HomeMy WebLinkAboutECD 04-26
Report to
Executive Committee
Report Number: ECD 04-26
Date: June 8, 2026
From: Fiaz Jadoon
Director, Economic Development & Strategic Projects
Subject:
Economic Development Strategy (2026-2030)
Building Our Future: Pickering’s Economic Growth Roadmap
File: A-1440-001
Recommendation:
1. That the Building Our Future: Pickering’s Economic Growth Roadmap, Economic
Development Strategic Plan (2026-2030), prepared by KPMG LLP, be received;
2. That Council endorse the Building Our Future: Pickering’s Economic Growth Roadmap, set
out as Attachment 1, as the City of Pickering’s Economic Development Strategic Plan
(2026-2030); and;
3. That the appropriate officials of the City of Pickering be authorized to take the actions
necessary to implement the recommendations in this report.
1.0 Executive Summary:
The purpose of this report is to present for Council’s consideration the Building Our Future:
Pickering’s Economic Growth Roadmap, Economic Development Strategic Plan (2026-2030),
prepared by KPMG LLP (KPMG).
In October 2025, Council endorsed the retaining of KPMG to develop a new Economic
Development Strategic Plan to guide the City’s economic priorities over the next five years, in
response to evolving market conditions, infrastructure investments, and growth pressures
(Resolution #869/25).
The Report reflects an extensive research and engagement process, including stakeholder
consultations, economic analysis, and review of local, regional, and national trends. It builds on
the foundation established by the City’s Economic Development Strategy developed in 2022,
while positioning Pickering to respond proactively to a rapidly changing economic landscape.
Coupled with the City’s strategic location within the Greater Toronto Area, create substantial
opportunities for investment attraction, job creation, and economic diversification.
ECD 04-26 June 8, 2026
Page 2
The Strategy identifies key opportunities and challenges facing the City, including
infrastructure readiness, talent attraction, global competitiveness, and the need to diversify the
non-residential tax base. It establishes a clear and actionable framework organized around
strategic priorities aimed at strengthening Pickering’s position as a competitive, investment-
ready municipality.
Council’s endorsement in principle of the Strategy will enable staff to advance implementation
actions, refine priorities as required, and align economic development initiatives with broader
corporate and community objectives.
2.0 Relationship to the Pickering Strategic Plan:
The recommendations in this report respond to the Pickering Strategic Plan Priority of
Champion Economic Leadership & Innovation.
3.0 Financial Implications:
There are no additional financial impacts associated with this report.
4.0 Discussion:
The purpose of this report is to present for Council’s consideration the Economic Development
Strategic Plan (2026-2030), titled Building Our Future: Pickering’s Economic Growth
Roadmap, prepared by KPMG, and to authorize the appropriate officials of the City of
Pickering to take the actions necessary to implement the recommendations in this report.
4.1 Background
The City of Pickering initiated the development of a new Corporate Economic Development
Strategic Plan (2026-2030) to guide economic growth and investment attraction over the next
five years.
On October 27, 2025, Council approved consulting services to KPMG through a competitive
procurement process to prepare the Strategic Plan (Resolution #869/25). The intent of this
assignment was to produce an actionable, evidence-based roadmap to support business
attraction, retention and expansion, enhance stakeholder partnerships, strengthen the City’s
economic development brand, and improve overall economic resilience and competitiveness.
The need for a renewed strategy reflects the significant changes in economic conditions since
the adoption of the previous Economic Development Strategy. While the previous plan focused
primarily on post-pandemic recovery, the City is now experiencing accelerated growth,
increased infrastructure investment, and evolving global economic dynamics that require a
more forward-looking and competitive approach.
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Page 3
Pickering’s strategic location within the Greater Toronto Area, its proximity to major
transportation corridors, and access to a large and skilled labour force continue to position the
City as an attractive destination for business and investment.
4.2 Stakeholder Engagement
The development of the Strategic Plan was informed by a comprehensive stakeholder
engagement process led by KPMG. Engagement activities included interviews, roundtables,
and surveys involving Members of Council, City staff, regional partners, local businesses,
industry representatives, and community stakeholders.
Key themes emerging from stakeholder engagement included the need to improve
infrastructure readiness, streamline municipal processes, strengthen business support
services, and enhance Pickering’s positioning as an attractive location for investment and
talent.
The feedback received through this process has directly informed the Strategy’s priorities,
ensuring it is grounded in practical considerations and reflective of the needs of the local
business community and broader economy.
4.3 Evolving Economic Context
Pickering is currently undergoing a period of transformative growth that is reshaping its
economic landscape. This growth is being driven by the continued build-out of Seaton and
Secondary Plan for Northeast Pickering, the redevelopment of the Pickering City Centre, and
significant investments in transit, transportation infrastructure, and broadband connectivity. At
the same time, the refurbishment of the Pickering Nuclear Generating Station is expected to
generate substantial employment and economic activity over the coming decade.
In addition to these major initiatives, the future use of the Pickering Federal Lands presents a
once-in-a-generation opportunity to influence long-term land use planning, employment
growth, investment attraction, and help shift the tax burden from residential to non-residential
for the City and across the region.
Despite these opportunities, the City must also respond to emerging economic pressures,
including supply chain disruptions, changing global trade dynamics, labour market constraints,
and increased competition among municipalities seeking to attract investment. These factors
reinforce the need for a comprehensive and proactive economic development strategy.
4.4 Key Findings of the Strategy
The Building Our Future: Pickering’s Economic Growth Roadmap identifies that Pickering is
well-positioned for sustained growth due to its strategic location, strong population growth, and
significant infrastructure investments that support long-term economic expansion. The
Strategic Plan highlights key sector opportunities in areas such as energy, advanced
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Page 4
manufacturing, logistics, and emerging digital industries, all of which align with broader
provincial and national economic trends.
At the same time, the analysis identifies critical challenges that must be addressed to fully
realize this potential. Infrastructure capacity, including transit, road networks, and servicing,
remains a key constraint that could limit development if not addressed in a coordinated
manner. The City also faces the need to diversify its tax base by increasing non-residential
assessment, ensuring long-term fiscal sustainability.
The Plan further identifies workforce development and talent attraction as essential
components of economic competitiveness. Ensuring that local businesses have access to a
skilled labour force, and that Pickering remains an attractive place to live and work, will be
critical to supporting long-term economic growth.
4.5 Strategic Direction and Priorities
The Strategic Plan establishes a vision for Pickering to become a competitive, innovative, and
investment-ready municipality within the Greater Toronto Area. To achieve this, it outlines a
series of strategic priorities aimed at strengthening the local economy and enhancing the City’s
ability to attract and retain investment.
These priorities focus on supporting business growth through targeted sector development,
proactive investment attraction, and enhanced marketing of the City’s employment lands and
opportunities. The Strategy also emphasizes the importance of leveraging major infrastructure
and development projects to maximize economic outcomes and generate new employment
opportunities.
In addition, the Strategic Plan highlights the need to improve municipal processes and capacity
by streamlining approvals, enhancing cross-departmental coordination, and strengthening
partnerships with regional, provincial, and private sector stakeholders. Finally, it underscores
the importance of workforce development and place-making initiatives to ensure that Pickering
remains competitive in attracting both businesses and talent.
4.6 Implementation
The Strategic Plan is designed to be action-oriented, providing a clear and evidence-based
roadmap for implementation over the 2026-2030 period. It includes defined initiatives,
timelines, and performance measures to guide the work of the Economic Development team
and the broader corporation.
Implementation will involve prioritizing actions across short, medium, and long-term horizons,
aligning resources and partnerships to support delivery, and monitoring progress through key
performance indicators related to job creation, investment attraction, and tax base
diversification. The Strategy also recognizes the importance of maintaining flexibility to
respond to changing economic conditions and emerging opportunities, including those
associated with global markets through nuclear supply chain and advanced manufacturing.
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Page 5
Endorsement of the Strategic Plan will enable the City to transition from planning to
implementation, while continuing to refine and adapt initiatives to ensure they remain
responsive to Council direction and the evolving economic environment.
By leveraging Pickering’s strategic advantages, addressing key challenges, and advancing
targeted initiatives, the City is well-positioned to strengthen its economic base, attract
investment, and foster sustainable, inclusive growth. Council’s endorsement will enable the
City to transition from planning to implementation and reinforce its position as a competitive
destination business and talent.
Attachment:
1. Building Our Future: Pickering’s Economic Growth Roadmap
Prepared By: Laraib Arshad, MBA, Manager, Economic Development & Marketing
Prepared By: Hanif Thakor, Senior Officer, Economic Development & Strategic Projects
Approved/Endorsed By: Fiaz Jadoon, Ec.D., CEcD. MPM, B.COMM, Director, Economic
Development & Strategic Projects
HT:la
Recommended for the consideration of Pickering City Council By:
Marisa Carpino, M.A.
Chief Administrative Officer
1
Building Our Future: Pickering’s Economic Growth Roadmap
—
June 2026
Attachment 1 - Report ECD 04-26
2
01 Introduction 3
02 Context – Growth, Change and Opportunity 8
03 Situational Analysis 18
04 Vision, Strategic Initiatives, and Value Proposition 24
05 Action Plan 27
06 Performance Monitoring Framework 40
07 Appendix A: Current State Assessment 45
08 Appendix B: Detailed Stakeholder Insights 81
Table of Contents
Introduction
01
4
Project Overview
Background
The City of Pickering engaged KPMG to develop a visionary and actionable 2026-2030 Economic Development Strategy grounded in the
City’s unique context. The Strategy builds on the foundation of the 2022 Strategy and is designed to be implementation-ready, with clear
objectives, defined actions, timelines, and performance measures.
To inform this work, KPMG engaged with City leadership and key stakeholders to better understand current economic conditions, identify future opportunities, and assess the role that major infrastructure investments can play in shaping Pickering’s economic future. The overall
project and interview objectives are summarized below.
Interview ObjectivesProject Objectives
1.Local Context Assessment: Identify strengths, challenges, priorities
and growth opportunities within the City and key sectors such as digital
innovation, advanced technology, and logistics.
2.Policy, Program and Infrastructure Review: Understand existing
policies, programs and infrastructure in place to support economic
development.
3.Feedback and Data Gathering: Gather diverse insights and data, both
qualitative and quantitative to help establish a baseline on Pickering’s
current economic context.
4.Strategy Development Input: Directly inform the City’s Economic
Development Strategy by translating stakeholder insights into practical,
evidence-based actions.
1.Drive economic diversification and growth by positioning Pickering
to capitalize on emerging opportunities in advanced manufacturing,
digital innovation, digital media, and creative industries.
2.Support workforce and talent development by fostering pathways to
high-quality employment aligned with growing and future-focused
industries.
3.Leverage major infrastructure investments to catalyze economic
growth and strengthen Pickering’s position as a regional hub.
4.Strengthen regional competitiveness by ensuring Pickering is
investment-ready, cost-competitive, and aligned with federal and provincial
economic priorities.
5.Promote resilience and inclusivity by embedding supply chain
resilience, sustainability, adaptability, and community well-being into
economic initiatives.
5
Methodology and Sources
The purpose of this work is to develop a clear, evidence-based understanding of Pickering’s current economic context, including key trends,
opportunities, and constraints, to inform the development of the City’s 2026–2030 Economic Development Strategy.
Consultation through 13
interviews with Council, City staff,
industry, and not-for-profits.
Engagement with Local
Stakeholders
A comprehensive review and
analysis of 50+ documents and
data files provided by the City of
Pickering.
Data and Document Review
Additional stakeholder
perspectives captured through
two online surveys targeted to
City staff and local businesses.
Online Survey
Supplementary secondary
research undertaken to validate
findings and strengthen insights
derived from primary data
collection.
Secondary Research
•Establish a current-state economic baseline, reflecting recent
growth, structural trends, and major transformational projects
•Identify key opportunities and challenges affecting Pickering’s economic competitiveness and long-term resilience
•Assess workforce conditions, talent availability, and skills alignment in
relation to priority and emerging sectors
•Identify land, infrastructure, servicing, and development considerations
influencing employment growth and investment readiness
Key objectives:
6
How the City of Pickering drives economic development
The City of Pickering’s Role in Economic Development
What is Economic Development?
It is the process of strengthening and
reshaping a community’s economy to improve overall well-being and quality
of life.
This work is done collaboratively across
public, private, and non-governmental
partners to create the conditions that support economic prosperity.
04 Delivers Corporate Initiatives
Advocates for and enhances City initiatives, including support for grant funding
applications, naming rights opportunities, and community asset development
projects.
Lead Strategic Projects and Growth Planning
Oversees major strategic projects and growth areas, including planning and
development of employment lands and city-wide expansion initiatives.
02
Enhance Government and Stakeholder Engagement
Leads government and stakeholder engagement to support and advance key City
priorities.
03
Drive Investment and Support Business Retention
Leads investment attraction and business retention initiatives, supported by
targeted marketing and promotional programs to elevate Pickering’s national and
international profile.
01
The City’s Economic Development & Strategic Projects Department (Invest Pickering), is responsible for expanding Pickering’s economic
base and strengthening the City’s national and international profile.
7
Economic Development as a Strategic Enabler
01
Investment
Attraction
02
Investment
Readiness
To capitalize on major investments and sustained population growth, Pickering’s Economic Development department
must act as a strategic enabler by prioritizing the following:
Proactively target and secure high-
value sectors and anchor employers
that create quality jobs, diversify the
local economy, and strengthen the
non-residential tax base.
Ensure serviced, zoning-aligned
employment lands and residential
lands to support complete
communities that are market-ready
and capture both near and long-
term investment opportunities.
Deepen engagement with existing
businesses to support expansion,
strengthen local supply chains,
enhance competitiveness, and
reduce outbound commuting.
03
Business
Retention
Context – Growth,
Change and
Opportunity
02
9
Pickering at a Crossroads
6 near-term growth catalysts
Pickering has a near-term opportunity to translate major projects into employment growth, tax-base growth, and
sector diversification. Realizing this potential will require addressing key constraints, including servicing
capacity, approvals processes, infrastructure readiness and labour pressures. To maximize impact, the
Economic Development Strategy must focus on a set of high-value priorities delivered through strong
partnerships and coordinated action across the City and its stakeholders.
Pickering Nuclear Generating Station (PNGS) Refurbishment
A $26.8B clean-energy investment generating significant construction and long-term employment
while strengthening Ontario’s clean electricity system.
Seaton Community/Innovation Corridor
A planned growth area designed to accommodate 70,000 residents and 35,000 jobs anchored by a
major innovation corridor.
City Centre
A 55-acre transit-oriented and mixed-use redevelopment with 6,000+ residential units to create a
connected urban core.
Durham Live
A 240-acre entertainment and tourism destination featuring a hotel, convention space, gaming
facilities and large-format attractions.
Pickering is entering a critical window of opportunity to convert major projects into sustained long-term jobs, tax-base growth, and economic diversification.
Sources: City of Pickering – Detailed 20-Year Population & Housing Unit Forecast.
Pickering is one of the fastest growing
communities in Ontario with significant
increases in population and workforce
participation expected over the coming
years.
This growth is driven by its strategic
location within the GTA, strong
connectivity, and a wave of investments
in transformative projects.
~70%
Pickering’s labour force participation rate is expected to increase from 65% in
2021 to nearly 70% by 2035,
reflecting a growing share of
residents aged 15+ who are employed or actively seeking work.
+60%
Population growth
from 2024 to 2044
Northeast Pickering
Future land supply with 590 acres of Employment Areas lands as part of Pickering’s growth strategy.
Pickering Federal Lands
Approximately 9,000 acres of federally owned land in Pickering, offering significant long-term growth potential.
10
A City in Transformation
Pickering is one of the fastest growing communities in Ontario, driven by a wave of major residential, commercial, and infrastructure
investments. To fully capitalize on these opportunities, Pickering is undertaking transformational projects and initiatives across the municipality.
Actual Population Forecasted Population
Sources: Durham Region; City of Pickering – Detailed 20-Year Population & Housing Unit Forecast.
Pickering Forecasted Population Growth Transformational Projects and Initiatives
Several major projects are being undertaken across Pickering
which are fast-tracking growth across key sectors. These
transformational projects are designed to support:
Economic Growth
Job Creation
106,350
121,945
133,170
150,313
170,141
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
2024 2029 2034 2039 2044
Innovation
Investment Readiness
+ 60% from
2024 to 2044
11
Major Projects Shaping Pickering’s Future
Expected Outcomes
Pickering Nuclear Refurbishment
•$26.8B investment generating 30,500 construction jobs
and 6,700 sustained jobs, contributing a $41.6B GDP
impact.
•Will deliver enough clean electricity for ~2.2 million
homes, strengthening Ontario’s nuclear supply chain.
Seaton
Community
•A planned, full-service community designed to
accommodate approximately 70,000 residents and
35,000 jobs.
•The Seaton Innovation Corridor includes approximately 800 acres of employment lands, supporting an estimated
24,000 jobs.
City Centre Redevelopment
•55-acre, mixed-use and transit-oriented master plan with
6,000+ residential units across 10+ towers designed to
create a connected and vibrant urban core.
Durham Live
•240-acre entertainment and tourism destination
anchored by a hotel, casino, convention space and
Porsche Experience Centre, supporting regional tourism
and visitor-driven economic activity.
Sa
m
p
l
e
M
a
j
o
r
P
r
o
j
e
c
t
s
Sources: Government of Ontario, City of Pickering.
Pickering is experiencing a period of unprecedented growth, with numerous major infrastructure projects and development currently
underway that are creating significant opportunity. Effectively capitalizing on the opportunities created through these projects can be critical
to unlocking sustained employment growth, strengthening the non-residential tax base, and realizing Pickering’s long-term economic potential.
Innovation Corridor
Pickering Nuclear Generating Station
City Centre Redevelopment
Jerry Coughlan Health and
Wellness Centre
Wonderbrands Innovation Business Park
Seaton Community
Kingston Road Intensification
Durham Live
Whites / Granite Court
Business Park Area
Pickering Federal Lands
City of Pickering
Source: Google Maps, 2025
Legend
Highway 407
Highway 401
Northeast Pickering (NEP)
Brock Industrial Park 5
6
7
1
2
3
4
1
5
6
3
4
7
2
12
Sectors Positioned for Growth
Major developments across Pickering are strengthening core sectors while catalyzing emerging industries. These sectors align with the
City’s major projects and employment nodes, supporting diversification, job quality, and non-residential assessment growth.
Emerging Opportunities Key Projects and Investments
Healthcare and Life Sciences
•Jerry Coughlan Health and Wellness Centre
•Planned Post-Acute Care Centre•BTNX
•Nanz Pharma
Digital Media and Creative
Industries •TriBro Studios and Sunbelt Rentals facilities
Professional and Business
Services
•City Centre Redevelopment
•Kingston Road Intensification
•R.J. Burnside and Associates Ltd.
•Tetra Tech•S2S Environmental Inc
•Thurber Engineering Ltd.
•EnVision Consultants Ltd.
•Black & McDonald
•CanAtom (AtkinsRéalis + Aecon JV)•Worley Chemetics
Digital Innovation Industries
(including AI)•Innovation Corridor
Tourism, Culture and
Recreation
•Durham Live•Dorsay Community & Heritage Centre
•Porsche Experience Centre
•Seaton Rec Centre and Library
•City Centre which includes a mall, Pickleplex, Splitsville Bowling, and movie theatre
Established Sectors Key Projects and Assets
Advanced
Manufacturing
•Innovation Corridor
•Brock Industrial and Bay Ridges•Trench Canada
•Signature Aluminium
AgriFoods
•FGF Innovation Business Park
•Seaton Employment Lands•Kubota Canada HQ
•Derlea Brands
•Premier Brands
Clean Energy and Nuclear Innovation
•Pickering Nuclear Refurbishment•Enbridge Gas and Elexicon Energy
Investments to expand servicing capacity
Information and
Communications
Technology
•Innovation Corridor
•Durham OneNet•Rogers Accelerated High-Speed Internet
Program
•Search Engine People
•Hi-Tech Bay
Transportation and Logistics
•Aspect Retail Logistics•The Shandex Group
•Brock Industrial Park
•Highway 7 widening
13
Pickering is at a critical inflection point. Economic development has a unique opportunity to place greater emphasis on value-creation and
long-term outcomes. Several considerations reinforce why a focused economic development approach is essential.
What this means for Economic Development?
Unprecedented growth creates a narrow window to act
•Pickering is experiencing simultaneous major investments, including the Nuclear Refurbishment, Seaton Community build-out, and City Centre redevelopment.
-Without deliberate economic development intervention, the City risks
capturing growth without fully realizing its economic value, such as
high-quality jobs, non-residential assessment, and diversification.
Strong momentum must be
strategically leveraged now
•Pickering is attracting attention in the market as major projects advance.
•Economic Development must proactively target priority sectors, anchor
employers, and investment types that align with long-term objectives.
Business growth is critical for
fiscal sustainability
•Pickering’s tax base remains heavily weighted toward residential assessment.
•Expanding employment lands, attracting high-value businesses, and increasing
commercial development are essential to:
-Reduce pressure on residential taxpayers; and
-Support infrastructure and service delivery as population growth accelerates.
Scale of growth requires
coordination, not silos
•The volume and complexity of projects demand coordinated action across
Economic Development, Planning, Engineering, and external partners such as
utilities and senior governments.
Co
n
s
i
d
e
r
a
t
i
o
n
s
Why This Matters for Economic Development?
14
Pickering Overview: Municipal Tax Base (1/2)
Pickering’s weighted assessment base remains predominantly residential, reinforcing the importance of growing non-residential
assessment over time. While Markham also demonstrates a similarly high reliance on residential assessment, Pickering remains among the
most residentially dependent municipalities when compared to similar GTA municipalities.
Pickering Tax Base by Property Class
Source: Durham Post, Let’s Talk Pickering, City of Mississauga – Municipality Study, City of Pickering 2026 Budget
82%
14%
4%
Residential/Multi-Residential Commercial Industrial
87%
82%82%80%
75%74%
Markham Pickering Brampton Oshawa Toronto Mississauga
Residential Tax Base by Municipality (2025 Weighted Assessment
Composition)
•Similar to Brampton, Pickering’s tax base remains heavily residential (82%),
highlighting a stronger reliance on residential assessment than many
municipalities in the region.
•Strengthening Pickering’s non-residential tax base will be key to improving long-
term fiscal balance and reducing reliance on residential assessment.
15
Pickering Overview: Municipal Tax Base (2/2)
With Pickering’s tax base weighted heavily toward residential assessment, diversifying revenue sources has become an important long-term
priority. Understanding how different property classes contribute to the municipal levy highlights an opportunity to support long-term fiscal
balance through employment growth and non-residential assessment.
Source: GTA Regions Summary of Tax Tools, Ontario, Stronger Together FCM, Municipal Property Assessment Corporation, Durham By-law Number 2025-002
0.2
1.00
1.45
2.02
0
0.5
1
1.5
2
2.5
Agriculture Residential Commercial Industrial
Industrial properties pay 39.3% more per dollar of assessment than commercial properties, presenting an opportunity to improve tax
revenue.
Reduced Residential Tax Pressure: Diversifying the tax
base shifts a greater share of municipal revenue generation to
non-residential properties, helping limit residential tax
increases and improve long term affordability
Improves Fiscal Stability and Resilience: A stronger
commercial and industrial tax base spreads fiscal risk, reducing reliance on a single revenue source and improving the
municipality’s ability to manage economic and cost pressures
Aligns Growth with Service Cost: Expanding the non-
residential tax base ensures businesses benefiting from
regional infrastructure and services contribute more
proportionately to their costs
Supports Infrastructure and Economic Investment:
Increased non-residential revenues create greater capacity to
invest in transit, servicing, employment lands, and other growth enabling infrastructure
Benefits of Diversifying Durham Region’s Tax BaseDurham Region Tax Ratios by Property Class
16
Stakeholder Engagement Objectives and Process
Engagement Objectives Engagement Strategies
One-on-one stakeholder interviews
Group discussions and workshops
Digital Community Survey using the City’s “Let’s
Talk Pickering” Platform
Local Context Assessment: Identify strengths, challenges, priorities and
growth opportunities within the City and key sectors (e.g., Digital Innovation and Advanced Technology, Logistics, etc.)
Consensus Building: Help build consensus among stakeholders on the main
areas that the economic development strategy should focus on.
Feedback Gathering: Gather diverse insights and feedback from different
stakeholder groups.
Policy, Program and Infrastructure Review: Understand existing policies,
programs and infrastructure in place to support economic development.
Stakeholder Alignment: Ensure stakeholder needs and expectations are reflected in the strategy.
Business Insights Integration: Ensure that the insights gathered from local
business owners and large/key businesses are relevant to the development of
the Economic Development Strategy (the “Strategy”)
17
Key Survey and Interview Themes
Based on survey responses and stakeholder interviews, several cross-cutting themes emerged that can play a critical role in shaping
Pickering’s future economic growth and prosperity. These themes highlight both enabling conditions and areas requiring targeted action.
Infrastructure, Land Readiness
and Mobility as Critical Enablers
•Servicing capacity, transportation congestion, and
transit gaps were noted as the
top constraints to growth.
•Stakeholders prioritized a need
to unlock shovel-ready employment lands (e.g.,
Innovation Corridor).
•Strong alignment was noted
that infrastructure timing,
servicing capacity, and coordinated delivery of enabling
services* are key determinants
of successful investment
attraction and business
development.
Talent, Workforce and Livability
Competitiveness
•Growing skills shortages, especially in trades and
technical roles.
•Workforce attraction and
retention were closely linked to
housing affordability, transit access, and overall quality of
life.
•A clear need emerged for
stronger education, training,
and workforce pipelines aligned with employer and industry
needs.
Business Environment and Cost
Competitiveness
•Mixed sentiment on business
climate with the opportunity to
improve predictability and ease
of doing business.
•Key barriers identified by
stakeholders included lengthy
permitting timelines, regulatory
complexity, and rising costs.
•There is demand for clearer
processes, faster approvals,
and more business support and
engagement.
Leveraging Major Assets and
Strengthening Brand
•Major projects (e.g., PNGS
refurbishment) viewed as
transformational economic
projects.
•Stakeholders identified a need
to better capture local benefits
(jobs, suppliers, tax base).
•Strengthening Pickering’s
brand, sector focus, and sense
of place emerged as a priority to
attract investment and talent.
*Note: e.g., electricity, natural gas, broadband/internet, water/wastewater, etc.
Situational Analysis
03
19
Situational Analysis: Introduction
Understanding the City
This section synthesizes and interprets feedback gathered through the Current State
Assessment and Community Engagement process. It identifies priority areas for
Pickering’s Economic Development Strategy, recognizes where the City has
competitive advantages, and highlights gaps that must be addressed to support a
targeted, actionable, and results-oriented plan.
A SWOT analysis is a strategic planning tool used to identify and
evaluate the Strengths, Weaknesses, Opportunities, and Threats related to local economic development. It provides a framework for understanding internal and external factors that can impact a
strategy and its success.
The SWOT analysis examines four key dimensions:
1.Identify Strengths: Assess internal attributes that provide a competitive advantage, such as unique assets, infrastructure, location, or institutional capacity that support
economic success.
2.Recognize Weaknesses: Identify internal limitations or
gaps that hinder performance or constrain economic development outcomes.
3.Explore Opportunities: Analyze external factors that the
City can leverage to advance economic goals, including
market trends, emerging industries, policy shifts, or
technological change.
4.Evaluate Threats: Consider external challenges that may negatively affect economic outcomes, such as competitive
pressures, regulatory barriers, infrastructure limitations, or
broader economic uncertainty.
By systematically examining these four areas, the City can develop strategies that capitalize on strengths and opportunities while addressing weaknesses and threats.
The evaluation in the four following pages helps to identify and organize noted
characteristics of the City to support further assessment into how the Economic
Development team can work to support the City’s economic development objectives.
Strengths
For a municipal economic development strategy, strengths are internal attributes that
enhance the municipality's ability
to achieve its economic goals.
Leveraging strengths can lead to sustainable growth and attract investment.
OpportunitiesOpportunities are external factors
that the municipality can
capitalize on to enhance
economic development. By recognizing and pursuing these opportunities, the municipality
can foster innovation and growth.
Weaknesses
Weaknesses are internal challenges that hinder the municipality's economic
development efforts. Addressing
these weaknesses will help
improve economic performance.
Threats
Threats are external challenges that could negatively impact municipal economic outcomes.
Understanding threats allows the
municipality to develop strategies
to mitigate risks and support long-term sustainability.
20
Strengths
Institutional / Municipal
•Alignment with Government Priorities: Pickering’s major growth
agenda aligns well with federal, provincial, and regional priorities around
clean energy, innovation, infrastructure, and economic resilience, strengthening its case for external partnerships and funding.
•Investment Credibility: Recent wins in attracting advanced
manufacturing and agri-food employers demonstrate market confidence in
Pickering as a place to do business and invest.
•Strong Regional Partnership Ecosystem: Pickering benefits from a
wider business support network that includes Invest Durham, Spark
Centre, and the Ajax-Pickering Board of Trade, giving local firms access to
advisory, networking, and scale-up supports.
The tables below outline Pickering’s strengths identified through stakeholder interviews, survey and documentation review. Collectively,
they position Pickering to capitalize on growth, attract investment, and support long-term economic diversification.
Economic/Sectoral
•Generational Growth Catalysts: Major projects such as the Pickering Nuclear Refurbishment, Seaton / Innovation Corridor, City Centre
redevelopment, and Durham Live act as powerful economic drivers that
support employment creation, tax-base growth, and diversification.
•Established Industrial and Energy Base: Pickering already has a strong
base in utilities, manufacturing, construction, retail, and professional services, giving the City sectoral depth and a platform for diversification.
Land and Development
•Large Employment Land Supply: Pickering has a significant employment land advantage within the eastern GTA, including Seaton/Innovation
Corridor, Brock Industrial Area, Whites Road Prestige Business Park, and
future employment land potential in Northeast Pickering and Pickering
Federal Lands.
•Mix of Established and Emerging Nodes: The City offers both established employment areas and large-scale greenfield growth
opportunities, allowing it to accommodate near-term expansion and long-
term investment attraction.
•Strategic Regional Connectivity: Direct access to Highways 401, 407, and 7, as well as GO Transit service and Durham Region Transit, provide strong regional and GTA market access for workers, customers, and goods
movement.
•Scarce GTA Development Capacity: Compared with more built-out peer
municipalities, Pickering retains substantial capacity to accommodate major employment projects, campus-style development, and large-format users.
Workforce and Community
•Strong Growth Fundamentals: Pickering is experiencing rapid population
growth alongside rising workforce participation, supporting labour force
expansion.
•Educated Resident Base: The City has a relatively well-educated
population, positioning Pickering to support continued growth in professional, technical, and knowledge-based occupations.
21
Weaknesses
The tables below outline Pickering’s weaknesses identified through stakeholder interviews, survey and documentation review. Addressing these constraints can be critical to improving Pickering’s competitiveness, investment readiness, and long-term economic outcomes.
Institutional / Municipal
•Mixed Business Experience: Business sentiment is divided between
seeing Pickering as business-friendly and challenging, suggesting that the City’s value proposition is not always experienced consistently.
•Approvals and Permitting Friction: Stakeholders identified development
approvals and zoning processes as complex, slow, and difficult to navigate,
particularly for smaller firms or routine expansions.
•Internal Capacity Constraints: City staff noted the need for stronger coordination, additional staffing capacity, and improved tools or technologies
to support proactive and responsive economic development delivery.
Economic / Structural
•Employment Imbalance: Pickering’s employment base remains heavily
concentrated in utilities and resident-serving sectors, with many higher
value professional and knowledge workers commuting outside the City.
•Residential Tax Base Dependence: Stakeholders emphasized that economic development success must translate into a stronger non-
residential tax base, indicating a structural fiscal imbalance.
•Risk of Low Job-Density Absorption: Some land uses that are attractive
from a tax perspective, such as warehousing and data centres, may not
generate the level of employment density the City is targeting.
•Incentive Competitiveness: Pickering is perceived as less competitive
than some peer municipalities offering cost-offset programs and business
incentives (e.g., community improvement plans).
Land and Development
•Uneven Site Readiness: Not all employment lands are equally
investment-ready; servicing, zoning clarity, and site readiness vary by
node and may slow investment uptake.
•Shovel-ready Constraints: While Pickering has significant employment
land capacity overall, some established nodes offer limited infill opportunities or site-specific constraints.
•Infrastructure Capacity Constraints: Water, wastewater, energy,
transportation, and digital infrastructure limitations are limiting
development readiness in certain locations.
Workforce and Livability
•Housing Affordability Pressure: Rising housing costs and limited rental supply are increasing affordability pressures, which may constrain Pickering’s ability to attract and retain workers across income levels.
•Skills Gaps and Labour Competition: Employers reported challenges
attracting skilled trades, technical, and engineering talent, with growing
wage competition linked to major projects and larger employers.
•Transit and Last-Mile Gaps: Employees may be able to reach Pickering regionally, but often face difficulty accessing workplaces for the last-mile.
•Healthcare Infrastructure Gap: The absence of a full-service hospital
within city limits was identified as an issue affecting competitiveness and
complete-community positioning.
22
Opportunities
The tables below outline opportunities identified through stakeholder interviews, survey and documentation review. Together, they represent high-impact levers for advancing Pickering’s economic development objectives and long-term competitiveness.
Major Projects and Sector Growth
•Build a Clean Energy and Nuclear Hub: PNGS refurbishment can be
leveraged as more than a construction project; it can anchor supply-chain growth, specialized services, R&D, training, and longer-term clean energy
positioning.
•Use Major Projects as Long-Term Catalysts: Seaton / Innovation
Corridor, City Centre, Durham Live, and PNGS offer opportunities to convert near-term development into sustained employment growth, increased non-residential assessment, and sector diversification.
•Attract Higher-Value Employment: Stakeholder feedback supports
targeting advanced manufacturing, clean energy, AI/cybersecurity,
engineering, and professional services to improve job quality and economic resilience.
Business Environment
•Strengthen Ease of Doing Business: There is clear opportunity to formalize a more transparent, ‘one-window’, and business-friendly model
that improves approvals, navigation, predictability, and includes a
formalized retention/aftercare program.
•Expand Competitiveness Tools: Benchmarking indicates that peer
municipalities are more active in using legislated tools such as CIPs or development charge-related competitiveness measures that Pickering
could evaluate and adapt.
Land and Development
•Accelerate Seaton / Innovation Corridor: There is a major opportunity to
service, market, and position Seaton and the Innovation Corridor for job-
dense, investment-ready development.
•Plan the Next Land Pipeline Early: Internal stakeholders pointed to Northeast Pickering and Pickering Federal Lands as future strategic opportunities that should be planned early to avoid long-term supply
constraints.
•Package Employment Lands More Effectively: Improved site data,
clearer readiness information, and stronger investment packaging could improve responsiveness to investors and site selectors.
Talent and Brand
•Develop Local Workforce Pipelines: Partnerships with school boards,
post-secondary institutions, and training providers can help build a future-
ready workforce in skilled trades, clean energy, advanced manufacturing,
and tech.
•Improve Live-Work Competitiveness: Better transit connections,
housing options, and workspace in key nodes can help residents work
closer to home and reduce outbound commuting.
•Build City Centre for Talent Attraction: City Centre can become a focal
point for innovation, institutional uses, culture, and lifestyle amenities that help attract and retain younger workers and professionals.
•Visitor economy expansion: Maximize Durham Live and destination-
focused placemaking impacts.
23
Threats
The tables below outline threats identified through stakeholder interviews, survey and documentation review. These external risks, if not proactively addressed, could limit Pickering’s ability to convert growth momentum into sustained economic value.
Economic and Market
•Nearby Community Competition: Nearby municipalities are competing aggressively for non-residential investment, in some cases with faster
approvals, more visible incentives, or stronger community infrastructure.
•Rising Development Costs: Interest rates, construction cost escalation,
and market uncertainty could delay private investment or shift projects to
more immediately development-ready locations.
•Trade and Supply-Chain Disruption: Manufacturing, logistics, and
export-sensitive sectors remain vulnerable to tariffs, geopolitical shifts, and
supply-chain volatility.
•Construction-Led Growth Without Long-Term Capture: There is a risk
that Pickering captures short-term construction activity but not enough long-term firms, jobs, supplier participation, or non-residential assessment.
•Overdependence on a Few Catalysts: Heavy reliance on PNGS or a
limited number of major projects could expose Pickering to long-term risk if
timelines, investment levels, or market conditions change.
•Land Absorption by Lower-Impact Uses: Market-driven uses that are land-intensive but job-light may undermine employment density and
tax-base diversification objectives.
Infrastructure and Delivery
•Missed Investment Windows: If infrastructure servicing, approvals, and
site readiness do not keep pace with market interest, Pickering risks losing
a once-in-a-generation opportunity to capture major investment.
•Transportation Bottlenecks: Ongoing congestion and mobility
constraints could worsen as growth accelerates, affecting goods
movement, commuting, and investment perceptions.
•Construction and Servicing Strain: Overlapping major projects may
intensify disruption, labour competition, infrastructure strain, and project sequencing challenges.
Workforce and Community
•Talent Attraction Pressures: Housing costs, commuting burdens, and
service gaps may undermine Pickering’s ability to compete for younger
workers, skilled trades, and technical talent.
•Healthcare and Amenity Gaps: Without strengthening complete-community attributes, Pickering may struggle to attract and
retain talent and investment relative to peer municipalities.
•SME Challenges: Small and medium-sized enterprises may face difficulty
competing with wages and procurement scale associated with major employers and major projects.
Vision, Strategic
Initiatives, and Value
Proposition
04
25
Strategy on a page
An innovative city that accelerates opportunity by leveraging its diverse talent, strategic location, and
energizing ecosystem, enabling businesses and residents to thrive in a future-ready economy.
VISION
STRATEGIC PILLARS
-Accelerate coordinated,
infrastructure-aligned development of
shovel-ready sites through timely
servicing, phased delivery, and clear investor-ready site information across
key nodes.
-Strengthen scale-up and
entrepreneurship pathways for local
businesses.
-Improve speed, predictability, and
transparency of approvals and
business navigation through a more
coordinated “one-window” approach.
-Coordinate and advocate for mobility, utilities, digital and physical
infrastructure that unlocks
employment growth.
Diversify and Expand
the Local Economy
Leverage Major
Projects to
Stimulate Growth
-Leverage the Pickering Nuclear Refurbishment as a platform for
supply-chain development,
clean-energy innovation, advanced
engineering, training, and related economic activity.
-Enable key infrastructure to create
shovel-ready sites that increase
both residential and non-residential
growth
-Strengthen Pickering’s value proposition and proactive marketing
to win competitive investments and
reinvestments.
-Target job-dense priority sectors and anchor employers for Seaton/Innovation Corridor and City
Centre.
Enhance Municipal
Capacity and Fiscal Resilience
-Strengthen and diversify Pickering’s
tax base through investment attraction and targeted employment growth.
-Build the City’s internal capacity
(people, process, tools) to deliver
the Strategy with clear accountability and an implementation-ready operating
rhythm.
-Strengthen strategic partnerships
with federal, provincial, regional, and key industry partners to advance economic priorities and
unlock funding and investment.
Build Talent and Place
Competitiveness
-Support development of future-ready talent pipelines in partnership
with employers and training
partners.
-Target the attraction of a post-secondary institution to support workforce development and local
talent pipelines.
-Strengthen urban growth areas as
locations for modern workspaces, innovation, and amenities that attract and retain talent.
-Elevate Pickering’s brand and
“sense of place” to support talent
attraction, retention, and investment.
26
Pickering’s value proposition
Pickering is emerging as a high-value investment destination within the eastern GTA, supported by a unique convergence of large-scale
employment lands, transformational infrastructure investments, and proximity to one of North America’s largest economic regions. Unlike many
neighbouring municipalities, Pickering has the capacity to accommodate significant new employment growth while remaining closely connected to
Toronto and broader regional markets.
Pickering’s offers investment-ready growth at scale. With access to major transportation corridors, expanding servicing capacity, and a pipeline of
employment lands across multiple nodes, the City can support a range of uses from advanced manufacturing and logistics to clean energy and
professional services. This is increasingly difficult to replicate across the GTA, where land availability is limited.
A series of generational projects reinforces this position. Major investments including the Pickering Nuclear refurbishment, Seaton Innovation
Corridor, City Centre redevelopment, and Durham Live are driving sustained demand for jobs, suppliers, and business expansion, while Northeast
Pickering and the Federal Lands represent a long-term pipeline for future growth. These projects are not isolated developments, but platforms for
long-term economic activity, sector clustering, and investment attraction.
Pickering offers investors a rare combination of scale, connectivity, and momentum, positioning it as one of the best locations to deliver large, high-impact growth in a competitive regional market.
Action Plan
05
28
Action Plan: Introduction
Time Frames (5-year Plan)
Short Term 6-months to <1-year
Medium
Term
1 to 4-years
Long Term Greater than 5-years
Economic Development Team Roles
Leader
Responsible for spearheading efforts by the network and helping
to ensure success of key initiatives. Leads the coordination of all
of the different groups that are involved and ensure there is
alignment among them in reaching a common goal.
Supporter
Responsible for supporting collaboration among stakeholders,
organizing meetings and discussions to ensure that diverse
voices are integrated into the decision-making process.
Promoter
Responsible for advocating for the city’s initiatives and projects,
engaging the community and external partners to generate
support, resources, and awareness for local development efforts.
The following section outlines the key actions
recommended to achieve the targeted objectives of the
Economic Development Strategy. Each action has been
identified to align with the established goals and priorities
discussed in workshops, ensuring a strategic approach to
economic growth and community development.
The actions on the following slides are categorized
corresponding to each objective, providing a clear
roadmap for implementation. To facilitate the effective
planning and execution of the actions, estimated time
frames and the Economic Development Te am’s role have
been identified and defined. The time frames indicated
reflect the estimated duration required for the
implementation process, while the roles represent the
anticipated responsibilities of the Economic Development
Team. It is recommended that the time frames for
implementation be viewed as a 5-year plan, with the
understanding that certain actions may evolve into ongoing
efforts if positive results emerge or if deemed necessary
by the City. The time frames and roles outlined in the
following slides are defined in the tables to the right.
29
Pillar 1: Diversify and Expand the Local Economy
Objectives Actions Economic Development Team’s Role Timeframe
Accelerate coordinated,
infrastructure-aligned development of shovel-
ready sites through
timely servicing, phased
delivery, and clear
investor-ready site information across key
nodes.
Develop and maintain a comprehensive Employment Lands Readiness Inventory: Establish and regularly update an inventory assessing infrastructure capacity (water, sewer, electricity, natural gas, and internet) for employment lands, including lands identified in
Seaton and the Innovation Corridor.
Leader Short Term
Maintain and enhance the ‘Development Application Review Process’ Study: Map all development steps, approvals, and permits to identify bottlenecks and implement targeted streamlining measures (e.g., redesigned workflows, parallel processing) to reduce timelines. Leader Short Term
Monitor and respond to federal direction on the Pickering Federal Lands: Continue
monitoring federal decision-making, consultation outcomes, and policy direction related to the Lands. Building on existing City analysis, prepare evidence-based input as needed to communicate Pickering’s economic development interests. Any future City position related
should be subject to Council direction and aligned with federal requirements.
Leader Short Term
Introduce rapid-response approvals for priority employment areas: Implement a fast-track approvals stream for priority employment developments, including consideration of pre-zoning and standardized zoning frameworks in key areas such as the Innovation Corridor,
Brock Employment Area, and Whites / Granite Court Employment Area.
Leader Medium Term
Strengthen scale-up and entrepreneurship pathways for local
businesses.
Develop a business referral and resource support program: Create a referral system to connect existing businesses with access to funding, training, and support programs. This may include workshops, mentorship opportunities, and networking initiatives to support expansion
and retention.
Leader / Supporter Short Term
Implement a formal post-investment aftercare program: Establish a structured follow-up process for newly arrived or expanded companies, including regular check-ins to address
issues related to permits, utilities, workforce needs, and operations, reinforcing investor
confidence and encouraging long-term growth.
Leader Medium Term
30
Pillar 1: Diversify and Expand the Local Economy (cont’d)
Objectives Actions Economic Development Team’s Role Timeframe
Improve speed, predictability,
and transparency of approvals
and business navigation
through a more coordinated “one-window” approach.
Support establishment of a centralized business navigation / concierge
function: Enable a single point of contact for businesses navigating permits,
approvals, and City supports, streamlining the experience for investors and expanding firms and improving ease of doing business.
Leader Short Term
Enhance digital permitting and tracking systems: Improve the City’s digital
permitting platform (MyPickering / MyCity) to support a seamless end-to-end
application experience, including real-time status updates and increased transparency across approval stages.
Supporter Medium Term
Conduct regular company experience reviews through surveys/interviews:
Identify recurring/common pain points or points working well across the approvals
and permitting processes.
Leader Medium Term
Coordinate and advocate for
mobility, utilities, digital and
physical infrastructure that unlocks employment growth.
Develop a priority infrastructure investment and phasing plan: Create an
infrastructure investment map aligned with key employment growth areas (e.g.,
Innovation Corridor, City Centre) that identifies infrastructure needs, servicing
constraints, and planned capital projects to better sequence development and improve readiness.
Leader Short Term
Advance priority infrastructure through business-case advocacy: Prepare
detailed business cases demonstrating economic and tax-base impacts (e.g., road
expansions, transit connections, digital connectivity, and servicing upgrades) to support funding applications, align with federal, provincial, and regional priorities,
and secure inclusion in broader infrastructure investment programs.
Leader / Supporter Medium Term
Conduct a digital infrastructure gap analysis: Identify employment lands with
insufficient broadband speed, reliability, or capacity and work with telecommunications providers to prioritize network upgrades that support business
operations and investment attraction.
Supporter Short Term
31
Pillar 2: Leverage Major Projects to Stimulate Growth
Objective Action
Economic
Development Team’s
Role
Timeframe
Leverage the Pickering Nuclear Refurbishment as a
platform for supply-chain
development, clean-energy
innovation, advanced
engineering, training, and related economic activity.
Implement targeted supply-chain outreach: Support the development of a focused
outreach program to attract firms within the nuclear energy supply chain to locate in
Pickering, including coordination with OPG and federal/provincial partners to conduct joint outreach.
Leader Medium Term
Launch a local supplier development initiative: Create and implement an initiative to
connect Pickering-based businesses to PNGS-related procurement and subcontracting
opportunities.
Leader Medium Term
Position Pickering as a hub for energy innovation and advanced manufacturing:
Conduct joint marketing, events, and regional collaboration to attract investment from
clean energy and advanced manufacturing firms, reinforce local supply-chain growth,
and enable additional R&D activity in partnership with OPG and others.
Leader Medium Term
Showcase PNGS research and training assets: Promote existing OPG research and
training facilities (e.g., Centre for Fusion Energy, refurbishment training facilities) to
reinforce Pickering’s role as a regional hub for energy innovation and skills
development.
Promoter Short Term
Enable key infrastructure to create shovel-ready sites that increase both residential and
non-residential growth.
Increase enabling infrastructure: Leverage major projects (e.g., PNGS refurbishment,
City Centre and Durham Live) to coordinate and advance enabling infrastructure such
as transit, utilities and roads that support adjacent mixed-use and residential
development.
Leader Medium Term
Prioritize residential and employment development: Designate specific areas around
major projects where the City prioritizes integrated residential and employment
development through coordinated planning and targeted partnerships (e.g., anchor
employers like Wonderbrands and Kubota) to accelerate both population growth and job
creation.
Leader Short Term
32
Pillar 2: Leverage Major Projects to Stimulate Growth (cont’d)
Objective Action
Economic
Development
Team’s Role
Timeframe
Strengthen Pickering’s value
proposition and proactive marketing to win competitive
investments and
reinvestments.
Create and maintain high-quality investment attraction materials: Develop and
regularly update investment-ready materials, including a digital investment portal, site
selector packages, sector profiles, and virtual tours to support investor decision-making.
Leader Medium Term
Implement an annual, sector-focused marketing and outreach program: Deliver a
targeted marketing program that identifies priority companies, site selectors, and brokers;
executes direct outreach (calls, meetings, digital campaigns); participates in key industry
events; and hosts site visits and tours to showcase Pickering’s opportunities.
Leader / Supporter Short Term
Leverage CRM to manage the investment pipeline: Maintain and enhance the City’s
Salesforce customer relationship management system to track investment leads, prioritize
opportunities, and advance business attraction and expansion efforts in a coordinated
way.
Leader Medium Term
Conduct targeted international trade missions: Lead trade missions to select
international markets (e.g., France, Germany, United Kingdom) focused on priority
sectors such as advanced manufacturing, clean energy, and nuclear supply-chain firms to
promote Pickering’s employment lands and secure investment leads.
Leader Medium Term
Host reverse trade missions and investor visits: Organize inbound missions that bring
high-potential investors and site selectors to Pickering for site tours and engagement
sessions highlighting key assets (e.g., Seaton / Innovation Corridor, City Centre, PNGS),
infrastructure readiness, and partnership opportunities.
Leader Medium Term
Maximize Durham Live as a destination development platform: Work with Durham
Live, Destination Pickering, Durham Tourism, local businesses, and regional partners to
strengthen Pickering’s tourism and entertainment value proposition, support event-based
visitation, attract complementary hospitality and rec. investment, and increase local business participation in visitor spending.
Promoter Medium Term
33
Pillar 2: Leverage Major Projects to Stimulate Growth (cont’d)
Objective Action
Economic
Development Team’s
Role
Timeframe
Strengthen Pickering’s value proposition and proactive
marketing to win competitive
investments and
reinvestments.
Position the Post-Acute Care Centre as an anchor for a healthcare and life
sciences cluster: Work with Lakeridge Health, regional health partners, post-secondary
institutions, developers, and industry stakeholders to identify opportunities for
complementary medical offices, rehabilitation services, health technology firms, medical device suppliers, training providers, and related professional services in the surrounding
area.
Supporter Medium Term
Target job-dense priority
sectors and anchor employers
for Seaton/Innovation Corridor and City Centre.
Identify priority sectors and anchor tenant profiles: Define and prioritize sector
targets and anchor employer profiles aligned with specific employment nodes (e.g., logistics and advanced manufacturing in Seaton; office, institutional, and innovation
uses in City Centre).
Leader Short Term
Develop sector-specific value propositions and outreach strategies: Support the creation of tailored value propositions and marketing packages and proactively pursue anchor employers through targeted outreach, investment missions, and site selection
engagement.
Supporter Medium Term
Align land-use planning and infrastructure to support large-scale users: Advocate for planning, zoning, and infrastructure approaches that accommodate larger users, including parcel assembly, flexible zoning, and adequate servicing capacity.Promoter Long Term
Enhance support for small and medium-sized businesses: Provide support by
simplifying zoning requirements and streamlining permitting processes to improve clarity, speed, and ease of navigation.Promoter Long Term
34
Pillar 3: Enhance Municipal Capacity and Fiscal Resilience
Objective Action Economic Development Team’s Role Timeframe
Strengthen and diversify Pickering’s tax base through
investment attraction and
targeted employment
growth.
Inventory underutilized commercial and employment properties: Create and maintain
an inventory of underutilized sites (e.g., low-density retail plazas, aging industrial areas, excess parking lands) and develop site-specific redevelopment strategies for priority locations.
Leader Short Term
Review competitiveness of development costs and timelines: Support a
competitiveness review of development charges, fees, and approval timelines, and implement targeted adjustments to improve the City’s attractiveness for non-residential investment.
Supporter Medium Term
Conduct a Supply Chain Gap (SCG) analysis: Identify industries in Pickering that rely
on imported inputs which could be sourced locally through an SCG, in order to prioritize business attraction opportunities that strengthen local supply chains and expand the tax
base.
Leader Medium Term
Explore incentives to implement: Investigate potential incentives and implement where
appropriate based on economic conditions to encourage employment and tax base growth (e.g., targeted financial incentives for business expansion, development charge relief tied
to job creation).
Leader Medium Term
35
Pillar 3: Enhance Municipal Capacity and Fiscal Resilience
(cont’d)
Objective Action
Economic
Development Team’s
Role
Timeframe
Build the City’s internal
capacity (people, process,
tools) to deliver the Strategy
with clear accountability and an implementation-ready
operating rhythm.
Assess and right-size the Economic Development function: Support HR and senior
leadership in conducting a staffing and capacity review to assess current resources,
identify gaps, and implement a team structure (roles, responsibilities, tools) aligned with
growing workload demands.
Supporter Short Term
Evaluate and strengthen performance measurement frameworks: Review current
performance metrics (e.g., investment leads, jobs created, tax-base growth, development
timelines) and enhance tracking and reporting practices, including consideration of a
centralized performance dashboard.
Leader Short Term
Formalize cross-departmental coordination mechanisms: Establish a quarterly
cross-departmental coordination table to review major projects, resolve bottlenecks, align
priorities, and ensure consistent execution across planning, engineering, and economic
development.
Leader Short Term
Invest in targeted staff training and capacity-building: Support professional
development in areas such as investment attraction, data analysis, client management,
and partnership engagement to strengthen internal expertise and delivery capacity.
Leader / Supporter Short Term
36
Pillar 3: Enhance Municipal Capacity and Fiscal Resilience
(cont’d)
Objective Action Economic Development
Team’s Role Timeframe
Strengthen strategic
partnerships with federal,
provincial, regional, and key industry partners to advance
economic priorities and unlock
funding and investment.
Develop a coordinated funding and advocacy strategy: Create a proactive funding and advocacy approach with regional, provincial, and federal partners (e.g., FedDev
Ontario) to advance priority economic development projects, such as servicing for the
Seaton / Innovation Corridor and digital connectivity upgrades across employment
lands, including preparation of joint funding applications.
Leader Medium
Establish a pipeline of funding-ready priority projects: Create and maintain a
ranked pipeline of priority projects (e.g., Federal Lands, Seaton, clean-energy and
nuclear innovation hubs) supported by clear business cases, partnership models, and
economic impact metrics to strengthen applications to programs such as the Strategic Innovation Fund (SIF), FedDev Ontario, and other economic development funding streams.
Leader Medium
Formalize partnerships with key institutions and industry: Strengthen strategic
relationships with partners such as OPG, Durham College / other post-secondary institutions, Invest Durham, and industry organizations to co-develop and deliver initiatives that attract investment and unlock external funding.
Supporter Medium
Increase provincial government engagement: Host a dedicated information day for
provincial officials (e.g., “Queen’s Park Day”) to raise awareness of Pickering’s value proposition, priority projects, and investment opportunities among Members of Provincial Parliament and senior staff.
Leader Medium
Increase federal government engagement: Host a federal information day (e.g.,
“Day on the Hill”) to strengthen relationships with Members of Parliament and federal departments, and to identify and cultivate provincial and federal champions who are regularly briefed on Pickering’s key initiatives, wins, and opportunities.
Leader Medium
37
Pillar 4: Build Talent and Workplace Competitiveness
Objective Action Economic Development
Team’s Role Timeframe
Support development of future-
ready talent pipelines in
partnership with employers
and training partners.
Convene a local workforce roundtable: Support engagement with local
employers, educators, and employment agencies through a workforce roundtable
to identify emerging skills needs, workforce gaps, and shared priorities.
Supporter Short Term
Launch a targeted talent attraction campaign: Develop and implement a
targeted campaign positioning Pickering as a place to build a career, emphasizing proximity to Toronto, relative affordability within the GTA, and
emerging job opportunities linked to major projects.
Leader Medium Term
Create a centralized “Live and Work in Pickering” job portal: Develop and
maintain a digital platform that connects residents with local employers, promotes career opportunities, and supports local workforce matching.Promoter Short Term
Target the attraction of a post-
secondary institution to support
workforce development and
local talent pipelines.
Attract a post-secondary institution: Support the City in attracting a post-secondary institution with programs aligned to key high-growth industries (e.g., clean energy, advanced manufacturing, healthcare), including identifying
potential partners, facilitating site selection in priority areas such as the City
Centre, and coordinating partnerships with employers and training providers.
Supporter Long Term
Strengthen sector-focused education and training pipelines: Partner with local post-secondary institutions and school boards to develop sector-specific training programs aligned with priority industries (e.g., clean energy, logistics,
advanced manufacturing), including high-school-level pathways such as
dual-credit and apprenticeship programs.
Supporter Long Term
38
Pillar 4: Build Talent and Workplace Competitiveness (cont’d)
Objective Action Economic Development
Team’s Role Timeframe
Strengthen urban growth
areas as locations for modern workspaces,
innovation, and amenities
that attract and retain
talent.
Enhance transit connectivity to employment areas: Support improvements to transit connectivity by working with Durham Region Transit and GO Transit to enhance local bus
service and last-mile connections between residential neighbourhoods and key
employment areas, engaging major employers to align transit routes with workforce
commuting patterns.
Supporter Long Term
Align housing strategies with workforce needs: Advocate for alignment with City and
regional housing strategies to ensure a diversity of housing options that support talent
attraction and retention across income levels.
Supporter Medium Term
Encourage development of flexible and modern employment spaces: Support the growth of co-working spaces, incubators, and flexible industrial and office formats within
employment nodes, and actively pursue provincial and federal funding opportunities (e.g.,
FedDev Ontario, Strategic Innovation Fund) to support development.
Promoter Medium Term
Pilot innovation-focused spaces in City Centre: Collaborate with developers to test innovation-oriented spaces such as start-up hubs, shared workspaces, and creative
industries facilities within City Centre to support clustering, collaboration, and talent
attraction.
Promoter Long Term
39
Pillar 4: Build Talent and Workplace Competitiveness (cont’d)
Objective Action Economic Development
Team’s Role Timeframe
Elevate Pickering’s brand
and “sense of place” to support talent attraction,
retention, and investment.
Develop and promote a coordinated place-branding strategy: Create a unified place-branding approach that clearly defines Pickering’s identity and delivers consistent
messaging and visuals positioning the City as a place to live, work, and invest, highlighting
key strengths such as livability, waterfront access, and growth opportunities.
Leader / Supporter Medium Term
Expand events, programming, and placemaking activities: Support and enhance programming in key locations (e.g., City Centre, waterfront, Durham Live) to increase
vibrancy and community identity. This includes expanding events such as Energy &
Innovation Expo, business open houses, and Pickering Waterfront Festival, as well as
concerts and festivals at Durham Live and seasonal activities such as skating or trail
experiences.
Supporter Medium Term
Create compelling storytelling and promotional assets: Develop digital and physical
storytelling tools (videos, profiles, signage, visual content) that showcase local businesses,
talent, quality of life, and career opportunities, and leverage social media and other
platforms to engage residents, visitors, and investors.
Leader Short Term
Strengthen partnerships to promote Destination Pickering: Partner with tourism
agencies, community organizations, and Pickering based businesses that support the
visitor economy (e.g., Durham Tourism, Ajax-Pickering Board of Trade, Durham Workforce
Authority) to promote Pickering as a destination for both employment and lifestyle, reinforcing the City’s live-work-play narrative.
Promoter Medium Term
Performance Monitoring
Framework
06
41
Performance Monitoring Framework
Category Example KPIs*Potential Data Sources
Pillar #1: Diversify and Expand the Local Economy
•Acres of employment land fully serviced and designated/zoned employment land
•Percentage reduction in approval times
•Number of high priority permits approved and dollars invested/jobs created•Success rate of problems solved through business concierge •Number of new business locations/expansions supported
•CRM (Salesforce)•Planning and development services (site
plan applications, building permits)
•Employment Land Inventory
Pillar #2: Leverage Major
Projects to Stimulate Growth
•Number of local suppliers connected to major projects
•Number of new business/jobs created in the clean energy and nuclear sectors
•External investment secured through outgoing trade missions and industry events
•Number of anchor tenant profiles developed
•Finance/Tax (tax revenue growth)
•Economic Development tracking (partnerships, suppliers)
•Partner reporting
•Council/capital budget documents
Pillar #3: Enhance Municipal Capacity and Fiscal
Resilience
•Average approval time for priority employment projects•Client satisfaction/business experience score
•Ranking of the City’s Economic Development budget/staffing relative to peers
•Non-residential tax assessment growth
•Number of senior government information days and key decision makers informed
•Permitting tracking system (MyCity)•Planning and development services (site
plan approval timelines, zoning
amendments)
•Economic Development surveys
Pillar #4: Build Talent and
Place Competitiveness
•Number of key workers/talent attracted and retained
•Participants in training/talent programs and with regional education institutions
•Number of new housing units build and ready for occupancy
•Attendance and frequency of expanded events/programming in key areas
•Job portal analytics
•Planning and development services
(new office/innovation space approvals)
•Event/communication analytics
Action Tracker: Maintain a
comprehensive implementation tracker
for each action including lead role, timeframe, status, and next steps.
KPI Dashboard: Develop and maintain a simple KPI
dashboard tracking baseline
conditions, annual targets,
current results, and trends
Data Tracking: Pull data quarterly from CRM
(salesforce), permitting
system, finance/tax, and
partner reports.
Accountability: Assign each action and KPI to an
owner and review through
internal cross-department
coordination.
Tracking and Monitoring System
Sample KPI Scorecard
*These KPIs represent just a subset of exemplary metrics, and are not intended to be exhaustive. Additional indicators may be refined and incorporated as the strategy is finalized.
42
Economic Development Dashboards Examples (1/2)
The examples below and on the following page illustrate how Ontario municipalities and regions are using data dashboards to track,
manage, and communicate economic development performance.
Dufferin County
City of Ottawa
43
Economic Development Dashboards Examples (2/2)
City of Oshawa City of Vaughan
Appendix
Appendix A: Current State
Assessment
07
46
Major projects as long-term platforms
Increase local job capture
Improve investor/reinvestment experience
Manage trade and supply-chain exposure
Infrastructure and employment land readiness
Converting Growth into Long Term Value
Pickering is in a high momentum growth cycle driven by major infrastructure investment, employment land availability, and population
expansion. The opportunity is significant, but outcomes are not automatic. Capturing sustained jobs, tax base growth, and sector
diversification will benefit from clear prioritization and coordinated delivery.
1 Major projects, including the Pickering Nuclear Generating Station
refurbishment, Seaton, City Centre, and Durham Live, are generational platforms
for economic growth. Long-term value can be realized not through construction
activity alone, but through supply-chain capture, innovation, and job density.
2 A significant share of Pickering residents continue to work outside the City, particularly in professional, engineering, finance, and technology roles.
3 Approval timelines, zoning clarity, traffic congestion, and cost pressures are
influencing whether firms choose to expand locally or locate elsewhere.
4 Export-oriented sectors such as manufacturing and agri-food face ongoing tariff
risk and supply-chain volatility. In contrast, sectors like healthcare, film production,
and locally anchored services offer greater domestic stability. Diversification and supply-chain resilience are key to long-term economic stability.
5 Employment lands create opportunity, but only if servicing, infrastructure, and
zoning are aligned to support development ready sites - with Pickering’s
Economic Development & Strategic Projects team playing a critical role in
enabling infrastructure growth and coordination.
Economic and
Demographic
Snapshot
7.1
48
Growth is Strong but Structure Matters
Pickering’s growth fundamentals are strong, with rising population, income levels, and workforce participation. However, the structure of
employment, housing pressures, and commuting patterns will determine whether growth translates into a more balanced and resilient local
economy.
Population Growth1 Population growth and income levels position Pickering as one of Durham’s
primary growth centres.
Sector Concentration Risk2 Utilities employment tied to PNGS remains disproportionately large, reinforcing
the importance of broadening into other advanced and
knowledge-based sectors.
Residential Driven Jobs3 Increasing local job capture can strengthen non-residential assessment growth.
Outbound Commuting Pattern4 Many residents commute to higher value jobs outside Pickering, limiting local
commercial assessment growth.
Housing Constraint Emerging5 Tight rental supply and affordability pressures affect workforce attraction,
especially for skilled trades and early career professionals.
Income Capture Gap6 Rising household income is positive, but tax base benefits are greater when
those jobs are physically located within the City.
49
Economic Performance and Labour Force
Pickering’s labour market is projected to strengthen significantly, with the participation rate rising to a projected 69% by 2035 and median
household incomes outpacing both Durham Region and Toronto.
Source: Environics, Lightcast Q1 2025 Dataset, Detailed 20-Year Population & Housing Unit Forecast
69%
Anticipated Participation
Rate in 2035
11.9%9.0%7.6%7.6%7.5%
-5%
5%
15%
Pickering Unemployment
Rate (2025 – 2035)
741
759
890
1,077
1,796
2,509
0 500 1,0001,5002,0002,5003,000
Retail trade
Health care and social…
Transportation and…
Construction
Professional, scientific and…
Real estate and rental and…
Top 6 Business Categories by Number of Businesses in Pickering (2024)
0%
5%
10%
15%
20%
Durham, ON (RM)Pickering, ON (CY)Toronto, ON CMA
Household Income Distribution (2025)
$107
$171$118
$187
$97
$145
$80
$120
$160
$200
2020 2025 2028(Projected)2030(Projected)2035(Projected)
Th
o
u
s
a
n
d
s
Durham, ON (RM)Pickering, ON (CY)Toronto, ON CMA
Median Household Income (2020 - 2035)
150K
Estimated population in 2039
82K
Estimated population in the
labour force in 2035
12%
Percentage of 2024 Pickering
jobs in retail trade. The largest
category, followed by Finance
and Insurance (10%),
Professional, Scientific, and
Technical Services (9%), and
Utilities (8%).
50
Population and Demographic Details
Pickering’s population is not only growing rapidly, but also becoming increasingly well-educated, with a higher share of university-educated
residents compared to the broader region.
41
Average age in Pickering in 2025.
Education Levels as a Percentage of Population (2025)
Travel to Work Methods (2025)
Population Rate Increases
Pickering Expected Population
Increase (2020 to 2035)
101,562
144,125
50,000
100,000
150,000
Source: Environics
0%
10%
20%
30%
40%
Durham, ON (RM)Pickering, ON (CY)Toronto, ON CMA
0%
5%
10%
15%
20%
25%
30%
35%
40%
Durham, ON (RM)Pickering, ON (CY)
Toronto, ON CMA
0%
5%
10%
15%
Durham, ON (RM)Pickering, ON (CY)
Toronto, ON CMA
51
Housing Availability and Affordability Pressures
Source: CMHC
45%
26%25%37%40%
17%16%31%
50%
18%25%
42%43%
25%12%
35%
0%
20%
40%
60%
Below AffordabilityStandard Below AdequacyStandard Below SuitabilityStandard Below One orMore HousingStandards
2006 2011 2016 2021
$366 $264 $233 $329 $243 $207
$1,045 $761 $666
$1,026 $740 $545
$0
$400
$800
$1,200
Th
o
u
s
a
n
d
s
2006 2011 2016 2021
3%0%0%0%0%1%
6%
16%
2%5%4%3%
$1,155
$1,747
$0
$500
$1,000
$1,500
$2,000
0%
5%
10%
15%
20%
2006October 2011October 2012October 2013October 2014October 2016October 2021October 2024October
Vacancy Rate (%)Availability Rate (%)Average Rent ($)
Value of Owner-Occupied Dwellings (2006-2021)
Rental Availability, Vacancy, and Average Rents (2006-2024)
0
500
1000
1500
2000
Single Semi-Detached Row Apartment
Percentage of Households in Core Housing Need (2006-2021)
New Construction Starts by Dwelling Type (2006 – 2025)
Housing affordability pressures in Pickering are intensifying, with rising home values, persistently low rental vacancy rates, and a growing
share of households falling below key housing standards.
52
Established Sectors
Pickering’s economy is anchored by a few large, established sectors. In particular, energy (utilities), manufacturing, retail trade, construction,
and professional and technical services stand out as the city’s most significant industries by employment. These sectors collectively account
for a substantial share of local jobs and business activity and provide a foundation for future diversification and growth.
Utilities (Energy)
Utilities employment is disproportionately concentrated in Pickering due to the presence of the Pickering Nuclear Generating Station (PNGS). This single facility remains one of the City’s largest employers and firmly positions utilities as the City’s top employment sector. In fact, Pickering’s concentration of utility-sector jobs is extraordinary – roughly 16–17 times the national average (Location Quotient ~17). This reflects how Ontario Power Generation’s nuclear plant dominates the local employment landscape.
Manufacturing
Manufacturing in Pickering is diverse and well-established, spanning advanced manufacturing, industrial fabrication, machinery, metal fabrication, and food and beverage processing. The sector includes both long-standing employers and newer entrants, supporting resilience and renewal. Manufacturing represents a meaningful share of total employment, approximately 3,500-4,000 jobs (~10%), and remains a core pillar of the local economy. While employment concentration is below provincial and national averages (LQ ~1.09 vs. ~1.3 nationally), the sector offers opportunities for value-added growth and
modernization.
Retail Trade
As the commercial centre of Durham’s western end, Pickering has a robust retail sector. Retail is one of the top employers locally, encompassing Pickering Town Centre, big-box stores, and restaurants. An estimated 5,000+ jobs (roughly 13% of employment) are in retail – a slightly higher share than the Ontario average. This is expected for a suburb with a large consumer base; however, it’s notable that Pickering’s retail job concentration is above both the national and provincial benchmarks (LQ ~1.2 vs Canada). In contrast, Toronto’s employment share in retail is lower, highlighting Pickering’s role in serving local and regional shoppers.
Construction
Construction is a well-established and growing sector in Pickering, driven by ongoing urban development, infrastructure projects, and residential and commercial construction activity. About 7 to 8% of Pickering’s jobs are in construction, slightly above the typical share provincially (LQ ~1.29 vs Ontario).
Local construction firms benefit from the city’s development boom. This sector’s significance is also reflected in Pickering’s tax base – increased commercial and residential construction helps diversify a tax base historically reliant on residential properties.
Professional and
Technical Services
Professional, scientific, and
technical services, including
engineering, architecture, IT
services, and consulting,
account for approximately 6-8%
of local employment. These
services support key sectors
such as energy, construction,
ICT, and advanced
manufacturing. While
significant, this sector is less
concentrated in Pickering than
in Toronto or the province
overall (LQ ~0.8 vs Canada),
since many residents in these
professions commute to jobs in
downtown Toronto. Even so, the
growth of remote work and local
entrepreneurship has bolstered
the presence of professional
services in Pickering’s
economy.
Source: City of Pickering, Pickering Economic Outlook 2025, Economic Development Strategy 2022.
53
Sectors Poised for Growth
Professional, Scientific,
Technical Services
This sector has shown steady
employment growth, increasing
from approximately 4,180 jobs
in 2016 to 4,845 in 2021 (a
+16% increase). Growth reflects
a rising presence of firms
offering engineering, consulting,
and other professional services
operating in or near Pickering.
While sector concentration
remains below Toronto levels,
this trend signals diversification
toward a more
knowledge-based economy and
aligns with Pickering’s growing
base of highly educated
residents and increasing
remote-work flexibility.
Transportation and
Warehousing
Pickering’s logistics and goods
movement sector has expanded
in line with regional trends.
Employment in transportation
and warehousing grew roughly
+15% from 2016 to 2021 (from
~2,240 to 2,585 employed
residents). This surge is driven
by Pickering’s strategic location
on major highways and the
development of logistics
facilities.
The city’s proximity to Toronto
makes it an attractive staging
area for goods movement. This
sector’s growth in Pickering
outpaced the national trend,
indicating a rising regional
logistics hub role.
Healthcare and Social
Assistance
Although Pickering has fewer
local healthcare facilities than
some peer cities, the sector’s
workforce grew by about +10%
between 2016 and 2021 (from
~4,900 to 5,400 residents
employed). This growth
corresponds with regional
healthcare expansion and an
aging population driving
demand.
Notably, new healthcare
infrastructure in Pickering is now
coming online – for example,
the Jerry Coughlan Health and
Wellness Centre, which opened
in 2022–2023, and a planned
post-acute rehabilitation
hospital. These investments
mean more health jobs will be
located in Pickering.
Information and Culture
Industries
Information and cultural
industries, including film, media,
telecommunications, and
creative services, experienced
modest overall growth (+10%
between 2016 and 2021), but
show strong momentum within
digital media sub-sectors.
Recent film productions, such
as Amazon’s Jack Reacher and
The Handmaid’s Tale, highlight
Pickering’s growing appeal as a
filming location. Ontario’s
$836M film industry and the
City’s emerging creative
infrastructure position this sector
for continued expansion.
Emerging Manufacturing
Niches
Within the broader
manufacturing sector, food and
beverage processing has been
a notable growth niche. In the
past few years, Pickering has
landed major investments in the
food manufacturing space. This
is driving a burgeoning food and
beverage cluster locally.
Over the last 5–10 years,
Pickering has also benefited
from growth in clean technology
and nuclear engineering
services. With the province’s
recent decision to refurbish
PNGS’s reactors instead of
decommissioning, clean energy
and nuclear tech remain growth
industries.
Source: City of Pickering, Statistics Canada,
While Pickering’s economy is anchored by established sectors, several industries are well positioned for accelerated growth based on
recent employment trends, demographic shifts, and major infrastructure and investment drivers. These sectors represent key opportunities
to expand job diversity, improve income capture, and strengthen long-term economic resilience.
Employment Lands
and Industrial
Readiness
7.2
55
Employment Lands as a Strategic Lever
Pickering’s employment land inventory is one of its most important competitive assets. The strategic issue is no longer land supply alone,
but readiness, phasing, and sector alignment to ensure higher impact outcomes.
Brock Anchors Today1 Brock Industrial Area supports a significant share of
industrial jobs and non-residential assessment and protects
the City’s current employment base.
Seaton Defines Tomorrow2 The Innovation Corridor can prioritize advanced
manufacturing, research, clean tech, and office uses to support higher jobs-per-acre outcomes.
Prestige Space Limited3 Whites Road offers higher quality employment space, but limited remaining inventory increases the need for
strategic tenant attraction.
Future Land Pipeline4
Northeast Pickering and the Federal Pickering Lands provide long term employment land supply and an opportunity for growth, but viability depends on
infrastructure timing and planning certainty.
Execution Matters5
Coordinated delivery across Planning, Engineering, and Economic Development can help convert land capacity into near-term investment, job creation, and long-term
economic returns.
Site Readiness and Development
Constraints
•While Pickering’s employment land inventory represents a strong long-
term asset, development readiness varies across locations.
•Key considerations include servicing
availability, transportation infrastructure requirements (e.g.,
road widening and access improvements), and utility capacity
constraints.
•In addition, zoning alignment — particularly the distinction between
general employment and prestige employment designations — can
influence the type and scale of
investment that can be accommodated. Addressing these
factors will be critical to converting land supply into near-term investment
and job creation.
56
Overview
Pickering’s ability to attract and retain investment is tied to the availability, quality, and readiness of its employment lands. These lands are
shaped by policy direction, structured into distinct categories, and influenced by delivery considerations that affect how quickly and
effectively they can support economic growth.
Employment Land CategoriesPickering's employment lands are categorized into:
Policy and Planning FrameworkEmployment lands are guided through multiple layers:
Provincial: Provincial Planning Statement
•Prioritization of housing development and requirements for long-term protection of employment lands.
Regional: Envision Durham - Regional Official Plan (ROP)
•Allocates forecasted employment growth to Pickering through 2051.
•Identifies strategic employment areas (e.g., Innovation corridor in Seaton and in the Northeast Pickering urban boundary expansion area).
•As of January 1, 2025 (Bill 23), Durham is an upper-tier municipality without planning responsibilities; the ROP now forms part of Pickering’s Official Plan, with local approval authority residing with the City.
Municipal: City of Pickering Official Plan (Pickering Forward)
•Designates employment land categories and permitted uses.
•Establishes policy-level development and urban design expectations, implemented through zoning and site plan control.
General Employment
•Supports a broad range of industrial activities, including manufacturing, warehousing, etc.
•Primarily located in South Pickering(e.g., Brock Industrial Area).
Prestige Employment
•Intended for high-quality, campus-style employment uses.
•Focus on offices, R&D facilities, advanced and clean manufacturing, corporate headquarters, etc.
•Higher design standards; limited outdoor storage.
•Concentrated along major corridors (e.g., Highway 407 Innovation Corridor).
Mixed Employment
•Employment uses with complementary commercial and service functions
•Supports office, light industrial, hotels, and employment-serving amenities (i.e., all uses in prestige employment areas).
•Applied along key corridors
Competition Across the GTHA
•Peer municipalities are actively marketing shovel-ready employment lands.
•Opportunity: Differentiate based on location, scale of greenfield capacity, and a clear sector focus.
Coordination Across the City
•Effective delivery requires strong alignment between Economic Development, Planning and Development, and external partners.
Employment Land Supply
•While the new Provincial Planning Statement supports increased housing supply, employment lands continue to be protected under the PPS and Planning Act. However, Bill 97 and the 2024 PPS updates revised permitted uses in employment areas, and since October 2024, standalone office, commercial, and institutional uses are no longer included in the definition of employment areas.
Key Challenges and ConsiderationsSeveral factors influence employment land readiness:
Source: City of Pickering Official Plan, Durham Region Official Plan.
57
Major Employment Nodes in Pickering (1/2)
Pickering’s economic future is supported by a network of distinct current and emerging employment nodes, each playing a different role in
delivering jobs, investment, and fiscal sustainability. Understanding these nodes is essential to assessing the City’s industrial readiness
and long-term growth potential.
Source: City of Pickering, Infrastructure Ontario, Northeast Pickering Secondary Plan – Employment Lands Strategy.
These nodes are complementary, not competing. Assessing each node helps determine:
Investment Readiness Sector Alignment Job Creation Potential Servicing Needs Zoning constraints
Brock Industrial Area –
Established Industrial Core •Long-standing 2,147 acres of primarily industrial lands, with site-specific zoning•Supports a broad range of industrial sectors, with strong representation in Energy, Environmental, and Engineering industries.-Mix of general and heavy industrial uses, including logistics and utilities-Anchored by Ontario Power Generation (Pickering Nuclear)•Critical to today’s employment base and municipal tax assessment
Whites Road Prestige Business
Park – Specialized Node•52 acres of prestige industrial lands, with site-specific zoning•Supports a range of sectors including manufacturing, distribution, R&D and warehousing, alongside head offices and a regional call centre
Seaton / Innovation Corridor –
New Growth Node •In 2016, the Province released over 1,000 acres of land in Seaton along the Highway 7/407 corridor:-800 acres – Prestige Employment (Innovation Corridor)-269 acres – Residential and mixed-use commercial•The Innovation Corridor is central to Seaton’s target of 35,000 new jobs, supporting a planned 2:1 resident-to-job ratio, of which about 24,000 are expected in the Corridor
Northeast Pickering and Federal
Lands – Long-Term Growth Frontier
•Potential future employment area
focused along Highway 407,
leveraging proximity to the Seaton
Innovation Corridor
•Identified need for 590 acres of
additional Employment Area lands
to 2051
•Approximately 9,000 acres of
federally owned land in Pickering,
offering significant long-term growth
potential.
Current and Future Node Future NodesCurrent Nodes
58
Major Employment Nodes in Pickering (2/2)
The map and table below illustrate the geographic distribution, servicing status, and development readiness of Pickering’s major
employment nodes, both existing and planned. Together, these nodes form the backbone of the City’s industrial readiness and long-term
employment growth strategy.
Source: City of Pickering; Northeast Pickering Secondary Plan (Employment Lands Strategy); Google Maps (2026).
1
2
City of Pickering
Highway 407
Highway 401
*Note: Additional detail regarding servicing status and vacant land availability is
discussed in the subsequent slide.
Legend
Seaton Community (Innovation Corridor within)
Brock Industrial Area 1
North East Pickering (NEP)
Whites Road Prestige Business Park2
Employment Node Servicing Status Development Timing
Brock Industrial Area Serviced Development-ready / limited inventory
Whites Road Prestige
Business Park Serviced Development-ready / limited
inventory
Seaton Community
(Innovation corridor)
Partially Serviced /
Phased Servicing
Near-to medium-term
development
NEP Unserviced Long-term development
Pickering Federal Lands Unserviced TBD
Employment Node Development*
Pickering Federal Lands
59
Opportunities for High-Impact Job Density & Investment
Through a high-level assessment of the major employment nodes identified on the previous slide, considering vacant land availability, servicing
status, and zoning constraints highlight opportunities for high-impact job density and investment attraction, and long-term economic impact.
•Most parcels are developed.
•Vacant or underutilized parcels tend to
be small, infill opportunities.
Brock Industrial Area
•Older industrial parcels can be
updated to modern standards with higher job densities, especially in
clusters
•Energy and engineering cluster driven by OPG’s presence,
supporting specialized suppliers and
engineering pathways
Northeast Pickering
•Proximity to Hwy 407 and Hwy 401 via
Hwy 412 positions the node for major distribution
•Manufacturing and transportation
clusters supported by seamless highway connectivity
Whites Road Business Park
•Well-positioned for mid-to high-value
manufacturing, office, and R&D uses.
•Strong connectivity to Hwy 401 / Hwy 407 supports logistics and last-mile
functions
Seaton / Innovation Corridor
•Advanced manufacturing, corporate
offices, R&D, agri-food, clean energy, and tech firms are the target sectors
•Primary opportunity to attract job-dense,
high-value employers and anchor tenants.
Va
c
a
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t
La
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d
Av
a
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a
b
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i
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y
Se
r
v
i
c
i
n
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St
a
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Zo
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Co
n
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t
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a
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•Fully serviced: Water, sewage,
electricity, natural gas, and telecom
infrastructure are in place throughout.
•Multi-modal transport exists and
proximity to Highway 401.
•Designated General Employment.
•Site-specific zoning exceptions exist,
reflecting permissions for individual
sites.
Op
p
o
r
t
u
n
i
t
y
•Smaller node (52 acres) with some remaining developable parcels, though
not a “greenfield” like Seaton.
•Vacant land is typically site-specific and parsed by parcel
•Business park is serviced for
employment uses (water, sewer, power
and communications)
•Designed to support campus-style
employment rather than heavy industrial
•Employment lands here are mapped
under a Designated Prestige
Employment subcategory.
•Site-specific zoning reinforces
performance and design objectives
•Pickering’s largest developing employment land supplies
•Phase availability so that shovel-ready
parcels are created over time.
•Servicing is being rolled out in phases.
Broad infrastructure (e.g., roads) has
been planned and constructed on a staged basis.
•Some parcels are already serviced; others are in ongoing servicing stages.
•Designated Prestige Employment, with
higher design and employment intensity
standards than General Employment.
•Site plan control apply to ensure
compatibility and future market preferences.
•Largest future land supply; currently not built or serviced.
•Planning documents support adding 590
acres of Employment Area lands as part of Pickering’s 2051 growth strategy.
•Not currently serviced; requires
infrastructure planning/investment aligned
with projected timing of development.
•Servicing sequencing is a key element of
the Northeast Pickering Secondary Plan process.
•Future employment lands are subject to a
policy and zoning framework still being
refined through the Secondary Plan
Strategic Assets and
Economic Anchors
7.3
61
Employment and Innovation Nodes
Key Features
Shovel-ready and serviced areas –
Employment and innovation nodes benefit from
existing and/or well-planned servicing.
Zoning alignment – Site-specific zoning
mitigates approval delays for a wide variety of
sectors.
Job density potential – Large sites and planned
mixed-use areas support high job densities
throughout Pickering.
Whites Road Prestige Business Park
•52 acres of established industrial lands, with site-specific zoning.
•Supports manufacturing, distribution, R&D, warehousing, and office spaces.
City Centre
•55 acres of planned mixed-use redevelopment in downtown Pickering
•Supports residential, retail and commercial spaces with ~6,000 housing
units planned and direct connection to major transit corridors.
Brock Industrial Area:
•2,147 acres of established industrial lands with site-specific zoning.
•Supports energy, environmental, engineering industries and is key for
Pickering’s employment base.
Kingston Road Intensification
•Planned mixed-use redevelopment along Kingston Road supporting higher-
density residential, retail, and office development in a transit-oriented growth corridor.
Seaton / Innovation Corridor
•1,000 acres of land in Seaton along the Highway 7/407 corridor. Over 800
acres dedicated to Prestige Employment (Innovation Corridor)
•Critical to Seaton’s target of 35,000 new jobs.
Pickering’s key employment and innovation nodes include a mix of established serviced areas and emerging greenfield capacity. Near-term
investment readiness can be shaped by servicing, zoning clarity, and coordinated delivery.
62
Institutional, Sectoral and Infrastructure Anchors
Sector
Pickering’s anchor assets, supported by the broader Durham ecosystem, serve as foundational drivers of investment, employment, and
long-term competitiveness.
Major Assets Strategic Highlights
Pickering Nuclear
Generating Station1Energy and
Clean Tech
Refurbishment to increase full power hours at PNGS. Opportunity to
grow local suppliers and energy innovation pathways.
2 Agri-food Innovative food manufacturing campus. Supports food manufacturing
growth and logistics linkages.
3 Transportation/
Warehousing
Headquarters and main distribution facility for agricultural machinery.
Leverages highway connectivity and goods movement.
5 Tourism/
Creative
Full-service film studios, theatres, and diverse attractions complement
Pickering’s beach, marina, boathouse, parks, and trails, supporting a
vibrant visitor economy and destination development
Healthcare6 Connected and upgraded health care services. Strengthens “complete
community” competitiveness and local employment
Jerry Coughlan Centre Planned Post-Acute Care Centre
4 ICT/Digital Innovation Increase in high-speed internet in rural areas. Enables innovation-led firms and digital infrastructure.
63
Enabling Infrastructure
Strategic investment and enhanced services in transit, highways, and digital infrastructure are strengthening Pickering’s regional
connectivity.
Pr
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GO Transit – Lakeshore East Line Highway 401 , 407 and 7
Connectivity
Durham-Scarborough Bus Rapid
Transit (DSBRT)
•Pickering Go Station located on a
major GTHA corridor
•Provides direct rail service between
Durham Region and Toronto (Union
Station)
•Serves local bus terminals
•~15km extension to Bowmanville,
adding 4 new stations
•Improves regional labor mobility and
access to Toronto’s employment
market
•Enhances connections between
Durham Region and eastern GTA,
with access to VIA Rail service in
Oshawa.
•401 connects Pickering to broader
Ontario and Canada
•Primary freight corridor
•407 extends across Pickering and
Durham Region and is toll-free
within Durham, helping reduce
congestion.
•Planned interchange and widening
improvements within Durham
Region
•Highway 7 widening from Reesor
to Brock
•High-capacity mobility route
supporting economic based uses
•36km BRT connecting Oshawa,
Whitby, Ajax, Pickering and
Scarborough
•Dedicated bus lanes, signal priority,
high frequency service
•Near term implementation through
local improvements
•Major construction pending funding
•Strengthens regional access to
employment, education, and transit
networks
•Driven by provincial and federal
investment
•Key Programs – Universal
Broadband Fund, Ontario Connects,
Southwestern Integrated Fibre
Broadband Project
•Focus on expanding service to rural
and underserved areas, including
parts of Pickering
•Supports business attraction, remote
work, and community
competitiveness
Broadband and Digital
Infrastructure
•Major commuter rail corridor serving
Pickering to Toronto
•Supports regional mobility and
employment access
•Key east-west transportation corridor
supporting goods movement,
commuting, and regional travel
•Rapid transit bus corridor improving
east-west regional transit and
connectivity between Durham and
Toronto
•High speed internet expansion
enabling economic growth, remote
work, and digital inclusion across
Durham Region
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Strategic Alignment with Broader Priorities
Federal, provincial, and regional priorities focused on clean energy, innovation, infrastructure, and economic resilience are closely aligned
with Pickering’s key projects and growth priorities.
PROVINCIALFEDERAL REGIONAL
Federal priorities include:
•Building a modern digital economy
with investments in AI and compute
capacity.
•Strengthening trade and resilience
through corridors and transportation
networks.
Supporting Projects
PNGS
Refurbishment
Provincial priorities include:
•Prioritizing clean, reliable and
commercially competitive energy.
•Innovation corridors and
economic diversification through
targeted innovation investments and
funding programs.
Supporting Projects
Regional priorities include:
•Strategic growth and employment
land planning to support job
creation and population growth.
•Strengthening investment attraction
in key sectors supported by Invest
Durham.
Supporting Projects
PNGS Refurbishment Seaton/
Innovation Corridor
City Centre Seaton/
Innovation Corridor
Business Attraction
and Retention
7.4
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Strengthening the Business Growth Model
Pickering has secured meaningful investment wins and benefits from strong partnerships. Building on this foundation, there is an
opportunity to strengthen business navigation, aftercare, and scale-up pathways to support reinvestment and long-term growth.
Investment Credibility1 Recent wins such as Kubota, FGF Brands, Durham Live, and PNGS demonstrate strong market confidence in Pickering, and reinforce the City’s credibility as a place to invest and grow.
Coordination across supports2 Regional and local supports exist, but businesses do not always experience them as coordinated
or seamless, creating friction and missed opportunities during expansion.
Predictable investor
experience3 Permitting timelines, zoning clarity, and development charges directly affect expansion feasibility.
Formalized aftercare4 Structured follow up with expanding firms remains limited and may reduce long term retention.
Scale-up pathways5 Mid stage firms lack targeted support to scale locally rather than relocate.
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Why does Business Attraction and Retention Matter?
Business attraction and retention are fundamental to sustaining local economic growth, job creation, and long-term competitiveness.
•Business Attraction introduces new employers, supports economic diversification, and signals confidence in a community as a place to invest.
•At the same time, business retention and expansion is equally important given that existing businesses are often best positioned to reinvest, expand operations, and
generate incremental employment over time.
Economic Rationale
Beyond the economic rationale, business attraction and retention are shaped by municipal capacity, evolving global investment dynamics, and local competitive positioning.
Source: fDi Markets
•Geopolitical uncertainty, trade tensions, supply-chain
reconfiguration, and industrial policy shifts are
reshaping global investment patterns.
•Companies are increasingly prioritizing stable
jurisdictions, market access, and proximity to
customers, elevating the role of foreign direct
investment (FDI) in investment attraction strategies.
2. Global Investment Dynamics
•In today’s environment, cities are no longer passive
hosts. Municipalities play a decisive role in business
location, expansion, and reinvestment decisions.
•Factors largely influenced at the municipal level
include:
-Speed and predictability of approvals;
-Clarity of processes;
-Land and servicing readiness; and,
-Post-investment servicing and after care.
•As competition across the GTA and beyond
intensifies, active support for attraction and retention
is critical for long-term investment competitiveness.
1. Municipal Capacity
•The City has taken steps to support its business base
through economic development services, business
navigation, and collaboration with partners, providing
a foundation for business attraction and retention.
•From an FDI standpoint, Pickering has historically
attracted foreign investment, including projects in
logistics and recycling that delivered approximately
$250M in capital investment and ~300 jobs
(2017–2021).
•Building on the City’s current foundation, there is an
opportunity to further strengthen coordination,
proactive targeting, and post-investment support for
both domestic and foreign-owned firms.
3. Pickering’s Competitive Positioning
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Business Retention and Expansion Initiatives (1/2)
Pickering’s business retention and expansion ecosystem is supported by a combination of City-led services and regional partner initiatives,
collectively aimed at supporting existing businesses, facilitating expansion, and strengthening the local business environment.
Source: City of Pickering, Invest Durham, Business Advisory Centre Durham
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Invest Pickering (the City’s Economic Development & Strategic
Projects department). Guides site selection and supports key
sectors while advancing major initiatives that strengthen
employment lands and competitiveness
Invest Durham (Durham Region’s economic
development arm). Its mandate is to create and retain
jobs, increase non-residential assessment, and market
Durham as a top place to live, work, and invest
The BACD (recently integrated with Invest
Durham) offers free guidance and training
to Durham Region’s entrepreneurs and
small businesses.
•Business Retention Services: Supports local businesses through corporate visitation programs (regular outreach to understand business needs) and offers site selection assistance to help companies find land or space for expansion. City staff also guide businesses through the development approvals process for expansions or relocations .•Small Business Hub: The City’s Small Business Hub provides one-on-one consultations for entrepreneurs and existing business owners, helping navigate licensing and permits, access community resources, and address startup or expansion needs . The Hub even lends out practical items (e.g. a grand opening banner, product photography equipment, tradeshow supplies) to support business growth and marketing.•Grand Openings and Aftercare: Pickering coordinates Red Ribbon Cutting ceremonies for grand openings or major business milestones, inviting the Mayor, Council, and local stakeholders to celebrate the company’s success . This aftercare service fosters goodwill and recognizes businesses that are expanding or investing in the community.
•Regional Business Retention and Expansion Initiatives: Leads region-wide efforts to retain and expand businesses. It focuses on helping larger companies grow in the region – providing support for business expansions, facilitating site selection, and promoting Durham as a prime location for investment to drive job creation and retention . The regional team works closely with area municipalities (like Pickering) to address the needs of existing industries and ensure a business-friendly environment.•Durham Business Showcase: Durham Region, in collaboration with local municipalities and partners, hosts the annual Durham Business Showcase event. This forum connects local businesses with municipal and public-sector organizations, allowing companies to showcase their products and services to potential buyers in government and related agencies . It’s an opportunity for Pickering businesses to network and explore new contracts or partnerships (participation is voluntary and not an automatic award of business).
•Small Business Advisory Services: Its services include one-on-one business advisory meetings, business plan development support, training workshops and mentorship programs, information on entrepreneurship funding programs, and regular networking opportunities for local business owners •BACD’s programs are typically free of charge, with some conditions, and are available to Pickering businesses as part of the region’s business support network.)
69
Business Retention and Expansion Initiatives (2/2)
Pickering’s business retention and expansion ecosystem is supported by a combination of City-led services and regional partner initiatives,
collectively aimed at supporting existing businesses, facilitating expansion, and strengthening the local business environment.
Source: City of Pickering, Invest Durham, Business Advisory Centre Durham
Spark Centre is a regional business incubator that
supports early-stage and high-growth technology
companies in Durham (including Pickering-based
startups
The Ajax-Pickering Board of Trade (the local chamber
of commerce). Serves as a central hub that unites
businesses of all sizes across Ajax and Pickering to
support a thriving, competitive business environment
Durham Region’s post-secondary institutions (Ontario Tech,
Durham College, and Trent University Durham), provide a
steady pipeline of skilled talent and industry-aligned training
that supports workforce development and economic growth.
•Innovation and Startup Incubator: It provides
mentorship and advisory services, office/incubator
space, and day-to-day operational support to help
innovative companies scale up . Depending on the
stage of the company, Spark Centre offers a range
of programs, from incubation for new startups to
commercialization support for rapidly growing tech
firms, to drive business expansion in the tech sector
.
•Business Networking and Member Services:
Delivers programs that help retain and grow
businesses through networking and advocacy. For
member businesses, APBOT hosts monthly
networking events and an annual Business Expo
trade show to facilitate B2B connections . It also
offers educational seminars/workshops, member-to-
member discount programs, published membership
directories, and access to a group health benefits
plan – all of which add value and support the
success of local businesses .
•Post Secondary Institutions: These institutions are key
drivers of economic development by anchoring talent,
innovation, and industry partnerships. In Durham, they
support local employers through applied research and
workforce training, helping businesses access skilled
labour and adopt new technologies. For Pickering, this
strengthens growth in key sectors while encouraging
graduates to stay local, supporting a more diverse and
resilient economy.
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Major Investment Wins (Selected Examples)
Supported by the City’s business attraction and retention initiatives, over the past decade, Pickering has secured several large, job-creating
investments across priority sectors. Key examples include:
*Note: Sunbelt Rentals requested a rent decrease to $17,000, and council voted to accommodate the reduction. Sector segmentation determined by City of Pickering Sources: City of Pickering, News Wire, Kubota Canada, Invest Durham, TriBro Studios, Porsche Newsroom, Canadian Business, Durham Region, fDi Markets, Spark Centre, Durham College, World Bank, OECD, International Canada, Statistics Canada
Investment Sector Scale/Nature of Investment Status Estimated Jobs
Pickering Casino Resort – Great Canadian Gaming
Tourism, Culture and Recreation
•~$500M entertainment destination featuring a 96,000 sq.ft., 275-room hotel,
nine dining venues, and a 2,500 seat arena.
•Generated over $59.5M in non-tax gaming revenue, with $17.2M received by
the City in 2024–25 to support new projects.
Operational (since 2021)~2000
Headquarters – Kubota Canada
Transportation/Warehousing(equipment distributor)
•~$80M national headquarters comprising 500,000 sq.ft. of industrial warehouse space and 65,000 sq.ft. of office, meeting and training space. Operational (since 2022)200
Industrial Complex – SmartCentres Industrial and Logistics •~$70M industrial development totaling 233,000 sq ft; including 130,000 sq.ft. head office and distribution centre.Operational (since 2023)+200
Pickering Nuclear Refurbishment – Ontario Power Generation
Clean Energy and Nuclear Innovation
•~$26.8B refurbishment investment to extend the operating life of the Pickering Nuclear Generating Station and meet Ontario’s future energy demand. This includes infrastructure renewal and growth of Ontario's nuclear supply chain.
Currently in definition phase, Project execution expected to begin in 2027
Over entire project life:
~7,500 jobs/ year.
Refurbishment period:
~30,500 jobs/year
Film and TV Backlot
– Sunbelt Rentals
Digital Media and
Creative Industries
•Lease of city-owned lands for a purpose-built backlot
•~$1.8M in lease revenue to the City ($30,000/month from 2021 to 2026)*.
Operational
(agreement finalized
2021)
N/A
Wonderbrands Innovation Business Park –
FGF Brands
Agrifoods
•Positioned as a major GTA food manufacturing hub.
•Purchase of 151 acres in the Innovation Corridor to support three
manufacturing plants and a distribution centre.
Under development
(announced 2023)~3,000
Experience Centre –
Porsche Canada
Tourism, Culture
and Recreation
•Multi-million-dollar national flagship experience centre with track, training
and showroom.
Operational
(launched 2025)~65 jobs
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Gaps and Opportunities
Building on the current-state assessment, the following gaps and opportunities highlight areas where Pickering can strengthen its approach
to business attraction, retention, and expansion.
Sources: Vaughan Business, North Bay Economic Development, London Economic Development Corporation, Spark Centre
Gaps in Pickering’s Support Lessons Learned Opportunity for Pickering
No dedicated business navigation
role. Lack of a one-stop, single-point-
of-contact to guide new or expanding
businesses through municipal
processes.
•Municipal “investment concierge” models (e.g., Vaughan) provide
hands-on support across approvals, servicing, and permitting,
improving investor experience and speed to market.
•Explore creating a business navigator/concierge function
as a one-stop guide for companies. A single contact who can
help firms access City services and navigate permits and
approvals. This could streamline the experience for investors
and expanding businesses, improving ease-of-doing-business.
Limited post-investment servicing (aftercare). No formal “aftercare” program to support businesses after they invest or expand in Pickering.
•Many municipalities integrate investment aftercare into economic development. For instance, North Bay’s economic development department explicitly provides ongoing investment aftercare support for investors, alongside business retention and expansion initiatives.•This ensures businesses continue to receive help beyond the initial setup phase.
•Potential to establish a post-investment aftercare process. For example, regular check-ins or a support program for recently arrived or expanded companies. Pickering could coordinate follow-ups to promptly address any issues (permits, utilities, workforce needs, etc.), helping new investors feel supported and encouraging them to stay and grow.
Lack of structured scale-up support. Few tailored services for companies that have moved beyond start-up stage and need help scaling operations (e.g. entering new markets, finding talent or capital).
•Other jurisdictions offer scale-up programs to retain and grow local firms. London, for example, provides scale-up support through its economic development organization, connecting growing businesses with mentors, specialized training, market research assistance, talent pipelines and funding opportunities.•Such initiatives help mid-sized firms overcome growth hurdles and continue expanding locally.
•Potential to develop scale-up support initiatives (possibly in partnership with regional agencies or incubators). Pickering could consider targeted services for second-stage companies – for instance, mentoring networks, “scale-up” workshops, or assistance in accessing expansion financing and talent – to help local businesses grow to the next level.
No locally anchored incubator or
accelerator facility. While
entrepreneurs in Pickering can access
regional innovation supports, the City
does not currently host a dedicated
incubator or innovation hub, which may
limit opportunities to anchor start-ups
locally.
•Many similar communities support incubators or co-working hubs to
foster business growth. Durham Region, for example, hosts the
Spark Centre incubator in Oshawa – a “one-stop shop” offering
coaching, mentorship, networking and funding connections to
support start-ups and anchor them in the region. Entrepreneurs may
also access additional innovation support through organizations
such as YSpace, VentureLAB (sector-focused), DMZ, and R-Labs.
•Opportunity to partner in creating an incubator or co-
working space in Pickering. By exploring collaborations with
regional innovation centers, post-secondary institutions, or the
private sector, the City could establish a local hub for start-ups.
This would give emerging businesses a reason to launch and
grow in Pickering (instead of relocating), strengthening the
pipeline of home-grown companies without making a formal
City-run program.
Trade Diversification
and Supply Chain
7.5
73
Managing Trade and Supply Chain Risk
Pickering’s sectors face different levels of trade and supply chain exposure. Resilience strategies must reflect those differences rather than
apply a single approach.
Export Exposure High1
Logistics Volume Sensitivity2
Energy Relatively Stable3
Service Sectors Resilient4
Local Supplier Linkage Critical5
Advanced manufacturing and agri-food firms are more reliant on U.S. markets and imported inputs,
increasing tariff vulnerability.
Transportation and warehousing are directly affected by cross-border trade fluctuations.
Nuclear and clean energy rely on global components but benefit from long-term contracts and
public-sector investment.
Healthcare and Digital Innovation services are primarily domestically driven, reducing exposure to
international trade shocks and tariff risk.
Increasing participation of Pickering based firms in PNGS and other major projects strengthens local resilience.
74
External Trade Vulnerability Analysis
This analysis examines sector-level exposure to global trade disruption and tariff risks, identifying Canadian industries most vulnerable to
external shocks and those with greater resilience.
Note: Sector naming conventions were identified by the City of Pickering. KPMG mapped these to the corresponding sectors based on desktop research. Sources: City of Pickering, OECD, Statistics Canada, Government of Canada
Context
•Import intensive
•Export Oriented
•Highly concentrated
•Integrated into cross border value chains
•External trade and tariff risk tends to concentrate in sectors that are simultaneously:
•OECD analysis shows that exposure in global value chains is highest where industries rely on foreign inputs from a limited number of countries or suppliers, increasing the risk of cascading disruptions.
•Similar analysis from Global Affairs Canada’s Office of the Chief Economist finds that Canadian manufacturing is especially vulnerable to international supply chain shocks, while retail and other service sectors are less exposed due to their stronger domestic focus.
Sectors most exposed to international trade and tariff risks*
Sectors generally more resilient to global trade disruptions*
HealthcareDigital Innovation Industries (including AI)
Digital Media
and Creative
Industries
TourismLocal Services / Place Based
Consumer Goods
Manufacturing
Automotive ICT and Electronics Hardware
Agri-food
Machinery and Equipment
Manufacturing
Industrial
Commodities
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External Trade Vulnerability
Pickering's economic growth is driven by a mix of sectors that vary in their exposure to international trade and supply chain disruption.
Understanding where trade sensitivity is highest versus where the local economy is more resilient helps inform targeted investment
attraction, retention, and risk mitigation strategies rather than a one size fits all approach
Sources: City of Pickering, OECD, Statistics Canada, Government of Canada
Sector Exposure Description
Advanced Manufacturing •Advanced manufacturing activities in Pickering that are integrated into global value chains face high exposure to trade and tariff risks because they depend on complex, cross-border flows of intermediate inputs and components.
Digital Innovation
Industries
•Relies primarily on local talent, intellectual property, and digital infrastructure rather than physical supply chains.
Agri Foods •Agri-food operations in Pickering, particularly large-scale food manufacturing and distribution, are exposed to trade risk due to their reliance on
both imported inputs (ingredients, packaging, processing equipment) and export markets, often with high concentration in the United States.
Film/TV Production •Fundamentally a service-based activity that relies on local labor, facilities, and location assets rather than imported physical inputs.
Healthcare Delivery and
Local Services
•Healthcare delivery and other locally oriented services in Pickering are generally low-exposure sectors because they are driven by domestic
demand and delivered within the local or regional market.
ICT •ICT Firms involved in hardware manufacturing, electronics assembly, or device-dependent production are more exposed due to reliance on
imported components and globally concentrated suppliers.
Nuclear/Clean Energy •While core operations and services are domestically delivered and heavily regulated, many specialized components, capital equipment, and engineering inputs are internationally sourced. But the long planning horizons and public sector involvement provide some buffer.
Transportation and Logistics •Transportation and logistics activities in Pickering are highly exposed to international trade volatility because their business volumes, margins, and investment decisions are directly tied to the flow of cross-border goods.
Scoring legend
High exposure: trade-sensitive and globally integrated (e.g., logistics, agri-food exports).Moderate exposure: Mixed risk depending on supply chain depth Low exposure: Domestically driven or IP-intensive
Benchmarking Scan
7.6
77
Benchmarking Key Findings
Benchmarking against peer municipalities indicates that Pickering is strongly positioned in employment land availability, regional
connectivity, and baseline business costs. At the same time, the analysis highlights targeted opportunities to strengthen healthcare
infrastructure and business competitiveness tools.
Note: Municipalities are generally restricted from providing direct financial assistance (‘cash’ grants/loans) to businesses unless expressly authorized by legislation (e.g., Community Improvement Plans). References to ‘incentives’ in this report refer to cost-reduction tools (taxes, fees, DCs, legislated programs) and baseline cost structures.
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Land Availability
Transit Access
Business
Incentives and
Baseline Costs
Healthcare Infrastructure
•Pickering leads comparator municipalities in available employment land, with 590 acres identified in Northeast Pickering for
development and greenfield capacity in the Seaton Innovation Corridor to support 35,000 new jobs.
•This represents a scarce, strategic advantage within the GTHA, where many peers are largely built out and increasingly reliant on
intensification.
•Strong multimodal connectivity through GO Transit and Durham Region Transit supports regional labour access and business mobility.
•The planned Durham–Scarborough Bus Rapid Transit (BRT) corridor can strengthen east–west connectivity and improve access to key employment areas over time.
•Pickering remains competitive on overall business costs supported by lower land and operating expenses relative to many GTA peers.
•However, some comparator municipalities are more proactive in deploying municipal cost-relief and competitiveness tools where
permitted under legislation (e.g., targeted DC waivers/deferrals, fee reductions, tax rate differentials, and CIP-based programs) to catalyze
employment development.
•The absence of an in-city hospital creates a perceived and practical gap in community infrastructure, requiring reliance on neighbouring
municipalities for acute care.
•The planned health centre is a positive step, but broader healthcare capacity will be increasingly important to support talent attraction, retention, and sector growth as the City scales.
78
Comparator Municipalities
To assess Pickering’s competitive position, five jurisdictions were selected as municipal comparators by the City based on geographic
proximity, market overlap, and shared urban and economic characteristics. The primary purpose of the comparative analysis is to
benchmark Pickering’s strengths and challenges relative to similar and neighbouring jurisdictions across the GTHA.
Source: Statistics Canada. Census Profile, 2021
Note: Given this is a census year, the data presented are drawn from the most recent available census and may be somewhat outdated..
Mississauga
Pickering
Markham
Oshawa
Brampton
Toronto
Documentation review
Desktop research
Research
Tactics
Benchmark Pickering’s competitiveness to other local municipalities
Specific topic areas identified during KPMG’s engagement with City’s
Project Team
Research
Focus
Areas
Municipality Population Served1
City of Pickering 99,186
City of Markham 338,503
City of Oshawa 175,383
City of Mississauga 717,961
City of Brampton 656,480
City of Toronto 2,794,356
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Comparator Business cost competitiveness tools Employment Land Availability Transit
City of Pickering
No City-run direct incentive program; competitiveness is driven by baseline costs and access to regional/ provincial/ federal programs. Any local financial tools would be delivered through legislated mechanisms
(e.g., CIPs), where applicable.
590 acres of land for future development in Northeast
Pickering and developable parcels within the 800 acres of prestige employment land in the Seaton Innovation Corridor (phased servicing; shovel-ready parcels
available). Major greenfield capacity – targeting 35,000
future jobs.
Served by Go Transit and Durham
Region Transit – bus routes city-wide
(hourly to 15-min service on main
routes); future BRT on Hwy 2. Relatively car-centric currently.
City of Markham No municipal grants; emphasizes low commercial property taxes (≈0.78% – lowest among peers) and supports firms in accessing provincial/federal programs
Built-out – minimal vacant employment land (urbanized). Relies on intensifying existing parks. (Had ~485 ha vacant in 2006, mostly unserviced).
York Region Transit + Viva BRT
(frequent service on Hwy7/ Yonge); multiple GO stations. Direct TTC bus connections to Yonge and Sheppard
lines.
City of Oshawa
Targeted CIP tools and cost-relief measures: reduced/waived City DCs
in specific areas (e.g., downtown / targeted employment builds), façade
improvement programming (CIP), and Urban Growth Centre measures to encourage high-density projects.
Northwood Business Park – 700+ acres greenfield
industrial (by Ontario Tech). Now servicing and
marketing to investors (recent 1M sq.ft. logistics site opened).
Durham Region Transit hub; local routes (lower frequency); DRT Pulse BRT on
Hwy 2 connecting through Pickering.
City of
Mississauga
Has a Downtown CIP that provides tax increment–based support and fee reductions to spur office development. Can be stacked with Peel
Region’s major-office programming, increasing overall cost relief for
qualifying projects.
Nearly built-out – <5% employment land vacant.
Established parks (Meadowvale, etc.); growth via redevelopment.
MiWay bus network (90+ routes) with direct TTC connection; dedicated
Transitway BRT; new 18-km Hurontario
LRT opening (improved local mobility).
City of Brampton Aggressive cost-relief toolkit: 100% Development Charge waiver for new
offices; 10-year CIP-based tax increment support for offices and mixed-use developments; and DC exemptions for industrial expansions.
Moderate lands remaining – large tracts in Northwest
Brampton and along Hwy 427. Peel inventory shows significant vacant acreage (e.g. Heritage Heights area).
Züm BRT routes on major corridors with
direct TTC connection; extensive local bus coverage; future LRT extension.
City of Toronto
City-wide IMIT property tax relief program (being replaced): offered property tax reductions for 10–12 years on eligible new office/industrial
projects. Over 70 projects used IMIT (now winding down for offices due
to cost).
Limited land – no large greenfields; focuses on
brownfield redevelopment (e.g. East Harbour site for offices).
Well connected as the transit hub in
southern Ontario.
Comparative Analysis (1/2)
Source: City of Pickering; Northeast Pickering Secondary Plan (Employment Lands Strategy); Google Maps (2026).
The table below compares Pickering and peer municipalities across three core dimensions that influence non-residential investment
decisions: business cost competitiveness tools, employment land availability, and transit access. Together, these factors shape relative
attractiveness for business attraction, expansion, and reinvestment.
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Comparative Analysis (2/2)
Source: City of Pickering; Northeast Pickering Secondary Plan (Employment Lands Strategy); Google Maps (2026).
The table below examines healthcare infrastructure, digital connectivity, commercial and industrial tax rates, and development charges across Pickering and comparator municipalities. Together, these factors influence talent attraction, business operating costs, and investment feasibility.
Comparator Healthcare Broadband Commercial Taxes Industrial Taxes Development Charges and Other Costs
City of Pickering No hospital in-city (nearest in Ajax). New
health centre planned.
City-wide fibre/5G
expanding – Durham OneNet extending fibre to business parks.
2.4%3.0%
City non-res DC: $10.63/ft² (~$114/m²) (Jul 2025–Jun
2026, excl. Seaton) + Durham Region and school DCs. DC deferral available for commercial/industrial (to occupancy; up to 3 yrs).
City of Markham
One hospital –
Markham-Stouffville Hospital
High-speed broadband widely available in urban areas (Markham/
Mississauga/ Brampton
have extensive fibre in business districts).
1.6%1.8%
High DCs (York Region). Total non-res DC (IOI)
≈$595/m² (Jan 1, 2026); retail/hotel higher. Area-specific DCs apply in select areas; rates indexed per by-law.
City of Oshawa
One hospital:
Lakeridge Health Oshawa 2.7%3.6%
Targeted exemptions: Downtown Core UGC (Core Area) = $0 City DC; industrial new/expansion exempt; medical clinic space 100% City DC discount. Durham Region and
school DCs apply.
City of Mississauga
Two major hospitals:Mississauga Hospital,
Credit Valley Hospital
2.08%2.2%
Non-res DCs (Feb 1–Jun 30, 2026): total ≈$391/m²
industrial, ≈$490/m² non-industrial (City+Peel+schools) + Stormwater Mgmt DC ($5,922/ha). Rates indexed semi-annually.
City of Brampton
Two hospitals:Brampton Civic
Hospital, Peel
Memorial Centre
2.1%2.3%
DCs (Feb 1, 2026, City+Peel+schools): industrial $380/m²; non-industrial $552/m²; major office $751/m².
Office DC program waives 100% of City portion. Parkland
cash-in-lieu: 2% land value.
City of Toronto 30+ hospitals 2.2%2.3%
Non-res DC: $838/m² (May 1, 2025; ground-floor GFA only). CBC may apply (4% of land value for 5+ storeys and 10+ units). Planning fees are high (ZBA base ≈$63.7k in 2026).
Appendix B: Detailed
Stakeholder Insights
08
Interview Results
8.1
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Stakeholder Segmentation
To ensure coverage of the City’s full economic system, stakeholders were segmented into four distinct but interconnected groups. This
structure supports targeted engagement, clear role definition, and balanced input across policy, industry, and delivery partners.
Strategic
Players
•Mayor and Council
•Chief Administrative Officer
(CAO)
•Relevant City Staff
Industry
Leaders
•Large/Key Businesses:
•OPG (Pickering Nuclear
Station)
•Other anchor employers
•Development Community
Local
Businesses
•Small Business Community
that includes
representatives from key
sectors including:
-Advanced
Manufacturing;
-Food processing;
-Logistics;
-Technology;
-Creative Industries; and
other locally rooted
sectors.
Enablers
•Ajax-Pickering Board of
Trade (APBOT)
•Invest Durham
84
Topic Areas for Engagement
Strategic Players Industry Leaders Local Business
Representatives Enablers
Potential
Interview
Themes
•Vision and priorities for the
Economic Development
Strategy
•Policy and regulatory
alignment
•Existing and planned
infrastructure investment
•Perspective on City’s role
and responsibilities
•Sector competitiveness and
investment climate
•Expansion and
diversification opportunities
in anchor and growing
industries
•Supply chain resilience
•R&D and commercialization
opportunities
•Business retention and
expansion priorities
•Small businesses and
entrepreneurship supports
•Digital transformation and
local supplier networks
•Workforce training and
education alignment with
industry demand
•Investment attraction,
marketing and site readiness
•Academic-industry
partnerships
Cross-Cutting
Themes
•Quality of life factors /
Competitive differentiators •Local challenges, opportunities and priorities •Strategic partnerships and
advocacy
Engagement topics were tailored by stakeholder group to ensure feedback captured strategic direction, market realities, business needs,
and ecosystem alignment. This structure enables focused discussions while surfacing cross-cutting insights relevant to the Economic
Development Strategy.
85
What We Heard: Cross-cutting themes from interviews (1/2)
Major projects are once-in-a-lifetime opportunities
•Projects are transformational catalysts, however, must maximize local jobs, supplier participation, tax-base growth.
•Projects often use “all-or-nothing” procurement models, which can limit participation by qualified local suppliers.
•Better City coordination and readiness (e.g., land, servicing and approvals) to capitalize on opportunities.
•Need to better anticipate and manage impacts (e.g., construction disruption, skill shortages and infrastructure strain).
Enhancing Pickering’s brand can support talent and investment attraction
•Pickering’s economic strengths are not consistently understood (externally and internally).
•Clearer positioning about City’s comparative advantages (e.g. sectors, location, quality of life).
•Growth nodes need a coherent “sense of place” narrative (including the downtown/destination experience).
•Support for aligning investment/tourism/visitor attraction, and business outreach under a more unified narrative.
City should enhance role as a “connector” within the economic ecosystem
•Stakeholders value the City acting as a connector and facilitator, beyond a regulatory role.
•Need for more deliberate coordination among City, Region, education/training partners, and employers.
•Facilitate more opportunities for local business networking to strengthen supplier visibility and collaboration.
•Stronger senior-government alignment to better unlock funding opportunities, as well as more closely coordinate infrastructure
and policy support.
86
What We Heard: Cross-cutting themes from interviews (2/2)
Talent and workforce constraints emerging as growth limit
•Skilled trades and technical talent shortages, driven by recruitment, retention, and wage competition.
•Major capital projects and anticipated future population growth, are raising concerns about local capacity and cost escalation
pressures.
•Workforce pipeline partnerships (secondary, post-secondary, training providers) critical to growth and local hiring.
•Housing supply/affordability and transit service (esp. First/Last-Mile) critical to early-career talent attraction/retention.
“Enablement” matters: Navigating City processes remains challenging.
•Smaller firms noted challenges managing approvals alongside day-to-day operations – highlighting need for clearer guidance.
•Strong interest in greater transparency around requirements, timelines, and sequencing to reduce investment risk.
Site readiness and infrastructure sequencing are critical to competitiveness
•City’s supply of large employment lands is a key strategic advantage; however, servicing, zoning clarity, and site readiness will
increasingly determine near-term investment uptake.
•Not all employment areas are equally “investment-ready”. Align land availability with infrastructure capacity and intended uses.
•Digital infrastructure gaps in some areas a constraint for advanced manufacturing, engineering, and tech firms.
•Outcomes linked to the timing/coordination of infrastructure delivery (roads, utilities, transit).
87
What We Heard: Internal City Stakeholders (1/2)
Employment lands strategy must balance near-term delivery with long-term pipeline
•Accelerating absorption of existing employment lands (e.g. in the Innovation Corridor), with an emphasis on uses that generate
jobs and tax yield, not just land take-up.
-In addition, early and deliberate planning for future employment lands (e.g., Northeast Pickering and federal lands) to avoid
future supply constraints.
•Decisions made in the next 5–10 years critical to sustaining Pickering’s competitiveness over the next generation.
Economic development success is expected to translate into tax-base results
•Boosting Investment Attraction efforts to increase the City’s share of non-residential tax revenue
•Strategy must include clear objectives, benchmarks, and progress tracking, moving beyond activity-based reporting to outcomes.
•Communicating how economic development benefits residents is critical to maintaining public support.
Major projects are viewed as long-term economic platforms, not standalone wins
•Projects such as the nuclear refurbishment and clean-energy investments described as multi-decade economic platforms, with
impacts extending well beyond direct employment.
-Leveraging these platforms to attract supply-chain firms, professional services, and post-secondary partnerships to reinforce
Pickering’s role as a clean-energy hub.
•Major projects are foundational assets that anchor the City’s long-term positioning and investment narrative.
88
What We Heard: Internal City Stakeholders (2 /2)
Sector diversification is a priority, with a shift toward higher-value employment
•Prioritize technology, AI/cybersecurity, advanced manufacturing, and clean-energy-related sectors, as they are more resilient with
higher-impact growth opportunities.
•While logistics, warehousing, and data centres generate taxes, they are low job-intensity uses.
•Strive for a more diversified industrial base, one that strengthens economic resilience and workforce quality.
Workforce competitiveness depends on access, affordability, and education
•Business attraction and retention linked to adequate workforce access/mobility - transit connectivity within the City (including for
shift workers) needs to be enhanced.
•Housing supply and affordability, particularly enabling workers to live closer to jobs, were identified as increasingly important to
Pickering’s competitiveness.
•Post-secondary education presence needed in the City to build a future-ready workforce and support city-centre vitality.
Execution success requires infrastructure readiness and deal-closing agility
•Infrastructure capacity (water, wastewater, energy, transportation) identified as a limiting factor in some locations, directly
affecting shovel-readiness and investment timelines.
•Need for efficient, coordinated and predicable approval process. Pickering’s concierge-style approach is a competitive advantage
to build on.
•Stronger alignment with provincial and federal partners essential in an increasingly competitive investment environment.
89
What We Heard: Local business/enabler stakeholders (1/3)
Cost competitiveness is influencing business investment and growth decisions
•Rising operating costs (taxes, utilities, labour, and regulatory burden) are putting growing pressure on competitiveness. Fixed
costs and limited flexibility can constrain growth even when demand is strong.
•Property tax treatment/classifications can impact decisions to expand and/or shift incremental investment elsewhere.
Transportation and mobility constraints are a persistent challenge
•Traffic congestion and limited transit access around major employment areas is challenging, (particularly along Brock Road,
Kingston Road, and near Highway 401 interchanges). Other areas include: Granite Court, and Bayly Street, where congestion,
construction sequencing, and limited alternative routes affect employee commutes and goods movement.
•Last-mile gaps between GO stations and workplaces remain a challenge. Employees can reach Pickering by regional transit but
face difficulty completing the final leg of their commute.
Workforce availability is a strength, but talent gaps and competition are increasing
•Pickering and Durham Region provides a diverse and capable labour pool, with a range of professional, technical, and
operational talent.
•However, growing difficulty attracting and retaining specific skills, including skilled trades (e.g., welders, machinists, industrial
fabricators), engineers and technical professionals (including environmental, process, and manufacturing engineers), project
managers and nuclear-adjacent roles as investment projects advance.
•Competition from large employers and major projects, combined with housing affordability and commuting challenges, intensifies
pressure on small and mid-sized firms.
90
What We Heard: Local Business/Enabler Stakeholders (2/3)
Permitting, approvals, and zoning: Complex and time-intensive
•Permitting and approval timelines are slow and difficult to navigate, even for small expansions or facility changes.
•Limited clarity and predictability were viewed as discouraging reinvestment or expansion within Pickering, particularly when
compared to other jurisdictions.
Businesses want more practical, locally focused support to help them grow
•More accessible procurement opportunities, including approaches that allow qualified smaller firms to participate in local supply
chains.
•Enhance opportunities for local networking, supplier showcases, and industry events.
•Opportunity for local incubator, co-working, and flexible office space for small businesses, home-based firms, and early-stage
entrepreneurs looking to scale and professionalize.
Enhance “open for business” platform to increase visibility and impact
•Pickering’s economic development function is highly responsive, capable, and investor-ready, reinforcing confidence among
regional partners and investors.
•Awareness and uptake of existing business supports described as uneven, particularly among small and early-stage firms,
suggesting a communications and outreach opportunity, rather than a service gap.
•More proactive and visible engagement (e.g., business visits, storytelling, and promotion through City channels) was seen as a
practical way to strengthen relationships and signal accessibility.
91
What We Heard: Local Business/Enabler Stakeholders (3/3)
Modern office space can enable business growth and talent retention
•There is untapped potential to retain professionals who live in Pickering but commute elsewhere, particularly if modern, high-
quality workspace options were available locally.
•This opportunity aligns with broader ambitions for City Centre and downtown evolution, where flexible workspace, creative uses,
and amenities could support entrepreneurship, innovation, and younger talent attraction.
Major catalysts and employment lands are key competitive advantages
•Large-scale projects, like the nuclear refurbishment, are already generating tangible investment interest and supply-chain activity,
reinforcing Pickering’s role in clean energy and advanced engineering.
•Pickering’s availability of large, serviced employment lands was identified as a core competitive advantage within the region,
particularly for industrial and advanced manufacturing opportunities.
•Importance of tight regional–local coordination to fully capitalize on these advantages, including:
-Clear, current employment-land and site data for marketing and investor responses
-Aligned investment attraction and lead-handling processes
-Continued attention to enabling infrastructure and mobility as growth accelerates.
Survey Results
8.2
93
Survey Methodology
Question Format Considerations
Question Type Use Case
Multiple Choice •Measures preferences and opinions
•Demographic information
Rank Order •Prioritization of preferences
•Helps to understand relative importance
Sliding Scale •Capture opinions or feelings
TIMELINE
January 2026 –February 2026
To complement stakeholder interviews, two digital surveys were conducted, one targeting local businesses and the other City staff, to
capture broader perspectives and validate themes emerging from earlier engagement activities.
*Note: The surveys were used as a supplementary research tool to gather general perspectives
and insights. They are not intended to serve as a definitive or statistically scientific dataset, but
rather to inform, corroborate, and contextualize engagement findings.
Objectives*
•Better understanding of local challenges,
opportunities and priorities through broad
engagement
•Validate perspectives brought to light during engagement focus groups.
Approach
•Targeted survey questions to complement stakeholder discussions.
Target Audience
•Local businesses
•City staff
94
Survey Overview
To inform Pickering’s 2026–2030 Economic Development Strategy, the City launched two aligned digital surveys to capture perspectives
from both the local business community and City staff. Together, these surveys provide broad-based input to help shape clear priorities and
actionable directions for the next five years.
*Note: Several survey questions allowed respondents to select multiple answers. As such, percentages are calculated based on the number of respondents rather than the number of individual responses, which may result in total percentages exceeding 100%.
• The City launched two coordinated surveys:
-Public survey targeting Pickering-based
businesses and employers
-Internal survey for City staff (shorter version
with aligned core questions)
•Questions were tailored to Pickering’s local
context and strategic objectives to ensure
relevance and practical insight.
•The surveys used a mix of multiple choice,
ranking, and open-ended questions to capture
both measurable priorities and detailed
feedback.
•Responses were analyzed across both audiences, with business results segmented
where possible (e.g., by industry and employee
size) to identify patterns and differences.
The survey questions were organized into the following key themes to guide and structure input into the development of the long-term Strategy:
Quality of Life: Evaluates amenities, housing, safety, and overall attractiveness to talent.
Real estate and land supply: Examines availability, affordability, and suitability of space.
Workforce and talent: Investigates hiring conditions, skills gaps, and retention considerations.
Business climate: Analyzes the perceptions of strengths, challenges, and factors influencing growth
and investment.
Transportation and Mobility: Assesses access, congestion, goods movement, and transit.
Future Growth and Economic Development : Explores future economic growth drivers, priority sectors, growth
opportunities, and top strategic actions for 2026–2030.
City services and support: Reviews satisfaction with programs, processes, and business
engagement.
Survey Approach
95
Who We Heard From
3
8
4
1 1 1 1
5 5
2 2 2
1 1 1
Key InsightsBusiness Survey – Sector Coverage and Employment
Number of businesses per employee countNumber of businesses per sector
24
City Staff Response
19
Business Responses
43
Total Survey Responses
#
o
f
B
u
s
i
n
e
s
s
e
s
#
o
f
B
u
s
i
n
e
s
s
e
s
Employee CountSector
96
Key Survey Themes
Based on survey responses, the following themes emerged as priority issues and opportunities shaping Pickering’s future economic growth
and prosperity.
Overall Sentiment and Business
Climate
•Business sentiment is mixed, with views split between
business-friendly and
challenging conditions.
•Staff generally perceive
Pickering as competitive relative to nearby municipalities.
•Strong business retention, with
most respondents indicating
they would remain in Pickering
if expanding.•Opportunity to strengthen
consistency and predictability of
the business experience.
Key Strengths and Competitive
Advantages
•Strategic location and regional connectivity widely recognized
as core strengths.
•Access to markets and
customers identified as a key
advantage by businesses.•Growing population and
development momentum seen
as positive economic drivers.
•General alignment that
Pickering’s location and connection to key markets
underpins long-term
competitiveness.
Primary Barriers and
Constraints to Growth
•Traffic congestion and
transportation limitations
identified as major constraints.
•Infrastructure capacity and
servicing readiness viewed as
limiting growth potential.
•Cost pressures, regulatory
complexity, and permitting
timelines raised by businesses.
•Internal capacity, coordination,
and legislative constraints noted
by staff.
•Some divergence between
strategic priorities and business
operational concerns.
Top Strategic Priorities for the
Next 5 Years
•Improve transportation
infrastructure and address
congestion.
•Strengthen the business-
friendly environment through
clearer processes and
responsiveness.
•Advance major projects, with
differing emphasis between
staff and businesses.
•Support workforce attraction,
retention, and affordability.
•Unlock serviced employment
lands to enable long-term
growth.
97
Where Perspectives Align — and Where They Differ
Areas of Strong Alignment
Location and Connectivity: Both businesses and staff
consistently recognize Pickering’s strategic location and
regional connectivity as a foundational economic strength.
Infrastructure Capacity/Servicing: Business and staff are
aligned that infrastructure capacity and servicing readiness
are critical enablers of economic development and current
constraints on expansion.
Congestion and Transportation: There is clear agreement
that traffic congestion and transportation system limitations
are key constraints that must be addressed to support
future growth.
Innovation Corridor Priority: City staff place significantly
higher emphasis on the Innovation Corridor as a
transformative project, whereas businesses rank it lower
relative to more immediate, operational priorities.
Perception of the Business Environment: Staff tend to
view Pickering’s competitiveness more positively, business
sentiment is more divided, reflecting differing experiences of
the local operating environment.
Healthcare Facility Gap: Businesses assign greater relative
importance to healthcare-related projects, highlighting the
connection to workforce attraction, talent retention, and overall
community livability.
Areas of Divergence
98
Business Environment and Competitiveness (1/2)
Key takeaways
Q1 (Business Survey): How would you describe Pickering’s current
business environment?
Business Retention and Competitiveness
Q2 (Business Survey): If your business was considering expanding
or relocating, how likely would you be to stay?
Sentiment around Pickering’s business environment is mixed but generally viewed as fundamentally viable, with businesses split between
seeing it as business-friendly and challenging. Staff perceive Pickering as generally competitive within the Region, but recognize structural
gaps that may limit its ability to outperform peer municipalities.
Business Environment
16%37%42%5%
Very Business Friendly Somewhat Business Friendly
Somewhat Challenging Very Challenging
26%58%11%5%
Very likely Somewhat likely
Somewhat unlikely Very unlikely
•Overall, there is mixed sentiment towards the city’s business
environment 53% of respondents identified Pickering’s current
business environment as very or somewhat business-friendly.
•However, 47% describe it as somewhat or very challenging, indicating
room for improvement in creating a more supportive environment.
•Business retention is relatively strong with 84% of respondents
indicating they would be very or somewhat likely to stay in Pickering if
expanding or relocating.
•Additionally, approximately half of City staff indicated that Pickering’s
competitiveness was much or somewhat stronger compared to nearby
municipalities.
99
Business Environment and Competitiveness (2/2)
•Both staff and businesses predominately cited access to local customers, suppliers or markets as the top advantage (83% of business respondents, 88% of staff), reinforcing Pickering’s role as a
strategically located hub with connection key markets.
•Availability of commercial and industrial space was also identified by several businesses (33%), tying to key employment nodes such as Seaton and the Innovation Corridor.
•Staff members also frequently cited Pickering’s diverse and growing population as a key strength (42%).
Q3 (Business Survey): What are the main advantages of operating a business in Pickering (Top Responses)
•Traffic congestion and transportation issues were highly cited by both businesses and staff, however more businesses cited this as an issue (58% of businesses, 46% of staff).
•Cost of living and affordability for employees was the next most frequently cited challenge for
businesses, highlighting opportunities to expand housing and service affordability.
•58% of staff highlighted infrastructure capacity and servicing requirements as a key concern, emphasizing the need to have employment lands ready and serviced to take advantage of major project opportunities.
Pickering’s strongest competitive advantage is its strategic location and market access, reinforced by regional connectivity and access to
customers. Both businesses and staff acknowledge the City’s growth momentum as an opportunity, however potential challenges remain
with permitting and tax competitiveness to capture this opportunity.
0%20%40%60%80%100%
Access to local customers, suppliers, markets
Availability of commercial / industrial space
Networking and business support programs
Availability of skilled workers
High quality of life for employees
0%10%20%30%40%50%60%70%
Traffic and transportation issues
Cost of living/affordability
High local business taxes
Weak business networking and…
Access to financing and funding
Key takeaways
Business Environment ChallengesBusiness Environment Advantages
Q4 (Business Survey): What are the main challenges businesses face in Pickering? (Top Responses)
100
Workforce and Talent
*Note: Refer to the Appendix for complete results.
Workforce challenges are centered on skills alignment, labour costs, and retention pressures. Businesses report difficulty finding
appropriately skilled workers and managing high labour costs, while staff acknowledge internal capacity constraints that affect service
delivery. Quality of life is viewed positively overall, but not universally, indicating it remains both an asset and an area for continued investment to support talent attraction and retention.
0%10%20%30%40%50%60%
Difficulty finding skilled labour
High labour costs
Retention issues
General labour shortages
58%26%11%5%
Good Neutral Poor Very Poor
•Workforce pressures are primarily related to skills alignment and cost, with 53% of respondents identifying difficulty finding workers with the right skills and 53% citing high labour
costs, while 35% report challenges retaining skilled workers.
•Staffing was also reflected structurally as a constraint (33% of respondents indicated staffing/resource constraints in the challenge question), and open-ended comments included workforce development and succession planning themes.
Q5 (Business Survey): What are the top workforce challenges that your business faces? (Top Responses)
•A majority of respondents (58%) rate Pickering’s quality of life as good in supporting business goals, indicating generally positive sentiment, but with room for improvement.
•Qualitative feedback through open-ended questions highlighted transit access as an important
enabler for employees to commute to work, which can impact business performance.
Quality of LifeEase of Finding Appropriate Talent and Skills
Q6 (Business Survey): How would you rate Pickering’s quality of life?
Key takeaways
101
Infrastructure, Transportation and Enabling Conditions
5%37%37%11%11%
Excellent Good Neutral Poor Very Poor
0%10%20%30%40%50%60%70%80%
Reducing traffic congestion
Expanding/improving local transit
Improving accessibility to public transit
Expanding/improving region GO services
Transportation and servicing infrastructure consistently identified as the most critical enablers and constraints of economic growth in
Pickering. Congestion and road network limitations are the dominant concern among businesses, while staff emphasize infrastructure
capacity and regional transit advocacy. There is strong alignment that improving transportation systems and unlocking serviced employment lands would have a significant impact on business growth and investment attraction.
•Perceptions of Pickering’s transportation system are mixed. While 42% of respondents rate it as excellent or good, a slightly larger combined share (58%) view it as either neutral (37%) or
poor/very poor (21%).
•These results indicate that although transportation is adequate for many businesses, there is meaningful concern around system performance and capacity, reinforcing broader feedback regarding congestion and mobility challenges.
Q7 (Business Survey): How would you rate Pickering’s transportation system and connectivity for supporting businesses?
•The top priorities for businesses are reducing traffic congestion (68%), expanding and improving local transit services (37%), and improving accessibility to public transit (26%),
underscoring the importance of both transit coverage and road network efficiency.
•City staff also cited similar servicing/infrastructure and transportation congestion as top constraints with open-ended questions emphasizing the need for regional transit upgrades.
Impactful Transportation ImprovementsTransportation System and Connectivity Infrastructure
Q8 (Business Survey): What transportation improvements would have the biggest impact on your business? (Top Responses)
Key takeaways
102
City Support and Ease of Doing Business
Businesses and staff report broad satisfaction with the City’s support, but many still see opportunities to strengthen speed, predictability,
coordination, and proactive engagement. Key areas for improvement include increasing the speed of permitting, stronger networking
opportunities, and overall process efficiency improvements.
•Results indicate mixed sentiment towards city support with 53% of respondents indicating satisfaction with City support and 47% indicating dissatisfaction. This suggests that while many
businesses do feel support, there are opportunities to improve the overall opportunity.
•Open-ended questions also highlighted this, with respondents citing the need for faster permitting processes, clearer and more predictable requirements and proactive engagement with the business community.
Q9 (Business Survey): How satisfied are you with the City’s support for businesses?
•Key support initiatives businesses would like to see from the City include networking/mentorship programs (50%), faster and more efficient permit approvals (39%), and
promotion of existing industries/businesses (39%).
•Talent recruitment and skills training support along with better access to procurement opportunities were also highlighted by businesses, although not as frequently as the above.
•City staff also cited top improvements that would enhance the ability to support economic development including, greater inter-departmental collaboration (58%), additional staffing
resources (46%), and improved technology (29%).
Beneficial Support from the City Satisfaction levels with City Support
Q10 (Staff Survey): What improvements would most enhance the City’s ability to support
economic development? (Top Responses)
Key takeaways
5%47%37%11%
Very satisfied Somewhat satisfied Somewhat dissatisfied Very dissatisfied
0%10%20%30%40%50%60%70%
Greater inter-departmental collaboration
Additional staffing resources
Improved technology
Streamlined development/permitting
Clearer policy direction
103
Growth Drivers and Strategic Priorities (1/2)
Stakeholders view Pickering’s future shaped by infrastructure, affordability, technology, and major catalytic projects with key business
priorities including transportation, provision of key services, and affordability as critical enablers of long-term growth and competitiveness.
•Improving traffic congestion (53%) and both emerging technologies (47%) and global trade shifts (47%) are viewed as the most influential factors that could shape Pickering’s economic
future.
•Respondents also highlighted factors tied to quality of life (37%) and labour/skill shortages (26%), signaling the need for a multifaceted, future-ready strategy.
Q11 (Business Survey): Looking ahead, what will be the top factors driving economic
opportunities and prosperity in Pickering over the next five years and beyond?
(Top Responses)
•The top priorities identified for Pickering’s future prosperity include fostering a business-friendly environment (63%) and improving transportation infrastructure (53%), underscoring
the need for regulatory clarity and improved services.
•Respondents also emphasized affordability (37%), attracting and retaining talent (32%), and strengthening Pickering’s quality of life (26%) as key enablers of long-term growth.
Top Priorities to Position the City for Economic Growth
and ProsperityFactors Driving Economic Opportunity and Prosperity
Q12 (Business Survey): What should Pickering's top priorities be to position the city for
future economic growth and prosperity?
(Top Responses)
Key takeaways
0%10%20%30%40%50%60%
Traffic congestion
Emerging technologies (AI/automation)
Geopolitical risks/trade shifts
Quality of life
0%10%20%30%40%50%60%
Business-friendly environment
Transportation infrastructure
Affordability
Attraction/retention of talent
Quality of life
104
Growth Drivers and Strategic Priorities (2/2)
While there is alignment on the importance of major projects, businesses and staff differ slightly on which projects should be prioritized,
highlighting an opportunity to refine and clearly communicate strategic focus areas.
•The City Centre Redevelopment stands out as the top priority for future growth, with 63% of city staff and 37% of businesses ranking it in the top 3.
•The Innovation Corridor rankings were divergent between businesses and staff, with 71% of city staff ranking it in the top 3, and only 16% of businesses.
•Other highly ranked projects included the PNGS refurbishment and Brock Industrial Park, highlighting job and industry growth potential.
Q13 (Business): Rank each area of the city in terms of importance for future growth in Pickering.
Areas of Importance for Future Growth
Key takeaways
Q14 (City Staff): Rank each area of the city in terms of importance for future growth in Pickering.
Project Avg Ranking (from 1 to 10)
City Centre 4.58
PNGS 4.74
Brock Industrial 4.95
Healthcare Facilities 5.11
Seaton Community 5.21
Community Services Hubs 5.37
Federal Pickering Lands 6.11
Innovation Corridor 6.11
Kingston Road 6.11
Durham Live 6.74
Project Avg Ranking (from 1 to 7)
Innovation Corridor 2.10
City Centre 2.60
PNGS 3.50
Brock Industrial 4.20
Seaton Community 4.30
Healthcare Facilities 4.80
Community Services Hubs 5.00In
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Note: References to the Pickering Federal Lands reflect survey ranking options and stakeholder perceptions only. They do not imply that the lands are confirmed for development or form part of the City’s employment land pipeline. Future use remains subject to federal decision-making, consultation, environmental and infrastructure considerations, and Council direction.