Politics

“We closely monitor white supremacist media,” said CAMERA analyst Dexter Van Zile, who himself has been the target of white nationalist attacks. “My colleague Jonah Cohen quickly proved that Forward journalist Ari Feldman misled readers that Peterson has support among far-right racist communities.”

“The exact opposite is the case,” said Van Zile. “Neo-Nazis and white nationalists vehemently hate Jordan Peterson. It’s a demonstrable fact.”

Cohen published his findings in a much-discussed article in the Weekly Standard titled “The Shameful, Unethical Smearing of Jordan Peterson.”

In the article, Cohen concluded: “In sum, what Feldman did was to 1) lie about a neo-Nazis’ opinion of Peterson; 2) use that lie to suggest he has a vast neo-Nazi following at the Daily Stormer; 3) conceal all the Jews who like [Peterson]; and 4) seek out political partisans to smear him as a possible Holocaust-denier.”

In response to Cohen’s article, Michael Shermer, editor of Skeptic magazine which debunks myths and pseudoscience, tweeted: “The Forward just jumped the shark by going after Jordan Peterson & gets royally nailed for it by the Weekly Standard. Shameful disregard of the truth.”

Cohen wrote, “Even the most superficial reading of Peterson’s oeuvre suffices to show he’s an uncompromising enemy of anti-Semitism—and a real friend to the Jewish people.”

The Forward was then forced to remove Feldman’s false claims about neo-Nazi support for Peterson. It also had to change what it reported about Emory University professor Deborah Lipstadt, after she took Feldman to task for misrepresenting her comments in the article.

“When Feldman contacted me, I explicitly told him that I had never read Peterson’s work and knew very little about him,” wrote Lipstadt. But, she said, “my repeated assertions and qualifications about my knowledge of Peterson’s arguments did not appear in his article thereby potentially skewing many readers’ assessment of my remarks.”

Van Zile called the Forward article “a textbook case of a media hit job.” He said “what’s most depressing is that the article dangerously undermined the meaning and significance of anti-Semitism and the Holocaust.”

On behalf of CAMERA, Van Zile has sent two formal letters to Forward editor Jane Eisner asking that the magazine “acknowledge that Peterson is loathed by Jew-haters, neo-Nazis and white nationalists.”

From his experience at the heart of the Canadian economy, Tiff Macklem, former Senior Deputy Governor of the Bank of Canada, has brought a fresh perspective to the University of Toronto’s Rotman School of Management, one which underscores the School’s long established strength in the area of corporate governance and risk management research and education.

Macklem had a front-row seat during 2008-2009 financial storms where, as he says, “It was very scary.” This experience gave him a profound understanding of the dynamics of financial crises and global financial systems, and consequently the need for strong risk management and corporate governance and the need for quality executive education to promote better boardroom culture and leadership.

In the wake of the crisis Canada emerged with its reputation enhanced, as the world noticed the strength of the governance in Canada’s financial institutions and companies. According to Macklem this was due first to the way governance was monitored and the high level of transparency in the reporting on companies in Canada, including by The Globe and Mail, and secondly to director education and boardroom development – an area where Rotman held a pre-eminent position.

Since 2003, Rotman has partnered with the Institute of Corporate Directors to train directors to meet and exceed heightened expectations of good corporate governance. Over 3,800 directors have graduated from the program since its inception.

Proud of this tradition, Macklem says that Canada must not be complacent. Although currently Canada still tops the international league table in terms of good governance leading the way in many areas, in the wake of the financial crisis, many other countries have stepped up – Norway for example has championed diversity and the UK has recently established good rules around independence.  Progress has been made around the world but a lot remains to be done as the era of corporate scandals is clearly not over, and a mistrustful public expects much better from its business leaders.

Over the past two decades, business leaders have had to face a growing number of challenges which have placed increased demands on directors and intensified the call for better governance. From the bankruptcy of Enron in 2001 through the financial crisis of 2008 to the present, multiple corporate scandals have exposed the egregious failure of executive boards to prevent excessive risk taking, presenting a huge challenge to the business world to do better. This overarching challenge is made more difficult by several other new pressures.

One new pressure is that CEOs and boards have to be constantly alert to interventions by ‘activist shareholders’ – large institutional and hedge-fund investors – who frequently play a decisive role in interactions between corporations and markets, too often it seems for their short term gain rather than the company’s long term good.

Another growing challenge is the emerging need for greater governance of technology risk and cyber security. This covers a wide range of issues from building systems and processes to guard against cyber-attacks and online fraud to monitoring the company’s social media interactions to guard against reputational damage and to react almost instantly to negative press.

The need to react promptly to fast changing events echoes another pressure that causes a short-term outlook in too many boardrooms – the pressure for quarterly reporting. This need to report good news to shareholders and analysts every quarter, allied to the growing need to focus on regulatory and compliance issues, stops boards from stepping back and considering the biggest issue of all: long-term strategy.

“Successful boards find time for longer term strategic thinking” says Macklem and yet too often “The squeaky wheel gets the most oil”– the constant pressure from analysts and regulators attracts boardroom attention to the detriment of strategy. A board that focuses on the short-term and the legalistic tends to develop a ‘tick-box’ culture and crucially fails to have the challenging in-depth conversations that really question the company’s long term prospects and direction.

Ethical corporate behaviour is not merely a boardroom issue; it is rather a matter of overall corporate culture. However, as Macklem insists, corporate culture starts and is led from the top before it spreads down through the organization. Risk management needs to be a board, or risk committee, priority but its implementation then depends on clear communication down through the organization.

There has always been a conflict been a values-based culture imposed through regulations and compliance and one that relies on trust. Canada has been better than most in finding a balance. The key is to develop a culture that is based on principles, one where management can be effectively challenged, and where open-minded thinking is encouraged to make sure every option is considered and good ideas are nurtured – so the cream rises to the top. The first place to start, says Macklem, is in the boardroom, where ‘groupthink’ must be avoided and as a matter of practice all strategic options should be open for discussion.

Board dynamics, starting with leadership from the CEO, can set the tone for the wider corporate culture and can crucially steer the organization away from the shocking failures in financial risk taking that we have seen in the recent past, towards an ethical culture that discourages greed and says: we first and foremost are here to serve our customers and clients.

Our interview with Dean Macklem took place around the time the news of Volkswagen’s emissions scandal broke – news which underscores his belief that a top priority for executive educators at business schools is to develop ethical leadership practices and promote principles based corporate cultures. Business schools have a key role both through their cutting-edge research in this area and in translating research so it can be applied and have a real impact in practice. Hard pressed senior executives have a deep responsibility to manage governance, for their organizations and for society as a whole, in an ethical and accountable way, and business schools can provide the support and thought-leadership to support them.

In 2025, Canada will continue to implement the multi-year immigration plan approved by the Department of Immigration, Refugees, and Citizenship (IRCC). The primary focus is on redistributing new arrivals outside major metropolitan areas and accelerating their integration into the economy.

The government maintains its plan to welcome 500,000 new immigrants annually through 2027, but is changing the structure of its programs. The participation rate for economic immigration programs (including Express Entry) has been increased to 65%, with additional points being added for willingness to settle in small towns and rural areas.

The Rural and Northern Immigration Pilots (RNIP) program has been expanded to 30 new communities, including cities in Nova Scotia, New Brunswick, and Manitoba. These municipalities receive subsidies for housing, language training, and support for new residents during the first year.

Particular attention is being paid to the recognition of foreign qualifications. In 2025, the national BridgeUp platform was launched, helping immigrant professionals (doctors, engineers, teachers) complete the accreditation process more quickly and affordably. Professional associations and provincial regulators act as partners.

Language training has also been reformed. Now, all participants in economic immigration programs have access to free English or French courses before arriving in Canada through the IRCC Learn online platform. This increases their chances of rapid employment.

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Amid growing climate risks, the Government of Canada is intensifying cross-governmental engagement with the provinces and territories. In January 2025, at the annual conference of prime ministers, the Climate Partnership Declaration was signed, outlining joint actions to reduce emissions and adapt to climate change.

The document acknowledges the diversity of approaches: for example, Quebec and British Columbia maintain their emissions trading systems, while Alberta and Saskatchewan are focusing on technological solutions such as carbon capture and storage (CCS). The federal government is committed to respecting these differences but insists on achieving a national goal of reducing emissions by 40–45% by 2030 compared to 1990 levels.

One key mechanism is the creation of the $2.8 billion Climate Transformation Fund. The funds will be distributed using a formula that takes into account both emissions levels and the economic potential of the region. Provinces with coal-fired power and heavy industry will receive the largest grants.

Particular attention is being paid to clean transportation. The federal government will reimburse up to 50% of the cost of charging stations in rural and remote areas and subsidize the purchase of electric buses for municipalities. By 2035, all new passenger vehicles in Canada must be zero-emission.

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In 2025, Elections Canada will implement a series of changes aimed at increasing accessibility and participation in federal elections. Initiatives approved by Parliament in late 2024 will come into effect in preparation for the upcoming election, scheduled for October 2025.

Among the key changes is the expansion of early voting opportunities. Early voting will now be available for 10 days, up from the previous seven, including weekends. This is especially important for residents of remote areas, where polling stations often operate on limited hours.

A new online voter registration system will also be introduced. Citizens will be able to update their information (address, name) through a secure portal integrated with tax and passport agency databases. This will reduce errors and improve the accuracy of the voter lists.

Accessibility at polling stations has been improved for people with disabilities: all polling stations in cities with populations over 50,000 must be equipped with ramps, tactile markings, and voice-activated voting machines.

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In February 2025, the Government of Canada released an updated version of the “Nation to Nation Strategy,” aimed at strengthening partnerships with First Nations, Inuit, and Métis peoples. Developed in consultation with Indigenous community representatives, the document focuses on self-governance, land rights, and social equity.

One of the key elements of the strategy is a commitment to finalize all outstanding land claims agreements by 2030. To date, more than 100 modern agreements have been signed, but approximately 150 remain under negotiation, particularly in British Columbia and the Northwest Territories.

The government has also allocated $1.2 billion to support self-government institutions. These funds will be used to establish local health, education, and justice authorities governed by the communities themselves. Agreements have already been signed with 12 communities in Alberta and Saskatchewan. Particular attention is paid to language revitalization. The strategy will expand access to Indigenous language programs in schools and universities, and create a digital archive of oral traditions. According to Statistics Canada, less than 15% of Indigenous people speak their native languages ​​fluently.

Social indicators are also a key focus. Despite progress, poverty, infant mortality, and unemployment rates in Indigenous communities remain above the national average. The new strategy includes targeted investments in housing, clean water, and health infrastructure.

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In early 2025, the House of Commons of Canada began considering Bill C-47, which aims to modernize citizens’ rights in the digital space. The initiative, developed by the Ministry of Innovation, Science, and Industry, proposes introducing new regulations regarding data privacy, algorithmic transparency, and the right to digital self-determination.

The bill establishes a single federal data protection standard, replacing the outdated Private Sector Personal Information Protection Act (PIPEDA), which has been in effect since 2000. The new regime will require companies to notify users of the purposes for which they collect data, obtain their consent in an understandable manner, and provide access to their digital information upon request.

Particular attention is paid to artificial intelligence. Organizations using automated decision-making systems (for example, in lending or hiring) will be required to explain the data and logic underlying their algorithms. This provision was developed in accordance with the recommendations of the Government of Canada’s AI Ethics Commission.

Bill C-47 also proposes the creation of an independent body—the Digital Regulator of Canada—with powers to investigate violations, impose fines (up to 5% of a company’s annual revenue), and issue orders. The regulator is expected to begin operations in 2026 if the bill is passed.

Government parties have expressed support for the initiative, but the opposition (represented by the Conservative Party and the Bloc Québécois) has proposed amendments to ease requirements for small businesses and clarify the definition of “sensitive data.” Discussions are ongoing in the Industry and Technology Committee.

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