Manitoba’s economic outlook is increasingly shaped by workforce challenges, including labour shortages, skills gaps, and intensified competition for talent. Business leaders report that these issues are worsening, even as the labour market evolves rapidly for workers. At this pivotal moment, addressing workforce needs is critical to enabling business growth, advancing projects, and supporting community well-being. Solutions require aligning education and training with current economic demands, creating clear career pathways for young people, improving access to talent both locally and externally, and strengthening supports like child care. Through advocacy and collaboration, the Manitoba Chambers of Commerce is working to advance workforce development, support business adaptation, and expand opportunities for under-represented groups, with the goal of building a stronger, future-ready workforce for long-term provincial growth.
SUMMER 2026, VOL. 28
THE VOICE OF MANITOBA BUSINESS
THE NEW WORKFORCE CHILD CARE POWERS WORKFORCE GROWTH GROWING DEMAND IN SKILLED TRADES AND EMERGING INDUSTRIES
Sick notes overload the health care system and take time away from patient care. Plus, they aren’t a very effective tool to manage absenteeism. Thankfully, Manitoba’s employers, unions, and HR experts have jointly recommended eliminating sick notes for most short-term absences. The provincial government has introduced legislation that will limit sick notes. Doctors are here to help We understand this may be a big change for some employers. That’s why Doctors Manitoba has partnered with HR experts to create a free toolkit to help you transition away from sick notes, and we’ve planned a webinar for employers and HR professionals to help.
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THE VOICE OF MANITOBA BUSINESS
SUMMER 2026, VOL. 28
MANITOBA CHAMBERS OF COMMERCE jointhechamber.ca President and CEO Chuck Davidson Vice-President, Policy and Government Relations Elisabeth Saftiuk Director of Business Development and Member Relations Brent Hutton Communications | Consultant Olivia Baldwin
CHUCK DAVIDSON President and CEO Manitoba Chambers of Commerce
APPROACHING WORKFORCE CHALLENGES WITH A VISION — AND A PLAN
M anitoba’s economic Across the province, businesses are navigating labour shortages, a gap between workers’ skills and the requirements of available jobs, and growing competition for talent. At the same time, workers are fac- ing a labour market that is evolving faster than ever. For the past number of years, the Manitoba Chambers of Commerce has been polling business leaders in this province about their workforce outlook is increasingly shaped by one defining factor: people. challenges through our Manitoba Business Outlook survey in collabo- ration with Leger. Those business leaders have told us repeatedly the situation is getting worse, not better. Our province — and our busi- ness community — is at a pivotal moment. The pressures are real, but so is the opportunity to build, train and retain a workforce that is ready for the future. This is not just a labour market issue. Access to the right workforce is foundational to whether businesses can grow, projects can move forward and communities can thrive.
Meeting that challenge requires a clear vision and a focus on what we can control. Education and training systems must reflect the needs of today’s economy. Young people need clear opportunities to pursue careers here at home. Employers must be able to access the talent they need (whether developed locally or attracted from elsewhere). And the infrastructure that supports workforce participation, including child care, must be in place. At a time of strong demand across sectors, Manitoba cannot afford to lose talent. Through the collective voice of the chamber network, these priorities are being advanced with governments at all levels. That includes advocacy for investments in workforce develop- ment, support for businesses as they adapt to new technologies, and work to expand pathways and access for under-represented groups. This issue of MBiz explores what comes next — how Manitoba can strengthen its workforce, address critical gaps and build the capacity we need to support our province’s long-term growth. ■
1355 Mountain Avenue Winnipeg, MB winnipegfreepress.com CEO Mike Power CAO Brent Leung VP, Revenue and Business Development Michele Prysazniuk Editor Jennifer McFee Creative Shakar Hagiev, Tammy Mitchell, Karen Spence, Ken Waterman Advertising
Myles O’Reilly, Sales Manager Amy Anders, Nelson De La Cruz, Joel d'Eschambault, Rebecca Fitzpatrick, Gustavo Luy, Sydnee Pham For advertising inquiries, please call 204-697-7390. © 2026 Manitoba Chambers of Commerce All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. Disclaimer The opinions expressed by the authors, advertisers and/or editorial sources contained in MBiz magazine are those of the respective parties and do not necessarily represent the opinion of the publisher. MBiz magazine is published on Treaty 1 territory and the homeland of the Métis Nation.
Cover: Courtesy of MITT
1 SUMMER 2026
The Manitoba Chambers of Commerce 2026-2027 BOARD OF DIRECTORS
OFFICERS Vince Barletta, Chair Harvest Manitoba Inc. Beverlie Stuart, Past Chair Manitoba Institute of Trades and Technology Karly McRae, Vice-Chair Lakehouse Jamie Dumont, Vice-Chair Chadwick Consulting Ltd. Michael Boucher, Treasurer Deloitte Alison Kirkland, Secretary Consulting Josh Bokhaut, Legal Counsel Pitblado Law
DIRECTORS
Michelle Kuly Blueprint Inc. Nick Bockstael Bockstael Construction Limited Sachit Mehra East India Company Pub & Eatery Stacy Kennedy Vale Canada Limited Tessa Masi Steinbach Chamber
From Winnipeg to rural Manitoba, our board represents the diversity of the province’s business community. These leaders bring fresh ideas, deep expertise and a shared commitment to driving growth, innovation and opportunity across Manitoba.
Chris Avery Arctic Gateway Group James Fehr RBC Royal Bank Josh Girman PCL Constructors Canada Inc. Mark Colley EPLS Group of Companies Matt Pilloud MNP LLP Michelle Finley
of Commerce Tilda Fortier Greenstone Building Products Tracy Dandeneau People First HR Services
Wawanesa Mutual Insurance Company
Michele Hazell Manitoba Start
“The Chambers' core strength is bringing Manitoba’s business community together, whether that’s shaping provincial policy or helping businesses grow, and that’s the impact I’m proud to champion,” says Beverlie Stuart, past board chair.
JOIN THE NETWORK THAT POWERS MANITOBA
ELEVATE your brand awareness and credibility in the business community INVEST in the success of your company and access a wealth of perks and benefits AMPLIFY your voice on policy matters that impact your business EXPAND your network of business and industry leaders across Manitoba
The Manitoba Chambers of Commerce is dedicated to championing the companies, organizations and people that make this province a great place to work and live. We unite a network of 65 local chambers and nearly 10,000 member organizations, focusing on provincial issues while local chambers bridge the gap, connecting us to business needs at every corner of the province. If you’re a member of your local chamber of commerce, you already know the power of the network. Expand your reach and join your provincial chamber. JOINTHECHAMBER.CA
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SUMMER 2026
FEATURED IN THIS ISSUE:
Also in this issue:
Advancing the Manitoba advantage in Ottawa 4 2026 Manitoba champions 5 Sio Silica: Manitoba’s economic engine for advanced manufacturing 31 The benefits of tourism 32 Manitoba hog farmers, leaders in environmental best practices 43
Manitoba's workforce moment 6
8
Bridging the gap between industry need and apprenticeship supply 12
Immigration changes make it tougher for Manitoba businesses to attract, retain talent
From nuclear innovation to environmental renewal 44
Building the workforce in Manitoba's north 34
Child care is a workforce essential 18
24 Youth employment exposure
3 SUMMER 2026
ADVANCING THE MANITOBA ADVANTAGE IN OTTAWA
From left to right: Kate Doer, Business Council of Manitoba | Felicia Wiltshire, Manitoba Heavy Construction Association | Loren Remillard, The Winnipeg Chamber of Commerce | Sanjana Vijayann, The Winnipeg Chamber of Commerce | Chris Lorenc, Manitoba Heavy Construction Association | Chuck Davidson, Manitoba Chambers of Commerce | Aimee Goyer, CentrePort Canada | Elisabeth Saftiuk, Manitoba Chambers of Commerce | Bram Strain, Business Council of Manitoba | Carly Edmundson, CentrePort Canada
I n April, a delegation of Manitoba business and community lead- ers — including the Manitoba Chambers of Commerce, Business Council of Manitoba, CentrePort Canada, Manitoba Heavy Construction Association and The Winnipeg Chamber of Commerce — met with senior federal decision- makers to advance priorities tied to Canada’s economic strength, security and resilience. Discussions highlighted Manitoba’s role in strengthening trade, infrastructure and sup- ply chains. Our province’s central
need for a responsive, regionally informed immigration approach to address labour shortages and sup- port growth in our province. The visit underscored the impor- tance of sustained engagement with federal partners to align priorities and advance shared economic goals. Manitoba’s business community is unified and ready to work with the federal government to help build a more resilient and competi- tive Canada. ■
location and integrated multimodal transportation network position us to expand export capacity, improve trade flows and enhance national competitiveness through strategic infrastructure investment. Manitoba’s aerospace, advanced manufacturing and biosciences sectors were also identified as key contribu- tors to Canada’s defence capabilities and Arctic sovereignty, supported by access to the Port of Churchill and a central logistics advantage. Workforce challenges remain a critical issue for Manitoba busi- nesses, and leaders emphasized the
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2026 MANITOBA CHAMPIONS The Manitoba Champions Awards recognize outstanding businesses and leaders whose innovation, leadership and community con- tributions help drive the province’s economic and social success. Manitoba’s business community recently recognized the 2026 recipients of the Manitoba Champions Awards, presented by the Manitoba Chambers of Commerce in part- nership with Manitoba Liquor and Lotteries. Colleen Munro, president and CEO of the Munro Group, received the Lieutenant Governor’s Award for Outstanding Contribution to the Community (Individual). A respected leader in heavy construction, Munro has built her career through inno- vation, determination and a commitment to opening doors in a traditionally male- dominated industry. Her impact extends well beyond business, reflecting a deep commit- Outstanding Contribution to the Community by a Business award. Serving northern and remote communities across Manitoba and Nunavut, the airline plays a vital role in connecting people and delivering essential services. Through its support of health care, education and cultural initiatives, Calm Air demonstrates how business can be a power- ful force for community well-being. Ten organizations were also recognized as 2026 Manitoba Champions for their leadership, innovation and contributions to Manitoba’s workforce and economy: • 6P Marketing (Winnipeg) • Decor Cabinets Ltd. (Morden) • Dreamcatcher Promotions (Winnipeg) • HyLife (Steinbach) • Lakehouse Properties (Wasagaming) • mode40 (Steinbach) • North Forge (Winnipeg) • Penn-co Construction (Steinbach) • PhiBer Manufacturing (Crystal City) • U Multicultural (Winnipeg) ment to community leadership. Calm Air was honoured with the
5 SUMMER 2026
We are a province with a strong culture of collaboration between busi- ness, education and government. We have sector strengths in agriculture, advanced manufacturing, aerospace, construction and biosciences. We have communities that are growing and industries that are ready to invest. Most importantly, we have a track record of building practical made-in- Manitoba solutions. Looking ahead, the question is not whether opportunity exists but how we act to seize it. Manitoba’s economic future will depend on our ability to align the systems that support work- force growth — including attraction, retention and participation — into a clear and coordinated strategy. Businesses across the province con- sistently identify workforce gaps as one of the most significant barriers to growth. Addressing those gaps requires a deliberate focus on attracting, retain- ing and investing in the people our economy depends on. Workforce is not simply a labour market issue. It is the foundation of economic growth. Immigration is a clear example. The Manitoba Provincial Nominee Program is the foundation of the province’s immigration system, accounting for approximately 85 per cent of eco- nomic immigration. It has been widely recognized as one of the most suc- cessful programs of its kind in Canada, connecting skilled workers directly to labour market needs and supporting long-term retention in communities across the province. In a province with low unemploy- ment and sustained labour demand, workforce growth depends on our abil- ity to attract and retain talent. Without the Provincial Nominee Program, Manitoba would receive only a frac- tion of the workers needed to support economic growth.
MANITOBA’S WORKFORCE MOMENT: From constraint to opportunity BY ELISABETH SAFTIUK M anitoba is at an inflection point. Across the province, busi- nesses are navigating a labour market shaped by demographic change, evolving skills needs and shifting global economic conditions. These pressures are real, but they are only part of the story. The more important story is this: Workforce is not simply a labour mar- ket issue. It is the foundation of economic growth. It determines whether businesses can expand, whether major projects can move forward and whether Manitoba can fully realize its full potential in trade, infra- structure, manufacturing, natural resources and emerging sectors. Manitoba has many clear advantages to build upon. Manitoba has a clear opportunity to build a stronger, more resilient and more competi- tive workforce for the future.
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MANITOBA'S WORKFORCE MOMENT
That means better aligning immi- gration with labour market needs, training with industry demand, education with career opportunities, and public policy with the realities of modern work and family life. When these systems work together, they produce a workforce that is not only able to keep up with demand but one that is skilled, adaptable and resilient.
If we want to grow and retain talent, our young people must be able to see a future here. That means early exposure to careers in skilled trades, technology, manufacturing, agriculture and emerg- ing sectors, as well as clear pathways from education to employment. It also means ensuring Manitoba remains competitive with other provinces in attracting and keeping the next gen- eration of workers.
Building a strong provincial work- force is about more than attraction. It requires a dedicated focus on align- ment and retention, particularly as employers point to a growing mis- match between available talent and the skills required in today’s economy. Addressing that gap requires stronger connections between education, train- ing systems and industry demand, while also ensuring Manitobans, par- ticularly young people, are aware of the full range of career opportunities available to them here at home. Despite the breadth of opportunity across Manitoba’s economy, reten- tion remains a persistent challenge. Manitoba has historically experienced a net loss of individuals aged 15 to 35 through interprovincial migra- tion, primarily to Ontario and Alberta. Research from the Canada West Foundation further underscores this trend, showing that, except for the first year of the pandemic, the prov- ince has experienced consistent net out-migration of approximately one per cent of young adults aged 25 to 34 annually since 1986.
At a time when infrastructure projects are expanding and demand for trades is growing, ensuring that training systems are flexible, accessible and aligned with employer needs will be critical to sustaining momentum.
Workforce challenges are commonly framed in terms of shortages, but the more important conversation is about capacity. How will Manitoba build a workforce that supports growth, adapts to change and competes in an increasingly complex global economy? This is not simply a challenge — it is an opportunity. This edition of MBiz explores that opportunity from multiple perspec- tives: how immigration is reshaping Manitoba’s labour pipeline, how apprenticeship and training sys- tems can better align with industry demand, how early exposure and partnerships are preparing the next generation, and how enabling infra- structure like child care can support increased participation across the workforce. Manitoba’s workforce is not only a challenge to manage but also a strate- gic asset to develop. Manitoba’s business community is ready to lead. Supported by the right policies, partnerships and sustained focus, we can build a workforce that supports growth, strengthens com- petitiveness and ensures that young people, families and businesses all see a future of opportunity in this province. The moment is here. The opportu- nity is real. And Manitoba is ready to deliver. ■
Retention is central to sustaining that growth. The same principle applies to workforce participation. Manitoba has seen strong gains in labour force participation in recent years, including among women. That progress reflects both economic necessity and changing workforce dynamics. But participation alone is not enough if the systems that support it are not aligned with how people live and work today. Child care is a clear example. Accessible, reliable childcare options underpin workforce participation, business recruitment and strong communities. When these are not available, options for families are limited and so is the available work- force at a time when employers need it most. Workforce development also depends on training systems keeping pace with demand. In the skilled trades, apprenticeship pathways remain essential to building capacity. At a time when infrastructure projects are expanding and demand for trades is growing, ensuring that train- ing systems are flexible, accessible and aligned with employer needs will be critical to sustaining momentum. The common thread through each of these priorities is alignment.
7 SUMMER 2026
A shrinking talent pool
RECENT IMMIGRATION CHANGES MAKING IT TOUGHER FOR MANITOBA BUSINESSES TO ATTRACT, RETAIN TALENT
BY JIM TIMLICK
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SUMMER 2026
IMMIGRATION
In Manitoba, a province that relies heavily on immigration and particularly the Provincial Nominee Program to connect skilled workers with workforce needs, those changes are creating uncertainty.
have also made it more costly and time-consuming for them to bring in foreign workers. Many of the immigration programs that are working for companies are employer-driven. Pagtakhan says. That means employers file applications, make attestations, submit documentation and undergo assessments, all of which can chew up valuable time and resources. “There’s a lot of paperwork. That’s tough, especially for smaller busi- nesses that are trying to just fill one or two positions and might not have the bandwidth in their organizations to put together a full compliance program and understand what they’re doing every time they fill out an appli- cation,” he says. “Some small businesses have said to me, ‘I don’t even want to bother. It’s just too much work. I can’t afford to do this. Forget the fees. I just can’t afford to do it on the basis of time and then all this record keeping.’ Even for larger busi- nesses that have that sort of framework set up, it’s still a very large adminis- trative burden, especially if you have multiple employees to deal with.” Pagtakhan has some advice for busi- nesses looking to bring in workers from other countries. First, keep up to date on any changes to federal or provincial immigration policies. Changes can occur on an almost-monthly basis and businesses need to be aware of them in order to make timely and appropriate decisions. Next, find an immigration program that works for you and helps address your business’s specific needs. Once you’ve done that, submit your applica- tion as soon as possible before that program’s quota is filled.
of whom work part-time while studying); and a significant shift in the number of skilled foreign workers allowed into Manitoba through the province’s nomi- nee program (6,239 for 2026 compared to 9,540 in 2024). In Manitoba, a province that relies heavily on immigration and particu- larly the Provincial Nominee Program to connect skilled workers with workforce needs, those changes are creating uncertainty. Reis Pagtakhan, a Winnipeg immi- gration lawyer with MLT Aikins, says these changes have impacted all kinds of businesses, making it especially difficult for businesses looking to fill lower-skilled positions. That’s particularly true for many retail and hospitality businesses because most of the openings they need to fill are entry-level positions. “People that aren’t entering as trades- people or professionals or executives are having a much more difficult time getting a work permit, and employers are having a much more difficult time getting them work permits,” he says. Pagtakhan says one of the concerns he’s heard from many business owners is that these changes could jeopardize Manitoba’s ability to attract and retain workers from other countries. “If you’re a worker looking for something long-term and know that the long-term guarantee is no longer there, you might say, ‘Why am I even going to bother starting a career in Canada if I’m just going to have to go home in couple of years?’ For people seeking permanent residency, it becomes very discourag- ing,” he explains. Not only have these recent changes reduced the labour talent pool businesses have to draw from, they
M anitoba businesses are fac- ing a familiar challenge. A persistent labour shortage and the mismatch between available jobs and the workers needed to fill them are limiting growth and impacting workforce participation. The pressure on businesses is intensifying as recent federal immi- gration changes redefine Canada’s labour pipeline. Among the changes: a drastic reduction in the number of low-wage temporary foreign workers a company can employ (now capped at 10 per cent of an employer’s total workforce, down from the previous limit of 20 per cent); cuts to the number of study permits granted to international students (many
9 SUMMER 2026
IMMIGRATION
As labour shortages persist, immigration policy will continue to play a central role in shaping Manitoba’s workforce, something that businesses must continue to make the case for to policy and decision-makers.
encouraging them to speak up to let decision-makers know that immigra- tion is a solution needed to address Manitoba’s labour shortage. “I think what Manitoba businesses and Manitoba labour have to do is to tell their story about why we still need foreign workers here and pair that story with what we’re doing to make and create opportunities for people who are already here — Canadian citizens, permanent residents and temporary foreign workers,” Pagtakhan says. “It’s not like we’re bringing in people because there’s a Canadian next door or the next street over that’s qualified. We’re bringing them in to feed the industries that we need to grow here.” ■
Then, consider applying to multiple programs at the same time if you have the time and financial wherewithal to do so and see which one pans out best. “Look at federal solutions; look at provincial solutions. You want to get it as fast as you can under what- ever solution works,” Pagtakhan says. “Essentially, what you’re dealing with here is the immigration Hunger Games.” As labour shortages persist, immi- gration policy will continue to play a central role in shaping Manitoba’s workforce, something that businesses must continue to make the case for to policy and decision-makers. Pagtakhan advises businesses to continue to adapt — and to advocate — as the system evolves,
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SUMMER 2026
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11 SUMMER 2026
THE MISSING LINK: Bridging the gap between industry need and apprenticeship supply
BY ERIN DEBOOY
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SUMMER 2026
APPRENTICESHIP AAPI PERXEPNL TAIICNEESDH I P
Photo courtesy of Tec-Voc High School
W ith a growing number of construction projects on the horizon in Manitoba, demand for skilled work- ers is rising. But labour shortages and challenges in attracting and training young people for careers in the trades continue to strain the industry. Some experts warn that constraints within the apprentice- ship system could widen the gap. “There's a couple things that we keep an eye on,” says Darryl Harrison of the Winnipeg Construction Association. “One is labour demand. We also keep an eye on the number of people leaving the workforce due to retirement — and how quickly can we bring new people into the industry, train them up and get them ready to go.” Following recent changes to provincial apprenticeship ratios, Harrison says fewer people are entering apprenticeships now than two years ago. Apprenticeship-to-journeyperson ratios exist to support safe, high-qual- ity training for workers. The current apprentice-to-journeyperson ratio limits each journeyperson to supervis- ing one apprentice at a time. Prior to October 2024, the ratio was 2:1.
“The result has been less oppor- tunities for people to enter an apprenticeship,” Harrison says. “The ratio change is particularly impactful in rural areas in Manitoba, where there may not be many journeypersons to work under. It means that it will take longer for some apprentices to get the hours that they need to progress The 1:1 apprentice-to- journeyperson ratio determines how many apprentices a single journeyperson can mentor. through their apprenticeship.” Manitoba is an outlier in Canada, where most provinces have ratios of at least 2:1, he adds. Timely access to training is another key factor to addressing the province’s skilled workforce shortage. While Harrison says there is no single solu- tion, he believes improvements can be made to ensure training is available at the right time and at the right level for employees and apprentices.
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APPRENTICESHIP
“The more apprentices we can get converted into full journeypersons, the better.” – DARRYL HARRISON WINNIPEG CONSTRUCTION ASSOCIATION
Photos courtesy of MITT
trades are key to strengthening the workforce, she adds. “The more we can cre- ate seamless pathways for individuals, the more we’ll see people access systems and find a pathway to employ- ment,” she says. “Trades are such a good career choice. The world is changing with AI, and skilled trades will be here forever — we will always need tradespeople.” Expanding outreach to under-represented groups, including women, is also part of that effort.
“The more apprentices we can get converted into full journeypersons, the better.” Bev Stuart, vice-president of business development and community initiatives at MITT, says access to training can be particularly challenging for apprentices living outside urban centres. “Not all colleges deliver all the levels, so if you have to relocate to access some of the apprenticeship training, that makes it difficult,” Stuart says. Reducing barriers and chang- ing public perceptions of the
Continued on page 16
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SUMMER 2026
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“In the last few years, we have been doing a concentrated effort to promote and engage First Nation people and trying to encourage them to get into the trades.” – JOAN HARRIS-WARREN, EXECUTIVE DIRECTOR, FIRST PEOPLES DEVELOPMENT INC., to get into the trades,” Harris- Warren says. “We know there’s a demand, and we're here to bridge the gap. It's a win- win for the program, for the employer and for our students.” Raising awareness about the variety of available trades careers is an impor- tant first step. First Peoples Development Inc. not only educates and promotes the programs available but also what the actual available jobs are. Often, people aren’t aware of just how many roles there are to fill, she says. “We want to make sure people are aware of what’s available to them, and people are definitely gravitating toward the trades,” she says. “Our ulti- mate goal is to ensure that they have sustainable employment.” Despite ongoing chal- lenges and growing demand, industry leaders say progress is being made. Employers and training institutions are working to better align workforce needs with post-secondary program- ming, while consultations are underway to streamline the apprenticeship system. ■
“It’s showcasing the viable career options and the amazing Manitoba employers we have,” Stuart says. Joan Harris-Warren, execu- tive director of First Peoples Development Inc., says her organization is working to con- nect First Nations communities with training and employment opportunities in the trades. “We have been doing a concentrated effort to promote and engage First Nation people and trying to encourage them
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SUMMER 2026
FPDI First Peoples Development Inc. 20
17 SUMMER 2026 20 years of skills, growh and opportuniy
CHILD CARE: A workforce essential BY LINDSEY WARD
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SUMMER 2026
CHILD CARE
W hen a Manitoba family is expecting a baby, words of congratulations are often followed by "you'd better get on a wait list." Across the province, many parents face uncertainty about whether they will secure a childcare spot in time to return to work. A 2025 study by the Manitoba Child Care Association found that one in two families delayed returning to work because of childcare challenges. Elisabeth Saftiuk, vice-president of policy and government relations at the Manitoba Chambers of Commerce, says that child care must be viewed as more than a family issue. "As a chamber of commerce, fram- ing matters. If we are serious about strengthening our economy, we must treat child care as core infrastructure that enables participation in the work- force and align our systems with the realities of modern families,” she says. "When child care is accessible, affordable and reliable, it sup- ports workforce participation,
recruitment and retention. But when it is not, it limits opportunity, it con- strains productivity, and it influences whether young families can remain in a community.” Labour force participation among core-aged women (25-54) reached a record 85.5 per cent in 2024, according to Statistics Canada. But Saftiuk says that progress does not represent an improvement in how systems support the realities of parents. In a society where many families rely on two incomes, conventional work hours often do not align with school drop-off and pick-up times, leaving parents to manage a patchwork of before and after school care and school transportation logistics.
"If we are serious about strengthening our economy, we must treat child care as core infrastructure that enables participation in the workforce and align our systems with the realities of modern families."
– ELISABETH SAFTIUK, VICE-PRESIDENT, POLICY AND GOVERNMENT RELATIONS AT THE MANITOBA CHAMBERS OF COMMERCE
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CHILD CARE
affordability does not always translate into access. “We improved affordability without expanding capacity at the same pace, and many fami- lies have absorbed the resulting strain,” she adds. Manitoba’s largest childcare provider, the YMCA-YWCA of Winnipeg, is supportive of the lower daily rate for families, though president and CEO Cordella Friesen agrees the only way to see true growth in the sector would be to increase the number of childcare spots — a solution that comes down to capital.
“For families who have access to support from relatives such as grandparents, that can take some of the edge off, but not everyone has that option and, frankly, we can’t be relying on it,” Saftiuk says. “We need a system that sup- ports families so they can make the choices that are right for them, recognizing the value of caregiving while ensuring those who want to participate in the workforce are able to do so.” Saftiuk says the introduction of $10-a-day child care has been transformative for many families — but for others, it remains out of reach. Without enough spaces,
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KEEP THE DOOR OPEN
Friesen says more programs like the YMCA-YWCA’s current partnership with Assiniboine College — an 18-month program allowing ECEs to work three days a week while attending classes to upgrade their diplomas for two days — would help ensure childcare centres are properly staffed. “We want people that are trained and qualified,” she says. “There's a specialty to working with all age groups. A two-year- old can't tell you how their day was, so you are trusting really important people with your most precious assets.” Quality care is non-nego- tiable for parents, and Friesen says child care is directly connected to economic growth for any community because parents must feel comfortable going to their jobs.
Friesen says the YMCA- YWCA’s most well-known centre in Winnipeg has a wait list of 17,000 children — a dishearten- ing number when the ability to expand by even 100 to 200 spots is a challenge. Manitoba’s 2021 agreement with the federal government commits to the creation of 23,000 new openings for chil- dren under the age of seven at non-profit childcare centres across the province by March 31, 2026. “One of the things that we are advocating for with the province under the agreement is to have 100 per cent of capital covered because then we can expand way faster,” she says. Expansions of any size increase the need for quali- fied early childhood educators.
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21 SUMMER 2026
CHILD CARE
According to a survey conducted on behalf of the Manitoba Child Care Association in 2025: 37% OF PARENTS TURNED DOWN A JOB because of problems finding child care 52% DELAYED RETURNING TO WORK because of problems finding child care 17% QUIT A JOB because of issues with child care 63% TURNED DOWN EXTRA HOURS at work because of a lack of child care
imperative for the rest of that child's life,” Friesen says. “My experience even in talk- ing to parents when they finally get a spot is just the relief of knowing that they're going to have a spot at the Y — that there is this infrastructure, those standards they know we can be trusted for. I think that relief is hard to put into words for the many parents I talk to. It is relief because we are part of their family network.” Expanding that network is essential, not only for the sense of relief and certainty it gives families but for the stability it offers the workforce, Saftiuk says. “Without access to high- quality child care that families can rely on, labour force participation will remain arti- ficially constrained.” ■
“You want to make sure that your kids are safe, that they are growing, that they are developing. That social infra- structure provides stability in the workforce.” Families of children with physical or developmental disabilities face additional challenges that may require collaboration between medical professionals and daycare staff to ensure the child’s devel- opmental needs are met. The wait for those supports can also prevent or delay a return to work. “It really is a community response. And for parents to have that kind of support when you're worried about your child meeting those crucial stepping stones, espe- cially through chronic illness or chronic developmental situations, it is a community
SOURCE: CHILD CARE IN MANITOBA: PARENT SURVEY HIGHLIGHTS HTTPS://MCCAHOUSE. ORG/SITES/DEFAULT/FILES/2025-09/ MCCA%20MINI%20REPORT%20%28MEDIA%20 RELEASE%29.PDF
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OPPORTUNITY ON THE HORIZON: Youth employment exposure BY KRISTIN MARAND I f you’ve ever watched a young person’s attention drift, you know how quickly engagement can disappear and also how quickly it returns when something sparks their interest. Career Trek, a registered charity, delivers career-focused programming to students in 40 schools across 12 school divisions in Manitoba. Its programs focus on early expo- sure, education and community partnerships.
Activating that spark is key when introducing students to potential career paths. In Manitoba, that jour- ney can begin as early as elementary school and continue throughout a student’s education. Programs offered through school divisions and a dedicated non-profit are helping youth explore their interests, build confidence and work toward meaningful careers. “Hands-on experiential learning helps engage students in their educa- tion,” says Kerry Swanson, CEO of Career Trek. “This has contributed to improved school attendance and stronger connec- tions to learning across the province.”
Photos courtesy of Tec-Voc High School Artists at the Wonder of Work program at Tec-Voc High School
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Participants develop practi- cal skills, including resumé writing, interview prepara- tion and an introduction to workplace conduct. Summer camps are also delivered, offering more opportunities to visit businesses and indus- tries during the workday. “We're always surprised at how often kids find that spark at a young age. Many of our participants come from equity-deserving homes and are in a situation where they don't see any kind of future for themselves,” he adds. “Through exposure to this program, those children are able to imagine themselves in that role and then going on and pursuing that.”
Wonder of Work introduces children in grades 5 and 6 to a range of careers, while Your Future is Now offers high school students more in-depth, hands-on experiences aligned with post-secondary pathways and labour market needs. Many programs run after school or on weekends, at little or no cost, and include a nutrition component to help students focus and flourish. “Career Trek has a proven track record of improving out- comes for equity-deserving youth by reducing barriers, expanding access and creat- ing supportive environments where young people can thrive,” Swanson says.
Career Trek offers career-focused programming to students in 40 SCHOOLS ACROSS 12 DIVISIONS in Manitoba.
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YOUTH EMPLOYMENT EXPOSURE
where schools will come and see and connect directly with industry and with companies that are looking to hire.” The division includes two vocational schools — R.B. Russell and Tec-Voc — that offer programming in the skilled trades. Students enrolled in a certified vocational program receive a post-sec- ondary quality education and can earn their Level 1 accreditation, participate in workplaces practicums and go directly into employment. McAlpine says there has been a noticeable shift in giving students more agency when it comes to forging their path and presenting all opportunities, not just those that require a university degree. That can start with choosing which high school to attend.
opportunities that become more hands-on as students enter middle and high school years. “In elementary, we’re focused on the exposure piece, where you might have different people with different jobs coming in to talk to kids or to support kids in experiencing different things,” explains Garth McAlpine, assistant superintendent of innovation, engage- ment and STEAM with the Winnipeg School Division. “For our middle years group, we offer applied technology, which we previously called shops and home economics classes, where kids are get- ting a little bit of hands-on experience. We run career fairs twice a year within the division, in the fall and in the spring,
Career Trek programming gives expo- sure to both emerging and traditional career paths. “We try not to just focus on what's new and glittery but also remember that those traditional careers that have been out there are still there and offer great jobs right here in Manitoba. Kids can get their education right here and then go on and live a full and produc- tive life, without having to ever leave Manitoba,” Swanson says. “It gives them something to aspire to.” Winnipeg School Division is also committed to early exposure of students to different careers, with
Continued on page 28
Wonder of Work introduces children in grades 5 and 6 to jobs they might want to try later in life.
Supplied photo Students attend a Wonder of Work program nursing lesson.
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LEGAL CONSIDERATIONS OF AI YOUTH EMPLOYMENT EXPOSURE
For students with a strong interest in trades, Tec-Voc offers a Try-A-Trade day when middle-years students can sample different vocational programs to find their fit. “It's important to let kids decide what their interests are and what they're pas- sionate about, and then the school's job is to try and make connections and connect learning to that,” McAlpine says. “We really try to work and support students based on their interests. So, if a student has a strong interest in some- thing, we have a network of supports within the division to build those connec- tions and say ‘I know who you should talk to’ or ‘We know a way in which we could support you.’”
Photos courtesy of Tec-Voc High School
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YOUTH EMPLOYMENT EXPOSURE
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Relationships within the community and with busi- ness and industry partners are key to the success of programs offered by both Career Trek and Winnipeg School Division. “Relationships between staff, students and families within the community and across the division are a pillar of our strategic plan,” McAlpine says. “We create opportunities for kids through strong relationships.” ■ If your business or industry is interested in get- ting in front of students, both organizations would welcome your call. To learn more about how the Winnipeg School Division prepares students for careers, visit winnipgsd.ca. Career Trek also offers information, advice and financial support for youth pursuing post-second- ary education. This year, they intend to offer 10 scholarships to support equity-deserving youth pursue their careers through a partnership with the Canadian Scholarship Trust. To find out more about Career Trek’s programs, visit careertrek.ca.
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Supplied Photo Dr. Nandika Bandara at Wonder of Work
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SIO SILICA
SIO SILICA: THE UNTOLD STORY — MANITOBA’S ECONOMIC ENGINE FOR ADVANCED MANUFACTURING
trade corridor to international markets — reducing reliance on traditional routes and strengthening northern infrastructure. Sio Silica’s planned $125-million investment into Churchill further reinforces this vision — revitalizing the port, supporting northern development, and creating sustainable economic activity, including 20 direct local jobs with In today’s geopolitical landscape, control over critical minerals and manufacturing capacity is no longer optional — it is essential. Sio Silica represents a rare opportunity to secure a North American supply of high-purity quartz, ensuring that materials critical to defence, technology, and infrastructure are produced and processed domestically. This is about more than economics. It is about resilience, independence, long-term growth potential. A Strategic Asset for Canada The narrative around Sio Silica has often been narrowly framed. But the truth is far more compelling. This is not just a mining project. It is an economic platform. A manufacturing engine. A nation- building opportunity. Manitoba has always had the resources. What it needed was a project bold enough to unlock their full value. That is the untold story of Sio Silica. And it is only just beginning. ■ and leadership. The Untold Story
High-purity quartz (HPQ) is a critical input in fibre optics, semiconductors, medical technologies, and national defence systems. In a world driven by AI, data, and digital infrastructure, HPQ is no longer a commodity — it is a strategic resource. And Manitoba has it in abundance. With Sio Silica’s vertically integrated approach, Manitoba moves from being a supplier of raw materials to a hub of advanced manufacturing — capturing value, creating jobs, and strengthening Canada’s economic sovereignty. The Ripple Effect: Real Investment, Real Jobs The impact of Sio Silica extends far beyond a single project. Through strategic partnerships like RCT Solutions — one of many advanced manufacturing opportunities — representing over $3 billion in investment, Manitoba stands to see 8,000 direct jobs and more than 17,000 indirect jobs across the province. This is not theoretical growth. These are real, scalable opportunities that touch construction, energy, logistics, technology, and manufacturing sectors. It is the kind of economic multiplier Manitoba has been waiting for. Global Demand, Local Advantage Sio Silica is already positioned in global markets, with offtake agreements in place in European markets, securing demand for Manitoba’s high-purity quartz. The logistics are equally strategic. With approximately four shipments annually moving through the Port of Churchill, Manitoba gains a direct
F or years, Manitoba has sector, but an entire provincial economy. That story is no longer hypothetical. It’s here. It’s Sio Silica. What many still see as a resource project is, in reality, something far more significant: a catalyst for advanced manufacturing, a builder of sovereign supply chains, and a generational opportunity to reposition Manitoba on the global stage. searched for its next defining economic driver — one capable of transforming not just a
Beyond Mining: Building a Manufacturing Economy
Sio Silica is not about extracting and exporting raw material. It is about keeping value here — processing, refining, and enabling the industries that define the future.
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