May 19, 2020

Canadian fireworks sales expected to rocket 40% for 150th birthday

Canada Day
Stuart Hodge
2 min
Canadian fireworks sales expected to rocket 40% for 150th birthday

Fireworks sales in Canada are expected to increase by 30-40% this year, boosted by the $500 million in federal funding the industry received ahead of the country’s 150th birthday celebrations.

A series of firework displays on New Year’s Eve marked the beginning of the landmark year and on Canada Day (July 1), Parliament Hill in Ottawa will host a massive fireworks show, expected to be one of the biggest ever seen in the country, with plenty more expected across Canada.

Tom Jacobs owns Rocket Fireworks, a company which produces its own commercial pyrotechnic shows as well as operating 15 retail locations throughout Canada for customers to purchase their own fireworks, and he says he’s never known such a demand.

He told The Globe and Mail: “Everyone is booked solid. If you wanted to add a show for Canada you couldn’t find anyone. It’s jammed.

“I’ve heard companies are already planning events around shows and some have been shooting commercials already for Canada Day.

“We’re definitely hiring more staff to cope with many more professional displays and the busier retail locations.”

Mystical Distributing is one of the largest importer-distributors of fireworks in Canada, and are another company who have seen a dramatic increase in sales.

Their owner Mark Phillips reckons the challenge is now to keep up with demand. He said: “If someone was spending $7,000 on a show, they’re (now) spending $12,000 this year; $30,000, now $50,000. Every show is bigger this year.

“We pre-ordered a lot of products. There have been factory closures in China by the government so there have been some issues with supply.”

No figures are yet available in terms of the overall value of the market, but last year 3.9 million kilograms of fireworks were imported into Canada and the figure is set to be significantly more this year.

Some experts in the industry are saying, though, that the prevalence of public displays during the Canada 150 celebrations will lead to a slight downturn in the commercial market for retail fireworks.

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Jun 12, 2021

How changing your company's software code can prevent bias

Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 


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