Stretchflation is the latest threat to your grocery bill

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Sylvain Charlebois

Troy Media

We are all familiar with “shrinkflation,” where the quantity of a product decreases while the price remains the same, and “shelflation,” where a product’s shelf life is compromised due to supply chain issues. These phenomena, which have been around for decades, contribute to the rising cost of groceries. However, a new trend called “stretchflation” appears to be emerging in our grocery stores.

Stretchflation, first reported in Europe, involves increasing the quantity of a product while its price rises disproportionately, subtly deceiving consumers. An unverified example is Saputo’s sliced provolone at Costco. The package size increased from 620 grams to 750 grams, a 20 percent increase. However, the price of the 750 grams is over $15, representing more than a 25 percent increase, according to some reports. Recently, some bakery products have also experienced similar price and quantity adjustments.

For now, cases of stretchflation are rare in our grocery aisles, but we might see more in the future. The recent consumer revolt against shrinkflation is pushing manufacturers and distributors to offer more product, but they also seem to be asking for more money in return.

The common denominator of all these strategies is the rising cost of raw materials. For example, sugar is about 50 percent more expensive than five years ago, and cocoa prices have surged by 103 percent. Orange juice prices are at a record high. Some ingredients always experience a price surge for one reason or another. Sometimes, ingredients increase wildly, or prices fluctuate enormously, as seen with wheat and other commodities at the beginning of Russia’s invasion of Ukraine in 2022. Manufacturers need to adjust to maintain their market share. But stretchflation is different.

The primary motivation behind stretchflation is likely to defend the industry’s image, not just to cut costs and offer less. Bulk buying was the trend for about 20 years, starting from the inflationary phase of the early 1980s. “Big was king,” as the saying goes. Since then, there have been two significant shrinkflation cycles: in 2008-09 and more recently, from 2022 to now. The recent cycle of shrinkflation probably ended earlier this year, but the industry’s response seems to be stretchflation.

One might wish to legislate against companies changing product quantities, but that could lead to further price increases. And there’s nothing illegal about it.

Nevertheless, these tactics are a nuisance for all of us. The most concerning aspect of these quantity changes is their effect on our bills and how Statistics Canada measures their impact on food inflation. While the federal agency assures us that it monitors these strategies’ effects on food inflation, it rarely provides clear examples of how it adjusts its methodology to account for them.

Another issue is retail sales taxes. Many food products lose their tax-exempt status if the quantity is reduced too much. For example, this is the case for ice cream, puddings, or even granola bars. Reading the rules on what is taxable or not at the grocery store is complicated. With quantity changes, many products become taxable simply because the quantity has been reduced, or vice versa.

Besides the desire to legislate against these tactics, the lack of transparency on our grocery bills regarding taxes is probably the most pressing issue that needs to be addressed.

Dr. Sylvain Charlebois is senior director of the agri-food analytics lab and a professor in food distribution and policy at Dalhousie University.

Show employers you can hit the ground running

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Nick Kossovan

Troy Media

Employers are increasingly stating: “We want someone who can hit the ground running.”

Essentially, the message is, “Don’t expect us to explain the basics. We expect you to know your sh*t.” Employers understand you’ll need time to learn their business, applications, software, infrastructure, etc. However, they expect that you’re proficient in Microsoft Office Suite software, understand file management, and know how to troubleshoot common computer problems, and won’t be learning these basic computer skills as part of your learning curve on their dime.

Employers aren’t in the business of training people. You’re responsible for your career; therefore, you’re responsible for acquiring the skillset you need.

For an employee’s compensation to be justified, a return on investment (ROI) is required. When referring to employment, ROI refers to the value an employee brings to the company relative to their compensation. Employers pay their employees, and employees work for their wages. Employee work value is created when their work directly or indirectly results in profitably selling the company’s goods and services. Your best chance of job security (but no guarantee) is to be an employee who undeniably contributes measurable value to your employer’s profitability.

(Employee’s measurable value to the company) – (Employer’s investment in compensation) = (ROI)

Understandably, employers are looking for candidates who can make an immediate impact, individuals who can jump right in, learn and adapt quickly, and start delivering results as soon as possible. Hence, you want to distinguish yourself as being capable and willing to “hit the ground running.”

Here are some tips to help you present yourself as a fast-starting, high-potential hire:

Emphasize relevant experience

Presenting irrelevant information will be perceived as lacking the ability to communicate succinctly, a highly valued skill in the business world. Only share experiences and quantified results that are pertinent to the position you’re applying for.

When crafting your resume and cover letter, identify the skills, knowledge, and previous responsibilities/quantified results that align with the job you’re aiming for. By demonstrating that you’ve “been there, done that” and brought measurable value to previous employers in a similar scenario, employers will feel confident that you can immediately deliver value.

Showcase transferable skills

Consider the universal soft skills that employers universally value.

  • Analytical
  • Communication
  • Interpersonal
  • Problem-solving
  • Project management
  • Time management

Tell STAR (Situation, Task, Action, Result) stories – describing a specific situation, the task you were assigned, the actions you took, and the results of your actions – that showcase your soft skills and explain how you can leverage them to succeed in the role you’re applying for. This will assure your interviewer you have the fundamental skills to achieve successful outcomes.

“While working at Norback, Jenkins, & St. Clair, I led a team of five architects to redesign a historic downtown Winnipeg landmark according to strict deadlines and complex stakeholder demands. I conducted Monday morning team meetings and used Slack to provide tailored updates to keep the team aligned. As a result of my communication skills, the project was completed on time and under the $7.5 million dollars budget.“

Discuss onboarding insights

A great way to position yourself as someone eager to hit the ground running is to show that you’ve considered what it’ll take to start delivering value.

“Based on my understanding of the typical onboarding timeline for this type of position, I anticipate completing all training and ramp-up activities within my first two weeks, enabling me to begin tackling projects by my first quarter.”

Assuming you’ve researched the company and studied current industry trends, which you should have done, mention the extra steps you’ve taken to prepare for the role. This will show your willingness to learn and will require minimal handholding.

Emphasize quick adaptability

Employers value the ability to adapt quickly to new situations and challenges. During your interviews, share examples of your flexibility and agility.

At some point in your career, you’ve likely had to learn something new (e.g., software, operating system) on the fly. You’ve also likely had to navigate a major change or disruption. Using STAR stories, explain how you approached these scenarios, your strategies, and the positive outcomes.

By showing resilience, resourcefulness, and adaptability, you demonstrate that you can thrive in ambiguous or rapidly evolving environments.

Propose a transition plan

Presenting a transition plan is a strategy that wows employers, primarily because it is rare for a candidate to do this. This shows you’re ready to take ownership of your onboarding and deliver results.

Include specifics like:

  • Milestones you aim to accomplish in your first 30, 60, and 90 days.
  • Training activities or learning opportunities you’ll pursue.
  • Initial projects or tasks you’d tackle to demonstrate your capabilities.
  • Ways you’ll quickly build relationships with your new colleagues.

Showing this level of forethought and initiative shows you’re a strategic thinker, able to organize your thoughts, and, most importantly, eager to get started.

By touting your relevant experience, showcasing your transferable skills, discussing your onboarding insights, emphasizing your quick adaptability, and proposing a detailed transition plan, you’ll position yourself as a self-driven professional capable of driving results from the start, differentiating you from your competition.

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers advice on searching for a job.

Retailers are embracing sensory-friendly environments

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By Sylvain Charlebois

Many individuals may not fully appreciate the extent to which the world can be excessively noisy, bright, and sensorily aggressive. For most of us, visiting public spaces like grocery stores or restaurants is a routine experience.

While some people seek out intense sensory experiences, with loud music and vibrant lights, for others – such as parents of autistic children, seniors yearning for tranquility while engaging with their community, or anyone desiring a serene environment for daily tasks – the world can seem distinctly unwelcoming.

Recognizing this, an increasing number of retailers, including Walmart, and dining establishments like St-Hubert, are introducing sensory-friendly hours. Similarly, grocers like Sobeys are following suit. During these designated times, wall-mounted televisions display static images, the radio is silenced, and lighting is subdued.

In marketing and entertainment, the value of calmness is frequently underestimated. This leaves many pondering where they might find environments that cater to their specific needs for comfort and tranquility. As a result, a growing number of people are actively seeking out less sensory-aggressive environments for their shopping and dining experiences.

The modern consumer landscape is characterized by a barrage of sensory input driven by companies’ relentless efforts to engage their customers. These businesses are adept at identifying, anticipating, and fulfilling customer needs, crafting highly immersive experiences.

For example, a grocery store might employ vibrant displays, enticing aromas, and interactive elements, while a restaurant meticulously curates its lighting, music, and décor to enhance the dining ambiance. Such strategies are designed to capture and retain customer attention, fostering a sense of belonging and satisfaction.

However, this intense engagement can lead to sensory overload. Customers can become overwhelmed by the abundance of stimuli – from colourful ads and background music to digital screens and promotional materials. Efforts to cater to every need and preference result in environments saturated with information and choices, complicating decision-making. While the goal is to make customers feel valued and connected, the sheer volume of sensory input can have the opposite effect, causing fatigue and decision paralysis. Consequently, the very strategies designed to build loyalty can inadvertently alienate some customers.

Therefore, many welcome a shift in the approach to sensory stimuli. In an era where instant information is the norm, businesses often flood customers with constant updates to stay competitive. However, this can backfire. A growing number of people are rejecting the notion that they must be constantly bombarded with information and sensory input. This growing preference highlights the importance of creating a more balanced and less overwhelming customer experience.

Efforts to make food retail and service more inclusive are commendable. Retailers and food service establishments that can adapt to these needs benefit. Diversifying the menu, such as adding plant-based options, is one approach in the food industry. Equally important is creating an environment conducive to a diverse range of sensory preferences.

In essence, calm and serenity in public spaces are underrated, but that is slowly changing. This evolution represents a significant step forward, and more businesses should consider adopting such practices where feasible.

Dr. Sylvain Charlebois is senior director of the agri-food analytics lab and a professor in food distribution and policy at Dalhousie University.

Sharing too much information may hinder your job search

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Nick Kossovan

Troy Media

In Mad Men’s season four episode Waldorf Stories, Roger Sterling tells Don Draper, who’d just interviewed a junior copywriter candidate, who unbeknownst to him was Roger’s wife’s cousin, advice he gave him he knew seldom works in the corporate world: “I told him to be himself. That was pretty mean, I guess.”

The key to getting hired is telling your interviewer what they want to hear without sinking yourself by telling him or her what they don’t need to hear. Always remember: Employers make judgments about what you communicate.

For example, if you live close to the employer, you should let them know, as this will be seen as a plus, whereas if you don’t, you should keep it to yourself. (e.g., If you live quite a distance away, stating your address on your resume could disqualify you as a candidate who’s not “geographically desirable.)

The hiring process, especially at the interview stage, is a process of disqualification. 500 applicants, one position to fill necessitates disqualifying 499 candidates, which makes hiring a fundamentally adversarial process. Therefore, the fewer excuses you give an employer why they shouldn’t hire you, the higher your odds of getting hired.

I see it all the time: job seekers who run themselves into walls by oversharing. More than once, I wanted to say, “Don’t say that! You’re coming across as if you can’t control yourself.”

Nobody is entitled to acceptance. I know from firsthand experience that being “myself” often has consequences. Call it arrogance or overconfidence; in terms of job searching, I’m a let the chips fall where they may type of guy. For me, it’s imperative I feel welcomed and I’m a good fit. Therefore, throughout the hiring process, I don’t hide my personality, hobbies or how I approach and value my work. If I’m not hired for those reasons—being who I amwhich has happened many times, then that’s not an employer I’d be comfortable working for; therefore, I averted what would have been a negative working situation.

Despite my “this is who I am” attitude, I’ll say this as someone who has worked in the corporate world for longer than I care to admit: Sometimes, you need to filter, especially when speaking with someone who can hire you. Learning how to read a room—call it having “social intelligence”—and using your reading to know what to say and, more importantly, what not to say is a skill that’ll serve you well.

It should go without saying that what you communicate about yourself will influence what the other person thinks of you. Hence, before “communicating,” ask yourself if what you’re about to reveal, be it on your resume, LinkedIn profile, social media or especially during an interview, will help or hinder you. What will the reader/person you’re speaking with do with the information you’re offering?

Over the years, I’ve interviewed many different personality-type people, resulting in some interesting interactions. I once had a candidate reveal they were seriously contemplating having a sex change and were in the process of consulting doctors. I still have no clue why they decided to bring this up.

When communicating with employers, only share relevant information about yourself that will sell you as an asset to the bottom line and enable them to gauge you as you want them to, thereby influencing some, but not all, of the employer’s hiring decision-making narrative, including, but again not all, biases. For me, I want a potential employer to gauge whether I, as authentic me (key), will be a fit, thus why I communicate who I am as much as I do. I don’t want to put on a show to be accepted, only to end up in a workplace that doesn’t work for me. NOTE: I speak for myself.

Suppose you want to convey you’re a team player. In this case, besides offering examples from your work history, mention you play in an adult baseball league. Want your interviewer to see you as someone creative? Then, mention you paint landscapes. Compassionate? Let your interviewer know you volunteer at the local suicide hotline. Healthy? Mention you jog 5 km every evening to unwind.

Fair or not, everything you communicate about yourself, including your speech (e.g., vocabulary, pronunciation, use of profanity) and physical appearance, is used to form an opinion about you. You control much of how people perceive you, which means you control the determining hiring decision factor: Hiring managers hire candidates they feel good about.

As a rule, steer clear of the obvious taboo subjects—religion, politics, gossip, conspiracy theories and partying. In addition, don’t bring up:

  • Your finances.
  • Having a side business.
  • Your retirement plans.
  • That you’re desperate for a job.
  • Health issues that won’t interfere with your job performance or require special accommodations.

When you overshare, especially during an interview, you increase the odds of providing information that’ll be used to disqualify you. Before you say anything, post it on your social media or LinkedIn profile or include it on your resume; think carefully about how you’ll be perceived, then act accordingly.

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.

Being angry at employers won’t get you hired

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Job seekers can achieve success by understanding the employer’s goals

Nick Kossovan

Troy Media

The current job market is a stark reminder of a fundamental truth: The employee-employer relationship is inherently asymmetrical. This asymmetry is the default of the employer taking on the risk of investing capital while employees only invest their time. Employers have the upper hand, and the right to work ultimately depends on their decisions, as evidenced by layoffs.

Employees don’t own their jobs; their employers do.

In the face of rejection after rejection, job seekers become frustrated and angry, blaming employers for being unreasonable, greedy, or only looking out for their interests, as if employers are in the business of hiring people. This mindset is counterproductive and will only hinder your ability to land a job.

I don’t think job seekers are angry with employers. I think they’re angry because they were in demand, and now they’re not. Recently, the tech industry has had more than its share of layoffs. Most likely, until now, those laid off had only experienced being highly sought after. A shift of this kind requires humility, which is lacking amid all the anger directed at employers.

When making a hiring decision, the employer rightfully prioritizes its interests over those of the job seeker. Employers seek candidates who can deliver value and contribute to their organization’s success. In contrast, job seekers look for roles that fit their skills, experience, and career goals. Employers looking after their interests aren’t wrong or nefarious; it’s simply smart business.

Employers’ self-interests are not your enemies. Instead, use them to your advantage by identifying them and positioning yourself as the solution. Demonstrating how you’ll support the employer’s interests will turn you from a generic candidate into an asset.

Three strategies can be used to align your self-interests – presumably landing a job – with those of an employer:

Understand the employer’s priorities, the obvious being to generate profit

Job seekers tend to focus solely on the job description and the required qualifications and overlook the company’s overall goal(s). Knowing (researching) the company’s goals will enable you to explain how your skills and experience can support their goals.

Suppose you’re applying for a marketing co-ordinator role at a rapidly growing tech startup. The job posting lists key responsibilities, including managing the company’s social media accounts, creating content, and planning events. However, after studying the company holistically, you find, like most companies, it prioritizes gaining new customers.

With this knowledge, you can position yourself as a candidate who can help drive that growth by emphasizing, using quantifying numbers (In eight months, I increased Instagram followers from 1,200 to 32,000) in your resume, LinkedIn profile, cover letter and during your interview, your experience developing high-performing social media campaigns attracting new leads for previous employers. You could mention your innovative ideas for using user-generated content to raise brand awareness or partnering with industry influencers. The key is to show that you possess the required functional skills and understand the company’s overall goals and how you can help achieve them.

Explain how you’ll make your ‘to-be’ boss’s life easier

Your ‘to-be’ boss is juggling a million competing priorities, budget constraints, and pressure from their boss to optimize their team’s productivity.

Position yourself as the candidate who’ll simplify your ‘to-be’ boss’s life, and you’ll differentiate yourself from other candidates. During the interview, make it a point to understand the specific pain points and challenges your ‘to-be’ boss is facing – I outright ask, “What keeps you up at night?” – and then present yourself as a solution.

Perhaps the department has a retention problem. You could tell a STAR (Situation, Task, Action, Result) story, demonstrating your ability to build strong cross-functional relationships and create a positive work culture that boosts employee engagement and loyalty.

Educating your prospective boss that by hiring you, they’ll have one less headache is a hard-to-ignore value proposition.

Show how their success is equal to yours

Hiring boils down to finding candidates who can drive measurable business results. Don’t rely solely on your skills and experience. Outline how you can deliver tangible benefits to the employer. Quantify the value you’ve brought to previous employers.

If you’re applying for a sales role, share data on the year-over-year revenue growth, client retention rates, and customer satisfaction scores you achieved in your previous positions. Quantify the value you brought to the organization, then explain how you can replicate or exceed that level of performance in the new role.

Say you’re interviewing for an IT support position. In addition to highlighting your technical expertise, again using a STAR story, highlight your expertise in streamlining processes, reducing downtime, and providing exceptional customer service. Tie those accomplishments back to the employer’s need to maximize productivity and minimize disruptions.

The key is to make a compelling case that the employer also succeeds when you succeed.

It’s understandable to feel frustrated by rejection, but the most successful candidates recognize that employers have legitimate business priorities. Identifying an employer’s interests and showing how you can support them will improve your chances of landing a job. Stop expecting an employer to save you. Save an employer.

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers advice on searching for a job.

New grocer code rewrites rules in Canadian market

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Major retailers like Loblaw and Walmart are committing to fairer practices through the Grocer Code of Conduct

Sylvain Charlebois

Troy Media

Costco will be joining the Grocer Code of Conduct, alongside established Canadian players such as Loblaw, Sobeys, and Metro, marks a critical step forward in the evolution of Canada’s grocery sector.

This collective commitment by all major players is vital for the code’s effectiveness and represents a significant effort that has taken years to achieve.

The Grocer Code of Conduct is designed to improve competition in the Canadian market by ensuring accountability across the food industry. It targets previously hidden practices, such as the high fees retailers charge suppliers, subjecting them to scrutiny and regulation.

For instance, consider a Canadian jam producer who wants to distribute products through major retailers like Loblaw. Initially, the grocer might impose listing fees and other charges that could amount to over $100,000 annually. As the product gains popularity, these fees can escalate dramatically, compelling the supplier to increase prices to maintain profitability.

This cycle leads to market instability and higher costs for consumers. The Grocer Code of Conduct aims to regulate these fee escalations, promoting a more stable pricing environment and fairer practices.

Furthermore, the Grocer Code of Conduct promises a more equitable environment for independent grocers, allowing them to negotiate on more equal terms. While major players like Loblaw and Walmart will still hold significant market influence, the code is expected to curb their predatory practices.

The industry’s need for an image overhaul cannot be overstated, especially in the wake of scandals such as the bread price-fixing debacle and the controversy over ‘hero pay’ during the pandemic. These incidents have severely tarnished the public’s perception of the grocery sector.

Key figures such as Michael Medline, CEO of Sobeys, have played pivotal roles in advancing the code. Medline’s call for greater discipline and respect within the industry, alongside the tireless advocacy by Michael Graydon and Sylvie Cloutier on behalf of Canadian food manufacturers, has significantly shaped the discourse and mobilized support among policymakers. The efforts of Minister of Innovation, Science and Industry François-Philippe Champagne and the Parliamentary Agriculture Committee, chaired by MP Kody Blois, have also been instrumental in positioning the code as a strategic blueprint for fostering competition and enhancing supplier relations in Canada.

With the code’s implementation, food manufacturers and independent grocers will gain a stronger voice, leading to greater product diversity for consumers. This is a straightforward equation: more suppliers equate to more choices on the shelves.

While securing the commitment of all five major retailers is a commendable achievement, the real challenge lies ahead in ensuring compliance and tangible results. Canadians’ skepticism will likely persist until they witness the benefits of these reforms firsthand – a sentiment that is both understandable and justified.

Dr. Sylvain Charlebois is senior director of the agri-food analytics lab and a professor in food distribution and policy at Dalhousie University.

Canadians are tired of Ottawa’s over-taxing, high-spending

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New poll shows Canadians prefer spending cuts over capital gains tax hike

Franco Terrazzano

Troy Media

The Trudeau government is like a band that only knows one tune: higher taxes and spending.

The government recently imposed a capital gains tax hike. Part of the rationale for the hike is to reduce the debt burden on future Canadians.

“Canada could finance these critical investments by taking on more debt, but that would place an unfair burden on younger generations,” Finance Minister Chrystia Freeland said as she announced her capital gains tax hike. “Fiscal responsibility matters.”

But if the government is worried about deficits and debt, couldn’t it cut wasteful spending instead?

The Canadian Taxpayers Federation commissioned a Leger poll asking Canadians if they would rather the government increase capital gains taxes or reduce spending to rein in the deficit.

The poll shows that 54 percent of Canadians prefer the government to cut spending, while only 23 percent prefer the capital gains tax increase. Twenty-three percent of Canadians are unsure.

Among those who are decided on the issue, 70 percent of Canadians prefer reducing spending to increasing capital gains taxes.

Here’s where the government should cut:

Corporate welfare. Want the rich to pay more? Start by making rich multinational corporations pay for their own factories instead of putting taxpayers on the hook for about $30 billion to multinational corporations like Honda, Volkswagen, Stellantis, and Northvolt. The Trudeau government has also announced more than $600 million for the Ford Motor Company, $551 million for Umicore, $420 million for Algoma Steel, $110 million for Toyota, $372 million for Bombardier and $12 million for Loblaws, among others.

According to the Fraser Institute, federal corporate subsidies totalled $11.2 billion in 2022. That’s more than double what the government spent on corporate subsidies in 2015, even after accounting for inflation. And it’s $4.2 billion more than the federal government will bring in through the capital gains tax hike this year.

The bureaucracy. The government must also take air out of its ballooning bureaucracy, which consumes more than half of its day-to-day spending. The government’s payroll hit a record $67 billion last year, increasing 68 percent since 2016.

The reason for the spike? A bigger bureaucracy collecting bigger paycheques.

The Trudeau government has hired about 100,000 bureaucrats since 2015. It also rubberstamped more than $1.5 billion in bonuses, despite the Parliamentary Budget Officer finding “less than 50 percent of (performance) targets are consistently met.” And it dished out more than one million pay raises over the last four years.

Crown corporations. The government should sell off Crown corporations, such as the CBC, which costs taxpayers more than $1 billion every year and competes with media companies. VIA Rail should be on the chopping block. The feds shovelled $1.8 billion at the failing Crown corporation over the last five years just to cover operating losses.

Canada should also follow the lead of countries like the United Kingdom, Sweden, the Netherlands, Germany, New Zealand, and Portugal, which have fully or partially privatized postal services. According to its annual report, Canada Post lost $748 million last year and $548 million in 2022 and forecasts “larger, unsustainable losses in future years.”

There are countless other examples of government waste – a list too long to fully list here. Here are just a few examples:

The National Capital Commission spent $8 million building a barn at Rideau Hall. Parks Canada is spending $12 million hunting deer on one island. Three “affordability” cabinet retreats in one year cost more than $1 million.

Balancing the budget would only require modest restraint. In fact, the government could balance the budget this year if it stuck to its own spending plan from just two budgets ago. Even if you remove the extra capital gains tax cash, the deficit would be $5.5 billion, not $40 billion.

There are two key takeaways. First, Canadians are fed up with tax hikes and want less government spending. Second, there’s no shortage of places to cut.

The government should listen to Canadians, stop hiking taxes and cut spending.

Franco Terrazzano is the Federal Director of the Canadian Taxpayers Federation.

A guide to which foods to eat to stay cool when the weather is scorching

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Food to eat, and food to avoid, during heatwaves

Sylvain Charlebois, Troy Media

As temperatures rise in Eastern Canada, residents will face the sweltering conditions typically seen during Western Canada’s summer heatwaves. While the West is accustomed to summer heatwaves and heat domes, recent rainfall in many areas has offered some relief.

Heatwaves and droughts significantly impact grocery prices. The recent spike in olive oil and beef prices, caused by ongoing droughts in key regions for grain and olive production in North America and Europe, highlights this trend. Depleted olive inventories and rising cattle feed costs have forced many ranchers to sell their livestock prematurely.

The American Corn Belt, one of the world’s most intensive grain production regions, is a key indicator of the impact of climate on North American agriculture. Iowa State University experts recently highlighted the current ‘neutral’ weather phase as North America shifts from El Niño to La Niña later this summer and fall. They noted an “elevated signal” for warm temperatures in June, July, and August but noted “no clear indication regarding precipitation.” Unfavorable weather patterns in the Corn Belt inevitably lead to increased grocery prices.

While there is no need for alarm, climatic conditions clearly influence food costs. The Canadian dollar has also weakened against the U.S. dollar – declining about six percent over the past year – which could potentially increase the cost of food imports in the coming months.

Produce faces similar challenges. Extreme heat accelerates the wilting of fresh produce, complicates transportation, and strains supply chains. These factors invariably lead to higher prices at the checkout counter.

Heatwaves also significantly alter eating habits. Traditional hearty meals give way to lighter, cooler alternatives that help manage body temperature and hydration levels. Here’s a guide to keeping cool with food when the weather is scorching:

Optimal foods during a heatwave:

            •           Water-rich fruits: Watermelon, strawberries, cantaloupe, and peaches are ideal because they are high in water, aiding in hydration.

            •           Vegetables: Cucumbers, celery, lettuce, and zucchini offer refreshment and ease of digestion.

            •           Cold soups: Gazpacho and cucumber soup provide a cooling alternative to hot meals.

            •           Salads: Mixed greens and fruit salads deliver nutrition without heaviness.

            •           Smoothies: Blended fruits, vegetables, and yogurt create a cooling, nutrient-rich drink.

            •           Yogurt: Plain or with fresh fruits, yogurt is a light, protein-packed option.

            •           Herbal teas: Iced peppermint or chamomile tea can be both hydrating and soothing.

            •           Light proteins: Grilled chicken, fish, and tofu are easier to digest in the heat.

            •           Hydrating beverages: Water, coconut water, and electrolyte drinks help maintain hydration.

Foods to avoid during a heatwave:

            •           Heavy proteins: Red meat and pork can be difficult to digest and may increase body heat.

            •           Spicy foods: Hot peppers and spicy sauces can intensify the sensation of heat.

            •           Fried foods: Items like French fries and fried chicken are heavy and dehydrating.

            •           Sugary drinks: Soda and sweetened iced tea can contribute to dehydration.

            •           Caffeine: Coffee and energy drinks can elevate dehydration risks.

            •           Alcohol: Beer and cocktails, although tempting, can exacerbate dehydration.

            •           High-fat dairy: Cream and cheese can be heavy and less appealing in the heat.

            •           Salty foods: Pretzels and salted nuts can increase thirst and dehydration.

Grocers must adapt to a market where consumers seek food suitable for high temperatures. Canadians must also consider food safety more seriously. Heatwaves heighten the risk of contamination, as products leaving coolers and fridges warm up more quickly. Ensuring the integrity of the cold chain is essential for the well-being of oneself, family, and friends.

As Eastern Canada swelters, it is crucial to recognize the broader implications of such weather events and work towards a unified approach to safeguarding our communities and food systems against the escalating climate challenges. We have navigated heatwaves before, and this time will be no different.

Dr. Sylvain Charlebois is senior director of the agri-food analytics lab and a professor in food distribution and policy at Dalhousie University.

How job seekers can showcase their value

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Job seekers who focus on the value they bring to a business achieve the most success at landing a job

Nick Kossovan

More than ever, job seekers, with a sense of entitlement, are hyper-focusing on getting paid what they’re worth. Job seekers seldom consider, let alone quantify, the value of their work, which determines their worth. Hence, a candidate’s or position’s worth is calculable and, therefore, isn’t as subjective as is often assumed.

INTERVIEWER: “What salary are you looking for?”

JOB SEEKER: “$75,000 per year.”

INTERVIEWER: “What warrants you getting $75,000?”

(The interviewer wants the candidate to quantify their value to justify a salary of $75,000.)

Job seekers tend to calculate their worth based on their experience, skills, education, work history, and living expenses. Their sense of entitlement – “I deserve a high income because life is expensive” – blurs the distinction between how they perceive their worth and the value of their work.

Employers care little about your experience, skills, education, or financial needs. Their primary interest is in the results you can produce, which determines your value and, subsequently, how much you’re worth paying. Few job seekers quantify the impact they can have, if hired, on an employer’s business. Most job seekers don’t include quantifiable numbers (read: results achieved) on their resumes or LinkedIn profiles, which would encourage employers to want to meet them. Conversely, job seekers are comfortable conjuring up compensation figures based on what they feel entitled to.

Several years ago, I worked for a financial services company. One Friday afternoon, I met a colleague in the cafeteria. All week, he’d been interviewing candidates for a workforce manager position. I asked how the interviews had gone. As he opened his can of Dr Pepper, he sighed. “My last interview, as well as several throughout the week … let’s just say we didn’t create their lifestyle, yet they feel we should be responsible for it. I was constantly bombarded with questions asking about our benefits and compensation package. Of the eight candidates I interviewed, only two focused on what they could offer rather than what we could offer them.”

Employers didn’t create your lifestyle, so why do you expect them to support it?

A company’s success depends on profitability and efficiency, which means keeping expenses in check. For most companies, payroll is the biggest expense; therefore, every employee needs to pull their weight by delivering an ROI that justifies their salary, as well as answering the question: How does [employee] help the company reduce costs or increase revenue?

Companies don’t hire the most qualified candidates. They hire the candidates they believe will deliver the most value; hence, as a job seeker, instead of focusing on your qualifications, focus on the value you can offer an employer.

Once, an interviewer asked me, “What salary are you looking for, and what will the company get in return?” I was impressed that my interviewer asked me what they were thinking without sugarcoating it. I now include this question in my interview questions. Several times, I’ve agreed to pay a candidate’s salary request based on their answer.

Your competition, many of whom are younger, hungrier, and equally qualified as you, also plays a significant role in determining your worth. Additionally, easy access to overseas labour, robotics, self-serve technology, artificial intelligence, freelancers, and third-party vendors influence the fundamental determinant of wages: supply and demand.

The law of demand in labour markets works like this: An increase in wages or salaries reduces the demand for labour. Conversely, a lower salary or wage increases the demand for labour. Ironically, higher wages increase supply because more people want to work for a higher wage, resulting in a more competitive job market. This is why highly sought-after jobs – jobs with a reputable and stable company that pays well and provides good benefits – are more challenging to land than a job with, for example, a small family business.

Despite all the “legalities” quasi-imposed on employers, employers hire candidates at their discretion. Employers owe you and me nothing. A job seeker’s goal is to get hired based on their own merits and, therefore, solely responsible for proving to an employer how they’ll add value (measurable results) to their company.

A job seeker who presents a cost-benefit analysis business case – hiring is a business transaction – explaining the value the employer would gain by hiring them will set them apart from their competition. Being given a job isn’t an absolute right; it’s an earned privilege.

I’d never argue that any one person is worth more than another. I contend that the value of an employee’s work, and therefore its worth, varies, sometimes significantly, between employees. There’s no denying that employees who go the extra mile, produce above the minimum expectations, positively influence their colleagues and are team players add more value to their employer than those who do the minimum. (aka, quiet quitting)

Only after you’ve established what measurable value you can bring to an employer can you begin discussing your compensation. Job hunting isn’t the place for any sense of entitlement; you must demonstrate your value to an employer – prove your worth.

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers advice on searching for a job.

Canada’s economic backbone is facing yet another crisis

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A looming strike by CN and CP highlights a chronic vulnerability in our national logistics infrastructure

Sylvain Charlebois

Troy Media

In a country as vast and resource-rich as Canada, one would expect logistics – a critical backbone of our economy – to be a priority. Yet, it remains one of the most underappreciated aspects of our economic infrastructure.

Canadians, largely oblivious to the intricacies of supply chains, are accustomed to the seamless appearance of goods on store shelves. This perception belies a stark reality: Canada has one of the poorest reputations worldwide for logistical efficiency, and we are teetering on the brink of yet another disruptive labour dispute.

The looming strike involving Canadian National (CN) and Canadian Pacific Kansas City (CPKC) threatens to cripple the nation’s largest railway network. CN, spanning 20,000 miles and transporting 300 million tons of cargo annually, is vital for connecting eastern and western Canada with the southern U.S.

This potential strike, the third rail conflict in five years and the fifth including port disputes in Montreal and Vancouver, highlights a chronic vulnerability in our national logistics system.

Unfortunately, the timing coincides with peak export periods. For instance, Canada exported over 2.6 million metric tonnes of grain last June. A strike during this period could inflict economic losses exceeding $35 million daily, not to mention the cascading effects on global supply chains.

The frequency of these disruptions tarnishes Canada’s reputation for reliable transportation and procurement, particularly impacting the food and beverage sector. This sector depends crucially on both the steady supply of manufacturing inputs and the distribution of finished products across the country. Repeated labour disputes and logistical bottlenecks have become annual threats to the economic stability of our agri-food industries.

The pandemic starkly tested our already fragile infrastructure, with blockades and additional strikes exacerbating the situation. Disruptions often compromise the cold chain, leading to decreased quality and safety of food products – overripe produce and prematurely spoiled dairy products became familiar sights during supply irregularities.

Our logistical framework, encompassing roads, bridges, railways, and ports, is notably underfunded. According to rankings by the World Bank and S&P Global Market Intelligence, the Port of Vancouver is the second-worst globally based on efficiency. All major Canadian ports rank low internationally, and our airports do little better.

In response, the Trudeau government’s recent budget proposes a paltry sum of less than $5 billion for strategic infrastructure to support exports – a mere drop in the bucket given the scale of needed improvements. This underinvestment signifies a grave underestimation of logistics’ critical role in our national economy.

To safeguard the sustainability and competitiveness of Canada’s food economy, it is imperative to recognize food supply chains as an essential service nationwide. This recognition would help stabilize expectations and planning for agri-food companies, from farmers to retailers.

Furthermore, logistical operations should be elevated to a national priority, reflecting the sector’s strategic importance to our economic sovereignty. The federal government must take the lead in reminding us of logistics’ pivotal role rather than relying on the public to recognize this need.

The challenges posed by climate change and the vast Canadian landscape demand a deliberate and strategic approach to logistics. While the East has benefited from the St. Lawrence Seaway, deliberate efforts to stay competitive must be made in the rest of the country.

It is becoming clear that addressing ongoing logistical challenges is not just a matter of economic policy but of national importance. It is time for Ottawa to step up and champion a robust national logistics strategy, ensuring that the veins and arteries that keep our country’s economic heart beating are healthy and resilient.

Dr. Sylvain Charlebois is senior director of the agri-food analytics lab and a professor in food distribution and policy at Dalhousie University.