World-leading clusters and partnerships
For clusters to form, there must be the right combination of regional players who complement one another and make the group greater than the sum of its parts. The mining industry is a highly complex field across the mine lifecycle. Without the benefit of a cluster, it is difficult for organizations to holistically respond to these challenges. As such, mining clusters form naturally in Canada, such as in BC’s open-pit copper mines, Saskatchewan Uranium/potash, and Northern Ontario/Quebec’s deep underground metal mines. At the Ultra-Deep Mining Network (UDMN), the focus is on the Ontario/Quebec deep underground metal mines, who require step-change innovations in order to improve safety, and production that can extend the lives of mines/find new mines. The Cluster model is Ontario by the level of expertise in the area, the number of mines, service and supply companies and government and community support. UDMN further strengthens this cluster across Canada by supporting the innovative commercially viable projects.
The cluster starts with closely grouped mining operations that can spawn innovative entrepreneurs and/or be an innovative firms’ first anchor clients. Then, Universities and Colleges supply fundamental and applied research as well as talent. Next, companies must be able to commercialize innovation and scale up their operations. This is supported by government funded organizations and programs like the Business-Led Network Centres of Excellence, UDMN, which addresses the gaps between research and commercialization by funding innovative risk-taking companies and providing training and support through the various stages of innovation.
A major challenge to the development of a sustainable, innovative mining cluster is global fluctuations in commodity pricing. When prices are high, mining companies are focussed on maximizing production, and when prices are low they are focused on cutting costs which often means reducing or cutting research and innovation funds. Neither of these cycles is driven by developing sustainable innovations that enhance Canada’s competitiveness on a global stage.
To maintain and grow strong clusters in Canada’s mining industry, an obstacle is ensuring that mining companies have the proper incentives to contribute to the clusters that fuel their long-term success. With programs like UDMN, leveraged federal funding incentivized Canada’s deepest mines to pledge matching dollars for innovation projects. Then, when the industry entered a downturn, those pledges changed. With incentives like tax breaks for mining companies based upon minimum investment levels into the regional cluster’s innovation ecosystem, Canada can ensure that all players act in a way that benefits their long-term self-interest and leads to the development of sustainable clusters.
*Note: For information about the Ultra-Deep Mining Network, please visit: https://www.miningdeep.ca/
Depuis plusieurs années, les organisations décloisonnent leurs frontières pour innover en collaboration avec des partenaires externes. À ce titre, des initiatives telles les consortia de recherche et d’innovation en aérospatiale (CRIAQ et CARIC) sont de bons exemples d’initiatives de grappes d’innovation au Canada, puisqu’ils mobilisent industriels ET universitaires autour de projets de recherche financés par l’industrie et les organismes publics. Toutefois, de tels consortia concentrent les efforts dans un seul secteur économique. Or, nos recherches ont démontré l’intérêt et l’avantage à favoriser les échanges intersectoriels. Pourtant, la collaboration intersectorielle devient incontournable face à la complexité croissante des projets, des technologies, des produits et des services à concevoir et à livrer. Il faut décloisonner les filières sectorielles de façon proactive. Ainsi, il s’agit plutôt de penser en termes d’écosystèmes collaboratifs, qui dépassent les frontières de la firme et de son réseau. Ces écosystèmes réunissent une multitude d’acteurs appelés à collaborer de façon intersectorielle et multidisciplinaire, ce qui nécessite de réinventer les dispositifs organisationnels, de flexibiliser les règles organisationnelles et de repenser le soutien législatif et financier.
Canada should leverage the fact that it's next door to the United States and try to build more international/cross-border innovation clusters. The Province of BC and State of Washington are already talking about closer coordination. And we're losing UWaterloo grads to the States anyways so at least this way we'd get to half hang on to them.
Canada to become a global life sciences leader, with a coordinated, whole of Canada strategy supporting the life sciences ecosystem, with an End to End strategy, to drive economic growth through new discoveries which save lives, improve patient outcomes and enhance health system performance
That sovereign IP fund idea the South Koreans implemented, so that we keep control of Canadian IP in Canada, and make it easier for Canadian companies to develop and work with IP.
The following is excerpted from Newspapers Canada's full submission, which is attached.
In launching the Innovation Agenda, the Honourable Kirsty Duncan, Minister of Science, expressed her hopes to “strengthen applied research while promoting partnerships with businesses so that the knowledge and discoveries generated in the lab make their way to the market."
Canadian newspapers have been a leader in this regard. As an industry that encourages development as well as application of new technology, it has been collaborating with other businesses and academic institutions in order to further develop and apply novel technologies. The following areas of innovation show newspapers’ demonstrated leadership in combining research with partnerships.
- Digital media (mobile & tablet applications, web): In 2015, La Presse, a Montreal-based daily newspaper with over 130 years of history, made a monumental decision to only publish its weekday issues online. The move made La Presse an example to other publications, as it was among the very first publication in North America to go entirely digital. La Presse became aware of the changing tide early; two years earlier, it had released La Presse+, an application for tablet computers, that became more successful than event its print edition. Currently, the newspaper has over 570,000 weekly tablet readers, 2.1 million website visitors (desktop only), and 435,000 mobile readers. Other Canadian newspapers are now following La Presse’s lead; Toronto Star launched its tablet computer application last fall with the help of La Presse.
- Leading the way on a new revenue model: In 2015, the Winnipeg Free Press became the first North American paper to introduce a “micropayment” model, allowing users to pay by the article. Sometimes referred to as an “iTunes for newspapers”, this Canadian innovation has been drawing attention from newspaper publications worldwide.
- Content Management System for the digital age: The Globe and Mail has been at the forefront of developing new platforms to enhance the digital user experience. For the past year, it has been collaborating with The Washington Post and its Arc Publishing technology, a content management system (CMS) designed specifically for digital storytelling and effective data gathering. The two newspapers had been testing and refining this new platform at Lab 351, The Globe’s innovation centre, until earlier this year, when The Globe officially became the biggest North American media outlet to adopt this innovative technology. The Globe will continue to work with The Post to co-develop new modules and integrations to further develop the system.
- Virtual Reality (VR): Again, newspapers are working collaboratively across sectors in order to bring this novel, up-and-coming technology to the public. Reuters is partnering with Samsung to bring VR and 360 video to all its platforms. Other publications, such as Huffington Post and The New York Times, have acquired VR companies (RYOT and Fake Love, respectively). This year, The Globe and Mail created an innovative 14-minute documentary about solitary confinement using virtual reality, to bring focus on the issue of the overuse of solitary confinement in the Canadian prison systems. The film, Surviving Solitary, premiered at the Hot Docs Film Festival in Toronto.
Newspapers have always exhibited innovative spirit. As digital media is still in its nascent stage, with the proper support from the government, Canadian newspapers are in a strong position to be a global leader in this growing area.
So which ideas have proven most important to innovation-minded Canadians? Bains shared three:
- The need to secure the right people – including women, immigrants, and training for the next generation – who can help us close the gap between the number of IT-related jobs posted and the number of workers available to fill them;
- The need to support companies’ efforts to compete on a global, rather than simply Canadian, stage;
- The need to harness emerging technologies to pursue new avenues of growth – or even achieve historic victories, such as a national reduction in carbon emissions.
Skills gap, women in tech among Canadians’ 3 priorities for innovation minister
November 3, 2016
- Pick a lane, and stick to it
Canada moved up the Olympics standings by focusing more money on fewer sports. Same approach is needed for technology. Mike Lazaridis, co-founder of Research in Motion and Quantum Valley Investments, stressed it’s hard for 35 million people to be great at everything. He said we should double down on clusters of excellence. His point: If you’re not in the top 5, you won’t be in the game when it comes to attracting investment and talent.
Idea: Declare artificial intelligence and quantum computing as national priorities, and measure Canada’s success at them globally.
- Attract. Retain. Rinse. Repeat.
1 issue was talent. In digital, it’s not a game-changer; it is the game. Why? The biggest expense for any tech company is people. The top question for any investor is people. Trouble is, while Canada has a lot of engineering and start-up people, we’re way behind on “senior talent”?—?people who have taken a $10-million company and 10x’d it. Michael Litt from Vidyard, a video intelligence business, said he has three executives who commute from the United States, because he can’t find the senior talent in Canada.
Retaining such talent matters hugely, too. Ted Livingston, founder of the social messaging company Kik, said he recently asked a University of Waterloo audience, how many graduates planned to stay in the area. Of 500 present, 3 raised their hands. How many planned to go to Silicon Valley? Roughly half.
Once we can retain our top engineers and attract some exceptional, influential senior leaders, the domino effect will be huge. Tax rates have an impact. House prices and creative environments often matter more. Most of all, global talent wants to be around global talent, and often those are the people working for world-class firms and world-class universities. Getting those firms needs to be a priority.
Idea: Mandate a pan-Canadian agency to source, recruit and retain global talent.
- Create Canadian headquarters
Small fish need big fish to survive, and Canada’s lost a lot of big fish. We just got back ThomsonReuters, which is moving its executive team from New York to Toronto. That’s huge, as it will lead to all sorts of decisions that benefit Toronto-area firms and talent. British Columbia is driving the same agenda, persuading Chinese firms to use Vancouver as a North American base. Bottom line: global HQs are the big fish. We need to restock the pond.
Idea: Charge a single public-private, federal-provincial agency with the challenge of winning global mandates.
- Buy Canadian
Strong HQs lead to more local procurement and talent sourcing. Our banks and insurance companies already do a lot?—?and can do more. So can our big auto parts firms, food producers and retailers. The biggest fish may be government, which can do much better supporting digital entrepreneurs through procurement and partnerships. Several entrepreneurs said they need government to be an early customer, to give them cred when they go abroad. Today, Ottawa spends $9 billion on outside goods and services. A lot more coordination is needed, as too many firms get snagged in a complex procurement process when they should be building products.
Idea: Design a Canadian procurement pact that sets a standard for all large companies and governments.
- Sell American
For any tech firm, the U.S. is not just 10 times bigger than Canada; it sets the global standard. If you’re not big there, good luck anywhere. Several panelists admitted their biggest mistake was not going to the U.S. sooner ?— whether it was to look for customers, attract investors or spend time working in the Valley.
Idea: Ensure any new public capital comes with U.S. growth targets.
- Declare national problems
Governments can help shape the tech game by setting big horizon goals such as climate change, cybersecurity and immigration?—?and then incenting entrepreneurs with prizes and support to solve those problems. By acting as a broker between private and public sectors, government can also boost funding in key areas and kick-start research. One good sign: Ottawa has committed $1 billion to help develop clean technologies. Mike Lazaridis stressed the importance of strategic philanthropy?—?witness his support of Waterloo’s Perimeter Institute?—?as a further catalyst for government funds. Or consider Google.org: It just announced an Impact Challenge that will award $5 million across 10 Canadian organizations to bring world-changing ideas to life through technology.
Idea: Read 6.
- Attract smart capital
The Go North entrepreneurs recognized there’s never been so much capital available to help companies grow. It’s just not always smart capital. Startups need capital that provides a 10-year window to carry great ideas forward, with intellectual support as well as money. Most of Canada’s smart capital now comes from the U.S., where venture firms have a lot more experience getting companies to the world stage. In response, Canadians need to look for investors outside the current ecosystem, and attract angel money from individuals who have street cred. Harley Finkelstein, the COO of Shopify, says the Canadian mindset needs to change, with more focus on secondary liquidity. That’s the pool of money that not only helps firms grow; it rewards founders without forcing them to sell.
Idea: Incent global VC players to expand to Canada.
- Attract smart people
Innovation Minister Navdeep Bains reminded the crowd that importing top talent does not take jobs from Canadians. Rather, skilled immigrants?—?entrepreneurs especially?—?add jobs. Trouble is, Canada’s immigration system can take months, or years, to get skilled people across the border. Opportunities don’t wait for months, let alone years. To own the digital podium, we need a fast-track program that gets the right people into the right opportunities at the right moment. Just-in-time immigration.
Idea: Create a new professional visa class that can be co-administered by sectoral groups.
- Attract smart mentors
Canada’s got plenty of accelerators and start-up programs; most think they’re doing a pretty good job, too. One gap is mentorship networks. The Go North entrepreneurs said the best mentors are a year older than they are, and still in business. They can also come from established businesses, be they banks or manufacturers. Ugly truth is, the best mentors are people who don’t have time. Time to get ’em engaged.
Idea: Build a Canadian social media platform for entrepreneurs and mentors.
- Diversity, digital-style
Canada continues to fall short on gender diversity in business. It’s the same across the tech world, which means there’s a chance for Canada to lead the world. Today, 13.1% of corporate board seats are held by women; 40% of companies don’t have any women on their boards. Start-ups aren’t much better. Despite colleges and universities graduating more and more women in STEM programs, they’re not sticking around the digital ecosystem. The start-up, scale-up and corporate communities can change that picture by attracting a range of students to tech programs, by changing the mindset of what a “typical” engineer looks like, and by embracing diversity of thought.
Idea: Launch a public database to monitor companies, VCs and the sector on gender balance.
Go North: 10 ideas for innovation, strong and free
October 31, 2016
Modernize Federal Skilled Worker Program and express entry programs
In order for Canada to continue to show leadership in global migration and to continue to attract international talent, it is important for the federal government to continue to modernize their immigration policies by introducing changes to the Federal Skilled Worker Program (FSWP) and express entry programs aimed at economic immigrants. This would ensure that applicants receive an open and comprehensive assessment of their experience and professional education credentials. A standard and reasonable time frame should be set for processing applicants without lowering national standards and a level of efficiency should be in place to withstand fluctuations in the volume of applicants. The federal government should support a FSWP system that facilitates and supports the express entry of skilled and experienced immigrants in order to support industries and professions that are facing skill gaps. This will promote economic prosperity for domestic industries and support Canada’s overall economy.
Equivalency Testing Abroad
Government funding to make equivalency testing for regulated profession available (abroad) prior to arrival would also greatly support efforts in attracting international talent. Individuals arriving in Canada with their credentials pre-assessed and mandatory testing completed prior to their arrival in Canada would be beneficial in making a smooth licensing process for newcomers. By eliminating processing barriers for international applicants, Canadian businesses and governments would be able to effectively attract international talent in order to support Canada’s growing economic needs.
Engaging with Regulated Professions
It is also imperative that the federal government continues to actively engage with regulated professions, like engineering, while they consider policies that could affect the ability of provincial and territorial regulators to effectively integrate qualified internationally trained engineers into the profession. With the ability to effectively integrate qualified newcomers, we strengthen our society, culture, and economy while simultaneously supporting newcomers in their desires to contribute professionally to Canadian communities.
Newcomers are one of the key aspects to innovation in Canada. They bring with them knowledge, enthusiasm, distinctive ideas and unique cultural perspectives that encourage innovative thinking. Research outlines that Canadian businesses and professions witness an increase in innovative thinking and performance with the arrival of newcomers. For example, “Immigrants as Innovators Boosting Canada’s Global Competitiveness” (2010) outlines that immigrants and newcomers to Canada were directly linked to increased innovation performance that benefitted Canada; specifically when analyzing research, culture divisions, business and international business.
However, according to the Conference Board of Canada’s 2015 report Canada currently ranks 14th out of 17 industrialized countries in terms of innovation. Countries throughout the international community are increasingly productive and innovative, which consequently has a large impact on the Canadian workforce and economy.
Innovation is vastly important in the protection of the natural environment, the achievement of high-performing education systems, and the maintenance of a strong and sustainable health care system. Engineers are at the forefront of this innovation and of enhanced productivity throughout countless professional sectors and industries in Canada that are essential to economic growth. Telecommunications, mining, construction and manufacturing, among others, depend on engineering and innovative thinking to remain productive and to uphold public safety. The engineering profession in Canada supports the successful integration of newcomers into the profession as these individuals have a direct link in supporting economic growth and innovation in Canada.
Immigration not only plays a large role in encouraging innovative thinking within Canadian businesses, but it also supports economic growth within Canada; specifically in terms of increased foreign direct investments and trade levels. The Conference Board of Canada outlined in their 2015/2010 report entitled “Immigration is Critical to Canada’s Prosperity,” that foreign direct investment into Canada is greater from those countries that are well represented through immigration. Immigration also positively affected economic growth through trade investments between Canada and the newcomers’ countries of origin.
However, despite the innovative thinking that newcomers bring with them to Canada, as well as their indirect support for Canada’s economic growth, there continue to be several barriers that hinder their ability to effectively contribute to Canadian society. Specifically, newcomers experience a lack of access to many opportunities due to various barriers, including insufficient acknowledgment of their experience abroad and of their foreign qualifications. In order to address these barriers, employers across Canada should create and maintain policies that support the inclusion and retention of immigrants in order to strengthen their innovation agendas.
Engineers Canada has been working diligently to lead the way in order to address these barriers in order to provide support for new Canadians and prospective newcomers looking for successful employment within the engineering profession. Engineers Canada supports the promotion of innovative thinking throughout the profession, to the benefit of both Canada’s economy and society as a whole.
Engineers Canada continuously works with the federal government to ensure that Canada’s immigration system is rigorous, fair and responsive to the economic needs of communities across the country. Engineers Canada also works with the provincial and territorial regulators across Canada to ensure that licensing procedures are transparent, objective and impartial, while simultaneously protecting the public interest. The engineering profession promotes practices that open avenues for newcomers to actively contribute to the labour market, specifically by encouraging diversity within the workforce. Employers who mirror the diversity of their staff to the diversity of the population from which they are chosen are better positioned to meet diverse client or market needs. This can encourage economic growth by strengthening the relationship with diverse international markets and clients.
Focus on Diversity
Engineers Canada is committed to promoting equity and diversity in the engineering profession. In 2012, Engineers Canada committed to the aspirational goal to have 30% of newly licensed engineers (P.Eng.) be women by the year 2030. Engineers Canada is also a member of Canadian Coalition of Women in Science, Trades and Technology (CCWESTT) and supports The National Conference on Women in Engineering (NCWiE).
In 2010, the Assembly of First Nations (AFN) and Engineers Canada signed an agreement to encourage First Nations youth to pursue careers in engineering. Engineers Canada will continue to identify opportunities to work with AFN in order to attract talented individuals from Indigenous populations across Canada.
Governments should support profession’s efforts to attract and retain talented individuals from the diverse mosaic which is the Canadian population. The federal government should fund bursaries, mentorship and apprenticeships that encourage members of underrepresented groups to enter into professions across Canada, specifically professions in engineering, science, trades or mathematics. The federal government must continue to work with regulated professions in order to help support and promote diversity as a way to attract talented individuals into Canadian professions.
Fund bursaries, mentorships and apprenticeships for underrepresented groups
One of the most effective ways for Canada to retain global talent and skilled international students is to eliminate cultural and employment barriers for newcomers. The federal government should remain active in taking initiative towards funding bursaries, mentorships, and apprenticeship programs that encourage members of underrepresented groups to pursue careers in engineering and STEM-related disciplines. Employers that blend diversity management and inclusiveness in their workforce can successfully attract foreign talent and encourage home-based employees to embrace diversity. Companies and organizations should have a process in place to effectively assist employees and students through the transition process to Canada.
Continued Support for Foreign Credential Recognition
The federal government should invest in a nationally consistent foreign credential recognition system for regulated professions in order to effectively address existing barriers for potential employees. Newcomers should be recognized for their previous professional experiences and education. Non-recognition of their credentials leads to an underutilization of those individuals’ talents, experiences, and abilities that are beneficial in growing Canada’s economy and society. Prospective immigrants deserve access to credible evaluations of their qualifications and credentials prior to making the important decision to move to Canada.
A framework for a nationally consistent foreign credential recognition system for regulated professions could include:
- Guiding principles that regulatory bodies, as well as federal, provincial and territorial governments, are all in consensus with will guide the recognition of foreign credentials;
- A standard established for the timely review of individuals’ credentials and qualifications before they arrive in Canada; and
- A consistent approach that will see applications for licensing and credential assessment processes increasingly begin in the individual’s country of origin.
Success story: Recognizing foreign qualifications in the engineering profession
The engineering profession in Canada has gone to great lengths to support and recognize newcomers’ foreign qualifications and experiences. Engineers Canada believes that it is a best practice to direct all prospective newcomers interested in practising engineering towards the appropriate professional regulatory body for qualifications assessment prior to immigrating to Canada. Engineering licensing bodies are uniquely qualified to provide the most accurate information to governments during the immigration process of international engineering graduates. Accurate information will also help the graduates be prepared to join the workforce in Canada and will ensure that Canada is in fact getting the skills that it needs to support economic growth.
For more than a decade, Engineers Canada has implemented a project entitled From Consideration to Integration. The goal of this project was to ensure timely licensure for international engineering graduates from when they start considering moving to Canada until the moment they are integrated into both the profession and workforce in Canada. Many initiatives are underway as a result of the success of From Consideration to Integration.
solution to a shortage of skilled, professional labour is to improve the integration of foreign-trained professionals into the Canadian workplace. Verifying an individual’s work experience can often be seen as a significant barrier to employment for internationally educated professionals – which in turn can deter internationally trained professionals from applying to work in Canada. Engineers Canada has designed a Competency-Based Assessment Project that is designed to develop a competency-based assessment system for the evaluation of engineering work experience. This project works to move beyond joint recognition of licenses between provinces and territories in order to develop a key common definition of the standard for licensure as well as a common assessment method.
This assessment system will help to simplify the licensure process, specifically for the engineering profession, by creating a core set of competencies. The Competency-Based Assessment Project has created a requirement that: (1) ensures only qualified individuals are permitted to practice professional engineering; (2) makes it easier for applicants to understand what information must be submitted prior to working within the engineering profession; and (3) allows assessors to make more objective decisions on whether an applicant has met the requirements to work.
The federal government should support competency-based assessment protocols for regulated professions across Canada. With greater clarity and transparency for applicants, assessors, employers and the general public through assessment systems, regulated professions can undertake objective assessments of applicants in order to ensure that the high professional standards set in place are met and maintained. With clear expectations and requirements in place, regulated professions can work towards attracting talented professionals from across the country and within the international community.
Roadmap to Engineering in Canada – Academic Tool
Engineers Canada has developed an online resource, known as the Roadmap to Engineering in Canada; a one-stop online tool that provides up-to-date information for international engineering graduates and newcomers. The information provided includes licensing procedures in Canada, required academic qualifications to work as an engineer, as well as resources that are available prior to their arrival to help guide them through the licensing process in Canada. The academic tool provides a comparison of an individual’s undergraduate engineering education to Canadian undergraduate engineering education. The sole purpose of this tool is to provide newcomers with information about their undergraduate engineering education in order to assist them in making a decision about immigration to Canada. It is not a part of the formal immigration selection process, nor is it part of the engineering licensure process. This available and accessible information can create a smooth application process for newcomers as it directly outlines what individuals need in order to work in their desired field prior to making the decision to immigrate to Canada.
The federal government must continue to support the maintenance of high standards already in place while enhancing international mobility. They must consult regulators when making policy and legislative decisions that could affect the regulators’ ability to protect the interests of their stakeholders and ensure public safety. And the federal government should support professions in developing tools that enable the integration of internationally trained newcomers into their desired profession in Canada.
To ensure a successful Innovation Agenda, the Government of Canada must work toward innovating and modernizing the way it operates itself.
By making investments now, modernizing procurement, and bringing the ICT sector on board more frequently and earlier in planning processes, the Government of Canada—as a truly digitally enabled entity—has a real opportunity to make a profound impact on the Canadian economy.
Summary of Recommendations: Digital Government
- Invest in today to fuel tomorrow
- Solve the legacy dilemma by identifying and accounting for all costs needed to maintain the infrastructure, and set aside funds for transition
- Centralize digital leadership to ensure a whole-of-government approach to its transformation, modernization and digitization initiatives
- Mind the government talent gap by better understanding the upskilling requirements of government ICT workers, and building programs to support its workforce development requirements
- Modernize procurement
- Create one procurement playbook that reduces duplication, balances cost/value, supports demand and achieves shorter time-to-market
- Collaborate with industry to develop a procurement policy that fits 21st century requirements and supports socio-economic interests
- Build a modern government by tapping into industry first
- Develop a robust, consistent engagement process with the ICT sector by extending engagement efforts to the pre-planning and final development stages of all ICT-related initiatives
- Create ICT leadership advisory councils to help guide the Government in transforming and modernizing its infrastructure, while making strong and secure digital leaps forward to innovate public service delivery
ICT FUNDAMENTALS FOR CANADA’S INNOVATION AGENDAReport: ITAC on Digital GovernmentOctober 26, 2016
To successfully support the integration of social innovation into a next-generation innovation agenda, co-create a multi-city Social Impact Network (Vancouver-Ottawa-Toronto-Montreal-etc) that could fast-track development of new place-based collaborative hubs and partnerships for cross-sector community-focused inclusive innovation tackling complex challenges. Enable the partnership to support regional replication across Canada collaborating with other government initiatives repurposing public and civic assets for social impact.
When developing a ‘cluster’ governments at all levels recognize the role that access to housing and the affordability of homeownership play in developing a vibrant community that is an attractive place in which to live. The promotion of innovation clusters should consider housing, and, reciprocally, the National Housing Strategy should consider housing as it relates to the government’s pursuit of innovation clusters and broader economic and competitive goals.
An effective innovation strategy should foster the development of products, services, and industries that can best capitalize on the natural resources and talent that already exist in our country.
The chemistry sector has an outstanding track record in investment and growth that drives innovation. It employs a highly skilled and educated workforce and plays a critical role in Canada's economic prosperity as the second- largest manufacturing sector exporter and shipper of goods. What the industry needs is for the federal government to recognize the power of chemistry and to act and build a globally competitive investment environment.
Canada needs more chemistry: bold leadership is needed to attract and win new investmentsHill TimesOctober 3 2016
www.lespatenteuxdebeauce.com ; regroupement d'individus de talents différents, de tous âges créé en Beauce par Neil Mathieu, retraité et son fils Olivier Mathieu, ingénieur jr en production automatisée. Voir la page facebook : Les patenteux de Beauce
Collectif d'individus sans but lucratif dont la mission est d'aider au développement d'idées ou d'inventions. Les rencontres sont fixées au deuxième dimanche du mois sauf en juillet et août.
The investment in Canadian private equity firms are discouraged. These firms need a lot of capital and a lack capital have these results: failure to commercialize much of the country's Research and Development, lost of intellectual capital, low economic growth. the standards of living will not get better.
To solve the problem:" First, the federal government should end the tax-clearance process that foreign private equity investors must follow when selling shares of a private Canadian company.
Second, to prevent double taxation, the Canada-US tax treaty ought to be amended to provide US limited liability companies the same tax treatment that ordinary US corporations receive when selling shares of a private Canadian company.
Third, the federal government should permit tax-free roll over of shares of a Canadian company into shares of a foreign company." (CD Howe Institute,commentary no 244, February 2007, Financing Canadian innovation,Why Canada should end Roadblocks to foreign private equity)
With these reforms,the Canadian private equity firms will not be sold too early,and if needed they will be sold at the highest price possible while having market leadership.Furthermore, the Canadian venture firms will have greater return on a 10 year period and they will invest more in Canadian start-ups, thus creating a virtuous circle.
Say you go to Tim Hortons, instead of the Paper and Cardboard Products that hold your items, how would you like to see Reusable Containers?
With Collection Bins/Locations to process and re-distribute the Containers.
Maybe if you choose to use these Reusable Containers, you will receive a Discount on Products.
Sure People may use these Containers for their own Uses, but maybe they can be Tracked, just enough, so that any Hoarding or misuse of these Public Containers could be dealt with properly.
Trust in the Community, Change requires some Work, and might bring hardships which are unknown, but we should try, right?
High Quality, Reusable Containers, used in Markets, instead of Bags, to cut down on Waste. Now fill those with Locally Made Products - the Local Supermarket is about to have a batch of Yogurt created for those who wish to have Yogurt, and maybe they have pre-ordered it, and have dropped off their containers to the Store, to fill them when the Product is Ready.
Cut down on waste of Foods and other things, that people do not want, at that time, instead of having Shelves full of Products that will either get bought or not; have people Order Products, and sure they may have to wait, but there is too much Waste.
Stores put those last items on Sale before they cannot be legally sold anymore, and I bet the business has headaches dealing with this issue, and having to throw away Products, etc.
Instead of having Products available, maybe we have to wait for what we are hoping to get, maybe you would really like to have a Banana, but the Store does not have any at the moment, someone else has one they would give/sell/exchange for you. Changing the way that Stores and Products Work, because the way things are, is how it used to be done, and there are new ways to Explore doing Things, that might actually bring Change, doing the same thing, that has not brought Change, will not bring Change...
As such, ITAC recommends that the Government standardize and increase the CCA from its current rates to 50% for ICT classes of assets, including those related to communications networks equipment and broadband networks.
Therefore, ITAC recommends that the Government seek out industry and government partners to develop the talent, funding vehicles and policies necessary to enable 5G in Canada.
ITAC recommends the Government integrate telecommunications networks and core supporting technologies, like cyber security protections, into its general definition of “infrastructure.”
ITAC recommends that federal education programs and initiatives consider the potential of e-learning as a means of bringing education and training to all Canadians.
The Canadian government needs to do more to ensure Canadians and businesses take cyber security seriously. This should include increasing public education and creating a minimum standard for business, similar to the UK’s Cyber Essentials program.
To address this, the government should find ways to inform, inspire and support SMEs. As an example, this could include creating tax supports for technology consultants working with SMEs, and launching technology demonstration facilities and test factories to help SMEs see firsthand how their operations could be transformed.
Innovation Starts Here: Ict Fundamentals For Canada's Innovation Agenda
September 29, 2016
That means that governments could and should focus their efforts in areas like: tax policy (if you innovate and make money, the government won't tax most of it away); strong intellectual property protection (so that you can protect your idea from imitators long enough to recoup your investment and make a profit); competition policy and free trade (because competitive pressure on companies is the single biggest force driving and rewarding innovation); and finally regulatory policy that doesn't just encourage competition, but allows ease of investment and changes of ownership (because new investors and owners will often bring with them innovative ideas). We do most of these things poorly compared to more innovative economies.
If you let people with ideas make money and reinvest it freely, that is the best innovation policy because it gives the biggest incentives to entrepreneurs to match new ideas with those who need them and those who have the capital to finance them. And unlike most government innovation policy, it isn't limited to fashionable sectors like high tech, but is neutral across all industries. Innovations like fracking, just-in-time inventory control and low-cost air carriers are every bit as important as IT and electronic gadgets.
Minister Bains would be well advised to remember: innovation in policy matters, too.
Globe and Mail
September 30 2016
How can more Canadian manufacturing industries succeed? First, firms should seek to fit into the value chains of larger global firms - even if that means shifting parts of their production into other countries, to stay close to the production facilities of their customers. That advice may not be popular, but it will be critical for the success of many Canadian manufacturing firms as providers of key inputs in global value chains.
Next, firms need to focus on specializing in high-value manufacturing segments and activities. It is increasingly hard for Canadian manufacturers to compete with lower-wage countries for final assembly, even for highly sophisticated products like motor vehicles.
Ultimately, innovation is the key to success for manufacturing firms. It could take the form of product innovation, such as adding client services or adapting products to new markets. Or it may come through process innovation, which could be anything from production techniques to management processes. Creating an innovation culture within Canadian manufacturing firms, sectors and clusters is likely a critical and required form of process innovation. The Conference Board has done extensive research on how to create an innovation culture within organizations - which requires strategy and tactics, a structured approach, and most importantly, leadership and risk-taking.
Canadian manufacturing has a future, but success will depend on building products differently. Ultimately, innovation will drive the productivity improvements that are required if Canadian manufacturers are to remain competitive and thrive.
Innovation is key to success of Canada's manufacturing sector
Globe and Mail.com
September 28 2016
Glen Hodgson is senior fellow / Michael Burt is director of industrial and economic trends at the Conference Board of Canada.
The recipe for success relies on the "disruptive and unpredictable forces at the intersection of four C's: cities, connections, collaboration and commitment.”
"Cities with their universities, institutions, and enterprises of every description are magnets for talent…But innovation does not happen overnight.
"Commitment is often the highest hurdle in modern democracies, whose leaders must regularly face anxious electorates with high expectations and short-term timelines. But success requires commitment, along with sustaining investments, as well as a tolerance for risk taking and failure as part of an overall strategy. This strategy must recognize and leverage those unique competitive advantages that are increasingly clustered in a relatively small number of urban regions.
"Undeniably, such commitment takes political courage, a fifth 'C' perhaps."
Innovation depends on the four C's, says U of T President Meric Gertler
September 26, 2016
"Let's let more smart people in.”
"If the federal government is absolutely serious about improving innovation ... they will change the way that we do immigration."
B.C. urges Ottawa to fix tech talent gap
Globe and Mail
September 26 2016
The federal government must be willing to make substantive policy changes and investments if it wants the forthcoming Innovation Agenda to succeed, concludes the first in a series of papers being issued by the Information Technology Association of Canada (ITAC).
In the 2017 Budget, ITAC is urging the government to create a digital leadership advisory council and a new agency, Digital Service Canada; change the capital cost allowance rate to incent more private sector digital infrastructure; enable 5G technology in Canada; fund telehealth services in urban and remote communities; fund ITAC's CareerMash student digital skills initiative; fund experiential learning opportunities within the technology sector; and, hold a holistic consultation on taxation and innovation.
September 22, 2016
When it comes to the SR&ED tax credit, administrative costs associated with it are increasingly burdensome, resulting in research and development becoming more challenging. The process to make a submission to the program needs to be streamlined if the objectives of the program remain to reward innovation.
Often, those applying for the SR&ED credit will pay anywhere from $30,000 to $100,000 to get the application done. If one assumes 10 applicants hire external consultants for their submission, the combined amount could be upwards of $1 million going into administration costs rather than innovation itself. Perhaps it is the cost of doing business but these are dollars AMC members would rather see invested into R&D.
Innovation at the heart of Canadian agriculture
September 26 2016
Leah Olson, MBA, MPPPA, is president of the Agricultural Manufacturers of Canada, a national industry association fostering and promoting the growth and development of the agricultural equipment manufacturing industry in Canada.
What mechanism could make government procurement an enabler of innovation? Part of the answer is a Canadian Small Business Innovation Research (SBIR) program.
Revamping federal procurement pro-cesses to include a Canadian SBIR program would have the following benefits:
- address the need of early stage companies to access up-front working capital;
- enable companies to scale-up their innovation capacity from concept through to pre-commercialization;
- stimulate responses to grand challenges' relevant to government departments;
- provide the government with made-in-Canada solutions that meet its needs for innovative products and services; and,
- bring together teams of R&D performers (researchers, technicians, developers and marketing experts) working to solve the government's own procurement needs.
Implemented effectively, a Canadian SBIR program has the potential to stimulate early stage innovation and R&D in small business, increase market-oriented, commercializable products and technologies and, grow the number of global patents for Canadian techniques and technologies.
Integrating a SBIR program as part of government procurement would increase alignment of Canadian innovation technologies and products with the needs of government, while nurturing a critical mass of capability in areas of strategic importance.
September 22, 2016
Nobina Robinson is CEO of Polytechnics Canada and was a member of Expert Panel on the Review of Federal Support to Business R&D (2010-2011).
Carl Byers is Chief Strategy Officer and Co-Founder of Contextere.
In fact, my idea, "Extinguishing forest fires (Group A) on inaccessible areas"
contains three invention :
1. material (fantastic new ecologycal dry powder) - cheap components,
2. device (one - time, made from self degradable ecological Polymer) for cover
area 100 sqm of forest with 2,5 kg powder - (aprx. $30/1), and
3. method for the fastest and effective application of powder exactly on fire in every
inaccessible terains (distant mountaines, no roads), incomparably more efficient than
water and foam from planes and helicopters - without new investment of money.
- After total firefighting, because powder first extinguished all flames (7. times more effective than water) and after then covering the glowing trees (like scum), robs them of all the heat and isolate from a new flame, devices and powder become organic fertilizer, and revitalize the burnt soil and vegetation.
- The biggest existing speed of application, and the terrible efficiency deprivation of oxygen,
with simultaneous suppression of free radicals, simply not allow time that a small fire becomes large - disastrous for biodiversity, wood mass, minings, settlements, etc.
- Price for action. Also, there not need the presence of people - firefighters and equipment.
We need financial support for patenting in Canada, and production in Serbia for export.
Comme j' ai déposé ma demande d'immigration par voie entrée expresse ,je me demande si le gouvernement de l'immigration et réfugiés peut ajouter une question pour tester la faculté d'innovation et l'apport de nouvelles idées chez les candidats qui déposent leurs demande de l'immigration par voie entrée expresse au Canada en impliquant aussi les provinces .
With increased political uncertainty in both advanced and emerging economies, Canada is well-positioned as a safe hedge and desirable location for investment. Canada's diversity and vibrancy is also a strength for attracting and retaining top-tier employees. But how should Canada seize these opportunities? Just saying that we are open for business is not enough to secure substantial new investment. A coherent and targeted approach would make it more clear to foreign firms what the government's long-term intentions are.
The era of specialized national champions has largely passed, giving way to a global corporate structure that is dominated by conglomerates that are increasing their breadth through frequent high-profile acquisitions. These dominant firms are not necessarily the primary driivers of innovative R&D in the global economy. This distinction arguably belongs to start-ups. But a broader analysis of the medium-well trajectory of successful start-ups points towards a notable trend.
In the past 15 years, rarely has a start-up succeeded on a global scale and then gone on to become a corporate giant of its own. Instead, almost all high-profile and innovative start-ups have been acquired by dominant incumbents. These start-ups spring from the ingenuity of their founders, and are supported by the academic and business clusters which they are cultivated in. Governments in Canada have commendably supported the development and acceleration of these clusters, but have not always communicated an objective for this support beyond helping these firms to scale up.
Clear and frank messaging from governments about their objectives for investments in innovation and start-ups could send a clearer message to the dominant global firms who will likely eventually own the most successful of these start-ups. Essentially, governments should send signals that even greater investments will be directed to innovative clusters that are more likely to attract the long-term investment of leading global firms in Canada. Moreover, as part of government efforts to attract these companies to increase the size of their operations in Canada, governments should indicate that corresponding to new foreign investment, they would be willing to increase targeted investments to relevant start-ups in the sector that the new investor operates in.
This complementary approach of fusing government support for innovation with government efforts to attract foreign investment is promising because it explicitly recognizes the long-term goals of both leading firms and start-ups. But importantly, the long-term focus of such an approach would also strongly support the ultimate objective of creating more cutting edge jobs that stay, or even move to, Canada.
Given current global conditions, Canada should be a destination of choice for both world-leading companies and top-tier employees. Articulating a long-term vision that is friendly to corporate giants and start-ups alike could increase the probability of a greater presence for both in Canada. If the government can make it clear that it understands this symbiotic relationship, and that it aims to advance these relationships in a coordinated fashion, that should send a convincing message to all that Canada is the right place to pursue innovation over the long-term.
Une conférence de portée internationale sur l'INNOVATION, tenue à l'ENAP-Montréal le 11 mai 2016, a permis l'identification de 12 recommandations pouvant aider à faciliter l'innovation publique.
Article court :
Pr. Yvan Lauzon, MBA