HomeMy WebLinkAboutECD 01-23
Report to Council
Report Number: ECD 01-23
Date: January 23, 2023
From: Fiaz Jadoon
Director, Economic Development & Strategic Projects
Subject: Investment and Development Related Trade Missions
- File: A-1440
Recommendation:
1. That Report ECD 01-23, regarding Investment and Development Related Trade Missions, be
received;
2. That the appropriate City of Pickering officials be authorized to plan, organize, and
participate in domestic and international trade shows, conferences, and delegation missions
that are related to job creation and development, for the purpose of investment attraction and
building strategic partnerships;
3. That the Director of Economic Development & Strategic Projects be authorized to approve
investment and development related trade missions as such opportunities arise, subject to
alignment with the overall Economic Development Strategy, Strategic Projects’ work
program and the approved budget; and
4. That the appropriate City of Pickering officials be authorized to take the necessary actions as
outlined in this report.
Executive Summary: In June 2022, Council endorsed the Economic Development Strategy
and Foreign Direct Investment (FDI) Analysis Report and Plan (Resolution #939/22). The strategy
identified an action plan for investment attraction which outlined events, trade shows, and
conferences that would be beneficial to attend in order to increase corporate brand awareness,
sector development, build networks & partnerships, government relations, and generate
investment leads.
The approved Economic Development Strategy highlighted the following key sectors and areas of
focus for Pickering:
• Accommodations & Food Services
• Warehouse & Transportation
• Manufacturing
• Information & Cultural Industries
• Finance & Insurance
• Development related Trade Missions
• Government Relations
• Networking & Partnership Development
ECD 01-23 January 23, 2023
Subject: Investment and Development Related Trade Missions Page 2
As part of the Economic Development & Strategic Projects Department budget, funds have been
allocated for travel, conferences, and delegation missions. Staff have also received federal grant
funds for Foreign Direct Investment activities through the CanExport Community Investments
program. In the draft 2023 current budget, funding has been allocated for Mayor and Council to
participate in delegation missions and investment attraction initiatives with City of Pickering staff.
It is recommended that staff be authorized to plan, organize, and attend domestic and
international trade shows, conferences, and delegation missions that could assist the department
in investment attraction and enhance development related projects, in alignment with the
approved Economic Development Strategy.
Financial Implications:
Breakdown of 2023 Budget (Subject to Council Approval)
Conferences (501100.10000) $8,500.00
Travel (501130.10000) 13,000.00
Trade Shows/Exhibitions/ Displays (502110.10000) 20,000.00
Mayor & Council Economic Initiatives (502240.11100) 41,350.00
Total Gross Budget $82,850.00
Less: CanExport Community Initiatives Grant (20,800.00)
Total Net Budget $62,050.00
Discussion: In late 2021, Economic Development & Strategic Projects Department retained
EBP, Inc. to develop the City’s five-year Economic Development Strategy. During the process,
staff also initiated an FDI analysis report and action plan with EBP, Inc. Through a series of
consultations, literature review, and data analyses, the consultant identified priority concerns and
action areas. This included reviewing development issues and other activities that could impact
investment and doing business in the City. For investment attraction, the plan segmented into
direct outreach, ongoing sector research, existing business engagement, conferences & other
multipliers, and marketing.
The report outlines a number of potential domestic and international conferences and events that
should be attended based on the identified target sectors and focus areas. These sectors include
legacy sectors that have been present in Pickering for decades, but also include new and
emerging sectors such as accommodations and food services. Prior to the COVID-19 pandemic,
the Economic Development & Strategic Projects Department regularly identified key events and
missions to promote investment and development opportunities for the City, however, it was on an
ad-hoc basis. The Economic Development Strategy, along with the FDI plan, allows the City to
have a focused five-year plan.
ECD 01-23 January 23, 2023
Subject: Investment and Development Related Trade Missions Page 3
The annual Economic Development & Strategic Projects Department budget includes travel and
conferences cost centres. Staff will work closely with the Mayor and Members of Council to
identify target sector conferences, events, and delegation missions for elected officials to attend.
In 2023, City of Pickering was successful in receiving a CanExport Community Investments
matching grant. The CanExport Community Investments program provides financial support to
communities to help attract, retain and expand the City’s foreign direct investment (FDI) activities.
The grant supports communities’ capacity to create jobs for Canadians, support innovation, and
increase exports. Funding for 2023 will be used for travel costs and lead generation based on
target markets at select sector focused events. Pickering was also successful in receiving
CanExport funding in 2022, which was used for marketing material development. Staff will also be
seeking opportunities to collaborate with Pickering companies for joint trade mission efforts.
The key sectors and focus areas identified in the Economic Development Strategy were
manufacturing, warehousing & transportation, information & culture industry, accommodations &
food services, finance & insurance, development related trade missions, government relations,
and networking & partnership development. Conferences and delegation missions are critical
networking events and meetings that bring key private and public sector leadership personnel
together to discuss opportunities to collaborate. The intent of these events is to increase brand
awareness, develop and attract target sector businesses, build stakeholder relations, and
generate leads.
Staff will continue to build marketing campaigns that convey Pickering’s value proposition to the
international community to support lead generation. Staff will work in partnership with Invest
Durham, Invest Ontario, Invest Canada, and Toronto Global, where feasible. The Economic
Development & Strategic Projects Department will also work with Pickering-based companies that
have foreign affiliations to promote foreign investments to the City. Staff will consider other key
partnerships that support investment attraction activities. All efforts are intended to share
Pickering’s value proposition with potential investors, expand the existing economic base, and
promote various unique opportunities for development across the City.
The Economic Development & Strategic Projects Department will continue to develop plans,
projects, and activities that focus on the implementation of the Economic Development Strategy in
key markets to attract jobs, development, and investment. As part of the annual budget reporting,
staff will report the number of shows and missions attended and include relevant indicators, these
statistics will be first identified as part of the draft 2024 current budget plan. Staff will adjust the
travel and conference plans for 2024, based on the success of each event and priorities identified
within the given fiscal year.
Attachments:
1. Economic Development Strategy: Report and Plan (June 2022)
2. Foreign Direct Investment Analysis: Report and Plan (June 2022)
ECD 01-23 January 23, 2023
Subject: Investment and Development Related Trade Missions Page 4
Prepared By:
Original Signed By:
Laraib Arshad
Manager, Economic Development & Marketing
Approved/Endorsed By:
Original Signed By:
Fiaz Jadoon
Director, Economic Development &
Strategic Projects
LA:la
Recommended for the consideration
of Pickering City Council
Original Signed By:
Marisa Carpino, M.A.
Chief Administrative Officer
1
Attachment #1 to Report ECD 01-23
Economic
Development Strategy
Report and Plan
City of Pickering
June 2022
City of Pickering Economic Development Strategy
2
Contents
Introduction ............................................................................................................................... 3
Methodology .............................................................................................................................. 4
Data Analyses ............................................................................................................................ 5
Location Quotient .......................................................................................................................................... 5
Shift Share Analysis ...................................................................................................................................... 7
Cross-Analyses .............................................................................................................................................. 8
Reverse Site Selection Analysis ............................................................................................................... 10
Community Context ................................................................................................................. 15
Overall Context ........................................................................................................................................... 15
Community Identity ................................................................................................................................... 16
Current Challenges and Opportunities ................................................................................................... 17
Direction for Pickering ............................................................................................................................... 17
Implementation Ideas ............................................................................................................................... 18
Priority Sectors ........................................................................................................................ 20
Target Sectors ............................................................................................................................................ 20
Prioritization ................................................................................................................................................ 21
Action Plan .............................................................................................................................. 39
Marketing ..................................................................................................................................................... 40
Local Communications ............................................................................................................................. 42
Business Support, Retention, and Expansion ....................................................................................... 43
Workforce and Talent ................................................................................................................................ 48
Investment Attraction ................................................................................................................................ 49
Investment Servicing and Aftercare ....................................................................................................... 51
Conclusion ............................................................................................................................... 55
Acknowledgements ................................................................................................................. 55
City of Pickering Economic Development Strategy
3
Introduction
The City of Pickering is a vibrant municipality with a strong legacy of innovation and growth
through technology, coupled with a remarkably high quality of life and of place. Pickering is
growing – with a population of 100,000 expected to grow to 150,000 by 2036. In addition to this
growth, Pickering lies at the heart of Canada’s largest market – over six million people within an
hour commute – providing an ample, skilled, and diversified workforce for a variety of needs. The
region is served locally by five Universities, including the University of Toronto and Ontario Tech
University, and six Colleges, including Durham College, providing access to skills, training, and
research assets across the spectrum. Multiple national and international companies already
know the value of calling Pickering home, and key sectors include EN3 (energy, engineering, and
environment), advanced manufacturing, and logistics.
These are all important factors to be understood and harnessed in an Economic Development
Strategy that anticipates growth and helps bring assets together to support an economically,
environmentally, and socially sustained future. By better understanding the economic
ecosystems already in place, looking toward future opportunities and risks, and then bringing
people together to chart a path forward, the new Economic Development Strategy will be a
roadmap for the City. This will allow the City and its stakeholders to better guide a variety of
activities, including but not limited to business attraction, retention and expansion, employment
and mixed-use land development, and potential industry sector targets.
The City of Pickering now wishes to develop a fulsome strategy for fostering and attracting
economic growth:
•Make it more specific and relevant to the City’s attributes and unique strengths,
•Identify the types of economic growth that are most appropriate to the City’s vision, and
•Develop an Action Plan and Action Items to support this growth and investment
attraction.
City of Pickering Economic Development Strategy
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This report documents the results of the analysis performed for the City of Pickering to:
•Re-examine the City’s unique competitive strengths,
•Research and advise on specific subsectors, and
•Develop an Action Plan.
This Economic Development Strategy contains the analysis, insights, and resulting Action Plan to
address the items above. Over the course of the project, the team examined commonly used
demographic and foreign direct investment data, examined the City’s strengths, gained context
through conversations with local businesses and other stakeholders, and forged a plan of action.
Each of the sections below will provide a synthesis of the work performed, i dentify the key
findings, and lay a framework for future action over the near and medium term.
Methodology
We used the following tools to build the Economic Development Strategy for the City of Pickering.
These tools were designed to expand our understandings on:
•How the City performs inside the community, through Literature Reviews and Interviews,
•How the City performs outside the community, through Data Analyses, and
•How the City can strategize and spearhead economic development, as noted throughout
this Economic Development Strategy.
We expanded our understandings on the City using the following tools:
•Literature Review: The City provided documentation that covered previous studies and
plans prepared for the community. These documents provided an understanding of the
work already performed and executed for the community.
•Data Analyses: We examined data related to the labour force compositions, which
provided an understanding of the strengths and weaknesses associated with trends in the
community.
We constructed a Location Quotient Analysis and a Shift Share Analysis from this data. A
Location Quotient Analysis compares the proportion of employment by industry in the
community to the proportion of employment by industry in the country. In doing so, we
then highlighted industry specializations in the local economy.
On the other hand, a Shift Share Analysis compares any changes in employment by
industry in the community to any changes in employment by industry in the country. In
doing so, we then identified changes in employment unique to the local economy.
City of Pickering Economic Development Strategy
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We also performed a Reverse Site Selection Analysis, which examined the City in a
competitive context. By examining data for the City alongside that for peer communities,
we were able to identify industry and use target types that would be a good fit for the City.
•Interviews: we conducted a series of interviews with individuals involved in the economic
activity in the community. These interviews provided significant insights into the
strengths, weaknesses, opportunities, and challenges in the economic vitality of the
community.
These tools provided the framework for this Economic Development Strategy and ultimately, for
future vitality in Pickering.
Data Analyses
Pickering’s strengths may be uncovered by examining employment levels and relevant changes
over time. Location Quotient and Shift Share Analyses are two methods that help uncover these
dynamics.
Location Quotient
A Location Quotient Analysis is used to indicate any industry concentration in a community
relative to another community. This quotient is calculated by dividing the share of industry
employment in a community by the average share of industry employment across the country.
A quotient greater than one indicates that a community has an above average employment base
in an industry, or an economic base. A q uotient less than one indicates that a community has a
below average employment base in an industry.
The following table depicts the relevant Location Quotients for Pickering against comparison
points for Ontario and Canada. These comparison points provide context to support the Location
Quotients for Pickering, as Pickering seeks to remains competitive relative to the rest of the
country.
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Table 1. Location Quotient Analysis
Industry Pickering – Canada Pickering – Ontario
Utilities 17.18 16.42
Arts, Entertainment, and Recreation 1.22 1.22
Retail Trade 1.18 1.26
Wholesale Trade 1.17 1.04
Construction 1.16 1.29
Waste Management and Remediation 1.11 0.95
Manufacturing 1.09 0.97
Information and Cultural Industries 1.06 0.95
Transportation and Warehousing 1.01 1.05
Accommodation and Food Services 0.99 1.05
Professional and Technical Services 0.81 0.72
Companies and Enterprises Management 0.79 0.83
Real Estate 0.67 0.65
Educational Services 0.64 0.66
Finance and Insurance 0.63 0.52
Health Care and Social Assistance 0.42 0.46
Public Administration 0.35 0.36
Agriculture, Forestry, Fishing, and Hunting 0.32 1.18
Mine, Quarry, Oil, and Gas Extraction 0.16 0.43
Source: Statistics Canada, ESRI Business Analyst. Excludes Other Businesses.
These Location Quotients indicate that Pickering has above average employment bases in about
half of the available industries. Some industries are also more concentrated in Pickering than the
rest of the country, such as Utilities and Retail and Wholesale Trade. These underlying strengths
in some industries suggest that supplementary support would prove valuable in the future.
It should also be noted that some growing industries, such as Finance and Insurance and Health
Care and Social Assistance, are not as concentrated in Pickering, suggesting that these industries
may need more support from the City in the future.
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Shift Share Analysis
A Shift Share Analysis is used to recognize industries considered to have comparat ive
advantages in a community. A Shift Share Analysis ultimately compares any changes in
employment by industry in the community to any changes in employment by industry in the
country.
We performed a Shift Share Analysis using employment information from 2016 and 2020,
breaking down changes in employment by industry into the following driving forces:
Mix Change Changes happening across the country, but across a particular
industry.
Share Change Changes happening across the country, but across several
industries.
Shift Share
Changes that are simultaneously specific to an industry and a
community. This is the change that points to opportunities and
challenges for the City.
Figure 1. Shift Share Analysis
-300
-250
-200
-150
-100
-50
0
50
100
150
200
250
300
Mix Change Share Change Shift Share
Source: Statistics Canada, ESRI Business Analyst. Excludes Other Businesses.
City of Pickering Economic Development Strategy
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We can now look at an evolving economy, as seen in the Mix Change trends in the Shift Share
Analysis. There were decreases in some industries, such as Accommodation, and increases in
some industries, such as Utilities, across the country. Note that while there may be decreases in
some industries, that does not mean declines, but rather that recent changes in employment are
being outpaced in other industries.
We can then combine the Mix Change trends with the Share Change trends, which show the
expected changes in employment based on other factors across the country. According to the
Share Change trends, there were significant decreases across many industries, particularly Retail
Trade.
We can then calculate the Shift Share from the difference between Mix Cha nge and Share
Change, which represents any comparative advantages in a community, that are not explained by
any remaining factors across the country. Pickering has experienced both positive and negative
Shift Share trends across industries, which indicate that Pickering remains competitive relative to
the rest of the country. Thus, these trends indicate that the employment base remains suitable to
compete.
Nonetheless, Pickering can work toward becoming more competitive in some industries, such as
Health Care, as the City works toward economic vitality in the years to come.
Cross-Analyses
Although the Location Quotient and Shift Share Analyses provide intriguing insights on their own,
analyzing both simultaneously can provide greater insights into the sub -sectors that can benefit
from the City’s support. The table below lists the most competitive sub -sectors in the Location
Quotient or Shift Share Analyses.
Some sub-sectors were competitive in both analyses, suggesting that Pickering has both the
existing and growing employment to serve as a potential hub. This cross -analysis also guides the
Target Sectors identified in the Opportunity Matrix in this report.
Table 2. Location Quotient and Shift Share Cross-Analyses
Code Description Location Quotient > 1.5 Shift Share > 50
221 Utilities 17.18 280
236 Construction of Buildings 98
312 Beverage and Tobacco Product Manufacturing 1.53
323 Printing and Related Support Activities 1.67
City of Pickering Economic Development Strategy
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Code Description Location Quotient > 1.5 Shift Share > 50
325 Chemical Manufacturing 2.34
331 Primary Metal Manufacturing 2.28
332 Fabricated Metal Product Manufacturing 2.17 218
333 Machinery Manufacturing 1.52 74
334 Computer and Electronic Product
Manufacturing 2.40
335 Electrical Equipment, Appliance, and
Component Manufacturing 4.48 65
416 Building Material and Supplies Merchant
Wholesalers 1.66
417 Machinery, Equipment, and Supplies Merchant
Wholesalers 64
419 Business-to-Business Electronic Markets 2.78
443 Electronics and Appliance Stores 1.54
445 Food and Beverage Stores 63
448 Clothing and Clothing Accessories Stores 1.85 161
451 Sporting Goods, Hobby, Book, and Music
Stores 2.99 94
453 Miscellaneous Store Retailers 55
485 Transit and Ground Passenger Transportation 83
493 Warehousing and Storage 6.15 244
511 Publishing Industries (Except Internet) 53
518 Data Processing, Hosting, and Related Services 1.71
City of Pickering Economic Development Strategy
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Code Description Location Quotient > 1.5 Shift Share > 50
519 Other Information Services 1.74
523 Securities, Commodity Contracts, and Other
Financial Investment and Related Activities 104
561 Administrative and Support Services 262
562 Waste Management and Remediation Services 2.98
713 Amusement, Gambling, and Recreation 1.54 102
811 Repair and Maintenance 121
812 Personal and Laundry Services 104
813 Religious, Grant-Making, Civic, and Professional
and Similar Organizations 80
Source: Statistics Canada, ESRI Business Analyst.
Reverse Site Selection Analysis
A Reverse Site Selection Analysis was conducted to understand how the City of Pickering
matches up against its peers in a competitive context. The Reverse Site Selection Model includes
a weighting and ranking analysis using actual corporate location decisi on factors. Factors
compared in the model include:
Figure 2. Site Selection Factors and Processes
City of Pickering Economic Development Strategy
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Methodology
Companies making expansion or relocation decisions typically undergo a multi -phase process of
selecting the location that best fits its needs. T his process, the “Site Selection Analysis,” uses a
data-driven approach to weight and rank locations based on a variety of categories, such as
labour markets, access to markets, infrastructure, tax environment, and incentives, to name a
few. The process continues to narrow down the list of options until a short list of options are
selected to begin field confirmation of the business environment and contextual themes that data
alone cannot reveal.
The Reverse Site Selection Analysis assesses the community from a corporate project
perspective. By reversing this analysis, a community can identify its own strengths and
weaknesses as compared to its competitors, thereby helping it strategize how to capture
opportunities by addressing threats and posit ioning for future growth.
This methodology was applied to evaluate the City of Pickering. The City was evaluated against
both Canadian and American municipalities that were chosen as comparable communities.
Table 3. Comparator Locations
Canada United States
Cambridge Richmond Hill Surrey Aurora
London Rocky View Waterloo Elk Grove
Milton Strathcona Nashua
General Results
The first analysis was conducted using a standard weighting system that does not approach the
benchmarking from a particular industry sector or activity, but instead generalizes the importance
of the various assessment categories. Using this weighting system, the communities were then
ranked on competitiveness, with 1 st being highest and 12th being lowest. The following table
displays the regional scoring of the measures.
It is important to note that these measures were standardized as much as possible between the
two countries, so measures such as distance were standardized to kilometers or estimates of
income were converted to the Canadian dollar. Even with this standardization taking place, some
measures were not readily comparable between c ountries: this was most evident when looking at
crime statistics in considerations for Quality of Life between the two countries. Even when
comparing violent crime, it became evident that the basis of reporting types was far more
stringent in Canada, causing more moderate infractions to be recorded in with statistics that
made interpretations inconclusive.
City of Pickering Economic Development Strategy
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Table 4. Screening Outcomes
Weight Categories
Canada United States
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20% Industry Employment 6 12 8 11 3 2 10 9 7 5 1 3
20% Occupation Employment 10 10 9 6 7 4 5 10 8 3 2 1
15% Educational Attainment 5 2 1 6 6 8 4 12 10 9 3 11
10% Household Statistics 4 8 12 2 6 3 1 7 10 9 5 11
10% Labour Force Availability 11 8 3 6 5 11 8 1 2 4 8 6
10% Transportation 4 5 12 2 1 11 6 7 10 3 8 8
5% Quality of Life 4 7 1 3 4 10 10 1 7 4 9 10
5% Population 10 1 5 2 10 8 7 6 3 3 12 8
2.5% Tax Regime 1 1 1 1 1 8 9 1 1 10 10 10
2.5% Wages 8 1 1 1 8 12 11 1 1 1 8 1
Overall Rank 10 1 2 3 8 12 11 5 6 4 7 9
City of Pickering Economic Development Strategy
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Overall Findings
The following table looks at the advantages and disadvantages associated with the City of
Pickering against these comparator locations, given the variety of rankings.
Advantages Disadvantages
Industry Employment Ranking: 6
•Above average share of jobs tied to
industries that drive economic growth, such
as Management of Companies and
Enterprises and Administrative Support
Services.
Occupation Employment Ranking: 10
•Above average share of occupations in
Business, Finance, and Administration and
occupations in Social Sciences, Education,
Government, and Religion.
•Below average share of occupations in
fields that drive economic growth, such as
occupations in Management, against
Canadian and American comparators.
Educational Attainment Ranking: 5
•Above average share of population with
higher education credentials, against
Canadian and American comparators.
•Below average share of population with
trade school or apprenticeship program
credentials, which may be necessary for
target sectors.
Household Statistics Ranking: 4
•Higher share of owned rather than rented
housing.
•Above average growth in per capita income,
making Pickering a more attractive option
for workers.
•Below average growth in housing unit
development, lagging behind Canadian and
American comparators.
Labour Force Availability Ranking: 11
•Smaller labour force, against Canadian and
American comparators.
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Advantages Disadvantages
Transportation Ranking: 4
•Access to multiple airports that allow
connections to other hubs.
•Access to large consumer and labour
market within an hour drive from Pickering.
•Above average household income of
consumer market, relative to Canadian
comparators.
•Moderate growth in access to large
consumer and labour market within an hour
drive from Pickering, suggesting slower
expansion of regional market.
Quality of Life Ranking: 4
•Close to natural attractions, such as hiking
and cycling trails.
•Higher temperatures and lower precipitation
rates.
•Higher life expectancy among population.
Population Ranking: 10
•Median population age based in the early
forties, slightly older population than
Canadian comparators.
•Significantly slower population growth than
both Canadian and American comparators.
•Significantly smaller population than both
Canadian and American comparators.
Tax Regime Ranking: 1
•Comparable property tax rates against
Canadian and American comparators.
Wages: Ranking 8
•Average wages, does not offer particularly
competitive wages against Canadian and
American comparators.
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Community Context
Multiple stakeholders volunteered their time and their insights to describe Pickering’s profile,
opportunities, and constraints. The interviewees included government officials, local businesses,
developers, and individuals from regional and local instituti ons. Each had their own perspective
on the region and the opportunities for the City.
Overall Context
The City itself is in the process of planning for major transformation . Several areas of the City will
either be developed for the first time or significa ntly transformed in the coming decades. Key
areas of change include:
•Pickering Nuclear Generation Station (PNGS): The existing nuclear generation station will
be decommissioned and then converted to a potential centre for renewable energy.
•Kingston Road: The City is in the process of densifying development along this 11-
kilometer arterial road of mixed -use corridors (Efforts are being discussed to assist re-
locating existing businesses during construction).
•City Centre: Ongoing discussion of a $200M proposed future public facility project,
including an arts facility, library, and youth and senior cent re.
•Innovation Corridor: An 800-acre business corridor along Highway 407, one of the last
few opportunities to bring high-skilled employment to the City.
•Federal Pickering Lands: Areas in Central Pickering have long been designated for
development of a secondary airport.
•Seaton Community: A new community planned to accommodate approximately 70,000
new residents and 35,000 new jobs.
•Durham Live: A new entertainment destination with a boutique hotel, convention centre,
amphitheatre, water park, offices, restaurants, cinemas, performance venues, and film
studios.
Some of the projects above are still in various stages of planning, but the overall direction is for
significant growth in the City.
City of Pickering Economic Development Strategy
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Figure 3. Key Development Areas
Source: City of Pickering Economic Development and Strategic Projects.
Community Identity
Interviewees have noted that Pickering has largely regarded itself as a bedroom community and
suburb of Toronto. While much of the development of the Greater Toronto Area for decades has
been to the West of the City, Pickering existed as a lower density, lower growth location. This
changed when the Province of Ontario shifted strategy to direct development towards the east of
Toronto.
In the past, residents had regarded their community as a bedroom community. The community is
now moving towards becoming a more well-rounded community with more emphasis on
densification, cultural opportunities, walkability, transit connectedness, and opportunities to live,
work, and play. More recent residents, who often come from more diverse ethnic and cultural
backgrounds, are more interested in downtown activities.
While the City has always carried some identity as a center of innovation due to the presence of
the Pickering Nuclear Generation Station, there is a need to create something of a new brand for
the City as this new growth occurs. Interviewees noted that there is an opportunity and a need to
create a new brand that showcases the excitement and growth of the City going forward.
City of Pickering Economic Development Strategy
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Current Challenges and Opportunities
As noted above, the new and ongoing development and redevelopment areas present significant
opportunities for creating new areas to work, live, and interact. Some of this new opportunity and
excitement is creating the expected side effect of rising real estate prices. This is of course both a
challenge and a sign of growth. However, it does mean that there are concerns about costs both
for small business rent and for residential housing. Housing costs are seen as a potential risk in
attracting young employees and families to the City, and this could pose a follow-on risk for
potentially slowing business expansion in the region if not managed appropriately.
Some of the redevelopment opportunities in the southern part of the City are affording
opportunities for reclaiming or redeploying lands that had been used in other ways in the past.
Some interviewees noted that the industrial lands at the southern end of the City are underutilized
and could be redeployed for new and innovative technology businesses. Also, the redeployment
of the nuclear generation station may provide an opportunity for enhanced access to the
waterfront, creating an enhanced amenity for the community.
Several of the interviewees also noted that entrepreneurial businesses moving into the City – both
as they leave Toronto or as they develop from Ontario Tech University, Durham College, and Trent
University Durham – need a place to land in Pickering. An incubator, accelerator, or shared
workspace would be highly desirable.
As contrasted to other municipalities in the Greater Toronto Area, Pickering was viewed by most
interviewees as being very business friendly and very easy to work with. Of course, the rapid
growth of the area is starting to create some concerns about traffic and congestion. However,
city departments are seen as working well together and there is general confidence in the City's
ability to plan appropriately through internal and external collaboration.
Direction for Pickering
Vision for Community Identity
Interviewees noted many times that there is a need to create a distinct brand and identity for the
City of Pickering as it grows in the coming years. There is a desire to create a distinct sense of
place apart from Toronto, Mississauga, and other regional communities. Interviewees would like
to see Pickering known as a place of continuing innovation with strong opportunities to live, work,
and play in a welcoming community.
Business and Industry Opportunities
While the Pickering Nuclear Generation Station is being decommissioned within the next three
years, the expertise that this facility brought to the region presents an opportunity for the City. In
particular, the nuclear industry itself continues to grow, especially in applications such as small
modular reactions and nuclear batteries. Isotope development and extraction, nuclear waste, and
City of Pickering Economic Development Strategy
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other related work all present opportunities to redeploy and grow both the infrastructure and the
talent base in the region.
Similarly, the region’s legacy of expertise in energy applications may find use in other areas, such
as hydrogen, solar, and other forms of renewable energy.
Interviewees noted that there are some institutional gaps that would be helpful to fill locally.
Notably, there is a desire to have both a hospital and a post-secondary institution of some form in
the City to train and develop local talent and support business growth and formation.
Workforce and Talent
Local and regional businesses noted a local talent shortage that parallels the trends seen at a
national level. Staffing selected positions has been difficult, even when working with employment
centres. This is particularly the case with finding technical trades and industrial services
personnel. Interviewees have been working with local colleges, including Durham College, to try to
build the pipeline for these careers. In contrast, there does seem to be a very good pool of talent
to support startup companies, including financial professionals and other business talent.
The effects of the COVID-19 Pandemic on local workforce trends are not yet well understood.
Several large local employers instituted significant work from home programs during the
Pandemic, and even began remote hiring strategies. As a result, the workforce is somewhat more
dispersed, and some of the residents of Pickering now work for employers who are nominally
located elsewhere. It is not yet clear how this trend will affect availability of talent and economic
base in Pickering over the longer term.
The region's legacy in industrial, automotive, and energy sectors does mean that there is a strong
tradition of organized labour in the region. Not all employers are unionized, however, those that
are stated that the unions have been a very effective partner in developing workforce talent and
ensuring ongoing operational success.
Implementation Ideas
Communication, Outreach, and Public Sentiment
Communicating the pathway to change is seen as a critical issue. Due to the significant amount
of expected change in growth, those who are long-term residents of the region have some
understandable anxiety. The rise of social media as a primary form of newsgathering has created
some difficulty in having inaccurate, incomplete, or poorly explained information becoming part of
the public sphere before complete information can be presented. As a result, city staff and
developers can find themselves on the wrong side of rumor and misinformation.
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The City and its partners will need strong communications and outreach capabilities to be able to
bring complete information to the public in such a way that it addresses and minimizes public
anxieties regarding developments.
City and Regional Government
Residents, businesses, and developers alike noted that city government is approachable and
responsive. Developers noted that the government’s processes are transparent and predictable.
There may be capacity issues at City Hall, however, there are few surprises along the
development timeline. This was noted as being in contrast both with other municipalities in the
region, and with higher levels of government.
Business Community
The business community itself consists of both large businesses and small local businesses.
Within the large business context, the City had success in recruiting larger employers both to the
industrial areas to the south and into the new corridor along the 407. Several interviewees noted
that an association of manufacturing or industrial companies would be very helpful. Such an
association does not yet exist but could potentially be started through the Ajax-Pickering Board of
Trade.
Smaller businesses also noted the need for help with networking and mentoring assistance.
Particularly during this expected time of accelerated growth and change, several of the small
businesses noted that they are having difficulty finding space, finding assistance, and are
concerned that they may be displaced from their current locations, when considering the
Kingston Road Intensification Corridor . They noted that city assistance in coordinating with
developers would help assuage that anxiety and be an attraction boom for small businesses.
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Priority Sectors
The solicitation of input from industry stakeholders both inside and outside of the region in
conjunction with the examination of economic and trend data have resulted in the identification
of Priority Sectors. The City will continue to be able to both identify and examine global and local
opportunities and assess the region’s ability to make them a thriving part of the regional
ecosystem.
Please note that this list is not intended to be exclusive or comprehensive. While specific
subsectors have been given, the stakeholders should also look for other companies who exhibit
needs and value chains that are similar. The list is intended to provide a starting point, as well as
a list of analogues that may spur further development over time.
Target Sectors
EBP and the City of Pickering identified the following industries and sectors as likely opportunity
areas for business attraction, retention, and expansion in Pickering:
Table 5. Target Sectors
Industry Sector
Utilities Electric Power Generation (Nuclear Modular Reactor
Production, Low Carbon Hydrogen Production)
Manufacturing
Aerospace Manufacturing
Computer and Electronic Product Manufacturing
Electrical Equipment and Component Manufacturing
Fabricated Metal Product Manufacturing
Food and Beverage Manufacturing
Machinery Manufacturing
Primary Metal Manufacturing
Transportation and Warehousing
Multi-Modal Transportation and Logistics
Warehousing and Storage
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Industry Sector
Information and Cultural Industries
Finance and Insurance
Administrative and Support Services
Insurance Carriers and Related Activities
Financial Investments and Related Activities
Accommodation and Food Services
Prioritization
Key
▲ High Priority
► Opportunistic
▼ Low Priority
Through examining the data available on FDI Markets – a database of
foreign direct investments from around the globe – EBP then further
prioritized the list based on the characteristics below:
•Is the sector growing?
•Are there recent greenfield examples of new investments?
•Are there enough companies to make focus on the sector
reasonable?
The following table is derived from an evaluation of both the data available and our understanding
of the trends gained from experience.
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Table 6. Opportunity Matrix
Sector Growing
Sector?
Greenfield
Examples?
Sufficient
Companies? Prioritization
Utilities
Electric Power Generation ► ▲ ▼ 3
Manufacturing
Aerospace Manufacturing ► ▼ ► 3
Computer and Electronic
Product Manufacturing ► ► ► 3
Electric Equipment and
Component Manufacturing ► ▲ ► 2
Metal Manufacturing ► ► ► 3
Food and Beverage
Manufacturing ► ► ► 3
Machinery Manufacturing ► ▲ ► 2
Transportation and Warehousing
Multi-Modal Transportation and
Logistics ▲ ► ► 2
Warehousing and Storage ▲ ▲ ▲ 1
Information
▲ ► ▲ 1
Professional and Business Services
Administrative and Support
Services ► ► ▲ 2
Financial Investments and
Related Activities ► ► ▲ 2
Accommodation and Food Services
▲ ▲ ▲ 1
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Utilities
Electric Power Generation
Sector Description
“This industry group comprises establishments primarily engaged in
generating, transmitting, and/or distributing electric power.
Establishments in this industry group may perform one or more of the
following activities: (1) operate generation facilities that produce
electric energy; (2) operate transmission systems that convey the
electricity from the generation facility to the distribution system; and (3)
operate distribution systems that convey electric power received from
the generation facility or the transmission system to the final
consumer.” 1
Industry Outlook The global nuclear power generation market is expected to record a
CAGR of 1.5 percent from 2022 to 2027. 2
Key Requirements
•Access to skilled talent bases.
•Access to academic institutions and facilities.
•Access to local technical expertise in sector.
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
Specific Opportunities
•Local technical expertise can be preserved after decommissioning
of nuclear generating station.
•Use existing local technical expertise to support advanced small
modular reactor development.
•Use existing local technical expertise to support low carbon
hydrogen production, as both Ontario and Canada have recently
developed strategies in this field.
Competitive Advantages
•Durham is known as the clean energy capital of Canada, with
Ontario Power Generation as the largest employer.
•Sector already thrives in Pickering, despite the expected
decommissioning of nuclear generating station.
•Pickering already hosts an existing portfolio of companies in the
sector.
•Ontario Tech offers programs in Nuclear Engineering, ranking third
in North America.
1 NAICS Association, “Electric Power Generation, Transmission and Distribution.”
https://www.naics.com/naics-code-description/?code=2211.
2 Mordor Intelligence , “Nuclear Power Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 - 2027).”
https://www.mordorintelligence.com/industry-reports/nuclear-power-market.
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Electric Power Generation
•Ontario Tech supports the Clean Energy Research Lab. The
Canadian Nuclear Laboratories also hosts three locations across
Ontario, including the Chalk River Laboratories.
Possible Liabilities
•Possible resistance from existing portfolio of companies against
new companies interested in Pickering.
•Decommissioning of nuclear generating station may change
perceptions of sector in Pickering.
Manufacturing
Aerospace Manufacturing
Sector Description
“Industries in the Transportation Equipment Manufacturing subsector
produce equipment for transporting people and goods. Transportation
equipment is a type of machinery. An entire subsector is devoted to this
activity because of the significance of its economic size in all three
North American countries. Establishments in this subsector utilize
production processes similar to those of other machinery
manufacturing establishments - bending, forming, welding, machining,
and assembling metal or plastic parts into components and finished
products. However, the assembly of components and subassemblies
and their further assembly into finished vehicles tends to be a more
common production process in this subsector than in the Machinery
Manufacturing subsector.” 3
Industry Outlook The global aerospace manufacturing market is expected to record a
CAGR of 6.0 percent from 2021 to 2026. 4
Key Requirements
•Access to skilled talent bases.
•Proximity to transportation routes, including airports.
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
•Ability to adopt necessary technology to adapt to sophisticated
manufacturing systems.
3 Bureau of Labor Statistics, “Transportation Equipment Manufacturing.” https://www.bls.gov/iag/tgs/iag336.htm.
4 Mordor Intelligence, “Aerospace Materials Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 - 2027).”
https://www.mordorintelligence.com/industry-reports/aerospace-materials-market.
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Aerospace Manufacturing
Specific Opportunities
•Position Pickering to capture business as sector recovers quickly
from the pandemic.
•Draw manufacturing facilities to southern Pickering.
Competitive Advantages
•Existing sector presence throughout Ontario.
•16 universities and 40 institutions in Ontario provide related
engineering programs and aerospace programs, respectively.
•Pickering is 30-40 minutes away from freight facilities at Toronto
Pearson Airport, Billy Bishop Airport, and Port of Toronto.
•Several Next Generation Manufacturing Canada projects are
clustered in the Greater Toronto Area, including the Ontario
Aerospace Council in Pickering.
Possible Liabilities
•Lack of existing portfolio of companies in sector.
•Lack of airport presence, along with delays for the Pickering Airport
for the foreseeable future.
Computer and Electronic Product Manufacturing
Sector Description
“Industries in the Computer and Electronic Product Manufacturing
subsector group establishments that manufacture computers,
computer peripherals, communications equipment, and similar
electronic products, and establishments that manufacture components
for such products. The Computer and Electronic Product
Manufacturing industries have been combined in the hierarchy of
NAICS because of the economic significance they have attained. Their
rapid growth suggests that they will become even more important to
the economies of all three North American countries in the future, and
in addition their manufacturing processes are fundamentally different
from the manufacturing processes of other machinery and equipment.
The design and use of integrated circuits and the application of highly
specialized miniaturization technologies are common elements in the
production technologies of the computer and electronic subsector.” 5
5 Bureau of Labor Statistics, “Computer and Electronic Product Manufacturing.” https://www.bls.gov/iag/tgs/iag334.htm.
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Computer and Electronic Product Manufacturing
Industry Outlook The global computer and electronic product manufacturing market is
expected to record a CAGR of 9.0 percent from 2021 to 2026. 6
Key Requirements
• Access to skilled talent bases.
• Proximity to transportation routes.
• Ability to undertake technical research and development, which
leads to more innovative products in sector.
• Ability to adopt necessary technology to adapt to sophisticated
manufacturing systems.
Specific Opportunities
• Position Pickering to capture business as sector recovers quickly
from the pandemic.
• Draw manufacturing facilities to southern Pickering.
Competitive Advantages
• Existing sector presence throughout Ontario, with a growing
industrial automation presence.
• Ontario Tech and Durham College both provide programs to
support this sector, providing opportunities from mechanical
technicians to engineers.
• Pickering is 30-40 minutes away from freight facilities at Toronto
Pearson Airport, Billy Bishop Airport, and Port of Toronto.
Possible Liabilities
• Lack of existing portfolio of companies in sector.
• Competition with other manufacturing hubs in the Greater Toronto
Area – unclear value proposition.
Electrical Equipment and Component Manufacturing
Sector Description
“Industries in the Electrical Equipment, Appliance, and Component
Manufacturing subsector manufacture products that generate,
distribute, and use electrical power. Electric Lighting Equipment
Manufacturing establishments produce electric lamp bulbs, lighting
fixtures, and parts. Household Appliance Manufacturing establishments
make both small and major electrical appliances and parts. Electrical
Equipment Manufacturing establishments make goods, such as electric
motors, generators, transformers, and switchgear apparatus. Other
6 Mordor Intelligence, “Electronics Manufacturing Services Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 –
2027).” https://www.mordorintelligence.com/industry-reports/electronics-manufacturing-services-market.
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Electrical Equipment and Component Manufacturing
Electrical Equipment and Component Manufacturing establishments
make devices for storing electrical power (e.g., batteries), for
transmitting electricity (e.g., insulated wire), and wiring devices (e.g.,
electrical outlets, fuse boxes, and light switches).” 7
Industry Outlook The global electrical equipment and component manufacturing market
is expected to record a CAGR of 7.1 percent from 2021 to 2026. 8
Key Requirements
•Access to skilled talent bases.
•Proximity to transportation routes.
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
•Ability to adopt necessary technology to adapt to sophisticated
manufacturing systems.
Specific Opportunities
•Position Pickering to capture business as sector recovers quickly
from the pandemic.
•Draw manufacturing facilities to southern Pickering.
Competitive Advantages
•Existing sector presence throughout Ontario, with a growing
industrial automation presence.
•Ontario Tech and Durham College both provide programs to
support this sector, providing opportunities from mechanical
technicians to engineers.
•Pickering is 30-40 minutes away from freight facilities at Toronto
Pearson Airport, Billy Bishop Airport , and Port of Toronto.
Possible Liabilities
•Lack of existing portfolio of companies in sector.
•Competition with other manufacturing hubs in the Greater Toronto
Area – unclear value proposition.
7 Bureau of Labor Statistics, “Electrical Equipment, Appliance, and Component Manufacturing.”
https://www.bls.gov/iag/tgs/iag335.htm.
8 Mordor Intelligence, “Semiconductor and Electronic Parts Manufacturing Market: Growth, Trends, COVID-19 Impact, and
Forecasts (2022 - 2027).”
https://www.mordorintelligence.com/industry-reports/semiconductor-and-electronic-parts-manufacturing-market.
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Metal Manufacturing
Sector Description
“Industries in the Primary Metal Manufacturing subsector smelt and/or
refine ferrous and nonferrous metals from ore, pig, or scrap, using
electrometallurgical and other process metallurgical techniques.
Establishments in this subsector also manufacture metal alloys and
superalloys by introducing other chemical elements to pure metals. The
output of smelting and refining, usually in ingot form, is used in rolling,
drawing, and extruding operations to make sheet, strip, bar, rod, or wire,
and in molten form to make castings and other basic metal products.” 9
“Industries in the Fabricated Metal Product Manufacturing subsector
transform metal into intermediate or end products, other than
machinery, computers and electronics, and metal furniture, or treat
metals and metal formed products fabricated elsewhere. Important
fabricated metal processes are forging, stamping, bending, forming,
and machining, used to shape individual pieces of metal; and other
processes, such as welding and assembling, used to join separate parts
together. Establishments in this subsector may use one of these
processes or a combination of these processes.” 10
Industry Outlook The global metal manufacturing market is expected to record a CAGR
of 3.9 percent from 2021 to 2024. 11
Key Requirements
•Access to skilled talent bases.
•Proximity to transportation routes.
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
•Ability to adopt necessary technology to adapt to sophisticated
manufacturing systems.
Specific Opportunities
•Position Pickering to capture business as sector recovers quickly
from the pandemic.
•Draw manufacturing facilities to southern Pickering.
Competitive Advantages
•Existing sector presence in Pickering, with approximately 2 million
square feet of new commercial and industrial space available.
•Several major companies operate in Pickering, including Kubota
Canada and Signature Aluminum.
9 Bureau of Labor Statistics, “Primary Metal Manufacturing.” https://www.bls.gov/iag/tgs/iag331.htm.
10 Bureau of Labor Statistics, “Fabricated Metal Product Manufacturing.” https://www.bls.gov/iag/tgs/iag332.htm.
11 Mordor Intelligence, “Global Metal Fabrication Equipment Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 –
2027).” https://www.mordorintelligence.com/industry-reports/global-metal-fabrication-equipment-market.
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Metal Manufacturing
•Existing sector presence throughout Ontario, with a growing
industrial automation presence.
•Ontario Tech and Durham College both provide programs to
support this sector, providing opportunities from mechanical
technicians to engineers.
•Pickering is 30-40 minutes away from freight facilities at Toronto
Pearson Airport, Billy Bishop Airport, and Port of Toronto.
Possible Liabilities •Possible resistance from existing portfolio of companies against
new companies interested in Pickering.
Food and Beverage Manufacturing
Sector Description
“Industries in the Food Manufacturing subsector transform livestock
and agricultural products into products for intermediate or final
consumption. The industry groups are distinguished by the raw
materials (generally of animal or vegetable origin) processed into food
products.
The food products manufactured in these establishments are typically
sold to wholesalers or retailers for distribution to consumers, but
establishments primarily engaged in retailing bakery and candy
products made on the premises not for immediate consumption are
included.” 12
“Industries in the Beverage and Tobacco Product Manufacturing
subsector manufacture beverages and tobacco products. The industry
group, Beverage Manufacturing, includes three types of establishments:
(1) those that manufacture nonalcoholic beverages; (2) those that
manufacture alcoholic beverages through the fermentation process;
and (3) those that produce distilled alcoholic beverages. Ice
manufacturing, while not a beverage, is included with nonalcoholic
beverage manufacturing because it uses the same production process
as water purification. The industry group, Tobacco Manufacturing,
includes two types of establishments: (1) those engaged in redrying
12 Bureau of Labor Statistics, “Food Manufacturing.” https://www.bls.gov/iag/tgs/iag311.htm.
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Food and Beverage Manufacturing
and stemming tobacco and, (2) those that manufacture tobacco
products, such as cigarettes and cigars.” 13
Industry Outlook The global food and beverage manufacturing market is expected to
record a CAGR of 6.1 percent from 2019 onwards. 14
Key Requirements
•Access to skilled talent bases.
•Proximity to transportation routes.
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
•Ability to adopt necessary technology to adapt to sophisticated
manufacturing systems.
Specific Opportunities
•Position Pickering to capture business as sector recovers quickly
from the pandemic.
•Draw manufacturing facilities to southern Pickering.
Competitive Advantages
•Existing sector presence throughout Ontario, the third largest in
North America with over 3,000 establishments.
•Existing sector presence in Pickering, with 5,000 hectares of
designated agricultural land.
•Several major companies operate in Pickering, including Joriki
Beverages and Deflea Brand Foods.
•Access to consumer markets in Canada and the United States, due
to proximity to transportation routes.
•Business support from Ontario, such as the Canadian Agricultural
Partnership, and Durham, such as the Golden Horseshoe Food and
Farm Alliance.
Possible Liabilities
•Possible resistance from existing portfolio of companies against
new companies interested in Pickering.
•Competition with other manufacturing hubs in the Greater Toronto
Area – unclear value proposition.
13 Bureau of Labor Statistics, “Beverage and Tobacco Product Manufacturing.” https://www.bls.gov/iag/tgs/iag312.htm.
14 Cision, “Insights on the Food and Beverages Global Market to 2030.” https://www.prnewswire.com/news -releases/insights-
on-the-food-and-beverages-global-market-to-2030---identify -growth-segments-for-investment-301202729.html.
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Machinery Manufacturing
Sector Description
“Industries in the Machinery Manufacturing subsector create end
products that apply mechanical force, for example, the application of
gears and levers, to perform work. Some important processes for the
manufacture of machinery are forging, stamping, bending, forming, and
machining that are used to shape individual pieces of metal. Processes,
such as welding, and assembling are used to join separate parts
together. Although these processes are similar to those used in metal
fabricating establishments, machinery manufacturing is different
because it typically employs multiple metal forming processes in
manufacturing the various parts of the machine. Moreover, complex
assembly operations are an inherent part of the production process.” 15
Industry Outlook The global machinery manufacturing market is expected to record a
CAGR of 5.0 percent from 2021 to 2026. 16
Key Requirements
•Access to skilled talent bases.
•Proximity to transportation routes.
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
•Ability to adopt necessary technology to adapt
to sophisticated manufacturing systems.
Specific Opportunities
•Position Pickering to capture business as sector recovers quickly
from the pandemic.
•Draw manufacturing facilities to southern Pickering.
Competitive Advantages
•Existing sector presence throughout Ontario, with a growing
industrial automation presence.
•Ontario Tech and Durham College both provide programs to
support this sector, providing opportunities from mechanical
technicians to engineers.
•Pickering is 30-40 minutes away from freight facilities at Toronto
Pearson Airport, Billy Bishop Airport, and Port of Toronto.
Possible Liabilities
•Lack of existing portfolio of companies in sector.
•Competition with other manufacturing hubs in the Greater Toronto
Area – unclear value proposition.
15 Bureau of Labor Statistics, “Machinery Manufacturing.” https://www.bls.gov/iag/tgs/iag333.htm.
16 Mordor Intelligence, “Machine Tools Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 - 2027).”
https://www.mordorintelligence.com/industry-reports/machine-tools-market.
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Multi-Modal Transportation and Warehousing
Transportation and Logistics
Sector Description
“The Transportation and Warehousing sector includes industries
providing transportation of passengers and cargo, warehousing and
storage for goods, scenic and sightseeing transportation, and support
activities related to modes of transportation. Establishments in these
industries use transportation equipment or transportation related
facilities as a productive asset. The type of equipment depends on the
mode of transportation. The modes of transportation are air, rail, water,
road, and pipeline.” 17
Industry Outlook The global transportation and logistics market is expected to record a
CAGR of 5.0 percent from 2021 to 2026. 18
Key Requirements • Proximity to transportation routes.
• Space availability for necessary facilities.
Specific Opportunities
• Position Pickering to capture business as sector recovers quickly
from the pandemic.
• Draw warehousing facilities to southern Pickering.
Competitive Advantages
• Strategic access to North American markets through two
highways, five border crossings, two airports, and one port.
• Land and space are available in Pickering, including the Brock
Industrial Park, the Whites Road Prestige Business Park, and the
Pickering Innovation Corridor.
• Sector can support other existing sectors in Pickering, particularly
in manufacturing.
Possible Liabilities
• Lack of existing portfolio of companies in sector.
• Competition with other transportation and warehousing hubs in the
Greater Toronto Area – unclear value proposition.
17 Bureau of Labor Statistics, “Transportation and Warehousing.” https://www.bls.gov/iag/tgs/iag48-49.htm.
18 Mordor Intelligence, “Freight And Logistics Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 - 2027).”
https://www.mordorintelligence.com/industry-reports/freight-logistics-market-study.
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Warehousing and Storage
Sector Description
“Industries in the Warehousing and Storage subsector are primarily
engaged in operating warehousing and storage facilities for general
merchandise, refrigerated goods, and other warehouse products. These
establishments provide facilities to store goods. They do not sell the
goods they handle. These establishments take responsibility for storing
the goods and keeping them secure. They may also provide a range of
services, often referred to as logistics services, related to the
distribution of goods. Logistics services can include labeling, breaking
bulk, inventory control and management, light assembly, order entry
and fulfillment, packaging, pick and pack, price marking and ticketing,
and transportation arrangement. However, establishments in this
industry group always provide warehousing or storage services in
addition to any logistic services. Furthermore, the warehousing or
storage of goods must be more than incidental to the performance of
services, such as price marking.” 19
Industry Outlook The global warehousing and storage market is expected to record a
CAGR of 10.0 percent from 2021 to 2026. 20
Key Requirements •Proximity to transportation routes.
•Space availability for necessary facilities.
Specific Opportunities
•Position Pickering to capture business as sector recovers quickly
from the pandemic.
•Draw warehousing facilities to southern Pickering.
Competitive Advantages
•Strategic access to North American markets through two
highways, five border crossings, two airports, and one port.
•Land and space are available in Pickering, including the Brock
Industrial Park, the Whites Road Prestige Business Park, and the
Pickering Innovation Corridor.
•Sector can support other existing sectors in Pickering, particularly
in manufacturing.
Possible Liabilities
•Lack of existing portfolio of companies in sector.
•Competition with other transportation and warehousing hubs in the
Greater Toronto Area – unclear value proposition.
19 Bureau of Labor Statistics, “Warehousing and Storage.” https://www.bls.gov/iag/tgs/iag493.htm.
20 Mordor Intelligence, “Warehousing and Storage Services Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 –
2027).” https://www.mordorintelligence.com/industry-reports/warehousing-and-storage-services-market.
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Information
Information
Sector Description
“The Information sector comprises establishments engaged in the
following processes: (a) producing and distributing information and
cultural products, (b) providing the means to transmit or distribute
these products as well as data or communications, and (c) processing
data.
The main components of this sector are the publishing industries,
including software publishing, and both traditional publishing and
publishing exclusively on the Internet; the motion picture and sound
recording industries; the broadcasting industries, including traditional
broadcasting and those broadcasting exclusively over the Internet; the
telecommunications industries; Web search portals, data processing
industries, and the information services industries.
The Information sector groups three types of establishments: (1) those
engaged in producing and distributing information and cultural
products; (2) those that provide the means to transmit or distribute
these products as well as data or communications; and (3) those that
process data.” 21
Industry Outlook The global information market is expected to record a CAGR of 7.7
percent from 2021 to 2026. 22
Key Requirements
•Access to skilled talent bases.
•Proximity to transportation routes.
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
•Ability to adopt necessary technology to adapt to sophisticated
information systems.
Specific Opportunities •Develop innovation accelerators and incubators to support sector,
similar to Spark Centre in Oshawa and 1nnovation Village in Ajax.
Competitive Advantages •Existing sector presence throughout Ontario, with a stable
economic and political environment for business.
21 Bureau of Labor Statistics, “information.” https://www.bls.gov/iag/tgs/iag51.htm.
22 Mordor Intelligence, “Information Technology Service Management Market: Growth, Trends, COVID-19 Impact, and
Forecasts (2022 - 2027).” https://www.mordorintelligence.com/industry-reports/information-technology-service-
management -market.
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Information
•Existing sector presence in Pickering, with advanced infrastructure
to meet the needs of the sector.
•Several major companies operate in Pickering, including RBRO
Solutions and Search Engine People.
•Ontario Tech provides programs in Business and Information
Technology, along with research and development opportunities in
various laboratories.
Possible Liabilities
•Lack of existing portfolio of companies in sector.
•Competition with other information technology hubs in the Greater
Toronto Area – unclear value proposition.
Finance and Insurance
Administrative and Support Services
Sector Description
“Industries in the Administrative and Support Services subsector group
establishments engaged in activities that support the day-to-day
operations of other organizations. The processes employed in this
sector (e.g., general management, personnel administration, clerical
activities, cleaning activities) are often integral parts of the activities of
establishments found in all sectors of the economy. The
establishments classified in this subsector have specialization in one or
more of these activities and can, therefore, provide services to clients in
a variety of industries and, in some cases, to households. The individual
industries of this subsector are defined on the basis of the particular
process that they are engaged in and the particular services they
provide.” 23
Industry Outlook
The global administrative and support services market, in the context of
the information industry, is expected to record a CAGR of 14.4 percent
from 2021 to 2026. 24
Key Requirements •Access to skilled talent bases.
•Proximity to transportation routes.
23 Bureau of Labor Statistics, “Administrative and Support Services.” https://www.bls.gov/iag/tgs/iag561.htm.
24 Mordor Intelligence, “Managed Information Services Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 –
2027). https://www.mordorintelligence.com/industry-reports/information-managed-services-market-industry.
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Administrative and Support Services
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
•Ability to adopt necessary technology to adapt to sophisticated
information systems.
Specific Opportunities •Develop innovation accelerators and incubators to support sector,
similar to Spark Centre in Oshawa and 1nnovation Village in Ajax.
Competitive Advantages
•Existing sector presence throughout Ontario, with a stable
economic and political environment for business.
•Existing sector presence in Pickering, with advanced infrastructure
to meet the needs of the sector.
•Ontario Tech provides programs in Business and Information
Technology, along with research and development opportunities in
various laboratories.
Possible Liabilities
•Lack of existing portfolio of companies in sector.
•Competition with other information technology hubs in the Greater
Toronto Area – unclear value proposition.
Financial Investments and Related Activities
Sector Description
“Industries in the Securities, Commodity Contracts, and Other Financial
Investments and Related Activities subsector group establishments
that are primarily engaged in one of the following: (1) underwriting
securities issues and/or making markets for securities and
commodities; (2) acting as agents (i.e., brokers) between buyers and
sellers of securities and commodities; (3) providing securities and
commodity exchange services; and (4) providing other services, such
as managing portfolios of assets; providing investment advice; and
trust, fiduciary, and custody services.” 25
25 Bureau of Labor Statistics, “Securities, Commodity Contracts, and Other Financial Investments and Related Activities .”
https://www.bls.gov/iag/tgs/iag523.htm.
City of Pickering Economic Development Strategy
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Financial Investments and Related Activities
Industry Outlook The global electronic brokerage market is expected to record a CAGR of
4.0 percent from 2021 to 2026. 26
Key Requirements
•Access to skilled talent bases.
•Proximity to transportation routes.
•Ability to undertake technical research and development, which
leads to more innovative products in sector.
•Ability to adopt necessary technology to adapt to sophisticated
information systems.
Specific Opportunities •Develop innovation accelerators and incubators to support sector,
similar to Spark Centre in Oshawa and 1nnovation Village in Ajax.
Competitive Advantages
•Existing sector presence throughout Ontario, with a stable
economic and political environment for business.
•Existing sector presence in Pickering, with advanced infrastructure
to meet the needs of the sector.
•Ontario Tech provides programs in Business and Information
Technology, along with research and development opportunities in
various laboratories.
Possible Liabilities
•Lack of existing portfolio of companies in sector.
•Competition with other information technology hubs in the Greater
Toronto Area – unclear value proposition.
Accommodation and Food Services
Accommodation and Food Services
Sector Description
“The Accommodation and Food Services sector comprises
establishments providing customers with lodging and/or preparing
meals, snacks, and beverages for immediate consumption. The sector
includes both accommodation and food services establishments
because the two activities are often combined at the same
establishment.” 27
26 Mordor Intelligence, “Global E -Brokerages Market: Growth, Trends, COVID-19 Impact, and Forecasts (2022 - 2027).”
https://www.mordorintelligence.com/industry-reports/global-e-brokerages-market.
27 Bureau of Labor Statistics, “Accommodation and Food Services.” https://www.bls.gov/iag/tgs/iag72.htm.
City of Pickering Economic Development Strategy
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Accommodation and Food Services
Industry Outlook
The global accommodation and food services market is expected to
record a CAGR of 10.2 percent from 2021 to 2026.
However, the market is expected to record a rate of 15.1 in 2022, due to
ongoing pandemic recovery. 28
Key Requirements
•Access to multi-lingual talent bases.
•Proximity to transportation routes.
•Ability to undertake a branding and marketing strategy to compete
against other places of interest.
Specific Opportunities
•Leverage Durham Live to include accommodation and food
services, along with the expected convention centre, film studio,
and amphitheater.
Competitive Advantages
•Pickering is a place of interest in the Greater Toronto Area, located
less than 40 kilometers from downtown Toronto with 500 acres of
groomed parks, hiking trails, and conservation areas.
•Pickering sits along transportation routes that support both
domestic and international visitors.
•Business support from Ontario, such as the Tourism Industry
Association of Ontario and the Ontario Tourism Marketing
Partnership Corporation.
•Durham College provides various tourism related programs,
including Hotel and Restaurant Operations Management and
Special Events Management.
Possible Liabilities
•Lack of existing accommodations in Pickering.
•Lack of airport presence, along with delays for the Pickering Airport
for the foreseeable future.
•Competition with other places of interest in the Greater Toronto
Area – unclear value proposition.
28 Notified, “Hospitality Global Market Report 2022.”
https://www.globenewswire.com/news-release/2021/12/29/2358663/0/en/Hospitality-Global-Market-Report-2022.html.
City of Pickering Economic Development Strategy
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Action Plan
The City of Pickering is at the start of a period of dynamic growth and change. The City’s
significant assets and legacy of innovation can carry it to sustainable, equitable economic
growth if continued actions are taken in the following areas:
Action Area Action Item
Marketing •Branding
•Marketing
Local Communications •Community Website
•Community Social Media Platforms
Business Support
•Business Census and Outreach
•Business Retention and Expansion Initiatives
•Business Continuity Support
•Entrepreneurial and Startup Support
•Incubators or Accelerators
Workforce and Talent
•Workforce Gap Analysis
•Career Awareness Building
•Workforce Development Events
Investment Attraction
•Direct Outreach
•Ongoing Sector Research
•Existing Business Engagement
•Conferences and Other Multipliers
Investment Servicing and Aftercare •Development and Adoption of Full Investment
Service Processes and Protocols
City of Pickering Economic Development Strategy
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Marketing
Branding
Interviewees across the board consistently noted that the identity of the City is shifting
somewhat, but with a consistent theme. While the City will be growing substantially and some
industries are in the process of transforming, the theme of “leading through innovation” remains
a constant.
The City will need to create and foster a brand identity for itself in order to fully bring this updated
image of a city of innovation into the global marketplace.
Branding
Task Descriptions
1.Brand Positioning: A brand positioning statement outlines exactly
what the region is and the benefits it provides, for whom, and what
makes you different. The idea behind it is to create a unique niche for
your brand in the minds of consumers within your category.
o Review strategic plan and competitive information to develop
overall internal brand positioning statement.
2.Brand Messaging: Brand messaging refers to the underlying value
proposition conveyed, and language used in further content. The
messaging makes buyers relate to the brand by inspiring them,
persuading them, motivating them, and ultimately creating
investment interest in the region.
3.Strategic Positioning: The strategic positioning document takes the
items above and lays out the initial campaign identifying the target
customer group, the list of offerings (location benefits), matches
these to customer needs, and then refines the channels and
messages of outreach to specifically match message to target.
Timeframe Immediate
Importance High
Responsible Party
•City of Pickering Economic Development and Strategic Projects
•City of Pickering Public Affairs and Corporate Communications
•Dedicated Marketing Staff Member
City of Pickering Economic Development Strategy
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Marketing
Marketing is the act of promoting the City and its assets and advantages to potential investors,
residents, companies, and others who may be enticed into becoming a part of the City’s
economic life.
Marketing
Task Descriptions
Appealing and relevant marketing materials are an important piece of
attracting new investment. There is an ongoing discussion in Pickering
regarding branding for the City, which will likely have ramifications for any of
the branding and marketing suggestions to follow.
1.Continue to collect and update competitive and business support
information.
a.Assemble data supporting the value propositions for each of the
major sectors.
b.Collect written testimonials from example companies from each
of the major sectors.
c.Develop editable sector pitch books for major target sectors.
2.Continue to develop updated marketing materials, such as:
d.Investor Guide,
e.Industry or Function-Specific Information Sheets,
f.Web-Based Advertising, including Paid Social Media.
3.Continue to enhance online presence.
a.Update the Economic Development Department website on a
regular basis so that information is current and accessible for
companies and site selectors considering Pickering for
expansion or relocation.
i.Develop a wireframe for the website and collect appropriate
information and data (workforce, real estate, infrastructure,
major companies, costs).
ii.Collect written testimonials from example companies from
each of the major sectors.
iii.The website can be a key asset for branding and marketing
efforts, but absolutely requires consistent maintenance.
4.Continue to enhance social media presence.
a.Share press releases, industry news, and local news and events
that are related to economic development in the City.
b.Identify an individual who will have responsibility for collecting
and distributing content to:
i.LinkedIn,
ii.Twitter,
iii.YouTube.
City of Pickering Economic Development Strategy
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Marketing
Timeframe
• Item 1 – Near Term and Ongoing
• Item 2 – Near Term and Ongoing (Indicative of Bandwidth)
• Item 3 – Near Term and Ongoing
• Item 4 – Near Term and Ongoing (Indicative of Bandwidth)
Importance
• Item 1 – Medium
• Item 2 – High
• Item 3 – Medium
• Item 4 – Medium
Responsible Party
• City of Pickering Economic Development and Strategic Projects
• City of Pickering Public Affairs and Corporate Communications
• Dedicated Marketing Staff Member
Local Communications
Recent experience has shown the importance of having robust communications tools with which
to engage the public. With much of the public receiving a large proportion of their news and
information through social media, the City must ensure that complete and truthful information is
available and findable online, and that there are tools in place to allow for engagement and
feedback from the public.
Community Website
Task Descriptions
1. Develop a Community Economic Development page.
a. Within the City’s current Invest in Pickering page, include a
section of current large initiatives.
o Current site provides information deeper in the site, but
does not wrap information together in a holistic fashion
to showcase the direction and context of projects.
o Providing “big picture” context and then showcasing
factual information of projects will provide a much more
accurate perspective.
2. Community social media presence:
a. By duplicating items on the projects and plans showcases in Item
1 above into platforms like Twitter and Facebook, the City’s
Economic Development Department will be able to provide
sharable content through channels that the public use regularly.
b. This information will also allow the Department to address any
comments, misunderstanding, or incomplete information as they
are identified.
City of Pickering Economic Development Strategy
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Community Website
Timeframe Immediate and Ongoing
Importance High
Responsible Party •City of Pickering Economic Development and Strategic Projects
•City of Pickering Public Affairs and Corporate Communications
Business Support, Retention, and Expansion
It is impossible to consider business attraction and economic growth without actively engaging
and supporting the City’s current businesses. Much business growth comes from institutions that
are already present within a community or region. In order to grow effectively, the City will need to
continue understand and support its current business base and use this economic foundation to
better understand and prepare for the needs of tomorrow. In addition, there is no better advocate
for a City’s business environment than a current, successful, and satisfied local business.
Success in business support, retention, and expansion can be measured by examining how
businesses fare during times of change. Metrics may include:
•Number of businesses engaged through the Business Visitation Program,
•Number of businesses assisted, expanded, and retained,
•Number of new openings of new businesses,
•Business satisfaction measured through the Local Outreach Program,
•Attendance at advisory panels and roundtables.
Support is particularly important during times of accelerated change. As the City continues to
grow, the City must also ensure that businesses receive the support necessary to transition
through such change.
Note on Permitting and Regulation
It is important to note also that while the City already enjoys the general high regard of
businesses, developers, and other stakeholders in terms of the effectiveness, transparency, and
predictability of the City’s processes.
By no means does this mean that the City has no room for improvement. In particular, the City
should continue to work with regional agencies to ensure progress towards a similar transparent,
predictable, efficient, and perhaps integrated approach to permitting and regulation. Additionally,
the City should continue to monitor its own processes and ensure collaboration and cooperation
among departments to ensure the best possible outcomes for public and private sectors alike.
City of Pickering Economic Development Strategy
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Business Census and Outreach
Business Census and Outreach
Task Descriptions
1.Review the City’s current business directory and determine changes
that need to be made.
a.Work with Ajax-Pickering Board of Trade to review membership
and develop an initial listing of Pickering businesses.
b.Identify information to be added, expansions to be noted, etc.
c.Monitor rate of additions being made and assess whether it
accurately reflects the number of businesses operating in the
City.
2.Examine means of enhancing the business census throughout the
City.
a.Durham Regional Municipality currently maintains an overall
business count, and the data is available through the Region’s
Open Data.
b.The City should leverage this platform and then collect additional
information as possible to ensure proper communications.
3.Directly engage more businesses on a regular basis.
a.Identify a team member with primary responsibility for business
outreach and engagement, managed through a Customer
Relationship Management (CRM) platform.
b.Establish a “Business Visitation Program” for economic
development staff to visit or contact representative businesses
on a regular basis.
c.Create a package to cross promote the services of Ajax-Pickering
Board of Trade, Ontario Tech University, Durham College, and
Business Advisory Centre Durham.
Timeframe
•Item 1 – Near Term and Ongoing
•Item 2 – Medium Term (2 Years)
•Item 3 – Near Term and Ongoing (Indicative of Bandwidth)
Importance
•Item 1 – High-Medium
•Item 2 – Medium
•Item 3 – High (Indicative of Bandwidth)
Responsible Party
•City of Pickering Economic Development and Strategic Projects
•Regional Municipality of Durham
•Ajax Pickering Board of Trade
City of Pickering Economic Development Strategy
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Business Retention and Expansion Initiatives
Business Retention and Expansion Initiatives
Task Descriptions
To promote mutual understanding of the needs of industry and to find new
opportunities for business retention and expansion, support regular discourse
between businesses and policy makers.
1. Local Outreach Program:
a. Economic Development Department to reach out to local
businesses on a regular basis as a feedback mechanism for
business retention and expansion.
2. Industry-Specific Advisory Panels or Round Tables:
a. Economic Development Department to provide a forum for
businesses and policy makers to meet to discuss policy
advancement, uncover opportunities, and promote mutual
understanding of industry needs.
3. Business Continuity Support:
a. Economic Development Department to reach out to and support
businesses potentially displaced by (re)development.
b. Identify potential new locations and assist in creating awareness
of the new location.
c. Potentially assist in obtaining funding through Canada Small
Business Financing Program or similar channels.
4. Enhanced Web Presence:
d. Consolidate existing links, Including Business Listings,
Development Controls, Development Opportunities, and Contact
Information, under one listing named "Starting or Running a
Business in Pickering" on the website.
e. Include future links, including Support Program, and Opportunity
Brochure, to the listing as established.
f. Updating the website to include local resources and services
should be prioritized. The website can also include any provincial
and federal guidelines in the future, as necessary.
Timeframe Near Term and Ongoing (Indicative of Bandwidth)
Importance High
Responsible Party City of Pickering Economic Development and Strategic Projects
City of Pickering Economic Development Strategy
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Entrepreneurial and Startup Support
Entrepreneurial and Startup Support
Task Descriptions
1. Support Program:
a. Audit and document existing resources and services for small
businesses and entrepreneurs.
b. Reach out to small businesses and entrepreneurs about
necessary resources and services, ensuring that trending needs
and wants are elevated within the entrepreneurial agenda.
c. Prepare a program of resources and services for new businesses
and entrepreneurs, readily available and accessible on the City
website.
d. Establish networking group(s) to encourage small businesses
and entrepreneurs to support one another as they start and run
their businesses in the same entrepreneurial ecosystem.
2. Online Resources:
a. Consolidate existing links, Including Business Listings,
Development Controls, Development Opportunities, and Contact
Information, under one listing named "Starting or Running a
Business in Pickering" on the website.
b. Include future links, including Networking Organization, Support
Program, and Opportunity Brochure, to the listing as established.
c. Update the City website to include local resources and services
should be prioritized. The website can also include any provincial
and federal guidelines in the future, as necessary.
Timeframe • Item 1 – Near to Medium Term (2 Years)
• Item 2 – Near to Medium Term (2 Years)
Importance Medium to High
Responsible Party • City of Pickering Economic Development and Strategic Projects
• Dedicated Small Business Advisory Staff Member
City of Pickering Economic Development Strategy
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Incubators or Accelerators
Incubators or Accelerators
Task Descriptions
1.General Shared Workplace Accelerator:
a.As part of either the Innovation Corridor or the eventual
redevelopment of City Centre, establish a City-owned space that
may be used for housing small-business startups.
b.In addition to a shared workspace, the City should make efforts to
also invite in local service providers like accounting, legal,
marketing, and related fields to help support the success and
growth of these new businesses.
2.Technology Incubator:
a.Either as part of the accelerator above or separately, work with
Ontario Tech University, Durham College, or Trent University
Durham to establish a technology incubator.
b.The incubator will work alongside and support innovation in key
industry sectors, particularly Information and Professional and
Business Services.
c.Specific needs of the incubator will be developed through
conversations with sector industries and associated
stakeholders.
Timeframe Medium (2-5 Years)
Importance High
Responsible Party •City of Pickering Economic Development and Strategic Projects
•Educational Partner (TBD)
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Workforce and Talent
Interviews strongly suggested that while population growth is expected to mean that there will be
a strong labour pool in the region, there may not be adequate linkages between businesses’ talent
needs and what the training and education system may produce . We recommend that the City
continue to develop a working conversation between the private sector and key education
systems to both support workforce development and entrepreneurial opportunities in the City and
region.
Workforce and Talent
Task Descriptions
1.Perform workforce availability and skills study.
a.Work with Ontario Ministry of Labour, Training, and Skills
Development, Durham Workforce Authority, and Ontario Ministry
of University and Colleges to develop a workforce study of the
Pickering labour shed for skills availability, occupational
availability, and salary dynamics.
b.Similarly develop a survey of Pickering area businesses and
industries to assess the current and projected need for skills and
talent.
c.Invest in data providers, particularly when the Canadian Census is
dated relative to needs at the time.
2.Directly engage with primary and secondary education system.
a.Use information gathered from studies above to engage with
primary and secondary education systems to showcase future
career opportunities. Ensure information is share with both
students and parents so that all can have a great awareness of
career opportunities.
3.Engage private sector in elevating awareness of career options.
a.As appropriate and practical, engage private sector employers in
outreach to educational system to provide hands-on
opportunities for career awareness.
Timeframe
•Item 1 – Immediate
•Item 2 – Near to Medium Term (2 Years)
•Item 3 – Near to Medium Term (2 Years)
Importance High
Responsible Party
•City of Pickering Economic Development and Strategic Projects
•Ontario Ministry of Labour, Training, and Skills
•Durham Workforce Authority
•Durham District School Board
City of Pickering Economic Development Strategy
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Investment Attraction
The City has stated that they will be taking a direct role in facilitating investment attraction to the
City. The following actions should be made to ensure that city staff have the information needed
to be able to identify potential investors and know the actions needed to connect with the
decisions makers who are most commonly involved in the location selection process.
Direct Outreach
Direct Outreach
Task Descriptions
The City should continue to expand its existing economic development
marketing and outreach to include new messages and possibly to adjust its
targets based on the evolving global marketplace.
1.Site Selector Networking:
a.Research and identify site selectors with expertise in key sectors
that may also be considering Canadian locations or be willing to
consider Canadian locations.
b.Establish contact with site selectors in key industries, possibly at
site selector-focused shows.
2.Industry Networking:
a.Targeted list of shows, conferences, and programs to attend and
participate in. The following are some suggested expositions,
conferences, and programs for targeted sectors:
1.Manufacturing: Advanced Design and Manufacturing
Exposition, Anuga FoodTec, Canadian Manufacturing
Technology Show, Canadian Nuclear Association
Conference, FABTECH, Farnborough Air Show, GLOBE
Forum, Paris Air Show
2.Transportation and Warehousing: Cargo Logistics and
Distribution Logistics Summit, Ontario Transportation
Exposition, Supply Change Conference and Exposition,
WERC
3.Information: Collision, ITech, Sector, TECHSPO
4.Accommodation and Food Services: Canadian Hotel
Investment Conference, Canadian Outdoor Hospitality
Conference and Exposition, Hotel Association of Canada
Conference, MIPIM, SIOR Conference
5.Other: International Healthy Cities Conference, Smart Cities
Connect Conference and Exposition
3.Keep up-to-date employment information on employers in targeted
sectors so that it is available to share with site selectors.
4.Identify and engage stakeholders and ambassadors within targeted
sectors and work with them to:
City of Pickering Economic Development Strategy
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Direct Outreach
a. Identify gaps in the value chain or opportunities to enhance
competitiveness,
b. Hone message to value proposition,
c. Identify further addressable shortcomings in infrastructure,
policy, or other areas.
Timeframe Immediate and Ongoing (As Budget and Travel Conditions Permit)
Importance Medium to High
Responsible Party
• City of Pickering Economic Development and Strategic Projects
• Other Regional Partners (Ajax-Pickering Board of Trade, Ontario Ministry
of Economic Development, Job Creation and Trade, Region of Durham,
Toronto Region Board of Trade)
City of Pickering Economic Development Strategy
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Investment Servicing and Aftercare
In order for the City of Pickering to develop and maintain its own capabilities for investor
attraction, the organization will need to adopt a formal protocol for Investor Servicing and
Aftercare. We are providing the following best practices as an extension of the Economic
Development Strategy and Action Plan to help the City along this path.
The City of Pickering Economic Development and Strategic Projects Team needs a coordinated
business development process that defines specific sub-processes and assigns roles and
responsibilities to appropriate staff. We define the typical sales lifecycle as follows:
Figure 3. Investment Servicing Flow
City of Pickering Economic Development Strategy
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Identify
The Identify Stage finds leads via the various sales and marketing channels of the City, which is
typically divided into the following:
•Events: Leads identified during event attendance by economic
development professionals. These events are typically trade shows. The
City should identify relevant events for each target sector and research if
attendance would produce a Return on Investment. Events should be
considered based on criteria such as:
a.Number of attendees,
b.Share of attendees with decision-making authority,
c.Geographic origin of attendees (Do they represent sensible target markets?),
d.Past attendee lists (Research and qualify these companies),
e.Price.
•Inbound Marketing and Inquiry Handling: Leads that come to the City without cold calling
required. This can happen via par tners, such as the Mayor’s Office, the Board of Trade, or
Invest in Canada. Inquiries can also be generated via web presence .
•Lead Generation Research and Prospecting: This channel involves its own detailed
process that needs to be refined by the Economic Development team. Below is a standard
criteria funnel for the lead generation process. After identifying possible leads (companies
and appropriate contacts within), the p rospect moves on to the Qualify Stage.
a.Target Sector: Start with those identified by the Opportunity Match Profiles .
b.Target Market: Define target markets for each target sector, as sources of FDI
vary by sector. Given Pickering’s location, it should first focus on North American
(United States and Canada) markets.
c.Size and Growth: Pickering should define the ideal company size and growth cycle
of companies. When identifying potential leads, research their size, locations (and
size at each location), and growth beforehand to spot patterns.
d.Other: Criteria such as supply chain relationships with existing Pickering
companies can also be useful in spotting potential leads.
Qualify
During the Qualify Stage, leads are converted into qualified leads. This is
achieved by conducting further due diligence into the company, contacting an
appropriate person within the company to gauge expansion lifecycle and
potential investment interest in the City. It is important during this stage to enter
the contact into a CRM system and take detailed notes on the clien t’s situation.
After being qualified, this information can prove useful as the lead transitions to
the Pitch Stage.
City of Pickering Economic Development Strategy
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Pitch
During the Pitch Stage, the City’s Economic Development and Strategic Project
Team is essentially presenting the value proposition of the City as an investment
destination. This is also the stage where inbound inquiries via marketing
channels and partners enter. All contact with the client should be logged in a
CRM system with automated prompts to remind staff to continue Follow-Up
Stage, either with the client or with partners responsible for gathering technical
information.
Follow-Up
The Follow-Up Stage and Pitch Stage are a loop – rarely does a client decide
after the first pitch or round of questions. In practice, projects take time to
develop and necessitate constant follow -up. Automated prompts via the CRM
help ensure the client is regularly served.
Close
This stage is the conclusion of either an investment inquiry or BRE case. Economic Development
staff should create a sub -process for the Close Stage which addresses items such as:
•Confirming project announcements,
•Obtaining signatures when needed,
•Steering public relations and communications elements,
•Obtaining feedback from the client, requesting testimonials
when positive.
Aftercare
The client should never be left to their own devices following a project
announcement. For instance, a company may announce its investment and
begin development, only to experience bureaucratic difficulty mid -process. The
Economic Development team should act as an ombudsman after project
closing, and also have a process in place to transition the client from business
attraction to business retention and expansion staff.
City of Pickering Economic Development Strategy
54
Process Improvement
Process Improvement should be built-in to the sales process of the City’s Economic Development
and Strategic Projects Team. However, it’s difficult to measure improvement without first setting
goals and objectives for the different ele ments of the organization. After defining a set of
organizational goals and objectives, staff should define a list of metrics, or Key Performance
Indicators, to measure the performance of its actions.
Some examples of standard KPIs that economic developmen t organizations use are:
• Number of events attended,
• Number of contacts made at events,
• Number of meetings with existing businesses,
• Number and percentage of cases resolved with
existing businesses,
• Number of investment inquiries and qualified
leads,
• Number of project wins,
• Job creation and capital investment figures.
Some KPIs should also be process related:
• Inquiry turnaround time,
• Number of follow-up contacts needed with
partners,
• Percentage of inquiry deadlines met.
Beyond measurement, key actions should be taken to
improve service:
• Every investment attraction project or BRE case should have an internal and external
debrief,
• Every event should have a debrief,
• Periodic team meetings focused on KPI benchmarking should be held ,
• During lull periods, the team should stress test its capabilities by hosting familiarization
tours and mock Requests for Information (RFIs).
City of Pickering Economic Development Strategy
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Conclusion
EBP will remain in contact after project completion for appropriate follow -on care. We feel our job
is not over until the client has implemented the plan, and there are always places where our
advice and guidance are needed. The City of Pickering will learn from its efforts as it executes the
Action Plan, and we will be honored to help guide future actions as needed .
Acknowledgements
Many public officials, business owners, educators, and community members shared their time
and insights with EBP to add necessary context to this Economic Development Strategy. We
thank them for their contributions and applaud their continuing engagement in the evolution of
Pickering.
1
Attachment #2 to Report ECD 01-23
Ec onomic
Development Strategy
Foreign Direct Investment Analysis
City of Pickering
June 2022
City of Pickering Economic Development Strategy
2
Contents
Introduction ............................................................................................................................... 3
Why Foreign Direct Investment? ................................................................................................................ 4
Methodology .............................................................................................................................. 5
Foreign Direct Investment Analysis............................................................................................ 5
Foreign Direct Investment in Canada ........................................................................................................ 5
Foreign Direct Investment in Ontario......................................................................................................... 7
Foreign Direct Investment in the Durham Region ................................................................................ 10
Priority Sectors ........................................................................................................................ 13
Adjustments to Marketing and Direct Outreach ....................................................................... 13
Conclusion ............................................................................................................................... 16
City of Pickering Economic Development Strategy
3
Introduction
The City of Pickering is a vibrant municipality with a strong legacy of innovation and growth
through technology, coupled with a remarkably high quality of life and of place. Pickering is
growing – with a population of 100,000 expected to grow to 150,000 by 2036. In addition to this
growth, Pickering lies at the heart of Canada’s largest market – over six million people within an
hour commute – providing an ample, skilled, and diversified workforce for a variety of needs. The
region is served locally by five Universities, including the University of Toronto and Ontario Tech
University, and six Colleges, including Durham College, providing access to skills, training, and
research assets across the spectrum. Multiple national and international companies already
know the value of calling Pickering home, and key sectors include EN3 (energy, engineering, and
environment), advanced manufacturing, and logistics.
These are all important factors to be understood and harnessed in an Economic Development
Strategy that anticipates growth and helps bring assets together to support an economically,
environmentally, and socially sustained future. By better understanding the economic
ecosystems already in place, looking toward future opportunities and risks, and then bringing
people together to chart a path forward, the new Economic Development Strategy will be a
roadmap for the City. This will allow the City and its stakeholders to better guide a variety of
activities, including but not limited to business attraction, retention and expansion, employment
and mixed-use land development, and potential industry sector targets.
The City of Pickering now wishes to develop a fulsome strategy for fostering and attracting
economic growth:
• Make it more specific and relevant to the City’s attributes and unique strengths,
• Identify the types of economic growth that are most appropriate to the City’s vision, and
• Develop an Action Plan and Action Items to support this growth and investment
attraction.
City of Pickering Economic Development Strategy
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This Foreign Direct Investment Analysis is a companion to the Economic Development Plan,
focusing on the City’s opportunities to attract foreign direct investment. Attracting investment
from outside of Canada augments and enhances the City’s other efforts to build economic
resilience from within. While the City already has a legacy of innovation and growth, it also has a
history of using investment from outside to jumpstart new industries, activities , and technologies.
Please note that this Foreign Direct Investment Analysis is intended as a supplement to the City’s
Economic Development Strategy. The concepts, ideas, and actions contained in this document
build on and enhance those in the Economic Development Strategy and also provide a foreign
direct investment lens for critical actions.
Why Foreign Direct Investment?
Foreign Direct Investment (FDI) can and should be a strong component of the City of Pickering’s
economic development efforts. FDI is defined as either a greenfield investment or operation in a
new market by a foreign company, or acquisition of a local operation by a foreign entity. Foreign
investment can have some catalytic economic benefits that differentiates it from other forms of
economic growth. These include:
Employment and Economic Boost: On average, FDI creates more new jobs and greater capital
investment per project than other forms of domestic investment. This can lead to an increase in
income and more purchasing power to locals, which in turn leads to an overall boost in targeted
economies.
Workforce Development: The skills gained by the workforce through training enhances the
overall education and human capital within a community.
Innovation Enhancement: FDI allows for resource transfers and the exchanges of and
enhancement knowledge, technologies, and skills.
Increased Income: FDI projects often bring higher than average wages into the region. With more
jobs and higher wages, the regional income increases further promoting economic growth.
Overall Stimulation: FDI can stimulate a target region’s economic development and create a
more conducive environment for companies and investors, and stimulate the local community
and economy.
While FDI is by no means a “magic bullet” for economic growth, the benefits outlined above
certainly provide a strong justification for including FDI efforts in the City’s economic
development efforts.
City of Pickering Economic Development Strategy
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Methodology
We built onto the analysis already performed for the Economic Development Strategy for the City
of Pickering. We then accessed additional data sources to specifically examine which countries
and sectors had produced more or less foreign direct investment to the region. This data allowed
us to hone prior analysis with more insight on prior regional success, identify particularly active
industry clusters and activities, and compare these with Pickering’s known strengths.
The information gained here will also allow the City to better focus on those countries and
sectors for which there is known activity and affinity, enhancing the possibility of success. This
was then fed into additional suggestions for the Action Plan to identify conferences and events
which specialize in particularly promising cluster areas.
Foreign Direct Investment Analysis
EBP examined foreign direct investment trends in Canada, Ontario, and the Greater Toronto Area
to better understand current trends a nd competitive advantages that may exist for the City . This
analysis is based on data retrieved from fDi Markets and contains information on projects
between 2016 and March 2022 .
Foreign Direct Investment in Canada
Between 2016 and 2021, FDI in Canada has fluctuated somewhat, but has overall experienced an
85% percent increase in the value of such investments, as seen in the chart below. This increase
in the value of FDI indicates general investor confidence in Canada, even during the COVID-19
Pandemic.
Please note that the analysis is also skewed due to the inclusion of a $29 billion USD joint venture
from Royal Dutch Shell in 2018. The value of this deal is shown in a lighter color for emphasis.
Figure 1. Foreign Direct Investment in Canada (In Millions of Canadian Dollars)
Source: fDi Markets, EBP Analysis.
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
2016 2017 2018 2019 2020 2021
City of Pickering Economic Development Strategy
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Figure 2. Foreign Direct Investment in Canada by Country
Table 1. Foreign Direct Investment in Canada by Country
Source Country Projects CAPEX Average
CAPEX
Jobs
Created
Average
Jobs Created Companies
United States 908 49,064.1 54.0 90,836 100 652
United Kingdom 184 7,170.9 39.0 12,157 66 163
France 135 6,218.7 46.1 13,727 101 118
Germany 106 4,477.2 42.2 6,697 63 87
Switzerland 66 1,644.2 24.9 3,237 49 27
India 56 1,979.4 35.3 10,137 181 39
Japan 51 2,834.5 55.6 3,869 75 45
China 44 3,666.8 83.3 4,243 96 41
Australia 36 703.7 19.5 1,516 42 35
Sweden 32 910.5 28.5 2,161 67 25
Other 290 41,372 142.7 24,333 84 243
Source: fDi Markets, EBP Analysis.
United States United Kingdom
France Germany
Switzerland India
Japan China
Australia Sweden
Other
City of Pickering Economic Development Strategy
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The United States made up over 40 percent of the funds associated with FDI in Canada. The
United Kingdom, France, and Germany made up 4 to 6 percent of the value of investments in
this time period. While India, Japan, and China each represent a share of major investment, the
distribution of FDI in Canada remains dominated by North America and Europe.
Foreign Direct Investment in Ontario
The Province of Ontario is a major driver of FDI in Canada, receiving 879 of the 1908 FDI projects
tracked between 2016 and 2021. Unsurprisingly, the source country statistics also parallel those
for the country as a whole.
Figure 3. Foreign Direct Investment in Ontario by Country
Table 2. Foreign Direct Investment in Ontario by Country
Source Country Projects CAPEX Average
CAPEX
Jobs
Created
Average
Jobs Created Companies
United States 450 20,522.6 45.6 42,624 94 371
United Kingdom 86 2,717.8 31.6 5,544 64 84
Germany 55 2,229.5 40.5 3,986 72 51
Switzerland 33 738.4 22.4 1,449 43 16
Japan 30 2,046.6 68.2 2,345 78 27
India 27 839.4 31.1 3,249 120 25
United States United Kingdom
Germany Switzerland
Japan India
France Australia
Sweden Ireland
China Other
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Source Country Projects CAPEX Average
CAPEX
Jobs
Created
Average
Jobs Created Companies
France 23 2,031.4 88.3 4,060 176 22
Australia 17 319.1 18.8 651 38 17
Sweden 15 365.1 24.3 1,151 76 15
Ireland 12 363.7 30.3 697 58 10
China 10 1,213.9 121.4 1,337 133 10
Other 121 5,062 41.8 11,298 93 107
Source: fDi Markets, EBP Analysis.
As with the national trends, the United States remains the largest single source of FDI in Ontario,
representing 51% of the projects and 53% of the total capital expenditure s into the province.
Germany and the United Kingdom still also represent significant sources of investment, but
France is a much less significant source of investment into the province.
These foreign direct investments also go to numerous clusters, from Professional Services to
Energy, as seen in the chart below.
Table 3. Foreign Direct Investment in Ontario by Cluster
Industry Cluster Projects CAPEX Average
CAPEX
Jobs
Created
Average
Jobs
Created
Companies
ICT and Electronics 208 10,449.6 50.2 17,831 85 193
Professional Services 137 952.5 7.0 5,447 39 98
Creative Industries 76 2,193.0 28.9 4,622 60 72
Financial Services 75 1,232.6 16.4 3,982 53 71
Transport Equipment 70 8,433.0 120.5 11,490 164 55
Industrial 63 1,194.1 19.0 3,062 48 59
Life Sciences 54 3,045.4 56.4 5,575 103 51
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Industry Cluster Projects CAPEX Average
CAPEX
Jobs
Created
Average
Jobs
Created
Companies
Agri-Business 51 2,045.8 40.1 3,566 69 42
Consumer Goods 39 3,057.0 78.4 12,002 307 23
Transportation and
Warehousing 35 1,428.8 40.8 3,195 91 29
Physical Sciences 17 1,803.2 106.1 3,578 210 16
Construction 14 657.1 46.9 1,017 72 13
Tourism 13 376.5 29.0 971 74 13
Energy 10 197.1 19.7 616 61 7
Environmental
Technology 8 1,152.2 144.0 335 41 8
Wood, Apparel, and
Related Products 8 225.7 28.2 1,074 134 8
Retail Trade 1 5.7 5.7 28 28 1
Source: fDi Markets, EBP Analysis.
The data on investment in Ontario showcases the province’s status as a center of professional
and creative activities. ICT, Electronics, and Professional Services make up the greatest activity in
the form of projects, representing almost 40% of all of the projects tracked over the analysis
period, as well as 30% of the capital expenditures and jobs created.
However, the Transportation Equipment cluster (Automotive and Aviation) is also a very
significant source of growth in the province , if measured by capital investment (22%) and jobs
created (15%). Consumer Goods Manufacturing is also a significant employer, accounting for
another 15% of the jobs created over the analysis period.
City of Pickering Economic Development Strategy
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Foreign Direct Investment in the Durham Region
Drilling closer into the Durham Region provides an even clearer picture of the kind of activity in the
Pickering area, as noted in the following table.
Table 4. Foreign Direct Investment in the Durham Region by Sector
Industry Sector Projects CAPEX Average
CAPEX
Jobs
Created
Average
Jobs
Created
Companies
Consumer Products 2 211.1 105.5 1,200 600 2
Communications 1 156.8 156.8 132 132 1
Electronic
Components 1 145.0 145.0 82 82 1
Automotive
Components 1 126.5 126.5 414 414 1
Textiles 1 52.6 52.6 300 300 1
Industrial Equipment 1 49.9 49.9 60 60 1
Metals 1 30.7 30.7 54 54 1
Wood Products 1 25.4 25.4 51 51 1
Business Services 2 3.1 1.6 204 102 2
Source: fDi Markets, EBP Analysis.
Activity is fairly evenly distributed across a range of clusters in the Durham Region. Closer
examination of tracked projects also provides insight into the source countries and the types of
companies who have been looking at the Pickering area for inward investment, as noted in the
following table.
City of Pickering Economic Development Strategy
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Table 5. Detailed Foreign Direct Investment in the Durham Region
Project
Date
Investing
Company
Source
Country
Destination
City Sector Cluster Activity Jobs
Created
Capital
Investment
02-2022
Grant
Thornton
Canada
United
Kingdom Ajax Business Services Professional
Services
Business
Services 4 0.3
11-2021 Auto Crypt South
Korea Whitby Communications Transport
Equipment
Research and
Development 132 156.8
10-2021 H&M Sweden Ajax Textiles
Wood, Apparel,
and Related
Products
Logistics,
Distribution, and
Transportation
300 52.6
08-2021 Amazon
Logistics
United
States Pickering Consumer
Products
Consumer
Goods
Logistics,
Distribution, and
Transportation
200 35.2
12-2020 Paramount
Pallet Australia Whitby Wood Products Environmental
Technology Recycling 51 25.4
09-2020 Amazon
Logistics
United
States Ajax Consumer
Products
Consumer
Goods
Logistics,
Distribution, and
Transportation
1000 175.9
07-2019 Gerdau Brazil Whitby Metals Industrial Manufacturing 54 30.68
05-2019
General
Motors
Canada
United
States Oshawa Automotive
Components
Transport
Equipment Manufacturing 414 126.55
City of Pickering Economic Development Strategy
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Project
Date
Investing
Company
Source
Country
Destination
City Sector Cluster Activity Jobs
Created
Capital
Investment
09-2018 Kubota
Canada Japan Pickering Industrial
Equipment Agri-Business Headquarters 200 1 49.87
10-2017 Veolia
Environment France Pickering Electronic
Components
Environmental
Technology Recycling 82 145
07-2017 Concentrix United
States Oshawa Business Services Professional
Services
Customer
Contact Centre 200 2.8
Source: fDi Markets, EBP Analysis.
Note: According to Equipment Journal, "Kubota Canada currently employs about 190 employees. With the new facility, that number will grow to about 250 by 2027."
1 Equipment Journal, “Kubota is building a new headquarters in Pickering, Ontario.” https://www.equipmentjournal.com/construction -news/kubota-pickering-ontario/.
City of Pickering Economic Development Strategy
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Priority Sectors
The above analysis reinforces the findings of the main Economic Development Plan as regards
target industry clusters, and also suggests that foreign direct investment attraction activities
focus on the following areas:
Industry Sector
Utilities Electric Power Generation (Nuclear Modular Reactor
Production, Low Carbon Hydrogen Production)
Manufacturing
Aerospace Manufacturing
Computer and Electronic Product Manufacturing
Electrical Equipment and Component Manufacturing
Fabricated Metal Product Manufacturing
Food and Beverage Manufacturing
Machinery Manufacturing
Primary Metal Manufacturing
Transportation and Warehousing
Multi-Modal Transportation and Logistics
Warehousing and Storage
Information
Adjustments to Marketing and Direct Outreach
Each of the actions contained in the overall Economic Development Strategy are necessary for
the additional success of the City’s efforts in foreign direct investment. However, there may be
some additional activities required to best accommodate the needs of reaching a global
audience.
The City has stated that they will be taking a direct role in facilitating investment attraction to the
City. The following actions should be made to ensure that city staff have the information needed
to be able to identify potential investors and know the actions needed to connect with the
decisions makers who are most commonly involved in the location selection process.
City of Pickering Economic Development Strategy
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All of the items below are intended to be understood as additional to those marketing items
included in the Economic Development Strategy.
Marketing
Task Descriptions
Appealing and relevant marketing materials are an important piece of
attracting new investment. There is an ongoing discussion in Pickering
regarding branding for the City, which will likely have ramifications for any of
the branding and marketing suggestions to follow.
1. Continue to collect and update competitive and business support
information.
a. Assemble data supporting the value propositions for each of the
major sectors.
b. Collect written testimonials from example companies from each
of the major sectors.
c. Develop editable sector pitch books for major target sectors.
2. Continue to develop updated marketing materials, such as:
d. Investor Guide,
e. Industry or Function-Specific Information Sheets,
f. Web-Based Advertising, including Paid Social Media.
3. Continue to enhance online presence.
a. Update the Economic Development Department website on a
regular basis so that information is current and accessible for
companies and site selectors considering Pickering for
expansion or relocation.
i. Develop a wireframe for the website and collect appropriate
information and data (workforce, real estate, infrastructure,
major companies, costs).
ii. Collect written testimonials from example companies from
each of the major sectors.
iii. The website can be a key asset for branding and marketing
efforts, but absolutely requires consistent maintenance.
4. Continue to enhance social media presence.
a. Share press releases, industry news, and local news and events
that are related to economic development in the City.
b. Identify an individual who will have responsibility for collecting
and distributing content to:
i. LinkedIn,
ii. Twitter,
iii. YouTube.
Timeframe
• Item 1 – Near Term and Ongoing
• Item 2 – Near Term and Ongoing (Indicative of Bandwidth)
• Item 3 – Near Term and Ongoing
City of Pickering Economic Development Strategy
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Marketing
• Item 4 – Near Term and Ongoing (Indicative of Bandwidth)
Importance
• Item 1 – Medium
• Item 2 – High
• Item 3 – Medium
• Item 4 – Medium
Responsible Party
• City of Pickering Economic Development and Strategic Projects
• City of Pickering Public Affairs and Corporate Communications
• Dedicated Marketing Staff Member
Direct Outreach
Task Descriptions
The City should continue to expand its existing economic development
marketing and outreach to include new messages and possibly to adjust its
targets based on the evolving global marketplace.
1. Site Selector Networking:
a. Research and identify site selectors with expertise in key sectors
that may also be considering Canadian locations or be willing to
consider Canadian locations.
b. Establish contact with site selectors in key industries, possibly at
site selector-focused shows.
2. Industry Networking:
a. Targeted list of shows, conferences, and programs to attend and
participate in. The following are some suggested expositions,
conferences, and programs for targeted sectors:
1. Manufacturing: Advanced Design and Manufacturing
Exposition, Anuga FoodTec, Canadian Manufacturing
Technology Show, Canadian Nuclear Association
Conference, FABTECH, Farnborough Air Show, GLOBE
Forum, Paris Air Show
2. Transportation and Warehousing: Cargo Logistics and
Distribution Logistics Summit, Ontario Transportation
Exposition, Supply Change Conference and Exposition,
WERC
3. Information: Collision, ITech, Sector, TECHSPO
4. Accommodation and Food Services: Canadian Hotel
Investment Conference, Canadian Outdoor Hospitality
Conference and Exposition, Hotel Association of Canada
Conference, MIPIM, SIOR Conference
City of Pickering Economic Development Strategy
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Direct Outreach
5. Other: International Healthy Cities Conference, Smart Cities
Connect Conference and Exposition
3. Keep up-to-date employment information on employers in targeted
sectors so that it is available to share with site selectors.
4. Identify and engage stakeholders and ambassadors within targeted
sectors and work with them to:
a. Identify gaps in the value chain or opportunities to enhance
competitiveness,
b. Hone message to value proposition,
c. Identify further addressable shortcomings in infrastructure,
policy, or other areas.
Timeframe Immediate and Ongoing (As Budget and Travel Conditions Permit)
Importance Medium to High
Responsible Party
• City of Pickering Economic Development and Strategic Projects
• Other Regional Partners (Ajax-Pickering Board of Trade, Ontario Ministry
of Economic Development, Job Creation and Trade, Region of Durham,
Toronto Region Board of Trade)
Conclusion
EBP will remain in contact after project completion for appropriate follow -on care. We feel our job
is not over until the client has implemented the plan, and there are always places where our
advice and guidance are needed. The City of Pickering will learn from its efforts as it executes the
Action Plan, and we will be honored to help guide future actions as needed.