While most mobile marketing media points to the United States as an innovative place for mobile technology, Canada is a strong market.

Canadians have long been considered by businesses as more open to early adoption of new innovation. In 2012, the country had the one of the highest amounts of mobile payments processed in the world.

As the century moves forward, Canada is becoming a world leader in mobile payment acceptance and utilization.

MasterCard

MasterCard is one of the companies that sees Canada as the place to be. In fact the company is launching a new mobile payment solution in Canada called MasterPass.

This platform will allow vendors and consumers a way to process or use mobile payments with just a tap or two.

The platform is a sort of virtual wallet that allows consumers to enter information from up to 25 credit cards, including MasterCard competitors. Instead of working against competitors (other credit card issuers) MasterPass allows consumers to use their preferred card which makes life easier for consumers. The platform reduces the number of apps a consumer will need on their phone and the number of sign-ins needed to make purchases.

Many shopping carts are abandoned due to onerous sign in policies or purchasing requirements that aren't mobile device friendly. MasterPass aims to make shopping easier online and off.

They hope to reduce the number of abandoned virtual shopping carts with their ease of access and multiple credit card 'wallet' or 'locker'. The company notes that they are not just a credit card company but a payment company.

Read related content: 

• CIBC and Rogers Perform First Canadian Smartphone Mobile Payment
• RIM to Provide Mobile Payment Software in Canada
• Canada Changes Credit Card Code in Anticipation of Mobile Payments

Mobile Reference Model

The Canadian Government announced a mobile payments guidelines solution for the entire country in 2012.

The solution was dubbed the Mobile Reference Model and was issued as voluntary guidelines for financial institutions, payment card companies, telecommunications companies, and merchants around the country. The MRM was intended to help all of the companies and consumers work together to safely transfer payments and payment information.

The most used form of mobile payments in Canada is the NFC or 'tap and go' system.

The Canadian Government put together an overview of the system and voluntary guidelines for consumers and businesses. It can be found here.

This document also covers the types of hardware and software that is compatible with the NFC system. Most consumers that use the system have the correct hardware (mobile smart phones), though they need to install the software. Apps are usually available through the smartphone's 'store' app pre-installed on phones. Apps can also be downloaded via the internet.

Future of Mobile In Canada

Finally, the future of mobile payment processing looks exceptionally bright in Canada.

As one of the most technologically progressive countries in the world, Canada has the distinction of being where many companies test-launch mobile systems. MasterCard is taking advantage of Canada's open-minded approach to technology. Other systems from Visa and PayPal are popular as well.

The country's largest mobile phone service provider, Roger's, has plans to expand the number of phones provided that are NFC compatible. Eventually all mobile phones will be able to accept or send mobile payments.

About the Author: Tina Samuels writes for small business owners, giving advice on  how to accept payments and the virtues of social media.

With spring around the corner many Canadians are organizing themselves for the year ahead. With year-end behind us, many businesses are doing the same.

For managers focused on setting their business up for success in 2013, taking stock of internal operations is an important task.

Gary Robinson, Commercial Director for BSI Canada, one of the world’s first standards organizations, is encouraging Canadian business owners and managers to take on the role of the auditor this spring to do an internal analysis of how their staff is performing to meet desired objectives.

He has compiled a list of tips to help business managers approach internal audits within their companies.  The ten tips below are a starting point for any manager who is looking to review their operations in a way that will help engage employees in playing a meaningful role in achieving excellence in business:

1. Ensure systems and processes are clear: Systems should be outlined clearly and important information needs to be accessible and identifiable in case of emergency. It is unreasonable to expect employees to respond to situations in a pre-determined way if those systems aren’t clear.
2. Enter the area with respect: Reinforce to employees that they are the expert in their area and you are relying on them to show you what is working and what is not working. Empowering people in this way will make the process more seamless and will generate better results.
3. Get employees talking: The more you listen, the more information you will have to improve the way the business works. Internal audits aren’t about telling employees what they are doing right and wrong, they are about better understanding the way the business is working in reality.
4. Focus on every area of the organization: A one per cent improvement in 100 areas is better than a 100 per cent improvement in one area. Invest in improvement in all areas of the business.
5. Embrace non-conformance: If the attitude towards internal audits is that the auditor is ‘out to get you’, it will discourage staff to expose when things have gone wrong or aren’t going as expected. Create an environment where non-conformances are seen as opportunities to improve the business.
6.  Shift the focus towards how to improve: Instead of looking for instances where things have gone wrong, ask employees whether or not they have thought of ways to improve processes in order to receive proactive solutions.
7. Look for signs of weakness: Be proactive and look for areas in the business that are starting to show signs of weakness, this way you can do something to make those areas stronger before they cause a non-conformance.
8. Measure & track key areas of the business: If a fault arises, having concrete data to help navigate the issue will save the organization time and money. When auditing systems, this information is used to distinguish between what has changed and what has stayed the same.
9. Think about what is in it for employees: Not every employee will like or embrace others’ idea of continual improvement. When it comes to corrective action, the path of least resistance is found by answering the very important question of what is in it for them to engage with the process.
10. Provide balanced reports: It is very important to report back to staff with both positive and negative results. If results are too heavily skewed on one side or the other, you may diminish the potential for improvement.

Robinson has seen that making excellence a habit rests on working with people to set up systems that are clear, accessible and that strive to meet determined objectives.

Fongo, a Canadian mobile telecommunications company, has announced its interest in acquiring WIND Mobile.  As WIND Mobile parent company Orascom has suggested a potential sale of WIND Mobile, Fongo would be interested in expanding the company across the Canadian wireless market.

"WIND Mobile has done a fantastic job of signing up some of the most forward thinking mobile consumers in the country and has taught Canadians that there can be alternatives to traditional wireless service," said Jody Schnarr, CEO of Fongo Inc. "By combining WIND's wireless assets with Fongo's proven ability to deliver innovative mobile solutions, Canadians will have true choice and a service that is radically different from anything else out there."

Fongo currently provides 250,000 Canadians with free mobile phone service. Fongo offers its users a free phone number, unlimited messaging, unlimited calling across Canada through a mobile app that can be downloaded onto an iPhone, iPod touch and/or Android phone.

"Fongo has accomplished what everyone told us was impossible—we figured out how to make mobile calling not only free, but profitable," said Dave Bullock, president of Fongo. "We re-imagined how a mobile calling service should work, and the result is saving each of our customers hundreds of dollars a year off their mobile bill."

WIND Mobile currently provides wireless service to customers in Ontario with additional coverage in Calgary, Edmonton and Vancouver. Fongo would immediately extend WIND Mobile service nationwide. WIND customers would be transitioned to Fongo during a transition period of 12 months.

"This story should not end with WIND Mobile being absorbed by one of the incumbent telecommunications companies in Canada," added Bullock. "And it certainly shouldn't end with WIND Mobile being sold to yet another foreign owned telecom conglomerate. Canadians deserve a Canadian owned carrier that provides a true alternative solution."

The Ontario Technology Corridor is still seeing interest and growth in the video game development industry. For video games in general, Canada is ranked as the third most popular country for development, passing up the UK in 2010. From this success, Ontario has become a leading province with an expected growth rate of 21 per cent for video game companies.

Ontario currently employs 2,600 in the video game industry with the highest percentage of such companies at 30 per cent. Even further, earlier this month Ontario’s industry attracted Toca Boca, a leading digital toy app developer, whom through acquisition started Sago Sago studio. This marks Toca Boca’s first investment in Canada through the Ontario Technology Corridor which already hosts leading developers such as Google, Electronic Arts, Gameloft and Arkadium.

“While our region’s strengths in digital entertainment have attracted large studio wins like Ubisoft, Ontario’s world class talent and targeted financial incentives have created a powerful concentration of highly innovative companies and a vibrant digital media and video gaming ecosystem. Our message at GDC 2013 is this: If your company is growing quickly and expanding, join us in Ontario,” says Darius Basarab, Senior Business Development Specialist, Ontario Ministry of Economic Development, Trade and Employment.

What makes Ontario so attractive to the video game industry? The Ontario Technology Corridor offers the following incentives to bring further investment into the province including the Ontario Computer Animation and Special Effects Tax Credit (OCASE) –a refundable tax credit of 20 per cent, the Ontario Interactive Digital Media Tax Credit (OIDMTC)—a tax credit of 35-40 per cent, the Ontario Media Development Corporation (OMDC) Interactive Digital Media Fund – a contribution of up to $150,000/maximum of 50 per cent of project budget, the Ontario Production Service tax Credit (OPSTC) –a refundable tax credit of 25 per cent, SR&ED—tax incentives to reduce R&D costs, and the Ontario Media Development Corporation (OMDC) tax incentives. 

With a three-year plan underway, the federal government is phasing out printed cheques completely in favour of faster, safer and more convenient 'direct deposit' payments. By April 1, 2016, Canadian individuals and businesses will no longer receive paper cheques in the mail.

As early as 2014, this initiative is expected to save approximately $17.4 million per year. The cost to produce a cheque is approximately 82 cents, while a direct deposit works out to only 13 cents to process. In future, a cheque will only be issued under exceptional circumstances, for example when someone does not have access to a financial institution because they live in a remote location.

"The Government of Canada is committed to using taxpayer dollars wisely," says Rona Ambrose, Minister of Public Works and Government Services and Minister for Status of Women. "Increasing the direct deposit service will contribute significant savings by a reduction in the use of paper, plus related cheque-printing and delivery costs."

She points out that the Receiver General issues more than 275 million payments annually, of which close to 79 % are already made by direct deposit. Citizens and businesses currently receiving federal government cheques have the next three years to register for the change. Enrollment forms are obtained from the Receiver General web site, or from federal government departments. Starting immediately, the only method for new payment recipients will be as direct deposit.

By modernizing and saving taxpayer dollars, this plan is also in tandem with the Federal Sustainable Development Strategy aimed at reducing paper consumption and reducing greenhouse gas emissions.

More information, including enrolment forms, is available online at www.directdeposit.gc.ca.

--News Canada

Lululemon announced today the recall of a batch of their women’s yoga pants, or women’s luon bottoms. The company stated that the ingredients, weight and longevity qualities of pants sold on or after March 1st are not up to standard and result in a level of sheerness that falls short of Lululemon’s regular quality.

“Since we have been made aware of the issue, we have moved swiftly across all channels to ensure that the affected product does not end up in the hands of our guests,” said Lululemon in an official statement.

The issue was discovered on Monday, March 11th. Lululemon removed the pants from stores, showrooms and its e-commerce site by March 16th. The company is amid investigation as to why the quality of the fabric was not up to par, but those customers who have purchased the luon pants are welcome to return them for a full refund or exchange.

“We are in the process of identifying the production issue, and will resume production and shipment of the product when the issue has been addressed and corrected,” said Lululemon.

This recall will also affect supplies, with an expected shortage while Lululemon works to replace the low quality product.

“We are also exploring all opportunities to increase inventory levels as quickly as possible, so long as our standards are met,” said Lululemon.

Affected pants will be recycled as according to the process the company already has in place to take care of product that doesn’t meet Lululemon quality standards.  

Written by: Jim Finkelstein and Melissa Mead, FutureSense, Inc. 

“Real success is finding your lifework in the work that you love”

- David McCullough

There’s no law that says you must actually like your job.  But what is it that motivates people to get up every day and go to work?  And think about this, if your employee population all won the lottery tomorrow – that is, they were all financially set for life – 95%-98% of them would not show up the next day!  Can you really and truly afford to not understand what melts their butter?

Maybe it has something to do with the rewards, recognition and incentives that accompany showing up and staying for years on end.  Some will argue that the bona fide way to a committed and loyal employee’s heart is solely through monetary earnings, not to mention the gratification of a steady income. Or maybe, it has to do with working in an inspired environment, where appreciation and respect for fellow co-workers and employer not only exists but is the norm.  People want to feel wanted and appreciated. It’s only human nature.

Preventing the Butter from Hardening

Let’s first start with understanding what turnoffs to an employee are.  Performance appraisals in the workplace are frequent, and nearly impossible to avoid.  They are the quintessential “CYA” activity.  But why do people shun the word “appraisal” as if it were the plague?  

Performance appraisals shouldn’t be feared. In fact, they should be welcomed with open arms. In an ideal world, employers wouldn’t “manage” people like two-year-olds. Rather, they would encourage skill development and offer training, mentoring and coaching to make that happen. This way, there would be a whole lot more empowerment going on, instead of nitty-gritty micro-management, which everyone just loves. 

Rather than scrutinizing every little minute detail or skill involved with an employee’s work style or work ethic, or way of going about daily tasks, it’s certainly more encouraging to ground oneself in a comprehensive knowledge of individual and organizational development and thus learn to recognize and address the achievement of success through valuing, motivating, and rewarding people.

The focus of monitoring and assessing workplace performance should  undoubtedly be placed on setting attainable and collaborative goals, making collective decisions, and being able to tackle and solve problems within one’s own relative sphere of responsibility and authority along with one’s colleagues.      

Yes, while workplace performance is frequently monitored (as perhaps some believe it should be), there’s no reason why appraisals shouldn’t focus on the positives and be a catalyst to cooperation and communications. The butter will start to soften up a bit.  

Understanding UMPs

Increasing the value of people, and truly understanding why people show up to work, and why they stay, is just as important as why they leave.

The tricky part, however, is that not everyone is motivated by the same things. One very important item to realize about motivation itself is that it is an incredibly individual expression.  Figuring it out might prove to be quite the challenge in larger organizations, but probing and prodding for what melts your employee’s butter—their unique motivational profile (“UMP”)—is just an expense that is certainly worth spending.

It goes hand in hand... both employers and co-workers need to be willing to understand and pay attention to the profile of the individual, which is why listening is a vital component of maintaining goal and action-orientated motivation. Communication itself is crucial and practically nonexistent without listening. Along with the ability of employers and employees to actually listen and comprehend what the other has to say, comes the increasing potential to recognize, encourage, and motivate.

That being said, do you really understand your own employees?

Melting the Butter

People are inclined to leave their job because they: don’t like their boss or co-workers, they don’t have the tools to be productive and move forward, and/or they’re working in a toxic environment.  

People in the workplace can be motivated by a myriad of things. Yes, some of these things might be ‘extrinsic’ motivators.  In fact, to this day, some of them are very basic even in late 2012. Having (and keeping) a job that can pay the bills ranks noticeably high in everyone’s profile. 

Money is notoriously viewed as a motivator.  But it’s surely not the only thing that gets you out of your flannel PJs, into your car, and onto your rollie-chair inside your cubicle. Compensation is an extrinsic motivator, and one of the best at that. The anticipation that rests in such satisfaction through rewards processes (i.e. paychecks and raises and the occasional bonus) is enough to coax employees to tackle mundane tasks and things they really could care less about.

But obviously, if money were the only motivating factor in existence, it wouldn’t take very long for people to become exhausted with those tedious tasks, and risk leaving their secure occupation for something better, or for potentially more money.  

A large portion of motivators in the 21st century just so happen to be ‘intrinsic’ motivators, which most certainly include: the excitement that one’s work brings them, engaging projects, the interesting environments in which people work, the captivating people whom which they work with, the work-life balance that one’s job allows them to have, not to mention the ongoing search for meaning and purpose within their life and passion for their work.  

This is due, in large part, to both the newness to the workforce of the Millennials – the youngsters with high ideals – as well as the fatigued experience of the Boomers – the older folks that were supposed to be gone by now who now feel stuck in their jobs.   Money, while important, is just not what it used to be. 

What’s In It For Me

For every ten articles you read on compensation five will say money is key and five will say lifestyle, workplace accommodations, etc. are key. Here is the scoop—the one with the cherry on top. In a workplace populated today with 18-80 year olds, they all expect both.  

Above all, there are no “best” practices that can apply across the board to all organizations and all people in a highly diverse and divergent world of cultures, values and opinions. There are a plethora of tools to use; your job is to find the right mix for your people. 

People want it all, and in the 21st century they are tuned into WII-FM (What’s In it For Me). Thus, if you can tap into and listen to the music they enjoy, determine their UMP, then you can put together the right mix of incentives, rewards and motivation to melt their butter.  

Jim Finkelstein is the President and CEO of FutureSense, Inc.., a management consulting firm specializing in people and organizations ( HYPERLINK "http://www.futuresense.com" www.futuresense.com).   He is the author of Fuse:  Making Sense of the New Cogenerational Workplace® (Greenleaf Book Group, October 2011) ( HYPERLINK "http://www.fusethebook.com" www.fusethebook.com).  Melissa Mead is the Social Media Coordinator for FutureSense.

Workplace fraud is an ongoing issue in Canada and small businesses are particularly vulnerable since there are often limited resources, if any, to devote to fraud prevention. Yet, small businesses are among the biggest targets with revenue losses related to employee-perpetrated fraud estimated at $3.2 billion per year according to Canadian accounting associations.

“Fraud in the workplace can cost small businesses big bucks. The easiest way for any business with limited resources to deal with fraud is to put in place simple systems to prevent it in the first place,” said François Ramsay, Senior Vice-President, Corporate Affairs and General Counsel for Yellow Pages Group. “What amounts to very small steps can save a small business owner thousands of dollars and buy them invaluable peace of mind.”

Ramsay proposes the following tips for small businesses looking to develop a fraud prevention program:

• Determine where your company's specific vulnerabilities are in order to create and implement internal prevention controls (e.g. Do you only have one person handling all the finances? Is access to your inventory unrestricted?)

• Know your employees. Check references, employment and educational history for previous history of fraud or illegal activity. If you're filling a position managing assets, consider a credit check with the authorization of the candidate.

• Have security cameras installed to monitor activity at cash registers and in inventory storage areas. Fraud is less likely if people know they're being watched.

• Conduct unannounced audits on specific functions of your business where fraud might occur. Surprise audits act as a fraud deterrent as employees will know it will likely be uncovered.

• Check bank statements yourself and watch for missing cheques, cheques issued out of sequence, unknown payees, cheques which look altered, cheques not signed by authorized signatories, or any other unusual items.

• Use only vendors from a management-approved list which is routinely checked against invoices.

• Develop a fraud policy and communicate it to all employees. This signals not only that you take these activities seriously but also that there are consequences. This in itself can act as a deterrent.

• Take action when fraud is discovered. Having a fraud policy is useless if you are unwilling to enforce it. Consider options such as reprimands, suspensions, demotions, salary cuts, probation, dismissal and legal action for differing levels of fraud.

For more tips on fighting fraud in the workplace as well as information on common scams targeting small businesses, visit: yellowpages360solution.ca/fraud.

News Canada

General Motors announced today a $250 million investment in the CAMI Assembly Plant in Ingersoll, ON. The investment is being made in an effort to prepare the facility for future vehicle production through the installation of flexible body shop equipment and tooling.

“Conversion of the CAMI Assembly Plant to a flexible manufacturing facility will provide CAMI with the ability to produce multiple global architectures and body styles,” said Kevin Williams, president and managing director, General Motors of Canada.  “Continually improving the flexibility of our manufacturing operations helps us respond quickly to customer needs and market demand.”

This investment is important to GM due to its focus on manufacturing flexibility and will provide CAMI with abilities to produce a variety of vehicles at lower costs. GM believes this investment will benefit the company through the opportunity to “introduce and deliver new products to the market at a faster pace.”

“We have had a strong start to 2013 with customer demand for our newest vehicles driving improved sales,” said Williams, “This is strong confirmation that our investing in manufacturing flexibility, finding ways to bring new products to market faster, is the right strategy.”

GM’s investment into CAMI comes from the company’s emphasis on future flexible vehicle architectures. These flexible platforms are expected to reduce assembly plant complexity, increase efficiencies and enhance GM’s ability to adjust product mix quickly.

Construction from this investment is expected to begin within the next few weeks. 

See Related Stories on Business Review North America:

GM to Manufacture the Chevrolet Impala in Canada

Why Companies Should Invest in Canada

Canadian Auto Manufacturing Breakdown

You can’t open the paper without reading doom and gloom forecasts for the Canadian property boom, making it an anxious time for would-be buyers who are desperate to know if the bubble is about to burst.

Crash or cooling?

The latest statistics from the Canadian Real Estate Association (CREA) have helped to ease concerns about an imminent crash, however, with many experts suggesting a moderate correction in values may now be more likely than a major crash.

National home sales for the month of January 2013 were up 1.3 per cent from December 2012, the fifth month in a row that sales activity has showed little change, despite warnings throughout this period that a crash was about to happen.

The levels of activity have remained fairly unchanged since the sharp drop back in August, after mortgage lending rules were tightened. 

Positive news from Edmonton, Toronto and Vancouver

According to the CREA, home sales increased in around half of the local market areas compared to the previous month, with the greatest sales increases occurring in Edmonton which enjoyed almost 10 per cent more sales, followed by Greater Toronto (up 5.6 per cent) and Greater Vancouver (up 4.7 per cent).

“There is little news to report about national sales activity, which continues to hold fairly steady at the lower levels first reached when mortgage rules were tightened in mid-2012,” CREA’s President Wayne Moen said. “That said, things are becoming more interesting among local markets, with improving sales in Vancouver and Toronto likely to come as something of a surprise to some.”

The bigger picture

With posted decreases in year-over-year sales and predictions that house prices will continue to rise, fears about a bubble are not without grounds. However, economists disagree about the likelihood of a crash; while some warn that a US-style crash may be ahead, others argue that Canada has avoided many of the mistakes made in the US housing market and that its tighter lending and banking regulations have prevented prices getting too far out of control.

Low borrowing costs

With interest rates low and expected to remain low – the Bank of Canada has said that soft economic growth and tame inflation means it has no imminent plans to increase the 1 per cent  key lending rate put in place in September 2010 – many experts expect future house sales figures to remain fairly steady. The market may be fraught with nervousness, but today’s homebuyers can at least benefit from the lowest mortgage rates Canada has ever offered. The 1.35 million mortgage holders who renewed last year saved an average of $2,000 in annual interest costs, according to the Canadian Association of Accredited Mortgage Professionals.

Spring buying season

With disagreement among the country’s leading economists, it is difficult to predict the future of the Canadian housing market. However, with the spring buying season now beginning, many leading economists now hope that fears about a crash will soon prove to be unfounded.

Statistics Canada released today their report on private and public investment for 2013. Public and private organizations as well as the housing sector estimated their expected capital investments to reach $398.2 billion throughout 2013, up a total 1.7 per cent from 2012. This estimation  is the smallest increase since 2009 and the economic downturn.

The mining, oil and gas extraction sector is leading the slow down followed closely by information and cultural industries as well as educational services.  

Of the decline in investment in the mining, oil and gas industry, two provinces are accountable for the decrease, Ontario and British Columbia. In Ontario, investment is declining by $1.2 billion, 30.3 per cent. In British Columbia, investment will decrease by $2.4 billion, a total of 25.8 per cent.

On the other hand, utilities, transportation and warehousing offset the slow down by their expected strong increases in investment.

Even further, investment in non-residential construction, machinery and equipment by utilities is expected to total $31.3 billion, which is up 7.7 per cent from 2012. This increase is led by the electric power generation and transmission and distribution industries, accounting for 65 per cent, specifically in Ontario where capital spending is anticipated to increase by $943.6 million.

Of the $398.2 billion, the public sector is anticipated to contribute $88 billion, a rise of 5 per cent, while the private sector will increase 0.8 per cent to $310.2 billion. 

The Air Transport Association of Canada (ATAC) released a statement today asking the Canadian Government to deny Air Canada’s recent request for pension relief.

Air Canada, under its Defined Benefits Pension Fund, is expected to contribute $4.2 billion and thus has filed a request for a cap on its pension fund contributions to be set at $150 million, saving the company $700 million over the next five years.

ATAC believes this would create an unfair playing field. “Relief offered exclusively to a former crown corporation, that has already had immense support, not forthcoming to their competitors, is not the type of strategy that would benefit Canadians or the air industry now or in the future,” says John McKenna, President and CEO, ATAC.

ATAC disapproves of helping only one airline as it “would seriously impact the competitiveness of Canada’s airline industry.”

“ATAC is a strong proponent of a level playing field in air transport in Canada. Consequently, we urge the Government to draft a response to Air Canada’s requesting such a way that it would help all Canadian carriers equally rather than privilege one carrier above all others. ATAC respectfully suggests that the Government keep in mind that the Canadian air transport industry as a whole is an essential service and not just any one carrier,” said McKenna.

Saputo announced today its plans to close its cheese manufacturing plants in Heiden, Germany and Newcastle Emlyn, Wales, United Kingdom. The closures will affect approximately 140 employees.

The plants to be closed were acquired by Saputo in 2006 and 2007. The Germany-based plant produces Italian specialty cheeses for the retail market and the UK-based facility manufactures mozzarella for the food service market.

The closures are a direct result of Saputo’s competitiveness in Europe. Hoping to penetrate the market from the acquisition of the factories, Saputo has determined that Saputo European “does not have sufficient critical mass to be profitable.” Even further, Saputo does not see short or mid-term opportunities available from the plants.

“Saputo has therefore decided to close its Germany plant and proposes the closure of its United Kingdom facility, subject to the consultation period, to further concentrate efforts and resources in its current platforms and other markets,” said Saputo in an official statement.

Saputo expects the closure of the plants to cost an estimated $15 million after taxes and a total of $1.5 million in annual earnings.  The closure of the UK-based plant is subject to a 30 day consultation period according to legislative requirements.

Saputo, a Canadian-based cheese manufacturer, currently operates 47 plants worldwide, serves customers in over 50 countries and employs 10,100. Saputo is the largest dairy processor in Canada, third largest in Argentina, the 12th largest globally and is among the top three cheese producers in the US.

Tim Hortons announced its fourth quarter earnings today with highlights including 23.8 per cent quarter dividend increase and a share repurchase program.

"Menu innovation and other strategic initiatives helped contribute to our growth in the fourth quarter, as shown by improvements in same-store sales growth rates compared to the previous quarter.  Economic and operating conditions remain challenging.  We are focused on leveraging our unique brand position, menu innovation, marketing and operational initiatives to help respond to the operating environment and continue to grow our business," said Paul House, executive chairman, president and CEO.

Tim Hortons, through its new restaurant development, saw system wide sales increased to 6.4 per cent while total revenues were up 4.1 per cent at $811.6 million in comparison to $779.8 million in Q4 2011. Tim Hortons explained the reason behind the slower revenue growth versus system wide sales was due to a more modest growth increase in the distribution sales sector which came in at 3 per cent.

Tim Hortons annual system wide sales in 2012 saw a total increase of 6.9 per cent, while revenues rose 9.4 per cent to $3.12 billion in comparison to 2011 in which Tim Hortons reached $2.85 billion.

A higher targeted annual dividend payout has been approved by the Board of Directors offering a payout range of 35 to 40 per cent. This means the Board has approved a 23.8 per cent increase totalling a payout rate of $0.26 per common share available on March 19th.

"Our strong cash flows have enabled us to increase our dividend for the sixth consecutive year and increase the target payout range, thereby returning more capital to our investors," said Cynthia Devine, Chief Financial Officer.

Additionally, today, Tim Hortons announced its share repurchase program that will allow the company to repurchase up to $250 million of common shares.

"Our confidence in the strength of our cash flows led us to increase our share repurchase program from $200 million to $250 million as a means of returning capital to our shareholders," said Cynthia Devine, Chief Financial Officer.

CIBC President and CEO Gerry McCaughey stated today that Canadians should be allowed to make additional, voluntary contributions to the Canadian Pension Plan (CPP) if  interested. These additional benefits would “avoid facing a significant decline living standards when they retire,” said McCaughey in his keynote address to the National Summit on Pension Reform.

"Our research found some 8.4 million people will experience a decline of more than five per cent in their standard of living at retirement," said Mr. McCaughey. "Far more troubling is the fact that 5.8 million Canadians are on pace to experience a significant decline - meaning a reduction in living standards of more than 20 per cent.”

One of the highest demographics to be affected by this decline will be young Canadians, McCaughey warned, specifically those in the lower income brackets. Without the ability to buy an average Canadian home, young Canadians lose forced savings benefits that result from home ownership.

"And, here is perhaps the most alarming takeaway: when we look at those 5.8 million people - we see that most of them are young. In fact, our economists estimate that almost 60 per cent of adults in their late 20s or early 30s, can expect to experience a significant decline in their standard of living when they retire,” said McCaughey.

Other problems in retirement savings opportunities include the scarcity of private pension plans. McCaughey explained in his address five imperatives he thought should be incorporated into any retirement savings solution. They are as follows:

• It must be easy to understand and simple to participate in.
• It needs to put the money of Canadians to work over the longest possible horizon - as much as 40 years or more - to maximize returns and grow savings.
• It needs to be voluntary, but committed savings so after an individual opts in annually, the money can't be touched until retirement, giving it every opportunity to grow. These additional, voluntary contributions would come from after tax income, similar to the TSFA, and when withdrawn at retirement would neither be taxable nor result in a loss of income tested benefits.
• It needs to provide a predictable income stream at retirement- providing a date-certain, amount-certain return to Canadians at the conclusion of their working years.
• It needs to take advantage of the benefits of scale - and the incremental returns that are available from accessing high-quality investment management that operates within a low cost structure due to its size and scope.

“I believe that a reasonable starting point, benefitting the greatest number of individuals, would be to allow Canadians to increase their contributions to the CPP," says McCaughey. "We need to provide Canadians with further choice - choice that gives them date certainty and real dollar amount certainty. A choice that will help Canadians as individuals, and Canada as a nation, reignite a culture of savings,” said McCaughey. 

The Canadian Real Estate Association reported today that national home sales rose 1.3 per cent from December to January, but in year over year the real estate industry dropped 5.2 per cent.

Approximately half of Canadian real estate markets saw a rise in January, in comparison to December 2012, such as Greater Toronto and Greater Vancouver which came in at 5.6 per cent and 4.7 per cent respectively. Sales in Edmonton led the increase through its 10 per cent jump. These increases helped offset some softer markets that saw slower sales such as Ottawa, the Fraser Valley, Montreal, Regina, London and St. Thomas, and Calgary.

“There is little news to report about national sales activity, which continues to hold fairly steady at the lower levels first reached when mortgage rules were tightened in mid-2012,” said CREA President Wayne Moen. “That said, things are becoming more interesting among local markets, with improving sales in Vancouver and Toronto likely to come as something of a surprise to some. As always, all real estate is local, so buyers and sellers should speak to their REALTOR® to understand how the housing market is shaping up where they live or are considering to live.”

The decline year over year was due to two-thirds of local markets seeing decreases in sales activity in January. Those that were an exception to the rule include Calgary, Edmonton, Winnipeg, Windwsor-Essex and Guelph.

“Year-over-year declines in activity have received attention lately, and understandably so since they’re more exciting compared to the fairly steady month-over-month trend for national sales following changes made last year to mortgage regulations and lending guidelines,” said Gregory Klump, CREA’s Chief Economist. “If national sales activity remains stable near the levels we’ve been seeing since last August, then year-over-year comparisons will begin fading after the crucial spring buying season. Until then, the focus may remain on how sales were stronger in the first half of last year compared to lower but stable national activity since then.”

On the other hand, Canada’s national average home price was $354,754, a two per cent increase year over year. While the Aggregate MLS Home Price Index saw an even further increase of 3.1 per cent in comparison to January 2012 which is the ninth month in which the markets have seen less of a gain and the “slowest rate increase since April 2011.”

In hospitality and retail, two industries so reliant on shift workers, piecing together a staffing schedule puzzle is always a balancing act between payroll control and adequate coverage.  As managers, however, we sometimes get so caught up in the numbers that we often fail to create a truly effective schedule. We overlook the factors which will maximize productivity and profitability: the needs of our employees. I'd like to share the three elements a manager should consider before he or she can master the art of designing their best schedule.

I've seen, from industry experience and my re-invention of the traditional staffing agency model, how shift work employees are affected by the traditional scheduling process. The number of part-time workers has grown significantly due to the slowly recovering economy and a cultural shift in priorities as it relates to work. Managers must adapt to a new reality to keep productive staff motivated to perform and stay on the job...and much of it starts with taking an interest in how they want to work.

Here are three tips to getting the most from your employees through great scheduling routines.

1.What Does Their Ideal Schedule Look Like?

As is common for many shift workers, they have other obligations. Many that work in retail are also juggling school schedules. And plenty of weekend servers are pursuing other jobs during the week. Asking staff what their ideal schedule looks like is a great way to figure out exactly what they want. You may not be able to please everyone, but this is an essential step to finessing a schedule that works for your staff. 

Their answers could be a surprise. A security guard who regularly works nights but covets the early morning shift that is so hard to fill. Or a sales person who has worked the last 16 Sunday’s in a row and would love the occasional Sunday off. Just asking is a start at showing staff how much you care. From there, a few small changes can make a big impact.

2. How Much Do Your Staff Want to Work?

The number of hours that employees want to work vs. the number of hours they are scheduled is one of the largest complaints of shift work. Each employee relies on a certain number of hours to maintain their life. It’s that simple.

Regularly ask your employees what their expectations are; they may have changed from their initial hiring period. Some are looking to cut back a day or two and others would gladly work overtime. Being upfront with staff about whether you can meet their expectations is key - even if you can’t meet them. The knowledge and consistency of a predictable schedule provides staff with the security they need to feel great about their job.

3. Who Do They Work Best With?

Finding patterns between supervisors and staff that get more quality work done when they are paired up - independent workers paired with more hands off managers, or people that thrive under a task driven supervisor.

The balance between getting things done and getting along is essential to seeing the best in your staff. And happiness is contagious. Working in an environment where people get along is crucial to job satisfaction.

As you begin your hiring, try adopting the scheduling practices that prioritize your shift workers' needs, in addition to budgets and business requirements. You'll experience a marked difference in their energy and likely a better return on your payroll investment.

Margaret Readings is CEO and Founder of Connect For The Best, a new-model agency re-inventing the way the service industry satisfies its staffing needs. Her expertise comes from 30 years of prior managerial and executive experience at high profile international hotels and she enjoys relating her unique perspectives to the students of Humber College's hospitality program in Toronto, Canada as an educator.

"They can refuse to take pennies if they like, just as we've seen in the past merchants posting notices that they don't take the old paper $50 and $100 bank notes," said Royal Canadian Mint spokesperson Alex Reeves in response to Burger King’s decision to refuse the coins at their Catham-Kent location.

Canada Stops Using Pennies

The news is a bit harder to swallow for shoppers that still have leftover pennies they’d like to use, like Burger King patron Charlene Houle. "I had $5 and five pennies piled up ready to go and she handed me back the pennies and said, 'we don't take pennies,'" she said in an interview. "I guess I was shocked that they could do that – that they didn't have to take legal money."

Employees have since been instructed to refuse only rolled pennies, not loose, said the franchisee of the restaurant when contacted for comment.

The last penny was minted in Winnepeg last year on May 4 and ripple effects have been felt throughout the economy since the mint announced the decision to stop distributing the coins last week.

While businesses retain the right to refuse pennies, it is not expected this will become a widespread practice.

Reeves concluded, "It doesn't seem like that's a trend at all. Businesses are choosing to be as customer-friendly as possible.”