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‘Don’t be such a snowflake’: Integrity commissioner says Midland councillor disrespected, bullied colleagues

Coun. Bill Gordon is the subject of another investigation by the integrity commissioner.

In a by Principles Integrity, he was found to have disrespected, bullied and harassed fellow councillors and staff. He was also accused of allegedly exerting undue influence to pressure a local developer.

Councillors Jonathan Main and Jim Downer and Deputy Mayor Mike Ross all filed complaints with the integrity commissioner. 

“We saw a pattern of a lack of decorum in social-media postings, emails to senior staff and council communications,” said Main. “There were a series of incidents which were alarming, and that’s really why we put forward a complaint. Clearly, the code of conduct wasn’t being followed.”

In , Gordon was reprimanded for a pattern of rude, aggressive and bullying behaviour that included offensive language on social media.

The latest incident is addressed in a report that will be presented to council Dec. 9.

Several exchanges between Main and Gordon are highlighted in the document. In one instance, Gordon sent an email to Main that stated, “I have little to no personal respect for many of you or a couple of our senior team. I come by that honestly and have the bills to prove it. I have to work with you and have managed to keep most of my contempt for many of you at bay.”

According to the report, Gordon also sent Main a direct message over Facebook in which he stated: “Don’t be such a snowflake.”

Principles Integrity found these comments and behaviour constitute harassment, stating “no workplace could condone such explicit disrespectful treatment among co-workers.”

In mid-July, council was made aware of complaints by residents on Taylor Drive. Staff notified council they were working on a remedy. A month later, the developer advised the town that, after having a discussion with Gordon, it would address the complaints “to avoid a motion at the next council meeting.”

The integrity commissioner did not find Gordon guilty of pressuring the developer, but called the incident “inappropriate interference” and a violation of the code of conduct.

In , Gordon said he doesn’t dispute the facts. However, he feels his fellow councillors should have approached him first. 

“(It) is both offensive and abusive to weaponize the Code of Conduct to advance personal grievances against one another,” he wrote. “We are adults and communications, even when disagreeing, is how we should solve our differences — rather than turning to legal process.”

Gordon has committed to continuing to learn from his “mistakes, missteps and errors” while “acting in good faith” as an elected representative.

“I cannot commit to never offending someone,” he wrote. “(If) someone is determined to look for ways to be offended by someone, they are almost certain to find them.”

Main stressed the complaints were not personal. 

“At the end of the day, what council really wants is for everyone to adhere to the code of conduct — to keep a respectful, professional workplace,” he said.

Principles Integrity has recommended that Gordon be formally reprimanded.

‘It’s turning into a crisis’: Simcoe-Grey MPP Jim Wilson calls on province to stop ‘out of control’ insurance premium hikes for condo owners

Simcoe-Grey MPP Jim Wilson is putting pressure on the Ford government to take steps to address what he calls ‘the insanity that has run rampant’ in the commercial insurance industry.

During the Oct. 21 question period at Queen’s Park, Wilson made his case to Ontario’s Finance Minister Rod Phillips as to why he feels its time to regulate the industry.

One of the condo corporations in Green Briar saw its premium double to more than $16,000 in 2019, and it doubled again this year to $30,000, despite not having any claims during these periods. And there doesn’t appear to be any relief in sight, with the condo board anticipating the premium may double again to almost $60,000 for 2021.

Wilson likened this to “near criminal behaviour” and noted it is affecting condo corporations everywhere in the province.

Wilson doesn’t accept the reasons the industry has made for jacking up the rates, such as costs related to the pandemic and severe weather.

“It’s turning into a crisis,” he said. “People can’t get insurance, they need insurance, and the excuses from the industry are unacceptable.”

Phillips said the government has been keeping a close watch on all segments of the insurance industry since it came into power in 2018. While he didn’t offer a plan that would fix the problem, he did say the government has been meeting with consumers, insurance companies and the Financial Services Regulatory Authority of Ontario to come up with solutions.

“(Insurance companies) need to understand their customers today will be their customers tomorrow,” Phillips said. “Ontarians expect no less than fair treatment from them.”

Magna’s new boss, Seetarama (Swamy) Kotagiri, on coping with the pandemic — personally and professionally

The new year will bring a shifting of gears for Seetarama (Swamy) Kotagiri, who will take over the helm of Ontario-based auto parts giant Magna from long-time CEO Don Walker, who announced his retirement Tuesday.

Kotagiri has been with the company for more than two decades, most recently as president. An engineer who thrives on efficiency, he took a few minutes out of his busy schedule to talk about the COVID-19 pandemic and Magna’s way forward in a swiftly changing industry.

Q: This is a pretty interesting time for anyone to be making a big career change, let alone becoming a CEO. What’s that like for you?

SK: I’ve been with Magna for over 21 years and 25 years in the industry. So, I would like to see this as a smooth transition. I’ve been working with Don (Walker) for the last eight years very closely, so I don’t see this as a big change.

I’m sure there are things to learn, but I know the team, all my peers. We have been cohesively working together for some time so I don’t see that as a big challenge. It’s definitely exciting.

Q: You were made president of Magna not that long ago. Has that job helped prepare you for this new role?

SK: It definitely helped connect the dots. Over the last eight months we’ve been working together, I had a chance to get a little bit more exposure than what I already had.

This is a comprehensive process that’s been ongoing for over three to five years. So it was a hands-on coaching and learning experience, and the last step was the role of president.

Q: How has the pandemic affected your day to day, both personally but also professionally?

SK: Working from home, the day and night seem to all blend together. You have to make a concerted effort to put in the physical activity.

We’ve definitely learned some things that we didn’t think were possible before, but missed a few things, you know, just getting up and walking up to a desk and the human interaction.

I think we had more limitations in our mind of what could be done remotely.

Q: And how has the pandemic affected Magna?

SK: Just the whole industry … We’ve kind of had to come to an abrupt halt and do a complete restart by region from China and then Europe and the U.S., but we are really proud of how the team came together addressing it. Not only just doing what we had to do at Magna, but contributing to the industry startup as a whole.

The team really came together in a crisis. But it’s good to say we never had to stop an OEM (original equipment manufacturer).

Q: How do you plan on making the company stronger and moving forward after the difficulties caused by the pandemic?

SK: I think the reason why we were able to react quickly and in a fast way is how we are structured, very agile, very decentralized. That helps. We always had a plan, not for COVID, but we have gone through the 2008-09 crisis.

We’re looking at every possible way to see what did we learn, and can we improve efficiency going forward.

Q: The world of executives is pretty white. What’s it been like for you to be a visible minority at the top?

SK: I’ve never thought about it until you brought it up. I’ve been fortunate enough. One of the reasons why I came to Magna 21 years ago was the unique culture.

If you’re talented and you have the skills and if you want to take accountability and responsibility, you get to do what you want to do. That’s how fair enterprise is defined and, I guess, since you mention it now, I’m a good example of that.

Q: Are you going to continue on with Don Walker’s strategies for Magna? Or do you have any big changes in mind?

SK: Magna has been evolving for 60 years with the changing industry and it has done really well. As the industry evolves and changes, we have to be able to evolve and change along with it.

I definitely am not going to look for a change for the sake of change.

This interview has been lightly edited and condensed for clarity.

Rosa Saba is a Calgary-based business reporter for the Star. Follow her on Twitter: