Alberta's Top Employers (2022)

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This year marks the 17th annual edition of Alberta’s Top Employers, an editorial competition organized by the Canada’s Top 100 Employers project.

C O - P U B L I S H E D

ct100.ca/ab

B Y CHANGING PRIORITIES:

Helping employees support the community MEDIACORP

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LIST OF WINNERS:

Alberta’s Top Employers (2022)

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CREATIVE BENEFITS:

Alberta workers are back on top

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ALBERTA’S TOP EMPLOYERS 2022

ALBERTA’S TOP EMPLOYERS 2022 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Juliane Fung,

ADMINISTRATIVE COORDINATOR

Chantel Watkins, JUNIOR EDITOR

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT EXPERIENCE LEAD

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman Abigail Cukier Jane Doucet Lisa Day Mary Dickie Steve Frank Don Hauka D’Arcy Jenish Bruce McDougall Nora Underwood

© 2022 Mediacorp Canada Inc. and Postmedia Inc. All rights reserved. ALBERTA’S TOP EMPLOYERS is a registered trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

 Across Alberta this winter, there are signs everywhere that things are looking more hopeful and promising.

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cross Alberta, it’s hard not to feel there’s a sense that things are looking more promising and hopeful. Like other Canadians, Albertans have been affected by the pandemic, now finishing its second year, both from a health and economic perspective. But unlike other Canadians, Albertans already was facing challenges prior to COVID-19, particularly in the province’s natural resources sector.

For longtime Alberta residents and employers, these challenges were taken in stride: the province has always known booming periods of rapid growth, but also periods of contraction and economic retrenchment. Because of this history, you’ll find a resilience in Alberta that’s stronger than almost any other part of Canada.

This resilience also can be seen in the programs and initiatives that Alberta employers put in place during this difficult period to look after their employees as well as the communities where they operate. In this year’s announcement magazine, you’ll find stories of remarkable employers, both large and small, in every part of the province that have gone the extra distance to look after kin and community.

For Albertans who have seen a few economic cycles before, these efforts to look after employees and the

community during hard times come as no surprise. It’s part of the place and has always been here. From credit unions to the co-op movement and the earliest educational institutions, this is a place that has always looked after its own. In boom times, of course, but especially when storm clouds circle overhead – and the past few years have delivered a lifetime’s worth of storms.

These days, it does seem that Alberta’s prospects are improving by the day. Employers are hiring again and, in some sectors, there are already labour shortages as businesses re-hire and expand. The province’s natural resources sector is recovering and there’s more optimism around Alberta’s ability to harness technology to deliver its products to world markets in remarkably sustainable ways. For the public sector, the province has weathered one of the most daunting challenges of the past century in the pandemic – and is coming through thanks to the remarkable strength of its public servants.

For all Albertans, this is a time to take stock and look towards the future – and to recognize the employers that have have helped the province get through one of its most challenging and difficult periods yet. Brighter days are indeed on the horizon.

–Tony Meehan

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ENBRIDGE

ALBERTA’S TOP EMPLOYERS 2022

 Employees from Enbridge supporting a local initiative to improve the quality of life in communities where the company operates, prior to the pandemic.

Top employers get creative to retain top Alberta talent

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Entering year three of this ‘new normal’ means understanding the different priorities employees now have when making career choices inding a job in Alberta has been a fraught experience for years, but even as 2021 presented all-new global and province-wide difficulties, the Albertan workers saw significant gains. It turns out that uncertainty in the market may be benefiting Alberta’s workers as much as the province’s big employers – a trend that can be seen by looking at some of the most beloved and successful companies in the country.

Each year, the Canada’s Top Employers

competition releases its picks for the best employers in each province, analyzing a wide range of factors to help applicants figure out which companies offer the best work environments. Now, 2022’s Alberta selections have arrived to highlight those employers that offer creative, competitive compensation and benefits packages, even while dealing with a host of local and global difficulties.

The winners are chosen based on multiple criteria, including compensation and benefits, the work and social atmosphere,

the quality of the physical workplace, training and upward mobility and community involvement – none of which were easy for companies to prioritize as Alberta’s economic situation became even more precarious.

“I think the past year has continued to present very difficult challenges for virtually all employers,” said Richard Yerema, managing editor at Canada’s Top 100 Employers.

“We are now entering year three of this ‘new normal,’ compounding the difficulty of challenges like navigating new safety protocols and transitioning to remote or hybrid work.”

w Despite difficulties, many Albertan

workers are still winning

The average Albertan worker had a harder time this year than workers from other provinces, in part due to continuing problems in the oil and gas sector. Certain types of resource positions have seen continued lay-offs, leading to more competition for any new positions that do crop up.

“At an individual level,” Yerema says, “understanding this economic reality would present unique variables for people in planning their careers.”

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Continued

Still, nationwide trends show a need for employers to use creative and attractive benefits to bring in the best talent. w When the going gets tough, the tough

get creative

In a tough job market, employees often expect to see depressed wages — but as the last year played out, the market saw several examples of how hard economic conditions can instead lead to increased competition among employers. Some fast-food restaurants, for instance, have been forced to raise even low-end salaries in order to compete.

This trend is even more evident in higher-paying and more knowledge-based industries like software development, where companies have to get creative to entice the province’s top talent. These sorts of companies have leaned into the remote work paradigm, benefiting from the fact that most of their employees can easily transition their work to the home.

As power shifts somewhat to the candidate in more hiring interactions, employers have had to get creative to retain top talent. Attractive benefits packages can often seem to carry more value than they actually cost to deliver, while less standard offerings like increased flexibility in time-off can entice new workers for zero money down.

Enbridge has a program called FlexWork, which lets employees partially manage where and when they work.

According to Enbridge’s Mandy Dinning, the company also has “ambitious goals and strategies for increased Diversity, Equity, & Inclusion; and regular employee listening to ensure our people’s feedback is regularly collected and considered in business decisions.”

Alberta Blue Cross VP of people, wellness and innovation, Mark Razzolini, says that Blue Cross has implemented a battery of creative, employee-centric policies, including a one-year onboarding program that makes sure all new hires get settled properly. “[Our] policies include our internal wellness strategy and 15-minute daily wellness breaks… a professional development fund, leadership training… diversity and inclusion strategy and learning program,” and more. w What makes the best the best?

It seems that 2021 was the year in which it became impossible to ignore that

building and maintaining strong teams in Alberta comes down to being the best place to work.

Even attention given to a personal identity can be an issue for some employees; Tim Haney, the CEO of Dentons Canada says his company emphasized a “more inclusive approach to benefits and wellness programs, including employees across all roles, regardless of gender identity, and inclusive of adoption.”

The best employers come to decisions about policies and the work environment from an understanding of what their employees want. Not all types of workers require the same things; younger workers might value pure compensation, for instance, while older workers with children might prioritize extra flex time.

At Gibson Energy, a hybrid work model has played a big part in providing that sought-after edge of choice. “We decided to leverage the resilience that was demonstrated over the course of the pandemic to challenge the traditional workplace model,” says Gibson’s Sarah Favel. “By implementing a hybrid work schedule where office employees are required to work three pre-set office days per week and are able to work from home the other two days if they choose.”

Put simply, there is no one set of benefits that modern workers want; what they want is a company that listens to their feedback and takes whatever steps are necessary to let work integrate easily with the rest of life.

“Necessity often leads to innovation,” Yerema says. “That includes everything from introducing greater work flexibility and new work-from-home policies, to enhancing support for physical and mental health, to emphasizing more open communication with senior leadership.”

 The community investment program at Gibson Energy focuses on safety,

environment and community, with over $1.5 million given through company and staff donations in 2020 plus over 4,000 employee volunteer hours.

w When Albertans win, Alberta business

wins too

There was no one formula for success in Alberta last year, but an emphasis on employee experience was a component of every successful strategy. By making an effort to offer unique benefits for employees, employers were able to stand out from the crowd.

In a world where pure salary varies by a smaller margin than ever, it’s these less monetary differentiators that will determine where the best talent goes and where it stays for more than just a while.

– Graham Templeton

ABC

NEW PRIORITIES

GIBSON

ALBERTA’S TOP EMPLOYERS 2022

 Members of the Alberta Blue Cross employee charity (Hearts of Blue) spending the day volunteering and planting flowers for a charity in Edmonton providing housing and support for women who leave their homes for cancer treatment.

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SAIT

ALBERTA’S TOP EMPLOYERS 2022

 An employee walking through the

Green Building Technologies (GBT) Lab and Demonstration Centre at SAIT.

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ployees. Manages a vacation purchase program, allowing full- and parttime employees to purchase up to five days of additional vacation per year.

AGRICULTURE FINANCIAL SERVICES CORPORATION / AFSC, Lacombe.

Insurance and lending for agriculture producers; 480 employees. Increased its annual allowance for health spending accounts, from $950 to $1,200.

ALBERTA GAMING, LIQUOR & CANNABIS / AGLC, St. Albert. Provincial crown corporation, Gambling, liquor and cannabis regulation; 814 employees.

Manages the Active@AGLC program to encourage employees to adopt healthy habits at home and at work.

The following organizations have been chosen as Alberta’s Top Employers for 2022 (employee count refers to full-time staff):

BSORB SOFTWARE INC., Calgary. Learning management systems; 214 employees. Offered a semi-monthly flex allowance of $42.50 which can be used for any items employees may need, including home office purchases, transportation costs and fitness items.

ALBERTA BLUE CROSS, Edmonton.

Health and medical insurance; 1,136 employees. Launched the COVID Community Roots Program to provide grants of up to $5,000 to help community-led initiatives in rural and remote areas across the province.

ALBERTA CENTRAL, Calgary. Credit union financial support services; 113 em-

2022 WINNERS employees.

Provides maternity leave topup payments to 100 per cent of salary for up to 16 weeks and offers new parents an option to phase in their return to work.

ALBERTA INVESTMENT MANAGEMENT CORPORATION,Edmonton.Provincial crown corporation, Investment management services; 493 employees.

Encourages employees to put their health first with 10 paid sick days per year.

ALBERTA HEALTH SERVICES / AHS, Edmonton. Healthcare services; 49,311 employees. Supports ongoing professional development through an online learning portal called MyLearningLink with over 1,500 distinct courses.

ALBERTA SCHOOL EMPLOYEE BENEFIT PLAN / ASEBP, Edmonton.

Employment benefits plan administrators; 158 employees. Encourages lifelong learning with generous tuition subsidies for courses taken at external institutions, up to $5,000 annually.

ALBERTA INNOVATES, Edmonton.

Economic development programs; 390

ALBERTA SECURITIES COMMISSION / ASC, Calgary. Provincial government,

Financial regulation services; 201 employees. Helps employees save for the future with generous contributions to a defined benefit pension plan and retirement planning assistance.

ALBERTA TEACHERS’ ASSOCIATION, The, Edmonton. Professional organizations; 152 employees. Helps foster social connection while working remotely through a variety of virtual social events, including lunch roulette, a virtual pet welcome party and holiday celebrations.

APPEALS COMMISSION FOR ALBERTA WORKERS’ COMPENSATION, Edmonton. Administration of human resource programs; 60 employees. Helps employees balance unexpected challenges in their day-to-day lives with 10 paid personal days per year.

AQUATERA UTILITIES INC., Grande Prairie. Waste management services; 131 employees. Maintains an internal health and wellness committee and organizes healthy mind podcasts, as well as biweekly Mental Health Moments.

ATCO LTD., Calgary. Energy, transportation and infrastructure development; 4,779

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L.HENNEL/AHS

ALBERTA’S TOP EMPLOYERS 2022

PHOTOS (CLOCKWISE FROM TOP):

2. Calgary-based ATCO launched a special initiative (Well-being@ATCO) that provides generous coverage for employee mental, physical, and social well-being.

COOPER&O’HARA/AI

3. Employees at Alberta Innovates conducting crop height measurements in the field.

JPIXX/ATCO

1. Dr. Simon Demers-Marcil, an ICU respirologist at Alberta Health Services in Calgary, calls a family to tell them a family member died of COVID-19.

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2022 WINNERS

ALBERTA’S TOP EMPLOYERS 2022

Continued

employees. Offers generous coverage for mental health practitioners of up to $2,250 per year and maintains a Well-being@ ATCO initiative to provide employee access to mental, physical, and social well-being resources.

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ENNETT JONES LLP, Calgary.

Law firms; 930 employees. Offers generous referral bonuses for individuals who help recruit friends, to $5,000 per successful candidate.

BETHANY CARE SOCIETY, Calgary. Nursing care facilities; 410 employees. Recognizes the hard work and dedication of its employees through annual service excellence awards and created a special “Heroes of Bethany” campaign on social media to highlight its care workers during the pandemic.

1. Employees at Calgary-based Birchcliff Energy have access to a stock ownership plan, open to all staff.

BIRCHCLIFF ENERGY LTD., Calgary.

Natural gas production; 207 employees.

Encourages employees to adopt an ownership mentality through a share purchase plan, available to all.

2. At Edmonton-based Champion Petfoods, employees can bring their dogs to work twice weekly.

BLUEARTH RENEWABLES INC., Calgary.

Renewable power generation; 111 employees. Maintains a strong commitment to professional development, offering a variety of in-house and online training programs, including in-house apprenticeships.

3. A diesel mechanic at Calgary-based Canadian Pacific Railway working on rail car wheels.

BOARDWALK REIT, Calgary. Real estate investment trust; 1,611 employees. Encourages employees to be active in their local communities with paid time off to volunteer and matches employee donations to a maximum of $1,000 per employee.

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ALGARY CO-OPERATIVE ASSOCIATION LIMITED, Calgary. Supermarkets and grocery stores; 1,119 employees.

Offers a variety of helpful financial perks, including discounted home and auto insurance, low-interest home loans, discounted auto lease rates, and discounts on purchases at all retail locations.

DAVIN/CHAMPION

CALGARY ROMAN CATHOLIC SEPARATE SCHOOL DISTRICT NO. 1, Calgary. Elementary and secondary schools; 5,410 employees. Offers contributions to a traditional defined benefit pension plan as well as retirement planning assistance.

CPR

CALGARY POLICE SERVICE, Calgary.

Police services; 2,945 employees. Manages an internal parent support network for employees and offers maternity leave top-up payments of up to 95 per cent of salary for up to 17 weeks.

BIRCHCLIFF

PHOTOS (CLOCKWISE FROM TOP):

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ALBERTA’S TOP EMPLOYERS 2022

2022 WINNERS

Continued

CANADIAN PACIFIC RAILWAY LIMITED, Calgary. Railroad transportation; 9,388 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”.

CAPITALCARE GROUP INC., Edmonton.

Residential care facilities; 606 employees.

Supports ongoing employee development through in-house training initiatives and tuition subsidies for job-related courses, to $2,000 per year.

CHAMPION PETFOODS LP, Edmonton.

Dog and cat food manufacturing; 441 employees. Launched a new online platform for recognition called Best in Show and Everyday Champion to help foster positive engagement.

 Heather Speers, vice president of human resources and communications at FortisAlberta, visits one of the company’s community partners, The Alberta Birds of Prey Foundation, in Coaldale.

C.BOYLE/KEYERA INTER PIPELINE

CANADA ENERGY REGULATOR, Calgary. Federal government, regulation of the oil, gas, and electric utility industries; 524 employees. Established an Indigenous advisory committee and internal awareness events on topics such as the meaning of reconciliation and cultural appropriation.

S.BELSKI/FORTISALBERTA

CALGARY WEST CENTRAL PRIMARY CARE NETWORK / CWC PCN, Calgary.

Health care; 120 employees. Maintains a generous time off policy, offering four weeks of starting vacation allowance and up to 12 paid personal days each year.

CLAYSTONE WASTE LTD., Ryley. Waste management services; 65 employees. Offers a health spending account of up to $850 per year as well as a separate wellness spending account of up to $500 per year.

CONVERGINT TECHNOLOGIES LTD., Calgary. Computer systems design services; 639 employees. Closes its offices one day each year to enable employees to volunteer in their community and donated over 22,000 volunteer hours on company time in the past year.

COVENANT HEALTH, Edmonton. Healthcare and continuing care services; 3,092 employees. Manages an in-house wellness program based on body, mind, and spirit, and provides tools and resources to help employees adopt healthy habits.

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ENTONS CANADA LLP, Edmonton. Law firms; 1,286 employees. Helps make mental health services more accessible with generous coverage of up to $2,500 annually as part of its benefits plan.

DUNCAN CRAIG LLP, Edmonton. Law firms; 96 employees. Showed its

 Employees from Calgary-based Inter Pipeline lending a hand at a local ‘Soup Sisters’ charity event, making homemade soup for an emergency shelter used by women and children fleeing domestic violence.

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ALBERTA’S TOP EMPLOYERS 2022

appreciation for employees over the past year with movie baskets sent to employees’ homes, with treats for the family and a Cineplex gift card for online movie rental.

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DYNALIFE DX, Edmonton. Medical laboratories; 932 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.

GILEAD ALBERTA ULC, Edmonton.

Pharmaceutical manufacturing; 487 employees. Supports its new moms with maternity leave top-up payments to 100 per cent of salary for 15 weeks.

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DMONTON CATHOLIC SEPARATE SCHOOL DIVISION, Edmonton. Elementary and secondary schools; 4,506 employees. Provides employees flexibility in determining benefits coverage through a health spending account of up to $725 per year.

EDMONTON, CITY OF, Edmonton.

Municipal governments; 9,841 employees.

Hosted two virtual wellness fairs over the past year to showcase a variety of community and city initiatives to help employees adopt healthy habits.

ENBRIDGE INC., Calgary. Energy infrastructure; 7,176 employees. Invested more than $5-million to support pandemic response, recovery and rebuilding efforts, focusing on ensuring food security, support for health care centres, the United Way and direct partners, and donations to Indigenous and tribal communities.

ENMAX CORPORATION, Calgary.

Electric power distribution; 1,483 employees. Strives to make mental health support more accessible through generous coverage of up to $3,000 per year as part of its benefits plan.

ENVERUS, Calgary. Software developers; 260 employees. Provides maternity and parental leave top-up for new and adoptive parents and offers an option for employees to phase in their return to work.

EPCOR UTILITIES INC., Edmonton.

Electric power distribution and water treatment services; 3,000 employees.

Launched the EPCOR Heart + Soul Fund to support arts, culture and charitable organizations, delivering a total of $1.25-million in funding.

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ORTISALBERTA INC., Calgary.

Electric power distribution; 1,089 employees. Adapted its wellness benefits account during the pandemic to include additional expenses such as virtual fitness classes, home office equipment and even food delivery services.

IBSON ENERGY INC., Calgary.

Oil and gas distribution; 451 employees. Reaches out to the next generation with paid internships and co-op placements for students and recent grads starting their careers.

J.STANG/KEYERA

Continued

GRAHAM GROUP, Calgary. Industrial, commercial and institutional building construction; 1,371 employees. Helps employees build skills through apprenticeships and trades programs, online training, tuition subsidies and the extensive in-house “Builders Framework” program.

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EALTH QUALITY COUNCIL OF ALBERTA, Calgary. Health management services; 31 employees. Helps employees plan securely for life after work with generous contributions to a defined benefit pension plan.

 Vanessa Cartwright is community relations coordinator at Calgary-based

Keyera Energy, engaging with communities where the company operates.

MPERIAL OIL LIMITED, Calgary.

Oil and gas production and distribution; 5,580 employees. Let employees working from home borrow office equipment for their home offices and use their wellness spending accounts for related expenses.

INTER PIPELINE LTD., Calgary.

Petroleum transportation, storage and natural gas liquids processing; 1,181 employees. Provides up to 12 paid “flex days” to help employees balance their work and family commitments.

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EYERA CORP., Calgary. Crude petroleum and natural gas extraction; 912 employees.

Supports numerous charities every year and encourages employees to get involved with two paid days off to volunteer each year.

AFARGE CANADA INC., Calgary.

Concrete manufacturing; 6,504 employees. Helps employees save for the future through defined contribution and benefit plans as well as offering retiring employees the option to gradually reduce their work hours.

LAKELAND COLLEGE, Vermilion.

Post-secondary education; 298 employees.

Supports families with maternity leave top-up payments for new mothers and offers onsite child care services when they’re ready to return to work.

K.KALLBERG/MPRP

2022 WINNERS

 Mercer Peace River Pulp offers phased-in retirement options to help staff ease into their golden years and transfer skills to the next generation.

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ALBERTA’S TOP EMPLOYERS 2022

Continued

PCL

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2022 WINNERS

ERCER PEACE RIVER PULP LTD., Peace River. Pulp and paper manufacturing; 302 employees. Offers phased-in retirement work options to help employee ease into their retirement years.

AIT / NORTHERN ALBERTA INSTITUTE OF TECHNOLOGY, Edmonton. Post-secondary education; 1,665 employees.

Helps employees save securely for the future with contributions to a defined benefit pension plan.

NORQUEST COLLEGE, Edmonton.

Post-secondary education; 769 employees.

Increased employee coverage for mental health services over the past year, from $1,500 to $2,000.

NORTON ROSE FULBRIGHT CANADA LLP, Calgary. Law firms; 1,590 employees.

Offers a variety of financial perks and incentives from signing bonuses to referral bonuses to discounted rates on home and auto insurance.

O

LYMPIA FINANCIAL GROUP INC., Calgary. Trust, fiduciary and custody activities and related IT services companies; 215 employees. Offers maternity and parental leave top-up payments for new parents as well as a phased-in return to work program.

 At Edmonton-based PCL Construction, experienced professionals mentor and share their unique experiences and knowledge with the next generation of employees.

ROGERS INSURANCE

NOVATEL INC., part of Hexagon, Calgary.

Satellite communications systems; 364 employees. Offers generous referral bonuses when employees successfully recruit their friends, from $1,000 to $2,000 depending on the position.

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ASON SYSTEMS CORP., Calgary.

Energy services and technology systems; 287 employees. Participates in the Not Myself Today campaign and offers support for its employees through a generous mental health practitioners benefit as part of their health plan.

PCL CONSTRUCTION, Edmonton.

Industrial, commercial and institutional building construction; 2,554 employees.

Supports a range of training programs through the PCL College of Construction, apprenticeships and the online “Learn2Go” micro-learning initiative.

PEMBINA PIPELINE CORPORATION, Calgary. Natural gas distribution; 2,264 employees. Invested nearly $600,000 towards pandemic relief efforts in the wider community.

 Employees at Calgary-based Rogers Insurance marking the retirement of an employee after 32 years with the company.

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2022 WINNERS

ALBERTA’S TOP EMPLOYERS 2022

Continued

PRIMED MEDICAL PRODUCTS, INC., Edmonton. Disposable medical products; 153 employees. Manages a unique 100 Days of Giving program that provides employees with paid leave for community service.

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EPLICON INC., Calgary.

Software developers; 74 employees. Offers generous referral bonuses of up to $1,500 for employees when they successfully recruit new candidates.

RIVA INTERNATIONAL, INC., Edmonton. Software publishers; 85 employees.

Worked to keep employees in touch with the delivery of picnic baskets, hosting of virtual movie and game nights, happy hours and even a virtual Christmas party.

ROGERS INSURANCE LTD., Calgary.

Insurance agencies and brokerages; 409 employees. Provides paid time off to volunteer and generously donated approximately 2,500 volunteer hours on company time over the past year.

ROYAL ALEXANDRA HOSPITAL FOUNDATION, THE, Edmonton.

Charitable organizations; 25 employees.

Supports its new moms with maternity

leave top-up payments to 95 per cent of salary for up to 17 weeks.

RÜMI, Calgary. Property maintenance services; 123 employees. Offered a paid “Well-Being Day” to encourage employees to take the time for self-care, along with organizing gift deliveries of flowers, chocolates and plants employees working at home.

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AIT, Calgary. Post-secondary education; 2,287 employees. Starts new employees with four weeks of paid vacation and offers additional paid days off during the winter holidays, in addition to up to 12 paid personal days off annually.

SHAW COMMUNICATIONS INC., Calgary. Communications, cable and subscription programming; 8,219 employees. Encourages employees to be active in the community with paid volunteer time, along with generous matching donations to $5,000 annually.

SILVACOM LTD., Edmonton. Custom computer software and consulting; 74 employees. Helps employees prepare for the future with retirement planning assistance as well as generous matching RSP contributions.

SUNCOR ENERGY INC., Calgary. Crude petroleum and natural gas extraction; 12,061 employees. Starts new employees with three weeks of paid vacation and considers previous work experience when setting starting entitlements for experienced candidates.

UNIVERSITY HOSPITAL FOUNDATION, Edmonton. Non-profit organization; 42 employees. Supports families with maternity leave top-up payments, along with a variety of flexible work options to help balance competing work and personal responsibilities.

SYSGEN SOLUTIONS GROUP LTD., Calgary. Information technology consulting; 84 employees. Organized a number of virtual events to help employees stay connected during the pandemic, from weekly SysGen Sips to a virtual “roaring 20s” year-end party.

UNIVERSITY OF CALGARY, Calgary.

Post-secondary education; 5,822 employees. Offers the dedicated ‘UNavigate’ career management program to help employees identify strengths, interests and skill gaps.

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RANSLATIONAL RESEARCH IN ONCOLOGY, Edmonton.

Clinical research activities; 105 employees. Offers 10 paid personal days that can be used for a variety of personal matters including illness and family care responsibilities.

FA CO-OPERATIVE LIMITED, Calgary. Farm supplies merchant wholesalers; 821 employees. Supports ongoing employee development through apprenticeships and skilled trades programs, in-house training programs and tuition subsidies.

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ESTERN FINANCIAL GROUP INC., High River.

Insurance and financial services; 1,779 employees.

Introduced an additional eight days of sick time annually to ensure extra time for self and extended family care responsibilities.

WORKERS’ COMPENSATION BOARD ALBERTA, Edmonton. Administration of human resource programs; 1,802 employees. Provides generous health and wellness spending accounts, as well as a dedicated mental health practitioner benefit to $2,000 annually.

-Richard Yerema & Kristina Leung

T.KOROL/SHAW

q Employees of Shaw Communications with their families and friends enjoying the Shaw Charity Classic, a fundraiser for over 200 Alberta children and youth charities.

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NAIT

ALBERTA’S TOP EMPLOYERS 2022

 Ganesh Subramanya (right) teaching a student in the culinary arts program at the Northern Alberta Institute of Technology in Edmonton.

Despite struggles, Alberta workers come out on top

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Hybrid work, creative benefits keep employees engaged in a competitive market

t’s no secret that both employers and employees found 2021 to be a hard financial year; it was defined by disruptions from resurgent COVID strains, destruction from increasingly common extreme weather events and general economic downturn from a global supply chain backup. Harder still, Alberta continued to experience its own brand of economic hardship through continued struggles in the resource sector.

However, this year’s Alberta Top Employers competition shows that in this struggle, the most successful companies make sure that employees come out on top. Among the province’s top employers, there is a trend toward not just better compensation, but toward a better work-life balance as well.

In particular, this has meant providing a transition toward hybrid in-office and work-from-home arrangements that

benefit workers and help bring some much-needed flexibility back into their lives. w Hybrid work is becoming the most

important perk of all

“Once upon a time, remote or hybrid work models were perks for the few, varying by seniority and role,” says the competition’s managing editor Richard Yerema. “Over two decades, we have

watched them evolve along with communications technology to become more available and common in most industries.”

“The perception that work can only happen when we are all together in the same place at the same time no longer applies,” says the North Alberta Institute of Technology’s associate VP of human resources, Clayton Davis. “The past two years has proven we can be successful wherever and whenever we’re working…

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2022

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ALBERTA’S TOP EMPLOYERS 2022

Continued

BLUEARTH

BACK ON TOP

This is an exciting step forward and supports all of NAIT in being relevant and responsive in an ever-changing world.”

This is easy to see in 2022’s rankings, which feature companies like Covenant Health, which offers unique wellness classes for free, and BluEarth Renewables, which puts significant effort into fostering regular, COVID-safe company get-togethers and team-building exercises.

These company-wide efforts impact all employees, not just those at the top, and are changing the way that even entry-level recruiting is done. w Creative benefits beat pure compensation

 Calgary-based BluEarth Renewables operates a portfolio of sustainable electricity generation facilities across Canada and the USA, including this 10 MW solar energy farm that’s also home to its own flock of sheep.

COVENANT

Last year’s market trends highlight a greater level of creativity in benefits-creation, one that emphasizes the use of company-specific benefits that no other employer could provide. This can range from free home ownership advising from real estate companies to complimentary gym membership from healthcare companies. In all things, employers are leaning into the value that only they can provide.

Beyond company-specific benefits, success in hiring last year also came down to offering benefits that most people haven’t seen before, including improved maternity leave benefits and the extension of parental leave benefits to new fathers, as well. Norton Rose Fulbright Canada incorporated such benefits for all new parents, and has seen some of the best talent come its way, as a result.

According to Ali Aziz of Norton Rose Fulbright, even a strong and employee-centric internal communications strategy can be an important perk. “Over the last couple of years, the flexibility that we have offered to our people to manage their work and personal lives has been significant,” he says. “The understanding and vulnerability expressed by our leaders has helped our people in feeling connected and supported.”

The employers selected for Alberta’s Top Employers (2022) show one thing: the end of salary as the be-all and end-all of compensation, and the end of compensation as the be-all and end-all of employment.

Now, companies are increasingly aware that even in a stressed jobs market like Alberta’s, workers are still the ones who decide when, where and how work gets done.

– Graham Templeton

 A team of medical professionals at Edmonton-based Covenant Health huddle to organize their upcoming shift.

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ALBERTA’S TOP EMPLOYERS 2022

AFSC finds new ways to create opportunities experiences. In August, it was a ‘take-a-break challenge’ to encourage people to take their regularly scheduled breaks. In November, Sherbaniuk will be bringing in an outside expert to talk about financial wellness.

AFSC takes a number of approaches to career development for employees, including job shadowing, mentoring and formal training through a corporate curriculum that lays out the skill sets required to advance in various positions.

 AFSC encourages career development by offering job shadowing, mentoring and formal training that helps staff to advance in their positions.

K

alista Sherbaniuk grew up on the family farm near the rural community of Camrose, some 50 kilometres southeast of Edmonton. But her career as a social worker took her a long way from her familial roots – until she saw a job posting for a newly created position with Agriculture Financial Services Corporation (AFSC).

“I was attracted to AFSC because I was raised on a farm,” says Sherbaniuk, the organization’s first wellness co-ordinator.

“We have an eye on supporting not only our employees with our mental health strategy, but

extending our services to the communities we serve.”

AFSC provides loans, insurance and disaster assistance to producers and agri-businesses across Alberta through a network of 38 branch offices and its corporate head office in Lacombe, just north of Red Deer.

Many of the employees in the branches are producers themselves or grew up in farm families. They deal directly with farmers while the corporate office has staff in a number of departments, including marketing, finance and digital services.

“We really value the voice of our people,” says Melanie Ducholke, vice-president, people

services. “We try to glean data and information from our employees on what they want and design programs to meet their needs.”

AFSC created the position of wellness co-ordinator amid all the upheaval and stresses caused by the pandemic and the consequent changes in working conditions. “Over the past year all our employees have gone through mental health training,” says Sherbaniuk. “Each month we do wellness programming and the topic changes from month to month.”

In June, she organized a men’s health week in which male employees participated in a panel discussion about their

We really value the voice of our people. We try to glean data and information from our employees on what they want and design programs to meet their needs.

— Melanie Ducholke Vice-President, People Services

Ducholke adds that the organization launched a partnership program during the pandemic that brings together cohorts of up to 25 employees from head office and the branches to share information about their roles.

“Relationships are being forged

17

ALBERTA’S TOP EMPLOYERS 2022

480

full-time staff in Alberta

46

years, longest-serving employee

59%

of employees are women

16

weeks, maternity leave top-up pay

 Madison Bumstead, relationship manager, first started as a summer student at AFSC.

between individuals who typically wouldn’t have had a chance to work together, and team members get really good insights into different roles at AFSC,” says Ducholke. “Some are seeing opportunities to do something completely different from what they’re currently doing.”

The organization is taking considerable care to prepare employees for a post COVID-19 return to their desks at head office and the branches. “We’ve created an online program to say, here’s what your workplace looked like before the pandemic, and here’s what it will look like when you

WE’LL MAKE A DIFFERENCE TOGETHER.

come back” says Ducholke.

Among other things, this includes sanitation stations in common areas, mandatory masks except when employees are at their desks, and half of the work spaces unoccupied at any one time to maintain social distancing.

But working remotely for

nearly two years has created new opportunities. “Connecting through our online platforms has created opportunities we couldn't have imagined,” says Ducholke.

“Traditional roles continue to evolve – and providing expanded access to jobs is something we’re excited to offer.” 

AFSC.ca

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ALBERTA’S TOP EMPLOYERS 2022

They have ‘Hearts of Blue’ at Alberta Blue Cross matched by the company and then split among 35 charities.

And during a pandemic year, when almost everyone was working from home, employees raised $123,000 for United Way, plus corporate matching funds, for a total of over $240,000 – its biggest donation ever.

The best measure of a good culture is how things go in the tough times.

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

 During the pandemic, the wellness team at Alberta Blue Cross organized neighbourhood walks to promote physical activity.

B

oth Mark Razzolini and Gabriella Aparicio have spent a significant part of their working lives at Alberta Blue Cross. Both have benefited from the company’s commitment to its employees’ growth and development, and from the opportunities available to those who want them.

“These things are critical to us as a culture,” says Razzolini, vice-president of people, wellness and innovation. “If you’re an employer that allows your people to grow and move and take on new roles, and they like the culture and what you stand for,

they’ll stay. We’re a good example of that.”

Aparicio is the executive assistant to the vice-president of corporate relations. In the 18 years she has been with Alberta Blue Cross, the organization has supported her professional development, through continuing education, training, conferences and workshops. “Even now, when we’re still working from home, if there’s anything we see online that we want to work on, they’ll support us that way as well,” she says.

Among other things, each employee is eligible for $4,000 toward professional development,

and the company has a mature succession management plan for those employees who want to move into leadership roles. “We’re evaluating them continually and then we can move our employees around when positions become available,” explains Razzolini.

“Where you start here isn’t necessarily where you’re going to finish.”

Also critical to Alberta Blue Cross is the work its people do in the community. Hearts of Blue is an employee-led charity that provides support to community organizations throughout the province. In 2020, employees raised $40,000, which was

“The best measure of a good culture is how things go in the tough times, and certainly this has been a challenging time for everyone,” says Razzolini. “But our employees still stepped forward, they wanted to stay involved in the community. They were giving back more than ever, even though they were also managing through the pandemic. It says a lot about our people that they also cared about what was happening outside of our organization.”

And the organization stepped up during the tough times as well, beefing up its already solid commitment to employee wellness and keeping the lines of communication open with weekly town halls. “They’ve done so much,” says Aparicio. “There’s constant communication to keep everyone

19

ALBERTA’S TOP EMPLOYERS 2022

1,137

full-time staff in Canada

48

years, longest-serving employee

6

weeks, maximum vacation allowance

64.3%

 During the pandemic, Alberta Blue Cross stepped up its commitment to employee wellness by introducing several new mental health benefits for staff.

engaged and everyone going, and employees are always available to support each other.”

There have been virtual lunch and learns, 15-minute wellness breaks during the workday, online classes ranging from meditation and stretching to fitness for employees (plus meditation and

fitness classes on social media available to the public), and plenty of outdoor and online events to keep employees connected to each other.

To help address mental health issues in the workplace and at home, all employees take part in a half-day course, The Working

Mind, developed by the Mental Health Commission of Canada.

The organization also added a new benefit, internet-based cognitive behaviour therapy, as well as virtual care, through which employees can access health and wellness services from home.

“There were no playbooks

LIVE YOUR BEST LIFE. As Alberta’s largest health benefits provider, our team is committed to promoting the health and wellness of Albertans.

ab.bluecross.ca

of employees are women

for this last year, so we had to work through it together,” says Razzolini. “And it was a real testament to the organization and its employees that we made it through this together. We had a strong year as an employer as well as a successful year as an organization.” 

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ALBERTA’S TOP EMPLOYERS 2022

Employee empowerment makes AGLC a winner assess whether some employees need ever go back to the office, which led to a telecommuting program for eligible staff.

That sort of transparent reassessment of how AGLC does business has been liberating for both employees and management.

“Responding to COVID-19 helped us stay focused on what we needed to do and gave us an opportunity to look at where we needed to make changes,” says Kirsten Hayes, director, human resources consulting and employee development.

Our culture moving forward is new and optimistic.

 During the pandemic, employees at AGLC were able to use a new collaboration tool that allowed staff working remotely to stay connected.

D

iane Lim knows it’s a sure bet that if she needs more work-life balance, or to pitch an idea to keep her team engaged, or to propose something that will change the way Alberta Gaming, Liquor and Cannabis (AGLC) does business, her voice will matter.

“What I really love about my job is my leadership team is so empowering – they set me up for success,” says Lim, a change analyst.

“We have people who have

amazing ideas they bring to the table and it makes you want to be better and build off of their creativity. I think that’s what makes us really strong.”

Headquartered in St. Albert, AGLC is an agency of the Alberta government regulating alcoholic beverages, gaming-related activities and non-medical cannabis in the province. It balances choice and social responsibility for Albertans using its broad range of services.

Change has been a constant for AGLC, as it has for many others, since the COVID-19 pandemic

transformed the world in 2020.

Casinos, liquor stores and other facilities initially shut down or were impacted by public health restrictions, forcing the organization to take a hard look at how it could do business and support employees moving forward.

Mandated to look at those changes, Lim is on the front line of a transformation that’s seeing AGLC double down on employee engagement and flexibility to chart a course to a post-pandemic future. Many employees have shifted to working from home.

Lim was part of a pilot project to

— Kirsten Hayes Director, Human Resources Consulting and Employee Development

“Our employees were very resilient in responding to those challenges and still able to meet the demands of our customers.”

Unleashing employees’ creativity allows AGLC to build on a culture of innovation where they not only fill their traditional roles but also create and implement new initiatives. The Employee Resource Group, an employee-driven program, promotes diversity and inclusion – two key components of AGLC’s corporate culture. Built on a foundation of principles like open communication, the culture is transforming as a post-pandemic new normal

21

ALBERTA’S TOP EMPLOYERS 2022

814

full-time employees in Canada

53

years, longest-serving employee

88%

of executive team are women

7

 AGLC is currently reassessing whether some staff will ever need to go back to work onsite.

emerges, says Hayes.

“Our culture moving forward is new and optimistic. It’s exciting times, but with that comes uncertainty. It’s critical for us to ensure that we have a culture that resonates with individuals’ values and that we remain agile in continuing to grow that culture

into the future,” she says.

One of AGLC’s cultural bedrocks, past and future, is giving back to the community and keeping employees connected. The pandemic has shifted much of that online, but employees find creative ways to come together and stay in touch. From quick team

huddles and virtual watercooler chats to start the day, to supporting the United Way through virtual events that include music and compelling story exchanges, employees make that extra effort to bond with each other and the communities they work in.

As for working at home and the

weeks, maximum vacation allowance

need to take breaks, Lim has the best kind of alarm clock.

“What really helps me balance my day is when my six-year-old son gets off the school bus and comes barreling in the front door with his Grade 1 news,” she says.

“Then I can take a break and shift my focus a little.” 

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ALBERTA’S TOP EMPLOYERS 2022

Teamwork makes innovation grow at Alberta Innovates by doubling its mental health benefits, providing a free gamified resilience app for employees' phones and holding informal coffee meetings to keep everyone connected. It also launched a program where employees can celebrate each other for upholding the organization's values with rewards ranging in value from a coffee to larger rewards. “It’s all about trusting our employees and giving them the freedom to do what they do best,” says Kilcrease.

It’s all about trusting our employees and giving them the freedom to do what they do best.

— Laura Kilcrease CEO  Laura Kilcrease, CEO, at Alberta Innovates.

I

n 2017, when Laura Kilcrease was hired as CEO of Alberta Innovates - an agency that supports research and commercialization for innovations in health, agriculture, hydrocarbon and artificial intelligence - it had 600 employees in four divisions with separate payroll and IT systems, and 11 different locations.

The secret to successfully

merging them, she says, started with a set of values that employees could buy into. “The first thing we did was establish five: collaboration, can-do spirit, curiosity, creativity and commitment,” she explains. “We’re an economic engine driving innovation for future jobs and diversification in the province, and we need everyone contributing.”

Kilcrease and her team conduct regular engagement surveys to

discover employees’ concerns and priorities, and respond by devising ways to inspire them and maximize their creativity and potential. These include providing flexible, employee-designed work schedules, opportunities to share ideas and an education portal where employees can study anything from languages to leadership skills, whenever they want.

When the pandemic hit, the company focused on wellness

There’s even a CEO award for employees who go above and beyond to help a client. Kilcrease recently received a thank-you letter from an Alberta company that had been at risk of losing its business to the U.S. because of a technology issue. “They called us and we sent someone over who showed them how to fix it – and that kept 30 jobs in Canada,” she says. “I wanted to ensure they received special recognition.”

Kunal Sharma is manager for

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ALBERTA’S TOP EMPLOYERS 2022

435

full-time staff in Canada

52%

of employees are women

40%

of executive team are women

40

 Alberta Innovates looks for projects that can reduce environmental impacts and support Alberta’s energy transition.

corporate planning and consulting at the organization's InnoTech subsidiary, where engineers and researchers develop solutions for industries like energy, environmental products, bio-industrial services and information systems.

“Every day we’re presented with a million challenges — I get to

learn about a new technology or process from a fantastic team,” he says.

Sharma also appreciates the open communication with senior leadership. “It’s almost like a think tank,” he says. “Folks are empowered to raise their hand and ask or answer questions.

There’s so much freedom. You can be as creative as you want to find solutions, and if you can’t, there are people who will come over and collaborate with you.

“There are so many new technologies, and we’re at the cutting edge, so we’re always thinking about the next big thing

years, longest-serving employee

that’s going to happen in energy or environment, or a field that we haven’t gone into before,” he adds. “And I get to take part in some of those strategic road mappings and articulate them to staff and external stakeholders.

It’s a really creative culture, and I’m learning every day.” 

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ALBERTA’S TOP EMPLOYERS 2022

At AIMCo, a fast pace comes with solid support enables individuals to live up to their potential at each stage of their career and bring their whole selves to work every day. Recent graduates who join AIMCo can take advantage of their skills development allowance to pay down their student debt, for example.

 AIMCo puts a strong focus on personal and professional development, which includes coaching, skills development and educational assistance.

M

andy Huang had just spent the summer months with her 10-yearold daughter when she went to work at the Alberta Investment Management Corporation (AIMCo) in Edmonton.

“I had a good break,” she says.

“But after three months, it was time to re-think and start over again.”

With a bachelor’s degree in mathematics and more than 10 years of experience in tax and finance, Huang had spent her career until then in the private sector. Now she was joining a Crown corporation responsible for the investments of 32 pension, endowment and government fund

clients in Alberta.

“When I looked at AIMCo, I found a dynamic, fast-paced organization,” she says. “It’s a diverse and inclusive environment, with people from around the world.”

Not only had she joined a global corporation, with offices in Toronto, Luxembourg and London, England, as well as its Edmonton headquarters, she also discovered an inclusive, highperforming culture.

“I was surprised at the level of support I received from my peers, even in other departments,” says Huang, manager, investment costs and reporting. “If I didn’t understand something, they’d sit down with me and help me in a positive way.”

Soon after she joined the

organization in 2018, Huang began honing her skills not only in finance-related areas but in IT, as well.

“I was even sent to a conference in Toronto on behalf of AIMCo,” she says. “I felt lucky to go nine months after I started.”

“Personal and professional development, which includes coaching, skills development, educational assistance and our new online training platform, is part of AIMCo’s comprehensive people strategy, along with a holistic approach to health and wellness,”says Janice Guzzo, vice president of human resources.

A comprehensive Diversity, Equity and Inclusion strategy, supported by a DEI Council and Employee Resource Groups,

I was surprised at the level of support I received from my peers, even in other departments. If I didn’t understand something, they’d sit down with me and help me in a positive way.

— Mandy Huang Manager, Investment Costs & Reporting

From support for employees with growing families, to individuals looking to advance their careers to benefit programs that offer employees a smooth transition into retirement, AIMCo tailors its programs according to an individual’s stage of life.

From day to day, Huang and her team conduct cost analyses and prepare quarterly reports for their clients, which include the

25

ALBERTA’S TOP EMPLOYERS 2022

516

full-time staff in Canada

7,516

job applications received last year

39

years, average age of all employees

3

weeks, starting vacation allowance

 The 2019 summer student cohort at AIMCo.

Local Authorities Pension Plan, the Alberta Teachers’ Retirement Fund, and the Alberta Heritage Savings Trust Fund. The team monitors the performance of fixed income and equity investment managers to ensure that AIMCo’s clients are receiving cost-effective service.

“We’re proud of our work,” she says. “We like to show our clients how efficient we are.”

As AIMCo employees, Huang and her team participate in regular culture pulse surveys monitored closely by the executive team.

“We use the surveys to measure employee engagement and to

better understand the unique attributes that each of us bring to AIMCo,” says Guzzo. “We look at the metrics to identify areas for improvement that ensure that people feel a sense of belonging in this high-performance environment.”

For Huang, the decision to join

AIMCo attracts the best and brightest. We foster a culture that values the ingenuity, diversity and dedication of our talented team.

Visit aimco.ca/careers for more!

AIMCo has turned out even better than she expected.

“I really like this environment,” she says. “My job involves accounting, but it’s not routine and it’s never boring.

“There’s always something new to learn, and there’s never a dull moment.” 

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ALBERTA’S TOP EMPLOYERS 2022

ASEBP supports teachers and education workers employees to conduct productive meetings even though they’re in many different places. ASEBP can also deliver mental health support and regular video messages from Littlechilds.

The adoption of cloud-based technologies is part of ASEBP’s “phenomenal growth”, says Littlechilds, who joined the organization 38 years ago and became its CEO in 2017. “When I started, there were seven of us, and we used to outsource many of our business processes. A lot of those things have been brought in-house.”

 For more than 50 years, ASEBP has managed the financial security of public education employees across Alberta.

W

hen the Alberta School Employee Benefit Plan (ASEBP) started moving its call centre and telephone systems to the cloud in 2018, Hamish Buchan knew the move could reduce the cost and complexity involved in delivering health benefits and services to its members.

As ASEBP’s lead business analyst, Buchan also knew that the move could allow more flexibility

in the way employees worked for the organization. But he couldn’t know just how important it would be until COVID-19 hit in March 2020. ASEBP sent most of its 158 employees home to work remotely, and cloud technologies enabled them to do it without missing a beat.

Founded in 1968 by the Alberta School Boards Association and Alberta Teachers’ Association, ASEBP provides insurance coverage, health programs and services to the province’s public education sector. Guided by 10 trustees, five

from each of its founding associations, the organization’s programs sustain healthy lifestyles and workplaces for members in school districts and employer groups across the province.

“We think of teachers and education workers as frontline workers,” says CEO Kelli Littlechilds.

By moving its call centre and telephone systems to the cloud, ASEBP benefit specialists have had the flexibility to respond to its members during the pandemic.

Internally, the cloud enables

I came in wanting to do new things, and ASEBP has supported those initiatives from the top down.

— Hamish Buchan Lead Business Analyst

Buchan joined ASEBP from an IT consulting firm, where he’d spent more than 10 years updating client processes and systems.

“I wanted to work for an organization where I could get to know all the people and take ownership of its systems,” he says. “I came in wanting to do new things, and ASEBP has supported those initiatives from the top down.”

The son of two schoolteachers, and with two sons of his own, Buchan also felt attracted to

27

ALBERTA’S TOP EMPLOYERS 2022

158

full-time staff in Canada

88%

of managers are women

16

weeks, maternity leave top-up pay

3

 In 2018, ASEBP began moving call centre and telephone operations to the cloud to reduce the cost and complexity of delivering services to its members.

ASEBP because of its focus on the education sector.

“I believe in what teachers do,” he says. “They’ve made some heroic efforts to keep our kids learning, and I like to think we’re contributing to those efforts.”

ASEBP employees never lose sight of the education workers

who benefit from their work, says Littlechilds, whose daughter is a teacher in Edmonton. “We’re part of the education sector in Alberta.

Our focus is on them.”

To maintain that focus, ASEBP pays close attention to the products and services that it provides to its customers and the way that

it delivers them. “Things change so quickly,” says Littlechilds. “We serve a diverse population, so we have to make sure we’re delivering on all levels to ensure long-term sustainability.

As staff continue to work under COVID-19 conditions, Buchan has undertaken several new

weeks, starting vacation allowance

projects that will enable ASEBP to improve and refine the products and services it delivers to its customers, from employee benefits to disability coverage.

“Employers are paying the premiums,” he says. “We want to make sure they get value for their money.” 

Our employees make ASEBP the place to be!

Thank you for your continued dedication and innovation in supporting the health of Alberta’s public education sector.

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ALBERTA’S TOP EMPLOYERS 2022

The Appeals Commission has an appealing set of supports issue decisions within 30 days.

Issues under appeal range from injuries that appear after an initial claim has been filed to home maintenance allowances for individuals who can no longer shovel snow or cut the grass.

We’re looking for people who are passionate about helping people.

— George Wright Executive Director, Advisor Office

 George Wright, executive director of the advisor office at the Appeals Commission for Alberta Workers’ Compensation.

D

ale Wispinski joined the Appeals Commission for Alberta Workers’ Compensation as legal counsel in 2012. But even though she’d spent several years in private practice as a labour and employment lawyer, she acquired much of the specialized knowledge that led her to her current position of chief appeals commissioner & CEO on the job.

That’s because the commission operates with a unique and exclusive mandate to review decisions by the Alberta Workers’ Compensation Board (WCB) after a worker or employer has exhausted all other avenues,

including the WCB’s internal dispute resolution process.

“We are an independent tribunal that hears appeals brought by workers and employers who are dissatisfied with decisions made by the Workers’ Compensation Board,” says Wispinski. “We are committed to a fair, client-focused appeal experience. We strive to understand our clients’ needs, offer user-friendly resources, create a safe and respectful place to be heard, and provide clear, timely and unbiased decisions.”

As appointees of the Government of Alberta, the commission’s 52 adjudicators hear about 500 appeals a year, usually in a hearing panel of

three members. Many of the adjudicators are lawyers, but “the others come from a variety of backgrounds from law enforcement to nursing,” says Wispinski.

Adjudicators are supported by talented and committed staff members, Wispinski adds.

Each team member receives comprehensive training. For adjudicators, that includes the skills they need to conduct a hearing in a respectful and fair manner and to issue clear and timely decisions.

“Some appeals are more complex than others,” says Wispinski.

“But we try to complete all decisions within six to eight weeks after the hearing date.” In about 70 per cent of cases, adjudicators

In addition to the commissioners, who hear appeals and make decisions, and the staff who support them, the commission administers a medical panel program, which brings together independent physicians to help the WCB and Appeals Commission navigate through complex medical files, and an advisory office in which 26 advisors offer independent representation to workers and employers who need assistance with a WCB-related matter. The program includes 10 staff members as well.

“Most people don’t know about the program till they have to use it,” says George Wright, who became executive director of the advisor office in December 2020 after managing the commission’s appeals services for six years.

“Our mandate is to provide advice, advocacy and representation to any worker or employer

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ALBERTA’S TOP EMPLOYERS 2022

108

full-time staff in Canada

59%

of employees are women

17

weeks, maternity leave top-up pay

100%

 Appeals Commission for Alberta Workers’ Compensation staff taking part in their annual pumpkin decorating contest.

in Alberta,” says Wright. “The service may involve something as simple as a phone call or as complex as formal representation, including the preparation of written submissions. And it’s totally free.”

In addition to a formal onboarding program, the commission

offers training in areas such as respect in the workplace, diversity and inclusion. Through these initiatives, says Wispinski, the commission maintains a safe and respectful place where clients can be heard, while creating a collegial and professional culture free of harassment, violence and

discrimination.

Like the Appeals Commission’s adjudicators, the Advisor Office’s 26 advisors come from a variety of backgrounds, ranging from law to human resources to public-sector employment.

“We’re looking for people who are passionate about helping

health plan premium

people,” says Wright. “We’ll train them in the specifics.

“Our advisors focus on building a relationship with their clients,” Wright continues. “We make it clear that we’re independent from the Workers’ Compensation Board. We’re here because we want to help.” 

PROUD TO BE ONE OF ALBERTA'S TOP EMPLOYERS

HTTPS://WWW.APPEALSCOMMISSION.AB.CA

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ALBERTA’S TOP EMPLOYERS 2022

ATCO goes the extra mile for employees and communities to the disaster made her want to stay there.

“A lot of the surrounding communities were absolutely devastated,” she says. “And it didn’t take long for the company to send us a notice saying, ‘If you want to get together with a group of colleagues, we’ll give you what you need and send you out to help some of these folks.’ So we went into people’s homes that were destroyed. We were there as individuals but supported by ATCO, and that reinforced to me that it was the place I wanted to be. It’s a very people-oriented company.”

 A decade before COVID-19 arrived, ATCO put in place its pandemic response plan, which has been given the gold standard by Alberta health authorities.

T

he key to the success of ATCO – which delivers energy, housing, transportation and infrastructure solutions to communities and industries in Alberta and beyond – is not the size of its operation or the scope of its global initiatives.

It’s the company’s capable and caring workforce, says Deanna Girard, vice-president of human

resources.

“It’s a family-oriented company with a culture of transparency and a high level of trust and accountability,” says Girard. “And we care deeply about each other and our communities.”

That caring nature is reflected in the Calgary-based company’s annual EPIC (Employees Participating In Communities) charity campaign. Not only does ATCO provide time for employees to

volunteer in the community, but it matches their donations to any registered health and wellness charity. “We have raised over $47 million for charities since 2006,” says Girard. “We’re really proud of that.”

Stephanie Schubert, vice-president of construction in the natural gas division, had only been with ATCO for a year when calamitous floods hit the Calgary area in 2013, but the company’s response

It’s a familyoriented company with a culture of transparency and a high level of trust and accountability.

— Deanna Girard Vice-President, Human Resources

ATCO has had a pandemic response plan since 2009, so when COVID-19 arrived, it was ready.

“We created an app for people to do their own self-screening,” says Girard, “and we sent out over 100 communications to let employees know everything they needed to do. When Alberta Health Services came in to assess us, they

31

ALBERTA’S TOP EMPLOYERS 2022

4,779

full-time staff in Canada

1,960

jobs available last year

55

years, longest-serving employee

800

 ATCO provides time off for employees to volunteer in the community and matches their donations to charities.

said we were the gold standard in pandemic response.”

The company also launched a ‘Well-Being at ATCO’ program that tripled the amount of psychological services for employees during the pandemic and provided everything from healthy eating and fitness challenges to distanced

social activities, flexible work hours and even tools to increase financial health.

Schubert also values ATCO’s commitment to continuous learning for its staff. “I was able to tap into the educational assistance program when I did my MBA,” she says. “ATCO funded 75 per

Delivering inspired solutions for a better world.

ATCO.com/careers

cent of the fees for that. There’s also internal training and the LinkedIn learning network, which is like a self-serve learning portal.

Plus there are lots of informal leadership opportunities, which I took advantage of early in my career.

“The other thing that makes

charities helped last year

ATCO unique is this underlying belief that we can do anything,” Schubert adds. “People at ATCO have this embedded can-do attitude of going the extra mile to get it done, and there’s a lot of pride there. And those things reinforce each other. It creates a lot of positive momentum.” 

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Claystone sets its sights on growth of Edmonton, sits on one of the largest and most impervious clay soil structures in Canada.

“It’s actually just a giant, well-engineered hill,” he says, “environmentally structured to reduce its impact on the community.”

Landfill represents the core of Claystone’s operations at the moment, Breau says. “But we’re getting more involved in zero waste management activities like biofuels and recycling.”

 Claystone Waste is expanding its operations from the Edmonton area to serve customers in southern Alberta and beyond.

W

hen Jason Palamar joined Claystone Waste Ltd. in March 2021, he knew as little about landfill as any of his neighbours in the Edmonton suburb of Sherwood Park.

A chartered professional accountant with experience in auditing, business planning, budgeting and forecasting, Palamar knew far more about Claystone’s financial structure and its prospects for future growth.

“Claystone checked the boxes that I was looking for when I joined the company,” says Palamar, who is its financial

controller. “It has an environmental focus in an interesting industry, although I didn’t know much about it. It’s a small company, poised for growth. And now that it operates as a corporation, our financial targets matter more than ever.”

From its origins in 1992 as a regional services commission, serving communities within Beaver County, east of Edmonton, Claystone now operates as an independent, municipally controlled corporation providing waste management services for Edmonton’s Capital Region and, more recently, in Calgary, as well as advanced waste treatment, recycling and remediation

technologies to municipal and industrial customers.

“Our mandate is to be Western Canada’s leader in solid waste management services,” says CEO Pierre Breau. “We’re now taking waste from Calgary, and we’re looking at opportunities in B.C. and Saskatchewan.

“In 10 years’ time, we could be picking up garbage in your neighbourhood,” he adds. “There’s no reason why we can’t run a landfill anywhere in Canada.”

When Palamar joined the company, Claystone had just recorded its second-best year ever. And as he soon discovered, Claystone’s landfill site near its administrative office in Ryley, about 75 km east

I’ve worked in enough places to know that it’s hard to find a place like this.

— Jason Palamar Financial Controller

With this in mind, the company is considering plans to build a transfer station in Edmonton so that waste from its 1.5 million residents can be redirected immediately to compost, biogas, recycling and other purposes.

“The transfer station ensures a stable feed,” says Breau.

“Rather than hauling it 85 km to Claystone’s landfill, we control it at the source, closer to the generator of the waste.

As a limited partnership, Claystone “bids for work and charges competitive rates, just like other private companies,” says Breau. It collects revenue and distributes income to its

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65

full-time staff in Canada

50%

of managers are women

50%

of executive team are women

6

 During the pandemic, Claystone kept all of their employees on the payroll despite a temporary reduction in the staff needed.

municipal shareholders. It also pays a generous annual bonus to every employee, from senior executives to the transfer station attendant, based on a percentage of their base pay.

When COVID-19 arrived in 2020, it affected the company in unanticipated ways. Not only did

a quarter of its staff start working from home, but the amount of waste generated by its customers declined.

“We’d been collecting a lot of contaminated soil from large construction projects like Edmonton’s rapid transit system,” says Breau. “But COVID delayed

these projects, so there was less waste. We also went through a major drought which affected the growth of trees and plants, so a lot of landscaping material wasn’t coming in.

Despite these setbacks, the company kept all its employees on payroll.

weeks, maximum vacation allowance

Claystone’s relationships with its employees was one of the factors that attracted Palamar to the company. “We have an outstanding management team,” he says. “I like the way they treat people. I’ve worked in enough places to know that it’s hard to find a place like this.” 

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Employees build their own career path at Dentons Dentons focuses on issues including gender advancement, sexual orientation and gender identity, anti-racism initiatives and reconciliation with Indigenous peoples.

Every Canadian Dentons office has a local Inclusion and Diversity committee to promote an inclusive workplace through educational programs and events.

Ilyass says that feeling safe and celebrated helps Dentons’ people thrive in a flat corporate structure where she knows she can approach anyone with a question or request for help. The professional relationships forged at the firm are strong from senior management to interns.

 The Calgary Inclusion & Diversity Committee at Dentons celebrates their consecutive selection as one of Canada's Best Diversity Employers.

Y

ousra Ilyass was deeply touched – but not surprised – by the response of her colleagues in the Calgary offices of Dentons Canada when she returned to work after months on parental leave. They wanted to know all about her and her new baby – work wasn’t the focus.

“For me, it really confirmed the team spirit we have. It’s a large firm, but it has a family feel,” says Ilyass, talent advisor. “Dentons is my home away from home and I have a constant group of people that I can just lean on – they’re a great support system.”

Including its offices in Edmonton and Calgary, Dentons Canada has deep roots in six major financial centres across the country. It’s part of the world’s largest law firm, with over 200 locations in more than 80 countries. It provides comprehensive legal services across many industries, including key sectors of the Canadian economy.

Employees like Ilyass experience a supportive, caring culture throughout their professional journey with the firm and are encouraged to chart their own career path.

“At Dentons we have so many opportunities that we developed

a career playbook to help chart career paths. You don’t have to go from A to B – you can go to from C to Z and explore options that are right for you,” says Leanne Krawchuk, a partner in the Edmonton office and a member of Dentons Canada’s national board.

“We really want our work environment to be flexible for the different stages in people's careers.

We want people to stay and thrive at Dentons.”

Krawchuk says a safe and respectful workplace is a key pillar in Dentons’ corporate culture.

The firm recently created the position of national director of inclusion, diversity and equity.

Dentons is my home away from home and I have a constant group of people that I can just lean on.

— Yousra Ilyass Talent Advisor

“I’m fortunate to have a really good manager who’s also been a mentor and who has always supported me whether I was going through something positive or a difficult time in my life,” says Ilyass.

“We have so much talent on the team. It’s really a great group of highly talented individuals who

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ALBERTA’S TOP EMPLOYERS 2022

1,286

full-time staff in Canada

446

Dentons people based in Alberta

62%

of Dentons people in Alberta are women

15+

 Dentons team members in Edmonton observed Orange Shirt Day, showing support for their local Indigenous communities and the imperative for reconciliation.

are all supporting each other, not trying to compete with one another.”

Employees and partners are also supported through a comprehensive package of health and wellness benefits, including access to the Dialogue integrated health platform, which provides online

health care, virtual therapy and mental well-being support. Ilyass describes it as a virtual walk-in clinic, one which she’s found incredibly useful.

Giving back is also ingrained in Dentons’ corporate culture. In addition to employees supporting charities like the United Way and

volunteering for ending poverty programs and other initiatives, Dentons lawyers are encouraged to serve on the boards of local non-profit organizations and to provide pro bono legal services.

“What I love about Dentons is everyone works together, from our lawyers and their assistants to our

Room for you, room to grow Dentons’ unique culture attracts diverse, exceptional talent to serve clients in Alberta, across Canada and globally. Build your career with Alberta’s employer of choice and get ready for unrivaled opportunity. dentons.com

years of inclusion & diversity leadership in Canada

paraprofessionals and our business services people, to serve the client – they all feel like it’s their client,” says Krawchuk.

“Everything is done on a team basis where there’s a sounding board in a safe place to talk about their experiences or any concerns they have, honestly and openly.”

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ALBERTA’S TOP EMPLOYERS 2022

Enbridge invests in employee equity and empowerment “I’m treated like a professional and feel respected and valued for the work I do.”

Enbridge has set diversity and inclusion targets as a priority and has departmental councils to help deliver on those goals. As a member of her department’s council, Audino works with her fellow employees to build awareness around Indigenous inclusion and cultural awareness, eliminating unconscious bias and ensuring her colleagues have practical tools to improve inclusivity at work and in their everyday lives.

 The Enbridge Wellness Program helps employees build healthy habits and experience the rewards of better wellbeing.

W

hen the COVID-19 pandemic hit, Enbridge already had a safety-first culture and swiftly transitioned employees who could work remotely to work from home. That has meant added bonuses for Diana Audino, who can now start the day by walking her kids to school instead of commuting. Occasionally, she can even make the walk with the family dog productive.

“I love the flexibility I have to work from home, to be able to take my kids to school and just be more present for my family while still getting the job done,” says

Audino, senior legal counsel.

“Sometimes I can take my early morning calls while walking the dog, depending on the circumstances. It’s one of the side-benefits of the way the company has handled work situations during the pandemic – I’ve always felt safe doing my job.”

Enbridge is a leading North American energy infrastructure company. The company moves about 25 per cent of the crude oil produced in North America and transports nearly 20 per cent of the natural gas consumed in the U.S. It also has a growing international renewable energy portfolio.

Headquartered in Calgary, it’s a large organization with employees

working in multiple professions.

With so many moving pieces, Enbridge takes a flexible, comprehensive approach to supporting its employees. Audino works in Enbridge’s legal department, specializing in Indigenous law.

It’s a large legal team with deep expertise that Audino says makes it like working at a large national law firm.

No matter what an employee’s specialty is, the company’s collaborative culture encourages people in all departments to work together in an atmosphere of respect and inclusion.

“Everyone is really supportive of each other and we’re happy to help each other,” says Audino.

I’m treated like a professional and feel respected and valued for the work I do.

— Diana Audino Senior Legal Counsel

“We’re continually striving to improve equity in our workplace and build an environment where everyone can feel included and respected,” says Melissa Harper, chief human resources and inclusion officer.

“We have a strong set of corporate values and our employees know that in addition to diversity and inclusion, our commitment to safety and well-being runs through everything we do.”

The safety commitment has meant changing the way Enbridge

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ALBERTA’S TOP EMPLOYERS 2022

7,176

full-time staff in Canada

77,420

job applications received last year

2,230+

charities helped last year

 The Enbridge Fueling Futures program gives employees the flexibility to choose how they want to make an impact in their community.

connects with communities and its charitable works. Moving primarily online, Enbridge still invested over $25 million in community-strengthening initiatives across the U.S. and Canada in 2020. The annual Enbridge Rides to Conquer Cancer, which includes the Enbridge Tour

Alberta for Cancer, is the largest cycling fundraiser in Canadian history.

Enbridge also supports local United Way organizations in over 120 communities, including employee-led campaigns – something Audino is passionate about.

She and her fellow employees

had their donations matched at a 1.5 ratio by the company via its Fueling Futures program.

“We believe in supporting safe, vibrant and sustainable communities across Canada, including investments in new technology for schools, developing community facilities and supporting

a career with unlimited potential Proud to be one of Alberta’s Top Employers.

enbridge.com/careers

50

years, longest-serving employee

Indigenous groups,” says Harper.

“Each of our team members has their own part to play in that and in the daily operations that keep energy flowing across Canada and Alberta. We’re proud of that important contribution each employee makes to our company and our broader society.” 

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Creativity energizes the people at Enverus Since a company is only as strong as its foundation, it’s the employees who make this possible, he says. “I always try to hire people smarter than me.”

Enverus still has a small start-up mentality, he adds, which means “we get things done and have an impact.”

White agrees. Making a difference and having the encouragement and support to offer ideas and know they will be heard is something she loves about working at Enverus.

The Enverus team provides a safe space for people to express themselves, she says. It also encourages people to “always strive to be better.”

 Nora White, intermediate developer at Enverus, the leading energy SaaS and data analytics company.

F

or software developer Nora White, Enverus is everything she wanted in a job. “It’s how creative I can be in my solutions, and how the team and leaders encourage that creativity,” she says. “There are zero limits.”

Enverus, which has a large presence in Calgary, is a technology company based in Austin, Tex., that provides data, analytics and insights to the energy industry and its capital providers. “We are the largest software company

focused on the energy vertical,” says Manuj Nikhanj, president.

“We work with more than 6,000 customers that span the energy value chain. Our solutions drive efficiencies and returns while improving our customers’ environmental footprint.”

White started with RS Energy Group, which was acquired by Enverus in 2020, as an intern while working on her BSc in computer science at the University of Lethbridge. After starting as a software developer, she moved up to intermediate developer, where

she helps design and implement technology to maximize the customer experience.

“The overarching goal is to allow the user to simplify complex problems and have less waste,” White says. “With the right technology and analytics, you can drill down and make decisions faster.”

Nikhanj says what he loves most about his job is finding solutions for problems people believe are unsolvable. Enverus’ impact, he says, “is only limited by our own imagination.”

We focus on people.

We are extremely collaborative, and we push ourselves beyond our comfort zones.

— Manuj Nikhanj President

White says she regularly recommends Enverus as a place to work. She attends university events to “actively seek out new candidates and encourage team diversity.” She also encourages women to join her in what is generally a male-dominated

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ALBERTA’S TOP EMPLOYERS 2022

300

full-time staff in Canada

12

weeks paid maternity leave, six weeks paid parental leave for non-birthing parents

100%

employer-paid health/dental plan option available, with family coverage

32

 When the Calgary Stampede returned in-person last year, Enverus was there to celebrate, bringing many team members together for the first time since the pandemic.

technical profession.

Nikhanj says there are always new opportunities and challenges.

“Because we span the entire energy vertical and have such a diverse client base, it means there are always tremendous opportunities for learning and trying new things. Even after 20 years, I am

still learning something new every day,” he says.

“We focus on people. We are extremely collaborative, and we push ourselves beyond our comfort zone,” he adds. “People give a huge chunk of their lives to Enverus, and we see that as a real privilege. Our assets are our

people.”

The pandemic forced many employees to work from home.

White says she loves it. She invested a lot in her work-fromhome setup, plus it was an easy transition as many on her team were already doing it.

As to the future, Nikhanj said

hours, paid time off annually to volunteer at local charities

flexibility is best for employees and what they need to thrive.

“We are not clock watching, not checking boxes.”

For White, Enverus checks her boxes. “It unifies my personal values with the company’s values: creativity, honesty and pushing the boundaries.” 

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ALBERTA’S TOP EMPLOYERS 2022

Gibson Energy builds flexibility into its plans realization,” Weir says, that support for employees’ mental health was going to be equally important. As a result, three months into the pandemic, Gibson increased the employee benefit for mental health support to $2,000 from $500 — “a recognition,” she adds, “that the pandemic was hard for everybody.”

Everybody knows somebody who works here or is related to somebody who works here.

— Niki Horn Supervisor, Hardisty Control Room  When the pandemic arrived, Gibson Energy moved quickly to adjust their employee benefits plan to include new services that their employees would need.

F

or Niki Horn, getting a job at the Gibson Energy facility in Hardisty, minutes from her home, was an easy decision. That was 13 years ago, and Horn, now supervisor of the control room at the facility, hasn’t regretted being part of a fixture in her community for a second.

“When we were kids, we drove by here every day and we looked for the trucks when we were on the road,” she says. “It seemed like somewhere people worked for a long time.”

While Gibson has been a major feature of Hardisty for more than 60 years, a few things have changed, most recently because of COVID-19. “The pandemic caused us to develop some of the tools we use now, even though some of us are back at work,” says Horn. Those include the addition of a monthly operations and engineering coffee chat, during which her team can check in with upper management in Calgary.

Krista Weir joined Gibson Energy’s Calgary head office as vice-president of human resources

two years ago. “I was here six months before the pandemic hit,” she says. “Much longer in a pandemic mode than in a normal business mode.”

She saw right away how accessible the executive leadership team is and, only short months later, how responsive it was to the challenges that the pandemic presented. As it was for most companies, the first priority at Gibson was to ensure employees’ physical safety both in the office and in the field.

But there was also an “instant

The company also introduced an online mental health support tool called People Connect, which virtually links employees with counsellors. Special staff rates for the sessions are much reduced — $37.50 for half an hour – which helps stretch the $2,000 benefit even further. Not surprisingly, the usage rates have risen and fallen along with the waves of the pandemic.

Senior leadership at Gibson also realized that while everyone was missing their colleagues, there was still a desire among them for work flexibility. As a result, leadership came up with a plan to start in January 2022: Tuesdays

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ALBERTA’S TOP EMPLOYERS 2022

451

full-time staff in Canada

100%

employer-paid health plan, with family coverage

3

weeks, starting vacation allowance

402

 Attracting and retaining the right people is key to Gibson's business strategy.

to Thursdays in the office and the option to work from home Mondays and Fridays.

Having people in office on the same days “really emphasizes collaboration and face-to-face problem-solving and strategy planning,” Weir explains.

Work from home will be more

“head-down analysis, spread sheets, PowerPoints and all those kinds of things.”

Another new initiative is “Work from Anywhere August,” which, as its name suggests, means employees can work from wherever they like through the month as long as they take meetings and

work during head office hours.

“It’s good for families, while the kids are out of school,” she adds.

“It’s just something that’s a little bit different, and we’re hugely excited about it.”

That focus on its people is part of what has turned the sons and daughters of long-time employees

charities helped last year

into long-time employees themselves. “Basically, everybody in Hardisty just considers Gibson theirs,” says Horn. “Everybody knows somebody who works here or is related to somebody who works here. There’s a real understanding that people have lives as well.” 

PROUD TO BE ONE OF ALBERTA’S

TOP 75

EMPLOYERS GIBSONENERGY.COM ALBERTA’S TOP EMPLOYERS EMPLOYER PROFILES — NEXT STEPS Congratulations on your selection as one of Alberta’s Top Employers 2022! This document outlines the next

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ALBERTA’S TOP EMPLOYERS 2022

Graham Group employees own it and feel it purpose-built learning and development programs are one of Graham’s strengths.

“We invest a lot of time and energy in our training, development, mentoring and graduate programs because they reflect our values of commitment, integrity and reliability,” says Alisdair Dickinson, vice president human resources.

 Indigenous partnerships and comprehensive training are key parts of the culture at Graham Group.

F

or Alicia MaximWelsh, it’s all about the journey. And the talent experience manager for the Graham Group is in it for the long haul.

“One of the amazing things about Graham is that we continue to innovate and challenge ourselves and grow as an organization,” says Maxim-Welsh. “We recently made a commitment to diversity, equity and inclusion because it connects our historic culture to who we want to be in the future. I look forward to this exciting journey we’re on.”

Graham’s corporate path started nearly 100 years ago in Moose Jaw, Sask., as a small, family-owned and operated firm.

It has grown to become a leading

North American construction company, with operations across Canada and the U.S. The company builds a wide range of projects, from oil and gas facilities, high-rises, hospitals and roads, to schools, bridges, wind farms and wastewater treatment plants.

Despite its expansion, Graham maintains a strong community vibe, thanks in large part to its employee ownership. That gives people like Janelle Bekkering a sense of pride and ownership in a collective, collaborative enterprise.

“I love working here because of the camaraderie I have with my co-workers, which makes it fun and enjoyable,” says Bekkering, project manager.

“On site, we say the mantra,

‘One Graham, one attitude,’ because we’re all in this together and there are resources for you to access whether it’s work-related or life-related.”

Graham recruits, trains and develops employees to foster a collaborative culture. The company is proud of the diverse opportunities for career growth and development. This includes resources like Graham’s Graduate Program, which launched in 2021. It’s designed for postsecondary graduates who want to enter the construction industry but have no industry experience.

Graham’s Builders Framework technical training course is one of the in-house programs that’s Gold Seal Certified by the Canadian Construction Association. Such

I love working here because of the camaraderie I have with my coworkers, which makes it fun and enjoyable.

— Janelle Bekkering Project Manager

“It all comes back to our employee-ownership model. Our people have truly internalized our corporate values.”

Graham has a true partner culture that values innovation and collaboration, says Dickinson.

Employees feel comfortable approaching management to find outside-the-box solutions to project challenges. Both MaximWelsh and Bekkering know that if they have a question or an idea to bounce off a manager, the door is always open.

Graham applies that same true partner approach to its comm-

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ALBERTA’S TOP EMPLOYERS 2022

1,371

full-time staff in Canada

100%

of locations support working remotely

100%

employer-paid health premiums, with family coverage

417

 Graham Group works on high-profile construction projects, such as the Southwest Calgary Ring Road.

unity engagement. Whether it’s collecting survival kits for the homeless or supporting local food banks, employees are given paid time off to volunteer for charitable causes and are encouraged to give back to their communities.

Community engagement, employee-ownership and a

commitment to diversity, equity and inclusion are some of the values that keep Dickinson excited about helping manage a collaborative company culture.

Having worked his way up from a project coordinator to leading Human Resources, he’s walked many miles in his fellow

employees’ shoes.

“What makes it real for me is when I’m on site at the start of the shift and I can smell the plant firing up and see our employees getting ready for the day and I think about what their employee experience will be like moving forward. To truly understand that

charities helped last year

experience, we always find the time to be close to the action,” says Dickinson.

“I know that if we continue to promote employee ownership and create opportunity for development and growth, we’re on a continuing journey into the future that will benefit us all.” 

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ALBERTA’S TOP EMPLOYERS 2022

Inter Pipeline thrives on family values company’s values are part of her responsibilities.

“Inter Pipeline has always had a family feel,” she says. “But as we’ve grown, we’ve needed to become more formalized with some of our initiatives.”

In 2020, for example, the company formed its diversity and inclusion council, which according to its mandate ensures that its culture embraces every employee, “including those who are Indigenous, racialized, of varied abilities and ethnicities, members of gender and sexually diverse communities, as well as with any other dimension of diversity.”

 Inter Pipeline staff during training exercises.

T

yler Arnott hasn’t forgotten the day in 2019 when he went to Calgary to meet the leadership team of Inter Pipeline. “It was an impactful day,” he says.

In addition to learning about the company’s operations, Arnott discovered that everyone he met that day shared the same values, “from the CFO to the administrative assistant. And their values aligned with mine.”

Inter Pipeline recruited Arnott to become its technical services manager at its Heartland Petrochemical Complex (HPC), near Fort Saskatchewan,

northwest of Edmonton, which will convert locally sourced, low-cost propane into recyclable plastic used in consumer packaging, textiles and automobile components.

The complex will further diversify Inter Pipeline’s energy infrastructure business, which currently encompasses the transportation, processing, marketing and storage of commodities and petrochemical products across Western Canada and Europe.

“We’re not a traditional pipeline company,” says Breanne Oliver, general manager, human resources. “We’re walking the talk regarding global sustainability,

and we’re not shying away from the opportunity.”

In addition to producing recyclable plastics at HPC, the company is working with customers on carbon capture and other sustainability initiatives.

As the father of an infant son, Arnott fully appreciates the impact of these initiatives. But he also appreciates the way the company treats its employees.

“Every business says it invests in its people,” says Arnott. “But the decisions that Inter Pipeline makes reflect this investment.

From benefits to onboarding, they make people feel valued.”

For Breanne Oliver, the

We’re walking the talk regarding global sustainability, and we’re not shying away from the opportunity.

— Breanne Oliver General Manager, Human Resources

As part of its commitment to diversity and inclusion, the company has formed partnerships with several organizations, such as NextGen Men which ran an equity leadership course for 30 Inter Pipeline leaders. It has also worked to align with programs that support its commitment to the BlackNorth Initiative to eliminate systemic barriers that negatively affect the lives of Black

45

ALBERTA’S TOP EMPLOYERS 2022

1,181

full-time staff in Canada

16,382

job applications received in the past year

16

weeks maternity leave top-up, 8 weeks for nonbirth parent leave

12

flex days off per year

 Inter Pipeline staff at Heartland Petrochemical Complex showing team spirit.

Canadians, including a new scholarship for Black and Indigenous law students in Calgary.

To encourage women in Alberta to pursue a career in the oil and gas industry, the company has formed a partnership with the Women Building Futures organization and has students from this

program actively working at its facilities.

“It’s a testament to our leadership team that we have a welcoming environment for women,” says Oliver, who assumed her current role in March 2021 after 16 years in corporate communications. “In fact, my

transition from communications to HR is a perfect example of the opportunities that Inter Pipeline affords not just women, but all its employees.”

Even as Inter Pipeline formalizes the way it maintains its culture and values, the organization’s familial qualities remain evident.

“On my first day on the job, our benefits advisor said that if I had any problems, I should come and see her,” says Arnott.

“Two years later, I took paternity leave when my son Atlin was born. When I came back to work, she called me to make sure I had the right benefits in place.” 

We are fueled by diverse and talented individuals who are open to change, and with the help of our employees, we’ve developed a culture with exciting challenges.

LOOKING FOR AN OPPORTUNITY AS UNIQUE AS YOU ARE? Learn more about us and our career opportunities at interpipeline.com

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ALBERTA’S TOP EMPLOYERS 2022

Skills development is crucial at Keyera Corp. and learn sessions, mentoring and a competency and management development system.

Given the nature of Keyera’s business, technical competence is critical to the safe and reliable operation of its plants, terminals and pipelines, says Santander. “We provide comprehensive training so that workers understand their specific requirements,” she adds.

 In the office and in the field, Keyera employees provide essential energy services safely.

S

ince joining Calgarybased Keyera Corp. in 2016 as a newly graduated chemical engineer, Taylor Skingle has enjoyed one opportunity after another to learn and grow. And having recently transitioned to a new role as a business development representative, another learning horizon has opened for him.

“It’s a fantastic opportunity and one I’m really excited about,” says Skingle. “I feel really lucky with the development opportunities I’ve been given.”

Keyera is an integrated midstream business within the oil and gas industry. The company operates 13 processing plants in central and northern Alberta,

which process natural gas and a variety of products such as propane, butane, condensate, ethane and iso-octane. It then distributes those products to end users in eastern Canada as well as the United States through a network of pipelines that spans 4,400 kilometres.

“Keyera is a very dynamic organization that offers opportunities to anyone who joins,” says Monica Santander, vice president operations, gathering and processing. “I’ve never experienced such a positive and forward-looking culture.”

The company employs mechanical, electrical, processing and civil engineers, among others, as well as front-line operators, maintenance workers

and technicians. It also employs a full range of corporate professionals in accounting, finance, human resources and communications.

Recent graduates of engineering programs spend their first two years in the company’s engineer-in-training program in which they rotate through a number of roles at processing plants, terminals and pipeline facilities.

“They like to throw young engineers into the field so they can get lots of exposure, which is the best way to learn,” says Skingle. “Now I’m sinking my teeth into a new role and learning a whole new skill set.”

Keyera has a well-structured series of programs to groom and develop talent at all levels. That includes online materials, lunch

Keyera is a very dynamic organization that offers opportunities to anyone who joins. I’ve never experienced such a positive and forward-looking culture.

— Monica Santander Vice President Operations, Gathering and Processing

“It focuses on their skills and job profiles. Then they’re validated to ensure that those skills are being met.”

Skingle has been able to take advantage of a number of these opportunities, including

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ALBERTA’S TOP EMPLOYERS 2022

912

full-time staff in Canada

100%

employer-paid health premiums, with family coverage

4,351

hours volunteered at charities last year

100%

 An active mentorship program at Keyera connects younger employers with more experienced staff several times each year.

mentorship. “I was matched up with a vice-president,” he says.

“Every month or six weeks we would have a phone conversation and he would steer me. That was another fantastic example of Keyera investing in me.”

Apart from that, he finds his work fulfilling for another reason.

Our employees are

“It’s about what we do,” says Skingle. “I’m working on these complex problems. The things we produce allow us to live the comfortable lives we enjoy.”

Throughout the pandemic, front-line operators, technicians and maintenance employees have had to be present at the

company’s facilities. However, corporate employees have worked remotely on and off, depending on provincial public health guidelines.

In the future, those employees will be allowed to work remotely 52 days per calendar year and at a time and place of their choosing.

job-related tuition subsidies

As Santander explains, someone with an upcoming vacation could travel to their destination ahead of time and work remotely for several days.

“Keyera believes that a flexible workplace better supports worklife balance and contributes to employee wellness,” she says. 

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ALBERTA’S TOP EMPLOYERS 2022

NAIT is on a journey to truth and reconciliation Nîsôhkamâtotân (Nee-so-ka-mato-tan) is a Cree word meaning “let’s help each other.” The centre is a community gathering place where Indigenous and non-Indigenous students can come together to network and study. It has also taken the lead in championing NAIT’s journey to truth and reconciliation and finding ways to take meaningful action.

 NAIT staff at a tipi raising ceremony.

M

adlen Christianson remembers when a consultant came to speak with staff members at the Northern Alberta Institute of Technology (NAIT) and how it deepened her understanding of Indigenous ways of knowing.

“She used the analogy of people standing in a circle around a tree and the idea that everyone has their own perspective,” says Christianson, manager of diversity and inclusion. “That has been a powerful tool to understand the relationality that is important to Aboriginal people and the importance of incorporating Indigenous world views when working with others. Everyone has a different perspective, but bringing all those perspectives together helps us

gain a better understanding of the whole.”

To further this understanding and to heed the Calls to Action of the Truth and Reconciliation Commission of Canada, Edmonton-based NAIT created Connecting the Four Directions, a guide to help staff find ways to honour Indigenous knowledge and be more inclusive of Indigenous people and communities. The guide aligns traditional teachings with NAIT’s vision to be a leading polytechnic and seeks to remove barriers to education.

Derek Thunder, manager of NAIT’s Nîsôhkamâtotân Centre, says the guide is not meant to be prescriptive. “Aboriginal people are storytellers. Their stories are alive and they change with the passage of time,” he says. “While

we wanted to create a path with the Four Directions, it is a living document and leaves the opportunity for it to adapt and grow with the evolution of what we do.”

The document was named for the four directions held sacred by some Indigenous cultures, including Cree. Some of its strategies include honouring and applying Indigenous knowledge and culture; supporting staff recruitment and retention with Indigenous ways of knowing; identifying and removing barriers to Indigenous student success; building relationships with Indigenous communities; and partnering with Indigenous communities and industry to develop community-based learning opportunities.

The Nîsôhkamâtotân Centre helped create the Four Directions.

It enriches and supports the NAIT values of respect, collaboration, celebration, creativity and accountability for all.

— Derek Thunder Manager of NAIT’s Nîsôhkamâtotân Centre

“The original intent was to create a home away from home for Aboriginal students,” Thunder says. “This has since expanded to becoming more visible across the entire campus. Through partnerships, we create an environment that empowers the students to feel more confident to go outside of their home away from home and use all the services on campus.”

Angela Finlayson, manager of student recruitment, says the Four Directions principles permeate the whole institution, including

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ALBERTA’S TOP EMPLOYERS 2022

1,665

full-time staff in Canada

15,302

job applications received last year

47%

of managers are women

6

weeks maternity leave top-up pay

 NAIT staff at the Nîsôhkamâtotân Centre.

student recruitment. For example, the Aboriginal Admissions Pathway offers equitable access to programs to identify and remove barriers to Indigenous student success.

“Our Aboriginal student recruitment strategy connects to the Four Directions and to our

equity, diversity and inclusion strategy,” Finlayson says. “You will see examples of how Four Directions acts as an overarching guide to everything we do across the institution.”

This commitment to equity, diversity and inclusion also affects what it’s like to work at NAIT.

“People are seeing themselves reflected at an institutional level,” Christianson says. “It makes everyone more comfortable in bringing their whole selves to work.” Finlayson says the atmosphere provides opportunities for learning and teaching and allows people to feel they can take

meaningful action toward change.

“It creates a broader sense of community,” Thunder says. “It makes it easier to ask questions and build relationships. It enriches and supports the NAIT values of respect, collaboration, celebration, creativity and accountability for all.” 

People Make NAIT Great

For 11 years NAIT has been named one of Alberta’s Top Employers.

NAIT staff are truly what makes NAIT an outstanding place to work.

The culture reflects our shared values of respect, collaboration, celebration, creativity and accountability.

Dedicated and passionate employees bring these values to life every day.

Join the team: nait.ca/careers

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ALBERTA’S TOP EMPLOYERS 2022

Norton Rose Fulbright offers growth for all started as a general legal assistant.

She held several legal clerking positions before switching to the people and development department as an assistant helping to recruit and onboard summer students.

The work we do is exciting. It’s high-calibre, complicated work and you do it with very bright, likeminded people who are willing to mentor and help you.

— John Jiang Associate

 John Jiang, associate at Norton Rose Fulbright, at his Alberta bar call.

I

n early November, John Jiang was called to the bar in the Alberta Court of Queen’s Bench, marking his transition from articling student to full-fledged associate at the global law firm Norton Rose Fulbright Canada LLP. The call to the bar was also the culmination of a remarkable personal journey that began when he arrived in Canada from his birthplace of Wuhan, China, at age 12, unable to speak a word of English.

Jiang mastered English, in part by spending a summer vacation

watching endless re-runs of the TV sitcom “Friends.” Several years later, after his first year at law school, he worked as a summer student at Norton Rose Fulbright and he was sold on starting his career with the firm.

“The work is complicated and at times very demanding,” says Roger Smith, managing partner, Calgary office “But with the collaboration and trust of our people, encouraged at all levels in the firm, we are able to meet the demands.”

For his part, Jiang adds: “It’s high-calibre work and you do it

with very bright, like-minded people who are willing to mentor and help you.”

As a young person embarking on a career at the firm, he sees plenty of opportunity for growth and development. “Every practice group gives you exposure to their work,” he says. “We’re not in a structured rotation program.

We’re able to chart our own course.”

There are also plenty of opportunities for employees who work on the business side of the firm.

Kendra Baskett, the firm’s legal talent and engagement advisor,

Her lack of experience or professional credentials in the field of human resources were no impediment. “The challenge with any employer is getting them to take a chance on you if you don’t have particular credentials,” says Baskett. “Since I had worked with the firm, they knew I was capable.”

After joining the people and development team, she earned a human resources management certificate from the University of Calgary with the full support of the firm. She also had the backing

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ALBERTA’S TOP EMPLOYERS 2022

1,590

full-time employees in Canada

53

years, longest-serving employee

65%

of employees are women

17

 Kendra Baskett (middle) looks forward to attending Norton Rose Fulbright's events again soon, like the 2019 holiday party.

of management when dealing with an illness in the family back home in Ontario.

“I had just accepted a position with the legal talent group and was learning a new role,” says Baskett. “I was supported all the way. They said take time off, go to Ontario, your job is safe.”

For nearly two years, almost everyone has been working remotely, but Jiang says the firm has provided all the tools and resources he needs to work effectively. “There have been a lot of creative things the firm has done to connect us with senior lawyers and mentors,” he says. “We have

Our people are our greatest asset.

Norton Rose Fulbright is thrilled to be one of Alberta’s Top Employers for 2022.

Law around the world nortonrosefulbright.com

had virtual group cooking classes and stand-up comedy shows, which are unique and fun ways to stay connected.”

As it contemplates a post-pandemic future, the firm is taking a cautious approach to bringing employees back to the office, guided in part by provincial

weeks, maternity leave top-up pay

regulations. “They’re being very thoughtful,” says Baskett.

“It is incredibly gratifying to know that our people feel supported, especially after the difficult transition to remote working,” Smith says. “I hope that many of us will be back working together in-person very soon." 

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ALBERTA’S TOP EMPLOYERS 2022

Tech spirit and strong mentoring power NovAtel to encourage and prepare more female employees who are interested in leadership for a leadership role. “The forum creates connections and is a great way for us to help and support each other,” says Busser of the 17 participants. “As a young woman in a tech industry, I’m always asking myself, what do we want to focus on and how can I help shape our initiatives?”

Despite our growing size and the fact that we’re a global company, we feel almost like a startup.

—Michael Ritter President and CEO  A NovAtel employee, an experienced wingsuit jumper and enthusiast, puts the company's sensor technology to the ultimate test.

I

n 2016, when University of Calgary geomatics engineering student Jennifer Busser was deciding where to do her 14-month internship, Calgary-based NovAtel Inc. was at the top of the list. “NovAtel is a big presence in engineering in Alberta, and one of the places to be if you want to work in Canada,” she says.

NovAtel is part of Hexagon, a global leader in sensor, software and autonomous solutions across industrial, manufacturing,

infrastructure, safety and mobility applications. Busser’s experience as a product verification engineer intern led to a permanent position in 2018. Her first role was as a technical marketing engineer, then the following year she became product manager, correction services.

“I love the technology but knew I wouldn’t be driven by writing code, so I worked closely with the HR team to find a good fit for me that would encompass the unique interests and passions I

want to bring to my career,” says Busser. “That’s the value of the internship.”

President and CEO Michael Ritter also places great value on NovAtel’s internship program, as well as other internal programs to develop their people. “Jennifer showed great talent as an intern and wrote a strong application to our Women’s Leadership Forum,” he says.

A new initiative, the Women’s Leadership Forum offers online classes, coaching and mentoring

Those initiatives are built on a spirit of collaboration, communication and inclusivity.

It’s something that Ritter, who joined NovAtel in his current role in 2009, has worked hard to maintain while employees have been working remotely during the pandemic.

Ritter was drawn to NovAtel’s R&D-centric culture and the fact that Hexagon has given him free rein as a leader. “My main role is mentoring and coaching people,” he says. “All of our senior leaders mentor two people a year, at all levels – sometimes I take three.”

Both before and during the

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ALBERTA’S TOP EMPLOYERS 2022

384

full-time staff in Canada

6

weeks, maximum vacation allowance

100%

job and career related tuition subsidies

100%

 NovAtel employees demonstrating their autonomous vehicle technology on the streets of Las Vegas.

pandemic, Ritter has prioritized strong communications. He has a blog and meetings where he addresses employee questions, and there are sessions where people can learn more about the business and different departments can introduce themselves to each other. “Despite our growing size

and the fact that we’re a global company, we feel almost like a startup,” he says.

Busser has certainly benefited from NovAtel’s global connections, travelling to Aberdeen, Scotland, and Boulder, Colo., for meetings prior to the pandemic.

At home, she typically starts

Leap ahead Advance your career with a world leader building the autonomous future. novatel.com

working between 7 a.m. and 8 a.m., taking meetings with the European teams, followed by afternoon meetings with her Calgary colleagues. “It’s really interesting to work with global teams and learn the history of the technology in other countries,” she says.

employer-paid health premiums

But while Busser appreciates NovAtel’s worldwide reach, she is grateful the company is based in her hometown – a city she wasn’t interested in leaving to look for a career. “It’s great to have such a strong tech leader in Calgary,” she says. “The tech spirit at NovAtel is really exciting.” 

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ALBERTA’S TOP EMPLOYERS 2022

PCL people take pride in building vital services The pandemic added another level of complexity to PCL’s in-hospital work. Over and above the rigorous constructionindustry regulations, PCL had to add such things as COVID-19 health-screening and masking restrictions. The pandemic also generated a greater sense of urgency to the work.

“Everyone saw very quickly that it was important to get the ICUs up and running ASAP,” Bhatti says. In fact, the new pediatric cardiac ICU they completed in the Mazankowski Alberta Heart Institute was immediately converted into a COVID-19 ward.

There’s a recognition of the importance and purpose of what you do.  Sohayl Bhatti has made a specialty of leading healthcare renovation projects at PCL Construction.

S

ohayl Bhatti was born prematurely and spent a few weeks in the University of Alberta Hospital’s Neonatal ICU in Edmonton. Three decades later he found himself in the same ward, but this time working to demolish it and replace it with a state-of-the-art NICU as a project manager for PCL Construction.

“What are the chances that you would end up doing something like that?” Bhatti says with his characteristic enthusiastic smile.

Bhatti has made a specialty of

leading renovations in healthcare facilities for the Edmonton-based construction giant. His work requires technical skill – but also diplomacy and solid judgment.

The renovations often are done in the heart of busy hospitals where medical staff can be performing difficult procedures and patients are trying to recover.

Bhatti has worked next to operating rooms, ICUs, even a sleep lab. It’s not just the noise of procedures, like cutting holes through concrete; the vibrations can be disruptive for doctors – such as

neurosurgeons in mid-operation.

“It’s definitely a lot to juggle,” he says about the careful nature of his job. “You’re working in a very complex environment, so I guess it makes it challenging, which can be fun.”

And hugely rewarding too.

“When you’re in the midst of a project, you’re working hard, there’s a million problems you’re trying to solve,” he says.

“But then at the end of it you realize it was worth it. There’s a recognition of the importance and purpose of what you do.”

— Sohayl Bhatti Project Manager

PCL employees gain satisfaction knowing that facilities they build support essential services in Alberta, says Mike Olsson, vice president of human resources and professional development.

“Our purpose is not only building infrastructure,” Olsson says.

“We’re building communities, and a better future.”

Another focus at PCL, which has offices across North America and Australia, is training and development. The company offers technical and behavioural training in many different forms, and leadership-development training

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ALBERTA’S TOP EMPLOYERS 2022

2,618

full-time staff in Canada

90%+

of salaried employees are owners

1,000+

completed healthcare projects

$8.7M

 PCL Construction is 100% owned by the salaried employees who work at the company.

to any employee who’s worked at PCL for over a year. “We really do believe in investing in our people.” Olsson says.

The pride staff take in their work is further fuelled by PCL’s employee share ownership program. All company shares are held by employees.

careers.pcl.com

“We want to have employee ownership for the next 100 or 200 years,” Olsson says. “We don’t want to think quarter to quarter, we want to think long-term.”

Bhatti says the employeeownership component means you’re not just there to collect a paycheque. “Everybody’s success

depends on the next person’s success,” he says. “So you will go out of your way to help another person.”

Similar concepts are at play in PCL’s community involvement and charitable initiatives.

The company’s participation in the annual United Way campaign

donated to charities last year

is “huge,” Bhatti says. Making staff feel like stakeholders in their work and part of their communities is pivotal – and motivational.

“Some member of your family might end up in the same room that you are building,” Bhatti says. “So it gives people that extra bit of incentive to do their best.” 

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ALBERTA’S TOP EMPLOYERS 2022

Pembina Pipeline prioritizes equity, diversity and inclusion This year, for example, Pembina donated $100,000 to TELUS World of Science in Edmonton to help connect Indigenous youth to their traditional knowledge and to spark interest in the natural sciences through land-based programs.

Pembina is also helping the Edmonton-based Women Building Futures (WBF) organization expand to the Grande Prairie Region. WBF’s training programs help Indigenous women and others break down barriers to the construction and driving trades.

 Pembina employees volunteering at Alexander First Nation Treaty Days Celebration.

O

ver the course of 20 years in the oil and gas industry, Berkley Jodoin, who is Métis, has suffered discrimination and endured racist stereotyping.

But since joining Calgary-based Pembina Pipeline Corporation in 2019, Jodoin says he has experienced just the opposite – acceptance and inclusion.

“I was hired on the basis of my skill set and knowledge — it’s never been about anything else,” says Jodoin, a maintenance planner/scheduler at Pembina’s Empress natural gas facility in Medicine Hat. “The pigmentation of my skin has never been part of the conversation.”

Jodoin recently participated in two panel discussions that are part of Pembina’s Conversations

4 Change, which over the past year brought Pembina employees together virtually every five weeks or so to discuss their lived experience as people who have, at one time or another, felt marginalized or excluded.

In the first panel discussion, marking National Indigenous Peoples Day, Jodoin joined Indigenous colleagues from other parts of the company to talk about their personal journeys.

“I talked about how, being Métis, it was sometimes hard to find a place to fit in,” says Jodoin.

“In the Indigenous world, they would look at me as Caucasian and in the Caucasian world they would look at me as Indigenous.”

The experiences of discrimination and tokenism recounted by his fellow panelists had a familiar ring for him.

“They had walked the same path as me,” says Jodoin. “It was the same story, just different words.”

The second panel discussion focused on mental health challenges.

“That one was really enlightening,” recalls Jodoin. “We had people on the panel with all kinds of issues, including anxiety, depression, PTSD and addiction.

I believe that discussion touched everyone in the company, because normally we’re all so quiet about these things.”

Jodoin credits Pembina for helping break the silence on subjects that can be uncomfortable to discuss. As an Indigenous person, he also appreciates the partnerships and initiatives Pembina has undertaken to support Indigenous communities.

We’ve really ignited a company-wide conversation about inclusion and the importance of recruiting and retaining diverse employees.

— Janet Loduca Senior Vice President, External Affairs & Chief Legal and Sustainability Officer

These initiatives, along with ‘Conversations 4 Change’, are all part of a larger and renewed focus Pembina is placing on environmental, social and corporate

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ALBERTA’S TOP EMPLOYERS 2022

2,264

full-time staff in Canada

100%

employer-paid health premiums, with family coverage

6

weeks, maximum vacation allowance

278

charities helped last year

 Berkley Jodoin, maintenance planner-scheduler at Pembina Pipeline.

governance (ESG).

“We’ve really ignited a company-wide conversation about inclusion and the importance of recruiting and retaining diverse employees,” says Janet Loduca, Pembina’s senior vice president, external affairs & chief legal and sustainability officer. “It’s only by

talking about these issues loudly and proudly that people can start to feel safe about being their authentic selves at work.”

Pembina has developed specific targets for reducing greenhouse gas emissions and improving workforce diversity – and has directly tied employee

compensation incentives to meeting those targets. The company is also advancing its equity, diversity and inclusion (EDI) strategy and will be building on the momentum from its 2021 EDI targets in 2022.

As a leading energy transportation and midstream service

provider, Pembina sees ESG as an essential part of its future growth.

“We are embedding the principles of ESG across our various business units and integrating them into our investment decisions,” says Loduca. “It’s becoming, quite simply, the way we do business.” 

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ALBERTA’S TOP EMPLOYERS 2022

PRIMED delivers for the nation in the pandemic “At the height of the pandemic, we had our PPE on six million people, or more, every day,” says Welsh. “We’ve never lived our purpose to a fuller extent than we did during COVID-19.”

The experience was also a deep source of pride for people like Taylor Davis, who worked for eight years overseeing face mask production before recently being promoted to marketing manager for PRIMED’s private label team.

We’ve never lived our purpose to a fuller extent than we did during COVID-19.

— David Welsh President and CEO  PRIMED team members at the Edmonton International Airport welcoming one of the many MD-11 air charters delivering face masks and gowns during the pandemic.

F

ew companies have been more directly impacted by the pandemic than Edmonton-based PRIMED Medical Products Inc. Already the primary supplier of personal protection equipment (PPE) for health-care workers in Canada, the pandemic required PRIMED to take manufacturing and delivery of its products to a whole new level.

“We magnified the volume of product we moved by almost ten-fold,” says president and CEO David Welsh. “We delivered just

short of a billion face masks into Canada during the pandemic as well as 1.5 billion examination gloves and hundreds of millions of isolation gowns.”

In addition to ramping up production at its facilities in China and Laos, PRIMED established a new domestic production plant in Cambridge, Ont., in record time. The tender for that facility was issued in the early summer of 2020 and by August PRIMED had settled on a site. First production from Cambridge came in December 2020 — the plant now employs some 100 people.

Post-pandemic, PRIMED expects the new facility to have sufficient capacity to fulfill all of Canada’s acute-care face mask requirements, with the ability to surge production significantly during emergency events.

“All of this required a heroic effort on the part of our entire staff,” says Welsh. “It was really impressive to see what our people could achieve.”

The COVID-19 crisis also accelerated the realization of a goal PRIMED had set for itself a few years ago – to protect six million people per day.

“We always knew the value of our products,” says Davis, “but I think that was just magnified whenever we’d look at the news and see our PPE being used by clinicians. It was incredibly rewarding to know we were helping keep health-care facilities functioning at such a critical time.”

Davis says the response of employees to the pandemic ties back to the company’s values.

“Agility has always been one of our core values – we are able to react quickly to the needs of our customers,” he says. “The trust we have for each other is another key value and this experience has

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ALBERTA’S TOP EMPLOYERS 2022

171

full-time staff in Canada

37

years, average age of all employees

54%

of employees are women

57%

 Employees at PRIMED's new manufacturing facility in Cambridge, Ont., celebrating the first shipment of Canadian-made face masks to Canadian hospitals.

just solidified relationships within the company even more.”

Welsh says that direct, continuous and transparent communication has long been an important part of PRIMED’s culture. In pre-pandemic times, he hosted quarterly “Dining With David” events where he assembled all

team members in one place, bought them lunch, updated them on the company’s latest goals and strategies and invited questions.

Similar sessions were held on a monthly basis during the pandemic, albeit virtually.

The company also uses a webbased tool known as ‘TINYpulse’

to poll anonymously employees on specific questions regularly. The feedback helps inform and guide decision-making.

While the work at PRIMED is fast-paced, Welsh says the company also puts a premium on fun.

“Even during the pandemic,

PRIMED.com/careers

of executive team are women

we’ve made sure we had a social activity every month,” he says.

“That’s included game show themes, dress-up events and even a virtual Christmas party where everyone received a homedelivered meal. We want this to be a place where people love to come to work.” 

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ALBERTA’S TOP EMPLOYERS 2022

The RAHF’s support extends beyond hospital walls – nine years. “I had come back after a long stint of being away from working – I had had two children in three years,” she says.

“I was nervous. I told my husband I didn’t have any experience anymore.”

Karmali called her former boss at RAHF to ask for a reference to help her slowly re-enter the workforce. Soon after, he called with a job offer. “There was so much flexibility,” she says. “I have a husband who travels quite a bit so they created a custom schedule for me so I could pick up and drop off my kids and still continue to work full time. It was fantastic.”

I feel very fortunate to be able to do this work.

— Rishma Karmali Development Associate  RAHF staff greets attendees at a breakfast 'meet and greet' in 2019.

W

hen Yuki Richardson started her first job at the Royal Alexandra Hospital Foundation (RAHF) over 15 years ago, she was a financial officer with a bachelor of commerce degree.

Since then, she has pursued and received her designation as a chartered professional accountant as well as earned an MBA,

and she’s currently working toward a doctorate in business administration – all fully paid for by the foundation.

“My boss here of 14 years was a businessperson and knew the importance of education,” says Richardson, now vice president of finance and operations and CFO. “In terms of professional development, the foundation is 100 per cent supportive. I’m really appreciative so I’ve tried

to work hard and be dedicated to this organization because it has supported me so much.”

The foundation supports several specialized centres and funds education, cutting-edge research and technologies as well as facility enhancements at the Edmontonbased Royal Alexandra Hospital.

Rishma Karmali is a development associate on the major gifts team who has worked at the Foundation for – cumulatively

That kind of consideration runs through the organization, both women say. “People respect each other and care for each other,” says Richardson. “If something happens in someone’s family, we all come together for support. It’s that kind of spirit here.”

When the executive team saw employees working so hard but struggling mentally during the COVID-19 pandemic, they gave everyone every Friday off with pay during July so they could enjoy a little more summertime.

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ALBERTA’S TOP EMPLOYERS 2022

25

full-time staff in Canada

72%

of employees are women

100%

of executive team are women

6

weeks, maximum vacation allowance

 RAHF staff attending a 2019 gala celebration.

“We appreciate the staff, and they appreciate us back by working hard,” she adds. “So it’s a win-win.”

The work of RAHF itself, both for the hospital and for the community at large, keeps everyone engaged. “Especially during COVID-19, the hospital

needed a lot of things, so we tried to accommodate,” Richardson explains. “We have a robust procedure for approving funding, and sometimes the volume of work is immense. But when we can see how much it’s appreciated, how much of a difference it’s made, it’s worth it.”

Part of the foundation’s purpose is to fundraise for initiatives outside the hospital walls. Those have included a program to help educate people of different backgrounds about heart health, one for at-risk women, and an Addiction and Mental Health Access 24/7 service centre for the

community.

Karmali fundraises specifically for the neonatal intensive care unit and has contact with donors; she sees the impact of their dollars. “It’s near and dear to me,” she says. “I feel very fortunate to be able to do this work. I do feel like I’m making a difference.” 

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ALBERTA’S TOP EMPLOYERS 2022

Rümineers can forge their own future at Rümi comprehensive and well-designed onboarding process has made for soft landings. “There are key stages in a 12-month journey,” says Murray. “The first stage is pre-Day 1, where we get new people excited and ready to be productive whether it’s from home or in the office.”

 Caring and collaborative leadership in action at Rümi.

A

s a startup company, officially launched in June 2021 in the depths of the COVID-19 pandemic, Calgary-based Rümi can’t offer its employees – or Rümineers, as they’re known – straightforward, traditional career paths.

But that’s part of the excitement, says Nicole Murray, Rümi’s champion, people and culture.

“We tell people in their interviews that they’re going to be able to forge new paths,” Murray says.

“There are lots of unique opportunities across our lines of business.”

Rümi – pronounced roomie – is a subsidiary of ATCO Ltd., a

75-year-old pillar of Alberta’s corporate community. Rümi offers a remarkably wide range of services and products to both businesses and homeowners through three different business lines.

The company contracts with carefully selected outside firms to deliver everything from lawn and yard care to carpet cleaning, interior and exterior painting and electric vehicle charger installations. It markets through online sales a whole suite of products for home or business. Rümi also sells heating through ATCOenergy as well as meals, virtual cooking classes and specialty catering through its Blue Flame Kitchen.

“We exist to make people

happy in the places where they live or work,” says Sarah Francis, vice-president, people and customer engagement.

Launching during the pandemic presented some big challenges, Francis notes, but that hasn’t held the company back. In fact, it added 90 new Rümineers to the payroll between November 2020 and November 2021.

“Talented people have lots of opportunities these days, but we’ve been able to attract some incredible talent because we’ve got exciting and aspirational plans, and we’re backed by a long-established company,” says Francis.

Many new hires have had to join the company virtually, but a

We’ve been able to attract some incredible talent because we’ve got exciting and aspirational plans, and we’re backed by a long-established company.

— Sarah Francis Vice-President, People and Customer Engagement

The next stage is called moving week in which they are welcomed to their team and get briefed on the “need to knows,” as Murray puts it. From there it’s on to Rümi 101 where new recruits meet their peers throughout the organization.

In between the formal stages, there are opportunities for interaction through virtual coffee chats and exchanges through another channel called the virtual ‘Water

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ALBERTA’S TOP EMPLOYERS 2022

123

full-time staff in Canada

7,261

job applications received last year

47%

of managers are women

6

weeks, maximum vacation allowance

 Rümineers demonstrating their fierce and friendly Rümi spirit.

Cooler’.

“We want people to build their careers with us,” says Murray, adding: “There are lots of opportunities to advance across our lines of business because they’re so diverse.”

Over the past year, the company has staged regular lunch and

learns to take advantage of that diversity. Product and service managers from various areas of the business have shared their expertise with their colleagues.

Rümi also holds ‘Positive Energy Week’, an annual event in which internal and external guest speakers present to encourage

MAKING PEOPLE HAPPIER WHERE THEY LIVE AND WORK.

ongoing personal development and expanded knowledge.

The company has gone to great lengths to keeps its employees and teams connected while working remotely, and now is focused on a post-pandemic future.

“Collaboration is one of our core values and we truly believe that in

order to have effective collaboration there is a need to be in the office face to face,” says Francis.

“We’re headed toward what we’re calling a dynamic workplace, with a positive synergy between being able to work from home and also having Rümineers in the office a couple of days a week.” 

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ALBERTA’S TOP EMPLOYERS 2022

Innovative SAIT maintains its entrepreneurial spirit been huge,” says Juliano. “We’ve seen all departments and all aspects of our organization come together to ensure that we continued to deliver on our academic mission, which is to offer students the opportunity to improve their education and contribute to society.”

The innovation and ingenuity of individual instructors was critical to that effort.

 SAIT is a polytechnic post-secondary institution with a century-long tradition of applied, hands-on learning.

I

n normal times, Carrie Petri’s role as a donor relations officer with the Southern Alberta Institute for Technology (SAIT) is intensely interactive.

In addition to working with the team on events for SAIT donors and alumni, Petri could often be found volunteering at student orientation booths or giving new instructors campus tours.

Indulging her personal passion for singing, she even auditioned the students who sang “O Canada” at annual convocation ceremonies.

The pandemic changed all that.

For the past 18 months, Petri has worked remotely out of the former crafts room in the basement of her

Calgary home. The last time she was on campus, at a point when students were still taking most of their classes virtually, Petri had an epiphany about what made her job so special.

“I realized that it’s mostly about the energy the students, faculty and staff bring to campus,” she says. “I really look forward to getting back to that.”

For SAIT, a polytechnic post-secondary institution with a proud, century-long tradition of applied, hands-on learning, the pandemic posed a significant learning curve. Yet within a week of the March 2020 COVID-19 shutdown, SAIT had successfully shifted the vast majority of

classes – including for automotive technicians, respiratory therapists and the culinary arts – to virtual delivery.

Starting this fall, most classes resumed in-person, though many support staff continued to work remotely.

“I can’t begin to express how proud I am of how this organization has responded,” says Greg Juliano, associate vice president, employee services. “It’s a great example of seeing SAIT’s values in action.”

Those values include collaboration, accountability, excellence and a focus on student-first service.

“The collaboration piece has

This is a dynamic place that draws on the best traditions of both the academic world and the private sector.

— Greg Juliano Associate Vice President, Employee Services

“Some of them have gone out and engaged with virtual and augmented reality tools that have transformed the way our courses can be delivered,” says Juliano.

“This will allow us to continue to offer learnings in a more flexible way going forward.”

That innovative streak is reflective of the entrepreneurial spirit that attracted Juliano to SAIT in the first place.

“Post-secondary institutions often have a reputation of being,

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ALBERTA’S TOP EMPLOYERS 2022

1,317

full-time staff in Canada

8,200+

job applications since July 2021

49

years, longest-serving employee

44%

 SAIT offers students the opportunity to improve their education and contribute to society.

old, stodgy and resistant to change,” he says. “But that’s not SAIT at all. This is a dynamic place that draws on the best traditions of both the academic world and the private sector. We’ve forged strong connections with industry which help us deliver for our students and our community.”

A prime example is SAIT’s recently launched School for Advanced Digital Technology (SADT), which aims to produce work-ready graduates for Alberta’s rapidly evolving digital economy.

Petri, who joined SAIT 12 years ago as an administrative assistant,

credits the institution with nurturing her career and allowing her to advance to her current position with donor and alumni relations.

“I’ve always worked as part of a very supportive team,” she says.

“No matter what your job title is, you are always encouraged to be a voice around the table and you are

of managers are women

surrounded by people who strive to bring out the best in you.”

There is also a sense of common purpose.

“Whatever our role is, we are all working together for the same reason,” says Petri. “We all want our students to succeed and have the best experience possible.” 

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UFA shows the true meaning of diversity and inclusion rate of underemployment in the country, Bolton observes, because of barriers beyond their control.

Unlike UFA, few employers provide coaching, mentoring and educational support to adults with developmental disabilities, which further impedes their long-term success.

 Jaclyn Curd of Inclusion Alberta joined the UFA human resources team and was able to quickly move into an expanded position where she is learning new skills and taking on increasing responsibility.

aclyn Curd felt apprehensive when she arrived last year for an interview at the head office of UFA Cooperative in Calgary. She had accommodated her developmental disability with enough success to enroll in classes at Mount Royal University, but the prospect of a job interview still felt intimidating.

Fortunately, UFA was working with an advocacy organization called Inclusion Alberta, which had already supported Curd in pursuing a university education and was now supporting her in landing a job at the organization.

It helped that UFA’s head office is only a stone’s throw across Richard Road from the familiar

territory of her university campus.

“Inclusion Alberta helped ensure that we had everything in place to set Jaclyn up for success, from her physical working space to her onboarding training,” says Scott Bolton, president and CEO. Founded as United Farmers of Alberta in 1909, UFA is a member-owned agricultural co-operative that supplies petroleum, crop, livestock, building products and services through 34 supply stores in Alberta and 111 petroleum agencies in Alberta, B.C. and Saskatchewan.

“Being a co-operative means that UFA is guided by cooperative principles, which include working together for the benefit of all,” says Bolton.

“When we say for all, we believe

it needs to include people with developmental disabilities.”

At UFA, Curd’s duties include supporting the human resources team with employee recordkeeping. Recently, her responsibilities expanded to the management of learning and development data entry.

“My teammates at UFA have been very welcoming,” she says.

“They communicate with me often, and they treat me with respect when I’m at work.”

As Curd settles into her role at UFA, she not only derives a sense of satisfaction from her work, she also demonstrates the rewards of hiring individuals with developmental disabilities.

People with developmental disabilities have the highest

UFA is guided by co-operative principles, which include working together for the benefit of all.

When we say for all, we believe it needs to include people with developmental disabilities.

— Scott Bolton President & CEO

“The underemployment rate of close to 80 per cent for people with developmental disabilities is unacceptable,” says Bolton.

“We have a corporate and social responsibility to change that statistic.”

Bolton himself knows first-hand the importance of opportunity and inclusion for people with

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ALBERTA’S TOP EMPLOYERS 2022

821

full-time staff in Canada

18,444

job applications received last year

6

weeks, maximum vacation allowance

400

 UFA human resources members meet for a team lunch in their newly renovated lunchroom at their Calgary office.

developmental disabilities. “As a parent of a child with developmental disabilities, I have high hopes that my son will one day be able to use his gifts, talents, experience and passions in a job that allows him to contribute to his community.”

At UFA, the co-operative is

enhanced and enriched by the diversity of its staff, Bolton says.

“People with different backgrounds, abilities, and interests all bring something unique and contribute to the richness of society,” he says. “True inclusion is the premier way to make this happen.”

Curd is now one of two employees hired through Inclusion Alberta at UFA this year.

“Waking up every day knowing that I’m doing something that is work-related in my life is very important to me,” she says. “In fact, working at UFA has been life-changing for me.”

charities helped last year

During the pandemic UFA was classified as an essential industry, to which Curd took pride in contributing her talents. As for the future, she may use her experience at UFA to further her ultimate goal of becoming a social worker.

“I want to make a difference,” she says. 

IT’S MORE THAN A LIVING. LIVING. IT’S A LIFE.

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Western Financial Group develops local talent “There was a lot of fear about the pandemic, especially at the beginning,” says Young. “But really, Western never missed a beat. They implemented additional sick days to give people peace of mind. They gave us all the tools we needed to keep both our employees and customers safe.

And they never stopped communicating with us and keeping us informed.”

Improving the lines of communication had been a top priority for Kenny Nicholls when he took over as Western’s president and CEO in 2016.

Ours is a very strong culture that continues to get even stronger.  Employees from the High River branch of Western Financial Group taking time out to raise money for charity.

F

rom the time Melissa Young started work as a receptionist in 2014 for Western Financial Group in her hometown of Wainwright, she knew she wanted to play a leadership role. Today, she is doing just that.

As a leader, personal lines, sales and service centres, in Wainwright, Young oversees seven Western Financial branches in the region.

“The opportunity to run multiple locations for a large organization is not something I

would have thought possible to do from Wainwright,” she says.

“But at Western, I’ve found that there are no boundaries if you are passionate about what you want to do and willing to work toward it.”

Based in High River, Western operates in 184 locations across Canada, many of them situated in small towns or rural settings. The company, which provides both personal and business insurance, prides itself on recruiting local talent and grooming them for success.

For Young, Western’s manage-

ment program for future leaders proved to be a turning point.

“It was just a really good opportunity to learn the leadership style of Western and to network with people across the organization,” she says. “You work with an assigned coach who helps challenge you and build your skill set as a leader.”

The COVID-19 pandemic presented a unique challenge for Western, especially since some 1,300 of the company’s 1,800 employees continued to serve customers at front-line branches across Canada.

— Lisa Osachoff Chief People & Culture Officer

“I knew that one of the key drivers of our success hinged on our ability to improve full-circle feedback at all levels of our organization,” he says.

Nicholls began hosting quarterly town halls and encouraged a much higher level of communication and transparency between leaders and employees. He says those practices served the company well when the pandemic hit, even if many of the discussions had to be done online.

“Based on the feedback from employee surveys and the discussions we’ve had through town halls, virtual chats or conferences,

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ALBERTA’S TOP EMPLOYERS 2022

1,756

full-time staff in Canada

74%

of managers are women

170

charities helped last year

$500,000+

raised for Western Communities Foundation

 Western Financial Group team members celebrate Pink Shirt Day.

our people are genuinely appreciative of our efforts,” says Nicholls.

“This mutual respect and understanding allows our teams to maintain a culture we can all be proud of as we work together to bring our vision to life.”

Lisa Osachoff, Western’s chief people and culture officer, says

she has been particularly moved by the commitment of employees to provide a high quality of service to customers through challenging times.

“I just know how much our front-line people have gone through during the pandemic,” she says. “We’ve been tested, but

we’ve proven to be up to the task.

Ours is a very strong culture that continues to get even stronger.”

Part of that culture is about giving back through the company’s charitable arm, the Western Communities Foundation, which regularly provides infrastructure grants to support local projects as

well as post-secondary bursaries for deserving high school students.

“Our branch employees are so close to the communities where they work and live,” says Osachoff. “So it really makes a difference when they can help contribute to the well-being of their neighbours.” 

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WCB-Alberta looks for ways to support each employee accommodating and friendly, and the communication is really good.”

Part of Xerri’s role is helping new employees adapt to their positions. “Even when they’re still in training, we reach out to invite them to team meetings and ice-breakers where everybody introduces themselves,” she says.

“It’s a lot of fun, and it creates opportunities for new staff to meet others from the office. There are lots of opportunities for people to feel they’re part of a team and not isolated at home.”

 When COVID-19 arrived, WCB-Alberta adjusted their benefits programs to provide more support to employees who were alone or had difficulty coping with effects of the pandemic.

A

ccording to Roxy Shulha-McKay, vice-president of employee and corporate services at Workers’ Compensation Board–Alberta, the warm, family-like culture at WCB is what has kept its business strong and its employees healthy and connected during the COVID-19 pandemic.

“We have this incredible sense of community and connection that we’ve been able to maintain and even grow during

the pandemic, while working virtually,” says Shulha-McKay, who’s been at WCB for nearly 30 years. “I think year one was about figuring out how to work virtually and making sure our customers were still being served, and year two has been about improving customer service while really building connections with our staff.”

To that end, Shulha-McKay texts her employees regularly to check in and hear about their concerns, and hosts virtual meetings where everyone has the

opportunity to ask questions of senior staff. “And we’re very genuine with our answers,” she says.

“If we’re able to do things, we do them; if we can’t, we explain why.

People really appreciate that.”

Amy Xerri, a manager’s assistant in customer service, values that openness. “I feel like I’m able to go and talk to anybody about anything,” she says. “I get a lot of support if any issues come up – somebody’s always willing to help out, whether they’re a manager or a co-worker, even in different departments. Everyone’s just so

I’m proud that we’ve kept our heart as an organization, and our feeling of family and connection to each other.

— Roxy Shulha-McKay Vice-President, Employee and Corporate Services

Xerri also appreciates the “random recognition” she occasionally receives, like gift cards for going above and beyond. “I always feel recognized and supported.”

During the pandemic, ShulhaMcKay and her team identified the employees who needed extra support and figured out ways to

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ALBERTA’S TOP EMPLOYERS 2022

1,802

full-time staff in Alberta

13,797

job applications received last year

58%

of managers are women

7

 At its Millard Health rehabilitation centre, WCB-Alberta combined safe in-person services for clients with online exercises.

provide it, from expanding the employee benefits plan to holding virtual European tours, hosting comedy hours and delivering meals to the family of an employee who spent time in hospital after a life-altering accident.

“We looked at who was alone, who doesn’t have family to fall

back on, and who may not be at their best when they are juggling work, school and kids all at home,” she says. “Some families lost an income-earner or just need more support during the pandemic. So we’re offering more flexibility in our benefit programs to try to take some of those

burdens away.”

WCB employees support 15 charities through the payroll giving program, as well as team-directed events such fundraiser walks and runs, food bank drives and shelter collections during the year. The company has also recently partnered with

Working for a safe, healthy, strong Alberta Workers’ Compensation Board – Alberta find out more at wcb.ab.ca/about-wcb/careers

weeks maximum vacation allowance

Edmonton’s NorQuest College to provide workplace opportunities for autistic youth.

“I’m proud of the programs we support,” says Shulha-McKay. “And I’m proud that we’ve kept our heart as an organization, and our feeling of family and connection to each other.” 

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 23rd 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/2023 Applications for our 2023 competition will be released in February and must be returned by April.