S E P T E M B E R 2 0 0 5 – $ 4 . 9 5 l M A G A Z I N E F O R B U S I N E S S & E C O N O M I C D E V E L O P M E N T

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JIM HALLMAN CONTINUES A FAMILY TRADITION OFENTREPRENEURSHIP, PHILANTHROPY & FASTBALL

STEPPINGUP TO THE PLATE Plus:

• Legal Protection• The $186 Billion

Question• Investing in a Low-

Return World

FEATURE:

LYLE HALLMAN –THE LEGENDLIVES ON

STEPPINGUP TO THE PLATE

JIM HALLMAN CONTINUES A FAMILY TRADITION OFENTREPRENEURSHIP, PHILANTHROPY & FASTBALL

Plus:• Legal Protection• The $186 Billion

Question• Investing in a Low-

Return World

FEATURE:

LYLE HALLMAN –THE LEGENDLIVES ON

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SEPTEMBER 2005 l exchangemagazine.com l 7

DEPARTMENTS

9 PUBLISHER’S NOTE

10 BUSINESS MONITORSwapping jobs; Attractingindustry; Economic development report; Available lands; XQuarterly

25 WATERCOOLER

FEATURES

14 THE LEGEND LIVES ONBY PAUL KNOWLESLyle Hallman set a standard forcommunity philanthropy

30 STEPPING UPTO THE PLATEBY BRIAN HUNSBERGERJim Hallman continues a family tradition of entrepreneurship, philanthropy and fastball

COLUMNS

18 ON ASSIGNMENTBY PAUL KNOWLESA Vision for the Big Picture and the Smallest Detail

19 BUSINESS & THE LAWBY MELANIE REIST

Legal Protection for Disabled Employees

20 TAXWISEBY TERRY WICHMAN

The $186 Billion Question

22 WEALTH MANAGEMENTBY DANIEL GIRARD

Investing in a Low-Return World

SERVING BUSINESS IN WATERLOO REGION AND GUELPH

P.O. Box 41030, Waterloo ON N2K 3K0 • Tel: (519) 886-2831 • Fax: (519) 886-6409email: editor@exchangemagazine.com

ExchangeCONTENTS

Volume 22, Number 8 SEPTEMBER 2005

Publisher/Editor: Jon Rohr

Associate Editor: Paul Knowles

Feature Writers: Brian Hunsberger,Paul Knowles, Jon Rohr

Columnists: Daniel Girard, Paul Knowles,Melanie Reist, Terry Wichman

Advertising Sales: Brian LyonTMR (519) 886-1946

Creative Director: Diane Johnson

Art Direction: Laurie MartinPhotography: Jon R. Group Ltd. and courtesy

of Wilfrid Laurier University, University of Waterloo, the Hallman Family

Circulation/Office Administration: Leanne Rohr

Exchange

On the cover: Jim Hallman, president of AberdeenHomes, provides leadership for the Hallman family’snumerous enterprises.

EXCHANGE magazine is a regional business publication pub-lished by Exchange Business Communication Inc. President,Jon Rohr. Eight issues per year are distributed to each companyin Kitchener, Waterloo, Cambridge, Guelph, and Fergus asdetermined by Canada Post Business Postal Walks.Subscriptions are available for $29.90. Send cheque or moneyorder to Exchange, P.O. Box 41030, Waterloo, ON N2K 3K0.Attn: Circulation Department. Back issues are available for $8per copy. Phone: (519) 886-9953. Fax: (519) 886-6409. ISSN0824-457X Copyright, 2005. No part of this magazine may bereproduced without written permission from the publisher.

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SEPTEMBER 2005 l exchangemagazine.com l 9

Why do businesses choose Southern Ontario?With all the world as their potential stage, businesses like Toyota are opting to expand right here.

BY JON ROHR

The North American market waited with bated breath forthe announcement, June 30, 2005. Toyota chose Wood-stock as the location for their new plant, 30 minutes from

their Cambridge plant. The decision-making process was coor-dinated by their Cambridge leader. The business community ofsouthwestern Ontario cooperated in this effort, because every-one here wins. And the entire district is part of the attraction –Waterloo Region and the surrounding economic basin presentsan diverse market that helped make thecase for Toyota’s final decision.

But why here? What is that keepsattracting high caliber companies?

This area is recognized as the one ofthe most cost competitive business envi-ronments. Local industry continues tolead market strategies. At the same timewe offer a high standard of living, and ourentrepreneurs possess an intellectualdrive to innovate and provide new solu-tions to advance market share. We are endowed with aknowledge transfer system that fuels geographic prosperityand quality of life.

Despite our intellectual turf wars, we have some forwardthinking bureaucrats that interface together. Southern Ontariois known as a place where prosperity is yours to discover - ifyou want it.

We have a highly skilled work force, quick absorption level,and our significant role as economic engine, contributingmuch more to the nation’s GDP than we take out (the Regionof Waterloo GDP surpasses many provinces in total output).This is an area eager to embrace 22nd century culture andtastes, and this vision can be realized if we tear down political

boundaries and dismiss nearsighted agendas. Despite the need for changes to Canada's immigration poli-

cies, Ontario is place tolerant of all faiths and colour. We'rediscovering the cosmopolitan attributes our economic basin isdeveloping. Government bodies extend themselves to accom-modate the smallest public concern, while also developingstrategies to cope with growth and the challenges it creates.

All communities want to appear attractive, but whileappearance is only skin deep, our firmfoundations in the industrial, institutionaland commercial sectors support growthopportunities in the retail, hospitality,tourism, and cultural sectors. All areimportant platforms to advance. We needto realize that, to create an environmentfor continued growth, we need to put"cultural strategies" at par with “econom-ic strategies”.

The passing of Lyle Hallman in 2003 marked the loss of acommunity giant, a pillar. What most appealed to me aboutHallman was his passion for life, and his concern for thelives of those around him. The business model he developedand built upon (pun intended), benefited him, his family, andthe many communities towhich he belonged. His phi-lanthropy was legendary,and has been passed on tohis son Jim who, in his ownway, is following in hisfather’s footsteps.

PUBLISHER’S NOTE

JON ROHR IS

PUBLISHER OF

EXCHANGE MAGAZINE

FOR BUSINESSe-mail: jrohr@exchangemagazine.com

Swapping jobs may lead to productivity increase“IT WAS GREAT.”

This was the response of John McCarthy, president of Ontario Glove, when asked how the “job swap” went. The “jobswap” was a front office-plant staff exchange that ended up giving each side a better understanding of plant processes and

knowledge requirements. McCarthy’s objective was to make processes better.All departments and all employees participated in the internally run, three-dayprogram. The entire enterprise participated, which yielded some ideas toimprove productivity. What they didn't expect was the reciprocity of recom-mendations forthcoming from that the plant staff.

At three days, the event “was probably too long,” said McCarthy. The pro-gram, which will run again on a voluntary basis, will be shortened by half.

One of the challenges the program needs to overcome involves personal com-fort zones. “Next year we will allow people to choose if they want to do it or not.Because there were a couple of times, when the people who were in [front office]jobs, were a little uncomfortable. There's a real comfort level, and a contentment,when you’re sitting at the job that you do, and you do it really well ... If you’rea fish out of water, it can be really tough,” says the president.

Risk involved in the switch could arise when unforeseen situations presentthemselves. An example could be a new customer who may have some ques-tions with respect to specifics only a person with direct knowledge and experi-ence would have. However, the only incident at Ontario Glove during the“swap” was a prank pulled by a relativeof the president.Even that had a positiveoutcome – it was decided that, in thefuture, before a real situation occurs, thepreparation process for the next “jobswap” will deal with safeguards in suchcircumstances. A sense of humour won’thurt, either.

10 l exchangemagazine.com l SEPTEMBER 2005

BUSINESS MONITOR

• Canada is opening free trade negotiations withthe Republic of Korea.

• Sales at large retailers cooled slightly in May,slipping 0.3% from April. Year over year salesare up 5.5%, with food and beverage up 9.3%;clothing, footwear and accessories up 1.3%.

• Consumers spent $7.3 billion on automotivefuels, oils and additives in the first quarter, up14.8% over the same quarter, last year.Gasoline prices rose 9.5%.

• Consumers spent $78 billion on goods and serv-ices in retail stores in the first quarter, up 5.2%over the first quarter, 2004.

• Manufacturers’ shipments in May were essen-tially unchanged from April at $50.2 billion.Excluding the transportation sector, shipmentswere up 0.6%. Manufacturers anticipated thesame level of production in the second quarterof 2005. The trend for shipments has been grad-ually slowing over the last year. However, year-to-date shipments were up 4.3% compared tothe first five months of 2004.

• Investment in non-residential building construc-tion hit a record high between April and June.Total investment for all three sectors (commer-cial, institutional and industrial) hit an all-timehigh of $7.6 billion, up 2.6% from the first quar-ter. The biggest contributor was record spend-ing in BC and Alberta. The biggest declinesoccurred in Quebec, where investment fell2.9% to $1.3 billion, and Ontario, where it wasdown 1.1% to $3.3 billion.

• Employment edged up 14,000 in June, bringingtotal gains during the second quarter to 79,000(+0.5%), three times the growth rate observedin the first quarter of 2005. However, the sum-

mer job market for students aged 20 to 24slowed in June. The employment rate for thisgroup of students was 69.6%, down a full 3 per-centage points from a year earlier. In Ontario inJune, there were 63,000 (+1.0%) more peopleworking in the province compared to the start ofthe year. Ontario continues to show weakness inmanufacturing. However, job losses in this sec-tor have been offset by gains in trade, construc-tion and educational services.

• Radio listening habits of Canadians changed sub-stantially between 1995 and 2004, falling by 90minutes a week on average. Radio still has verylittle appeal for teenagers. In the fall of 2004,they tuned in for only 8.5 hours a week. In 1995,adults listened 10 hours a week more than teens.In the fall of 2004, this had widened to 12 hours.Over the last five years, adults reduced their lis-tening time by close to one hour per week, whileamong teenagers the decline amounted to near-ly three hours per week. The proportion of pub-lic radio listening increased with education andwith age.

• An NCR-sponsored study reveals 27% ofCanadians said they would be more likely toshop at a store that offers self-checkout tech-nology, allowing shoppers to scan, bag and payfor goods themselves, as opposed to one thatdoes not. When it comes to other technologies,83% would like to see retailers offer kiosks forprice-checking, and 61% would use kiosks foradditional product information. Fifty-two percent liked the idea of a kiosk for pre-orderingdeli items, and having the order fulfilled whilethey shop elsewhere in the store.

• Eight per cent of chief financial officers plan toexpand their full-time staff while 9% forecastreductions in personnel. The majority of respon-dents, 78%, expect no change.

• Chief executives’ confidence in the Canadianeconomy fell for the second time in nine months,reaching its lowest level since Q3 of 2003,according to a survey released late June by TECInternational. This quarter’s confidence level of112.4 is down 3.8% from last quarter and is onlyslightly higher then Q3’s 2003 record low of 111.3.Canada’s government is taking a lot of the blamefor the nation’s economic outlook, according to63% of respondents who see the current minor-ity government as having a negative effect onCanada’s economic performance.

www.xquarterly.ca

JOB CREATION RIPPLE EFFECTBased on US studies from the Automotive Research in Ann Arbor, Michigan, there are approximately threeadditional jobs in the auto supply chain for every onejob on the assembly line. Those four jobs have a furtherindirect impact of creating another four jobs. So for oneassembly job, seven additional jobs will be created.Industry Canada reports that each automotive assemblyjob creates 4.9 indirect jobs, which is well above theCanadian Manufacturing accepted 1.2 indirect jobs perone manufacturing job.

Toyota plans to hire 1300 employees, most assemblyline. TMMC plans to use the economies of scale associatedwith their close vicinity to Cambridge’s administrationand engineering work force. Using the Canadian figureof 4.9, Toyotas new facility will create 6,370 new jobsabove the 1300 they plan to hire, making for a total of7,670 jobs. (SOURCE: CANADA’S TECHNOLOGY TRIANGLE)

Sewer (aka President) John McCarthy (right) tries his hand at sewing in Ontario Glove’s manufacturingfacility in Waterloo, while Dy Vongsaly, president-for-the-day looks on.

XQuote

``The cost of doing business is alwaysa key factor ... I know that our healthcare costs per vehicle are less inCanada than the United States.''

– RAY TANGUAY, president of Toyota Manufacturing Canada,

Bloomberg June 30, 2005

BUSINESS MONITOR

Growth, infrastructure, quality of lifeAn Exchange Magazine economic development report on Waterloo Region and Wellington County

THE BIGGEST, LIFE SHIFTING, MIND ALTERING, habit-changing transition facing citizens of Waterlooand Wellington communities in the coming decades could be summed up in one word – density.At the turn of the century, density was a concept familiar to architects and urban planners. Fiveyears later, density is a trigger that causes backs to arch and brows to furl. During the same timeperiod Regional and provincial governments have put in place growth strategies, published underthe title “Place to Grow”.

Developers have no choice but to face the challenges density brings. The challenge: build prof-itable structures in infill areas (brownfields), areas historically labeled as too expensive to bring tomarket. In June, Waterloo Region hosted a re-urbanization conference, “Think, re.Invent re.Urban-ize - Seizing Opportunity in Urban Development,” with area developers and interested parties. Amajority of developers and builders attended the conference.

For readers unfamiliar with planning terms, one must first understand the differences betweentwo distinct development areas: 1) Greenfield development and 2) Infill development. Some char-acteristics that distinguish the two speak to the bottom line for many entrepreneurs. Greenfield isless expensive to build on, Infill more expensive to build on; Greenfield involves less red tape, Infillmore red tape; Greenfield offers a larger market, Infill, smaller market.

At the heart of the debate is the reality that our communities are growing, and will continue togrow. Over the next several issues, Exchange Magazine will report on the ongoing changes,opportunities and trends. You don’t have to drive far to sense that growth is occurring inWaterloo and Wellington at a alarming rate. But what’s driving growth? Many attribute it to theindustrial and commercial success over the last half century, or our proximity to Toronto, orgovernment policies. It’s most likely a combination of all three. Peter Benninger, President ofColdwell Banker Peter Benninger Realty, comments: “The growth in our area is like a trainthat’s not going to stop ... The pieces are just going to fall in line with each other. I don’t thinkthe change in the [provincial or local] strategy is driving growth, that’s just managing growth;what’s going on here is a whole lot of things I don’t think anybody has a single answer for.”

On June 1, 2005 Stats Canada released “Work and Commuting in Census MetropolitanAreas, 1996 to 2001.” It highlighted a trend: “While Canadian metropolitan areas continue tobe characterized by a strong concentration of jobs in the downtown core, employment grewfaster in the suburbs of Canada’s largest metropolitan areas than in the city centres between1996 and 2001.” This raises concerns among planners with respect to urban sprawl, a termthat reflects communities growing out rather than up. Sprawl makes communities less denseand more open, and requires more infrastructure, transportation, sewer and services.

There are two key locales for growth in a prosperous community: employment lands, andresidential lands. Given that our area has a solid history of

CANADA DAY was a very happy occa-sion for people who work hard toattract sound investment in WaterlooRegion and surrounding communities.That day, Toyota Motor Manufacturing,Canada, Inc. announced they wouldspend $800 million on a new assemblingplant in Woodstock, Ontario. The plant,employing 1300, is located on the 401,30 minutes west of the TMMC Cam-bridge plant.The new facility will open in2008 to assemble Toyota’s compact SUV,the RAV4. The Woodstock facility is thefirst car manufacturing plant to be builtfrom scratch in Canada in 20 years.

Securing this facility was an accomplishment forToyota Canada. Credit should go to Ray Tanguay,recently named a TMC managing officer, and theTMMC team who made the case, says John Tennant,CEO of Waterloo Region Economic Developmentgroup the CTT.Tennant, with an Ontario-led delega-tion, visited the Canadian embassy in Tokyo with Tan-guay and other notables from the area.

He said, “There are many people who wanted tobe very supportive of TMMC; federal government,provincial government, all played key roles in puttingtogether some of the elements..”

One unique advantage Woodstock had was itsproximity to Waterloo Region, home of a number of“high technology” facilities, including the University ofWaterloo and Conestoga College Poly Technicalinstitution. “Today, with the University of Waterloo,

AUTO INDUSTRY FOCUSES ON SOUTHERN ONTARIO

John Tennant, CEO of CTT.

continued on page 12

and the high technology cluster that has greatstrength here, such as information technologies,sensing technologies, photonics, and various others,whether automotive or other forms of technology,many of these new technologies get applied in theautomotive industry,” said Tennant.

The Ontario and federal government competedfuriously for the new plant, with several Americanstates. Ontario, known for its excellence in the automanufacturing industry, agreed to commit $70 mil-lion CAD and Canada, $55 million CAD towardemployee training. A distinct advantage Canada andOntario has over the US is a health care system,low corporate taxation and an advantageous loca-tion, on major road and rail routes and in closeproximity to the existing complex in Cambridge.

SEPTEMBER 2005 l exchangemagazine.com l 11

St. John’s-Kilmarnock School (SJK) ispleased to announce that on July 1st Mr.Gary Lukachko became the Head of School.

Mr. Lukachko comes with 29 years experi-ence in education as a Teacher, Vice-princi-pal and Principal at both the elementaryand secondary levels. He has been therecipient of numerous awards and hasbeen recognized by his peers for his vision,academic leadership and strong sense ofcommunity.

“Mr. Lukachko brings with him an extensivebackground in education, he possessesvision, energy, drive and determination.We welcome him into the SJK community”,says Stewart Campbell, Chair, Board ofGovernors.

St. John’s-Kilmarnock is the region’s leadingindependent co-educational day schoolwith 475 students from Kitchener,Waterloo,Cambridge, Guelph and surrounding areas.SJK offers a full program from junior kinder-garten to grade 12 and is set on a beautiful36 acre campus located in Breslau.

www.s jkschool .org

St. John’s-Kilmarnock ANNOUNCES

NEW HEAD OF SCHOOL

GARY LUKACHKO

12 l exchangemagazine.com l SEPTEMBER 2005

BUSINESS MONITOR

spawning prosperous companies, don’t expect the demand for employ-ment lands to dwindle. But manage it we can. In 2000 the Regionundertook a Regional Growth Management Study of management ofgrowth for the next 40 years. In June 2003, Regional Council adoptedthe RGMS strategy. Key components of the strategy relate to protectionof environmental and ecological systems, development of a HumanServices Master Plan, promotion of distinct and authentic rural andurban communities, balanced urban development and development ofa higher order transit system, re-urbanization, infill intensification andheritage preservation. The RGMS contributed to development of aprovincial approach, and on June 13 2005, the “Places to Grow Act2005” received Royal Assent. “The Act provides a legal framework nec-essary for the government to designate any geographic area of theprovince as a growth area and develop a growth plan in collaborationwith local officials and stakeholders to meet specific needs across theprovince. The Places to Grow Act (Bill 136) enables the government toplan for population growth, economic expansion and the protection ofthe environment, agricultural lands and other valuable resources in aco-ordinated and strategic way.”

Governments manage growth by setting policies and guidelines fordevelopers in both industrial and residential capacities. In large meas-ure, private developers have worked closely with the municipalities indevelopment of residential communities. During the past severaldecades municipalities have taking it upon themselves to purchase andservice employment lands. What is driving the new attention is the“hardline” approach the Region of Waterloo has taken, with develop-ment boundaries drawn around the cities, banning annexation fromsurrounding townships. This has left some investors out in the cold.

Tim Ingold, President of the Home Builders Association, indicatesthat home builders are open to change. Traditionally, new home “busi-ness has generally been Greenfield development. Builders understandthat what [the Region is] asking them to do is retool for infill and re-urbanization.” Developers base their business models on the stagingmaps provided by municipalities. “The land that we have availabletoday, it’s staged, our demand for lots has been so great over the lastfive years, it’s almost that we’re developing and building faster than wecan stage the next level,” says Ingold.

The demand for employment lands “has been relatively strong,” saysJohn Whitney, president of JJ Barnicke and Chair of the CTT Land TaskForce. “In fairness, in the last number of years, Waterloo Region hashad virtually no land for sale. Our overview is that there is a strongneed for industrial land sales, we need to continue to supply land, andwe need to be competitively priced within the structure of Southwest-ern Ontario.” Whitney highlights concerns about the Region’s approachin calculating the amount of available employment lands and the factthat the Region doesn’t have “a real strategy for employment lands”. Hecites growing competition and strategic location of development as aninfluencing factors.

Next Issue : The Sleeping Giant

INDUSTRIAL AND COMMERCIAL LOCATIONS AVAILABLE IN WATERLOO REGION

continued on page 11

CITY OF CAMBRIDGE• Pinebush Industrial Subdivision,

Phase 2, located immediately southof Highway 401, will commenceconstruction by year end 2005.

• Boxwood Industrial Subdivision,located immediately east of theToyota plant, is scheduled for con-struction in early 2007.

CITY OF WATERLOO• 120 acre Research and Technology

Park offers a variety of lot sizes andopportunities for companies inter-ested in capitalizing on the worldclass research being undertaken atthe University of Waterloo and theWaterloo Centre for AutomotiveResearch.

TOWNSHIP OF WILMOT• New industrial area of 62 hectares

(153 ac.), located between NewHamburg and Baden. The industriallands face Highway 7/8 and all serv-ices are available, including rail.

GUELPH• 800 acres of employment land along

the 401 and Hanlon Expresswaydue to come available over the nextcouple of years.

TOWNSHIP OF WOOLWICH• Fully serviced industrial sites rang-

ing from 1.5 to 30 acres (0.6 to 12.1ha), attractive for parts suppliersand manufacturers are currentlyavailable in Elmira.

• In 2007 in the Breslau area, 400acres privately owned land can bedeveloped.

TOWNSHIP OF NORTH DUMFRIES• The Industrial Park area located at

401 and Regional Road 97 inter-change is prime for future industrialdevelopment offering larger parcelsof land for future industrial growth.

TOWNSHIP OF WELLESLEY • Prime vacant, greenfield industrial

sites available for immediate devel-opment locations include 28 acres(11.33 ha) adjacent to the settle-ment area of Wellesley and 15acres (6.0 ha) in the settlement ofSt. Clements.

CITY OF KITCHENER• 70 acres of newly developed, serv-

iced and graded industrial landhave been brought on stream in theGrand River West Business Parkalong Shirley Drive; available imme-diately.

Saturn Saabof Kitchener Waterloo

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