“Our area of expertise is bulk material handling equipment, so conveyors, apron feeders and belt feeders, and other related equipment,” explains IEM President Chuck Walls. “We design and build spile bar systems which act as isolation gates in mining operations. We also design and manufacture ball handling systems for mining operations and we build rotary de-barkers for forest product manufacturers. We build the biggest rotary de-barkers in the world.”

A spile bar system enhances safety in ore bins and transfer chutes at mines, while ball handling systems are used to store steel grinding balls for mining applications. As their name implies, de-barkers remove bark from logs. IEM has made de-barkers that can process 450 cubic meters of wood per hour or more.

The company’s main markets include mines, oil and gas operations, and forestry/wood handling. Cement and aggregate plants, port infrastructure, and grain handling facilities represent other sectors for which IEM has built products.

Forging a strong team
The business was founded in 1953 under the name Industrial Equipment Company (IECO). Half a century after the launch, John Hards and Joe Wurz purchased the machinery design and manufacturing division of IECO. The new owners changed the name of their acquisition to Industrial Equipment Manufacturing Ltd. and introduced an employee-ownership plan. At present, “maybe 95 percent,” of IEM staff own shares, Walls explains, with ownership of shares limited to employees only.

IEM has roughly 55 employees at present, up from around 50 at this time last year, and about half of these workers belong to the United Steelworkers (USW) union. The company typically hires newly graduated or junior engineers who can be trained in the company’s practices, such as its hands-on approach. “Our engineers can walk into the shop, see what they’ve designed, see how it’s being built,” says Walls. Here, shop floor staff can directly approach the engineers to refine designs or suggest ideas, a collaborative setup that gives IEM a competitive advantage over companies that perform engineering work in one country and manufacturing in another, notes Walls.

IEM is Engineering and Manufacturing ISO 9001:2015 certified and the company’s welding services are certified by the Canadian Welding Bureau (CWB) to CSA W47.1 and CSA W47.2 standards, for steel and aluminum respectively. The IEM Vice President of Manufacturing is tasked with ensuring that quality benchmarks are met, while the company’s welding supervisor, who is certified in non-destructive testing procedures, conducts extensive weld-related tests.

Safety-wise, IEM employs toolbox talks and strict hazard-avoidance procedures, says Walls. Employees also rely on the company’s close-knit spirit to keep them safe. This is “not a big operation,” so everyone knows everyone else, as well as their spouses and children, says Walls. “We believe that the most important aspect of safety in any operation is—and it sounds corny—how much you care about the people you’re working beside. We find that our senior folks are always looking out for our junior people, making sure they’re doing things right, not taking shortcuts,” he continues.

Competing on quality
The company is based out of a 50,000-square-foot facility conveniently located near both Vancouver International Airport and major ports. While many of its clients are Canadian, IEM has sold equipment to companies with operations in Mongolia, Indonesia, and South America as well. It has also done “a little bit in Europe, and the U.S. of course,” adds Walls. “We specialize in mechanical design, while anything structural or electrical, we would subcontract out.”

IEM also stocks a huge number of spare parts, primarily to provide replacements for its own equipment. For example, it designs and manufactures specialized equipment for surface mining operators in Fort McMurray, Alberta, the epicenter of that province’s oilsands industry. Among other items, IEM supplies specialty equipment including plows, belt cleaners, and pulley cleaners. IEM uses a welding robot built to create wear parts that address the challenges of working with bitumen. Spare parts for such gear might be hard to find outside of IEM.

Walls acknowledges that competition within the bulk equipment handling space can be brutal. “We compete against some very, very large companies [including some] that manufacture all over the world, where the wages are much lower and it’s much cheaper to produce equipment… We can compete with them because of the custom engineering facet of our business,” he shares.

For example, “If you want an overland conveyor, to go from A to B, you go to [the competition]. But if you want three or four kilometers of underground conveyor that’s going to be attached to the ceiling of your mineshaft, you will come to us.”

IEM’s longevity also stems from its reputation for making quality products. “We can’t afford to produce sub-par equipment,” says Walls. “Our quality standards are very high, and we provide excellent after-sales service. What we find is, once we get a customer, they keep coming back. We’re not generally the cheapest when it comes to sticker price, but we compete very well on total cost ownership.”

Wins and challenges
Clearly, clients like what IEM has to offer, as the team has taken on a number of major projects over the decades. The company was hired to build conveyors and galleries—the enclosed structures that go around conveying systems to provide protection from the elements—for a company operating in Nunavut, Canada. Construction was done in sections, which were fitted together in IEM’s shop then painstakingly shipped to the client via barge and ice highway, among other methods. “That was a pretty cool project and quite challenging,” recalls Walls.

IEM has also built cable reel structures for storing ship cables for a major maritime company in British Columbia building supply ships for the Canadian navy. IEM has also designed and manufactured massive de-barkers for a forestry business in Michigan and a pulp and paper companies in Alberta and B.C. Company engineers frequently attend mining and other industry trade shows to meet existing and potential customers face-to-face.

Given the nature of IEM’s work, it is no surprise that Walls cites “the cyclical nature of the natural resources business,” as the company’s biggest challenge while, interestingly, tariffs imposed by the White House have benefitted IEM in some ways. The company has taken on some non-American customers that are eager to find suppliers elsewhere. “We just signed a contract with a small company that builds water treatment systems. They were looking for an alternative tank supplier [to their normal U.S. supplier], because they sell both into the U.S. and Canada, and it’s much simpler for them to have [their systems for Canadian customers] built in Canada,” says Walls.

Embracing the future
Going forward, the company is looking into using artificial intelligence (AI) in its operations. Design work is currently performed with 3D design software, and IEM is open to new technology. “We’ve contracted an AI expert to come in this summer and train some of our people,” Walls shares. “They will look at some of our manufacturing processes and our drafting to see if there are some opportunities to improve quality and efficiency.”

As for the business itself, he personally would like to see the company grow over the next five years, perhaps through acquisitions. One plan would be to buy a fabrication firm, then incorporate IEM’s engineering methodologies into the work practises of the new purchase. Vertical integration is another possibility under consideration. “We spend a lot of money on painting, for instance. As the company starts to build some capital, I wouldn’t mind seeing us invest in a paint company or another kind of supplier to us, and running the companies separately, but owned by IEM.”

Given the company ownership model, any decisions regarding the future must be endorsed by an employee-run board. Naturally, the board is averse to risky ventures that might jeopardize the future of the business if things do not go as planned, notes Walls—and he is fine with this, viewing employee-ownership as a strength.

“It’s nice to work for a company where, when we succeed, all the employees succeed with us—not on a figurative level, but on a very real financial level.”

The post A Reputation for Quality Products and Custom Work<p class="company">Industrial Equipment Manufacturing (IEM)</p> appeared first on Business In Focus Magazine.

Incorporated as an industry town in the 1950s—the first community without residents to do so in the province—Kitimat continues to leverage its resources and its relationships to push the economy forward and preserve the enviable way of life it affords—a way of life that is due in large part to industry partners.

As Mayor Philip Germuth explains, “Kitimat is a very industry-friendly community when things are done properly,” and the investments that have taken place in the community are evidence of that.

Industry first
As an industry town, Kitimat, British Columbia had an interesting start.

The community was founded when the Aluminum Company of Canada (Alcan, now Rio Tinto BC Works) identified the area for what was a massive engineering undertaking at the time. The Alcan Project ran from 1951 to 1954. Through the construction of the Kemano hydroelectric dam, a 16-kilometre-long tunnel, a deep-sea terminal, an aluminum smelter, and the surrounding community, Kitimat came to be.

Considered the most expensive private project in Canadian history at the time, this was an intentional effort for industry and community to thrive alongside one another. Alcan brought renowned city planner Clarence Stein out of retirement to execute a vision for a planned garden city that existed separately from industry. Stein looked at prevailing wind patterns to isolate the community from the impacts of industry and found a way to design a community that is well connected, aesthetically pleasing, and could support the needs of the individuals and families that keep industry functioning.

Boom and bust
At its peak in the 1970s and 1980s, Kitimat had grown to a population of 13,000 people, but not unlike the rest of the world, the global financial crisis took its toll, and the market became incredibly challenging. For instance, Methanex, which established its ammonia and methane operations in the 1980s, sadly closed in 2005, while Eurocan Pulp and Paper Co., which had operated in the community for 40 years, closed in 2010, taking with it hundreds of jobs and leaving industrial lands sitting idle.

Industry boom and bust cycles are never easy to weather, but luckily for Kitimat, the hard times were short lived thanks to new investment partners who ushered in a new wave of growth and opportunity.

“Since the final investment decision by LNG Canada in 2018, the community has seen significant population growth,” notes Walsham Tenshak, Director of Economic Development and Communications for the District of Kitimat, who referred to this growth as “astounding.”

Over the last five years, Kitimat has experienced a nearly 20 percent increase in population, going from around 8,500 in 2020 to 10,000 people today, according to BC Stats. As such, Tenshak notes, “Council has had to work with industry to look at how we can expand the services that we provide to care for more people as they come to the community, and industry partners have been excellent corporate citizens.”

Indeed, there have been several milestone moments in Kitimat’s history that have altered the trajectory of the community. Rio Tinto’s acquisition of Alcan in 2007 was one of them. The Rio Tinto Alcan acquisition breathed new life into the community, not only through a major investment to modernize the smelter, but through other investments in infrastructure that support the community.

“In 2015, they completed a multi-billion-dollar investment in a modernized smelter, which now has us producing the greenest aluminum anywhere in North America,” explains Mayor Germuth. He tells us that another key move came from LNG Canada in establishing Kitimat as a global natural gas export hub.

Having recently completed its hundredth shipment, LNG Canada is now considering proceeding with Phase Two of the project, a $33 billion CAD expansion of its export facility which will double production from 14 to 28 million tonnes of LNG (liquefied natural gas) annually.

Mayor Germuth also highlights the value and impact of the Cedar LNG project, which showcases the unique nature of partnership and collaboration between industry and the community.

Cedar LNG is valued at around $4 billion USD and is not only regarded for the magnitude of its investment but also the fact that it is the world’s first Indigenous majority-owned LNG facility, developed in partnership between the Haisla and Pembina Pipeline Corporation. Designed to operate using renewable energy from BC Hydro and to connect to the Coastal GasLink pipeline and local power grids, construction activities commenced in 2024 with completion expected in 2028, when it expects to deliver its first shipments of low-carbon LNG overseas to the Asian market.

As many communities know, investment breeds investment—and that is certainly the case in Kitimat. As Mayor Germuth notes, “The investment by Rio Tinto into modernizing the smelter plus the LNG Canada and Cedar LNG projects have given a lot of other people the courage to reinvest in their properties,” which is leading to a new wave of revitalization including new residential developments as well as retail, hospitality, and commercial investments.

Maximizing industry’s impact
The high wage opportunities in Kitimat not only afford an exceptional quality of life; they also enable a higher rate of entrepreneurship, as families have the economic freedom to pursue their interests with efforts that have the full support of the community behind them.

For those who take the chance, organizations like the Kitimat Chamber of Commerce and programs like Business Bootcamps and Entrepalooza, as well as industry programs like the LNG Business Growth Fund, are there to make the leap into business ownership a success.

In fact, industry is behind a lot of the growth and success taking place in Kitimat, with the Haisla Bridge project serving as a perfect example. Built in 1954, this critical infrastructure was in dire need of replacement. “That’s the main bridge that connects the community to the industrial area and it’s the only way to get to the industrial area,” explains Mayor Germuth. “LNG Canada was able to lobby the government to have them take care of the whole thing for us, so we were very thankful.”

Completed through a joint partnership, the Ledcor-Haisla Limited Partnership, the bridge was opened in 2023 and not only showcases the connectivity between industry and the community but also pays tribute to Haisla through traditional art, serving as a physical reminder that industry in Kitimat is strong, but community is stronger.

To be sure, companies like LNG Canada find countless ways to give back to the community in a very big way. The company committed more than one million dollars in funding to support the Kitimat General Hospital Foundation and the Kitimat General Hospital to purchase a computed tomography (CT) scanner as well as an electrocardiogram (ECG) machine, which improve patient outcomes locally and contribute to physician attraction and retention efforts.

The company also supported the community’s Dementia Home Project currently underway, and the construction of a kayak launch at Minette Bay West Park that gave the community its first saltwater access point, which is attractive to residents and visitors alike. “Rio Tinto donated the land in the bay in 2014 and then LNG Canada gave us money to develop it,” explains Mayor Germuth.

Being a safe community with abundant services, recreational opportunities, and amenities, a good school system, and a strong economy make Kitimat an attractive community to call home, but also make for an attractive place to visit, which is evident in the latest tourism figures.

“Tourism in our region grew by about 35 percent last year, and we’re welcoming more visitors than ever through our doors. What’s really interesting is that many of them are just as eager to learn about Kitimat’s industry as they are to experience our natural attractions,” explains Laurel D’Andrea, Executive Director of the Kitimat Chamber of Commerce.

Supporting the movement of goods, people, and opportunities
Access, proximity, and connectivity are other key parts of the overall value proposition offered by the District of Kitimat. With water, highway, and air infrastructure, from Kitimat, you can get anywhere! “We like to say that we are the very start of the highway, so you literally start here and can go everywhere,” says Tenshak of this connectivity. “We have great road networks, the province and the district invest heavily in ensuring that people stay connected, and we have an airport that’s just 30 minutes away,” she says. “You get to have the world as your oyster.”

This is what happens when a community is intentionally designed and thoughtfully developed: it is rewarded with continued growth and development and an unmatched quality of life, something that would not be possible without partnership.

“There’s lots of opportunity here, and again, you have a community that wants to work with industry,” Mayor Germuth says of a commitment that has long served the community and will continue to do so for decades to come.

The goal at its core, he notes, is to make Kitimat “a balanced, desirable community that people want to call home and where they can pursue their opportunities,” a place where everyone is welcome and where individuals and businesses thrive.

The post Built for Business, Designed with Intention<p class="company">District of Kitimat, British Columbia</p> appeared first on Business In Focus Magazine.

Pucci, before becoming Lands & Economic Development Manager at the City of Terrace, built a reputation for strategic engagement in business development. A skilled and passionate negotiator, his résumé includes work with government and Indigenous partners, serving as CEO of Prince Rupert International Airport, and working at Prince Rupert’s Port, Canada’s fastest-growing container terminal. His current role is generating municipal revenue and acquiring and developing municipal lands for the City of Terrace.

A prime location
“We are the Fort McMurray of the 1990s,” says Pucci, referring to the Albertan city which became legendary for its powerful petroleum sector. To Michael Pucci, and many others, the City of Terrace is similarly on the brink of overwhelming success, for a variety of reasons. The city’s population of just 13,000 is small, but its economic and service draw is closer to 40,000. The business, investment, and growth potential of the area is enormous.

When discussing Terrace, a word frequently used is “hub.” The city is easily accessible by the Skeena River and multiple highways (16, 113, and 37) and is just 144 km east of Prince Rupert. Terrace is also linked to passenger rail, bus service, the CN mainline—the only rail line in northern British Columbia—and the Northwest Regional Airport Terrace-Kitimat. Annually, the CN rail line moves about $65 billion worth of Canadian economic value to and from the Port of Prince Rupert through the City of Terrace.

Northern BC is sparsely populated, with about 100,000 residents in a 1,000 km range from Prince Rupert to Prince George. However, Terrace lies along the Trans-Canada corridor, making it a centre for shopping, healthcare, financial services, and other amenities that many similar communities lack. People drive hundreds of kilometres to visit Terrace. In 2024, a study showed that 1,000 regional inhabitants visit the city in any given week, year-round, because of its hub status.

“Tourism accounts for about $84 to $86 million worth of our economy,” says Pucci, “and that includes local tourists who come to see their doctor or optometrist, or go to the grocery store, those kinds of things.” Every year, millions of additional dollars flow into the city thanks to its year-round tourism market. In summer, many are drawn by ocean fishing, boating, and fly-fishing for trout and salmon. In winter, with some of the deepest snowpacks in Canada, they flock to Terrace for skiing and heli-skiing.

Despite its many attractions, the City of Terrace knows success doesn’t happen overnight, and understands that local government must also make an effort at every level. Pucci and his team have exchanged views with Prime Minister Mark Carney three times in the past few months concerning development initiatives. And despite comparisons of Terrace’s emergence with that of Fort McMurray in the 1990s, Pucci understands the importance of proceeding strategically.

“We know from lessons learned where we need to jump over the puddle instead of walking through, and we may need help doing that,” he says. “But we have that type of opportunity here that’s outside of our taxable jurisdiction to the same level of federal economic mover and shaker in a small town. And again, 15 or 20 years from now, we will hopefully have done it better.” He notes that in the ’90s, owing to the oil industry, Fort McMurray’s high local wages also created inflated prices for everything from housing to groceries, and he says measures need to be put in place to ensure this doesn’t happen in Terrace.

Welcoming diverse industries
Many years ago, people and goods such as logs were transported along the Skeena River. In time, this led to the development of railways, roads, and a strong forestry industry. And then, to meet the needs of forestry companies, Terrace transformed itself into a service hub as truck-servicing facilities and heavy industrial groups, like Caterpillar, established themselves in the area. Every day, about 200 Class A forestry trucks roll through.

In the past few years, intent on not focusing too narrowly, Terrace has modernized, invested, and expanded wherever opportunities arise, and sees a future serving multiple industries. Truck drivers need places to sleep and eat, prompting investment in new hotels. And while the forestry industry is growing and evolving, Pucci says Terrace is well-suited to helping related businesses expand locally. Wood mills need forklifts to move product, and manufacturers to make forklifts.

“There are many different industries, but the idea is to look at the core things we do well and ask, ‘How do we participate in those industries?’” he says. “That’s an important reason why we’re able to create and maintain our hub status.”

Together with forestry, the City of Terrace is promoting itself to the mining industry. After Northern Ontario, Northern BC is the hottest mining hub in North America. One of the world’s largest gold deposits was uncovered nearby, and 60 percent of BC’s critical minerals are found within a few hours of Terrace. Some mines are at the permitting stage, while others are in operation, and as these mines develop, they will need more equipment and local labour.

“It’s very top-of-mind right now, and the federal government has highlighted that area as a key revenue source for the Canadian economy,” Pucci shares. “That is beyond the fact that it means a lot to the local economy, because mineral extraction provides a lot of royalties to the federal government. It’s an important component.”

One mine in BC’s Golden Triangle, Red Chris, is on Canada’s Major Projects Office list, and Terrace is well-equipped to meet the logistical needs of this mine site and many others across BC. These sites, along with other major energy projects such as wind, oil, gas, and ports, are estimated to bring $230 billion in affordability, security, and diversification.

Indeed, Northern British Columbia is known as the powerhouse of the province’s mining industry, and it is projected that the construction of 24 mines in the area could realize $69 billion in economic activity for British Columbians from gold, copper, silver, zinc, and other minerals. More mines, of course, mean greater opportunities for related businesses, like depots to serve trucks, commercial vehicle inspection stations, food services, and accommodation.

“We might not see Caterpillar making new diggers here, but will they have a service shop?” asks Pucci. “It makes a lot of sense to have some sort of service depot or affiliation. Will they need certain styles of flatbed trucks to move equipment in the area? One hundred percent.”

Industrial opportunities
When he became Lands & Economic Development Manager, Michael Pucci was intrigued by one of Terrace’s key assets, the Skeena Industrial Development Park (SIDP). The park is remarkable for many reasons, including its size. With over 1,200 acres of continuous greenfield industrial-zoned land, SIDP is larger than Vancouver’s 1,000-acre Stanley Park.

Representing a joint venture and revenue-sharing partnership with Kitselas First Nation, SIDP is ideal for operations large and small. It is close to the Port of Prince Rupert, which is Canada’s third-largest container terminal and the home of the nation’s newest liquefied petroleum gas (LPG) terminal.

“The involvement of First Nations in British Columbia’s economic development, and where that’s going, is something that large and global companies don’t have the strongest understanding of,” says Pucci. “And so, this is a fantastic way to put industry at comfort; that there’s a way to positively engage, as well as contribute to the overall benefit of our region.”

On the highway and adjacent to the Northwest Regional Airport, SIDP is accessible to every part of British Columbia. And with both the transmission and distribution of natural gas and electricity, it has all the base assets for petroleum, manufacturing, logistics, and transportation businesses. Just 10 minutes from nearby communities, it’s conveniently placed. “It is the future of Terrace,” says Pucci, “and it doesn’t have that urbanization concern.”

The Skeena Industrial Development Park may be the clearest expression yet of Terrace’s ambitions. With its scale, strategic location, infrastructure, and partnership with Kitselas First Nation, it offers the city an opportunity to attract investment while building on the strengths that have made Terrace a regional hub. More importantly, it reflects a broader vision that is not dependent on any single industry or project.

For Pucci and the City of Terrace, the goal is not simply to capitalize on a moment of economic momentum, but to build an economy capable of sustaining that momentum for decades to come. Forestry, mining, energy, transportation, tourism, manufacturing, and logistics all present opportunities, but the real advantage lies in the connections between them—and in the businesses and services that emerge around them. By identifying what Terrace does well and positioning itself to support a diverse range of industries, the city is working to turn its geographic and infrastructural advantages into lasting economic value.

That approach also means learning from the experiences of other resource-driven communities. Terrace has an opportunity to welcome major investment without losing sight of affordability, livability, Indigenous partnership, or the needs of the residents and businesses that already call the region home. The ambition is considerable, but so is the opportunity: to grow strategically rather than simply quickly. Terrace has the chance to chart its own course—one that embraces its role as a northern hub, welcomes diverse industries, and creates prosperity that extends well beyond any single boom.

The post The Hub of British Columbia<p class="company">City of Terrace, British Columbia </p> appeared first on Business In Focus Magazine.

Organizations that plan intentionally, embrace flexibility, invest in communication, and design equitable policies create a competitive advantage by attracting top talent, boosting retention, and building resilient, high-performing teams. The future is about creating flexible work models that bring out the best in individuals no matter where they are, rather than deciding between remote and in-office work.

The COVID-19 pandemic led to an increase in remote and hybrid work, which has since developed into a crucial component of the contemporary workplace, says HR Service Inc. What started as an emergency shift has developed into a long-term, purposeful work paradigm that can enhance employee engagement, productivity, teamwork, and talent retention. Organizations are implementing remote-first policies and structured hybrid work models, transforming workplaces into collaboration hubs with the understanding that flexibility, autonomy, and well-being are still among the top workplace priorities for employees.

HR Service Inc. says companies must create remote and hybrid systems that are fair, reliable, and supportive without compromising accountability or performance. This means developing explicit, written policies for remote and hybrid work, as inconsistent or unclear policies adversely affect team cohesiveness, employee satisfaction, and performance. Setting expectations for communication promotes productivity and safeguards work-life balance, which is a major concern for remote workers.

Other vital considerations include equipment requirements and data security; putting results above hours or seat time; improving interaction and communication; and concentrating on project effect, value creation, and customer results. This strategy encourages autonomy, reduces prejudice that disadvantages distant workers, and rewards effectiveness rather than visibility.

When it comes to handling feelings of disconnection, HR Service Inc. suggests frequent check-ins with managers to stay up-to-date on employee goals, workload, and well-being through weekly or biweekly one-on-one meetings while establishing when to use project tools such as Slack, email, and asynchronous video recordings to lessen confusion and meeting fatigue. Also key is improving work-life balance and employee well-being with mental health days, adaptable work schedules, boundaries for communication after hours, and periods of time without meetings.

When it comes to the hybrid work model in the United States, over the past few years there has been a significant change in the American workplace, with many firms using the hybrid model as a defining framework, says Shreya Aggarwal of CV Owl. Fundamentally, the hybrid work model combines regular office presence with remote work, but hybrid work is about more than just where you clock in; it’s about promoting flexibility, sustaining productivity, and guaranteeing employee engagement in the face of changing work preferences.

Businesses that use hybrid models are able to increase the geographic reach of their talent pool without being constrained by the need for full-time onsite presence, Aggarwal adds. Additionally, this strategy protects against future disturbances that could otherwise force a physical office to close, whether they be infrastructure-related, environmental, or health-related.

Advantages of hybrid work for employers include lower utility costs and the need for large office spaces; enhanced productivity; and more flexible scheduling that can take into account various work styles and personal circumstances. For workers, benefits include the ability to handle personal commitments and lessen the stress of commuting; the ability to personalize their workspace to enhance concentration and well-being; and the ability to network and participate in the corporate culture—aspects that can be absent in fully remote environments.

Employees should be included early on in the creation of hybrid schedules, Aggarwal adds. To reduce uncertainty, flexible policies should be explained in detail, such as deciding on essential “in-office” days when teamwork is required while allowing for personal preference. Secure virtual private networks, cloud-based project management systems, and video conferencing technologies are essential, along with promoting inclusive communication and regularly monitoring measures related to engagement, productivity, and employee satisfaction. There is no one-size-fits-all approach to hybrid work; ongoing adjustments based on actual data perform better than strict rollouts.

Microsoft and Google have adopted hybrid models that offer “flexible Fridays,” or three days of onsite work per week, a strategy that strikes a mix between individual work rhythm adjustments and innovation-driven cooperation. To ensure compliance and cooperation in delicate procedures, investment institutions have implemented hybrid schedules while maintaining crucial onsite days.

In short, companies that actively listen, match regulations with practical requirements, and consistently improve their methods stand to gain the most from hybrid work, and are better equipped to handle the unpredictability of the workplace of the future.

Unquestionably, Canada’s workforce of the future will be hybrid, but its precise shape is still developing, according to Sam Willy at BritWealth.com. Employers are struggling to strike a balance between employee wishes for flexibility and the demands of cooperation, productivity, and upholding business culture, even after the initial rush to return to the office has passed. In Canada, the long-term viability of hybrid models depends on careful execution, a strong technological foundation, and a readiness to adjust to the shifting demands of both employers and employees.

The COVID-19 pandemic compelled Canadians to drastically change the way they work, with millions of people switching to remote work overnight, demonstrating both the potential and difficulties of a dispersed workforce. With hybrid work becoming the predominant model, a complete return to traditional office settings is essentially out of the question. This is more than just a fad; it’s a reflection of shifting employee expectations and a growing realization that flexibility can be a big help in luring and keeping talent.

However, what does the term “hybrid” actually mean in Canada? There is no one-size-fits-all solution, says Willy. Some businesses may require employees to work from home a few days a week, while others may take a more flexible approach, letting workers select where they work depending on needs. Others might use a completely remote approach with sporadic in-person meetings for strategy planning or team building. Customizing the hybrid model to the unique requirements of the company and its staff is crucial, and putting a successful hybrid concept into practice is not without its difficulties. It’s critical to guarantee that every employee, regardless of location, has equal access to opportunities and information. Furthermore, a culture of trust, well-defined measurements, and clear expectations is necessary for controlling performance and guaranteeing responsibility in a hybrid situation.

The foundation of every effective hybrid work paradigm is a strong and dependable technological infrastructure that includes project management tools, secure VPNs, high-speed internet access, and collaboration software like Microsoft Teams, Slack, or Zoom. It may be difficult for Canadian companies, especially those in rural or smaller towns, to give their workers sufficient internet connection, but by funding internet infrastructure nationwide, the federal government’s Universal Internet Fund seeks to close this disparity.

Willy adds that proactive steps are needed to sustain employee engagement and well-being in a hybrid environment. Employers should make sure that workers have access to the resources they require for success, as well as opportunities for social interaction and mental health and wellness. This could entail setting up online social gatherings, granting access to online mental health resources, and allowing flexible work schedules to meet personal requirements.

As more workers work remotely, companies must exercise caution when it comes to cybersecurity. This entails putting strong password regulations into place, training staff members on security awareness, and using security software to guard against online dangers. Cybersecurity must be given top priority in a hybrid environment because data breaches can be expensive and harmful to a company’s brand.

Employees will find it even simpler to work remotely as technology advances. The “anywhere office,” where workers are not restricted to a particular location and can work from wherever they are most productive, may emerge as a result. Automation is changing many industries and will likely have a big impact on how people work in the future; as technologies advance, more regular activities will be automated, freeing up workers to concentrate on more strategic and creative work.

The gig economy will almost certainly keep expanding, stresses Willy, with both businesses and employees profiting from this model’s flexibility while also raising questions about benefits and job security. Freelancers still have a place, but full-time positions are becoming more and more in-demand. Employees will need to learn new skills and adjust to evolving job needs as the nature of employment evolves. And to keep their workers on the cutting edge, companies must fund training and development initiatives. Labour laws must also be changed to take into account the evolving nature of employment. This involves dealing with matters like data privacy in a remote work setting, workplace safety, and employee rights.

Companies aiming for future success won’t wait for the job market to normalize. In comparison to entirely onsite models at unsustainable costs or fully freelance models without responsibility, hybrid teams that combine strategic onsite leadership with dedicated, embedded offsite talent have shown superior performance across industries, business sizes, and geographic regions.

Remote and hybrid work aren’t going away; rather, they’re changing to reflect a changing world. Companies will enjoy a competitive edge if they prepare ahead, embrace flexibility, make communication investments, and create fair regulations, drawing in top personnel, increasing retention, and creating strong, productive teams. The future is not about deciding between remote and in-office work, but about creating flexible work models that bring out the best in individuals, no matter where they are.

The post The Anywhere Office<p class="company">Building Engagement, Flexibility, and Resilience through Hybrid Work</p> appeared first on Business In Focus Magazine.

No longer a niche offering, the concept of “farm to table” has evolved into a movement whereby consumers seek to create direct relationships with the producers from whom their food is derived. From individuals and families to restaurateurs who build their menus around seasonally available fare and economic development departments who structure entire tourism strategies around these local food systems, the sourcing of local goods has become an experience unto itself: one with cascading economic and social benefits that reach far beyond the farm.

Leveraging local
While the concept of “local” varies, across North America it is generally accepted that local food systems are those that take place within a 400-mile radius. Sourced via farm stands, farmers markets, and other platforms, and supported by the connective power of social media, consumers are increasingly taking advantage of direct sales from local agricultural and agri-food producers.

Between 1997 and 2015, national sales of local foods from direct marketing channels in the U.S. grew from $511 million to an astounding $8.7 billion, demonstrating the strength of the market and the potential of local purchasing power.

The removal of distributors and middlemen offers consumers direct access to the freshest fruits and vegetables, meat and poultry, eggs, dairy, and other goods, while improving profit margins for producers, enabling them to reinvest in their operations. Greater demand means greater capacity to grow on-farm diversity and include a wider selection of crops or goods, often including heirloom varieties that are slowly being erased by more genetically viable crops. This helps to safeguard soil health and decreases the need for long-term synthetic inputs, which, again, improves the overall quality and nutrition of the outputs. And of course, shorter transportation times promote optimal quality and freshness while minimizing the carbon footprint and avoidable food waste that results from longer transportation times and the movement of goods.

Figures from Second Harvest show that avoidable food waste contributes approximately 25.7 million metric tonnes of carbon emissions annually. While much of this waste occurs at the household level, localized food systems reduce the waste incurred during long shipping distances and time spent on grocery store shelves, all while creating jobs and driving the economy.

The multiplier effect
Farm to table not only tastes good; it feels good to support, which is why more people are turning to locally sourced foods to promote individual health and wellbeing, as well as economic and community wellbeing.

The girls’ weekend at the winery, apple picking with the family, or simply a stop at a local farm stand or farmers market has a resounding impact on local job and wealth creation. Local and regional food systems are primary employers, but they also support secondary and tertiary sectors like delivery and logistics, food production, tourism, retail, and hospitality, meaning that for every dollar spent, the impact is multiplied.

A study by the United States Department of Agriculture (USDA) found that local food systems have an economic multiplier on jobs of 1.41 to 1.78, meaning that for every job created in local food systems, an additional 0.41 to 0.78 jobs are created in other sectors in the region. These findings are reinforced by a study by Schmit et al. (2013), which found that local food hubs can have an economic multiplier impact ranging from 1.63 to 1.82 for every dollar invested, though the figures differ by region.

Local demand, regional and national growth
Scale is one of the most important elements of the farm-to-table movement. From markets to artisanal food production, tourism, and hospitality, agriculture has a relatively low barrier to entry, but a resounding payoff. In fact, some of the brands consumers know and love got their start at stalls in local farmers markets.

Certainly, a great deal of knowledge and overhead is required to produce agriculture, but secondary goods and spinoff businesses can be incubated and tested before they are scaled and sustainably grown with demand, which is strong. Nationally, Canadian consumers spend $213.6 billion on food, beverage, tobacco, and cannabis each year, the third-largest household expenditure behind shelter and transportation, and increasingly these dollars are being spent locally and regionally, with tangible impact.

According to a 2024 report by the Ontario Federation of Agriculture (OFA), The Economic Impacts of Farming in Ontario, farming revenue in Ontario in 2020 was an astounding $18.2 billion, representing nearly 300,000 jobs, labour income of $7.8 billion, tax revenue of $1.27 billion, and a contribution of $15.3 billion to provincial GDP.

On the food production side, in 2020 the food manufacturing sector generated $51.5 billion in initial revenue and 584,577 jobs, with labour income of $19.9 billion, tax revenue of $2.8 billion, and GDP contribution of $35.99 billion, which goes to show that agriculture feeds the population and fuels the greater economy.

Canada is one of the world’s largest agricultural producers, ranking as the ninth-largest agri-food exporter, representing $100.3 billion in exports in 2024. Canadian products can be found in over 200 countries worldwide, which wouldn’t be possible without the nearly 190,000 farms nationwide that support these markets, near and far. The Canadian agriculture and agri-food sector demonstrates exceptional growth potential due to the availability of land and resources, access to international markets, and a reputation for stewardship, quality, and relationships built on trust, which originates locally and extends outward.

Strengthening community through local food systems
Agriculture is without a doubt a pillar of the economy, but also of the community, and it serves as a mechanism of equity, meaning its benefits must be accessible to all, not reserved solely for those who can afford it.

In 2018, 7,206 markets and direct-market farmers in the U.S. accepted the Supplemental Nutrition Assistance Program’s Electronic Benefit Transfer (SNAP EBT), resulting in $24 million spent, meaning greater access to fresh foods for those who would have otherwise been excluded, and more support for local producers.

However, the strength of local food systems relies not only on for-profit producers, but also on the non-profit organizations that work to bridge the gap in access for all. Community gardens, culturally competent foraging efforts, and local food resource programs also have a role to play in ensuring equity and sustainability across the system.

Harvest Algoma is an example of a regional food resource centre that seeks to connect local food systems to those who need it most, diverting waste and maximizing impact in the process. Each year, the Great Pumpkin Rescue appeals to local residents to donate unpainted and undecorated pumpkins to be used for food, compost, and animal feed in the region, ensuring that the two-thirds of the 80,000 metric tonnes of nutritious pumpkins produced each year in Canada aren’t wasted solely on seasonal displays.

While this is just one example of the collaborative power of local food systems, countless efforts are taking place at the local and regional levels to create sustainable, equitable, and viable systems that extend the bounty of the harvest to all. And while these systems feed the population with fresh and nutritious food, they are also driving the strength of local, regional, and national economies in a way that prioritizes profit alongside people and the planet.

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Powered by SWANA (the Solid Waste Association of North America), the event, running from September 29 to October 2 in St. Louis, Missouri, offers a space “where waste and resource management professionals go to think.”

“As someone who joined SWANA early in my career, I know firsthand the impact that education, mentorship, and professional connections can have,” says Lynsey Baer, PE, BCEE, SWANA Board President. “RCon brings all of those opportunities together in one place, while also offering unique experiences you won’t find anywhere else. From a disc golf practice area in the exhibit hall to live battery fire management demonstrations, RCon blends learning, innovation, and engagement in ways that make it much more than a conference.”

Experiential learning tours are a highlight this year, featuring six distinct locations in the St. Louis area with numerous opportunities to investigate and gain firsthand knowledge. Additionally, learn from four keynote addresses on industry subjects centered on workforce, safety, innovation, and collaboration; attend technical sessions led by professionals from across North America talking on a variety of subjects affecting the sector; and take in a variety of vehicles, equipment, technology, service providers, and other resources in the fully booked exhibit hall.

“From technical sessions and facility tours to networking events and the exhibit hall, attendees will experience our industry in action,” adds Carolyn Muller, SWANA Acting CEO. “RCon showcases the people, technologies, and innovations shaping the future of waste and resource management by creating a dynamic learning environment where attendees can explore emerging trends, gain practical knowledge, and leave inspired by what’s possible.”

As always, this year’s RCon provides a wide array of events and activities to meet every need, including Experiential Learning Tours, guided site visits designed to improve participant comprehension through practical learning.

Along the Greenway: Native Habitat Restoration & Recycling in Practice Tour examines the connections between waste management infrastructure and environmental restoration along the Gravois Greenway, starting at the Mysun Charitable Foundation Trailhead and following participants through a carefully planned corridor of wetland, woodland, and prairie ecosystems, each of which represents deliberate native habitat conversions that promote ecological resilience and biodiversity in an urban setting.

Inside Recycle City: Advanced MRF, Transfer & Composting Operations Tour explores how materials are converted into useful resources by visiting one of the most cutting-edge integrated waste management campuses in the area. Attendees receive a thorough, backstage look at a completely co-located system with a cutting-edge Material Recovery Facility (MRF), transfer station operations, and a sizable composting facility at the City of St. Peters Environmental Campus, home to Recycle City.

Champ Landfill: A Frontline Look at PFAS Treatment & Sustainable Operations Tour investigates how state-of-the-art operations and environmental innovation come together at Waste Connections’ Champ Landfill by going behind the scenes of one of Missouri’s busiest landfills. For a unique, up-close view of large-scale landfill operations in action, this guided bus tour takes guests deep inside the site, which is housed within a 200-foot limestone quarry. Attendees gain knowledge about important procedures, site management techniques, and infrastructure that facilitate effective and safe trash disposal along the route, perfect for professionals interested in disposal infrastructure, environmental protection, and community engagement since it offers a balanced perspective of contemporary landfill operations alongside innovative sustainability initiatives.

Play with Purpose: Disc Golf, Sustainability & Smart Land Reuse Tour offers an enjoyable disc golf experience at the Jefferson Barracks Park disc golf course for players of all skill levels. A flexible round played from the “short tees” makes the event accessible to novice players. Along the way, participants discover how disc golf courses can be built on landfills, why they’re a wise post-closure use, and how they can improve community ties and generate income (small courses may be built for less than $10,000).

Washington University: Waste Reduction, Circularity & Campus Sustainability in Action Tour investigates how a top university is using integrated waste reduction, circularity, and building design techniques to advance sustainability. From front-of-house collecting methods to back-of-house operational procedures, this guided tour of Washington University in St. Louis walks attendees through a look at how campus operations support an all-encompassing approach to sustainability. Participants tour campus facilities to observe the implementation of three-stream trash collection (landfill, compost, and recycling) including collection locations, service docks, and operating areas that facilitate effective material management.

Energizer Park: Community-Centered Stadium Design & High-Impact Diversion is a guided stadium tour to learn about Energizer Park’s sustainability narrative, showing how daily operations and careful design combine to divert over 80 percent of trash from landfills. Along the way, participants can discover how cutting-edge technology and thoughtful food and beverage choices support sustainability goals, take advantage of lots of photo possibilities, and experience distinctive stadium settings.

Keynote sessions include Safer by Design: How Technology Is Transforming Waste Industry Safety, which investigates how safety is changing in the waste and resource management industry and technology is becoming more crucial in lowering risk, enhancing operations, and safeguarding employees. Robotics, sensors, and automated monitoring in processing facilities, as well as AI-enabled cameras and driver-assistance systems on collection vehicles, are all examples of new tools that are assisting businesses in identifying risks early on, improving decision-making, and creating safer workplaces. This lecture discusses how safety-focused innovation is transforming the sector, provides real-world examples of technology in action, and looks at how leaders can combine these tools with responsibility, culture, and training to produce long-lasting gains in operational performance and worker safety.

From Design to Recovery: Collaborating Across the Recycling Value Chain examines how recycling’s future depends on collaboration along the whole materials value chain, from product design and packaging choices to collection, end markets, and resident participation and education. This fireside discussion discusses how cross-sector cooperation, public-private partnerships, and volunteer action are speeding up the transition to a more circular supply chain.

Trash to Treasure: Innovations for Nature-Based Solutions and the New Economics of Circularity examines what is possible when capital, design, technology, and biology collaborate, bringing together a variety of perspectives to argue that circular economies expand from pilot to infrastructure through public-private partnerships supported by catalytic, outcomes-based finance and rooted in municipal innovation.

Finally, Built by People: Strengthening the Workforce That Powers the Industry, discusses how people are the key to the industry’s future. The final general session of RCon will center on changing demands for workforce development, examining opportunities and difficulties for professional advancement, hiring, and building organizations that can quickly adjust to change. Practitioners and thought leaders will exchange tactics for creating cohesive teams and training the next generation.

Additionally, there are numerous learning opportunities presented throughout the convention, addressing topics such as Monitoring Points: Assessing the Effectiveness of Landfill Gas Migration Monitoring Programs; Advancing the Solid Waste Industry Through Young Professional Networks; Building Up Instead of Out: A Case Study in Vertical Landfill Expansion and Long-Term Planning; and The Success of the Empire Bins Program in New York City and Key Takeaways for Automating Urban Waste in other North American Cities, to name just a few.

RCon attendees are decision-makers, ranging in fields from equipment, design services, engineering, regulatory compliance, safety, leadership tools, automation, artificial intelligence, technology, thought leadership, environmental consulting, and marketing and communications to directors, supervisors, managers, and owners in hazardous materials management, landfills, landfill gas, material recovery facilities (MRFs), recycling programs, and transfer stations.

“Safety is a critical part of the RCon program, with sessions and conversations focusing on how to transform your culture to one grounded in safety and continuous improvement,” stresses Baer. “I encourage every attendee to use their time at RCon to connect with professionals from across North America, learn from their experiences, and bring home new ideas that build a safer, more resilient industry.”

Sidebar:
RCon^® 2026, St. Louis, MO

Event Dates: September 29 to October 2

Exhibit Hall Hours:
Tuesday, September 29: 5:30 to 7:30 p.m. (RCon Opening Reception in Exhibit Hall)
Wednesday, September 30: 11 a.m. to 5 p.m.
Thursday, October 1: 11 a.m. to 3 p.m.

In an effort to give attendees enough time to visit with all exhibitors, the RCon schedule includes nine hours of dedicated exhibit hall time. During this time, no other primary activities will be scheduled outside of the exhibit hall.

For more information visit https://swana.org/events/rcon2026

The post Trash Talk: Transforming Waste and Resource Management at RCon® 2026<p class="company">RCon® 2026</p> appeared first on Business In Focus Magazine.