Throughout history, technological change has helped lift people out of squalor and poverty, raised standards of living and improved well-being. Technological change, however, can also be disruptive - rendering specific occupations and skills obsolete, unsettling economic structures and contributing to unemployment and economic uncertainty. Innovation is a driving factor of productivity and economic growth, but increasing productivity means that fewer people are needed to produce the same amount of goods. The increasing pace of technological change has led some to speculate that, in the digital era, technology might destroy old jobs faster than new ones are created. Job losses can occur, however, only if innovation outstrips growth in demand for new products and services. As well, the potential for automation does not necessarily translate into actual automation: the decision to automate depends on factors such as firm size, competitive pressure and the cost of a machine versus the cost of human labour. This Commentary assesses the impact of technological change on Canada's labour market over the past 30 years and highlights its implications for the near future. If the past is any guide, a continuation of gradual changes can be expected in the demand for skills in the labour force. This is a natural market reaction to technological change. There is unlikely to be a drastic shift in employment due to automation in the near future, although some industries and types of occupations will be more disrupted than others. Here, public policy could both encourage automation and prepare the workforce for the transition. Key findings are as follows: It is very unlikely that employment in occupations highly susceptible to automation (35 percent of Canada's employment) will be completely replaced by smart machines over the next few years. Canadian employment is concentrated in industries that have a low risk of automation, with industries where less than a quarter of the jobs are susceptible to automation accounting for 27.5 percent of total employment (4.9 million jobs). Industries where more than three-quarters of the jobs are at high risk of automation account for only 1.7 percent of employment (310,000 jobs). This implies that Canada's diversified economy and labour force are well positioned to adapt to rapid technological change. Occupations high in abstract, complex-decision-making skills with a strong focus on creativity, critical thinking and interpersonal social skills have a relatively low risk of being automated. An increase in demand for these skills is likely over the near and medium term. As the rate of technological progress increases and digitization permeates different occupations and industries, technical job-specific skills might become obsolete relatively quickly. This indicates a need to increase opportunities for continuous education and lifelong learning. Educational institutions such as colleges, technical schools and apprenticeship programs likely will have an expanded role over the lifecycle of employment as people learn to adapt to changing conditions.

Profile 1: Mobilizing knowledge in commercial innovations From the lab bench to commercial innovation, Profile 1 introduces Cynthia Goh, Professor of Chemistry and Medical Science and Associate Director of the Institute for Optical Sciences at the University of Toronto. Learn how Cindy Goh has mobilised academic knowledge and entrepreneurial energy to found ViveTM Nano and Axela Inc., two highgrowth life science firms. Case themes: Strategies to mobilise academic knowledge into technology innovation, including information management, licensing, due diligence, leadership, performance benchmarks, and mentoring.Profile 2: Using the Internet to spur cultural change The Internet is increasingly a source of commercial opportunity. Profile 2 describes the strategies used by Sue Van Der Hout (a social entrepreneur and former Bay Street lawyer), to found an online magazine targeting women (see Girlphyte Inc. at http://www.girlphyte.com/). Learn about the magazine's startup challenges and building business models. Case themes: Building profitable online services firm, including revenue models, types, access to capital, creativity, time to market, milestones, managing investor expectations, and reciprocity. Profile 3: Customer-focused leadership In 1993, former rocket scientist Dale Gantous joined the executive team of The InGenius Group of Companies. The company comprises InGenius People, a firm that provides IT professional services and InGenius Software, a firm that builds communications software for Voice over IP phone system customers. In Profile 3, learn how Dale Gantous is building a global, high performance, advanced technology firm. Case themes: Strategies to build highperformance advanced technology firms, including reputation, customer management, organizational culture, investing in R & D, and role modeling.Profile 4: Embracing government procurement opportunities Aboriginal business owner Angela O'Leary is the President of Nisha Technologies. With a focus on IT professional services and products, she has built her firm by targeting the Canadian federal government. In Profile 4, Angela O'Leary shares her experiences and gives advice about doing business with the federal government. Case themes: Strategies to sell to government clients, including monitoring contract opportunities, client stimulated growth, managing expectations, delegating, confidence, and finding qualified employees. Profile 5: Building collaborative capability in the information economy Serial entrepreneur, Cindy Gordon is the founding President of Helix Commerce International Inc., a firm that specialises in collaboration commerce (ccommerce). Helix Commerce International Inc. operates three whollyowned subsidiary operations: Helix Innovation Hive, Helix Talent, and Helix Virtual Worlds. In Profile 5, Cindy Gordon shares insights about her strategies to build a professional service enterprise. Case themes: Strategies to build professional service enterprise, including service models grounded in theory, auxiliary profit centres, annuity revenue models, certification, and targeting Fortune 500 businesses. Profile 6: Revolutionizing shopping through mass customization Unique Solutions Design founding President Tanya Shaw Weeks is creating threedimensional technologies that measure and monitor consumers' body mass, information used to order customermade apparel and monitor health. Profile 6 provides an overview of Tanya Shaw Week's exportoriented, technologybased operation and highlights the challenges of thinking globally. Case themes: Strategies to build global enterprises, including thinking global, multiple productuse technology platforms, acquisition, brand alliances, equity capital, due diligence, mentors, and equity capital. Profile 7: Using social capital to build partnerships Global entrepreneur and deal maker Joanne BallGautschi is the President of Partner International Inc., a firm that develops business relationships in the life sciences, pharmaceutical, aerospace and defence sectors. Profile 7 describes how one women business owner has built a global operation and network of over 80 Associates through social capital and proprietary market intelligence. Case themes: Strategies that build born global services firms, including social capital, performancebased compensation, cash flow, intellectual property and startup costs.Profile 8: Creating solutions through technology Founding owner of TBase Communication Inc., Sharlyn Ayotte is building accessible information technologies for the blind, and the visually and hearingimpaired. Profile 8 outlines Sharyn Ayotte's journey from blind entrepreneur to a world leader in client solutions to transcribe printed information into braille, large print, audio and secure online formats. Case themes: Strategies to create solutions through technological: business models, product/market development, learning from lead customers, tax incentives, legislation, and certification. Profile 9: Technology that enables rapid growth Profile 9 presents biotechnologist Joyce Groote, owner of HoleysTM. Holeys is a world leader in the use of injection foam moulding technology. Learn how Joyce Groote has managed exponential global expansion and the strategies she is now pursing to sustain growth. Case themes: Strategies to sustain growth, including innovation, brand recognition, establishing performance standards, strategic flexibility, corporate values, networking, love money, and hiring. Profile 10: Building sustainable green technologies Profile 10 focuses on strategies to grow green technologies. 8D Technologies is a world leader in advanced and intelligent multifunction point of sale solutions. Cofounder, President and CEO Isabelle Bettez is creating innovative products and services such as 100% solarpowered municipal bike rentals and userfriendly parking pay stations. Case themes: Strategies to grow green technology, including technology platforms, government as client and partner, export, intellectual property, local partners, expansion, and time management.

This year's Annual Report contains 14 value-formoney (VFM) audit reports. Five of these reports address health care, a sector that accounts for more than 40% of all provincial spending and affects every single Ontarian. The remaining nine VFM reports examine aspects of key provincial sectors and programs, including education, social services, farm-support programs, infrastructure, energy, settlement and integration of immigrants, emergency management, and tribunals (specifically, the Assessment Review Board and the Ontario Municipal Board). This year's VFM audits highlight a variety of areas in need of improvement. Apart from specific findings, we noted several themes common to many of this year; VFM audits that offer a look at areas where the Province can do better. These include: - Ministries do not always have all of the information needed to make the most appropriate decisions. - Some government services could be delivered in a timelier way. - Performance benchmarks are not always met (or sometimes are not set). - Spending controls and operational oversight need to be improved. - The level of services the public receives may vary depending upon where you live in Ontario. - Opportunities exist to eliminate duplicate services.

Anticipating and preparing for the impact of digital on the workforce is urgent, and just as critical to Accenture's business as it is to our corporate citizenship initiative, Skills to Succeed. When we launched Skills to Succeed in 2010, the global economy was emerging from a recession characterized by high unemployment rates in many countries, particularly among youth. Since launching Skills to Succeed, Accenture has built relationships with an international network of more than 500 nonprofit organizations and other ecosystem partners who are closing skills and employment gaps for vulnerable and marginalized people around the world. Together we have equipped over 1.7 million people with the skills to get a job or build a business. We have also conducted and disseminated research that translates practitioner know-how into evidence-based insights about what works to improve the collective performance of the Skills to Succeed network. When we look at the world today and five to 10 years into the future, we see a different picture from the backdrop against which Skills to Succeed was created. The rapid pace and scale of technological change and global flows of information, among other forces, are disrupting labor markets and fundamentally altering the future of work. While these shifts may create economic growth, new jobs and flexible work, they may also lead to the automation of routine, manual roles. The ability to seize these opportunities and manage potential obstacles, however, is not evenly distributed.1 Vulnerable and marginalized populations could face a 'double disadvantage' in the future, due to a lack of awareness of or means to adapt to these changes.

While Canada faces labour shortages due to a declining birthrate and aging population, many Canadians experience obstacles to employment and are underemployed relative to their educational and professional backgrounds. This report summarizes current data on employment outcomes for racialized Canadians and for recent immigrants to Canada, reviews the literature that seeks to explain these gaps and analyzes studies of programming and policy designed to close these gaps — including in the areas of settlement and bridging. While much is known about the problem itself, solutions to date have been fragmented.

Training for working Canadians is scarce, and the people who most need it are the least able to get it. As global competition and technological change increase, Canada needs to create effective and inclusive systems of training, which are essential for innovation, growth, employment and good incomes. In this report, Daniel Munro looks at Canada's strengths and weaknesses, training models from around the world, and suggests improvements to lifelong learning system

Workplace accommodations such as flexible work schedules or workstation modifications can play an important role in creating an inclusive and accessible work environment for many employees with disabilities. This fact sheet presents findings from the 2017 Canadian Survey on Disability (CSD) on requirements and access to workplace accommodations for employees with disabilities aged 25 to 64 years. It explores: the different types and number of accommodations commonly required in the workplace; whether those needs were met; and, the reasons why, in some instances, needs for accommodations went unmet. The key findings are: Of employees with disabilities aged 25 to 64 years, more than 1 in 3 (37%) required at least one workplace accommodation to be able to work. This represented just over 772,000 Canadians. The most commonly required type of workplace accommodations were flexible work arrangements (27%), workstation modifications (15%), and human or technical supports (6%). Employees with “more severe” disabilities (62%) were twice as likely to require workplace accommodations compared to those with “less severe” disabilities (29%). Of those who required workplace accommodations: 59% had all of their needs met, 19% had some of their needs met, and 21% had none of their needs met. The more workplace accommodations required, the less likely all needs were met. Of those who required only one accommodation, 75% had their need met; however, this drops to 36% when they required three or more. Of those with at least one unmet need for workplace accommodations: 69% said that they did not make the request for them to their employer or supervisor. Of these, 36% said their employer or supervisor was already aware they needed them. Of those with at least one unmet need for workplace accommodations: 25% said they did make a request for them to their employer or supervisor. However, 40% were refused their request.

Using the Davos theme of Globalisation 4.0, PwC tells a compelling story of CEOs' external world view on growth, what that means inside their organisations, and the constraints on their organisations' push for growth against those external headwinds. PwC uses its historic data set to demonstrate shifts and trends, as well as to paint a persuasive picture of business playing a primary role in the realignment of economies and society.