BC's Top Employers (2021)

2021

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

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BC’s Top Employers

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THE COMPLETE LIST:

BC’s Top Employers (2021)

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BEYOND THE CALL OF DUTY:

Keeping B.C. open during the pandemic

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BC’S TOP EMPLOYERS 2021

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2021

BC’s Top Employers 16 th Annual Edition

BC’S TOP EMPLOYERS 2021 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins,

 During the pandemic, B.C. employers responded quickly to protect employees and support the community.

JUNIOR EDITOR

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT EXPERIENCE LEAD

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

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

©2021 Mediacorp Canada Inc. and Postmedia Network Canada Corp.

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

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B.C.’s best employers led with strong and comprensive responses to the pandemic

hen the pandemic arrived in Canada last year, British Columbia was the first province to recognize the magnitude of the challenge the nation would soon face.

Although the pandemic has exacted a devastating toll in human and economic costs, B.C. has been widely praised for the quality of its public health leadership. To this, we would add the strong and comprehensive response of the province’s leading employers: because of their efforts early in the pandemic, employees and communities across British Columbia have been supported and made safer.

When the pandemic arrived in B.C., there wasn’t a guidebook or ‘how-to’ manual available that set out what employers needed to do. The public health emergency was moving faster than any event in living memory – employers in the province needed to make decisions quickly.

These early choices turned out to be consequential and did much to soften the impact of the pandemic on public health and residents’ economic security.

The best of these initiatives have been recognized with today’s announcement BC’s Top Employers for 2021. From our first edition in the Vancouver Sun 16 years ago, one of the competition’s distinguishing features has been that our

editors release detailed reasons for selection explaining why each winner is chosen. This year, we have added the remarkable stories of how our B.C. winners kept their employees safe during the pandemic and supported the community. You can find more of these stories, and our editors’ detailed reasons for selection, online at: www.ct100.ca/bc

To determine this year’s B.C. winners, employers across the province were evaluated by editors at Canada’s Top 100 Employers using the same criteria as our national competition: (1) Physical Workplace; (2) Work Atmosphere & Social; (3) Health, Financial & Family Benefits; (4) Vacation & Time Off; (5) Employee Communications; (6) Performance Management; (7) Training & Skills Development; and (8) Community Involvement. The annual competition is open to any employer with its head office in British Columbia; employers of any size may apply, whether private or public sector.

If your organization would like to be considered for next year’s competition, please contact our editorial team at:

ct100@mediacorp.ca

– Tony Meehan

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K.MUISE/PERKINS&WILL

BC’S TOP EMPLOYERS 2021

 Evoking curiosity and wonder from passersby: architectural models in the front entrance windows of Vancouver-based Perkins & Will.

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Top employers adjust to keep their workers safe and connected

orkplace safety is always top of mind for British Columbia’s best employers.

But the pandemic has put it in the spotlight like never before.

In this respect, the organizations on this year’s list of BC’s Top Employers have shone brightly, says Richard Yerema, managing editor at Mediacorp Canada Inc., the organization that orchestrates the annual B.C. competition, as well as Canada’s Top 100 Employers. The competitions assess applications from participating businesses on eight criteria before choosing the winners.

“There certainly have been unique challenges from the pandemic,” Yerema says. “For one, a lot of people are working from home.”

That brings a host of challenges for leading employers, including preserving workplace cultures while at the same time

ensuring employees are alright — both physically and emotionally.

B.C.’s top workplaces have emphasized transparency and strong communication while continually looking at how “they can improve as employers,” Yerema notes.

Wesgroup Equipment, which operates full-service heavy equipment dealerships across the province, has focused on creating a safe, caring workplace. But it became more important than ever during the pandemic, says Dustan Sept, marketing manager for Wesgroup.

Staff worked remotely from home when possible, says Sept, although some workers had to be on site. The company put in place enhanced measures to protect them.

“This meant going so far as to closing our doors to the public early on, and adapting through enhanced cleaning protocols, providing PPE (personal protective equipment), installing barriers

and other initiatives as we moved forward.”

Another employer on this year’s list of BC’s top 100 employers, Douglas College, faced the enormous challenge of providing education for about 25,000 students during the pandemic.

“The majority of services and classes have been delivered remotely,” says Marie Gonzales, human resources manager at Douglas College.

A post-secondary educator renowned for its hands-on learning, the college took steps to ensure it could safely offer some education in person during the fall and winter semesters. That meant making sure students, faculty and staff all felt safe. Its Pandemic Response Team helped make that happen, as did the Phased Return to Campus Committee.

These advisory groups developed and put in place measures for signage, physical distancing, occupancy limits on classrooms

and masks “to support safe levels of in-person teaching, learning, research and administrative and support services,” Gonzales says.

While reducing the risk of employees contracting COVID-19 while at work was paramount, ensuring their well-being overall became more important as the pandemic dragged on for months.

At Perkins & Will, one of Canada’s leading architectural and design firms, setting its people up to work remotely from home was the easy and obvious step.

The challenge has been ensuring its carefully curated culture didn’t start to fray as teams worked virtually as opposed to collaborating in-person, says Lynn McIlwee, talent manager at Perkins & Will, Vancouver.

Before the pandemic, “designers would often work together in-person, sketching ideas or problem-solving on a whiteboard,”

BC’S TOP EMPLOYERS 2021

she says.

Technology helped bring those teams together during the pandemic using tools such as videoconferencing and virtual whiteboards. The shift didn’t just help its teams get on with their work, it also fostered a sense of togetherness, as staff embraced virtual gatherings such as trivia days and a Q&A called Between Two Screens, riffing off the popular talk show Between Two Ferns, hosted by comedian Zach Galifianakis.

“Keeping 120 people engaged and connected isn’t an easy feat,” McIlwee adds.

When possible, in-person get-togethers — like rooftop movie nights at the office during the summer — were very well-received.

Similarly, Arrow Transport Systems had to find new ways to bring staff together.

The family-owned business typically organizes annual camping trips, fishing derbies and barbecues — all of which became challenging to hold during the pandemic.

“Our primary objective was to keep our people safe,” says Mitchell Zulinick, chief operating officer at Arrow Transport Systems. “As many of our people put it, we have a ‘high care factor’ here, and that guides us.”

Caring has meant not just ensuring fun events continued, albeit virtually. It also meant expanding benefits programs for mental health, recognizing workers are juggling many priorities, from work to home schooling to caring for a sick loved one.

At Douglas College, contract employees were offered access to its employee and family assistance program in recognition of the additional mental health needs of faculty and staff.

Meanwhile, Wesgroup regularly surveyed employees, encouraging them to provide feedback about how the workplace could improve. At the same time, management explained to workers what new pandemic-response measures — benefits included — had been put in place. As Sept notes, doing right by its workers has not just been about keeping them safe.

It’s a source of pride.

“We are proud to have ensured the safety of our team…while still operating our business and keeping our customers up and running,” he says.

Indeed, all of this year’s top employers likely echo that same sentiment.

– Joel Schlesinger

J.WALLISER/DOUGLAS COLLEGE

( CO N T. )

 At Douglas College in New Westminster, a pandemic response team made sure faculty, staff and 25,000 students felt safe.

WESGROUP

S A F E & CO N N EC T E D

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 Surrey-based Wesgroup Equipment put new benefits in place during the pandemic to ensure employees were supported.

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P.J.MCFARLANE/GETTY

BC’S TOP EMPLOYERS 2021

2021 WINNERS

2021

BC’s Top Employers

 During the pandemic, more B.C. residents took the opportunity to recharge in nature, like this walk through the Seymour Demonstration Forest in North Vancouver.

The following organizations have been chosen as BC’s Top Employers for 2021 (employee count refers to full-time staff):

A

MAZON CANADA, Vancouver. Online marketplaces; 19,182 employees. Increased hourly pay rates by $2 per hour and doubled regular hourly overtime pay rates during the pandemic.

AQUATIC INFORMATICS INC., Vancouver. Computer software; 74 employees. All employees receive an additional five days off for their fifth and tenth anniversaries with the company.

ARROW TRANSPORTATION SYSTEMS INC., Vancouver. Transportation, shipping and logistics; 1,034 employees. Helps employees save for the future with defined benefit or defined

contribution pension plans, depending on their group.

B

C ASSESSMENT, Victoria.

Property tax authorities; 723 employees. Created programs early in the pandemic to ensure employees could adapt their work schedules for changing child care needs.

BC CENTRE FOR ABILITY, Vancouver.

Individual and family services; 78 employees. Starts new employees with four weeks of paid vacation and considers previous work experience of new candidates when setting vacation entitlements.

BC CHILDREN’S HOSPITAL FOUNDATION, Vancouver. Social advocacy organizations; 112 employees.

Employees can plan to take additional time

off through a formal earned days off program.

well as a dedicated mental health practitioners benefit.

BC HOUSING MANAGEMENT COMMISSION, Burnaby. Administration of housing programs; 821 employees.

Reaches out and encourages young employees to develop their skills through paid internships, apprenticeships and formal mentoring programs.

BC PENSION CORPORATION, Victoria. Pension funds; 559 employees.

Moved many employees to work-fromhome arrangements and ensured they had the needed technology and office furniture for a proper home office.

BC HYDRO, Vancouver. Electric utilities; 5,863 employees. Established a dedicated pandemic intranet site to help employees keep up to date along with messages from senior leadership over the past year.

BC PUBLIC SERVICE, Victoria.

Provincial government; 31,117 employees.

Established in 1965, the long running Community Services Fund supports charitable organizations through payroll deductions and fundraising initiatives.

BC INFRASTRUCTURE BENEFITS INC. / BCIB, Vancouver. Employment services; 102 employees. As part of the health benefits plan, employees have access to a generous health spending account as

BC TRANSIT, Victoria. Public transit; 986 employees. Supports ongoing employee development through apprenticeships, formal mentoring and tuition subsidies for courses at outside institutions.

BC’S TOP EMPLOYERS 2021

2021 WINNERS

(CONT.)

BEEDIE, Burnaby. Real estate development; 321 employees. Social committee hosted weekly challenges and activities over the past year to keep employees in touch, including virtual fitness classes.

BELLIN TREASURY SERVICES LTD., Vancouver. Computer programming services; 32 employees. Varying by employee group, the health benefits plan features a health spending account ranging from $1,000 to $5,000 annually.

BEST BUY CANADA LTD., Burnaby.

Retail; 5,431 employees. Starts new employees with three weeks of paid vacation and offers up to five paid personal days off each year.

BRITISH COLUMBIA AUTOMOBILE ASSOCIATION / BCAA, Burnaby.

Professional organizations; 1,199 employees. Volunteer wellness champions encourage healthy lifestyles through a number of initiatives, from mental health and stress management to healthy eating programs.

7 continuing education with generous tuition subsidies for courses directly related to their positions, up to $2,000 annually.

BRITISH COLUMBIA LOTTERY CORPORATION / BCLC, Kamloops.

Gambling and gaming oprerators; 947 employees. Offers up to eight personal paid days off annually and has offered enhanced flexible work options for employees during the pandemic.

BRITISH COLUMBIA MARITIME EMPLOYERS ASSOCIATION, Vancouver. Industry associations; 82 employees. Supports its new moms with maternity leave top-up payments for 15 weeks along with the option to extend their leave into an unpaid leave of absence.

BRITISH COLUMBIA UTILITIES COMMISSION, Vancouver. Provincial utilities regulations; 71 employees.

Supports employees through a generous time-off policy with up to four weeks of starting vacation and up to 10 paid personal days every year.

C

ALABRIO, INC., Vancouver.

Software developers; 37 employees. Supports ongoing employee development through in-house training and generous tuition subsidies, ranging up to $5,250.

CAPITAL REGIONAL DISTRICT, THE / CRD, Victoria. Municipal governments; 565 employees. Offers phased-in work options for employees nearing retirement along with a defined benefit pension plan.

CANADIAN UNION OF PUBLIC EMPLOYEES BRITISH COLUMBIA / CUPE BC, Burnaby. Labour unions; 9 employees. Starts its new employees with four weeks of paid vacation and considers previous experience for new candidates.

CHARTERED PROFESSIONAL ACCOUNTANTS OF BRITISH COLUMBIA / CPABC, Vancouver.

Professional organizations; 131 employees.

Helps employees balance their day-to-day responsibilities through flexible hours, shortened work weeks and work-fromhome options.

CANFOR CORPORATION, Vancouver. Forestry products; 4,085 employees. Introduced telehealth options along with personal spending accounts in response to the pandemic.

CAPILANO UNIVERSITY, North Vancouver. Post-secondary education; 579 employees. Launched a new online book club and hosted live virtual sessions to help keep employees in touch over the past year, from yoga to gardening classes.

CLEARLY, Vancouver. Vision care; 205 employees. Provided employees with a $400 subsidy for the purchase of needed office equipment and supplies to help set up comfortable home offices.

CLIO, Burnaby. Computer software; 444 employees. Hosted online workout and meditation sessions along with a regular in-house podcast to help keep employees active and connected over the past year.

q At the repair bench in ‘Geek Squad city’ at Burnaby-based electronics retailer Best Buy Canada.

BRITISH COLUMBIA FERRY SERVICES INC. / BC FERRIES, Victoria. Passenger transportation services; 3,555 employees. Manages a health subsidy program to help with the cost of a range of healthy activities, from gym memberships to golf lessons to bicycle purchases.

BRITISH COLUMBIA INVESTMENT MANAGEMENT CORPORATION / BCI, Victoria. Portfolio management; 537 employees. Supports its new mothers with generous maternity and parental leave top-up payments, to 85 per cent of salary for the full year of their leave.

BRITISH COLUMBIA LIQUOR DISTRIBUTION BRANCH, Burnaby.

Liquor and cannabis distribution and retail; 2,797 employees. Supports

BEST BUY

BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY / BCIT, Burnaby.

Post-secondary education; 1,978 employees. Quickly moved employees to work-from-home arrangements and set up an emergency response fund to help students facing financial hardships due to the pandemic.

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2021 WINNERS

BC’S TOP EMPLOYERS 2021

(CONT.)

COAST CAPITAL SAVINGS FEDERAL CREDIT UNION, Surrey.

Credit unions; 1,712 employees. Offers a number of helpful financial perks such as low-interest home loans, discounted home and auto insurance, and subsidized home internet.

COAST MENTAL HEALTH, Vancouver.

Individual and family services; 372 employees. Offers a defined benefit pension plan and retirement planning assistance services along with phased-in work options for those nearing retirement.

COLLEGE OF PHYSICIANS AND SURGEONS OF BRITISH COLUMBIA, THE, Vancouver.

Professional organizations; 150 employees.

Help employees balance their lives through flexible work arrangements, including flexible hours, shortened and compressed work weeks, and paid personal days.

DLA PIPER (CANADA) LLP, Vancouver. Law firms; 524 employees.

Helps employees plan for the future through retirement planning assistance services along with a defined contribution pension plan.

DOUGLAS COLLEGE, New Westminster. Post-secondary education; 1,112 employees. To encourage employees to keep fit over the pandemic, hosted online fitness classes along with a free 60-day membership for an online fitness app.

DP WORLD (CANADA) INC., Vancouver. Deep sea freight transportation; 229 employees. Supports ongoing employee development through apprenticeships, formal mentoring, in-house and online training as well as tuition subsidies.

E

NGINEERS AND GEOSCIENTISTS BC, Burnaby. Professional organizations; 87 employees.

Starts new employees with three weeks of paid vacation and offers the option to earn additional time off through a formal earned days off program.

ESIT ADVANCED SOLUTIONS INC., Victoria. Computer systems design services; 467 employees. Employees are also encouraged to leave the car at home with secure bicycle storage as well as having easy access to nearby walking and hiking trails.

F

AMILY INSURANCE SOLUTIONS INC., Vancouver.

Insurance agencies; 62 employees.

Considers previous work experience when setting starting vacation

entitlements for newly hired experienced employees.

FINANCIALCAD CORPORATION / FINCAD, Surrey. Computer software; 94 employees. Supports an in-house charitable volunteer committee and encourages employees to get involved with two paid volunteer days.

FINNING INTERNATIONAL INC., Vancouver. Heavy equipment dealers; 5,194 employees. Supports employees through a defined contribution pension plan and share purchase and profit-sharing plans for some employee groups.

FRASER HEALTH AUTHORITY, Surrey. Hospitals; 12,525 employees.

Moved numerous employees to work-from-home arrangements and offered

q Taking a socially distanced work break during last summer’s return to work at B.C. Investment Management Corp.

CONCERT PROPERTIES LTD., Vancouver. Real estate development; 423 employees. Moved employees to work-from-home arrangements and introduced a weekly wellness calendar to encourage employees keep active over the past year.

COPPERLEAF TECHNOLOGIES INC., Vancouver. Specialized computer software; 215 employees. Encourages employees to save for the future with generous contributions to an RSP, up to five per cent of salary.

COQUITLAM, CITY OF, Coquitlam.

Municipal governments; 894 employees.

Supports its new moms with maternity leave top-up payments, to 95 per cent of salary for 17 weeks, along with a variety of flexible work options when they return.

D

DENTONS CANADA LLP, Vancouver.

Law firms; 1,251 employees. Along with flexible work arrangements, employees can schedule paid personal days as needed throughout the year.

BCIMC

ELTA POLICE DEPARTMENT, Delta. Police services; 274 employees.

Employees can access a generous mental health practitioner benefit in their benefits plan, to $3,600 annually.

BC’S TOP EMPLOYERS 2021

training for redeployment to other health care departments with additional needs.

G

ALVANIZE, Vancouver.

Computer programming services; 299 employees.

Encouraged employees to keep in touch over the past year through online creative classes where employee share their talents, from breakdancing to yoga classes.

GREATER VANCOUVER FOOD BANK, Burnaby. Food bank; 49 employees.

Starts new employees with three weeks of paid vacation allowance, moving to four weeks after only three years on the job.

GREAT LITTLE BOX COMPANY, THE, Richmond. Box manufacturing; 296 employees. Encourages employees to volunteer with paid time off to volunteer as well as matching company donations.

H

EMMERA ENVIROCHEM INC., Burnaby. Environmental consulting services; 201 employees. Encourages ongoing employee development through generous tuition subsidies, up to $3,500 for courses related to their position.

HOULE ELECTRIC LIMITED, Burnaby. Electrical contractors; 995 employees.

Helps employees plan for the future with retirement planning assistance along with matching RSP contributions.

I

NDUSTRY TRAINING AUTHORITY / ITA, Richmond.

Industry training and certifications; 120 employees. Encourages healthy living practices through mental health challenges, mindfulness resåources and virtual weekly stretch exercises over the past year.

INTERIOR HEALTH AUTHORITY, Kelowna. Hospitals; 9,264 employees.

Established a dedicated pandemic intranet hub to provide ongoing updates for employees throughout the past year.

J

ACOB BROS CONSTRUCTION INC., Surrey. Construction; 245 employees. Offers compassionate leave top-up for employees called upon to care for a loved one, up to 100 per cent of salary for up to four weeks.

K

ABAM GAMES, INC., Vancouver. Game developers; 443 employees. Moved employees to work-fromhome arrangements and followed up with a work-from-home allowance to cover the costs of their home office set-up, up to $500.

B.CALHOUN/GALVANIZE

(CONT.)

KNIGHT PIÉSOLD LTD., Vancouver. Engineering consulting services; 151 employees. As part of its phased-in return to work program over the past year, employees could incorporate greater flexibility and work-from-home options.

KWANTLEN POLYTECHNIC UNIVERSITY, Surrey. Post-secondary education; 1,245 employees. Hosts a number of initiatives to promote healthy choices, including the option to sign up for a weekly vegetable box supplied by the school’s horticulture program.

L

ANDSURE SYSTEMS LTD., Vancouver. Electronic land registration and information systems; 60 employees.

Encourages ongoing employee development with tuition subsidies for job-related courses with no annual maximum.

 Employees at Vancouver-based software firm Galvanize.

LAND TITLE AND SURVEY AUTHORITY OF BRITISH COLUMBIA, Victoria. Land title and land survey systems; 111 employees. Offers three weeks of paid starting vacation allowance along with up to 10 paid personal days to help employees balance their day-to-day responsibilities.

LAWSON LUNDELL LLP, Vancouver.

Law firms; 341 employees. Encourages employees to become recruiters for the firm through generous new employee referral bonuses ranging up to $10,000.

M

OTT MACDONALD CANADA LIMITED, Vancouver. Engineering; 174 employees. Supports its new moms with maternity leave top-up payments of up to 100 per cent of salary for 17 weeks, and offers a three week top-up for new dads.

GLBC

2021 WINNERS

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 The Meggy’s (left) and Tindall’s at Richmond-based Great Little Box Company.

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INTERIOR HEALTH

BC’S TOP EMPLOYERS 2021

1. Ayodele Badejo is a medical lab tech at Kelowna General Hospital, part of Interior Health Authority.

2. Up to your elbows in field work at Vancouver-based consulting engineering firm Knight Piésold.

KPU

3. An employee of Kwantlen Polytechnic University purchases fresh produce at the farmers’ market on KPU’s Langley campus.

KNIGHT PIÉSOLD

PHOTOS (CLOCKWISE FROM TOP):

BC’S TOP EMPLOYERS 2021

ATURE’S PATH FOODS, INC., Richmond. Food manufacturing; 193 employees.

Donated over 80,000 pounds of food to food banks and local charities last spring, increasing its annual donation commitment from $1-million to $2.5-million worth of food.

NICOLA WEALTH MANAGEMENT LTD., Vancouver. Investment management; 197 employees. Offers 10 paid personal days each year and lets employees carry forward unused days to the next calendar year as half-vacation days.

NORTHERN HEALTH, Prince George.

Hospitals; 4,112 employees. Supports ongoing employee development through in-house and online training options as well as tuition subsidies for courses at outside institutions.

NORTH VANCOUVER, CORPORATION OF THE DISTRICT OF, North Vancouver. Legislative bodies; 553 employees. Helps employees plan securely for the future with a defined benefit pension plan and retirement planning assistance.

O

PPENHEIMER GROUP, Coquitlam. Fresh fruits and vegetable distribution; 142 employees. Offered workshops to employees in support of new working-from-home arrangements from ergonomic workshops to mental health conversations.

P

ERKINS&WILL CANADA ARCHITECTS CO., Vancouver.

Architectural services; 216 employees. As part of their health benefits plan, employees receive a health and wellness spending account as well as a mental health practitioner benefit to $1,000 annually.

Hosts an annual health and wellness fair for employees and supports an online video library covering a range of health and wellness topics.

J.OLTHUIS/LANDSURE

N

(CONT.)

Q

HR TECHNOLOGIES, Kelowna. Computer systems design services; 483 employees.

Partners with the “Pathways” initiative that works with local businesses and organizations to create employment opportunities for individuals with diverse abilities.

R

AYMOND JAMES LTD., Vancouver. Investment management; 1,232 employees.

Supports employees with maternity and parental leave top-up payments and offers a generous IVF subsidy, up to $15,000 if needed.

R.F. BINNIE & ASSOCIATES LTD., Burnaby. Engineering services; 245 employees. As part of their health plan, employees can top up basic levels of coverage through a $850 health spending account.

S

AP CANADA INC., Vancouver.

Custom computer programming services; 3,283 employees.

Encouraged employees to strike a balance through the “Out of Home Office Day” initiative to remind employees to separate their work and personal time.

 At the headquarters of LandSure Systems in downtown Vancouver.

SAVE-ON-FOODS LIMITED PARTNERSHIP, Vancouver. Supermarkets and grocery stores; 8,888 employees.

As an essential service, hired additional personnel and offered its front-line employees a temporary $2 pay premium last March.

SILVER CHEF RENTALS INC., Vancouver. Commercial equipment merchant wholesalers; 47 employees.

Supports its new moms with maternity leave top-up payments to 100 per cent of salary for up to 12 weeks.

PLENTY OF FISH, Vancouver. Dating websites; 122 employees. Offered a $700 subsidy to help employees set up comfortable home offices and granted emergency leave days to help manage personal responsibilities.

SIMON FRASER UNIVERSITY, Burnaby. Post-secondary education; 3,265 employees. Encouraged employees to adopt healthy at-home habits over the past year with six weeks of free online fitness, home workouts, meditation and stretching classes.

PROVIDENCE HEALTH CARE, Vancouver. Hospitals; 4,195 employees.

SOPHOS INC., Vancouver. Custom computer programming services; 330

K.MUISE/P&WCA

2021 WINNERS

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 In the bicycle storage room at Vancouver’s Perkins & Will.

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2021 WINNERS

BC’S TOP EMPLOYERS 2021

(CONT.)

employees. Increased the number of paid volunteer days for employees from three to five during the pandemic, donating approximately 3,500 hours to local charities.

SRK CONSULTING (CANADA) INC., Vancouver. Engineering services; 189 employees. Encourages ongoing learning through in-house and online training programs and offers tuition subsidies for post-secondary courses.

SURREY SCHOOL DISTRICT NO. 36, Surrey. Elementary and secondary schools; 9,778 employees. Supports new parents to be through a generous subsidy for IVF treatments if necessary, up to $20,000.

YVR

ST. GEORGE’S SCHOOL, Vancouver.

Elementary and secondary schools; 245 employees. Offers compassionate leave top-up for those called upon to care for a loved one, to 90 per cent of salary for up to 15 weeks.

 Employees from Vancouver Airport Authority volunteering at the Great Canadian Shoreline Cleanup.

VANCOUVER FOUNDATION

T

ALK SHOP MEDIA INC. / TSM, Vancouver. Public relations; 43 employees.

Supports ongoing employee education with generous tuition subsidies for job-related courses, up to $5,000 annually.

TECK RESOURCES LIMITED, Vancouver. Mining; 8,480 employees. In response to the pandemic, created a $20-million fund to support immediate responses and future recovery efforts around the world.

TELUS COMMUNICATIONS INC., Vancouver. Telecommunications; 23,488 employees. Building on the longstanding “Work Styles” program, the company was quickly able to move up to 95 per cent of employees to work-from-home arrangements.

TRANSLINK (SOUTH COAST BRITISH COLUMBIA TRANSPORTATION AUTHORITY), New Westminster. Public transit; 7,646 employees. Supports its employees for the longer term with generous contributions to a defined benefit pension plan and retirement planning assistance.

 Esther Tung is a communications manager at the Vancouver Foundation.

BC’S TOP EMPLOYERS 2021

VIU

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 First Nations Elders and students at Vancouver Island University connect at Shq’athut – A Gathering Place.

2021 WINNERS

(CONT.)

TYBO CONTRACTING LTD., Langley.

Construction; 102 employees. Supports employees with college-aged kids through a post-secondary academic scholarship program, to $2,500 per child per year.

U

BC / UNIVERSITY OF BRITISH COLUMBIA, Vancouver. Post-secondary education; 12,739 employees.

As part of their health plan, employees can access a generous mental health practitioner benefit to $2,500 annually.

UNIVERSITY OF NORTHERN BRITISH COLUMBIA, Prince George.

Post-secondary education; 643 employees.

Offers phased-in work options for those nearing retirement and follows up with defined contribution pension plan.

UNIVERSITY OF THE FRASER VALLEY / UFV, Abbotsford. Post-secondary education; 861 employees. Employees are encouraged to keep their skills up to

date through in-house training and tuition subsidies for academic courses.

V

ANCOUVER AIRPORT AUTHORITY, Richmond.

Airport operations; 538 employees. Unique wellness program that rewards employees for making healthy choices, encourages fitness activities and education sessions.

VANCOUVER, CITY OF, Vancouver.

Municipal governments; 7,582 employees.

Quickly created programs to improve access to healthy meals on a daily basis for the city’s marginalized and vulnerable populations.

VANCOUVER COMMUNITY COLLEGE / VCC, Vancouver. Postsecondary education; 771 employees. In response to the pandemic, employees raised $55,000 to support international students thad had been adversely affected.

VANCOUVER FOUNDATION, Vancouver. Non-profit foundations; 52

employees. Ensured that employees could access their wellness spending account to purchase home office equipment for working from home.

VANCOUVER ISLAND UNIVERSITY, Nanaimo. Post-secondary education; 929 employees. To help keep employees in touch over the past year, the university organized online fitness classes, socials and virtual coffee breaks with the president.

VICTORIA AIRPORT AUTHORITY, North Saanich. Airport operations; 55 employees. Stayed in touch with employees through weekly wellness emails featuring pandemic updates, mental health support, comedic relief, recipes and updates from the CEO.

W

ESGROUP EQUIPMENT LP, Surrey. Industrial machinery and equipment distribution; 175 employees. Supports its new moms with maternity leave top-up

payments, to 75 per cent of salary for up to 15 weeks.

WEST FRASER TIMBER CO. LTD., Vancouver. Sawmills; 5,301 employees. As part of the flexible health benefits plan, employees can transfer unused credits to their salary, long-term savings or to purchase additional time off.

WORKSAFEBC, Vancouver. Workplace safety commissions; 3,428 employees.

Supports employee education through generous tuition subsidies for courses related and not directly related to their current position, up to $7,000 annually.

Z

YMEWORKS INC., Vancouver.

Biopharmaceutical research and development; 173 employees.

Supports its new moms with generous maternity and parental leave top-up, to 100 per cent of salary for 21 weeks.

–Richard Yerema & Kristina Leung

14

K.KALLBERG/BC HYDRO

BC’S TOP EMPLOYERS 2021

 As an essential service, BC Hydro took steps early in the pandemic to ensure its employees could provide reliable electricity to customers across the province.

I

Dedicated workers do their part to keep B.C. on track

t’s not just a paycheque. For the thousands of employees at BC Hydro, millions of British Columbians depend on what they do every day — provide safe, reliable, environmentally friendly power.

No matter what.

“We operate in every corner of the province and provide a vital service to 95 per cent of British Columbians,” says Carolynn Ryan, BC Hydro’s chief human resources officer. “As an essential service … we recognized the importance of taking steps very early on in the COVID-19 pandemic to ensure we could continue to provide reliable power to our customers.”

Now, more than ever, there is a sense of pride in their work, she adds. The feeling is similar for many employees

listed among BC’s Top Employers this year. Despite the pandemic making work more challenging, dedicated employees are making sure British Columbians continue to receive critical services.

Few employers have played a more critical role than WorkSafeBC. Like BC Hydro, WorkSafeBC is one of BC’s Top Employers for 2021, according to Mediacorp Canada Inc., which holds annual competitions to judge the best of the best.

“WorkSafeBC is a leader in occupational health and safety, proudly serving 2.5 million workers and 249,000 employers in B.C.,” says Rabbia Saghir, talent acquisition adviser with WorkSafeBC. During the pandemic, the

government agency has provided COVID-19-related health-and-safety guidelines to every sector in the province, she adds.

It’s been a massive undertaking that called for WorkSafeBC employees to not only adjust to changes at their own workplace, but to help every other business adjust to the new normal, too.

As Saghir notes, WorkSafeBC workers stepped up.

“Our success as an organization is a collective success, involving the efforts of every employee.”

Other employers, such as Arrow Transportation Systems, also relied on the dedicated efforts of their staff to keep B.C.’s economy moving.

“Pretty much every business we operate is considered an essential

service, so we simply did not have the option to stay at home and work,” says Mitchell Zulinick, chief operating office at Arrow Transportation Systems.

The logistics company worked closely with WorkSafeBC — as did other leading workplaces that recognize their strongest, most resilient resource is their human resource.

The strength and dedication of its people can’t be emphasized enough, according to BC Hydro’s leadership, Ryan says.

“We are incredibly grateful for the effort made by everyone across our organizations … so we can ensure we can continue to deliver safe, reliable power to our customers.”

– Joel Schlesinger

15

K.HAWE/WORKSAFEBC

BC’S TOP EMPLOYERS 2021

PHOTOS (FROM TOP): 1. During the pandemic, WorkSafeBC looked after its own employees – and helped industries across B.C. ensure that they could operate safely.

J.JESKOVA/ARROW

2. Vancouver-based Arrow Transportation Systems relied on its staff to keep critical transportation and shipping services moving ahead during the pandemic.

16

BC’S TOP EMPLOYERS 2021

Amazon delivers career growth and success

A

rmand Suryadinata loves being part of the Amazon Canada family because he wants to give back to the community.

During the pandemic, that spirit of giving to both customers and the community has never been greater.

“Amazon is like Santa and the reindeer, transporting the gifts and we’re the elves, preparing those gifts for our customers,” says Suryadinata, an associate.

Amazon Canada’s Metro Vancouver operations help make the parent company one of the world’s leading technology companies. At the downtown Vancouver Tech Hub, employees support business teams including AWS, Alexa, and Retail and Operations Technology. Fulfillment centres in Delta, Tsawwassen and New Westminster, as well as elsewhere in Canada, pick, pack and ship goods across the country.

Since the pandemic, Amazon Canada has made a powerful difference at home. In B.C., community support has included giving $260,000 to the Surrey and Greater Vancouver Food Banks, $280,000 to childhood hunger charity Backpack Buddies and over $15,000 in donations to local charities from funded, employeeled programs. The company also donated $10,000 to Simon Fraser University to support Indigenous students’ technology needs during the pandemic.

Amazon Canada has taken significant measures to protect employees during the pandemic, with enhanced cleaning and physical distancing measures plus personal protective equipment and temperature checks. Along with other supports, employees in the

AMAZON ASSOCIATES WORKING TO DELIVER SMILES TO CUSTOMERS DURING THE 2020 HOLIDAY SEASON AT THE TSAWWASSEN FULFILLMENT CENTRE WHERE ORDERS ARE PICKED, PACKED AND SHIPPED

fulfillment network are being given bonuses, including special “Thank You” bonuses totalling over $500 million US globally.

“The health, safety and well-being of our teams is our top priority,” says Sumegha Kumar, director, Canada customer fulfillment operations.

“Since the onset of COVID-19, Amazon and our teams have been working around the clock and made over 150 significant process changes to ensure the health and safety of our employees.”

Amazon Canada also continues to provide employees with a generous benefits package.

If you have a good idea, you are empowered to make it happen.”

— Jesse Dougherty Amazon Vice-President and Vancouver Site Lead Full-time employees receive competitive wages, medical, vision and dental coverage, a group RRSP plan, stock awards and performance-based bonuses. The fast-growing company also offers education and training opportunities.

“For somebody who loves to build, invent and be part of a high-performance team that delivers exceptional products and services to customers, Amazon is

an exciting place to work,” says Jesse Dougherty, vice-president and Vancouver site lead.

“If you have a good idea, you are empowered to make it happen.”

Couple all that with a supportive, diverse workplace and you have happy employees like Suryadinata who want to just keep giving.

“The work atmosphere here is like one big family and I’m very proud to be one of them,” he says. 

17

BC’S TOP EMPLOYERS 2021

19,000+ FULL-TIME STAFF

154,000

JOB APPLICATIONS RECEIVED IN CANADA IN 2019

100%

OF PREMIUMS PAID FOR FAMILY AND SPOUSAL HEALTH COVERAGE

AMAZON ASSOCIATES WORKING TO DELIVER SMILES TO CUSTOMERS DURING THE 2020 HOLIDAY SEASON AT THE TSAWWASSEN FULFILLMENT CENTRE WHERE ORDERS ARE PICKED, PACKED AND SHIPPED

Investing in great jobs and great communities

3

WEEKS STARTING VACATION FOR SALARIED EMPLOYEES

18

BC’S TOP EMPLOYERS 2021

At AQI, it’s all about planet, people and prosperity

F

or the quarterly Super Week at Aquatic Informatics ULC (AQI), people fly into the water-focused software company’s Vancouver headquarters from Australia and the United States to talk strategy for the following quarter. “We run a week of meetings, which sounds terrible, but people have learned to love it and depend on it,” explains president Ed Quilty.

But in March 2020, the week was cut short and everyone was sent home as cases of COVID-19 were rising quickly. “We took a really cautious, conservative approach, and that turned out to be really good,” says Quilty.

After a seamless transition to remote working, AQI’s committees shifted into high gear. The culture committee pivoted Friday’s company happy hour to an online get-together; there were games and contests, celebrations and a virtual watercooler chat room.

Staff also came together for a donation matching program focused on helping those most affected by the pandemic and raised $10,000 for food banks and after-school charities.

Director of Operations Randy Romero is part of an employee initiative that focuses on “3Ps” – AQI’s commitment to balancing planet, people and prosperity in everything that they do. “The purpose of the team is to ensure AQI core values are alive in the company,” he adds. “We want to make sure we’re giving back to the planet, to the community, to employees and to customers.”

Before the pandemic, the 3P team planned to participate in community fundraisers, sponsoring a science fair and a travel

AQI WELCOMED EMPLOYEES TO OPTIONALLY RETURN TO THE OFFICE WITH SAFE COVID-19 MEASURES IN PLACE

carbon-offsetting program, among other things. Since then, the focus has shifted to different programs, such as lunch and learns on wellness topics, the establishment of a living donor program and neighbourhood cleanups among them.

During the pandemic, AQI also formalized its software donations with a new grant initiative called Ripple Effect. Currently the program is focused on organizations that help solve water problems in Indigenous communities. AQI supplies not only the software for

We took a really cautious, conservative approach, and that turned out to be really good.”

— Ed Quilty President water quality and flow monitoring to the group that is chosen but also the configuration, implementation and training, as well as any necessary support.

“That was really great for our culture,” says Quilty. “People were spending their own personal time on it, but it was very rewarding

and meaningful.”

In the end, Quilty feels fortunate that AQI was not only able to maintain staffing but also continued to hire, to be engaged with interesting work. “I think we’re one of the very lucky ones,” he says. “And I think our employees recognize that as well.” 

19

BC’S TOP EMPLOYERS 2021

AQI PRESIDENT, ED QUILTY, JOINS EMPLOYEES ON INTERNATIONAL WOMEN’S DAY TO SUPPORT #EACHFOREQUAL

75

FULL-TIME STAFF

40%

OF MANAGERS ARE WOMEN

1.4%

TURNOVER IN 2020 (ONE-TENTH INDUSTRY AVG.)

16

HOURS OF VOLUNTEER LEAVE PER YEAR

20

BC’S TOP EMPLOYERS 2021

BC Centre for Ability works to nurture staff

S

tudying for her master’s degree in speech language pathology, Megan Harold spent her first co-op placement at BC Centre for Ability in east Vancouver.

“I loved everything about it,” she says. “I loved working with families and their children, collaborating with other disciplines and the atmosphere at the centre.”

Established in 1969, BCCFA provides a wide range of services in the Vancouver area to children and adults with disabilities, including early intervention services for preschool children who have physical, neurological or developmental disabilities, child development consultation, counselling services, brain injury rehabilitation and employment services.

“There’s an opportunity with the right support to help people with diverse abilities to be active participants in the community,” says Josh Myers, the centre’s executive director since 2019.

“There are barriers, but they can be overcome.”

The centre receives most of its funding from governments, but some of its programs depend on private donations, says Myers. But because of COVID-19, the centre had to cancel its annual gala, one of its critical fund-raising initiatives, in April.

“We still managed to salvage part of the event,” he says. “People who had committed to the event stayed with us even after it was cancelled. They know the organization cares about its people as much as its clients.”

To reinforce its supportive environment, the centre holds meetings for the entire staff with outside speakers who address topics like

BC CENTRE FOR ABILITY'S EXECUTIVE DIRECTOR, JOSHUA MYERS, AT THE CENTRE

mental health and diversity and inclusion. It conducts ongoing check-ins where the centre’s leadership team can engage with staff “and get a feeling for how we’re doing,” says Harold, who joined the organization soon after she graduated in 2017. “And sometimes Josh will just come down, say hi and ask about our plans for the weekend.”

Even before the pandemic, Myers says, the centre made a priority of supporting its employees,

There’s an opportunity with the right support to help people with diverse abilities to be active participants in the community.

There are barriers, but they can be overcome.”

— Josh Myers Executive Director

acknowledging the stress that comes with their work. “We try to nurture resiliency so we don’t experience secondary mental health impacts,” he says.

Almost a year before the pandemic hit, the centre had begun the transition to delivering some of its services virtually. “The stars were aligned,” says Myers. “Our

virtual platforms were in place, and we’d invested in getting staff adjusted to the new culture.”

Since then, the centre’s staff has continued to deliver uninterrupted service to their clients.

“Despite the challenges of the last eight months,” says Myers, “our clients still need us even more than ever.” 

21

BC’S TOP EMPLOYERS 2021

78

FULL-TIME STAFF

16

WEEKS, MATERNITY LEAVE TOP-UP PAY

75%

OF LEADERSHIP TEAM ARE WOMEN

BC CENTRE FOR ABILITY STAFF CELEBRATE DIVERSITY AT 'DINING FOR DREAMS GALA' IN 2019

50%

OF BOARD DIRECTORS ARE WOMEN

Delivering community-based services for persons with diverse abilities

bccentreforability BC Centre for Ability BCCFAF BCCFA

Help us achieve our mission bc-cfa.org

22

BC’S TOP EMPLOYERS 2021

BC Housing heroes give shelter when it’s needed most

W

ill Valenciano joined the BC Housing Management Commission because he’s driven to make a difference in people’s lives. The pandemic made him even more motivated to find shelter for B.C.’s most vulnerable amid the COVID-19 storm.

“People who work here are passionate about serving people in need,” says Valenciano, senior manager, coordinated access and assessment. “COVID-19 has made things more challenging, but we’re finding ways to contribute to the community and make that difference because we’re all on the same path and have a common vision.”

BC Housing develops, manages and administers subsidized housing across the province. Its people work with about 800 non-profit housing providers and help over 116,000 households in 200-plus communities. They serve people who are homeless or at risk of homelessness and others who face challenges finding affordable housing.

Valenciano works at the organization’s Orange Hall office on Vancouver’s Downtown Eastside.

Despite the perils posed by the pandemic, the office is open at reduced hours. Valenciano says limiting the number of clients in the building, installing protective equipment like plexiglass screens and using masks helps him feel safe.

“Most of us have shifted to working from home, but we still wanted to maintain the ability for people to speak to an actual person,” says Valenciano. “It’s challenging, but we do it because there’s a whole lot of people in

BC HOUSING EMPLOYEES PARTICIPATE IN 'PINK SHIRT DAY'

need and we have to be there for them.”

BC Housing has also worked overtime to protect frontline employees like the janitors and maintenance teams who manage more than 6,000 units of housing province-wide. Extra personal protective equipment, increased deep cleaning regimens and other measures have enabled the company to keep a roof over the head of B.C.’s most vulnerable populations.

“Our employees are real heroes in the frontline, maintaining a great level of service,” says CEO Shayne Ramsay. “Our folks just doubled down during COVID-19

It’s challenging, but we do it because there’s a whole lot of people in need and we have to be there for them.”

— Will Valenciano Senior Manager, Coordinated Access and Assessment

to respond in the best ways we can and they’ve done a tremendous job.”

BC Housing also responded to government-mandated measures like the COVID-19 Temporary Rental Supplement program.

The program was developed in two weeks and produced nearly 100,000 applicants almost immediately. Over 100 employees were

redeployed to help process the applications in short order.

“Folks at BC Housing come to work every day because they know they can make a positive difference in the lives of others,” says Angela Cooke, vice-president of operations. “Whether it’s a person in accounts payable or our frontline workers – everyone is committed to that goal.” 

23

BC’S TOP EMPLOYERS 2021

861

FULL-TIME STAFF

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

54%

OF MANAGERS ARE WOMEN

BC HOUSING RECOGNIZES THE HARD WORK AND DEDICATION OF THEIR TEAM DURING THE PANDEMIC

60%

OF EXECUTIVE TEAM ARE WOMEN

We’re proud of our professional,

compassionate, forward-thinking employees who make a positive difference in this province every day.

bchousing.org

24

BC’S TOP EMPLOYERS 2021

BC Transit keeps the buses running safely for all

A

s the impact of COVID-19 became apparent in March 2020, BC Transit put more emphasis than ever on its number-one priority: safety.

The provincial Crown corporation equipped its administrative staff to work from home. But its drivers and service teams had to remain on the job.

“We had no choice,” says CEO Erinn Pinkerton. “We’re an essential service.”

Responsible for the delivery of public transportation in 130 communities throughout the province, BC Transit took immediate measures to enhance the safety of its drivers. Each bus displayed an automated message, informing passengers about social distancing and other precautions. Boarding was allowed only through the rear doors, and each bus was thoroughly cleaned to a higher standard than ever.

BC Transit buses were also very quickly equipped with a temporary vinyl barrier that kept drivers safely removed from contact with the public. The vinyl barriers have since been replaced with permanent full driver doors, an initiative that was completed ahead of schedule.

“Not one day did I feel unsafe,” says Sandra Hunt, a driver in Victoria for 17 years.

Hunt also felt reassured by the efforts of management to keep employees informed. “From day one, we received videos from the CEO,” she says.

The videos not only emphasized health and safety, they also kept employees up to date on new developments related to COVID-19, including the way it’s transmitted

ERINN PINKERTON, PRESIDENT AND CHIEF EXECUTIVE OFFICER AT BC TRANSIT

on surfaces and through airborne particles.

“Most of all we tried to make sure that people knew why directions were changing," says Pinkerton.

Management maintained contact with staff working from home, as well, making sure that they remained supported in their work and engaged with their coworkers. “Our employees are just as productive as they were before COVID-19,” says Pinkerton.

The organization had already begun a transition to a more flexible work environment, which will continue long after the pandemic ends.

“Employees like a flexible work

Employees like a flexible work environment. In the future, they’ll come in a couple of days a week and work from home for the rest of the week.”

— Erinn Pinkerton CEO

environment,” says Pinkerton.

“In the future, they’ll come in a couple of days a week and work from home for the rest of the week, and instead of using a dedicated cubicle, they’ll share work stations.

It facilitates more productive energy.”

With commuters now working at

home, COVID-19 has drastically reduced ridership on BC Transit and disrupted the routines of Hunt’s regular passengers.

“A group of men used to meet every morning for coffee at a restaurant on my route,” she says.

“Now they have nowhere to go, so some of them just ride the bus.” 

25

BC’S TOP EMPLOYERS 2021

986

FULL-TIME STAFF

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

40

YEARS, LONGESTSERVING EMPLOYEE

3

BC TRANSIT FRONTLINE TRANSIT OPERATOR PROTECTED BY A FULL DRIVER DOOR

WEEKS, STARTING VACATION ALLOWANCE

We’re Hiring! bc-transit

@bctransitcareers

@bc_transit

26

BC’S TOP EMPLOYERS 2021

A passion for giving fuels Best Buy’s employees

A

big reason why Vanessa Vermaas works at Best Buy Canada Ltd. is because it gives so much to the community as a company and empowers her to do the same as an employee. That just makes her love her job even more.

“Best Buy has an amazing social commitment to community and they also allow me to support projects I’m passionate about, says Vermaas, buyer/merchandise manager.

“That’s always been very important for me because it complements the work I do every day.”

With over 5,400 full-time staff in Canada, Best Buy is headquartered in Burnaby and is a retailer and e-tailer of consumer electronics, computers, entertainment products, related accessories and services. Its mission is “to enrich lives through technology.” The COVID-19 pandemic has given the company an opportunity to do just that for its customers, communities and employees alike.

Corporately, Best Buy developed a pandemic relief plan to help vulnerable groups like frontline healthcare workers, educators and seniors. Tech solutions backed by a lot of heart saw laptops go to seniors and libraries, tablets donated to hospitals and free online learning resources developed for students.

As part of Best Buy’s Geek Squad Academy outreach, Vermaas taught computer coding and closed circuitry to Girl Guides.

But what is really special is Best Buy’s support for the causes dear to her heart. For many years, Best Buy has matched 40 per cent of her donations to the CIBC Run for the Cure as part of its employee giving platform. She also regularly

BEST BUY EMPLOYEES PARTICIPATED IN CLEANING UP A LOCAL PARK IN 2019

The thing that totally blows me away is that in spite of all of these challenges people are still finding time to give back to the community.” donates to the Shoebox Project for Women, which collects and distributes gifts to women at risk of homelessness in Canada.

“We want to give employees the ability to give to the causes they feel passionate about. That hasn’t stopped and we haven’t withdrawn any of our financial support,” says Carol Graziani, director, human resources services.

“The thing that totally blows me

— Carol Graziani Director, Human Resources Services away is that in spite of all of these challenges people are still finding time to give back to the community.”

Best Buy gave back to employees by making their wellness a top priority, with many staff working from home and ensuring conditions in its stores were as safe as

possible. Mental health services have been substantially improved and the company keeps in constant communication with employees to monitor their well-being.

“To the best degree possible, we’re trying to be there for our people, physically, emotionally and mentally,” says Graziani. 

27

BC’S TOP EMPLOYERS 2021

5,431 FULL-TIME STAFF

15

WEEKS, MATERNITY LEAVE TOP-UP PAY

3

WEEKS, STARTING VACATION ALLOWANCE

BEST BUY 'GEEK SQUAD ACADEMY' VOLUNTEERS IN 2019

Proud to be one of BC’s Top Employers.

500+

CHARITIES HELPED LAST YEAR

28

BC’S TOP EMPLOYERS 2021

BCAA encourages team members to stretch and grow

D

ave Wharf joined BCAA as a parttime insurance salesperson on Vancouver Island 21 years ago. Since then, he’s had many different jobs – a trainer, call centre manager, cafeteria manager and service location manager.

Currently, he is senior manager of customer operations for BCAA’s Evo Car Share. “Right from the start I’ve had a lot of opportunities,” says Wharf. “For someone like myself, without any formal post-secondary education, the training and opportunities have been great.”

Wharf’s career trajectory is more the norm than the exception, says president and chief executive officer Eric Hopkins. “One of the great things about BCAA is the opportunity to move laterally to touch as many facets of the organization as possible,” says Hopkins.

“If you have the will and ambition to stretch yourself, we encourage that.”

BCAA is an organization of long standing in the province, but it is not standing still. Roadside Assistance and the slate of insurance products – home, auto, travel and life – are established.

In 2015, BCAA became the first automobile club in North America to introduce car sharing, and now operates its Evo fleet of 1,500 Toyota Prius Hybrids serving 152,000 members. One year later, the organization extended its roadside repair and service expertise, by opening several BCAA Auto Service Centres.

To facilitate career moves, BCAA places a heavy emphasis on learning and development, supported by flourishing wellness and diversity programs. “If you bring

BCAA OFFERS TECHNICAL TRAINING WITH SUPPORTIVE WELLNESS AND DIVERSITY PROGRAMS ACROSS VARIED CAREERS

your best self to work, we’re going to invest in you and your career,” says Hopkins.

The organization partnered with UBC’s Sauder School of Business to develop a certified Advanced Leadership Program for its managers, directors and executives.

Participants mix classroom and team-based project learning over a 12-month period.

“It’s an amazing program,” says Wharf, who is one of 80 employees who have completed it to date.

“You create a great network of people, which helps you do your job better and understand the wider company.”

Like organizations everywhere,

— Eric Hopkins President and Chief Executive Officer BCAA has adapted for the COVID-19 pandemic. All BCAA’s services are categorized as essential. The organization quickly pivoted to support employees working from home or under new safety protocols at customer-facing locations.

With the aim of building a

brighter future for B.C., it also found new ways to support communities. Road Assist drivers made United Way food deliveries and 250 Evos were loaned to healthcare workers to use as their own vehicle during lockdown. “That’s something I’m very proud to be part of,” says Wharf. 

29

BC’S TOP EMPLOYERS 2021

BCAA OFFERS TRAINING AND EXTENSIVE CAREER CHOICES INCLUDING CUSTOMER SERVICE

1,191

FULL-TIME STAFF IN CANADA

42

YEARS, LONGESTSERVING EMPLOYEE

60%

OF EMPLOYEES ARE WOMEN

54%

OF MANAGERS ARE WOMEN

Shape a Brighter Future with us bcaa.com/careers

30

BC’S TOP EMPLOYERS 2021

BC Ferries offers variety on board or on shore

K

ittie Byron, a lifelong resident of Salt Spring Island, rarely leaves her island home unless it’s to go to work. She is a senior chief steward with BC Ferries and supervises a crew of six who work in the cafeterias of vessels that sail round the clock daily between the southern Gulf Islands and the Lower Mainland port of Tsawwassen.

“I always feel very lucky,” says Byron, who started as a casual customer service attendant in 1986. “I’ve been able to grow and prosper while staying on the island.”

The opportunity to grow professionally – sometimes while living in idyllic settings – is just one of the benefits of working for BC Ferries, says Darren Johnston, executive director of fleet operations, who manages the daily sailings of 36 vessels.

“This is an industry that has a vast array of different jobs opportunities,” says Johnston. “Plus, you’re providing an essential service, which gives every employee a great sense of satisfaction.”

The “vast array,” as Johnston puts it, begins with those employed on the ferries – the captain and officers responsible for navigation, the deckhands who manage the flow of vehicles, walk-on passengers and cargo, the catering staff who run the food services and gift shops and the engineers below deck who keep the enormous engines and propulsion systems running.

Terminal operations includes staff who deal face-to-face with passengers embarking and disembarking, while the terminal engineering teams maintain and

BC FERRIES TERMINAL OPERATIONS INCLUDES STAFF WHO DEAL FACE-TO-FACE WITH PASSENGERS EMBARKING AND DISEMBARKING

repair terminal infrastructure.

The Victoria head office hosts the corporate support departments – finance, human resources, customer care, engineering, IT and marketing, among others.

Professional development opportunities are available for employees at all levels. “There are various programs that are a must if you want to become a steward,” says Byron. “We have to know how to manage crews and finances, deal with equipment breakdowns and deal with the public.”

BC Ferries also provides inhouse and external training for captains, officers and engineers

This is an industry that has a vast array of different jobs opportunities. Plus, you’re providing an essential service, which gives every employee a great sense of satisfaction.”

— Darren Johnston Executive Director, Fleet Operations

who work in licensed and regulated roles. “Every year we allocate a significant portion of our operating budget to support professional development,” says Johnston.

As an essential service, BC Ferries continued to operate throughout the COVID-19 pandemic while ensuring safeguards were in place to protect employees

and passengers. The staff at the vessel maintenance facility in Vancouver built hundreds of stands for holding hand sanitizers, which were used on ships. Meanwhile, the upholstery department, which usually repairs seat covers and produces terminal signage, switched gears to turn out hundreds of masks. 

31

BC’S TOP EMPLOYERS 2021

3,555 FULL-TIME STAFF

49

YEARS, LONGESTSERVING EMPLOYEE

8

WEEKS, MAXIMUM VACATION ALLOWANCE

BC FERRIES' VICTORIA HEAD OFFICE HOSTS THE CORPORATE SUPPORT DEPARTMENTS INCLUDING CUSTOMER CARE

100%

JOB-RELATED TUITION SUBSIDIES

Careers on the Coast Join one of BC’s Top Employers and a global leader in ferry transportation. The open air and untamed waters of the west coast are calling.

Visit bcferries.com and set your course.

32

BC’S TOP EMPLOYERS 2021

BCIT prepares health workers to face the pandemic

W

hen COVID-19 struck last March, putting everyone into lockdown, Kathy Kennedy never considered stopping. As associate dean, School of Health Sciences at the British Columbia Institute of Technology (BCIT), her thoughts were about being part of the solution.

First, by continuing to safely graduate urgently needed nurses in the 11 specialty nursing programs, such as critical care, that form Kennedy’s portfolio. These are qualified nurses who do further training at BCIT. Next, Kennedy knew that professionals needed specific tools to handle COVID-19 patients who would be coming through in high volumes. So she called on BCIT’s Learning and Teaching Centre and the Specialist Nursing faculty to quickly help create a course, FEPA (Focused Education Preparation Advancing Frontline RNs), intended to upskill people who would be on the frontlines fighting the pandemic.

“The Speciality Nursing faculty came in droves to be part of this project to support our colleagues out there, because we all work on the frontline too,” says Kennedy.

“What would normally take six months, we did in six days – and a lot of late nights!”

Since the launch of FEPA online on April 3, 2020, over 11,000 people across Canada and internationally have taken the free self-directed course. Feedback has been overwhelmingly positive.

“People are so grateful for the knowledge we provided,” says Kennedy. “We just felt so passionate about wanting to help these

BCIT HEALTH SCIENCES INSTRUCTOR DISCUSSES ANATOMY WITH A MEDICAL RADIOGRAPHY STUDENT

frontline workers with some tools.

We’ve had nothing but support, from our School of Health Sciences right up to our president, for what we were doing.”

Within the institute’s community, BCIT has made safety and well-being top priorities, including a COVID-19 emergency student response fund to provide one-time aid to students facing financial hardship and a re-branding of wellness programming for faculty and staff focused on mental health.

“Faculty and staff can sign up for virtual sessions on everything from financial impacts to tools and tips for parenting during a pandemic,” says Ana Lopez, vice president

The Speciality Nursing faculty came in droves to be part of this project to support our colleagues out there, because we all work on the frontline too.”

— Kathy Kennedy Associate Dean, School of Health Sciences

of human resources and people development. “We also have tools and training for people in leading roles to better understand how to provide additional support as leaders.”

Lopez notes that BCIT leaders at all levels have focused more on connection, communication, and supporting working remotely.

Feedback from employees in BCIT’s recent engagement survey confirms how much value they place on these added supports.

“That’s what people need to get through this,” says Lopez.

“Some of the enhanced communication we’ve taken on during the pandemic should continue. It’s critically important.” 

33

BC’S TOP EMPLOYERS 2021

1,978 FULL-TIME STAFF

49

YEARS, LONGEST-SERVING REGULAR EMPLOYEE

50%

OF EXECUTIVE TEAM ARE WOMEN

APPLIED LEARNING AND INDUSTRY CONNECTIONS ARE THE CORNERSTONES OF A BCIT EDUCATION

— SHAPING THE LEADERS OF TOMORROW. EDUCATION FOR A COMPLEX WORLD. bcit.ca/careers

50,000+ FULL-TIME AND PART-TIME STUDENTS

34

BC’S TOP EMPLOYERS 2021

BCI employees say they feel more connected than ever

L

ike most of her fellow employees at the British Columbia Investment Management Corporation (BCI), Gina Dennison was worried the pandemic would leave her feeling isolated. But now she has a whole new family.

Dennison, analyst, enterprise risk management, is part of the company’s COVID-19 working group tasked with ensuring employee health and safety. Coping with the huge responsibility – and meeting virtually every day since March – has brought them closer together.

“We’ve really become quite a family. It shows how resilient we are at BCI,” says Dennison.

“We’ve become closer as we’ve worked hard to ensure we’re in the best place possible, because employee health and safety is the top priority.”

Headquartered in Victoria, BCI ensures the financial security of 630,000 pension plan beneficiaries and 2.5 million workers while handling over $171 billion of managed assets. It’s a leading provider of investment management services for B.C.’s public sector.

When the pandemic hit, BCI shifted employees overnight to working remotely. It provided a stipend to pay for setting up home office spaces and offered home ergonomic assessments. Healthcare support was increased thanks to a virtual healthcare provider.

The BCI COVID-19 working group also developed resources like the managers’ guide to supporting employees during the pandemic and a hybrid teams best practices guide. A constant flow of information with virtual townhalls, a

BCI’S TECH TEAM ENABLES EMPLOYEES TO BE SUCCESSFUL AT THE OFFICE, AT HOME AND IN HYBRID ENVIRONMENTS

dedicated COVID-19 microsite and regular check-ins keep employees and managers connected.

“We surveyed staff throughout to gauge how well they’re connected and found the pandemic had actually increased the feeling of connection with their team and BCI, which was really surprising given we’re all working from home,” says Dennison.

BCI’s COVID-19 response wasn’t limited to within the corporation. It’s kept in constant contact with its clients and strengthened ties to the community. BCI continues its long-standing relationship with the Greater Victoria United Way, focusing on the most vulnerable groups affected by the pandemic, like isolated seniors, mental health and addictions.

COVID-19 put our resiliency and ability to respond quickly to the test and the corporation is successfully navigating those challenges.”

— Shauna Lukaitis Chief Operating Officer

“Since we started participating, we’ve given over a million dollars to the United Way,” says chief operating officer Shauna Lukaitis.“It’s important to us that we help people in the community not just with our time, but with our pocketbooks, because we’re so very fortunate to be able to continue to work.”

A strong foundation of employee empowerment and constant communication has helped BCI not just survive but thrive during the pandemic.

“COVID-19 put our resiliency and ability to respond quickly to the test and the corporation is successfully navigating those challenges,” says Lukaitis. 

35

BC’S TOP EMPLOYERS 2021

EMPLOYEES CATCH UP OVER LUNCH AND SHARE IDEAS OUTSIDE BCI'S HEADQUARTERS IN THE HEART OF VICTORIA, BC

537

FULL-TIME STAFF

52

WEEKS, MATERNITY TOP-UP PAY

4

WEEKS, STARTING VACATION ALLOWANCE

57%

OF BCI'S BOARD OF DIRECTORS ARE WOMEN

Building Meaningful Futures for our clients, our investments, our

people

36

BC’S TOP EMPLOYERS 2021

BCMEA finds unique solutions for employee safety

W

hen the pandemic hit, the British Columbia Maritime Employers Association (BCMEA) had to find ways to keep frontline workers in B.C.’s ports safe so they could keep the lifeline of medical goods, food and other essential materials flowing into the country. So they forged partnerships in the community while at the same time protecting their own employees.

“We had to quickly pivot because longshore workers don’t have the option to work from home,” says Heather Nairn, director, human resources.

“It was just as important to ensure our people were safe because many of them were out there on the frontlines. The courage and bravery our employees showed to come to work every day in a really uncertain environment was pretty humbling to see.”

BCMEA represents over 50 member companies who employ more than 7,000 employees in ports from Vancouver to the Alaskan border. It serves as the human resources department for the B.C. waterfront. It also provides services to customer members in labour relations, public affairs, labour legislation and regulations, training, health and safety, payroll and other areas.

The conundrum faced by BCMEA’s 80-member team was how to get enough personal protective equipment, hand sanitizer and other resources together so waterfront workers could continue to safely unload ships in the ports full of exactly the same medical materials. It quickly partnered with local companies like Parallel

BCMEA EMPLOYEE WORKING IN THE DATA ANALYTICS ROOM

49 Brewing, which converted its brewery to produce hand sanitizer.

An outdoor sports company that had begun manufacturing face masks joined in.

“It’s keeping us on our toes to find creative ways of doing things, and stretching us for sure,” says Suki Hache, manager, training.

To make the transition to working from home for employees easier, BCMEA provided everything from family COVID-19 protection kits and private counselling to meal delivery services.

“When you’re facing a difficult

The courage and bravery our employees showed to come to work every day in an uncertain environment was humbling to see.”

— Heather Nairn Director, Human Resources situation, it comes down to an individualized approach to employee wellness. I love how flexible we were able to be in tailoring individual solutions for them,” says Nairn.

Despite the challenges posed by the pandemic, BCMEA has continued with its training, support and advocacy programs, including a major initiative to educate member companies on new federal

regulations on workplace harassment and violence prevention that came into effect in January.

For Hache, it’s another way for BCMEA to make a difference in the community.

“These new regulations are meant to help protect the workforce and it’s doing something for the greater good,” she says.

“That’s what we’re all about.” 

37

BC’S TOP EMPLOYERS 2021

80

FULL-TIME EMPLOYEES

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

3

WEEKS, STARTING VACATION ALLOWANCE

BCMEA SAFETY COMMITTEE ATTENDS FIRE SAFETY AWARENESS TRAINING

8

YEARS, AVERAGE TENURE OF ALL EMPLOYEES

Supplying the people that power BC’s Ports.

Committed to the health and safety of all of our workers.

38

BC’S TOP EMPLOYERS 2021

BCUC gives power to the people – and employees

W

hen the COVID-19 pandemic threatened to pull the plug on B.C.’s economy, the British Columbia Utilities Commission (BCUC) stepped up to help keep power on for the people. Both the public and their employees benefited.

“The work we do is quite technical but it’s impactful in the community and for businesses,” says Leon Cheung, senior economist. “We’re mindful that people are struggling right now due to COVID-19 so we factor that into our work as we know it could have a big impact on British Columbians.”

The BCUC is responsible for ensuring safe, reliable energy and basic auto insurance services at fair rates from the businesses they regulate. Headquartered in Vancouver, it regulates energy utilities like BC Hydro and administers B.C.’s Fuel Price Transparency Act, among other duties.

On top of its regular tasks, as the pandemic progressed, the BCUC worked with its regulated entities to adapt its processes and ensure the power stayed on for B.C.’s ratepayers. They did it despite having to shift from an office environment to working remotely virtually overnight.

“I’m proud of our people for the way we’ve responded so quickly and efficiently,” says David Morton, chair and chief executive officer.

“We’re reaching out in a way we’ve never done before and I’m really happy to see how well our team has been able to do that and how well received it’s been.”

A collaborative corporate culture

BCUC STAFF MEMBERS AT A CONFERENCE, BEFORE THE PANDEMIC

based on a matrix management structure is one reason the BCUC was able to keep the lights on during the dark days of the pandemic. Employees like Cheung can have many roles, which helps the team adapt and allocate staff efficiently and effectively. Building interdepartmental teams brings a holistic approach to tackling any task.

“The people who work at the BCUC are intelligent, humble, passionate doers and they have the maturity to get the job done,” says Viki Vourlis Fisher, executive

— Viki Vourlis Fisher Executive Director, Corporate Services director of corporate services.

Throughout the pandemic, the BCUC has maintained and prioritized support for its employees.

It enhanced its internal communications efforts, introduced new IT programs, provided appropriate health and wellness support and continued to provide learning and development opportunities for

its team members, items that are important to compliance analyst Dyne Day. “I adore that the BCUC is open and willing to work with its team to help you stay informed, maintain the culture while being remote, and get the tools, resources and education you may require to do your best,” Day says. 

39

BC’S TOP EMPLOYERS 2021

71

FULL-TIME STAFF

39

YEARS, AVERAGE AGE OF ALL EMPLOYEES

184

SUPPORTED LEARNING AND DEVELOPMENT INITIATIVES

BCUC TEAM MEMBERS ENGAGING OVER COFFEE BEFORE THE PANDEMIC

67%

OF THE EXECUTIVE TEAM ARE WOMEN

40

BC’S TOP EMPLOYERS 2021

CRD tackles homelessness and affordable housing

P

roviding affordable housing is one of the top priorities of the Victoria-based Capital Regional District (CRD), which is the regional government for 13 municipalities and three electoral areas on southern Vancouver Island. For CRD employees and managers, it’s also one of the most rewarding aspects of what they do.

“Everyone who works on our affordable housing initiatives is passionate about what they do,” says Robert Lapham, chief administrative officer for the CRD. “They feel good about meeting a serious community need and making a positive difference in our region.”

The CRD launched its regional housing strategy nearly 20 years ago. Today, the CRD is the largest non-profit provider of affordable housing in the region, with nearly 1,800 units, and plans to expand that portfolio by at least 50 per cent.

The CRD also works in partnership with the B.C. government and Government of Canada on the Regional Housing First Program, which is focused on eliminating chronic homelessness and generating new rental house options in the region.

Lapham says the initiatives are very much in keeping with the CRD’s central goal of supporting vibrant and sustainable communities through the delivery of everything from regional water supply to parks and recreation facilities.

“Integrating affordable housing solutions within our normal housing market translates directly to improving the lives of individual families and the community as a whole,” he adds.

ROB FOWLES, PROJECT COORDINATOR, FOR THE CRD

Robert Fowles joined the CRD as a project coordinator in 2019 and now oversees construction and capital projects for its Capital Region Housing Corporation. He works exclusively on affordable housing projects.

“We hear from our operational folks of potential tenants breaking down in tears of joy and relief when they see some of these new units,” says Fowles. “That’s very rewarding because you are doing something good for someone who may not have the same leg up as other people.”

Everyone who works on our affordable housing initiatives is passionate about what they do.”

— Robert Lapham Chief Administrative Officer While Victoria and many of the other CRD municipalities are often viewed as islands of affluence, appearances can be deceiving, says Fowles. The Victoria rental market, for example, has very low vacancy rates, while housing and condominium prices put those properties beyond the reach of most people.

“The need out there is very visible,” says Fowles. “I walk to work every day through Victoria’s Central Park where you see all the tents. It’s shocking to see the number of people who are homeless.

Our goal is to provide some relief for that, as well as rental options for families, seniors, people with disabilities and others in need.” 

41

BC’S TOP EMPLOYERS 2021

565

FULL-TIME STAFF

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

3

WEEKS, STARTING VACATION ALLOWANCE

JACQUELINE, PROJECT MANAGER, FOR THE CRD

49%

OF EMPLOYEES ARE WOMEN

42

BC’S TOP EMPLOYERS 2021

CPABC places a high value on employee well-being

E

mployees of Chartered Professional Accountants of British Columbia (CPABC) all received a special care package about six months after they had shifted to working from home due to the COVID-19 pandemic. Each parcel contained CPABC-branded face masks, an aroma therapy candle, a bamboo blossom kit and a water bottle.

“The whole theme was to remind them how much they’re appreciated,” says president and CEO Lori Mathison. “They’ve demonstrated how much they care about the work we do and, by working as a team in the midst of unprecedented change, we’ve been able to meet our goals that help us ensure that we are protecting the public and that our members are served.”

CPABC is the training, governing and regulatory body of over 37,000 CPAs and 5,500 CPA candidates and students. To carry out its primary mandate – protecting the public – it employs a range of measures such as ensuring the competency of its members through comprehensive professional development programming.

Pre-pandemic, many PD seminars and courses were held in person. But in what Mathison describes as a “silver lining,” attendance remained strong after CPABC shifted most of its programming online.

“We’ve been able to reach so many more people due to increased accessibility and flexibility of our programs,” she adds. “We’ll continue to offer more of our courses online even when things return to a semblance of normal.”

As manager, employer relations,

STÉPHANIE ROY, MANAGER, EMPLOYER RELATIONS, DELIVERING A PRESENTATION TO STAFF AT CPABC

Stéphanie Roy’s responsibilities include organizing recruitment events such as job fairs. But bringing together hundreds of job-seekers and employers to interact faceto-face was clearly no longer an option. Still, with organizations in every sector including non-profits, professional services, start-ups and large multinationals needing to hire CPAs, Roy says that she and her team had to find a way forward.

They discovered and purchased software uniquely capable of facilitating large numbers of connections and private conversations and in August 2020 CPABC held

— Stéphanie Roy Manager, Employer Relations its first virtual job fair, connecting nearly 700 online participants.

Then in November, CPABC hosted its popular speed interview event virtually as well, facilitating 240 video interviews in just three days.

Roy also appreciates how CPABC has supported its employees since the shutdown. Early,

frequent communications, including virtual Lunch and Learns, focused on mental health and resiliency.

At the same time, social activities that had kept them engaged and connected at the office continued online. “All the things that make this such a nice place to work are still here,” Roy says. 

43

BC’S TOP EMPLOYERS 2021

CPABC TEAM MEMBERS GATHER FOR AN IMPROMPTU MEETING

136

FULL-TIME STAFF

40

YEARS, LONGESTSERVING EMPLOYEE

71%

OF MANAGERS ARE WOMEN

75%

OF EXECUTIVE TEAM ARE WOMEN

We put our people first — and deliver results in the service of the public, and our members & students.

Work with us bccpa.ca/jobs

44

BC’S TOP EMPLOYERS 2021

Community service is a great vision for Clearly

T

he first thing optician Mo Guivehchian noticed, as he fitted a pair of glasses for a young woman at Clearly in Vancouver, was the bridge of her nose was bruised.

Clearly, a Canadian-based eyewear company, does most business online, but had reopened its retail locations after a three-month shutdown following the outbreak of COVID-19 and Guivehchian was glad to be back at the job he loves.

Concerned, he asked his patient about the marks on her nose.

“The woman was a nurse at a local hospital who needed a second pair of glasses at work,” says Guivehchian. “She hadn’t noticed the marks, saying all her time was devoted to her patients and not herself. So, I adjusted her glasses and told her I’d ensure her new ones were a comfortable fit too.”

Guivehchian says the experience made him realize the importance of their optical services, and he felt honoured to have served this nurse. A former engineer, he finds it more rewarding to help people than fix machinery.

Clearly gives him lots of opportunities to do that. The company recently introduced an in-store Free Glasses for Kids program to raise awareness about children’s eye health and make eyewear more accessible.

“Some eye conditions need to be diagnosed very young, or they can lead to loss of vision permanently,” says Guivehchian. “Also, these are tough times. Offering free glasses to children age 10 and under helps families that are suffering economically during this pandemic.”

CEO Arnaud Bussieres says Clearly fitted more than 500 kids with glasses in the

A MEMBER OF THE CLEARLY TEAM HELPING OTHERS AT A COMMUNITY OUTREACH EVENT

Offering free glasses to children age 10 and under helps families that are suffering economically during this pandemic.” program’s first six weeks. According to the Canadian Association of Optometrists, nearly 25 per cent of children have vision problems, affecting how they learn and engage with the world.

“Half of the kids are wearing glasses for the first time, which is exactly what we are aiming for,” Bussieres says. “We want to create awareness about the importance of getting an eye exam

— Mo Guivehchian Optician as early as six months old, and change lives by providing necessary vision correction as early as possible. We have children from all backgrounds, with some parents openly telling us they can’t afford glasses for their kids.”

Clearly’s community support also goes back to the start

of COVID-19, when personal protective equipment was urgently needed at hospitals.

“We used our supply chain and suppliers overseas to source masks and face shields for Health Canada,” says Bussieres. “To date, we’ve been able to donate over 80,000 face shields.” 

45

BC’S TOP EMPLOYERS 2021

CLEARLY RANKS AMONG THE LARGEST ONLINE RETAILERS FOR CONTACT LENS AND PRESCRIPTION EYEGLASSES IN THE WORLD

205

FULL-TIME STAFF

18

WEEKS PARENTAL LEAVE TOP-UP PAY

36

YEARS, AVERAGE AGE OF ALL EMPLOYEES

52%

OF MANAGERS ARE WOMEN

46

BC’S TOP EMPLOYERS 2021

Concert Properties builds and supports communities

A

mong its many community initiatives, Vancouver-based real estate developer Concert Properties has long supported trades training across Canada. One way it has raised money for that is through an annual golf tournament. So when COVID-19 made that a nonstarter in 2020, Concert held a virtual fundraiser instead.

“We contacted our faithful supporters, including our partners, consultants, contractors and suppliers, and actually raised about the same amount we normally do,” says president and CEO Brian McCauley.

Concert – which builds rental apartments, condominiums, office and industrial properties and seniors communities – raised $250,000 and contributed another $90,000 to trades education last October. The money went to Burnaby’s B.C. Institute of Technology, Victoria’s Camosun College, Toronto’s George Brown College and a program called Hammer Heads, which helps provide Toronto street youths skills to work in the construction trades.

“We recognized that educational institutions in particular had been very hard hit during COVID-19,” says McCauley. “This year more than any other they needed financial support, and we were pleased to step up.”

Concert, which is owned by an array of Canadian union and management pension funds, was also concerned about pandemic-related isolation among inhabitants of its 5,000 rental dwellings. So it created on Facebook the “Virtual Villages” program to connect neighbours within their rental

CONCERT PROPERTIES VANCOUVER EMPLOYEES TOOK PART IN THE 'RIDE TO CONQUER CANCER' LAST YEAR

communities. Such endeavours reflect Concert’s core values of integrity, service and quality.

“We recently drafted our new purpose statement: strong sustainable communities that are fundamental to the well-being of all Canadians,” says McCauley. “The company has a huge commitment to reduce greenhouse gas emissions and become more sustainable.”

For Brian Harrison, an assistant project manager in the construction department, working at Concert is a bit of a family tradition.

“My grandfather joined Concert when it started in 1989,” says Harrison. “I grew up hearing stories

I love my work. I love the people I work with. When I’ve done a project I can walk down the street and say, ‘Hey, look at that building.

I helped build that.’ It’s a very cool feeling.”

— Brian Harrison Assistant Project Manager

about the job sites and the people and all the great things Concert does in the community. When I joined I was pleasantly surprised to see that it lived up to all of my expectations.”

In fact, Concert paid Harrison’s tuition as he worked on a second bachelor’s degree in construction management. Concert gives back

to both the communities it builds and the employees who help build them.

“I love my work,” says Harrison. “I love the people I work with. When I’ve done a project I can walk down the street and say, ‘Hey, look at that building. I helped build that.’ It’s a very cool feeling.” 

47

BC’S TOP EMPLOYERS 2021

531

FULL-TIME STAFF

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

100%

HEALTH PLAN PREMIUM AND FAMILY COVERAGE

CONCERT PROPERTIES EMPLOYEES CELEBRATED 30 YEARS OF COMMUNITY BUILDING IN 2019

3

WEEKS, STARTING VACATION ALLOWANCE

®

48

BC’S TOP EMPLOYERS 2021

Copperleaf creates ‘extraordinary experiences’

T

he cornerstone of the corporate culture at Vancouverbased Copperleaf Technologies Inc. is contained in the phrase “creating extraordinary experiences.”

Receptionist Barb Hedges experienced the extraordinary two years ago, on the day she started.

Copperleaf puts every new employee through a three-hour culture course led by chief executive officer Judi Hess. Hedges was part of a group of 15 that also included co-op students, software developers and new hires from the company’s Asia Pacific region.

“It really impressed me that Judi shared so much time with us,” says Hedges. “She values the company culture and believes it is so critical to our success that she carves out time to introduce it to new hires.”

Copperleaf is a fast-growing company that operates in 15 countries scattered across three geographical regions – the Americas, Europe and the Middle East, and Asia Pacific. It creates sophisticated enterprise software that helps gas, electric and water utilities, oil and gas companies, and rail network operators make complex decisions on how to maintain and invest in critical infrastructure.

“We really promote team collaboration,” says Linda Lupini, global vice president, employee experience. “A lot of our work is done with a lot of good people working as a team. Our culture really drives us to provide extraordinary experiences.”

COVID-19 has thrown a proverbial wrench into that approach.

Employees, with few exceptions, have been working from home since mid-March.

Lupini says the company hired

COPPERLEAF EMPLOYEES PARTICIPATE IN THE GREAT CANADIAN SHORELINE CLEANUP

an outside firm to deliver a course to managers on how to hold meetings and to supervise remotely. “We taught managers to be proactive about checking in with employees,” says Lupini. “Don’t start meetings formally. Think about ways you would have a chat with someone in a hallway.”

Employees, in the meantime, have found innovative ways to stay connected from a distance. Examples include a virtual 45-minute music performance and a cooking class to fundraise for charity, with around 100 colleagues donating.

Others have used a company-

— Linda Lupini Global Vice President, Employee Experience provided social media platform to organize chat groups around Halloween and family pets, among other things.

Giving back to the community, in the form of “random acts of delight,” is a key component of the Copperleaf culture, says Lupini, and employees have a voice in deciding which charities

or non-profit organizations to support.

To cite one example among many, this year Copperleaf provided supplies and cash donations to schools in low-income Vancouver neighbourhoods. “One of the incredible things about our company is how many people want to contribute,” says Lupini. 

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BC’S TOP EMPLOYERS 2021

215

FULL-TIME STAFF

5%

NON-MATCHING RRSP CONTRIBUTION

3

WEEKS, STARTING VACATION ALLOWANCE, PLUS 1-WEEK HOLIDAY BREAK

COPPERLEAF EMPLOYEES COMPLETE THE TRIPLE CROWN CYCLING CHALLENGE TO SUPPORT THE HUNTINGTON SOCIETY OF CANADA

Transforming how the world sees value www.copperleaf.com/careers

100%

JOB-RELATED TUITION SUBSIDIES

50

BC’S TOP EMPLOYERS 2021

Coquitlam ramps up support for staff and citizens udy Hamanishi has worked for the City of Coquitlam for 33 years. She started as a lifeguard and an aquatic leader while a teenager and, after filling multiple other roles, became a community recreation manager in mid-2019. With a staff of almost 200, she is one of several managers who help oversee City-owned community centres and fitness facilities, as well as the programs and services offered at them.

The best thing about her job, says Hamanishi, is the diverse group of people – residents, staff and volunteers – she interacts with daily. “It’s never dull working with the community,” she says. Coquitlam is the sixth largest city in B.C., and one of the fastest growing. “In order to keep up with the city’s growth, our services must continue to be innovative and agile,” says Nikki Caulfield, general manager, corporate services.

The City continues to recruit for a range of positions, including professionals (such as accountants and planners), labourers and environmental sustainability specialists.

Even before the pandemic struck, the organization had a strong focus on mental health in the workplace. Multi-day training was provided to managers and supervisors to help them support their staff effectively. “One of the things that helped set us up for success in relation to COVID-19 is that we weren’t trying to introduce a wellness program after it was needed,” says Caulfield.

In May 2020, the City launched the COVID-19 Community Support and Recovery Plan to provide relief to residents, businesses and non-profits and to foster community resilience. A $1.3-million

THE CITY OF COQUITLAM CONTINUES TO RECRUIT FOR A RANGE OF POSITIONS, INCLUDING PROFESSIONALS, LABOURERS AND ENVIRONMENTAL SUSTAINABILITY SPECIALISTS

investment in 2020 supported isolated residents, especially seniors, through home delivery of 10,000 purchased and ordered meals, as well as through a telephone buddy program.

“The feedback we get from these isolated people is very appreciative,” says Hamanishi, “because many of them can’t leave their homes or are scared to do so.”

The recovery plan included a Support Local campaign, which encourages residents to buy gift cards redeemable at local shops

City teams have adapted and adjusted in order to continue to deliver services to our community in new and creative ways.”

— Nikki Caulfield General Manager, Corporate Services

and restaurants; the plan also temporarily allows businesses to use adjacent outdoor spaces.

COVID-19 has forced changes to existing City programs. “City teams have adapted and adjusted in order to continue to deliver services to our community in new and creative ways,” says Caulfield.

During 2020 summer and fall, many indoor programs, such as fitness classes, were moved outdoors or presented virtually. “When fitness facilities did re-open over the summer, we lowered our fees in recognition that many Coquitlam residents may have lost their income.” 

51

BC’S TOP EMPLOYERS 2021

THE CITY OF COQUITLAM IS TRANSITIONING THEIR SERVICES TO KEEP ITS COMMUNITY HEALTHY AND HAPPY

894

FULL-TIME STAFF

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

45

YEARS, LONGESTSERVING EMPLOYEE

3

WEEKS, STARTING VACATION ALLOWANCE

YOU COULD WORK HERE Apply today | coquitlam.ca/careers

52

BC’S TOP EMPLOYERS 2021

Flexible environment at Engineers and Geoscientists BC

I

nclusivity, flexibility and communication are at the center of the “employees first” philosophy at Engineers and Geoscientists BC. Because when you’ve been around for 100 years, you learn how to treat your people right.

“We put our employees first and we do everything we can to support them so they can be at their best in fulfilling our mandate of public protection,” says Ann English, chief executive officer and registrar.

“If there’s stuff getting in the way, it’s our job as leaders to help them remove it and if you do that, results will follow.”

Headquartered in Burnaby, Engineers and Geoscientists BC licenses and regulates the province’s 37,000 engineers and geoscientists, setting and maintaining standards for entry and practice and providing professional development. It’s celebrating 100 years of operation.

The organization’s commitment to its employees was demonstrated dramatically in March when the COVID-19 pandemic hit. In addition to a near-seamless shift to working from home that included individual ergonomic assessments, employees were supported with an additional 10 paid sick days for illnesses related to COVID-19 and five additional family responsibility days.

Constant communication has been another key, with English sending out frequent personal emails to employees, giving them candid updates to keep everyone connected. In addition, check-ins and virtual town halls are held.

“We’re cognizant not to lose the personal touch and emphasize communication so people have a

ENGINEERS AND GEOSCIENTISTS BC STAFF CELEBRATE THE ORGANIZATION'S 100TH ANNIVERSARY

lifeline they can use,” says English.

Despite the serious nature of their regulatory work and the pandemic, employees have tried to make space for laughter.

Virtual social events featuring “Two Truths and a Lie,” silly hat competitions and a fierce online Halloween costume contest bring much-needed levity.

“Some of our work is very serious and confidential, so to get through it, you have to laugh at yourself sometimes,” says Michelle Cheng, manager of examinations,

We put our employees first and we do everything we can to support them so they can be at their best in fulfilling our mandate of public protection.”

— Ann English Chief Executive Officer and Registrar

geoscience, registration integrity and policy.

“We’re professional, but being able to relax sometimes and be silly together creates a different bond than just being colleagues.”

In July 2021, Engineers and Geoscientists BC will have the responsibility of regulating engineering and geoscience firms as well

as individual professionals added to its workload. That doesn’t faze Cheng.

“I take great pride in my work,” she says. “Safe buildings and bridges are all part of it and have a profound impact on public safety.

Even one mistake can be devastating, so we maintain the highest standards in everything we do.” 

53

BC’S TOP EMPLOYERS 2021

87

FULL-TIME STAFF

50%

OF EXECUTIVE TEAM ARE WOMEN

3

WEEKS STARTING VACATION PLUS 21 EARNED DAYS OFF

30 UP TO

ENGINEERS AND GEOSCIENTISTS BC STAFF ATTEND AN INDUCTION CEREMONY FOR NEW REGISTRANTS BEFORE THE PANDEMIC

WEEKS TOP-UP PAY FOR MATERNITY/PARENTAL LEAVES

WE ARE PROUD TO BE ONE OF BC’S TOP EMPLOYERS. THANK YOU TO OUR DEDICATED STAFF! egbc.ca

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BC’S TOP EMPLOYERS 2021

Amid the pandemic, Fraser Health puts people first

W

ith more than 40,000 staff, medical staff and volunteers, Fraser Health is B.C.’s largest regional health authority managing the biggest health crisis in a generation.

As a clinical nurse educator in the Intensive Care Unit (ICU) at Surrey Memorial Hospital, Fiona McLeod finds herself at the epicentre of that crisis.

“The pandemic has produced a lot of stress for health care providers,” says McLeod. “Several months in, staff are emotionally and physically exhausted. It’s hard to turn it off when you’re not at work. You live it every shift and, when you’re off, you’re the go-to person for family and friends who want to know about COVID-19.”

For that reason, Fraser Health has put additional focus on employee wellness programs, including a dedicated website full of wellness resources that employees can access any time, from any location.

“To provide the best health care possible, we need to be taking care of our staff and medical staff so they can take care of our patients, residents and clients,” says Cameron Brine, vice president, employee experience. “It is imperative for us to take care of our people.”

The pandemic has also placed an unprecedented need for staffing on Fraser Health, which serves 1.8 million British Columbians.

“We’ve seen our health care system adjust quickly to respond to this pandemic,” says Brine.

“Our biggest need is people – not beds or technology. More than anything, our biggest demand is finding the people we need to deliver care to our communities.

FRASER HEALTH'S COQUITLAM COVID-19 TESTING CENTRE

We’re thankful to the people we’ve recruited and we appreciate how people want to be part of Fraser Health.”

Brine points out that it’s not just direct care teams they need. In a recent two-month period, Fraser Health hired more than 1,500 people, many from non-traditional labour pools, to fill roles such as contact tracers and screeners at health facilities – all brought on board and trained while delivering 24/7 care.

When we are able to get people home to their loved ones, that’s the ultimate reward.”

— Fiona McLeod Nurse Educator, Intensive Care Unit

For all the challenges faced by health care providers, there are also rewards. “We know we won’t win every battle,” says McLeod. “But when we are able to get people home to their loved ones, that’s the ultimate reward.”

Adds Brine: “We’ve had long, hard days, but the ongoing commitment from Fraser Health staff and medical staff is a demonstration of our resilience. I know we’ll look back with pride at what we’ve all accomplished here.” 

55

BC’S TOP EMPLOYERS 2021

12,752 FULL-TIME STAFF

47

YEARS, LONGEST SERVING EMPLOYEE

4

WEEKS, STARTING VACATION ALLOWANCE

FRASER HEALTH'S JAMIE TONGCO, OPERATING ROOM NURSE AT ROYAL COLUMBIAN HOSPITAL

71%

OF MANAGERS ARE WOMEN

Join a team of nearly 40,000 staff, medical staff and volunteers dedicated to serving our patients, families and communities to deliver on our vision:

Better health, best in health care fraserhealthcareers FHcareer FHcareer Fraser Health Authority

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56

BC’S TOP EMPLOYERS 2021

ITA draws on team spirit to deliver in times of crisis

I

n its own annual employee surveys, one of the statements where the Industry Training Authority (ITA) scores highest is the following: “We are all in this together.” In the year of COVID-19, that kind of team spirit has never been more valuable.

The ITA is responsible for leading and co-ordinating the skilled trades training and credentialing system in British Columbia, supporting the needs and aspirations of apprentices, employers and industry.

“The blessing is that we really know our purpose,” says CEO Shelley Gray. “We are here to help people find meaningful careers that can lead to meaningful lives.

During this pandemic, all of us have found new ways to deliver on that mandate.”

By way of example, Gray points to the critical work the ITA does in ensuring Indigenous Peoples’ participation and success in skilled trades training.

In a normal year, that would include deploying team members to First Nations communities across B.C. In 2020, it was all about harnessing technology to reach those communities and provide that support and training virtually.

“In the early days of the pandemic, I thought this was one part of our mandate that might have to sit idle,” says Gray. “But it’s amazing the amount of ingenuity and innovation that comes forward in times of crisis.”

With most employees working remotely, the ITA has moved on several fronts to keep them connected and engaged.

Every week or two, the executive leadership team has sent out a joint message to all employees,

ITA EMPLOYEES PARTICIPATING IN A TEAM BUILDING EXERCISE BEFORE THE PANDEMIC

keeping them informed of the challenges posed by the pandemic as well as opportunities to learn and have fun together.

ITA managers have been encouraged to check in with each member of their teams on a weekly basis to find out how they are doing and what kind of support they might need.

Maureen Phung, programs lead, youth programs, works closely with the K-12 school system across B.C. to advance initiatives

The blessing is that we really know our purpose.”

— Shelley Gary CEO

that help get more young people involved in skilled trades careers and support them towards apprenticeships.

Phung has been impressed by the determination of her fellow employees to continue their essential work, even at a distance.

“We’ve always been a close-knit

organization,” says Phung. “But what’s really struck me in recent months is how much we care, for each other and for the customers and clients we work with. We are all working hard to ensure that the pathway towards apprenticeship is impacted as little as possible by this pandemic.” 

57

BC’S TOP EMPLOYERS 2021

ITA COLLEAGUES CONTINUE THEIR ESSENTIAL WORK, EVEN AT A DISTANCE

120

FULL-TIME STAFF

67%

OF EXECUTIVE TEAM ARE WOMEN

19

WEEKS, MATERNITY LEAVE TOP-UP

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58

BC’S TOP EMPLOYERS 2021

Interior Health goes for a workplace ‘perfect mix’

A

llen Lee is on a first-name basis with some very nasty microorganisms – and he couldn’t be happier. A medical laboratory technologist with Interior Health (IH), he’s proud that his specialized skills can help diagnose and guide patient treatment and care.

Lee and his colleagues in the lab at Kelowna General Hospital have all the required support, training and tools they need to keep pathogens in their place. This became even more relevant when the global pandemic hit in British Columbia last year and new safety protocols went into effect across IH. Procedures became even more complex in the lab when they began testing samples for the novel coronavirus that causes COVID-19, Lee says. Grateful for access to the equipment he needs to stay safe, Lee is at the forefront of the pandemic response.

He says IH responded quickly in the early days of 2020 to establish a regional COVID-19 plan and the necessary processes and structures that have kept the health system across B.C.’s Interior working smoothly. “Patients are getting great care and staff have never had to scramble for supplies,” Lee adds.

One of Canada’s largest health authorities by size, IH covers an extensive geography stretching across more than 215,000 sq. km and several mountain ranges. With an annual budget of $2.6 billion, IH serves a population of over 801,000, living everywhere from fast-growing cities like Kelowna to sparsely populated regions.

“I am so proud of each and every

ALLEN LEE, MEDICAL LABORATORY TECHNOLOGIST AT INTERIOR HEALTH

person who works at IH,” says Susan Brown, president and CEO. “Together, we share a commitment to our communities that is reflected in the dedication, compassion and innovation our teams bring to the health system.”

Kim Dedora is manager of IH’s newly created Employee Experience department, which was set up specifically to support IH employees in the workplace. Her focus includes leading initiatives to foster diversity and inclusion, which

We share a commitment to our communities that is reflected in the dedication, compassion and innovation our teams bring to the health system.”

— Susan Brown President and CEO

recently involved conducting IH’s first-ever employee census.

“We are giving employees a voice to speak up and to influence the culture of where they work,” Dedora says. “Even though we are a large health authority, we feel a sense of connection across sites,

professions and communities.”

For Lee, IH’s appeal is that “perfect mix” of feeling connected and part of a team, and still having the benefits and support of a big organization. “There are a lot of opportunities for growth,” he says. 

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BC’S TOP EMPLOYERS 2021

9,264

YVONNE TIMEWELL, ANESTHETIC ASSISTANT, AT INTERIOR HEALTH

FULL-TIME STAFF

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

12

WEEKS, MAXIMUM VACATION ALLOWANCE

74%

OF MANAGERS ARE WOMEN

This year our Health Care Heroes have shown us just how dedicated, resilient and committed they are to protecting our communities.

We can’t Thank You enough for overcoming challenges of a global pandemic that we have never faced before.

#WeAreIH

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60

BC’S TOP EMPLOYERS 2021

Jacob Bros proves resilient in a crisis acob Bros. Construction Inc. opened for business in 2008, just before the onset of the global financial crisis, so the company knows a thing or two about rolling with the punches.

But even by the often-volatile standards of the construction industry, the COVID-19 pandemic delivered an unprecedented wallop.

Almost overnight, Vancouver International Airport, which represented a significant amount of the company’s annual revenues, suspended all of its construction business.

Another major client, Mayfair Properties, which operates hotel and residential rental buildings, also put its expansion and renovation projects on hold for the foreseeable future.

“Overcoming adversity is in our DNA,” says Todd Jacob, chief operating officer and co-founder of Jacob Bros. “So we decided we should treat COVID-19 like any other risk and adopt a mitigation strategy.”

The company responded by leveraging its diverse capabilities on several fronts: it began to bid on more public tender contracts; it started to look for business well beyond its traditional base in the Lower Mainland; and it partnered with larger construction companies to participate in projects that would otherwise be beyond its reach.

The company also re-deployed staff in strategic ways, including self-performing more of the work that would normally have been contracted out to others.

Jacob Bros has not yet made up for the loss of those two major clients, but the company has proven

JACOB BROS HAS CONTINUED TO OPERATE AT THEIR CENTERM EXPANSION PROJECT, FOLLOWING ALL THE NECESSARY HEALTH AND SAFETY PROTOCOLS

remarkably resilient.

“Across Canada, the construction industry lost 266,000 workers in April alone,” says Jacob. “That’s 20 per cent of all construction jobs in a single month. To date, we haven’t laid off a single employee due to COVID-19, nor we expect to moving forward.”

As an essential service, Jacob Bros has continued to operate in the field, following all the necessary health and safety protocols. Office staff continue to work together, thanks to the recently

— Todd Jacob Chief Operating Officer opened 50,000-square-foot head office in South Surrey that is spacious enough to accommodate social distancing.

Ed Virvicius joined Jacob Bros as a project coordinator just two months before the pandemic struck. He’s been impressed by the way both management and employees have responded.

“The company has communicated with us in a clear and continu-

ous way,” he says. “They’ve kept us informed of the challenges we’re facing and how the company is responding.”

Jacob Bros employees, he adds, are continuing to work as a dedicated and high-performing team.

“Everyone is enthusiastic, working hard and staying positive.

We’re confident that, no matter what happens, we can get through this together.” 

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BC’S TOP EMPLOYERS 2021

JACOB BROS' CENTERM EXPANSION PROJECT FOR THE VANCOUVER FRASER PORT AUTHORITY

279

FULL-TIME STAFF

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

40

YEARS, AVERAGE AGE OF ALL EMPLOYEES

25

CHARITIES HELPED LAST YEAR

JOIN OUR TEAM

START YOUR CAREER AT JACOB BROS: www.jacobbros.ca/careers

62

BC’S TOP EMPLOYERS 2021

KPU uses its innovation skills amid the pandemic

W

hen the coronavirus struck, Kwantlen Polytechnic University (KPU) found a myriad of ways to help the community.

One was the collection of personal protective equipment (PPE) including N95 masks, gloves, lab coats and hand sanitizer from its several Lower Mainland campuses, the main one of which is in Surrey.

Those supplies were distributed to Vancouver General Hospital (VGH), St. Paul’s Hospital and the PPE distribution agency Operation Protect.

Another example: KPU’s Wilson School of Design 3D-printed 1,000 surgical mask straps, to ease the discomfort of wearing masks for a long time, for VGH. But KPU, which offers handson skills in addition to traditional academics, also turned its attention to staff. “We already had employee-engagement work groups,” says Laurie Clancy, associate vice-president of human resources, “and we had them shift gears and start working on initiatives related to people working remotely, to keep them connected and engaged.”

That yielded virtual workouts, yoga, meditation, a cooking club, TED Talks and Jeopardy! sessions.

KPU also amped up activities around mental health, putting on additional webinars and training sessions, while reminding staff about various mental health-related resources available to them through the university.

Lesley McCannell, an instructor in KPU’s School of Business and co-chair of the department, says that a push for virtual communication among colleagues has been not only very helpful, but revelatory.

KWANTLEN POLYTECHNIC UNIVERSITY EMPLOYEE YOGA CLASS ON KPU DAY LAST YEAR

“Pivoting to online learning has meant a phenomenal amount of work for faculty,” she says.

“People have pulled together in a way I’ve never seen before. Some have created teaching teams to share the work. And some say shifting to online has in some ways been the best experience they’ve had, because of the connection to other faculty.”

“Being a faculty member can be a little bit lonely. I think we’ve all learned something from the sharing and the support.”

I think we’ve all learned something from the sharing and the support.”

— Lesley McCannell Instructor

McCannell says one of the things that has kept her at KPU for 19 years is the value it places on innovation and supporting staff when they want to study or pursue new things – such as, for her, intercultural learning and the goals of equity, diversity and inclusion in her department.

Regarding the latter, she says, “I think that what feeds my soul at KPU is that I know the work we do in our classrooms around those goals is amplified when our graduates go out and take the experience they had at KPU and replicate that in their workplace. And for me that’s really gratifying.” 

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BC’S TOP EMPLOYERS 2021

1,245 FULL-TIME STAFF

52

WEEKS, COMBINED MATERNITY & PARENTAL LEAVE TOP-UP

72%

OF MANAGERS ARE WOMEN

KWANTLEN POLYTECHNIC UNIVERSITY FACULTY AND STAFF DONATING MUCH-NEEDED SUPPLIES TO LOCAL HOSPITALS

50%

OF EXECUTIVE TEAM ARE WOMEN

64

BC’S TOP EMPLOYERS 2021

Collaboration is the most valuable property for LTSA

T

he Land Title and Survey Authority of British Columbia (LTSA) was developing a pilot work-from-home plan when the COVID-19 pandemic struck.

Overnight, the pilot had lift-off and employees were working remotely with minimal turbulence.

“The pandemic threw us all into one big pilot,” says Alexandra Catterill, human resources manager. “We quickly pivoted everybody to working from home. Within a week we’d mobilized all our staff who normally worked in the office and given them everything they needed to keep being productive.”

LTSA operates the land title and survey system of B.C., the foundation for real property business and ownership in the province. Headquartered in Victoria, it delivers secure land titles through the registration of land title interests and survey records – services essential to B.C.’s economy, civic governance, taxation and Crown land management frameworks.

LTSA made the shift from office to home smoother by beefing up its online collaboration and communications systems, quickly rolling out Office 365 and Microsoft Teams across the organization. Employees who need help in adopting these new tools can call on “change champions” like Alysha Joo. “I’m a fast adopter of the new tech, so I’m there for folks who want a safe space to practice using the technology,” says Joo, knowledge and records management specialist. “If you’re not really sure or uncomfortable, you call me up and I’ll take you through it step by step.”

On top of an existing generous benefits package, LTSA also

ALYSHA JOO, KNOWLEDGE & RECORDS MANAGEMENT SPECIALIST AT LTSA, SUPPORTS HER COLLEAGUES IN LEARNING NEW COLLABORATION TOOLS

I’ve never experienced a place where everyone’s always so nice and friendly and helpful. I’m really blessed and very lucky.” enhanced health and wellness supports. It promoted a new online portal to give employees access to more mental health resources, staged resiliency training sessions and implemented a range of communications initiatives to keep everyone feeling connected and valued.

“We’re maintaining our supportive corporate culture and finding new and better ways to collaborate all the time,” says Catterill.

“We also continue to offer our

— Alysha Joo Knowledge and Records Management Specialist

employees meaningful work and, as an essential service, people really feel the work they do is valuable to the province.”

Far from slowing down, LTSA has taken on major new initiatives like the Land Owner Transparency Registry, a first-of-its kind in Canada that records the indirect ownership of land. Despite pandemic headwinds, employees like

Joo are more motivated and engaged than ever.

“Joining LTSA is the best decision I’ve ever made because it’s a great company and combines a lot of my interests in one job,” says Joo. “I’ve never experienced a place where everyone’s always so nice and friendly and helpful. I’m really blessed and very lucky.” 

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BC’S TOP EMPLOYERS 2021

HR MANAGER, ALEX CATTERILL, WAS WORKING ON A REMOTE WORK PILOT AT LTSA BEFORE COVID-19 HIT

112

FULL-TIME STAFF

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

3

WEEKS, STARTING VACATION ALLOWANCE

50%

OF MANAGERS ARE WOMEN

66

BC’S TOP EMPLOYERS 2021

It’s a high-tech Happy Days vibe at LandSure Systems

“R

emote” has come to mean “closer” for LandSure Systems Ltd. Working remotely has inspired employees and managers to keep their tight-knit corporate culture together with virtual team coffee klatches, online cooking classes and evoking “Happy Days” at their employee achievement awards.

“I think the pandemic has forced everyone to be more creative.

We’re adapting as we go and the ideas are great,” says Katie O’Sullivan, project manager.

Headquartered in Vancouver, LandSure is a wholly owned subsidiary of the Land Title and Survey Authority of British Columbia (LTSA). It develops and operates technology enabling land-related transactions and is a global industry leader in applying solutions to improve the LTSA’s business and customer efficiency.

Prior to the pandemic, LandSure enjoyed a collegial corporate culture where the mantra of trust, respect and innovation delivered results for both employees and clients. Like most companies, Landsure has moved its training, support and socialization online.

But being in the high-tech business, they’ve done it with a unique flair that keeps everyone closely connected.

“We’ve opened channels for people to get creative and lead activities for their teams like virtual coffee klatches or online cooking classes to help them connect beyond work, like they used to, and keep these relationships going,” says Al-Karim Kara, LTSA president and CEO. “I enjoy the virtual coffee, but

LANDSURE SYSTEMS PROJECT MANAGER, KATIE O'SULLIVAN APPRECIATES CREATIVITY COLLEAGUES BRING TO ONLINE TEAM-BUILDING

the cooking classes I’m not so good at.”

LandSure also has an active network keeping employees and managers connected professionally.

Kara sends out bi-weekly personal emails. Many teams hold virtual daily pulse checks and an online forum gives employees a chance to compare notes about industry changes.

Connectivity and a sense of shared mission have enabled LandSure not just to keep regular business going but to deliver big government-mandated projects despite the pandemic. It recently helped launch the Land Owner Transparency Registry, the first of

We don’t have a crystal ball to see where it’s all going, but we’ve been really effective in using technology to communicate with each other and get work done.”

— Katie O’Sullivan Project Manager its kind, to record indirect ownership of land.

“There were no layoffs as a result of the pandemic. In fact, we actually filled new positions and all of our initiatives remain on track,” says Kara.

Whether it’s a 1950s themed Happy Days employee recognition celebration or securing a fundamental underpinning of the econ-

omy by maintaining land title services in the midst of COVID-19, LandSure’s team has eliminated physical distance by moving virtually closer together.

“We don’t have a crystal ball to see where it’s all going, but we’ve been really effective in using technology to communicate with each other and get work done,” says O’Sullivan. 

67

BC’S TOP EMPLOYERS 2021

67

FULL-TIME STAFF

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

3

WEEKS, STARTING VACATION ALLOWANCE

LANDSURE SYSTEMS PRESIDENT & CEO, AL-KARIM KARA, SENDS OUT REGULAR MESSAGES TO KEEP THE TEAM CONNECTED AND INSPIRED

36%

OF MANAGERS ARE WOMEN

68

BC’S TOP EMPLOYERS 2021

Lawson Lundell supports its people and the community

C

herry Pheasey likes to help. In addition to working as a senior legal assistant at Lawson Lundell LLP, a full-service business law firm with offices in Vancouver, Kelowna, Calgary and Yellowknife, she has chaired the firm’s United Way fundraising committee in the Vancouver office for the past eight years. “Volunteering allows you to express community spirit and get to know people outside of work,” she says.

That has been both a challenge and an opportunity amid COVID-19.

“The pandemic has really made me appreciate the firm’s culture of trust, respect and teamwork,” says Derrick Li, the chief operating officer. “Lawson Lundell is a ‘people-first’ organization. We always have our clients and staff top-ofmind. We don’t turn our backs on them.” The firm’s partners reduced their pay to avoid having to lay off any of the non-lawyer staff.

“In a time of uncertainty, that made a big difference to us,” says Pheasey.

With up to 50 per cent of staff coming to the office on any work day during the pandemic, each office provided different ways to make staff feel safe. In Vancouver, the firm has paid for parking for staff who felt unsafe riding public transit to get there. It also provided staff with baked goods and beverages during the pandemic to avoid shared kitchen spaces.

With longstanding ties to the community, Lawson Lundell contributed generously to worthy causes even before the pandemic.

The firm supported the Canadian Red Cross relief efforts during the B.C. forest fires in 2017 and the

LAWSON LUNDELL AT THE ACCELERATE OKANAGAN NEW YEAR KICK OFF PARTY PRIOR TO THE PANDEMIC

The pandemic has really made me appreciate the firm’s culture of trust, respect and teamwork.”

— Derrick Li Chief Operating Officer Fort McMurray wildfires in 2016.

In 2019, it provided almost $300,000 in sponsorships and donations, helping 70 charities and non-profits. One example is the Christmas hampers that the firm gives to all the students at Admiral Seymour Elementary School in Vancouver’s Downtown Eastside.

“We take pride in that,” says Li. The firm’s United Way cam-

paign usually involves several internal events and social gatherings, so Li wondered “whether our donations in 2020 would come close to matching the record year we had in 2019. We actually beat the 2019 numbers, which is incredible.” Necessary adjustments were made for the pandemic. The trivia contest became a virtual event,

while the ring toss competition adopted social distancing.

To avert donor fatigue, each person who pledged $126 or more received a VIP star on their office door or workstation. “That means nobody will bother you again for a donation during the campaign,” says Pheasey. “That was a popular idea.” 

69

BC’S TOP EMPLOYERS 2021

335

FULL-TIME STAFF

130+

YEARS, FIRM HAS BEEN IN EXISTENCE

43

YEARS, LONGESTSERVING EMPLOYEE

LAWSON LUNDELL WITH CLIENTS AT THE 2019 CALGARY STAMPEDE

3

WEEKS, STARTING VACATION ALLOWANCE

70

BC’S TOP EMPLOYERS 2021

Nicola Wealth continues to grow the pie – and share it

F

or Nicola Wealth Management, it’s always been about growing the pie and sharing it. The company wasn’t going to let COVID-19 ruin a winning recipe for success, internally or externally.

“One thing was absolutely clear right off the bat. We said we’re not reducing any of our charitable contributions,” says Heather Claridge, senior vice president, people and culture.

“For the charities we work with, the need was really high. A lot of them were retrenching because everything was so uncertain.”

Nicola Wealth is headquartered in Vancouver and has offices in Kelowna, Richmond and Toronto. Using an integrated approach to wealth management, it’s grown from modest beginnings to managing $7.4 billion in assets, offering services such as investment, risk management, and tax and estate planning.

The company’s sharing-the-pie culture is so ingrained employees just kept on giving in the communities Nicola Wealth serves, both individually and through company initiatives. Hearing the Greater Vancouver Food Bank was having a tough Thanksgiving, employees raised $100,000 in contributions, which the company matched. A similar campaign raised $100,000 for BC Children’s Hospital.

Nicola Wealth has also been generous with employees. Building on an established benefits package that includes profit sharing and extended health, the company added extra training on resilience during the pandemic, hired a mental health consultant and encouraged teams to keep in constant contact with one another.

THE LEADERSHIP AT NICOLA WEALTH IS FOCUSED NOT ONLY ON GROWING THE FIRM, BUT ALSO DEVELOPING THEIR TEAMS OF TOP TALENT

We’re about generosity, putting people first and creating that family feeling both internally and externally.”

Employees were given financial assistance to set up home offices when work shifted to telecommuting in March. Despite the distance and the challenges, it’s brought employees closer together in spirit.

“We’re about generosity, putting people first and creating that family feeling both internally and externally,” says Lawrence Chew, brand and creative manager.

By encouraging “virtual water cooler conversations” and other

— Lawrence Chew Brand and Creative Manager

connectivity, Nicola Wealth has ensured its employees feel the same sense of caring collaboration and innovation as they did pre-pandemic.

“Our surveys show more people are feeling better about their situation now than they did at the end of May, so that tells us we’re on the right track,” says Claridge.

That may be because the adver-

sity presented by the pandemic has only made employees and managers even more driven to keep growing that pie of prosperity together.

“We’re all living in a shared experience right now,” says Chew.

“Being able to talk to each other about it and what it means, learning from each other and being able to help each other along the way has been a very big thing.” 

71

BC’S TOP EMPLOYERS 2021

197

NICOLA WEALTH HAS ENSURED ITS EMPLOYEES FEEL THE SAME SENSE OF CARING COLLABORATION AND INNOVATION AS THEY DID PRE-PANDEMIC

FULL-TIME STAFF

3

WEEKS, STARTING VACATION ALLOWANCE

58%

OF MANAGERS ARE WOMEN

60

CHARITIES HELPED LAST YEAR

For over 25 years, Nicola Wealth has continued to help B.C.’s affluent families navigate their financial journey, delivering consistency and stability.

Vancouver | Kelowna | Richmond | Toronto | www.nicolawealth.com

72

BC’S TOP EMPLOYERS 2021

North Vancouver District keeps nature accessible

I

f you lived in or near the Corporation of the District of North Vancouver (DNV) when COVID-19 changed everything, and especially if you were a lover of the outdoors, you may well have felt grateful for the many parks, trails and natural attractions in the municipality.

Among spots offering old-growth trees, ocean and/or mountains, there was Lynn Canyon, which offers meandering hiking trails and views of canyon waterfalls, or Cates Park/Whey-ah-Wichen, featuring six kilometres of waterfront trails, or Grouse Mountain, with its famous Grouse Grind trail.

The DNV was aware of the importance of such places, and it applied its strategy of being nimble in the face of the pandemic to how it managed such attractions.

“The number of local people who started to visit our parks increased exponentially, so we needed to re-deploy staff and provide additional resources to keep parks and trails maintained, and to sometimes increase the hours they were open from dawn to dusk,” says Saira Walker, the DNV’s manager of human resources. “We heard from the community that that was very much appreciated.”

In general, says Walker, the DNV faced the challenges of COVID-19 by quickly becoming more innovative. “The ability of our staff to come up with different ways of delivering the same services was remarkable. They were able to pivot very quickly, and it was a surprise to us that essentially our service levels did not go down and in some cases actually improved.”

An example: the DNV altered property tax penalty structures to

PLEXIGLASS BARRIERS PROTECT DNV EMPLOYEES ON THE JOB

minimize the impact on households, extended deadlines for business taxes and provided multiple ways to pay. But it also recognized that a vulnerable part of the community wasn’t able to pay online.

“So,” says Walker, “we actually opened up our municipal hall in a limited way so people could come in and pay their taxes.” And public information meetings went virtual to encourage community participation.

The DNV was also quick to deal with the needs of staff. “Our

The ability of our staff to come up with different ways of delivering the same services was remarkable.”

— Saira Walker Manager of Human Resources highly educated management team had a well-situated plan prior to COVID-19,” says firefighter Ryan McMurray, “and we were able to maintain community response because we already had adequate personal protective equipment, plus a surplus to keep the community prepared. Many other

departments across B.C. experienced hardship in acquiring PPE.” Overall, McMurray appreciates the opportunities he’s had to acquire a range of skills, including emergency medical responder, as a DNV employee. “If you’re willing to put in the work, there are huge opportunities here.” 

73

BC’S TOP EMPLOYERS 2021

553

FULL-TIME STAFF

5,888

JOB APPLICATIONS RECEIVED LAST YEAR

3

WEEKS, STARTING VACATION ALLOWANCE

LOCAL HIKERS ENJOY ONE OF THE MANY PARKS AND TRAILS IN THE DNV

10

CHARITIES HELPED LAST YEAR

74

BC’S TOP EMPLOYERS 2021

Providence’s people care for others with compassion

B

efore completing nursing school in October 2019, Julia Pavlova did her final three-month practical rotation at St. Paul’s Hospital, part of Vancouver-based Providence Health Care. When she joined the medicine nursing team there after graduation, she had no idea that five months later she’d volunteer to work in a new unit created for COVID-19 patients.

“Our people run toward a crisis and danger, not away from it,” says Christopher De Bono, vice president of mission, people and ethics. “COVID-19 reminds us – once again – of who we are as an organization and why we care.

People come to Providence for the fit – it’s a sense of calling rather than a job.”

That’s certainly true for Pavlova.

The 39-year-old mother of two daughters left a customer-service career for nursing after volunteering as an emergency room greeter at St. Paul’s. “I’m doing what I love, I’m learning every day and I’m making a difference,” she says. “I’m not related by blood to the other nurses or the rest of the medical team, but we’re united by common goals of caring, compassion and respect.”

Providence Health Care is one of the largest Catholic health care providers in Canada, operating 17 sites across British Columbia and often serving society’s most vulnerable. “We serve people from every walk of life, and we have a unique culture of hospitable, non-judgmental care,” says De Bono.

A clinical bioethicist, De Bono left Ontario to join Providence because it’s one of only two healthcare organizations in Canada with a vice president in ethics and

ST. PAUL'S HOSPITAL, PART OF PROVIDENCE HEALTH CARE, IS ONE OF THE MAIN CENTRES IN B.C. FOR TESTING FOR COVID-19 THROUGH ITS LABS

People come to Providence for the fit – it’s a sense of calling rather than a job.” mission on the senior leadership team. “The mission of quality care rooted in compassion and social justice appealed to me,” he says.

“It’s our secret sauce, and our staff understands our mission – we’re caring people, and we hire amazing, caring people.”

Another draw was the focus on advancing research in such vital areas as HIV/AIDS and COVID-19

— Christopher De Bono Vice President of Mission, People and Ethics

drug trials. “We do change the world in some of the research we do,” says De Bono. “Our researchers are committed to targeting local and global needs and advancing the science that matters.”

Pavlova feels privileged to be part of such important work at an

organization that puts people first in every way. “As a nurse, when you practise in a place where you feel safe, accepted and respected, you can reflect those values back onto your patients,” she says. “I’m lucky to work in such a supportive environment.” 

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BC’S TOP EMPLOYERS 2021

4,195 FULL-TIME STAFF

50

YEARS, LONGESTSERVING EMPLOYEE

4

WEEKS, STARTING VACATION ALLOWANCE

DR. ORON FRENKEL, EMERGENCY PHYSICIAN, PERFORMS AN EXAM USING A HANDHELD ULTRASOUND SCANNER AT ST. PAUL'S HOSPITAL, PART OF PROVIDENCE HEALTH CARE

83%

OF MANAGERS ARE WOMEN

Providence Health Care is proud to be one of BC’s Top Employers Thank you to our extraordinary people in these extraordinary times for making PHC a top employer.

Join us in our mission to serve those most in need. Visit providencehealthcare.org/careers

76

BC’S TOP EMPLOYERS 2021

Commitments count at Raymond James

I

n response to the pandemic, Raymond James Ltd. reduced in-office presence to five per cent and conducted weekly virtual town halls and many other touchpoints for all personnel. With the economic turmoil, some employees wondered about the security of their jobs, but were reassured that the company had adapted to the crisis and that its commitment to clients and colleagues remained as strong as ever.

“The firm has always focused on client care and being very prudent with funds entrusted to us,” says Cynthia Lui, director, head of publishing and supervisory analyst, as well as chair, communications committee, national inclusion council, who joined Raymond James in 2001. “This care extends to how we treat one another and the care we take with people’s careers.”

As Canada’s largest independent full-service investment firm, Raymond James provides brokerage and wealth management services for individuals as well as capital markets services, strategic advice and planning for businesses.

“People who work at Raymond James are collaborative,” says Janine Davies, vice-president and executive director, Raymond James Canada Foundation. “We provide exceptional client service with a sound ethical compass, and we share a common set of values.

“At the same time as the company serves its clients,” adds Davies, “it also remains deeply committed to the communities where it operates.” This commitment to charity work conducted by its employees led to the creation in 2012 of the Raymond James Canada Foundation.

JANINE DAVIES, VICE-PRESIDENT AND EXECUTIVE DIRECTOR, AT RAYMOND JAMES CANADA FOUNDATION

In addition to facilitating employee programs and volunteer initiatives, the foundation also advises clients on strategic charitable giving.

“My team and I work with individuals, corporations, registered charities and communityconscious families,” says Davies.

“We create philanthropic plans that reflect the individual needs of the donor while satisfying a critical community need.”

Adapting to COVID-19, Raymond James demonstrated the strength of its commitment to its employees, as well.

“Our IT team was phenomenal in getting everyone set up at home,” says Lui, who oversees research conducted by a team of analysts for distribution to clients.

People who work at Raymond James are collaborative. We provide exceptional client service with a sound ethical compass, and we share a common set of values.”

— Janine Davies Vice President & Executive Director, Raymond James Canada Foundation

Meanwhile, the company’s philanthropic drive has continued without interruption. In response to COVID-19, the company organized a charity program focused on food banks and homelessness.

In November, it launched the inaugural Raymond James Memorial Fund, aiming to raise $50,000, matched by the company, to

acknowledge the contributions made by several employees who died over the last year.

Davies is pleased to report that the goal was exceeded as employees donated and the firm matched to raise 125k. “When our people get behind something like this,” she says, “they really make it happen.” 

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BC’S TOP EMPLOYERS 2021

1,232 FULL-TIME STAFF

60

YEARS, LONGESTSERVING EMPLOYEE

44%

OF MANAGERS ARE WOMEN

CYNTHIA LUI, DIRECTOR, HEAD OF PUBLISHING AND SUPERVISORY ANALYST, AS WELL AS CHAIR, COMMUNICATIONS COMMITTEE, NATIONAL INCLUSION COUNCIL AT RAYMOND JAMES LTD.

Committed to making Raymond James a rewarding place to work and grow.

Thank you to our people who set us apart!

Member – Canadian Investor Protection Fund

1000

CHARITIES HELPED LAST YEAR

CARES

78

BC’S TOP EMPLOYERS 2021

Save-On-Foods keeps its fast-growing staff safe

A

s Western Canada’s largest grocery retailer, SaveOn-Foods has long pledged that it will “go the extra mile” to serve its customers in over 100 communities across four western provinces and the Yukon. In the year of COVID-19, that promise has never been more fully realized.

Designated as an essential service from the start of the pandemic, the Langley, B.C.based company moved quickly to address growing demand while also ensuring the health and safety of its team members and customers.

Hundreds of new employees were hired and everyone worked tirelessly to prepare and maintain safe, respectful and efficient operations.

The company struck a task force responsible for ensuring all 181 stores were following the ever-evolving public health regulations and guidance in four provinces and one territory. Measures implemented included increased sanitization of all high-contact surfaces, plexiglass barriers, floor markings to maintain physical distancing and controlled access to the stores to ensure there was enough space for customers and staff to interact safely.

The company also enforced the various rules for mandatory masking in the jurisdictions where it operates, sometimes exceeding what was required. In B.C., for example, all employees had to wear masks long before the provincial government made it mandatory in November.

“Keeping our team members safe so they can keep our customers and communities safe has been our number one priority from the start,” says Heidi Ferriman, senior

SAVE-ON-FOODS IS THE COUNTRY'S FASTEST-GROWING GROCER BASED IN WESTERN CANADA

vice-president, people and corporate affairs. “I can’t say enough about how our team members are rising to and overcoming the challenges that keep coming their way every day.”

One of those store managers is Roger Junker, who oversees Pandora Save-On-Foods in Victoria.

“This pandemic has really tested the mettle of our team and galvanized everyone,” says Junker.

“I’m most proud of how our people banded together and had each other’s backs.”

Junker says employee morale has been boosted by the overwhelming positive and respectful response of customers.

I can’t say enough about how our team members are rising to and overcoming the challenges that keep coming their way every day.”

— Heidi Ferriman Senior Vice-President, People and Corporate Affairs “It seemed strange at first to be talked about as essential or frontline workers, terms you usually associate with the healthcare sector. But in this situation, I guess we really are providing the food and medicines our communities rely on.”

While performing their day jobs, team members also helped raise

$1 million for Western Canadian food banks and sold Girl Guides cookies on behalf of an organization that, this year, could not go door-to-door.

“We’ve definitely seen the strength and resilience of the SaveOn-Foods culture,” says Ferriman.

“It’s been very humbling to be part of this.” 

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BC’S TOP EMPLOYERS 2021

SAVE-ON-FOODS BRIGHTON OPENED IN SASKATOON IN EARLY 2020

8,888

FULL-TIME EMPLOYEES

1,025

CHARITIES HELPED LAST YEAR

48

YEARS, LONGESTSERVING EMPLOYEE

37

NEW STORES OPENED SINCE 2015

Proud to be one of BC’s Top Employers www.saveonfoods.com/join-our-team

80

BC’S TOP EMPLOYERS 2021

SilverChef Rentals has a healthy recipe for success

A

newcomer to Vancouver in 2018, Sheena Duddy hadn’t heard of SilverChef Rentals Inc. when she learned it was looking to hire a sales representative. Still, Duddy thought her background in banking and wealth management would be a good fit for an organization that offers flexible finance solutions to entrepreneurs in the hospitality sector.

Her conjecture was spot on.

Duddy joined SilverChef as a dealer relationship manager – a job title that is a clue to why she continually finds her work so satisfying. After rental or lease documents are signed for food-and-beverage service equipment, she still stays connected with her clients, checking that the deal continues to serve their needs.

That emphasis on customer engagement stems from SilverChef’s purpose – to help people achieve their dreams. That, and other core values rooted in the purpose, have also made a big impression on Duddy. She cites the example of how SilverChef, founded in Australia in 1986, has a global partnership with Opportunity International that’s enabled 1.5 million people in developing countries to work their way out of poverty.

“SilverChef is committed to giving back and that’s something I can fully get behind,” says Duddy.

“For the first time in my life, I can truly say I love my job.”

President Robert Phelps points out that as a progressive Certified B Corporation, the company cares about more than the bottom line.

“SilverChef is both a commercial and a social enterprise with a clear purpose,” he says. “We believe in

SILVERCHEF EMPLOYEES PARTICIPATING IN AN OPPORTUNITY INTERNATIONAL FUNDRAISER

We believe in helping people achieve their dreams.” balancing profit and purpose, in using business as a force for good.

We believe in helping people achieve their dreams.”

So with the COVID-19 pandemic hitting the Canadian hospitality industry particularly hard, SilverChef has a special role to play, Phelps says. It quickly introduced hardship relief programs for its customers, including consolidated and extended repayment terms.

— Robert Phelps President

SilverChef also helped customers get up-to-date information on relevant federal and provincial government resources instead of sifting through reams of constantly evolving program particulars.

For her part, Duddy says she’s proud of how SilverChef has performed during the pandemic. Like her colleagues in Vancouver and employees throughout Canada,

she could access help with the resources she needed to work from home as well as a range of innovative initiatives to stay engaged and connected.

But it was the groundwork already laid that made a difference, Duddy says. “Our belief in ‘we’re all in this together’ has made us able to respond in a really positive way.” 

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BC’S TOP EMPLOYERS 2021

48

FULL-TIME STAFF

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

4

WEEKS, STARTING VACATION ALLOWANCE

SILVERCHEF EMPLOYEES CELEBRATING PRIDE WEEK

34

YEARS, AVERAGE AGE OF ALL EMPLOYEES

Proud to be one of BC’s top employers.

82

BC’S TOP EMPLOYERS 2021

The sense of community stays strong at St. George’s

L

ast spring, when personal protective equipment was in high demand and short supply, a Grade 11 student and a staff member at St. George’s School in Vancouver spent weeks making hundreds of face visors with the school’s 3D printers and laser cutters, then donated them to a local hospital.

That was only one initiative of many at a school that has a strong history of public service. “I think most of the boys here recognize they come from very privileged backgrounds and they need to do something with that privilege,” says Marc Crompton, head of the senior learning commons. “Students were encouraged in whatever way was safe to get out and help the community.”

Head of School Tom Matthews notes that as schools were impacted by the pandemic, the workload increased exponentially. The school’s first responsibility was to keep students, faculty and staff safe but also to continue teaching while following guidelines that were changing by the hour.

“And then there was the layer of anxiety and worries that are both professional but also in our family lives and beyond, on top of that,” says Matthews. “It’s been incredible to see how people have just stepped up. I’ve been blown away by the response of our community – faculty, staff and students. Folks just get on with it.”

With everyone’s health and well-being top priority, school administration was quick to provide online opportunities for staff decompression – from yoga, fitness and meditation to modules on building resilience and coping with stress. It also added two extra

ST GEORGE'S SCHOOL STAFF GETTING READY FOR MOVIE NIGHT

holiday days and initiated a paid COVID-19 leave on top of an already generous sick-day policy.

Teachers have formed online learning communities, which meet on professional development days but also for support and connection.

“We’re always trying to find opportunities to create that sense of community and that sense of gratitude to everybody for the work they’re doing,” says Karen Potter,

It’s been incredible to see how people have just stepped up. I’ve been blown away by the response of our community.”

— Tom Matthews Head of School

director of human resources.

During the height of the first wave, when St. George’s was shut down, the school was forced to lay off a number of operational staff.

But between providing a top-up to CERB benefits, regular checkins by supervisors, and virtual assemblies which everyone was en-

couraged to attend, the connection was maintained.

“When it came time to recall people, they were happy to get back to work,” says Potter. “They were feeling well taken care of and positive about how they’d been treated. And I think that speaks to our culture.” 

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BC’S TOP EMPLOYERS 2021

266

FULL-TIME STAFF

95%

OF EMPLOYEES UNDERSTAND MISSION AND VISION

27%

OF EMPLOYEES ARE IN LEADERSHIP ROLES

HEALTH AND WELL-BEING IS TOP PRIORITY AT ST GEORGE'S SCHOOL

45

YEARS LONGESTSERVING EMPLOYEE

BUILDING FINE YOUNG MEN. ONE BOY AT A TIME. www.stgeorges.bc.ca

84

BC’S TOP EMPLOYERS 2021

A nimble Teck adapts to keep employees safe

O

ne of the things Shindy Ng recalls about the early weeks of the COVID-19 outbreak was the sheer number of people who were having challenges accessing medical professionals for advice, especially as many were returning from travel. “There was a lot of traffic in the public health system that made it difficult for people to get help,” says Ng, director of total rewards and global mobility at Teck Resources Ltd., a diversified resource company.

“So we launched a tele-health service right away in April to ensure our employees could reach medical professionals without having to go to the hospital physically to see a doctor, or wait for the 811 government HealthLine.”

In addition, the company immediately removed any sort of waiting period or restrictions related to its sick-leave policy. That allowed people who were self-isolating because they weren’t feeling well or due to recent travel to continue to get paid throughout that period.

“We said, please stay home and be safe,” says Ng. “The business quickly transitioned to this mode which aligns with Teck’s longterm commitment to employee safety being top of mind for everybody. We moved employees to remote work as much as possible, including people at work sites who could work from home.”

Teck also continued paying people who weren’t required to be on site due to reduced crew sizes while safety protocols were being implemented before production slowly ramped up again.

“Ultimately, our approach has been to do whatever we can to support our employees’ health and

AN EMPLOYEE AT TECK'S HIGHLAND VALLEY COPPER OPERATIONS

Ultimately, our approach has been to do whatever we can to support our employees’ health and safety – physically, mentally and financially.” safety – physically, mentally and financially,” says Tanya McCarthy, manager of performance and succession. “We expanded our employee and family assistance program globally and implemented other mental health initiatives to ensure employees and their families get support for counselling and professional help if needed.”

The company has also adapted its leadership development

— Tanya McCarthy Manager, Performance and Succession

programs and its business and education initiatives so they’re suitable for online delivery.

“We definitely recognize the need to continually develop and grow our employees’ careers – to build the future of Teck and our future leaders,” says McCarthy.

“It's a lot different for new

leaders to lead their teams today,” she says, “because they’re not only developing leadership or supervisory skills, but doing it in a completely different environment.

We redesigned the programs to be delivered virtually in an engaging format for both new and experienced leaders.” 

85

BC’S TOP EMPLOYERS 2021

AN EMPLOYEE AT TECK'S TRAIL OPERATIONS

8,274

FULL-TIME EMPLOYEES IN CANADA

798

CHARITIES HELPED LAST YEAR

54

YEARS, LONGESTSERVING EMPLOYEE

$48M

INVESTED IN TRAINING AND DEVELOPMENT

Join Our Team jobs.teck.com

86

BC’S TOP EMPLOYERS 2021

Coming together for a common purpose at TransLink

W

hen the COVID-19 pandemic hit and people started staying home, ridership on Metro Vancouver’s transportation system, TransLink, predictably dropped, by about 45 per cent. Where it was possible, Coast Mountain Bus Company (CMBC) and other subsidiaries sent employees home to work remotely. But for frontline workers like Aaron Lamontagne, an employee of BC Rapid Transit Company (BCRTC), it was business as usual – despite a few adjustments.

“There are 100 people in our department, and the company split the crews up, put a couple of crews in different locations so that in the event someone got sick and had to go home, we’d still be able to provide service for the public,” explains Lamontagne, a maintenance technician. “We’ve been able to maintain our maintenance standards.”

Despite the temporary drop in ridership, the business of keeping people in the region moving actually intensified as a result of the pandemic. “We had to make sure our service was safe for customers and also for our employees,” says Dorit Mason, senior manager of emergency management.

The decision was made to coordinate the safety response of all TransLink subsidiaries -- BCRTC, CMBC, SeaBus and Transit Police -- under one Emergency Coordination Centre. The centre was used to activate enterprise-wide strategies to coordinate approaches to cleaning, signage, physical distancing, setting up employees for remote work and protecting frontline workers while maintaining its

OPERATIONS CONTINUED DURING THE PANDEMIC WHILE ENSURING THE SAFETY OF CUSTOMERS AND EMPLOYEES

expected level of service.

“Like any enterprise, we understand hazards and risks,” says Mason. “That part is not unique.

The uniqueness of the pandemic is that it’s worldwide and it’s a long event – a marathon, not a sprint.”

Still, Lamontagne says, the coordinated approach enabled communication across the entire enterprise to be a priority. “The pandemic is a big thing for the whole world – for a lot of people, it’s overwhelming,” he adds. “But the coordinated effort has enabled us to do a really good job providing information every day -- the safety

In every emergency you are operating in an environment where you don’t really know what’s coming next.”

— Dorit Mason Senior Manager of Emergency Management

stuff has been paramount.”

For Mason, the experience has just reinforced the pride she has always felt for working there and she appreciates how keeping business going through the pandemic has brought everyone working under the TransLink umbrella closer together.

“In every emergency you are operating in an environment where you don’t really know what’s coming next,” Mason explains. “And our enterprise came together for a common purpose – people just dropped everything to do what we needed to do to keep the service going.” 

87

BC’S TOP EMPLOYERS 2021

AN EMERGENCY COORDINATION CENTRE WAS ESTABLISHED AT TRANSLINK TO ENSURE PROPER CLEANING AND SAFETY PROTOCOLS WERE ESTABLISHED DURING THE PANDEMIC

7,646 FULL-TIME STAFF

49

YEARS, LONGESTSERVING EMPLOYEE

3,996

LONG-SERVING EMPLOYEES FOR 10+ YEARS

20%

OF EMPLOYEES ARE WOMEN

88

BC’S TOP EMPLOYERS 2021

VCC puts heart into the heart of the city

W

hen the COVID-19 pandemic hit, much of the normal food distribution for impoverished residents of Vancouver’s Downtown Eastside was abruptly disrupted. Over a 12-week period, from April to June, staff from neighbouring Vancouver Community College (VCC) stepped into the breach.

Partnering with the City of Vancouver, and with provincial government support, VCC’s culinary and food services departments worked tirelessly from campus-based professional kitchens to prepare 72,000 meals for those in need.

“It was a wonderful example of the VCC community living out its values,” says Ajay Patel, VCC president and CEO. It wasn’t the only one. VCC students and employees raised $55,000 to provide bursaries for students impacted by the pandemic. And departments across VCC joined to collect over 60,000 items, including masks, sanitizers, gowns, viral swabs and cleaning supplies, for Vancouver Coastal Health.

The community outreach took place even as VCC itself underwent a seismic shift in the way it delivers services to more than 15,000 students.

Located in the heart of the city, VCC offers hands-on learning in the trades through on-campus facilities such as gourmet restaurants, an auto shop and salon and spa.

Having to switch to mostly online instruction presented some unique challenges.

How, after all, do you teach someone remotely to repair or paint a car? VCC found a way. It

VCC'S HEALTH SCIENCES BUILDING GIVES INSTRUCTORS AND STUDENTS A REALWORLD ENVIRONMENT FOR TRAINING

introduced a new virtual reality (VR) program for welding and automotive painting, the first of its kind in Canada.

Working with a software engineering company in India, VCC developed a VR program that allowed students to practise welding and automotive painting at home before being brought back to campus, in a safe and staggered manner, to do the real thing.

“It’s just one of many examples of VCC instructors and support staff being creative and innovative in response to the pandemic,” says Patel. “They deserve all the credit for taking on the immense challenge of pivoting from applied,

It was a wonderful example of the VCC community living out its values.”

— Ajay Patel President & CEO

face-to-face learning to largely virtual instruction.”

Timothy Conklin, a program assistant with the VCC department that trains construction industry drafting technicians, says his team was one of the lucky ones; they already did most of their work on computers.

Still, he wasn’t surprised by the ability of colleagues to be flexible

and nimble, with the strong support of VCC leaders.

Conklin recalls how, prepandemic, VCC supported his initiative to help train faculty and staff about suicide awareness and prevention.

“VCC recognizes everyone has something to contribute,” he says.

“They give you the opportunity to innovate and lead.” 

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BC’S TOP EMPLOYERS 2021

771

FULL-TIME STAFF

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

100%

JOB-RELATED TUITION SUBSIDIES

64%

THE RECEPTION DESK AT VCC'S BROADWAY CAMPUS STUDENT SERVICE CENTRE (PHOTO TAKEN PRE-COVID-19.

VCC COMPLIES WITH ALL COVID-19 HEALTH GUIDELINES)

OF EXECUTIVE TEAM ARE WOMEN

We succeed because of you Vancouver Community College is the first choice for innovative, experiential learning for life. We’re proud to be recognized as one of BC’s Top Employers.

Join our college community!

vcc.ca

90

BC’S TOP EMPLOYERS 2021

Community comes first at the Vancouver Foundation

L

aid off from her previous job because of COVID-19, Twila Schembri remembered her encounters with Vancouver Foundation and discovered that the organization needed someone with her qualifications to fill a vacancy.

“I knew from my involvement with the United Way that the foundation was interested in making positive change locally and provincially,” says Schembri, who was hired in September 2020 as an associate in its donor services area.

With a large endowment, Vancouver Foundation administers about 2,000 funds on behalf of individuals, families, corporations and charities. Founded in 1943, it has distributed more than $1 billion to community projects and programs across B.C. Grant recipients range from social services and medical research groups to organizations devoted to arts and culture, the environment, education, children and families, youth and animal welfare.

“Our vision is to build equitable and inclusive communities across British Columbia,” says president and CEO Kevin McCort.

With this in mind, he says, the foundation’s 52 full-time staff have expertise in money management, grant administration, IT and structured philanthropy.

“In my work,” says Schembri, “I process donor contributions and work with our finance department to match them with grant recipients.”

To prepare herself for her new role, Schembri completed online courses in feminism and social justice, and fundraising and development, through the University of California. “I’ll take more courses

KEVIN MCCORT IS THE PRESIDENT & CEO OF VANCOUVER FOUNDATION

in the future,” she says, “but it was good for me in the meantime to get more information.”

Thanks in part to the foundation’s strong team of IT specialists, Schembri has had no trouble fulfilling her responsibilities from home using the organization’s online resources. Long before COVID-19 hit, the foundation had prepared a contingency plan to accommodate an earthquake.

“We were well prepared technologically,” says McCort. “even though we’d never anticipated a pandemic.”

In the long term, COVID-19

— Kevin McCort President and CEO will reinforce the foundation’s commitment to addressing racial inequality and reconciliation with First Nations. “It’s been part of our work for a long time,” says McCort. “The pandemic has revealed even more clearly how important it is to pay attention to addressing inequalities.”

By then, Schembri will have

finally settled into her office at the foundation’s headquarters in downtown Vancouver and met her co-workers in person.

“One of the women who interviewed me in my Zoom calls has just gone on maternity leave,” she says. “I had no idea that she was pregnant, because I’d only seen her from the neck up.” 

91

BC’S TOP EMPLOYERS 2021

52

FULL-TIME STAFF

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

84%

OF MANAGERS ARE WOMEN

SHAFFINA HIRJI IS THE DIRECTOR OF HUMAN RESOURCES AT VANCOUVER FOUNDATION

100%

JOB RELATED TUITION SUBSIDIES

92

BC’S TOP EMPLOYERS 2021

Wesgroup Equipment is committed to employee growth

T

ony Atwal was working as an operations manager for a roofing company in 2016 when he decided to make a career change. It was a big one.

He took a position as an assistant operations manager with Surreybased Williams Machinery, a Wesgroup Equipment company, which sells, rents and services material handling, compact and heavy construction equipment used in construction, logging and landscaping as well as in sawmills, warehouses and ports.

But Wesgroup’s commitment to training and development eased the transition. “Coming from a different industry, all I had to offer was a great attitude,” says Atwal, now sales manager of the material handling division. “My first manager provided the coaching and mentoring I needed.”

Wesgroup has a diverse workforce, and invests time and money in learning opportunities regardless of role, says chief executive officer Dhar Dhaliwal. Approximately half of the staff are technicians who service equipment, and the company supports them through apprenticeship training as well as manufacturer training.

The balance of the staff comprises management, sales representatives and support roles in human resources, marketing, accounting and finance, among others. “We invest significant money and hours in training for all our people,” says Dhaliwal.

Atwal is managing a team of nine. He was groomed for the role with training provided in-house and through external programs. And he, in turn, is expected to keep close tabs on the

SERVICE TECHNICIAN KEEPING CUSTOMERS UP AND RUNNING AT WILLIAMS MACHINERY, A WESGROUP EQUIPMENT COMPANY

development of his staff. “I meet one-on-one quarterly to find out how my staff are progressing and how I can help them with their needs and I’m required to track my follow up,” he says.

When the COVID-19 pandemic hit in March, the company’s focus inevitably shifted. “We spent the first month figuring out how we were going to operate,” says Dhaliwal. Wesgroup adopted strict protocols to keep its employees safe. There are morning huddles to check in with team members to ensure everyone is safe

We invest significant money and hours in training for all our people.”

— Dhar Dhaliwal Chief Executive Officer and healthy. Social distancing, sanitization, protective barriers and mask protocols are in place throughout each facility and when meeting or servicing customers at the customer's location. All protocols are designed to keep staff, their families and customers safe and in turn keep the business operating.

One thing hasn’t changed during the pandemic – Wesgroup’s commitment to supporting communities through donations to food banks and collecting gifts for families in need at Christmas. “Here’s a company that not only cares about its people,” says Atwal. “It cares about the community. That’s a big deal for me.” 

93

BC’S TOP EMPLOYERS 2021

175

EXCEPTIONAL WORK RECOGNIZED AND REWARDED THROUGH WESGROUP EQUIPMENT’S 'G.R.I.T. AWARD' PROGRAM

FULL-TIME STAFF

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

40.5

YEARS, AVERAGE AGE OF ALL EMPLOYEES

45

YEARS, LONGESTSERVING EMPLOYEE

DO WHAT YOU LOVE. HANDS ON. JOIN OUR TEAM! Service Techs / Parts Specialists / Sales

94

BC’S TOP EMPLOYERS 2021

Creativity and purpose fuel WorkSafeBC

A

n unwavering focus on being both responsive and innovative has helped WorkSafeBC support health and safety in workplaces across the province throughout the COVID-19 pandemic.

“Our top priority has been to partner closely with public health to keep workers and employers safe in a changing environment,” says Wendy Strugnell, the organization’s head of people and culture.

During the pandemic,WorkSafeBC has moved quickly to provide guidance, resources and tools, including a new Safety Plan app to equip employers with what they need to reduce the risk of transmission in their workplaces.

WorkSafeBC occupational hygiene officer Sanjesh Roop was among those who contributed to the development of COVID-19 health and safety protocols during the first few months.

“We worked tirelessly around the clock coming up with protocols for every industry,” he recalls. “We provided consultation and guidance on safety plans and resources in multiple languages, to make the information as clear and accessible as possible. We wanted to get the word out that, ‘Hey, we all need to do our part to keep workplaces safe, and we’re here to support you.’”

“Meeting service needs in today’s world requires an innovative lens — and we have a team of passionate people who are constantly pushing to innovate in support of safe, healthy workplaces in B.C.,” says Strugnell. Six months into the pandemic, the organization was able to hold its annual innovation event, InnoFest, which brings together cross-departmental teams

SANJESH ROOP, WORKSAFEBC'S OCCUPATIONAL SAFETY OFFICER, VALUES THE INNOVATIVE AND COLLABORATIVE CULTURE

to collaborate on iterative improvements to its core services.

“It’s always inspiring to tap into that collective creativity,” says Strugnell. “More than 100 ideas to help us work more dynamically were proposed, and many of those ideas will be implemented.

For instance, a couple of teams developed a concept for a virtual assistant for worksafebc.com that will help our stakeholders find health and safety information quickly and efficiently.”

Roop notes that despite the pandemic, WorkSafeBC has continued to support its own employees

— Wendy Strugnell Head of People and Culture by offering relevant training and development programs. “I took a resilience course online which helped me develop some skills,” he says. “The organization really shone a light on their depth and their motivation by providing that opportunity.”

Overall, says Strugnell, WorkSafeBC employees share a strong sense of purpose. “Our team is made up of a diverse group of people and they’re highly invested in the work they do, the stakeholders we serve and the services we provide.” 

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BC’S TOP EMPLOYERS 2021

WORKSAFEBC ENCOURAGES AND OFFERS MENTORING, AND LEARNING AND DEVELOPMENT OPPORTUNITIES

3,428 FULL-TIME STAFF

62%

OF EMPLOYEES ARE WOMEN

141

CHARITIES HELPED LAST YEAR

6,703

TOTAL LEARNERS LAST YEAR

A career with a difference.

Join our team and help make B.C. workplaces healthy and safe.

Learn more at worksafebc.com/careers

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 BC’s Top Employers. Now entering its 22nd year, our national project is Canada’s longest-running and best-known editorial competition for employers.

For information on next year’s application process, visit:

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

2022

BC’s Top Employers