Canada's Top 100 Employers (2019)

ct100.ca

2019

2019 Winners

S Giving back: What the winners have in common

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Methodology: How our editors chose the winners

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The complete list: Canada’s Top 100 Employers (2019)

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CANADA’S TOP 100 EMPLOYERS

CO-PUBLISHED BY:

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2019

BERNARD THIBODEAU/HOUSE OF COMMONS

CANADA’S TOP 100 EMPLOYERS 2019 Magazine Anthony Meehan, PUBLISHER

Karen Le,

VICE-PRESIDENT

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

DIRECTOR, OPERATIONS

Ye Jin Suhe,

CLIENT SUPPORT COORDINATOR

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Brian Bergman Sheldon Gordon Simon Hally Don Hauka Patricia Hluchy D’Arcy Jenish Bruce McDougall John Schofield Nora Underwood Barbara Wickens

© 2018 Mediacorp Canada Inc. and The Globe and Mail.

All rights reserved. CANADA’S TOP 100 EMPLOYERS is a registered trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

p Charles Robert, Clerk of the House of Commons, receives a beautiful box cover for this year’s application to the Canada’s Top 100 Employers project from Patrick Dondlinger, Supervisor, Woodworking Shop.

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THE CANVAS OF OUR WORKING LIVES

or most Canadians, today’s job market is the strongest and most promising in living memory. Across the country and in almost every industry, employers are reporting that it’s become increasingly difficult to recruit new staff to fill available positions. Even Canada’s youth unemployment rate, long an area of concern, is plumbing 40-year lows.

Explanations for the tight job market are varied, from Canada’s ageing demographics to the rapidly growing economy of our neighbour to the south.

For now, the storm clouds of automation and globalisation have held back – even if they remain within view on the horizon.

For job-seekers and those who write about interesting employers, it very much is a kind of gilded age. Employers large and small are putting their best foot forward not just to attract new people to their organizations, but also to retain the staff who already work there. The best ones have adapted their workplaces and culture to respond to the values Canadians want to see reflected in the places where they work.

Almost 20 years ago, when the Canada’s Top 100 Employers project was launched, we noticed a strong correlation between involvement in the community and employers that provide exemplary workplaces and HR policies. Organizations that

take a broader view of their role in the community, it turns out, tend to be the best places to work in almost every industry.

What’s interesting today is that Canadians increasingly expect their employers not only to ‘give back’ to the community but also to provide a structure for employees to put their own skills to use helping others. In the pages of this year’s magazine, you’ll find stories of remarkable employers that are contributing to the communities where they operate – and make it possible for their own employees to make a difference in the lives of others.

Some observers go as far to call this a type of social license or overlay aspects of social enterprise on to the employers’ changing role. But neither explanation seems terribly persuasive when stacked up against the real-world stories that you’ll find in this year’s edition. The best explanation, as Herodotus might have said, is also the most straightforward: through the stories of remarkable employers, we see the reflection of who we want to be and the places where we choose to spend our working lives. The parts that make us proudest, even the ones that show the widest gap between best and worst, form the canvas where the working lives of Canadians is painted most clearly.

– Tony Meehan, Publisher

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3M CANADA

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p Employees at 3M Canada enjoying lunch at the company cafeteria.

TOP EMPLOYERS FOR 2019 CONTINUE TO RAISE THE BAR ON WORKPLACE INNOVATION

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t’s often said people are the biggest asset of any business.

To many it’s just a slogan, but Canada’s Top 100 Employers 2019 live by those words.

These companies and organizations build exceptional workplaces with an array of progressive and innovative programs that make life better for their people. All the winners are leaders in their industry and able to attract and retain top talent, but that kind of success doesn’t just happen without committed effort. One key differentiator is that these employers invest

in their employees’ personal growth by offering continuous learning and career development opportunities.

That not only says individuals are valued, but translates directly into helping employees become more engaged and productive.

Typically, all of this year’s Top 100 offer a variety of possibilities, from leadership training and formal mentoring to experiential initiatives, such as Ceridian’s career exploration program which allows employees to participate in job rotation, job shadow a colleague or swap roles with another employee for a month.

A great many employers provide tuition subsidies for courses taken at outside institutions, sometimes without a maximum amount or even when those courses aren’t directly related to the job. Most also take advantage of technology to broaden their reach to employees by offering inclusive in-house and online training to upgrade skills.

For example, 3M Canada features interactive online training, live virtual instructor-led sessions, videos and panel discussions during a dedicated development month.

Canada’s Top 100 Employers are also breaking new ground when it comes to employee benefits. In keeping with the federal government’s recently extended maternity and parental leave policies to 18 months, both the City of Toronto and Vancouver City Savings Credit Union introduced combined maternity and parental leave top-ups for 78 weeks, as well as extending the parental leave portion for new dads and adoptive parents. This is just another example of how the best continue to set the bar higher.

– Diane Jermyn

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w i n n e r s

THE FULL LIST: CANADA’S TOP 100 EMPLOYERS (2019) 3M CANADA CO., London, Ont. Technology manufacturing; 1,902 employees. Encourages learning with a dedicated development month each year featuring interactive online training, live virtual instructor-led sessions, videos and panel discussions.

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BORIGINAL PEOPLES TELEVISION NETWORK INC. / APTN, Winnipeg.

Television broadcasting; 138 employees. Established a dedicated committee to focus on increasing long-term employee engagement.

AGRICULTURE FINANCIAL SERVICES CORP. / AFSC, Lacombe, Alta. Financial services; 522 employees. Offers tailored retirement planning courses, phased-in retirement work options and generous contributions to a defined benefit pension.

AIR CANADA, Saint-Laurent, Que. Air transportation; 26,714 employees.

Supports a number of charities and initiatives focused on the health and wellness of children through the Air Canada Foundation.

ALBERTA HEALTH SERVICES / AHS, Edmonton. Health care; 46,765 employees. Maintains a dedicated Health and Wellness Action Plan in support of healthy and resilient employees.

ARCELORMITTAL DOFASCO G.P., Hamilton. Iron and steel mills; 10,430 employees. Offers a full suite of financial benefits including signing bonuses for some employees, profit-sharing and year-end bonuses for all.

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ANK OF CANADA, Ottawa.

Central bank; 1,717 employees. Hosted its third annual Employee Conference, which was attended by nearly 1,400 employees.

BASF CANADA INC., Mississauga. Chemical manufacturing; 799 employees. Manages a 24-month rotational professional development program for college students and recent graduates.

q Steelmaking employees at ArcelorMittal Dofasco G.P. in Hamilton.

ACCORHOTELS, Toronto. Hotels; 9,688 employees. Supports employee development with tuition subsidies for courses both related and not directly related to their current position.

ACL SERVICES LTD., Vancouver.

Custom computer programming; 255 employees. Maintains a formal “bring your kids to work” policy to help parents manage child-care emergencies.

ADOBE SYSTEMS CANADA INC., Ottawa. Software publishers; 305 employees. Incorporated employee feedback into an update of its physical work environment, which includes sit-stand workstations and collaborative spaces.

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ARCELOR MITTAL DOFASCO G.P.

ACCENTURE INC., Toronto. Management consulting; 4,864 employees. Launched the Skills to Succeed initiative in 2010, an international effort to help individuals develop the necessary skills for employment.

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BELL CANADA, Verdun, Que. Communications; 38,613 employees. Expanded coverage for mental health services as part of its health benefits plan for employees.

BEST BUY CANADA LTD., Burnaby, B.C. Retail; 5,656 employees.

Organizes social events throughout the year, including quarterly offsite celebrations and an annual achievers event in Hawaii to recognize top employees.

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ANADA REVENUE AGENCY / CRA, Ottawa.

Federal government; 41,665 employees. Offers a number of in-house training opportunities including an annual Learning Expo and unique video-based mentoring.

CANADIAN HERITAGE, Gatineau.

Federal government; 1,938 employees. Helps students and new graduates gain career-level experience with summer jobs and internships at museums and related heritage and cultural organizations.

CANADIAN NUCLEAR LABORATORIES LTD., Chalk River, Ont. Nuclear power technology and engineering; 3,307 employees. Maintains a unique Employee Morale Fund for senior personnel to reward employees with meals or gifts or to plan celebrations.

CANADIAN TIRE CORP. LTD., Toronto. Retail; 65,000 employees.

Offers referral bonuses for employees who recruit candidates from their personal networks.

CERIDIAN HCM INC., Toronto.

Payroll; 1,633 employees. Offers a dedicated career exploration program to help employees learn about internal career options.

CHILDREN’S AID SOCIETY OF TORONTO, Toronto. Child and youth services; 792 employees. Offers a health spending account as part of its health benefits plan, allowing employees to top up coverage according to their personal needs.

DESJARDINS

BC PUBLIC SERVICE, Victoria.

Provincial government; 28,452 employees. Recognizes outstanding employees through its longstanding Premier’s Innovation and Excellence Awards program.

CIBC, Toronto. Banking; 36,203 employees. Is constructing a new global head office which includes a conference centre, an acre of green space, onsite fitness and market-style eateries.

CISCO SYSTEMS CANADA CO., Toronto. Computer and equipment manufacturing; 1,741 employees. Expanded its family-friendly benefits, increasing maternity leave top-up payments and providing parental leave top-up for fathers and adoptive parents.

p Developing rapid IT prototypes for all the companies in the Desjardins Group at their Innovation Lab, located in downtown Montreal.

COLLEGE OF PHYSICIANS AND SURGEONS OF BC, THE, Vancouver. Professional organizations; 127 employees. Offers flexible work arrangements to help employees balance work and their personal lives.

CWB NATIONAL LEASING INC., Winnipeg. Sales financing; 390 employees. Keeps employees informed and up-to-date on company news with “Pardon the Interruption” luncheons every two months.

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ESJARDINS GROUP / MOUVEMENT DES CAISSES DESJARDINS, Lévis. Que. Credit union; 39,587 employees. Increased starting vacation allowance for all employees to four weeks.

CARGILL LTD., Winnipeg. Food and agricultural products; 7,768 employees. Offers employees subsidized access to an onsite fitness facility which includes massage services.

DIAMOND SCHMITT ARCHITECTS INC., Toronto. Architecture; 206 employees. Encourages fun with a summer family picnic on Toronto Island, a paid day off to ski and snowshoe and an annual in-house pie tasting competition.

CBCL LTD., Halifax. Engineering; 286 employees. Provides new mothers with the option to extend their leave into an unpaid leave of absence.

DIGITAL EXTREMES LTD., London, Ont. Software publishers; 275 employees. Features a commercial kitchen and dining room at head office with five full-time kitchen staff

DIGITAL EXTREMES LTD.

2019 W IN N E R S ( C O N T. )

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p The employee Halloween pumpkin-carving contest gets competitive at London, Ont., videogame publisher Digital Extremes Ltd.

HATCH LTD.

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2019 W IN N ER S ( C O N T. ) who prepare healthy meals daily and special treats on Friday.

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MERA INC., Halifax.

Electric power generation and distribution and gas distribution; 2,433 employees. Matches employee donations to charities through the Dollars for Doers initiative.

EXPORT DEVELOPMENT CANADA, Ottawa. International trade financing and support; 1,560 employees. Hosts an annual employee conference with a keynote speaker and TED-style 15-minute presentations by employees.

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IDELITY CANADA, Toronto. Portfolio management; 995 employees. Manages a unique Voice of the Employee innovation program to encourage employee feedback.

p Young professionals at Mississauga-based Hatch Ltd. can take part in the engineering firm’s global leadership development program.

FORD MOTOR CO. OF CANADA, LTD., Oakville, Ont. Automobile manufacturing; 7,869 employees.

Provides academic scholarships for employees with university and college-bound children.

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RAHAM GROUP, Calgary.

Construction; 1,118 employees. Encourages employees to keep their skills up-todate through a variety of training initiatives, from apprenticeships and trades programs to leadership development.

H IRVING OIL

ATCH LTD., Mississauga. Engineering; 2,901 employees. Hosts a unique subsidized Hatch Kids Camp for employees’ children to help families manage their time during March break.

p Steve O’Brien, a professional driver based in Saint John, shows his support for MADD Canada’s Red Ribbon Campaign, sponsored by Irving Oil.

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NNOVATIA INC., Saint John.

Software developer; 290 employees. Encourages employees to recruit their friends through a new employee referral bonus program.

INNOVATION, SCIENCE AND ECONOMIC DEVELOPMENT CANADA, Ottawa. Federal government; 5,184 employees. Offers a shortterm experience program to provide employees with opportunities to experience new and diverse work.

INTACT FINANCIAL CORP., Toronto. Insurance; 11,750 employees. Matches employees’ charitable donations and provides paid time off to volunteer.

IRVING OIL, Saint John. Petroleum refining, distribution and retail; 2,762 employees. Maintains a dedicated alumni association to encourage retirees to stay connected.

ISM CANADA, Regina. Custom computer programming; 788 employees. Follows the “Think 40” concept developed by its parent company, IBM Canada, encouraging employees to complete 40 hours of professional development annually.

IVANHOÉ CAMBRIDGE INC., Montreal. Property management; 1,039 employees. Offers company-arranged discounts on products and services ranging from car rentals to fitness memberships.

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+S POTASH CANADA GP, Saskatoon. Fertilizer manufacturing; 425 employees.

Offers a unique PLUS+ time program, which provides employees with 40 hours annually to be used for family appointments, elder care or personal time.

HOSPITAL FOR SICK CHILDREN, Toronto. Hospitals; 5,852 employees.

Recognizes exceptional performance and achievements through a number of profession-specific awards, including the Daisy Award to recognize nurses.

KEURIG CANADA INC., Montreal.

Coffee distribution and brewing equipment; 1,401 employees. Offers flexible work hours, a telecommuting option and reduced summer hours, along with three weeks of starting vacation allowance.

HOUSE OF COMMONS ADMINISTRATION, Ottawa.

Legislative bodies; 1,845. Offers employees the advantage of onsite daycare when they are ready to return after parental leave.

KEYERA CORP., Calgary. Crude petroleum and natural gas extraction; 991 employees. Encourages employees to engage in physical activity with employee-led sports teams and a wellness spending account.

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ALAN BAILWAND FOR LOTDM

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p An employee at Left of the Dot Media Inc. in Maple Ridge, B.C., takes charge of the annual Easter egg hunt for employees’ children.

2019 W IN N E R S ( C O N T. ) KPMG LLP, Toronto. Accounting; 7,081 employees. Appointed its first chief mental health officer focused on supporting and embedding the firm’s mental health strategy and developing a national network of mental health champions.

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’ORÉAL CANADA INC., Montreal. Cosmetics manufacturing; 1,462 employees.

Offers the benefit of onsite daycare after parental leave.

LABATT BREWING CO. LTD., Toronto. Breweries; 3,461 employees.

Keeps employees connected and up-to-date through monthly townhalls, quarterly pub gatherings and the annual National Commercial Conference.

LEFT OF THE DOT MEDIA INC., Maple Ridge, B.C. Software development; 36 employees. Offers a pet-friendly policy that lets employees bring their dogs to work (but just one a day).

LOBLAW COS. LTD., Brampton, Ont. Supermarkets and grocery stores; 32,448 employees. Helps students and new graduates to gain relevant career-level experience with co-op placements and paid internships.

MODERN NIAGARA GROUP INC., Kanata, Ont. Engineering; 2,149 employees. Offers a range of opportunities for skill development, from in-house apprenticeships and skilled trades programs to leadership symposiums.

ARS INC., Bolton, Ont. Food manufacturing; 1,454 employees. Maintains the Mars Ambassador Program to provide employees with opportunities to work on shortterm assignments around the world at partner organizations.

MOUNTAIN EQUIPMENT CO-OP, Vancouver. Retail; 1,043 employees.

Offers a generous tuition subsidy program for courses related and not directly related to employees’ current positions.

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MATTAMY HOMES LTD., Toronto.

Real estate; 1,336 employees. Manages a Finance Leadership Development program for recent graduates.

MCCARTHY TÉTRAULT LLP, Toronto. Law firm; 1,400 employees.

Organizes Employee Appreciation Week celebrations across all offices each year, which include a healthy breakfast served by partners in the firm.

MÉDECINS SANS FRONTIÈRES / DOCTORS WITHOUT BORDERS (MSF) CANADA, Toronto. Medical relief organization; 265 employees.

Offers opportunities for formal mentoring and subsidies for professional accreditation.

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ATIONAL ENERGY BOARD, Calgary. Federal government; 483 employees. Offers head-office employees access to an onsite fitness facility managed by the in-house

“FIT Committee” and featuring instructor-led classes.

NATURE’S PATH FOODS INC., Richmond, B.C. Food manufacturing; 186 employees. Established a zerowaste target and maintains a employeemanaged onsite organic garden.

NAV CANADA, Ottawa. Air traffic control; 5,113 employees. Offers a health spending account as well as a separate wellness spending account as part of its health benefits plan.

NORTON ROSE FULBRIGHT CANADA LLP, Vancouver. Law firm; 1,620 employees. Reaches out to the next generation through summer employment and co-op opportunities.

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PENTEXT CORP., Waterloo, Ont. Custom computer programming; 1,713 employees. Provides adjustable workstations as well as stationary bike and treadmill workstations at their head office to promote healthy working.

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2019 W IN N E R S ( C O N T. ) CL CONSTRUCTION, Edmonton. Construction; 2,828 employees. Offers onsite fitness classes such as yoga and Zumba as well as a separate fitness credit.

PEMBINA PIPELINE CORP., Calgary. Natural gas distribution; 1,554 employees. Offers contributions to defined benefit and defined contribution pension plans as well as a matching RRSP program.

PFIZER CANADA INC., Kirkland, Que. Pharmaceutical manufacturing; 1,818 employees. Offers health benefits that extend to retirees, with 100 per cent premiums paid and no age limit.

PROCTER & GAMBLE INC., Toronto. Consumer product manufacturing; 1,657 employees. Offers initiatives to promote health and wellness including an annual health risk assessment and mental health awareness events.

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.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering; 192 employees. Offers a health spending account which can be used to top up existing levels of coverage.

RIO TINTO, Montreal. Diversified mining and metals manufacturing; 10,333 employees. Provides a variety of in-house and online training, including access to Rio Tinto College featuring more than 3,000 online training modules.

ROGERS COMMUNICATIONS INC., Toronto. Telecommunications, cable, publishing and subscription programming; 21,631 employees. Features quiet zones, interactive spaces and access to the latest technology in its unique workspace design.

ROYAL BANK OF CANADA, Toronto. Banking; 52,575 employees. Offers a purchased vacation option that lets employees purchase up to 20 days

RBC

PEPSICO CANADA, Mississauga.

Soft drink and food manufacturing; 10,699 employees. Maintains an extensive national community strategy and organizes an annual volunteer campaign to encourage employees to donate their time to local charities.

p Employees at Royal Bank of Canada taking part in an outdoor meeting for the RBC Career Launch program.

of additional vacation time when needed.

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ALESFORCE, Toronto. Customer relationship management (CRM) services; 1,335 employees. Has done away with a formal annual review and developed an in-house feedback app that encourages monthly two-way feedback between employees and managers.

SAMSUNG ELECTRONICS CANADA INC., Mississauga. Communications equipment manufacturing; 572 employees. Embeds recognition into its corporate culture through the online “U r Awesome” platform, which allows employees to nominate, recognize and reward their peers.

SAP CANADA INC., Vancouver. Custom computer programming; 3,307 employees. Offers profit sharing and year-end bonus programs that are available to all employees.

SASKTEL, Regina. Telecommunications; 3,000 employees. Features an onsite fitness facility managed by an in-house committee that’s open 24/7 and allows employees to bring in family members outside of the work hours.

SCHNEIDER ELECTRIC CANADA INC., Mississauga. Industrial automation and controls; 2,614 employees. Offers paid personal days which can be used at employees’ discretion to help balance their day-to-day life.

SEKISUI DIAGNOSTICS PEI LTD., Charlottetown. Medical diagnostic products; 135 employees. Sought employee feedback in the redesign and renovation of its head office.

SHOPIFY INC., Ottawa. Software; 2,903 employees. Provides lunch for employees daily along with snacks such as fresh fruit, trail mix, yogurt, ramen, chips, chocolate and candy.

SIMON FRASER UNIVERSITY, Burnaby, B.C. Universities; 3,028 employees. Manages an onsite daycare which employees can take advantage of when they return from parental leave.

volunteer awards for employees and retirees who are active in their local communities.

SUNNYBROOK HEALTH SCIENCES CENTRE, Toronto.

Hospitals; 7,450 employees. Offers phased-in work options to help employees make the transition to retirement.

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D BANK GROUP, Toronto.

Banking; 46,871 employees.

Offers tuition subsidies and maintains partnerships with a number of Canada’s leading business schools.

TECK RESOURCES LTD., Vancouver. Mining; 7,914 employees.

Supports a number of local, national and international community and charitable initiatives with funding through multi-year partnerships.

STRYKER CANADA INC., Hamilton, Ont. Medical equipment and supplies wholesalers; 368 employees.

Supports parents-to-be with a subsidy for IVF if needed.

THOMSON REUTERS CANADA LTD., Toronto. Publishers; 1,397 employees. Encourages employees to become owners through a share purchase plan, available to all employees.

SUNCOR ENERGY INC., Calgary.

Crude petroleum and natural gas extraction; 11,590 employees. Offers

TORONTO, CITY OF, Toronto. Municipal government; 22,009 employees. Introduced combined maternity

2019

10 2019 W IN N E R S ( C O N T. ) and parental leave top-ups to 75 per cent of salary for 78 weeks, as well as extending the parental leave portion for new dads and adoptive parents to 75 per cent for 63 weeks.

TOYOTA MOTOR MANUFACTURING CANADA INC./ TMMC, Cambridge, Ont. Automobile manufacturing; 8,767 employees. Offers a variety of onsite amenities such as a fitness facility, employee lounge, quiet room, outdoor walking trails, sports facilities and a community garden.

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BISOFT CANADIAN STUDIOS, Toronto.

Software publishers; 4,482 employees. Offers current employees the opportunity to apply to go on temporary assignments to other Ubisoft studios worldwide for a designated period of time.

UNIVERSITY OF NEW BRUNSWICK / UNB, Fredericton.

Universities; 1,752 employees.

Connects retirees through a dedicated Retired Employees Association which assists members with health benefits and provides a collective voice to the university.

UNIVERSITY OF TORONTO, Toronto. Universities; 9,809 employees. Operates tri-campus shuttle bus services, carpooling and car-sharing programs, supports the “Bikechain” not-for-profit cycling organization and has a greening-thefleet program.

UNIVERSITY OF WATERLOO, Waterloo, Ont. Universities; 5,355 employees. Launched a unique Volunteer Centre to help engage students and employees with causes that are of the greatest importance to them.

UNIVERSITÉ DE MONTRÉAL, Montreal. Universities; 5,366 employees. Offers free access to on-campus conferences and a variety of in-house training programs as well as tuition waivers for employees.

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ANCOUVER CITY SAVINGS CREDIT UNION, Vancouver. Credit unions; 2,147 employees. Contributes to a defined benefit pension plan and a non-matching RRSP plan, with an option for employees to contribute.

VERAFIN INC., St. John’s. Specialized financial software; 303 employees. Offers a unique no-limit vacation policy where time off is officially unlimited and determined on a case-by-case basis.

VIDÉOTRON LTÉE, Montreal. Communications, cable and subscription programming; 5,365 employees. Invests in ongoing employee development with tuition subsidies for courses taken at outside institutions.

WEST FRASER TIMBER CO. LTD., Vancouver. Sawmills; 5,680 employees. Reaches out to the next generation through its “New and Young Worker” job-shadowing training program and ongoing

( 2019 )

partnership with the College of New Caledonia.

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ORLD VISION CANADA, Mississauga.

Charitable organizations; 488 employees.

Offers employees the opportunity to travel and work at its field locations for up to two years.

EROX CANADA LTD., Toronto. Computer equipment manufacturing; 2,511 employees. Manages the Xerox Employee Initiated Philanthropy program to provide financial assistance to non-profit organizations where employees regularly volunteer their time.

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UKON, GOVERNMENT OF, Whitehorse. Territorial government; 4,361 employees. New employees receive four weeks of vacation to start, moving to eight weeks for long serving employees.

– Diane Jermyn

METHODOLOGY UdM

While the selection process to choose the winners of Canada’s Top Employers continually evolves to include new questions that reflect changes in the workplace, the underlying methodology has not significantly changed since the project began in 2000. The competition is and remains a catalogue of best practices.

To select the winners, the editors of Canada’s Top 100 Employers compare each organization’s policies to others in their industry and region to see whether they’re a leader. Each employer’s application is judged by rigorous criteria in eight key areas: 1) physical workplace; 2) work atmosphere and social; 3) health, financial and family benefits; 4) vacation and time off; 5) employee communications; 6) performance management; 7) training and skills development; and 8) community involvement.

Canada’s Top 100 Employers is an annual national competition. Any employer with its head office or principal place of business in Canada may apply regardless of size, whether private or public sector. p Professor Luis Barreiro, a researcher in the Department of Pediatrics at the Université de Montréal.

– Diane Jermyn

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TD BANK

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p An employee of TD Bank making her community a little greener at a local tree-planting day.

THE BENEFITS OF VIRTUE: MORE THAN EVER, THIS YEAR’S WINNERS RECOGNIZE THEIR ROLE IN THE COMMUNITY

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oing good feels good.

That may be the simplest way to explain why community involvement is so important to Canada’s Top 100 Employers. As the fight for top talent intensifies in a strong economy, employers are expanding opportunities for their people to get out and get involved.

“We are seeing more time off for employees to work in the community, more matching funds for their

fundraising efforts, more donations in return for employees’ volunteer hours – there’s more robustness in these programs,” says Richard Yerema, Managing Editor at Mediacorp Canada, which manages the competition. “And of course, many large private-sector employers have foundations, which often focus on making high-impact improvements in one area, such as the environment or helping youth.”

Still, you might ask, why spend all

that money? Well, you can interpret “feels good” in more ways than one. For employees, it can mean that warm feeling you get when you are helping people in the community by volunteering or fundraising. And in the C-suite and the boardroom, it can mean that sense of achievement you feel as you see strong approval ratings of your organization from both employees and society at large.

“It keeps employees happy, there is a PR value to it, and it’s also a

recruitment tool,” says Yerema.

The happiness component of ‘giving back’ to the community shouldn’t be underestimated Increasingly, the scientific community believes there may be physiological reasons why most of us feel better when we help others.

Yerema notes that Millennials and the following generation, particularly, want to feel inspired by where they work. “Young people by nature are more idealistic, and

12 IRVING OIL

( 2019 )

MATTAMY HOMES

BASF CANADA

PHOTOS (CLOCKWISE FROM TOP): 1. Lesley Dickson, an employee of Irving Oil, brings a hug and a gift to the company’s ‘Christmas Breakfast’ outreach program with local schools in Saint John, N.B. 2. BASF Canada employees bringing chemistry to young minds through the company’s ‘BASF Kids Lab’ program.

3. Employees at Sekisui Diagnostics keeping PEI’s beaches beautiful during a local garbage clean-up.

4. Calgary employees of Mattamy Homes taking pride in the beautiful 168km Rotary/ Mattamy Greenway, which circles the city.

SEKISUI

13 WORLD VISION

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benefits of virtue (cont.)

for them, just paying lip service to a cause isn’t enough,” he says.

“Twenty years ago, you could tick the box with donations to the United Way. But this generation can figure out everything you’ve done in five minutes on their phone – so the scrutiny is more rigorous and the job-seeker can be more selective.”

At the same time, he adds, the age of social media means that employers can instantly share the good works they are doing, including photos and videos of their employees volunteering or the results of their donations.

ACCORHOTELS

p Employees of World Vision Canada raising money for clean drinking water around the world at the Kelowna Water Walk 6k race.

For many organizations, employee engagement is a major element in community involvement. “I think all of us want to feel a calling to a higher purpose,” says Helena Gottschling, Chief Human Resources Officer for RBC. “We want to feel that the work that we do has meaning, not only to our clients and to each other as colleagues, but also in the impact we can have on our community.”

RBC, like other Top 100 employers, offers a variety of ways for employees to get involved in the community. But the bank is also a huge donor itself, currently mounting a 10-year, $500 million program called Future Launch to support youth employment. Gottschling says this program, too, draws considerable employee response and support.

“Many of our employees have kids in high school and middle school and they’re wondering about the future of work, and what their children will be doing 10 or 20 years from now,” she says. “So what we do with our foundation matters to our employees. They pay attention to where we spend the money.”

p ‘BeeButler’ and AccorHotels employee Michael King taking care of the pollinators on the roof of Vancouver’s Fairmont Waterfront hotel.

To Linda Speedy, Chief Talent Officer for KPMG LLP, it’s critical to make sure your organization is highly responsive to the needs of prospective hires. “From a

recruitment perspective, it’s supercompetitive out there,” she says.

“The younger generation is much more prepared than we ever were to leave organizations when they don’t see what they want immediately. Students are looking for organizations that have purpose and community and flexibility. So every organization is looking at their policies and trying to change them in a way that reflects what the younger generation values.”

Community involvement is not the only trend visible in this 2019 list of Canada’s Top 100 Employers.

Yerema notes that the federal government in late 2017 extended maternity and parental leave to 18 months from one year. Already, he says, two Top 100 employers – the City of Toronto and Vancouver City Savings Credit Union – have amended their policies to include a longer benefit top-up period for their employees. Yerema expects to see more employers follow suit in coming years, just as they did when such benefits were first introduced.

“As society changes, organizations that have their ear to the ground are paying attention and supporting these changes internally,” he says.

In truth, the employment landscape is all about continuous improvement, says Neil Wilson, President and CEO of NAV CANADA, which provides the country’s civil air navigation services. “You need to be competitive in this marketplace,” he says. “You need to provide a full range of what I call the basics – the right level of pay, the right benefits, a good pension plan – but beyond the basics, especially with Millennials, you have to offer something that’s exciting, a reason why they’re going to enjoy coming to work every day. You’ve got to give them something truly rewarding.”

And, of course, virtue – meaning doing good – is its own reward.

– Berton Woodward

14

( 2019 )

Values and human connection define AFSC’s approach to producers

L

ike many employees at Alberta’s Agricultural Financial Services Corporation (AFSC), Kim Morrow comes from a farming background and understands well the unique challenges and rewards of being an agricultural producer. After many years as an Account Manager and frontline lender, she is now a Training Specialist based at the Crown corporation’s head office in the central Alberta city of Lacombe. As such, she is helping to train the next generation of AFSC lenders who, in turn, will provide critical support to producers across the province.

I’m able to share my experiences and the great sense of pride that comes with watching our agricultural clients grow and thrive.”

Kim Morrow,

Training Specialist

“I’m able to share my experiences and the great sense of pride that comes with watching our agricultural clients grow and thrive,” says Morrow. “We have the opportunity to go out and see our clients’ operations, to get to know them and their families and become a trusted adviser. It’s a really satisfying experience.”

For eight decades, AFSC has provided agricultural producers with loans, crop insurance and farm disaster assistance. In an industry that is inherently risky, AFSC strives to help clients manage some of those risks.

With 44 branches across the province, AFSC also is very much a part of the

KIM MORROW, TRAINING SPECIALIST, HAS WORKED AT AFSC FOR OVER 35 YEARS

community it serves.

“Our frontline staff spend a lot of time meeting one-to-one with farmers and other producers where they live and work,” says Karla Kochan, Vice President, Human Resources and Communications. “There aren’t a lot of industries where that’s the case anymore.

So much now is done online or on your phone that we’ve lost a bit of that human connection. We try to make that a priority, not just with clients, but in the way we engage our employees.”

It starts at the recruitment stage, where the primary focus is on what Kochan calls “fit and values.”

“We have five core values – accountability, trust, integrity, respect and excellence. We want to hire people who

embody those values. So our interview process is designed to find employees who will live those values in the way they deal with each other and with our clients.”

Not all new recruits come from a farming background, so AFSC provides a primer. “New employees take part in a Farming 101 onboarding program,” says Kochan. “We provide in-house training about different sectors of agriculture and then we actually take them out to see producers. Last year, that included visiting an auction market, a vegetable-growing operation and a small craft brewery.”

Once onboarded, career development is a top priority. In a process known as “PATH check,” employees meet on a quarterly basis with their supervisors to

discuss career aspirations and the kind of education or training support required to reach those goals.

“It’s all about having open and honest conversations,” says Kochan. “We want to ensure our team members remain challenged and motivated and are getting the support they need to thrive.”

In addition to competitive pay and comprehensive benefits (including a defined benefit pension plan and a health spending account), AFSC strives to provide a work-life balance through flexible work hours and telecommuting.

Employees are also encouraged to give back to the community, including having one paid day off annually to volunteer on behalf of an initiative of their choosing.

For longtime employees like Morrow, who has over 35 years of service, AFSC’s core values and commitment to community are a big part of the attraction.

“AFSC’s values are the same as the ones I try to live by in my personal life,” says Morrow. “We all want to do our best to serve our clients, but it’s also nice to know we are part of a company that truly cares about the people who work here.”

522 3,695 43 378

WE ARE AFSC ARE YOU?

AFSC.ca

full-time staff in Canada job applications received last year years, longestserving employee staff volunteer hours last year

15

( 2019 )

Air Canada offers staff a Flight Path to success

Y

ou won’t see this tagline on any public Air Canada website, but every employee of Canada’s largest airline knows it very well.

“Win as One Air Canada” is part of the employee “Flight Path” the airline has created to ensure that everyone across the vast organization is on the same page. “We strive for excellence in everything we do,” says Arielle Meloul-Wechsler, Senior Vice-President, People, Culture and Communications. “Flight Path is what gets us there.”

We strive for excellence in everything we do.

Arielle Meloul-Wechsler,

Senior Vice-President, People, Culture and Communications

She says there is now a common and consistent vocabulary for employees in dealing with customers and each other. “Everybody understands why we’re rowing in the same direction and, more importantly, how we’re going to row in the same direction,” she says. “It really does create a consistent employee experience where people feel valued by each other and everybody feels part of a team. Increasingly, as you walk into any part of the company, from the frontline to head office to any of our foreign offices, everybody is acting a certain way—showing respect, striving for excellence—and living the Air Canada values.”

TRISTAN WALDIE, A MEMBER OF THE GRAD HIRE PROGRAM AT AIR CANADA

Flight Path also talks about “Acting with Care and Class”, which emphasizes the Montrealbased airline’s commitment to professionalism as well as its proud intention to be “top 10” in everything it does. As part of that evolution, the airline in early 2017 upgraded its aircraft livery to charcoal black on white with a red maple leaf on the tail, and uniforms based on black with red highlights.

For employees as well as customers, says Meloul-Wechsler, it signals that “we are a premium airline and want to be known for that above all.”

It’s also a place of digital innovation, she notes. The airline is looking at artificial intelligence as

it prepares to completely overhaul its reservation system in the coming year and a half and to “in-source” its loyalty program as part of its planned purchase, with partners, of Aeroplan.

“Those are two huge projects that show how the airline is evolving,” she says, “and again, how important it will be for everyone to be on the same page.”

Management Trainee Tristan Waldie has regularly seen Flight Path in action, although he hasn’t been with the airline very long.

As part of a group of five business graduates recruited under the airline’s Grad Hire Program, he has been strategically placed into key areas of the organization to learn how they

ACHIEVING NEW HEIGHTS TOGETHER We’re proud to have been chosen as one of Canada’s Top 100 Employers and recognized for our efforts to #FlyTheFlag in everything we do.

ENSEMBLE VERS DE NOUVEAUX SOMMETS Nous sommes fiers d’avoir été classés parmi les 100 meilleurs employeurs au Canada, fiers que nos efforts constants pour porter #HautLeDrapeau soient ainsi reconnus.

function. “We hear Win as One Air Canada everywhere we go,” he says. “And you can see that they are breaking down silos. People were incredibly welcoming, incredibly kind.”

Waldie’s group at Montréal-Trudeau airport has been conducting studies of such roles as the customer care staff who take passengers needing specialized services to and from their flights. “We were looking at how to improve the process for both the passengers and the agents,” he says.

“The agents really appreciated that we were taking the time to look at these processes.” Some of the group’s recommendations have already been implemented.

Waldie, the grandson of a pilot, says he grew up as an “aviation geek” who watched planes taking off and landing in Montreal. “Being at Air Canada is a dream come true,” he says. “What I retain the most from my first four months here is the enormity of it, the scale of the operation, the coordination, the complexity – it’s absolutely mind-boggling.”

26,270 807 274,237 400

full-time staff in Canada jobs available in Canada last year job applications in Canada last year charities helped last year

16

( 2019 )

BASF Canada finds good chemistry in diversity

C

hemical producer BASF Canada serves a wide range of industrial customers in the agricultural, construction, automotive, energy, mining and other sectors.

It’s also part of the global BASF organization, based in Germany, which has locations in 80 countries.

With its operations spanning so many regions and involving so many different people, the company recognizes the importance of diversity in every aspect of its business.

“Diversity is a defining characteristic of Canada,” says Marcelo Lu, President of BASF Canada, which is based in Mississauga, Ont. “We see the diversity in our customers and in our society and we try to reflect it in everything we do.

My job is to break down barriers and silos and legacy structures, give people more decisionmaking authority and ownership.

Marcelo Lu,

President

“For example, we’ve been working on positions for women in leadership and starting positions – 50 per cent of new hires are women – and developing contacts with Indigenous communities through hiring and scholarships. When hiring, we focus on diverse candidates and diverse interviewing panels, so candidates feel comfortable from the start.”

The diversity of opportunities for career development at BASF Canada appealed to Marie-Hélène Lamarre. A

EMPLOYEES AT BASF CANADA SHOWCASING THEIR COMMITMENT TO THE SUSTAINABLE DEVELOPMENT GOALS AT THE 2018 SDG BUSINESS FORUM

year and a half ago, after working in various roles in business and corporate development at companies in the energy and pulp and paper industries, she became a business development manager in BASF’s Canadian Growth Team, where she deals with customers and colleagues all around the country and even the world.

“My position is multi-matrix,” she explains. “We aren’t focused just on selling but also on sustaining customers. Since BASF is large with many different functions, we coordinate internally with all the business units to make sure our customers are heard.

“I love this part of the job. Mostly I work virtually with customers across Canada from my base in Montreal, but I also travel to meet with them.

Some customers have head offices

abroad so we’re in contact with them internationally as well. However, most of my international calls are internal – we collaborate with our BASF colleagues all over the world. We’re all connected by the same goals.”

In addition to diversity, another priority for BASF is optimism, says Lu. “We’re a solutions company and we approach problems faced by our customers and by society with a feeling of optimism that we have the people and the ability to find solutions – whether it’s about water, carbon footprint, renewables or other ways of addressing sustainability through innovation.

“This message is something we’re using to engage and empower our people and customers. My job is to break down barriers and silos and legacy structures, give people more

decision-making authority and ownership.”

From Lamarre’s perspective, this approach is working. “I really do feel empowered at BASF. For me it’s important to be sure I can do what I’m asked, and I know I can do that here.

We have the resources and tools we need – we’re micro-entrepreneurs within a large company. I can cross barriers and ask questions, and I find myself supporting colleagues to do the same.”

The company also offers a benefit program tailored to every stage of life, including parental leave, education, career planning and support, mentoring and retirement.

“We’re proud of the benefits and compensation we provide but there’s much more than that,” says Lu. “We foster work-life balance, a sense of purpose, and we reward and recognize excellence.”

Asked what she likes best about working at BASF Canada, Lamarre says, “I like that the chemical industry is agile and fast-moving, and this company is dynamic and diversified.

I enjoy that the work isn’t routine but very diverse.”

799 17 45 50%

full-time staff in Canada weeks, maternity leave top-up pay years, longestserving employee of board of directors are women

17

( 2019 )

At Bell, embracing change means creating the future

Y

ou may have heard the saying, “the best way to predict the future is to create it.” At Bell Canada, it’s more than just a visionary sentiment (originally attributed to Abraham Lincoln) – it’s seen as part of the culture.

Embracing change is considered second nature for employees at Canada’s largest communications company, whether it’s expanding Bell’s extensive fibre network across the country, launching new media platforms and content, or readying 5G wireless to power real-time Internet of Things applications.

Bell’s strategic investments in fibre and wireless networks have also given employees a variety of options to choose from when it comes to their careers – working in fields as diverse as network engineering, marketing, broadcasting, IT, finance, human resources and legal.

We understand the importance of providing an innovative and collaborative workplace and encouraging employees in all fields to be creative and challenge the status quo.

Bernard le Duc,

Executive Vice President, Corporate Services

For David Bauslaugh, Director, Customer Care, being on the leading edge of developments that make a difference for customers is, he says, an exciting proposition. Bauslaugh joined Bell seven years ago as part of the first

BELL EMPLOYEES AT THE COMPANY’S MONTRÉAL HEADQUARTERS

group to go through the company’s award-winning Graduate Leadership Program.

“The program gave me the chance to develop my skills and led to an incredible opportunity to map out our strategy for leveraging the potential of transformative artificial intelligence technology,” he says.

“Bell is a real leader when it comes to enabling communications solutions that can transform the way we live and work.”

With customer needs at the centre of discussions about future products and services, Bauslaugh has embarked on a new role focused on technological and operational innovations aimed at creating the best possible service experience for Bell customers.

The ability to move between groups offers a unique experience that few organizations can match, says Bernard le Duc, Bell’s Executive Vice President, Corporate Services.

Give your career a boost.

Join a winning team.

Apply today at bell.ca/careers Follow us @bell_jobs

“Our dynamic work environment offers many opportunities for growth, and we encourage our team members to embrace change throughout their careers,” he says. “We understand the importance of providing an innovative and collaborative workplace and encouraging employees in all fields to be creative and challenge the status quo.”

Rupinder Dhillon, Director, Business Intelligence, sees the impact of that commitment in her own team.

“Bell not only supports diversity as we traditionally define it, it also promotes diversity of thought,” Dhillon says. “People from a wide range of backgrounds bring different skills and perspectives to the table and that enhances our innovation and creativity.”

Bell is also at the forefront of changing attitudes toward mental illness, working to reduce stigma and drive action

through its high-profile Bell Let’s Talk initiative. The company practices what it preaches, with internal awareness campaigns, a broad range of workplace support resources and mandatory mental health training for leaders.

“Our ground-breaking support of mental health is a tremendous source of pride for our team,” says le Duc. “Our team members feel that we are making a positive difference on an important national issue and improving people’s lives both across the country and in our workplace.”

The theme of fully supporting employees carries over to Bell’s approach to career development – where finding the right people, and continuing to invest in them through training, education and development, is a top priority.

“I was able to complete my MBA, take on new challenges and raise two young children working here,” says Dhillon. “The ability to achieve this balance shows Bell’s level of commitment to its team members and it’s incredibly motivating. I see a great future here.”

52,000 employees year 9,500 jobslastavailable trained mental health 10,000+ inleaders invested in employee learning $17M and development your career just got better

18

( 2019 )

Watch out for an ‘ambush’ at Best Buy Canada

J

orge Vasquez goes into work each morning facing the unknown and wondering if he’ll be ambushed. And the Senior Analyst, Digital Intelligence for Best Buy Canada loves that.

“What I like the most about my job is I am being challenged with different problems I’ve never encountered before,” says Vasquez. “I very much like the fact that I don’t know a lot of the things that I’ll encounter tomorrow.”

Vasquez works at Best Buy Canada’s corporate headquarters in Burnaby, B.C. The workspace reflects the retailing giant’s commitment to teamwork and collaboration. After breakfast at the HUB cafeteria with colleagues, Vasquez might have an impromptu meeting on the expanses of couches, consider a problem while working out in the onsite fitness facility or spend a quiet moment in the quiet room for meditation and religious observance.

People come to work here because they want to make an impact in society and they want to work for someone that has the same values, and I think that Best Buy represents that extremely well.

Jorge Vasquez,

Senior Analyst, Digital Intelligence

Or he might get ambushed.

“If you or your team have done a good job on something, you’ll be in the cafeteria and all of a sudden there will be 50 or maybe 100 people

BEST BUY EMPLOYEES STANDING UP AGAINST BULLYING ON PINK-SHIRT DAY

come up from behind you clapping and chanting and celebrating your success,” says Vasquez. “That just speaks to what kind of great employer Best Buy is and it’s just one of the ways we recognize people.”

Recognition and informationsharing are keys to creating a collegial corporate culture that helps both employees and management work as a team to deliver great consumer experiences, says Angela Scardillo, Senior Vice-President of Marketing and Store Design, “We succeed together as a team,” she says. “Everybody has a role and steps up to their role. Our work is visible and we do it in a way that is very empowering for people.”

Best Buy Canada also cultivates an ownership culture through a share purchase plan for all employees and

helps them save for the future with a defined contribution pension plan.

Other benefits include 15 weeks of maternity leave top-up pay.

But for both Scardillo and Vasquez, one of the biggest bonuses is the free exchange of ideas and “no silos” philosophy embraced by both employees and management.

For example, during the quarterly “SPARK” hackathon, employees get to pitch ideas and form teams to solve a problem or start a new initiative. Each team gets 24 hours to work on the solution or new idea, and then present their ideas to a panel of senior leaders.

Scardillo says the challenges range from high-tech scanning solutions to something as low-tech as how to fix squeaky toilet paper dispensers in the washrooms. It shows that no matter

what the problem is it can be solved by company-wide collaboration.

“Our corporate culture here is about collaboration and innovation. Any idea can come from anywhere,” says Scardillo.

“We really are not hierarchical.

It’s about driving retail forward. We know that in order for us to survive and thrive we need to keep coming up with awesome ideas about retail and how customers want to shop and interact with us.”

Perks, benefits, training and the odd ambush are not the only things that keep Vasquez coming into work each morning. For him, it’s a chance to make a real difference.

“People come to work here because they want to make an impact in society and they want to work for someone that has the same values, and I think that Best Buy represents that extremely well,” he says.

That fits in exactly with Best Buy’s vision. “We believe technology can make people’s lives better and that everything we do is to really improve someone’s life,” says Scardillo.

5,563 15 31 29

full-time staff in Canada weeks, maternity leave top-up pay years, longestserving employee years, average employee age

BELONG HERE. BE YOU HERE. www.bestbuy.ca/careers

19

( 2019 )

Ceridian helps new recruits find their dream role

T

hree years ago, Neha Sharma joined Torontobased Ceridian HCM Inc. as a software developer after earning a software engineering degree from University of Waterloo. But Sharma soon discovered that while she was talented at writing code, she wasn’t as suited to the solitary work involved.

She began to look for something more suited to her outgoing personality.

Fortunately, Ceridian encourages openness and flexibility through such measures as job shadowing and job rotation. Sharma took advantage of both and in June landed a dream job as a business analyst that has her dealing directly with retail clients in Canada, Germany and elsewhere.

The first thing I looked for when joining the company was opportunities for growth. I’ve been able to transition to a new role and it’s been great.

Neha Sharma,

Business Analyst

“The first thing I looked for when joining the company was opportunities for growth,” says Sharma. “I’ve been able to transition to a new role and it’s been great. I want to be at the front end of the business, having conversations with clients and shaping our products.”

Ceridian – which provides human resources, payroll, benefits, workforce and talent management services – recruits at campuses across Canada.

“Roughly 20 per cent of our new hires are recent graduates,” says Lisa Sterling, Chief People and Culture Officer. “We

KRISTINA CLEARY, CMO AT CERIDIAN (CENTER), AND COLLEAGUES AT THE COMPANY’S TORONTO OFFICE

understand that some might not have a clear idea what their career trajectory is going to look like. So we expose them to all areas of the business.”

The company does that through an intensive six-week New Grad Boot Camp. Participants receive skills training in a number of different functions.

The company assigns a departmental buddy and a dedicated mentor. They also get real-life experience through job shadowing, team-building exercises and networking events.

“We’ve seen significant positive impacts because of these programs,” says Sterling.

“We’re seeing much higher levels of engagement with our employees. They understand how they’re going to impact the organization, which drives loyalty and commitment.”

Ceridian is deeply committed to increasing the number of women in management and executive roles. “We’ve made tremendous inroads addressing

gender balance, enhancing diversity and inclusion and addressing unconscious bias, and our work isn’t done,” says Sterling.

The company promotes diversity and inclusion through its Ceridian Women’s Network – a forum that focuses on professional improvement and personal development. Ceridian is a founding partner in #MoveTheDial, which is dedicated to increasing the advancement of women in technology, and the company recently received EDGE certification globally for their commitment to gender equality in the workplace.

Employees are increasingly looking for flexibility and placing greater emphasis on work-life balance. Ceridian has responded by launching a new Time Away From Work program that eliminates specific allotments of personal and vacation days. Instead, employees have the freedom to request time off – at their discretion – for holidays or to deal

with family issues such as child care or medical appointments.

The company continues to evolve its parental leave programs. It supports couples who are attempting to adopt or become parents through in-vitro fertilization and offers competitive leave benefits for both mothers and fathers. “We’re taking a very different approach to create a workplace that is truly inclusive and accommodating for everybody,” says Sterling.

Ceridian’s culture is rooted in mutual trust and respect, which the company promotes through flextime and working virtually. Employees have some latitude in setting hours of work and they can also work from home. As Sterling points out, “We have a fundamental philosophy that says: Work is what you do, not where you do it.”

Openness and transparency are also key components of the workplace culture at Ceridian. “We have a strict open-door policy,” says Sharma.

“Anytime I want to talk to one of the executives, all I have to do is knock on their door or email. They’ve always reached out to make sure I’m heard and actions are taken.”

1,633 300 52% 41.7

full-time staff in Canada jobs available last year of employees are women years, average age of all employees

20

( 2019 )

By supporting its employees, CAST supports children in need

E

motions ran high when Satnam Dhillon, a Family Service Worker with the Children’s Aid Society of Toronto (CAST), sat down one afternoon with a family in their home in the north end of the city. In the throes of a tense conversation about their young child, conducted in three different languages, Dhillon knew that she would need help.

Fortunately, so did her supervisor, who had talked with Dhillon about the family’s situation. “Another member of my team arrived,” she says. “I didn’t have to ask.”

For more than 125 years, CAST has supported families to protect children and young people from abuse and neglect. Frontline workers like Dhillon spend their days visiting children’s families and working with them to address challenges ranging from domestic violence to joblessness to drug addiction.

CAST is really good at understanding the strengths and interests of its employees.

Satnam Dhillon,

Family Service Worker

The work is sensitive and demanding, and it requires continual training and consultation to perform it well. It also requires a work environment that emphasizes teamwork.

“I love what I do,” Dhillon says, “but it can be socially, psychologically and spiritually exhausting. The only

EMPLOYEES AT CAST CELEBRATING PRIDE WEEK

way to survive is to have a supportive supervisor and team.”

As a frontline worker at CAST, Dhillon talks regularly with her supervisor about each of her 16 cases and relies on the support and resources of her teammates in challenging situations. Frontline workers can also rely on a formal peer support network.

To find candidates who thrive on the challenges, CAST administers about 60 student placements per year. “This gives us an opportunity to check out potential employees,” says CEO Paul Rosebush.

In addition, through CAST’s Child Welfare Institute, the organization partners with universities and colleges to enhance clinical skills in working with at-risk children and families. In the process, students become aware of career opportunities at CAST. CAST’s Anti-Black Racism initiative

and similar progressive policies help to attract potential employees, as well.

“Being proactive especially appeals to social justice activists,” says Rosebush, “who make this a stimulating place to work. We also provide a good work environment for people with families.”

CAST accommodates flexible schedules, for example, off-site facilities for working from home and paid personal days for parents who need to attend to their children.

Now in her fifteenth year with the organization, Dhillon has followed her own path through the organization. From her initial role as an intake worker, screening referrals by telephone, she has joined teams focusing on domestic violence and emergency response. Now, as a Family Service Worker, she provides families with advice, guidance and support on applicable therapies and interventions

specific to each case.

“CAST is really good at understanding the strengths and interests of its employees,” she says.

“With my supervisor we often focus on my interest in domestic violence, dealing specifically with the abuser, for example, and how I might engage with them. Our supervisors are always motivating and encouraging us when they see our strengths.

“Working here, you get to deal with so many different social challenges,” Dhillon continues, “from mental health to addiction to poverty, and things change at a fast pace. Since I joined we’ve placed much more emphasis on kinship, finding someone in a family who can meet the needs of a child. There’s been a huge push for permanency for the child.

“There are also great opportunities for leadership in areas like kinship, adoption, children and youth, and the Child Welfare Institute for research. There are so many different departments, and so much mobility.

And we’re always finding creative ways to engage with and support the families we work with.”

792 51 87% 84%

full-time staff in Canada jobs available last year of employees are women of managers are women

21

( 2019 )

CIBC banks on choice, flexibility and inclusion

S

usannah Gouinlock never pictured herself working for a bank. After all, her career started in government and the non-profit sector. But a year ago she jumped at the chance to join CIBC as a Senior Consultant in Human Resources, focusing on the employee experience within the design of the bank’s new head office building – CIBC Square – in downtown Toronto.

“I definitely didn’t know that CIBC was a place where I could have such a positive contribution in communitybuilding,” says Gouinlock. “Even though I don’t have a typical banker’s background, it’s a place where I’ve discovered I can grow and develop. The people and the culture are helping me to learn and thrive.”

Every day is different, every day I’m learning something new.

Dominique Barker,

Vice-President, Global Asset Management Group

Prior to joining CIBC, Gouinlock worked for a non-profit organization that advocated for a greater presence for women in the business world. It was her mentor, an executive at CIBC, who helped her to see how her skills were transferable to her current role at the bank. And how her personal passion for diversity and inclusion was tailor-made for the corporate culture at CIBC. “We’re creating a workplace where every person can succeed, where there’s choice and flexibility,” she says. “One of the priorities for CIBC Square is to

A COLLABORATIVE, MODERN WORKPLACE INSPIRES THE TEAM AT CIBC

ensure that the building is barrier-free and designed to promote inclusion, so everyone can feel they belong.”

Being part of the CIBC Square Project Team has given her an opportunity to work with senior leaders at the bank and to make an impact.

“Right from the start, I was a trusted advisor and have been given increasing responsibilities,” says Gouinlock. “I was attending high-level sessions and contributing to important decisions, and it made me feel that I was a valued contributor.”

Dominique Barker has an entirely different role at CIBC, but her experience also speaks to the bank’s inclusive culture. She is a VicePresident with CIBC’s Global Asset Management group and has a degree in environmental engineering, an

MBA in accounting and several financial certifications. She joined CIBC eight years ago after taking time to start a family.

Dominique is passionate about her job and about making the world a better place. She is part of a team making decisions about where and how to invest funds entrusted by retail clients. “Every day is different, every day I’m learning something new,” says Barker. “CIBC truly fosters collaboration, teamwork and community-building in everything we do.”

She is proud of the fact that inclusion is part of the organization’s strength. “We are all intellectually curious and invite dissenting opinions but we work as one team,” she says.

“Ideally, this diversity of thought

means we’re making better investment decisions, which benefits our clients.”

CIBC has recognized that some clients want their bank to consider environmental and social issues, and Barker is part of a team that has helped the bank to adopt the United Nations Principles for Responsible Investment. “Acting responsibly extends into our communities through our relationship with clients,” Barker says. “We’re asking companies tough questions about things like how they deal with waste and how they treat their employees. We’re taking these things into account when making investment decisions.”

Extending community-building beyond the workplace is one way that a major institution like CIBC can have a positive impact and, for Barker, it is personally gratifying.

“It’s extremely exciting that the bank is thinking like this,” she says. “It’s the right thing to do for the world.

At CIBC I’m coming full circle and fulfilling the initial dreams and goals I had as an engineering student.”

45,000 11,172 57.2% $70M+

One of Canada’s Top 100 Employers for seven years in a row.

It all starts with our people. Together, we create an inclusive workplace full of opportunity, creativity and innovation.

Learn more at cibc.com/careers.

CIBC Cube Design is a trademark of CIBC.

employees People Network members of employees are women invested in community

22

( 2019 )

Fun is part of the vision at CWB National Leasing

W

hen it comes to her career at CWB National Leasing Inc., Tia Hatch has only one regret: that she didn’t accept the first job the Winnipeg-based company offered her back in 2004.

Hatch, an IT specialist, then worked in fields as diverse as health care and insurance. From others in Winnipeg’s tight-knit tech sector she kept hearing about the distinctive culture at CWB National Leasing, where innovation and transparency aren’t just buzzwords.

“I tried for a long time to find my way back here and I’m so glad I did,” says the Senior Business Analyst, who jumped at the opportunity when it arose again in 2015. “Working here has more than lived up to my expectations.

“In just my second week, our CEO already knew my name and stopped by to see how I was doing. And that’s typical; the hierarchy is quite flat and everyone’s opinions are valued.”

We take our work seriously, but we don’t like to take ourselves too seriously. Taking a nontraditional approach to business is built into our DNA. Joel Druwe,

Vice-President, Innovation & Marketing

As Canada’s leading equipmentfinancing company, CWB National Leasing helps more than 70,000 Canadian businesses secure equipment they need to grow and prosper. This includes everything

AN EMPLOYEE AT CWB NATIONAL LEASING PLAYING PIANO IN THE OFFICE LUNCH ROOM

from combines and loaders to dental and office equipment.

CWB National Leasing, however, has a different definition of what constitutes office equipment. In addition to computers and phones, you’ll find things like bubble hockey, Frisbees and NERF guns for those times when hard-working employees need to let off steam.

“A lot a companies say it, but here it’s really true: we work hard and we play hard,” says Joel Druwe, VicePresident, Innovation & Marketing.

“We take our work seriously, but we don’t like to take ourselves too seriously. Taking a non-traditional approach to business is built into our DNA.” This is evident in how CWB National Leasing describes itself with four key attributes. For a company that develops and uses innovative financial products and services tailored to customers’ needs, the

first three could be expected: Smart, Helpful, and Creative. The fourth is Fun. Having fun at work helps relieve pressure, explains Druwe, and employees who are less stressed perform better. That, in turn, is good for customers. Fun, he adds, also contributes significantly to team-building and creating a positive atmosphere.

“Our culture sets us apart,” says Druwe. “Our people are committed to their work, so it’s important the workplace is somewhere they actually enjoy spending time.”

It’s why the company recently purchased a gong to ring on special occasions like reaching a major sales goal. Successes are also celebrated at regular all-staff lunches or with goodies like champagne fountains or cupcakes. The company also encourages employee-led events and some, like the Rock, Paper, Scissors

Tournament, have become annual affairs.

For those whose idea of a good time is working on cutting-edge projects from conception to implementation, CWB National Leasing develops the majority of its award-winning technology in-house.

The company invests in employees’ futures with a range of benefits and career development opportunities.

For her part, Hatch appreciates the support she’s receiving as she studies for a BBA in accounting. And as if work and school weren’t enough, she also heads the company’s United Way fundraising committee.

Little wonder then that she pauses for a quiet moment first thing most mornings in the company cafeteria where sunshine streams in. For several months recently, she listened in as a colleague taught himself to play the onsite piano, which he continues to play every morning.

“That’s not something you normally experience at work,” says Hatch. “What an unusual, joyful, way to start a day.”

400 1,494 14 230+

full-time staff in Canada job applications received last year employee sports teams pieces of Canadian artwork at head office

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( 2019 )

Helping communities at Export Development Canada

A

great deal has changed at Export Development Canada since Stephanie Butt Thibodeau started working there 23 years ago. At that time, the Ottawa-based Crown corporation was more of a conservative financial institution with a traditional hierarchy of management. In the years since, however, EDC has invested significantly in management systems to ensure employees are able to problemsolve and are empowered to make decisions and drive their own work.

Now, says Butt Thibodeau, Senior Vice-President of Human Resources at the export credit agency, “leaders are there to remove roadblocks, to remove barriers and help support their team in achieving their results.” Employees are encouraged to share their perspectives, challenge the status quo, and bring their ideas to improve their work.

Leaders are there to remove roadblocks, to remove barriers and help support their team in achieving their results.

Stephanie Butt Thibodeau, Senior Vice-President, Human Resources

And that’s part of what has kept her at EDC much longer than the two or three years she expected to be there.

“Our employees come to EDC because they want to make a difference for Canada, so the energy, the engagement, the passion, the commitment is there every day,” she adds. “The opportunity to work with great people and to keep learning and growing and developing

EMPLOYEES AT EDC HAVE REGULAR HUDDLE MEETINGS TO STAY INFORMED

– I feel like I’m actually making a difference and I find that pretty inspiring.”

That commitment and engagement translates into a positive work environment, as Matthew Robinson soon discovered when he joined EDC in 2016. Starting in a student role, Robinson says his supervisor was open about giving him opportunities in other areas of the organization, ones that aligned more closely with his interests.

“As a student I didn’t feel isolated; I felt like a full employee and I could take advantage of the Lunch and Learns and the networking – the full package,” says Robinson. “I could jump right into the community, whether it was through volunteering or taking advantage of opportunities.”

When he moved into his new position as an Associate with Environmental and Social Risk Management, Robinson says he was well-prepared thanks to the training he’d received in problem-solving, mindsets and behaviours, and lean management.

“It enables you to join a new team and hit the ground running, even though you might not have all of the background content or the detail,” he adds. “I was able to jump in right away.”

At the same time, Robinson never felt that he, at 23, was expected to be an instant expert. But, he adds, “even though I’m a young person, I’m bringing experience from other departments in the organization, sharing that knowledge with my new team and broadening their own

networks, so that’s been a really cool experience.”

One of Robinson’s favourite times of the year is Community Investment Day, during which EDC employees are connected with charities in their local communities. To him, it means “getting everyone out to pause and reflect and take a moment to say, the work we do is really important but so is taking the time to forge better connections with the community.”

All employees are encouraged to participate in charitable work in their communities. Not only does EDC provide everyone with two days each year to volunteer but the corporation will also donate to an employee’s charity once they’ve volunteered a certain number of hours. EDC is also partners with the United Way campaign and raised $197,437 last year – a generous employer when it comes to giving back to the community.

“The work we do is important,” says Robinson, “but so is this in terms of finding that balance and that sense of fulfillment – and being the best employee you can be is all about that.”

1,560 247 24 50%

employees in Canada jobs available last year weeks, maternity & parental leave top-up pay of employees are women

PROUD TO BE ONE OF CANADA’S TOP 100 EMPLOYERS. FIÈRE D’ÊTRE AU RANG DES 100 MEILLEURS EMPLOYEURS DU CANADA.

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( 2019 )

Growing your career at Fidelity Canada

K

eeping up with new developments in the investment industry is the biggest challenge in Madeline McGown’s job. As a Business Development Manager with Fidelity Investments Canada, she serves a client base of some 600 financial planners and advisors in the Ottawa region.

“The industry is always changing; and so the company is always evolving,” she says. “There is always something new to know. Fortunately, our sales team is supported really well by all Fidelity departments.”

McGown takes clients’ calls and answers their questions with up-todate product information. She also prospects for new clients. “I do most of my work from inside the Toronto office,” she says, “but part of our training is to go on the road with our district vice-president – the main point of contact between Fidelity and the financial advisors – and do face-to-face presentations. That has been amazing.”

Almost two-thirds of our employees attended our internal classes last year. That speaks to the interest here in continuous learning.”

Diana Godfrey,

Senior Vice President, Human Resources

Fidelity Canada, which opened in 1987, is one of the country’s leading investment management firms, managing $136 billion in mutual fund and institutional assets. Part of the global Fidelity organization, the Canadian

CO-OP STUDENTS FROM FIDELITY CANADA VOLUNTEERING AT HOLLAND BLOORVIEW KIDS REHABILITATION HOSPITAL

operation is headquartered in Toronto, with regional offices in Montreal, Calgary and Vancouver.

Fidelity employs about 1,100 people in Canada. One of its main areas of hiring has been new graduates for its SalesPath program, says Diana Godfrey, Senior Vice President, Human Resources.

“In a distribution business, sales is key. To sell investment products and solutions, you need financial knowledge. You have to know the product and be able to impart that knowledge to the advisors.”

McGown started with the firm three years ago, having just graduated from the University of Ottawa with a commerce degree. As a Business Development Associate, she supported the downtown Toronto sales team. “I had four weeks of training to be eligible for promotion into my current position. Now, I’m in training to become a district vice-president.”

Fidelity emphasizes professional and

personal development. “In addition to compulsory learning that all employees do, almost two-thirds of our employees attended our internal classes last year,” says Godfrey. “That speaks to the interest here in continuous learning.”

In addition to the training it provides internally, the firm encourages ongoing education externally. It made 97 tuition reimbursements in the past eight months.

McGown earned her Canadian Securities Course designation while working as a Business Development Associate, and is now pursuing her Chartered Investment Manager designation.

Fidelity also is proud of its Mentor Match program. Along with traditional mentoring – where a senior manager advises a more junior employee – the firm’s program offers reverse mentoring, where executives are mentored by younger employees, and peer-to-peer mentoring.

Top employers have the best employees. careers.fidelity.ca

McGown, in the role of mentor, was paired with a colleague from the backoffice educational program. “He got to learn more about how the sales teams work,” she says, “and soon after was promoted to a business development role. It was a good learning experience on both ends. I plan to sign up next to be a mentee.”

Fidelity offers another passport to professional growth through its five employee resource groups. These include Pride (for LGBTQ staff ), Aspire (for Black and Latino), an Asian group, a women’s leadership group, and, most recently, Enable (recognition of varying abilities).

Each group has between 60 and 100 members, comprising not only self-identified minorities but also allies.

“It not only helps us promote diversity but by having allies inside the groups, it advances inclusion,” says Godfrey.

The women’s group is the largest.

“Learning about other professional women’s experiences in the company has been valuable,” says McGown, “and attending its events is a great opportunity to network.”

1,074 890 2,510 23,263

full-time staff in Canada charities helped last year staff volunteer hours last year jobs applications received in past year

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( 2019 )

The Graham Group strives to maintain a family vibe

W

hen you’ve grown into an employeeowned construction giant but still want to keep the small-town roots you started with, you have to be willing to go the extra mile. In the case of the Graham Group, that literally means senior leaders logging thousands of kilometres on a “Town Hall” circuit, visiting every office across Canada and the United States. It’s a long haul, but this management marathon and other channels of communication help keep the company fit and employees engaged.

Our employee ownership is at the root of what sets us apart. We’re a group of people who really care about the work we do.”

Patrick Schmidtz,

Vice President Labour

“Our CEO and a number of our executive leaders get in front of our people and give them the opportunity to ask difficult questions and to challenge and clarify,” says Patrick Schmidtz, Vice President Labour.

“It’s meaningful communication. We deal with hard issues. People ask hard questions and it’s part of what keeps us healthy.”

From a small family business in Moose Jaw, Sask., Graham has grown into a leading, fully integrated North American construction solutions provider. Headquartered in Calgary, it has 14 North American offices, 1,445 full-time staff in Canada and annual revenues of more than $2 billion.

AS OWNERS, EMPLOYEES AT GRAHAM ARE COMMITTED TO ENSURING THE SUCCESS OF EACH PROJECT

While progressive and sophisticated, Graham still maintains a more intimate, family-friendly culture, not only because its management goes the distance, but because it’s an employeeowned company. “It’s a core piece of our culture. It comes down to taking care of people and giving them a path to grow their skills and careers while behaving with that small-town feel,” says Schmidtz.

“Our employee ownership is at the root of what sets us apart,” he continues. “We’re a group of people who really care about the work we do. We’ve got great people who have a stake in the business and I think our strategy is an effective way to remain competitive and give folks the opportunity for a great career.”

Ownership offers Graham employees opportunities rare in the rest of the construction sector, including a share

purchase plan, profit-sharing and the chance to invest in the company’s Graham Income Trust. Employees also enjoy benefits like a defined contribution pension plan and three weeks’ starting vacation allowance.

For Jennifer Scott, Director of Concessions in Graham’s Vancouver office, the company’s training and leadership programs are a key benefit.

“Graham has a lot of different programs to support their employees and the skills training and tuition bonuses are meaningful and impactful,” says Scott.

“I’ve used a lot of them and they’re all gold-seal certified.”

Graham’s award-winning suite of courses and programs covers all the elements of construction. Its industryleading Builders’ Framework offers a ladder of support that helps employees advance their careers from the field into supervisory and management

roles. Rather than rely on outside consultants, the company’s programs draw largely on the experience and expertise of Graham employees.

Social events also enhance the company’s family feel. Employees are encouraged to take part in a wide variety of events, such as Christmas parties, summer barbecues and celebrations like the Calgary Stampede.

Participation in charitable events is also high. Graham contributed more than $1 million to causes across North America and supported more than 250 charities last year. From contributing to disaster relief overseas to volunteering at or donating to the local food bank, Graham employees treat the global village like their own small-town company.

Caring and sharing is also part of the culture in every Graham office.

Scott says it makes the company stand out from other places she’s worked at. “I think a huge part of what makes Graham a top employer is the community culture that they’ve created,” she says. “The Graham team of people are all just really good people.”

1,445 43 250+ 350

full-time staff in Canada years, longestserving employee charities supported last year jobs available last year

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( 2019 )

Hatch employees are ‘entrepreneurs with a technical soul’

A

manda Defela likes to joke that she’s going to be the youngest CEO in the history of Hatch Ltd. Even though she started at the engineering and management consultancy just over two years ago, right out of school, she knew she’d found a place where she could grow and develop. “I don’t like to be bored with what I do,” says Defela, a Junior Process Engineer. “I’m a very driven individual.”

That attitude is very much in keeping with the culture at Hatch.

In fact, when Glenn Sakaki talks to job candidates, he says, “I tell them that this could be the last interview you have in your career.” That goes for anyone, from young professionals to more established employees.

HATCH PROFESSIONALS DESIGN THE DIGITAL MINE OF THE FUTURE

Why would you go anywhere else if you had the opportunity to have different careers all within one firm?”

Glenn Sakaki,

Global Director, Marketing and Communications

“The culture of the company is for you to complete your entire career with us, however long that would be, and do multiple roles,” adds Sakaki, Global Director, Marketing and Communications. “Why would you go anywhere else if you had the opportunity to have different careers all within one firm?”

Over the past six decades, Hatch has grown from 500 employees to a global network of 9,000. But it still

behaves and feels like a small business – employees are, in the words of Chairman and CEO John Bianchini, “entrepreneurs with a technical soul.”

One of the factors contributing to that small-business feel is that Hatch is employee-owned. While that frees the company to focus on long-term viability, it also fosters a community of people who are working together to make the company the best it can be – to the benefit of all involved. “Acting as an owner changes the way you operate, Sakaki says. “You really feel like your contributions are valued and it’s your responsibility to make sure the organization is successful.”

That all-for-one-and-one-for-all environment is one of the things that keeps Defela engaged. “I don’t feel like

I’m just someone doing my work in my cubicle with no outcome at the end of the day,” she says. “I feel like I’m part of something bigger here – like I’m contributing to larger goals and creating positive change.”

The fact that Hatch is a flat organization – colleagues, managers and a board of directors – helps keep that small-business feeling as well.

Managers sit on the floor with staff, and the buildings are all designed with open areas for collaboration. “We really feel one of the benefits of working with that structure and that type of environment is that we get a lot of different ideas from different people, and we encourage global collaboration on projects around the world,” says Sakaki “It just helps us create better

We embrace your vision as our own

ideas for our clients.”

Hatch has an impressive history of giving back to the community – often with a mandate to encourage the next generation of professionals. Hatch’s $3-million donation to McMaster University for the Gerald Hatch Centre for Engineering Experiential Learning will enable young engineers to learn outside of the classroom; the company also sponsors and mentors students in the FIRST Robotics competition, among other things.

Equally important is keeping the thousands of professionals at Hatch feeling challenged. “If I want to try something new or there’s something specific I want to do, there are many people around who are trying to make that happen,” says Defela. And that is a fundamental value of Hatch. “We like to give people different roles to challenge them in different ways,” says Sakaki, who has held 14 positions over his 17 years with the company. “Once that core culture and understanding about how we make decisions is within our people, they can excel in many different roles.” staff 3,800 full-time in Canada year 600 jobslastavailable year 70,000 job perapplications of young professionals are 50% interviewed women

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( 2019 )

Pride and prestige at the House of Commons

C

harles Robert hazards a guess, with a smile in his voice, that most Canadians are unaware of the organization he leads, even though it plays a central role in the functioning of their democracy.

As Clerk of the House of Commons, he’s chief executive of the House of Commons Administration, which employs more than 1,800 people in the National Capital Region, all of whom are dedicated to providing Members of Parliament with the support and services they need to do their work.

“We’re not the same employer as the federal government,” he explains.

“We’re part of Parliament, the legislative branch, and we report to the Speaker of the House. We’re an institution that’s steeped in tradition, but we aim to be progressive and dynamic in providing services to Members. Given the many demands placed on them, we want to make it easy for Members to focus on their important work as parliamentarians.”

Our people are encouraged to find solutions and own those solutions – and we’re constantly amazed at what they do.”

Dany Giguère,

Chief, Parliamentary Precinct Operations

The range of support the organization provides to MPs is extraordinarily diverse. It includes expert advice on writing Private Members’ bills, committee amendments and preparing the agenda of the House; accreditation and

CHARLES ROBERT, CLERK OF THE HOUSE OF COMMONS (SECOND FROM LEFT), WITH DANY GIGUÈRE, CHIEF, PARLIAMENTARY PRECINCT OPERATIONS (CENTER), AND EMPLOYEES FROM TRADES SERVICES WITH THEIR HANDCRAFTED SUBMISSION TO THIS YEAR’S CANADA’S TOP 100 EMPLOYERS COMPETITION

assistance with technology, finance, leasing constituency offices and hiring staff; moving and cleaning services, and much more.

“Our focus is on delivering the best possible service to our four lines of business, which we call the four Cs – the Chamber, Committees, Caucus and Constituencies,” says the Clerk. “We want our people to think critically about how things have been done in the past and always be looking for innovative ways to improve service.”

Since joining the House of Commons Administration in 2015 as Chief, Operations, for Parliamentary Precinct Operations, Dany Giguère has seen how those goals are achieved.

“There’s so much pride here,” she says. “Our people are excited to be part of such a prestigious organization. We

have state-of-the-art equipment and the best people, who are empowered to take ownership of their work.

“We deliver customized service to the highest standards for our Members and we anticipate their needs. We’re all about taking risks – trying something different if we think it will improve service. We celebrate success and learn from failure.”

Giguère is responsible for four areas of service: printing and mailing, food, transportation, and trade services, the last of which includes upkeep and repairs to MPs’ offices and the House of Commons Chamber.

As a manager, she says, “my approach is to step back, observe people, ask for their input and see what they need to do their jobs. I don’t decide on my own what they should do – we collaborate and work together as

a team. Our people are encouraged to find solutions and own those solutions – and we’re constantly amazed at what they do.”

In addition to finding her work rewarding, Giguère appreciates the family-friendly environment, flexible work arrangements and other generous employee benefits provided by the House of Commons Administration.

The organization also maintains a dedicated Diversity Council, which is part of its Workplace Inclusion Program, and a Next Generation Network to engage aspiring leaders.

“We recognize we’re in a very competitive environment,” the Clerk says. “In addition to excellent benefits, we provide a strong training program, support time for further education, and encourage career mobility.

“The bottom line for us,” he adds, “is to operate a high-functioning organization that serves all Members well, regardless of their political affiliation. If you have any sense of civic responsibility, it’s an exciting place to work, at the heart of our democracy.

We are the House of Commons, the people’s house.”

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full-time staff in Canada jobs available last year years, average age of employees years, longestserving employee

EXCEPTIONAL TALENT EXTRAORDINARY WORKPLACE Proud to be one of Canada’s Top 100 Employers

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( 2019 )

At Irving Oil, people are the most important resource

I

rving Oil is one of Canada’s largest oil refining and marketing companies. But its true dynamism is fuelled by its people.

“We focus our company on how people matter -- whether that is our own employees, customers, business partners or the communities where we live and work,” says Chief Human Resources & Corporate Administration Officer Jennifer Beach. “We want to cultivate workplaces across our company that are diverse, inclusive and equitable.”

John Theriault, an HR Partner in Irving Oil’s Halifax office, has seen firsthand how this focus has impacted the culture of the company and, for him, provided a welcoming place to build a successful career. New Brunswick-born Theriault says he spent his early career at other companies feeling like he never really fit in.

We want to cultivate workplaces across our company that are diverse, inclusive and equitable.

Jennifer Beach,

Chief HR & Corporate Administration Officer

When he spotted an Irving Oil Facebook posting featuring the company logo surrounded by the Pride colours, he saw the potential for something different. “I felt that if I joined the company,” he remembers, “I could bring my whole self to work and wouldn’t have to shy away from being who I truly am.”

Theriault says senior leaders make

IRVING OIL EMPLOYEES PARTICIPATING IN THE PRIDE PARADE IN SAINT JOHN, NB

an effort to get to know staff members and are open to new ideas. He cites one example: the company’s participation for the past two years in LGBTQ+ Pride parades in Halifax and Saint John.

“This is something that was employee led and company supported,” he says.

“This, to me, shows genuine concern for every employee.”

Theriault says he also appreciates the opportunities at Irving Oil for continuous learning, and the company’s concern for work-life balance — including the ability to work remotely when appropriate.

Irving Oil looks for prospective employees who are highly engaged, honest and passionate, says Beach.

“They are people who care about their families, teammates, community and the environment,” she adds, “and they bring that energy to work every day to help move our company forward.”

Human resource initiatives at the company, says Beach, are focused on overall employee wellness and are built on the recognition that people are its most important asset.

To support families, Irving Oil provides employees with maternity and parental leave top-up payments to 100 per cent of salary for up to 17 weeks.

Through its employee scholarship program, the company awards a total of $150,000 each year to children of employees for post-secondary education. Individual students attending college or university can access scholarships of up to $2,000.

For those approaching the end of their careers, Irving Oil offers retirement planning assistance to help employees prepare for the future, and maintains a dedicated alumni association to encourage retirees to stay connected.

Good energy. Every day.

Our people make us great. We’re proud to be one of Canada’s Top 100 Employers.

To empower individuals to contribute to their communities, Irving Oil launched Good Energy in Action, a program managed through an online platform that connects employees with a wide variety of volunteer opportunities. The company also provides employees with one paid day off to volunteer each year and matches charitable donations up to $100.

Irving Oil’s multi-faceted Live Well program includes an annual fitness reimbursement, nursing staff, and an Employee and Family Assistance program. The emphasis on wellness was also incorporated into the design of the company’s new head office in Saint John, which offers an abundance of natural light, a café with healthy food options, and an expanded fitness facility.

Being named one of Canada’s Top 100 Employers for the third consecutive year is a true testament to the people at Irving Oil, Beach says. “This honour recognizes our commitment to our people, gives our people pride in working for Irving Oil, and recognizes what we can do when we work together.”

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full-time staff in Canada job applications received last year years, average age of all employees charities helped last year

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( 2019 )

Keurig brews up diverse pods of opportunity

T

wo years ago, Jon Theisen started in a junior sales position with Montrealbased Keurig Canada Inc., but he didn’t hold that job for long.

“One of the things that attracted me to Keurig and continues to keep me engaged is the amount of opportunity you have,” says Theisen, who is now Key Account Manager, National and Canada Sales Strategy. “I’ve had three roles in two years and they’ve all been great opportunities to learn.”

Keurig is the leading brand in the coffee pod and single-serve coffee maker segments. Theisen, who works in the Toronto regional office, says he didn’t know much about coffee, or Keurig for that matter, when he started. That quickly changed.

“They flew me to Montreal to meet everybody, tour the plant and educate me about coffee. They do a great job educating you and getting you to buy into the brand.”

They challenge you to get out of a linear career path and think about skill sets you may not know you had.

Jon Theisen,

Key Account Manager

He also found senior leaders approachable and supportive – even when working in a regional office.

“And they push their people to grow and develop,” says Theisen. “They challenge you to get out of a linear career path and think about skill sets you may not know you had,”

KEURIG CANADA EMPLOYEES PLANTING TREES IN THE COMMUNITY OF ST-MICHEL IN MONTREAL, QC

he adds. “They’re disruptive, but in a positive way.”

Pina Piccolo, Vice President, Human Resources and Transformation, says Keurig supports employees with the opportunity to explore developmental assignments.

In fact, she landed in her current role thanks to that approach. She is a certified professional accountant and started with the company in finance.

She wanted to try something else and spent time in an operations role before settling in at human resources.

“We allow people to grow and develop in fields outside their expertise,” she says. “Sometimes you don’t know what you really like till

you’ve tried something. It’s a great way to discover yourself and further develop your skill set.”

Keurig is also big on teaching employees about their product. Six months after he started, Theisen had the opportunity to visit Keurig’s office and research centre in Burlington, Vermont along with other members of the sales team. They learned how to taste different types of coffee in the same way sommeliers teach people to taste wines of different vintages.

“It was a great bonding and learning experience,” he says.

Keurig takes the learning experience to another level with what it calls source trips. Five times a year, the

company flies up to 10 employees to coffee plantations in countries like Colombia, Brazil, Guatemala and Costa Rica. Employees who have been with the company three years or longer are eligible; they spend a week working with and learning from the coffee growers who supply Keurig with beans.

Piccolo had the opportunity to participate in a trip to Colombia.

“For me, it was transformational,” she says. “You appreciate the hard work and labour that it takes to transform a coffee bean to a great cup of coffee.”

Keurig is deeply committed to volunteerism and giving back to the community. It has a formal volunteerism program in which employees can engage with a charitable organization of their choice and are allowed a designated number of paid hours per year. “Our offices are located in the east end neighborhood of Saint-Michel, a community that faces many challenges,” says Piccolo.

“A lot of our volunteer work is focused on giving back to the community where we’re located.”

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full-time staff in Canada jobs available last year charities helped last year staff volunteer hours on company time last year

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( 2019 )

Keyera leads with unique culture and strong values

A

s one of the largest companies in Canada’s midstream oil and gas sector, Calgary-based Keyera Corp. fosters an open, entrepreneurial culture and a shared commitment to excellence in order to realize its vision of being the North American leader in delivering midstream energy solutions.

“Keyera’s culture is unique in this industry,” says Eileen Marikar, Vice President - Controller. “The executive team is approachable and people feel comfortable coming forward with ideas and suggestions, or with problems that need solving. Diversity is valued and staff turnover is very low.

And the company has strong values, including health and safety, integrity, responsibility and accountability, teamwork and respect.”

I like the openness here. There’s a wealth of knowledge and a willingness to share it.

James Karperien,

Advisor, Hedging and Analysis

Keyera owns and operates a network of pipelines, natural gas processing plants, and natural gas liquids and condensate infrastructure in Alberta. It also has operations in Oklahoma and Texas.

“We provide essential services to natural gas and oil sands producers,” Marikar says. “We gather and process natural gas and natural gas liquids, and market the byproducts such as propane and butane. In our business, growth comes from capital projects, and so do

KEYERA ENCOURAGES ITS PEOPLE TO SEEK NEW OPPORTUNITIES THAT ADD VALUE FOR ITS CUSTOMERS

opportunities and excitement.

“Capital spend is a good measure of our growth and success as a company.

Keyera’s capital spend has grown from $300 million in 2013 to a projected total of between $1 billion and $1.1 billion in 2018.”

James Karperien, who has been with Keyera for four years, enjoys being part of an industry-leading company and appreciates the corporate culture.

“I like the openness here,” he says.

“There’s a wealth of knowledge and a willingness to share it. We feel valued and motivated, and there are a lot of career development opportunities.”

Karperien joined the company after graduating from the University of Calgary with a commerce degree majoring in finance. He’d already spent two summer internships with Keyera, in the Corporate Development and Credit Risk

Groups, and knew it was where he wanted to work. He started full-time in 2014 as an Analyst in the Treasury Group, then moved in March 2018 to his current position as Advisor, Hedging and Analysis, providing risk management support to the Natural Gas Liquids Marketing Group at Keyera’s Calgary headquarters.

“We’re encouraged to improve our skills through further education and training,” he says. “For example, I’ve earned my Chartered Financial Analyst designation while working here. The company was very supportive and subsidized the cost.”

Keyera also provides internal professional development opportunities for employees at different stages of their careers, through mentoring, training and networking across the company.

In addition, future leaders have access to mentorship programs, coaching and

annual leadership summits.

“Moving internally to gain diverse experience is highly encouraged at Keyera,” says Marikar. “We always post new jobs but give preference to internal hires. And success is rewarded and recognized.”

Keyera supports its employees in giving back to their communities, with two paid days off each year for volunteering. It also contributes to the communities where it operates with an investment program centred on four areas: health and wellness, environment, youth and education, and community enhancement.

As well, the company offers a range of employee benefits, including a health spending account equivalent to 4.5% of salary plus an additional $3,500 a year; a wellness spending account; eight flex days a year for appointments, family activities or to pursue personal interests; a share purchase plan; a defined contribution pension plan and an employee assistance program.

“Keyera treats its employees really well,” Karperien concludes. “I absolutely do like it here and I plan to stay.”

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full-time staff in Canada jobs available last year years, longestserving employee staff volunteer hours last year

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( 2019 )

KPMG empowers its people ‘from the get-go’

Y

ou can go a long way in a short time at KPMG LLP, as Ollie James discovered.

After working for five years as a management consultant in London for KPMG International’s UK member firm, the 29-year-old Yorkshireman was attracted by the idea of transferring to Vancouver. So, with internal support, he did in 2017. And by early 2018, he was part of a new and highly select group known as Leaders of Tomorrow, working directly with Elio Luongo, CEO and Senior Partner for the Canadian member firm. “It was an amazing opportunity,” says James.

James’ experience is part of a strong push by KPMG in Canada to open up and evolve its culture, says Chief Talent Officer Linda Speedy.

Employees of the professional services firm are participating in decisionmaking and giving feedback. “We are listening to our people and involving them in designing and creating our environment with the initiatives that are most important to them,” she says.

It’s very entrepreneurial here – they let you run with an idea.

Ollie James,

Operations Lead, KPMG Ignition Centre, Vancouver

The 31-member Leaders of Tomorrow group was selected from some 300 applicants from across Canada and meets quarterly with Luongo. In applying to be a member, James was able to point to an innovative project he started in Vancouver called Pollinate, a network

ELIO LUONGO, CEO AND SENIOR PARTNER (RIGHT), WITH OLLIE JAMES, OPERATIONS LEAD FOR THE KPMG IGNITION CENTRE IN VANCOUVER AND MEMBER OF ELIO’S ‘LEADERS OF TOMORROW’ GROUP

of young professionals in the city that brings together people from KPMG and people from a wide variety of outside companies. Now, after Luongo had James present the idea to KPMG’s management committee, the firm is introducing the network in Toronto and Victoria to see how it works in other centres. Hopefully, chuckles James, it will soon expand to be “PolliNation.”

Meanwhile, James has taken on a new job – Operations Lead of the KPMG Ignition Centre in Vancouver, another example of the firm’s evolving approach. The centre occupies a floor designed more like a tech company environment, complete with graffitistyle designs and open spaces, to

help clients think outside the box in terms of their business. James is quite awestruck by his own progress. “The amount of different experiences I’ve had is really incredible,” he says. “It’s very entrepreneurial here – they let you run with an idea.”

Speedy says KPMG is working hard to provide a more inclusive environment where people see meaning in what they do and have choices. “Designing with our people from the get-go is mission critical,” she says. In fact, the firm’s new Total Rewards program is among the most flexible anywhere. Employees have identified the things they value from a wellness perspective. The ball will be in their court to choose how they

spend their wellness pool. Premium benefit coverage, retirement or shortterm savings, house cleaning, boot camps or dog walkers – the choices are diverse and in employees’ hands.

KPMG’s audit, tax and advisory practices continue to hire significant numbers of university students each year from business programs. But increasingly, says Speedy, the firm is recruiting from STEM disciplines – science, technology, engineering and mathematics. “The pace of change and disruptions in the environment mean our clients need different advice and support than they have in the past,” she says. “The more people we have who understand data, how to visualize it and how to get insights from it, the more helpful we can be to our clients.”

Another advantage KPMG can offer is the ability to work almost anywhere, given that the firm is represented in just about every large and mediumsize urban centre in Canada, from Toronto to Fort St. John, B.C. And as Ollie James found, it’s not that hard to move, either – especially forward.

7,081 36 52.6% 250,009

full-time staff in Canada years, average age of all employees of managers are women staff volunteer hours last year

32

( 2019 )

Employees help brew a better world at Labatt

A

s Senior Brand Manager for two high-end products from Labatt Breweries of Canada, Megan Kates has an impressive job description. It’s part of her responsibilities for Stella Artois and Corona beers that she and her team look after the brands’ better-world initiatives. For Stella Artois, it’s a campaign to provide water access to communities with little; for Corona, it’s about cleaning up the beach and ensuring that it’s sustainable for future generations.

“To have those kinds of initiatives be such a big part of my job makes me very happy and really proud to work at this company,” says Kates, who has been with Labatt since she was a post-graduate student.

“It just gives you a real sense of accomplishment and impact in the world.”

We’re truly focusing on initiatives to better communities and the world around us.

Megan Kates,

Senior Brand Manager

Bringing people together for a better world is a theme that is dear to employees of Labatt, and they’re able to do just that through several programs. In one, during natural disasters, production is quickly switched from beer to water; since 2012, Labatt has donated 450,000 cans of water to communities in need. “We’ve been operating in Canada for over 170 years now,”

GETTING INVOLVED IN COMMUNITY INITIATIVES IS IMPORTANT TO MEGAN KATES, SENIOR BRAND MANAGER AT LABATT

says Amanda Lynn, Vice-President of People. “We plan to be here for the next 100 years and our dream is to make the communities where we operate better.”

In addition, there are World Environment days, golf classics to raise funds for physically challenged children, Road Safety days, during which colleagues from across the country meet with their communities to discuss responsible drinking and ways to reduce impaired and distracted driving, and much more.

“We’re truly focusing on initiatives to better communities and the world around us,” says Kates.

The other themes at Labatt are ownership and opportunity. To

facilitate those, Labatt, which is part of the worldwide company AnheuserBusch InBev, has instituted a unique global management trainee program.

For 10 months, those in the program live out of a suitcase and travel around the country learning about all areas of the company. “Your knowledge is going to be a mile wide,” Lynn says, “because you’re seeing everything from the brewery operations to logistics to sales and marketing, as well as finance, legal and people.”

One employee engagement program, The Ideas Process, empowers people at any level and in any part of the company to bring forward their ideas and see them

through to the end result. Ideas can be about anything from ways to save energy or water, tweaking the packaging material, diverting waste from landfill and more. “Our frontline employees have the best ideas because they’re the closest to the product, to the processes, to the consumers,” says Lynn. “At the end, they have that recognition and they know that’s their legacy – how they’ve impacted Labatt, how they’ve impacted the communities.”

Seeking out available opportunities and taking them to the next level is practically a company policy at Labatt. It’s not about the amount of work, explains Lynn, but the stretch the work demands. “Our CEO believes it takes the same amount of energy to dream big as it does to dream small, so why not dream big,” she adds. “It’s that constant propelling forward that really has kept me here. Consistent in every area and location I’ve worked at is this huge sense of ownership that you can seize, aligning with our culture and moving forward with it.”

3,400 45,076 38 200

full-time staff in Canada job applications received last year years, average age of all employees charities helped last year

VOLUNTEERING. CONTRIBUTING. CARING. BUILDING STRONG COMMUNITIES

Proud member of the Anheuser-Busch InBev family

Our Dream is to bring people together for a better world.

33

( 2019 )

Employees are the foundation at Mattamy Homes

F

or Senior Design Consultant Christine Woltman, working for Toronto-based Mattamy Homes Canada is a perfect

match.

The busy mother of three school-age kids, two dogs and a cat says her job in Calgary with North America’s largest privately owned home builder offers excellent benefits and a great worklife balance. The company’s steady expansion in Canada and the United States also offers a solid foundation for career growth. “You have that sense of stability,” she notes, “whereas other builders may not be able to offer that.

That’s definitely a bonus.”

Among its family-friendly policies, Mattamy Homes supports new mothers and fathers with maternity and parental leave top-up payments that keep incomes at 70 per cent of salary for 15 weeks. And for families and individuals building for the future, the company provides matching pension contributions.

If our employees are passionate about something, we want to share and support that passion.

Brad Carr,

CEO

Mattamy hired Woltman for a part-time position in Ottawa 11 years ago, when she was just coming off a mat leave. In 2013, the family moved to Calgary, where she now works full-time helping home buyers at a Mattamy community choose the

CHRISTINE WOLTMAN OF MATTAMY HOMES CATCHES UP WITH FELLOW EMPLOYEES IN THE SIGHTLINES CAFÉ AT THE COMPANY’S HEAD OFFICE

fixtures and finishes they love.

The sense of teamwork and fun in her workplace is “awesome,” she says. “Mattamy likes to engage its employees to come up with ideas and solutions,” she adds. “At the end of the day, we all have that passion for helping our customers create their dream homes.”

Mattamy Homes has put people at the top of its priority list since the company was established in 1978 by founder Peter Gilgan. “Having employees who are highly motivated,” says Mattamy Homes Canada CEO Brad Carr, “and who are sharing their valuable time with the company -that’s the key to our success.”

For Mattamy Homes, adds Carr, being honoured as one of Canada’s top employers has both “outward” and “inward” benefits. “The recognition

is great and helps in our recruiting efforts,” he notes. “But it really validates what we’re doing every day for our people, too.”

The company invests in ongoing employee education, including its Finance Leadership Development initiative for recent graduates. The 24-month training program helps new grads gain experience in financial planning and assessment, treasury operations, risk management and financial systems. “We’re really spreading that financial acumen throughout the whole business,” explains Carr, “to make sure we’re being good stewards of all of our resources at every level of the company.”

Mattamy Homes also encourages employees to be active in their local communities. It provides one paid day off per year to help staff members

support a charity or non-profit organization of their choice. And it offers up to $200 annually to match charitable donations by employees, or $500 to non-profit organizations if an employee is an active volunteer. “The whole philosophy of giving back has been a significant part of Mattamy’s history,” says Carr, who volunteers as a board member with a theatre company.

“If our employees are passionate about something, we want to share and support that passion.”

On the work front, the company has high expectations for its teams, he adds. But it also strives to foster a fun, family-friendly atmosphere based on respect and inclusivity. That radiates out to the thousands of contract professionals and tradespeople who build Mattamy’s many communities in Ontario, Alberta, North and South Carolina, Arizona and Florida.

“Empowering everyone to create a positive working environment is very important,” says Carr. “Happy and motivated employees are far more likely to deliver a great customer experience.

Fundamentally, we just believe the two of them go hand in hand.”

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full-time staff in Canada jobs available last year job applications received last year charities helped last year

Build dreams.

Experience exciting possibilities.

Belong to an extended family.

THIS IS OUR HOUSE

www.mattamyhomescareers.com

34

( 2019 )

If you want to save lives, MSF offers the chance

A

t Doctors Without Borders/Médecins Sans Frontières Canada (MSF), people sign up for the humanitarian work, not for the money.

Indeed, the international medical relief organization attracts people who are passionate about making a difference, not about earning top dollar. Says Human Resources Director Tiffany Moore: “Our workforce believes in what we do – saving lives, alleviating suffering and restoring dignity.”

Take Maher Najari, who recently signed up as a Field Recruitment Officer after three MSF field contracts, in Iraq and Syria “I didn’t come for the dollars, for sure,” Najari says. “I joined because of MSF’s values. It’s an emotional commitment.”

I joined because of MSF’s values.

It’s an emotional commitment.

Maher Najari,

Field Recruitment Officer

Another attraction for Najari, who has an HR background, was the professional development opportunities he says were less available with previous employers. “I value capacity building,” he says. “There’s great training and human support here. I have grown up in the organization. It has given me the tools and pushed me to succeed.”

Adds Najari: “In the end, it creates a commitment to give back to the organization.”

Professional development is even more critical, explains Moore, because MSF endeavours to grow senior people

TAMANNA AKTER, A RECENTLY RECRUITED MSF HEALTH PROMOTER, LEARNING HOW TO SCREEN CHILDREN IN DHAKA, BANGLADESH

from inside the organization. “Through mentoring, learning opportunities and other programs, we invest in our people,” she says. “It’s a long learning journey for all of us.”

Although MSF may not pay top dollar, its benefits are definitely first class. “We invest in a culture of health and well-being to be as good at taking care of each other as we are in helping others,” says Moore, a veteran of five overseas postings.

The employee health plan has neither deductibles nor a waiting period. It covers 100 per cent of prescription drugs and flexible health spending accounts for dental and vision-related expenses.

As well, there is an extensive wellness program including reimbursement for gym memberships, yoga classes and even running shoes.

As an independent humanitarian operation, MSF is frequently on the crisis frontline. Recognizing that its emergency care in these and other areas is typically stressful and challenging, MSF offers a robust mental health support program. Those who go abroad on assignment receive mental health consultations before they leave and can avail themselves of such assistance upon their return, even years later.

Annual leave is extremely generous.

Everyone starts with at least four weeks holiday, rising to six weeks after just four years. In addition, employees have 12 sick days and can take extra days off for a variety of personal reasons. Field assignments can result in additional paid time off.

Another unique feature of the MSF workplace is the level of employee participation in a relatively flat organization. After a short period of time, employees can pay $25 to join the MSF Association. As an association member, they can bring forward suggestions that, if adopted by its General Assembly, become organizational policy. The association members, like shareholders, also vote for the board of directors that oversees executive direction.

Says Moore: “Through the association, our people hold our feet to the fire. They are constantly challenging MSF to do better, asking whether we are living up to our values, doing our best in the field and making the most efficient use of our donors’ contributions.”

She adds: “If you have a good idea and can persuade the General Assembly, you can make a difference. The debate is often passionate, and that’s exactly what we want. At MSF, you can have a positive, life-saving impact as part of the world’s largest medical humanitarian organization – and you can have a voice in framing what we do and how we do it.”

83 184 4 61%

The Skills you have are the skills we need.

Learn more about joining our team. check out www.doctorswithoutborders.ca

full-time staff in Canada staff abroad in field programs weeks, starting vacation allowance of managers are women

35

( 2019 )

Modern Niagara thrives on its small-company feel

W

hen Paneet Gill joined Modern Niagara Group Inc. after graduating in 2017 from the University of Calgary, she had no experience in the construction industry. “I’d heard the industry can be a hard place to work for women,” she says.

With a BSc in Mechanical Engineering, Gill had contacted a number of potential employers, expecting to become a design consultant. But when Ottawa-based Modern Niagara offered her a job, she’d already learned more about the company – and accepted the offer. “Since the day I started,” she says, “I’ve been recognized for my accomplishments, and I’ve never felt under-appreciated.”

Since the day I started, I’ve been recognized for my accomplishments, and I’ve never felt under-appreciated.

Paneet Gill,

Design Development Project Coordinator

For Modern Niagara, Gill’s passion, initiative and determination to thrive in a new environment harmonized with the company’s five core values: teamwork, determination, initiative, professionalism and passion. “Our core values are part of our DNA,” says Brad McAninch, Modern Niagara’s CEO. McAninch not only shares those values with the company’s 2,200 employees, he grew up with them.

About a year before he was born, his father had become a major shareholder

EMPLOYEES AT MODERN NIAGARA WORKING AT A JOBSITE

in the local Ottawa plumbing company that would eventually become Modern Niagara. By the time Brad McAninch earned his engineering degree in 1997, the company had become a major mechanical contractor in eastern Ontario and was about to expand into a national organization.

“Our big break came when we were chosen to provide mechanical systems for the Ottawa Senators’ new arena,” McAninch says. Completed for the NHL team in 1996, the facility led to relationships between Modern Niagara and some of the leading general contractors in Canada.

As the company has expanded throughout the country, its prominence has enabled it to recruit well-qualified employees who share its values and aspirations. Paneet Gill, for example, joined the company after she learned that it is the mechanical contractor on the

$1.4-billion Calgary Cancer Centre, near the city’s Foothills Hospital, responsible for all sheet metal, mechanical systems and services.

“I have a personal interest in the centre,” says Gill, who grew up in Calgary and lost her mother to cancer several years ago.

As a Design Development Project Coordinator, Gill and her teammates focus on the facility’s mechanical infrastructure. “My supervisors work to my strengths,” she says. “They’ve accommodated my interest in design.

In fact, it was surprising to me how much we’re involved in that aspect of the project.”

While she works in Calgary, Gill says, Modern Niagara encourages employees to interact with their associates anywhere in the country. “I’ve reached out through the company’s dedicated social media network, for example, to people in

Ontario with similar experiences in design to ask for their advice. It’s an amazing resource.”

The company also encourages employees like Gill to strengthen their qualifications and enhance their leadership skills through continuing education. “I’ve taken a contract law course,” Gill says, “and I’ll be taking further courses in other areas, as well.”

For Modern Niagara, supporting individual initiative contributes to the company’s culture.

“We’re a big company,” says McAninch, “but it feels smaller.

We’ve cultivated a very supportive environment by emphasizing two key elements. First, don’t be afraid to ask for help. We have amazing people here, and they’re all prepared to help each other.

Second, keep the work environment safe, fun and interesting.”

That positive environment not only attracts employees to Modern Niagara, it also supports the company in maintaining its leadership in the industry.

“Without good people, we’re just a logo and two words,” says McAninch.

“Anybody can do what we do, so we have to do it better than anybody.”

2,149 600 30,000 25

full-time staff in Canada jobs available last year job applications received last year weeks, maternity & parental leave top-up pay

We are building Canada’s infrastructure.

Join our growing team and help make buildings work!

modernniagara.com

36

( 2019 )

Watch your career take off at NAV Canada

M

aybe this is why NAV CANADA, the country’s civil air navigation services provider, always writes its name in capital letters. “This is one of the most exciting places to work in Canada,” says President and CEO Neil Wilson.

“We’re a global leader when it comes to safety, when it comes to service to our customers and when it comes to our world-leading technology. And we achieve all that through our people.”

So it may not be surprising that the Ottawa-based non-profit company, which purchased the air navigation system from the federal government in 1996, has as its new employment tagline, “Leave Ordinary Behind”.

Wilson says that in the last two years, the company has especially focused on its employees, asking them for feedback, to get “the right number, the right culture, the right rewards and the right performance.”

We’re a global leader when it comes to safety, when it comes to service to our customers and when it comes to our world-leading technology. And we achieve all that through our people.”

Neil Wilson,

President and CEO

On rewards, says Wilson, “we believe we’re one of the best employers in Canada for pay and benefits. But beyond that, we want to make sure we have the right culture, a healthy culture that is focused on diversity and inclusion.”

WINNIE NG, SENIOR SYSTEMS ENGINEER AT NAV CANADA WORKING AT THE COMPANY’S TECHNICAL SYSTEMS CENTRE IN OTTAWA

In part, that means expanding opportunities for women in a company where the traditionally male roles of air traffic controller, flight service specialist, technologist and engineer make up the majority of jobs across the country. Currently 23 per cent of employees and 31 per cent of the executive team are women. Wilson points to a new “summer camp” initiative in which the company flew 30 female Grade 10 students, selected from some 300 across Canada, to facilities in Ontario to show them how exciting a job with NAV CANADA might be.

But the cultural effort goes further, says Wilson. “We look at diversity in a much broader sense. It certainly includes gender, but it also includes age, ethnic background, sexual orientation, geographic location,

whatever makes people different. We want that thought and perspective brought to the table.”

Bethany Johnston has seen this positive culture shift in her 10 years at NAV CANADA, where she is now Senior Manager, Project Delivery Services in IT. She says she appreciates the company’s commitment to lasting organizational change. While she has always felt comfortable at NAV CANADA, “our culture has really transformed in the last two years,” she says. “Our Diversity and Inclusion strategy is about more than checking a box; It’s about fostering a culture where we can contribute fully, and bring all the elements of who we are to work – our diverse backgrounds, education, interests, character, points of view, and so on.”

As for exciting work, beyond

managing air traffic there is also NAV CANADA’s joint venture with Iridium Satellite Communications and other partners, known as Aireon, to put a cutting-edge payload on Iridium’s 75 new satellites currently being launched into orbit. This service will greatly extend global air traffic surveillance and provide emergency tracking of all suitably equipped aircraft, no matter where they fly. This could ensure that tragedies like the 2014 disappearance of Malaysia Airlines Flight 370 never happen again. “That’s new – this capability doesn’t exist,” says Wilson.

“This is part of our world-leading technology.”

Johnston finds this all very inspiring.

“I get pretty excited about the things we’re doing,” she says. “If you walk into an Area Control Centre, you see these blips on the screens and you realize, those are planes and the controllers are talking to pilots thousands of feet up.

This is neat stuff, and I’m part of it.”

She also likes the work-life balance NAV CANADA offers as well as the opportunities for career growth and development. In sum, she says, “I work for a very cool company.”

5,181 114 612 330

full-time staff in Canada facilities across Canada jobs available last year charities helped last year

37

( 2019 )

At PCL, building is about far more than infrastructure

L

ate this past summer, an employee of Edmontonbased PCL Construction celebrated his 60th anniversary with the company. While that is hardly an everyday occurrence, there are hundreds of people who have marked 25 years there. “We’re employee-owned,” says Mike Olsson, Vice-President of Human Resources and Professional Development, “and the attributes of ownership help people see this as a great place to be for the long term.”

PCL was operated solely by the Poole family, who founded it in 1906, but it evolved into an employeeowned operation in 1977. “It’s pretty unique in the construction industry but it really makes our people want to do the best work for all the stakeholders,” says Olsson.

“We’re accountable to each other so we really care about our work – the whole dedication/caring/commitment level is just ramped up because of the employee ownership model.”

We’re employee-owned, and the attributes of ownership help people see this as a great place to be for the long term.”

Mike Olsson,

Vice-President of Human Resources and Professional Development

When Jayne Aspell left one general contractor six years ago to join PCL, the difference in environments struck her immediately. “The culture of our company is much like a family –

PCL CONSTRUCTION EMBRACES THE LATEST TECHNOLOGY ON PROJECT SITES TO ENSURE SUCCESS

everyone cares about the company and cares about each other,” says Aspell, a Project Manager. “If someone has a reason they’re not able to perform, that impacts us because we all have a stake in the company.”

But at PCL, the concept of building extends far beyond infrastructure. “We have a saying that’s been around for 50 years that sharing is not only the right thing to do, it’s good for business,” Olsson says. “We believe a big purpose of what we do in our communities is to help build the community itself.”

Not only is that reflected in the pride PCLers take in developing landmarks like the Canadian Museum for Human Rights in Winnipeg or the currently under-construction Calgary Cancer Centre, but it’s also there in their relationship with charitable giving. Each year PCL and

its employees donate more than $10 million to different causes; over the course of PCL’s 50-year association with the United Way, employees have raised some $25 million. “Giving and growing our communities is one of the things we’re most proud of,” says Olsson.

Building leaders is another huge part of the culture. For anyone at any level, there are a leadership academy and various leadership courses, as well as specialized programs for high-potential employees, mentorship programs and more. “Supervisors and managers are always really keen to push you along and give you opportunities,” says Aspell.

“And we’re all tasked with making sure that as we move through our careers, we’re teaching and mentoring the people behind us so once we move we have someone to fill our shoes.”

PCL also relies heavily on the younger generation to provide diversity of ideas. Last year alone, there were more than 500 student placements, and about 45 per cent of current employees are millennials.

“Our best pipeline of future PCLers come in from student programs,” says Olsson. PCL provides scholarships to those who make a big impact during their work term with the company.

“They’ve become a really integral part of our culture and have really helped us grow.”

But while PCL offers a diverse range of projects and locations, moving departments is often enough for new-experience seekers. “That’s really interesting from a diversity perspective,” adds Aspell, who has worked on major projects but is moving to smaller, quicker jobs next.

“It’s not just about gender or race but about how different people think. It’s really opened my eyes about asking people I wouldn’t normally ask for answers or suggestions or help solving problems. That support network is one of the things that really sets up apart.”

2,643 301 39.4 50+

full-time staff in Canada jobs available last year years, average age of all employees charities helped last year

Watch us build at PCL.com

38

( 2019 )

Growth and giving back engage Pembina employees

D

uring a period when many Canadian energy companies experienced challenging times, Calgary-based Pembina Pipeline has been a happy exception. Over the past 18 months, Pembina completed a $9.7-billion acquisition of a smaller energy company, placed into service the largest suite of capital projects in its 64-year history and nearly doubled the size of its full-time workforce.

Another organization might momentarily rest on these accomplishments – but that’s not the Pembina way. “We believe we can do more, which is why we’ve now broadened our strategy to include getting Canada’s energy molecules to the rest of the world,” says Pembina CEO Mick Dilger. “This is engaging and exciting for everyone who works at Pembina.”

You really feel like you can have a future and bright career here.

Right now, that’s a great thing.

Tony Tomkiewych,

Maintenance Planner

Pembina owns and operates an integrated system of pipelines that transport various hydrocarbon liquids and natural gas products throughout North America. The company also owns gas gathering and processing facilities and an oil and natural gas liquids infrastructure and logistics business.

Despite significant growth over the last few years, Dilger says Pembina is

PEMBINA PIPELINE EMPLOYEES COLLABORATE DURING REGULAR MEETINGS

determined to maintain its roots as a family-style workplace culture.

“Organizationally, we’ve kept our business divisions small enough so people don’t get lost in the system,” says Dilger. “We also work hard to make sure the lines of communication are always open and that our people have a say in the direction we’re heading.”

With all of the growth and activity, supporting work-life balance is a priority. “We’ve just come off the busiest year in our company’s history and that put some real demands on people,” says Dilger. “One way we tried to compensate is by acknowledging their efforts with an additional week of paid holidays in 2018.”

Pembina employees also enjoy generous financial and health benefits, including a defined benefit pension plan. “That’s a pretty rare commodity

Dynamic growth. Dynamic people.

Build your career with Pembina.

To find out more, get connected at pembina.com/careers

these days and quite expensive to fund,” says Dilger. “But that’s also part of being a family; you take care of each other.”

Giving back is a key to how Pembina extends this culture of caring to the communities in which it operates.

The company will invest $7.5 million in charitable initiatives this year, including the Fuel 4 Thought program, a signature partnership with Breakfast Club of Canada that strives to ensure all students start their school day with a nutritious meal. Pembina employees are also supported in their giving through unlimited dollar-for-dollar matching donations, paid time off to volunteer and grants for personal volunteering.

Tony Tomkiewych works as a maintenance planner in Pembina’s office in Whitecourt, Alberta. He lives in nearby Mayerthorpe and grew up on

a family farm in the area. Tomkiewych, 33, joined Pembina three years ago after more than a decade working in the forestry sector.

“Growing up here you always heard a lot about Pembina and how well they treated people,” he says. “For a kid raised on a farm, when times were often tough, getting a job at Pembina is almost like winning the lottery. I have challenging work, a stable income, a great pension to look forward to and I get to live in my home community. It doesn’t get much better.”

The father of three young sons, Tomkiewych appreciates that he can take time off to be a parent helper in the schools. With Pembina’s support, he has also become involved in the local school breakfast program and with mentoring students interested in trades work.

Given some of the current pessimism in the oilpatch, Tomkiewych says he is also lucky to be part of a thriving company with such big ambitions.

“You really feel like you can have a future and bright career here. Right now, that’s a great thing.”

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full-time staff in Canada jobs available last year years, longest serving employee charities helped last year

39

( 2019 )

At Pfizer, you can ‘OwnIt!’ and give Straight Talk

W

hen it comes to hiring people whose goal is helping others, Pfizer Canada Inc. has a clear advantage.

The leading biopharmaceutical company develops and delivers a wide range of medicines, vaccines and consumer wellness products aimed at significantly improving the health of Canadians.

Other pharmaceutical companies can, of course, make similar claims.

Yet at a time when retaining top people can be even more difficult than recruiting them, Pfizer has a remarkably low voluntary turnover rate of just 2.75 per cent.

People want to do good work.

When you assume good intentions, things change dramatically.

John Helou,

President

President John Helou speaks from experience when he says that what makes Pfizer exceptional is the company’s distinct culture.

After joining Pfizer in 2003 as part of an acquisition, he moved to the Montreal head office. Impressed with what he saw, Helou stayed on, taking over the top job at the Canadian arm of the multinational in 2012.

But while his answer is simple and straightforward, Helou is well aware that fostering an innovative and respectful environment where employees are emboldened to do

EMPLOYEES AT PFIZER CANADA CELEBRATING CULTURE DURING THE COMPANY’S ‘OWNIT!’ DAY

their best is anything but.

“People say it feels very different here, that we’re highly collaborative and solutions-oriented,” he says.

“They feel their opinion counts and that they can quickly make a contribution. You can’t mandate that kind of culture. You have to work hard at it every day.”

Helou and his leadership team have helped in that regard thanks to the “OwnIt!” initiative launched in 2012 in all 175 global markets where Pfizer Inc. operates. Not only a call to accountability, it’s an acronym where each letter helps delineate appropriate workplace behaviour.

Laura Larbalestier, VP, Human Resources, recalls how the letter N sparked controversy when OwnIt! was introduced. After all, it stands for “No jerks.” But, she adds, people soon realized it was just part of an overall framework to help employees call out obnoxious or offensive behaviour in a non-confrontational way.

Each day, we’re driven to make a difference in Canadians’ lives.

At the same time Pfizer launched Straight Talk coins people could use when they were ready to do just that. Although the coins are now mostly tucked away in desk drawers, the concept lives on when an employee requests a “straight talk” moment. “This has been a real boon for people who are not normally comfortable speaking up,” says Larbalestier. “It really helps to facilitate discussion.”

Although united by the common goal of ensuring Canadians have timely access to best-in-class health care, the Pfizer workforce is nevertheless diverse. Employees include everyone from scientists involved in cutting-edge R&D to marketing professionals to workers in manufacturing facilities.

OwnIt! is one of a number of initiatives signalling Pfizer’s ongoing commitment to ensuring each employee feels welcome, valued and engaged. Other measures include adopting ideas based on their merit,

not who brought them forward, and regular employee surveys.

Pfizer also offers what Larbalestier calls “all the bells and whistles” in a generous compensation and benefits package. As well, employees are encouraged to take advantage of Pfizer’s many learning and experiential opportunities, whether in a different department or a new location in Canada or even overseas.

“Instead of the old corporate ladder, we like to get people thinking about career jungle gyms,” says Larbalestier. “Sometimes the best move is a step sideways. That is development as well.”

Helou also believes in the power of trust. “No one shows up deliberately planning to mess up,” he says. “People want to do good work. When you assume good intentions, things change dramatically.

“I’ve seen the power of unleashing the potential of the individual. They will always surprise you and deliver more than you ever expected.”

1,818 47 62% 1,600+

full-time staff in Canada years, longestserving employee of managers are women staff volunteer hours last year

40

( 2019 )

RBC ushers in the era of ‘employee enablement’

A

s one of Canada’s biggest employers, RBC has long been a leader in introducing new ways of working. Now it is changing some of the cherished concepts around employee performance, employee learning and even extra jobs people can do.

It’s all part of “employee enablement,” says Chief Human Resources Officer Helena Gottschling.

“Our success begins and ends with highly engaged employees,” she says.

A key element is a shift from the old idea of “performance management” to a more dynamic approach of “performance enablement”. “This involves creating a culture of feedback and coaching, and upping the leader’s role in providing that feedback and coaching,” says Gottschling. “It’s about creating an environment in which all employees have the ability to improve, and giving them the support they need to be the best they can be.”

We’re evolving from those more regimented, pre-set performance reviews to something much more nimble and responsive.

Truman Wong,

Manager, Operations Process Strategy

Gone is the former requirement for a formal mid-year review of an employee’s goals and performance in favour of regular meetings throughout the year. In the past 12 months, RBC has trained some 11,000 people leaders

TRUMAN WONG, MANAGER, OPERATIONS PROCESS STRATEGY AT RBC

in “how to provide more candid feedback,” says Gottschling, “because candid and transparent feedback helps us all get better.” Employees, too, are encouraged to give feedback to colleagues and leaders.

A simplified version of the traditional year-end review for employees is still held, she says, since employees typically like to review how they have measured up against their goals, discuss their development plans for the year ahead, and are on some form of variable compensation. But there is a shift in mindset, she says. “We’re getting more creative, more dynamic, and bringing more accountability to the leadermanager in how they’re coaching.”

In employee learning, the bank is moving away from, say, a typical three-day course and expanding its digital offerings that people can view or download in more “bite-size” pieces

on their mobile phones or laptops. “It’s often just-in-time learning that they can apply on the job right when they need it,” says Gottschling. “We have a new self-serve portal designed to support employees’ own personal learning strategy.”

As for work itself, RBC has instituted SPARK!, an online program that allows employees to connect with each other to work on projects in areas that may be outside their job description. “We are leaning into an internal ‘gig economy’,” says Gottschling with a smile. For example, with the agreement of a supervisor, an accountant might take a few hours to work as a photographer for another department. Some 1,000 employees, she says, have taken part in “unleashing their creativity in areas outside their day-to-day that they’re passionate about.”

For Truman Wong, all of these

initiatives have been a positive experience. As Manager, Operations Process Strategy in Vancouver, he helps colleagues implement the bank’s policies and procedures. He has already done several SPARK! tasks, including logo design. “It’s a great opportunity to dabble and flex my design muscles, and develop some skills outside of my day job,” he says.

He also likes the new performance enablement system. “It’s really fluid,” he says. “We’re evolving from those more regimented, pre-set performance reviews to something much more nimble and responsive to our changing needs on the ground.”

Wong has weekly “check-ins” with his supervisor. “It is an enablement conversation, where we go over what’s going well and whether there are any challenges, any obstacles they can help clear out for me,” he says.

After eight years at RBC, Wong is optimistic about the way the bank is evolving. “All of the tools we’ve seen come up have been fantastic for fostering more collaboration, reaching out to peers across the country and picking up new skills.”

52,575 59% 50% 8,700

full-time staff in Canada of employees are women of managers are women charities helped last year

Proud to be one of Canada’s Top 100 Employers.

Every day RBCers challenge the status quo, stay focused on the future and work with colleagues around the world to help clients thrive and communities prosper. jobs.rbc.com

41

( 2019 )

Join Rio Tinto and see the world

D

eshnee Reddy is spreading her wings.

When the South African-born chartered accountant joined Rio Tinto in Montreal in 2016 as a Senior Financial Analyst, it was not only a promotion – she had worked three years for Richards Bay Minerals, a Rio Tinto subsidiary in South Africa – but also an adventure for her.

It shows that working with this leading global mining and metals group can provide a career path with development opportunities around the world.

“Personally and professionally, I have always wanted to travel and live in a different country,” says Reddy. “In part, I chose the accounting profession – and Rio Tinto – in order to have that opportunity. For the next few years, I am flexible and if Rio wants to send me somewhere new, I’m game.”

It’s highly important to us to partner with the communities in which we operate.

Josée Girard,

Vice President, Human Resources

Employing some 10,000 full-time staff across Canada, Rio Tinto is the biggest mining and metals company operating in the country. It has recently made its Montreal office a global hub to support its operations around the world, in addition to being the headquarters for its industry-leading aluminum business, which operates aluminum smelters in Quebec and British Columbia. In the Northwest Territories, Rio Tinto runs the Diavik Diamond Mine; on

DESHNEE REDDY, A SENIOR FINANCIAL ANALYST AT RIO TINTO

the east coast it operates the Iron Ore Company of Canada; and its Fer et Titane business mines and refines illminite – used to make titanium dioxide – in Quebec.

“We are in the process of hiring to fill around 150 new roles at the Montreal hub,” says Josée Girard, Vice President, Human Resources. “They will be mainly in the areas of finance, procurement and skills we need for future software engineering and artificial intelligence.”

Rio Tinto invests heavily in staff development. It provides a variety of in-house and online training, including access to “Rio Tinto College,” which features over 3,000 online training modules, ranging from technical courses to safety training. The company also offers tuition subsidies

for external, job-related courses.

“Taking into account an employee’s profile and location,” says Girard, “we can cover education and training expenses and even support an MBA, on a case-by-case basis.”

Special assignments provide learning opportunities, too. In June, for example, Reddy spent two weeks in the company’s London office, helping with the five-year plan presented for Rio Tinto’s Energy and Minerals business. “It gave me insights into how higher-level executives think about the business as a whole.”

In addition to a formal mentorship program for new graduates, Rio Tinto encourages its leaders to act as informal mentors to staff. Before coming to the Montreal hub, Reddy was mentored by the General Manager of Taxation,

Tracking wolverines across the tundra – something I couldn’t have guessed I would ever do. This has got to be the best job in the world.”

Sean, environmental specialist

You never know where a career at Rio Tinto will take you. www.riotinto/careers.com

Europe and Africa. “I was able to have sessions with her on a monthly basis to discuss my career. It was valuable: my mentor was someone with whom I didn’t work directly, so she could give me objective feedback on my potential.”

The Montreal hub’s Inclusion and Diversity Committee organizes an annual heritage recognition event where employees of different backgrounds bring servings of their culture’s cuisine. (Reddy, of South Indian heritage, contributed chicken biriyani.) The committee also plans staff participation in external events such as the annual Montreal PRIDE parade.

Rio Tinto supports numerous charities across the country, such as the Breakfast Club of Canada, and encourages its employees both to donate and to volunteer. In a new initiative, the company makes a donation of $250 on behalf of an employee who has volunteered 25 hours or more a year. Says Girard: “It’s highly important to us to partner with the communities in which we operate.” employees 10,000+ full-timein Canada year 1,000+ jobslastavailable years, longestemployee 50 serving helped last year 200+ charities

42

( 2019 )

Rogers powers ahead with its entrepreneurial legacy

I

n less than two years with Rogers Communications Inc., Chelsea Parker has worked in three different areas of the company, participated in five different marketing initiatives and led and executed a company-wide photography project.

“It’s been pretty awesome,” she says, “especially for someone like me, who’s just out of school.”

Now a Brand Specialist with the company’s Corporate Brand Team, Parker moved to Toronto to join Rogers after graduating with a Bachelor of Commerce degree from McMaster University in Hamilton.

Rogers really trusts new leaders to take on projects and gives them the tools to do it on their own. I’ve been able to do things here that people in other companies are jealous of.”

Chelsea Parker,

Brand Specialist

She spent her first year in the company’s New Graduate Leadership Development Program, which immerses new grad hires in different parts of the business, including a frontline experience.

In the process, they meet team members at every level of the company. A year later, she turned her attention full-time to corporate branding.

Rogers pays close attention to selecting and encouraging new employees like Parker. It’s part of a deliberate strategy, led by senior management, to capture the drive, passion and entrepreneurial spirit that form the legacy of the company’s founder, Ted Rogers.

TEAM MEMBERS AT ROGERS COMMUNICATIONS COLLABORATING AT THE COMPANY’S HEAD OFFICE

brand throughout Canada. Those brands “I’m continually inspired by the drive now include the Toronto Blue Jays, and passion that I see here,” says Chief Citytv and Sportsnet.

Human Resources Officer Jim Reid, who “People join Rogers because we’re joined Rogers in 2011, three years after a proud Canadian company with the passing of its founder. “Our job as some of the most sought-after brands leaders is to light that up and restore that in the country,” says Reid at Rogers drive to win.” headquarters in Toronto. “When you For almost 60 years, entrepreneurial walk in here, you feel the energy.” passion has driven Rogers Reid and the company’s C-suite Communications into the fields executives have worked hard for the of wireless communications, cable last five years, he says, to build on television, telephone and Internet the company’s performance-driven connectivity, with significant additional culture and its entrepreneurial legacy. telecommunications and media assets.

To define its values and purpose, for The company traces its heritage example, they consulted employees to the early 1920s and the founding across the country and received more of Toronto’s CFRB radio station by than 3,500 responses from over 13,000 Ted Rogers’ father. In the 1960s, the team members. These form the basis younger Rogers purchased CHFI Radio of the company’s six core values, which in Toronto, then led the company’s expansion into cable TV and wireless T:8.25”include teamwork, innovation and placing the customer first. communications and established its

“Our employee engagement levels are up past 80 per cent,” he says. “We’ve reinforced our pride in the company and our drive to win.”

For Parker, the company has provided an opportunity to exercise her leadership and challenge her skills as a marketing professional. Leading a company-wide photo project, for example, Parker spent several months finding candidates, working with photographers and strategizing with the company’s internal creative team.

“Rogers really trusts new leaders to take on projects,” she says, “and gives them the tools to do it on their own. I’ve been able to do things here that people in other companies are jealous of.”

As Reid knows, Parker and other young employees represent the future of the company. “We want to get behind their growth and development,” he says.

“We want to lay out a clear vision for Rogers they believe in, so they can and will build a career here.”

After less than two years, Parker is still considering her options, although she says, “it’s cool to be in a company that values sports, so maybe that’s where I’ll head.” staff 21,631 full-time in Canada external job applications received 280,825 last year hires last year 6,417 external hires last year 2,852 internal

Learn more at: jobs.rogers.com

T:1.625”

Thanks to our team for making Rogers one of Canada’s Top 100 Employers. Want to join us?

43

( 2019 )

Samsung training is a gateway to opportunity

E

mployees at Mississauga, Ont.-based Samsung Electronics Canada Inc. are encouraged to take up to 60 hours of professional development training each year. Irina Alimouradova has no trouble meeting that target.

Training has been her gateway to opportunity and she has enjoyed plenty of that during her 15 years with Samsung.

She started on an order desk, moved to a supply chain position and is currently a Specialist in the logistics department. “I’ve had a lot of opportunity to learn new things and to grow with the company,” she says. “The company has been very supportive in allowing me to go where I want to go.”

The company has been very supportive in allowing me to go where I want to go.

Irina Alimouradova,

Specialist, Logistics

The 60 hours of professional development per year include training available internally as well as educational opportunities offered through accredited institutions.

Samsung provides up to $4,000 annually to employees who want to enroll in external programs at accredited institutions.

Samsung employees can use the myDevelopment portal to look for opportunities to advance. They then work with their supervisors to determine what kind of training they need to attain their goals. The

SAMSUNG CANADA EMPLOYEES VOLUNTEERING AT YMCA CEDAR GLEN AS PART OF THE COMPANY’S ANNUAL ‘SAMSUNG GIVES’ COMMUNITY EVENTS

company also sponsors a yearly Development Week and brings in outside experts to offer one-hour Lunch and Learn sessions on a wide range of subjects including health and wellness, fitness, financial planning and naturopathic medicine.

The company recently developed new programs built on a “One Samsung” approach in response to the company’s annual employee survey. Results from the 2017 survey showed that many felt Samsung’s four divisions – home appliances, consumer electronics, mobile and IT – limited their contact with colleagues. The company took action and set out to facilitate more collaboration and visibility from one team to another.

“The One Samsung approach we take – across all levels of our organization – is transforming

the culture,” says Jennifer Safruk, Vice-President, Sales and Product Management, Mobile Division.

“It allows more people to transfer between divisions, which leads to more opportunity, engagement and dynamic team collaboration. It also speaks to the connected experiences our ecosystem of products offer consumers – at work, at home and on the go.”

Employees have also been responsible for initiating several affinity networks, including Women at SECA (Samsung Electronics Canada), a Working Parents Group and a third group for Millennials.

The Millennial network leans toward social activities that bring together young people from various parts of the company. Working Parents attracts younger employees who are dealing with common interests such as child

Innovate with us.

Where Canada’s brightest talent meets cutting edge technology.

Find out more at samsung.com/ca/careers

care and financial planning specifically for families.

Women at SECA focuses on issues of special interest to females in a traditionally male-dominated field.

Safruk and two other female executive team members have participated in panel discussions at the office to share their career experiences. More recently, the group brought in a senior level government official to speak about the importance of mentorship for women in the workplace; nearly 25 per cent of the participants were men.

At Samsung’s head office, onsite amenities include a gym that is open from early morning until late in the evening and includes classes such as aerobics, yoga and boxing. There is also a subsidized cafeteria with a menu recently revamped to promote healthy eating.

Along with a number of financial benefits, employees can buy up to $20,000 worth of Samsung products per year at discounted prices. “Everything in our house is Samsung – our TV, kitchen appliances, washer-dryer and phones for the kids,” says Alimouradova. “We even have Samsung towels, T-shirts, bags and pants.”

572 105 40 25.3

full-time staff in Canada jobs available last year years, average age of all employees years, longestserving employee

44

( 2019 )

TD Bank prepares its people for a changing world

R

ecognizing that its employees earn the trust that sustain its business, TD Bank places a high priority on equipping them with the tools and expertise they need to adapt to the constantly evolving needs and expectations of its customers.

“If the world is changing for us as a business, as well as for our customers, that change is hitting home for our colleagues too,” says Norie Campbell, Group Head of Customer and Colleague Experience. “To ensure our colleagues have the skills and experiences – and the confidence – they need to continue to win and grow, we’re making significant investments to empower our people with the opportunities to upgrade existing skills and develop new ones.

We’re making significant investments to empower our people with the opportunities to upgrade existing skills and develop new ones.”

Norie Campbell,

Group Head of Customer and Colleague Experience

“This includes offering new courses, programs and tools, as well as ingraining the development of our people as a core obligation in all TD leaders. By doing so, our colleagues can elevate their performance and take on new roles, which were unimaginable only a few years ago.”

In 2018, TD introduced two new leadership development programs to help achieve these goals. One of these, known as Elevate, is designed

AN EMPLOYEE AT TD BANK PARTICIPATING IN A TRAINING PROGRAM

for executives as part of the bank’s approach to create inspiring leadership at all levels. The other, called Activate, aims to provide new managers with tools and tactics to lead their teams with confidence.

Ashley Tillenius, who recently moved into the position of Team Manager, Western Banking Services, based in Edmonton, has participated in the Activate program.

“It was inclusive and motivating,” she says. “The focus was on coaching employees and the conversations you need to have with the team about their skills, their future and so on.

The idea is to facilitate self-discovery, to let team members do the talking and take an interest in what they’re saying. The employee is in the driver’s seat.

“The Activate program was the next level up from other leadership

programs. Obviously a lot of thought had gone into making it valuable for leaders. It gave me confidence that TD has confidence in me and invests in me so I can lead my team and serve customers better,” says Tillenius, who spent 10 years in retail banking at TD before taking her current position leading a mortgage funding team in the summer of 2018.

Another career development innovation launched in 2018 is TD Thrive, a digital learning platform that delivers curated content, courses, training and videos that enable employees to develop new skills on their own terms.

“We work closely with our employees to help them be the best versions of themselves professionally,” says Campbell. “The opportunity to learn, share knowledge, grow and be successful is fundamental

TD is proud to be one of Canada’s Top 100 Employers.

to all our employees and to TD’s ongoing success. Employees want to contribute in a meaningful way to the success of their team, business and the organization.”

When hiring, TD looks for people with the potential to develop, grow and win, Campbell adds. “Our promise to candidates who join TD is one of opportunity and continued development – helping employees achieve their full potential and career goals. From mentorship to helping new hires integrate into the TD culture, to ongoing training programs and leadership development, our colleagues receive everything they need to succeed.

“Our ability to provide opportunities for career growth – both in an employee’s current role and towards future career aspirations – is a priority for us.

The cornerstones of our culture are to provide opportunities beyond expectations, work that matters and inspiring leadership. In doing that, we empower our colleagues to create meaningful experiences for our customers.”

49,307 24,025 46.27 51.2%

full-time staff in Canada jobs available last year years, longestserving employee of managers are women

45

( 2019 )

A pioneer spirit prevails at Thomson Reuters

W

hen Lisa Bender went to work for Thomson Reuters Canada Limited at its Centre for Cognitive Computing in Toronto, she joined an elite group of engineers and researchers at the company whose innovations have already had a profound impact on the lives of millions of people.

Thomson Reuters ranks among the world’s leading providers of news and information-based tools to legal, accounting and tax professionals. It focuses in particular on legal, regulatory and tax changes.

“We work on creating new generations of software, adding to existing products or developing new ones,” says Bender, one of more than 200 people hired over the last two years to get the centre up and running.

The next big idea in technology could come from a co-op student or a veteran. Everyone has to feel encouraged to contribute ideas and to challenge each other.

Shawn Malhotra,

Chief Technology Officer

Before she graduated in 2017 from the University of Waterloo with a bachelor’s degree in mathematics, Bender spent an eight-month co-op term at Thomson Reuters. “But I don’t think I realized how big the company is,” she says.

She quickly found out in 2017, when she joined Thomson Reuters as a Software Engineer. From the outset, the company has relied on her to contribute to her teams’ objectives, working not only with her associates in Toronto but

SHAWN MALHOTRA, CTO (RIGHT) AT THOMSON REUTERS, PARTICIPATING IN A “HAPPY AT TR” EVENT WITH EMPLOYEES AT THE COMPANY’S TECH CENTRE

with company engineers and researchers in New York and Minnesota, as well.

“It’s critical to involve everyone,” says Chief Technology Officer Shawn Malhotra. “The next big idea in technology could come from a co-op student or a veteran. Everyone has to feel encouraged to contribute ideas and to challenge each other.”

To generate cutting-edge technology, Thomson Reuters has hired individuals like Bender who will stimulate “a highenergy culture of innovation to help our customers become better at what they do,” says Malhotra. “We encourage experimentation in an environment defined by trust, transparency and dynamic thought, and we see failure as an opportunity for learning. When we’re recruiting we look for people who share those qualities.”

Thomson Reuters casts its recruitment net far beyond the conventional channels.

In addition to co-op placements and

internships, the company participates in grassroots initiatives like Girls Make Games and Ladies Learning Code, which promote collaborative, technological learning among women and young people.

In particular, cooperation with these and similar groups helps Thomson Reuters in its objective to place women in 40 per cent of senior management roles by 2020. It also enhances the company’s value to its customers.

In particular, cooperation with these and similar groups helps Thomson Reuters in its objective to place women in 40 per cent of senior management roles globally by 2020. (The company has already surpassed this goal in Canada.) It also enhances the company’s value to its customers.

“I truly believe that the only way to have the best team is to have a diverse team,” says Malhotra. “You’re not seeing the whole picture unless you do.”

For Bender, Thomson Reuters has given her the opportunity to expand her professional horizons with the support and mentorship of senior developers and researchers. After less than two years with the company, she has already seen her contribution come to life.

“We’ve helped to improve the search capacity of Westlaw, which is a Thomson Reuters product for the legal profession,” she says.

The new product, called Westlaw Edge, applies artificial intelligence to enable legal professionals to comb through precedent-setting case law and legislation more quickly, accurately and efficiently. It incorporates tools that warn legal professionals about law that’s no longer valid along with litigation analytics and research tools that help lawyers understand the relationship between cases that constitute precedents.

“Research that used to take days now takes hours,” says Bender.

“There’s lots of opportunity here to learn,” she continues. “I get to work with talented people on up-to-date technologies. And since we’re still a relatively new office, I get to be a pioneer.”

1,300+ 79% 53% 44%

full-time staff in Canada overall employee engagement score of employees are women of senior leaders are women

U of Waterloo prizes innovation – and its people U of Waterloo prizes innovation – and its people

I

t may be a cliché, but the University Waterloo really t may be a of cliché, but the does walk the whenreally it comes University of walk Waterloo to finding innovative – and does walk the walk when it comes employee-positive – solutions to reach to finding innovative – and its goals.

Imagine working at a place employee-positive – solutions to reach so to sustainability itscommitted goals. Imagine working at athat, placeif you walk or cycle to work in warmer so committed to sustainability that, if months can you walkbut or drive cycle in to winter, work inyou warmer keep your precious parking spot for months but drive in winter, you canfree when you don’t needparking it. Or where, keep your precious spot foriffree you walk, cycle, carpool or take public when you don’t need it. Or where, if transit to work, can be you walk, cycle,you carpool or reimbursed take public for taxi to fare whenyou youcan have get home transit work, be to reimbursed quickly a child-care crisis. for taxi for, fare say, when you have to get home quickly for, say, a child-care crisis.

The most important thing for me isThe that the important people who workforhere most thing me are feeling commitment is that the the people who workwe’ve here made to enhancing their careers are feeling the commitment we’ve and providing supports made to enhancing theiraround careers them.” and providing supports around them.”Marilyn Thompson,

Associate Provost, Human Marilyn Thompson, Resources Associate Provost, Human Resources The university – which has almost

39,000 students as–well as ahas worldThe university which almost leading post-secondary co-operative 39,000 students as well as a worldeducation program – strives to be one leading post-secondary co-operative of the most innovative in the education program – strives toworld, be one but alsomost one innovative of the mostinemployeeof the the world, focused. important thing but also “The one ofmost the most employeefor me,” says Thompson, focused.

“TheMarilyn most important thing Associate Provost, Human Resources, for me,” says Marilyn Thompson, “is that theProvost, people Human who work here are Associate Resources, feeling the commitment we’ve made “is that the people who work here areto enhancing careers and providing feeling the their commitment we’ve made to supports around them.” and providing enhancing their careers Innovation andthem.” making employees supports around feelInnovation valued runand through everything making employees the says Thompson. feeluniversity valued rundoes, through everything the university does, says Thompson.

THE STAFF CONFERENCE AT UNIVERSITY OF WATERLOO FEATURES DYNAMIC SPEAKERS WHO HELP BUILD THEIR TEAM FOR SUCCESS THE STAFF CONFERENCE AT UNIVERSITY OF WATERLOO FEATURES DYNAMIC SPEAKERS WHO HELP BUILD THEIR TEAM FOR SUCCESS

She cites the institution’s policy on intellectual “Waterloo’s She cites theproperty. institution’s policy on intellectual property policy provides a intellectual property. “Waterloo’s lot of incentive for students, staff anda intellectual property policy provides faculty to innovate, and the University lot of incentive for students, staff and also has to numerous place to faculty innovate,supports and the in University aid in the commercialization of ideas.” also has numerous supports in place to The university also has two programs aid in the commercialization of ideas.” that staff travel abroad or within The fund university also has two programs Canada sostaff theytravel can learn howorvarious that fund abroad within educational and can industrial partners Canada so they learn how various operate. educational and industrial partners Communication and consultation operate. with employees are prized at the Communication and consultation university, Thompson says. with employees are prized atThere the are town halls, Thompson “pop-up HR” sessions university, says.

There and are consultations with employees on the town halls, “pop-up HR” sessions and new strategic plan, be launched in consultations with to employees on the 2020.

Regular discussions take place new strategic plan, to be launched in with Staff and Faculty Associations, 2020.the Regular discussions take place as well as the Canadian Union of with the Staff and Faculty Associations, Public as wellEmployees. as the Canadian Union of Public Employees.

Murielle Landry, Communications Co-ordinator, Faculty of Arts, loves Murielle Landry, Communications being the staff appointee on Co-ordinator, Faculty of serving Arts, loves the university’s Healthy Workplace being the staff appointee serving on Committee, which in 2017 introduced the university’s Healthy Workplace an institution-wide Day in Committee, which Wellness in 2017 introduced October.

“It does mean extra time,in an institution-wide Wellness Day doing a little bit inmean the evening or when October.

“It does extra time, Idoing have free time during the day,” a little bit in the evening orshe when says. arethe supportive I have“My freesupervisors time during day,” she of me to the university, and of says.giving “My back supervisors are supportive balancing jobtoand onand the me givingmy back the working university, committee.” balancing my job and working on the Overall, adds Landry, the institution committee.” where she has been employed since Overall, adds Landry, the institution 2013 her opportunities to wherehas shegiven has been employed since grow.

“Working in an office where 2013 has given her opportunities to you often see associate deans where or the grow.

“Working in an office dean come by and actually ask you often see associate deans oryour the opinion andby consider that and dean come and actually ask use yourthat –opinion it’s greatand to consider be in an environment like that and use that that.”

– it’s great to be in an environment like

( 2019 )

In its quest to be the best workplace possible, In its quest to be the the university best isworkplace implementing guidelines from possible, the university Excellence Canada, an independent is implementing guidelines from agency thatCanada, offers measurable standards Excellence an independent and objective validation, hoping to agency that offers measurable standards attain gold certification excellence, and objective validation,inhoping to innovation wellness in by excellence, next year. attain gold and certification One aspect of veryyear. innovation andwellness wellnessthat’s by next important to the university is mental One aspect of wellness that’s very health, saysto Thompson: it was an important the university is mental early adopter of the Mental Health health, says Thompson: it was an Commission national early adopterof ofCanada’s the Mental Health standards for psychological health and Commission of Canada’s national the workplace. standards for psychological health and The University of Waterloo also the workplace. encourages employee development The University of Waterloo also through a wide range training encourages employee of development opportunities.

Thompson notes through a wideAnd range of training the institution is deeply committed opportunities. And Thompson notes to equality and equity.

It is thegender institution is deeply committed the only Canadian participant to gender equality and equity. in It isthe United HeForShe IMPACT the onlyNations Canadian participant in the 10x10x10 campaign and hasIMPACT set goals United Nations HeForShe for increasing femalesand in its 10x10x10 campaign hasSTEM set goals programs, the faculty, and for increasing females in itssenior STEM academic positions programs,and theadministration faculty, and senior by 2020. academic and administration positions by 2020.

that.”

5,355 5,355 23 23 51% 51% 100 100

full-time staff in Canada full-time staff in Canada weeks, maternity and parental leave weeks, maternity top-up pay and parental leave pay oftop-up employees are women of employees are women charities helped last year charities helped last year

The University of Waterloo is proud to be named one of The University’ of Waterloo is proud to be named one of ’

CANADA CANADASS TOP TOP 100 100 EMPLOYERS EMPLOYERS THREE YEARS RUNNING

THREE YEARS RUNNING

C015950C015950

46

Tell us your story If you are an exceptional employer with

progressive human resources

programs and initiatives, consider applying for next year’s edition of Canada’s Top 100 Employers.

Now entering its 20th year, our project is the nation’s longest-

running and best-known editorial

competition for employers.

For information on next year’s

application process, visit:

CanadasTop100.com/2020 Applications for our 2020 competition will be released in February and must be returned by April.

Opportunity Knocks Safe, healthy, quality working lives for our people

It’s something that you don’t really expect growing up, especially as a woman, that I’m going to work in the steel industry. But once you get here it’s different. There are so many opportunities.

Having my dad here, being able to follow in his footsteps, and make him proud while working at the same company...it’s big for me.

Jim Murray General Manager, Health, Safety and Loss Prevention Global Health and Safety Council ArcelorMittal Dofasco

Find out how we’re transforming tomorrow by visiting theworldiswhatyoumakeit.ca @ArcelorMittal_D facebook.com/arcelormittaldofasco @arcelormittal_dofasco

Brittany Murray Administrative Assistant, Commercial Department ArcelorMittal Dofasco