WATERLOO: the ideal incubator - Exchange Magazine

DAVID THOMSON: LAUNCHES HISSTART-UP IN WATERLOOZEHR LEVESQUE AREGAME CHANGERSOPENTEXT CEO RETIRESMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol. 29 No. 6 June 2012 - $6.95WATERLOO:the ideal incubatorStart-ups are migrating to the regionfrom all over the planetINSIDE• OpenText Celebrates• King of Cambridge• $30 Million Hyperdrive• Job Trends of GradsSPECIAL SECTION: BUILDING EXCELLENCE AWARDS

TOGETHER WE CAN DO THINGSNOBODY HAS THOUGHT OF YET.Maureen CowanPresident, The Cowan FoundationWe’re fortunate to live in a community so rich in resources for research,technology, learning, and application.Our ability inWaterloo Region to source and promote unique ideas andskills has served as an engine for business and fuelled our local economy.We’re known throughout the world for innovation and achievement, builton a solid foundation of education and know-how.At Cowan, we recognize one cornerstone of that success is ConestogaCollege. Its 40-plus year history of growth has served our community well.Its ability to attract students, instructors, mentors and professionals – allwith a passion for, and commitment to excellence – has resulted in itbeing recognised as one of the top applied learning institutions in thenation and it’s right here in our own backyard.You can feel this passion and commitment. It’s an essence to be tapped,and provides a brighter future for us all.The Cowan Companies and our Foundation are proud to supportConestoga, as we work together to‘Be the cause of something great’.I invite you to join us as we partner in a vision that will have atransformative impact for this community and beyond.Your supportwill help build a healthy, skilled and prosperous workforce, ready forwhatever the future holds.www.conestogac.on.ca/givingwww.cowangroup.caCowan Health Sciences Centrebe the cause of something great

“At Desire2Learn, we hiresuperstars – enthusiastic,independent, dedicated,entrepreneurial co-opstudents. Many of our co-opstudents have becomefull-time employees as ourcompany has grown. Thesestudents bring fresh ideas andare integral to our success.University of Waterlooco-op students representan excellent talent pool.”John McLeodSr. Director,Marketing & AlliancesDesire2LearnIncorporatedHIREWATERLOOfor all your talent needs.A one-stop shop for employee recruitment:» Skilled students are available for year-roundco-op, part-time and summer work» Talented graduating students at theundergraduate, master’s, and PhD levelsare eager for full-time positions» Experienced alumni are available year-round,equipped with the knowledge and skillsto fill more senior rolesAdvertising a job is freeand easy. Contact us:hire.talent@uwaterloo.ca877-928-44737830

Accessskilled talent or career resourcesto get ahead in the bio-economyWhether you’re an employer in need of BioReady workers or a jobseeker looking to start a bio-economy career, we have the tools tohelp you reach your goals. Take part in our successful BioManufacturingSkills Transfer Program, underway now in Kitchener/Waterloo.Just some of the valuable resources we offer:BioTalent HR Tool Kit | The PetriDish job bankBioSkills Transfer Tool | coursesskills development resourceswww.bioready.caBioTalent Canada: The HR hub of Canada’s bio-economy.Proud member of the Greater Kitchener Waterloo Chamber of Commerce© 2012. BioTalent Canada, BioReady and The PetriDish are registered trademarks of BioTalent Canada.This project is funded by the Government of Canada’s Sector Council Program

NEWLUNCH11:30 am - 2 pmMonday to SaturdaySOUP & SALADMINI BUFFET$10!FRESHSANDWICHESMade to OrderYou Pick, You Choose! Fresh Lunch Combos in Rushes.atWATERLOO INN(519) 884-0220www.waterlooinn.com • facebook.com/RushesRestaurant475 King Street North, Waterloo

DAVIDTHOMSON: LAUNCHES HISSTART-UP INWATERLOOZEHR LEVESQUEAREGAME CHANGERSOPENTEXT CEO RETIRES“AWESOME”TRIBEHRA PIECE OFWATERLOOINWILLONGONGMK-WCITIZEN OFTHEYEAR“IT JUST NEEDEDLOVE...AND MONEY”CAMBRIDGE FIREINSURANCE COSTS DROPOKTOBERFEST RELIES ONCOMMUNITYINVOLVEMENTMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.6 June 2012 - $6.95WATERLOO:the ideal incubatorStart-ups are migrating to the regionfrom all over the planetMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.5 May 2012 - $6.95MAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.1 October 2011 - $6.95INSIDE• OpenText Celebrates• King of Cambridge• $30 Million Hyperdrive• Job Trends of GradsSPECIAL SECTION: BUILDING EXCELLENCE AWARDSRECORD-SETTING DEVELOPERSGreg Voisin and Paul Dietrich come out of retirement to build thelargest commercial development in the regionINSIDE• HR meets social media• Going up in smoke• Celebrating entrepreneurs in song• Waterloo innovation exportedto AustraliaSPECIAL SECTION: YOUR GUIDE TO INTELLIGENT PHILANTHROPYTHE TRIPLEBOTTOM LINEWalterFedy focuses on finances,community and the environmentINSIDE• Back to the future at the Walper• Oktoberfest volunteers• The arts are good for businessENLIVENINGTHECREATIVE ENTERPRISEMIXED REVIEWS FOR RIMWATERLOO REMAINS CONFIDENTMEDIA MANAND NOT SO RETIREDDENNISWATSONJAPANESE - CANADIANCONNECTIONSTUDENT LAUNCHED FUNDREACHES $10 MILLIONBRINGING OKTOBERFEST BACK FROMA NEAR DEATH EXPERIENCECTTTRADE MISSIONTO BRAZILSAVINGTHE BOATHOUSEADAPTING BYADOPTINGHISTORIC PRODUCTMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.4 March/April 2012 - $6.95MAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.3 January/February 2012 - $6.95MAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.2 November/December 2011 - $6.95OPTIMISM ORBLIND FAITH?Exchange examines the next three yearsGOOGLE SEARCHESFOR THE FUTUREFailure is a key stop on the road to sucessINSIDE• Creative Enterprise Initiative• Can you call your boss an ass?• Media Man stirs it upCOLLABORATION IN THE CLOUD : A SPECIAL SECTION OF THE CTCAINSIDE• Beyond Economics - theCanadian Index of Wellbeing• From Greenfields to Brown -Waterloo CAO Tim Anderson• You’re invited - participate in theExchange on-line surveyHONOURINGEXTRAORDINARYWATERLOO REGIONPEOPLEINSIDE• Forging the Brazil connection• The city that makes a difference• Recruit spectacular talent“thought, strategy, planning, construct”sharing stories on all industries from the Waterloo hub since 1983FOR ENTREPRENEURS/ENTERPRISES/ECONOMIC DEVELOPERS/EDUCATORS.EXCHANGEMAGAZINE.COMexpand your understanding, expand your reachread daily at www.exchangemagazine.commore information call 519 886-0298 x 304

JUNE 201210 AWARDS for Melloul-Blamey page 21SERVING BUSINESS IN WATERLOO REGION AND GUELPH | VOLUME 29, NUMBER 6On the cover: Michael Litt, Buildscale Inc., Cedric Jeannot,IThink Security, Catherine Carol, Sober Steering Sensors, PhilNoelting, Qwalify160 Frobisher Dr. Unit 10, Waterloo ON N2K 3K0Tel: 519-886-0298 • Fax: 519-886-6409email: editor@exchangemagazine.comEditor in ChiefJON ROHRjon.rohr@exchangemagazine.comEditorPAUL KNOWLESpaul.knowles@exchangemagazine.comFeature WritersPAUL KNOWLES, JON ROHR,BRIAN HUNSBERGERContributorsROSEMARY SMITH, MICHAEL SNYDERS,DENNIS GRIMM, ANDREW POLZL,MIKE MORRICE, ANTHONY REINHARTCreative DirectorSUZANNE KELLERsuzanne.keller@exchangemagazine.comPhotographyJON ROHR, UNIVERSITY OF WATERLOO,JUSTIN RUSSO, AARON SCHWABAdvertising SalesJOHN HOBIN519-886-0298 x305john.hobin@exchangemagazine.comCONTENTSCOVER STORYWaterloo: the ideal incubator................................................14BY EXCHANGEStart-ups are migrating to the region from allover the planetMaking a Difference ..............46BY BRIAN HUNSBERGERCAO Jim King has been a loyal City of Cambridgeemployee for 36 yearsGVCA BUILDINGEXCELLENCE AWARDSGVCA Honours “the best of thebest” ......................................21BY EXCHANGEMelloul-Blamey leads awards listAdministrationWANDA JACKSON519-886-0298 x302Circulation/Office Administrationadmin@exchangemagazine.comPLEASE RECYCLE,GIVE TO A FRIENDEXCHANGE magazine is a regional business publication published by ExchangeBusiness Communication Inc., CEO Jon Rohr. Eight issues per year are distributedto each company in Kitchener,Waterloo, Cambridge, Guelph, and area asdetermined by Canada Post Business Postal Walks. Subscriptions are availablefor $85.43. Send cheque or money order to Exchange, 160 FrobisherDr. Unit 10, Waterloo ON N2V 2B1.Attn: Circulation Department. Back issuesare available for $12.00 per copy. Phone: (519) 886-0298 x 302Fax: (519) 886-6409. ISSN 0824-457X Copyright, 2012. No part of thismagazine may be reproduced without written permission from the publisher.8 | w w w . e x c h a n g e m a g a z i n e . c o mQWALITY’S PHIL NOELTING, page 14KING OF CAMBRIDGE, page 46

DEPARTMENTSFrom the Editor .......................... 9PAUL KNOWLESA two-century history of innovationBusiness Monitor .................... 10OpenText Celebrates 20 Years; Canada 3.0;Region Honours Memory of Blue Box PioneerNyle Ludolph; Waterloo Region Hallof Fame Adds Seven; More Local OrganizationsWork to Embed Sustainability intotheir Business; UW Awarded $1.6 Millionfor Virtual Incubation Program; XQuarterly;XQuote; Communitech Launches $30Million Hyperdrive Incubator; ElizabethWitmer Nominated as Chair WSIBWatercooler ................................42COLUMNSBALL CONSTRUCTION: HONOURED FOR CONVERTING THEIR OWN HOME, page 31The Faces of Philanthropy .... 35ROSEMARY SMITHStorytelling in a non-profit worldLeadership and Talent ............36MICHAEL SNYDERSPerformance development strategiesInitiatives ....................................38DENNIS GRIMMJob trends for our new graduatesGuest Column ..........................40ANDREW POLZLThey might be confusedWITMER LEAVES K-W RIDING , page 13UW AND A IBM CONSORTIUM, page 12FROM THE EDITORA TWO-CENTURYHISTORY OFINNOVATIONToday’s start-ups build a solid,entrepreneurial heritageby PAUL KNOWLES The more thingschange....I’ve spent a lot ofmy “spare” time overthe past few monthscollaborating with acouple of brilliantmusicians, writing amusical work aboutPAUL KNOWLES is editor of the history of WaterlooExchange Magazine. He isRegion (see “The Riveran author, public speakerRolls” in Exchange,and executive director ofMay 2012).New Hamburg Live! email:paul.knowles@One theme that surfacedagain and again,exchangemagazine.comduring my research,was the idea of innovation. Today, welove to celebrate innovators and entrepreneursin our region – and rightly so –but I have been continually reminded,through this project, that innovation andrisk-taking are built into the very bonesof our community.The very first Europeans who camehere took enormous financial risks, purchasinglarge blocs of land with no guaranteeof return on their investment. Theydid sell that land – to other risk-takerswho had a vision of building homes andfarms, and put their money and theirmuscle where their dreams were. Hard ontheir heels were the entrepreneurs whobuilt our first industries – chief amongthem, mills – using the rivers for power.Every single person who came to thisregion in those days came riding a riskyroad. None of them were guaranteedsuccess. But many of them did succeed,through hard work married to vision.That pattern has continued throughthe two centuries-plus of history of ourcommunity, and today, we continue tosee those kinds of risk-takers arriving inWaterloo region. They’re not felling treesor building water wheels – they areembracing bleeding edge technology totake their product to the world market.This issue of Exchange launches afive-part series about start-ups that havemade this district their home base. Theyare taking a risk, working hard to maketheir vision a reality. XJ U N E 2 0 1 2 | 9

BUSINESS MONITOROpenText Celebrates 20 yearsFifty years ago, reliable contentwas either printed on paper orimaged onto celluloid. Invoices,legal forms, newspaper reports,magazine articles, photographs,microfiche, movies all were storedin libraries and managed by librarians.Today we live in a slurry of “structuredand unstructured content”,indicated Eugene Roman CTO,OpenText Chief Technology Officer,in an interview with Exchange celebratingtheir 20th Anniversary.The party was an appropriatelaunch of the 3rd annual Canada3.0 event in Stratford.Structured content is content thathas process, such as accountingprograms, CRM’s – pretty much OpenText’s Chair Tom Jenkins and retiring CEO John Shackleton.the focus of software developmentin the 80’s and 90’s.Today, unstructured content is abundant: documents, power points, photos,audio, short videos and long videos available online."What we do is help a company manage its unstructured content." say Roman.It involves inputing, annotating and searching.During the Anniversary celebration OpenText Chair Tom Jenkins talked about thetype of internet traffic zipping around the world. Jenkins refers to the content asan iceberg – the general population sees only 10% of the entire content available.The rest is "behind the firewall" he states, accessed in secured ways bygovernments, corporations, and institutions around the world.All that data needsto be accessible, to somebody somewhere at any given moment. Even more impressive,Jenkin said that approximatley 1/3 of all that information on any givenday flowing through the interenet flows through Waterloo – "it’s pretty amazing".OpenText can be described as company that does input management, andsearches. They input in one of two ways, scanning or image capture. "We'll takea picture of a image and put a piece of information on top of the image. Capturean invoice with the signatures on it, tag it, and once tagged we let the systemstake over,” says Roman. "It's called meta data, once the meta data isderived, then we can search, and by the way, we're good at the search."OpenText’s technology operates theworld’s search engines. Founded inthe computer science department atUniversity of Waterloo, Yahoo, Bingand Google have leveraged Opentext’splatform to create technologydynasties.Exchange caught up with Dr. FrankTompa, one of three founders ofOpenText at his office on the Universitycampus.Tompa discribes the environmentbefore 1989, wheretraining for searching was required tobe able to carry out the search. Librarians,public and enterprises, suchas newspapers, hired them to archiveand call back mass amounts ofpaper, or microfiche documents.Legal experts were trained to searchOpenText’s Chief Technology Officer Eugene Roman10 | w w w . e x c h a n g e m a g a z i n e . c o mlegal documents that were even morecomplicated. Everyone was searchingand each had their way. "It was a different world," says Tompa who with Dr. GastonGonnet, (also of Watcom, now Sybase fame) and Tim Bray, were the threefounders. It all started with a research project to computerize the Oxford LanguageDictionary.Their goal was to make something that was not just a book, butan online resource that could be used to source the dictionary.A dictionary is “easy to look up what is the definition of a particular word”, butunwieldy “to look up all the words related to music, or which words are in a formof a quotation, between 1920 and 1929 that originated in a germanic language.”The Oxford dictionary had every word with five quotations from literature, or anotherwritten source that uses the word to show how this word was really spelledCanada 3.0Community and business leaders celebrate the 20th anniversary of thefounding of OpenText.and ultilized. “There is the word, there is the pronunciation,there is the part of speech, there is the etymology, with eachpiece is sitting their in their only field.” It was twenty volumeslarge.Tompa says their focus was to “try to exploit that structure,use it, to help us be able to search effectively for informationin non-traditional ways. And that became the foundingpart of Open Text, as it's not only dictionaries that are set upthis way.”It was the start of a new era. Twenty years later, under theleadership of Tom Jenkins and John Shackleton, whose retirementwas announcedat theanniversary event,OpenText has becomea billion dollarcompany that has acquired more than100 business during their twenty yearsand who on May 1, 2012 aquired EasyLinkfor $310 million. Tompa, who discribeshis interest in Open ext as moreintellectual than monetary, is pleased andamazed that what they thought couldoccur, actually did. We're so used to ittoday, we really do take searching the webfor meaningful content for granted. It wasnot always so.OpenText co-founder Frank TompaDuring the last week in April Waterloo Region and Stratford hosteda group of ICT business and academic representatives visitingfrom Brazil. The group was a Brazilian delegation attending theCDMN Canada 3.0 Conference in Stratford. (Shown right is KevinTurr, Managing Director, Canadian Digital Media Network.)In a “rifle approach” collaboration initiative, members of thegroup met with regional companies to discuss ways to enhancecollaboration between Brazilian and Canadian ICT companies,with a focus on SMEs.The delegation included John Forman,above, right, Director at Softex – the Association for the Promotionof Brazilian Software Excellence – and Romulo Neves, head of the Division for the InformationSociety for the Ministry of External Relations of Brazil. The delegation visited and learnedabout the research and work at the Institute for Quantum Computing and the School of ComputerScience at the University of Waterloo; Desire2Learn; and the Centre for International Governanceand Innovation. They gained a better knowledge of Waterloo Region's ICT sector (in terms ofresearch and commercialization); and learned about the mechanisms available in Canada to fosterinnovation and the creation and development of companies (including SMEs). The opportunitythey had to network with representatives of larger ICT companies in the area and throughoutOntario, will support organizations interested in doing business with Brazil.

BUSINESS MONITORUW AWARDED $1.6 MILLION FOR VIRTUAL INCUBATION PROGRAMThe Conrad Business, Entrepreneurship and Technology Centre at the Universityof Waterloo has received a US$1.6 million grant that will boost countless studentbusinesses. The Graduate Management Admission Council owner of theGMAT exam and the leading membership organization of graduate business andmanagement schools worldwide, announced the award. Waterloo was the onlyCanadian university to receive funding this round.“Waterloo is internationally recognized for student innovation and entrepreneurship,and for educating the leaders of tomorrow,” said Feridun Hamdullahpur,president & vice-chancellor of the University of Waterloo. “This generous grantwill do much to enable our students to develop their cutting-edge ideas intomeaningful, profitable ventures.”The funding will support the implementation of a Virtual Incubation Program. Itwill establish a global, online network of students, community groups, local entrepreneursand international university partners, and is designed to support thedevelopment and launch of new businesses.The GMAC Management Education for Tomorrow Fund awarded more thanUS$7.1 million in grants to 12 organizations across six countries in this round ofits Ideas to Innovation Challenge. GMAC’s MET Fund, a US$10 million initiativeto advance business education around the world, created and managed the i2iChallenge.Schools and organizations developed their grant proposals in response to anearlier phase of the i2i Challenge, in which individuals were invited toanswer thequestion,“What one idea would improve graduate management education?”Waterloo’sproposal responded to the winning ideas concerning a need for morepractical entrepreneurship education in graduate business programs and gettingahead of the incubator trend.“Success, for most entrepreneurial students, hinges on having easy access toessential resources, learning opportunities and networks for collaboration andfunding, to build their business,” says Rod McNaughton, director of the ConradBusiness, Entrepreneurship and Technology Centre at Waterloo. “With this funding,the GMAC MET Fund has given us the ability to further support and producesuccessful new ventures on campus, in the community, and eventually take itglobal through academic partnerships.”There were 25 proposals from seven countries submitted in this round of thechallenge, which ran from January to December 2011.The grantees include businessschools and organizations in the Canada, U.S., Spain, Italy, India andBotswana.“The foundation of the MET Fund has been that GMAC, starting with the GMATexam and culminating in this phase of i2i grants, should be investing in and givingback to management education and its institutions.And not just giving back,but giving back in order to move management education forward,” said David A.Wilson, president and CEO of GMAC. “The power of these grants is in the implementationof ideas that can reshape and revitalize management education worldwide,and that acknowledge the critical role that managementeducation plays intraining and developing business leaders who can have global impact.”XQuarterly – www. xquarterly.ca• In 2011, real gross domestic product(GDP) by industry increased in everyprovince and territory except theNorthwest Territories, according toStatistics Canada. Nationally, realGDP rose 2.6% in 2011 after increasing3.4% in 2010. In Ontario,real GDP rose 2.0% in 2011 afterincreasing 3.2% in 2010.• Employees across the globe have experiencedunprecedented economicturmoil, according to the KellyGlobal Workforce Index (KGWI).Overall, 44% of the global workforcefeels valued by their employer and66% intend to look for a new jobwith another organization in the nextyear. Gen X (aged 31-48) are morelikely to be thinking about resigningtheir current jobs than either Gen Y(19-30) or Baby Boomers (49-66).• Statscan reports that, in 2010, morethan 13.3 million people—accountingfor 47% of Canadians aged 15and over—did volunteer work. Overall,volunteers devoted almost 2.1billion hours to their volunteer activities:a volume of work that is equivalentto just under 1.1 millionfull-time jobs.• Moneris Solutions says Canadianspending increased by 5.34% duringthe first quarter of 2012 comparedto the same period last year.Restaurants saw the largest growthin spending, with an increase of7.37%. Specifically, fast foodrestaurants led the growth whereeager diners helped push the categoryto a 13.37% increase.12 | w w w . e x c h a n g e m a g a z i n e . c o m• The Sage Business Index survey indicatesthat Canadian businesseshave increased confidence abouttheir prospects for the next sixmonths with an index score of63.65 compared to 59.35 in thesummer of 2011. (Indexes arebased on a scale where zero to 50is negative and 50 to 100 is positive.)Canadian businesses weremore confident than their counterpartsin the U.S., U.K., and Europe.When asked if they felt the Canadianeconomy had improved or declinedover the past six months, thesentiment was slightly positive withan index score of 54.62.• When Canadian businesses ownerswere asked about the role customerservice has played given the challengesof the economic downturn,47% indicated customer servicehad become more important in theiroperations over the last 12 months.38% are committing more budget orresources towards delivering customerservice, while 34% will not.• Canadian financial executives believegreater concern around riskmanagement will increase demandson audit committees in the next 24months, resulting in heightenedpressures on company CFOs, accordingto the Canadian FinancialExecutives Research Foundation.• Statscan reports that, on a year-overyearbasis, non-farm payrollearningsrose 1.8%, reflecting a number offactors, such as wage growth andchanges in employment by industry.IBM and a consortium of seven universities led by the University of Toronto and Western Universityare collaborating to establish a new Ontario-based $210 million dollar research and developmentinitiative that will create 145 new highly skilled jobs in Ontario and a new economic cornerstonefor the country. This collaborative model will help university and industry researchers usehigh performance and cloud computing infrastructure to better manage and analyze massivedata sets to solve critical world challenges. The unique virtual structure of the network will allowIBM research staff to work side-by-side with many of Canada's world-renowned, top scientists.Shown at the announcement are, from left, John Thompson, Associate Vice President, UniversityResearch; John Milloy, Ontario Minister of Community and Social Services, and Tim Jackson, VicePresident, External Relations.XQuote“Canada will continue to be a retail haven for large U.S. chains and developersfrom around the world. Canada offers developers a stable marketplace with untappedgrowth potential. Strong mall productivity performance that significantlyoutpaces the U.S. and growing Canadian Per Capita Retail Spending are key factorsthat help lure global and U.S. investors looking for expansion opportunitiesnorth of the border. Over the past year, Canadian shopping malls have been outperformingtheir U.S. counterparts by almost 50% in sales per square foot.Whilethe average mall performance in the U.S. was slightly above US $400 per squarefoot in 2011, Canadian malls yielded an average of nearly US $600 in sales persquare foot, bouncing back faster and higher from the 2009 recession and furtherincreasing the productivity gap between the two markets.At the same time,the Canadian Per Capita Retail Spending rate is growing steadily, nearly matchingU.S. levels hovering around US $12,000. The strong fundamentals of theCanadian economy and retail sector in particular have been well noticed by domesticand foreign players. It is no surprise that emerging players from the developmentside such as Tanger Outlets, Simon Properties, Kimco and evenLondon-based McArthurGlen are establishing a Canadian presence.”- James Smerdon, Director of Retail Consulting, inColliers International’s 2012 Spring Retail ReportPHOTO: JON ROHR

BUSINESS MONITORCOMMUNITECH LAUNCHES $30 MILLION HYPERDRIVE INCUBATORCommunitech is placing itself amongthe world’s leading startup incubatorswith a $30-million-plus programaimed at building early-stage companiesinto Series A funded companies.The program, called HYPERDRIVE, isthe latest offering from Communitech,the team that supports Canada’s toptechnology hub, a large and fast-growingcluster of 800 companies including400 active startups.Backed by leading venture capitalfirms, angel investors and tech companies,HYPERDRIVE will put earlystagecompanies through athree-month sprint similar to those atY Combinator and TechStars in theUnited States, but offer more seedmoney, a stint in New York City and upto two years of in-house mentorshipand access to the Communitech networkof advisers.“If you really want to build global, billion-dollarbusinesses, then it takes amuch bigger investment,” said IainKlugman, Communitech’s CEO. “[HY-PERDRIVE is] very much a reflectionof our lifecycle approach to buildinggreat companies; it focuses on buildinga strong entrepreneurial cultureELIZABETH WITMER NOMINATEDAS CHAIR WSIBOntario Premier Dalton McGuinty has nominated Kitchener-Waterloo MPP ElizabethWitmer as Chair of the Workplace Safety and Insurance Board (WSIB).Witmer, who announced her resignation as MPP from Kitchener-Waterloo, takesover from outgoing Chair Steve Mahoney, who announced his retirement in March.The announcement from the provincial government said,“A former Minister ofLabour and Minister of Health, Witmer is exceptionally qualified to Chair theWSIB. She has also served Ontarians as Minister of Education, Minister of theEnvironment and Deputy Premier, and has a long history of service to her communityand province.“In 2010, the Ontario government commissioned a report by the former Deanof Osgoode Hall Law School, Harry Arthurs, to provide advice on dealing with theWSIB's unfunded liability.The organization is now working to reduce the unfundedliability while protecting injured workers and ensuring the WSIB operates in abusiness-friendly manner.As a full-time Chair appointed for a five-year term,Witmerwill bring stability and leadership to that process.“The WSIB is an agency of the Ontario government that provides disability benefits,monitors the quality of health care and assists in early, safe return to workfor workers injured on the job, or who contract an occupational disease. It is entirelyfunded by employer premiums.“The nomination is subject to review by the Standing Committee on GovernmentAgencies.”Ontario Premier Dalton McGuinty said, "Elizabeth Witmer is exceptionally qualifiedto be the Chair of the WSIB. Elizabeth will bring strong leadership to the WSIBboard as they work to eliminate the unfunded liability while helping injured workersand reducing red tape for businesses."Witmer has served as MPP since 1990; she was a cabinet minister in the ProgressiveConservative government from 1995 to 2003, serving as Minister ofHealth, Minister of the Environment and Deputy Premier and Minister of Education.Her resignation from Queen’s Park and appointment to head the provincialagency was covered in every major Canadian newspaperand political blog, but perhaps oddly, her officialMPP website remained unchanged for severaldays, with no acknowledgement of the development.However, reaction on social media was instant.Greater Kitchener-Waterloo Chamber of CommerceCEO Ian McLean Tweeted,“You have served our communitywith class and distinction for 20+ years. Congratson appt as Chair of WSIB.”Kitchener-Conestoga MPP Michael Harris postedthe comment, “Elizabeth Witmer served the Kitchener-Waterlooregion with integrity and distinctionand brought passion and energy to the job every day.”Elizabeth WitmerPHOTO: JON ROHRSome media commentators saw the move as anopportunity for the Liberals to change the complexionof Queen’s Park.The Globe & Mail reported,“TheLiberals were re-elected last October just one seatshort of a majority government. The election of Liberal Dave Levac as Speakermeans they currently have 52 votes in the 107 seat legislature. But if the Liberalsmanage to snag Ms. Witmer’s riding from the Tories, that would put them on anequal footing with both opposition parties.”and then backs the companiesthroughout the lifecycle.”HYPERDRIVE is the culmination ofCommunitech’s 15 years of experiencein helping companies to start,grow and succeed within Waterloo Region’suniquely collaborative and mutuallysupportive tech ecosystem,Klugman said.It’s an ecosystem that now boasts800 companies including about 400active startups, with new ones emergingat a rate of one a day. Many hopeto follow the hometown success ofsuch global players as Research InMotion (BlackBerry), OpenText andDesire2Learn, which all began as localstartups.“We’re at that stage in our evolutionas a technology community where weneed to have a program that’s not justcompetitive with other jurisdictions,but raises the bar,” Klugman said.“It’sanother signal of this communityemerging as a major tech hub in NorthAmerica.We’re taking our rightful spot.”HYPERDRIVE will target 90 high-potentialcompanies over three yearsand bring them in 10 at a time, inthree intakes per year. On entry, eachcompany will receive a $55,000 investment.Companies that graduatefrom the three-month sprint to demoday will receive a further $150,000 inconvertible debt to continue buildingfor up to 24 months. During that time,entrepreneurs will do a brief stint inManhattan and have full access toCommunitech’s far-reaching networkof mentors and entrepreneurs.At four-month intervals during thisbuild-out period, companies will havethe chance to pitch for up to$500,000 more from a slate of toptierinvestors, including OMERS Ventures,iNovia Capital, Rho CanadaVentures and Business DevelopmentBank of Canada (BDC).Jim Estill, partner with New YorkbasedCanrock Ventures, has pledgedmillions over three years to cover theentry investments in each of HYPER-DRIVE’s 90 companies.“I have deep roots in Waterloo and alove of Waterloo,” said Estill, whostarted selling computers out of thetrunk of his car in 1979 as a third-yearPremier Dalton McGuinty with Iain Klugman of Communitech, Steven Woods of Google and JohnBaker, Desire2Learn at the Tannery. Background, left, is UW President Feridun Hamdullahpur.University of Waterloo student. Heeventually built EMJ Data Systems intoa $350-million company and went onto build SYNEX to over $ 2 billion inrevenue.“I also think that Communitech andwhat they have – the network, thesetup, the mentors, the volunteers behindit – is really second to none in theworld,” he said.HYPERDRIVE’s Manhattan soft-landingcomponent takes shrewd advantageof New York’s relative proximity toWaterloo Region and shares its timezone, making it easier for investorsand entrepreneurs to meet, he said.“The other advantage of Waterloo isthat overheads are still pretty low incomparison to New York or Silicon Valley,”Estill said.“You want access to talentand Waterloo has that, and youwant some reasonable costs, and Waterloohas that.”Sid Paquette, senior associate withOMERS Ventures, lauded HYPER-DRIVE’s commitment to work withcompanies over a longer term thanother accelerators, which aligns withhis firm’s investment approach.“Our goal is to build big technologycompanies in Canada and be part ofthe next Research in Motion or thenext OpenText,” Paquette said. “I thinkwe would all like to see, as Canadians,more of these technology companiesbuilt here and kept here in Canada.”The product of four years of discussionand 18 months of planning, HY-PERDRIVE marks an importantmilestone for Waterloo Region’s technologycommunity, said Steve Currie,Communitech’s Vice-President, VentureServices.“It’s a recognition of the calibre andthe quality of programming, not onlywith Communitech, but overall withwhat the local ecosystem,including theAccelerator Centre and VeloCity, havebeen able to establish and accomplishhere in the region,” Currie said.“I think it speaks to the whole notionof the Waterloo Region model of collaboration;of barn-building, of theecosystem approach where we’re ableto bring in a number of high-qualitypartners who want to be part of this,”he added. - Anthony ReinhartJ U N E 2 0 1 2 | 13PHOTO: JON ROHR

Cedric Jeannot, IThink SecurityDavid Thomson, ActivDoxCatherine Carol, Sober Steering SensorsneedMichael Litt, Buildscale Inc.Phil Noelting, Qwalify

COVER STORYWATERLOO:the ideal incubatorBY EXCHANGEStart-ups are migrating to the region from allover the planetPART ONE OF A FIVE-PART SERIES ON START-UPS THAT HAVE CHOSEN WATERLOO REGION AS THEIR LAUNCHING PADThe Region of Waterloo claims to be an important centre for business start-ups. Is this simplypromotional hype, or is it true?Exchange magazine talked to five start-up entrepreneurs who have recently located in theRegion, and their stories fully support the claim that our region is a key centre for attractingentrepreneurial innovation. And their reasons are clear: local expertise, the entrepreneurialenvironment, and funding potential.For example, David G. Thomson, CEO of ActivDox, told Exchange, “Waterloo to me had themost concentrated level of systems expertise; we’re next door to Open Text and Research InMotion. Plus, the University of Waterloo I knew structurally had leading research and has aprocess to allow small companies to work with university.”Michael Litt of, BuildScale Inc., which manages Redwoods Media and Vidyard, says, “A lot ofguys my age, they want to get the hell out of their hometown, but I see Waterloo as second toalmost none in terms of location to start business in North America. Obviously, New York is arising tide, there are a lot of great companies coming out of New York, but the cost to start acompany in terms of the talent that you can get... [while Waterloo] is an amazing place. We’vegot a ton of people...”Dr. Cedric Jeannot, President of I Think Security, told Exchange there were about 25 countrieswhere he could have set up his company, but “I choose to be here... The mentality in Canada isdifferent. People are much more like helpful, much more developed, and they’re just morerelaxed.”J U N E 2 0 1 2 | 15PHOTO: JON ROHR

COVER STORYCatherine Carol, COO of Sober SteeringSensors Canada, explained that “Ourtechnology involves very advancedanswers. And there aren’t a lot of placesworldwide that have people capable ofworking with these sensors. And – theUniversity of Waterloo is one of them.So, without a question, the university iswhat drew us.”Finally, Phil Noelting, founder of Qwalify,said the key factor in establishing hiscompany in Waterloo is “The AcceleratorCentre... it’s a very, very business drivendecision.”Our front cover features all five ofthese entrepreneurs. In this issue ofExchange, we highlight Phil Noelting andQwalify; the other four companies will befeatured in the next four issues of ourmagazine.QwalifyPhil Noelting founded Qwalify Inc. in2010. That’s the official date of his launchin Canada, although he has been workingon the start-up for more than sixyears.He’s a Toronto native who has alsolived in Montréal, but who completed hiseducation at Babson College in Boston,Massachusetts – and he says that he verymuch appreciated the environment there.None the less, when it came time tolaunch Qwalify, he came back to Ontario,16 | w w w . e x c h a n g e m a g a z i n e . c o mPROFESSIONAL JANITORIALSERVICES FOR BUSINESSSpecializing in Commercial,Industrial and Institutional facilitiesCall us for all your cleaning needs:▼ General Janitorial & Office Cleaning▼ Carpet Cleaning▼ Floor Stripping & Waxing▼ Interior/Exterior Window Cleaning▼ Ultrasonic Blind Cleaning▼ Construction Cleanup▼ Factory Cleaning▼ Computer CleaningWe will help protectyour Real Estate investmentTel: (519) 884-9600Waterloo, OntarioFax: (519) 884-8699Toll Free: 1-800-983-6661www.jdicleaning.comBONDED & INSUREDMember of the Canadian Franchise Associationand Better Business BureauHe’s interested “inhaving a direct impact onunemployment in any geographythat we focus in.”specifically to Waterloo. Why? As notedabove, Noelting points the The AcceleratorCentre and the Waterloo environmentoverall as the drawing card.Noelting describes Qwalify as “theworld’s first self-served hiring platform.So much of the tools that hunters usehave been very high end and very expensive.We found a way to automate themand put them online in a self-servedenvironment where anyone typicallycouldn’t afford them or access thembefore they can now use them.”He also says, “The grand scheme ofwhat Qwalify is, is to try to build sort ofthe e-Harmony of the job market, a waythat you can actually match people withopportunities based on who they are, notthe key words they wrote on theirresumé.”

Qwalify was one of three Grand Prize winner of the Canada 3.0 “Pitch-off” for start-ups. On stage were from left: Deb Krizmanich,Powernoodle (Sponsor), Heather Dayman, BDC (Sponsor), Phil Noelting, Qwalify (Grand Prize WinnerSecond Place), Michael Kosic,XYZ Interactive ( Grand Prize Winner - Third Place), Tom Ogaranko, Banff Venture Forum (Sponsor). Prize is a trip to the Banff VentureForum.He talks about the hiring process as “acourting relationship” that contains allthe same pitfalls of romantic connections.Faced with that reality, he says,current hiring processes “are just completely,completely, completely unproductive”.“A much more effective approach is tolearn from the success of on-line relationshipsites, to create a method which leadsto the conclusion, ‘Hey, you guys are reallycompatible around each other’.”“Qwalify is... the e-Harmony of the job market, a way that you canactually match people with opportunities based on who they are, notthe key words they wrote on their resumé.”Noelting is careful in his comparisonswith dating sites, because, he says, theyare not all created equal. Qwalify’sapproach, he says, “is very different than,PHOTO: EXCHANGE MAGAZINECOVER STORYlets say, match.com which is based onkeywords. e-Harmony is based on anassessment that actually outlines scientificallywith 28 degrees of compatibility.We actually have assessments that outline32 degrees of compatibility in theopening. So, we’re very similar in thatsense as well.”Qwalify’s corporate goal is lofty, to saythe least: Noelting believes that his companycan be so effective that it will “significantlyreduce unemployment rates,through increased efficiency in sourcing,selecting, hiring and retaining employees”.Noelting’s start-up is a reflection of hiseclectic interests. He went to school inBoston specifically to focus on entrepreneurship,and has launched an internetbasedbusiness, but his on-line bio startswith neither of these interests; instead,we learn that “Phil has always been apeople-person and strongly believes thatpeople should always be themselves andbe proud, rather than aim to be someoneelse to fit a societal mould. Havingworked in a number of industries andvarious levels in many geographies, Philrecognized the immense pains everyonegoes through in finding the right employeesand employers. If the internet couldchange the dating world forever, howcome the employment world was stuckwith an online version of an outdatedprocess (keyword-based job boards)? Philacted on his passions and built Qwalifywith the leading HR, psychology andtechnology minds in the world.”Hiring and firingNoelting has identified an aberration inCelebrating 60 yearsFine Clothing forMen & Women– Career to Casual –Clothes you’ll love to wear95 Peel Street, New Hamburg(519) 662-3000STORE HOURS: Tues.-Wed. 9am-6pm; Thurs.-Fri. 9am-8pm; Sat. 9am-5pm – after hours by appointment -J U N E 2 0 1 2 | 17

COVER STORYthe human resources process, and Qwalifyis specifically designed to change thatprocess. The problem, he says, is thatorganizations were hiring for skills andfiring for attitude.That system misses the point, he says.“Attitude can be a key predictor of successin the hiring process, and shouldstreamline that process – and increasesubsequent employee retention.”we’re a hiring tool provider or a hiringplatform. So, we do work with consultingteams that actually offer other consultingafterwards.”Great potentialNoelting argues that the need foreffective hiring tools has never beengreater. “The turnover piece is moreimportant than it ever has been before as“We’ve consulted with companies that have 50 percent firstyear turnover. So, on the average, they hire two people in that year –one of those people will be gone and they expect that. And theydon’t understand that there’s a better way to do it.”By studying the power of analytics inspecific applications, Qwalify has createdan environment where hiring managerscould instead hire for attitude and trainfor skills.Because the experience is internetbased,it can be inexpensive, whichmakes the application accessible to smalland medium-sized businesses.Noelting explains, “We rely a lot moreon setting out individuals – who they are– so we offer tools to go after a corporateculture, professional personality, all thosekinds of things. So we can make surethat you’re aligning values within yourteam, within your unit.”The Qwalify approach is essential inthe changing world of recruitment, saysNoelting. He points to two factors in thisevolution. First, “the globalization piece.There’s a lot more immigration, there’s alot more changing of norms... Culture initself is huge. My company needs toknow what their internal culture is, ifthey’re going to be able to bring peopleand that won’t actually clash with it, butactually it will propel it.”He adds, “The second piece is generational.It’s the first time that we havethree full generations in the workforceright now and working together closely.”That raises the question of how youensure you have a compatible workforce.Says Noelting, “We’ve offered tools thatgo directly toward values, corporate culture,professional personalities, competencies,so that you can select someonethat you know will work well with you,your team, your environment on the task,your need and then if there are specificskills, they don’t currently have, you cantrain them for that.”“We’re not actually a hiring service,well. There’s a surplus of talent, so peopleare hiring without looking at whothey’re hiring and turnover is crazy.We’ve consulted with companies thathave 50 percent first year turnover. So,on the average, they hire two people inthat year – one of those people will begone and they expect that – it’s part oftheir budgeting at this point. And theydon’t understand that there’s a better wayto do it.”Noelting explains, “The number onepiece, regardless of experience, is values.If your values don’t align, if your valuesare fundamentality different, you will nothave a positive working relationship... Nomatter what, it’s a matter of time before Ileave. It’s just not going to work becauseI’m not satisfied.”The Qwalify approach doesn’t focus onresumés, because a new graduate mayhave a sparse resumé, but may have theideal value system to be compatible withthe employer. Or, says Noelting, somepotential employees may have severalshort-term jobs on their record, becausethey have not yet found the right environment.They will be rejected immediatelyin most hiring models, he says: “They’regoing to say, ‘Well, this person is terrible’.In truth, the reality may be that that’stheir dream job because they’ve gonethrough these four other jobs. That’sexactly what they want.”The values element is simply the startingpoint in the Qwalify system, whichthen proceeds through several levels,using a specific algorithm that is proprietaryinformation.The move to WaterlooQwalify was created in Boston, andNoelting remains a fan of that city. He18 | w w w . e x c h a n g e m a g a z i n e . c o m

Noelting: The hiring process is “a courting relationship”points out that American east coast VentureCapitalists are all based in Boston....“Boston is a fantastic spot for start-upsthat are available for VC.”In fact, he says, “Most of our investorsare based in Boston... I try to make it backthere every two to three months. A lot ofour future advisors will be there as well.”However, Waterloo’s Accelerator Centreoffered an irresistible environment.Noelting conducted a thorough vettingprocess, and opted for the incubatoropportunities available at the AcceleratorCentre and in the Waterloo environmentin general.He says, “Part of the whole biddingPHOTO: EXCHANGE MAGAZINECOVER STORYprocess was learning about how SouthernOntario is absolutely insane in termsof supporting setups. I could never evenreally imagine that something like thisexists... There’s a lot of talk about it inthe U.S., but nothing ever happens; nothingever comes to fruition.”Noelting argues that the potential forstart-up support in Waterloo is still a bit ofa secret. “I guess it’s just not doing thebest job of marketing. It took me to reallylook into it and find it. But as soon as Ilearned about all that, it’s just unbelievablewhat it does. I mean, we were in this,we raised an angel round, [or] are in theprocess to tail in and the conversationseems to be going well. There’s a programthat actually matches your angel funds 50percent. And they will take equity. And thegovernment try to leverage private investment.”He jokes that the decision-makingprocess is quite different from that of ayoung student choosing a university:“We’re going to go somewhere for business.We’re not going to ask what wasthe party like. Its a very, very businessdriven decision.”None the less, he lauds “the Canadianapproach to business, people helpingeach other ... it seems a lot morerelaxed.”Aiming bigNoelting comments that many startupsare created with the specific focus onmarketability: build something that youcan sell. He’s interested in other goals,in making a difference; in the case ofQwalify, “in having a direct impact onunemployment in any geography that weJ U N E 2 0 1 2 | 19

planningurban designlandscape architectureKitchener/Waterloo Office72 Victoria Street South, Suite 201Kitchener, ON N2G 4Y9519.569.8883Hamilton Office29 Rebecca Street, Suite 200Hamilton, ON L8R 1B3905.572.7477www.gspgroup.caCOVER STORYfocus in. So, if we say that were going totackle Toronto for the next six months,we’re going to go after Toronto and wewill actually be able to show a decline inthe unemployment rate.... That’s thevision and that’s what the system hasbeen built to be able to do it.”He says that relationships with governmentare growing, albeit at a predictablyslow pace.Noelting has also watched the developmentof several markets for Qwalify’sexpertise. He says, “Small medium businesseswas always the goal. [But] whatwe found is that it led to a lot of introductionto larger companies. Now, the largercompanies had different issues. It wasn’tthat they couldn’t afford these psychometrictools, it was that they’re gettingflooded with applicants and had no ideahow to filter that.“So there’s another selling propositionwith the exact same tools.”The needs are different at the two levels.Noelting points out that small mediumbusinesses, “like companies in hereat the Accelerator Centre,” are dealingwith job applications from a few hundredpeople.“But when you talk to Fortune 100companies for a very cool managementtraining program for recent grad, they get60,000 or 70,000 applicants, from aroundthe world. You can’t actually realisticallysay that you’re spending time on everyresumé and interviewing every singleperson. They need to filter down in some“Attitude can be a keypredictor of success in the hiringprocess, and should streamlinethat process – and increasesubsequent employee retention.”ways. So, they were interested in the filteringability... It’s pretty cool to see thesame exact tools were being used for differentpurposes now. We didn’t actuallyhave to change much,” to serve some ofthe largest companies in the world.Not at all bad progress for a five-personcompany that started with one manmoving to Waterloo from Boston, twoyears ago.XSign up for Exchange’sDIGITAL MAGAZINEIT’S FREE * atwww.exchangemagazine.com/signmeupRequired Reading for , Entrepreneurs, Enterprises,Economic Developers and EducatorsAdvertising inquiries call John Hobin 519-886-0298Print Advertising space deadlines:July/August Family Business Issue 2012 issue May 29 , 2012*limited time offer20 | w w w . e x c h a n g e m a g a z i n e . c o m

GVCA HONOURS“THE BEST OFTHE BEST”BY EXCHANGEPHOTOS: JUSTIN RUSSO AND AARON SCHWABMelloul-Blamey Construction Inc.Game Changer Zehr Levesque Inc.Melloul Blamey leads awards listThe Grand Valley Construction Associationhas handed out its prestigiousBuilding Excellence Awards, the biennialcelebration of superior accomplishmentsin the construction industry.GVCA President Martha George toldthose gathered to celebrate the industrythat the evening was “about four things –accomplishments, recognition, inspiration,and, of course, having fun.” In the lattervein, the evening was themed “The ThrillIs Here”, a play on a famous B.B. Kingblues tune. George asked, “What could bemore thrilling than recognizing the best ofthe best when it comes to building excellence?In our business, the thrill is nevergone – each year we somehow reach higher,go farther and do better than the yearbefore.”The most awards went to Melloul-Blamey Construction Inc., which tookhome 10 trophies. Other multiple honourswent to Ball Construction, with fourawards, Collaborative Structures Limited,with three, and Schiedel ConstructionIncorporated and Nith Valley Construction(2008) Ltd., with two awardseach.Other award winners included StahleConstruction Inc., Maple ReindersConstructors Ltd., Gateman-MilloyInc., WalterFedy, and PM ContractingLtd.The inaugural “Game Changer” awardwent to Zehr Levesque Inc., for The TanneryDistrict.

The TanneryBUILDING EXCELLENCEGAME CHANGERThe Inaugural GVCA Game ChangerAward went to Zehr Levesque Inc.for the Tannery District Project. Inmaking the presentation, George commented,“Without a doubt the TanneryDistrict on Charles Street in Kitchener iswhere you can find the future of that city.From what was once the largest tanneryin the British Empire it has now become ahigh tech hub that has undergone a digitalrenaissance. Home to such powerhousesas Google and Desire2Learn, youcan also find the region’s vibrant Communitechorganization and a host ofsmaller start up and established firms.There are eateries and a pharmacy, ahealthcare clinic and retail. What makesthis 350,000 square foot building so interestingis that you appear tobe in two places at once:the past and future, simultaneously.”Zehr Levesque’s keypartners on the projectincluded owner Cadan Inc;prime consultant andarchitectural consultantRAW; and structural,mechanical and electricalconsultant WalterFedy.COMMERCIAL UP TO $2 MILLION: AWARD OFEXCELLENCEStahle Construction Inc. received anAward of Excellence for HSBCUptown Waterloo, a building that thepresenters said “must look amazing atevery angle”. The project team includedABA Architects, MTE Consultants Inc,Meritech, Patterson & Lebreche, RombaldElectrical and Copa Engineering.COMMERCIAL UP TO $2 MILLION: AWARD OFMERITMelloul-Blamey Construction Inc.Thank you to all the sponsors of the 2012 Building Excellence AwardsSPONSORSTHETHETHEJOHN LEE HOOKERSPONSORSHIPBB KINGSPONSORSHIPMUDDY WATERSSPONSORSHIPAltruck International Truck CentresBoehmers O/U Hargest Block Ltd.Carrier Canada LimitedExchangeCRS Contractors Rental SupplyStevenson and Hunt Insurance Brokers LimitedThe Economical Insurance GroupVelocity Mechanical Inc.W4RACL Steel Ltd.Aon Reed Stenhouse Inc.Cowan Insurance Group Ltd.Dufferin ConcreteThe Guarantee Company of North AmericaTwin City Tile Company Ltd.22 | w w w . e x c h a n g e m a g a z i n e . c o m

Ball Construction Office and Warehouse,Kitchener, GVCA Building Excellence Awardfor Conversion Project;Stork Family YMCA and John M. Harper Library,WaterlooPerimeter Institute for Theoretical Physics-Stephen Hawking Centre, Waterloo, GVCA BuildingExcellence Award for Institutional Projectmore than $20mDurham College Student Services Building,OshawaMilton Sport Centre Expansion, Milton, GVCABuilding Excellence Award for CommercialProject more than $20mGrand River Foods Processing Plant expansion,Cambridge, GVCA Building Excellence Awardfor Industrial Project between $2m-$10mPioneers in SustainabilityBuilding Canada’s Future Since 1923LEEDing a VisionBALL CONSTRUCTION5 Shirley Ave., Kitchener | 519.742.5851 | admin@ballcon.com | www.ballcon.com

ProvidingMechanical Excellencefor over 25 years!Since 1985 Dordan has beencommitted to the pursuit of excellence inthe construction industry.We look forward to continued successfulrelationships with all of the suppliers andclients who have helped to makeDordan what it is today.Many thanks.

The Athletic ClubBUILDING EXCELLENCECOMMERCIAL – $10MILLION - $20 MILLION:AWARD OF EXCELLENCEM e l l o u l - B l a m e ywas honoured for theCharles & BentonParking Garage, inKitchener, described as being “as attractiveas it is functional”. Consultantsincluded Read Jones Christoffersen ConsultingEngineers, Diamond & SchmittArchitects, MCW Consultants and LVM-Naylor.COMMERCIAL – MORE THAN $20 MILLIONAWARD OF EXCELLENCEBall Construction Ltd. took homethis award for the Milton Sports CentreExpansion. This $36 million projectStahle Construction Inc. received Commercial up to $2 million: Award of Excellence forHSBC Uptown Waterlooreceived one of its 10 awards for theQuarry Tenant Improvements project,at 1440 King Street North, St. Jacobs.Owner is Quarry Integrated CommunicationsInc. Consultants on the projectincluded Mighton Engineering, CollinsEngineering Group Inc., ArchitectureIncorporated, Elemental Interior DesignInc., and MTE Consultants Inc.“Your NeighbourhoodCredit Union” project,405 Queen Street W.,Cambridge. Consultantsincluded LudmillaDejmek, John Anderson,Collins EngineeringGroup, and MightonEngineering.HSBC Uptown WaterlooCOMMERCIAL – $2 MILLION - $10 MILLION:AWARD OF EXCELLENCEThe Athletic Club project garneredthis award for Melloul-Blamey ConstructionInc. This project, a “premiumfitness club”, is located in The Boardwalk.Consultants included Nicholls & AssociatesLtd., Paul Kershaw Architect, JJJEngineering, James A. Smith Engineering,and LVM Naylor.COMMERCIAL – $2 MILLION - $10 MILLION:AWARD OF MERITSchiedel Construction Incorporatedpicked by an award of merit for theMilton Sports Centre ExpansionCOMMERCIAL/INDUSTRIAL CONSTRUCTION SPECIALISTSSurface preparation, polishing and polymer coatings.519.747.9499 | www.sp3concreteservices.comJ U N E 2 0 1 2 | 25

BUILDING EXCELLENCEGreentech Facility ExpansionCommercial – $2 million - $10 million: Award of ExcellenceThe Athletic Club project garnered this award for Melloul-Blamey Construction Inc.Grand River Foodinvolves consultants aTRM Architects,Halcrow Yolles, Dordan Mechanical/MNEEngineering and Enermodal Engineering.COMMERCIAL – MORE THAN $20 MILLIONAWARD OF MERITMelloul-Blamey Construction Inc.received an award of merit for theNorthfield Building C & Parking, aResearch in Motion building on UniversityAve. in Waterloo. Key consultants wereRobertson Simmons Architects Inc., MTEConsultants, The Mitchell PartnershipInc., and Mulvey & Banani International.INDUSTRIAL – UP TO $2 MILLION AWARD OFEXCELLENCECollaborative Structures Limitedreceived this honour for their leadershipof the Greentec Facility Expansion, inCambridge. CSL worked with consultantsTacoma Engineering. The project isdescribed as “a recycling facility that issafe, promotes efficiency and meets strictenvironmental standards.”INDUSTRIAL – UP TO $2 MILLION AWARD OFMERITThe Perfexia addition at 55 NorthlandDrive in Waterloo earned Melloul-Blamey this award. They worked withMTE Consultants, AAA Air Conditioning,W. Forwell Electric and IBI Group.INDUSTRIAL – $2 MILLION - $10 MILLIONAWARD OF EXCELLENCEBall Construction picked up thisaward for the Grand River Foods - NewAddition, on Boxwood Drive in Cambridge.Consultants included Mallot CreekAssociates, JB McDonald & Associates,and The Thompson Rosemount Group.This is the third addition that Ball hasconstructed for Grand River Foods.26 | w w w . e x c h a n g e m a g a z i n e . c o m

BUILDING EXCELLENCEINDUSTRIAL -– $10 MILLION - $20 MILLIONAWARD OF MERITCollaborative Structures Limitedwere honoured for the Cargill MeatSolutions addition on Watson ParkwaySouth, in Guelph. Consultantsincluded Tacoma Engineers and R.M.Montgomery Engineering.Waterloo North HydroINDUSTRIAL – $2 MILLION - $10 MILLIONAWARD OF MERITSchiedel Construction Incorporatedwon this honour for their leadershipof the Knapp Fasteners Incorporatedproject, also on Boxwood Drive, Cambridge.Consultants included AllenSchiedel, John Anderson, Collins EngineeringGroup Inc., Mighton Engineeringand M.A. Bryan Engineering Inc.INDUSTRIAL -– $10 MILLION - $20 MILLIONAWARD OF EXCELLENCEThe new Waterloo North Hydrobuilding, housing everything from administrationto service centre, earned thisaward for Melloul-Blamey ConstructionInc. The facility is constructed toLEED silver standards. Consultants includedMcCallum Cather Architects Inc., MTEConsultants, and Cobalt Engineering.INDUSTRIAL – MORE THAN $20 MILLIONAWARD OF EXCELLENCEMaple Reinders ConstructorsLtd. received this award for the $28million City of Guelph OrganicWaste Processing Facility, whichsaw the new facility replace, on site, adefunct compositing facility. Presenterssaid this project “is proof that glitz andglamour does not matter when it comesto project excellence.” Key consultantwas AECOM.INSTITUTIONAL – UP TO $2 MILLION AWARDOF EXCELLENCECollaborative Structures Limitedearned this honour for the ConestogaCollege Roofing Centre project onthe school’s Waterloo campus. Consultantsincluded Tacoma Engineers, GBArchitect Inc., Collins Engineering andRon Montgomery Engineering.Industrial – up to $2 million Award of ExcellenceCollaborative Structures Limited received this honour for their leadershipof the Greentec Facility ExpansionIndustrial – $2 million - $10 million Award of ExcellenceBall Construction won for the Grand River Foods AdditionJ U N E 2 0 1 2 | 27

Recently Honoured with FiveAwards of Excellence for...The Athletic Club, The Boardwalk, WaterlooFamily & Children’s Services, KitchenerLangs Farm Association,CambridgeCharles & Benton Parking Garage, KitchenerWaterloo North Hydro,Waterlooand Five Awards of Merit for... Thank you to theproject deliveryteamsinvolved with these award winning projects. www.melloul.comww.mello

BUILDING EXCELLENCECity of Guelph Organic Waste Processing FacilityIndustrial -– $10 million - $20 million Award of Excellence: The new Waterloo North Hydro building, housing everything fromadministration to service centre, earned this award for Melloul-Blamey Construction Inc.Industrial – more than $20 million Award of ExcellenceMaple Reinders Constructors Ltd. received this award for the $28 million City of Guelph Organic Waste Processing FacilityINSTITUTIONAL – UP TO $2 MILLION AWARDOF MERITConestoga College was also theclient as Gateman-Milloy Inc. took thishonour for the Conestoga College HVACTraining Centre, also in Waterloo. Consultantsincluded ABA Architects, MTEConsultants, and R.M. Montgomery Engineering.INSTITUTIONAL – $2 MILLION - $10 MILLIONAWARD OF EXCELLENCEMelloul-Blamey Construction Inc.took this award for the renovation projectcarried out for Family & Children’sServices of the Waterloo Region, at300 Ardelt Ave., Kitchener. Commentatorssaid this is “a multi-purpose facility whosedesign inspires people and meets theneeds of our community in a beautifulway.” Key consultants were SRM ArchitectsInc., MTE Inc., and DEI & Associates.2101 Shirley Drive, Kitchener ON(519) 885-6380www.strassbuger.netStrassburger manufactures and supplies high-quality vinyl windowsand entrance doors for replacement, renovation andnew-construction markets.J U N E 2 0 1 2 | 29

BUILDING EXCELLENCEInstitutional – up to $2 million Award of ExcellenceCollaborative Structures Limited earned this honour for the Conestoga CollegeRoofing CentreInstitutional – $2 million - $10 million Award of ExcellenceMelloul-Blamey Construction Inc. took this award for the renovation projectcarried out for Family & Children’s Services of the Waterloo RegionINSTITUTIONAL– $2 MILLION - $10 MILLIONAWARD OF MERITNith Valley Construction(2008) Ltd. was honoured forthe Mountainview RetirementResidence Phase 3, in Georgetown.Consultants includedRobert Dyck, Collins Engineeringand MNE Engineering.INSTITUTIONAL – $10 MILLION - $20MILLION AWARD OF EXCELLENCEMelloul-Blamey ConstructionInc. was given this awardfor the new facility for LangsFarm Village Association inCambridge, “the physicalembodiment of the spirit of thecommunity”. Melloul workedwith Robertson Simmons Architects,MTE Consultants, and DEI& Associates.INSTITUTIONAL – $10 MILLION -$20 MILLION AWARD OF MERITWalterFedy took this awardfor their work on the new $18.3Conestoga College Roofing CentreFamily & Children Services of theWaterloo Regionmillion, 45,000 square foot WaterlooRegion Museum. WalterFedy worked inassociation with Moriyama & TeshimaArchitectszevestdevelopmentcorp.zehrmanagementinc.29 King St. E. KitchenerDesign Build & Property ManagementWaterloo NissanDesign Build, Project Development& Broker ServicesMammoet Canada, EdmontonConstruction ManagementThe Tannery, KitchenerConstruction & Property ManagementThe Zehr Group of Companies are experienced,full service partners offering:DESIGN BUILDMANAGEMENTCONSTRUCTIONDEVELOPMENT607 King St. W. Suite 205AKitchener, ON519.576.2233www.zehrgroup.ca30 | w w w . e x c h a n g e m a g a z i n e . c o m

BUILDING EXCELLENCELang Farm Village AssociationPerimeter Institute for Theoretical PhysicsShow ThemWhat YouStand ForBBB Accreditation is a commitment to fairness andhonesty that lets consumers know you’re a businessthey can trust – a business that honours it’s promiseand embodies integrity. Give your customers theconfidence they deserve. They start with bbb.org.Shouldn’t you?Ball Construstion OfficeINSTITUTIONAL – MORE THAN $20 MILLIONAWARD OF EXCELLENCEThe $25 million expansion of thePerimeter Institute for TheoreticalPhysics earned this award for Ball ConstructionLtd. The Kitchener companyworked with Teeple Architects, CPEStructural Consultants, Cobalt Engineeringand Mulvey & Banani International.The project is a LEED silver project, andthe first Gold Seal designated project inOntario.INSTITUTIONAL – MORE THAN $20 MILLIONAWARD OF MERITMelloul-Blamey was honoured forthe new University of Waterloo MathBuilding, a 104,000 square foot facilityon University Ave. Consultants includedYoung & Wright/IBI Group, MTE Consultants,and DEI Associates.RESTORATIONPM Contracting Ltd. was honouredfor its work on the Cambridge HistoricStart With Trust ®Start at bbb.orgBetter Business Bureau ®519.579.3084Quality & Service since 1942FAMILY OWNED AND OPERATEDCongratulations to all our staff and thenominees of the 2012 Building Excellence Awards596 Frederick Street Kitchener ON www.twincitytile.comTEL 519.743.4179 FAX 519.576.3912J U N E 2 0 1 2 | 31

Celebrating 25 yearsof BusinessWe would like to thank our CLIENTS, ENGINEERS andSUPPLIERS for supporting Air Audit for the past 25 years. Wewill endeavour to make the next 25 years even better. Serving the INDUSTRIAL,COMMERCIAL and INSTITUTIONALINDUSTRIES Providing Testing, Adjusting and Balancing ofall type of HVAC systems Air Audit is a NEBB Certified companyDave and Brenda Lipsit, (current President and VicePresident) started Air Audit in May 1987. Their sonBrent, Air Audit, Manager is in the transition stage oftaking over the family business for the next generation.110 TURNBULL COURT, UNIT 11 | CAMBRIDGE ONPHONE 519.740.0871 | FAX 519.740.1312info@airaudit.ca | www.airaudit.caDave and Brent Lipsit

BUILDING EXCELLENCEKingdale Community CentreInstitutional – $10 million - $20 million Award of ExcellenceMelloul-Blamey Construction Inc., for Lang’s Farm Village AssociationCity Hall, Phase II project, whichinvolved the restoration of the 150-yearoldbuilding. Consultants included E.R.A.Architects, Diamond & Schmitt Architects,Read Jones Christofferson, andMCW Consultants.CONVERSIONIn a neat twist, Ball ConstructionLtd. was honoured for its own conversionproject, the Ball ConstructionOffice at 5 Shirley Ave. Kitchener.Ball collaborated with Robertson SimmonsArchitects Inc., Blackwell BowickPartnership Inc., MNE Engineering andRombald Inc.Institutional – more than $20 million Award of ExcellencePerimeter Institute for Theoretical Physics earned this award for Ball Construction Ltd.ENVIRONMENTAL ACHIEVEMENT AWARD OFEXCELLENCENith Valley Construction picked upthe environmental achievement award ofexcellence for the Kingsdale Commu-J U N E 2 0 1 2 | 33

BUILDING EXCELLENCECambridge Historic City Hall, Phase IINith Valley Construction picked up the Environmental Achievement Award of Excellence for the Kingsdale Community Centrenity Centre project, at 72 Wilson Ave. inKitchener. This $3.3 million project transformeda derelict arena into a vibrantcommunity centre. Primary consultantwas WalterFedy.Ball Construction won the Conversion Award for the conversion of their own Ball Construction facilitiesENVIRONMENTAL ACHIEVEMENT AWARD OFMERITMelloul-Blamey took this award forthe City of Kitchener ConsolidatedMaintenance Facility, at 131 GoodrichDrive. This $38 million project alsoinvolved IBI Group Architects, MTE Consultants,Morrison Herschfield Limited,and LVM Naylor.COMMITMENTSince 1951, Schiedel ConstructionIncorporated has provided Designand Construction for Industrial, Commercial,and Institutionalbuildings. It is our continuedcommitment to work persistentlyand diligently to provide thehighest degree of professionalconstruction services possible. Youcan count on Schiedel Constructionfor Quality, Value and Performanceon your project.405 Queen Street WestCambridge, Ontario N3C 1G6(519) 658-9317www.schiedelconst.com34 | w w w . e x c h a n g e m a g a z i n e . c o m

STORYTELLING IN ANON-PROFIT WORLDBecome the narrators of your own mission — a teller of yourown talesTHE FACES OF PHILANTHROPYby ROSEMARY SMITHWe all have amazing and incredible stories to tell.We share them with our friends, colleagues, family,and even strangers. Sometimes they’re funny, othertimes sad. Regardless of the emotion they evoke, theyare always informative – helping people better understandthe message we are trying to convey.As such, I recommend that your stories and tales betold from a personal standpoint. As an example: don’ttell a story about homelessness; instead talk about aperson whose life is being impacted because he/shecan’t afford necessities like food and shelter. By bringingthe story down to a personal level, you create anROSEMARY SMITH is CEO of TheKitchener and Waterloo CommunityFoundation. emailrsmith@kwcf.ca.By bringing the story down to a personal level, you create an emotional link that makesthe audience more receptive to learning about the basic facts and data.Non profits especially, have wonderful tales to communicateabout the important work they do. But all toooften their best kept stories lay hidden under the dayto-dayrigmarole of running the organization.If you look hard enough, you’ll find some of themon the pages of a newsletter or annual report. Othersyou may find buried deep on a website. The ones thatscare me most are the ones contained within thememories of staff members. This scares me becausethose stories can be forever lost should the staff memberleave the organization.To make sure this doesn’t happen, look at creating aculture of storytelling in your organization. Encourageall of your staff to get involved. Let them know thatcapturing stories is the responsibility of all – not justthe Executive Director or communications person.And, let them know that it’s not all that hard to do.With some help from technology, stories can beshared in words, pictures, and videos. In fact, peoplelike getting their stories through many different media.Therefore I encourage you to learn how to take a videoon your smart phone or on a Flip camera and find outhow to use programs like Windows Movie Maker orApple iMovie (which are free, by the way). And, it’seasy to upload your videos to YouTube and pictures tophoto management websites like Flickr and Picasa toshare on your websites or through social media.One thing I’ve noticed is that capturing stories isoften intermittent – depicting one period in time.Therefore it is extremely important that we tie our storiesinto the overall theme of our organizations –whether it is the need to feed the unfortunate in ourcommunity, like a Food Bank or providing enforcementand shelter for animals, like a Humane Society – ourstory must relate to the big picture message.And, note that while it’s sometimes in our nature asnon profits to display the cold, hard facts to make ourcase, our audience needs (wants) to make a personalconnection How does this impact me? Do I knowsomeone like this? Is this a cause that sings to myheart?emotional link that makes the audience more receptiveto learning about the basic facts and data.So to begin, consider what message(s) your organizationwants to convey to the community. Next, determinewho the central character will be in your story.This is your hero. Because people best relate to otherpeople, you may not want to use your organization inthe leading role.People tend to bore easily in this era of informationoverload, so determine goals and obstacles for yourstory – things that will stand out to your audience andgrab their attention. Use everyday, conversational language.As I mentioned above, you will need to make youraudience feel something before they will consider thenumbers, data, and facts all the stuff that validates thework you do. You have to stir up passion.The best stories have a clear meaning. People shouldknow why they were along for the ride. If they are notable to articulate what the story was about, it becomesless memorable. This is unfortunate because if your taleis memorable, it is also repeatable and spreadable. Youwant (need) to have your story pass on to others. Youraudience then becomes your ambassador.Stories are the heartbeat through which communitiesare connected together. They are the bridge by whichnon profits share their work with others. Non profitorganizations have embraced social and digital mediasince they first came on the scene. And, because of this,they are ahead of the for profit world when it comes totheir ability to create and broadcast their organizationalstories.Successful communication includes inspirationalstorytelling. I encourage our non profits to become thenarrators of their own mission – a teller of their owntales. Through the sharing of stories, our organizationsare strengthened and the authenticity of what we do isconveyed in real and meaningful experiences. And,our history is captured and shared for future generations.XJ U N E 2 0 1 2 | 35

LEADERSHIP AND TALENTPERFORMANCE DEVELOPMENTSTRATEGIESAchieving organizational improvement and employee engagementby MICHAEL SNYDERSMICHAEL SNYDERS, HCS is theDirector of Strategic Developmentat HRG Managementwhich provides professionalservices in Human ResourcesOutsourcing and RecruitmentProcess Outsourcing. Michaelcan be contacted at msnyders@hrgmanagement.com.36 | w w w . e x c h a n g e m a g a z i n e . c o mBest-In-Class organizations have continued todemonstrate that a well-designed Performance Management& Development Program dramaticallyimproves organization success and profitability. Moreimportant than the program itself, is the day-to-dayconnection that leaders have with the employees theyare leading.glance to make quick and effective decisions. Thereforeperformance development needs to be quick, intuitive,and give results without taking forever.There are several approaches to performancedevelopment that are very effective; and there are severalthat are not so effective. When deciding on yourEach organization is truly unique and requires a performance development approachthat is developed specifically for its business environment.The highest priority goals of managing performanceshould be employee engagement and organizationalimprovement to successfully achieve business results.Employee engagement without business results is notsustainable. Achieving business results withoutemployee engagement is also not sustainable.A well-designed performance development programwill directly influence the engagement of talentedemployees towards the goals of the business therebysignificantly improving the sustainability and successof the organization.Additionally, there are significant differences in whatengages a high performer and what engages a low performer.Among other things, high performers are motivatedby knowing how their performance impacts theorganizational goals and knowing that their performanceis recognized and rewarded. On the other hand,low performers are not typically concerned with howthey can impact organizational goals and they don’twant their lack of performance brought to light.Therefore it can be said that a low-performer cultureis encouraged by not providing a measurable performancedevelopment program that is consistentlyutilized by leaders throughout the organization.What’s the right performance development program?The overall performance development approach that’sright for your organization can be as simple or complexas is most effective for the industry, size, culture,employee demographics, and business model of yourorganization. Each organization is truly unique andrequires a performance development approach that isdeveloped specifically for its business environment.With that said, it is imperative that performancedevelopment needs to be as simple and straightforwardas possible. Your leaders and employees need tobe able to get work done; your HR team needs to beable to monitor and support performance developmentthroughout the organization while managing all otheraspects of HR; and your senior leaders need to be ableto have a pulse on the organization’s performance at aorganization’s approach to performance developmentyou should consider the following:1. Senior leadership champions — Senior leadersof the organization must be engaged in consistentlysupporting the value of your performance managementapproach in their decisions, actions, and words.2. Involvement of leaders and staff – During thedevelopment and implementation of your performancedevelopment program, leaders and staff need to beconsulted and involved.3. Accountability to process and performance –Establish effective communication of your performancedevelopment program and monitors to ensure theprocess is followed consistently and organization-wide.4. Remain consistent – Be attentive to the “storming”stage of change – there will be those that resist thenew program. Remain consistent and hold leadersaccountable and reinforce that the benefits will overshadowthe perceived challenges.5. Objective-based measures – The majority of componentsof a performance development approach mustbe measurable to support all of your people decisionsand give you the evidence to support those decisions.6. On-going process – Effective Leaders incorporateperformance coaching into their day-to-day activities.Train your Managers to be available, to coach, support,and provide both recognition and corrective feedbackon a regular basis.7. Alignment to Strategy – Create a direct line ofsight of how employees enable strategic outcomes byeffectively cascading the organization’s strategic objectivesto departments/divisions, teams, and ultimatelyindividuals.

8. Alignment to Values and Culture –will ensure that your performance developmentprogram fits with the organizationalmindset. If there is misalignmentbetween your performance developmentprogram and the values, it will increaseresistance and alienate employees.9. Alignment to other people strategies– To get real value from your peoplestrategies, performance development is aEmployee engagementwithout business results is notsustainable. Achieving businessresults without employeeengagement is also notsustainable.critical factor that is integrated into yourworkforce planning, recruiting, compensationand rewards, talent development, successionplanning, and business planning.10. Future Focus – The end game inperformance management is to strengthenthe performance of staff towards organizationalgoals. Focusing on the futureby setting new performance goals anddevelopment planning initiatives willkeep employees engaged and growing.11. Leadership training – It isabsolutely essential that leaders demonstrateeffective performance coachingskill which includes on-going recognitionand feedback. The best structure, system,and process will have little impact on theorganization achieving its goals if theemployees don’t feel respected andengaged by their direct manager.12. Ease-of-use – If all aspects of a performancedevelopment strategy aren’tquick and intuitive, there will be significantresistance to its sustainability. Managersand employees will either avoid itor grudgingly comply with minimal effort;senior leaders will lack the “intel” tomake effective decisions; and the HRteam will lack the capacity to manage theprogram.LEADERSHIP AND TALENT13. Reporting for decision-making –An effective performance developmentapproach should also provide decisionmakersat all levels of the organization“intel” on performance within their areasThe more you invest indeveloping the right approach,the more beneficial yourperformance developmentapproach will be for theorganization.of control. This “intel” should be accessibleand frequent so action can be takenimmediately when necessary, and effectiveplanning is supported.Simplicity in implementation and ongoingprocess does not necessarily meansimplicity in planning and formulatingyour performance development strategy.In truth, the more you invest in developingthe right approach, the more beneficialyour performance developmentapproach will be for the organization,and the easier it will be to implement andmanage – “Measure twice, cut once”.XCAMBRIDGE AND NORTH DUMFRIES HYDRO INC.J U N E 2 0 1 2 | 37

INITIATIVESJOB TRENDS FOR OUR NEWGRADUATESDefining the jobs, and then filling themby DENNIS GRIMMWith graduation for many just around the corner, Ifind myself wondering what jobs lie ahead for themduring their working career. The world is changing soquickly that trying to anticipate the skills needed three,five, or 10 years into the future has actually become ajob itself.now entrenched in the global economy. The need toreduce costs overrides everything in the public and privatesectors. This trend will have a profound impact onemployment. Not only on the type of work our childrenand grandchildren will do but how they do it, whenthey do it, the terms under which they do it and theduration of the job itself.The need to do things faster: Less time andreduced costs means “faster”. Governments, employers,employees and consumers all demand things bedone faster. Technology has taught us that multi-taskingand speed is what the world needs or at leastappears to want. This driver will have a significantimpact on the skills needed for the jobs of the future.The image of leaning back with one’s feet on the deskis exactly that: an image of the Old World. Now that Ithink about it, what desk?DENNIS GRIMM is a corporatedirector, Certified Sommelierand vineyardist sharing histime between his home inConestogo and his vineyardin Argentina. He can bereached at dennis@epitomevineyard.com.Skilled trades are a perfect job for today and tomorrow.Getting it wrong can have a significant impact onone’s future, both financially and otherwise. Powerfulforces such as globalization, demographics, climatechange and environmental crises, social media andnetworking, population growth, dwindling resourcesetc. have and will continue to have a profound effecton the type of employment our graduates can anticipatefor tomorrow and beyond. Bob Dylan’s phrase,“the times they are a-changing,” is more relevant todaythan it was in the 60s. Recently Michael T. Robinson ofCareerPlanner.com Inc. identified six drivers of the newcareer trends:The need to save time: Everyone is trying to domore with the same amount of time. This is unlikely tochange in the foreseeable future. Technology promiseda life of leisure; it appears we have chosen to use it todo more and more. Expect products and services thatallow us, and our corporations and governments collectivelyto save time, to be on the hot list.The need to reduce costs: The Wal-Mart model isThe need to make things easier: Steve Jobs gaveus user friendly products with style. Given the driversof less time, reduced costs and faster it is only logicalthat another driver would be ease of use. No one hasthe time anymore to program a VCR even though theend product is worth the effort, hence PVR. The transitionwill continue to replicate itself in everything wedo. Remember when we used to turn a knob to turnthe radio on in our car?The need to improve safety and reliability: Thetrend to improve safety and reliability appears on thesurface to be at variance with the driver to reduce cost.However, reducing cost is not so much an absolute asit is a need to continuously improve the quality/costequation. The smarter, smaller-in-numbers, quality-oflife-before-workgraduates of today demand safety forthemselves and others. This should not surprise usgiven they have seen their grandparents die fromworking with asbestos and their parents kicked out onthe street after working for the same company for 30-Important message to allAudi, BMW, Mercedes, Porsche,VW owners.“The Canadian automotive service industrychanges on a daily basis. This is also true forhow the consumer expects to be treated.You should expect more.” – Uli Furtmair.At Furtmair Auto Services we are the serviceprofessionals. We meet the highest customerservice standards. Our company won the Bosch-Jetronic-Cup, finishing first among all service centersin North America. This demonstrates ourability to satisfy our customers.519 576-997251 Bridge Street East, Kitchener38 | w w w . e x c h a n g e m a g a z i n e . c o mThis is what you can expect from us:Our objectives:• To maintain your OriginalFactory Warranty• To maintain your car’s authenticityusing Bosch OEM partsOur features:• International Award-winning expertise• Top-notch servicing using the latestdiagnostic equipment• Helpful advice from professionals with themost up-to-date skills and trainingFURTMAIR AUTO SERVICES INC.In Business Since 1987 To Serve YOUOur benefits:• A written International Warranty• Reasonable service rates• Customer-focused serviceWEBSITE: www.furtmair.comE-MAIL: fast@furtmair.com

40 years. They grew up working in teams,not as individuals and they expect thesame in the work place. They like to constantlytext their friends and they like azero error rate.The need to lessen the impact onthe environment: The point here is notto debate whether our environment isgoing through a recurring phase or isactually in peril. The point is, enough ofus inhabiting this planet believe our earthis in real danger and we want the environmentaddressed. Once again this driverwill affect the How, Where, When andWhy of our children and their children’semployment and the products and servicesthey purchase in the years ahead. Ifyou don’t believe the generations behindus are not passionate about this, try tothrow a candy wrapper on the ground infront of your grandchild.Many of the jobs we grew up with arealready gone or are rapidly being phasedout. How many of us were, or at leastknew, a telephone operator, a key punchoperator, mailman, milkman, typists,meter reader, gas station jockey, webmaster, Yellow Pages salesperson, encyclopediasalesperson, film processor etc.etc. So what should our graduates do?The good news is that most of themare ahead of the rest of us on this issue.They do not expect to do the same job fortheir entire working career, they do notexpect to or even want to work for thesame company for their working career,and they will not accept a career thatdoes not respect their desire to have alife. They not only understand the needfor life learning, they actually are passionateabout it. The drivers discussedabove are in fact the drivers they haveput in place. These changes are not beingforced upon them; they for the most partare the architects of them. In many waysIt was my generation thatcoined the phrase Global Villagebut it is their generation that willactually build it.they are defining the jobs of the futureand they will be the ones that will fillthem.Often skilled jobs such as electricians,plumbers, carpenters, etc. are overlookedas we push our children to becomelawyers, doctors, accountants etc. Thishas been done at the peril of society andunfortunately, our children. These skilledjobs are in high demand and will continueto be in the future. When one realizesthe desire by many to be work to live asopposed to our generation that actuallylived to work, have a work/life balance,not expecting a job for life etc.; theseskilled trades are a perfect match. Skilledtrades are a perfect job for today andtomorrow.In the past, if you wanted to travel theworld you had to be a businessperson ora pilot. Today a good tool and die makeroften travels all over the world installing,repairing and maintaining multi-milliondollar sophisticated equipment.Entrepreneurship is itself a very viablecareer. Historically, in more cases thannot people started a business out ofINITIATIVESnecessity; because they could not find ajob or they were let go from the one theyhad. Today entrepreneurship is taught.There are effective incubators and acceleratorcenters, numerous mentoring programsand countless resources are availablefor aspiring entrepreneurs. Starting abusiness is in essence creating your joband in my opinion a perfect option fortoday’s graduates. In fact I would suggestthat if a graduate does not look at it seriouslybefore looking for a more traditionaljob, they are selling themselves short.Once one starts working, starts to raise afamily and buys a house, the options atleast appear to be more complex and perhapsmore risky.The drivers are key to looking ahead.So are the realities of: the aging population,technology, the internet, the disappearanceof the middle man in the supplyand sales channels, energy (reliabilityand costs), cocooning (the desire to domore from home for safety reasons), theGlobal Village, instant free global communications,a more knowledgeable literateworld etc. Within these realities liethe products and services of tomorrow.I was fortunate enough to speakrecently to an M.B.A. class preparing tograduate from the Universidad Nacionalde Cuyo in Mendoza, Argentina. I sharedwith them my belief that their generationmore than any other of those before themhad the opportunity to make significantsustainable positive change on a trulyglobal stage. I reminded them that it wasmy generation that coined the phraseGlobal Village but it is their generationthat will actually build it.X Certified by Ontario Waterworks AssociationA Section of AWWAJ U N E 2 0 1 2 | 39

GUEST COLUMNTHEY MIGHT BE CONFUSEDKeeping it simple means making it effectiveby ANDREW POLZLIn today’s competitive market place, we are oftenbombarded with advertising from hundreds of companies.Here in the Waterloo region there are thousandsof businesses and thousands of potential customers.So why aren’t they lining up at your door?As a business person, we understand the importanceof articulating our discussions, dressing for theoccasion and making sure we leave our audience withwhen developing any website, advertisement or marketingmaterial is the clarity of your offer.Some of the largest multi-national corporations andinternational markets achieve great success is by keepingit simple. Let people know exactly what is availableand why it matters.If you’re a small business, you may not have anagency developing continuous strategic and creativeANDREW POLZL is ManagingDirector & CEO, OryxAdvertising;Apolzl@oryxadvertising.comBelieve it or not, if you say “Visit www.website.com” for more information on where tofind these fantastic products at the end of your text, your response rate will be much higherthan simply having the website address on the bottom.a great impression. The same is true when it comes tomarketing your business in public, but often key partsare over looked. The fundamental thing to considersolutions to keep you ahead. Instead, you need to wearthe marketing hat and really consider the followingpoints to get more out of your efforts.We are pleased to announce that Mike Rau has joined Reed Research asExecutive Vice President, responsible for their Southwestern Ontario operations.Mike comes to Reed Research after a 24 year career with King-Reed &Associates. As Executive Vice President and a Managing Partner of King-Reed& Associates, Mike created their Corporate Investigation Department and theirIntellectual Property Rights Department.Mike was also instrumental in creating an investigative template which wasfrequently used to assist many large companies and their legal representativesin successfully being granted Anton Piller Orders by the courts, in order torecover losses and pursue damages. Mike's expertise offers investigativesolutions to corporations, and the legal and insurance communities.Reed Research also conducts comprehensive security audits and risk analysis.Reed Research is a full service privateinvestigation agency, founded in 1995.Mike can be contacted at 226.779.1728,or mike.rau@reedresearch.com.40 | w w w . e x c h a n g e m a g a z i n e . c o m

GUEST COLUMNLess is more: Avoid busy designs andtoo much text. Every single piece of informationshould only communicate onething and the rest of the ad supports it.Consistency is key: Avoid changingyour look too often. People recognizeThe fundamental thing toconsider when developing anywebsite, advertisement ormarketing material is the clarityof your offer.the treatments you use. It could be acolour, an icon, or simply a font selection.Either way, try to keep consistencythroughout all your communicationmaterials so people say, “Oh yeah, Iknow this company. I wonder what theyare communicating today?”Articulate your call to action: Everycommunication piece your company hasshould get your audience to do something.Believe it or not, if you say “Visitwww.website.com” for more informationon where to find these fantastic productsat the end of your text, your responserate will be much higher than simply havingthe website address on the bottom.People want you to say what the nextstep should be.Be different: Refine your valueproposition and key point of differentiation.Doing this properly avoids the needto continuously compete on price. If peopleare purely buying your products orservices on price, you obviously forgot tocommunicate the real value they are gettingwith their purchase. Being differentis the best way to get results and consumerswant to invest in well-organizedcompanies that standout.Social Media is really Me Media:Social media is a hot topic and neat platformslike Facebook, Twitter and FourSquare allow you to connect to people.That said, what do you say? The key isconvey Thought Leadership. If you wishto use it for business development, peoplewill follow and participate if you offerstimulating conversations and tips.Thought Leadership is the most overlookedcomponent of marketing, yet itindirectly tells people you are experts.Applying some of these points to theway you communicate will increase theresults from your existing communications.Try it and if you have any questions,please let me know.XMAGAZINE FOR ENTREPRENEURS/ECONOMIC DEVELOPERS/EDUCATORSTHERE’SSTILL TIME!Advertising spacedeadline for theJuly/August 2012 issueis May 29, 2012Email:advertise@exchangemagazine.comThe Store Fixture Company That Does It AllSpecializing in Retail,Commercial & InstitutionalMillwork & Displays• Huge Showroom & Inventory• Custom Millwork & Counters• Slatwall & Grid Accessories• Store Planning & DesignKraemer Woodcraft Ltd.www.kraemerwoodcraft.comSINCE 195111 Henry Street, St. Jacobs, ON N0B 2N0 • Tel (519) 664-2221 • Fax (519) 664-2105J U N E 2 0 1 2 | 41

WATERCOOLERTWO MEN HAVE BEEN APPOINTED to positions ofvice president at the University ofWaterloo. UW has named Tim Jackson,a respected business leader andcommunity volunteer as its new vicepresident,university relations, andKenneth McGillivray, currently thevice provost for global initiatives at theUniversity of Southern California,as its new vice-president, advancement.Jackson has filled the role of vicepresident,external relations at Waterlooon an interim basis since last June.It was a secondment from his positionas associate vice-president, commercializationand CEO of the WaterlooAccelerator Centre.“Tim Jackson has worked to buildstrong relationships with alumni,donors, our community, governmentministers, as well as the university’sTim Jacksonpartners in Canada and abroad,” saidFeridun Hamdullahpur, presidentand vice-chancellor of Waterloo. “TheUniversity of Waterloo community benefitsfrom his experience, energy andcommitment. We welcome him to thisnew role.”Jackson is a Waterloo graduate,earning a BA in accounting in 1991. Heis a chartered accountant, and is a fellowof the Institute of CharteredAccountants of Ontario. He is a founderand partner of the venture capital firm,Tech Capital Partners. He has servedas CEO, CFO or board member formany technology companies.A dedicated volunteer in WaterlooRegion, Jackson serves as chair of theBarnraisers’ Council of WaterlooRegion and chair of the board of Centrein the Square, among other volunteeractivities. The City of Waterloohonoured him with the Legacy LeadersAward. This year, the Greater KitchenerWaterloo Chamber of Com-Kenneth McGillivraymerce named him the Michael R. Follett Community Leader Award recipient.Kenneth McGillivray comes from USC where he plays a major role in increasing theuniversity’s impact and visibility abroad, and provides leadership for USC’s globalstrategic plan, and in collaboration with university advancement, provides leadershipfor international fundraising strategy as part of USC’s US$6-billion campaign.“Kenneth McGillivray has an exemplary reputation for fundraising and alumni development,”said Feridun Hamdullahpur, president and vice-chancellor of Waterloo. “Hisleadership, skill and international experience will help us build on our successes bothpast and current and we welcome him in his new role.”Before joining USC, McGillivray served as secretary general of the Association ofPacific Rim Universities, the premier university consortium in the Pacific Rim. Healso served as vice-president, academic of Raffles Education Corporation, thelargest supplier of private education in Asia. He was director and interim associate vicepresident,international at the University of British Columbia, and the senior roles heheld at Carleton University include advancement coordinator and director of CarletonInternational.42 | w w w . e x c h a n g e m a g a z i n e . c o mSIX AREA WOMEN WERE HONOURED at the 2012Women of Waterloo Region (WOW)awards event. The Women of Waterlooawards have six categories: Education,Entrepreneur, Creative Arts, Technologyand Science, Community Engagement,and WOW Factor.University of Waterloo geographyand environmental management professorJean Andrey was honoured with anaward in the education category.UW systems design engineering professorMaud Gorbet received an awardfor her work in the community in the Scienceand Technology category.Kim Jernigan, long-time editor of theUniversity of Waterloo-published literarymagazine The New Quarterly, won inthe Creative Arts category.Deepa Takhar of Cambridge, who isinvolved in two medical clinics and acosmetics clinic, was named in theEntrepreneur category.Tracy Van Kalsbeek, a very committedvolunteer who works at Manulife,was honoured for Community Engagement.Alison Fraser of the Mom2MomAfrica Project, and Tana Nash, coordinatorof the Waterloo Region SuicidePrevention Council, were presentedwith WOW Factor awards.PAULA CREAMER, MICHELLE WIE, AND LORIE KANE havejoined the field for the inaugural ManulifeFinancial LPGA Classic at GreySilo Golf Course, June 20-24.In her eighth year on the LPGA Tour,Paula Creamer has earned nine victoriesincluding one major championship at theU.S. Women’s Open in 2010. MichelleWie made an early impact in the professionalgolf world, setting and still holdingthe record as the youngest player tomake the cut in an LPGA event (13 years,5 months, 17 days). Charlottetown, PEInative Lorie Kane began her career onthe LPGA tour in 1996, and was namedthe LPGA Rookie of the Year. During hertime as a professional, Kane has claimed4 LPGA titles and ranks 18th in all-timecareer earnings. She was presented withthe Order of Canada, the nation’s highesthonor, in 2006.While Creamer, Wie, and Kane arescheduled to play in the tournament; theremaining field is not yet set. “It’s tooearly in the year to know the final field ofwho is coming to the Manulife FinancialLPGA Classic,” says Tournament DirectorRichard Kuypers. “But what I can tellyou is that we’re expecting the vast

majority of the best players in the worldto be in Waterloo in June.”“Manulife is a leading internationalfinancial services company with principleoperations in Asia, Canada and the UnitedStates,” shares Brian Gooding, SeniorVice President of Distribution at ManulifeFinancial. “It has always been Manulife’sintention to shine a global spotlighton Waterloo Region and we are thrilledthat three of the world’s top femalegolfers have already signed on to competein our tournament.”Tickets to the 2012 Manulife FinancialLPGA Classic are priced as low as $30and can be used any day of the tournament.Children age 15 and under will beadmitted free of charge when accompaniedby a ticketed adult. Tickets can beordered at www.manulifeclassic.cathrough the tournament office at (519)884-5742. Group ticket packages are alsoavailable.THE CITY OF CAMBRIDGE is embracing sustainability.The culmination of months ofresearch, best practices and policy developmentoccurred recently with theunveiling of the Corporate SustainabilityPlan, an undertaking that puts in placeguidelines that help shape the overallcorporate approach to service delivery.“The City of Cambridge was the first toobtain Gold Leadership in Energy andEnvironmental Design (LEED) certificationin Canada for our City Hall,” saidMayor Doug Craig. “We wanted to createan overarching policy that would continuethis environmentally-friendly visionfor everything we do.”The CSP development was led by theOffice of the Chief Executive Officer andinvolved numerous directors within theCorporation who worked with Stantec’slocal environmental experts to craft theplan. The plan emphasizes four pillars ofsustainability: Cultural, Economic, Environmental,and Social. These considerationsform the basis for aspects of themunicipality’s delivery of services to thecommunity.“We have developed a plan for our corporationthat sustainably addresses ourexisting commitments through ourapproved Master Plans and StrategicPlans,” said Jim King, Chief AdministrativeOfficer. There are currently eightplans approved for the City including theEconomic Development Strategy“Designing Your Future”.To support the plan’s development, theFederation of Canadian Municipalitiesawarded the City of Cambridge nearly$60,000 from the Green Municipal Fund.FCM President Berry Vrbanovic said,“The financing and knowledge providedby the Fund supports the development ofcommunities that are more environmentally,socially and economically sustainable.”The tools and information generatedby the plan will become importantresources for other Canadian municipalities.FOR THE THIRD CONSECUTIVE year several membersof The Co-operators group of companieswere honoured among Canada’s“Green 30” employers. Maclean’s magazineannounced The Green 30 – a list ofCanada’s top employers that are highlyregarded for their commitment to environmental,social and economic sustainability.Specifically included were:“As a co-operative we make businessdecisions based on doing what is rightand what is sustainable for our stakeholdersand communities,” said KathyBardswick, President and CEO of TheCo-operators. “People at every level ofthe organization are engaged in, and area part of our sustainability journey. As theresults of our employee engagement surveysdemonstrate, our staff membersappreciate being part of an organizationthat is making a genuine effort to promotesustainability.”LOLA SHEPPARD, a University of WaterlooSchool of Architecture professor, hasbeen selected as the recipient of ArchitectureCanada’s 2012 Young ArchitectAward. Sheppard, who has beenhonoured with several awards in the pastyear including the 2011 Holcim GoldAward, is one of the founding directorsof InfraNet Lab, a design research companydedicated to the role infrastructuresand networks play in our environment.CHRISTINE HAND of Conception Bay South,Newfoundland has been elected Chairmanof the Board of Directors of HomeHardware Stores Limited, Canada’slargest independent hardware, lumberand building materials and furnitureretailer. She replaces Jim Schaefer, Sr. ofBradford, Ontario, who served as Chairmanfor the last three years.“I am deeply honoured to represent thehardworking and successful Dealer-Ownersof more than 1,080 Home Hardwarestores across Canada to help lead andWATERCOOLERshape this $5 billion company,” saysHand. “I’m looking forward to workingclosely with the Board of Directors andthe industry’s best management team aswe continue to grow and enhance thestrongest program for independent Dealersin the industry.”Christine has operated HandymanHome Hardware in Conception BaySouth since 1988 taking ownership in1992. She has served on Home Hardware’snational Board since 2003 andserved on the Audit and Security Committeefrom 2004 to 2012 and was Chairmanof the Committee for the last three years.Christine’s store has been honoured twicewith the Walter J. Hachborn Store ofthe Year Award as the top Home Hardwarestore in Canada.DESIRE2LEARN INCORPORATED President and CEOJohn Baker was been selected to accompanyHis Excellency the Right HonourableDavid Johnston, GovernorJohn BakerGeneral of Canada, on an official visitto Brazil to highlight Canadian involvementin education, innovation, trade andProfessional Real Estate Services Specializing In:Industrial/Commercial Sales & LeasingInvestmentsConsultingMortgage FinancingWebsite: www.parkcapital.ca76 Dawson Road, P.O. Box 923Guelph, Ontario N1H 6M6Tel: (519) 824-9900 Fax: (519) 824-2471Website: www.parkcapital.caE-Mail: info@parkcapital.caJ U N E 2 0 1 2 | 43

WATERCOOLERLIZ WARD,ACCOUNT DIRECTORDANNY MURRAY,ACCOUNT DIRECTORTRAVEL MATH?Goliger’s Corporate agent+Goliger’s reservation tools+Goliger’s renowned service=A better way to bookcorporate travel234 KING ST. S. WATERLOO519.741.0770www.gotravelplus.comcommerce.At the request of Prime MinisterStephen Harper, the Governor Generaltravelled on an official visit to Brazil toshowcase Canada’s strength in the innovation,science and technology sectors.His Excellency led a delegation of university,college and polytechnics leaderswho represented the best of Canada’sexcellence in education. Baker was beenselected to join the Canadian delegation,which was in Brazil April 22-28 as athought and business leader at the intersectionof education and technology, tostrengthen the higher education relationshipat all levels. Baker also participatedin a Canadian business panel discussionin São Paulo.While in Brazil, the delegation sharedtheir experiences and knowledge withtheir counterparts, and further developedCanada’s strong relationship with LatinAmerica by promoting co-operation in®The UPS Store isyour one-stop shop!• Digital Printing / Copying Services• Document Finishing• Worldwide Couriers• Mailbox Rentals• Packaging Services• Passport Photos and so much more!Show your CAA Card for discounts!55 Northfield Dr. E. , Waterloo (Tim Horton’s Plaza)T: 519.884.4012 F: 519.884.9052www.theupsstore.ca/195 store195@theupsstore.ca44 | w w w . e x c h a n g e m a g a z i n e . c o mvarious sectors, especially education andeconomic development.“Desire2Learn is committed to advancingthe quality and access to educationaround the world, and this visit was anopportunity to strengthen our partnershipswith educational leaders in LatinAmerica.” remarked Baker, calling it “astrategic business opportunity for us thatbegins with investments we are planningin Brazil.”In a related story, the University ofWaterloo and the University of SãoPaulo have signed a new agreement thatwill promote international collaborationin water research and education, duringthe Governor General’s mission.Feridun Hamdullahpur, presidentand vice-chancellor of the University ofWaterloo, signed the agreement, whichwill link Canadian and Brazilianresearchers and students in investigatingissues related to water science, engineering,technology and management.CONESTOGA COLLEGE’S commitment to providinghighly trained personnel to serve theregion’s growing health-care needs hasreceived a major boost through the supportof Cowan Insurance Group andThe Cowan Foundation.In recognition of their support, valuedin excess of $2 million, the recentlyopened facility will now be known as theCowan Health Sciences Centre.Maureen Cowan“We are very grateful for the generoussupport that the Cowan family and groupof businesses has provided for Conestoga,”said President John Tibbits. “Thisinvestment in education and training forfuture health-care professionals will providesubstantial benefits for the entirecommunity.”The Cowan Health Sciences Centre,opened in Fall 2011, is a 70,000 squarefoot applied learning and research facilityfor health and life sciences located onConestoga’s Doon campus. Designed topromote high-impact, technologyenhancedlearning in an interprofessionalculture, the new Centre provides opportunitiesfor many more individuals interestedin health care and related careersto receive the training required to servethe needs of our rapidly growing community.“Thriving communities require a myriadof skills and a full spectrum of trainedworkers,” explained Maureen Cowan,president of The Cowan Foundation. “Byinvesting in Conestoga College, one ofthe top applied learning institutions inthe nation, we are investing in an expansionproject that will have a transformativeimpact on our community andbeyond.”RECIPIENTS OF THE WILFRID LAURIER UNIVERSITY 2012AWARDS for Teaching Excellence will berecognized for engaging students, buildingcommunity and fostering interactionin their classrooms. Full-time facultyaward goes to Penelope Ironstone,associate professor in the Department ofCommunication Studies. Part-time contractacademic staff award is presented toRonald A. Ross, an instructor in theDepartment of Archaeology and ClassicalStudies and in the InterdisciplinaryMedieval Studies Program.WITH THE LAUNCH OF THE NEW SCHOOL OF PUBLIC HEALTHAND HEALTH SYSTEMS, the University of Waterloobecomes a world leader in publichealth research, education and service,specifically focused on addressing thegrowing health crisis.“The world is facing an aging populationand alarming increases in chronic illnessand environment related illnesses.We’re headed toward a major health crisisunless we rethink how we approachthese current and emerging problemsfrom a public health perspective. We’vedeveloped this school to do just that,”says Paul McDonald, Director of theSchool of Public Health and Health Systems.Organized around six critical healthchallenges as opposed to specialized disciplines,the new school breaks down traditionalacademic barriers. Instead ofworking in silos, faculty, students andresearchers from multiple fields worktogether to examine the interrelationshipsbetween the many factors that

impact our health and our health systems.The result is more effective andtimely solutions.The new school includes a professionalpractice centre designed with thecapacity to provide cutting-edge researchfor public, private and non-profit organizationson issues as they arise. This willallow the school to be responsive to currenthealth concerns at the same time asproviding students with a learning environmentfocused on societal needs.FOR THE THIRD CONSECUTIVE YEAR, the Great PlaceTo Work Institute has identified Lutherwoodas one of Canada’s 50 Best Workplaces.In addition to being identified12th overall in the medium-sized category,it was recognized as one of the top 10best workplaces for women and was recognizedas having demonstrated excellencein the pride category.“This is an exciting achievement,” saidLutherwood CEO, Dr. John Colangeli.“We have long recognized that we musthave a strong and healthy culture so thatour employees know they are valued,respected and supported. The Best Workplaceaward is an honour and it is reflectiveof the daily efforts of each and everyemployee.”Lutherwood is a not-for-profit organizationthat provides a wide range of children’smental health, employment, housingand family counselling programs.Lutherwood annually serves more than20,000 people in Waterloo Region andWellington County.THE BEST WESTERN PLUS KITCHENER-WATERLOO in Kitchenerhas received the Best Western Director’sAward for outstanding quality standards.The Director’s Award recognizesBest Western International hotels with acleanliness and maintenance inspectionscore of at least 950 points out of a possible1,000. Hotels must also meet BestWestern’s requirements for design andhigh customer service scores to qualifyfor the distinction.“The Director’s Award is an importantsymbol of success,” says General Manager,Shuker Ismail. “This award confirmsthe Best Western Plus Kitchener-Waterloocommitment to providing quality accommodationsfor our guests. Our housekeepingand maintenance departmentshave worked hard to achieve this level ofexcellence.”WILFRID LAURIER UNIVERSITY AND THE UNIVERSITY OFWATERLOO have jointly stated that they arefirmly committed to protecting academicfreedom and are in strong disagreementwith the position taken by the CanadianAssociation of University Teachers toinitiate a motion of censure related to theuniversities’ partnership in The BalsillieSchool of International Affairs.Their statement says: “It should bemade clear that the CAUT has notapproved an immediate censure. Rather,it has initiated a process of discussionthat we hope will lead to a clearer understandingof the facts and issues involved.“Nonetheless, we are obliged to statein the strongest terms possible that theallegations that prompted this recommendationhave no basis in fact.“The University of Waterloo and WilfridLaurier University are firmly committed toprotecting academic freedom and integrity.The Balsillie School of InternationalAffairs’ governance document protectsacademic freedom, academic programgovernance, and faculty working conditionsby keeping them completely withinthe universities and separate from thirdpartyinfluence.“It is important to note that this governancedocument was developed througha rigorous process with full stakeholderengagement and significant faculty consultation.The document was approvedby the University of Waterloo Senate andthe Wilfrid Laurier University Senate,which are the bodies that govern the academicfunctioning and educational policiesof the universities.“A disturbing amount of misinformationhas circulated around this issue. Westrongly encourage faculty members andother interested parties to read the governancedocument. It can be found at:http://www.balsillieschool.ca/about/governance“Academic freedom and integrity arefundamental principles at the Universityof Waterloo and Wilfrid Laurier Universityand will continue to remain front andcentre in all current and future agreementsand partnerships.“The Balsillie School of InternationalAffairs is a highly respected research andeducational institution that aims to developnew solutions to critical problems,improve global governance, and enhancethe quality of people’s lives around theworld. We are proud to be partners in thisimportant initiative.”WATERCOOLEREMPLOYEES FROM 41 ORGANIZATIONS are working toreduce GHG emissions by more than40,000 tonnes. Sustainable WaterlooRegion’s 2011 Report reveals local peopleof action are leading environmentallysustainable change. Green teams areproving to be the catalyst to creatingenvironmentally sustainable change inorganizations across Waterloo Region.Sustainable Waterloo Region revealsthat Waterloo Region organizations aremaking commitments to reduce theirGHG emissions, they are focused onstrategically achieving their goals by creatingaction plans for these commitments,and projects being implementedare primarily led by green teams. Greenteams are a diverse group of employeesresponsible for meeting and operationalizingan organization’s sustainabilityobjectives. “It’s the people behind theseaction plans who are driving the results,”says Mike Morrice, Executive Director,Sustainable Waterloo Region.Sustainable Waterloo Region’s thirdyear-end report highlights the successdriven by people committed to creatingenvironmentally sustainable change intheir organizations.Membership in Sustainable WaterlooRegion’s Regional Carbon Initiative grewto 41 organizations in 2011 from 29 in2010. Of that 41, 10 have committed toreduce their GHG emissions by 42,550tonnes, which is the equivalent of taking9,552 cars off the road.In 2011, 75 percent of all RCI memberprojects were done with a green team, upfrom 35 percent in 2010.Thirty percent of RCI members have ameasurable action plan already in placeto reduce GHG emissions - almost 3.5times higher than 2010. XDIVISION OF I-A-C INC.PROFESSIONAL MANAGEMENTSPECIALIZING IN:MULTI-RESIDENTIALCOMMERCIALINDUSTRIALPROJECT MANAGEMENTLOCALLY BASED - ON CALL 24 HRS.Website: www.orbis.caJ U N E 2 0 1 2 | 45

MAKING A DIFFERENCEKING OF CAMBRIDGECAO Jim King has been a loyal City of Cambridgeemployee for 36 yearsIf you know someone who you feelhas made a difference in theirindustry or enterprise and would likeus to consider them for a Making aDifference article, emaileditor@exchangemagazine.com46 | w w w . e x c h a n g e m a g a z i n e . c o mby BRIAN HUNSBERGERCambridge CAO Jim King would not approve of theheadline “King of Cambridge.” A humble, affableman, he knows that a public servant is just that – a servantnot a king. But his name provides a tempting targetfor a pun.King has a cordial relationship with Mayor DougCraig, who as mayor is as close as it gets to royalty inmunicipal government. His respect for the Mayor isreciprocated: “Jim’s greatest attribute is his ability tomotivate and engage people so that they can work as ateam towards building a highly professional municipalorganization... Jim has highly developed leadershipskills that provide council with sound, well-reasonedopinions on various daily issues and for those highlycontentious problems that seem to arise periodically.”In 1976, after graduating from UW with an HonoursBA in Recreation and Leisure Studies, King took a positionas a Sports Coordinator in Cambridge’s RecreationDepartment. He then worked his way through progressivelyresponsible positions at the City – Assistant tothe CAO, Director of Employee and Corporate Development,Director of Human Resources, Director of Recreation,Commissioner of Community Services and thepast two and a half years as CAO.Working full-time, King pursued a Masters degree inPublic Administration at UWO. He now manages a cityof over 130,000 with a staff of 650, and a budget of$100 million.“I try to be approachable and reasonable,” the CAOnoted, “and to support others so they can have success.”He adds that “collaboration with Council and itscommittees, fellow staff, community groups, publicprivatepartnerships and the general public is essentialto the work I do.”His vision is “to provide good service as effectivelyand efficiently as possible; to make customer servicethe golden rule; and to attract and retain talentedstaff.” This is one of Cambridge’s challenges; “Twentypercent of our employees are eligible to retire in thenext four years. Replacing them will be difficult.”Financial challenges also face Cambridge; withover $2 billion in assets, funding for infrastructure isdifficult. “All municipalities struggle to adequatelyimplement infrastructure plans with the propertytax as the primary funding source,” he said.King says the City has worked to developmaster plans and strategies in areas includingleisure services, parks and trails, heritage preservation,arts and culture, library services, core area parking,communications and environmental preservation.“Finding the resources to implement already approvedplans is a major challenge,” he noted.Regarding economic development, a key is publicprivatepartnerships, King stated, citing Canada’s TechnologyTriangle, the Chamber of Commerce, the WaterlooRegion Tourism Marketing Corporation, the CreativeEnterprise Initiative and the Drayton Theatreproject in downtown Galt.The City has an economic development strategywith four priorities: advanced manufacturing includingfood processing; life sciences such as the manufactureof medical devices and pharmaceuticals; small knowledge-basedindustry such as software developmentand web design; and environmental industry.“Jim’s greatest attribute is his ability to motivate and engage people so that they can workas a team towards building a highly professional municipal organization.”King’s role is summed up by Greg Durocher, CambridgeChamber of Commerce CEO: “With Jim King,you always get the straight goods... He is always opento new ideas and can make things work. He understandsbusiness needs, is very concerned about taxincreases and works diligently to bring good bang forthe buck... He is truly committed to a strong communityin all sectors. He is compassionate in his concern forthe social well-being of the community and diligent inhis efforts for the economic wellbeingtoo. He’s a mastercommunicator, that’swhat makes him agreat CAO.”An endorsement fitfor a king indeed.X