Alberta's Top Employers (2021) by Canada's Top 100 Employers

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B Y A YEAR LIKE NO OTHER:

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THE COMPLETE LIST:

Albertaâ&#x20AC;&#x2122;s Top Employers (2021)

NAVIGATING THE PANDEMIC:

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ALBERTA’S TOP EMPLOYERS 2021

16 th Annual Edition

ALBERTA’S TOP EMPLOYERS 2021 Magazine Anthony Meehan, PUBLISHER

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, JUNIOR EDITOR

Jing Wang,

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MANAGING DIRECTOR, PUBLISHING

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Sponsored Profile Writers:

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

ASEBP

Editorial Team:

 Employees meeting in the lobby of the Alberta School Employee Benefit Plan / ASEBP in Edmonton.

Supporting employees and community

or most Albertans, the past year will be etched in memories for a lifetime. The dreadful toll exacted by the pandemic, in human and economic terms, has challenged even the most optimistic among us. It’s not hard to imagine that many things that we once took for granted will change after such an event. There’s a positive side to human nature, fortunately, that always looks for a silver lining in the most difficult times. The past year has been filled with heroic stories of the first-responders, healthcare professionals and frontline workers who continue to risk their lives to help the rest of us make it through. Governments and the private sector have stepped up to do everything possible to help Albertans through this period. For many employers, this year presented a daunting challenge of supporting employees during a period when much of the economy ceased to function. Very quickly, it became clear that employees needed support not just to maintain financial stability, but also for their wellness and mental health. As editors and writers, we have chronicled for 16 years what the best employers in Alberta do for their

employees and the communities where they operate. This year, we received stories from employers in every corner of the province about the huge efforts they were taking to support employees and their communities. Remarkable stories of employers that were going the extra distance to look after the people who had given their working lives to the organization – but now needed help across the board. During the boom years, it’s not difficult for employers to spend a bit more time and resources focusing on their employees. Indeed, it’s often difficult to recruit in such periods, so being a good employer makes sense if only to attract and retain the best staff. The real test for employers is when the boom times disappear and uncertainty reigns, which the past year provided in spades. The companies and organizations chosen as this year’s Alberta’s Top Employers have met this challenge. Albertans are fond of calling out imposters who are ‘all hat and no cattle’ – we hope you’ll agree with our editors that this year’s winners have proved themselves and earned the right to call themselves the province’s best. – Tony Meehan

ALBERTA’S TOP EMPLOYERS 2021

Top employers move quickly to protect workers during pandemic

saves lives. A key hub for the California-based biopharmaceutical company Gilead Sciences Inc., the Edmonton employer has been involved in groundbreaking treatments for HIV and hepatitis C. And during the pandemic, they have again played a pivotal role. “Our primary focus here is to develop APIs, and those are active pharmaceutical ingredients,” says Greg Klak, vice-president of operations at Gilead Alberta. And so, early on, when COVID-19 overwhelmed health-care systems around the world, Gilead Alberta took a lead role in producing the active ingredient in remdesivir, one of the few anti-viral medications approved to treat novel coronavirus. “We knew how to manufacture it,” says Klak, adding the drug was developed to fight an Ebola virus outbreak in 2014. “But we had to scale up as an organization very quickly and build a supply chain worldwide under very challenging situations.” The pandemic has posed challenges for all Alberta employers trying to maintain operations while keeping employees safe, happy and engaged. Some of those who have met these challenges have been recognized among Alberta’s Top Employers of 2021. For many, the pandemic reinforced the importance of the work their employees do. That’s especially the case for employers providing essential services on the front lines. “Safety of our people and reliability of our service come first,” says Brandie Yarish, senior vice-president of people, safety and culture at ENMAX Corp. in Calgary. Within days of the pandemic striking, the leading utility provider in the province transitioned 70 per cent of its workforce to home. At the same time, it created a cohort system for field crews to minimize the risk of exposure. “For our field team members, we implemented paid emergency days. Not surprisingly, employees have used these sparingly, doing what they can to safely report to work whenever possible,” says

GILEAD

he team of more than 350 people at Gilead Alberta ULC has long been driven by a common purpose: Their work

 Gilead Alberta ULC, part of California-based Gilead Sciences Inc., has developed treatments for HIV and hepatitis C. Yarish. “For our employees working remotely, feedback indicated that the blurring of work and personal time was becoming problematic while working from home, so we implemented core hours, which is when virtual meetings are scheduled.” Others top employers – such as Alberta Health Services, the Calgary Police Service and Enbridge Inc. – were equally focused on keeping workers safe so they could keep Albertans safe. At Gilead, the leadership team

recognized its employees were working under less-than-ideal conditions on tasks that require a sense of calm so they can make “good decisions,” Klak says. “We appreciated people are not going to be necessarily at their best, so you have to have empathy,” Klak says. That’s involved putting in place simple initiatives like encouraging staff working from home to flex their hours and take regular ‘virtual coffee breaks.’ At the same time, “we worked hard to keep people in the loop and feel

connected to our goals,” he says. “It’s very easy when you are stressed and the normal routine is out of whack — to feel disconnected.” But Klak is quick to point out that Gilead’s efforts during the pandemic have been successful because of its exceptional workforce. “We’ve been truly fortunate to have very team-focused people,” he says. “They stepped up and did what they needed to do.” – Joel Schlesinger

AHS

ALBERTA’S TOP EMPLOYERS 2021

ENMAX

 Employees from Alberta Health Services catching some fresh air outside an AHS facility on Seventh Street in Edmonton.

 ENMAX employees working at a power substation in Calgary.

WCB ALBERTA

WINSPORT

ALBERTA’S TOP EMPLOYERS 2021

PHOTOS (CLOCKWISE FROM TOP): 1. Instructors from WinSport at the summer ringette training camp in Calgary.

3. Casting a hungry eye toward the products to be discussed with the Global Affairs team at Edmontonbased Champion Petfoods.

CHAMPION

2. Employees from the Workers’ Compensation Board - Alberta volunteering in Edmonton’s corporate challenge.

ALBERTA’S TOP EMPLOYERS 2021

N.FALLIS/CER

N.ELLSON/GRAHAM

PHOTOS (CLOCKWISE FROM TOP): 1. Calgary-based Canada Energy Regulator provides employees with five paid family leave days annually. 2. Calgary-based construction firm Graham Group offers a share purchase plan that’s available to all employees.

IMPERIAL OIL

3. At Imperial Oil Limited, retirees receive health benefits, with no age limit, with the company subsidizing 70% of the premiums.

ASEBP

ALBERTA’S TOP EMPLOYERS 2021

2021 WINNERS  Employees of Alberta School Employee Benefit Plan soaking up the sun in front of ASEBP’s head office in Edmonton.

BSORB SOFTWARE INC., Calgary. Learning management systems; 215 employees. Offers referral bonuses as an incentive for individuals who recruit candidates from their personal network, to $1,500 per successful hire. AGRICULTURE FINANCIAL SERVICES CORPORATION / AFSC, Lacombe. Insurance and lending for agriculture producers; 496 employees. Provides up to 10 paid days off each year for family care, elder care, or personal wellness. ALBERTA BLUE CROSS, Edmonton. Health and medical insurance; 1,183

employees. Manages a Healthy Communities Grant program, which awards $300,000 in grants to support community projects that promote active living and health and wellness. ALBERTA CENTRAL, Calgary. Credit union financial support services; 132 employees. Offers 24/7 access to virtual health care services as well as health and lifestyle spending accounts of up to $750 cumulatively. ALBERTA GAMING, LIQUOR & CANNABIS / AGLC, St. Albert. Gaming, liquor and regulation; 1,087 employees. Donated over 4,500 volunteer hours on company time in the past year.

ALBERTA HEALTH SERVICES / AHS, Edmonton. Health care; 47,560 employees. Supports ongoing professional development through an online learning portal called MyLearningLink with over 1,600 distinct courses. ALBERTA SCHOOL EMPLOYEE BENEFIT PLAN / ASEBP, Edmonton. Employment benefits plan administrators; 157 employees. Created an 8-week ‘Social from a Distance’ initiative to boost morale and foster connection among employees during the pandemic. ALBERTA SECURITIES COMMISSION / ASC, Calgary. Securities regulator; 201 employees.

Encourages employees to save for the future with a defined benefit pension plan and retirement planning assistance. ALBERTA TEACHERS’ RETIREMENT FUND BOARD / ATRF, Edmonton. Pension fund administrators; 133 employees. Offers health and wellness spending accounts, recently increasing the annual allotment from $750 to $1,500. APPEALS COMMISSION FOR ALBERTA WORKERS’ COMPENSATION, Edmonton. Workplace safety commissions; 60 employees. Helps employees balance unexpected challenges in their day-to-day lives with 10 paid personal days per year.

ALBERTA’S TOP EMPLOYERS 2021

ENNETT JONES LLP, Calgary. Law firms; 969 employees. Supports employees who are new parents with maternity and parental leave top-up payments, varying by employee group, and offers a variety of flexible working arrangements. BETHANY CARE SOCIETY, Calgary. Nursing care operators; 391 employees. Launched a special ‘Heroes of Bethany’ campaign on social media to highlight its care workers during the pandemic, with employees sharing personal messages, donations and gifts. BITS IN GLASS INC., Edmonton. Computer systems design services; 81 employees. Supports employees who want to start a family with a subsidy for IVF if needed, up to $10,000, and maternity and parental leave top-up payments. BLUEARTH RENEWABLES INC., Calgary. Renewable power generation; 106 employees. Recognizes exceptional performance through a variety of in-house awards including Everyday Hero, Values in Practice, and Be Human awards. BOARDWALK REIT, Calgary. Real estate investment trust; 1,658 employees. Invests in the education of future generations with generous academic scholarships for children of employees, up to $10,000 per child.

ALGARY AIRPORT AUTHORITY, Calgary. Airport operators; 312 employees. Intranet features updates on service milestones, professional development recognition and even Airport Arrivals, to welcome new employees to the organization. CALGARY CO-OPERATIVE ASSOCIATION LIMITED, Calgary. Supermarkets and grocery stores; 1,129 employees. Offers phased-in work options, allowing retiring employees to gradually reduce their hours. CALGARY POLICE SERVICE, Calgary. Police services; 2,982 employees. Helps employees plan securely for the

longer term with a defined benefit pension plan. CALGARY ROMAN CATHOLIC SEPARATE SCHOOL DISTRICT NO. 1, Calgary. Elementary and secondary schools; 5,488 employees. Supports employees who are new mothers with maternity leave top-up payments, to 100 per cent of salary ranging from 13 to 16 weeks. CALGARY WEST CENTRAL PRIMARY CARE NETWORK / CWC PCN, Calgary. Health care; 101 employees. Maintains a generous time off policy, offering four weeks of starting vacation allowance, moving to five weeks after only five years on the job. CANADA ENERGY REGULATOR, Calgary. Federal government; 489 employees. Helps employees balance their personal lives with flexible work hours, five paid family leave days per year, and up to 15 paid sick days per year. CANADIAN PACIFIC RAILWAY LIMITED, Calgary. Railroads; 9,867 employees. Matches 100 per cent of all employee donations to the Heart and Stroke Foundation of Canada, or the American Heart Association as part of its charitable program, CP Has Heart.

ABSORB SOFTWARE

(CONT.)

 Celebrating the Calgary Stampede with employees of Absorb Software.

CAPITALCARE GROUP INC., Edmonton. Nursing care operators; 643 employees. Offers a generous time off policy of four weeks of starting vacation and up to six paid personal days off each year.

CALGARY CO-OP

2021 WINNERS

CAPITAL POWER CORPORATION, Edmonton. Electric power generation; 644 employees. Offers employees over $1,400 in flex credits, which can be allocated to health and dental coverage, a personal spending account or to a savings plan. CHAMPION PETFOODS LP, Edmonton. Dog and cat food manufacturing; 419 employees. Offers six days of discretionary time each year, with unused time added to an employees health spending account. CLAYSTONE WASTE LTD., Ryley. Waste management services; 64 employees. Offers a health spending

 Sydney is one of over 1,100 local employees at Calgary Co-op Assoc.

CPS

GILEAD

ALBERTA’S TOP EMPLOYERS 2021

 Scientists at Gilead Alberta ULC working in the laboratory.

ECSD

R.REEHAL/BOARDWALK

 Vigilance, courage and pride: a Calgary Police officer during the NHL playoffs.

 An employee of Boardwalk REIT serving residents during a BBQ at one of the company’s properties.

 Edmonton Catholic School District trustees and staff joining students for a traditional round dance.

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

(CONT.)

account of up to $850 per year as well as a separate wellness spending account of up to $500 per year. COVENANT HEALTH, Edmonton. Healthcare and continuing care; 2,858 employees. Offers generous tuition subsidies for courses taken at outside institutions, to a lifetime max of $20,000.

UNCAN CRAIG LLP, Edmonton. Law firms; 92 employees. Employees may nominate charities and non-profits to receive firm-sponsored support through the Laurel Awards program and the Community Fund Award. DYNALIFE DX, Edmonton. Medical laboratories; 727 employees. Encourages employees to put their health first with 24/7 access to the LifeSpeak wellness platform and up to 17 paid sick days per year.

DMONTON CATHOLIC SEPARATE SCHOOL DISTRICT NO.7, Edmonton. Elementary and secondary schools; 4,711 employees. Supports employees who are new mothers with maternity leave top-up payments, to 95 per cent of salary for up to 17 weeks.

EDMONTON, CITY OF, Edmonton. Municipal governments; 9,981 employees. Offers training on topics such as mental health first aid, mindfulness meditation, and access to the Working Mind training program. EDMONTON POLICE SERVICE, Edmonton. Police services; 2,810 employees. Supports ongoing development and offers dedicated leadership training for high-potential employees. ENBRIDGE INC., Calgary. Energy infrastructure; 7,627 employees. Extends health benefits to retirees, covering 100 per cent of the premium cost and with no age limit. ENMAX CORPORATION, Calgary. Electric power distribution; 1,713 employees. Donated $150,000 to community partners during the pandemic

and offered a flexible relief program for residential and small business customers.

P.SWANSON/JOBBER

2021 WINNERS

EPCOR UTILITIES INC., Edmonton. Electric power distribution and water treatment services; 3,085 employees. Provides referral bonuses for employees who help recruit candidates from their personal networks, up to $2,500.

F G

ORTISALBERTA INC., Calgary. Electric power distribution; 1,100 employees. Offers paid time off to volunteer and donated over 4,000 volunteer hours on company time in the past year.

ILEAD ALBERTA ULC, Edmonton. Pharmaceutical manufacturing; 497 employees. Provided a $1,000 USD reimbursement to help cover the cost of home office equipment for employees working from home. GRAHAM GROUP, Calgary. Industrial, commercial and institutional building construction; 1,392 employees. Cultivates an ownership culture through a share purchase plan that is available to all employees.

EALTH QUALITY COUNCIL OF ALBERTA, The, Calgary. Health management services; 32 employees. Encourages employees to take time for themselves with a generous time off policy of four weeks of starting vacation allowance and five paid personal days.

MPERIAL OIL LIMITED, Calgary. Oil and gas production and distribution; 5,700 employees. Provides health benefits that extend to retirees, with no age limit and 70 per cent premium coverage. INTER PIPELINE LTD., Calgary. Oil and gas pipelines and storage; 1,022 employees. Offers generous coverage for mental health, up to $10,000 per year for psychological services. OBBER, Edmonton. Software developers; 214 employees. Maintains a charitable focus on initiatives related to health, wellness, diversity and inclusion,

ď ° A new employee adds their photo to the wall at Jobber in Edmonton.

youth and children’s issues, homelessness and poverty relief.

EYERA CORP., Calgary. Midstream oil and gas operators; 1,046 employees. Employees receive a generous health spending account that can be used to top-up coverage, transferred to savings, allocated to a share purchase plan or taken as income.

AFARGE CANADA INC., Calgary. Concrete manufacturing; 6,908 employees. Organizes mindfulness sessions with external partners, chiropractor visits, seminars on health, and resources on stress management.

LAKELAND COLLEGE, Vermilion. Post-secondary education; 334 employees. Helps employees plan securely for the future with contributions to a defined benefit pension plan.

ERCER PEACE RIVER PULP LTD., Peace River. Pulp and paper manufacturing; 288 employees. Helps future talent get a head start in their careers with co-op placements and summer employment opportunities.

AIT / NORTHERN ALBERTA INSTITUTE OF TECHNOLOGY, Edmonton. Post-secondary education; 1,897 employees. Offered a stipend of $50 per month for employees working from home and provided computer and office equipment from campus as part of its response to the pandemic. NORQUEST COLLEGE, Edmonton. Post-secondary education; 800 employees. Provides compassionate leave top-up for those called upon to care for a loved one, to 100 per cent of salary for up to 4 weeks. NOVATEL INC., PART OF HEXAGON, Calgary. Satellite communications systems; 400 employees. Provides short-term innovation placements that allow employees to develop new skills internally.

LYMPIA FINANCIAL GROUP INC., Calgary. Trust companies; 213 employees. Offers a generous health spending account equivalent to five per cent of an employee’s annual salary, to a maximum of $7,500.

OFG

(CONT.)

ASON SYSTEMS CORP., Calgary. Energy services and technology systems; 314 employees. Supports employee efforts to give back to their communities with two paid days off to volunteer, donating an impressive 5,000 volunteer hours on company time in the past year. PCL CONSTRUCTION, Edmonton. Industrial, commercial and institutional building construction; 2,829 employees. Worked with industry partners to create temporary care and treatment ‘pods’ from shipping containers to be used by health care agencies and other organizations during the pandemic. PEMBINA PIPELINE CORPORATION, Calgary. Natural gas distribution; 2,122 employees. Manages a dedicated ‘Take a Pembina Wellness Break’ campaign which features monthly themes to address physical, mental, financial and workplace health.

 Members of the championship hockey team at Olympia Financial Group.

PRIMED MEDICAL PRODUCTS, INC., Edmonton. Medical products; 51 employees. Offers financial bonuses of up to $5,000 for the completion of certain courses.

EPLICON INC., Calgary. Software developers; 68 employees. Offers a generous health spending account of up to $1,500 per year, providing employees with greater flexibility in determining appropriate levels of benefits coverage. ROGERS INSURANCE LTD., Calgary. Insurance agencies; 391 employees. Manages the unique Dreams Program, which awards four employees with $10,000 each year to help fulfil lifelong dreams. ROYAL ALEXANDRA HOSPITAL FOUNDATION, THE, Edmonton. Charitable organizations; 24 employees. Offers employees up to 6.25 per cent of their salary to allocate to benefits

NORQUEST

2021 WINNERS

ALBERTA’S TOP EMPLOYERS 2021

 Sharing a lighter moment at the annual NorQuest College road hockey tournament in Edmonton.

ALBERTA’S TOP EMPLOYERS 2021

2021 WINNERS

(CONT.)

coverage as needed, a minimum of $4,500 per year.

AIT, Calgary. Post-secondary education; 2,753 employees. Employees can take advantage of SAIT’s Free Seat Program and participate in courses that have enrolment vacancies. SILVACOM LTD., Edmonton. Consulting and software development; 67 employees. Offers a number of flexible work options including telecommuting, shortened work weeks (with less pay) and flexible hours. STUART OLSON INC., Calgary. ICI building construction; 2,023 employees. Honours employee achievements through

13 the peer-nominated Promise Award, which recognizes individuals who have had a strong impact on the company’s culture. SUNCOR ENERGY INC., Calgary. Crude petroleum and natural gas extraction; 12,456 employees. Offers volunteer awards of up to $1,000 per year for employees and retirees who are active in their local communities through the SunCares Rewards program.

RANSLATIONAL RESEARCH IN ONCOLOGY, Edmonton. Clinical research; 76 employees. Supported work-from-home options prior to the pandemic, offering a one-time home office allowance of $500 as well as a monthly internet subsidy of $70.

TRAVEL ALBERTA, Calgary. Tourism development agencies; 72 employees. Provides maternity and parental leave top-up payments for mothers, fathers and adoptive parents, to 100 per cent of salary for up to 17 weeks.

FA CO-OPERATIVE LIMITED, Calgary. Farm supplies wholesalers; 761 employees. Provides a number of helpful financial benefits including discounted home and auto insurance, discounted auto lease rates, and discounted rates at UFA Farm Stores as well as UFA gas stations. UNIVERSITY HOSPITAL FOUNDATION, Edmonton. Non-profit organizations; 38 employees. Lets employees tailor their health coverage through a flexible spending

UFA

q An employee at UFA Co-operative in the field with a client.

account that ranges up to a maximum of $6,000. UNIVERSITY OF CALGARY, Calgary. Post-secondary education; 6,088 employees. Maintains a mental health strategy and organizes a dedicated UFlourish Week to support and build positive mental health on campus.

ESTERN FINANCIAL GROUP INC., High River. Insurance and financial services; 1,738 employees. Maintains a Supporting Our Staff fund for employees who have suffered a personal or family crisis. WINSPORT, Calgary. Facilities management; 136 employees. Offers flexible hours and paid personal days to help employees balance their work and personal lives. WORKERS’ COMPENSATION BOARD - ALBERTA, Edmonton. Workplace safety commissions; 1,917 employees. Manages generous time off polices including four weeks of starting vacation allowance and five paid personal days.

MCA CALGARY, Calgary. Individual and family services; 444 employees. Supports positive mental health with in-house training and webinars and also offers a mental health practitioner benefit of up to $1,000. – Richard Yerema & Kristina Leung

PASON

ALBERTA’S TOP EMPLOYERS 2021

 Employees at Calgary-based Pason Systems receive two paid days off annually to volunteer at local charitable organizations.

Top Alberta employers successfully navigate uncertain times

he COVID-19 pandemic has been a challenge – to say the least. That’s certainly the case for employers across Alberta that have faced numerous obstacles keeping operations running and employees safe. The best workplaces have risen to the challenge – as they always do when facing an uncertain, shifting landscape. Many are listed here among Alberta’s Top Employers of 2021. Now in its 16th year, Alberta’s Top Employers is an annual competition run by Mediacorp Canada Inc. that highlights the best places to work in the province based on several criteria.

“The key theme, obviously, is how employers have responded and adapted to the pandemic,” says Richard Yerema, managing editor of Canada’s Top 100 Employers, a national competition, as well as regional projects across the nation. “Being a top employer is really about how you help and treat your people.” It’s one thing to lavish workers with benefits and perks when times are good. It’s another to ensure your team is safe, engaged and feeling well during a deadly pandemic. Unquestionably, COVID-19 has impacted all workplaces. Many endured layoffs. Some closed.

Others altered their operations to survive. Those able to succeed often boast strong, innovative workplace cultures. The Alberta businesses earning a spot on the Top Employers list have not only navigated the pandemic well, but scored highly in eight categories – Physical Workplace; Work Atmosphere & Social; Health, Financial & Family Benefits; Vacation & Time Off; Employee Communications; Performance Management; Training & Skills Development; and Community Involvement. Yerema notes the competition has long been popular among leading employers

because it is an opportunity to attract and recruit top talent. “For many employers who operate and recruit within the region, it’s highly sought after to be included in the list to showcase themselves as a great place to work.” While a great recruiting tool, making the list is also a source of pride for employees at places such as Pason Systems Inc., a Calgary-based technology firm that has been reshaping oilfield drilling for decades. “We are the Internet of things for drilling rigs,” says Lars Olesen, vice-president of product and technology at Pason. “We gather and aggregate data on drilling

ALBERTA’S TOP EMPLOYERS 2021

S U CC ESS F U L LY N AV I G AT I N G

( CO N T. )

rigs and send that to the cloud remotely so that our customers can see their operations and analytics in real time while using machine learning to optimize what they do.” In a city known for oil and gas, Pason is also an elder statesman in Calgary’s burgeoning tech sector. “We punch above our weight in the oil industry for the size of our company,” he says. “But we are at heart a Calgary technology company.” And its workers are what makes the firm a global leader in its field. To be at the top of its game often involves competing for talent with big U.S. tech firms. “How does a Calgary technology company compete for people with Silicon Valley?”

Part of the strategy involves offering competitive compensation and benefits along with interesting, meaningful work, Olesen adds. But a key advantage for Pason is its focus on work/life balance – often in short supply in the tech industry, which is renowned for long hours. “We’ve always been flexible about remote work,” Olesen says. “We are office-centric to create a culture and a sense of family, but during COVID, that has taken on a whole new meaning.” Many top employers in Alberta have faced similar challenges, including an Edmonton-based technology company. Bits In Glass is a leading Canadian provider of process automation and systems integration that allow clients, including large

corporations, to manage data more efficiently. “While it’s awesome to have cool workspaces and perks that attract employees, we believe one of the most important components of a great organization is inclusivity and respect,” says Patrick Golec, vice-president of technology innovation and human resources at Bits In Glass. Its workspace features sit/stand desks and playful perks such as foosball and table tennis tables, free office snacks and oddball regular events like celebrating International Sushi Day with, well, free sushi for the staff. COVID-19 upset these daily rhythms of workplace culture, with Bits In Glass’s teams largely working from home. While keeping them safe and healthy is the top concern, so too are workers’

emotional well-being and their sense of belonging that may be missing at their home offices. To keep the team ‘together,’ at least in spirit, the company has organized a bevy of unique, fun events such as the Chopped Challenge, a Zoom home-cooking competition, and lunchtime Netflix viewing parties. The obvious difficulties of the pandemic aside, top employers have not wavered from a key mission: Holding onto their talent. “We want and need our people to stay,” Olesen says, adding they are Pason’s competitive advantage. To do that, you truly have to “walk the walk,” he adds. “You can’t just talk about it.”

– Joel Schlesinger

BLUEARTH

q Employees at Calgary-based BluEarth Renewables taking part in a fitness bootcamp at the company’s annual retreat in Kananaskis.

ALBERTA’S TOP EMPLOYERS 2021

AFSC navigates tough times with compassion

s a 23-year veteran of Alberta’s Agricultural Financial Services Corporation (AFSC), Melanie Ducholke is steeped in the intimate traditions of the organization – practices the COVID-19 pandemic abruptly altered. “So much of what we do is so hands-on and we’re used to being able to see the whites of people’s eyes,” says Ducholke, vice president, people services. “Suddenly, we were working remotely from each other and, in many cases, from our clients.” With 42 branches across the province, AFSC provides agricultural producers with loans, crop insurance and farm disaster assistance. Normally, frontline staff meet one-on-one with producers where they work and live as well as in the branch offices. While those offices have remained open on a strictly controlled, appointment-only basis, the majority of communication is being done online or by phone. “It speaks to the resilience of the staff and business that we’ve been able to adapt and serve our clients safely and successfully,” says Ducholke. “It makes me grateful to work for an organization that puts people at the forefront of everything it does.” Ducholke says AFSC has worked aggressively to keep its workforce connected through virtual lunches, themed get-togethers and a new company intranet service that allows people to share what and how they are doing while working apart. “The connections may be virtual, but in some ways they are better,” says Ducholke. “People

AFSC PROVIDES AGRICULTURAL PRODUCERS WITH LOANS, CROP INSURANCE AND FARM DISASTER ASSISTANCE

have developed different relationships with teams they wouldn’t normally have contact with.” Recognizing the pandemic has been stressful on staff and clients alike, AFSC continues to partner with Do More Ag, a non-profit organization that focuses on the mental health of agricultural producers. “None of us have experienced anything like this before and we are managing as best we can,” says Karla Kochan, chief people officer for AFSC. “Our staff and our producers have learned to adapt and

It makes me grateful to work for an organization that puts people at the forefront of everything it does.” — Melanie Ducholke Vice President, People Services become even more resilient, but it can get exhausting at times.” AFSC’s head office in Lacombe employs about 300 people, 95 per cent of whom have been working remotely since the pandemic began. “I’ve been really impressed how people are reaching out to each other,” says Kochan. “There’s been a lot of compassion and

determination to get through this together.” Ducholke says the experience has given her a renewed appreciation for the role agricultural producers play, in good times and in bad. “We see a heightened need for what they do in terms of feeding the world. They are helping all of us get through this.” 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

493

FULL-TIME STAFF

3,861

JOB APPLICATIONS RECEIVED LAST YEAR

YEARS, LONGESTSERVING EMPLOYEE

MASKING AND OTHER HEALTH AND SAFETY PROTOCOLS ARE CLOSELY FOLLOWED AT AFSC

OF BOARD DIRECTORS ARE WOMEN

WE ARE

SUPPORT

57%

AFSC.ca

ALBERTA’S TOP EMPLOYERS 2021

Alberta Blue Cross promotes employee wellness

efore joining Edmonton-based Alberta Blue Cross as a group sales representative two years ago, David Pratley spent almost 15 years in the fitness industry. So it was natural for him to get involved when his new employer encouraged employees to take daily 15-minute wellness breaks on site. “I got the opportunity to lead a number of our wellness breaks and to incorporate office fitness into some of our departments,” he says. With 98 percent of its employees shifted to working from home during the pandemic, Alberta Blue Cross has made the breaks digitally available to all Albertans on its social media platforms. From yoga and meditation to core and strength workouts, trained fitness instructors at Alberta Blue Cross have been creating at-home workout videos. “I pop into some of the web-based videos mostly just to see a few of my colleagues and interact with them that way,” says Pratley. Alberta Blue Cross also organized other ways for its at-home workers to stay connected. These include online social clubs and socially-distanced evening walks through different areas of Edmonton. “Connection became that much more important at a time when we were sending our employees home to work virtually,” says Mark Razzolini, vice-president, people, wellness & innovation. “I think we connected more with our employees this year than we ever had.” The organization initiated weekly (now bi-weekly) telephone town halls to keep its 1,100 employees informed, and designated up to

AN ALBERTA BLUE CROSS TEAM MEMBER AT THEIR ANNUAL 'MS BIKE RIDE'

$2,000 per employee in benefits covering psychological services. The $90-a-month transportation allowance was repurposed as a work style allowance to cover any extra expenses in working from home. In the annual employee engagement survey, employees recorded an 88 per cent engagement score, their highest rating ever. Looking outward, Alberta Blue Cross has a deep commitment to the communities it serves. In 2020 the organization allocated $500,000 from its community foundation to support Alberta’s most vulnerable populations

Connection became that much more important at a time when we were sending our employees home to work virtually.”

— Mark Razzolini Vice-President, People, Wellness & Innovation

through the pandemic. This has included a partnership with the United Way to support its COVID response initiative and working with the Mental Health Foundation on projects to address increased mental health needs. The organization’s internal charity, Hearts of Blue, which is operated and funded by Alberta

Blue Cross employees, helped 28 charities and donated over $28,000 in 2020. Employees also had their most successful fundraising campaign ever for the United Way, contributing more than $117,000 over a four-week period in autumn 2020. “Our employees really rose to the occasion,” says Razzolini. “It’s a testament to our culture.” 

ALBERTA’S TOP EMPLOYERS 2021

ALBERTA BLUE CROSS TEAM MEMBERS VOLUNTEER BY PREPARING FOOD HAMPERS AT EDMONTON’S FOOD BANK

1,158

FULL-TIME EMPLOYEES

64%

OF STAFF AND 55% OF MANAGERS ARE WOMEN

CHARITIES HELPED LAST YEAR

YEARS, AVERAGE AGE OF ALL EMPLOYEES

Because of them, we’re Alberta’s leading provider of health and dental benefits and a champion for wellness.

ABC 82526 11/20

OUR PEOPLE MAKE ALBERTA BLUE CROSS GREAT.

ALBERTA’S TOP EMPLOYERS 2021

Charting the pandemic challenges together at AGLC

n mid-March, as the world was instructed to head home to safety, tech workers like Graham Peever were shifting into overdrive at work. “It was a bit of a whirlwind here,” says Peever, a service desk analyst in IT at Alberta Gaming, Liquor and Cannabis (AGLC) a provincial government agency. “As the cases started to rise, we had to do a lot to facilitate people working from home.” When the pandemic first hit, the organization’s focus was firmly on employees, their families and the community, according to Sandy Ritchie, senior manager of Compensation, Safety and Wellness. “We’ve been honest and open with our employees throughout the pandemic, and when we didn’t have the answers yet, we shared that with them, too,” says Ritchie. “Despite all the uncertainty, we did our best to facilitate timely communication and act with integrity to keep that trust.” Leadership immediately assured employees that AGLC’s focus was not only to protect their health and well-being, but to mitigate business and operational disruptions. “We really tried to provide that ongoing support and reassurance as we charted those unknown territories,” she adds. When schools and daycares closed, AGLC supported employees who had to organize family obligations while working both at home and at worksites. Maintaining continuous productivity, the organization introduced fun wellness activities, like online bingo that employees could play at home and virtual yoga classes. AGLC also provided online resources and webinars related to stress, coping and resiliency.

AGLC'S SECURITY FOLLOWING COVID PROTOCOLS

“We have employees whose family support is limited. We’d check in regularly and always offered our family assistance program so they knew there were resources available to them,” says Ritchie. If an employee couldn’t leave their house because they were at higher risk for contracting the virus, employee volunteers stepped up and offered to personally deliver groceries, prescriptions or supplies. AGLC also created an internal SharePoint site that allowed em-

Despite all the uncertainty, we did our best to facilitate timely communication and act with integrity to keep that trust.” — Sandy Ritchie Senior Manager, Compensation, Safety and Wellness ployees to access ongoing updates and have current information as it related to their employment. “They’re making sure we’re taken care of,” says Peever. For AGLC, the learning experiences from the pandemic will have a lasting impact. “Prior to the pandemic, we talked about imple-

menting telecommuting,” Ritchie says. “We had a draft policy done and ready for review in February and then everything started to happen in March. It was like, this is our test. There’s no trial period. The pandemic has been our trial.” And, she adds, “Now, we know we can do it.” 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

1,087

FULL-TIME EMPLOYEES

11,836 JOB APPLICATIONS RECEIVED LAST YEAR

YEARS, LONGESTSERVING EMPLOYEE

AGLC TEAM MEMBERS HAVE LUNCH ADHERING TO SAFETY MEASURES

71%

OF EXECUTIVE TEAM ARE WOMEN

ALBERTA’S TOP EMPLOYERS 2021

Fun brings people together at ASEBP

ong-standing employee service awards were delivered a little differently this year at Alberta School Employee Benefit Plan (ASEBP) – by dinosaur. Since the awards ceremony had to be moved online due to the pandemic, human resources employee Zachery Hudson donned an inflatable dinosaur costume to become Zacasaurus and memorably drop off the awards at recipients’ homes. That’s typical of this health benefits organization, where having fun together is part of the culture. “People loved seeing the dinosaur walk up to their front door with the package and then having a socially distanced conversation on the porch,” says Jocelyn Plakas-Lock, chief operating officer. “Zacasaurus has become a regular contributor on our intranet. It makes people smile and adds an element of levity to the day.” Finding ways for people to connect is essential at ASEBP, not only for work but for creating a positive mindset. That’s harder with everyone working from home. “Our big challenge was to shift social activities we would have done in person to online communication,” says Plakas-Lock. “It's easy when you're working remotely to only connect for meetings, so it was about finding ways to keep those personal connections alive. Our Spirit Committee does a lot of work in that area.” As part of the Spirit Committee, Kelsey Marusiak, lead payroll adviser, says all this effort is very strategic for keeping people engaged and not becoming isolated. ASEBP places a high degree of importance on employees’ mental health, particularly during the

SINCE MARCH 2020, MOST OF ASEBP'S EMPLOYEES HAVE BEEN WORKING FROM HOME

pandemic when there is so much additional stress. One of the first things the team did in April was leverage the organization’s intranet space to focus on different elements of emotional wellness for eight weeks, with experts in health and a Connection Corner for questions and sharing ideas. “We do TINYpulse surveys just to see how everyone is feeling because everybody's situation is different,” says Marusiak. “Some people might have too many

It's easy when you're working remotely to only connect for meetings, so it was about finding ways to keep those personal connections alive.”

— Jocelyn Plakas-Lock Chief Operating Officer

people at home, while others have no one. We try to make activities inclusive, so even if you’re not a person who wants to participate in the activity itself, you could engage in the voting for events like our Halloween costume and pumpkin carving contests.” Marusiak credits CEO Kelli Littlechilds and senior leadership for

a smooth transition and a fabulous job communicating with “Kelli from her Kitchen” video reports to keep everyone in the loop. “When you can have fun with your co-workers, it just takes that edge off a little bit,” says Marusiak. “It creates a more personal basis and puts everyone on the same playing ground.” 

ALBERTA’S TOP EMPLOYERS 2021

157

FULL-TIME EMPLOYEES

67%

OF MANAGERS ARE WOMEN

67%

OF EXECUTIVE TEAM ARE WOMEN

ASEBP'S UNOFFICIAL MASCOT, ZACASAURUS, BOOSTS STAFF SPIRIT WITH HIS DINOSAUR ANTICS

YEARS, LONGESTSERVING EMPLOYEE

To our employees, thank you! Your exceptional commitment to Alberta’s public education sector continues to make a difference every day. Together, we are ASEBP.

ALBERTA’S TOP EMPLOYERS 2021

ATRF gives members comfort through stormy times

rom the beginning of the COVID-19 pandemic, the Alberta Teachers’ Retirement Fund (ATRF) was declared an essential service – and with good reason: the organization’s members, many of them seniors, depend on the ATRF, now more than ever. “We look after and pay people’s pensions, so we need to make sure they get their pension payments and can continue to pay their own bills,” says Marcie Chisholm, vice president, people and culture. “As well, our retired members are in the more vulnerable age category when it comes to COVID-19 risk. So we’ve needed to find ways to serve them safely.” ATRF manages the pension plans of thousands of elementary and secondary school teachers. That includes pension counselling as well as investing member and employer contributions to ensure the plans remain sustainable over the long term. Prior to the pandemic, ATRF operated very much in a traditional office setting, with business conducted in-person and on premises. Almost overnight, it shifted to remote work for the vast majority of employees, with a small number still coming into the office to, for example, open mailed-in pension applications and correspondence. “I’m really impressed by how quickly everyone responded to the challenge,” says Natane Voegtlin, manager, pension services. “Our people were resilient, agile and able to think outside the box in ways that ensured our members continued to be served.” Normally, most of ATRF’s pension counselling took place in-person. But with the office closed to

ATRF MAINTAINS STRONG LEVELS OF SERVICE TO THEIR MEMBERS WHILE THE OFFICE REMAINS CLOSED TO THE GENERAL PUBLIC

the public, those sessions had to be done by telephone or online – an option ATRF may now offer on a permanent basis. Another challenge was to serve members abroad, some of whom received pension payments by mail. When the pandemic disrupted mail services, ATRF employees quickly innovated, stringing together courier services or wire transfers until more reliable direct deposit procedures could be put into effect. To support employees working remotely, ATRF launched weekly

Our people were resilient, agile and able to think outside the box in ways that ensured our members continued to be served.”

— Natane Voegtlin Manager, Pension Services

virtual wellness sessions on everything from practical tips on working from home to mindfulness and mental health. “Wellness is an absolute priority,” says Chisholm. “We had an entire week devoted to gratitude and appreciation for one another, because gratitude is shown to have a positive impact on both mental

and physical health.” For Voegtlin, being able to operate throughout the pandemic has reinforced the value of what ATRF does. “In a world that’s so different and where things are on its head, I think it’s a comfort for our members that we are still here, providing sound service.” 

ALBERTA’S TOP EMPLOYERS 2021

AURLEE CRANE, RECRUITMENT SPECIALIST AT ATRF, HAS BEEN VIRTUALLY ONBOARDING NEW EMPLOYEES SINCE THE BEGINNING OF THE PANDEMIC

130

FULL-TIME EMPLOYEES

43%

OF EXECUTIVE TEAM ARE WOMEN

100%

JOB-RELATED TUITION SUBSIDY

$1,500

FOR HEALTH & WELLNESS SPENDING ACCOUNTS

Our employees ensure we deliver and secure pensions for more than 80,000 plan members. That makes them our most important asset of all.

www.atrf.com

We’re honoured to be named one of Alberta’s top employers for the fifth straight year, and proud to continue attracting highly skilled and respected employees to join the ATRF team.

ALBERTA’S TOP EMPLOYERS 2021

EPS protects its employees as well as the public

he Edmonton Police Service (EPS) has always placed the highest value on employee safety, but when the COVID-19 pandemic hit, it took that commitment to a whole new level and has kept it up over the long haul. “We can’t take our foot off the pedal and just stay the course,” says Darren Eastcott, executive director, human resources. “We have to continue to support and listen to our employees, hear what they’re saying and react accordingly because this is a marathon and we’re not even close to the finish line.” EPS has over 2,800 full-time employees, including 900 civilians. Headquartered in downtown Edmonton, its mandate is to preserve the peace, protect life and property, prevent and detect crime and regulate non-criminal conduct as required by law. An essential service, EPS couldn’t just park the squad car because of the pandemic. Leaders found ways to keep on serving the public while protecting employees. Civilian staff shifted to working remotely. Extra personal protective equipment was issued, cleaning regimens were amped up and stations reconfigured to provide protective barriers and distancing. Much of the response has been high-tech, but EPS has still found ways to maintain a human touch. Non-emergency calls are now handled on Zoom so callers can see a human face, not just a voice over the phone. “COVID-19 has changed the ways we do things, for sure,” says inspector Trevor Hermanutz. “But it’s still all focused on us getting better and keeping people safe.”

MUCH OF THE RESPONSE HAS BEEN HIGH-TECH, BUT EPS HAS STILL FOUND WAYS TO MAINTAIN A HUMAN TOUCH

We can’t take our foot off the pedal and just stay the course.” With policing being a high-stress profession, EPS has put special emphasis on enhanced mental health support for employees during the pandemic. “We try to take away as many stressors as we can to make them more resilient employees,” says Eastcott. “Our focus is to ensure we have healthy employees so at the end of the day they can go home and look

— Darren Eastcott Executive Director, Human Resources after their families. Because on top of their work, they’re dealing with all the issues the rest of us are, including COVID-19.” A comprehensive, ongoing response has allowed EPS to continue working without laying off employees. Its community outreach and charitable programs have moved online, but community

patrols and other services continue in-person. That’s testament to the service’s esprit de corps, says Hermanutz. “I can count on one hand how many days I didn’t feel like coming into work, so I’ve been lucky. Part of it’s the reward of serving the community, but it’s primarily about the people around me.” 

ALBERTA’S TOP EMPLOYERS 2021

2,810 FULL-TIME STAFF

40%

OF MANAGERS ARE WOMEN

WEEKS, MATERNITY LEAVE TOP UP

EDMONTON POLICE SERVICE'S COMMUNITY SERVICE MEMBERS SETTING UP TO ENGAGE WITH THE PUBLIC

YEARS, LONGESTSERVING EMPLOYEE

WHAT’S YOUR INSPIRATION? Every year the Edmonton Police Service hires officers and civilian employees from a diverse variety of backgrounds — with different educational training, career paths, and reasons for joining. A common factor among EPS employees is their desire to improve their City and serve the citizens of Edmonton.

serving my community

dedicated to protect, proud to serve

If you’re looking for a rewarding career that excites your purpose, Apply Today

ALBERTA’S TOP EMPLOYERS 2021

Graham builds upon learning and mobility

n her 12 years at Calgarybased Graham, project manager Stephanie Grundke has been a part of a wide range of projects, including an earth dam, tank farms and, most recently, a municipal bridge in Edmonton. “I’ve never built the same thing twice,” says Grundke. “You work on a project for a couple of years, then get to start building something completely new. The changes keep things interesting and allow me to widen my knowledge base.” Graham is a 95-year-old company that operates in five Canadian provinces and three U.S. states. At any time, they are building hospitals, schools, multi-family residential facilities, roads, bridges, wastewater treatment plants, industrial projects and oil and gas infrastructure, among other things. Currently, the company is developing a formal, two-year program to ensure newly hired engineers, especially those with freshly minted degrees, can gain experience in various divisions and work with different managers. “We want to expose them to as much of the business as possible so that two years in, they’re more broadly developed than if they’d just worked on one project,” says Alisdair Dickinson, vice-president human relations. Graham encourages mobility throughout an individual’s career and employs a mobility specialist to assist employees and their families who are relocating. Dickinson adds that the company also provides learning and development opportunities for employees at all stages of their careers, and has developed its own in-house training program focused on operational excellence called

GRAHAM EMPLOYEES GROW THEIR SKILLS AND CAREERS BY WORKING ON INCREASINGLY COMPLEX PROJECTS (PHOTO TAKEN PRIOR TO COVID-19)

Builders’ Framework. There are also programs for those moving into supervisory or management roles, and those being groomed for leadership positions. In a typical year, Graham hires upwards of 200 student interns for the summer. The company cut back slightly this year due to the COVID-19 pandemic, but Dickinson adds: “We tried to keep things as normal as possible for as many people as possible while ensuring everyone stays safe.” The company recognized the

I’ve never built the same thing twice. You work on a project for a couple of years, then get to start building something completely new.” — Stephanie Grundke Project Manager gravity of the pandemic at the outset and immediately took steps to implement additional safety protocols on its construction sites. “We’ve developed crews with staggered start and break times, increased cleaning and physical distancing, and made masks mandatory when proper distancing wasn’t possible,” says Grundke.

Graham has long been committed to giving back to the communities in which it operates and 2020 was no exception. On July 25, the company organized a One Walk event to raise money for local food banks. Some 465 employees participated, resulting in a contribution of $28,000 divided among 11 food banks. 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

1,392

FULL-TIME EMPLOYEES

43,888 JOB APPLICATIONS RECEIVED LAST YEAR

YEARS, AVERAGE AGE OF ALL EMPLOYEES

GRAHAM EMPLOYEES AND THEIR FAMILIES RAISED MONEY FOR THEIR LOCAL FOOD BANKS BY PARTICIPATING IN 'ONE WALK'

YEARS, LONGESTSERVING EMPLOYEE

ALBERTA’S TOP EMPLOYERS 2021

NAIT’s own technology supports the community

or three decades, staff and students in the culinary program at the Northern Alberta Institute of Technology (NAIT) worked with Boyle Street Community Services to provide an annual Thanksgiving dinner for Edmonton’s homeless and poor. In 2020, though, it looked like this proud tradition might be doomed due to limitations on campus activities in response to the COVID-19 pandemic. Forty culinary staff and students, working in shifts over three days at NAIT’s teaching kitchens, made sure that didn’t happen. Following all necessary health and safety protocols, they prepared more than 400 takeout meals in place of the usual buffet service. It was the first hot meal the Boyle Street agency had been able to provide since March. That kind of innovation and team spirit is typical of the way NAIT has responded to the pandemic. “What’s really struck me is how we’ve come together,” says Clayton Davis, executive director, human resources. “We have a large staff at NAIT, yet it suddenly feels like a small, tight-knit group working in unison.” Since March, the vast majority of NAIT staff have worked remotely, finding innovative ways to use online technologies to serve more than 30,000 students and apprentices. At the same time, NAIT’s leadership team moved quickly to support staff on a number of fronts. From March through August, all staff received 10 paid days of leave for COVID-19-related absences, while greater flexibility was

STUDENT LEARNING AND PROGRESSION AT NAIT REMAIN A PRIORITY DURING COVID-19

exercised for how staff could use their various leave days. Managers worked closely with employees on flexible schedules that balanced work demands and home needs. NAIT also implemented a new mental health and resiliency app, headversity, that is available for all staff and students. “Our leaders have been great about supporting us,” says Chris Fukushima, a member of NAIT’s Organizational Development Services team. “It’s been really cool to see how this institution has

What’s really struck me is how we’ve come together.”

— Clayton Davis Executive Director, Human Resources

come together to continue to serve students at a very high level.” A COVID-19 Student Relief Fund was created thanks to over $100,000 in donations from staff, alumni, industry and friends of NAIT, along with $50,000 from the NAIT Students’ Association. The fund provides bursaries to students whose lives have been

disrupted by the pandemic. Staff also mobilized to arrange the loan of 24 ventilators used in NAIT’s respiratory therapy labs and research facilities to Alberta Health Services. “This pandemic has required a mindset shift from everyone,” says Davis. “I’m just very proud of how we’ve met the moment.” 

ALBERTA’S TOP EMPLOYERS 2021

1,686

FULL-TIME EMPLOYEES

75%

OF THE EXECUTIVE TEAM ARE WOMEN

47%

OF MANAGERS ARE WOMEN

NAIT AUTO BODY TECHNICIAN INSTRUCTOR AND STUDENTS ADAPTING TO THE COVID-19 LEARNING ENVIRONMENT

YEARS, LONGESTSERVING EMPLOYEE

OUR PEOPLE MAKE NAIT GREAT For 10 consecutive years, thanks to our dedicated and passionate employees, NAIT has been named one of Alberta’s Top Employers. This year, more than ever, NAIT staff have demonstrated the importance of community. During times of uncertainty, they support one another and work collaboratively to meet our challenges head-on. Our people truly are what makes NAIT an outstanding place to work.

Join our team: nait.ca/careers

ALBERTA’S TOP EMPLOYERS 2021

At PCL Construction, the owners are on site

t PCL Construction, the mammoth Edmonton-based international construction firm, they don’t practice typical employeremployee relationships. Company shares are not publicly traded. Instead, the owners are the employees. Close to 90 per cent of the staff have an ownership stake – and that makes all the difference in the world. Not just in sharing profits through annual dividends, but in attitude. “We work for ourselves and we care for each other,” says Dan Cettiga, project manager for the Cascade Power Plant, a 900-megawatt project under construction just outside of Edson. “It’s the root of what we are.” Cettiga adds: “When you work for yourself, you pay attention to all the little things. The senior people listen because you are an owner, and they want you to do well because then everyone does well.” Indeed, Cettiga says he has received top-notch training opportunities to develop professionally since he joined PCL in 2008. “They put you on a runway and see how far you can fly,” he says. “My managers have always encouraged me to think for myself, to take ownership and keep growing.” Clearly, that attitude seems to be working. Says Cettiga: “The office walls are covered with 25-year service plaques.” For his part, Mike Olsson, PCL’s vice president of human resources and professional development, reflects management’s view of the company’s secret sauce. “We are a special place,” he says, “because

AT PCL CONSTRUCTION, THERE'S A STRONG TRADITION OF COMMUNITY INVOLVEMENT – IN EDMONTON ALONE LAST YEAR, PCL AND ITS EMPLOYEES DONATED A REMARKABLE $2 MILLION TO THE UNITED WAY

We are a special place because we build people as well as projects.” we build people as well as projects. We want everyone to flourish. We want to ensure our fellow owners are supported in all aspects.” Those other aspects include a recent increase in health spending for mental health services coverage, with no added expense to employees, as part of the company’s dedication to employee health and safety. And then there’s the commitment to community, unwavering despite COVID-19. Charitable

— Mike Olsson Vice President of Human Resources and Professional Development fundraising continued unabated, matching last year’s total. In Edmonton alone, employees, with a matching amount from the company, raised $2 million for the United Way. “We are committed to the communities we work and live in,” says Cettiga. Meanwhile, when the pandemic hit, PCL was ahead of the curve in mandating social distancing and

face masks on its construction sites while encouraging office staff to work from home. Learning of a mask shortage, PCL donated more than 1,000 from its supplies to provincial health care networks across the country. Says Cettiga: “It’s all part of who we are. It makes it easy to come to work where the people are honest, transparent and ethical.” 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

1,193

FULL-TIME STAFF IN ALBERTA

600

JOBS CREATED BY CASCADE POWER PLANT PROJECT

$9.4

MILLION DONATED TO CHARITIES

AT PCL CONSTRUCTION, OVER 90% OF EMPLOYEES OWN SHARES IN THE COMPANY

careers.pcl.com

YEARS, LONGESTSERVING EMPLOYEE

ALBERTA’S TOP EMPLOYERS 2021

Pembina acts as a good corporate neighbour

ike Edgar understands the importance of being a good corporate neighbour. As manager, East NGL, for Calgary-based Pembina Pipeline Corporation, Edgar lives and works in Corunna, Ont., part of St. Clair Township, near Sarnia. During normal times, the Corunna office is active working with several local agencies to help meet community needs. Since the COVID-19 pandemic struck, those efforts have taken on a new sense of urgency. “This pandemic has impacted the entire world, including local communities like ours,” says Edgar. “One thing I’m most proud of is that Pembina realized that and really stepped up to the plate.” Canada-wide, Pembina has provided nearly $600,000 in COVID-19 relief to non-profits, charitable partners and Indigenous communities. The initiatives targeted five key areas: food security; frontline healthcare and first responders; social service continuity; mental health services and well-being; and other educational supports. In the Sarnia region’s Lambton County, Pembina provided the local hospital with masks and gloves as well as financial support. The company also worked closely with community partners to help offset losses in donations because of the pandemic and to ensure that existing programs continued to operate. One of those partners is Inn of the Good Shepherd, which runs a local food bank and homeless shelters. Pembina worked with the organization’s people on safety protocols for their Mobile Market,

EVEN DURING THE PANDEMIC, PEMBINA PIPELINE EMPLOYEES TOOK TIME TO VOLUNTEER AT A LOCAL HABITAT FOR HUMANITY PROJECT

which picks up fresh produce from local farmers and delivers it to people in need. Pembina employees showed their support by volunteering at the market throughout the summer and fall. The company also worked with two local elementary schools to keep their hot breakfast programs running, while Pembina employees continued to raise funds for the United Way and participate in a local Habitat for Humanity build. Pembina has supported similar community engagement across its operations, including targeted funding to more than 25 Indige-

What’s made me most proud is the way our employees have responded.”

— Paul Murphy Senior Vice-President & Corporate Services Officer

nous communities for everything from food hampers for elders to the delivery of cleaning and medical supplies. At the same time, Pembina has maintained normal operations, safely and efficiently, as an essential energy transportation and midstream service provider. While most of the Calgary headquarters and regional office staff work from home, the 60 per cent of Pembina

employees who work in the field continue to do so, following all the necessary health and safety protocols. “It’s shown our resilience and our ability to be agile,” says Paul Murphy, senior vice-president & corporate services officer. “What’s made me most proud is the way our employees have responded. They’ve more than risen to the challenge.” 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

2,122

FULL-TIME EMPLOYEES

YEARS, LONGESTSERVING EMPLOYEE

WEEKS, STARTING VACATION ALLOWANCE

FAMILY TIES: MEMPHIS KEOGH AND HER FATHER, MIKE VANBESELAERE, BOTH WORK FOR PEMBINA PIPELINE

Dynamic growth. Dynamic people. Build your career with Pembina. Learn more at pembina.com/careers

7,927

STAFF VOLUNTEER HOURS LAST YEAR

ALBERTA’S TOP EMPLOYERS 2021

PRIMED offers its people a sense of purpose

s Irene Tong prepared to graduate from university, her ambition was to become a public school teacher. Now, a decade later, she is manager of customer experience and contracts for PRIMED Medical Products. For her, it’s a career path she never imagined, with all the satisfaction she was hoping for from being in the classroom. “I wanted to help others become the best person they could become, to help them grow,” Tong says. “Now, I am teaching every day.” And being taught. Tong has worn several hats since joining PRIMED, the Edmonton-based global manufacturer and supplier of high-quality medical products, including a range of personal protective equipment (one billion face masks) that it has shipped across Canada during the COVID-19 pandemic. As she advanced through the company, Tong was encouraged to explore new ventures and supported in various professional development opportunities, including acquiring professional certificates, all on company time and money. “Every single role that I have had never existed before me,” says Tong. “They were created to match my strengths, interests and the company’s business needs.” She adds: “Most places want you to fit into their structure. Not PRIMED. They want to help you grow professionally and personally while meeting their goals. They are truly invested in their people.” Adds president and CEO David Welsh: “There are no structures here to hold you in place. We want everyone to realize their potential.”

PRIMED STAFF MADE THEIR OWN SHIRTS FOR A TEAM BUILDING EVENT IN 2019 TO CELEBRATE THE COMPANY'S CORE VALUES

Every single role that I have had never existed before me.”

— Irene Tong Manager of Customer Experience and Contracts

One result is that the company’s executive ranks recently were 60-per-cent female. “I can assure that was not part of any diversity initiative,” Welsh says. “It was based totally on merit.” PRIMED creates employee loyalty in various other ways. “Foremost, we provide a sense of purpose,” says Welsh. “We recently adopted a goal of protecting six million people per day. That

meant tripling production, and everyone is pitching in to make it happen because they buy in to that objective.” Employee family members can get up to $1,000 annually for post-secondary education, and everyone gets two paid days off to devote to a charitable or community cause. During the pandemic, the company ensured employees had everything they needed to work at

home, emptying a local Costco’s inventory of computer monitors. All staff get equal annual bonuses, but this year they are getting several as a reward for their pandemic efforts. For Tong, her PRIMED career has replaced any lingering thoughts about being a teacher. “I’ve learned so much,” she says. “I couldn’t have asked for anything better.” 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

FULL-TIME EMPLOYEES

100%

EMPLOYER-PAID FAMILY HEALTH COVERAGE

AVERAGE EMPLOYEE AGE

BRANDED SWAG PACKAGES WERE SENT TO PRIMED EMPLOYEES THIS FALL AS PART OF A VIRTUAL STAFF ENGAGEMENT EVENT DURING THE PANDEMIC

800

STAFF VOLUNTEER HOURS LAST YEAR

ALBERTA’S TOP EMPLOYERS 2021

Stuart Olson looks for ways to help staff give back

hen COVID-19 threatened to shutter the residents at the Canterbury Foundation care home in Edmonton away from their families, Stuart Olson Inc. built them a window into the world. “It was heart-wrenching to see how those seniors weren’t able to give a hug to a grandchild or a son or daughter and vice versa,” says Grant Rae, branch director, Northern Alberta. “My heart broke for them.” The company, already doing work on the building, added a viewing patio with screens and windows so residents’ loved ones could look in on them, chat at a safe distance and maintain contact. It’s one example of Stuart Olson’s commitment to give back to the communities in which it operates, both as a company and for individual employees. “People feel very passionate about being able to contribute locally as well as nationally,” says Laura Schuller, senior manager, learning and development. “We’ve ensured our approach to giving back allows people to give to causes that are important to them.” Headquartered in Calgary, Stuart Olson Inc. delivers projects across Canada. Starting as a family firm in 1911, it has grown to be one of Canada’s leading construction companies, with clients in commercial and residential development, oil and gas, hospitality, mining, healthcare and education. Deemed an essential service, Stuart Olson had to build a whole new model to continue work on its portfolio of projects, many of them related to health and extended care as well as critical public infrastruc-

EVEN DURING THE PANDEMIC, CONSTRUCTION EMPLOYEES AT STUART OLSON INC. TOOK TIME TO RECOGNIZE A SAFETY MILESTONE – IN THIS CASE, FIVE YEARS WITHOUT AN ON-SITE INCIDENT

We’re like a family. Everybody looks after everyone. It starts at the top and it just trickles down and becomes infectious really quickly.” ture, while maintaining employee safety. Mandatory masks, temperature checks, physical distancing and staggered lunch breaks were implemented at project sites. Office employees shifted to telecommuting. The company provided other resources, including placing a heightened awareness on supporting the mental health and well-being of all employees. It was a challenging human resources and health & safety mega-project. But it’s been an overall

— Grant Rae Branch Director, Northern Alberta positive experience for Schuller and her fellow employees. “We’ve shifted from focusing on the person at work to the whole person, to understanding what people need to work through all the uncertainties of the pandemic and be the best they can be,” says Schuller. By pulling together, Stuart Olson people have made a difference

both inside the company and in the communities they serve. “I know the term ‘family’ gets used a lot and sometimes too loosely, but for me, it’s true,” Rae says. “We’re like a family. Everybody looks after everyone. It starts at the top and it just trickles down and becomes infectious really quickly.” 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

2,023

FULL-TIME EMPLOYEES

18,998 JOB APPLICATIONS RECEIVED LAST YEAR

100%

JOB-RELATED TUITION SUBSIDIES

STUART OLSON INC. HAS A LONG HISTORY OF SUPPORTING THE COMMUNITIES WHERE THE FIRM OPERATES, SUCH AS LAST YEAR'S FUNDRAISER FOR THE ALBERTA CHILDREN'S HOSPITAL

CHARITIES HELPED LAST YEAR

HONOURED TO BE NAMED A TOP EMPLOYER IN ALBERTA

committed to positively impacting the communities in which we operate.

www.stuartolson.com

ALBERTA’S TOP EMPLOYERS 2021

Going above and beyond for neighbours at UFA

hen the pandemic hit Alberta, Scott Bolton, president and CEO of UFA Co-operative Ltd., says their chief concerns included how best to support its members – the farmers and ranchers who grow and supply food. “The business of agriculture doesn’t stop because of a pandemic, and we needed to find the safest way for farmers and ranchers to continue to get the job done,” says Bolton. UFA Co-operative is member-owned and sells the products that farmers and ranchers need to do business – everything from gates and fence posts to coveralls, fertilizer, seed and fuel. As an essential service, its management team had to immediately find a way not only to keep its 150 client-facing locations open but to protect its own team members. “We didn’t hide the severity of the issue,” says Bolton. “We chose to tell the team what we were going to do and sought feedback from them as to how we could do it safely.” UFA’s communication strategy was key, based on talking openly and often, he adds. That was appreciated by employees like Tolu Oni, manager of cybersecurity and governance. “The messages were genuine, they were timely and very specific,” says Oni. “Management took it seriously and put employees at the centre.” One of the things that drew Oni to UFA was the fact that its retail stores were embedded in the communities they serve. “We believe in community building, ensuring rural communities thrive now and in the future,” says Bolton. “And with so many businesses closing,

TOGETHER WITH AMTA AND OTHER COMMUNITY ORGANIZATIONS, UFA ASSEMBLED 25,000 PPE KITS, FREE FOR TRUCK DRIVERS

The business of agriculture doesn’t stop because of a pandemic, and we needed to find the safest way for farmers and ranchers to continue to get the job done.” often we are the only business left in some of the smaller centres.” So when the pandemic hit, UFA stepped up to help out even more than usual. It donated all its N95 masks to Alberta Health Services and gave $100,000 directly to vital support services in rural communities. UFA and other organizations assembled 25,000 kits of personal

— Scott Bolton President and CEO protective equipment for truck drivers and kept showers open in some of its facilities for drivers to use. “There were some dark days when the truckers didn’t have any ability to get food or have showers or change their clothes,” explains Bolton. “It was a big deal.”

The experience has been “a real ride,” he adds. “I’d like to think we were up at the top in terms of commitment to our team and what they did beyond the normal call of duty to make sure we kept the business of agriculture moving – and I’m quite proud of it.” 

ALBERTA’S TOP EMPLOYERS 2021

761

FULL-TIME STAFF

300

CHARITIES HELPED LAST YEAR

2,700

STAFF VOLUNTEER HOURS LAST YEAR

UFA AREA MANAGER, TOM FOX AND KATHY THORNHILL, PRESIDENT OF INCLUSION FOOTHILLS, ELBOW BUMP AT THE OPENING OF THE INCLUSION FOOTHILLS FARMER’S MARKET SPONSORED BY UFA

TOLU ONI MANAGER, CYBERSECURITY & GOVERNANCE

13693-Top Employer-Banner Ad.indd 1

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

IT’S MORE THAN A LIVING. IT’S A LIFE. 2021-01-21 4:45 PM

ALBERTA’S TOP EMPLOYERS 2021

Western Financial Group enhances life for all

mily Fisher hasn’t let COVID-19 stop her charitable activities. The Calgary-born insurance broker has worked since 2017 for Western Financial Group, an insurance services company headquartered in High River. For the Western Financial Group Communities Foundation, she is the designated “champion” at her Turner Valley branch. So, in October 2020, Fisher, 29, donned the blue shirt that signifies participation in Western’s annual five km walk in support of the foundation and led seven other employees along the Friendship Trail from Turner Valley to Black Diamond. The company-wide event was rescheduled from May due to the pandemic, and employees walked in pairs with appropriate social distancing. “The weather was beautiful, and everybody really needed it after being stuck inside for so long,” says Fisher. Also in October, she organized a local baseball tournament that raised more than $2,600 for the foundation. “It’s an investment in our town and in our kids,” she says. “I love this foundation, and want to be a bigger part of it.” Since it was created in 2001, the foundation has donated more than $3.6 million in community infrastructure grants; bursaries to graduating high school students who have shown leadership qualities or overcome adversity; and matching grants for local projects. Despite COVID-19, the foundation continued those core funding programs. It also established a Community Food & Nutrition Emergency Fund, contributing to food banks and nutrition programs

WESTERN FINANCIAL GROUP EMPLOYEES HELP CLEAN THEIR COMMUNITIES LAST YEAR

in the 180 communities where Western operates. The fund was to provide $75,000 to help supply 225,000 meals. “We consider ourselves a very community-centric organization,” says Lisa Osachoff, chief people & culture officer. “We take great pride in being part of the communities in which we live and work.” Western’s guiding principles are truthfulness, fairness, value and loyalty. To treat its commission-based employees fairly, Western initiated a temporary relief pro-

We consider ourselves a very community-centric organization. We take great pride in being part of the communities in which we live and work.”

— Lisa Osachoff Chief People & Culture Officer

gram in response to the pandemic: brokers who didn’t have as many customers as usual were cushioned. “We averaged their monthly earnings in 2019 and for those below that level during the early months of COVID-19, we topped them up,” says Osachoff. The company went ahead with a planned enhancement of employee benefits and the removal

of co-pays on those benefits for all employees. Western also introduced COVID-specific training for its managers on how to lead with empathy, how to cope with being short-staffed and leading with fairness, and leading for the mental health of their staff. The training was mandatory for all 274 people leaders, including the executive team. 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

WESTERN FINANCIAL GROUP EMPLOYEES IN HIGH RIVER WALK FOR THE WCF NATIONAL WALK IN 2019

1,768 FULL-TIME STAFF

WEEKS, STARTING VACATION ALLOWANCE

71%

OF MANAGERS ARE WOMEN

205

CHARITIES HELPED LAST YEAR

ALBERTA’S TOP EMPLOYERS 2021

WinSport goes the distance to keep people active

or WinSport, the not-for-profit physical activity and training organization based in Calgary, the pandemic has presented some unusual challenges. How do you go from lockdown to starting up sports programs again? Who will do the extra work of screening visitors’ health and making sure they are physically distanced? But Karen Brodie, WinSport’s executive director of team & culture, says the team member’s passionate commitment and hard work have saved the day. Among other things, WinSport owns and operates Canada Olympic Park in Calgary, the Bill Warren Training Centre at the Canmore Nordic Centre in Canmore and the Beckie Scott High Performance Training Centre on Haig Glacier. It introduces thousands of people to mountain-based sports annually while also supporting high-performance athletes. “Our executive leaders have been very impressed by how our team members have gone out of their way to continue serving the public,” says Brodie. “And I’m not just talking about our frontline team members, but also everybody from administrative employees to our kitchen crew. It was all hands on deck: you wouldn’t normally see the chef taping out sitting areas and setting up tables.” Last summer, after much consideration of what could reopen safely, WinSport offered its mountain biking programs for children and adults at Canada Olympic Park. “The amount of time and effort it took for the team to open it was enormous, the signage, the health screenings and so much more. But while it was daunting, you

EACH YEAR, WINSPORT INTRODUCES THOUSANDS OF PEOPLE TO MOUNTAIN-BASED SPORTS, WHILE SUPPORTING HIGH-PERFORMANCE ATHLETES IN THE COMPANY'S FACILITIES

Our executive leaders have been very impressed by how our team members have gone out of their way to continue serving the public.” wouldn’t have known it from the team. They were so excited to be able to offer something.” Jackson Sinclair, a team lead for WinSport, appreciates the fact that despite the pandemic, permanent team members were able to keep their jobs. “They only gave me more and more work that, yes, was outside my realm, but also provided me with the opportunity to learn new things and basically prove myself.”

— Karen Brodie Executive Director, Team & Culture In fact, says Sinclair, 26, while he was still an intern four years ago he was given a challenge that he considers his career highlight so far. He was asked to create a proposal for an adapted wheelchair multi-sport program and came up with the idea of making it something both able-bodied and

disabled people could participate in. The free program for people of all ages was launched in 2019 and was a big success (it wasn’t offered in 2020 because of COVID-19). “I wouldn’t have done it if they hadn’t pushed me,” he says. “They really give you the freedom to grow.” 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

136

FULL-TIME EMPLOYEES

WEEKS, STARTING VACATION ALLOWANCE

43%

OF EXECUTIVE TEAM ARE WOMEN

WINSPORT WAS ABLE TO OPEN MANY BUSINESS UNITS AS GUIDELINES ALLOWED, INCLUDING ITS ARENA COMPLEX DUE TO THE HARD WORK OF THEIR ENTIRE TEAM (PHOTO TAKEN PRIOR TO COVID-19)

Together we work to inspire and activate human potential.

CHARITIES HELPED LAST YEAR

ALBERTA’S TOP EMPLOYERS 2021

With sound planning, WCB-Alberta doesn’t miss a step hen Denzil Gracias joined the Workers’ Compensation BoardAlberta in June of 2020, almost everyone in the organization was working from home. “Everything was done virtually,” he says, “from my initial interview to my first meeting with my team.” The process went smoothly partly because WCB-Alberta had a business continuity plan in place. “We’d been prepared for previous pandemics like SARS and H1N1,” says Roxy ShulhaMcKay, vice president for employee and corporate services. Two months before it sent employees home, WCB-Alberta dusted off the plan and prepared to deal with a long-term pandemic. “Our guiding principle is the safety of our employees and clients,” says Shulha-McKay. “We made sure employees who needed them had laptops and other office equipment, and we started ordering personal protection equipment for essential staff.” After his manager arranged for a virtual ergonomics assessment, Gracias was equipped with a wrist support, an ergonomic chair and a computer so that he could do his job effectively from home as a supervisor of access to information for the organization’s business analysis, intelligence and support department. “She’s the most supportive manager I’ve had in my career,” says Gracias, who graduated in 2012 with a bachelor of commerce degree from the University of Alberta and worked for eight years with another public-sector organization. “She sat me down,

DENZIL GRACIAS, SUPERVISOR, ACCESS TO INFORMATION AT WCB ALBERTA

went over everything I needed to know, asked about my goals and introduced me to other people who could show me how my area interacts with theirs. “We met the first day in person, abiding by all the rules about masks, social distancing and hand washing. In fact, we haven’t shaken hands yet, so I’m not sure if we’ve officially met.” Since he joined WCB-Alberta, Gracias and his team of about 25 people have conducted business as usual, handling more than 1,000 requests a month for information

—Denzil Gracias Supervisor of Access to Information from employees, employers and their representatives, ranging from reports of injury, doctors notes, audio and video recording, “anything in the file,” he says. The team is guided by privacy legislation and the Workers’ Compensation Act to balance privacy and the right to know with accuracy, efficiency and innovation.

“Things slowed down a bit initially, as we got our sea legs and learned how to work efficiently remotely,” says Shulha-McKay. For Gracias, the pandemic has boosted his career. “I’m a child of the 90s,” he says, “Technology is second nature to me. And I had no first-day jitters because I was at home.” 

ALBERTAâ&#x20AC;&#x2122;S TOP EMPLOYERS 2021

1,917

FULL-TIME EMPLOYEES

WEEKS, STARTING VACATION ALLOWANCE

WEEKS, MAXIMUM VACATION ALLOWANCE

WORKERS' COMPENSATION BOARD ALBERTA SUMMER STUDENTS

60%

OF MANAGERS ARE WOMEN

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 Alberta’s Top Employers. Now entering its 22nd year, our national project is Canada’s longest-running and best-known editorial competition for employers. For information on next year’s application process, visit:

CanadasTop100.com/2022 Applications for our 2022 competition will be released in February and must be returned by April.