for hiring is simple: “You hire for attitude and develop the skill.” He values handson experience, a willingness to get involved at all levels, and patience for long-term results.
Overcoming challenges
When Abdul Munim Sheikh left his stable corporate job to take over the company’s struggling food division, his decision was met with skepticism. One of his old bosses questioned whether he had performed thorough due diligence on the enterprise–a halal food producer and distributor based in Oakville, Ontario – and what his business strategy was. Munim’s response was simple: “I don’t know what the whole staircase looks like, but I know the first two steps I have to take. I’m taking a leap of faith.”
That leap paid off. What started as a money-losing operation broke even by the end of Al Safa’s first quarter. Today, the company has expanded
Focus on execution
Leaving the corporate world, Munim Sheikh had a vision for Al Safa, but he knew the key to success lay in execution. His first step was to streamline the business, starting with controlling expenses by moving to a more affordable location. This attention to detail became a hallmark of Al Safa’s approach, with Munim emphasizing the importance of execution over lofty ideas.
“Strategy is important, but it doesn’t mean much unless you can implement it to the dot,” Munim explains. His hands-on leadership style focused on getting things done efficiently, believing
The path to success wasn’t easy. After breaking even in 2015, Al Safa faced the challenge of expanding into the U.S. market, which required adapting their model to a different consumer base. The results weren’t immediate; it wasn’t until 2018 that the new strategy began to show tangible success.
Munim reflects on the difficult years: “In the beginning, there’s excitement, but then the reality sets in. That’s when many give up.” His response? Keep pushing forward. “Even if the improvements are small, you keep moving forward,” he says. For Munim, faith and persistence were the keys to overcoming the challenges and achieving lasting success.
BUSINESS IMMIGRATION –CANADA AND U.S.
WHAT YOU NEED TO KNOW RIGHT NOW
MELISSA BABEL
B.A. (Hons) LL.B, Barrister and Solicitor Babel Immigration Law
U.S. Election – Donald Trump is the President-Elect. What does this mean for U.S. and Canadian immigration?
The day after the election, this is the big question for immigration lawyers, pundits and business leaders. One with lots of uncertainty, but with a Republic Senate and House, it is reasonable to expect that the election promises will eventually find their way into law.
What do U.S. businesses and employers need to think about?
The President-Elect has promised mass deportation of undocumented people in the United States. If this goes ahead, there will be workplace and workforce disruption with an estimated 20 million undocumented individuals in the United States possibly being forcibly removed from the country.
Adjudications of employer-based temporary and permanent applications are likely to return to the forefront with USCIS.
Possible reinstatement of travel bans can interrupt visa processing and travel for many foreign nationals who need to enter the U.S. for work or business.
What do Canadian businesses need to think about?
A focus on ‘America first’ policies for business and the promise of tariffs may mean that Canadian companies who depend on trade with the U.S. will want to consider opening a U.S. operation.
There is a possibility of an early renegotiation of the NAFTA (USMCA/ CUSMA) agreement. This agreement is the underpinning for many temporary immigration related categories (the TN Professional work permit, the L1A, business travel for Canadians and Mexicans etc).
The election results have brought to the forefront much uncertainty. Our approach is to work with our clients on a strategic plan that addresses workforce, talent and travel needs to and from the United States. If you are looking for clarity in immigration, we would like to help.
CANADA
Canada’s 2025-2027 Immigration Levels Plan introduces controlled targets for both permanent and temporary residents, including international students and foreign workers. Key highlights include:
• Reduced Permanent Resident Targets: Aiming for 395,000 admissions in 2025, 380,000 in
2026, and 365,000 in 2027, with fewer spots for Express Entry and Provincial Nominee Programs. Economic class admissions will remain prominent, focusing on healthcare, trades, and Francophone immigrants.
• Controlled Temporary Resident Growth: Temporary resident targets include 673,650 arrivals in 2025, 516,600 in 2026, and 543,600 in 2027, capped at 5% of Canada’s population by the end of 2026. New policies are in place, including a cap on international students and stricter temporary foreign worker eligibility.
• Transition Focus for Established Temporary Residents: The government will prioritize international students, and foreign workers already in Canada to address labor needs and avoid added demand on social services.
The plan also aims to support Francophone communities outside Quebec, reduce pressure on housing and infrastructure, and improve immigration system management. Further adjustments could follow pending the upcoming federal election and monitoring outcomes of these new measures.
IRCC announces significant changes to Intra-Company Transfer work permits
IRCC has announced major changes to the ‘bread and butter’ corporate work permit category – the Intra-Company
C LARITY IN IMMIGRATION
Babel Immigration Law is a boutique corporate immigration law
firm serving small and medium sized business in Canada and the U.S. We provide smart, strategic advice for our clients who want to live, work, study and do business on both sides of the border.
Transfer (“ICT”). There are two types of ICT work permits in Canada – one group comes form our Free Trade Agreements (CUSMA, the Canada-Korea FTA, the CPTPP etc) and the other group includes ICTs from all other non-Free Trade countries, which are considered to bring ‘significant economic benefit to Canada’.
For general ICTs, the most notable among the changes foreign companies looking to expand into the Canadian market by creating a new related entity and sending foreign national workers to Canada must already be an existing multinational company (MNC) with revenue-generating operations in at least two countries before establishing an office in Canada and transferring workers.
There is also new limiting guidance around remote work and the new rules confirm that workers must be directly supervised by the Canadian company, not a third party.
Employers will also need to be aware of the stricter requirements on the location of employment, and the fact
that business operation from noncommercial locations, virtual business or work that can be done from outside of Canada would not qualify for the ICT work permit.
Significant LMIA updates – Fall 2024
As of September 26, 2024, Service Canada is refusing to process LMIA applications from employers offering a wage ‘below the provincial or territorial hourly wage’ that is in a Census Metropolitan Area with an unemployment rate of 6% or higher at the time of the LMIA submissions.
What is the threshold for low-wage positions in Canada? It’s probably higher than you think!
Low-wage is defined for this purpose as any wage offered that is less than the provincial/territorial media wage + 20%. In Ontario, for example, this means any wage less than $34.07/hour or $70,865.60 annually is considered to be ‘low wage.’ Service Canada will not process ‘low-wage’ LMIAs for positions
in regions with an unemployment rate of 6% or higher.
For the period October 11, 2024 to January 9, 2025, the following CMAs are considered to have an unemployment rate of greater than 6%:
• Ottawa-Gatineau, Ontario/Quebec Kingston, Ontario
• Oshawa, Ontario Toronto, Ontario
• Hamilton, Ontario Kitchener-Cambridge, Waterloo, Ontario
• Brandford, Ontario
• London, Ontario
• Windsor, Ontario
Update on Business Legitimacy documents
As of November 8, 2024, Service Canada no longer accepts attestations from professional accountants and lawyers to prove business legitimacy of employers seeking to hire foreign workers.
Series
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Good Morning Mississauga (GMM)
SEPTEMBER 11, 2024
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MBOT EVENT ROUNDTABLE WITH MINISTER MCCARTHY, MINISTER OF PUBLIC AND BUSINESS SERVICE DELIVERY AND PROCUREMENT
SEPTEMBER 19, 2024
GROWING YOUR BUSINESS: NAVIGATING THE NEW NORMAL: TECHNOLOGY STRATEGIES FOR HYBRID AND REMOTE WORK
SEPTEMBER 26, 2024
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SEAN
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OCTOBER 9, 2024
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OCTOBER 25, 2024
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OCTOBER 30, 2024
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FROM THE CORNER OFFICE WITH CARL RODRIGUES, PRESIDENT & CEO AT SOTI
NOVEMBER 5, 2024
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WHY SELF-INTELLIGENCE SHOULD BE THE TOP SKILL YOU LOOK FOR WHEN HIRING
GENEVIEVE AMARAL Dean, Faculty of Humanities and Social Sciences
Sheridan
College
...self-efficacy, interpersonal and creativity skills are among the top nine most important core skills required of workers today.
Earlier this year, Sheridan launched a new Board Undergraduate Certificate in Resilience, Ethics and Adaptation. Here, Genevieve Amaral, Dean, Faculty of Humanities and Social Sciences discusses the importance of agility and creativity in today’s world.
When businesses hire college students, it’s with the knowledge that these new grads have learned the specific academic and technical skills to succeed in the workplace at that given time.
But, as we all know, nothing stays the same for long. How can you ensure your employees are poised for success in the face of inevitable change?
According to the 2023 Future of Jobs Report, self-efficacy, interpersonal and creativity skills are among the top nine most important core skills required of workers today. The 2024 Creative AI Job Report, meanwhile, notes recruiting teams are seeking new employees who stand out as resilient, life-long learners because they have sought out skilling or re-skilling in their degrees or through alternate education programs.
As educators, Sheridan believes higher education institutions play an essential role in preparing workers for the new jobs ecosystem by helping bridge the skill development gap.
Sheridan’s new Board Undergraduate Certificate (BUC) in Resilience, Ethics and Adaptation ensures graduates are equipped with this set of creative problem solving and communication skills which enable them to be agile and adaptable, particularly in the age of Artificial Intelligence (AI).
The concept is simple for students already enrolled in a degree program – this specialized credential can be earned alongside a degree without the need to take any additional courses, or any extra time to complete the degree, meaning there’s no extra cost, either. Students simply need to select the required electives, meet all other requirements of their program and they’ll automatically be granted the certificate.
Sheridan’s new BUC is one-of-a-kind and sets degrees earned at Sheridan apart from those earned anywhere else in the country. Like our first BUC in Creativity and Creative Problem Solving, this credential highlights Sheridan’s commitment to preparing the whole learner for lasting success. It also offers students a way to demonstrate to employers a unique skillset and interdisciplinary understanding of critical human questions and issues that are only becoming more important in the age of AI.
In the age of AI, graduates who have learned skills such as resilience and adaptation are the kind of candidate who is going to help your business succeed.
TRANSFERRING YOUR BUSINESS: PLANNING FOR A SUCCESSFUL RETIREMENT
Many Ontario business owners are approaching retirement, facing the critical and complex task of transferring their businesses. After years of hard work and personal investment, this step is as much about securing a legacy as it is about planning for the future. According to recent studies, nearly 6 in 10 Canadian business owners with employees plan to sell or exit their business within the next decade. Yet, many are unsure where to start, given the emotional and logistical challenges involved.
Business transitions involve far more than a simple sale. They require selecting a successor, knowledge transfer, due diligence, financial planning, and navigating the transition period. With timelines often stretching 5 to 10 years, early and thorough planning is critical to success.
Exploring Transfer Options
Partial Transfer
A gradual transfer option, this model allows owners to sell a portion of their business while remaining actively involved. This phased approach eases the pressure of finding an immediate successor and ensures continuity. For instance, a Desjardins client in the manufacturing sector opted to sell 49% of his business to key employees. This strategy enabled him to secure wealth, involve trusted team members, and step back from day-to-day operations gradually.
Monetization
This method involves partnering with an investor who brings both capital and expertise. Monetization allows entrepreneurs to unlock business equity while supporting growth and development. Investors may take on a passive or active role, depending on the agreement, making this option increasingly attractive in today’s competitive market.
Worker Cooperative
By transferring ownership and management to employees, worker cooperatives boost confidence among staff, clients, and financial partners. This approach is especially effective in businesses with strong employee commitment and a collaborative culture. Although less common, this model offers a meaningful way to preserve the company’s legacy through its workforce.
Getting Expert Guidance
Your business represents a cornerstone of your wealth and retirement plan. Every transition option requires careful planning, particularly regarding taxes and financing. Collaborating with specialists—such as advisors, lawyers, accountants, and tax experts—can provide the tailored support needed to navigate this process smoothly.
By starting early and leveraging professional expertise, Ontario entrepreneurs can secure their wealth, ensure a seamless transition, and leave a lasting legacy.
MAT SMITH Insurance Agent Desjardins
OpeningFall2026
CARING FOR EMPLOYEES
End of Life Care
With so many life demands, employees grappling with the loss of a loved one may struggle to balance professional demands with the emotional weight of bereavement. This can be even more challenging for anticipatory grief related to an end-of-life situation.
Grief is a universal experience, but its impact on the workplace often goes unseen.
A recent survey by the Canadian Grief Alliance revealed that 50% of grieving Canadians feel inadequately supported, and 53% report their grief goes largely unrecognized by others. A resounding 83% reported that it was helpful to be asked about their grief.
This is where Hospice Mississauga can help.
We offer support to those navigating the loss of a loved one under hospice care whether in the community or in our future Hospice Centre that officially broke ground on November 28th.
It is shocking for many to know that right now Mississauga does not have a dedicated Hospice Centre. We provide all our support in the community, impacting the lives of more than 2500 people each year.
Our tailored grief services extend beyond the patient, ensuring families, friends, and caregivers find solace through counselling, peer groups, and compassionate guidance. By supporting people in their grief, we help them build resilience, understanding, and promote mental wellbeing they can bring back to their teams.
A strong community is built on compassion, and compassion requires the whole community. By connecting with Hospice Mississauga, employers can show leadership, support their teams, and contribute to a thriving Mississauga.
Want to learn more about Hospice Mississauga in a fun and tasty way?
Book our free Hot Chocolate for Hospice Pop Up for your company. It’s free, it’s tasty and will warm the hearts of your employees!
Learn more about how we’re Building Compassion at hospicemississauga.ca.
Welcome
NEW MEMBERS OF MBOT
Advisory Money Strategies Inc.
Allianz Trade
Amica Credit Mills
AMICA Senior Lifestyles at City Centre
Andy Hehus, Financial Advisor - Edward Jones
Apogee Mississauga
Arctech Laser and Fabrication - 1000845274 Ontario Inc.
Arctic Wolf
Armagh
Awerix CPA Professional Corporation
Bluefire Strategic Communications Ltd.
Canada Startup Association
Cancrete Equipment Ltd.
Capital Asset Lending
Chocolate and Love
Cornerstone Building Group
DESIGNER’S CARPET
eL8 Consulting Ltd.
Enkiube Technologies
Etihad Airways - The Americas
First Lady Products Inc.
Genie Ai Now
Growth.ca
Haleon Canada
Heartfelt IT
Insurance Bazaar Canada Inc.
KENNEDY CATERING CORPORATION
L3 Solutions
LUXARA NEST Inc.
Nexteps Consulting
RBC Dominion Securities
Sherwin Williams
SILSPRO (Samuels Immigration and Legal Services Inc.)
Sunly Energy
TaxAssist Accountants
The Society of Professional Accountants of Canada
Traffic Tech International Inc.
UltraStor
Virgin Atlantic Airlines
CULTIVATING RESILIENCE IN BUSINESS: LESSONS FROM THE FOOD INDUSTRY
At Brar’s, a company that continues to be a cornerstone of ethnic Indian food in Canada for about four decades, I’ve witnessed firsthand the importance of resilience in navigating the ever-changing landscape of business. Looking back, our journey from a small sweets shop in Toronto’s Little India to becoming one of the leading global ethnic food brands reflects the incredible power of adaptability and innovation.
In today’s food industry, resilience is not just about surviving economic shifts or supply chain challenges. We must embrace change and stay ahead of the constantly evolving consumer trends. At Brar’s, our mission is to uphold the highest quality standards while also introducing innovative products that resonate with diverse palates.
For instance, we recently added Ghee (clarified butter) to our ‘Dairy’ range, merging tradition with modern health trends. India’s love for ghee is world-renowned, and this product not only caters to the growing demand for healthy fats but also highlights the importance of leveraging unique cultural ingredients to create value for our customers.
Even during the pandemic, the unprecedented challenges pushed us to reevaluate our business strategies but we continued to stick to our core principles. We doubled down on local sourcing, ensuring that our paneer (cottage cheese), ghee, and other dairy products continued to be made from milk sourced locally, free from artificial growth hormones. This decision not only supported local farmers but also reinforced our brand’s promise of authenticity and quality.
One thing I have learnt is that true resilience is built on staying true to your core values. Growth should never come at the expense of identity. As Dial Pabla, the founder of Brar’s often says“I will never feed my customers something that I can’t feed my grandchildren’
KIRAN MANN CEO, Brar’s
For Brar’s, this means upholding our commitment to quality and tradition, even as we scale.
Over the years, I’ve also learned resilience involves building strong relationships – with customers, employees, and the community. At Brar’s, our customers’ trust is what drives us to innovate continually. From expanding our product catalog to include ready-to-eat snacks and sweets to ensuring our restaurants serve freshly prepared meals daily, we’ve prioritized meeting our customers’ expectations while staying true to our roots.
Another aspect of resilience is sustainability. More and more, I see consumers wanting to know not just what they’re eating but how it’s made and its impact on the environment. This isn’t just a trend; it’s a movement we’re proud to be part of. At Brar’s, we’ve made changes, like reducing food waste and shifting to eco-friendly packaging. It’s about more than business—it’s about creating a future we all want to live in.
As we look to the future, I’m inspired by the opportunities that lie ahead. Resilience, for me, is about maintaining a growth mindset—learning from challenges and using them as a springboard for innovation. At Brar’s, our journey continues with a focus on quality, sustainability, and customer satisfaction, proving that resilience isn’t just about weathering the storm—it’s about emerging stronger.
