Alberta's Top Employers (2024)

 Tuition subsidies,

FAIRMONT

mentoring and leadership development in hospitality are just a few benefits employees enjoy at Fairmont Banff Springs Hotel, one of this year's winners.

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

B Y ATTRACTING TALENT:

MEDIACORP

Raising the bar in the search for talent

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LIST OF WINNERS:

Alberta’s Top Employers (2024)

6

GETTING CREATIVE:

Skilled trades jobs are in high demand

14

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ALBERTA’S TOP EMPLOYERS (2024) SPONSOR CONTENT

ALBERTA’S TOP EMPLOYERS 2024 MAGAZINE Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

ROTH&RAMBERG/ENBRIDGE

Stephanie Leung, EDITOR

Chantel Watkins, ASSISTANT EDITOR

Juliane Fung, RESEARCH EDITOR

Sonja Verpoort, RESEARCH ASSISTANT

Cypress Weston, RESEARCH ASSISTANT

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

MANAGER, PUBLISHING

Chariemagne Kuizon, JUNIOR COORDINATOR

Vishnusha Kirupananthan,

SENIOR BRANDING & GRAPHIC DESIGNER

Sabrina Wu,

SENIOR CONTENT & PUBLISHING SPECIALIST

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bethune Sara King-Abadi Deb Bourk Allison Lawlor Abigail Cukier Tom Mason Mary Dickie Rick Mcginnis Patricia Hluchy Kelsey Rolfe Diane C. Jermyn Diane Sims

© 2024 Mediacorp Canada Inc. and Postmedia.

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

 Calgary-based Enbridge provides employees with paid time off (up to 16 hours each year) to volunteer with local non-profit organizations and charitable causes.

A

lberta is Calling, says the advertising campaign that’s been widely viewed across Canada. And for good reason: Alberta saw record migration into the province last year, yet its unemployment rate is back down to the levels last seen before the pandemic. Employers are having difficulty finding and retaining the staff needed to keep their operations running and expanding.

Skilled trades shortages in the province are particularly acute (see p. 14), with most employers casting their recruitment net further and further afield. Alberta’s tight labour supply is an immediate concern, but looming demographic changes make it certain that, as current skilled tradespeople retire, there won’t be enough trained young people to take their place.

Faced with these recruitment challenges, employers in Alberta are doubling down on their value proposition to prospective and current employees. They are looking at the HR best-practices at top employers across the country, then adopting (or even improving) these perks and benefits for their own workplaces. Increasingly, their competitors for top talent aren’t just other recruiters in Alberta, but employers across Canada.

For job-seekers, the ‘Alberta Advantage’ is all good news: average wages in the province are the highest in Canada, while living costs are a fraction of what residents spend on housing and transportation in cities like Toronto or Vancouver. Combine that with more family-friendly workplaces in a spectacular natural setting and you can see why Alberta’s ad campaign is succeeding.

This year marks our 19th edition of Alberta’s Top Employers, a project that has grown more competitive with each edition. This year’s announcement magazine is our largest yet: look through its pages to discover remarkable stories and images from the organizations that lead the province in creating exceptional workplaces and working conditions for their employees.

For each of this year’s winners, our editors have published detailed reasons for selection explaining why they were chosen. You can read these on the competition homepage at: www.canadastop100.com/alberta If your organization would like to be considered for next year’s Alberta’s Top Employers competition, please contact our editorial team at: ct100@mediacorp.ca – Tony Meehan

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ALBERTA’S TOP EMPLOYERS (2024)

MNP

SPONSOR CONTENT

 MNP helps employees who want to start a family with maternity and parental leave top-up and adoption assistance (to $10,000 per child).

Alberta’s Top Employers raise the bar amid competitive labour market

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‘No one is resting on their laurels’ aren Cooper has seen plenty of changes within Alberta’s labour market over the past decade.

The Calgary-based partner and national vice-president of human capital at MNP notes employees are placing unprecedented value on things such as purpose, well-being, diversity and inclusion.

The shift over the past year, however,

has been seismic, encouraging employers such as MNP to go all in when looking to attract and retain talent.

“Over the last 10 years, we’ve gone from having a few dedicated resources in recruitment to having more than 25. It’s really been about building our capabilities to hire our workforce for the future,” she says.

MNP is not alone. The first-time applicant and winner of Alberta’s Top

Employers competition joins a list of companies continuing to raise the bar, say organizers of the annual competition.

“No one is resting on their laurels,” says Richard Yerema, executive editor at Canada’s Top 100 Employers, the national project which organizes the Alberta competition.

The annual list of top employers recognizes organizations that offer exceptional human resource programs.

The winners are chosen based on the same criteria as the national competition, including: the work environment; work and social atmosphere; health, financial and family friendly benefits; vacation and time off; employee communications; performance management; training and skills development; and community involvement.

Some of the common priorities among this year’s winners are flexible work

ALBERTA’S TOP EMPLOYERS (2024) SPONSOR CONTENT

options, robust time-off policies and mental health support.

“One of the key things we’ve seen people seeking more of is total rewards: the entire package of base compensation and other prerequisite benefits. It’s been a noticeable shift, post-pandemic, that we hadn’t seen in years past,” says Cooper.

Kristy Haider, director of talent strategy at MNP, adds, “they want to know not only their compensation when they walk in the door, but also going forward. And they want to feel those numbers really match where they feel their market value is.”

Candace Newman, vice-president of human resources at Cenovus Energy, agrees the fight for top talent is at an all-time high. As a result, the company, also a first-time Alberta Top Employer winner, has been similarly purposeful in its recruitment and retention efforts.

“We’ve had a couple opportunities recently where we’ve intentionally looked at ourselves in the mirror and asked, ‘What do we want to emphasize moving forward to make this a place people want to work for?’” she says.

To that end, the company has invested in programs such as monthly Mental Health Matters programs, diversity networks, annual employee giving campaigns and a new leadership development strategy that launched last year.

“All of these things come together and, in a meaningful way, are the strength of the Cenovus value proposition,” she says.

PCL Construction’s value proposition of being employee-owned has largely remained the same over the years. Yet the way the company is seeking new talent continues to evolve.

“We’re in the same spot that every organization is. There is a talent shortage globally,” says Jaime McGavin, director of talent and DE&I for PCL, which has been named an Alberta Top Employer for 15 consecutive years.

“So, we’re not sitting back anymore.

We’re not waiting. We’re bringing in talented individuals from around the globe, while leveraging tools to continuously mine for new individuals.

“And what do we want to tell the world about PCL? When you walk in that door, we have so many options for you to find your sense of purpose and your career fulfillment.”

– Jamie Zachary

H.MARIE/CENOVUS

Continued

 Cenovus Energy offers long-term peace of mind, covering premiums for health benefits for retirees, with no age limit.

PCL

AT TRACTING TALENT

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 PCL supports skills building with an online training app and the PCL College of Construction development program.

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ALBERTA’S TOP EMPLOYERS (2024)

PEMBINA PIPELINE

SPONSOR CONTENT

2024 WINNERS  Pembina Pipeline reaches out to the next generation of employees by offering summer employment, paid internships and apprenticeship programs.

The following organizations have been chosen as Alberta’s Top Employers for 2024 (employee counts refers to full-time staff):

A

BSORB SOFTWARE INC., Calgary. Learning management systems; 298 employees. Offers three weeks of starting vacation allowance, moving to four weeks after only two years on the job.

AGRICULTURE FINANCIAL SERVICES CORPORATION / AFSC, Lacombe.

Insurance and lending for agriculture producers; 483 employees. Encourages employees to adopt healthy habits through a dedicated Balance program with incentives for participation.

ALBERTA BLUE CROSS, Edmonton.

Health and medical insurance carriers; 1,275 employees. Extends health benefits to retirees, with 50 per cent premium coverage and no age limit.

ALBERTA GAMING, LIQUOR & CANNABIS / AGLC, St. Albert. Provincial crown corporation, gambling, liquor and cannabis regulation; 1,079 employees.

Recognizes employee success through Superstar Awards, providing recipients with a gift card that can be used for a vendor or charitable donation of their choice.

ALBERTA HEALTH SERVICES / AHS, Edmonton. Healthcare services; 49,522

employees. Supports ongoing development through an online learning portal called MyLearningLink, with over 3,600 distinct courses.

ALBERTA INNOVATES, Edmonton.

Economic development programs; 436 employees. Revised its top-up policy to better support new mothers, providing maternity and parental leave top-up of 100 per cent of salary for up to 26 weeks.

ALBERTA INVESTMENT MANAGEMENT CORPORATION, Edmonton. Provincial crown corporation, investment management services; 592 employees. Provides generous coverage for mental health care as part of its benefits

plan, to $5,000 annually.

ALBERTA MUNICIPALITIES, Edmonton.

Business associations; 101 employees.

Encourages lifelong learning with tuition subsidies for courses taken externally, with no set annual maximum.

ALBERTA PENSIONS SERVICES CORPORATION / APS, Edmonton.

Pension funds; 323 employees. Offers up to 16 personal leave days per year, which can be used for medical appointments or to attend to personal and family matters.

ALBERTA SCHOOL EMPLOYEE BENEFIT PLAN / ASEBP, Edmonton.

Employment benefits plan administration; 190 employees. Provides health spending

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ALBERTA’S TOP EMPLOYERS (2024) SPONSOR CONTENT

account credits equivalent to one per cent of employees’ annual salary or $50 per month, whichever is higher.

ALBERTA SECURITIES COMMISSION / ASC, Calgary. Provincial government, financial regulation services; 245 employees. Offers a transportation allowance of up to $110 per month that can be used to cover all costs of commuting, including transit passes, gas, and parking.

ALBERTA TEACHERS’ ASSOCIATION, THE / ATA, Edmonton. Professional organizations; 145 employees. Helps employees save for the future with generous contributions to a defined benefit pension plan.

APPEALS COMMISSION FOR ALBERTA WORKERS’ COMPENSATION, Edmonton. Administration of human resource programs; 85 employees. Provides five days off during the winter holidays, in addition to three weeks of starting vacation.

AQUATERA UTILITIES INC., Grande Prairie. Waste management services; 164 employees. Hosts a quarterly healthy mind podcast to support employee well-being.

ATCO GROUP, Calgary. Energy, transportation and infrastructure development; 5,350 employees. Provides discounted home and auto insurance as well as discounted auto lease rates to help employees save a little extra on their expenses.

B

ENNETT JONES LLP, Calgary.

Law firms; 973 employees. Offers generous referral bonuses of up to $5,000 as an incentive for employees to recruit candidates from their personal networks.

BLUEARTH RENEWABLES INC., Calgary. Renewable power generation; 118 employees. Introduced a personal care time program to provide five additional flex days for employees to use for personal matters.

BOARDWALK REIT, Calgary. Real estate investment trusts; 1,550 employees.

Matches employee donations dollar for dollar to a maximum of $1,000 per year.

BOW VALLEY COLLEGE, Calgary.

Post-secondary education; 624 employees.

Offers a flexible spending account to enable employees to opt for additional benefits coverage, cover wellness expenses, distribute to an RRSP, or take as cash.

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ALGARY AIRPORT AUTHORITY, THE, Calgary.

Airport operations; 280 employees. Offers leave with pay for family-related responsibilities, up to 37.5 hours per year.

ALBERTA MUNICIPALITIES

Continued

CALGARY POLICE SERVICE, Calgary.

Police services; 3,110 employees.

Headquarters features the convenience of onsite health services, including massage and physiotherapy.

CALGARY ROMAN CATHOLIC SEPARATE SCHOOL DISTRICT, Calgary. Elementary and secondary schools; 4,985 employees. Offers retirement planning assistance to help employees prepare for the future.

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

Health care; 126 employees. Maintains a generous time-off policy of four weeks of starting vacation allowance, moving to five weeks after five years on the job.

CANADA ENERGY REGULATOR, Calgary. Federal government, regulation of the oil, gas, and electric utility industries; 559 employees. Supports employee endeavours to pursue additional education with paid leave of up to 52 weeks.

 Alberta Municipalities provides tuition subsidies for external courses, with no annual maximum.

ROTH&RAMBERG/ASC

2024 WINNERS

CANADIAN PACIFIC KANSAS CITY / CPKC, Calgary. Railroad transportation; 10,067 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.

CAPITALCARE GROUP INC., Edmonton.

Residential care facilities; 619 employees.

Increased paid personal days from six to 10 days to better support employees in balancing work and their personal commitments.

CENOVUS ENERGY INC., Calgary. Crude petroleum and natural gas extraction; 5,109 employees. Extends health benefits to retirees, offering 100 per cent premium coverage with no age limit.

CF INDUSTRIES, Medicine Hat. Fertilizer marketing and distribution; 208 employees. Created a dedicated well-being program with gift cards as incentives for participation.

CLAYSTONE WASTE LTD., Ryley.

Waste management services; 65 employees. Manages a grant program to provide funding to local not-for-profit

 Employees at the Alberta Securities Commission receive a transportation allowance (up to $110 per month) to cover commuting costs, such as transit passes, gas, and parking.

ALBERTA’S TOP EMPLOYERS (2024)

EPCOR

BOW VALLEY COLLEGE

SPONSOR CONTENT

PHOTOS (CLOCKWISE FROM TOP): 1. Dr. Maurice Manyfingers joined Bow Valley College as director of Indigenous relations and reconciliation last year.

2. An EPCOR Utilities technologist monitors water quality.

3. Gibson Energy invests in employee well-being, providing up to $15,000 for mental health services for staff and their dependents.

GIBSON ENERGY

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ALBERTA’S TOP EMPLOYERS (2024) SPONSOR CONTENT

community organizations.

CONVERGINT TECHNOLOGIES LTD., Calgary. Computer systems design services; 737 employees. Offers generous tuition subsidies for job-related courses taken externally, to a maximum of $5,000.

COVENANT HEALTH, Edmonton.

Healthcare and continuing care services; 2,867 employees. Provides phased-in work options to employees approaching retirement, allowing them to gradually reduce their hours.

D

ENTONS CANADA LLP, Calgary. Law firms; 1,415 employees. Offers exceptional maternity and parental leave top-up for new parents, to 100 per cent of salary for up to 26 weeks.

DIRECT ENERGY CANADA, Calgary.

Electricity, natural gas and energy-related services; 166 employees. Supports employees who want to start a family with maternity and parental leave top-up, to 80 per cent of salary ranging from 25 to 50 weeks.

E

DMONTON CATHOLIC SEPARATE SCHOOL DIVISION, Edmonton. Elementary and secondary schools; 4,352 employees. Encourages employees to prepare for the future with retirement planning assistance.

EDMONTON REGIONAL AIRPORTS AUTHORITY, Edmonton. Airport operations; 271 employees. Maintains a pet therapy program to help relieve stress throughout the workday.

ENBRIDGE INC., Calgary. Energy infrastructure; 7,634 employees. Provides employees with up to 16 hours annually to volunteer with non-profit organizations and charitable causes.

ENMAX CORPORATION, Calgary.

Electric power distribution; 1,626 employees. Volunteered over 4,600 hours on company time in the past year and matches employee donations dollar for dollar, to a maximum of $1,200.

ENVERUS, Calgary. Software; 279 employees. Maintains a flexible time-off policy with no set maximum.

EPCOR UTILITIES INC., Edmonton.

Electric power distribution and water treatment services; 2,900 employees. Head

office employees have access to an onsite fitness facility that offers instructor-led classes and access to personal trainers.

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AIRMONT BANFF SPRINGS, Banff. Hotels; 1,044 employees.

Employees can take advantage of the company’s destination travel program to receive significant discounts on hotel rates and food and beverage.

FLUOR CANADA LTD., Calgary.

Engineering services; 1,418 employees.

Offers a flexible health benefits plan that enables employees to allocate credits to health and wellness spending accounts, salary or additional savings, or to additional paid time off.

FORTISALBERTA INC., Calgary. Electric power distribution; 1,184 employees. Offers academic scholarships to children of employees who are interested in postsecondary studies, to a maximum of $1,500 per year.

G

IBSON ENERGY INC., Calgary.

Oil and gas distribution; 469 employees. Invests significantly in the mental well-being of its workforce, providing coverage of up to $15,000 for mental health services for employees and eligible dependents.

IMPERIAL OIL

Continued

 Imperial Oil employees at the Strathcona Refinery in Sherwood Park.

GILEAD ALBERTA ULC, Edmonton.

Pharmaceutical manufacturing; 515 employees. Cultivates an ownership mentality through a share purchase plan, available to all employees.

GRAHAM GROUP, Calgary. Industrial, commercial and institutional building construction; 2,044 employees. Manages a dedicated graduate program to develop future talent pipelines.

I

MPERIAL OIL LIMITED, Calgary.

Oil and gas production and distribution; 5,300 employees.

Extends health benefits to retirees, with 65 per cent premium coverage and no age limit.

INTEGRATED SUSTAINABILITY CONSULTANTS LTD., Calgary.

Environmental and engineering services; 80 employees. Lets everyone share in the company’s success through a profit-sharing plan, available to all employees.

INTER PIPELINE LTD., Calgary.

Petroleum transportation, storage and natural gas liquids processing; 1,120 employees. Provides 12 paid flex days to help employees balance work with personal and family commitments.

D.WATT/ NOVATEL

2024 WINNERS

 Satellite communications provider NovAtel encourages employees to build retirement savings with matching RSP contributions.

10

Continued

EYERA CORP., Calgary. Crude petroleum and natural gas extraction; 1,094 employees.

Donated over 6,800 volunteer hours on company time over the past year.

AFARGE CANADA INC., Calgary.

Concrete manufacturing; 6,986 employees. Provides financial bonuses upon successful completion of some professional accreditations, such as engineering or accounting designations.

LAKELAND COLLEGE, Vermilion.

Post-secondary education; 304 employees.

Offers a number of on-campus amenities, from the college’s fitness facilities with yoga and swimming classes, to a campus spa and salon with discounted prices.

M

AWER INVESTMENT MANAGEMENT LTD., Calgary. Financial planning and investment management; 226 employees. Offers a health spending account of up to $1,250 annually as part of its benefits plan.

MERCER PEACE RIVER PULP LTD., Peace River. Pulp and paper manufacturing; 336 employees. Invests in ongoing education with tuition subsidies for courses directly and indirectly related to an employee’s role.

MNP LLP, Calgary. Accounting; 7,877 employees. Helps new parents cover the costs of adoption with a dedicated subsidy of up to $10,000 per child.

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AIT / NORTHERN ALBERTA INSTITUTE OF TECHNOLOGY, Edmonton.

Post-secondary education; 1,670 employees. Provides free access to its extensive fitness facilities which include an indoor running track, racquetball and squash courts, a bouldering wall, and an NHL-size ice rink.

NORTON ROSE FULBRIGHT CANADA LLP, Calgary. Law firms; 1,527 employees.

Supports employees who are new mothers with maternity and parental leave top-up, to 100 per cent of salary ranging from 17 to 26 weeks.

NOVA CHEMICALS CORPORATION, Calgary. Plastics manufacturing; 2,194 employees. Generously matches employee donations dollar for dollar, to a maximum of $5,000 per year.

NOVATEL INC., Calgary. Satellite

ALBERTA’S TOP EMPLOYERS (2024)

communications systems; 447 employees.

Encourages employees to prioritize long-term savings with matching RSP contributions.

O

LYMPIA FINANCIAL GROUP INC., Calgary. Trust, fiduciary and custody activities and related IT services; 288 employees.

Encourages employees to make the most of leisure time with discounted rates on a variety of recreational activities including ski passes, movie tickets, museum and theatre admissions, and NHL hockey games.

P

ARKLAND CORPORATION, Calgary. Convenience stores and fuel stations; 3,271 employees.

Offers a range of in-house training and professional development programs, including apprenticeships and leadership development programs.

PARKLAND COUNTY, Parkland County.

Municipal governments; 263 employees.

Helps employees plan ahead with retirement planning assistance and offers most employees the security of a defined benefit pension plan.

PASON SYSTEMS CORP., Calgary. Energy services and technology systems; 303 employees. Starts most new employees with four weeks of paid vacation, and jumps employees who start with three weeks to four after only four years of employment.

PCL CONSTRUCTION, Edmonton.

Industrial, commercial and institutional building construction; 2,953 employees.

Along with the impressive PCL College of Construction development program employees are encourage to learn from anywhere through the Learn2Go online training app.

PEMBINA PIPELINE CORPORATION, Calgary. Natural gas distribution; 2,450 employees. Reaches out to the next generation through summer employment, paid internships and apprenticeship programs.

PRIMED MEDICAL PRODUCTS INC., Edmonton. Medical product manufacturing; 199 employees. Along with three weeks of starting vacation employees can manage their day-to-day responsibilities with up to 10 personal days annually.

R

IVA INTERNATIONAL, INC., Edmonton. Software publishers; 102 employees. Encourages employees to get involved in the wider community with up to three paid

H.REECE/PARKLAND

K L

2024 WINNERS

SPONSOR CONTENT

 Parkland Corp. offers a variety of training programs, including apprenticeships and leadership development.

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SILVACOM

TRANSALTA

ALBERTA’S TOP EMPLOYERS (2024) SPONSOR CONTENT

PHOTOS (CLOCKWISE FROM TOP): 1. Silvacom Group employee Mike places a pin on the organization's map marking where colleagues were born.

2. TransAlta provided a special bonus to employees to help offset increases in the cost of living.

F.TOLENTINO/UFA

3. UFA Co-operative employees receive discounts on purchases in-store and on vehicle fuel.

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SPONSOR CONTENT

2024 WINNERS

Continued

volunteer days annually along with matching charitable donations.

ROYAL ALEXANDRA HOSPITAL FOUNDATION, THE, Edmonton.

Hospital charitable foundations; 28 employees. Employees are encouraged to keep fit and healthy with subsidized memberships to a fully equipped fitness centre that also features a variety of instructor-led classes.

RÜMI, Calgary. Property maintenance services; 167 employees. Supports ongoing professional development with tuition subsidies and extends this philosophy to employees’ kids through an academic scholarship program.

S

helpful discount programs including 30 per cent discounts on in-store purchases and discounted vehicle fuel purchases at over 100 locations.

UNIVERSITY OF CALGARY, Calgary.

Post-secondary education; 6,004 employees. Subsidized memberships to extensive fitness facilities, from the Olympic speed skating oval and climbing walls, to intramural sports leagues and outdoor equipment rentals.

V

CA CANADA, Calgary.

Veterinary hospitals; 3,458 employees. Supports the pet community through its unique Paw It Forward charitable program that

works to ensure all pets have access to proper food and medicine.

W

ESTERN FINANCIAL GROUP INC., High River.

Insurance and financial services; 2,052 employees.

Offers 14 paid Wellness Days annually for employees to schedule as needed, whether to care for a family member or attend to other personal matters.

WOOD BUFFALO, REGIONAL MUNICIPALITY OF, Fort McMurray.

Municipal governments; 1,439 employees.

Helps employees plan for a secure retirement with a defined benefit pension plan and health benefits that extend into

ALBERTA’S TOP EMPLOYERS (2024)

retirement with no age limit.

WORKERS’ COMPENSATION BOARD - ALBERTA, Edmonton. Administration of human resource programs; 2,069 employees. Health plan supports overall employee health though generous health and wellness spending coverage and dedicated mental health coverage.

WORLEY CANADA SERVICES LTD., Calgary. Engineering services; 5,291 employees. Employees have free access to an onsite fitness facility as well an employee lounge complete with video games, table hockey and board games.

– Richard Yerema & Kristina Leung

AIT, Calgary. Post-secondary education; 1,555 employees. Offers longer term peace of mind with contributions to a defined benefit pension plan along with a health benefits plan that extends into retirement with no age limit.

SHELL CANADA LIMITED, Calgary. Oil and gas production and distribution; 3,577 employees. Supports ongoing professional development, from apprenticeships and formal mentoring programs to subsidies for tuition and professional accreditations.

SILVACOM GROUP, THE, Edmonton.

Custom computer software and consulting; 112 employees. Manages a busy social calendar for employees, from a summer family picnic with face painting and a bouncy castle, to a winter ice skating and dinner event.

T

TRANSALTA CORPORATION, Calgary.

Renewable power generation; 916 employees. Responded to inflationary pressures with a special inflation bonus of $2,000 along with a one-time performance bonus of $1,000 in response to the firm’s strong performance.

U

FA CO-OPERATIVE LIMITED, Calgary. Farm supplies merchant wholesalers; 906 employees. Offers

R.BRANDT/U. CALGARY

EINE ENERGY LTD., Calgary.

Crude petroleum and natural gas extraction; 187 employees.

Starts all new employees with four weeks of paid vacation and lets employees purchase up to one week of additional time off though payroll deductions.

 Marking the opening of Mathison Hall at the University of Calgary with a ceremony led by Elder Reg Crowshoe (left).

WCB

WOOD BUFFALO

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ALBERTA’S TOP EMPLOYERS (2024) SPONSOR CONTENT

1. Workers' Compensation Board Alberta offers generous health and wellness spending coverage.

2. Discussing municipal operations on the in-house podcast launched last year by Regional Municipality of Wood Buffalo.

3. Employees of engineering firm Worley Canada connect in a lounge at its Calgary head office.

WORLEY

PHOTOS (CLOCKWISE FROM TOP):

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ALBERTA’S TOP EMPLOYERS (2024)

GRAHAM

SPONSOR CONTENT

 Graham Construction is employee-owned and makes its share purchase plan available to all employees.

Alberta still seeking to fill skilled trades shortages despite population boom

A

Top employers are getting creative when looking to attract and retain talent lberta’s labour force grew last year at a rate not seen since the early 1980s as the province’s population continued to outpace the rest of Canada.

Yet despite a seemingly deeper labour pool, many employers say they are still facing an uphill battle in their search for top talent — notably in the skilled trades.

“In Alberta, there is a high demand for skilled labour. We’re all looking for the same people,” says Kim Carter, vice-president of people and culture at BluEarth Renewables, a Calgaryheadquartered producer of renewable wind, solar and hydroelectric power generation services for the commercial industry.

“And when there’s only so many people

to draw from, it becomes a challenge.”

A 2024 outlook survey of Canadian employers by ManpowerGroup found that “persistent talent shortages continue to impede hiring efforts,” with 80 per cent reporting they expect to have trouble finding skilled workers to fill openings this year.

Richard Yerema, executive editor at Canada’s Top 100 Employers, says Alberta

employers are not immune to these shortages.

“Alberta doesn’t sit as an island. It’s bringing people in for accounting, law, professional services as well in oil and gas.

So, it has to pay attention to the same benefits that the big banks in downtown Toronto are offering, or the big accounting firms, to move people across the country,” says Yerema.

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ALBERTA’S TOP EMPLOYERS (2024) SPONSOR CONTENT

ATCO

GET TING CREATIVE

J.MCDONALD/FAIRMONT

 ATCO Group offers employees helpful discounts on home and auto insurance as well as auto lease rates.

 Employees at Fairmont Banff Springs receive significant discounts on hotel, food and beverage through the company's destination travel program.

Continued

For BluEarth, which has been named one of Alberta’s Top Employers for the past six years, the solution has been two-fold.

“First, we have been going outside of our traditional approach and looking elsewhere,” says Carter, pointing to recruiting efforts throughout Canada, the United States and Mexico for positions such as millwrights, electricians, instrumentation technologists and technicians.

“It’s something we’ve considered doing, but we’ve always been able to find people within Alberta. This year, it was taking longer.”

The second part involves pulling back the curtain on BluEarth’s value proposition. The 150-person company is less affected by the volatility of commodity prices, with typical power purchase agreements usually 20 to 25 years in length. That creates job certainty, says Carter, which pairs nicely with other benefits such as apprenticeships, mentoring opportunities and leadership development programs.

“In addition, people want to be part of an organization where it has meaning. Transition or renewable energy is very attractive to a large population,” says Carter.

At Graham Construction, which has been recognized as one of Alberta’s Top Employers for the past 16 years, the company has similarly seen persistent skilled trades shortages in the province. The construction solutions partner is responding by looking around the globe for new talent.

CEO Andy Trewick says that’s only part of the solution, though. As boomers retire, he says the focus needs to be on encouraging a new generation to take their place.

“We’ve got a very experienced workforce that is migrating out of the industry, yet many from this younger generation would rather be in the tech or service industry,” he says, pointing additionally to competition from the province’s booming film and entertainment sector.

“So, we’re trying to create a differentiator; a service offering that other people obviously can’t compete with. Something potential employees will find attractive.”

Among other things, the employeeowned company has upped the ante on professional development through its in-house Builders Framework program, as well as tuition subsidies and a graduate program as a platform to develop future talent.

“Once you’ve been with us, we want to show you that there are opportunities to develop and grow through our organization,” says Trewick, who has led the Calgary-headquartered company for the past nine years. “A lot of our people start at that grassroots level, but ultimately become senior managers.”

Matthew Lindberg, dean of the School of Skilled Trades at the Northern Alberta Institute of Technology (NAIT) in Edmonton, says there is some hope on the horizon. He points to the new Skilled Trades and Apprenticeship Education Act, which provides improved access to apprenticeship positions.

NAIT also offers an Accelerated Trade Entry program, introduced in 2022, that provides support to newcomers and under-represented Albertans interested in apprenticeship training.

And Lindberg points to new trades-based diploma programs at NAIT in plumbing, welding, automotive service and electrical installations technology that are providing learners with alternative pathways into a trades career.

“We’ve been working very collaboratively with industry partners to help make sure that they’ve got those resources and that skilled labor in place when they need it,” says Lindberg.

These initiatives have helped NAIT secure its title as one of Alberta's Top Employers for the last 13 years. The polytechnic is also working hard to dispel misconceptions around the types of people who go into the trades. Lindberg highlights NAIT’s annual Next in Trades free event series that encourages people from all backgrounds and abilities to explore careers in the skilled trades.

“It’s about opening up opportunities and pathways for everyone, whether they are just getting started or progressing through their existing career,” he says.

– Jamie Zachary

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At AFSC, employees feel they’re not just numbers

yan Conner, a supervisor of claims adjusting for Agriculture Financial Services Corporation (AFSC), is psyching himself up for a major, non-work endeavour the next day: shipping cattle.

Like about one-fifth of AFSC’s 511 full-time employees supporting the Alberta agricultural sector, Conner is also a producer in his spare time.

Along with his parents, thirdgeneration farmer and ranchers, Conner works on his folks’ operation as well as at a property he and his wife own in southern Alberta. Before dawn on the big day coming up, the father of three youngsters will be – with the help of his dad, two brothers and two brothers-in-law – dispatching calves to become breeding stock or to a feedlot for meat production.

which provides the province’s producers with insurance, lending and income-stabilization options, has long been committed to employee well-being, says Melanie Ducholke, chief people officer.

“One of the things that makes AFSC unique is that we understand that each one of our team members has their own story and life outside of work hours. So, we really try to help them bring their best to work, because a number of our team members are producers.” She notes that even though many other team members are not producers, they come from an

agricultural background.

“We really embrace the idea of flexible hybrid and remote work options to help support that positive work-life balance,” she adds. “So, even team members who might not necessarily be producers can, because of how their life is structured, say they need that extra bit of flexibility in order to take care of their family or their personal needs – so when they’re at work, they can focus on work.”

Ducholke also notes that earlier this year, the organization increased its mental health benefit

to $3,000 per year. “Our focus on employee well-being is to make sure they are there to help our clients realize their goals and aspirations, because working in the agriculture industry can be stressful. It’s an industry that never gets a break, right? So, for our staff, it’s a 24/7 job.”

AFSC’s mental health strategy, It’s Okay to Not Be Okay, helps ensure that employees going though difficulty have support. AFSC’s wellness co-ordinator oversees and delivers activities supporting the strategy.

At the same time, says

AFSC really aims for employee worklife balance – you're a person first and a team member second.

— Ryan Conner Supervisor of Claims Adjusting AFSC’s positive response to his request for an unpaid day for this undertaking is typical of its readiness to accommodate employees’ personal needs, he says. “AFSC really aims for employee work-life balance – you’re a person first and a team member second. You feel like you’re not just a number.”

The Alberta Crown corporation,

 Agriculture Financial Services Corporation supports the personal needs of employees with flexible schedules and a mental health strategy.

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$  Employee resource groups contribute to building a supportive workplace at Agriculture Financial Services Corporation.

Ducholke, ASFC fosters a dayto-day culture of acceptance and support. “We want all of our team members to feel comfortable being themselves, and to feel acknowledged, appreciated and respected.” Contributing to that

mission are AFSC’s diversity, equity and inclusion strategy, its ‘Inclusion Council,’ unconsciousbias training, and support for employee resource groups.

“What we’re really trying to do,” she continues, “is to create an

WE’LL MAKE A DIFFERENCE TOGETHER.

environment where team members can continue conversations around their well-being so that they’re bringing their best selves to work and can serve our clients.

At the end of the day, that’s what we’re here for.”

511

full-time staff in Canada

67%

of employees are women

47%

of managers are women

3,000

mental health practitioner benefit

Conner, meanwhile, is galvanized by the organization’s commitment to sustaining agriculture. “From the ground up, no matter who you are within the corporation, everybody wants it to succeed.” 

AFSC.ca

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Living wellness every day at Alberta Blue Cross

ark Razzolini has worked at Edmonton-based Alberta Blue Cross for the past 28 years. During that time, he’s witnessed a deepening of the organization’s longstanding commitment to health and wellness – not just for the Albertans the organization serves but for all its employees as well.

“When people come to work in a well organization, they’re going to be more productive, more engaged,” says Razzolini, senior vice-president and chief people officer. “The research is there to support it. It’s great for the employees but also great for the outcomes of the organization.”

Razzolini explains.

In addition, the entire top floor of the company’s main building is the summit wellness centre – a lounge, fitness studio, weight room and recreation room. There are free online or in-person sessions with certified instructors, as well as paid 15-minute wellness breaks each day.

In the last year, the organization has sharpened its focus on financial wellness as well, bringing in advisors to help employees set up their long-term financial plans. Throughout the year, ‘lunch and learns’ provide education and resources on a

variety of wellness-related topics.

The company has even thrown wellness fairs and a wellness block party, with 40 wellness experts available to employees.

“We ask our employees after about a year of service what stood out the most to them in that year,” says Razzolini. “For years, it was the people and the friendly, welcoming culture. It’s still that, but almost universally now they say it’s the commitment to wellness and how we live it every day within our culture.”

Daniel McDonald is proud of the company’s focus on wellness.

“I think what makes us great is

that we don’t only talk the talk, we walk the walk when it comes to wellness,” says McDonald, team manager, provider agreement and administration. “It’s not enough just to say you’re going to do something. We really follow through and do it.”

That’s part of what’s kept McDonald at Alberta Blue Cross for the past 10 years. The other is the company’s commitment to engagement and innovation.

McDonald put forward a challenge for employees in his department to spend half a day creating an innovation in their role and the next half bringing it forward.

When people come to work in a well organization, they’re going to be more productive, more engaged.

— Mark Razzolini Senior Vice-President and Chief People Officer Right from the start, that commitment to four wellness pillars – physical, mental, social and financial – is obvious. Every employee participates in extensive mental health training within their first year with Alberta Blue Cross. “They learn what mental health can look like personally, but also what it looks like in others, and what role each person can play in supporting their co-workers in this area,”

 Employees connecting in Pisani Plaza, the wellness park at Alberta Blue Cross.

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 Alberta Blue Cross supports the physical, mental, social and financial well-being of its employees by hosting a block party with wellness experts.

Other areas have also implemented this type of challenge.

"It was so empowering to see my idea not only welcomed in my department, but on other teams as well,“ he says.

The organization prioritizes the

development of its employees, Razzolini says. It provides $4,000 a year for career-related education and training, and it’s purposeful about moving people across assignments or giving them new opportunities to further develop

COURAGE TO SUCCEED. As Alberta’s largest benefits provider, we inspire courage for life’s meaningful moments.

their skills.

And people like Razzolini and McDonald stay. “I think that’s a good indicator of a culture that’s working,” Razzolini says. “We hear people say they’re going to change their careers multiple

1,352

full-time staff in Canada

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years, longestserving employee

58%

of managers are women

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paid self, sick and family care days off

times. And I think that’s true, but it doesn’t mean you have to move out of the company. You just have to ensure you’re giving employees the opportunities to take on new challenges within your own walls.” 

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AGLC designs a transformative people strategy

en Bosvik’s position as a liquor strategy and research analyst is just part of her career at Alberta Gaming, Liquor and Cannabis (AGLC). During office hours, she spends much of her time monitoring, studying and analyzing liquor jurisdictions around the world to help AGLC develop relevant and modern liquor policies and programs.

She’s also making a difference through her volunteer positions.

voluntary, the Employee Resource Group has swelled to over 30 committee members in its three and a half years of existence. It’s just one of several employee-run committees that are part of a comprehensive five-year people strategy that AGLC is designing to improve employee programs and workplace culture.

“A lot of the programs we are designing are to strengthen the employee experience,” says Dayle

Pett, senior manager, organizational culture and development.

“That’s our goal over the next five years, to design programs that employees can engage in.”

To achieve that, AGLC has embarked on a close examination of every aspect of the employee experience, says Pett.

“We are completely refreshing our learning and development programs,” she says. “We’re looking at things like succession

planning, remote work, and diversity, equity and inclusion – creating programs and opportunities for people to be engaged and connect.”

Providing employees with opportunities and advancement is also a key part of the mix, says Pett. AGLC is currently designing a competency framework to offer employees career mapping pathways, and formal in-house e-training programs to allow

We want to offer the best of the best so that people have a positive employee experience here at AGLC. — Dayle Pett Senior Manager, Organizational Culture and Development

Bosvik is serving her second term as information co-ordinator in the Employee Resource Group at AGLC – a volunteer-based group that aims to foster diversity, equity and inclusion in the organization. In the last two years she has spearheaded the group’s autism awareness campaign, participated in Pride month activities and in National Indigenous Peoples History Month and Day. “It’s important for everyone to be included,” she says. “We share events from different cultures, traditions, religions – things that weren’t previously highlighted.

We’re educating people and creating more awareness of other cultures. I believe we’re having an impact on the workplace here at AGLC.” Although participation is purely

 Alberta Gaming, Liquor & Cannabis highlights its five values on its office walls.

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 Alberta Gaming, Liquor & Cannabis plans different recreational events for employees to connect at, such as a weekly hybrid yoga class for employees across the province.

more employees to participate.

All training opportunities will be open to every employee regardless of tenure or position.

“We’re really in a discovery phase,” says Pett. “We are engaging with employees, finding out what

they’re looking for, examining our current state. We want to offer the best of the best so that people have a positive employee experience here at AGLC.” For Bosvik, that employee experience means getting involved.

Along with the Employee Resource Group, she is involved with AGLC’s events committee, helping to plan holiday parties and recreational events. Her volunteer work is an important part of her experience at AGLC,

1,079

full-time staff in Canada

53

years, longestserving employee

7

weeks, maximum vacation allowance

359

staff volunteer hours last year

she says.

“I’m really grateful to AGLC for giving me an interesting and challenging career, but I’m also grateful to have the opportunity to influence change. And to learn and grow at the same time.” 

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Alberta Innovates is forging a brighter future for all

W

hen Aref Najafi left the oil and gas industry five-and-a-half years ago to focus on carbon capture and decarbonization with InnoTech Alberta, a subsidiary of Alberta Innovates, the work he would be doing seemed out of the realm of possibility.

It sounded more like science fiction. If, back then, you told me you could capture the CO2 from the stack of a power plant and convert it into vodka for your dinner table, I would have laughed and said it was just a dream.

consumer products – from CO2.

“It was a chance to be part of the movement and open the door for new technology and new concepts in the oil and gas industry,” he recalls. “It was a brand-new start for me to transition into clean energy.”

The projects that Alberta Innovates takes on represent some of the biggest challenges that the province and the world face today – from decarbonization to health technologies; artificial intelligence to agri-food support.

The provincial Crown corporation excels at connecting the right experts in their fields with the resources required to

reveal opportunities and de-risk processes involved in creating new technologies – it’s a matter of what Najafi calls “high risk, high reward.”

Take, for example, InnoTech’s work advancing hydrogen and carbon capture, usage and storage (CCUS).

“We’re able to play and practically de-risk these types of technologies, then deliver them to the sector,” he says. “We have a potent role to play for the industry in this cutting-edge, brand-new space.”

Much of the applied research Najafi focuses on is decarbonizing oil and gas production into a clean energy industry, something he

sees as a potentially huge boon for the province.

“We want to use our existing resource, which is natural gas, and convert it to hydrogen, which is going to be the fuel of the future,” he explains. “By doing that we’re not shutting down our industry, we are not risking anybody’s livelihood and we’re also creating a new industry and opportunities for Alberta while responding to the urgent global need to mitigate carbon emissions.”

While what Najafi describes as “visionary leadership” is one of the biggest advantages for the company’s success, in the bigger picture, the experts at Alberta

— Aref Najafi Manager, Carbon Capture, Utilization and Decarbonization

“It sounded more like science fiction,” says Najafi, who holds a PhD in chemical engineering and is manager, carbon capture, utilization and decarbonization at the company. “If, back then, you told me you could capture the CO2 from the stack of a power plant and convert it into vodka for your dinner table, I would have laughed and said it was just a dream.”

The ambitious project triggered Najafi’s curiosity and desire as a scientist to be part of a cutting-edge initiative, which has indeed found a way to create vodka – or soap, jet fuel and other

 Aref Najafi, manager of carbon capture, utilization and decarbonization, at InnoTech Alberta, a subsidiary of Alberta Innovates.

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$  At Alberta Innovates, employees have the flexibility of personalizing remote work and on-site collaboration through its ‘Choose How U Work’ program.

Innovates are connected by what comes down to a matter of the heart. It’s what the company calls the five Cs: can-do spirit, commitment, creativity, collaboration and curiosity.

“We attract the type of people

who want to give back and make a difference,” says Rollie Dykstra, executive vice president, impact, for Alberta Innovates.

Trust in the teams and flexibility in the workplace, as seen in the ‘Choose How U Work’ program,

are some of the ways that help to attract and retain exceptional talent at Alberta Innovates, says Dykstra. But at the end of the day, Dykstra says the teams are there because they are driven by a greater vision for the province.

523

full-time staff in Canada

50%

of board of directors are women

24

weeks parental leave topup pay

4,555

annual investment in training per fulltime employee

“What I’m most proud of is that when you come here you’re part of something special and you actually feel it,” he says. “You’re here because you want to give back and make Alberta a better place.” 

We’re proud to be among Alberta’s Top 80 Employers for the third consecutive year.

Alberta Innovates supports entrepreneurship, research, and technology, knowing it leads to growth for our province.

Join our team. careers@albertainnovates.ca

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At AIMCo, you can work your way with Work Our Way

he pandemic took many workplaces by surprise, with management scrambling to take measures and a few years later, many deciding to reverse changes to the work environment. For the Alberta Investment Management Corporation (AIMCo), things have unfolded differently.

A plan called Work Our Way has instituted a permanent hybrid work model that allows AIMCo employees to alter work hours or work remotely. According to Krista Pell, chief people, culture and engagement officer, it’s about giving employees clear performance expectations and then supporting employees with the autonomy to decide how to meet those expectations.

one of Canada's largest and most diversified institutional investment managers, with $158 billion in assets under management at the beginning of 2023. A provincial Crown corporation, it invests globally on behalf of 17 pension, endowment, insurance and government funds in Alberta.

“Our focus is on delivering results for clients – that being Albertans,” says Pell. “We want our employees to feel like they can be their best selves. The Work Our Way model allows people to excel, both from a personal and a professional perspective, where we’re delivering the best for our clients.”

Work Our Way is just part of the initiative. AIMCo also looks to foster a culture of learning and growth by creating programs that employees can use to develop skills and tap into education assistance programs. “We’re committed, not just to organizational learning, but to each employee having the opportunity to develop self,” says Pell.

Senior business analyst Nina Benvenuto has been with AIMCo for over five years. In that time, she has moved between teams and departments several times, looking for positions that brought her closer to management and took advantage of her skills with

people. Each time, the transition has been seamless, she says.

“I’ve never had a manager try to box me in,” says Benvenuto. “They always talked about where I wanted to be in a year, in two years, in five years. Then they would help me get to that point. That’s been a huge part of my growth and development here at AIMCo – the support of my managers.”

Pell notes that in the past year, AIMCo has developed a career tool kit to chart ways that people can move across disciplines. “It’s a big part of our internal promotion and development,” she says.

At the same time, AIMCo developed three key emerging talent

We want our employees to feel like they can be their best selves. The Work Our Way model allows people to excel, both from a personal and a professional perspective.

— Krista Pell Chief People, Culture and Engagement Officer

“Work Our Way was introduced during the pandemic, but it wasn’t really a response to the pandemic,” says Pell. “Our new CEO had already introduced a hybrid approach at his previous organization and was bringing the same thing to AIMCo. It was a part of his cultural mandate.”

Edmonton-based AIMCo is

 Krista Pell, chief people, culture and engagement officer, at Alberta Investment Management Corporation.

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$  Nina Benvenuto, senior business analyst in the business technology team, at Alberta Investment Management Corporation.

education programs within the fiduciary management, investment management and internal auditing and risk income groups.

“They are designed as rotational learning programs, to allow people to learn and potentially move

into a different space,” says Pell.

Benvenuto can see her career goals ahead of her for the next several years. AIMCo has also become an important part of her life outside work. She has been part of the company’s social committee,

Meaningful work with autonomy to choose.

Explore your future with AIMCo aimco.ca/careers

working to plan and organize company picnics, golf tournaments, movie events and holiday parties.

She has also organized AIMCo’s entry in the Edmonton Corporate Challenge for the past five years.

“I’ve made so many friends at

592

full-time staff in Canada

39

years, average age of all employees

53%

of managers are visible minorities

5,000

mental health practitioner benefit

AIMCo over the years,” she says.

“I love bonding with them over different initiatives, the different social events we organize together.

There are so many opportunities where people can get together and create a really great culture.” 

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APS gives employees what they need to succeed

or Seetrah Ramadan, working at Alberta Pensions Services Corporation (APS) has opened up a world of possibility.

Ramadan joined APS in December 2016 in the member services centre, handling calls from clients enquiring about pension issues. She admits she didn’t know much about pensions when she started.

this leadership development course,’ management supports me.”

“We’re always open to having a conversation about succession,” says president and CEO Darwin Bozek. “We have one-on-one performance conversations. It’s important to talk to employees about where they want to go with their career, and it’s also

important to the organization.

Our internal promotion rate is a significant factor in our growth and development.”

Bozek and the executive team recently tabled a five-year plan that they’ve been communicating internally among employees. The plan focuses heavily on things like diversity, equity and inclusion, on employee engagement and

wellness issues. It’s all about achieving a strong work-life balance, says Bozek. “All of those things that create a positive environment for our people are ancillary to our success.”

That focus on work-life balance is something Ramadan says she appreciates every day. APS has initiated a hybrid work program that gives employees the option

I’m absolutely jawdropped by the opportunities I’ve had here.

I did not expect them when I joined the company.

— Seetrah Ramadan Information Specialist

As she progressed the ladder to a position in employer services, then to the education team as a learning and development advisor, she learned new skills along the way. Today she is an information specialist, working to develop and facilitate group seminars, virtual webinars and other information tools for members.

“I’m absolutely jaw-dropped by the opportunities I’ve had here,” she says. “I did not expect them when I joined the company. If you don’t think you can enter a position or a role, you’re wrong.

There’s a path to get there. There are many times I’ve been able to take certificate programs that were funded by the corporation to advance my knowledge on pension plans. When I say, ‘I’m thinking of taking this program,

 At Alberta Pensions Services, Seetrah Ramadan, information specialist, has had opportunities to create a healthy work-life balance and take certificate programs.

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$

323

full-time staff in Canada

71%

of managers are women and 25% are minorities

60%

of vacancies filled through internal promotion

1,250

health spending account

 Employees at Alberta Pensions Services eagerly anticipate the popular candy bar at its annual holiday event.

to work from home. “I have a daughter and it was difficult for me during COVID times with all the changes with school and with work. It was a stressful time but APS made sure we were heard, made sure we have a safe space

and checked up on us to make sure that we’re doing okay mentally and physically.”

Bozek says the proof is in the tenure of APS’s longest-serving employees, some veterans of more than 40 years of service who

have achieved legendary status in company lore. “We show a lot of respect to those employees. They show younger employees what can be achieved, where you can go with this company.”

“This is definitely my lifer job,”

says Ramadan, “because I know I’m not stuck in one position. I have opportunities. I can say one day I want to be an IT person, or I want to be the director of this department, and I have a route to be whatever I want to be.” 

Service .

Quality .

Accountability . apsc.ca

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ASEBP’s supportive culture promotes work harmony

eanne Companion spends her working hours supporting Alberta School Employee Benefit Plan (ASEBP) clients. So when the time came that she personally needed help, she was grateful she could turn to her employer for support.

“I went through some tougher times with my daughter,” says Companion, ASEBP’s disability services team lead. “I didn’t have to miss a lot of work, but I had that flexibility to say, ‘I need to start later, I need to leave earlier,’ and I was encouraged to do so to take care of myself and my family.”

an extra day off a month, and three weeks minimum vacation.

Recently, the organization added a floating holiday for employees to take when they choose.

ASEBP’s focus on employee wellness is evident in what Carlyn Volume-Smith calls the organization’s intention to foster work harmony.

“We really try to balance work and life,” says ASEBP’s chief stakeholder relations officer, a trained pharmacist with a PhD in drug policy evaluation. “We want to work to our fullest potential when we are at work, but work harmony means being able to step away from work at the end of the

day and still have energy to do the things that you’re passionate about outside of work.”

Founded in 1968 by the Alberta School Boards Association and the Alberta Teachers’ Association, the not-for-profit ASEBP provides insurance coverage and health programs and services to the province’s public education sector.

As a leader, Volume-Smith tries to model healthy work-life balance. She works reasonable hours, takes breaks and doesn’t answer the phone at home when unnecessary.

Employees work a seven-hour day and, depending on their job, have flexibility around what

time they start and finish. The organization also supports hybrid work options and offers an array of arrangements for employees and senior managers.

“We try to support our employees both inside and outside work,” says Volume-Smith.

Keeping people engaged in a hybrid work environment can be challenging, so management holds town hall sessions twice a year. Every month a leadership team member releases a video informing employees about current work projects and recent achievements.

“We heard from our employees that they want to get to know the

I’m very proud to say I work here. I definitely plan on being at ASEBP until I retire.

— Leanne Companion Disability Services Team Lead Companion’s daughter suffered severe mental health issues and was hospitalized before having to leave the family’s house due to aggressive behaviour. Now, at age 19, she lives in a group home where Companion volunteers her time training the staff in mental health first aid.

To do that, she taps into the seven hours ASEBP employees are given annually to volunteer.

They also have access to a strong employee assistance program, 14 hours of annual flex time, time off for appointments, the option to work extra hours to accumulate

 Alberta School Employee Benefit Plan supports work-life balance with seven-hour work days and hybrid work options.

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$

190

full-time staff in Canada

357

staff volunteer hours last year

75%

of managers are women

1,200

mental health practitioner benefit

 Employees collaborating in a sit-stand work station at Alberta School Employee Benefit Plan.

leadership team more. This is one way we’re able to do that,” says Volume-Smith.

In a recent video, she spoke about a client survey satisfaction project and ended the video by sharing a chili recipe, giving

employees a glimpse into her cookbook passion.

“Passionate is how I would describe the work here,” says Volume-Smith. “It is probably the most positive and friendly environment that I have

worked in.”

Working in a sector where she knows she can improve her clients’ quality of life is motivating for Companion – something she hopes to continue doing for a long time.

“I’ve been here 13 years but there are people who have been here 20, 30, 40 years. We all seem to care so much about the work that we do,” she says. “I’m very proud to say I work here. I definitely plan on being at ASEBP until I retire.” 

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ATCO has an EPIC advantage in supporting wellness

lot has changed since Calgary-based company ATCO Group was founded as a trailer rental business in 1947, but a commitment to community and charity has remained at the core.

The company has faced obstacles, among which COVID-19 lockdowns and last summer’s wildfires were just the latest. “Life can be full of challenges and surprises and a lot of uncertainty,” says Deanna Girard, vice president of human resources. “We stand firm in our belief that our people are our greatest advantage. They are the driving force behind our accomplishments as a global company.”

Schimmel Hatfield talks about a program where employees can access up to $3,000 for individual mental health services. “For me, that has reduced the barriers to access mental health care. It’s a significant amount of money to talk to somebody if I need to.”

There are also sessions in financial wellness offered to employees at every level of the company. “One of the sessions I attended that was key for me was based on first-time home-buyers,” she says. “Not only that, but we also have seminars for people who

might be thinking about retiring, or who are keen investors. I’ve learned a ton at these sessions.”

ATCO considers its charity efforts as key to both community and wellness, and Girard talks about ATCO’s Employees Participating in Communities (EPIC) program, which includes charity programs that started with the founding of the company and were combined into EPIC in 2006.

“EPIC provides employees with an opportunity to get involved in their community through fundraising events, employee pledges

and volunteer hours supporting organizations of their choice,” Girard says.

Since 2006, the program has raised nearly $54 million, with employee fundraising and donations being matched by the company.

“I was the chair of the 2022 EPIC campaign,” says Schimmel Hatfield, “and we decided food insecurity was a huge topic, so we ran our campaign based on donations going to charities in support of that theme. But if you support another cause, you can

We stand firm in our belief that our people are our greatest advantage.

They are the driving force behind our accomplishments as a global company.

— Deanna Girard Vice President, Human Resources

As a wellness advisor at ATCO, Janessa Schimmel Hatfield oversees the company’s extensive initiatives in creating a healthy workplace culture, which she describes as an “overarching wellness strategy with four core tenets: mental health, physical health, social wellness and financial wellness.”

 An ATCO employee at a wind power project that is jointly-owned with the Aamjiwnaang First Nation and has the capacity to power around 20,000 homes.

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5,350

full-time staff in Canada

3,000

maximum mental health practitioner benefit

800

charities helped last year

100%

employerpaid retiree health premium

$

 Employees can use the ‘Your Cause’ online portal to donate to a charity of their choosing to be matched by ATCO.

use our online Your Cause portal to donate to the charity of your choosing and we’ll match that. It’s very flexible.”

With the outbreak of wildfires in many of the areas ATCO services, the company’s charity programs

were able to respond.

“We have employees who work in those communities,” says Girard, “and we were there to support them with emergency funds and help them find temporary accommodations

Delivering inspired solutions for a better world.

ATCO.com/careers

and counselling support. We connected daily with every family who was affected and who was displaced.

“It’s just what we do. We help our colleagues in our communities all the time.”

“The whole environment was just ensuring that we were taking care of our people,” says Schimmel Hatfield. “It was very clear that ATCO was wrapping their arms around those communities.” 

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ALBERTA’S TOP EMPLOYERS (2024)

CPKC fosters employee and community connection

hance MacLean says working at Canadian Pacific Kansas City (CPKC) has helped him achieve his career goal, even if it differs from his original plan.

MacLean worked at the company for two years, starting in 2014, before going back to school to become a teacher. He returned in 2018 and is now roadmaster for the Banff subdivision.

I am amazed at how people come together to create new opportunities.

And while each of us has title and a responsibility, there is the desire to support each other.

an excellent place to work. It’s the people we surround ourselves with and how much these people mean to one another.”

Elizabeth Hucker agrees. She has worked at the company for 22 years and is a third-generation railroader. “I am amazed at how people come together to create new opportunities. And while each of us has title and a responsibility, there is the desire to support each other,” says Hucker, assistant vice-president, marketing and sales – bulk.

Hucker remembers when she had been with the company for three years and was working on

something new in a specialist position. “I could call a director and ask questions and they wanted to support the success of a co-worker, no matter their level,” she says. “I think that’s a function of the culture we create at CPKC. We are a feedback-rich culture to help each other succeed.”

CPKC runs many events and programs to engage employees and foster collaboration, such as quarterly town halls, where employees can ask questions and get answers directly from senior leaders. Hucker is involved in the Women’s Leadership Network, which runs networking and other

programs, such as mentorship.

Hucker was once a mentee and is now a mentor.

“It’s my way of being able to give back to new employees for the investment that the company has made in me,” she says.

The company is also focused on giving back to the communities it operates in and through, including being the title sponsor of golf ’s annual CPKC Women’s Open, the only Canadian tournament on the LPGA Tour. Through the CPKC Women’s Open, more than $20 million has been raised in support of children’s heart health since 2014. CPKC also runs its annual

— Elizabeth Hucker Assistant Vice-President, Marketing & Sales – Bulk “My goal was always to work with young people to give them what they needed to navigate life,” MacLean says. “When I came back to the railroad, I was given the opportunity in management and I found the fulfilment for that desire here through being able to mentor others.”

MacLean says the culture at CPKC is centred around community. “You really build relationships with those you work closely with and when you go to other sites and see other team members, they are so happy to see you.

There is a real connection,” he says. “That is what makes CPKC

 A locomotive engineer helping to move trains safely at Canadian Pacific Kansas City.

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10,338

full-time staff in Canada

6

weeks, maximum vacation allowance

80%

of Canadian board of directors are women, including chair

33M+

raised by CPKC Has Heart program

$  Women at Canadian Pacific Kansas City can benefit from mentoring and networking opportunities through its ‘Women’s Leadership Network’.

Holiday Train program, which spreads holiday spirit and collects donations for local food banks in the communities it visits. Since 1999, it has raised more than $22.5 million and collected more than five million pounds of food.

MacLean appreciates the family days CPKC holds, where employees can bring their families for activities, food and games. “It is great to have an event outside of running trains or maintaining track, which is hard work, where

people can be themselves with their families among the people who they spend their days with,” he says.

Hucker says she is proud to work at CPKC. “I want my employer to be reflective of the values that

I have,” she says. “To me, giving back to the community is key and making sure that people feel like they have a sense of belonging is important. So when I look at the values that CPKC has, they align very closely with mine.” 

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At CF Industries, safety is the top priority

or Andrea Crooymans, taking part in a co-op program with CF Industries (CF) was an opportunity to explore one of the career paths that would be open to her when she graduated university with a degree in chemical engineering.

As it turned out, she found more than a vocation. “I really enjoyed the people I worked with,” she says. “Everyone was so friendly and helpful, I knew I wanted to work here full-time.”

Crooymans is now a project engineer with CF in Medicine Hat after she did, indeed, join the company full-time in 2019.

Located on 160 acres outside the city, the site is home to the largest nitrogen manufacturing complex in Canada.

The Medicine Hat location is one of nine major manufacturing complexes that CF operates in Canada, the United Kingdom and the United States. With corporate headquarters in Northbrook, Ill., CF Industries Holdings, Inc. is the world’s largest producer of ammonia.

A useful commodity in its own right, ammonia is three-parts hydrogen and one-part nitrogen, which CF also uses to manufacture a wide range of products for agricultural and industrial uses.

The Medicine Hat complex is dedicated to producing nitrogen

for fertilizer.

CF partners with local and national organizations to promote responsible use of fertilizer, says production manager Greg Herbert.

Such activities are just one aspect of CF’s overall commitment to the health and well-being of its employees, the communities where it operates and the environment.

“Safety is our top priority,” Herbert says. “We operate a very complex system 24/7 and we want people to leave work the way they came.”

In addition to ongoing safety training, CF provides an array of learning and development options to ensure employees have the skills they need for their current jobs and to achieve their career goals. This includes classroom training, virtual learning, collaboration opportunities and mentorship programs.

Herbert recalls how he was once approached by one of the maintenance workers for some help in achieving his goals. He wanted to go to university to become a chemical engineer, but he also had a young family to support.

Everyone was so friendly and helpful, I knew I wanted to work here full-time.

— Andrea Crooymans Project Engineer

Her wide-ranging responsibilities include troubleshooting, looking for opportunities to increase production and efficiency and improving safety. These activities enable her to build connections with people in other departments and expose her to new ideas and approaches, she says.

She adds that she’s also been given opportunities to work on a variety of special assignments that helped to increase her knowledge base. All told, Crooymans says she feels more well-rounded as an engineer.

 CF Industries operators monitoring safety at one of its nine manufacturing complexes.

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 At CF Industries, employees have opportunities to develop different skills through collaboration, mentorship programs and classroom training initiatives.

Herbert, who has degrees in both mechanical and aerospace engineering, worked with the man’s supervisor and human resources to find a way for the man to earn a degree while continuing to work full-time. As someone

whose focus is more technical, Herbert says the experience was also meaningful for him.

“We are committed to helping people improve their lives,” says Herbert. “So for me, it felt great to help this individual.”

For her part, Crooymans was recently assigned her first co-op student to mentor. Developing task lists, offering guidance on professional development and being his go-to person when he has questions have all helped her

400

full-time staff in Canada

100%

job-related and unrelated tuition subsidies

246

staff volunteer hours last year

100%

adoption leave topup pay

realize how far she’s come since she was the mentee, she says.

“I’m better at making decisions,” Crooymans says. “I always used to ask other people what to do, but now I’m the one answering the questions.” 

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Purpose and kindness drive Claystone employees

orey Popick is a newer addition to the Claystone Waste Ltd. team, but he joined for many of the same reasons the company’s numerous long-time employees have stayed: for its public-service mission and its deep commitment to environmental stewardship.

Beaver County-based Claystone is a waste management and landfill corporation with a 30-year history servicing residential communities and corporations. It became a municipally controlled corporation in 2020.

its environmental management systems, including landfill gas monitoring, a new compost system that it began operating this summer, along with an ongoing facility expansion. It regularly works with a falconry contractor to keep seagulls and other migratory birds away from the landfill.

For Popick, a biologist by training, the company’s operations resonated with his career-long commitment to public safety. For many employees, he says, their work is about preserving the environment for the future.

“A large number of our employees have been with us for many years, and that history instils a feeling of purpose and integrity in everything they do,” he says.

“They understand the importance of safe and efficient operations, because it has a legacy impact. It’s not just for them in the present day but for the next generation.”

Lavonne Svenson, a long-time resident of Ryley, where Claystone’s landfill is located, joined the company as its corporate secretary only a few months ago. She says she was drawn in by

Claystone’s strong reputation in the community and its commitment to innovation – both in terms of its big-picture operations and in the day-to-day running of the company.

“They’re not necessarily happy with the status quo, which I was excited about,” she says. “If you have an idea and you think it’s going to work, you present it and they go from there. And if something doesn’t work, we consider what we can learn from it and keep going forward. I love that.”

Popick says the company has

A large number of our employees have been with us for many years, and that history instils a feeling of purpose and integrity in everything they do.

— Corey Popick Chief Executive Officer

“It was fundamentally created to enhance the lifestyles of ratepayers in these municipalities – it’s not just a traditional privately-owned and shareholder-driven corporation,” says Popick, who joined Claystone as its chief operating officer in 2021 and was recently named CEO. “And we have a mission to create solid-waste programs that are not only efficient for customers but sustainable to the environment.”

Popick notes that handling waste responsibly is a key part of preserving natural resources and reducing pollution. Claystone has also made investments to improve

 Beaver County-based Claystone Waste invests in improving its environmental management systems to help preserve natural resources and reduce pollution.

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65

full-time staff in Canada

30

weeks, maximum educational leave

100%

employerpaid health plan, with family coverage

50%

of executive team are women

 Claystone Waste employees taking care of their surroundings in an environmental cleanup.

put effort into creating a company culture that is welcoming to all employees, through a comprehensive benefits package, a dedicated focus on diversity, equity and inclusion, and nurturing employees’ professional development.

Svenson says she has also seen that caring culture in small but meaningful gestures. As someone quite new to the company and just getting her footing, she’s had plenty of questions, but says everyone is happy to answer them.

“It’s very encouraging that I just ask, and people will make time for me,” she says.

She also highlights other “small acts of kindness,” such as the company’s human resources manager noticing Svenson isn’t

a coffee drinker and stocking the office fridge with juice. “It’s not an expensive thing to do, and I can buy my own juice. But I appreciate that she noticed,” she says.

“Those small things make a huge difference.” 

•

Recycling and Remediation

•

Contaminated Soil

•

Special Waste

•

Urban and Large Scale Waste Collection

•

Oganic Waste Collection and Processing

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ALBERTA’S TOP EMPLOYERS (2024)

Caring for the caregivers at Covenant Health

ngie Grewal gained her first nursing experience at Covenant Health in 2007. She was studying at the University of Alberta when she learned Covenant’s Grey Nuns Community Hospital in Edmonton was one of the few institutions that gave student nurses hands-on experience. “Right away, I was taken by the welcoming, family feel,” Grewal recalls, “which is just what you need when you’re new and young and dealing with actual humans and everything is scary.”

heard, and leaders here have an open-door readiness to communicate even when the subjects are difficult,” says Grewal. “There are things we see in ICU, and when I don’t know how to process them, I’m able to go to management.

They might not have the answers, but they’re willing to figure it out with us.”

The dedication to “wholeperson” care is essential to Covenant, a Catholic organization integrated into Alberta’s healthcare system, says its chief human resources officer (CHRO), Sarah Cameron. “It is a big differentiator

for us in the health-care space, both in terms of the type of care providers that we attract and in the way that we care for patients and residents,” says Cameron.

“We believe that wellness only comes when body, mind and soul are all attended to,” Cameron says, “and we bring those elements to the care of our patients, our residents and our employees.

Working in an organization where we can have conversations about whole-person wellness and bringing your whole self to work is the reason I joined Covenant.”

The stress of caring for patients

during the pandemic was intense, the CHRO says, and Covenant is continuously fine-tuning its recovery strategy. “We do have quite a lot of mental-health supports available, and we’re working creatively with our provider,” she says. “There have been changes to our health benefits to improve access to psychological counselling.

“We’ve also been piloting on-site supports, where people don’t have to make an appointment elsewhere,” says Cameron.

“Instead, there’s someone present on site, and if you just have 10 minutes, you can still chat

We believe that wellness only comes when body, mind and soul are all attended to, and we bring those elements to the care of our patients, our residents and our employees.

— Sarah Cameron Chief Human Resources Officer

Now a registered nurse in the ICU at Misericordia, Covenant’s other Edmonton community hospital, and the ICU wellness ambassador who co-ordinates with the site wellness team to promote mental health supports among ICU clinicians, Grewal has spent her professional career in Covenant hospitals. She has stayed in large part because of those values – “the familial feel, the mentorship, the care were present from day one, and still are,” she says.

“In nursing what matters is communication, respect and being

 A recreation therapist speaking with a long-term care resident at Covenant Health.

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2,867 17

 At Covenant Health, health-care providers can readily communicate with leaders to figure out decisions together.

with them.” Then there are the on-site chaplains, who in most health-care settings are present to support patients and families.

“But Covenant chaplains also offer inclusive spiritual support to staff who want to talk about their

purpose, calling or where they are in life,” Cameron says.

Covenant offers many benefits as an employer, including support for staff to move widely in both career and location across Alberta and an ongoing scrutiny of

workplace experience to ensure diversity also means inclusion.

But it is also small enough, Grewal and Cameron both emphasize, to instill Grewal’s “familial feel” and for employees “to believe they can have a real impact on the

full-time staff in Canada

sites in 12 communities across Alberta

4.35%

annual voluntary turnover rate

80%

of managers are women

organization,” in Cameron’s words.

“There’s more we can do,” says Cameron. “We can get better, we can listen more, we can continue to grow and evolve, but we’re already doing some great things.

And I believe our people feel it.” 

Whole person care.

Body, mind, soul.

Join the Covenant Health team today.

CovenantHealth.ca/Careers

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Direct Energy powers up the employee experience

here was a lot that appealed to Vilasini Pillay when she joined Direct Energy Canada as content marketing manager in 2022, including the company’s commitment to diversity, equity and inclusion (DEI). “It is a huge part of the culture here,” Pillay says, “and it’s visible even in the interview process, where I was impressed by how inclusive the interview team was. The company is not just talking about DEI, it’s actually living it, and I really love that.”

In the last year, Direct Energy’s main priority has been investing in our employee experience. We want to attract and retain those bright individuals who are going to help us best serve our customers.

manager Tanis Kozak, is part of the company’s wellness policies.

“There’s also a mental-health first aid at work program, with specific training,” Kozak says. “So, we now have a network of colleagues trained to support emotional health, see when there’s a problem – because quite often folks don’t even recognize that they’re having an issue or know where they can get help – and direct people to our employee program for access to professional care and therapy.”

And the enhanced wellness policies are connected to DEI, and to every other aspect of an evolving workplace culture, continues Kozak. “In the last year,

Direct Energy’s main priority has been investing in our employee experience,” she says. “We want to attract and retain those bright individuals who are going to help us best serve our customers. We’ve improved our overall benefits, engagement programs, reward programs, wellness programs and community programs — all to provide a well-rounded employee experience.”

The company’s numerous business resource groups are “company-supported but employee-driven,” says Kozak.

“We don’t presuppose the interests of employees.” The groups include One Space (centred around

LGBTQ+ employees), Women in Power and RISE. An acronym for Reconciliation with Indigenous Peoples and Supporting Equity, RISE “has the goal of fostering understanding of Indigenous culture,” Pillay says.

“We’ve done awareness training for employees of Direct Energy in the history of Indigenous people, presenting videos on the residential school system and all the injustice they have faced, promoted volunteering at various events, and donated school supplies to different First Nations communities,” says Pillay. “We want to take a role, as an organization, in the truth and reconciliation work that

— Tanis Kozak Vice President and General Manager

More unusual, though, was the Calgary-based energy retailer’s policy of unlimited paid personal time off, even for its newest hires.

“It’s not based on tenure, and anyone can work with their manager to get paid time off for any reason – illness or vacation or something going on with the family, anything at all,” says Pillay. “That one stood out the most.”

The personal time off, says vice president and general

 Earlier this year, Direct Energy sponsored and participated in the Calgary Pride Parade.

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166

full-time staff in Canada

50%

of executive team are women

1,500

staff volunteer hours last year

2,000

wellness spending account

$  Direct Energy employees participating in its partnership with a program that builds adaptive cars for children with limited mobility.

needs to be done.”

For Kozak, one of the most meaningful elements in employee satisfaction at Direct Energy is its Daymakers program. “It was employee-devised, employeepromoted and, later, employee-

adjusted based on their feedback,” she says. Employees who see a need from a customer’s perspective – perhaps someone delinquent on their bill because the husband’s been in a car accident, so the wife has become

chief caregiver and is unable to work – can make the day for that customer by bringing their story forward. Once approved, the employee can offer assistance to the customer, such as a bill credit.

“It demonstrates to the customer

Harnessing The Energy Within Direct Energy is proud to be recognized as one of Alberta’s Top Employers.

Our employees are our greatest asset. We’re committed to supporting every aspect of their well-being and growth, while building a unified and inclusive culture.

By fostering a collaborative and innovative environment, our team is able to deliver future-focused products and services for our customers throughout Alberta.

that we care,” Kozak says. “But it also demonstrates to employees that the work they do is meaningful, the impact they make on customers is significant, and that they are rewarded appropriately for all of that.” 

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Enbridge’s clear vision drives staff engagement

here are a number of reasons why Hilary McQuair likes working for Enbridge Inc., but the main one is simple and straightforward.

“We know why we’re here,” says McQuair, who’s manager of regional services for Enbridge in the Athabasca and Fort McMurray regions. “We have a clear vision from our leadership about what we’re here to do – deliver reliable and safe energy – and we all know that our priorities are people, communities and what we’re doing for them.”

programs, including formal and informal mentorships and various courses.

“They’re always changing up the programs and checking out what’s new and available, to stay current in professional development,” says McQuair. “We also have an annual individual development plan, which gives you a voice to say what you’re interested in and what your personal priorities are.

And then your leaders can jump on board and support that.”

The company recently presented a discussion about Kim Scott’s

best-selling leadership book Radical Candor. “I had recently read that book, so I loved the opportunity to have an info session about it,” says McQuair. “It was something completely different.

Nothing is cookie-cutter here – there are lots of different options, and you can lean into what works for you.”

Moye points out that providing online training and courses is important when you have a workforce like Enbridge’s, which operates in diverse ways across the province, in offices and out in

the field.

“Using technology to support learning and development is critical, because it means everyone has access to our curriculum, no matter how they work,” she says.

“If they’re doing rotational shifts, they can still find times that work for them.”

McQuair is grateful for Enbridge’s flexible work schedule, which allows her to spend time with her family. “We have a workfrom-home option, but I don’t take advantage of that because with three little kids at home it would

That starting point of purpose and pride contributes to the culture, and it’s why people not only stay, but stay in a highly engaged and productive way.

— Melissa Moye Chief Human Resources and Inclusion Officer Melissa Moye, chief human resources and inclusion officer at the energy infrastructure company’s Calgary head office, would agree. “That starting point of purpose and pride contributes to the culture, and it’s why people not only stay, but stay in a highly engaged and productive way,” she says.

When it comes to career advancement, Enbridge employees have access to a range of

 Enbridge actively looks for opportunities to adapt and harness technology to keep its infrastructure safe.

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 Enbridge is committed to building a rewarding environment for career growth through employee development initiatives.

be difficult,” she says. “Instead, I work nine-hour days and take every second Friday off, which has been great.”

As a woman working in what has traditionally been a male-dominated field, McQuair

also appreciates the company’s efforts to support the advancement of female leaders.

“I’m the only ponytail in the room for sure,” she says with a laugh. “But we just did our first Women in Operations conference.

I was on the committee for it, and we had over 70 women – frontline women who put their safety equipment on every day. It was great to see the women of different ages and what they’re doing in the company.”

Tomorrow is what we make it.

And we’re making it happen today. By bridging to a cleaner energy future. Always reaching higher on a pathway to net zero. And looking for the brightest minds to help get us there.

Tomorrow needs you. Join one of Alberta’s Top Employers. Visit enbridge.com/careers.

Tomorrow is on.™

7,634

full-time staff in Canada

6

weeks, maximum vacation allowance

100%

employerpaid retiree health premium

100%

compassionate leave topup pay

McQuair says the conference was received very well, and will be held annually going forward.

“It’s a passion of mine to speak up and make sure that women know that they’re welcome and that they have a place here.” 

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EPCOR employees can count on each other

riti Laderoute has worked at EPCOR for 17 years. A few years ago, she recognized a potential gap within the company – that women did not have many opportunities to meet other women in the company, to share experiences and advance their personal growth and leadership skills.

“We started the ‘Herstory’ employee resource group,” says Laderoute, senior manager, sustainability. “The initiative was a success and we received CEO sponsorship without hesitation. I am proud that our company has given us the opportunity to create a platform to share these stories that reflect truth, grace, grit and resilience.

groups that have developed over recent years. These ERGs support diverse communities and their allies, such as Indigenous Peoples, �SLGBTQI+, people of colour and women working in the field.

Another focus for Laderoute is on the company’s commitment to sustainability, which includes 17 targets and 25 measures on initiatives, such as addressing climate change and supporting the communities where it operates.

“Working on sustainability projects like these is so exciting because I get to connect with team members across the company to work on some of our most innovative projects,” Laderoute says.

One of those projects is the

kīsikāw pīsim solar farm, which means “daylight sun” in Cree.

The location includes more than 30,000 solar panels providing energy to the company’s E.L. Smith Water Treatment Plant – one of two that deliver clean drinking water to Edmonton and surrounding communities. An innovative system at the site manages production, storage and flow of electrical energy, sending the solar power where it’s needed – to the plant, to battery storage or to the provincial grid.

On the climate change front, EPCOR is taking steps to protect critical infrastructure. Snowmelts and rainfall patterns are expected to increase the risk of higher flows on the North Saskatchewan

river, the source of Edmonton’s drinking water. EPCOR’s flood mitigation work ensures water treatment plants are protected and communities continue to receive clean water, even in the event of a major flood.

“Job candidates tell us that they want to work for a company that values sustainability and is committed to addressing big challenges like climate change,” Johnson says. “At EPCOR, there are opportunities to make a real difference in the communities we serve.”

Making a difference also includes giving back to social causes. Laderoute has been involved in many community events supported by EPCOR,

It makes me feel proud to work for a company that treats the communities where we work as a priority.

— Priti Laderoute Senior Manager, Sustainability

Mark Johnson, director of human resources operations and talent management for the Edmonton-based energy and water utility, says EPCOR is focused on building a workforce that reflects the diversity of the communities it serves. “That means building a work environment that celebrates and supports cultural traditions and life experiences,” he says.

Part of that commitment includes eight employee resource

 Members of team EPCOR are committed to advancing the company’s sustainability journey.

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2,900

full-time staff in Canada

18,846

job applications received last year

1,500

max tuition subsidies for full-time employees

2.9M

non-profit support in 2022 (Community Investment program)

$

$  EPCOR is dedicated to helping employees grow their careers and to creating a sense of belonging across all operations.

including its annual United Way campaign, food bank drives and clothing collections. “It makes me feel proud to work for a company that treats the communities where we work as a priority,” Laderoute says.

Johnson says EPCOR encourages employee involvement in the community through programs like Helping Hands, which makes team members who volunteer 30 or more hours eligible to apply for a $300 grant to a non-profit of

their choice.

“Our purpose statement is ‘Communities count on us. We count on each other.’ It’s a statement that was developed by our employees and for our employees – that’s really what

brings so much meaning to it,” Johnson says. “It’s a purpose reflected every day in the pride our employees take in working for a company that provides essential services and makes a positive difference in the community.” 

COMMUNITIES COUNT ON US. WE COUNT ON EACH OTHER. Explore opportunities at epcor.com/careers.

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Fairmont Banff Springs staff get guest treatment

ore than two decades after being hired at the Fairmont Banff Springs hotel, Deon Klatt still has to pinch himself sometimes when he goes to work at the UNESCO heritage site nestled in the Rocky Mountains.

“I walk or ride my bike to work and I'll see this iconic castle with Mount Rundle in the background at sunrise,” says the guest services agent, who started with the hotel 21 years ago. “It's a Canadian icon – there aren’t too many places like it.”

felt like he had found a sense of belonging at the Fairmont when he was invited to be a part of its recreational hockey team.

“I wasn’t a good player, I didn’t have fancy gear, but I put on that Banff Springs hotel hockey jersey and felt like I was part of something here.”

Being able to cross train with different departments over the years has helped continue to foster that feeling for Klatt.

“It gave me the opportunity to develop a lot of relationships with people from other teams,” he

recalls. “I really felt like I was part of the community.”

Beyond the flexibility and professional development, taking advantage of employee perks like discounts at the spa, fitness centre, golf club, hotel restaurants and stays at other mountain resorts are the cherries on top.

“I’ve stayed at places all over North America and sometimes plan vacations based on those properties,” he adds.

Employee well-being is the top priority for the hotel and leadership takes a multifaceted

It gave me the opportunity to develop a lot of relationships with people from other teams. I really felt like I was part of the community.

— Deon Klatt Guest Services Agent Like many who call Canada’s first national park home, Klatt moved to the Bow Valley from his hometown of Edmonton to be immersed in the mountains.

He doesn’t just like skiing, he stresses, he loves it and wants to be able to do it as much as he can.

The work-life balance the hotel provides makes that possible.

“It really allows me to do the things that I love to do every day,” he says.

Almost immediately, Klatt

 Deon Klatt, guest services agent, at Fairmont Banff Springs.

approach to staff care, explains Jennifer Melanson, regional director of talent and culture, who got her start in Fairmont hotels 30 years ago as a server.

“We make sure that we have the staff and resources to be able to give people what they want, which is a balanced life,” she says.

The Fairmont prides itself on providing staff with a work experience that allows them to enjoy the same luxuries as their guests – whether at the cocktail bar or on the ski slopes.

An employee experience

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1,044

full-time staff in Canada

180

charities helped last year

5,000

for mental health practitioner

65

staff members have served for 25+ years

$

 Located in Banff National Park, Fairmont Banff Springs is a year-round luxury mountain resort.

coordinator helps to plan staff adventures, and employees living in staff accommodation have access to the gear they need to get outside, like mountain bikes, paddleboards or camping equipment.

Flexibility for employees to

enjoy the mountains they love goes hand in hand with caring for their mental, physical and social well-being, says Melanson.

“People come to the mountains to seek out those experiences,” she says. “It’s our responsibility to

THERE’S A PLACE FOR YOU HERE.

have the support in place to help people be their best selves.”

For Klatt, the biggest impact comes from the roots he’s been able to lay down with his coworkers and guests.

“I’ve met so many people from

all over the world. I’ve watched families grow from diapers to university,” says Klatt, who has also started his own family in Banff. “Making those connections is maybe one of the best things about working here.” 

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Fluor Canada has a strong history of growth

or Ross Blackbeard, a human resources specialist, working at Fluor Canada Ltd. was an easy decision.

“I’ve known about the company a large portion of my life,” says Blackbeard. “When I started here, it immediately felt like a good fit.”

Fluor, with Canadian headquarters in Calgary, is an engineering company that provides engineering, procurement, construction, maintenance and project management services.

This year it is celebrating its 75th anniversary in Canada.

You feel a strong sense of stability working for a company that’s been in Canada for 75 years.

toughest projects,” says Plume.

“And our teams are constantly growing and adapting in the ever-changing market.”

One growth program is for new grads starting their career journeys. It’s an employee resource group (ERG) called Graduates Advancing to Professionalism and it provides support for those in the first five years of their careers.

“A unique aspect of my current position is that I’m the primary point of contact for our campus recruiting efforts,” Blackbeard says.

“So the purpose of the program is to help students make the transition to the office environment.”

Plume adds that it’s more than business that enhances Fluor’s

growth cycle.

“It’s not just growth in the projects we work on, it’s also the growth of our employees,” says Plume. “We work to ensure that each employee has the support they need to develop their own careers with resources like mentorship programs, education subsidies, goal setting and more.”

When at university or technical school career fairs, Blackbeard says, he is often asked, “Why should I work at Fluor?”

“For one, it’s the people,” he says. “There’s a very strong sense of collaboration in the office.

Secondly, the opportunities for involvement and growth.”

Another focus at Fluor is

community investment, from volunteering at local food banks to planting trees with community partners.

“I am constantly in awe of how passionate our employees are about leaving communities where we live and work better than when we arrived,” says Plume. “I’m really proud of what we’ve done within the communities.”

Compensation and benefits are also important. “With our benefit offerings we’re constantly looking at benchmarking to make sure that they’re inclusive and that they meet our employees’ needs,” Plume says. “So employees can really bring their full selves to work and prioritize their wellness.”

— Ross Blackbeard Human Resources Specialist “We’ve seen so many changes and developments in the last 75 years,” says Kourtnee Plume, director of human resources. “It’s our people that continue to innovate and create those sustainable solutions for our clients.”

Blackbeard adds that it shows the company is able to adapt. “You feel a strong sense of stability working for a company that’s been in Canada for 75 years,” he says.

Plume is enthusiastic about the advancements the organization has made both in business and employee enhancements.

“The amazing accomplishments that we’ve achieved over the years are indicative of what we do best – designing, constructing and maintaining some of the world’s

 Fluor focuses on building a multigenerational and diverse workforce through its inclusion council.

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1,555

full-time staff in Canada

50

years, longestserving employee

3

weeks of vacation for new employees

6,000

in tuition subsidies per year

$  At Fluor, new graduates are supported in their transition to working in an office through the ‘Graduates Advancing to Professionalism’ employee resource group.

Fluor offers yoga classes, book clubs, chess, puzzles – even a ping-pong table – so employees can take needed time out.

Plume also notes how a culture of inclusion has evolved over the decades.

“We’ve expanded to have multiple ERGs. We’ve developed an inclusion council and we’ve provided learning opportunities on a whole array of topics,” she says.

On the business side, Fluor

diversifies its talent pool through a variety of means, whether hiring people with new ideas or having existing employees expand their skill sets.

“We’re always looking to diversify and strengthen our

offerings to our clients. That can mean anything from developing new and existing technologies to strengthening our innovative solutions,” says Plume.

“We’re continuing to build on our legacy.” 

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Graham lays the foundation for a lifelong career

olin Aitken has held just about every role it’s possible to have within the operations business at Graham Construction. Over 32 years, he’s built both a broad array of construction projects across buildings, infrastructure, and industrial, and his own career with Graham, rising through the ranks from a field engineer all the way to executive vice president of buildings today.

“After you’ve been with an organization this long it’s a huge part of your life – the history, what you’ve accomplished and created, the relationships you’ve built. I’ve really enjoyed it, and it’s been a big positive for me,” he says.

well supported,” he recalls. When he started taking on management roles, the company supported him, giving him opportunities to work across Canada and into the United States.

“When I work with young graduates, I tell them there is an opportunity to spend your career here. There are lots of growth opportunities and education,” he says. “What we try to do for new people and young people is to let them try different sectors and regions – from Toronto to Fort Mac to Vancouver and Seattle – and let them hone their career based on what they love.”

Alicia Donnelly, operations

director for maintenance and turnaround in Fort Saskatchewan, says she’s felt that support over her 18 years with Graham and a predecessor company it acquired.

After starting in an administrative role handling payroll, project controls and accounting in 1998, she said she’s received support from the business to indulge her professional curiosity. She has held leadership roles for the majority of her career, and currently leads a division of mechanical tradespersons who maintain client assets in the oil and gas space.

“I’ve been able to take on different tasks, learn different parts of the business and grow my

career, and now I get to pass that down to the next level,” she says.

“It’s something that gets me up in the morning.”

Aitken notes employees can change as they grow in their career, but “the organization can change with them. That’s something we’re really focused on – we’re an organization that’s evolving to accept and promote change.”

Donnelly has seen that evolution first-hand. Despite being in a heavily male-dominated industry, she’s worked with “pretty keen leaders that were early adopters of workforce diversity” and worked hard to ensure women entering

After you’ve been with an organization this long it’s a huge part of your life – the history, what you’ve accomplished and created, the relationships you’ve built.

— Colin Aitken Executive Vice President, Buildings

Aitken says his career embodies the opportunities Graham offers employees and what he tries to tell young staff in particular. The company took him from his hometown of Calgary to Saskatoon, to Kelowna and back to Calgary, the construction and development company’s headquarters.

Early in his career, he was given the opportunity to explore different aspects of the business and find what appealed to him, and once he did pick a lane, “I was very

 At Graham, employees have opportunities to be curious in exploring their interests across construction and business roles.

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2,044

full-time staff in Canada

100%

parental and adoption leave topup pay

2,000

mental health practitioner benefit

400

charities helped last year

$

 Graham builds several projects across sectors, including a flood barrier.

the business felt supported in growing their careers. Today, her team has a higher proportion of women than the oil and gas average. And five per cent of Graham’s construction craft workers are women, above the industry

average for skilled tradespeople at two per cent.

In a historically maledominated industry, part of improving workforce diversity, equity and inclusion (DEI) is about being able to identify the transferrable

skills and potential to develop in the role, even if they don’t have the traditional background for it — something Graham is particularly good at.

“It’s really nice to see an organization creating a strategy on how

to continue growth in that DEI space,” she says. “In the construction industry, it’s still predominantly male and does need some focus and strong leadership, and Graham is definitely leading the way.” 

Your future is worth building.

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Your future is worth building.

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Integrated Sustainability empowers with its ESG mission

B

efore Paige Sholter started at Calgarybased Integrated Sustainability, she’d been an engineer for the oil and gas industry. But she was drawn to sustainability work.

“I want to feel proud of the work I’m doing and why it’s beneficial,” says Sholter, an environmental, social and governance (ESG) advisor. “It’s empowering to know that I work for a company that is tangibly contributing to a better, more sustainable world.”

Pat Leslie was also drawn to the company by its mission. One of the early employees, Leslie joined in 2012 fresh out of school as a mechanical engineer. But in the years since, his job has changed several times – and that, he says, is one of the best parts of working there.

lot of people who get the opportunity to move around. It really rounds out the team, and it also helps people to understand how each part of the company works.”

Employees have the benefit of several formal and informal check-ins with their managers throughout the year. “They work with you to identify whether there are courses you want to take or a different department you want to work in,” says Sholter. “I wanted to learn greenhouse gas quantification, so I’m currently taking a course on that topic. This is an

area that I want to grow in, and they’ve been able to provide me with those opportunities.”

While Integrated Sustainability supports many charities, both Leslie and Sholter have a special attachment to the one the company supports most: Energy for All, a non-profit organization that helps provide clean water and renewable energy to less advantaged communities.

“Right now, we’re working with local First Nations and looking at their water systems, some of which are contaminated,” explains

Sholter. She and other employees will not only be testing their water but also plan to go into the schools to talk about water safety and sanitation.

“The goal is to help our neighbours,” she adds. “We’re in Alberta, and there are people here who do not have access to clean water. This is a problem.”

Employees work with Energy for All through a combination of volunteer and company-funded hours.

There is plenty of opportunity for fun as well. Integrated

ESG is critical to our future, and we really do ‘walk the talk’ in the work we do.

— Pat Leslie Director, Corporate Development Indeed, Leslie has done everything from evaluating new technologies and helping fisheries reduce their carbon footprint by going off the grid to consulting with major oil and gas companies that want to drastically reduce the amount of water they use.

Now, he’s the director of corporate development.

“It’s been great to be provided opportunities to step into new roles and learn completely new disciplines,” he says. “We have a

 Integrated Sustainability fosters a working environment of teamwork and collaboration.

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 A junior water resources scientist at Integrated Sustainability sampling remote groundwater and monitoring soil gas.

Sustainability’s dedicated people and culture team takes pride in organizing various social events and activities throughout the year, centred around promoting health and wellness, team building, and providing training and education.

“We work hard, but we know how to have fun,” Sholter says. “It’s important for colleagues to have another way to connect with each other.”

In the end, though, the biggest draw is still the company’s mission

and values. “Sustainability has been woven into our fabric since the very beginning,” says Leslie, “ESG is critical to our future, and we really do ‘walk the talk’ in the work we do.”

“As a young person, I wanted a

80

full-time staff in Canada

100%

employerpaid benefits

10

paid sick days

12

weeks parental leave topup pay

paycheque – that was the goal,” adds Sholter. “Now, I want to contribute to something meaningful, leaving a positive impact on the world. Being able to work with a company that has opportunities to do that is really important.” 

BUILDING THE FUTURE, SUSTAINABLY

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Mawer invests in its people and its communities

art of Emma CooperKey’s position at Mawer Investment Management Ltd. is developing the firm’s strategy regarding where it directs its charitable giving, as well as supporting volunteer opportunities.

These programs include an employee giving program, where the Calgary-based firm matches employee donations, fundraising or volunteer hours (based on an hourly dollar rate) up to $3,000 per employee per year. The firm also organizes volunteer opportunities, such as sorting food at a food bank or collecting items and creating holiday hampers for local seniors.

disaster, we will run additional matching programs for employees to donate to those causes,” she says. “I'm humbled by how generous our employees are. No one is giving in order to receive any praise or recognition. I feel lucky to work with these people.”

Allison Webb, chief marketing and people officer, says Mawer’s ongoing commitment to giving back to the community is an important part of the firm’s culture and reinforces its founder’s mantra of “Do the right thing.”

This includes a goal to contribute at least one per cent of its profits to charitable causes.

Mawer programs include a fee rebate or direction donation to its not-for-profit clients and an employee-driven monthly donation program, Choose Your Cause, where employees nominate causes and then an employee vote determines which charity will receive a $10,000 donation that month.

The Jamboree for Charity is an annual fundraising event in Calgary and Toronto hosted by

Mawer board chair Craig Senyk his wife, Cara, as well as Mawer Investment Management. Since its inception in 2013, the event has raised more than $2 million for 18 causes that sponsor physical and mental health, education, children, and Canadian athletes.

“It’s important for me to work at a firm that is guided by its core values. It’s personally fulfilling for me to be part of making a positive difference in the communities in which we live and work,” Webb says. “Last year, we contributed

It’s personally fulfilling for me to be part of making a positive difference in the communities in which we live and work.

— Allison Webb Chief Marketing and People Officer

“In some cases, we could be giving or volunteering for a charity that is just down the street from our office. So I think it keeps us connected to our community,” says Cooper-Key, marketing analyst. “I think these community efforts help with attracting and retaining employees.”

Cooper-Key is also amazed at employees’ kindness. “When there is an emergency, such as a natural

 Employees connecting during a holiday party at Mawer Investment Management.

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$

$

 Mawer Investment Management encourages employees to give back to their community through volunteering initiatives such as building bikes for charity.

to more than 200 different causes through our donations, volunteer support and team participation.”

That commitment to helping extends to its employees, Webb says. Mawer helps each employee identify and work towards their

specific intersection, which is the juncture between each employee’s desires and dreams, and their skills and aptitude. This allows employees to create roles within the firm that enable them to do what they do best while creating

value for Mawer. For Webb, it meant expanding her role beyond marketing to supporting community giving programs.

“I’m proud that Mawer has nurtured a culture of giving back at both a corporate and an

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full-time staff in Canada

5,000

learning stipend

2,000

mental health practitioner benefit

223

charities helped last year

individual level and has earned the reputation as a firm that really cares about our impact in the community,” she says. “For me, the work we do in this area is a continual source of motivation and satisfaction.” 

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Mercer Peace River Pulp fosters a caring community

im Villeneuve is so grateful to have completed his millwright apprenticeship at Mercer Peace River Pulp Ltd., he’s now mentoring the next generation of young tradespeople starting their careers at the pulp mill.

“We’ve trained a lot of trades and technicians here over the years,” says Villeneuve, the mill’s wood processing maintenance lead. “When I’ve gone to other places, people comment on the quality of the tradespeople that come out of the pulp mill.”

Born and raised in Peace River, Villeneuve worked in the logging industry, supplying wood to the mill, before starting his four-year millwright apprenticeship in 2007.

products that were made by our mill,” says Roger Ashfield, Mercer Peace River Pulp’s managing director.

The mill’s softwood pulp makes paper towels and tissues, among several products, while the hardwood pulp goes into high-quality paper used for magazines. The pulp even went into Tim Hortons coffee cup lids. Last year, the restaurant chain undertook a trial in Vancouver and Toronto using the mill’s pulp to make more environmentally friendly lids. They worked well but won’t replace plastic lids for now due to cost, says Ashfield.

Since leaving the oil and gas industry and joining Mercer Peace River Pulp in February 2022, Ashfield has been enjoying the woods full of aspen and pine surrounding his home, and getting to know the mill’s dedicated employees – some of whom have worked there for 33 years. It’s also common for the company to employ several family members.

“It is not a family business; it is a very family-oriented business,” says Ashfield.

As the largest employer in the area, Mercer Peace River works hard to give back to the community. Recently, it raised close to

$5,000 for the North Peace Suicide Prevention Resource Centre in Grimshaw and $5,000 for the Royal Canadian Legion in Peace River to build a new deck.

“Mercer is one of the biggest contributors to the communities,” says Ashfield.

The company also matches employee volunteer hours with financial donations. For every 40 hours an employee volunteers, the company will donate $500 to an organization. For Villeneuve’s kids’ minor hockey and baseball teams, the donated money helps to pay for road trips and tournaments.

“In the north we have to travel far

It is not a family business; it is a very family-oriented business.

— Roger Ashfield Managing Director

“I was paid throughout my apprenticeship. That was very important to me because I had a family at the time,” he says.

Located in the boreal forest region, Mercer Peace River’s operations started in 1990 and produce both softwood and hardwood pulp. Each day, the mill – part of Mercer International Inc., a global forest products company with operations in Germany and North America – processes 1,500 metric tonnes of pulp. The pulp is shipped globally.

“Every day, people are using

 Tim Villeneuve, wood processing maintenance lead, mentors young tradespeople starting their careers at Mercer Peace River Pulp.

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$

325

full-time staff in Canada

7

weeks, maximum vacation allowance

100%

employerpaid health plan, with family coverage

2,000

scholarship program for employees’ children

 Mercer Peace River Pulp technicians monitoring safe pulp manufacturing operations in a control room.

for sports,” he says, adding that it is not uncommon to drive four and half hours to Edmonton for a tournament.

Mercer Peace River also provides tuition subsidies for courses directly and indirectly related to

an employee’s position as well as $2,000 academic scholarships for employees’ children who are pursuing post-secondary studies.

In addition, several scholarships and bursaries are available for Indigenous students. Currently,

Proud to be one of Alberta’s Top Employers Join the team: mercerint.com/careers

close to 20 per cent of the mill’s employees are Indigenous and the company is working to hire more as its operations grow.

Villeneuve continues to count on his employer in both good times and bad. When he and his

son were in a serious car accident several years ago, he had his medical expenses paid, time off work to recover and frequent check-in visits at home from his co-workers.

“Everyone is looking out for each other,” he says. 

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At NAIT, career paths satisfy the need for change

hristopher Fukushima’s career has gone through two transformations during his nine years at the Northern Alberta Institute of Technology (NAIT). He started working in student services and, within five years, he began work in administration on organizational development, something closer to his educational background. Now he has become department head, marketing, hospitality and human resources management.

NAIT offers a highenergy environment where it’s easy to make connections with people from all over the institute.

Clayton Davis, associate vice president, human resources. “You might meet a fellow dog owner when dropping by the veterinary medical assistant program, or a colleague waiting in line at the shop selling food from one of the culinary programs, or you might sit on an interdepartmental committee or ask to be mentored.”

NAIT offers a program for employees to sign up to mentor and be mentored, and the human resources department creates matches based on the mentee’s goals. Another, less formal way to be supported is through employee-run peer-to-peer groups

that form around specific academic areas or come together to offer support and education around diversity, equity and inclusion, such as LGBTQ2S+.

Fukushima is currently mentoring someone who would like to do work in organizational development. “I’ve kept in touch with all the people I’ve mentored and my own mentors as well.

They’ve challenged me to do more.”

As a person and an employee, Fukushima is someone who does a lot. While working at NAIT he has been able to take courses in leadership and management

development and he completed a master’s program with tuition support from the institute. He has four dependents – three children and a cat. “NAIT allows me to bring my true self to work,” he says. “I am able to have flexible hours if I need to take my kids to school and we have special leave days that allow me to look after a sick child at home.”

“We have a distributed work model,” says Davis. “Employees might work in non-traditional workplaces. Many work some days from home and some days on campus. And we increasingly have employees who choose to

— Clayton Davis Associate Vice President, Human Resources

“I was looking forward to my next step, talking to leaders in my department, and they asked if I had considered the department head role,” says Fukushima.

“They pointed out that there were parallels to the job I was doing and told me I already had many of the core competencies of the position.” After that, he was mentored by an associate dean, academic, who fielded questions about moving to the academic side of the organization.

“NAIT offers a high-energy environment where it’s easy to make connections with people from all over the institute,” says

 Christopher Fukushima, department head of marketing, hospitality and HR management at JR Shaw School of Business at NAIT.

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1,852

full-time staff in Canada

19,783

job applications received last year

41

years, longestserving employee

9

weeks vacation (max) for instructors, 7 weeks for other staff

 NAIT employees preparing to welcome students and introduce campus resources at one of several student orientation days.

do a split shift to accommodate taking their children to school and picking them up.”

When he came to NAIT, Davis says he found that the employees had an extraordinary tolerance for moving around – and he fit right

in. As a polytechnic, NAIT offers all sorts of opportunities. Given its size and complexity, Davis has been able to satisfy his need for change within the organization.

He has had seven different roles in his 18 years with NAIT.

“We have the mechanisms in place to allow a culture that’s conducive to adventure,” says Davis.

Fukushima concurs, saying that creativity is encouraged as long as you can make a case for how it

could benefit the organization.

“NAIT lives its values,” says Fukushima. “People in this organization have been supportive of my growth as a person – and my career trajectory shows how I’ve grown professionally.” 

People Make NAIT Great For 13 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.

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Norton Rose Fulbright advocates for employee success

B

enita Ikpo moved to Canada in 2018 while she was pregnant, along with her husband and two-year-old daughter.

Soon after, she became a legal assistant at the Calgary office of Norton Rose Fulbright Canada LLP. Ikpo, who was qualified to practise law in Nigeria, earned her law degrees from the United Kingdom and the United States but wanted to continue her legal career in Canada. Ikpo knew it wouldn’t be easy in a new country with two young children and a demanding full-time job. She worked all day and then studied at night. Before completing her accreditation exams, she informed one of the law firm’s partners of her intention to become a lawyer.

wonderful people at the firm.”

Elizabeth Williams, managing partner, says Norton Rose Fulbright seeks to support all employees in what is a very demanding profession. “In the legal space, where there can be a lot of demands on time and you are working on serious matters, it can impact your mental health.

So it’s a priority for our firm to be a leader in supporting mental health within the legal profession,” she says.

The firm recently increased its benefits coverage for mental

health services to $3,000 a year. It provides an employee assistance program and has an employee resource group focused on mental health. The firm is also having 50 employees trained as mental health first-aid officers, who learn to spot a colleague that might need help, and offer support and resources.

Williams, who started at Norton Rose Fulbright as a summer student in 2007, recently became the first woman to hold the managing partner position in the Calgary firm’s history. “A big focus for me

is authentic leadership, teamwork, high performance and inclusivity.

A part of that means making sure that people in all areas of our firm, not just lawyers, have access to meaningful work.”

To really make a difference, Williams says it helps to have data and act on it. When the firm is staffing its files, data is generated on who makes up each team. “You can make sure that you are giving a cross-section of people opportunities to have the best work,” Williams says. “We also provide that data to our clients so they can

A big focus for me is authentic leadership, teamwork, high performance and inclusivity. A part of that means making sure that people in all areas of our firm, not just lawyers, have access to meaningful work.

— Elizabeth Williams Managing Partner

“She and everyone at the firm were incredibly supportive and encouraging. And the firm offered me an articling position after I completed my exams,” says Ikpo, who is now an associate. “I felt very supported. But it wasn’t surprising because it’s such a great place to work and we have such

 Norton Rose Fulbright colleagues celebrating together at the firm’s holiday party.

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1,527

full-time staff in Canada

600

fitness club subsidy

46

years, longestserving employee

250

charities helped last year

$

 Benita Ikpo (left), associate at Norton Rose Fulbright, with her articling principal, Ray Chartier.

see who is working on their file.

That ensures we’re held accountable. It’s something I’m proud of, because I think that’s how you actually move the needle.”

Norton Rose Fulbright also recently rolled out a new parental

leave policy, which provides 26 weeks of salary top-up to mothers, fathers, adoptive and non-birth-giving parents. “We are also focused on reintegrating people after parental leave in a way that will set them up for

success,” Williams says. “They have a sponsor who ensures they have meaningful work when they return and who checks in on them to ensure their workload is not too heavy or light.”

“The firm’s programs and

initiatives strengthen the culture of inclusion and promote the mental well-being of employees,” Ikpo says. “They encourage connection and authenticity, which is beneficial to employees and the firm as a whole.” 

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At NOVA, a focus on values makes learning come alive

R

obin Thompson is passionate about learning – a passion she shares with every employee at NOVA Chemicals Corporation. As the company’s specialist for learning and development, Thompson aims to create the best possible learning experiences for people across the organization, with an approach that is both human-centred and value-driven – inspired by ‘Nova’s Nature’ with its pillars of passion, collaboration, responsibility and innovation.

It’s part of our leadership mandate to model that learning mindset, so people know it’s safe to show up as who they are, to question and make errors, and to bring crazy ideas to the table.

part of our leadership mandate to model that learning mindset, so people know it’s safe to show up as who they are, to question and make errors, and to bring crazy ideas to the table.”

Headquartered in Calgary, the petrochemical company recently launched its 2030 strategy, which includes environmental, social and corporate governance (ESG) ambitions and its plan for becoming the North American leader in sustainable polyethylene production. Mona Jasinski, senior vice-president, human resources and communications, says the new strategy meant an enhanced focus on learning to be able to meet the aspirations for 2030.

“Our vision is to become the leading sustainable polyethylene producer in North America, so that requires new skills and capabilities – which means learning in areas we may not have worked in as much before,” says Jasinski.

“So we’ve got to upskill ourselves and really look at how we can best deliver in a different environment than we were in five years ago.”

Thompson says most of the learning at NOVA takes place on the job and in collaboration with others. It’s also very catered to the needs of the individual as opposed to a one-size-fits-all approach.

“Applying new skills with a project team or on a project with peers, mentors and leaders, is

where the real learning happens,” says Thompson. “When we think about our learning strategy, part of it is that we typically will offer a classroom of virtual training to share the new knowledge with the employee, and then follow up with resources and ways for them to embed those new behaviours in their daily work.

“We also have a support process called shaping success, which is about employees continuously having quality conversations with their leader throughout the year about what they’re learning.

Mentoring is mostly through that leader-employee relationship.

The expectation for leaders here is that all leaders are coaches

— Robin Thompson Specialist, Learning and Development

“That innovation pillar is really about continuous learning,” says Thompson. “It’s about having that growth mindset where you commit to learning new things, growing every day and inspiring others to do the same. It’s really who we are and a big part of our culture.

“We like to experiment and the more we can experiment without fear of failure puts us further ahead in finding even better ways to solve problems. Failure is feedback – a chance to learn. It’s

 A technologist at NOVA Chemicals operating equipment to create new structures of sustainable polyethylene plastic.

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2,194

full-time staff in Canada

2,500

scholarship program for employees’ children

2,490

staff volunteer hours last year

$

(up to)

$  Manufacturing employees completing a pre-job safety review at the Joffre, Alberta facility of NOVA Chemicals.

and help their employees on an ongoing basis.”

Jasinski says that as a sciencebased organization, investing in employees is a longer-term investment that’s absolutely necessary in order for people to be able to

bring their best to work and for the company to be competitive globally. She also points out how diversity brings a level of richness to learning as well.

“We value different perspectives because when people share their

OUR PEOPLE are reshaping plastics for a better, more sustainable world.

different perspectives, we’re going to learn together in a different way,” says Jasinski. “It’s also in our DNA to make sure that we’re valuing those differences and that we are truly inclusive.

“Inclusive for me means that

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you may not only have a different background than somebody else, but you also have a voice.

At NOVA, we’re making sure that we’re listening to all voices so that we can go down the journey together.” 

NOVA CHEMICALS IS PROUD TO BE RECOGNIZED AS ONE OF ALBERTA’S TOP EMPLOYERS. By investing in our employees, creating a positive and supportive work environment, and building a modern and thriving learning culture, our people are what make our foundation strong. Together we will become the leading sustainable polyethylene producer in North America.

JOIN OUR TEAM: jobs.novachem.com

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NovAtel navigates the way to an inclusive culture

he world of geomatic engineering, where Calgary-based NovAtel Inc., part of Hexagon’s Autonomy & Positioning division, is one of the major global powers, has an intense demand for talent. So, when Yannick Stebler – with his PhD in mathematics and 10 years of experience at a company working on self-driving automobiles – and his wife decided they wanted to leave their native Switzerland for another country that offered challenging work plus mountains and snow, he and NovAtel were a natural match.

flexibility, though, I’m part of a team where people like to come to the office, like to help each other and have fun together. NovAtel has a very collaborative, very supportive environment.”

Which it has been working hard to nurture, particularly in regards to diversity, equity and inclusion (DEI), says Tannis Schwarz, the company’s vice president, human resources. Even the section on the company career site dedicated to why a new tech grad should consider NovAtel “the place for you to

do cool stuff that matters” speaks to the commitment to DEI. “We look at all our practices through a DEI lens,” Schwarz says, “and when we do, we see a lot of DEI is simply good practices that companies should be doing regardless.”

An inclusive workplace culture fosters collaboration and innovation, says Schwarz, “so we put together manager-employee councils, with commitment and leadership from the top and passion from the grassroots. We

explore our culture and what we can do to ensure everyone feels welcome, respected, supported, valued and empowered. Our local council is looking at how we can make the new employee experience more inclusive and consistent.”

The intricate and demanding work on offer is as cool as NovAtel claims. “I am basically an algorithm designer,” says Stebler, “part of a software team aiming to compute a very precise position from incoming satellite signals

We look at all our practices through a DEI lens, and when we do, we see a lot of it is simply good practices that companies should be doing regardless.

— Tannis Schwarz Vice President, Human Resources

“That’s how we landed here a year ago in the middle of a snowstorm, and minus 28 degrees,” recalls Stebler, now a senior geomatics designer at NovAtel. “It was a proper Canadian welcome.”

But a warm one at the same time. “Everyone who graduates in my field knows about NovAtel, and I’m definitely happy here,” Stebler says. “There is a very flexible home-office policy and flexible hours, which I appreciate because of the mountains – we are outdoors people. Despite that

 NovAtel encourages an inclusive culture with the support of leadership and manager-employee councils.

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447

full-time staff in Canada

100%

employerpaid benefit plan, with family coverage

100%

job-and future-rolerelated tuition subsidies

10,579

job applications received last year

 At NovAtel, employees can feel empowered through mentorship opportunities and mental health supports.

and other sensors at hand. These are products for applications where safety really, really matters – like autonomous driving, where if you mess up with your positioning, it won’t end very well.” The work requires a specialized skill

set, Schwarz says, for which there is “a big demand or a short supply or both.”

NovAtel has numerous other employee benefits. The Canadian company, part of the Swedish technology giant, has a deep-

rooted mentorship tradition, with senior management willing to invest a lot of their time in mentoring. The company also provides enhanced mental health supports, and expanded paid parental leave for all parents.

But for all that, it’s the focus on diversity, equity and inclusion that NovAtel believes is most crucial to its future success.

Diverse companies simply perform better, says Schwarz.

“DEI touches on everything.” 

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ALBERTA’S TOP EMPLOYERS (2024)

Parkland Corporation powers a culture of belonging

ia Pyrcz characterizes Parkland Corporation as being fun and fast, and her career shows it. She began working as program manager, talent sourcing, and in just over a year her position expanded to include the diversity, equity, inclusion and belonging portfolio.

“I began looking for new ponds of talent,” says Pyrcz, now program manager, community and belonging. “In the process, Parkland has partnered with organizations such as Women Building Futures and the Immigrant Education Society, and we’ve developed an Indigenous talent sourcing strategy. It’s because of this work that my position has expanded.”

U.S., the Caribbean and Central and South America. “We attract diverse employees from diverse geographies with a focus on serving communities,” says senior vice president Ferio Pugliese.

Parkland has locations in several jurisdictions and does business in four languages – English, French, Spanish and Dutch. Four years ago, it established a diversity council with members from all the regions. Now members from the council lead employee resource groups that encourage diversity and inclusion across the enterprise – internally through events and campaigns, and externally in the communities in which the

company operates.

With all that is new, Pugliese says, the root of how Parkland does business is still the entrepreneurial spirit that grew the company from the original Fas Gas fuel and convenience store in Red Deer. “We give employees clarity on what’s expected of their role and then we give them latitude on how they do it,” he says.

Pyrcz found when she started she was able to hit the ground running. “My leaders trusted and supported me to bring ideas forward and removed roadblocks to get them into play as soon as possible,” she says. “I’ve been

given the opportunity to create my role.”

It starts with every new employee being oriented to the company. There is an online onboarding program, including a podcast series that new and current employees can listen to.

And managers have a program on how to onboard talent. “There is a greater likelihood of retaining staff if they’re oriented properly,” says Pugliese.

Employees are introduced to Parkland’s values and core behaviours – build, own, lead and deliver – through a core competency program. The program starts at ‘Leading Self,’ and progresses

We attract diverse employees from diverse geographies with a focus on serving communities.

— Ferio Pugliese Senior Vice President

Parkland is an international convenience and fuel distributor and retailer with operations in 25 countries. Serving more than one million retail and commercial customers a day, the company’s integrated business includes extensive supply and logistics capabilities, strategic infrastructure and assets. Parkland says it meets customers’ needs for essential fuels through its purpose of ‘powering what moves people.’

From a single location in rural Alberta, the company has grown a network of fuel and convenience stores across Canada, parts of the

 At Parkland, employees can learn about its values through a core competency program with progressive leader levels.

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$

3,271

full-time Canadian employees

100%

paid flex health plan for employees and their families

2,000

scholarship program for employees’ children

500

maximum per employee to donate to charities of choice

$  A fuel truck employee at one of the multi-fuel distributor brands of Parkland.

through ‘Leading Others,’ ‘Leading Leaders’ and ‘Leading Parkland.’

“I’ve had the opportunity to do more training in the last year and a half than I did in past positions in the last five years,” says Pyrcz.

Even when employees walk

around the head office in Calgary, the open plan layout supports development and teamwork.

There are no corner offices – even for senior leaders.

“I don’t have a door to knock on to talk with my leader – I can see

her,” says Pyrcz. “I don’t have a dedicated workspace, so I interact with different people. And I run into senior leaders every day – I may even sit beside them!”

Pyrcz says she feels this environment adds to the opportunity

and collaboration at all levels at Parkland.

“I’ve never worked in a company like this, where everyone is encouraged to be a leader,” says Pyrcz. “It challenges people to do their best work.” 

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PCL people invest with passion in their communities

W

hen Jan Laarman graduated in civil engineering from the University of Alberta 16 years ago, the construction industry was booming. Having so many options, he took the opportunity to research the companies he was considering and be intentional about accepting a job offer, which he did with Edmonton-based PCL Construction.

“It really came down to choosing a place that you wanted to work,” says Laarman, now a project manager with PCL. “Was it the benefits? Was it how they’re involved with the community?”

sclerosis in 2015, he received support from PCL in more ways than one – first, with the time he needed to care for his health, and second, through the swift backing of fundraising and awareness initiatives, like the MS Bike ride.

“The awareness piece for me is very important,” says Laarman.

“Living with MS – for me, it’s more about getting the message out, creating awareness about what it does and how it affects people.”

Learning about the different causes their teammates support inspires and unifies Laarman and many of his colleagues.

“I really enjoy hearing about

all of our initiatives,” he says. “It challenges other people to get involved and helps to strengthen our community.”

The desire to step up to the plate for causes dear to its employees stems from a variety of places, including the company’s employee-ownership model, team-based culture and support for the communities PCL lives and operates in, explains Harmony Carter, vice president of people and culture.

“We have such a strong sense of supporting one another,” she says.

“We’re a very values-driven organization. If you feel passionate about

a cause, you may inspire others to share that passion. We surround people with the opportunity to do that.”

PCL’s giving legacy runs deep in Alberta, with examples like the Stollery Children’s Hospital, named for former CEO Robert Stollery; the philanthropy of PCL co-founder John Edward Poole; or PCL being the biggest contributor to the United Way of the Alberta Capital Region.

“There are just so many of our roots here in Alberta that it feels extra special,” says Carter.

Currently, corporate sponsorships for United Way, MS Society

I really enjoy hearing about all of our initiatives.

It challenges other people to get involved and helps to strengthen our community.

— Jan Laarman Project Manager

For Laarman, the personal side of his experience with PCL – including the company’s culture and focus on community – resonated with him the most, and from day one he was taken with PCL’s ability to back the things that matter most to the team.

“If you have an initiative or a cause that you feel passionate about, the company supports it wherever possible,” says Laarman.

Over the years that instinct about the company’s compassion proved to be true. After Laarman was diagnosed with multiple

 PCL Construction employees raising awareness and funds for multiple sclerosis on the 2023 MS Bike ride.

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3,107

full-time staff in Canada

50M+

raised for United Way since 1968

7.3

million raised for charitable organizations last year

5%

above industry average, employee engagement scores

$

$

 Hands-on community partnerships at PCL Construction provide opportunities to build a diverse talent pool while serving the community it operates in.

of Canada, Habitat for Humanity and Red Cross are some of its major contributions, but the company throws support behind causes large and small.

“We live in the communities that we work in and try to instil in

pcl.com/careers

everyone a sense of pride in how our company builds a community,” Carter explains. “We’re improving our own space, and we’re contributing to making the world a better place because of that.”

PCL’s approach to strengthening community is multifaceted. Going beyond charitable giving, the company nurtures diverse talent in the communities it serves through hands-on partnerships with organizations like Women

Building Futures or Onyx Initiative.

“We’re very intentional about our partnerships,” Carter explains.

“They make us stronger and also help us to look like the communities that we operate in.” 

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ALBERTA’S TOP EMPLOYERS (2024)

PRIMED builds prime capacity with its core values

he pandemic has been challenging for many organizations over the past few years, but the challenges for PRIMED Medical Products have been a bit different. The Edmonton-based producer of personal protective equipment has had to expand its workforce to meet growing demand for its products.

According to Mark Kwan, director of human resources, PRIMED was able to do that successfully because everyone in the company shares the same mission – to protect people from harmful substances and infectious disease – and core values that support employee engagement and development.

our team.”

Andee Atienza, trade show and communications specialist, agrees. “Everyone is collaborative,” she says. “The teamwork is next level. Everyone understands their role and is willing to jump in when necessary, even if it’s not something that’s typically within the scope of their job.”

Kwan oversees an employee development program that includes a comprehensive new training program as well as mentorships, coaching and reimbursement for external courses. He cites his own path from accounting assistant 10

years ago to his current leadership role as emblematic of PRIMED’s emphasis on professional development for its staff.

“For me, it was formalized coaching from our executive team that enabled me to gain insights and grow,” he says. “Lots of our people have been through similar experiences. We had a student intern who joined us for a summer and was promoted to director of a product category five years later.”

Atienza has also been able to move around to develop her career. “I’ve been with PRIMED for almost six years, and in that

time I’ve held four different positions,” she says. “Each role has helped guide me toward understanding what I really want to do for my long-term career.”

The company is open to supporting employees who want to change positions, Kwan says.

“We’ve had people ask for a different role who might not have all the education requirements, but we’ll identify training or skills gaps and put them through courses to enable them to step into that role.”

Atienza appreciates the opportunities she’s had to take courses

The teamwork is next level. Everyone understands their role and is willing to jump in when necessary, even if it’s not something that’s typically within the scope of their job.

— Andee Atienza Trade Show and Communications Specialist “Our culture is built on a set of values called CRAFTI: collaboration, respect, agility, fearlessness, trust and innovation,” he says.

“And they’re not just words on the wall – every one of us lives and breathes them. We had to step up production and recruitment during the pandemic, and because of our values we were able to grow

 PRIMED Medical Products hosts a quarterly lunch for employees with its CEO.

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 Employees connecting with each other during a summer BBQ at PRIMED Medical Products.

in areas like project management, leadership and copywriting.

“The company is open to providing funding for education and training,” she says. “They really do like to develop their staff, see what they’re passionate about and

lean into that, building on people’s natural strengths and abilities.”

PRIMED places emphasis not only on career training but also on personal development and well-being. As part of its corporate wellness plan, the company has

extended its employee assistance program to include access to services for staff family members, a well-being benefit that can be used for anything from gym memberships to summer camp for kids, and an on-site gym.

199

full-time staff in Canada

37

years, average age of all employees

3

weeks vacation allowance to start

100%

employerpaid health plan, with family coverage

“If we need to take a break during work hours, we can have a quick workout or go for a walk on the treadmill,” says Atienza. “It’s a good place to escape and improve not only your physical health but your mental health.” 

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The Royal Alex Foundation harnesses staff passion

or Catrina Hartmann, taking a job at The Royal Alexandra Hospital Foundation after a few years as a stay-at-home mom only made sense. After all, the Edmonton hospital it supports has been the backdrop of some key moments in her life.

She had her children at the Royal Alex’s Lois Hole Hospital for Women. She had surgeries at the Royal Alex and felt enveloped by the care of the staff. Her father helped fundraise to bring a piece of medical equipment to the Royal Alex that was used in his own surgery to remove cancerous cells from his kidney. So Hartmann was gratified to join the foundation on the donation processing team.

help people,” says Hartmann, now a development associate. “It could be as simple as putting a smile on someone’s face or making their day a little bit better. That’s what drives me.

“And at the foundation we have a pretty big responsibility. The hospital covers a lot of areas and helps so many different types of people.”

Morrel Wax, vice-president of fund development and stakeholder engagement, notes that the hospital, which has been in operation in various forms since 1900, has a “special place

in the community,” and many Edmontonians have a Royal Alex story. It’s something that resonates with employees – including Wax himself, who joined the foundation five years ago to support the community he lives in.

“It’s a special thing we have going,” he says. “We serve a really diverse population of folks, from our women’s health initiatives to people who have challenges with addiction and mental health, and the people who work here care about the populations we serve.”

Hartmann says she has been particularly proud to work on

the foundation’s recent Harvest Celebration, an annual fundraiser for the hospital’s women’s health initiatives. In the past, the event has helped fund the creation of the Allard Hereditary Breast and Ovarian Cancer Clinic, the only of its kind in the province, a program to provide care for homeless pregnant women, and research that established a strong link between experiencing anxiety during pregnancy and postpartum depression to facilitate improved screening and treatment.

“Women’s health is such an important part of my life, and I

From the bottom up, we want our staff to feel like they are a part of the change and the growth of the organization.

— Morrel Wax VP, Fund Development and Stakeholder Engagement The Royal Alexandra Hospital Foundation raises funds to expand the hospital’s capacity and support its key health initiatives such as advancing women’s health research and integrating Indigenous health knowledge into sexual and reproductive health care to provide more culturally appropriate care.

Hartmann says her work pairs her professional expertise in fundraising with a lifelong passion for giving back. “I really want to

 Employees at The Royal Alexandra Hospital Foundation dressed in creative costumes for Halloween at the office.

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30

full-time staff in Canada

50%

of executive team are visible minorities

50%

of board of directors are women

100%

job-related tuition subsidies

 Catrina Hartmann, development associate (centre) at The Royal Alexandra Hospital Foundation.

want to do everything I can to make us healthy and happy for the future,” she says. “Getting to work closely with the Lois Hole Hospital women’s society, I loved that – seeing an amazing group of folks volunteering their time and

coming together to help women’s health and research.”

Wax says the foundation’s leaders have strived to create a collaborative and understanding culture that prioritizes employees’ passion and expertise. Its annual

budget process is a good example, with all employees consulted on the work they’re doing and what they need to do their job well.

“The foundation is run by the people who are doing the work every day, and they have guidance

and support from our leadership in a way that allows it to work really well,” he says. “From the bottom up, we want our staff to feel like they are a part of the change and the growth of the organization.” 

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ALBERTA’S TOP EMPLOYERS (2024)

Shell culture helps employees stay ahead of the curve

aula Mitchell says she learned that Shell Canada Ltd. does things differently even before she began working at the company’s Scotford Complex northeast of Edmonton.

“The recruiters explained the professional development opportunities and career paths that would be open to me if I joined the company,” she says. “I’ve never had that happen before.”

Mitchell, a mid-career professional with experience in the petrochemical and mining-andrefining sectors, says she had, in fact, wanted to work for Shell for some time. In May 2023, she started her new job with what she calls a “two-hatted” title, production manager and deputy general manager (DGM).

efficient, modern and integrated hydrocarbon processing sites, Scotford refines oil to produce diesel, jet fuel and some chemicals for local markets. With 1,200 employees, Scotford is one of the largest employers in the region.

Fortunately, Mitchell was able to gain some insights into her new position from the person she was replacing, who was still at Scotford before moving on to a global role with Shell.

“I believe in leading with empathy and in the transformative power of making small improvements every day,” says Mitchell.

“She offered me lots of encouragement and some tips for how I

could achieve my goals.”

Maria Paquet, vice president, human resources, says Shell is committed to ensuring all employees have the opportunity to develop the skills they need to grow. The company provides a wide range of development tools and programs, including moving between roles in different parts of the business.

Shell Canada’s operations nationwide include everything from exploration, gas production, refining and manufacturing to providing fuels through a national network of mobility sites.

The workplace itself presents plenty of opportunities for

informal training, Paquet says.

Shell’s collaborative and supportive culture ensures people acquire new skills through mentoring by more experienced colleagues.

In today’s volatile, uncertain world, however, it’s also crucial to prepare for the jobs of the future, Paquet says. “What got us here won’t get us there,” she adds.

“To stay ahead of the curve, employees need to build new skills and one of the pillars of Shell’s employee value proposition is the opportunity to grow skills by working on the forefront of technology.”

One of the biggest challenges confronting the world today is the

Employees need to build new skills and one of the pillars of Shell’s employee value proposition is the opportunity to grow skills by working on the forefront of technology.

— Maria Paquet Vice President, Human Resources

It’s a position with considerable scope. As production manager, she leads 600 employees and oversees daily operations at Scotford. As DGM, she supports and is second in command to the senior vice president and general manager who’s responsible for overall operations of the site.

One of North America’s most

 At Shell, employees collaborate to develop new skills with mentorship from more experienced colleagues.

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3,577

full-time staff in Canada

51

years, longestserving employee

10

weeks parental leave + extra 6 weeks for birth parent

4

global focus areas to support inclusion

 Shell has a target to omit and offset its greenhouse gas emissions by 2050.

energy transition, where society stops adding greenhouse gases to the atmosphere and begins reducing them.

Paquet say she’s proud of the work Shell is doing to help navigate the energy transition.

“We are a force for good,” she says.

“We are providing our customers the energy they need today while exploring future opportunities that can generate the most value and reduce carbon emissions.”

Shell has set a target to become

a net-zero emissions energy business by 2050. It also has a wide range of policies and procedures to protect nature and help reduce the environmental impact of its operations and projects.

Mitchell points to just one of many examples at Scotford – a five-megawatt solar farm that provides electricity to the site.

“Scotford is a huge, complex site where we do good on a daily basis,” Mitchell says. 

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ALBERTA’S TOP EMPLOYERS (2024)

TransAlta powers a culture shift for employees

hanon Leggo joined TransAlta Corporation, an independent power producer with operations in Canada, the United States and Australia, as an environmental supervisor in 2017.

She was given a mandate to begin changing her new team’s attitudes and behaviours toward safety.

The company wanted to shift employees from safety followers to safety leaders, meaning each individual would take responsibility for their own safety and that of their team members.

We’ve undertaken a genuine, ongoing process to truly listen to our employees, create a sense of psychological safety and build a workplace where people feel they belong.

I’ve received within the company, I feel that TransAlta is investing in my future,” she says.

“We started a journey to improve culture two and a half years ago,” says president and CEO John Kousinioris. “I really feel the COVID-19 pandemic renewed our focus on core values of safety, integrity, innovation, sustainability and respect.” Kousinioris says this created an environment where listening to employees was prioritized, and building a culture of psychological safety really began.

TransAlta’s work on equity, diversity and inclusion is one example of the way the company’s focus on culture is making an impact. Kousinioris says innovative ideas come from a diverse

workforce. There are Pride month activities and speakers on Black history. And there is a target for women to make up 40 per cent of employees by 2030. “We’re focused on supporting women in the field,” says Kousinioris. “We had over 100 applicants to our ‘Women in Trades’ scholarship last year.”

In addition, there are wellness programs and training to reduce stigmas and address mental health issues. Kousinioris recently hosted a fireside chat with a speaker who was an expert on mental health and employee burnout. Attendees learned about what signs to look for, how to ask for help and how to help others.

The company is also a leader in generating clean energy. Since

2005, TransAlta has delivered over 30 million tonnes of annual greenhouse gas reductions, contributing to approximately 10 per cent of Canada’s Paris Agreement goal of reducing 45 per cent emissions from 2005 levels by 2030.

And the company’s leaders make a real effort to be transparent and communicate to employees through ‘culture tours’ where executives visit facilities in the field. Last summer, the executive team, including CEO Kousinioris, flew to facilities in Québec, Kingston, Sarnia and Windsor, then to Washington state and back to Edmonton and Calgary. They discussed TransAlta’s progress and challenges faced working toward the

— John Kousinioris President and CEO Keeping safety top of mind and making it clear what it means to each employee were key aspects of Leggo’s success. “We’d ask employees as they came to their shift, ‘What are you staying safe for today?’” says Leggo, now hydro operations planning manager.

“And if anyone felt worried, we stopped the job, discussed their concerns and commended the employee for speaking up.”

Though safety remains a priority in her role, Leggo holds a new position on the operations side of the company. “With the mentoring

 TransAlta employees working together in its custom-built head office with a renovated fitness centre for employee wellness.

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916 $

 John Kousinioris, president and CEO at TransAlta, presenting an award at its annual employee recognition event.

company’s strategic and culture transformation plan. The executives also celebrated the contributions of each facility they visited and presented customized employee survey results before opening up to questions and

feedback for up to an hour. They later embarked on another tour to Australia.

TransAlta has also increased employee recognition through two programs. The BOOST program allows peers to recognize each

other by accessing a company fund to buy a colleague a coffee, or a small gift through gift cards. It has a 92 per cent engagement rate.

Employees may also be rewarded financially for exceptional performance through the

Energizing the Future.

Our mission for safe, low-cost, and reliable clean electricity, is guided by our passionate team dedicated to a sustainable energy future.

Join the team: transalta.com/careers

full-time staff in Canada

3,000

mental health practitioner benefit

25

weeks combined maternity and parental top up pay

4

weeks vacation plus 12 additional paid days off

BOLT program.

“We’ve undertaken a genuine, ongoing process to truly listen to our employees, create a sense of psychological safety and build a workplace where people feel they belong,” says Kousinioris. 

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ALBERTA’S TOP EMPLOYERS (2024)

UFA continues to expand sites and opportunities

ragan Karanovic was a refugee from the former Yugoslavia when he came to Canada in 1996.

Twenty-one years ago, UFA Cooperative Limited hired him on a contract and since then his career, like the co-operative, has grown tremendously.

“There’s huge growth potential and I’m learning every day. Every project brings different challenges and opportunities,” says Karanovic, now senior manager, engineering.

We have a foundation to invest in worthy projects in rural Alberta. And we give back by advocating the point of view of rural Alberta and agriculture to Albertans and all Canadians.

and operates subsidiaries Bar W, All Peace Petroleum and Williams Petroleum.

Headquartered in Calgary, UFA is about to increase those numbers. During 2023, it opened two new petroleum locations in Weyburn and Yorkton, Sask. with two additional sites (Dunmore, located just outside of Medicine Hat, Alta. and Corman Park, just outside Saskatoon, Sask.) expected to open in early 2024.

UFA has also invested on the agribusiness side with a number of retail store refreshes and the planned re-opening of a significantly larger new Farm & Ranch Supply store alongside a new petroleum agency in Red Deer in 2025.

Part of investing in the cooperative also means giving back, Bolton says.

“I would first say that it’s about giving back to our communities.

We have a foundation to invest in worthy projects in rural Alberta,” he says. “And we give back by advocating the point of view of rural Alberta and agriculture to Albertans and all Canadians.”

It also means investing in employees.

“Our growth has created opportunities for our employees,” Bolton says. “We understand the need for a scalable workforce that can grow with us and support the exciting advancements our business is undertaking.”

UFA created a huge opportunity

for Karanovic. When he fled his country, he hadn’t finished his engineering degree. “When I started at UFA, I was encouraged by my manager to progress and do everything I needed to get my professional engineering designation, which I did,” he says.

UFA paid for all his courses at the University of Calgary, as well as his time off.

“I have eight people reporting to me now and we basically run all the construction and maintenance projects required by the company,” Karanovic says.

Training programs are also vital at UFA. “Our internal training programs have an emphasis on health and safety, so that our employees go home safe every

— Scott Bolton President and CEO

Scott Bolton, president and CEO, agrees. “Agriculture in Western Canada is growing and presents significant opportunities both for our team and our cooperative.”

As one of Canada’s largest and most dynamic co-operatives, UFA provides livestock products and services, crop inputs and building products and services through 34 Farm & Ranch Supply stores and six fertilizer plants throughout Alberta. Petroleum products and services are offered through 115 agencies and cardlocks in British Columbia, Alberta and Saskatchewan. UFA also owns

 Scott Bolton, president & CEO (right), at UFA Co-operative, helping deliver ‘Meals in the Field’ to a UFA member during harvest time.

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1,034

full-time staff in Canada

51%

employees are female

96%

of employees say UFA is a safe place to work

2,500

mental health care bundle introduced

$  Dragan Karanovic received support from UFA Co-operative to complete his professional engineering designation and is now its senior manager, engineering.

day,” says Bolton. “We also provide a number of learning opportunities for our employees to enhance their knowledge and advance their career.”

UFA employees can work in rural communities from front-line

retail to managerial positions with opportunities in divisions like finance, business development, cybersecurity, supply chain and logistics.

Field trips are held to immerse corporate employees into the

You and UFA.

agriculture business. It’s an opportunity to learn about operations as well as customers and members and to gain a passion for agriculture. Mentoring is another aspect of knowledge transfer in the employee

experience. Karanovic has been mentored and served as a mentor to others.

“I now have two engineers-intraining that I’m mentoring, in the same way that my manager mentored me,” says Karanovic. 

Purpose. Reward. Roots.

Find it all here.

Visit UFA.com/Careers for more information.

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VCA Canada combines careers and compassion

or an animal lover like Morgan Armstrong, working as a registered veterinary technician (RVT) at a VCA Canada veterinary hospital is ideal.

“I always knew I wanted a career dealing with animals,” says Armstrong, who grew up with small ones at home and horses at summer camp. “I also really love working with people and the pets that come through our doors with them.

“The patient can’t tell us what’s wrong so we work closely with our clients to provide the best care possible.”

I’m really proud of our teams. They’re all passionate about pets and our purpose, providing the highest quality of veterinary care.

six provinces where veterinarians, veterinary technicians and technologists, and other team members provide a continuum of care. This ranges from general practice services like wellness check-ups through to specialty care by oncologists, neurologists and other board-certified specialized professionals.

“I’m really proud of our teams,” says chief operating officer Aaron Frazier. “They’re all passionate about pets and our purpose, providing the highest quality of veterinary care.”

All the same, an industry shortage of veterinarians is a challenge. To stand out in the competition to recruit graduates from the five veterinary colleges nationwide, VCA Canada offers a

comprehensive range of benefits, perks and supports as the vets launch and develop their careers, Frazier says.

The company’s one-on-one mentorship program, VCA Canada Academy, also attracts people, he says. The initiative pairs recent graduates with an experienced doctor for a six-month structured program adapted to the mentees’ needs, areas of interest and clinical skill development.

Indeed, VCA Canada prioritizes training and development for all its associates and provides a wide range of learning opportunities.

WOOF University, for one, is an education platform that offers clinical and professional skills training via online courses and instructional videos.

“We offer career opportunities at all levels,” Frazier says. “With our commitment to life-long learning, I think of it not so much as a career ladder as a career jungle gym.”

That suits Armstrong, who keeps adding to her skill set. She says that RVTs can be delegated to perform the same medical tasks that veterinarians do with three exceptions: RVTs can’t diagnose, perform surgery or prescribe medications.

In addition to expanding the range of their daily tasks, RVTs can earn accreditation in specific disciplines such as dentistry, anesthesia, ophthalmology and more. “I feel like the opportunity for growth is endless,” she says.

Armstrong says she also

— Aaron Frazier Chief Operating Officer

Armstrong says that when she started at Green Acres Animal Hospital in Lethbridge in 2018, it was independently owned. VCA Canada purchased it in March 2020 and the timing couldn’t have been better, she says.

It was the early days of the pandemic and, like so much else, veterinary medicine was being upended. VCA Canada immediately introduced its health and safety protocols, curbside appointments and state-of-the-art technologies.

“It was such a blessing,” Armstrong says.

Calgary-based VCA Canada has more than 150 hospitals in

 VCA Canada District Animal Hospital associates during a team huddle led by the medical director.

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3,458

full-time staff in Canada

33

years, average age of all employees

85%

of managers are women

1,071

annual spend on external training per full-time employee

$  Registered veterinary technologists at VCA Canada performing a wellness exam on a chinchilla patient.

appreciates that VCA Canada has health-care benefits specifically focused on mental health and well-being. This includes online cognitive behaviour therapy, telemedicine and a phone app that provides guided meditation

and mindfulness training.

“We’re in a high-stress industry and sometimes the work can be overwhelming,” she says.

“Decompressing at the end of the day is essential.”

Frazier says that VCA Canada’s

compassion for pets extends beyond the four walls of its hospitals.

Volunteer teams, for example, provide vaccinations in underserved communities, help humane societies care for rescued animals and provide people experiencing

homelessness with free food and basic care for their companion animals.

“Our teams are united by our desire to make a better world for pets,” he says. “It’s very clear that’s who we are and what we do.” 

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ALBERTA’S TOP EMPLOYERS (2024)

Western Financial Group people are there in a crisis

ommunity is a word that comes up a lot at Western Financial Group, a national insurance brokerage based in High River, but its importance is undeniable when the company and its customers and employees have to deal with natural disasters like the wildfires that hit the province in 2023.

It was Matthew Deacon’s first year working as a manager in the risk and compliance department, and it made an impression. “We had branch managers go to the store, buy crates of water and deliver it to firefighters.

Communities Foundation.

Founded in 2001, it partners with local programs to provide infrastructure grants, and offers matching funds for employee donations to causes they support.

So far it has donated over $5 million.

This sort of culture lays the groundwork for the efforts of its employees when facing a crisis like wildfires, such as preparing emergency resource information in at-risk areas and putting together business continuity plans to help employees and customers

deal with unprecedented challenges.

“In terms of our catastrophic response,” Howie says, “we were able to pull together the various areas who responded quickly to those events: market relations, people and culture, underwriting, claims, front-line team members and finance as well as our enterprise business solutions team. We all came together and identified areas where customers and employees were exposed and sent communications right away.

“Our branches are in

communities where we live and work, so as customers were impacted by these events, so were our people. All impacted employees were contacted regularly to ensure they were safe and had plans in place in the event of evacuation. Our people and culture team provided our front-line employees with access to resources and aid and ensured they had someone to reach out to if they or their families needed support,” says Howie.

“At Western,” adds Deacon, “the big thing that drives everything

As an organization we feel a responsibility to reach out and make a difference in communities where we work and live.

— Gillian Howie Vice President, Customer Experience

“We had employees keeping their offices open late. Living in the same community and also being at risk, they stayed to help customers. Those things mean a lot to the community.”

“As an organization we feel a responsibility to make a difference in communities where we work and live,” says Gillian Howie, vice president of customer experience.

But even before a disaster can happen, she says, Western is committed to charity and community work, through the Western Financial Group

 Western Financial Group employees volunteering to build affordable housing on ‘Habitat for Humanity Build Day’.

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2,095

full-time staff in Canada

48

years, longestserving employee

50%

of executive team are women

14

wellness days

 Employees walking five kilometres to raise funds for the charitable arm at Western Financial Group.

forward is the collaboration and communication between teams.

Western’s approach has been, in my professional experience, outstanding. The care centre had employees volunteer to work on off days just to support inbound

calls, and all the people who aren’t on the front lines – what we call dedicated services – were available 24/7.”

“What we look for in people ties back to the company’s guiding principles,” says Howie.

“Truthfulness, fairness, value, loyalty – and through that you gain additional traits like empathy.

We look for people who genuinely care, who want to make a difference and support each other and our customers both

in catastrophic events and in everyday situations.”

“I’d say everyone just went above and beyond,” says Deacon, “That’s what made the response successful – the teamwork and how people genuinely cared.” 

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WCB-Alberta takes a holistic approach to benefits

W

hen the Workers’ Compensation Board – Alberta (WCB-Alberta) hosted a Sugar Shack event for employees last October, even Mother Nature cooperated.

Besides rolling maple sugar on the freshly fallen – and unexpected – snow, people celebrated with hot chocolate and Québécois music.

“It was just fun, something we could enjoy through the lunch hour between meetings,” says Roxy Shulha-McKay, vicepresident of employee & corporate services. “Our clients come to us when they’re going through tough times, so the resilience of our staff is very important. We really need our people to be healthy so they can be their best selves to serve Albertans.”

workforce – and that flexibility is gold to employees and their families,” says Shulha-McKay, who joined WCB-Alberta 32 years ago. “Post-pandemic, the biggest change I’ve noted is how we come into the office with purpose now to meet with our teams. Because people don’t do that every day, the energy is tenfold when we do gather together.”

WCB-Alberta’s recent annual employee engagement survey reports that over 93 per cent of staff express overall satisfaction with the organization, something Shulha-McKay feels proud about.

“We do important work for Albertans, so if you want to work in an organization that will feed your soul, this is the one,” says Shulha-McKay. “There’s also great career pathing with so much opportunity for people to learn, develop and grow. We’re always looking for good, smart, energetic people at all levels, so I tell people to take a chance on us.”

Ryan Dery, business systems specialist, did just that two years ago after hearing that WCBAlberta was a leader of innovation in its industry.

“I’m an innovator and champion

of change, so I really wanted to be a part of that in a place where I’d be directly impacting Albertans in a positive way,” says Dery. “A sense of purpose is paramount to the employee experience at WCBAlberta. Helping injured workers in their recovery to return to work and a normal life makes me feel good about what I do.”

In supporting WCB-Alberta’s human capital management system, Dery has been focused on generating data solutions that deliver faster and better information.

“My mantra is to make people’s lives easier and WCB-Alberta lets

We do important work for Albertans, so if you want to work in an organization that will feed your soul, this is the one.

— Roxy Shulha-McKay VP of Employee & Corporate Services

Located in Calgary and Edmonton, WCB-Alberta is committed to significantly and measurably reducing the impact of workplace illness and injury on Albertans, but is equally committed to supporting the lives of employees with competitive salaries, comprehensive benefits and flexible work arrangements.

“We mostly have a hybrid

 A Workers’ Compensation Board - Alberta manager presenting at a leadership conference.

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2,069

full-time staff in Canada

7,000

mental health benefit (or other combined paramedical)

1,500

academic scholarship for employees’ children

95%

compassionate leave salary top-up for 8 weeks

$

$

 Workers’ Compensation Board - Alberta supports the professional growth of employees through the pursuit of courses and certifications.

me do that here,” says Dery. “The organization has also been very encouraging of my professional development, so I’ve taken courses and certifications that will not only help me at my job but in my future as well.

“All of the supports I need for wellness, safety and work-life balance are in place to help me do what I need to do,” he says. “I’m a cardio junkie, so I love being able to hop on the treadmill any time at our free on-site gym. The benefits

are the best I’ve had in my career.

If I’m stressed and need a massage or to go see a counsellor, WCBAlberta has my back for that.”

Shulha-McKay would agree.

“We have a really strong corporate wellness department

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

and an amazing family assistance program,” she says. “We’ve done some pretty cool things with benefits this year, adding supports for fertility and for gender affirming care. The feedback shows it’s been very well received.” 

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 25th year, our project is the nation’s longest-running and best-known editorial competition for employers.

For information on next year’s application process, visit:

CanadasTop100.com/2025 Applications for our 2025 competition will be released in February and must be returned by May.