This blog was provided by our partners at Intracorp Homes.

We keep hearing about the housing crisis in Canada, but it doesn’t feel like our government is treating it like a crisis. A CMHC report estimates that we need an additional 3.5 million housing units by 2030 to restore housing affordability, beyond what is already planned for construction.¹ In the same report, CMHC has reduced its forecast for the number of new housing units that will be built by 400,000 due to construction shortfalls. It is clear something is off. Our housing policies and building regulations are deterring investment in Canadian real estate and making it harder to build homes. This is creating a market where both money and houses are in short supply. We need to raise almost $2 trillion in private investment to meet the government’s housing targets.² So why isn’t the government creating conditions to attract investment?

INVESTMENT

Canada has some of the largest pension funds in the world. Whilst these pension funds were once a reliable source of funding for housing projects, they are now hesitant to invest in Canada. They see the market as too risky due to unpredictable taxes and unstable housing policies.

All levels of government have raised taxations and fee burdens over recent years, significantly increasing the cost of new housing. For example, in Vancouver, taxes and fees total 30% of a home’s purchase price.³ When homebuyers can’t bear this additional cost amidst a challenging economy, investors will not invest in new development and in turn, developers can not build. Undeterred, Metro Vancouver has approved proposals to raise development cost charges by up to 256% between now and 2027.⁴ The shortsighted concept that growth alone should pay for growth means that much-needed infrastructure upgrades have become the burden of new homebuyers or new renters, as opposed to being understood as the shared responsibility of all property owners in our communities who will benefit from these improvements as we grow our cities. After all, the benefits of the growth of our cities will be shared by all.⁵

Recent changes to the CMHC’s funding criteria and ongoing building code changes are compounding the challenges of investing in real estate. While these changes are well intended, nobody is considering the layering effects of all these policies and their cumulative impacts on project economics. As they are often rapid and unpredictable, there is not sufficient time for the development industry to respond. Once these changes are introduced, it is homebuyers and renters that must bear the cost yet again, and who are left questioning soaring prices.

UNBALANCED MARKETS

Right now, policies favour rental housing over homeownership. Incentives are mainly for purpose-built rentals, leaving those who want to buy homes out in the cold. This focus undermines the traditional Canadian dream of homeownership and pushes more people into an already crowded rental market with a historically low vacancy rate of 1.5% nationwide.⁶ With a housing shortage on our hands, is it any wonder costs are subsequently going up for both renters and buyers?

MOVING FORWARD

To tackle this crisis, we need a comprehensive approach. First, cutting and simplifying fees at all government levels can give immediate relief. Next, we need consistent and predictable housing policies to attract long-term investment. This means stopping frequent changes to building codes and other regulations that create uncertainty. Lastly, we need to make Canada a more attractive place for investment by addressing the concerns of pension funds and other investors who are currently hesitant to invest here. This includes creating a stable tax environment and ensuring predictable policies. This alone would inject much-needed capital into the housing market.

Canada’s housing crisis is complex and requires a team effort from all levels of government and stakeholders. By providing stability, reducing financial barriers, and promoting both rental and homeownership opportunities, we can create a market where housing supply meets demand and affordability is restored over time. But before we can get there, we need to treat this crisis with the urgency it deserves. This urgency will require a long-term outlook, as there is no quick or easy solution. Bold actions grounded in economics are needed to incentivize investment in real estate and ensure a sustainable future for Canadian housing.

Evan Allegretto is the President, Intracorp Homes BC.

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A Q&A with Liam MacDonald, Director, Policy and Government Relations, on the topic of employer-funded virtual care and why it’s a good thing for all Canadians.

What is employer-funded virtual care?

Employer-funded virtual care is an innovation that is working by increasing access to health care for millions of Canadians across the country by providing virtual access to medical professionals. These are completely free services provided as part of employment — with all costs covered by the employer as part of a benefits plan — with 10 million Canadians across the country currently benefitting from them.

What role is employer-funded virtual care playing in the Canadian healthcare landscape?

Unfortunately, as any Canadian who has recently sought medical treatment knows, wait times at overcrowded emergency rooms across the country have skyrocketed — reaching a nightmarish 22 hours on average in Ontario last December — and over 6 million Canadians do not have a family doctor.

Against this backdrop, employer-funded virtual care is increasing access to health care for millions of Canadians across the country, saving governments money and reducing the strain on our health care infrastructure. It is therefore extremely perplexing to watch Ottawa try to tear it down.

Why is the government looking to limit access to employer-funded virtual care?

In a recent Globe and Mail article, Health Canada painted Canadians with employer-funded virtual care as queue jumpers seeking preferential access. And the government has made it clear that it sees these services as a violation of the spirit of the Canada Health Act, which guarantees free access to medically necessary services, although services that charge patients out of pocket and those paid for by employers have been consistently conflated in the discourse. And while we agree that it is hard to defend the practice, virtual or otherwise, of charging patients out of pocket for care, almost no one is. But the existence and growth of these services are more an indictment of our public system than anything else. If, after all, Canadians didn’t have to wait unreasonable amounts of time at public clinics or ERs for basic treatment, or if the public system provided virtual care on similarly competitive terms, Canadians would not need — and they should not need — to pay for care.

Why should the government reconsider its stance?

When it comes to virtual care paid for by employers, it is hard to see how the principles of the Canada Health Act are violated. These services impose no out of pocket costs on patients who benefit from them. They are completely free. And the 10 million Canadians who have access to them are not the elitist group of queue jumpers they have been painted as — they are everyday Canadians, working in all sectors of the economy — from entry level employees to managers.

Moreover, when these services are used, they also benefit those who do not directly have access to them. They keep people with common ailments out of over-crowded ERs and walk-in clinics, which reduces wait times for everyone else. They also save governments money — approximately $52 for each visit according to one study. These are savings that can then be re-invested into the public system to improve the delivery of care.

Simply put, the existence of employer-funded virtual care services creates no losers. It expands access to care for employees who have access; it benefits employers who have a vested interest in supporting the health and well-being of their employees; it benefits others by taking pressure off public health care infrastructure; and it even benefits governments by saving them money.

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For more information, read Liam’s op-ed in The Globe and Mail, Employer-funded virtual care is a good thing – even for those who don’t have it.

A Q&A with Alex Greco, Senior Director, Manufacturing & Value Chains, on the topic of productivity, innovation and Canada’s manufacturing sector.

Why does productivity matter to Canadians?

Productivity is closely linked to a country’s prosperity and long-term standard of living — when productivity rises, wages improve and prices lower. There’s also the increase in tax revenue that comes when businesses do well that supports the public services Canadians rely on.

What is responsible for Canada’s poor productivity?

There are a lot of factors that contribute to Canada’s declining productivity rates. Among them, lack of competition, regulatory complexity, skilled labour shortages and a nationally weak investment environment. You can learn more about these factors in our Policy Matters on productivity.

What’s the fix for our productivity problem?

Just as a lot of factors caused the problem, a lot of factors need to come together to fix it. But a good place for the government to start is with Canada’s manufacturing sector. Representing more than 10% of Canada’s total GDP and over 68% of all physical goods sold to other countries, the manufacturing industry is an economic powerhouse, but lately it’s been contracting. At least part of the industry’s decline is because business investment per worker hasn’t grown in a decade, which mirrors Canada’s overall weak investment environment. Encouraging innovation in the sector by implementing a patent box regime would not only help Canada compete in the economy of ideas but also contribute to economic growth, create more job opportunities and provide more value for customers.

How will more innovation in the manufacturing sector improve Canada’s productivity?

Intellectual property (IP) rights are a measure of innovation, which is linked to productivity since innovation is the significant improvement of a product, system, or process. And improving productivity includes producing better, higher-quality outputs, not just more outputs.

A patent box regime is a novel approach to corporate taxes used by some governments to encourage manufacturers to invest in and retain more IP. A Canadian version of patent box could provide a lower tax rate on income made off certain types of IP — not only rewarding innovation but encouraging a secondary income for Canadian manufacturers in the form of new patent rights and licensing arrangements.

With a patent box regime in place, there would be more reason for businesses of all sizes to conduct research and development, adopt new technology, register intellectual property and commercialize products.

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Read “What a ‘patent box’ is and why it can help solve Canada’s productivity problem,” our new op-ed in The Globe and Mail, for more information on the patent box regime and how it can be used to bolster innovation in the manufacturing sector.

Canada, the United States, and Mexico share one of the largest trading relationships in the world, jointly accounting for almost a third of global gross domestic product (GDP). This critical economic partnership among the three North American economies is underpinned and enabled by the Canada-United States-Mexico Agreement (CUSMA), a free trade agreement that took effect in March 2020, replacing the North American Free Trade Agreement (NAFTA). 

Businesses across Canada rely on the stable and predictable trading environment CUSMA has created. The Agreement has contributed to Canada’s attractiveness as a country to invest in while also providing more opportunities for Canadian businesses to invest in the United States and Mexico. Since the Agreement came into effect, there has been a 47% increase in North American trade, as well as an additional 4 million new jobs supported by this trade. 

Why Should Canadians Care about CUSMA?

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Canada sells a lot of products and services to the United States and buys a lot from them too. Enough that $3.6 billion worth of trade crosses the Canada-U.S. border each day! Canada’s trade relationship with Mexico is also critical to our economy — they’re our third largest single-country goods trading partner. 

By eliminating almost all tariffs and keeping most North American trade duty-free, CUSMA makes it a lot easier and more affordable for Canadian businesses get their products to customers in the United States and Mexico, and for Canadians to purchase their favourite products from stores.

Our economy benefits a lot from CUSMA and the trade it enables, and when our economy prospers, everyone’s standard of living goes up.

Why has CUSMA been in the news lately?

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On July 1, 2026, Canada, the United States and Mexico will decide whether to extend CUSMA for a new 16-year term. If they choose not to, there will be a review every year until the Agreement terminates in 2036.

Ahead of the review is the 2024 United States presidential election. Worryingly, there is growing bipartisan consensus in the United States on “Buy American” protectionist policies that is at odds with CUSMA’s goal of North American economic cooperation. Regardless of whether a Democrat or a Republican president occupies the White House when the CUSMA review happens, there is a risk that the United States will seek changes to CUSMA that are detrimental to the interests of Canada and Canadian businesses. 

Addressing Key Irritants Now Will Help Ensure a Smooth Review

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The CUSMA review should be seen as an opportunity to reaffirm the critical importance of North American economic cooperation, rather than as an opportunity to radically shift the terms of the Agreement. 

To help ensure a smooth review, Canada should take steps now to address economic irritants that are shared areas of concern for both U.S. and Canadian businesses. 

• Digital Services Tax (DST): Canada’s new DST is a source of contention with the United States. Multiple U.S. political leaders, including President Biden, have cautioned that the DST unfairly impacts U.S. businesses and could lead to trade retaliation. When France implemented a DST, the United States announced they would impose 25% tariffs on products unrelated to digital services, ranging from champagne and cheese to handbags and perfumes, starting in January 2021. Many Canadian businesses across multiple sectors are concerned about the potential impacts of retaliation on their supply chains and the affordability and availability of their products.  
• The Artificial Intelligence and Data Act (AIDA): Canadian businesses are concerned that AIDA’s perceived lack of interoperability with other countries’ AI regulations will negatively affect businesses that operate or seek to operate in Canada. Businesses have said that AIDA is viewed by their U.S. partners as being unnecessarily broad and punitive, and that it would likely deter investment in our economy. 

• Frequent labour disruptions: Recurring supply chain disruptions are damaging Canada’s economy, straining our trade relationships and undermining our credibility as a reliable trade partner. The government needs to provide new dispute resolution tools, including the authority for the federal cabinet to compel binding arbitration for the resolution of labour disputes.

• Defence spending: Prime Minister Trudeau’s recent announcement that Canada hopes to meet the NATO defence spending commitment (2% of GDP) by 2032 was underwhelming and lacked specificity on implementation. Meaningfully addressing the new and evolving threats in the global security environment as well as reestablishing Canada’s reputation as a dependable security partner requires a credible plan that is serious about shoring up and modernizing our defence industrial base. Canada’s strengths in aerospace, critical minerals, cybersecurity and AI can be leveraged to bolster our own security and to help fill gaps in the security architectures of our NATO allies. 

These four irritants are issues that the Canadian government can influence directly and as such, should take urgent action on. For the full list of irritants, read our submission to the International Trade Committee’s study on the pending CUSMA review. 

The Canadian Chamber’s Canada-U.S. Engagement Plan

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Canada can’t wait until 2026 or even next year to start preparing the ground for the CUSMA review. We need a coordinated outreach campaign now that reminds Americans of why a healthy relationship with Canada is important to them, their businesses and their nation’s economy. 

Which is why, at the beginning of this year, the Canadian Chamber launched a new Canada-U.S. Engagement Plan aimed at providing Canadian businesses opportunities to increase ties with U.S. counterparts and policymakers. As part of its plan, the Canadian Chamber will lead four business missions to the U.S. in 2024, focused on key areas of the Canadian economy where there are significant opportunities for growth and synergy with the U.S. economy: life sciences, Canada-U.S. trade, artificial intelligence and critical minerals. Two missions have already been conducted with two more happening this fall.

This blog was provided by our partners at Greenwin.

Jenn Green, Director, Affordable Housing, Greenwin

In the dynamic landscape of property management and development, the key to sustainable success lies in building strong, resilient communities. At Greenwin, we understand that our role extends beyond bricks and mortar. We are committed to fostering environments where every resident feels a sense of belonging, safety, and opportunity. Our initiatives—ranging from educational support to after school programming —are tailored to address the specific needs of the communities we serve. A tailored social approach, one that is attuned to the unique needs of each community, can create meaningful and lasting change.

Understanding the Community’s Unique Needs

Every community has its own distinct culture, challenges, and aspirations. Therefore, a one-size-fits-all approach to community engagement can be ineffective. It’s crucial to invest time and resources in understanding the specific needs of the community. This involves active listening, conducting surveys, and engaging in open dialogue with residents. By doing so, organizations can identify key areas where support is most needed and design initiatives that directly address these issues.

For instance, in communities where youth face significant barriers to education and employment, Greenwin has implemented programs focused on mentorship and career guidance, such as our annual Make Your Future job fair and career information event. By providing resources and opportunities tailored to these young individuals, these programs help break cycles of poverty and inspire future success.

Leveraging Partnerships for Greater Impact

Collaboration with other organizations, both within and outside the community, can amplify the impact of social initiatives. Partnerships can bring together diverse expertise, resources, and networks, enabling more comprehensive and effective solutions to community challenges.

For example, in the Jane and Finch community where guns, gang violence and social unrest culminated in the Toronto Star dubbing it “a neighbourhood that has struggled with a decades-long bloody history,” we created a Task Force with the Toronto Police 31 Division in collaboration with local businesses, dedicated mentors, government officials, landlords and Toronto Police Services to address issues in the Black Creek corridor and build a better future for our residents. We engaged Canadian journalist, author, mentor, and three-time Golden Glove Champion boxer, Spider Jones to establish Spider’s Web Youth Empowerment Centre in our building, The Oaks. The Oaks has since transformed into a beacon of hope and prosperity for more than 4,000 residents and, by extension, the Black Creek community at-large.

Creating Inclusive and Celebratory Spaces

Communities thrive when there is a sense of belonging and pride among residents. Creating inclusive spaces where diversity is celebrated can strengthen community bonds and foster a positive environment.

In our own experience, organizing community celebrations, whether it be a resident event or a wider community fair such as our annual Tastes and Sounds of Jane & Finch, has proven to be an effective way to bring people together and celebrate the rich diversity of our communities. At Tastes and Sounds of Jane & Finch we showcase local culture, food, music, and art as a powerful tool for building community spirit and highlighting the unique identity of the Jane and Finch community. These events not only create a sense of pride and belonging but also raise awareness and support for ongoing community initiatives.

At Greenwin, we believe that a tailored social approach is not just beneficial but necessary for creating meaningful and lasting change. By understanding and addressing the unique needs of each community, building trust through genuine engagement, empowering local leaders, leveraging partnerships, and fostering inclusive spaces, we can make a real difference. Our commitment to these principles guides our efforts as we continue to support and uplift the communities we serve.

This blog was provided by our partners at the York University School of Continuing Education.

Olivia Nuamah is the National Inclusion, Diversity and Belonging Leader at PwC. She is an accomplished, senior leader in the government and nonprofit sectors promoting social and economic justice, leading and implementing national anti-poverty strategies before undertaking a PhD in computer science. 

Recently, Olivia contributed her expertise as a program advisory council member for the School of Continuing Studies new Certificate in Diversity, Equity and Inclusion in action.

Olivia took some time to speak with us about her career journey and why she is excited about this new program.

Could you tell us how you started working in DEI?

I was born and raised in downtown Toronto. I went to UofT and after I graduated, I went to London. I ended up in a neighbourhood in London where a young black man was murdered while waiting for a bus and the community was up in arms because of the way it was investigated.

This starts a protest movement around the inability of the police to protect black communities, and I become one of the coordinators of this movement. So, over time, we develop a platform for police reform and law reform.

When this happens and it picks up steam, the Labour government comes into power and they say yes to an official judicial inquiry into the police handling of the murder and how black communities of colour are treated by the police. I then become the secretariat to that piece of work. And so, at that point, I became a civil servant doing DEI work. After working with the police for about six years, I moved into other policy areas, mostly working with the Labour government.

What benefits does an organization experience by implementing DEI initiatives?

So, for some of our most revered companies, be it TD, Google, or IBM, one of the things that they do well is culture. Culture building sustains an organization because people don’t rotate, they feel like they’re being treated both fairly and well, and they feel like they’re able to grow in an organization. All that stems from how you treat people in a way that they can be authentically themselves so that when they come to work for you, there’s not only the actual product of the work but there’s the desire to feel like they’re contributing to something meaningful.

I do start from that very selfish notion of let’s talk about how these concepts benefit you as an individual first. If we can talk about how it benefits you as an individual, you’re more likely to mirror the behaviours that you benefit from so that other people around you benefit. And if that’s happening, the organization benefits, because you come to work more. You’re more willing to innovate because you feel that sense of surety.

What will students learn in this program?

Ultimately what they will learn is how to identify themes that mutually benefit everybody in the context of DEI in their workplace, and then move the issue forward based on that identification of mutual benefit. So they will learn how to work in partnership, create collaborations, identify priority areas, or identify gaps in their organization, organize people as to how to address those gaps, moving through to developing a strategy or a policy. They’ll also learn the dynamics that affect people every day, that stop them from contributing and participating, and how to negotiate around some of those dynamics.

What kind of interpersonal skills are crucial for someone working in DEI?

I think a sense of empathy. They will certainly learn that. But also things around seeing status more clearly, such that you can address how to make people feel equal in a conversation.

Also, supporting people to feel more assured, and reassuring them that they can trust a space to open up about their own experiences. A growth mindset is another. That’s where you are more able to feel signals that come from different cultures and areas that are less familiar to you and grow your ability to see what’s happening around you more clearly.

What types of professionals will benefit from taking this program?

The reason the program excited me and the reason I wanted to participate was because I did see it as ideal for someone later in their career, only because they can negotiate. They understand their workplace environment. They understand the push and pull factors. They’re perhaps more senior. They’re more experienced in their career. So I do see it less for an entry-level, junior professional, or early career professional, but somebody who’s either middle or higher.

DEI can be applied in all workspaces, be it healthcare, finance, law, banking, whatever. It’s agnostic that way—public and private sector organizations, I think can all benefit.

In an era where technological advancements are reshaping industries at an unprecedented pace, it’s crucial for Canadian businesses to stay ahead of the curve.

Recognizing this imperative, on May 29, 2024, the Canadian Chamber of Commerce, in collaboration with Quantum Industry Canada (QIC) and Canada’s National Quantum Strategy Secretariat, initiated and hosted a landmark virtual roundtable, with a cross-section of Canadian Chamber members, to introduce quantum technologies to forward-thinking business leaders nationwide.

Quantum technologies leverage the principles of quantum mechanics — the science of how things behave at the tiniest scales, where the rules of everyday physics no longer apply — and have the potential to transform key areas of business and industry. These innovations offer fundamentally new ways for companies to process information, secure their data, and measure the world around them.

The roundtable builds upon Canada’s commitment to quantum leadership, exemplified by the January 2023 launch of the National Quantum Strategy (NQS). The NQS aims to reinforce Canada’s world-renowned quantum ecosystem, ensuring the nation remains at the vanguard of this transformative sector while also equipping the workforce and Canadian businesses for the burgeoning quantum economy.

Just days after the roundtable, the United Nations declared 2025 the International Year of Quantum Science and Technology (IYQ).

The Urgency of Quantum Readiness

Recent findings from the Canadian Chamber’s Business Data Lab (BDL) reveal sluggish adoption of Generative Artificial Intelligence (Gen AI) among Canadian businesses, even though Gen AI has the potential to grow Canada’s productivity between 1% and 6% over the next decade. These findings should serve both as a cautionary tale and as motivation for businesses looking to participate in the quantum revolution.

“As we’ve seen with AI and cybersecurity, early adoption and awareness of transformative technologies are crucial for maintaining Canada’s competitive edge in the global market. On its current trajectory, Gen AI could reach a tipping point in the next three to six years, which likely isn’t fast enough to beat global competitors,” says Ulrike Bahr-Gedalia, Senior Director of Digital Economy, Technology and Innovation at the Canadian Chamber of Commerce. “Our goal with this roundtable was to demystify quantum technologies and inspire business leaders, particularly those who operate small- and medium-sized enterprises, to start their quantum-ready journey now, so they can secure a competitive advantage for the sake of Canada’s economy.”

Early adopters stand to gain significant competitive advantages by leveraging quantum solutions to solve complex problems. Additionally, a BCG analysis found that early adopters of quantum technology have limited buyer’s remorse: nearly all quantum adopters plan to maintain or increase spending in the coming years.

Canada’s Quantum Advantage

Canada holds a unique position in the global quantum landscape, currently boasting the second-highest number of quantum SMEs globally according to the Council of Canadian Academies Quantum Potential report.

“By intensifying our commercialization efforts in this critical sector, we can accelerate the transformation of innovations into market-ready solutions, capitalizing on our early lead to drive value creation for Canada,” says Lisa Lambert, CEO of Quantum Industry Canada. “I applaud the Canadian Chamber of Commerce for their foresight in raising awareness of quantum technologies among their members. By being on the vanguard of adopting made-in-Canada solutions, our industries can boost productivity, drive economic growth, and shape the future of quantum applications worldwide.”

Preparing for the Quantum Future

While the imperative for quantum readiness is clear, the path forward can seem daunting. Recognizing this challenge, the roundtable touched on practical steps and strategies for preparing for the quantum future, while emphasizing the government’s supportive role.

Michael Rosenblatt, Director of the National Quantum Strategy Secretariat noted the importance of this type of roundtable to enhance collaboration between quantum companies and end-users, to ensure that Canada remains at the forefront of innovation and collaboration. 

The roundtable highlighted six questions visionary businesses should ask themselves as they embark on their quantum journey:

1. How might we leverage quantum technologies to reimagine our products, services, operations, and supply chain to propel our business into the future?
2. Working backwards from our envisioned future, how might quantum technologies overcome our current constraints or transform our value chain?
3. What unique strengths do we possess that can help us incentivize innovation, manage risks, eliminate barriers, and form effective partnerships in the quantum technology sector to advance our business goals?
4. Which entities are actively tackling constraints and challenges like the ones we face, and what can we learn from their approaches?
5. Is our R&D and corporate venture strategy aligned with the potential of quantum technologies?
6. How can we ensure our workforce is prepared and skilled to maximize the potential benefits of emerging quantum technologies?

The quantum future isn’t coming; it’s already here and Canadian businesses have a unique opportunity to lead in this technological revolution.

The Canadian Chamber and QIC are currently exploring next steps based on learnings from the first roundtable and feedback from participants. Contact Ulrike Bahr-Gedalia (ubahr-gedalia@chamber.ca) to access resources, participate in industry roundtables and connect with other businesses embarking on their quantum journey.

This blog was provided by our partners at F12.net

Introduction

In the ever-evolving landscape of cyber threats, having a robust security system is crucial. Even the best security measures can fall short if not actively monitored and maintained around the clock. This is where 24/7 security monitoring becomes indispensable. F12’s Managed Detection and Response (MDR) service provides continuous, real-time protection, ensuring your business is always safe from cyber threats.

Constant Vigilance

One of the most significant advantages of MDR is its ability to provide continuous monitoring. In today’s digital age, cyber threats can strike at any moment, and downtime, even for a few hours, can be devastating for a business as many businesses do not know what their potential loss is per hour/day. Continuous monitoring ensures that any suspicious activity is detected and addressed immediately, minimizing potential damage.

MDR teams operate 24/7, vigilantly watching over your digital environment. They monitor network traffic, analyze system logs, and use advanced tools to detect any signs of malicious activity. This constant vigilance means threats are identified and neutralized before they can escalate into full-blown attacks.

Advanced Threat Detection

F12’s MDR service employs a variety of advanced technologies to detect threats. One key component is behavioral analysis, which monitors the normal behavior of systems and users to identify deviations that might indicate a threat. For instance, if an employee’s account suddenly begins accessing sensitive data at unusual hours, this could be an indicator of compromise.

Another critical aspect of MDR is threat intelligence. This involves gathering and analyzing information about emerging threats from various sources, including global threat databases, campaigns and security research. F12 also uses information from campaigns that have been caught that may pose additional risks to small and medium businesses. By staying ahead of the latest threats, MDR teams can proactively defend against new and sophisticated attack methods.

Examples of Threats Detected by MDR:

• Phishing Attacks: Attempts to steal sensitive information by masquerading as a trustworthy entity.
• Ransomware: Malicious software designed to block access to a computer system until a sum of money is paid.
• Crypto Jacking: Unauthorized use of someone else’s computer to mine cryptocurrency.
• Information-Stealing Malware: Programs that secretly collect sensitive information from a system.

Rapid Response to Incidents

Detection alone is not enough; the ability to respond quickly to incidents is equally critical. When a potential threat is identified, the MDR team springs into action to contain and mitigate the risk. This rapid response is crucial in preventing small issues from becoming significant problems.

Real-World Scenario

Consider a scenario where a manufacturing company was targeted by a sophisticated phishing attack aimed at stealing proprietary data. The MDR team detected the unusual activity within seconds and immediately began their response protocol. They isolated the affected systems, conducted a thorough investigation, and worked with the company’s IT staff to remediate the issue. Thanks to this rapid response, the company was able to prevent any data loss and avoid significant downtime.

Frequently Asked Questions

1. What is MDR and how does it differ from traditional antivirus software?
   • MDR, or Managed Detection and Response, is a comprehensive security service that goes beyond traditional antivirus software. While antivirus software scans for known threats and blocks them, MDR provides continuous monitoring, advanced threat detection, and rapid response to incidents.
2. How quickly can MDR respond to a detected threat?
   • MDR teams are on standby 24/7 and will respond to detected threats within seconds. The rapid response protocol includes isolating affected systems, conducting thorough investigations, and working with your IT staff to remediate the issue.
3. What kind of technologies does F12’s MDR use to detect threats?
   • F12’s MDR employs advanced technologies such as behavioral analysis and threat intelligence from global databases and security research to stay ahead of emerging threats and proactively defend against sophisticated attack methods.
4. How does F12’s MDR handle false positives?
   • F12’s MDR uses advanced filtering techniques and expert analysis to reduce false positives. The MDR team thoroughly investigates potential threats to confirm whether they are legitimate, ensuring genuine threats are addressed promptly while minimizing unnecessary disruptions.
5. Can MDR help with compliance requirements?
   • Yes, F12’s MDR can help businesses meet various compliance requirements by providing continuous monitoring, threat detection, and incident response. The service can generate detailed reports and logs required for regulatory compliance.
6. What types of threats can F12’s MDR detect?
   • F12’s MDR can detect a wide range of threats, including phishing attacks, ransomware, crypto jacking, and information-stealing malware.
7. Is MDR suitable for businesses of all sizes?
   • Yes, MDR is suitable for businesses of all sizes. Whether you are a small business or a large enterprise, F12’s MDR service can be tailored to meet your specific security needs.
8. How does F12 ensure the confidentiality and security of my data?
   • F12 adheres to strict security protocols to ensure the confidentiality and security of your data. The MDR service uses encrypted communication channels, secure data storage, and stringent access controls.
9. What is the cost of implementing F12’s MDR service?
   • The cost varies depending on the size and specific needs of your business. F12 offers flexible pricing plans. For a detailed quote, contact F12 directly.
10. How can I get started with F12’s MDR service?
    • To get started, contact F12’s sales team to schedule a consultation. They will assess your business’s security needs and guide you through the implementation process.

Conclusion

The benefits of having 24/7 protection through MDR are clear. Continuous monitoring, advanced threat detection, and rapid response capabilities ensure that your business is always one step ahead of cyber threats. With F12’s MDR service, you can have peace of mind knowing that your digital environment is under constant watch by a team of security experts.

Don’t leave your business vulnerable to cyber-attacks. Take advantage of our MDR Promo 50% OFF (f12.net) to provide the round-the-clock protection you need. Contact us today to learn more about how we can keep your business safe 24/7.

This blog was provided by our partners at York University School of Continuing Education

A combination of personal and professional experiences led Dr. Yasmin Razack to understand the power of diversity, equity and inclusion in action and pursue it as her career. Yasmin has nearly two decades of progressive experience in senior leadership roles focused on diversity, equity and community inclusion. She is currently the Dean of Equity, Diversity, Inclusion and Belonging at Humber College where she works across the college to promote EDIB in teaching, learning, and organizational culture and actively contributes to advancing the principles and values of EDIB through education, training, mentorship, and open dialogue with students, staff, faculty, and alumni groups.

Recently, Yasmin lent her expertise to helping design the School of Continuing Studies’ new Certificate in Diversity, Equity and Inclusion in Action as a program advisory council member. We spoke to Yasmin about this new program, and how it will allow leaders and professionals to bring DEI practices and strategies to their organizations.

Thanks for taking the time to speak, Yasmin! For those unfamiliar with the term, could you explain what diversity, equity, and inclusion mean?

I appreciate the definition that Kojo Institute uses because it’s based on disparity and disproportionality. When you think about under-representation, that’s grounded in disproportionality, where are you seeing disproportionate numbers of communities who can’t get access to resources and services—who experience systemic inequities. And then when you think about disparity, that has to do with impact. What is the impact of their educational attainment on their ability to thrive across different industries? DEI is programs, initiatives and strategies that disrupt and work to address these issues across various industries in the workplace to achieve equitable outcomes.

What benefits does an organization experience by implementing DEI initiatives?

I think one of the things where it benefits all organizations is that it’s grounded in innovation. If you are applying and integrating the DEI lens, if you’re addressing systemic inequities, you are introducing new ways of working. You’re introducing new ways of building strategies and connecting with communities in more deeply impactful ways, which can result in increased innovation.

What types of professionals will benefit from taking this program?

If you are a leader managing people, this certificate will build your capacity, your literacy, and your understanding of how to integrate DEI with intentionality, build diverse teams, and adopt inclusive leadership traits to advance strategic initiatives, integrate inclusive hiring practices and lead sustainable organizational inclusion.

If you’re currently in a role in an organization where DEI has consistently come up—this is anywhere from marketing executives, healthcare professionals, IT, public affairs, government, any not-for-profit, all of that. If you are currently within a role that requires the integration of DEI this is for you.

And then finally if you want to be a DEI practitioner, full-time. If you want this to be your role within an organization or you want to start a consultancy in DEI, this program would highly benefit you because it gives you a framework, gives you tools, and gives you resources to integrate and apply this work, utilizing proven strategies.

What kind of projects will students participate in in this program?

We will work with you to develop a DEI action plan for your organization. An example is, and again, thinking back to the roles I just suggested, what does a DEI maturity assessment look like? How do you engage in that work and what is required to do this work successfully? Given the fact that DEI requires metrics and requires an understanding of what those metrics are, this is a tool that we’re going to introduce that will allow people to understand ways in which to measure progress.

Another is the SEEDS model and the ACE model. These are models that hiring managers, talent acquisition specialists and leaders— anyone involved in hiring—could apply to understand ways in which we potentially have biases that is grounded in all of the “isms”, whether it’s sexism, racism, or ableism. We are going to help students understand ways in which to build systemic practices and processes that disrupt that cycle of bias within the recruitment, hiring, and retention process.

What kind of interpersonal skills are crucial for someone working in DEI?

First and foremost is empathy, what is also known as radical empathy. Through active listening, humility, compassion, empathy, and communication we understand each other more deeply, and realize the impact of systemic inequities that have persisted across all levels of society. As a working professional, communication is the most important skill as you have to be disarming and connect with a broad range of people. And I think navigating these systems that are largely based on colonial principles, and the program will help students understand ways in which the system operates. And doing so does require a high level of patience, but it’s grounded in collective action.

It’s about bringing people together. Building relationships, and effective communication, grounded in radical empathy. Compassion also I think speaks volumes to the success of any DEI practitioner.

We were honoured to host a roundtable at the end of June with a delegation from the International Organization for Migration (IOM) that included Director General Amy Pope and Deputy Director General for Operations Ugochi Daniels. Members of the Canadian Chamber Network, as well as representatives from Canadian employers and industry associations, joined us in-person and virtually to discuss how we can better align immigration with Canada’s current labour market and economic realities.

Canada has a long tradition of being multicultural and immigration is a key driver of our country’s economic growth. But in the past couple of years, the public perception of immigration in Canada has shifted dramatically. A recent survey by the Association of Canadian Studies and the Metropolis Institute found that 50% of Canadians think that too many immigrants are coming into the country.

This negative perception is unlikely to change unless Canada’s approach to immigration policy addresses the realities of today’s labour market and of the future economy too, while also considering the needs of immigrants, communities and businesses.

Insights from the Roundtable

A broad range of topics were discussed during the roundtable, with participants providing their unique experiences and perspectives on everything from temporary foreign workers to jurisdictional barriers.

Collaboration Among Stakeholders

Better collaboration among stakeholders who are currently working in silos is critical. All levels of government need to work in closer alignment while also proactively involving local communities and employers in program design, implementation and assessment.

Aligning Immigration with Labour Market Needs

Canada is built on immigration and has greatly benefited from the contributions of migrant workers. Amid demographic shifts, including low birth rates and imminent record retirements, today’s labour challenges and skills gaps will continue to grow and impact every Canadian’s wellbeing. The solution is ensuring better alignment between the skills, education and certifications that immigrants bring into the country and the current and future demands of the labour market. As part of this, improved skills assessment and expedited foreign credential recognition are necessary to ensure immigrants successfully integrate into the labour market and can meaningfully contribute to the economy right away.

Sector and Region-Specific Solutions

Our economy needs high- and low-skilled labour to operate and grow. However, creating more beneficial and efficient labour pathways requires careful examination of each sector or region’s challenges and needs. For instance, ttemporary foreign workers are indispensable for some sectors of the economy, including agriculture, construction, tourism and food manufacturing.

We need to do a better job of supporting immigration to rural communities that face persistent labour challenges and skills gaps. Small and medium-sized businesses also require better support to address their talent needs and leverage the economic potential of immigration.

Did you know Canada was one of the founding members of IOM? Learn more about the work of the IOM and IOM Canada.