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Canada’s richest people 2023

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Canada Richest People

As of January 24, 2023, David Thomson was the wealthiest man in Canada, with an estimated net worth of 53.4 billion U.S. dollars, followed by Changpeng Zhao (No. 2, $17.4 billion), Jim Pattison (No. 3, $11.1 billion); and Anthony Von Mandl (No. 4, $9.9 billion).

David Cheriton is the fifth-richest person in Canada, with a whopping $9.5 billion. Joseph Tsai ranked 6th with a personal wealth of $8.4 billion, followed by Chip Wilson with $6.1 billion. Alain Bouchard is placed 8th with a net worth of $5.9 billion. Mark Scheinberg ($5.3 billion) occupied the 9th position among the top 10 wealthiest people in Canada.

 

 

CANADA BILLIONAIRES LIST  2023

  1. David Thomson & family: $53.4 billion
  2. Changpeng Zhao: $17.4 billion
  3. Jim Pattison: $11.1 billion
  4. Anthony Von Mandl: $9.9 billion
  5. David Cheriton: $9.5 billion
  6. Joseph Tsai: $8.4 billion
  7. Chip Wilson: $6.1 billion
  8. Alain Bouchard: $5.9 billion
  9. Mark Scheinberg: $5.3 billion
  10. Arthur Irving: $4.8 billion
  11. Emanuele (Lino) Saputo & family: $4.7 billion
  12. Bruce Flatt: $4.5 billion
  13. Daryl Katz: $4.2 billion
  14. Tobi Lutke: $4.0 billion
  15. Carlo Fidani: $3.9 billion
  16. James Irving: $3.9 billion
  17. Leonid Boguslavsky: $3.5 billion
  18. Barry Zekelman: $3.3 billion
  19. Jean Coutu & family: $3.2 billion
  20. Pan Dong: $3.1 billion
  21. Bob Gaglardi: $3.1  billion
  22. Peter Gilgan: $2.9 billion
  23. Jacques D’Amours: $2.9 billion
  24. Lawrence Stroll: $2.8 billion
  25. Mitchell Goldhar: $2.8 billion

 

Following are Canada‘s richest people 2023

Canada’s richest people 2023 Linda Campbell – $8.4 billion

 

Bloomberg indicates that CEO World Linda Campbell has total assets of $8.4 billion ($6.69 billion). Campbell is the granddaughter of Roy Thomson. She was given the first Baron Thomson of Fleet because of his news and data business work. Her granddad got going with acquiring a solitary newspaper in Ontario called the Timmins Daily Press.

The noble at last extended his organization the nation over and even across the Atlantic Ocean to form Thomson Corporation. The Thomson Corporation was given to Roy Thomson’s three kids – Kenneth Roy, Phyllis Audrey and Irma Jacqueline – after his death. With her better half Elwood Campbell, Phyllis Audrey proceeded to have three kids of her own, one of whom was Linda Campbell.

As per Private Wealth Magazine, Campbell claims an 11% stake of the Thomson family’s fortune. Campbell is known for her humanitarian efforts. Along with her two sisters, she spent 30 million USD to make the Campbell Center for Addiction and Mental Health.

 

As indicated by Forbes, the Thompsons, on the whole, are valued at $62.95 billion (USD 50.3 billion).

 

Weston Family – $18.86 billion

FILE PHOTO: Chairman and President of George Weston Limited W. Galen Weston speaks during the company’s annual shareholders meeting in Toronto, May 12, 2011. REUTERS/Mark Blinch/File Photo

Everything got going with a bread roll and a fantasy that would change Canada’s food and make billions for a long time into the future. Today, George Weston established George Weston Limited, a bread kitchen business in Toronto, in 1882. The Times (UK) indicates that the Weston family is worth $18.86 billion (£11 billion).

His child, W. Garfield Weston, is regularly credited with expanding the organization’s reach after his dad’s death. He had the option to do that by buying more small pastry shops across Canada. After that, he extended the organization into Europe, Australia and Africa. He worked bakeries, yet in addition ventured into dairies and fisheries.

He had 9 kids, and it was W. Galen Weston that took over after the passing of his dad and kept on growing the business until his demise in April 2021. Today, his child Galen G. Weston is in charge and is the current director and CEO of George Weston Limited.

The organization runs over 200 organizations worldwide, yet it is still particularly known for its association in the food business in Canada. The family runs the country’s biggest supermarket chain, Loblaws. Notwithstanding their Canadian organizations, the family additionally manages tasks all over the planet. Remembering Selfridge’s for Britain, Brown Thomas in Ireland and de Bijenkorf in the Netherlands became one of Canada’s richest people in 2022.

 

Gaye Farncombe – $8.69 billion

Try not to allow the last name to trick you. Gaye Farncombe is one more individual from the Thomson family and owns a piece of the empire. As indicated by Bloomberg, the CEO of World, Gaye Farncombe, has total assets of $8.69 billion (USD 6.91 billion). Farncombe is one more granddaughter of the incomparable Canadian newspaper investor, Roy Thomson. Farncombe is the sister of extremely rich person Linda Campbell, one of Canada’s richest people in 2023.

Private Wealth magazine indicates that Farncombe likewise possesses 11% of Woodbridge’s trading company. The very rich person is married to furniture maker Murray Farncombe. Farncombe claimed the top-of-the-line furniture store, Murron’s Cabinetry, in Oakville, Ontario, and her better half and another accomplice.

The store was a much-cherished piece of the Oakville people group, complete with a mascot bear and a welcome board until it shut its doors in 2019. Farncombe is definitely less known than many of her rich siblings and cousins ​​but adds to great efforts with her two sisters. The sisters have given millions to cancer research among different causes.

 

Taylor Thomson – $10.7 billion

Taylor Thomson is better known for superstar entertainer status than for her billions. As indicated by Bloomberg Business Index 2021, Thomson is valued at $10.7 billion ($8.53 billion). Regardless of that huge number, she isn’t the first, but the second, richest Canadian lady living in Toronto.

Taylor Thomson is the girl of Kenneth Thomson and sister to David and Peter Thomson. Like her siblings, she claims a 14% stake in her family’s investment organization. Born Lynne Thomson, she later changed her name to Taylor Thomson. The young, extremely rich person got through the legal defence test and filled in as an attorney before entering the world of acting.

Nobody would call her a star except she acted in a few TV series during the 1990s. Surprisingly, she showed up in a computer game. Nowadays, Taylor Thomson gives off an impression of being zeroing in on building her real estate portfolio with more than $ 120 million worth of real estate in California alone.

 

Peter Thomson – $10.7 billion

You’ll be seeing a couple of more individuals from the Thomson family before we’re through with this list. Peter Thomson is the co-seat of Woodbridge, which deals with the investments of the Thomson family. Bloomberg Billionaire Index indicates that Thomson is worth $10.7 billion ($8.53 billion) and claims a 14% stake in Woodbridge. Woodbridge manages interests in Thomson Reuters, Bell Media, the Globe and Mail and others.

Peter Thomson is no common, very rich person. He is likewise a rally race card driver. Thomson drives for Thomson Motorsport. Thomson is Kenneth Thomson’s child, the child of Thomson Corp. founder Roy Thomson. Peter is the lesser referred to as a child of Kenneth Thomson as his older sibling, David Thomson, turned into the organization’s face after the death of their dad.

Peter Thomson holds a bachelor’s degree from Western University. Peter and his wife, Diana Thomson, are known in the Toronto region for their generous efforts. For example, the donation of $5 million to Toronto East General Hospital for the making of a patient care community.

 

David Thomson – $10.7 billion

 

There may be an entire list of Canada’s richest people in 2023. Yet, only one of them can call himself a baron. As indicated by Forbes, David Thomson is the third Baron Thomson of Fleet and is worth $10.7 billion ($8.53 billion).

The title was first given to his granddad, Roy Thomson. Who began the Thomson Corporation by purchasing a solitary small community newspaper in Ontario. Thomson Corporation gained Reuters in 2008 to frame Thomson Reuters.

 

As per SEC documenting, the Thomson family’s financial administration firm, Woodbridge, has a 63.6% portion of Thomas Reuters Corp. He has additionally put resources into True North Entertainment. This organization possesses the Winnipeg Jets hockey group, and he claims real estate engineer Osmington.

 

David Thomson is notable in art circles and his gifts to the National Gallery of Ontario. One of his new commitments was to form the Canadian Photography Institute. For which he gave his private Origins of Photography collection.

 

Rogers Family – $11.57 billion

When quite a while in the past, radios gave the entertainment, and Edward Rogers Sr. created something that made those radios more reasonable. In this manner started the building of the wealth of the Rogers family. Canadian Business indicates that the Rogers family is worth $11.57 billion.

Edward Rogers Sr. planned one of the primary battery-less radios in Canada. He established the Rogers Vacuum Tube Company, which circulated those radios. He then, at that point, proceeded to form Toronto’s live radio broadcast CFRB (which is possessed by Bell Media today). Despite neglecting to assume control over his dad’s organization following his death. Ted Rogers set off to fabricate a telecom domain without any preparation by establishing Rogers Communications in 1960.

Today, Rogers Communications works in remote TV, web, communication, and media in numerous Canadian homes. Today, Ted’s child Edward S. Rogers III is the seat of Rogers Communications’ governing. His little girl, Melinda Rogers, is the vice-chair. Edward S. Rogers III is additionally the seat of Rogers Bank.

Rogers Corporation possesses a few significant games resources. Including a huge piece of Maple Leaf Sports, which owns many of Toronto’s influential games groups. Rogers owns the Toronto Blue Jays through – they were bought by Ted Rogers. Rogers stepped across Canada as the organization is associated with numerous generous efforts. These attempts incorporate youth programs in racialized networks and grant open doors.

 

Sherry Brydson – $17.3 billion

As indicated by Bloomberg, Sherry Brydson claims 23% of the Thomson family’s venture company, Woodbridge, earns an astounding $17.3 billion ($13.8 billion).

 

Her cousin, Dave Thomson, might be the face of the Thomson family out in public. However, Sherry Brydson is surely a strong voice in the Thomson family meeting room. Brydson’s efforts likewise go past Woodbridge through trading company Westerkirk Capital. Westerkirk oversees interests in accommodation, flight and media like Ontario’s Moose FM radio broadcasts. Besides these million-dollar investments, Brydson possesses a couple of independent companies in Toronto. Including Thai café Bangkok Garden and Elmwood Spa.

Brydson is notable outside of well-to-do circles for her ecological activism. As a matter of fact, her articles on pollution in the University of Toronto’s grounds newspaper are frequently credited with getting going Canada’s green development. The very rich person is additionally known for her work with ladies’ issues and the financial help of the YWCA.

Canada’s richest people 2023

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Half of Ontarians support union’s goals in ongoing LCBO strike: poll

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Fewer than one-third of Ontarians say they want the provincial government to intervene to end the 12-day strike at Ontario’s main liquor retailer, while about half are supportive of the striking union’s demands.

That’s according to a new Leger poll that asked if the government should use binding arbitration or legislation to ensure LCBO stores open as soon as possible.

Twenty-nine per cent of respondents supported such a move, while 44 per cent opposed it. The poll also asked if respondents support the union’s stated goals, including wage increases and more permanent positions. Just under half, 49 per cent, answered in the affirmative, while 25 per cent said they were not supportive.

Awareness of the strike in Ontario is high, according to the poll, with 89 per cent saying they knew about it, though only 15 per cent reported being personally affected. The Leger poll of 601 residents, conducted last weekend, can’t be assigned a margin of error because online surveys are not considered truly random samples.

Approximately 10,000 workers at the LCBO walked off the job on July 5 after negotiations broke down.

The union representing the workers said the sides were headed back to the bargaining table Wednesday.

The Ontario Public Service Employees Union has said the main issue is the province’s alcohol expansion plans that would see ready-to-drink cocktails sold outside LCBO stores — a move it maintains poses an existential threat to the LCBO and could lead to major job losses.

Colleen MacLeod, chair of the union’s LCBO bargaining unit, has said the plan would “mean thousands of lost jobs, fewer hours for the 70 per cent of LCBO retail workers who are casual and struggling to make ends meet, and hundreds of millions in dollars of lost public revenues drained from health care, education and infrastructure.”

The LCBO, a Crown corporation, nets the province $2.5 billion a year.

On Monday, the Ontario government sped up its expansion plan. The 450 stores across Ontario already licensed to sell beer, wine and ciders will be able to start ordering coolers and seltzers on Thursday and sell them as soon as they arrive.

The province has said it does not want to privatize the LCBO, and that the expansion is about giving people more choice and more convenience to buy alcohol.

Stephanie Ross, an associate professor in the school of labour studies at McMaster University, said Premier Doug Ford doesn’t have a great reputation when it comes to labour, given the high-profile disputes in recent years with health-care and education workers. And he’s faced accusations of making policy moves that benefit friends in the private sector, a criticism that’s been levied against him in the LCBO dispute.

“There is a base of support for the union’s message here, both in terms of the working conditions that they’re trying to fight to improve, and in terms of the role that the LCBO plays in funding public services in the province,” she said.

But the public may not be as sympathetic to LCBO workers as it has been to some others, like in the Metro grocery workers’ strike last year, she said — a relatively straightforward fight by low-paid workers struggling to afford food against the industry being partially blamed for food prices.

“And so in the depths of a kind of historic cost-of-living crisis, I think it was easier to feel sympathy for such workers in terms of really having to fight to make up lost ground.”

That means the LCBO union has its work cut out to try and convince the public of its cause, said Ross, especially when consumers are already divided on the liquor privatization issue in the first place. She thinks the union is doing a good job, however, of arguing the case for the LCBO as a public asset that helps fund important public services.

Larry Savage, a professor in the labour studies department at Brock University, said it’s clear both the union and the Ford government “are working hard to win over the public to their respective positions.”

The union has a “potentially powerful strategy” to gain public support, but it’s not a surefire one, he said in an email.

This strategy “requires people to connect the dots between the privatization of the LCBO and the loss of a critical revenue stream that contributes billions to public services like health care and education.”

Meanwhile, the government’s strategy has been to try and leverage consumer frustration over the strike in order to drive more support for increased privatization, said Savage.

“It’s a high-risk strategy because a heavy-handed approach can sometimes backfire and garner greater sympathy for the workers and their cause.”

In the Leger poll, 32 per cent of respondents said they looked for alternative locations to buy alcohol due to the strike, and while 15 per cent said they were concerned the strike could cause them to spend more money on alcohol.

Savage said while many consumers are likely inconvenienced, he also thinks most Ontarians are suspicious of the premier’s intentions when it comes to the LCBO: “It’s a classic case of private profits over the public good.”

This report by The Canadian Press was first published July 17, 2024.

 

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Half of Ontarians support union’s goals in ongoing LCBO strike: poll

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Fewer than one-third of Ontarians say they want the provincial government to intervene to end the 12-day strike at Ontario’s main liquor retailer, while about half are supportive of the striking union’s demands.

That’s according to a new Leger poll that asked if the government should use binding arbitration or legislation to ensure LCBO stores open as soon as possible.

Twenty-nine per cent of respondents supported such a move, while 44 per cent opposed it. The poll also asked if respondents support the union’s stated goals, including wage increases and more permanent positions. Just under half, 49 per cent, answered in the affirmative, while 25 per cent said they were not supportive.

Awareness of the strike in Ontario is high, according to the poll, with 89 per cent saying they knew about it, though only 15 per cent reported being personally affected. The Leger poll of 601 residents, conducted last weekend, can’t be assigned a margin of error because online surveys are not considered truly random samples.

Approximately 10,000 workers at the LCBO walked off the job on July 5 after negotiations broke down.

The union representing the workers said the sides were headed back to the bargaining table Wednesday.

The Ontario Public Service Employees Union has said the main issue is the province’s alcohol expansion plans that would see ready-to-drink cocktails sold outside LCBO stores — a move it maintains poses an existential threat to the LCBO and could lead to major job losses.

Colleen MacLeod, chair of the union’s LCBO bargaining unit, has said the plan would “mean thousands of lost jobs, fewer hours for the 70 per cent of LCBO retail workers who are casual and struggling to make ends meet, and hundreds of millions in dollars of lost public revenues drained from health care, education and infrastructure.”

The LCBO, a Crown corporation, nets the province $2.5 billion a year.

On Monday, the Ontario government sped up its expansion plan. The 450 stores across Ontario already licensed to sell beer, wine and ciders will be able to start ordering coolers and seltzers on Thursday and sell them as soon as they arrive.

The province has said it does not want to privatize the LCBO, and that the expansion is about giving people more choice and more convenience to buy alcohol.

Stephanie Ross, an associate professor in the school of labour studies at McMaster University, said Premier Doug Ford doesn’t have a great reputation when it comes to labour, given the high-profile disputes in recent years with health-care and education workers. And he’s faced accusations of making policy moves that benefit friends in the private sector, a criticism that’s been levied against him in the LCBO dispute.

“There is a base of support for the union’s message here, both in terms of the working conditions that they’re trying to fight to improve, and in terms of the role that the LCBO plays in funding public services in the province,” she said.

But the public may not be as sympathetic to LCBO workers as it has been to some others, like in the Metro grocery workers’ strike last year, she said — a relatively straightforward fight by low-paid workers struggling to afford food against the industry being partially blamed for food prices.

“And so in the depths of a kind of historic cost-of-living crisis, I think it was easier to feel sympathy for such workers in terms of really having to fight to make up lost ground.”

That means the LCBO union has its work cut out to try and convince the public of its cause, said Ross, especially when consumers are already divided on the liquor privatization issue in the first place. She thinks the union is doing a good job, however, of arguing the case for the LCBO as a public asset that helps fund important public services.

Larry Savage, a professor in the labour studies department at Brock University, said it’s clear both the union and the Ford government “are working hard to win over the public to their respective positions.”

The union has a “potentially powerful strategy” to gain public support, but it’s not a surefire one, he said in an email.

This strategy “requires people to connect the dots between the privatization of the LCBO and the loss of a critical revenue stream that contributes billions to public services like health care and education.”

Meanwhile, the government’s strategy has been to try and leverage consumer frustration over the strike in order to drive more support for increased privatization, said Savage.

“It’s a high-risk strategy because a heavy-handed approach can sometimes backfire and garner greater sympathy for the workers and their cause.”

In the Leger poll, 32 per cent of respondents said they looked for alternative locations to buy alcohol due to the strike, and while 15 per cent said they were concerned the strike could cause them to spend more money on alcohol.

Savage said while many consumers are likely inconvenienced, he also thinks most Ontarians are suspicious of the premier’s intentions when it comes to the LCBO: “It’s a classic case of private profits over the public good.”

This report by The Canadian Press was first published July 17, 2024.

 

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Being Angry at Employers for Looking out for Their Interests Won’t Land You a Job

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The current job market is a stark reminder of a fundamental truth: The employee-employer relationship is inherently asymmetrical. This asymmetry is the default of the employer taking on the risk of investing capital while employees only invest their time. Employers have the upper hand, and the right to work ultimately depends on their decisions, as evidenced by layoffs.

 

Employees don’t own their jobs; their employers do.

 

In the face of rejection after rejection, job seekers become frustrated and angry, blaming employers for being unreasonable, greedy, or only looking out for their interest, as if their employers are in the business of hiring people. This mindset is counterproductive and will only hinder your ability to land a job.

 

I don’t think job seekers are angry with employers. I think they’re angry because they were in demand, and now they’re not. Recently, the tech industry has had more than its share of layoffs. Most likely, until now, those laid off had only experienced being highly sought after. A shift of this kind requires humility, which is lacking amid all the anger directed at employers.

 

When making a hiring decision, the employer rightfully prioritizes its interests over those of the job seeker. Employers seek candidates who can deliver value and contribute to their organization’s success. In contrast, job seekers look for roles that fit their skills, experience, and career goals. Employers looking after their interests aren’t wrong or nefarious; it’s simply smart business.

 

Employers’ self-interests are not your enemies. Instead, use them to your advantage by identifying them and positioning yourself as the solution. Demonstrating how you’ll support the employer’s interests will turn you from a generic candidate into an asset.

Three strategies can be used to align your self-interests—presumably landing a job—with those of an employer (Envision, “You scratch my back, and I’ll scratch yours.”):

 

Understand the employer’s priorities, the obvious being to generate profit.

 

Job seekers tend to focus solely on the job description and the required qualifications and overlook the company’s overall goal(s). Knowing (read: researching) the company’s goals will enable you to explain how your skills and experience can support their goals.

 

Suppose you’re applying for a marketing coordinator role at a rapidly growing tech startup. The job posting lists key responsibilities, including managing the company’s social media accounts, creating content, and planning events. However, after studying the company holistically, you find, like most companies, it prioritizes gaining new customers.

 

With this knowledge, you can position yourself as a candidate who can help drive that growth by emphasizing, using quantifying numbers (e.g., In eight months, increased Instagram followers from 1,200 to 32,000.) in your resume, LinkedIn profile, cover letter and during your interview, your experience developing high-performing social media campaigns attracting new leads for previous employers. You could mention your innovative ideas for using user-generated content to raise brand awareness or partnering with industry influencers. The key is to show that you possess the required functional skills and understand the company’s overall goals and how you can help achieve them.

 

Explain how you’ll make your ‘to-be’ boss’s life easier.

 

Your ‘to-be’ boss is juggling a million competing priorities, budget constraints, and pressure from their boss to optimize their team’s productivity.

 

Position yourself as the candidate who’ll simplify your ‘to-be’ boss’s life, and you’ll differentiate yourself from other candidates. During the interview, make it a point to understand the specific pain points and challenges your ‘to-be’ boss is facing—I outright ask, “What keeps you up at night?”—and then present yourself as a solution.

 

Perhaps the department has a retention problem. You could tell a STAR (Situation, Task, Action, Result) story, demonstrating your ability to build strong cross-functional relationships and create a positive work culture that boosts employee engagement and loyalty.

 

Educating your prospective boss that by hiring you, they’ll have one less headache is a hard-to-ignore value proposition.

 

Show how their success is equal to yours.

 

Hiring boils down to finding candidates who can drive measurable business results. Don’t rely solely on your skills and experience. Outline how you can deliver tangible benefits to the employer. Quantify the value you’ve brought to previous employers.

 

If you’re applying for a sales role, share data on the year-over-year revenue growth, client retention rates, and customer satisfaction scores you achieved in your previous positions. Quantify the value you brought to the organization, then explain how you can replicate or exceed that level of performance in the new role.

 

Say you’re interviewing for an IT support position. In addition to highlighting your technical expertise, again using a STAR story, highlight your expertise in streamlining processes, reducing downtime, and providing exceptional customer service. Tie those accomplishments back to the employer’s need to maximize productivity and minimize disruptions.

 

The key is to make a compelling case that the employer also succeeds when you succeed.

 

It’s understandable to feel frustrated by rejection, but the most successful candidates recognize that employers have legitimate business priorities. Identifying an employer’s interests and showing how you can support them will improve your chances of landing a job. Stop expecting an employer to save you. Save an employer.

_____________________________________________________________________

 

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.

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