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CTT TRADE MISSIONTO BRAZILSAVING THE BOATHOUSEADAPTING BY ADOPTINGHISTORIC PRODUCTMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol. 29 No. 2 November/December 2011 - $6.95HONOURINGEXTRAORDINARYWATERLOO REGIONPEOPLEINSIDE• Forging the Brazil connection• The city that makes a difference• Recruit spectacular talent

HIGHER TALENT.HIRE CONESTOGA.Smart organizations know that hiring Conestogaco-op students is good for business.Conestoga offers personalized service and support to facilitatethe recruitment process from a comprehensive range ofco-operative education programs: Business – Accounting, HR, Insurance, Marketing,Supply Chain, and InternationalBusiness Management Culinary, Hospitality and Tourism Engineering – Mechanical, Civil, Construction,Environmental, Electrical, and Electronics Health and Community Services Public Relations Information Technology Trades and ApprenticeshipsReceive up to $3,000 per co-op student per work term byqualifying for the Ontario Co-operative EducationTax Credit (CETC).Discover how Conestoga’s project-basedlearning can benefit your organization.mycareer@conestogac.on.caSandra Cocco, M.A.: 519-748-5220 ext. 3438www.conestogac.on.ca/employersWHAT YOU DO HERE...COUNTS OUT THEREChrista Vanderlinden, Campus RecruiterLinamar Corporation, A Conestoga co-op employer for 20 years

There is something magical about the Holiday Season at theWaterloo Inn. The outdoor trees are aglow with thousands of Christmaslights. Inside, the warmth and cheer of the season is everywhere.Christmas Day Dinner BuffetSavour our traditional Christmas dinnerfavourites from honey baked ham, roastturkey and all the fixings, potatoes andyams, fresh baked breads and yuletidedesserts! Leave the dinner and dishes tous this Christmas and enjoy the family!New Year’s Eve DinnerAn evening to remember begins with afive course meal that features the best oflocal and Canadian fare. The eveningincludes dinner, midnight toast, DJ musicand dancing all in Rushes Restaurant.Gift CertificatesThis holiday, give the gift of succulentcuisine and impeccable service from theWaterloo Inn. Our gift certificates can bepurchased for any of our venues, fromSunday brunch to honeymoon suites orovernight packages and stays!New Year’s Day BrunchCelebrate 2012 with the finest Brunch intown offering hot entree selections,omelette station, seafood and salad bars,fresh baked breads and our fabulousdessert selections!2011 Winner of the OktberfestIron Chef competition!519.884.0220 (TTY) 475 King St. N.,Waterloo, ON. 1.800.361.4708www.waterlooinn.com

THE GAGGENAU DIFFERENCEThere are very few truly iconic brands. They are known only to the discerning few whose refined tastes are matchedonly by their incomes. Among that group, these legendary brands are not just well-known, but uniquely cherished. Tothem, the very essense of these superb products, whether they be timepieces, handbags, fine automobiles, or, whatever,lies not just in their elegant design, but in their uncompromising approach to manufacturing perfection. The actualproducts themselves are merely tangible expressions of the finest quality engineering, design, and performance.Among these great pedigreed names, there is only one brand of kitchen appliances - GAGGENAU.From the company’s very beginnings in 1683, right up to the present day, several unalterable principles have madeGaggenau the very hallmark of perfection:• Umatched Use of Hand Crafted Components.• Unequalled Reliance on Heavier, Stronger, More Durable, Materials.• An Uncompromising Approach to Research & Development• An Absolute Insistance on the World's Best Performance.• A Tradition of Exquisite Design.• The Absolute Pinnacle in German Precision Engineering.We invite you to discover Canada's largest and finest Gaggenau Studio Collection, at AMG Appliances in Guelph.We are are located at 111, Watson Rd.S in Guelph. Please call ahead to make an appointment.You will discover, not only true luxury brand appliances, but also -just how surprisingly affordable such legendary luxury can be.Alan Faulds Sandra FauldsCo-OwnerCo-Owner111 WATSON ROAD SOUTH GUELPH, ON, N1L 1E4 TELEPHONE 519.763.3264 TOLLFREE 866.264.5087www.amgappliances.com

PUBLISHER’S NOTETIME TO START PUSHINGLet’s keep our wits about us and stick with a sensible planby JON ROHRJON ROHR is publisher ofExchange Magazine forBusiness, editor of exchangemagazineonline andpresident of Exchange BusinessCommunications Inc.email: jon.rohr@exchangemagazine.comJust as quickly as I get back to writing, exploring thebusiness condition from a business owner’s perspective,I get side-swiped with a worry that is shared bymost business owners and vested business leaders.Where will the money come from?Only indirectly do my concerns relate to the currenteconomic woes. Because I know that business ownersand entrepreneurs and senior managers are workingaround the clock to balance their books, grow marketshare and please shareholders. To achieve this, someprovide less for more, others stay true to their price andothers give away services in the hopes of establishing alife long relationship. Not much has changed – exceptfor the times. Businesses everywhere are feeling theaffects of the global valuation correction. Most hadnothing to do with its creation – they rode the wave up,are in a solid boat, still undersail, and in rough waters.As a country, Canada is positioned better than mostG20 countries. Our credit crisis is a concern, but nothinglike that of our US neighbors or the EU. Moreimportantly to Exchange readers, Waterloo Region is ingreat shape. Just because RIM stock falls, our sky is not– RIM’s a solid company, employing innovative people.Let’s keep our wits together and push forward. Wehave a plan, one that continues to respond to the samechallenges communities face world-wide – increasebusiness in a way that increases a community’s ROI.The region is actively looking for new customers,actively addressing the issues facing a changing workforce and actively soliciting solutions to problems thatarise. The recent trade mission to Brazil is an exampleof how Waterloo Region, its businesses, entrepreneursand institutions continue to respond to global change.In focusing on direct, two way trade, the Regionopens up opportunities. Business is doing everything itcan to maintain a strong supportive infrastructure thatwill continue to serve all the social needs of a growingcommunity. But there are limitations. With growingcost of everyday businesses expansion, social infrastructurecosts must be kept in line. In affect, governmentexpenditures must be trimmed. Spending for thesake of spending is no longer a viable strategy.Financial institutions around the globe have overvalued stuff, Canada included. Governments havebought into these high valuations, as have bureaucratsand unions. For a country to rebound from financialruin, like Greece, it must devalue itself and not beWe are born intelligent beings, but over time we learn to be stupid.asked to meet unrealistic goals. There will be more ofglobal instability – especially in Europe. And it’s ourelected officials and rational bureaucrats that areaccountable to respond to the situation as intelligentlyas possible.And that is where the state of my worry begins.My worry stems from what is known as GroupThink. Wikipedia defines it as “A psychological phenomenonthat occurs within groups of people. It is themode of thinking that happens when the desire forharmony in a decision-making group overrides a realisticappraisal of alternatives.”I believe we are all born intelligent beings, overtime we just learn to be stupid. As it turns out, themore we learn, the more we realize how little weknow. What worries me is that individually we learnfrom our past, but as groups we seldom put whatwe’ve learned to practice – unless pushed to do so. X8 | w w w . e x c h a n g e m a g a z i n e . c o m

EDITOR’S NOTEMINORITY GOVERNMENT:BLESSING OR CURSEThis may be the best thing that has happened in our provinceby PAUL KNOWLESSo having just escaped the fetters of minority governmentat the federal level, we now have one inOntario. Frustrating, isn’t it?Well, no, it’s not. Not to me, anyway. Frankly, I thinkthis is the best thing that has happened to our provincein a long time. Why?Mainly, because the besetting sin of political leadersis arrogance. They need to have a pretty high level ofLet’s consider the business community, for instance.If we have issues to raise concerning the way we aregoverned, regulated, or taxed, provincially, now is thetime. There will not be a better opportunity. This magazineincludes a Monitor section story on our localMPPs, including a brief interview with rookie MPPMichael Harris. Harris told me that he and his Tory colleagueswill press the government to cut red tape,lower corporate taxes, and create private sector jobs.Can they do all that? Probably not. But here’s thething – if this were a Liberal majority, the PCs couldaccomplish none of it. In a minority, anything’s possible.They may just make some headway on issuesimportant to small, medium and large businesses.This is true across the political spectrum, of course.It’s not just the Tories who have some input, even ifthey aren’t governing. This is also a good time for theNew Democrats to push our provincial governmenttoward more compassion and fairness. It’s a time forPAUL KNOWLES is editor ofExchange Magazine. He is anauthor and public speaker.email: paul.knowles@exchangemagazine.comThis should be an ideal opportunity for conversation – speaking and listening,hearing and being heard – among our provincial leaders.self-confidence in order to stand for public office in thefirst place. (I say this confessionally, as a guy who ranfor mayor in my municipality, in 2010.) They need to bepretty sure they are right, most of the time – whetherthat is a correct assumption, or not. From such positionsof self-assurance, it’s not a big step to arrogance.Most politicians take that step without even knowingit.But there is one thing that a politician really cannotafford to be, in a minority situation, and that’s “arrogant”.They’re going to have to find a way to worktogether. And they’re going to have to pay attention tothe people of this province, because sooner rather thanlater, we the people will be back at the polls. Minoritygovernments don’t survive full terms.Does this make any different to John and Jane Q.Public? I think it does.Liberal MPPs to have some clout, because the McGuintygovernment cannot afford to have disaffected Members– every vote is going to count, every time.This should be an ideal opportunity for conversation– speaking and listening, hearing and being heard –among our provincial leaders.Of course, they may screw that up entirely. But ifthey do, we will be listening... and there’s always aballot box around the corner. A corner that may not beall that far away, if our elected representatives cannotfind a way to do the job we asked them to, when we –perhaps deliberately – elected a minority government.We elected them to govern. No party can do thatwithout discovering the virtue of cooperation, if onlyon an issue by issue basis, with another party. Thetime is ripe for communication.XDavidson Professional Wealth Management of RBC DominionSecurities Committed to building and preserving wealth.• Business succession planning• Personalized portfolio management• Financial and estate planning• Executive retirement plansRBC DOMINION SECURITIESBrad Davidson, CIM, CFP | Vice President & Portfolio ManagerChris Emms, FMA, CFP | Associate Advisor & Financial PlannerKimberly Foster | Associatewww.dpwm.caRBC Dominion Securities | Waterloo, Ontario | 519-747-1349Integrity • Commitment • ResultsRBC Dominion Securities Inc.* and Royal Bank of Canada are separate corporate entitieswhich are affiliated. *Member-Canadian Investor Protection Fund. ®Registered trademark ofRoyal Bank of Canada. Used under licence. RBC Dominion Securities is a registered trademarkof Royal Bank of Canada. Used under licence. ©Copyright 2011. All rights reserved.Professional Wealth Management Since 1901N O V E M B E R / D E C E M B E R 2 0 1 1 | 9

BUSINESS MONITOR“THE CHALLENGE IS TO KEEP THE PEOPLE BEHAVING IN A SECURE WAY”An Exchange interview with Lubor Ptacek, Vice President, Strategic Marketing, OpenText.Exchange: You look after the social media for OpenText?Lubor Ptacek: So among many other things, my role is really to look at the overallOpenText strategy from a marketing point of view.And social media is a big partof our strategy.E: Can you talk about the cloud-based social media strategy that OpenText has,and how it has developed over the last two and a half, three years and then,where it’s going?LP: As you probably are well aware, there is a lot of buzz right now on the publicconsumer side of social media. Facebook and Twitter and Google just jumpedin and so everybody is tryingto get a piece of the pie; thiswill be a lot of activity happening.Facebook has surpassedGoogle in terms of the amountof visitors. They have some700 million users today. Twitterhas over 100 million users.So it seems to be really takingoff on a global basis andnow, for organizations, thatrepresented interesting challengesbecause on one hand,a lot of organizations are reallyworried about their employeesjust going to Facebook andtalking about their company,talking about the products,about the project they areworking on. There are someserious concerns about confidentiality,about security,about intellectual property,about compliance, that manyLubor Ptacek, VP, Strategic Marketing, OpenText.10 | w w w . e x c h a n g e m a g a z i n e . c o morganizations are exposed to.We’ve actually done a surveynot so long ago and it turnsout that about half of our customersare still blocking off access to Facebook and Twitter and other social sitesin their company.Of course, they know that that’s not sustainable because what employees dotoday is, they have their own iPhones and BlackBerrys and they just circumventthe IP infrastructure altogether and you can’t block it.And so those organizationsare coming to us and asking for help because they know that OpenText has along history in combining collaboration with compliance and security type of infrastructure.At the same time, we see a lot of organizations that are really intrigued by someof the benefits of social media. Because there are some really tangible benefitsin terms of productivity, in terms of employee engagement, in terms of expertiselocation. If you want to find somebody with an answer in a big company, it’s a veryeasy way to do it. You just post it on your social site and within minutes, you getseveral answers from people who are experts; otherwise you would have not knownthey exist in your company.And so they like to use that. They like to take advantage of this productivity aspectbut they really need to do that inside the firewalls.They can’t do it on Facebook.Theycan’t do it on Twitter.They have to have a secure environment to do that.And that’s in a nutshell the approach that OpenText is taking. We provide a socialsolution that allows customers to engage in social media.We have 20 years of history catering to some of the most regulated companiesin the world, from energy, government, financial services to pharmaceutical andwe are well-known for providing an infrastructure that can make sure that whatthey do is going to be in accordance with the laws and regulation and it’s goingto be highly secure.WikiLeaks is another concern that is really emerging because in combinationwith social media, the challenge is not to keep the content secure.The challengeis to keep the people behaving in a secure way.E: What type of an abuse could happen?LP: There are a number of different scenarios.A lot of it is unknowing; employeessimply don’t realize that what you say in Facebook is actually not as private as youthink it could be. You might be sharing it and you think that only your friends willPHOTO: EXCHANGE MAGAZINEsee it, but in reality, you are actually exposing it and it might be an SEC violation.E: So there are reasons to fear social media, from a corporate perspective. Butthere are also positives?LP: What social media has done on the consumer side is that you don’t have toforce anybody.You don’t have to train anybody. People love it.They’re just engagedand it seems to be highly addictive.And if you can just make sure that people willbe talking about work rather than about what they had for lunch, it actually becomesthat productivity increases; we see it from organization to organization.On top of that, social media makes it very easy to form themes around particulartopic.This can happen inside a company where very quickly, people just gettogether to figure something out and you don’t have to ask IT to set up a serverfor you. You know, it’s all very dynamic, very fluid... The ultimate example of thatwas the G20 Summit last year in Toronto when OpenText was the provider of thesocial software for the G20 Summit.And there you have senior diplomats from 20 nations working together. All thatwork doesn’t happen in the two days of the summit. The work happens in thethree months prior to the summit where the senior diplomats are hashing out thecontracts and schedules and agenda and all this kind of thing, deeply using thatsoftware. It was highly secure which, trust me, really matters when you have Chinaand India and Russia and everybody else part of all that solution and it was sosuccessful that we were asked to come again in Korea and we are being askedto come again in the upcoming summit. So that’s the kind of example of thepower of social software that otherwise you wouldn’t have.There wasn’t anythinglike it before.E: That is very powerful. Do you see it trickling down into the municipalities andsmaller entities?LP: That’s absolutely what’s happening. This is the first time in my 20-year careerthat I see government actually on the leading edge and it’s very encouraging.It is driven by a number of issues. One of them was the Obama issue whereeverybody knows that he won election because he really took advantage of someof the new technologies. He was able to rally a large mass of people behind himby really using technology in a very creative way and all the other candidates, theyhad no clue about what’s happening.Those kinds of things really created sort of a promotional effect.This is the WhiteHouse and it absolutely trickles down to the municipalities and the states andprovinces. Because you know what? Everybody struggles with it, right? Every governmenton every level is starved for money, starved for resources and at thesame time, deals with the complexity of having a multitude of agencies that haveto work together on a particular issue.E: It’s collaboration in almost an ideal way, isn’t it?LP: Yes. It’s not a panacea. It’s not going to solve every problem of the planet butit certainly allows us to solve problems that we couldn’t solve before.E: Because of the security and the ease of contact and the communication thatcan then occur and the frankness that could occur in that environment knowingthat it’s trusted.LP: Yes. Another driver is the mobility. That was something that we at OpenTextrecognized early on: you can actually use this while being mobile. It’s more fun ifyou are mobile. People get productive while being out of the office and that’s anothersort of an improvement that we haven’t seen before. Before, the natural reactionwas, “I’m going to wait until I’m back in the office.” Now, it’s almost theopposite where some of these conversations happen and are much more funwhen you are mobile because you have these free minutes of time when you arewaiting for a bus or waiting for a taxi or whatever and you just engage and you arebeing productive.E: Is there a consumer application to this at all or is that just not anything thatOpenText is interested in at this point?LP: We absolutely are interested in both B to B and B to C just like the old terminologyand we even, you know, provide different approaches how to do that becausein an ‘inside the firewall’, inside the enterprise scenario, it’s a little differentsituation.You know who the users are, right? They are already defined.They usuallyalready have some profiles that exist so you can sort of just take it all in andmake everybody enabled right away.A lot of our customers use OpenText to run their website.You go to Marriott.comor you go to HarleyDavidson.com and they run on OpenText. Virtually every organizationis looking at how to take advantage of social media from the marketingpoint of view. Everybody wants to engage with their customers and soeverybody is using the OpenText software in a similar way. They basically wantto add that social module on top of their website to talk to customers, to havecustomers help each other, answer each other’s questions, to maybe engage

BIG IDEAS AND CANADIAN INNOVATIONCommunitech is known for its efforts to attempt to surpass the impressivebenchmarks the organization sets, year in and year out. A recent example isthe engaging Techworking Breakfast series, featuring local business leaders whoshare their insights, experiences, failuresand wisdom. The kick-off to the2011 edition of the series featuredlocal entrepreneur and visionary DavidBreukelman, President of Business ArtsInc.Business Arts Inc. is a family enterprisewhich identifies, invents, incubates anddelivers leading edge imaging solutionsto the world. It has been the heartbeatbehind success stories starting withSCIEX, founded by David’s father Bill.Other highlights include Magic OnlineServices (which became BCE Emergis),IMAX and Arius 3D. The list continues,with the most recent addition of GedexDavid Breukelman: “Imagining a future”. Technologies Inc.Value of innovationBreukelman set the tone with this statement: “Innovation is about imagining afuture and defining a remarkable space in that future.” It quickly became apparentthat Breukelman and his evangelism of innovation transcended industries,sectors, technologies and professional callings. Audience members were enthralled,hanging on every word.Expanding traditional dictionary definitions, Breukelman defined true innovationas being made up of so many parts – creativity, the environment it is born in, andmore. He said,“Successful innovation relies upon an integration of people, partners,capital and tools to ensure a perfect culture of innovation.”In his self-effacing way, Breukelman reminded his listeners of the importance ofBUSINESS MONITORhumility with his engaging, witty and poignant presentation. When referring toBusiness Arts’ many companies, he fondly recalled their numerous “overnightsuccesses” – with his tongue firmly planted in cheek. Hastily he qualified themas 10-15 year projects, which succeeded as a result of a commitment of time,money, resources and unwavering dedication.Ranking and rating innovationBreukelman made things interesting with a simple math equation:P=(MXQXEXD)/FThe equation was based on a scalable ranking system from 1-10 and definesthe factors as:P=potential.M=the size of the market(s).Q=quality of management, the need to attract the best for every stage/momentof evolution and growth of the company. It’s critical to ensure the long-termovernight success of a company.E=elegance of the solution.The ease of adoption combined with ease of use becomeshallmarks of the simplicity of elegance.D=defensibility, another critical measurement tool. Is it unique? Does it have intellectualproperty and proprietary systems that can be protected? Partneringwith the Government and Universities is important.F=financial performance. This involves planning, controlling the box office andensuring going, multiple revenue streams.Breukelman shared how this applied to Business Arts’ latest venture. Gedex isa ground penetrating scanning system that reaches 10 plus kilometers belowthe surface in the quest to locate a number of different valuable commodities;the system is operated from a plane.What is the value of innovation, according to Breukelman? It’s immeasurableand priceless. It’s the perfect storm of absolute moments of brilliance, tenacity,elegance and simplicity infused with people, partners, tools, technology and ofcourse, capital.- Jody Yungblutwith partners, to connect customerswho otherwise wouldn’t have an opportunityto speak to each other.There are a lot of benefits in usingthis in the B to C scenario but it’s a littledifferent piece. The software is notmuch different but a little different.E: Would you consider it somethingsmall business would consider forcustomer relations?LP: We do both. It starts with $60 peruser per year. If you have a small organizationwith 10 users, they can actuallygo online, just sign up using theircredit card and get going.E: That’s the whole cloud-basedmodel, isn’t it?LP: Absolutely. That’s the beauty ofcloud computing where you can scaleinfinitely, right? Some people call it theelasticity because you might be asmall company but you have a peakcapacity. Let’s say, you know, year endor maybe the tax season, where all ofa sudden, you need to add a whole lotmore people. You have auditors comingin or you need much more bandwidth,much more performance andso you want to use the cloud approachbecause the cloud allows youto elastically take advantage of the resourcesof the cloud.It’s a huge difference to runningsomething on premises because onpremises, if you want to have the highcapacity, you need to provision for thatcapacity.PHOTO: EXCHANGE MAGAZINEWHEN THE ARTS AND TECHNOLOGY CONVERGEWaterloo Region is of course well known as a tech hub, but art is meeting science at venues in Waterloo because of dynamic programs in visual arts.With high-tech settings for art exhibits, creative works that feature the humanization of technology, and art created using high-tech hardware andsoftware, there’s an interesting convergence happening. Shown at a reception at The Communitech Hub are, from left, Ryan Price, a Guelph-basedartist who created custom work for The Hub display; Suzanne Luke, curator/organizer of the exhibition; Gareth Lichty, well known in Canada for artpieces created largely from construction materials; Soheila Esfahani, a rising star from Waterloo Region; Johannes Zitts, a visual artist of note whoworks in experimental Live Art media; and Ed Pien who has exhibited work nationally and internationally. The work of all five artists was displayed atthe Hub. The Hub is located in a massive former Tannery building that has been refurbished and provides a perfect venue with natural stone walls andinteresting architectural features to display visual art. The Hub was created to nurture digital technology innovation and houses start-up companiesinvolved in digital media, so the addition of art exhibits to The Hub truly integrates art and science. Aptly named Convergence, the exhibit used digitalmedia and innovative installations.N O V E M B E R / D E C E M B E R 2 0 1 1 | 11

BUSINESS MONITORCTT, CAMBRIDGE STRENGTHENLINKS WITH CHONGQING, CHINAWhile most recent trade efforts of Canada’s Technology Triangle have been focusedon South America (see feature story in this edition of Exchange), a lotof local attention continues to be paid to the links being forged with China, especiallythe Chongqing region.A Memorandum of Understanding between Waterloo Region’s CTT andChongqing has been signed, and Cambridge Mayor Doug Craig has gone onrecord concerning the importance of the growing relationship.In later September, it was announced by CTT that “Canada’s Technology Triangle(CTT) and Chongqing State-owned Assets Supervision and Administration Commission(CQ SASAC) have expressed their mutual wishes to work together to promotecommunication and cooperation in economic and trade investment andadvanced manufacturing technology between the stated-owned enterprises ofChongqing and Waterloo Region, in order to improve international influences anddevelopment.’The Memorandum of Understanding, signed by John Jung, CEO, CTT and Gan Jiazheng,Deputy Counsel, CQ SASAC, commits both organizations to work cooperativelyto increase the mutual understanding of issues such as investment,hi-technology promotion, technology transfer, information and experience sharingregarding regional investment policies, preferential policy, industry developmentas well as enterprise services. Further, the two groups agree to exploreopportunities in regional business development, investment, and capital injection,promotion and application of new technologies, financial service, humanresource exchange, and intelligent management. The organizations will set up aworking group to coordinate regular communication, update progress, and discussfuture cooperation in dealing with matters of joint interest.The Chongqing Municipality is the fastest growing area in China with 16.5% GDPXQuarterly – www. xquarterly.ca• In the Kitchener-Cambridge-WaterlooCensus Metropolitan Area, constructionbegan on 405 homes inSeptember, a strong increase fromthe 145 units started in the samemonth last year and the highestSeptember total since 2002, accordingto CMHC.• Apartment starts pushed the increase;only 80 detached homeswere started in September.• Builders started 167 dwellings in thethird quarter of 2011 in the theGuelph Census Metropolitan Areadownfrom a stronger 229 unitsstarted in the Q3 last year.•• The seasonally adjusted annual rateof housing starts in Canada was205,900 units in September, upfrom 191,900 in August 2011.• Following two months of littlechange, employment rose by61,000 in September, all in fulltime. This increase pushed the unemploymentrate down 0.2 percentagepoints to 7.1%, the lowest ratesince December 2008.• In the 12 months to September, employmentgrew by 1.7%(+294,000), primarily in Ontarioand Alberta.• In September, employment increasedamong the self-employedand public sector employees. Comparedwith 12 months earlier, employmentgrowth in the privatesector (+2.2%) was faster than thatof the public sector (+1.1%), while12 | w w w . e x c h a n g e m a g a z i n e . c o mself-employment rose 0.6%.• Employment fell by 35,000 in finance,insurance, real estate andleasing. Compared with a year earlier,employment in this industry isdown by 1.4% (-15,000).• Following little change in the previousthree months, employment inmanufacturing was down 24,000 inSeptember.This decline leaves employmentslightly above its level ofSept. 2010 (+0.8% or +13,000).• While employment in constructionwas little changed in September, itwas up 4.1% (+50,000) from ayear earlier, one of the highestgrowth rates of all industries.• Ontario employment was littlechanged for the second consecutivemonth and the unemployment ratewas 7.6%. Over the past 12months, employment increased by2.0% (+136,000), above the nationalgrowth rate of 1.7%.• CFOs were asked, "Aside from poorperformance, which one of the followingfactors is most likely to leadto a failed hire?" Their responses:mismatched skill set, 29%; Unclearperformance expectations, 23%;Personality conflicts, 22%; Failure tofit into corporate culture, 14%.• Tourism spending in Canada edgeddown 0.1% in the second quarter,following seven consecutive quarterlygains averaging 0.9%. Highernon-resident tourism spending inCanada was offset by lower spend-PHOTO: Supplied by CTTWaterloo Region Delegates: Marlene Coffee, City of Waterloo; Darryl King, Logikor; David Heppler,CTT; Mayor Doug Craig, City of Cambridge; Mayor Carl Zehr, City of Kitchener; Ann Gray, CTT; JohnJung, CTTDelgates from China: William Zhao, Trade Commissioner, Canadian Consulate; Jiazheng Gan, DeputyDirector General, Chongqing State-owned Assets Supervision and Administration Commission; FengYan, Deputy Director,Chongqing State-owned Assets Supervision and Administration Commission;Xiaofeng Liu, CFO, Chongqing City Transportation Investment Group; Nongcheng Wang, Deputy ChiefChongqing Machinery and Electronic Holding (Group) Co., Ltd; Shuyu Chen, Engineer, ChongqingMachinery and Electronic Holding (Group) Co., Ltd;growth rate (6.9% higher than national average). The municipality of Chongqingplans to invest $30 Billion USD overseas in natural resources, agriculture products,resource processing, and equipment technologies over the next four years.“This is a great achievement for Waterloo Region and CTT Inc.”, said Jung. “Thisformal agreement further solidifies the work we’ve been doing to build businessrelationships in China over the past eighteen months.We look forward to continuingto explore opportunities for investment and trade while reinforcing our commitmentto working with the Chongqing area.”CTT Inc. signed a similar MOU with the Chongqing Industrial Service Center(CQISC), a subsidiary of CQ SASAC, this past May.A CQ SASAC delegation visited Waterloo Region on Monday, September 26.Theyspent time at CTT offices learning more about Waterloo Region, formalizing theMOU, and participating in a round table discussion with key municipal and corporateleaders. Attendees included City of Cambridge Mayor Doug Craig, City ofKitchener Mayor Carol Zehr, and City of Waterloo Mayor Brenda Halloran (who willbe visiting the area of Chongqing with the Waterloo Ambassador Committee andCTT Inc. this November). The group also toured the Communitech Digital MediaHub and Accelerator and various University of Waterloo initiatives such as WAT-Car, Student Design Center, and Automotive Research Labs.Meanwhile, Mayor Craig, in recent his “State of the City Address”, said that exploringthe opportunities in China is high on the radar for Cambridge.ing by Canadians at home.• Spending by international visitors inCanada was up 1.4%, as travel fromboth the United States and overseasmarkets increased in the secondquarter.• Kitchener and Cambridge area employersexpect a moderate hiring climatefor the fourth quarter of 2011,according to the latest ManpowerEmployment Outlook Survey, whichsays 13% of employers plan to hirefor the quarter (October to December),while 5% anticipate cutbacks.Another 82% of employers plan tomaintain their current staffing levelsXQuotefor the upcoming quarter.• Canada's net international indebtednessincreased a further $5.1 billionto $217.8 billion at the end of thesecond quarter, according toStatscan. This marked a ninthstraight quarter of increases in netforeign debt, consistent with stronginflows of funds to the Canadianeconomy over this period.• Canada's international liabilities advanced$27.3 billion in the secondquarter, led again by non-resident investmentin Canadian securities andto a lesser extent by foreign direct investmentin Canada.“After tumbling sharply downward in August, small business confidence inCanada held its own in September. CFIB's Business Barometer Index was 62.7for the month, up a point from its August level, but still well below the near-70mark for most of early 2011. September's one-point gain is within the margin oferror for the indicator, so although not a solid sign of improvement, it suggeststhat the economy is not accelerating downward. Concern over fallout from the fiscalcrises in the US and Europe spreading to Canada is still with us, but for themost part, small business operating plans and expectations are tilted towardstability, if not to modest growth.”- Ted Mallett, Vice-President & Chief Economist,Canadian Federation of Independent Business

Adapting by Adopting a Historic ProductIt’s not rare to read about a companythat is adapting to survive – it’s thetheme of almost every business successstory in this decade. But it maybe unusual to learn of a business thatis building success by returning to itshistorical roots. And that’s the pathbeing followed by Riverside Brass.This New Hamburg company – officiallyRiverside Brass and AluminumFoundry Limited – was founded in1966. For decades, its bread and butterhas been in the industrial castingsbusiness. One major product is sprinklerheads used in new building construction;Riverside produces them bythe thousands.However, recent years have broughtchallenges to the construction business,world-wide, as well as growingoff-shore competition. Riverside BrassPresident David Seyler admits that“times got tough a few years ago.”So Riverside Brass has added anarm that looks back to the heritage ofthe brass business – the company isnow aggressively marketing theirbronze plaque division. It’s a uniqueniche, because over the years, mostbusinesses producing these plaqueshave gone out of business. But Seylersays the company already had most ofthe necessary, modern equipment;some state-of-the-art finishing equipmentwas added.“We have the cuttingedge equipment to create the qualityand the detail...This was a natural fit,”he says.The plaque division now includes fiveemployees who focus on that part ofthe business, full or part time. A keymember of that team is sales rep KoryGreen, who shares marketing responsibilitieswith Linda FultonSeyler says that the goal is for one-offplaques to become 10% of the annualRiverside Brass business.Riverside Brass has historically produceda few plaques annually, but thenew thrust is a brand new approach,marketing unique plaques to heritageorganizations, and for memorials. Thecompany is also targeting governments,including potential federal,provincial and municipal markets.Seyler points out that currently, mostRegion Gets a Bit of the BluesMichael HarrisRob LeoneJohn MilloyProvincial ridings in the south-central Ontario regionserved by Exchange Magazine emerged fromthe October provincial election somewhat more bluethan had been true, going in. While several politicalveterans, both Progressive Conservative and Liberal,held onto their seats in the election, two area seatschanged hands, both moving from Liberal to Conservative,and a new PC replaced a retiring Tory in Cambridge.Liberals John Milloy (Kitchener Centre) and Liz Sandals(Guelph) retained their seats – Milloy by a verynarrow, 323-vote margin over PC hopeful Dave Mac-Donald, Sandals with a decisive win. But after that,it was all blue. Long-time MPP Elizabeth Witmer wonher Kitchener-Waterloo riding by about 3,500 votes;veteran Ted Arnott took Wellington-Halton Hills with55.6% of the vote.But three new PC faces will represent the area atQueen’s Park – Michael Harris, who defeated incumbentLiberal Leeanna Pendergast in Kitchener-Conestoga;Rob Leone, who succeeded fellow PC GerryMartiniuk in Cambridge; and giant-killer Randy Pettapiece,who brought down Liberal cabinet ministerJohn Wilkinson in Perth-Wellington in a close race.Newly minted MPP Michael Harris spoke to ExchangeMagazine about the role local MPPs will playin the government, especially the local Tories whowill sit in Opposition as the Liberals form a minoritygovernment.Asked specifically about issues related to business,he pointed to job creation. “Private sector job creationhas to be a focus of this government. This hasto be number one.” He noted that private sector jobsare especially key because “a private sector job isone you and I don’t have to pay for.”Harris said that during his campaign – his riding coversmuch of rural Waterloo Region, but also a largesection of the city of Kitchener – he heard a lot ofPHOTO: PAUL KNOWLESof “our tax dollars” being spent for thelarge number of plaques erected bygovernment is going out of the country.Green says that most plaques arebeing imported from Australia and theUS.At this time, Seyler is aware of onlyone other Canadian company, locatedin western Canada, which is producingplaques.As potential buyers have becomeaware that Riverside Brass can meettheir needs, the response has been“very positive,” says Green. Seyleradds,“the reaction has been very, verystrong.”Green sums up the marketing strategysimply: “bronze is a timeless material,”and bronze plaques are anBUSINESS MONITORRiverside Brass President David Seyler, right, and plaque division representative Kory Green.ideal way to “dedicate, commemorate,identify and recognize.”Because of the unique nature ofeach plaque – there is a large rangein size and complexity – costs varyfrom plaque to plaque, and the numberthat the factory can producevaries in the same proportion.“We cando between 20 and 200 plaqueseach month, depending on the complexity,”says Green. It’s a new thrustfor the company, but plaques fromRiverside Brass have already beenerected in France, Germany, and fromOntario west to British Columbia.Seyler says that his company is also“anticipating the opportunity of workingwith some of the major retailers inCanada.” - Paul Knowlesnegative commentsabout “red tape”. Hebelieves that he andhis PC colleagues willhave the opportunity,in the minority situation,to press issueslike this. He told Exchangeabout industrieswhere simplymoving a machinefrom one building toanother, on the sameproperty, can cost thebusiness owner tensof thousands of dollarsbecause of governmentalregulationsand permits.“We’ll bepushing for a reductionElizabeth WitmerLiz Sandalsin red tapeacross the board,” hesaid.This can be a hugeissue for small businessesand farm businesses,Ted ArnottRandy Pettapiecewho have told him, “we have to go to so many different agencies to getan answer.” It’s time for government to “streamline the process,” he said.That same kind of overkill is happening because of high power costs, he said.Harris will urge the provincial government to bring costs in line with other jurisdictionscompeting for the same multi-national companies.Harris also said his Tory blue colleagues will continue to push for lower corporatetax rates. - Paul KnowlesN O V E M B E R / D E C E M B E R 2 0 1 1 | 13

FEATUREThe role of the Waterloo Region Hall of Fameis to recognize and honour the contributionsof the hundreds of extraordinary people whomade our community what it is today.PHOTO: KRAEMER WOODCRAFTPHOTO: EXCHANGE MAGAZINE14 | w w w . e x c h a n g e m a g a z i n e . c o mCurator Tom Reitz, left, and Chair John ThompsonPHOTO: KRAEMER WOODCRAFT

FEATUREHONOURING THEEXTRAORDINARYPEOPLE WHO BUILTWATERLOO REGIONBY BRIAN HUNSBERGERThe Waterloo Region Hall of Fame has a new home in theWaterloo Region Museum“How do civilizations imagine themselves? One way is for each of us to look at ourselves through our society’smost remarkable figures. I am not talking about hero worship or political iconography. That is a danger to beavoided at all costs. And yet people in every country do keep on going back to the most important people intheir past.”These words were written by John Ralston Saul in the introduction to a series of biographies he commissionedabout 20 “Extraordinary Canadians.”There is an adage to the effect that “We can’t know where we’re going if we don’t know where we’ve comefrom.” So how do we learn about where we’ve come from, what our community was like before our own lifetimesand who the extraordinary people were who built and shaped that community?Locally, such collective remembrance is greatly enhanced by institutions like the new Waterloo RegionMuseum on Homer Watson Boulevard in Kitchener. An important message is inscribed into the museum’scolourful walls. As indicated on the museum’s website, the panels contain “a hidden layer of meaning” translatedinto hexadecimal code used in mathematics and computer programming. The combinations represent lettersof the alphabet that spell out these words from a 1905 speech of then Prime Minister Wilfrid Laurier. “Wedo not want, that any individuals should forget the land of their origin or their ancestors. Let them look to thepast, but let them also look to the future; let them look to the land of their ancestors, but let them look also tothe land of their children.”When travelling the road bearing his name to visit the new museum, how many of us know, or give a secondthought to who Homer Watson was? The renowned Canadian artist lived most of his life in what was then thevillage of Doon (now part of Kitchener), a stone’s throw from the new museum and the 1914 era heritage villagesurrounding it.As well as artifacts, achievements and events, we need information about people, we need to learn aboutthe most important people in our past. A significant part of the information about the key movers and shakersof our community is housed in the Waterloo Region Hall of Fame (WRHF), now located in the new museum atthe historic crossroads of the Huron Road and the Grand Trunk Railroad.A visit to the WRHF can introduce you to the aforementioned Homer Watson, who died in 1936.N O V E M B E R / D E C E M B E R 2 0 1 1 | 15

FEATUREIts website reports that “Watson wasone of Canada’s greatest artists. ... Hewon awards at several international exhibitionsand his paintings hang in theNational Gallery, the Department ofNational Defence and the PublicArchives, Ottawa and in galleries and privatecollections around the world, includingOxford and Cambridge Universities.“In 1880, when he was twenty-five, theMarquis of Lorne, Governor General ofCanada, and his wife, Princess Louise,the fourth daughter of Queen Victoria,bought his painting ‘The PioneerMill.’...After his death, Watson’s homebecame the Doon School of Fine Arts andis now operated as a public art gallery.”The role of the Waterloo Region Hall ofFame is to recognize and honour thecontributions of the hundreds of extraordinarypeople like Watson who contributedin so many ways to the richness,diversity and innovation that make ourcommunity what it is today.Museum curator Tom Reitz toldExchange that the idea for a local Hall ofFame dates back to the mid-1960’s.Clarence Debus “Buller” Pequegnat wasthe driving force behind the concept. AWorld War 1 veteran, Pequegnat was veryactive in the local sports scene and in theKitchener Sports Association (KSA) thatwas founded following the Second WorldWar to support the construction of theKitchener Memorial Auditorium thatopened in 1951.The KSA built on its initial success andhas maintained its support for the Hall ofFame to this day. Pequegnat’s initialvision was for a Sports Hall of Fame forKitchener-Waterloo. He was seeking ahome for this venture in the late 1960’swhen regional governments were beingestablished in urban areas acrossOntario. Although the Region of Waterloowas not created until 1973, municipalgovernment reform was anticipated.Pequegnat was encouraged to broadenhis vision beyond K-W to include whatwas then Waterloo County and also tobroaden it beyond sports to include peoplefrom other walks of life.“There was a big discussion on whereto locate the Hall of Fame,” Reitzrecalled. One option was the grounds ofwhat was then called Doon Pioneer Village.Opened in 1957, the village’s locationwas then part of the former WaterlooTownship and it operated under the jurisdictionof the Grand River ConservationAuthority.“There was considerable resistance toputting it here,” Reitz explained. “Buteventually it went ahead, a building wasbuilt and the Waterloo County Hall ofWhile there is a Waterloo Region Entrepreneur Hall of Fame locatedat the Accelerator Centre in Waterloo, many entrepreneurs have been,and continue to be, inducted into the WRHF.Fame opened in 1972. The building wasvery much a church-like space,” Reitznoted. It stood on the current museumsite until a couple years ago when it wasremoved to permit construction of thenew building. Over the years it hadbecome over-crowded and the displayswere “a bit dry,” Reitz added.At the outset, a committee was struckto determine who should be inductedwhen the Hall of Fame originally opened.PROFESSIONAL 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 Bureau16 | w w w . e x c h a n g e m a g a z i n e . c o m

FEATUREReitz recalled that Kathryn Lamb, a longtimejournalist with The Waterloo RegionRecord newspaper played a leadershiprole. Lamb was president of the WaterlooHistorical Society at the time. “Hundredsof people were inducted right away,”Reitz said. Lamb herself has also sincebeen inducted.Reitz noted that the idea for a “communityhistorical museum” was promotedby the Waterloo Historical Societysoon after it was founded in 1912. Forvarious reasons it never happened. In1985 the idea of building a museum cameback on the agenda of Regional Council.The new Regional Chair at the time, KenSeiling, happened to be a former directorof the Wellington County Museum andneeded no convincing of the value ofsuch a facility. Seiling recently commented,“In a world that moves faster everyday, people need to be able to see thejourney that brought them to where theymuseum could at long last be built. Whenit was determined it could, a debateregarding location occurred. Since theCuratorial Centre and the Waterloo CountyHall of Fame were both already locatedthere, there was some logic to putting themuseum on the same site.The obvious spot for the building wasat the entrance to the facility where theformer Hall of Fame building stood. Sincethe Hall of Fame required a significant“We have a more inclusive process now than we had afew years ago,” Thompson noted. “Particularly since 1970, ourcommunity has also become more ethically diverse.”overhaul, a decision was taken to incorporateit into the museum building. Inanticipation of the move to its new home,the Waterloo County Hall of Famebecame the Waterloo Region Hall ofPHOTO: EXCHANGE MAGAZINECurator Tom Reitz – working to bring heritage to life.are today. Interestingly, there has alwaysbeen a high level of support for communitymuseums among municipalities. Ithink this is so because people can relateeasily to the stories, the artifacts, and thereality that attaches itself to local history.”In 1985, funding was sought from seniorlevels of government but not enoughwas committed to make the project areality. A compromise was made and adecision was taken to at least build abuilding to house the artifacts that hadbeen collected. The Curatorial Centre wasbuilt on the Doon Heritage Crossroadssite and opened in 1995. Still there wasno public space to display the artifacts. Inthe early 2000’s a feasibility study wasundertaken to determine if a regionalBecause we listen to our clients,our architecture speaks for itself.architectural design | urban design | interior design | sustainable designRobertson Simmonsarchitects inc.www.rsarchitects.caN O V E M B E R / D E C E M B E R 2 0 1 1 | 17

FEATUREFame two years ago. It officially opens onNovember 12, 2011, along with the displayareas of the museum. The rest of themuseum building, which is the entranceto Doon Heritage Village, opened on May1, 2010.Inductees from 2011 are on display inthe new Hall of Fame. Records for previousinductees are now stored electronicallyand can be accessed from computerterminals. Computer technology allowsfor more information to be stored inmuch less space and removes the need todisplay the more cumbersome panelsused in the previous facility.While the Waterloo Region Hall ofFame is not separately incorporated, itsactivities, including the annual inductions,are overseen by a Board of Governors.John Thompson is the current Chair,a role he has held since 2003. The formerexecutive director of United Way of Kitchener-Waterlooand the Townships ofWellesley, Wilmot and Woolwich, Thompsonhas been a member of the KitchenerSports Association for 35 years and helpsAs well as artifacts, achievements and events,we need information about people, we need to learn aboutthe most important people in our past.maintain the strong historical linkbetween the two organizations. The KSAstill makes an annual donation to helpcover the modest operating expenses ofthe WRHF.In explaining the governance structureof the WRHF, Thompson noted that thereare two standing committees that reportto the Board of Governors. They are theSports Research Committee and theCommunity/Pioneer Builders ResearchCommittee. Members of the Board ofGovernors are all also members of one ofthese committees along with severalother community volunteers.The role of the research committees isto identify and gather information aboutpotential inductees as well as to reviewnominations for that are received fromthe community. The Sports ResearchCommittee does this for athletes andsports builders. The Community/PioneerBuilders Committee does the same forother areas of endeavour such as business,politics, arts and culture, philanthropy,education and religion.Each autumn both committees recommendto the Board of Governors a list ofapproximately three or four people to beinducted the following year. Sports teamsand community organizations can alsobe inducted. The annual induction ceremonyhappens each year in May.On May 16, 2011 the induction ceremonywas held for the first time in thenew Waterloo Region Museum building.Eight individuals and two teams wereinducted. They were: Ray Alviano –Sports Builder; Lorna Bergey (deceased) –Heritage Preservation; Peter Brill – IceHockey; Mel Brown (deceased) – Musician;Stan Deckert (deceased) – CommunityService; Garnet (Bud) Koehler –Motorcycle Racing; Katherina Kubenk –Freestyle Skiing; Rabbi Philip Rosensweig(deceased) – Faith Community Leader;Breslau Merchants – Softball; Universityof Waterloo Warriors 1974/75 – Basketball.Members of the WRHF Board of Governorsand its Research Committees representthe geographic diversity of Waterloo18 | w w w . e x c h a n g e m a g a z i n e . c o m

Region. Thompson is also striving to haveour ethnic diversity better represented.“We have a more inclusive process nowthan we had a few years ago,” Thompsonnoted. “Particularly since 1970, our communityhas also become more ethicallydiverse. Our Board and Committee membership,as well as people being inducted,need to better represent that diversity. Itis a gradual process but we are striving toachieve that.”Although there are numerous otherhalls of fame around Waterloo Regionspecific to a municipality or sector of thecommunity, the WRHF attempts to recognizeexceptional contributions of individualsand groups from across the Regionand all fields of endeavour. In addition toexceptional vocational accomplishments,contributions to one’s community andour wider society are also important criteriathat are considered when evaluatingnominees.While there is a Waterloo RegionEntrepreneur Hall of Fame located at theAccelerator Centre in Waterloo, manyentrepreneurs have been, and continue tobe, inducted into the WRHF. Theseinclude the founders of iconic local enterprisessuch as Joseph Seagram, J.M.John Thompson has chaired the Hall ofFame Board since 2003.Schneider, A.R. Kaufman,three generations of Pollocks(Electrohome), KlausWoerner of ATS, Carl Dare ofDare Foods and Mac Voisinof M&M Meats.Waterloo Region’s longhistory of innovation isprominent in both the WaterlooRegion Hall of Fame andthe Waterloo Region Museum.Check them out. They both playkey roles in helping us to betterFEATUREunderstand where we’ve come from andwho built the extraordinary communitywe call home.More information about the WaterlooRegion Hall of Fame can be found atwww.waterlooregionmuseum.com, theWaterloo Region Museum’s website.Those wanting to submit a nomination tothe Waterloo Region Hall of Fame can followthe link the Region Hall of Fame andprint off the application form.X(Exchange regular contributorBrian Hunsberger is a member of the Board ofthe Waterloo Region Hall of Fame.)N O V E M B E R / D E C E M B E R 2 0 1 1 | 19

Carl Zehr Mayor Kitchener (representing Waterloo Region), GeorgeDixon, Vice President University of Waterloo, and Jamal Khokhar,Canadian Ambassador to BrazilJohn Jung addresses Elaine Guetter, Executive Director (left) and VeridianaCarneiro, Partners and Supplier Relations Educational Technology Division bothfrom Positivo Informatica Technical Education. At each visit all team membersdiscussed their organization and provided, where applicable, their relationshipwith the host.Zoran Veselic, Vice President pf Christie Digital, talks to a Brazilian journalistworking with the Brazilian Chamber of Commerce, at the Canadianbooth during Brazil’s Futurecom event in Sao Paulo, an entry pointcity of 22 million.The CTT Trade Team arrives at Positivo Informatica Technical EducationResearch and Development Facility in Curitiba, Brazil.20 | w w w . e x c h a n g e m a g a z i n e . c o m

MOVER & SHAKERBRAZIL MISSIONRETURNS GOOD ROIBY JON ROHRRegional economic leaders get an immersioncourse in Brazilian business“Decision made, we’re moving in very-fast-forward. We’re hiring people, I’m looking to hire dedicatedsales people for my team and each business unit.” These words of action, poetry to those who relishgrowth, were uttered by Zoran Veselic, Vice President Christie Digital, during the CTT - Brazil Trade missiondebriefing.In September, a group of Waterloo Region businesses made a pioneering voyage into relativelyunknown territory. On the mission were Kitchener Mayor Carl Zehr; Cambridge Economic DevelopmentOfficer Bo Densmore; University of Waterloo Vice-president, Research, George Dixon; Drew Knight, Universityof Waterloo International Programs; Alex Lucena, Desire To Learn Business Development, LatinAmerica; Christie Digital Vice President Zoran Veselic; Open Text Vice President, Latin America, RayPhillips; Darryl King, President, Logikor Inc.; Craig Maw, General Manager, Logikor Inc.; John Jung, CEO ofCanada’s Technology Triangle – the Region of Waterloo’s economic development team... and me – the notso covert, embedded journalist.The mission was focused on producing trade connections for Waterloo Region businesses and academia.Results will be measured in opportunity for collaboration, product placement and joint research andeducation experiences. As customary for such missions, the group included government dignitaries, andrepresentatives from key sectors of our community.The mission by all accounts had good ROI. Not only was it a mission to sign agreements and memorandumsof understanding between the University of Waterloo and educational and research with Brazilinstitutions, but it also was the first introduction for area businesses to the Brazilian economic waters.Favela (or slums) rise above the hills directly behind an affluent Rio“Class B” neighbhourhood.Dr. George Dixon, Vice President, University Research, University ofWaterloo and Glaucius Oliva, President, National Council for Scientificand Technological Development, sign a Memorandum of Agreement.PHOTO: EXCHANGE MAGAZINE

MOVER & SHAKERPicture your event witha Flashpoint Photobooth ®123CALL TODAY1.855.FP Booth1.855.372.6684 Spice up your photos withfun hats, bright boas, crazyglasses and moreStep into the booth areaTake some exciting andcreative pictures.Take your picturesPrinted on high qualityphoto paper and readyin less than 20 seconds.Great for all eventsCorporate partiesStore promotionsProduct promotionsCharity eventsFundraisersBars & PubsStag & DoeWeddingsBanquetsSchoolsvisit our website for more informationEssentially, throughout our trip,“the main desire was to figure outhow to collaborate between differentstyles,” Veselic says, referringto the relationship betweenBrazil’s government, privatesector and academia.During a meeting in Curtiba,it was evident that havinga government dignitary,Mayor Carl Zehr along,was welcomed by ourhosts. Brazil has difficultycreating what GeorgeDixon referred to as “aculture of innovation,a culture where governmentand business workclosely together.”Much of Brazil’s future success relieson the country working to bridge thesethree entities to create synergies. Inmeeting with the director of Science andEnvironment, Dr. Marco Chamon saidthat unlike University of Waterloo, Brazilianuniversities are still far from workingwith private industry. Their institute isranked top three in their field. Along withbuilding satellites for research purposesthey also are the guardians of the world’slung, the Amazon.Brazil has had its share of financialstress. But in a post bankrupt economy,and with tremendous capacity forgrowth, Brazil is now in bullish territory.Brazil has difficultycreating what George Dixonreferred to as “a cultureof innovation, a culture wheregovernment and businesswork closely together.”It remains to be tested. The tripexceeded Veselic’s expectations. Duringthe debriefing, Veselic added, “thestrongest message we could convey tothe Brazilians is that, to approach theirchallenges, they have to actually walkacross the aisle and create these synergies,because none of them, individually,will be able to bring Brazil to the nextlevel.” It’s clear Christie Digital’s Brazilstrategy is moving forward.The ABCs of BrazilBrazil is alluring, emerging and a culturallyfamiliar country. Currently it hasTransit booth - Throughout Brazil, curves are in ample supply. This is in largepart because Brazilian modern architect Oscar Niemeyer, whose work, as heexplains, is not about “form follows function,” but “form follows beauty” or,even better, “form follows feminine.” Each structure is a sculpture, spaciousexposed,and unconventional.the potential of makingbusiness with China a second choice forCanadian organizations.Brazil is the B in BRIC. Along with Russia,India and China, it’s one of fouremerging global economies, not only towatch but to get involved with.With a population of 185 million, and alanguage that is slightly different than itsPortuguese origins, Brazil offers a hugemarket and is easy to do business with.Language differences are a minor issue.Business people and government staffspeak English very well. The higher levelservice staff all are fluent in multiple languages.Difficulty exists when negotiatingwith taxi drivers and SMBs.Quality of lifeBrazil's quality of life is split betweenfour different classes, A, B, C, and D. Theupper two classes, A and B, account for30 million people who are affluent withdisposable income; class C has approximately90 million people and representsthe largest target segment. Class D, 60million, are low end services providers,maids, child care, etc.What struck each member of the groupwas that there remains something out ofwhack with Brazil’s cost of living. Brazilis a country where a KIA Sorento cost$60,000 R$ ($37,500 CDN); income taxlevels are at 27.5%.In a interview with representatives ofPositivo Informatica, a national computermanufacturer producing 340,000 units amonth and whose sales are greater thanHP and DELL combined, some marketingbackground on Brazil consumers wasdisclosed.22 | w w w . e x c h a n g e m a g a z i n e . c o m

MOVER & SHAKERDrew Knight addresses a group representing various businessorganizations at the Canadian Consulate in Sao Paulo, Brazil.View from the author’s room in Rio - weather during the missionranged from 7 c to 24 c. Here cloud covers most of Pedra daGavea, the world's largest monolith on a coastline. Hang gliderslaunch on an adjacent mountain and gingerly glide to the beachbelow.The curves so prevalent in Brazilian architecture are exemplified in the OscarNiemeyer Museum in Curtiba.Class C average family income isvery low, between 8,400 and 16,000Reais or R$. The exchange rate duringthe trip in September 2011 was1.6 R$ for CDN $1, if you couldget it.One can’t imagine how theClass C and D break even witheveryday costs, yet alone have anopportunity to prosper. Yet theirchildren go to private schools andClass D Brazilians households havemaids. And the maid’s household hasa big screen TV and all the bells andhave limitless electricitywhich theydon’t pay for, a qualityof life/humanitarianissue that burdens theupper three classeswith supporting a infrastructurewhere 1/3 ofthe population doesn’tcontribute.In our conversation withthe national computer manufacturer,Positivo Informatica,the average salary forClass C is unquestionably low– $9,000 - $16,000 R$.The task of verifying incomefor comparison purposes withBrazil is difficult. In all cases Brazil ranksso low on the income per capita scalethat statisticians don’t even include themin their top 30. Wikipedia reports annualmedian disposal household income in USdollars at $25,363. Brazil isn’t even in thetable and the rows end at 34 with Mexicoat $4,689. In one table Brazil ranked 67thin Per capita Income, compared to Canadaat $20,789.50 and Brazil at $2,842.62per person – a huge gap that seems todemand effort to try to close it.“The strongest message we could convey to the Brazilians is that,to approach their challenges, they have to actually walk across theaisle and create these synergies, because none of them, individually,will be able to bring Brazil to the next level.”whistles that are common to any home.Of special note, the Favelas, or slumsAs a contradiction, the roads are full ofsmall but nice cars,with lots of crazyImportant 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, KitchenerThis 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.comN O V E M B E R / D E C E M B E R 2 0 1 1 | 23

MOVER & SHAKERBuilt in 1893, renovatedin 2011, Waterloo Region’slandmark hotel stands atthe intersection of King andQueen streets in the heart ofthe tri-Cities. You’re greetedwith the warm and welcominghospitality only experiencecan deliver. Guests enjoy club access, lounges andEuropean courtyard.As unique as you are,The Walper Hotel.motorcycle drivers weaving in out and infront of traffic.It became clear that saving money isnot trendy in Brazil. As a credit drivenCuritiba has a populationof 1.75 million. It mirrors insome way Waterloo Regionseconomic mix, in that it reflectsan affluence that is achieved byhard work, education, passionand entrepreneurial drive.society, most of Class C and D people livein debt, with both spouses working manyhours to make ends meet.The IMF has reported that Brazil'sGDP is 2.17 Trillion and is an activetrader with Canada, more so thanChina. During a presentation at theCanadian Consulate in Sao PauloBrazil, a presenter indicated thatin 2010 Brazil contributed 4.6% toCanada’s GDP.In a economic shift that canonly be explained by the sheernumbers, Brazil's recentincrease in affluence is verynoticeable. Sao Paulo is wellknown for some severelycongested traffic, throughendless cityscapes. Likewise,the limiting mountainpassages and thoroughfaresin Rio create themost pleasant environmentto be stuck in traffic.Urban sprawl doesnot look like the lowlying buildings foundin Los Angeles orToronto, but comes inthe form of 20 storytowers spread out as faras the eye can see.within its metropolitan area of 3.5 million.During the visit the National Council forScientific and technological Development(CNPq) affiliated with the Ministry of Scienceand Technology and the University ofWaterloo signed an agreement that facilitatesthe exchange of students andresearchers, joint workshops, exchange ofbest practice in R&D policies and strategiesin a broad range of scientific andtechnological fields. It’s an architecturallybeautiful city.Sao Paulo (The jurisdiction of SaoPaulo Metropolitan Area). One quicklyrealizes this city is the hub of Brazil. It’s acity where people do business. It has apopulation of 20 million, is home to theCanadian Consulate, whose resources arevery valuable to Canadian businesseslooking to do business in Brazil. Air travelis a breeze, once you familiarize yourselfwith the entire airport. A recommendationis to avoid listeningSao Paulo, Sao Paulo State, Brazil - largest city in Brazil, the largest city inthe southern hemisphere, and the world's eighth largest city by population.Close to 22 million reside in a metropolitan area 8,000 km 2 big – 2, 503people per square kilometre.1-800-265-874920 Queen Street South, Kitchener, er, On24 | w w w . e x c h a n g e m a g a z i n e . c o mMission focusThe mission focused onfive cities, each for a reason,each very productive:Brasilia, Sao Paulo, Rio deJaneiro, Sao Jose dos Compos,and Curitiba.Brasilia: the city wasplanned by Lucio Costa anddesigned by Oscar Niemeyer in1956. It boasts a populationMillion dollar view: a Favela separating two of the wealthiest parts of Rio deJaneiro.

MOVER & SHAKERto the friendly airport attendants andsecurity personnel who would customarilydirect you. Learn to interpret the airportsigns and then trust your gut.Rio de Janeiro is home to all of life’sdelights. It has a population of 11.5 millionin its MA, with the most amazingbeaches and unique harbor. It was oncecapital of the nation and home to the Kingof Portugal.Surprisingly the University of Waterloohas had a relationship with Rio for over 45years. It was there that Dr. Don CowanDistinguished Professor Emeritus David R.The banking system in Brazil isprobably one of the best in theworld. As a result, their economyis rebounding very quickly.Cheriton School of Computer Science, UW(Exchange July/August 2010) establisheda long standing research collaborationwith Dr. Carlos Jose P. de Lucena, Dept ofInformatics, PUC-Rio. For nearly half acentury, both universities have exchangedover 200 researchers in the field of computerscience.San Jose de Compos has a populationof 850,000, and is home to the NationalInstitute of Science and the Environment.It has a strong aerospace sector as well asautomotive, pharmaceutical andoil/petrochemical. The community is withintwo hours of Sao Paulo by car.Curitiba has a population of 1.75 million.It is ranked 8th by population but 4thin city GDP ($61 Billion), which is anotherway of saying it’s a productive place. Itmirrors in some way Waterloo Region’seconomic mix, in that it reflects an affluencethat is achieved by hard work, education,passion and entrepreneurial drive.It’s in a cooler climate, but it boast palmtrees and the homes are not heated,except for space heaters.As a comparison, Waterloo Region has aGDP of $ 21.5 billion and exports of $11.4billion in 2006, population: 533,700, withmore than 500,000 people within 30 km,over 5.2 million people within 100 km.Waterloo’s average income of anyoneover 15 is $31,000. Canada is the ninthlargest economy in the world. Canada’scombined exports and imports rankedeighth among all nations in 2006. IMFreported Canada’s GDP at 1.33 Trillion.• Corporate Security• Concierge Services• Construction sites• Mall security• Mobile & Alarm Response• Special Events• Executive Protection• Security Consultation• Security Guard Training CoursesS E C U R I T Y YO U C A N R E LY O NPROTECT YOUR MOST VALUABLE ASSETS WITH TONE-GAR519-746-1970 www.tone-gar.com645 WESTMOUNT RD., EAST UNIT 14KITCHENER, ONTARIO N2E 3S3N O V E M B E R / D E C E M B E R 2 0 1 1 | 25

MOVER & SHAKERForeign trade is responsible for about45% of the nation's gross domestic product(GDP).Goldman Sachs has indicated that theBrazilian economy has been predicted tobecome one of the five largest economiesin the world. This all happening in thenext few decades.Carl Zehr leads the delegation to the Instituto Nacional De Pesquisas Espaciaiswhere Marco Chamon, Coordinator for the space and environment research centreindicated an interest in international cooperation and collaborative researchprograms. Here, Christie Digital’s Zoran Veselic describes Christie’s projectionsystem that China uses for emergency situations. Drew Knight (foreground), setthe tone for research agreements between the Institute and University ofWaterloo, while Bo Densmore highlighted the current ComDev relationship.Granted, one third of its population isliving in poverty, the hardship of a tropicalhuman condition. The public healthsystem, SUS, which was established in1988 by the Brazilian Constitution, sits onthree basic principles of universality,comprehensiveness and equity. Universalitystates that all citizens musthave access to health care services.Brazil has had rapid growth; thusits global reputation as a top fouremerging economy. You can’t ignorethat in the 90s Brazil was a disaster.It was a economy without direction,without a future, mostly causedfrom its broken financial system.Today, that’s changed around.Recently in a Lang O’LearyExchange, Kevin O’Leary praisedBrazil’s financial situation, statingthat in his opinion it is better thaneven Canada’s – in other words,the banking system in Brazil isprobably one of the best in theworld. As a result, their economyis rebounding very quickly.He further stated that Brazilmissed the entire debt crisis,which translates into a sustainableyield that is growing.O’Leary is not the only one big onBrazil. In his opening remarks to thetrade mission at the Canadian Consulatein Sao Paulo, Canadian AmbassadorJamal Khokhar said “This wouldn’t havetaken place 10 years ago.” The reality isthat Brazil is a much stronger economy.Competition is down, and the globalcrises provide a window of opportunity.The foundation of Canadian economySurprisingly the University ofWaterloo has had a relationshipwith Rio for over 45 years.is foreign trade. Foreign trade is responsiblefor about 45% of the nation's grossdomestic product. The US has historicallymade up the majority of Canada’s foreigntrade, but with the changing globaldynamics, Canadian businesses mustlook to new markets to offset the resultingshift. Brazil is certainly an option thatpresents well and has what appears to bea tremendous capacity for growth.XKeynote SpeakerMary A.TidlundCalgary’s Award Winning Humanitarian.Founder of Mary A. Tidlund CharitableFoundation.$70 +HSTLUNCH INCLUDEDJEANINE E. LEROYSuccessful Criminal Trial LawyerONE DAY WOMEN'S CONFERENCENOVEMBER 16/2011KITCHENER-WATERLOOHOLIDAY INN CONFERENCE CENTRE9:00 am - 3:30 pmDynamic, Engaging and Motivating SpeakersNetworking, Personal DevelopmentShopping in the Vendor MarketplaceDoor prizes and Gift Bags for everyoneFashion Show by The BayTreat yourself to an amazing day519.203.2333www.powerofthepurse.caFeaturing our Charity Partner26 | w w w . e x c h a n g e m a g a z i n e . c o mSUSAN SOMMERS &THERESA DUGWELLAuthors of Power Source for Women“Embracing the Idea & Goal of Fitness”SONIA HALPERNAward Winning UWO Prof.,Writer & PoetALLISON GRAHAMBusiness Networking TrainerPAT MUSSIEUXMindset & Marketing ExpertSPONSORED BY

YOUR FINANCIALRECOVERY EXPERTSSusan Taves, CA•CIRP , Partner, and the rest of the BDO team are pleased to welcomeMichael Hanson, CA•CIRP, to the Kitchener office. Mike joins BDO as a new partner with over25 years of experience specializing in corporate insolvency and restructuring.BDO has established a reputation for uncompromising commitment to service, quality andresults. Our financial recovery specialists provide constructive and cost-effective solutions fortroubled companies and their stakeholders.Advisors | Receivers | Agents | Monitors | Trustee in Bankruptcy501 - 305 King St WKitchener-Waterloo519 570 4000www.bdodebthelp.caBDO Canada Limited is an affiliate of BDO Canada LLP. BDO Canada LLP, a Canadian limited liability partnership, is a member of BDOInternational Limited, a UK company limited by guarantee, and forms part of the international BDO network of independent member firms.BDO is the brand name for the BDO network and for each of the BDO Member Firms.

GUEST COLUMNTHE BETTER AND BEST WAYSOptions now include collaborative law and mediation/arbitrationby TONY KELLERTONY KELLER has practisedcivil litigation and family lawfor over 35 years in theKitchener/Waterloo area. Heis the senior partner ofKeller&Morrison in Waterloo.He was admitted as a memberof the Arbitration andMediation Institute of Ontarioin 1992.Since prehistoric times the concept of battle as amethod of resolving disputes has permeated ourculture. Battle still exists in our judicial system (albeitin a more refined form) – nowhere more painfully thanfamily law disputes.The fracture and eventual destruction of a marriageor long-term common law relationship, especially onewhich has produced children, is tragic. A tsunami offailure, grief, loss, fear and anger swamp the family. Inthe midst of that emotional toxicity, spouses are compelledto resolve urgent financial and parenting issues.Absent an informed consensual written agreement,the only remedy, until recently, was going to court andbattling each other in an expensive, frustrating, cumbersomeand lengthy process. Even then, spousesmight have to spend many thousands of dollars at theend of a multiyear process in a trial which could lastweeks and wreak permanent emotional damage uponthe children and parents.Fortunately, there are now two more dignified andefficient ways of resolving issues without going to court.The first is collaborative law, a process which focuseson a negotiated settlement where the lawyers act ascoaches and problem solvers. It offers an alternative toseparated spouses who cannot reach agreement with-out professional assistance. The shortcomings of thecollaborative law process are that there is no decisionmakerin the event of an impasse and there is no wayto speed the process if one of the spouses engages indeliberate delay tactics.The second and preferred method is mediation/arbitrationor “med/arb”. As the title suggests,mediation/arbitration is a two-stage approach whichpermits the spouses to maintain control of the outcomeduring the first stage (mediation), but whichallows a binding decision to be made during the secondstage (arbitration) if one or more issues cannot beresolved by mediation.Mediation/arbitration begins when the spouses agreeto retain an experienced family law lawyer or retiredjudge as mediator/arbitrator. The mediator/arbitratoressentially wears two hats. During the mediation phase,the mediator assists the parties in an objective, evaluativeand sensitive manner to identify the issues, discussThe division and preservation of the family’s assets, while maximizing the after-tax valueof those assets, is a task best suited to mediation/arbitration.and resolve them creatively without a formal battle. Thefunction of lawyers during mediation is not to arguewith each other or the mediator, but to provide informationand creative solutions to resolve the issues. Thegoal of every mediation is to settle all issues without thenecessity of arbitration and to incorporate the settlementinto a formal separation agreement.If, during a mediation, one of the spouses becomesobstructive or overly confrontational on an issue, themediator can indicate to the spouse that his/her positionis unreasonable. All mediators attempt to assistrecalcitrant spouses to adopt reasonable approachesto resolve issues.The mediation phase continues as long as the partiesagree. If an impasse is reached regarding any issue,either party can trigger an arbitration by indicating thathe or she no longer wishes to participate in a media-28 | w w w . e x c h a n g e m a g a z i n e . c o mFine 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 -

tion on that issue. Mediation can be interruptedto allow for an arbitration on a singleor several issues and then recommencedonce the issues have been decidedby the arbitrator.An arbitrator is vested with the samepowers as a judge of the Ontario SuperiorCourt of justice. The arbitrator’s rulingsare as binding as a court order and equallyenforceable. If there is an urgent issueat the outset of the mediation/arbitration,such as child support, spousal support orthe sale the home, the parties can directthe mediator/arbitrator to decide thatissue immediately and then, once decided,move on to deal with all other issuesin mediation.Mediation/arbitration can begin assoon as the parties agreed to appoint amediator/arbitrator. Their lawyers normallyconvene a conference call with themediator/arbitrator to discuss urgentissues, identify the issues to be dealt with,and schedule times for the mediation sessions.The mediator/arbitrator drafts awritten mediation/arbitration agreementwhich is reviewed by the lawyers and theparties, signed and witnessed. By signingthe mediation/arbitration agreement, thespouses opt out of the formal court systemand agree that all issues arising outof the breakdown of the relationship willbe dealt with in mediation/arbitration.All issues which are resolved in themediation phase are documented in aseparation agreement. Those issueswhich are not settled at mediation aredecided by the arbitrator in arbitration.Arbitration is a much more formalprocess than mediation. Sworn evidencein the form of testimony by the spousesand necessary witnesses, includingexperts, is heard by the arbitrator as ajudge would in court. Evidence in arbitrationtends to be less stressful because theparties and lawyers are familiar with eachother and the mediator/arbitrator. Themediator/arbitrator has the advantage ofhaving listened to all of the discussionduring mediation and has an awarenessof the spouses’ background and issuesgoing into the arbitration which a trialjudge would not have. This familiaritywith the spouses’ history is invaluable inshortening the time for the arbitration,thereby reducing costs.After hearing the sworn testimony,reviewing all documents which areadmitted as exhibits in the arbitration andhearing legal arguments from thelawyers, the arbitrator issues a writtendecision which has the same legal effectas a court order. The decision can beGUEST COLUMNappealed to the Ontario Court of Appeal ifthe arbitrator has made a serious error offact or has misapplied the law.It is not unusual for spouses to accumulatesignificant and complex bundlesof assets prior to separation. Those assetsmight be in the form of shares in a privatecorporation, land, partnership interests,pensions, esoteric investments or amyriad of other types of property. Thedivision and preservation of the family’sassets, while maximizing the after-taxvalue of those assets, is a task best suitedto mediation/arbitration. Judges in courtdo not have the power or ability to recommendtax planning structures to separatingspouses. Our judicial system alsodoes not have the resources to provide anindividual judge to each separating coupleto preside over the negotiation andsettlement of all issues.The process of mediation/arbitration isthe best process developed thus far toassist separating spouses to rationallyand efficiently resolve their issues in adignified, tax efficient manner. Therational goal of families undergoing separationshould be to resolve all of emotional,custodial and financial issues asswiftly and cheaply as possible to enableeveryone to get on with their lives assoon as possible. This requires closure,both emotional and financial.Court battles should be avoided at allcost. Centuries ago, when life was brutishand short, battle was the method ofresolving disputes because there were noFortunately, there are nowtwo more dignified and efficientways of resolving issues withoutgoing to court.better alternatives and society was muchless sophisticated.The stereotypical lawyer whose rolewas to combat and destroy the otherspouse in a court setting will soon beobsolete. The new generation of lawyerswill not be combatants. They will beproblem solvers and coaches for peoplewho need assistance through the maze.The resolution of novel legitimateissues often does require the determinationby an impartial fact finder who hasknowledge of the law. Those issues dorequire skilled legal argument and resolutionby arbitration. The rest of the issues,the typical fallout from any marriagebreakdown, can and should be resolved ina safe and structured mediation format. XNew andUsed OfficeFurnitureChairsDesksFilingCabinetsand lots more in our giant20,000 sq foot showroom385 Dundas Street North, Cambridgewww.tricityofficefurniture.comN O V E M B E R / D E C E M B E R 2 0 1 1 | 29

LEADERSHIP & TALENTRECRUIT SPECTACULARTALENT: IT’S EASIER!Long-term results justify the initial recruitment challengeby MICHAEL SNYDERSMICHAEL SNYDERS HCS/ CIMis a Senior Partner with FutureFocus Inc., which providesconsulting andeducation in talent development,leadership, and generalHR practices; email:msnyders@future-focus.ca.Most of you are probably saying to yourself “Recruitingspectacular talent isn’t easy at all!” and youwould be right, because recruiting spectacular talenttakes planning, time and energy. However, when weinvest in the process of recruiting the right talent, it’seasier in the long run through higher performance,faster learning curves, better engagement, and longerretention of talented people.Many of us have the intention of recruiting the rightpeople with the right competencies, the right fit to ourorganization, and the passion and drive to be the bestfor our organization. More often than not, we shufflethrough the recruitment and selection process with onlyhalf of the investment we should be making because weneed to fill the position quickly, we don’t have the time toinvest, or we haven’t fully defined who it is we are lookingfor to fill the position.When we invest in the process of recruiting the right talent, it’s easier in the long runthrough higher performance, faster learning curves, better engagement, and longer retentionof talented people.Investing in your recruitment and selection processwill develop a long-term sustainability to your organization’sgrowth. Here are some tips to help you strengthenthe number of high performing people you recruit andengage within your organization.Plan ahead – One of the best things you can do isplan ahead before you recruit, by developing a workforceplan and staffing plan. These tools do not have to becomplex or difficult, and can be designed to fit the 30 | w w w . e x c h a n g e m a g a z i n e . c o m

uniqueness of your business/industry.Basically there are four essential ingredientsto effectively plan ahead: A) identifyyour talent requirements going forward; B)identify the talent potential internally; C)identify the talent shortfall (differencebetween A and B); and D) plan forwhen/how any gaps will be filled. Planningahead will save you significant dollarsand ensure strong productivity when youneed it most.Gain insight into your workforce –In most organizations our most significantcosts are spent on employees. Having concretedata like head count, turn over, costper hire, revenue per full-time employee(FTE), and performance metrics will helpyou make intelligent talent decisions.Additionally, it is imperative to know whatyour employees are thinking, and theirlevel of engagement to their jobs and theorganization. Performing annual or semiannualEmployee Surveys will provideinvaluable insight.Know your talent managementstrengths and challenges – Havingyour management team review the HRand talent management practices in yourorganization annually will help you toidentify your best opportunities forattracting and retaining talented people.The diagnostics from the previous paragraphwill help you to identify your talentbrand and your priorities.Your organization’s abilityto adopt a strong talent strategywill succeed only if talentdevelopment is seen as a keystrategic priority by everyone inyour organization.Build a leadership pipeline - Identifying,engaging, and retaining top performersand high potentials are all importantactivities to avoid business disruptions atcritical positions and will increase yourability to retain your best talent. A successionplan is the key to building a leadershippipeline. Build a talent pool frominternal and external sources by linkingyour recruiting and succession planningprocesses. Then implement a retentionstrategy for your top performers and offeractionable career development paths.Recruit the right people – Beingproactive and taking the time to hire theRIGHT people will pay dividends in theLEADERSHIP & TALENTretention, productivity, and performance ofemployees. Identifying your recruitmentneeds in advance is imperative so that youare recruiting more than “warm bodies” onshort notice. As well, your selectionprocess should include three criticalassessment criteria – cultural fit (behaviours),expertise (competencies to succeed),and ability to develop for currentposition and future potential.Extend your reach with socialrecruiting – How do you market yourorganization’s product or service? Use thesame principles when advertising for talent.Typically people not actively lookingfor a job are the most desirable people youwant for your organization. Post openpositions to major social media sites likeLinkedIn‚ and others so your organizationgets in front of millions of high-quality passivejob seekers with the right skills, experience,and certifications.Get employees up to speed faster –After the time and investment you’ve spentto find and hire them, you want to ensurethat those employees are engaged and feelvalued. Ensuring that new employees aresupported during their initiation can makeall the difference in their sense of fitting into your culture and feeling productive. Progressivelytraining new hires will allowthem time to absorb what they are learningand become productive sooner.Implement ongoing learning – Withongoing learning, individuals not onlybuild their desired career paths but yourcompany also benefits when learning isaligned with organizational goals. Learningdoes not have to cost a lot of money,either. The most effective learning comesfrom on-the-job training, peer/leadercoaching, and involvement on specialprojects that stretch an individual’s competencies.Ensure talent is top-of-mind withinyour organization – make sure a focuson talent is top of mind within your organization.Your organization’s ability to adopta strong talent strategy will succeed only iftalent development is seen as a key strategicpriority by everyone in your organization.This concept is behavioural in natureand must be demonstrated by the executivesuite before it will be adopted by therest of the organization.Whether you are going from good-togreatin talent strategy or starting out withdeveloping a new talent strategy, take a littletime to reflect on what areas will havethe most significant impact on talentattraction, retention, and engagement.Then focus your resources towards thesepriorities for 2012.XN O V E M B E R / D E C E M B E R 2 0 1 1 | 31

EXECUTIVE FILESTHE US INTERNAL REVENUESERVICE IS ON THEWARPATHThings are different under US lawsby ED ARBUCKLECanadian taxpayers are generally defined as peoplewho reside here. Quite simple actually! Residence• Those who know they are US taxpayers and shouldfile but choose not to because 1) they don’t want tobe bothered, 2) they don’t think they owe any UStaxes or 3) they just refuse.Given the current US push to identify non filers,there is little doubt that they will eventually be foundout. Perhaps sooner than they think. The penalties forbeing delinquent can be enormous but can be avoidedby getting US filings up to date.US Tax Filing NetAll US taxpayers living in Canada usually need to fileseveral types of US returns that will be discussed later.All US taxpayers living in Canada usually need to file several types of US returns.ED ARBUCKLE CA, FCA,TEP, iswith Personal Wealth Strategies– Fee based familywealth planners, 205 - 30Dupont St. E.,Waterloo, OntarioPhone: 519-884-7087; www.finplans.netin turn is based on several factors including the locationof your permanent home, your medical coverage,your driver’s license, your club memberships, yourbank accounts and where you carry on the normaltrappings of daily living. It’s a subjective test and notdefined in the Income Tax Act. Sometimes it isreferred to as your centre of vital economic interests.Most countries apply the same tests to determine ifyou are a taxpayer.But things are different under the laws of the UnitedStates. Living there makes you a US taxpayer as it wouldin Canada. However, unlike most countries, the UnitedStates taxes individuals both on the basis of residence aswell as citizenship. If one or both of your parents are UScitizens you too might just be a US citizen (derivative citizen)even if you were born outside the United States.This is not the complete story on being a US taxpayer (asthe chart below shows) but it’s a good start.US taxpayers living in Canada usually fall into oneof three categories as far as compliance is concerned.• Those who know they are US taxpayers and file theirUS returns.• Those who don’t know they are US taxpayers anddon’t file.Here are the most common situations that will causeCanadian residents to be US tax filers.US TAXPAYERSDerivative USCitizen Living inCanadaUS Citizen Livingin CanadaUS TAXPAYERUS Long TermResident in CanadaUS Green CardHolder Moved toCanadaA US long term resident is someone who may be livingin Canada but has lived in the US for more thanseven of the last fifteen years – usually under a greencard. Typically, they are Canadians who have gone tothe United States to work but have now returned toCanada. Incidentally, they may have children who wereborn in the US while they were there and they will beUS citizens and taxpayers.With seven Rotax ® engines available– from the163 hp* E-TEC ® 800R to the29 mpg ACE 600 – there’s anMX Z ® with just the power,technology and price you desire.No wonder more MX Z sleds havebeen sold in the last 10 yearsthan any other model.Central Ontario’s Largest Powersport Dealer5473 HWY 6 North RR#5, Guelph, ON519.836.1957www.twowheelmotorsport.caBoasting contributions of over$2M to North Americansnowmobile clubs, to date.©2011 Bombardier Recreational Products Inc. (BRP). All rights reserved. ®, and the BRP logo are trademarks of BRP or its affiliates. *Result based on independent third-party dyno test. In the U.S.A., products are distributed by BRP US, Inc.Always ride responsibly and safely. Always observe applicable local laws and regulations. Always wear appropriate clothing, including a helmet. Don’t drink and drive.32 | w w w . e x c h a n g e m a g a z i n e . c o m

EXECUTIVE FILESUS CitizenshipIn most countries, citizenship dependson where you were born or on a successfulapplication for citizenship. The UnitedStates has a broader definition of citizenshipthan most countries. Consequently,people living in Canada could be a UScitizen (hence a US taxpayer) and noteven know it.Under the 14th Amendment to the USConstitution, any person born in theUnited States or US territories is a US citizen.But here’s the harder part. Individualsborn outside of the US with at leastone US citizen parent could also be UScitizens. Children who are US citizensbecause of their parent’s citizenship arereferred to as derivative citizens. Thereare many rules that will determine if youare a US citizen so you should get legaladvice if you are uncertain.US Tax SurveillanceUS persons living in Canada who arein denial about their US tax filing obligationsshould get ready for a shock – a bigshock. The US Internal Revenue Serviceis taking increasingly tough measures tolocate you - both non filers and taxevaders. Here are a few ways the USInternal Revenue Service (IRS) maydetect non filers or scare the bejeebersout of those who haven’t filed so theystart to take this more seriously.• Checking your place of birth shown onyour Canadian passport when youenter the United States.• Applying draconian penalties for noncompliance.• Sharing information between the IRSand Canada Revenue Agency.• Requiring Canadian financial institutions(starting in 2013) to report detailsof bank transactions of US citizens tothe IRS under the Foreign Account Tax-Compliance Act.• Checking your record of US tax compliancewhen you decide to move back tothe United StatesThe US borders are well armed. Youwill find US customs, US immigrationand Homeland Security all there, at theready, and working with extensive databases.Voluntary DisclosureThe bottom line is that US tax authoritieswill most likely find you eventually ifyou haven’t been filing your US returns. Itis far better to voluntarily disclose now toavoid or minimize fines and penalties.The United States has had severalamnesty programs available recently butYour businesscould save$100,000 a day!The Accessibility for Ontarians with Disabilities Act,passed in 2005, mandates that staff members ofall businesses be trained to provideAccessible Customer Serviceby January 1, 2012…The Independent Living Centre of Waterloo Regionoffers this training at a very competitive rate, your business!Book yourstoday!… $100,000 per day.Call us:(519)571-6788, orE-Mail AODA@ilcwr.org.it’s our 125th anniversaryjoin us to celebrate a year of special eventsmay 2011 to may 2012www.greaterkwchamber.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) 664-2105N O V E M B E R / D E C E M B E R 2 0 1 1 | 33

EXECUTIVE FILESat present they have all expired. Althoughthey don’t say so, they are primarilydesigned to detect individuals who areintentionally committing tax evasion. Onthe other hand, individuals who have notbeen complying with US tax laws simplybecause of ignorance or neglect are usuallyable to file a voluntary (quiet) disclosureand get themselves up to date withoutincurring penalties. Six years of returns isthe standard disclosure period for thosewho can show they were not liable for anytaxes in the United States.US Tax Forms You Need to Know AboutThere can be many US forms to becompleted to get US tax filings up to date.Most come with significant penalties fornot filing or not filing on time. Some ofthe forms need to be filed every year evenif a US tax return is not required so theyneed to be in your disclosure package.US RETURNS AND COMPLIANCE FORMSRETURNNAMEForm 3520Annual Return to Report Transactions with Foreign Trusts andReceipt of Certain Foreign GiftsForm 3520A Annual Information Return of a Foreign Trust with a US OwnerForm 8833Treaty Based Return Position DisclosureForm 5471Information Return of US Person with Respect toCertain Foreign CorporationsForm 8891US Information Return for Beneficiaries of RRSPsForm TDF 90-22.1 Report of Foreign Bank and Financial Accounts (FBAR)FBAR ReturnsForeign Bank Account returns (FBAR)are not income tax returns but they mustbe filed by US citizens who own or havesignature authority over financialaccounts (bank accounts, investmentaccounts, RRSPs, RESPs, TFSAs etc.) outsidethe United States if the aggregate balanceof these accounts exceeds $10,000 atany time in the year. The return is normallyrequired to be received by the USDepartment of the Treasury in DetroitMichigan by June 30 each year.Financial accounts to be reportedinclude accounts owned by the individualor accounts where the individual has signatureauthority – which might includeaccounts of a private company, accountsfor a charity for which you have signingauthority or a trust or estate accounts ifyou are a trustee. This is perhaps themost seriously overlooked return not filedby US persons other than the tax returnitself.By now it should be obvious that not filingUS tax returns is a pretty serious matter.We have helped file a number of voluntarydisclosures and none of our clientshas ever been fined or penalized or evenhad to pay any income tax.Make sure that you give the IRS a fullexplanation of the reasons for not filingthat is truthful, complete and contains adetailed covering letter outlining your otherwisegood filing practices here in Canada.If you do, chances of a happy outcomeare high. If not, things could go terriblywrong. Because of the number of universitiesand high tech companies locatedlocally, there tends to be a high number ofAmericans in the area.XCOMMITMENTSince 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

WE CAN HELPYOUR BUSINESS SAVEENERGY AND MONEYRETROFIT PROGRAM Some areas to focus on are: Receive up to 50% of your project costs $45,000 Get started by:1. saveonenergy.ca/business2. › Retrofit Program3. › Get Started $37,000 To learn more visit saveonenergy.caCAMBRIDGE AND NORTH DUMFRIES HYDRO INC.Funded by the Ontario Power Authority and offered by Cambridge and North Dumfries Hydro Inc, Kitchener-Wilmot Hydro Inc, Waterloo North Hydro Inc. A mark of the Province of Ontario protected under Canadian trademark law.Used under sublicense. OM Official Mark of the Ontario Power Authority. Used under licence.

GUEST COLUMNMANAGE YOUR BUSINESSDEBTRunning your own business is challenging at the best of times –in a slower economy its even tougherwith BRUCE BAILEYBRUCE BAILEY of BAB Consultantswas interviewed forthis column.Economic downturns and debt management challengesgo hand in hand, agrees Chartered AccountantBruce Bailey of BAB Consultants of Sharon,Ontario. But a tougher economy can be a benefit if itforces a business to analyze the core competenciesthat drive its success and the business owners are willingto make choices that are often difficult, but willimprove the business over the long run.Over more than 25 years as a CFO in a variety ofindustries, Bailey has helped many businesses managetheir debt in a slow economy to better position themselveswhen the economy picks up. That’s because, intougher times, these businesses turned themselvesinto nimble, focused organizations that protect theirbalance sheet.Here are some of Bailey’s debt management tips:• Keep your eye on your banking covenants and yourlenders in the loop. Small businesses usually need toborrow to finance their operations and drive furthergrowth. Management teams focused on running thebusiness, especially when they’re stretched to capacity,can easily lose sight of the requirements lendershave attached to their loans. If lenders find out thebusiness has breached its lending covenants – forexample, profitability levels or debt ratios get out ofline – they can, and often will, demand immediaterepayment of their loans. Make sure to keep yourlenders informed of your business activities.• Review the financing the business has in place andhow it is being used. Accurate, up-to-date cash flowreports are essential for knowing how the companySpending on things required to maintain the business’s operations are essential purchases.Capital expenditures, on the other hand, are not.is using its debt financing. How much goes to purchasinginventory, financing receivables, acquiringequipment and technology, or something else?Expenditures in each area will have different ramificationsfor your lenders and their financial covenantsand margin tests.• Differentiate between business needs and wants.Spending on things required to maintain the business’soperations are essential purchases. CapitalConnect CnnewithCourCthe tourists in yourown backyard.ard.100,000 plus home-grown own tourists live within a short drive of your business.Three issues Spring 2012 - Summer 2012 - Fall/Winter 2012.For enquires call 519.886.2831 x302 or email wanda.jackson@visitor.on.ca.a.jackson@visitor.on.ca.Space deadline dline for Spring 2012 issue January 30, 2012.Enquires are welcome anytime.www.visitor.on.caitPROUDSUPPORTS OF AREA ATTRACTIONS AND EVENTS FOR 34 YEARS.36 | w w w . e x c h a n g e m a g a z i n e . c o m

GUEST COLUMNexpenditures, on the other hand, oftenare not. Capital expenditure should besupported by a detailed capital budgetthat considers the effect on cash flow,banking covenants and how financingfor the expenditure will be arranged.Since most businesses face a variety offactors that influence their capitalexpenditures, it is important to keeptightly focused on your capital budget.• Understand your cost drivers and performanceindicators. Through activitybased costing, it is possible to developa detailed picture of the factors thatdrive the costs behind each activity. Byanalyzing customer profitability, forexample, you can determine whichcustomers are less profitable to yourorganization than others, allowing youto approach them on your terms andconditions. When you understand thesebusiness metrics – and keep them readilyavailable – you and your organization’sdecision makers will have theinformation needed to keep their fingerson the business’s pulse.• Think proactively when it comes tofinancing. The best time to ask forfinancing is when you don’t need it. It’sthe ideal time to arrange lease financingfacilities, establish operating linesof credit and even secure term debtfacilities. Shareholders may even havecash they could reinvest in the business.All of these sources of cash comewith different capital costs, and willaffect any decisions regarding additionalfinancing today and in the future.Think proactively when it comes tofinancing.The best time to ask forfinancing is when you don’t need it.with your customers’ expectations. Besure to follow up on high value invoicesso payments don’t lag.• Manage trade payables. Take advantageof all discounts available to you and besure the terms of sales you receive areconsistent with those offered to yourclient. While you don’t want to delayyour payments to the point of riskingfuture business with a supplier, youshould manage your payables to easecash flow crunches as much as possible.• Integrate your business informationsystem with your customers. Whenyour systems and documentation areintegrated with your customers it helpsreduce delays, especially when keydocuments, such as orders and invoices,have been identified and reconciledin advance.• Manage inventory turns. Turning inventoryinto cash saves organizationsmore than just the net realizable valueof the inventory. There are often manyother efficiencies that can be realizedwhen inventory turns increase.This column is provided by The Instituteof Chartered Accountants of Ontario.Show 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?X• Remember, times will change Today,the cost of debt is relatively low – butthat won’t last. When the economystrengthens, debt costs will inevitablyincrease. Plan for that now by buildinga strong balance sheet and prepare totake advantage of new opportunitieswhen they arise.• Manage the business basics Whileoften a challenge to do so effectively,it’s always worthwhile to manage thebusiness basics, but especially whendebt is a major concern.• Invoice as soon as goods or services aredelivered Make sure your invoices arecomplete and accurate and consistentStart With Trust ®Start at bbb.orgBetter Business Bureau ®519.579.3084N O V E M B E R / D E C E M B E R 2 0 1 1 | 37

WATERCOOLERPublic pressure seems to have saved The Boathouseas a venue for musical performances in Kitchener.Operator Kevin Doyle is shown at right.IN RESPONSE TO OVERWHELMING support forThe Boathouse as an importantpiece of the arts and culture scene indowntown Kitchener, city councilsupported the continued use of thecity-owned facility as a venue forindependent live music, provided a series of terms are met by the current operator.“I think it’s fair to say that in my 16-plus years here around this horseshoe, I’ve rarelyseen the passion and the community support this... has brought about,” said Ward 2Coun. Berry Vrbanovic. “There is no question, this is a complicated issue. But it’sabout more than just a building or an indie music venue; it’s about a sense of place, it’sabout a passion for music and it’s about the Bohemian spirit that lives within The Boathouse.I’m also hopeful that what has transpired here tonight has created an opportunityfor us to harness this energy and continue to grow our arts and culture cluster in andaround our downtown.”By supporting a motion moved by Ward 9 Coun. Frank Etherington, council directedcity staff to negotiate mutually satisfactory lease arrangements with the current operatorof The Boathouse, including length of lease, operating terms and a monthly leaserate, provided the current operator maintains timely license payments until the temporaryclosure of the venue through the duration of the upcoming Victoria Park Lakeimprovement project.Kevin Doyle, owner of the Boathouse establishment, had been renting the facilityfrom the city on a month-by-month basis for the last number of years.In the event satisfactory terms of a lease cannot be reached, staff will develop anopen process to invite expressions of interests for an operator for a live-music venue atthe Boathouse.“We believe that it is fair to provide the current operator with this opportunity beforeit is opened to a public process, on the basis that the current operator built the businessand has achieved much success and support from the music community as well as thecommunity as a whole,” said Carla Ladd, Kitchener’s chief administrative officer.Staff will also include the community, the Victoria Parkworking group and the Victoria Park neighbourhoodassociation in all discussions around the future use ofThe Boathouse building.“This is a call to action, for the community and for themusic industry to be supportive, to really get behind thefuture of The Boathouse, whatever shape that takes,”said Mayor Carl Zehr, noting there may be future costsassociated with any necessary operational improvementsor renovations recommended for the facility.Michael Lee-Chin38 | w w w . e x c h a n g e m a g a z i n e . c o mRENOWNED BUSINESSMAN, investor and philanthropist MichaelLee-Chin has been appointed chancellor of Wilfrid LaurierUniversity. The appointment has been unanimouslyapproved by Laurier’s Board of Governors, with theunanimous support of the Senate, effective Oct. 28, 2011PHOTO: KITCHENER-WATERLOO ASSOCIATION OF REALTORSat an official installation ceremony at theuniversity’s fall convocation. Lee-Chinsucceeds John A. Pollock, who hasserved as Laurier’s chancellor sinceMarch 31, 2008.“Michael Lee-Chin epitomizes Laurier’sinstitutional proposition of inspiring livesof leadership and purpose,” said MaxBlouw, Laurier’s president and vicechancellor.“His internationally recognizedachievements in the business andinvestment arenas are matched by hisastonishing record of philanthropic work.He is an ideal choice for this key role asthe university celebrates its centennialand lays the groundwork for a bold andinfluential second century.”Blouw also thanked Chancellor Pollockfor his contributions to the university.“John Pollock has been a strong advocatefor Laurier in the role of chancellor,and he has delighted in his connectionwith our students,” Blouw said. “I wouldlike to express my sincere gratitude tohim for his unflagging belief in the importanceof post-secondary education, andfor his leadership and hard work onbehalf of the university.”Lee-Chin is Laurier’s eighth chancellorsince the university became a publicinstitution in 1973. As chancellor, Lee-Chin will be a member of the Board ofGovernors and Senate, and will serve onthe Senate honorary degree committeeand the Board development committee.He will also preside over graduation ceremoniesand will officially bestow alldegrees and diplomas. Chancellors of theuniversity generally serve for a term offour years and may be appointed to asecond term.“It is a great honour and a pleasure forme to accept this position as Laurier’schancellor,” Lee- Chin said. “I have beenimpressed by the university and by thetrack record and energy of its people. Ilook forward to doing whatever I can inmy new role to help the university continueto build its reputation, differentiateitself from other universities, and do agreat job of meeting students’ needs inthe 21st century.”PREM WATSA, ONE OF CANADA’S top business leaders,has been re-elected by the universitysenate as chancellor of the University ofWaterloo. Watsa, chairman and CEO ofFairfax Financial Holdings Ltd., willserve a second three-year term, beginningMay 1, 2012. As Waterloo’s ninthchancellor, Watsa presides over convocationceremonies, conferring degrees,

diplomas and certificates on graduatingstudents. He also serves as a leadingambassador for the university.“Prem Watsa has shown a passionateinterest in the future plans and aspirationsof our students, which is best seenby his enthusiastic and energetic participationat convocationceremonies,”saidFeridun Hamdullahpur,presidentof the Universityof Waterloo.“He is aninspiration androle model tomany of us at theuniversity, but,most importantly,to our students.”As well, Watsahas shared hisPrem Watsac o n s i d e r a b l einternational experience with the universitycommunity. The university’s sixthdecade plan calls for a focus on theundergraduate student experience, agrowing of grad studies and an expansionof Waterloo’s international reach,which includes campuses in Rome, Dubaiand Nanjing.“I’ve enjoyed my time as chancellor ofthe University of Waterloo for a numberof reasons, particularly because of theopportunity it has provided to interactwith so many bright, innovative youngminds,“ Watsa said. “Waterloo representsexcellence at many levels and I look forwardto continuing to serve as a part ofthis unconventional organization.”Watsa was born in Hyderabad, India in1950. He earned a bachelor's degree inchemical engineering from the IndianInstitute of Technology in 1971. Hemoved to Ontario the following year andlater earned an MBA from the Universityof Western Ontario.His professional career began at ConfederationLife Insurance Co. inToronto and he served as vice-presidentof Confederation Life InvestmentCounsel from 1974 to 1983.He then served a year as vice-presidentof start-up firm GW Asset Management.Watsa co-founded HamblinWatsa Investment Counsel Ltd. (nowfully owned by Fairfax) in 1984. The nextyear he took control of Markel FinancialHoldings Ltd.In 1987, he re-organized Markel andrenamed it Fairfax, which is short for fairand friendly acquisitions.JAMES CAMERON’S LIGHTSTORM ENTERTAINMENT hassigned a five-year agreement withChristie in an effort to accelerate thedevelopment and adoption of 3D digitalcinema. The agreement covers theexchange of research, testing, developmentand technical support on new technologies.“I selected Christie for this ‘journey ofdiscovery’ because the company is fullycommitted to my vision and shares mydedication to continually push the boundaryof digital cinema,” said JamesCameron.“Lightstorm is committed to realisingthe full potential of 3D and high framerate technology to fully immerse audiencesin the world of the movie beforethem,” said Craig Sholder, vice president,Christie Entertainment Solutionsdivision.“This alliance promises to spark a newwave of excitement, creativity, and innovationin film-making that will provideaudiences with an unparalleled sense oftotal immersion in the movie-viewingexperience.”As part of its agreement with Lightstorm,Christie will supply its SolariaSeries of 3D-capable projectors, ongoingaccess to emerging research and developmenton 3D, and input into Lightstorm’smission-critical engineering relatedto 3D and high frame rate innovation.Christie will also assist in outfittingCameron’s new production facilities,including two screening rooms that willserve as virtual production sites for thenext two installments of Avatar.In exchange, Lightstorm will sharewith Christie its findings into 3D, highframe rates and the enhancements, format,and colour space requirements forachieving the optimal viewing experience.This knowledge will be used toenhance Christie's 3D technology as itrelates to desirable projector and serverfunctionality, as well as help Christie createtool kits for exhibition and post-productionmarkets and applications. Lightstormwill provide sample content fortesting and demonstration of technicalenhancements, for the overall promotionof Christie's 3D technology.SUSANNE GILLESPIE has been named ExecutiveDirector of Mosaic Counselling andFamily Services. Gillespie is a healthcare professional with more than twentyyears of experience in delivering communitybased health and social services inprovincial, regional and local settings.WATERCOOLERWe take the junk, you get back to businessSince 1998, she has had a leadership roleat The Canadian Hearing Society. Asthe Program Director of the CHS’s Adultand Senior Counselling Programs for thepast 10 years, Gillespie oversaw a staff of90 delivering service in 28 offices, manageda budget of $6 million, and workedcollaboratively with multiple organizationsincluding the Ministry of Health,Local Health Integrated Networks and theUnited Way.She is recognized in the community asan understanding and caring individualwho works well with people and adopts aleadership role in strategic planningendeavours. Merv Redman, Chair ofMosaic’s Board of Directors, comments,“We are so looking forward to Susanne’sleadership. The Executive Director SearchCommittee recognized Susanne’s analyticalskills, her effective leadership style,partnering capabilities and relationshipwith funders. She is a dynamic womanWebsite: www.parkcapital.caProfessional Real Estate Services Specializing In:Industrial/Commercial Sales & LeasingInvestmentsConsultingMortgage Financing76 Dawson Road, P.O. Box 923Guelph, Ontario N1H 6M6Tel: (519) 824-9900 Fax: (519) 824-2471Website: www.parkcapital.caE-Mail: info@parkcapital.caN O V E M B E R / D E C E M B E R 2 0 1 1 | 39

WATERCOOLERwith a history of providing innovative andvisionary direction.” Redman adds thatthe Board members are inspired by Gillespie’senthusiasm for the work of Mosaicand her strong visioning skills that willmove Mosaic forward as the agency providesservices that make our communitystronger and more resilient.Gillespie has a Master of Arts from theUniversity of Waterloo and a Bachelorof Arts, Honours Psychology from BrockUniversity. She is a resident of Waterloo,is married to Michael Gillespie and hastwo children ages 14 and 17.HAROLD ALBRECHT MP, Kitchener-Conestoga,has tabled legislation in the House ofCommons that, if passed, will compel theGovernment to develop a federal frameworkfor suicide prevention. “Each year,well over three thousand Canadians commitsuicide. That is not a tragedy – that iswell over three thousandtragedies each year. Manyof these tragedies are preventable.”The Bill is titled An Actrespecting a FederalFramework for Suicide Preventionand would requirethe Government to, amongother things, provideguidelines for suicide prevention;promote collaborationand knowledgeexchange among differentjurisdictions; promote theuse of research and evidence-basedpractices in Harold Albrechtsuicide prevention, anddefine best practices for the prevention ofsuicide.Want morebusiness forChristmas?Call 519.502.5021 todayfor a FREE Consultation40 | w w w . e x c h a n g e m a g a z i n e . c o m“This is about sharing information tosave lives,” said Albrecht. “From teachersto healthcare workers to communitygroups, there’s a lot of great work beingdone in communities across this country— but with some Federal coordinationand leadership, we can do better for vulnerableCanadians.”In the 40th Parliament, Albrecht introducedM388, a motion calling on the Governmentto amend the criminal code toprevent predators from exploiting vulnerableCanadians over the internet andencouraging suicide. M388 passed theHouse unanimously on Nov. 18, 2009.In October, The 2011 President’sAward of the Canadian Association forSuicide Prevention (CASP) was conferredjointly upon Albrecht, and Megan Leslie,MP for Halifax, honouring their worktowards establishing a framework for anational suicide prevention strategy inCanada.A KEY DEVELOPMENT in downtownKitchener won a nationalaward at the CanadianBrownfields Network“Brownie Awards” in Toronto.The Canadian UrbanInstitute’s annual BrownieAwards program recognizesleadership, innovation andenvironmental sustainabilityin brownfields redevelopmentacross Canada.The Tannery District inKitchener won top honourswhen it was awarded bestoverall project in Canada for2011. Cadan Inc., who redeveloped theformer Lang Tannery, took advantage ofthe City of Kitchener’s downtown financialincentives program and its brownfieldremediation program to support thisdevelopment.“It is more than we could have hopedfor! In many ways, it’s a very humblingexperience,” said Lana Sherman ofCadan Inc. “We are profoundly gratefulfor the support and encouragement we’vereceived from the amazing people workingat the City of Kitchener. We wouldnever have been able to achieve thiswithout that support.”A joint city-region incentive programbetween the City of Kitchener and theRegion of Waterloo also supported theredevelopment.The 350,000 sq. ft. Tannery District,which is across the street from the Universityof Waterloo and the HealthSciences Centre, has been redevelopedfrom a factory into a space with character– open floor plans, exposed brick andbeam and state-of-the-art modern amenities.The former tannery now houses tenantsfrom the technology, digital mediaand life sciences industries, as well asartisans, graphic designers and photographers.The redevelopment can be attributedto the city's $30 million investment in theUW School of Pharmacy.THE CENTRE FOR FAMILY BUSINESS begins its 2011-2012 program year with three new memberson its board of directors. New directorLinda Miller is President and GeneralManager of Twin City Graphics Inc, inKitchener, which produces and installsvehicle graphics and signs.Director Doug Fisher, Sr. is VicePresident and Founder of Win-LeaderCorp of Kitchener, which distributesproducts to the educational sector and forpremium and rewards programs.New director Art Janzen is co-ownerand operations manager for the last fiveyears for Menno S. Martin ContractorLtd. of St. Jacobs. The full-service renovationcompany has been in business inWaterloo Region for 69 years.Scott Wagler, partner at JosslinInsurance Brokers Ltd., headquarteredin New Hamburg is incoming chair of theboard. He succeeds Dan Flanagan, presidentof Flanagan Foodservice Inc. ofKitchener.The Centre, founded in 1997 to supportfamily businesses in Waterloo Region andsurrounding areas, has more than 60family businesses as members.THE 2011 GRAND RIVER WATERSHED AWARDS havebeen presented to groups and individualswho have undertaken projects toenhance the natural environment in theGrand River watershed. Community ConservationGrants were also presented tocommunity groups for projects to beundertaken in the coming year. Watershedawards went to:• Barbara Kidd, known as the GreenQueen at Arthur Public School until sheretired last June. She rallied staff, students,parents and many communitypartners to undertake a multitude of projectsto green up the school and also toestablish outdoor spaces for kids to learnand play. In one year, Arthur PublicSchool diverts 700 kilos of waste fromlandfill sites through the recycling and

composting programs. There are severalspecial outdoor gardens on the schoolground and the students also help planttrees in the community.• Jim Phillips: While many locallandowners plant trees on their property,not many have planted 60,000 trees thatwill eventually grow into a large interiorforest. Jim Phillips is following in the footstepsof his father, George, who plantedthe first 10,000 trees with the assistanceof the GRCA. Jim’s company, CopernicusEducational Products, is based on Jim’sproperty in Arthur. The company alsogives out thousands of trees each springto students and has undertaken manygreen initiatives.• The Fergus Lions Club: Ten yearsago the Fergus Lions Club got the shovelin the ground to plant the first trees in theGrand River Arboretum in Fergus. Thisquiet area of remembrance beside theGrand River now has 350 trees with commemorativeplaques to remember lovedones. There are also many benches forquiet contemplation. The group has heldmany work days and planting days to createthis arboretum, now complete.• Cambridge WATERS: This group ofvolunteers formed in 1997 and was initiallycalled the Water Guardians buttoday they are called Cambridge WATERS(Water Awareness through Education andResource Stewardship). Nearly all ofCambridge’s municipal water is fromgroundwater, which is a little mysteriousto most people because it is hiddenunderground. This group has displays atspecial events, has created educationalmaterials and oversees Cambridge’s YellowFish program. It is made up of volunteerswho often work behind the scenesand keep a low profile. It is a sub-committeeof the Cambridge EnvironmentalAdvisory Committee.• CREW: A half dozen volunteersjoined together to help create a browntrout tailwater fishery on the ConestogoRiver in 2003 and they’ve been dedicatedto that task ever since. Over the years,the Conestogo River Enhancement Workgroup(CREW) has helped the Ministry ofNatural Resources stock 300,000 browntrout in the river. They have planted 3,000trees, organized river clean ups andworked with landlords to create accesspoints along the river. They are a subgroupof Friends of the Grand River.Each year, the GRCA and the GrandRiver Conservation Foundation presentCommunity Conservation Grants. Themoney for these grants comes from twofoundation endowment funds: The ThiessRiverprize Fund and the Grand ChampionsFund. The Thiess fund was establishedwith the GRCA’s monetary awardwhen it was named the world’s topwatershed management agency in 2000.The Grand Champions Fund holds thefoundation’s endowment donations. Thisis the seventh year that these grants havebeen given out.Community Groups:Trees for Guelph for the SchoolyardGreening Program; The Grand Valley AirCadetsSchools:Each of the schools is receiving $500for school yard naturalization projects.These projects will take place over thecoming year and the cheques will be presentedat the school: Wellesley & DistrictPublic School; St. Nicholas School, Waterloo;Mother Teresa Catholic School, Cambridge;Victory Public School, Guelph;Oakland Scotland School, Scotland.STEWART JUTZI, of Erb Transport, has wonthe Canadian National ProfessionalTruck Driving Championship for theStraight Truck Class held in Calgary. Jutzi,representing Team Ontario, competedagainst fellow Provincial Championstraight truck drivers from six otherteams – British Columbia, Alberta,Saskatchewan, Manitoba, Quebec andthe Maritime provinces. Each participantcompleted a comprehensive written test,a practical truck inspection and the drivingcourse competition consisting ofseven challenging obstacles. Jutzi finishedthe day with an amazing 470 pointsout of a possible 500.Team Ontario also won the TeamAward at the National ProfessionalTruck Driving Championship. TeamOntario was represented by: Stewart Jutzi(straight truck), Clary Ward from ConwayFreight (single/single), Bryon Winfieldfrom Home Hardware Stores(single/tandem), Preetpal Nijjar fromCanada Cartage Systems (tandem/tandem)and Bryan Heyworthfrom SLH Transport (B trains).Jutzi has been a member of the ErbTransport Baden Terminal team since1984, 23 years of which he has been aprofessional driver. He won the OntarioTruck Driving Championship StraightTruck Class in July and also the prestigiousGrand Champion Award. Stew haswon many trophies over the years competingat the regional, provincial andnational level.WATERCOOLERTurn your memoriesinto unique gift ideas• Canvas, T-Shirts, Mugs, CoastersButtons, Mouse pads, calendars• Customized Greeting Cards• Memory Photobooks and more!Also available: Passport Photos $9.95Show your CAA Card for discounts!55 Northfield Dr. E. , Waterloo (Beside Tim Horton’s)T: 519.884.4012 F: 519.884.9052www.theupsstore.ca/195 store195@theupsstore.caTHE CITY OF GUELPH has been at the forefront ofmunicipal organic waste composting forover two decades. However, five yearsafter the original plant closed due tostructural concerns, the Maple ReindersGroup put forward the winning proposalto design, build and operate a modern,new organic waste processing facility.In late September, the facility, which ispart of the City’s Waste Resource InnovationCentre, was officially opened andreceived the first truckload of organicwaste to be composted.“We are very pleased with having beengiven the opportunity to provide the Cityof Guelph with a ‘state of the art’ compostingfacility,” says John Haanstra,Senior Vice President at the Maple ReindersGroup. “The new compost plant willprovide the City of Guelph the ability tofurther enhance its environmental leadershipposition in Canada. Through composting,you can take resources other-SHREDALLSECURE DOCUMENT DESTRUCTIONOUR SERVICESScheduled ShreddingOn-Call Shredding · Occasional PurgeProtectingyour BusinessTELEPHONE519.418.2448 TOLLFREE1.888.718.2448www.shred-all.caN O V E M B E R / D E C E M B E R 2 0 1 1 | 41

WATERCOOLERwise regarded as waste and turn theminto valuable environmental resources byrealizing landfill and greenhouse gasreductions and at the same time improvingsoil productivity and water quality.”Maple Reinders’ design is based onproven aerobic, in-vessel Dutch compostingtechnology which uses fully-enclosedand sealable concrete tunnels, specialaerated floors, sprinkler systems andtightly controlled temperature conditionsto complete the decomposition process.The concrete system not only keeps inthe corrosive moisture and off-gases, butcontains much of the odour as well. Anyadditional odours are captured andscrubbed by an extensive biofilter. Meetingthe most stringent approval guidelinesin the field, the Guelph facility’scomplex technologies will keep odourscontained within the building.The Organic Waste Processing Facilityfor the City of Guelph is able to processLIZ WARDPROFESSIONAL MANAGEMENTSPECIALIZING IN:DANNY MURRAYDIVISION OF I-A-C INC.MULTI-RESIDENTIALCOMMERCIALINDUSTRIALPROJECT MANAGEMENTLOCALLY BASED - ON CALL 24 HRS.Website: www.orbis.caWe are a full servicetravel managementcompany specializingin ALL YOUR businesstravel needs.234 KING ST. S. WATERLOO519.741.0770TOLLFREE1.800.465.4437www.gotravelplus.com42 | w w w . e x c h a n g e m a g a z i n e . c o m30,000 tonnes per year of Source SeparatedOrganics (SSO). Although the Citygenerates only about 10,000 tonnes ofSSO per year, a contract to take in organicwaste from neighbouring WaterlooRegion will use efficiencies of scale toadvantage and allow for future populationgrowth.Key partners contributing to the project’ssuccess include AIM EnvironmentalGroup, which will operate the facility,AECOM Inc. providing architectural andengineering design, Christiaens Groupand Van Kaathoven Group (both of theNetherlands) as technology providers andcompost masters respectively, andBIOREM Inc., supplier of the facility'sbiofiltration odour management system.The new facility will enhance Guelph'swaste diversion rate by an additional10%, contributing significantly to the goalof 55% waste diversion by 2012. Guelphwill also profit from the sale of carboncredits created by the environmentallysustainable operation.A UNIVERSITY OF WATERLOO professor, GeoffreyFong, has received the largest operatinggrant ever awarded by the CanadianInstitutes of Health Research for histeam's groundbreaking work on tobaccosmoking control policies around theworld. Fong, a professor of psychologyand health studies, is receiving $7.4 millionover five years (2011-2016) to supportthe International Tobacco ControlPolicy Evaluation Project (ITC Project).The ITC Project was created by Fong andhis colleagues in 2002 and now is measuringthe effect of tobacco control policiesin 20 countries in order to providepolicy-makers with evidence to adoptstronger tobacco control policies. Thenew CIHR grant exceeds the previousfive-year grant of $3.88 million awardedfor the ITC Project in 2005.“Tobacco-related illness is a largelypreventable global public health challengeand research is an essential componentof effective tobacco reductionstrategies,” said Nancy Edwards, scientificdirector of the CIHR Institute of Populationand Public Health. “The ITC Projectillustrates how critically important thelinks are between research, evidence andpolicy making.”The World Health Organization hasidentified tobacco use as the world’sleading preventable cause of death. Inthis century, it is projected that one billionpeople may die of tobacco use andthat the toll will be greatest in low- andmiddle-income countries. As well, tobaccouse is the single most important causeof non-communicable diseases, accountingfor close to one-third of all such diseasesthroughout the world.The ITC Project is the only internationalresearch effort that focuses on evaluatingthe Framework Convention on TobaccoControl, the world’s first health treaty,which was adopted in 2003 by all 192countries of the WHO. The treaty lists awide range of tobacco control policies,including enhanced warning labels, bansand restrictions on advertising and promotion,increased taxation and smokefreelaws.“Over the years, professor Fong andthe ITC Project teams throughout theworld have demonstrated the power ofscientific research to advance the causeof evidence-based policies in fighting theglobal tobacco epidemic,” said DouglasBettcher, director of the Tobacco-FreeInitiative, a project of WHO. “We applaudthe Canadian Government through CIHRfor its continued support of this groundbreakingresearch endeavour.”“Our findings have been used throughoutthe world to promote strong evidence-basedtobacco control policies,”said Fong. “ITC research findings havebeen particularly useful in low- and middle-incomecountries, where the tobaccoindustry is aggressively moving toexpand its activity, as smoking in Canadaand other high-income countries hasbeen decreasing. The ITC Project hasbeen instrumental in showing that argumentsagainst comprehensive tobaccocontrol laws that often inhibit governmentsfrom taking action are invalid.”In 2009, Fong and two ITC Projectinvestigators at Waterloo – MaryThompson, professor emerita of statisticsand actuarial science, and DavidHammond, associate professor of healthstudies and gerontology – received a TopCanadian Achievement in HealthResearch Award from CIHR and theCanadian Medical Association Journal.THE GREATER KITCHENER WATERLOO CHAMBER OF COM-MERCE has announced that Nominationsfor the 2012 Business ExcellenceAwards are now being accepted.The Chamber recognizes membersthat, through their leadership andinvolvement, have made exceptionalcontributions to the betterment of ourcommunity.For details on how to nominate aChamber member and to obtain a com-

plete description of each award, accessthe full Nomination Ballot atwww.greaterkwchamber.com. Deadlinefor Nominations is Friday November 4,2011 at 5:00pm. All award recipients andnominees will be recognized at the 2012Business Excellence Awards Gala Dinneron Thursday, February 16, 2012.LUTHERWOOD is one of 108 organizationsfrom across the country to receive anRBC Children’s Mental Health Grant.Lutherwood will receive $20,000 to helpexpand their Children’s Mental HealthCentre to accommodate specialized treatmentprograms. RBC’s donation is part ofa larger $1.5 million commitment to Children’sMental Health programs acrossOntario South West.XYLOTEK SOLUTIONS has been recognized byEverything Channel on the CRN FastGrowth 100 list. The list recognizes thefastest growing solution providers inNorth America. Companies on the FastGrowth 100 list average a two-year revenuegrowth of 130% and average annualsales of products and services of $172million. The ranking is based on twoyears’ growth of net sales from calendaryear 2008 to calendar year 2010. Since itsinception in 2005, Xylotek has experiencedremarkable revenue growth ofmore than 5300%, achieved with noexternal investment and funded entirelythrough earnings.“We are excited and honoured to berecognized by CRN on the Fast Growth100 List,” said Douglas Grosfield, Presidentand CEO of Xylotek. “We credit ourconsistent growth and success to ourunique corporate culture, our expertiseand our decision to focus on customerservice rather than on closing the sale.”THE CANADIAN TELECOMMUNICATIONS CONSULTANTS ASSO-CIATION has announced that The Informationand Communication TechnologyConference will be held April 10-13,2012 in the Waterloo Region. Conferencetheme is “Collaboration in the Cloud”.Speaker presentation proposals arenow requested from consultants and vendorsworking in the ICT sector. Both suggestionsand formal proposals for topics,moderators and panelists for interactivepanel discussions are welcome. For moreInformation on submissions view:www.ctca.ca/article.asp?R=86&A=90. Submission deadline is December 16,2011. Detailed presentation guidelinescan be found on www.ctca.ca.The CTCA is Canada’s only professionalassociation of independent communicationstechnology consultants.Supported by vendors of telecommunicationsservices and products, the CTCAhas, for over 25 years, stood for competent,capable, knowledgeable, experiencedand ethical telecommunicationsconsulting.The Conference will be held at theWalper, the historical landmark hoteldowntown Kitchener. For more information,contact: Kirk Glaze, CTCA 2012Conference Chair, 1-519-893-7147, orMary Pawlus, CTCA Manager, 1-866-584-2822 or, email admin@ctca.ca.LANGDON HALL COUNTRY HOUSE HOTEL & SPA has beenhonoured as the best Canadian hotel bythe readers of Condé Nast Travelermagazine in the 24th annual Readers’Choice Awards. The property also placed42nd on the World Top 100 List.“We are truly honoured that the readersof Condé Nast Traveler chose us asthe best hotel in Canada,” said MaryBeaton, co-owner of Langdon Hall. Addsher partner, William Bennett, “Receivingthis award is especially meaningful asit comes directly from loyal guests whohave championed us.”OPENTEXT HAS BEEN SELECTED a Top 100 Employerin Canada by editors of Canada’s Top100 Employers project for the 2012competition. OpenText was also namedin mid-September as a Top Employer forYoung People in a special category of theCanada’s Top 100 Employers recognitionfor the second year in a row.”It’s an honor for OpenText to receivethe Top 100 recognition given that it’sbased on a comparison of other organizationsin similar fields, to determinewhich offer the most progressive and forward-thinkingprograms,” said Tony Preston,Senior Vice-President HumanResources at OpenText.WATERCOOLERFind the answersyou’ve beenlooking for.• Anti-counterfeiting Investigation• Retail Investigations• Loss Prevention• Computer Forensics• Surveillance• Certified Forensic Investigation• Corporate• Private Investigation Training Course645 Westmount Rd. Unit 14 Kitchener, ON, N2E 3S3519.746.1970 www.frontlineforensic.comINTERACTIVE AND FUN NEW CAREER PLANNING workshopsfor high school students, featuringa new and unique career mapping tool,aim to help Waterloo Region’s teensmake one of the most important decisionsof their lives. Now What? CareerPlanning Solution for Teens, cofoundedby long-time local humanresources professionals Susan Honderichand Torii Nelson, is hosting thenew career planning workshops for teensin Waterloo, New Hamburg and Badenthroughout November and December.“Career planning decisions are amongthe most important choices that teenswill make and we want to give them allof the tools that they will need to makethe right choices while they’re still in highschool,” said Nelson. For more info, seeshop.now-what.org.THE WORLD OF MOTORCYCLES EXPO is acceptingapplications for exhibitor space in our2012 shows in Hamilton, London andKitchener. WOMEX is a family friendlyshow with fun activities for kids and anythingand everything to do with the loveof riding. The World of Motorcycles Expocomes to Kitchener March 9-11, 2012, atBingemans.For details and to download an applicationform visit www.womex.ca.THE GORE MUTUAL INSURANCE COMPANY FOUNDATION hasmade a $5,000 donation to the GoderichDisaster Relief Fund. Funds will supportcommunity relief efforts following thetornado that devastated Goderich,Ontario on August 21, 2011.“We were saddened to hear of the lossand devastation that resulted from thestorm,” says Kevin McNeil, CEO andPresident, Gore Mutual. “We make thisdonation on behalf of our broker partnersserving the Goderich community, who areworking hard to help restore the town.”Severe damage was done to historicbuildings, parkland and many residences.Visit goderichandareadisasterrelief.org.XN O V E M B E R / D E C E M B E R 2 0 1 1 | 43

BDO EXPANDS ITSFINANCIAL RECOVERYSERVICES PRACTICELeft to right: Dan Girardi (Trustee in Bankruptcy), Barbara Visenten (Senior Administrator) and Susan Taves (BDO Partner)BDO is pleased to announce that the KPMG consumer insolvency practice was acquired by the national BDOFinancial Recovery Services practice, and will operate under the BDO Canada Limited name.Susan Taves and her team, serving Kitchener and surrounding areas, welcome Dan Girardi, Barbara Visenten, andthe other KPMG consumer insolvency staff. Together, the newly expanded group of professionals will continue todeliver quality and timely advice to people with financial difficulties.Credit Counsellors | Proposal Administrators | Trustee in BankruptcyContact us for a free financial consultation:305 King St W, Kitchener519 570 4000www.bdodebthelp.caBDO Canada LLP, a Canadian limited liability partnership, is a member of BDO International Limited, a UKcompany limited by guarantee, and forms part of the international BDO network of independent memberfirms. BDO is the brand name for the BDO network and for each of the BDO Member Firms.

®continued from page 46Creek Business Park, a $20 million, fiveyear, public-private partnership with BelmontEquities and Cooper ConstructionLtd. It will provide the City with abundantcommercial and industrial land for theforeseeable future. The first phase of thefour phase project started developmentthis fall. Loewig noted that it will assist“the transition of Guelph’s economy fromits traditional manufacturing base tomore innovative technology sectors suchas life science, agribusiness, biotechnologyand environmental and energy technologies.”When asked about the challenges facingthe City, Loewig cited a commonrefrain among municipal leaders, “infrastructuredevelopment.“ He noted thatthe City has been very fortunate toreceive $66 million in funding for infrastructurefrom federal and provincialstimulus programs. This includes theCivic Square development currently beingconstructed in front of Guelph’s new CityHall, located on the old Guelph MemorialGardens site on Carden Street. A transithub with GO train service is part of theCarden Street redevelopment.Loewig proudly pointed out that Guelph is a leader in Ontario incommunity energy solutions. Canadian Solar Solutions, Canada’slargest solar panel producer, employs 500 people in the city.Like many cities attempting to implementthe province’s “Places to Grow“ initiative,Guelph is also promoting urbanintensification to house more people onthe same amount of land. Loewig notedthat 10,000 of the anticipated 50,000additional people expected over the next20 years will live downtown.On the economic front, Loewig pointedout that a community-wide study onbusiness development called “Prosperity2020“ is underway. It includes the City,the University of Guelph and the Chamberof Commerce. Agri-business, auto partsMAKING A DIFFERENCEmanufacturing, biotechnology and solarenergy are all key components ofGuelph’s economy. Loewig believes thatthis diversity is one of the City’s strengthsand is important to maintain. He addedthat “Guelph is open for business and isstriving to maintain a strong “customerservice focus.”Loewig has enjoyed “an excellentworking relationship“ with Lloyd Longfield,President and CAO of the GuelphChamber of Commerce. The feeling ismutual. Longfield commented, “Hans hasprovided the Chamber many opportunitiesto collaborate with city staff, includinghis management team. His businesssense and ‘can do’ attitude have beengreat on projects we have worked ontogether. Hans seeks out the advice of thebusiness community and incorporatesour input into his decision makingprocess.“Guelph’s strategic plan, from 2007, theyear Hans Loewig started as CAO, is subtitled“the city that makes a difference.“Hetakes his leave knowing that hetoo has made a difference in that city.“Guelph is one of the top communities inCanada,“ Loewig concluded. “It can’t helpbut do well in the future.“XBBBN O V E M B E R / D E C E M B E R 2 0 1 1 | 45

MAKING A DIFFERENCERUNNING “THE CITY THATMAKES A DIFFERENCE”Royal City CAO Hans Loewig is retiring after five yearsat the helmby BRIAN HUNSBERGERHans Loewig brought a steady hand and years ofmunicipal government experience to the City ofGuelph at a time of transition when just such leadershipwas needed. He is retiring at the end of Decemberafter five years of service as Chief Administrative Officer.It will be his second attempt at retirement.Although he has not served in his current role for along time, Loewig will be leaving with high praise fromPHOTO: EXCHANGE MAGAZINE“The strength of any organization stems from a solid structure that is flexible enough toadapt to change. One of my primary roles has been to facilitate change.“46 | w w w . e x c h a n g e m a g a z i n e . c o mhis boss, Mayor Karen Farbridge. She commented,“What has impressed me about Loewig’ leadership ishis unremitting commitment to serving the publicinterest. I quickly learned he has a remarkable ability,within seconds of meeting, to discern if someone isauthentically interested in doing the same or has othermotives. If you were the former, he would do anythingto help you. If you were the latter, you had met yourmatch.”Loewig, who grew up in St. Catharines and Welland,started his career in park management. After graduatingfrom the School of Horticulture in Niagara Falls hefirst worked in Regina, then came to Kitchener wherehe did design and development in the Parks Departmentbefore accepting a management position inBrantford as Director of Parks for six years and thenAdministrator of Parks and Recreation for 20 years. Hewas then appointed CAO and served for five and a halfyears in that capacity.He retired from the City of Brantford in 2004 but waslured back to work by the City of Guelph in 2007 to filla “temporary” assignment. “Initially it was to be aneight month contract while they hired a permanentCAO,“ Loewig quipped. “Somehow it got extended tofive years!”Loewig describes himself as a practical person. “Istarted at the bottom and worked up,“ he commented.“I’ve experienced it all in municipal government. Overthe years I developed a strong interest in strategicplanning and change management. The strength of anyorganization stems from a solid structure that is flexibleenough to adapt to change. One of my primaryroles has been to facilitate change.“He went on to say, “There are lots of shades of grayin municipal government work. Compromise is neededto find creative, practical solutions. I try to be a supporterof staff and encourage them to seek those solutions.The City’s corporate values are ‘integrity, excellenceand wellness.’ I try to model those values tostaff.“ He leads a staff team of 1435 (full-time equivalents)people and oversees an annual operating budgetof $170 million as well as a capital budget of $34 million.Loewig highlighted some of the changes that havetaken place in Guelph during his tenure. While Guelphhas long been known for fostering an environmentalethic, some significant initiatives have happenedrecently on that front. A $30 million organic wastefacility opened this fall. It will also be receiving organicwaste from the Region of Waterloo. At the same time,Guelph has no conventional landfill site. Non-organicwaste is trucked elsewhere.A community energy initiative is significantly reducingthe City’s energy consumption. This is being donein cooperation with Guelph Hydro, the local electricalutility. The objective is to reduce consumption in thenext 20 years at the same time as the population (currently120,000) is expected to grow by 50,000 people.District heating systems are part of the solution.Loewig proudly pointed out that Guelph is a leader inOntario in community energy solutions. CanadianSolar Solutions, Canada’s largest solar panel producer,employs 500 people in the city.Guelph is also currently developing the Hanloncontinued on page 45

3131 KING STREET EAST, KITCHENER 519 748-9668 | www.heffnerlexus.caTHE OFFICIAL WATERLOO-WELLINGTON COUNTY LEXUS DEALER2011 Lexus ES 350 BK1EGT A suffix - $44,130.40. Price includes freight/PDI OMVIC fee $1,950.00, tire stewardship fee $30.40. Licensing and all taxes are extra. 2011 Lexus IS 250 BF5C2M A suffix - $34,880.40. Price includes freight/PDI OMVIC fee $1,950.00,tire stewardship fee $30,40. Licensing and all taxes are extra. 2011 Lexus RX 350 BK1BAT A suffix - $49,030.40. Price includes freight/PDI OMVIC fee $1,950.00, tire stewardship fee $30,40. Licensing and all taxes are extra. Dealer may sell for less.