A new report has revealed that de-velopment of Ontario’s Ring of Fire, the mineral-rich region in the James Bay Lowlands, would generate up to $9.4 billion in new economic activ-ity over the first 10 years of opera-tion and sustain 5,500 jobs annually.

Issued by the Timmins Chamber of Commerce and Ontario Chamber of Commerce, Beneath the Surface: Uncovering the Economic Potential of Ontario’s Ring of Fire says the region’s potential mining projects could generate more than $25 bil-lion across numerous sectors in Ontario by 2047. This includes $2.7 billion in revenues for the financial services sector and $1.2 billion for the wholesale and retail trade sec-tors.

“Our study makes it clear that the short- and long-term economic im-pacts of the Ring of Fire extend far beyond mining,” says Allan O’Dette, President and CEO of the Ontario Chamber of Commerce.

“It’s time to broaden the Ring of Fire conversation to include all of Ontario, not just the Far North.”

The development of the Ring of Fire would also generate an estimat-ed $6.2 billion for the mining indus-try in its first 10 years, concentrated

primarily in Northern On-tario.

“A lt houg h this would mean great things for the North, it’s difficult to overstate the massive eco-nomic impact that the Ring of Fire could have for all Ontarians,” said Phil Barton, President of the Timmins Chamber of Commerce. “Many people tend to think of the project as something that will spe-cifically benefit just one region or another, but this study shows that this just isn’t true. The Ring of Fire is truly a once-in-a-generation eco-nomic opportunity for the province and indeed the country.”

The study shows that the Ring of Fire will generate significant rev-enue for all levels of government, to the tune of $1.95 billion within the first 10 years of its development.

However, there remain several major obstacles for the development of the Ring of Fire. To address one of the largest issues, the study’s authors

are calling on the provincial and federal governments to design and fund a plan to address inad-equate trans-portation in-f ras t r uc ture in the region, which is cited as a signifi-

cant barrier. “There is a strong business

case for governments to invest in this economic opportunity,” says O’Dette. “The federal government, in particular, needs to play a more active role in this development, as it has for other transformative projects including the oil sands, the St. Law-rence Seaway, and Churchill Falls.”

The need for the federal govern-ment to invest in infrastructure for major resource projects like the Ring of Fire is something the Tim-mins Chamber of Commerce has long argued for, even garnering the support of the Canadian Chamber of Commerce for this policy in Sep-tember 2013.

With the Canadian Chamber

and its 450 chambers of commerce and boards of trade -- representing 200,000 businesses nationwide -- supporting this approach, it’s hoped that all governments can work to-gether to help make the Ring of Fire a reality.

“The sheer scope of the Ring of Fire is such that everyone must work together to realize its full potential,” said Barton. “Making this happen will require firm commitments and considerable effort from everyone involved, and we sincerely hope all levels of government are willing to come to the table.”

To further discuss the report and what the Ring of Fire will mean for Ontario, the Timmins Chamber of Commerce hosted a free event for its members on at Cedar Meadows on Friday, March 7. The discussion featured a panel discussion with the study authors from the Ontario Chamber, as well as representatives from industry and First Nations communities. For more informa-tion, visit www.timminschamber.on.ca

To read the Beneath the Surface: Uncovering the Economic Potential of Ontario’s Ring of Fire report, visit tinyurl.com/RingofFireReport

Nominations are now being accepted for the Timmins Chamber of Com-merce’s 2014 Nova Business Excellence Awards, the region’s biggest celebration of entrepreneurial achievement.

To be held at the McIntyre Arena on Thursday, May 22, the Nova Awards are a prestigious gala event recognizing the best of Timmins business across 14 cat-egories.

More than 600 people attended in both 2012 and 2013, and this year’s event promises to uphold its reputation as a fantastic way to honour the business community, according to Phil Barton, President of the Timmins Chamber of Commerce.

“Every year, the Nova Awards shine a spotlight on Timmins’ best and brightest

entrepreneurs, who are some of the most knowledgeable in the world,” said Barton.

“But before they can be celebrated, they have to be nominated. If you know of an outstanding business worthy of a Nova Award, go online, fill out the form, and tell us what makes them special.”

Nominees are now being accepted for the following awards:

• Business Contribution to Commu-nity (1-30 employees) Award

• Porcupine Gold Mines - Goldcorp Canada Ltd. Business Contribution to Community (31+ employees) Award

• Service Excellence Award• Caisse Populaire de Timmins New

Business (Under 2 Years) Award• RBC Marketing Innovation

Achievement Award

• Collège Boréal Young Entrepreneur (Under 30) Award

• NorFab Metal and Machine Best Place to Work Award

• TD Bank Group Business of the Year (1-5 Employees) Award

• Scotiabank Business of the Year (6-49 Employees) Award

• Northern Credit Union Limited Business of the Year (50+ Employees) Award

• City of Timmins Non-Profit Organi-zation Award

• Environmental Excellence Award• NorthernTel Technology Award• De Beers Canada Aboriginal Part-

nership AwardThis year’s Nova Awards will feature a

“garden party” theme, and in the spirit of

renewal, the Chamber has simplified the nomination process with a streamlined form that is fully completed online.

“This year, we’ve made it easier than ever to nominate a unique business or entrepreneur,” said Barton. “We want to make it as convenient as possible to help

honour Timmins’ great achievers.” Nomination packages will be made

available online at http://tinyurl.com/NovaAwards2014. Nominations will be accepted until March 21, 2014, and the finalists will be notified prior to April 4, 2014.

BI-MONTHLY MARCH 2014

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A TIMMINS CHAMBER OF COMMERCE PUBLICATION

Nominations now open for 2014 Nova Awards

Ring of Fire to generate $25 billion, thousands of jobs, study showsAdditional highlights from the

study include:Within the first 10 years of its

development, the Ring of Fire will:• generate up to $9.4 billion in Gross

Domestic Product (GDP)• generate up to $6.2 billion for

Ontario’s mining industry• sustain up to 5,500 jobs annually

(full time equivalents)• generate nearly $2 billion in

government revenue, divided between the federal, provincial, and municipal governments.

Within the first 32 years of its development, the Ring of Fire will generate more than $25 billion in economic activity across numerous sectors in Ontario, of which mining is just one:

• $2.7 billion in revenues for the financial services sector

• $1.2 billion for the wholesale and retail trade sectors

• $600 million for the manufacturing sector

• $500 million for the utilities sector

inside business2 - MARCH 2014

Timmins’ business community is among the most confident in Ontario, according to a new survey from the Tim-mins Chamber of Commerce, the On-tario Chamber of Commerce (OCC) and Leger Marketing.

The annual Ontario Business Confi-dence Index shows that 53 percent of the 137 businesses surveyed in Timmins are confident in Ontario’s economy--up 7 percentage points from last year.

The index also shows that 81 percent of businesses in the region are confident in their own outlook, another increase of 7 percentage points over the previous year. When it comes to growing their business, just over half of businesses sur-veyed (57 percent) say they plan to ex-pand within the next five years.

“Despite some of the challenges the economy has encountered over the last year, Timmins businesses are clearly poised to make the most of the growth being predicted for the region in 2014,” says Phil Barton, President, Timmins Chamber of Commerce.

“Our entrepreneurs are some of the most resilient and knowledgeable in the world, and it’s not surprising that their history of success is leading to strong op-timism about the coming year.”

The buoyancy of Timmins’ business community is uncommon, sitting 7 full points above the provincial average, ac-cording to the OCC.

“According to our recent regional eco-nomic outlook, Timmins businesses are feeling strong and very confident in their own outlooks--more so than almost any other community or region in the prov-ince,” says Allan O’Dette, President and CEO of the OCC. “And it looks like Tim-mins’ businesses are only going to feel stronger as time goes on, when compar-ing this year’s numbers to last year’s.”

The survey of businesses is featured

in Emerging Stronger 2014, a business-driven economic agenda released by the Timmins Chamber of Commerce and authored by the OCC, the Mowat Centre and Leger Marketing. The report identi-fies the immediate steps the government and the private sector must take to en-hance Ontario’s economic competitive-ness and spur job creation in the prov-ince.

“There are actions that govern-ment and business can do to boost our economy and business confidence,” said O’Dette. “But right now there is uncer-tainty in Ontario’s business climate, pos-sibly as a result of potential changes to the pension system and rising energy costs.”

Among these key priorities is the need for various levels of government to take unified and decisive action on facilitating development in the Ring of Fire, a sig-nificant mineral deposit in northwestern Ontario.

“The Timmins Chamber of Com-merce has long argued that the potential economic benefits of the Ring of Fire would spread throughout not just Ontar-io but all of Canada,” said Barton. “The OCC has dedicated itself quite firmly to lending the voice of business to help spark further action on this crucial proj-ect, and we’re pleased that this is reflected in Emerging Stronger 2014. We look for-ward to working with the OCC, business, as well as our government and commu-nity partners to continue finding solu-tions to the many issues that surround this once-in-a-generation opportunity.”

Among the survey’s findings for Tim-mins are:

• 81 percent of businesses are confi-dent in their own economic outlook, 7 percentage points above the provincial average.

• 57 percent of businesses plan to ex-

pand in the next five years, just below the provincial average of 58 percent

• 46 percent of businesses believe that Ontario’s economy is headed in the right

direction, above the provincial average of 42 percent.

• 53 percent of the region’s businesses are confident in Ontario’s economy, 6

percentage points above the provincial average.

Download the full economic forecast document at bit.ly/1aDnQKF

Timmins Chamber members receive

10% OFFcommercial services

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facebook.com/timminsyoungprofessionals

If you’re interested in presenting, or if you

want more information about this event series,

contact:

Carmen SwartzManager of Member Services

(705) 360-1900info@timminschamber.on.ca

Each month, one Young Professional will give the group a quick, five-minute

rundown about their job or business.

As part of hosting Young Professionals Connextions,

the Fishbowl will provide complimentary appetizers!

The Fishbowl Restaurant, 942 Riverside Drive, Timmins

No registration is required, just drop in!

2014 April 3 • May 1 • June 5Jan. 9 • Feb. 6 • Mar. 6

A young, (ages 20-40) career-oriented person seeking to develop and

strengthen his or her business network.

Young Professional, n. (yung - pro-fesh-un-ul)

Timmins businesses among most confident in Ontario

in what directiondo you believeOntario’s economyis headed?

IN A GLOBALECONOMIC CONTEXT,

are you confidentin Ontario’s economy?

LOOKING ATTHE PROVINCE,

how confident areyou in your organization’s economic outlook?

LOOKING INWARD,

not confident 34%

neutral 22%

confident 44%

not confident 14%

neutral 14%

confident 72%

wrong direction 33%

neutral 26%

right direction 41%

SMALLbusinesses businesses businesses

MEDIUM LARGE

FINANCIAL SERVICES, INSURANCE

& REAL ESTATEENERGY

& UTILITIES BUSINESS SERVICESAGRI-FOODENGINEERING,

CONSTRUCTION & INFRASTRUCTURE

How does your sector stack up?

Small Business Confidence

Overall Confidence

n=2,217 | Survey taken in November 2013

74%89%

% WHO HAVE PLANS TO EXPAND IN THE NEXT 5-7 YEARS

% CONFIDENCE IN YOUR OWN ORGANZIATION’S ECONOMIC OUTLOOK

Lege

nd >

>

> > 61%87% > > 60%76% > >55%77% > > 59%74% > >

MINING & FORESTRY

HEALTH CARE

ICT

RETAILWHOLESALE & DISTRIBUTION

59%71% > >

65%70% > >

55%71% > >

44%69% > > 67%65% >

NOT-FOR-PROFIT

53%71% > >

>

GOVERNMENT & PUBLIC SECTOR

MANUFACTURING & AUTO

HOSPITALITY & LEISURE

56%73% > > 51%71% > >49%72% > >

< 99 employees 100-499 employees 500+ employees

Confidence in your own organization’s ECONOMIC OUTLOOK

% who have plans to EXPAND in the next 5-7 years

72% 82% 85%

57% 60% 66%

32%

19%

48%

11%

14%

74%

38%

20%

42%

2012: 2013:

_

Ontario Business Confidence Index

4 ONTARIO BUSINESS CONFIDENCE INDEX

inside business MARCH 2014 - 3

In 2014, the Ontario Chamber of Commerce (OCC) will focus on addressing the province’s skills shortage, infrastructure challenges and energy prices as part of its annual commitment to its members’ most pressing priorities, ac-cording to a report.

These priorities were announced on Jan. 28, 2014, when the OCC released Emerging Stron-ger 2014, their economic agenda for Ontario. Emerging Stronger, a five-year agenda aimed at facilitating Ontario’s growth and prosperity, is the product of a year’s worth of consultation conducted by the OCC, the Mowat Center, and Leger Marketing.

This includes items that members of the Timmins Chamber have identified as impor-tant, including the following:

Skills shortagesThe skills gap is a challenge all governments

have made a priority, and the OCC has offered recommendations for businesses, government and others to help address the issue.

This involves encouraging businesses to play a greater role in the training space, according to the report, which also suggests that provin-cial and federal governments agree on a path forward that would involve more employers in training.

The report also suggests ways that training should take shape. For instance, it recommends that colleges, universities, and the private sec-tor collaborate to create more on-the-job learning opportunities. Co-op and paid in-ternship opportunities should be expanded across academic programs to provide students with essential real-life work experience.

Similarly, the OCC will continue to push

for reform of Ontario’s apprenticeship sys-tem and the College of Trades. In collabo-ration with Essential Skills Ontario, the OCC will conduct extensive consultations with em-ployers and make rec-ommendations on the design of programs that encourage employer-sponsored training.

This process should also involve an expand-ed engagement with Aboriginal communi-ties, according to the OCC, particularly in light of the anticipated employment needs in remote mining camps.

The report highlights Ontario’s Ring of Fire as a potential catalyst for economic develop-ment and employment for First Nations com-munities, though many lack the skills needed to capitalize on the opportunity. One particu-larly positive example of how to remedy the problem is provided by Confederation College, Noront Resources and Kikenjugewen Employ-ment and Training Services, who have estab-lished a training alliance to create a home-grown Aboriginal mining workforce for the Ring of Fire.

Some businesses have sought to address the skills gap through immigration, which poses its own set of obstacles. To address them, the OCC recommends that Ontario and the federal government collaborate to create an Expres-

sion of Interest system that works for Ontario, which will give employ-ers a more prominent role in the selection of skilled immigrants.

Infrastructure investment

Infrastructure issues continue to be a major obstacle for munici-palities and resource industries alike, partic-ularly in a time of gov-ernment austerity. Al-though this will likely mean the need for new taxes to afford key road

and sewer projects, the OCC recommends that governments consider innovative partnerships with the private sector.

This approach should also extend to the Ring of Fire, the chromite mineral deposit in northwestern Ontario, where progress has stalled. The lack of transportation and energy infrastructure in this remote area poses signifi-cant barriers, and there is still uncertainty as to who will pay for the required infrastructure.

The OCC suggests that all levels of govern-ment work with industry and First Nations communities to make the necessary infrastruc-ture investments needed to spur development in the Ring of Fire. In particular, the federal government should step up to the plate on the Ring of Fire and match provincial investments. To see more on the OCC’s stance on the Ring of Fire, see page 1.

EnergyElectricity pricing and stability are crucial

for the province’s future success. Attracting top businesses to the province requires competitive costs and the certainty that a modern, well-planned electricity system provides.

To overcome the current challenges, the OCC poses three priorities for the government: clarity in regulations and pricing, investment in energy infrastructure, and leveraging On-tario’s innovation advantage.

To the OCC, this means the government should develop a new long-term energy strat-egy which ensures a reliable and efficient sup-ply of electricity for Ontario businesses, while providing greater transparency on the costs as-sociated with business’ energy bills. The gov-ernment should also increase the differential between peak and non-peak pricing to bring them closer to their costs of production.

To help guide spending, the OCC also sug-gests the government should develop a regional priority mechanism to facilitate effective in-vestment in new and existing infrastructure.

Finally, in order to leverage Ontario’s in-novation advantage, the OCC suggests the government make the most of the province’s expertise in smart grid technology by increas-ing investment in research and development as part of a long-term energy strategy. Consum-ers should also be made more energy-literate to enhance uptake of smart grid technologies, while businesses should face a reduced admin-istrative burden.

To view the OCC’s full report, Emerging Stronger, please visit www.occ.ca/emerging-stronger

Skills, energy among Ontario Chamber’s top priorities

Canadian Chamber to focus on jobs, infrastructureThe Canadian Chamber of Commerce

(CCC) is setting its sights on a number of issues of importance to Timmins businesses, including the skills short-age, public infrastructure funding, and manufacturing.

On Feb. 6, 2014, the CCC unveiled its annual Top 10 Barriers to Com-petitiveness, a list of recommendations for all levels of government in order to strengthen Canada’s economy and its businesses.

These include various issues of inter-est to Timmins businesses, including the following:

Skills shortageTo address the skills shortage, the

CCC recommends that business, gov-ernments and academia work together to address the current and future skills needs of the workplace, concentrating on four key areas: upskilling, education and employment connections, immigra-tion, and Aboriginal workforce develop-ment.

Improved data analysis is needed to help the CCC capture a more detailed picture of Canada’s skills mismatch, which would assist with finding appro-

priate solutions. A few of the necessary actions recommended thus far include increasing apprenticeship completions, advancing essential skills learning in the workplace and providing more employ-er-sponsored training.

According to the report, Canada also needs to direct more attention to retain-ing older workers in flexible employ-ment arrangements and without tax dis-incentives. Intergenerational workplaces will encourage the transfer of knowledge and skills between age groups, and sim-plify the transition to a post-boomer workforce.

The report also suggests that that any changes to federal government’s immi-gration policy respect regional differ-ences in labour markets. Measures to tighten the Temporary Foreign Worker Program must be reconsidered, espe-cially for small employers and in areas of low employment.

As Citizenship and Immigration Can-ada moves to introduce the new “expres-sion of interest” system for permanent residents, it must not lose sight of where and why there will be ongoing needs for temporary foreign workers. The Cana-

dian Chamber will press government to take those needs into account and ensure a transition to the new system without losing immigration programs, especially for smaller centres or remote locations.

Canada has a highly educated youth population but too many are not quali-fied or skilled for entry-level vacancies in the workforce. The Canadian Chamber network will be positioned as an impor-tant avenue for business and post-sec-ondary institutions to make connections between classrooms and workplaces.

The CCC will also seek to advocate for foreign and interprovincial credential recognition; job-readiness initiatives for youth; better integration of international students; and coordinated government attention to how educational policy can better resolve gaps.

Additionally, the Chamber will ad-vocate for increased investment in the education and training of Aboriginal peoples. Increasing Aboriginal youth participation in the workforce is a criti-cal economic and social opportunity.

Addressing deficiencies in public infrastructure

Canadian public infrastructure has

suffered from chronic underfunding and a lack of long-term planning. A large percentage of Canadian public-owned infrastructure needs to be refurbished or completely retired.

In 2014, the Canadian Chamber will advocate a long-term, transparent and predictable infrastructure strategy. This strategy should identify best practices in infrastructure finance and should pro-mote the use of innovative fiscal tools such as P3s. It should encourage stra-tegic infrastructure investments in key areas across Canada and ensure all new builds include long-term asset manage-ment plans.

The Canadian Chamber will also pro-mote a full review of Canada’s infrastruc-ture-related policies and regulations in order to attract investment and to maxi-mize cooperation between government and the private sector. Support for innovation in Canadian

manufacturingThe largest sector of the Canadian

economy is manufacturing, for which innovation is essential in order to drive economic growth, productivity and competitiveness. However, this sector

has not yet fully recovered from the 2008 recession and remains significantly re-duced from its pre-recession size.

The barriers to manufacturing suc-cess in Canada all point to a decline in Canada’s innovation ecosystem. In 2014, the Canadian Chamber will advocate for policies that encourage development and innovation in the manufacturing sector, something of proven interest to Timmins businesses.

Most studies propose policy alterna-tives, including immigration strategies, tax incentives, improved intellectual property rights, procurement strategies and more open foreign direct invest-ment. The Canadian Chamber will conduct a critical examination of these policy alternatives and validate them through a series of roundtables with cor-porate Canada’s manufacturing thought leaders.

The result of this process will be com-piled in a summary of recommendations for both business and government.

For a more complete list of the CCC’s annual priorities, please view the 2014 Top 10 Barriers to Competitiveness at www.chamber.ca

inside business4 - MARCH 2014

ONTARIO CHAMBER OF COMMERCEMinimum wage changes positive for

Ontario businessesThe Government of Ontario’s recent de-

cision to tie future minimum wage increas-es to the Consumer Price Index (CPI) is an encouraging move for business, according to the Ontario Chamber of Commerce (OCC). 

Allan O’Dette, President and CEO of the Ontario Chamber of Commerce, believes linking the two “is a positive development for businesses who have long been calling for an end to political interference in how we set the minimum wage.”

The Chamber does, however, express disappointment in the government’s deci-sion to hike the minimum wage rate to $11 an hour in the short-term.

In 2013, the OCC suggested to the Mini-mum Wage Advisory Panel to tie the mini-mum wage to the provincial CPI, introduce increases to the minimum wage every two years, and to give businesses ample notifi-cation before an increase in the minimum wage takes effect.

Ontario businesses questioning outlook for 2014

According to a new report from the OCC and Leger Marketing, Ontario busi-nesses are more confident in the Ontario

economy compared to this time last year. Entitled Emerging Stronger 2014, the

report indicates that although there is an overall boost in confidence, more than half of businesses in Ontario remain uncertain about the province’s economy.

Ontario Chamber President and CEO Allan O’Dette states “there is an uncertain-ty in Ontario’s business climate, possibly as a result of potential changes to the pension system and rising energy costs.”

In response, the OCC also outlined im-mediate steps to be taken by the govern-ment and private sector to enhance On-tario’s economic competitiveness and spur job creation in the province. This report can be viewed on the OCC’s website, www.occ.ca.

To learn about Timmins’ business con-fidence, read the related story on page 3.

Immigration system changes should evolve The federal government should ensure

Ontario businesses are consulted as it considers an Expression of Interest (EOI) system for immigration, according to the OCC report, Think Fast: Ontario Employer Perspectives on Immigration Reform and the Expression of Interest System.

The EOI system, set to be introduced in early 2015, is a new process for selecting and processing the majority of new im-migrants to Canada. This new system will give employers a key role in selecting fu-ture Canadians through job offers, which will allow many immigrants to have jobs

before arriving in Canada. “EOI won’t work unless employers buy

into the system,” said Allan O’Dette, Presi-dent and CEO, OCC. “If it is to succeed, the federal government must heed advice of employers. The EOI represents a big op-portunity to fix our dysfunctional immi-gration system, if it is designed properly.”

CANADIAN CHAMBER OF COMMERCECanadian businesses require modern and

efficient infrastructureCanada needs a long-term, predictable,

flexible and strategic infrastructure invest-ment strategy, according to the Canadian Chamber of Commerce (CCC).

One of Canada’s most critical challenges is the steady deterioration of the public in-frastructure – roads, water mains, sewers, bridges – that allow people to do business and live well. There is a strong link be-tween investment in the core public infra-structure of roads, transit and utilities, and productivity performance in all sectors of the Canadian economy.

Infrastructure investments will have a positive improvement for all Canadians, said Perrin Beatty, CCC President and CEO, in a release.

“Thousands of Canadians idling in their cars because of traffic congestion, or bridge delays, can tell us what investments in in-

frastructure can mean in quality of life and productivity.” 

Inadequate investment in infrastruc-tures has been listed in the CCC’s Top 10 Barriers to Canadian competitiveness for the past two years. Fixing the problem requires the commitment of all levels of government and active engagement with private sector stakeholders.

New global talent attraction strategyapplauded by Canadian Chamber

The CCC is celebrating a new federal initiative to attract more international researchers and students to Canada.

On Jan. 15, the Minister of International Trade launched a new international edu-cation strategy (IES) aimed at deepening the research links between Canadian and foreign educational institutions and estab-lishing a pan-Canadian partnership with all education stakeholders, including prov-inces, territories, and the private sector.

“The International Education Strategy will strengthen Canada’s hand in the com-petition for global talent,” said Perrin Be-atty, CCC President and CEO, in a release. “With the doubling of foreign student re-cruitment and new funding for interna-tional research and training programs, we are now in a better position to attract the best people around the globe.”

The Canadian Chamber strongly be-lieves global education networks help build bridges for business into new markets, sup-porting Canada’s trade and diplomacy.

Getting along with people at work is not al-ways easy.  Workplace relationships can be dif-ficult but getting along with others is imperative for the success of every business.  When rela-tionships become dysfunctional, productivity and morale suffer. 

Think about the normal workday; employees spend more time during a work day with col-leagues than they do with family or friends.  Who wants to spend eight hours or more in a day with miserable people?    When an employee is behaving in a negative manner, it can become infectious in the workplace.  Others will sense the tension and rumours can begin to circulate.  Before you know it, the workplace atmosphere can become quite strained.

How do you prevent an escalation of negativ-ity in the workplace?    It is important that all employees know what behaviour is expected of them.  Establishing expectations that require employees to communicate and relate to others in the workplace in a positive, open, honest and respectful manner is a great place to start.  Such a requirement should be in every employee’s job description.  When employees do not behave appropriately, their supervisor should intervene immediately to review behavioural expecta-tions. 

Employee relationships can also be strained by the means of communication; and while to-day’s technology can speed up the transmission of information and communication, it can cause relationship and communication problems.  It is quicker to send an email or text message than it is to pick up the phone and discuss a matter with an employee.  However, the brevity of mes-

sages sent by these means can often lead to mis-understandings.  I have heard managers tell me about the “emotion” of the message sent.  For example, “his message was so rude…”  Email and text messages can imply but do not neces-sarily confirm the intent of the sender. 

What to do?  There was a time when tele-phone discussions were more predominant as a means of communication than they are in many workplaces today.  Even a face-to-face meeting with an unhappy employee is not as common in many companies as it was in past years.  We need to give careful consideration to how we communicate, what we communicate and what the best means of communication is. For issues of relationship problems between employees, face-to-face meetings are preferred and if this is not possible, then a telephone discussion would be the next best means of communication.  Try-ing to resolve differences electronically is not effective. 

So, let your employees know what is expect-ed of them and be conscientious regarding the means of communication; ensure it is appro-priate for the situation. And remember—as a supervisor or manager, your employees need those face-to-face meetings when there are is-sues to resolve!

Antoinette Blunt, MPA, SHRP, FCHRP is the President of Ironside Consulting Services Inc., a company specializing in providing human re-sources and labour relations services to employers throughout northern Ontario. This article was provided through the Human Resources Profes-sionals Association, a member of the Timmins Chamber of Commerce.

Updates from the Chamber network

Workplace civility all about communication

By Antoinette Blunt, Ironside Consulting

This project is being undertaken as part of the Chamber’s Business Takes the Lead initiative.

Download a form at timminschamber.on.ca

To help preserve the shoreline of a local treasure, the Chamber and the Mattagami Regional Conservation Authority are raising funds to construct a new boardwalk along the south shore of Gillies Lake.

You can help out this great cause by buying a board for $50, and you can even donate it in a loved one’s name for a unique gift.

Buy a Board Build a Promenade

inside business MARCH 2014 - 5

Social media isn’t about posting. Social media isn’t really about sell-

ing. Social media, from a business point

of view, should be focused on draw-ing people into your sales process through a step-by-step system. This process of process will help ease these new prospects and existing custom-ers into a sale whether you are selling widgets, services or products.

Imagine, with every post on Face-book or Twitter, you gain new pros-pects each time you do it. It is done every day and can be done in your business too!

In order to get the most out of social media, think of it as a new advertising format; however, the one Golden Rule is that you can’t “oversell”.

For example, if you are at a cocktail party, you don’t walk over to the clos-est person and say, “Buy my product today as you get 15 percent off if you take action by tonight.” We guarantee you that person will walk away, if not run.

Just like this cocktail party, social media requires that you warm people up to who you are, as you educate them and move them towards the sale.

Every post that you create should draw people closer to your sales fun-nel. A sales funnel’s main goal is to take a wide group of people and nar-row it down through Attraction To Your Online Presence (Step 1) then Interact/Engagement (Step 2), then onto Converting to Prospect (Step 3) and finally, Making the Sale (Step 4 – wash and repeat).

In this article, we are going to touch on two types of posts that will help you with the process. These two types of posts are “dialogue posts” and “drawing people” into your sales pro-cess’ posts.”

Regardless of the type, the post’s content should be consistently infor-mative and real -- and a little humour never hurt. To get your posts noticed, you need to energize your language and include images or videos when-ever possible.

The first kind of post, dialogue posts (Step 1 in the sales funnel), are those with which you are engag-ing your online community by ask-ing questions, answering questions, or listening. The point of these types of posts is to prove your expertise in your field and to gain your commu-nities’ trust by being supportive and leading conversations.

Effective dialogue techniques in-clude stimulating online dialogue by asking questions, commenting in on-line threads or accounts you’re “listen-ing” to, or creating / leading an online group. You can also choose a handful of strategic online groups and be ac-tive in them, sharing your knowledge and expertise.

Now that you have gained the trust of your community, you’re ready to draw people into your sales process (Step 2 in our sales funnel).

These posts are aimed to draw peo-ple into your sales process by linking them back to your Home Base (your main website or blog). It’s where you can tell your expanded story. These

stories must include words, images and/or video.

In order to draw people back to your website through social media posts, you have to include a link in your post which people are enticed to click. Why would they click on a link? Give them a promise of value.

For posts meant to draw people into your site, think of your posts or tweets as teasers, or headlines, that ask people to click on them to get all the information or read more about it on your website’s blog or video blog.

Statistics show that people will click on links which promise lists, tips, in-fographics, videos, polls, whitepapers, humor, coupons, contests, or tickets.

This is where you take the step of converting your social media follow-ers into leads, and then funnel them into real clients. You’ll want to now request emails -- or SMS for a younger demographic -- in exchange for any of the above valuable items (Step 3 and 4 in the Sales Funnel).

Contests are a great way to en-courage your prospects to share their

passions about your products or ser-vices with their own friends. It has more impact when a post comes from someone’s friend than from the retail-er or service provider.

Done effectively, social media will become one of your most inexpensive and effective sales lead generation systems. Remember, you have to give, give, give, engage, ask.

To see a free, one-hour webinar de-tailing this article, please visit http://www.socialmediabusinessinstitute.com/webinar/

Three steps to transforming social media into a powerful sales tool

By Sofie Andreou and Winston Bromley, SocialMediaBusinessInstitute.com

inside business6 - MARCH 2014

Employers must respond to the changing needs of “Generation Z” workers in order to retain and grow their staff, according to two presenters at a recent human re-sources conference.

Speaking at Workforce Thera-py, hosted by the Timmins Cham-ber at the Days Inn Timmins on Feb. 11, Monique Koski of Mill-son Forestry and Mom’s Fries owner Ken Joanisse encouraged employers to encourage and mo-tivate their workers -- especially in minimum wage industries.

This may seem backwards to business owners who see the worker’s paycheque as “motiva-tion enough”, but the differences between each generation of em-ployees means that employers must now identify who they’re trying to retain.

“You need to figure out what makes it so they care,” said Koski.

IncentivesFor instance, incentives often

serve as a strong motivator for younger workers, who have many options for minimum wage em-ployment.

Koski said contests and prizes

are a great way to keep employees interested, productive, and com-ing back to work. To encourage Friday attendance in the summer, Millson Forestry allows employ-ees who meet certain production goals to leave work early and get paid their full day’s wages.

Millson employees are also encouraged to show up to work with free lunches and gift cards. For every day an employee at-tends work, they receive a poker card; after a certain number of cards, they get a free lunch.

Contests are another means of motivating and encouraging em-ployees while helping to maintain productivity. Employers should set attainable goals to prevent employees from getting discour-aged, and slowly increase them until a plateau has been met; the results can then be posted in an area that all employees can see to help drive friendly competition, said Koski.

As an example, Koski challeng-es morning and afternoon shifts to see which shifts can bag more wood, with the most productive one being rewarded with gift

cards. This approach can even work

for not-for-profit employers or those who lack the funds to provide incentives: pot lucks or mandatory coffee breaks can also serve to engage employees, she added.

Clear communicationEmployers should also seek

to engage employees by ensur-ing that they fully understand their responsibilities, something Joanisse said to be crucial for employers who are struggling with motivating and retaining employees.

Employers need to take the time to tell new employees about the business’ philosophy, what is expected of them and how to do the job. Providing concrete examples will help employees understand the work and why it is important: they need to un-derstand that what they are do-ing portrays the company in a certain way, and the employer should make that clear.

“As an employer, you can’t as-sume they know,” said Joanisse. “They need to be explained to

tuck their shirt in.” He tells employers to notice

when someone does something great and to give credit when credit is due. If employees aren’t recognized for their efforts, they likely won’t continue doing great things.

Even simply thanking your employees can go a long way, he explained, though this kind of recognition need to be sustained.

“Doing it once won’t stick.” One way Joanisse recognizes

the work done by his employ-

ees is by having mystery shop-per evaluations on the staff ’s performance. He then provides the evaluation results to the em-ployee the following day and uses the “sandwich effect” to credit the employee on what they have done well, what needs improving, followed by another positive note on their work performance.

With this method, employees retain the information and better understand how to improve their performance, all in a positive way that prevents discouragement.

With proposed investments in workforce training, infrastruc-ture, and broadband Internet access, the 2014 federal budget holds promise for local business-es, according to the Timmins Chamber of Commerce.

The federal budget, as tabled on Feb. 11 by Finance Minister Jim Flaherty, offers several op-portunities for Timmins busi-nesses, including funding for internships in small and medi-um-sized enterprises.

“By and large, the 2014 fed-eral budget is a promising one, with several measures that stand to make a difference for Tim-mins businesses,” said Timmins

Chamber President Phil Barton.“In particular, we’re pleased to

note that the federal government continues to place a considerable priority on improving hiring and training support for small and medium-sized enterprises. Staff-ing concerns continue to be top of mind for many Timmins busi-nesses, and initiatives to assist with the issue are certainly ap-preciated.”

This support includes $40 mil-lion to create 4,000 new intern-ships across Canada, of which 3,000 will be provided in “high-demand fields” such as skilled trades and engineering. The re-maining 1,000 internships will

be specifically created in small and medium-sized enterprises.

Also of interest to the Tim-mins businesses is the federal budget’s focus on enhancing In-ternet access in rural and remote areas. Broadband access is a cru-cial tool for doing business in to-day’s economy, said Barton, and local firms have strongly ben-efited from previous federally funded enhancements through such organizations as Timmins’ NEOnet.

Also of benefit to the region is another one-year extension of the 15-per-cent Mineral Explo-ration Tax Credit. Timmins in particular stands to benefit, said

Barton, as junior mineral explo-ration firms can continue to see incentives for investing in the re-gion. In support of another cru-cial resource sector, the federal government has also pledged $90.4 million to assist with tech-nology upgrades for forestry companies.

However, there are some items of contention in the budget, in-cluding the continued rollout of the Canada Job Grant, the controversial training measure introduced in last year’s federal budget. Provincial governments have argued that the proposed program may potentially im-pose additional training costs on them, a concern shared by the Ontario Chamber of Commerce.

As well, the budget includes the First Nations Control of First Nations Education Act, which drew mixed reviews and outcry from Aboriginal groups when it was announced last Friday.

“There are a few items in the budget that we hope are open for discussion, but we’re generally satisfied that the federal gov-ernment is focusing on key pri-orities for Timmins businesses,” said Barton. “In particular, we hope the government is willing to continue engaging with the provinces, First Nations com-munities, and employers on de-veloping appropriate models for education and skills training. We look forward to working with our provincial and federal part-ners to help make these changes happen for the good of business, both in Timmins and beyond.”

This generally positive point of view was also shared by the Canadian Chamber of Com-merce, which saw much to like in the 2013 federal budget.

Specifically, the organization applauded the federal govern-ment’s plan to invest $1.3 bil-lion in additional infrastruc-ture funding, which is crucial to maintaining the economic health of the country’s commu-nities, according to Canadian Chamber of Commerce Presi-dent and CEO Perrin Beatty.

“Nobody cuts a ribbon when a new sewer pipe is installed. It’s just not a dramatic moment,” said Beatty. “But thousands of Canadians idling in their cars because of traffic congestion or bridge delays can tell us what in-vestments in infrastructure can mean to our quality of life and productivity.”

Federal budget positive for Timmins businesses, says Chamber

• $40 million to support full-time internships for recent post-secondary graduates, including $15 million specifically for small and medium-sized enterprises;• The creation of the Canada Apprentice Loan, offering interest-free loans of up to $4,000 per period of technical training for apprentices studying Red Seal trades;• Expanded research funding for post-secondary institutions, including $1.5 billion to create the Canada First Research Excellence Fund over the next 10 years;• $305 million over five years to extend and enhance broadband Internet service in rural communities;• $1.3 billion in additional infrastructure spending;• A four-year, $90.4-million investment in upgrading technology in forestry operations; and • Another one-year extension of the 15-per-cent Mineral Exploration Tax Credit for flow-through share investors

Retaining staff through positive thinking

inside business MARCH 2014 - 7

By Jessica Trudel, Cursor Communications

In 2014, the City of Timmins will experience a new municipal election.

With Mayor Tom Laughren al-ready unofficially throwing his name in the hat, we can expect to see a few other familiar faces in the running. If current engagement in the Timmins 2020 Community Strategic Plan is any indication, however, community members are ready for big changes in Timmins.

City Council has been referred to as an “Old Boys Club” due to the disproportionate number of retire-ment aged men that sit around the table. Some people publicly make their displeasure known, while others spread negativity behind closed doors.

The concern is valid. According to the 2011 census, 49% of Tim-mins’ population is under 40 years old, yet only two members of Tim-mins City Council fall in or near that age group.

Additionally, because there are no women under 40 on City Council, 24% of our population is completely unrepresented.

Community members seem in-

clined to direct their pessimism towards current members of City Council, the so-called “Old Boys Club,” but their disappointment is misplaced. Councillors don’t decide who sits on City Council, after all -- the voters do. Are voters to blame then? No, because voters can only elect people who run.

If we want to see fair represen-tation on City Council, young people need to step up and run. During the 2010 municipal elec-tion, no women under 40 entered the running, while only two young men did: Todd Lever and Steven Black. Both were elected.

It seems the question is not “How do we get young people elected?” but rather, “How do we convince them to run?”

A city councillor makes about $17,000 each year from a sti-pend provided by the City. This is roughly the equivalent of work-ing part-time at minimum wage. For a person who is retired, the stipend can be a nice supplement to his or her pension. Our young people, however, may feel that the extra income is not worth the imbalance it brings to their lives. They are raising children, attend-

ing school, pursuing careers, and juggling a variety of other re-sponsibilities. It may take more clarity regarding their expected time commitment and responsi-bilities to convince them to run.

At minimum, councillors are re-quired to attend weekly 1-2 hour meetings at City Hall. Depending on what is on the agenda, council-lors may need to prepare for these meetings by reading reports or conducting research. councillors attend additional meetings during budget time that can add several more hours to their weekly com-mitment.

Councillors are also often asked to sit on boards and committees to support various community orga-

nizations and projects. Many com-mittees that are helping implement the Timmins 2020 Community Strategic Plan, for example, in-clude representatives from City Council. While sitting on boards and committees is not mandatory, most councillors sit on more than one.

Of course, city councillors rep-resent the people that elected them. To do this effectively, coun-cillors must maintain open lines of communication with commu-nity members. There is no cap on the number of hours a councillor might spend attending events, lis-tening to concerns and discussing issues with community members.

Young people may be hesitant to commit four years to City Council due to a lack of clarity about the time and responsibilities involved. Even now, I can’t give readers an exact number of hours they can expect to spend. Hopefully, what I can provide, however, is a clear il-lustration of the value of the work councillors do.

Being a city councillor involves representing a few friends and a lot of strangers with fairness and grace. It involves showing respect

to the voters who elected you –and to the ones who didn’t. It involves keeping an open mind. More than anything, it involves taking pride in a community that has the po-tential to bring happiness and suc-cess to all who live here.

I am personally excited to see how this next election unfolds. From various discussions I’ve had, it sounds like many young people are considering stepping up to the election plate. Now, it’s time for all of us to encourage our young people to move from considering to running.

Information about City Council nominations is currently available at www.timmins.ca/city-hall/elec-tions

I also encourage any young per-son considering City Council to visit the Facebook page Timmins City Council Needs Young People for helpful links, tips and discus-sion points.

Jessica Trudel is the owner of Cursor Communications, a full-service writing, editing and public relations firm based in Timmins, Ontario. She can be reached via her website at www.cursorco mmunica-tions.com, or (705) 262-3268.

As Ontario municipalities face an election in the fall of 2014, the Timmins Chamber of Commerce is looking to en-gage the community in a series of conversations on a wide va-

riety of topics and with a range of different perspectives. In the months leading up to the election, the Chamber will publish articles that spark discussion on issues of municipal interest.

Please note that these views are those of the authors and do not necessarily reflect the views of the Timmins Chamber of Commerce.

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Timmins City Council needs young people

inside business8 - MARCH 2014

Northeastern Ontario’s sluggish economy may see slightly brighter days ahead due to some improvements in the mining sector, according to a new economic outlook from the Timmins Chamber of Commerce, the Credit Unions of Ontario, and the Ontario Chamber of Commerce. Entitled Regional Economic Outlook - Northeast, the report suggests that the re-gion will see modest employment growth over the next two years, regaining nearly 4,000 jobs by 2015 after having lost 8,400 jobs over 2012 and 2013.The region’s unemployment rate will fall from a high of 7.8 percent in 2011 to 6.6 percent in 2015. Job creation is expected to outpace growth in the labour force for the Northeastern region, which includes the districts of Cochrane, Timiskaming, Nipiss-ing, Sudbury, Parry Sound, Manitoulin, and Algoma.Industries contributing most to economic growth are primary resource industries, retail-wholesale trade, health-social servic-es and a variety of other service industries. Construction contributes only marginally to

forecast growth. “Although there continue to be some chal-lenges, including outmigration and tight-ened government spending, there are some cautiously positive economic signs on the horizon,” said Phil Barton, President, Tim-mins Chamber of Commerce.The housing market continues to perform strongly throughout the Northeast. Housing prices in the region rose at an average rate of 4.3 percent over the last three years, from $200,457 in 2011 to $214,500 in 2013. The average price of a home is projected to grow by over 8 percent over the next two years.Major projects in the region will contribute to investment spending and employment. For example, construction continues on Ontario Hydro’s $2.5-billion investment in hydroelectric infrastructure in the Lower Mattagami River north of Timmins, as well as at the New Post Creek hydroelectric proj-ect. Construction has also begun on Gold-corp’s Hollinger open pit project.Elsewhere in the Northeast, construction on Vale’s emission reduction project at the

Copper Cliff Smelter in Sudbury continues through 2015. Construction is also projected to begin in 2014 on Vale’s $814 million Cop-per Cliff underground nickel mine expan-sion near Sudbury. The White River Sugar Zone and Kenora-Kenbridge mines and mills are both in the permitting stage with construction comple-tion expected in 2015. In Sault Ste. Marie, construction continues in the near term on the St. Mary’s co-generation plant.“With 2013 having been a challenging year for our region, it’s encouraging to see that our resource sectors continue to seek stabil-ity and strength,” said Barton. Similar strength is expected to drive eco-nomic performance among some of On-tario’s major regions in the next two years. Toronto, in particular, and the Kitchener-Waterloo-Barrie region will continue to set the pace and lead other regions in overall economic growth.These regions have an industry mix more oriented to growth industries and less de-pendent on industries facing more difficult market conditions, such as those seen by auto manufacturing.The external economic backdrop in which these regions operate is not particularly ro-bust and until this improves most regions will continue to grow at a subpar pace, or possibly remain stalled. An upshift in U.S. economic growth is critical but that will not be of sufficient magnitude until after 2015. Another important and helpful factor will be a lower Canadian dollar, which is likely to continue through 2015. Low interest rates will facilitate growth in the domestic economy and in investment

spending, but the lack of growth in most regions’ exports constrains these areas. As a consequence, growth in consumer spend-ing, housing sales, housing construction, and business investment will be minimal until the economic spark occurs. Restricted spending by the provincial and federal gov-ernments and tighter federal mortgage in-surance criteria will slow down each region’s economy.Growth and performance variations exist within regions due to economic base dif-ferences between the region’s metropolitan area and the rest of the region. A couple of examples are the Kingston metropolitan area in the Kingston-Pembroke region and Thun-der Bay in theDownload the full economic forecast docu-ment at http://bit.ly/1cXppk2

You’ve seen them at Chamber events, you’ve received their phone calls, and you’ve had them swing by your workplace; now in their third year, the dedicated volunteer Chamber Ambassadors continue to help businesses make the most of their member-ship.

Initially unveiled in September 2011, the Timmins Chamber of Commerce’s Ambassa-dor program consists of a motivated group of 10 entrepreneurs and business professionals acting as crucial liaisons between the Cham-ber and their fellow members.

This team of Ambassadors has been incred-ibly active in reaching out to the membership, whether it’s a personal call to congratulate a particular milestone, or a helping hand and an introduction or two at one of the Cham-ber’s many events. They graciously serve as front-line representatives, guiding new and seasoned members alike to get the most out of their involvement with the Chamber.

This service is invaluable for both the Chamber and its members, while also provid-ing the Ambassadors themselves with ample opportunities to increase their own profes-sional recognition and networks. By helping to be the face of the Chamber, Ambassadors also earn exposure for their respective busi-nesses.

If you’re interested in joining the Chamber Ambassador team in the 2013-2014 Cham-ber year, please contact Carmen Swartz at the Chamber at (705) 360-1900, or via email at info@timminschamber.on.ca

In this and the coming issues of Inside Business, the Timmins Chamber will profile individual Ambassadors to help members get to know this energetic team of volunteers.

Chamber Ambassador, Mandy Wilson Q: What is your job/place of employment?A: I am the Coordinator of Meetings, Con-ventions, and Sports Tourism for the City of Timmins.Q: Why did you decide to become a Cham-ber Ambassador?A: I decided to become a Chamber Ambas-sador because I was new to the community and wanted to immerse myself in it. Within my role with the city, I knew that I would be networking with the business community on a regular basis and hopefully helping them with any meetings, conferences, or sporting events that they might be hosting. I had had the opportunity to witness and be a part of Chamber events prior to moving to Timmins and grew to respect the organization and what they were able to accomplish as a not-for-profit.Q: What work is involved in being a Cham-ber Ambassador?A: Being a Chamber Ambassador involves always keeping the Chamber in mind in your networking conversations. Making sure that businesses in the community are aware of all of the services that the Chamber offers and how that specifically applies to them. Even if membership is not for them, simply directing them to the Facebook/Twitter pages or the

website is often very helpful – the connection just needs to be made.Q: What do you enjoy most about this role?A: I enjoy meeting new people and finding connections within Timmins between differ-ent professional groups. I enjoy the network-ing opportunities that come out of being a Chamber Ambassador and the opportunities to learn new things and be a part of new ini-tiatives. I also enjoy meeting different mem-bers of the business community and learning

their stories, successes, and difficulties. Q: What benefit do you feel the Ambassa-dor program offers to members?A: The Ambassador program is an excellent opportunity to be involved in the business community of Timmins by ensuring aware-ness of Chamber programs and services and therefore, providing businesses with what they need when it comes to advocacy, net-working, and professional development.Q: How do you benefit professionally from serving in this role?A: Meeting members of the business com-munity at Chamber events is very beneficial to my position with the City of Timmins. My role is to help anyone who is hosting a meeting, convention, or sporting event in Timmins and the people that attend Cham-ber events are doing just that! My position within the city is new – it has only existed for six months therefore introducing myself at Chamber events allows me to explain my role and how I am available to help with a variety of tasks. Q: How would you summarize your experi-ence as an Ambassador thus far?A: My experience as an Ambassador to date has been a very positive one! I have had the opportunity to meet excellent fellow Ambas-sadors and to attend a wide variety of events representing the Chamber. It is rewarding to be part of a team that is genuinely interested in making the lives of Timmins business peo-ple easier and providing them with opportu-nities they may not otherwise have access to.

Chamber Ambassadors making a difference

Northeastern Ontario economy to grow in 2014, led by resource industries

Key Facts and Highlights:• After overall job losses in 2012 and 2013, the region will see a modest rebound over the next two years, as it regains nearly 4,000 jobs.• Northeastern Ontario’s unemployment rate will fall from a high of 7.8 percent in 2011 to 6.6 percent in 2015, as job creation outpaces growth in the region’s labour force.• Housing prices in the region continue to grow rapidly, at an average rate of 4.3 percent over the last 3 years, from $200,457 in 2011 to $214,500 in 2013. The average price of a home is projected to grow by over 8 percent over the next two years.• The region’s population is in decline, losing an average of over 2,000 people a year over the last two years. • Cliffs Resources’ decision to halt their operations in Ontario has created uncertainty around the future of the proposed chromite smelter in Capreol, just outside of Sudbury, which would have created thousands of jobs.”

inside business MARCH 2014 - 9

AFIMACConsultants(705) 665-5150AFIMAC provides security, investigative and emergency contingency planning to corporate, insurance claims units, legal departments and government agencies throughout Canada, the U.S., Mexico and Latin America. Some of our key services including mine security, audits and threat risk assessments, surveillance, workplace investigations, cargo crime prevention, com-puter forensics and social media monitoring.[ www.afimaccan.com]

Boivin Law OfficeLegal Services(705) 531-2624Boivin Law office offers services in personal injury (ie. motor vehicle accident, medical mal-practice, WSIB) and real estate.[www.yourtimminslawyer.ca]

Discover Fitness with Kate Durst Inc.Fitness(705) 335-0245Who is the Discover Fitness Team? It is a grow-ing unit. We are never defined by one sport or one person. We are You!We want to help you Discover Fitness and then discover so much more!We are the blogger, the competitive athlete, the mom down the street, the dad working 12-hour shifts.We are more than just a training company. We are...Fill in the blank.We are that puzzle piece that helps guide you to the next.Personal Training Studio programs we offer are: conditioning camps, personal training sessions, small group training, posing clinics, and we are just getting warmed up!With four certified trainers and a lifestyle coach on board, Team Discover Fitness is in the house and looking to make a difference.We have locations in Timmins and Kapuskas-ing.[www.discoverfitness.ca]

House WatchSafety and Fire(705) 363-0008We watch your house while you’re away. We offer exterior and interior house watch, verifica-tion of heating system, water pipes, and general condition of house, mail collection, drop off or forwarding, plant watering, and snow removal and lawn maintenance. House Watch meets your insurer’s requirements during your ab-sence. We are insured and bonded, reliable and affordable.

Pro Fencing + Contracting General Contractors(705) 235-3152Pro Fencing + Contracting provides services in the mining sector, including land reclamation, road building, maintenance, ore hauling, fenc-ing and crushing, to only name a few. We are a local business with strong community ties that supports local development. We pride ourselves on honesty and integrity.

STEELWORKS INCManufacturing and Equipment Repair (705) 264-4031Steelworks Inc. has been servicing the Northern Ontario community for nearly two decades.

Our extensive skill set allows us to work in a variety of areas including mining, forestry and other industries. We have completed work with other businesses as a fabricator, assisting with welding, as well as installation of equipment. Our facility spans 25,000 square feet. This allows us to house a wide array of tools and equipment. It also gives us ample space to com-plete your projects. Steelwork’s ability to meet your changing demands, and grow in tandem with your needs is what makes us a versatile addition to your projects. Steelwork’s current manufacturing potential includes welding, CNC plasma cutting, installation, an on-site division, as well as fabrication and erecting.[www.steelworksinc.ca]

Narrative InteriorsConsultants (705) 266-5318Narrative Interiors is a home staging and inte-rior design company that helps families maxi-mize their home’s true potential. Home staging is the art of showcasing your home and setting it apart from the competition. It is a proven and effective marketing tool to embellish the best features of a property. Narrative Interiors also provides commercial redesign services to help organizations optimize their space in order to achieve their business objectives.[www.narrativeinteriors.ca]

Temex Resources Corp.Mining Companies (416) 862-2246The Temex strategy is the acquisition of low risk gold projects in the world class mining region of northeastern Ontario, Canada. The mission is to rapidly advance these gold projects by executing the necessary work to efficiently develop these projects towards advanced exploration and pre-development stages.Two key gold projects -- Whitney in the center of Timmins, Canada’s largest gold camp, and Juby located 100 kilometers to the south, both with NI 43-101 gold resources -- have consider-able upside with significant value yet to be real-ized providing a solid platform for immediate and long term growth.At all stages, Temex assesses the risk and reward of its projects in order to provide maximum returns to shareholders by the efficient deploy-ment of capital and establishing strategic alli-ances to advance the key projects.[www.temexcorp.com]

Porcupine District Agricultural SocietyOrganizations (705) 235-3050The Fall Fair is a family event with something for everyone!It features various attractions including: enter-tainment, chili and many more contests, horse shows, gardening tips, booths, baking, quilting and weaving, arts and crafts, photography ex-hibition, animals, pony rides, games, and much more!For more on this fall festivity, visit our website.[www.fallfair.info]

Quantum Realty Services Ltd.Property and Management Services (705) 262-5491Quantum Realty Services Ltd.: more than just property management! There is much more to real estate investment than simply buying prop-erties and finding tenants to rent them. Quan-tum Realty Services Ltd. offers a wide range of property management solutions; we oversee

multi-tenant buildings, commercial proper-ties, fully furnished executive suites and single family homes. We take care of repot manage-ment for financial institutions, we also manage flipping projects, rent to own and tenant screen-ing for already established property owners. We do more than just rent apartments, we manage them. We ensure that your investment is man-aged to its fullest potential. We take pride in our business and stand strong behind its name. You have properties in need of expert management? Let Quantum Realty Services Ltd. lease and manage those properties for you. [www.qrsltd.ca]

Urban Windows & DoorsHome and Garden (705) 264-1113At Urban Windows and Doors, we know first-hand how Northern Ontario’s long, cold winters and sweltering summers can cause heating and cooling bills to soar. That is why we take great pride in offering the highest-rated, most ener-gy-efficient windows and doors available on the market today. Combine our top-rated product with our unmatched service and pricing and it is easy to see how we have set ourselves apart from our competitors.Our goal is to make your window, door, siding, soffit, and/or fascia home renovation project as simple and as convenient as possible. It’s simple, really: we know we can’t be everything to every-one and that is why we remain focused on our product lines combined with full installation.So whether you are aiming for the traditional look and feel of double hung windows with grills for your dining room, or casement and fixed windows assembled to make the perfect bay window for your living room, Urban Win-dows and Doors has you covered.Our dedicated and professional sales team has

been proudly serving cities and towns through-out Northern Ontario for several years and together combine for over 100 years of experi-ence. So you can trust that when it comes to a working knowledge of windows, doors, siding, soffit and/or fascia, nobody knows more than our team.[ www.urbanwindows.ca]

Your Professional Business Solutions (YPBS Consulting)Accounting and Bookkeeping (705) 269-9727Your professional business solutions (YPBS Consulting) is dedicated to partnering with entrepreneurs of small and medium sized busi-nesses in order to support them to achieve their financial goals. Are you in need of personal or corporate tax preparation? Do your employees have limited accounting knowledge? You would like to apply for funding but a business plan is required? Give Lynne Groulx a call.[www.ypbs.ca]

3Phaze ElectricElectrical (705) 269-6969For all of your wiring needs, feel free to give us a call anytime. 3Phaze is here to serve you and meet your expectations. We offer quick, efficient and professional service, whether it’s a simple repair, changing something or a new build, in the residential, commercial or indus-trial sectors. Located in Timmins, and serving Northern Ontario.

New member profiles

Managing Editor: Keitha RobsonEmail: krobson@timminschamber.on.ca

Editor: Nick StewartEmail: policy@timminschamber.on.ca

Staff Writer: Courtney LaforestEmail: marketing@timminschamber.on.ca

Advertising Opportunities: Carmen SwartzEmail: info@timminschamber.on.ca

Published by:

Timmins Chamber of CommerceP.O. Box 985, Timmins, Ontario, P4N 7H6

(705) 360-1900

Fax: (705) 360-1193

www.timminschamber.on.ca

Inside Business is an information package provided to members of the Timmins Chamber of Commerce and buinesses at large. The positions expressed in by-lined columns are the opinion of the subject editor and do not reflect the position of the Timmins Chmber of Commerce unless specifically stated. The Timmins Chamber of Commerce assumes no responsibility for statements or claims made by advertisers. “Inside Business” is published 6 times per year by the Timmins Chamber of Commerce. Issue dates are January, March, May, July, September and November. Closing date is the second Friday of the previous month. No part of this publication may be reproduced without the publisher’s written permission.

inside business10 - MARCH 2014

Professionally Creating Your Vision

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Staff retention focus of summit

Commitment Conditioning’s Jonathan Zinck spoke to attendees of the human resource-focused Workforce Therapy summit, held at the Days Inn and Conference Center on Feb. 11, about setting clear expectations and speaking clearly to employees. Con-ference attendees were also able to learn through workshops and panels on how to best engage and retain talent.

Mingling with new members

Anne McLeod of Lucid Networks chats with new Chamber member Bliss Beauty Bar’s Lisa LaChapelle at the New Member Showcase, hosted at the Holiday Inn Express & Suites on Feb. 20. This Chamber event allowed members to network, build relationships and showcase their business with trade show booths.

Tech tips target office expenses

Trina St. Amour, controller for the Timmins-based Cedar Meadows Resort and Spa, explained how to find hidden office expenses at part of the most recent session in the Tech Tips With Trina series, hosted in the Timmins Chamber boardroom on Feb. 19.

inside business MARCH 2014 - 11

Local biz agencies explained

New office space open for business

Mayor Tom Laughren cuts the ribbon during the Feb. 11 grand opening and open house for Dan Ayotte’s new business incuba-tor / office space located at 97 Pine Street South. From left to right: Downtown Timmins BIA’s Noella Rinaldo (city councillor), Mayor Tom Laughren, owners Sylvie and Dan Ayotte, and Chamber President Phil Barton.

Kidd Operations: $67M spent local in 2013

Timmins Chamber President Phil Barton, congratulates Tom Semadeni (right), General Manager of Kidd Operations, on his presentation at an Inside Their Business luncheon held at the Porcupine Dante Club on Feb. 27.Attendees were given an update on Kidd Operations’ performance following Glencore’s 2013 merger with Xstrata; this includes $67 million the business has injected into the Timmins economy in the last year.

Speaking to a packed crowd at the Chamber’s Jan. 29 Women in Business luncheon, Chamber CAO Keitha Robson explained the organization’s role in the community. Hosted at Cedar Meadows Resort and Spa, the luncheon featured the leaders of Tim-mins’ business development organizations, including Ellen Sinclair (The Venture Center/ Le Centre de développement), Christy Marinig (Timmins Economic Development Corporation), and Noella Rinaldo (Downtown Timmins Business Improvement Association).

Purchasers meet local businesses

Bill McMillian (middle) and Lynn Alexandre (right) with Porcupine Gold Mines – Goldcorp Canada Ltd. examine safety glasses from an attending vendor at the Chamber’s Meet the Purchasers event, held at the Days Inn Timmins on Jan. 21.This annual trade-show-style event allowed attendees to speak to purchasing agents from northeastern Ontario companies and organizations. Purchasers included Aecon, Porcupine Gold Mines – Goldcorp Canada Ltd., De Beers, Brigus Gold, The City of Timmins, J.S. Redpath Ltd., and Kidd Operations, among others.

inside business12 - MARCH 2014