We Grow It Here. So Why Are We Missing the Middle?

Around the world, countries are competing to capture more value from food production. They’re investing in processing facilities, ingredient manufacturing plants, and the infrastructure needed to turn raw crops into high-value products. The goal is simple: keep more of the economic value, jobs, and innovation at home.

Canada should be well-positioned to lead. We produce crops that are of the highest quality in the world and have a strong agriculture sector. But despite those advantages, we are not keeping pace with competitors who are moving faster to capture what comes next.

We have the ingredients. What’s missing is how we put them together.

Food production is a continuum—from farm, to ingredients to the products we buy. Canada excels at the beginning and participates at the end. But too often, the middle step—transforming crops into ingredients—is happening somewhere else.

The step where value is built—and too often lost

Canada’s agricultural legacy is rooted in abundant resources and steady exports. However, exporting raw crops means also exporting the value added by ingredient manufacturing—turning crops into protein, starch, fibre, and oil for food production. When this processing happens abroad, Canada misses higher-value opportunities, fewer facilities are built locally, supply chains aren’t anchored here, and Canadian companies struggle to scale.

From Canadian fields to global factories—and back again

You can see the effects in everyday life.

Crops grown in Canada—peas, oats, canola—are often shipped abroad for processing. There, they’re transformed into food ingredients, then sold into global supply chains. Many of those same ingredients eventually make their way back into Canada, embedded in the foods we buy every day.

From pasta and cereals to plant-based staples, the value created in that middle step is often captured elsewhere.

In effect, we export raw potential—and import it back as finished value.

That’s not a broken system—but it is an incomplete one. And in a more competitive global environment, it leaves Canada at a disadvantage.

More than one product, more than one opportunity

The difference that middle step makes is significant.

When a raw crop is exported, it is sold once. But when that same crop is processed into ingredients, it can generate multiple products and multiple revenue streams.

Take a tonne of peas. Sold as a commodity, it earns a single market price. But when processed, it can be separated into protein, starch, and fibre—each with its own market, each adding incremental value. The result can be up to ten times the economic return from the same harvest.

Same crop. Same starting point. A completely different outcome.

Processing more of our crops here at home could add $25 billion to Canada’s GDP and create 17,000 jobs. But without that middle step, much of that growth will continue to happen elsewhere.

A race for what happens in between

This gap is becoming more important, not less.

Global demand for high-quality food ingredients is rising, and countries are moving quickly to secure their position in the value chain. The infrastructure that enables processing capacity—processing plants, manufacturing facilities, and supply networks—is being built now.

Canada has the advantage of strong primary agriculture and an established food sector. But without closing the gap in between—and addressing the barriers that slow investment, from infrastructure to regulation—we risk falling further behind countries that are treating this as a strategic priority.

Connecting the system we already have

Addressing the missing middle isn’t about replacing what Canada already does well—it’s about connecting it.

Farmers will always be the foundation of Canada’s agricultural success. Food manufacturers will always play a critical role in delivering products to consumers. The opportunity is to link those strengths more effectively by building out the step that sits between them.

That means creating the conditions for ingredient manufacturing to scale in Canada—through better access to capital, stronger infrastructure, and a regulatory environment that enables, rather than slows, growth.

From potential to performance

Canada has everything it needs to succeed in a changing global food system—high-quality crops, a strong innovation base, and a reputation as a reliable partner.

But having the inputs is no longer enough.

The countries that capture the most value will be the ones that build complete systems—where production, processing, and manufacturing all work together.

Canada has the beginning and the end of that system.

Now it needs to fill in the middle—and move from potential to performance. Because if we don’t, we won’t continue exporting crops—we’ll continue exporting the opportunity that comes with them.

Visit proteinindustriescanada.ca/makeithere to learn more.

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In this Q&A, Michael Dixon explores the research driving vertical farming technologies and their potential to transform sustainable agriculture in Canada 

What first sparked your interest in plant science research and what ultimately led to focus your research on vertical farming technologies? 

Your work involves collaboration with companies like Intravision Group. How important are partnerships between academia and industry when developing technologies? 

What excites you most about the research you’re leading today, and how do you see the work being done across Canada contributing to the future of sustainable agriculture? 

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In this Q&A, Dr. Grant Bruno explores how Indigenous-led research can support autism identification and long-term wellbeing in First Nations communities. 

Can you tell us about your research focus and what led you to study autism within First Nations communities?

How can research better support early identification and access to services for autistic children in First Nations communities? 

What areas still need more attention or investment when it comes to autism research in Canada?

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In this Q&A, Amanda Melin explores how studying primate senses reveals new perspectives on behaviour, wellbeing, and the future of biomedical research. 

What first sparked your interest in studying primates and sensory perception, and how did that lead you to your current research focus? 

What are the key questions your research is trying to answer about how primates experience the world? 

How can insights from primate sensory systems inform our understanding of human health and behaviour today? 

Why is it important for Canadians to support and invest in this type of research? 

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While Canada is among the most educated countries worldwide—with 63 per cent of our population holding post-secondary credentials—we lag in economic productivity.

According to Productivity Now, a recently published paper by Humber Polytechnic, Canada’s productivity has been steadily declining since 2020. This trend affects living standards, wage growth, and national competitiveness. “Historically, education and productivity have moved in tandem, and that relationship has been one of the foundational assumptions of modern economic policy,” says Dr. Ann Marie Vaughan, President and CEO of Humber Polytechnic in Toronto, Ontario. “With more than six in ten Canadians holding a post-secondary credential, we have one of the most highly educated populations in the world. That talent advantage represents an extraordinary opportunity for Canada. The question is how we translate that strength into stronger productivity, innovation, and long-term economic resilience.” 

Polytechnics can drive economic growth   

How are polytechnics are uniquely positioned to help Canada convert its talent advantage into economic growth? “Polytechnics are designed to move at the speed of industry by connecting learning directly to real-world problem solving and applied research directly industry needs,” says Dr. Vaughan. “We generate world-class ideas, and with stronger pathways to scale them, we can translate innovation into meaningful economic impact.” 

If we begin progressively increasing applied research funding to reach 10 per cent of overall research investment in Canada, it would supercharge technology adoption, economic diversification, and talent development.

“This alignment allows polytechnics to respond quickly as the economy and labour market evolve rapidly. At Humber, we launched 45 new programs in the past year – each developed in collaboration with industry partners to equip graduates with high-demand skills in emerging sectors. These programs create new opportunities for learners while helping employers access the talent they need to grow, innovate, and scale.” 

Through industry-driven programs, applied research partnerships, and the ability to adapt quickly to emerging technologies, polytechnics help translate knowledge into practical innovation and real-world economic outcomes.   

Humber is a leader in industry research 

Providing education to more than Providing education to more than 76,000 learners, Humber is Canada’s largest polytechnic and a national and global leader in applied research partnerships. In 2025, Humber ranked number one in Canada for industry research income and earned three top distinctions in Research Infosource’s annual ranking of Canada’s Top 50 Research Colleges.   

Humber’s polytechnic model goes beyond the traditional academic focus of universities and the job-training mandate of colleges, offering a powerful third option: holistic, future-focused education designed to build knowledge, expertise, and skills in an economy where technological change is unfolding rapidly.   

Research partners approach Humber with real operational challenges, while Humber’s expert faculty and students collaborate with industry partners to co-create solutions. Through these collaborations, industry gains access to specialized expertise, student researchers, and advanced equipment through facilities such as Humber’s Barrett Centre for Technology Innovation (Barrett CTI). These partnerships accelerate innovation and shorten development cycles while giving our students the opportunity to work alongside leading Canadian companies tackling real commercialization challenges. 

Polytechnics help SMEs to implement

While SMEs form the backbone of Canada’s economy, many lack the R&D infrastructure needed to adopt emerging technologies. Partnerships with polytechnics fill that gap, as Grant Furlane, CEO, LocoMobi World Canada Inc. can attest.  

Two years ago, he approached Humber for help in advancing the next generation of a robotic system to support parking and security operations. Funded through a National Science and Engineering Research Council (NSERC) grant, the partnership provided Furlane with access to senior-level engineering students, faculty expertise, and the Barrett CTI.  

“Partnering with Humber’s research team probably saved us thousands of dollars in time and development,” says Furlane. “The students fully understood the process and had strong technical skills developed through their training in Humber’s program. We ended up hiring the two student leads last year after they graduated,” he says.  

Furlane adds that partnerships between industry and post-secondary institutions have become increasingly important. “When I first started my company, we didn’t have partnerships like this with colleges and polytechnics. Now that we do, it’s opening new opportunities for Canadian companies to innovate and grow. 

Partnerships turn innovation into economic value 

To accelerate technology adoption and innovation, Vaughan says Canada should enhance investment in applied research partnerships between industry and polytechnics.  

“Applied research funding for colleges and polytechnics currently represents only a small share of total public research investment,” she says. “Progressively increasing applied research funding to reach 10 per cent of overall research investment in Canada would significantly accelerate technology adoption, economic diversification, and talent development.”  

Furlane agrees, adding: “I think there’s potential to see many more successful homegrown Canadian companies emerge because of polytechnics like Humber.”  

Learn more about how Humber is advocating for applied research partnerships to be part of our national productivity strategy by visiting humber.ca/productivity-now.

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International research partnerships are driving innovation, advancing global knowledge, and helping universities address shared challenges across borders.

Responding to today’s societal needs while anticipating future challenges, Carleton University is a research-intensive institution whose international research spans four areas of strength: heritage conservation, quantum technologies, refugees and migration, and African studies.

Advancing innovation through international partnerships

Carleton researcher Mario Santana Quintero was recently awarded Canada’s first UNESCO Chair supporting the World Heritage Convention. In the context of climate change, his research under the Chair has a dual goal: harnessing digital innovation to protect heritage assets and advance global sustainability goals. Based at the Carleton Immersive Media Studio, Quintero is co-leading an international team of researchers at 16 institutions, spanning 6 continents. Incorporating methods from engineering, design, and architecture, an emerging approach to creating digital twins is being used to preserve global heritage assets using dynamic 3D virtual replicas to integrate diverse data streams. 

Quantum research is happening in over 30 different Carleton labs, with more than 100 researchers from diverse disciplines. To fuel this work, Canada and Finland launched a new strategic quantum partnership called the Northern Entanglement Partnership at Carleton. Quantum technologies will transform how we solve challenges, from ultra-secure communications to revolutionary advances in materials and artificial intelligence (AI), and Carleton is at the forefront of this transformation. The Canadian-Finnish partnership brings together researchers, government representatives, and industry leaders from both countries to advance strategic collaboration. 

Accelerating knowledge gain

The annual ETSI/IQC Quantum Safe Cryptography Conference is being held June 16-18 at Carleton University, and will showcase both new developments from industry and government and cutting-edge potential solutions coming out of the most recent research.

Thanks to our growing partnerships, we can create solutions that shape a more sustainable and prosperous future.

In addition, the Ericsson-Carleton University Partnership for Research and Leadership in Wireless Networks is a collaborative effort that is driving innovation, training skilled workers and building more reliable, secure technology for the future of 5G wireless communications.

Global research shaping policy, equity, and practice

Giving voice to those affected by forced migration and displacement is critical to inform more effective research, policy, and practice. James Milner, Professor of Political Science at Carleton, is leading a global group of partners that has been awarded $2.5 million in funding to support the Local Engagement Refugee Research Network (LERRN), which supports meaningful participation by those who have been displaced. This shifting role positions refugees not as subjects of research, but as active participants in decision-making processes, ensuring they’re at the table and that they collectively decide which research projects benefit them. To date, more than 250 advocates with lived experience of displacement have received training to participate in United Nations-led meetings. 

Deepening academic cooperation between Canadian and South African researchers is getting a boost with a joint seed-funding initiative that’s expected to launch this year, thanks to a formal agreement between South Africa’s National Research Foundation and Canada’s Social Sciences and Humanities Research Council. This agreement was signed at an event by the South Africa-Canada Universities Network—a network Carleton helped establish to support collaborative research, training, and dialogue in areas such as reconciliation, health, environmental sustainability, AI, and inclusive economic development. 

The challenges we face locally and globally don’t stop at national borders, and neither do the solutions. It’s this idea that fuels Carleton and its dedicated interdisciplinary community of researchers. 

“Carleton’s researchers are internationally recognized for their collaborations across Canada and the globe,” said Rafik Goubran, Vice-President (Research, Innovation and International). “Thanks to our growing partnerships, we can create solutions that shape a more sustainable and prosperous future.”

Learn how Carleton University’s research is making a global impact at research.carleton.ca. 

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Proactive, year-round tax planning can help mid-market businesses reduce stress, stay compliant, and make more informed decisions.

Tax season is just around the corner. Are you ready? Being prepared can save time, money, and stress for mid-market business leaders, CFOs, entrepreneurs, and family business owners. 

Mediaplanet spoke with Rebecca Adrian, Manager in the National Tax Office at Baker Tilly, about how businesses can approach tax season more strategically and why working with a proactive, trusted advisor can make a meaningful difference. 

Tax season can be complex for mid-market businesses. What does tax readiness look like today, and where do organizations most often get caught off guard? 

The trick to tax readiness is being on top of your information throughout the year, rather than scrambling at year-end. Mid-year check-ins with a trusted advisor give businesses time to pivot on major transactions and spot opportunities before it’s too late. Early engagement also shifts the relationship from pure compliance to collaboration. 

What steps should business leaders be taking now to stay compliant and reduce last-minute stress as deadlines approach? 

You should be checking in with your advisor, who’s going to be helping you navigate your taxes. Even if your file isn’t ready, checking in early allows advisors to flag changes that affect how records should be prepared.  

Tax professionals today should do much more than just file your returns. There’s a lot of nuance and strategy involved in taxes, we’re involved in everything from operations to estate planning and legacy building. Those mid-year check-ins are pivotal to realizing broader business objectives.

Beyond compliance, how can strategic tax planning support better decision-making and long-term business growth? 

Understanding tax implications can be as important as understanding the cost of materials or operations. Early planning can make sure you’re set up to achieve milestone objectives, like retirement or legacy goals, and helps avoid unforeseen tax liabilities that could limit options later or undo years of hard work.  

How are modernization and technology changing the way that tax teams operate, and where are you seeing the biggest efficiency gains? 

We’re seeing huge efficiency gains in our ability to move from data entry to review. Achieving compliance is faster now, allowing advisors to focus on strategic discussions. Technology also makes it easier for clients to understand results, as we can illustrate them with dashboard summaries. 

What does it mean for Baker Tilly to act as a trusted tax advisor, particularly for mid-market and family-owned businesses who are facing ongoing change? 

Baker Tilly’s approach is unique in that it’s a holistic approach that recognizes that tax planning is ultimately a human plan. The best tax plan isn’t effective if it undermines your family dynamics or business culture, sometimes the best solution isn’t the most tax efficient one. Tax is meant to complement a business plan, not run the conversation. 

Visit bakertilly.ca/services/tax to find out how Baker Tilly can support you this tax season.

The post How to Approach Tax Planning with Clarity and Foresight appeared first on HiveInnovates.

Jose Espinosa

President & CEO, 407 ETR

As more companies call employees back to the office, one challenge looms for us all: traffic congestion. Commutes are taking longer and stress is rising. A July 2024 Ipsos survey found 86 per cent of residents consider GTA congestion a “crisis”, while the Toronto Region Board of Trade estimates gridlock costs the region $45 billion annually.  

That’s where Highway 407 ETR plays a key role — offering a faster, safer and more reliable journey than the congested alternate routes.

Despite its significant role in the GTA’s transportation network for the last 25 years, misconceptions about its value persist.

Misconception: Taxpayers cover the cost of policing and maintenance of Highway 407 ETR.

Fact: 100 per cent of highway costs are covered by 407 ETR and this spending boosts the local economy.

407 ETR pays for the day-to-day operations of the highway including winter maintenance and policing. Since 1999, we’ve also invested approximately $2 billion in lane expansions and extensions, adding 525 km of new lanes and growing the highway from just 68 km to 108 km. 

A recent assessment by global infrastructure consultancy Steer found that for every one dollar that 407 ETR spends on maintenance and operations, nearly two dollars is generated in Gross Domestic Product (GDP). This spending flows through the economy via wages paid to 407 ETR’s local workforce and to the supply chain which supports 1,800 jobs across Canada.

Beyond economic impact, the enhanced mobility offered by Highway 407 ETR — faster commutes, fewer collisions, and improved access to jobs and services — delivers $1.2 billion in socioeconomic benefits annually for the region.

Misconception: Highway 407 ETR is only for the rich.

Fact: 407 ETR balances limited road capacity with carefully set tolls and wide-reaching discounts to keep travel smooth and affordable.

Capacity on Highway 407 ETR, like all roads in the GTA, is finite. Toll rates are set just once a year and reflect careful analysis to help attract traffic off the free alternate routes while delivering a smooth, predictable journey for customers. 

We recognize that affordability remains a concern for many people and our promotions help reduce commuters’ monthly costs. We’re sending at least 1.8 million offers each month, and on average, customers save 34 per cent on their monthly bills. Nearly every personal customer with a My Account and current account balance is eligible. 

We’re also excited to launch a new loyalty program later this year where customers will be able to earn and redeem points for free trips.

For low-income drivers, 407 ETR has a Route Relief program to support eligible individuals and families with eight free trips a month on the highway. 

Every vehicle on Highway 407 ETR is one less car on congested alternate routes. 

Misconception: 407 ETR is foreign owned and all its profits leave Canada. 

Fact: Highway 407 ETR is operated by a Canadian team and has significant Canadian ownership, and it also contributes to local communities through sponsorships and donations. 

Operating and supporting Highway 407 ETR is truly a Canadian effort, powered by a dedicated team of 550 employees based in Woodbridge, Ont. including our award-winning local contact centre.

407 ETR also has a long-standing commitment to giving back to the communities we serve. Since 2020, we’ve invested over $13 million in sponsorships, donations and free travel.

CPP Investments and PSP Investments have significant stakes in the highway, and they also help support the foundation of retirement security for more than 22 million Canadians.

Our other shareholder is Cintra, a Ferrovial company. Ferrovial is one of the world’s leading infrastructure companies with experience developing, constructing and managing highways, airports and energy infrastructure around the globe. Ferrovial manages nearly 1,000 km of highways across 10 countries. As one of the original shareholders since 1999, Ferrovial brings its tolling sector expertise and operational excellence to 407 ETR. Some of Ferrovial’s notable recent construction projects include the New Terminal One at JFK International Airport in New York and the Silvertown Tunnel under the Thames River in London. In Toronto, Ferrovial is currently building seven new subway stations and 6 km of tunnel for the Ontario Line South transit project. 

Misconception: If Highway 407 ETR were free, there would be a lot less congestion in the GTA.

Fact: 407 ETR moves over three million people each week and tolling is a proven tool to keep travel reliable for commuters.

Toll roads may be uncommon in Canada, but their benefits are clear: time savings, reduced stress and consistent travel times. The Steer report found that drivers on Highway 407 ETR save 20-60 minutes during rush hour. For someone commuting five days a week, that can add up to 480 hours saved annually. That’s 20 extra days to spend with family or friends — not stuck in traffic. 

Traffic analysis by researchers at the Massachusetts Institute of Technology and University of Toronto examined what would happen if tolls were removed from Highway 407 ETR. Their simulations showed that traffic volumes on Highway 407 ETR would more than double, quickly pushing the corridor itself into congestion. Meanwhile, Highway 401 would see only a modest 14 per cent reduction in volumes, leaving its most congested sections largely unchanged. The findings underscore that tolling is one of the few proven tools to manage induced demand and preserve reliable travel when drivers need it most. 

Driving Ontario forward

Every vehicle on Highway 407 ETR is one less car on congested alternate routes. And when it comes to safety, it’s something we take as seriously as you do. Drivers can have peace of mind knowing that Highway 407 ETR has a 60 per cent lower collision rate than other 400-series highways, and safety patrollers are on the highway 24/7, 365 days of the year to assist customers.

As the region continues to grow, reliable mobility will shape economic opportunity, productivity and quality of life. Highway 407 ETR remains committed to being part of the solution — helping Ontarians get where they need to go with less time spent in gridlock and more time where it matters.

Learn more about how Highway 407 ETR drives time savings, productivity and economic growth — one trip at a time. 

Discover time-saving tools, programs and offers at 407etr.com.

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Ontario safety regulator TSSA is making certification simpler, faster, and more flexible, streamlining entry into its regulated trades.

Looking to build a career in Ontario’s skilled workforce working on amusement devices, boilers and pressure vessels, elevators, fuels, or ski lifts?  Technical Standards and Safety Authority (TSSA), the province’s public safety regulator, is the gateway for overseeing training and certification in these six industries. 

Certification is not just recommended—it’s mandatory. Anyone installing, maintaining or altering regulated equipment and systems in these industries must hold a Certificate of Qualification issued by the regulator. This credential verifies that a professional has met Ontario’s training requirements and is certified to perform the work safely. 

Setting Standards, Simplifying Access 

TSSA’s role extends from developing training frameworks and accrediting providers to administering rigorous certification exams that set the standards for competency and public protection. Hundreds of accredited institutions province-wide are delivering training programs aligned with these standards, ensuring every candidate follows a clear and consistent path to qualification. 

Improving the examination and certification experience has become a priority of the regulator’s modernization efforts. Over the past two years, the regulator has moved to streamline certification, making the overall process faster, more transparent and easier to navigate.   

After consultation with key stakeholders—candidates, employers and industries—the certification journey is being simplified and made more accessible, without compromising public safety. 

With safety always at the forefront, we’re committed to making entry into regulated trades clearer and more accessible.  By listening to feedback and aligning our processes, we’re removing unnecessary barriers and introducing flexibility and convenience for skilled candidates.  For employers and industries, these efficiencies translate to a larger pool of qualified workers, ready to contribute to both safety and the economy in Ontario.

Bonnie Rose, President and CEO, Technical Standards and Safety Authority 

Bonnie Rose, TSSA’s President and CEO, says, “With safety always at the forefront, we’re committed to making entry into regulated trades clearer and more accessible.  By listening to feedback and aligning our processes, we’re removing unnecessary barriers and introducing flexibility and convenience for skilled candidates.  For employers and industries, these efficiencies translate to a larger pool of qualified workers, ready to contribute to both safety and the economy in Ontario.”  

Improvements include engaging a third-party examination provider to offer candidates more test locations and scheduling options, and the launch of computer-based exam formats by spring 2026. These updates will provide greater convenience, speedier access to results and, in turn, quicker entry into the skilled workforce. 

Removing Barriers for Canada’s Skilled Labour 

As Canada continues to strengthen labour mobility and build a stronger national economy, TSSA is aligning its processes to expedite certification for individuals holding equivalent credentials in other provinces or territories, making it easier for skilled workers to bring their expertise to Ontario.  

Additionally, with confidence in a strong national framework for safety in its regulated industries, the regulator has addressed the need for fully qualified out-of-province professionals to have an understanding of Ontario safety codes through attestation instead of a local knowledge examination. This updated requirement supports a smoother path to participation in Ontario and contribution to the province’s safety network. 

For more information about examination and certification, please visit TSSA’s website. 

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Marvin Cruz

Director of Research, Canadian Federation of Independent Business (CFIB)

Canada’s skilled trades are a vital pillar of our economy, but small-and medium sized businesses (SMEs) across the country are struggling to find the talent they need to thrive.

Despite signs of easing labour market pressure, structural challenges persist. Over half (52%) of small and medium-sized enterprises (SMEs) still cite labour shortages as a major barrier to growth, and 46% say a lack of skilled labour is directly limiting their ability to increase sales or production. 

At the heart of this issue is a persistent mismatch between business needs and the available workforce. Nearly 70% of SMEs report that the biggest obstacle to hiring skilled workers is a shortage of qualified candidates. But the challenge runs deeper: over half of small businesses say they can’t offer compensation packages that match those of larger firms, and 57% report a disconnect between candidate expectations and what they can realistically provide. 

This dual constraint—expectation versus capacity—leaves many businesses stuck in a hiring impasse. Even when candidates are available, many lack the practical skills needed to meet job demands. In sectors like construction, personal services, and social services, where specialized expertise is essential, over 60% of SMEs report serious recruitment challenges. Rural businesses face even steeper hurdles, with limited access to skilled labour and fewer opportunities to attract talent. 

One of the most overlooked barriers is labour mobility. Skilled workers often face province-specific licensing and certification requirements that prevent them from moving freely across Canada. For example, a Red Seal-certified tradesperson may still need to navigate costly and time-consuming applications to work in another province. These regulatory hurdles not only discourage mobility but also prevent businesses from accessing talent that already exists within the country. 

Improving labour mobility is a critical step toward unlocking Canada’s full workforce potential. CFIB research shows that nine in 10 small businesses support automatic recognition of professional licenses across provinces. Streamlining certification processes and reducing interprovincial barriers would allow businesses to recruit from a truly national talent pool—especially vital in sectors and regions facing acute shortages. 

But mobility alone isn’t enough. Workforce quality remains a pressing concern. Only 17% of SMEs rate their workforce as “excellent,” while 40% rate it “fair” or “poor.” Employers frequently cite issues with productivity, motivation, and problem-solving skills. These soft-skill deficits undermine operational efficiency and point to broader gaps in training and education. 

To address these challenges, CFIB recommends a two-pronged approach: 

1. Enhance Labour Mobility: 

• Pursue mutual recognition agreements across provinces. 

• Waive or reduce interprovincial registration fees. 

• Legislate clear timelines for certification approvals. 

• Allow professionals to work within their scope while awaiting registration. 

2. Elevate Workforce Quality: 

• Introduce tax credits and grants for SMEs investing in employee training. 

• Provide wage subsidies or EI premium holidays for hiring and training new workers. 

• Foster partnerships between small businesses and educational institutions to expand apprenticeships and internships. 

Canada’s skilled trades are essential to our economic resilience and growth. By removing barriers and investing in workforce development, we can ensure that small businesses—often the first to innovate and the last to recover—have the talent they need to build, grow, and thrive. 

Learn more at cfib-fcei.com.

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