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Results: 1 - 15 of 584
Geneviève Dionne
View Geneviève Dionne Profile
Geneviève Dionne
2019-05-06 16:50
A number of start-ups exist right now. They need help moving into the next phase and accessing a larger supply of recyclable content. That content also has to be able to make its way to those companies. Some of them are no longer start-ups, but they have not yet reached the point of developing and applying their processes at the industrial level.
Other companies are operating at full capacity and have become diversified. Three of them are in Montreal—Pyrowave, Loop Industries and Polystyvert—and they process different types of resin. In our brief, I included a link to our plastic solutions forum. More than 25 companies came to showcase their technologies.
It's important to identify innovative companies in Canada. International companies could also share their knowledge with us. If, tomorrow morning, we woke up to the political will and government desire to support this kind of innovation, it would solve a whole lot of problems.
View Mel Arnold Profile
CPC (BC)
What is being done to allow for new entrance into the fishery, either snow crab or lobster fisheries? Is it simply an upsizing of current capacity or basically passing current licences on to family members or others who are willing to purchase? Is there a new entrant program for either the lobster or the snow crab fishery?
David Whorley
View David Whorley Profile
David Whorley
2019-04-03 16:38
Effort-based fisheries have limited entry. They set a limit on the number of licences. Licences can be transferred or sold, but in terms of expanding that, there's no real work under way to substantially increase the number of entrants into the program.
View Peter Kent Profile
CPC (ON)
Thank you very much.
Mr. Doctoroff, I don't think anyone on the committee would quibble with your public service in the city of New York; your record is pristine, I believe. I don't think anyone would quibble with the noble objectives of Sidewalk Toronto that you outlined, but in the absence of the final plan, given the opposition by some members of Toronto council, the opposition we're told that exists quite deeply within Queen's Park, the provincial government, I just have to ask, for the record—and you may smile at this—is Sidewalk Toronto one of your parent company's, one of Alphabet's, famous moon shots?
For the benefit of other committee members, the Alphabet moon shots are audacious projects in which large amounts of money are invested, but if these projects don't pay off, the company walks away from them. I learnt from an article recently that Alphabet's moon shots last year, these ventures it walked away from, lost $865 million, which is quite a bit more than the $50 million you represented here.
Is there any way that Sidewalk Toronto could be considered a moon shot by your parent company?
Dan Doctoroff
View Dan Doctoroff Profile
Dan Doctoroff
2019-04-02 16:20
We don't believe that's the case. We spend an awful lot of time with our parent bringing them up to speed on everything that is happening here, and we believe that they are extremely excited about what we are doing.
I should also point out that, speaking for the three of us and the other roughly hundred people at Sidewalk Labs, of whom about 27 are now in Toronto, that none of us think of it as a moon shot. I'm 60 years old, almost 61, and I could be doing lots of different things. I believe that I am spending what may be the last major phase—and this project isn't going to happen fast—of my career on something that I think is extraordinarily important where we can make an enormous difference.
Andrew Cardozo
View Andrew Cardozo Profile
Andrew Cardozo
2019-04-02 11:30
Mr. Chairman, thank you to you and the committee for identifying this important issue for attention.
By way of introduction, I'll mention that the Pearson Centre is a progressive think tank that addresses a range of economic and social issues, the future of work being one of our top three priorities this year.
Our approach to this subject of precarious employment is to look at the broader issue of what I would consider the future of work, although it is fair to say that precarious employment runs through most of the sub-issues that we have identified. Whether it's rapid technological change, the layoffs at GM and Fiat Chrysler or the downturn of the natural resource sector in Alberta and Saskatchewan, the rapidly evolving economy and the changing nature of work is an important challenge facing Canadians, and indeed it is a challenge facing most of the world today.
Precariousness is growing. It's a fact of life for most young people. There's stress on individuals, for sure, but I would also remind you that there's also a stress on the economy. As you have more people in precarious work, they have less ability to buy and participate in the economy, and that has an effect considerably beyond individuals.
Precariousness is at the core of a lot of the issues. I'll just outline some of them. I'll mention that the solutions lie through the work of a lot of partners, including the private sector, labour, governments, the education and training system, families and individuals. The issues we are identifying in our future work project, which is a year-long project are as follows:
Number one is training for technological advancement. That's looking at the skills for tomorrow.
Number two is the effects of AI, artificial intelligence, on the workplace and on jobs.
Number three is identifying new and future sectors and jobs.
Number four is strengthening manufacturing and other existing sectors.
Number five is employment uncertainty and the steady reduction in full-time jobs.
Number six is the growth of the gig economy.
Number seven is the role of start-ups and self-employment.
Number eight is the need for entrepreneurship training for all.
Number nine is outsourcing, offshoring and global production.
Number 10 is the role of the formal education and training system and lifelong learning.
Number 11 is eliminating barriers, advancing equality and inclusive workforces.
Number 12 is creating opportunity for under-represented groups.
Number 13 is advancement for indigenous peoples.
Number 14 is recognizing international credentials.
Number 15 is global education.
Our project is about having discussions in key regions of the country with key partners and developing a series of reports on each of these subjects. Rather than doing more research, we really want to focus on a small number of realistic and bold recommendations for the future.
With regard to precarious employment, I want to identify a few issues for you to consider on what I might call the continuum of precariousness. There are three points I want to mention here. One is that some sectors have been and will always be more precarious than others. Two, some sectors are becoming increasingly precarious as skills change and as part of the work that is performed is either automated or outsourced. Three, I want you to keep in mind that the workers with lower levels of education and training will be more precarious. The estimates are that, for the economy of tomorrow, 60% to 70% of the workforce will require a post-secondary education. That leaves another 30% to 40% of the workforce who will not have post-secondary education and training, and they will be even more precarious than the others.
I want to leave you with two recommendations for consideration. One is to give consideration to this idea of the continuum of precariousness and how it will change over time. Number two is to support the idea of entrepreneurship training for all in high school and post-secondary education, not just for business students, as almost all workers today and certainly in the future will be self-employed for short and long periods during their career.
Thank you, Mr. Chairman.
View Sven Spengemann Profile
Lib. (ON)
You had a chance to visit the Canadian Centre for Cyber Security. My interest is in small and medium-sized enterprises. From your perspective, having clients that are SMEs, how much of a structural obstacle do you think cybersecurity is for start-up companies in Canada? What should the Government of Canada do more of, or do better, in terms of facilitating access to market entry points for those companies that are data-centric and depend on cybersecurity?
Ron Green
View Ron Green Profile
Ron Green
2019-04-01 16:20
As someone who has visited a number of small start-ups, I can say that for many of them security may not be top of mind. It needs to become part of everything we do, not just for small businesses, but just as people.
When you leave your house every day, you lock your door. You need to have a certain level of cybersecurity hygiene in your everyday life. For businesses, especially those that have data available to them, it needs to be a part of what they do now. We're at a point in time where we need to help them with that, through best-practice sharing and access to experts. That is one of the reasons we engage with Global Cyber Alliance. We are part of many groups that provide best practices and how-tos, but it's about making tools available to small businesses to actually help them do something, rather than just telling them, “These are the things you should think about.” Give them the tools and access to the expertise.
At the cyber centre, they're certainly working on ways to provide information to small businesses. They'll never have intelligence organizations like I have, but certainly, you can break down the information enough to help them on the journey to get more secure.
View Pablo Rodriguez Profile
Lib. (QC)
Madam Chair, distinguished committee members, thank you for inviting me to speak to you.
With me today are Assistant Deputy Minister of Cultural Affairs Jean-Stephen Piché
and Andrew Francis, Chief Financial Officer.
It's a true privilege to be Minister of Canadian Heritage and Multiculturalism. Since I was appointed, I have met with many engaged Canadians, creative entrepreneurs, artists, and dedicated leaders. Their passion and energy inspire me in everything I do.
I'd like to highlight some of our progress over the past several months.
My mandate as Minister is clear: to strengthen and promote our cultural and creative industries, celebrate Canada's diversity and foster greater inclusion.
My department is working hard to fulfil our vision for a Creative Canada. We are investing in creators, including those from Indigenous and official language minority communities, and strengthening public broadcasting, that is to say, CBC/Radio-Canada.
In addition, as you know, we launched the review of the Broadcasting Act and the Telecommunications Act this past June. It is absolutely necessary that we modernize our broadcasting and telecommunications laws so that the system works for everyone: artists, businesses, consumers and broadcasters.
Together with my colleague, the Minister of Innovation, Science and Economic Development, we are also reviewing the Copyright Act. An enormous amount of work is being done on this. At the same time, this committee is studying remuneration models for artists and creative industries.
The goals for all this are threefold: to support Canadian cultural content; to compensate our artists in a fair and timely manner; and to ensure greater access for Canadians to creative content.
And that brings me to the 2018-19 Supplementary Estimates (A), and the expenditures for Canadian Heritage and five Portfolio agencies.
First, let me speak to you about the department's expenditures.
As you know, the Department of Canadian Heritage is asking for additional resources of $32.4 million. This includes $25.5 million in grants and contributions and $6.9 million in operations. This will result in total authorities of $1.4 billion for the department. These funds will allow us to continue our work in a number of areas, including strengthening official languages, supporting Canadian content and local journalism, promoting multiculturalism, and stabilizing pay administration.
We also continue to make great progress on our Creative Canada vision, a vision anchored in our diversity and focused on the talent of our creators. It is a vision that recognizes the significant contribution of the creative sector to our economic growth and our prosperity. We're investing in our creators and their stories. We're investing in our cultural spaces and creative hubs to foster the next generation of artists and creators. We're promoting discovery and distribution of Canadian content at home and abroad. We work to provide space in the digital world for stories that reflect Canada's diverse voices and cultures.
As part of this, we launched the creative export strategy earlier this year.
As you have no doubt seen, we are allocating $125 million over five years to help our creators reach wider audiences and gain access to new business opportunities. Of this, $17.2 million is contained in these Supplementary Estimates (A).
We have also announced measures to support local journalism—$50 million in Budget 2018 to help our newspapers make the transition to digital, and to ensure under-served communities have access to local news. Many communities no longer have access to local news.
As you will also recall, the Fall Economic Statement announced on November 21 included several new measures to support journalism, such as encouraging non-profit business models and providing tax credits to strengthen Canadian media.
We also fought hard to maintain the cultural exemption clause in the new U.S.—Mexico— Canada Agreement. One that is technology neutral, and covers all segments of our cultural industries. This was a significant and positive outcome for Canada and our creators.
I'm also proud of my department's progress in fulfilling our commitments to reconciliation. In budget 2017, we provided $89.9 million over three years to support indigenous languages and cultures, and increased support for the aboriginal languages initiatives. Soon we will work to introduce the indigenous languages act to preserve, protect, and revitalize first nations, Inuit, and Métis languages. This legislation is very important to mention. It's co-developed with our partners and reflects extensive engagement with knowledge-keepers, language experts and speakers.
My department is also taking concrete steps to encourage Canadians to embrace diversity and inclusion. In particular, we're focusing on addressing systemic racism against black Canadians, as well as against indigenous people. As part of this, budget 2018 included $23 million to increase the funding for the department's multiculturalism program, as well as to support cross-country engagement sessions on a new national anti-racism approach.
We are working very actively on this. I have travelled to many regions across the country, and we will continue to do so.
I will now address the additional funding to be provided to the Canadian Heritage Portfolio agencies by way of the 2018-19 Supplementary Estimates (A).
The Canadian Radio-television and Telecommunications Commission will receive $99,196 to support efforts to address issues with the pay system. The National Film Board will receive the same amount for this purpose.
Telefilm Canada will receive $1 million in funding as part of Canada's Creative Export Strategy.
The Canada Council for the Arts will receive a transfer of $127,000 from the Department of Canadian Heritage. These funds will support French-language theatre projects, and ensure Canada's participation in meetings of the Commission Internationale du théâtre francophone.
The National Arts Centre will receive a transfer of $150,000 from the Department of Canadian Heritage for the 2019 edition of the biennial Zones Théâtrales event. This is an important platform to promote professional theatre in Canada's Francophone communities.
Together, these organizations are vital to helping enrich the cultural, linguistic, civic and economic life of Canadians.
I want to also highlight our efforts to ensure transparency and diversity in Governor-in-Council appointments. Since October 2016, 126 individuals have been appointed to positions within the Canadian Heritage Portfolio. They represent a wide diversity of Canadians from across the country, and of diverse backgrounds, languages, genders and cultures.
That brings my remarks to an end. I look forward to working with all of you to advance our priorities.
I thank you for your attention. I am now ready to answer your questions.
Steven Liss
View Steven Liss Profile
Steven Liss
2018-10-05 9:21
Good morning, and thank you, Mr. Chair and members of the committee. I'm Dr. Steven Liss. I'm vice-president, research and innovation, at Ryerson University. I'm joined by my colleague, Ryerson's deputy provost and vice-provost, university planning, Glenn Craney.
For universities, investments in tri-agency funding, the Canada Foundation for Innovation, and the research support fund are key to creating knowledge, advancing innovation, and fostering the next generation of talent in building a more innovative Canadian economy. We support Universities Canada's recommendations, including investments in the development of future skills for students. To quote budget 2018, “better is possible”.
Ryerson has considerable experience with career-oriented and experiential learning. We have built a reputation for equipping students with the power skills needed for the 21st century: entrepreneurship, communication, innovation and leadership.
The government's commitment to creating the conditions for all Canadians to succeed in the future economy is crucial. Universities, community groups, government and private sector partners can work together to develop technological, physical and social infrastructure that ensure pathways to opportunities for everyone.
I'd like to focus on three specific initiatives where our experience and vision can be leveraged for national impact.
The first is cybersecurity. It's a matter of urgent national importance, which this government acknowledged in the recently released national cybersecurity strategy. The stability of our national economy and the continued operation of our country's critical digital infrastructure is central to our economic future. Cybersecurity will have a trillion-dollar impact on the world economy, driving an unprecedented demand for global talent.
To position Canada to take advantage of these opportunities, Ryerson University recently announced the establishment of a national centre for cybersecurity, the Cybersecure Catalyst. It will contribute to filling the talent gap through training and certification for cybersecurity professionals, advancing Canadian cybersecurity innovation by undertaking applied research in partnership with industry, supporting cybersecurity ecosystems by accelerating Canadian cybersecurity start-ups and scale-ups, and importantly, contributing to public education and policy development in this field.
The Cybersecure Catalyst is perfectly positioned to collaborate closely with the recently announced Canadian centre for cybersecurity and the national cybercrime coordination unit in fulfilling their mandates. The Cybersecure Catalyst operations will cost approximately $50 million over five years and these funds will be raised from industry, partners, and government. We recommend that this government invest $25 million over five years in the Cybersecure Catalyst to strengthen Canada's position as a global cybersecurity leader in the scalable, collaborative platforms that engage government, post-secondary institutions and industry.
Second, in line with the government's science agenda, Ryerson is expanding its research and education in STEM disciplines and is taking science to the public to create a culture of science for Canada. To realize our vision, to make science accessible and to ensure that we develop an inclusive pool of STEM talent, we will do so in a new home for science innovation in the heart of downtown Toronto, closely integrated with initiatives like the Cybersecure Catalyst and our national innovation network. This new facility will be a platform connecting our research and talent development with industry, the local community and Canadian society.
We've identified $100 million in internal funding to support this project and we're seeking an additional $100 million towards the total costs of this 300,000 square foot state-of-the-art facility.
Third, Ryerson is home to DMZ, the university incubator ranked number one in the world. Building on our record of achievement, Ryerson is a founding member of the Incubate Innovate Network of Canada, I-INC. I-INC began as a network of campus-based incubators and accelerators and has expanded to be a globally connected, pan-Canadian platform for leading entrepreneurial and innovative universities as it's focused on bridging the gap between a lab and the global marketplace.
Drawing from international best practices and leveraging the expertise in its innovation space and program delivery, I-INC will accelerate access to entrepreneurial skills, development and talent, and support for scaling companies that can be leveraged by regional superclusters, our own research capacity, innovative solutions Canada, and other priority innovation initiatives. The I-INC partners will be looking to the federal government for $60 million in funding that will be matched by an additional $28 million for a total estimated program cost of $88 million over five years to be spread across the entire national network.
Thank you for the opportunity to contribute to this important consultation process. I am happy to answer any questions you may have.
Jason Kee
View Jason Kee Profile
Jason Kee
2018-10-04 11:21
In many instances, it's about creators, musicians and artists finding ways to take advantage of the opportunities provided by this range of platforms. Again, the power of having access to an audience of 1.9 billion logged-in users is tremendous. It means you have access to global audiences and you can build sustainable businesses by scaling that and finding ways to monetize that audience.
However, it requires a very different approach from the one artists may historically have taken. It requires what I will call more of a creative entrepreneurial approach: basically, it's not just a matter of creating, writing and performing the music, but about actually engaging in the wide range of business activities that are required to create almost a personal brand that you leverage into revenue opportunities.
As a result, artists and creators who have been able to do that and wear all the hats—who are also our marketers, business managers and so forth—have been able to achieve tremendous success on the platform. They have been able, as I said, to secure sponsorship and brand deals that can result in very lucrative contracts, doing product integration and so forth.
That is the principal way in which artists will find success, because it's how they also diversify. Like any investor, you want to diversify your revenue streams to make sure that if one changes, you're still all right. That is the way most creators are going to be successful on the Internet.
Ian Hamilton
View Ian Hamilton Profile
Ian Hamilton
2018-09-24 9:00
Thank you very much, Madam Chair and members of the committee. Welcome to Niagara. It's very kind of you to choose Niagara. I live right down the road, so it's the shortest commute I've had in many years.
My name is Ian Hamilton. I'm the president and CEO of the Hamilton Port Authority. The port authority is one of 18 port authorities in the country. We act as a government enterprise with a mandate to facilitate trade and manage federal assets with the exercise of good stewardship.
We're the largest port in Ontario. We have 10 million tonnes of cargo, representing $2 billion in value, supporting supply chains in steelmaking, agri-food, construction materials, petrochemicals and manufacturing. Cargo that transits the Port of Hamilton supports $6 billion in economic activity and 38,000 jobs. We employ 2,100 people on our property, on 630 acres with 130 individual tenants.
Because we're here in Niagara today, I'll focus my comments more on the Hamilton-Niagara region. Our message is pretty clear. We at the Hamilton Port Authority truly believe in the potential of the Hamilton-Niagara region. Our vision is to see the region grow into a true Canadian gateway.
In order to achieve this we need to develop multimodal industrial hubs that really capture the value of the transportation assets, integrating multimodal assets both outside and inside of the region so that everything can create a conducive network. This includes marine, of course, but also rail, air and road. I think there's a real potential on the road side to develop a mid-peninsula highway here in the region. I'll talk a bit more about that later.
This region has all the right ingredients: proximity to the United States; an active, co-operative business community; world-class educational institutions; entrepreneurially minded government representatives at the local, provincial and federal level, certainly not least of whom is Vance Badawey; industrial land to develop; and a great base of transportation infrastructure.
The last few years in Hamilton, the accessibility of investment-ready brownfield and industrial land, supported by multimodal transportation infrastructure, has been critical to our success. In the last six years, we've attracted about $350 million in third party investments in the areas of agri-food, food processing, logistics and construction materials. We've built the Port of Hamilton into a true multimodal industrial hub. In recent years, up until this year, we've actually spent almost as much on rail infrastructure as we have on marine infrastructure to create that multimodal environment.
Our challenge now in Hamilton is that we don't have capacity any longer. We have more demand for multimodal-service industrial land than the port can provide, but we believe that the Niagara region can truly help to meet some of that demand while supporting growth in the seaway traffic, increasing trade and growing the local economy.
In achieving this vision, good partners like the St. Lawrence Seaway Management Corporation are essential. In the Niagara region, the canal is vital to successfully developing a multimodal industrial hub. It needs to be efficient and reliable. The St. Lawrence Seaway Management Corporation truly delivers on that. HPA's strength is on the land development side, with expertise in this very specific market of port land development and transportation-intensive industrial land. Our two organizations complement each other very much. We share objectives of facilitating trade, maximizing the use of the marine mode, and moving more and more cargo through the Great Lakes and the St. Lawrence River.
The first step in developing a multimodal industrial hub in the Niagara-Hamilton region is the creation of a true trade gateway. It is to begin to integrate some of the transportation assets around the region and connect them to one another, both in Hamilton and elsewhere in southern Ontario. Currently, our transportation and marine-industrial land assets have fractured ownership, and many of them are underutilized. We see this as a place where the Hamilton port could bring real value by being able to integrate the various assets, invest in them and maximize the transportation infrastructure, ensuring that businesses looking for space have it and can grow.
Through the seaway review and the ports modernization review, Transport Canada has been seeking ideas about what policy or legislative changes can make the system work better. Our feedback is included, as well as several recommendations, such as ensuring that port authorities have the ability to partner with one another, and with municipalities and other entities, to acquire, lease and manage land as part of the effort to create an integrated network. Another key point is ensuring that industrial lands, essential to supporting our economic growth, are protected.
Once employment lands are gone, unfortunately they're gone forever. As we see more and more, there's increased pressure from the residential developments and municipalities to encroach on these industrial properties, which are essential to facilitating our trade.
There are some other priorities on our minds. Many in this region, including us, strongly support the mid-peninsula highway initiative and would like to see the project revisited.
The way we see it, Niagara's future prospects are brighter than ever, but that means that better goods movement is required and it has to be given more attention. The mid-peninsula highway is an important piece of the puzzle in ensuring that Niagara fulfils its potential as a true Canadian gateway.
I focus today on Niagara, but this approach to building networks of integrated assets is the right approach throughout southern Ontario, and essentially all of the country. We need to look to the future and how we are going to support the industries that are the biggest job creators, preserve the space we require for industry in the face of an ever-intensifying urban development, and make sure that the use of marine for its ability to counter congestion and reduce greenhouse gases is truly exploited.
We, at the Hamilton Port Authority, want to be part of what we see as an exciting future for economic development, trade and sustainable transportation in southern Ontario, and we believe we have a lot to offer. We are ready, experienced and motivated, and we look forward to working with you.
Thank you.
View Shannon Stubbs Profile
CPC (AB)
View Shannon Stubbs Profile
2018-06-20 12:47
Except for the values test, but I hope Canadians can count on you to ensure that no public funds are allocated to anti-Canadian energy campaigns, given the importance of energy to the whole Canadian economy.
Are you aware of the corporate mapping project?
Chris Moncada
View Chris Moncada Profile
Chris Moncada
2018-06-05 9:27
I can add to that, Stuart, if you want.
Mr. Stuart Johnston: Please.
Mr. Chris Moncada: Just to put an exclamation point on Stuart's comments, the model, as we see it now, is that the industry has several Canadian players at a certain level from an independent label perspective. The health of those labels is what I think we're talking about here. The independent sector historically will do artist-friendly deals that will keep artists under contract for a short period of time. What we see happening time and time again is that artist X will sign a deal with independent label A, B, or C in Quebec or in Canada, and it either goes well or it doesn't. If it goes very well, then more times than not that artist is essentially taken out of that Canadian independent label with a large advance offer by an American company or a U.K. label. They then continue their career outside of Canada from an IP perspective.
So that's what Canada is losing: the IP. When we talk about how well Canadian music is doing, it's Drake, it's Bieber, it's Mendes. Those are Canadian passport holders, but they have American contracts. They are not contributing to the Canadian IP pool.
That said, Mr. Hogg, I think what we're trying to get at here, and maybe this is a good kind of common theme for you, is that if we can have more Canadian labels rise up from just that lower level to a more middle level, where that second contract that the artist needs can be funded and exported properly by a Canadian company, the IP stays here. The Canadian company grows and the artist maybe continues their business here rather than having to go somewhere else to do it.
All of what my colleagues here are examining will drive our bottom line and help us do that.
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