BC's Top Employers (2022)

GETTY

2022

BC’s Top Employers C O - P U B L I S H E D

B Y QUALITY OF LIFE:

Where lifestyle is the best benefit MEDIACORP

4

LIST OF WINNERS:

BC’s Top Employers (2022)

6

WORKING FURTHER AFIELD:

Hybrid work is here to stay in BC

15

Discover the search engine that brings

you thousands of direct-employer jobs every day – plus exclusive employer reviews from the editors of the BC’s Top Employers.

Each year, millions of Canadians use

Eluta.ca to find hundreds of thousands of new job postings in their field –

including work-from-home, co-op placements, internships †

and summer jobs.

Visit us today on your

laptop or smartphone.

★★★★★ F I V E - S TA R J O B S E A RC H

† For the 12 months ended August 31, 2021, Eluta.ca received 2,359,928 unique visitors

(desktop and mobile), who performed 15,146,291 searches. Source: Google Analytics.

® ELUTA is a registered trade mark of Mediacorp Canada Inc.

3

WENDY.D/E&GBC

BC’S TOP EMPLOYERS 2022

BC’S TOP EMPLOYERS 2022 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Juliane Fung,

ADMINISTRATIVE COORDINATOR

Chantel Watkins, JUNIOR EDITOR

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT EXPERIENCE LEAD

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman Abigail Cukier Lisa Day Mary Dickie Steve Frank Don Hauka Patricia Hluchy D’Arcy Jenish Bruce McDougall Kelsey Rolfe Barbara Wickens

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

 While marking their 100th anniversary last year, Engineers and Geoscientists BC took the time to make sure each of their 97 employees had comfortable ergonomic setups to facilitate working from home.

W

e’ve become accustomed to reading that employers in British Columbia are competing vigorously for the best and brightest. The pandemic has only intensified this competition, with many job postings going unfilled as employees rethink the industries where they want to work and – equally importantly – the employers they can count on to build rewarding careers.

The common thread that runs through this year’s BC’s Top Employers is that each has recognized how difficult it’s been during the pandemic for employees to balance work with personal and family commitments. This year’s winners have focused on providing employees with time to manage these commitments as well as support. Many initiatives – like extra paid time-off during the pandemic or hybrid working options – don’t result in significant extra costs for employers, but are tremendously valuable to the employees who need them.

This year, we’ve also seen employers in B.C. and across Canada pay particular attention to employee wellness and mental health. The pandemic has been difficult for everyone, but for some the added stresses it has brought have made it near-impossible to balance work with personal and family commitments. Without exception, the best employers are offering increased support along with new benefits to help their employees take care of their mental health the same as any other type of healthcare.

This year’s announcement magazine is the largest in the competition’s 17-year history and it’s chock-full of inspiring stories on how this year’s winners have responded to the pandemic. One of the distinguishing features of the BC’s Top Employers competition is that our editors publish detailed reasons for selection, explaining why each of the winning employers was chosen. Not only does this help job-seekers become better informed, but it also raises the bar in terms of what the leading employers are offering.

These reasons were released today and can be reviewed at: www.canadastop100.com/bc

To choose this year’s winners, employers across British Columbia 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: editorial@mediacorp.ca

– Tony Meehan

4

VIU

BC’S TOP EMPLOYERS 2022

 To attract talented staff, Vancouver Island University has placed new emphasis on the lifestyle and other quality-of-life benefits of working at VIU.

Top employers go all out to retain top B.C. talent Hiring in B.C. has become a battle to attract the best, while many head outward in search of cheaper living

F

or years now, Canada’s West Coast has presented affordability challenges to employers and employees alike. But in the past year, that regional reality collided with the sustained pandemic to create some unforeseen outcomes. It turns out that ongoing global shifts in employment strategies may be benefiting B.C.’s workers as much as its biggest employers — a trend that can be seen in policies at the most popular and successful companies in the province.

Each year, the Canada’s Top Employers competition releases its picks for the best employers in many regions of the country, analyzing a wide range of factors to help applicants figure out which companies offer the best work environments. Now, 2022’s B.C. ranking has arrived to highlight those employers that have continued to offer creative, competitive compensation and benefits packages even while dealing with a host of local and global difficulties.

The winners are chosen based on multiple criteria, including compensation and

benefits, the work and social atmosphere, the quality of the physical workplace, training and upward mobility and community involvement – all of which were pushed forward by a healthy level of competition between public- and private-sector employers.

“I think the past year has continued to present very difficult challenges for virtually all employers,” said Richard Yerema, managing editor for the BC’s Top Employers competition. “We are now entering year three of this ‘new normal,’ compounding the difficulty of challenges

like navigating new safety protocols and transitioning to remote or hybrid work.” w Cost of living has a big impact on hiring

B.C. employers have felt the difficulty of recruiting workers who often struggle to afford the cost of living near the biggest business centres, and the response has been diverse. While salaries are an obvious concern, B.C. employers have had to turn to alternative benefits, as well.

Dan VanderSluis, associate vice president of human resources at

5

BC’S TOP EMPLOYERS 2022

Vancouver Island University, says that rising costs have removed a historical advantage VIU leveraged in the past in recruiting employees and students, creating new recruitment challenges on both fronts. In response, he says that VIU has taken a number of steps including a new emphasis on the lifestyle and other non-monetary advantages of working at VIU. “Perhaps it’s a reflection of a more active culture living in a beautiful province,” says Yerema, “but B.C. employers have always been leaders in terms of alternative working arrangements and progressive time off policies.” Leading a national trend, Yerema says that over 12 per cent of the top employers in B.C. offer four weeks of paid vacation, to start.

Just as powerful, though, has been the impact of hybrid work, making it easier for employees to work remotely and avoid the cost of living in the densest urban centers. w When the going gets tough, the tough

get creative

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

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

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

That’s how Parm Hari, vice president of people, process and performance at the Vancouver Fraser Port Authority, has seen the situation develop. “With much of the organisation working remotely, we have amplified our internal communications initiatives, including increased executive-level communications to employees, with the objective of keeping everyone hyper-informed and building connection,” she says.

w What makes the best the best?

It is becoming impossible for employers to ignore that building and maintaining strong teams in B.C. comes down to being the best place to work.

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

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

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

TALKSHOP

Cont.

w In the end, Canada’s fortunes are

B.C.’s fortunes

Katie Stevens, managing partner at Talk Shop Media, says that the company has had to be mindful of staying ahead of the curve in terms of being a progressive and flexible workplace. According to Stevens, they’ve made services like online counselling available employees as a benefit, along with the addition of two mental health days for all workers, in addition to existing paid time off. “This is an opportunity to totally shut off, close your laptop, and not be responsible to any clients for that day. That was really important to empower the team during this time, to take that break in addition to regular holidays,” Stevens says.

There wasn’t a single formula for success in the B.C. business world this year, but an emphasis on employee experience was a component of every strategy that found meaningful success. By making an effort to offer unique and above all well-targeted benefits for employees, employers were able to stand out from the crowd and retain the best talent on the market.

In a world where compensation alone varies less than ever across employers, it’s these less monetary differentiators that will determine where the best talent goes, and where it stays for more than just a while.

– Graham Templeton

 During the pandemic, Vancouver-based communications firm Talk Shop Media increased the time that staff working from home could disconnect.

W.JANS/VFPA

ATTRACTING TALENT

 Vancouver Fraser Port Authority employees managing traffic from their central control centre, prior to the pandemic.

6

BC’S TOP EMPLOYERS 2022

2022

BC’s Top Employers

BCI

2022 WINNERS

 Employees at BC Investment Management Corp. are encouraged to take part in a special program to meet and stay connected to people outside their teams.

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

A

CCIONA INFRASTRUCTURE CANADA INC., Vancouver.

Construction services; 707 employees. Enhanced flexible work options over the course of the pandemic to help employees balance work and added personal responsibilities.

ALIDA INC., Vancouver. Customer intelligence software; 276 employees.

Encourages ongoing employee development with full tuition subsidies for job-related courses as well as subsidies for professional accreditation.

AMAZON CANADA, Vancouver. Electronic shopping; 25,838 employees. Supports employees who are new mothers with maternity leave top-up payments, to 100 per cent of salary for up to 16 weeks.

AQUATIC INFORMATICS INC., Vancouver. Computer software; 72 employees. Offers employees an additional five days off in celebration of their fifth and tenth anniversaries with the company.

ARROW TRANSPORTATION SYSTEMS INC., Vancouver. Transportation, shipping and logistics; 1,041 employees. Offers generous referral bonuses as an incentive for employees to recruit friends, to $2,000 for successful hires.

B

C ASSESSMENT, Victoria.

Property tax assessments; 697 employees. Manages a dedicated internship program to help the next generation of appraisers gain career experience.

BC CENTRE FOR ABILITY, Vancouver.

Individual and family services; 90 employees. Helps employees plan securely for the future with a defined benefit pension plan.

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

Established a dedicated “Rapid Response Fund” to support hospitals at the onset of the pandemic and hosted a number of virtual fundraising events.

BC HOUSING Management Commission, Burnaby. Administration of housing programs; 887 employees. Considers previous work experience when setting paid vacation entitlements for new employees.

BC HYDRO, Vancouver. Hydroelectric power generation; 5,850 employees.

Extends its health benefits plan to retirees, with 100 per cent premium coverage and no age limit.

BC INFRASTRUCTURE BENEFITS INC. / BCIB, Vancouver. Employment services; 144 employees. Provides a generous health spending account of $1,000 as part of its

benefits plan, allowing employees to top up coverage as needed.

BC PENSION CORPORATION, Victoria.

Pension funds; 618 employees. Maintains excellent maternity and parental leave top-up policies, offering new mothers up to 75 per cent of salary for a full year and up to 35 weeks for new fathers and adoptive parents.

BC PUBLIC SERVICE, Victoria. Provincial government; 32,368 employees. Manages a dedicated House of Indigenous Learning to provide resources to support employees in their reconciliation journey.

BC TRANSIT, Victoria. Public transit; 958 employees. Encourages access to mental health practitioners with generous coverage as part of its benefits plan, to $1,500 annually.

BEEDIE, Burnaby. Real estate development; 299 employees. Through the Beedie

7

BC’S TOP EMPLOYERS 2022

2022 WINNERS

Continued

BC TRANSIT

Cares volunteer program, the company offers an unlimited number of paid days off to volunteer each year.

BEST BUY CANADA LTD., Burnaby. Retail; 5,223 employees. Leveraged its line of business for a greater purpose over the past year, partnering with Samsung to provide tablets to hospitals across the country to help patients connect with their families.

BINARY STREAM SOFTWARE INC., Burnaby. Computer software; 70 employees. Helps employees stay grounded with weekly online yoga and meditation sessions as well as virtual games every Friday.

BRITISH COLUMBIA AUTOMOBILE ASSOCIATION / BCAA, Burnaby.

Professional organizations; 1,221 employees. Extended its wellness benefits to include the purchase of ergonomic home office furniture and supplies.

 BC Transit provides its 958 employees with extensive wellness benefits with a variety of practitioners.

B.CECI/BCAA

BRITISH COLUMBIA FERRY SERVICES INC. / BC FERRIES, Victoria. Passenger transportation services; 3,397 employees.

Encourages employees to take the time they need to recharge with up to 10 paid personal days off and a formal earned days off program.

BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY / BCIT, Burnaby.

Post-secondary education; 2014 employees.

Established an emergency response fund to help students facing financial hardships due to the pandemic.

BRITISH COLUMBIA INVESTMENT MANAGEMENT CORPORATION / BCI, Victoria. Portfolio management; 588 employees. Manages a buddy program to match new parents with employees who returned from leave in the past year.

BRITISH COLUMBIA LIQUOR DISTRIBUTION BRANCH, Burnaby. Liquor and cannabis distribution and retail; 2,881 employees. Helps employees balance work and their personal commitments with nine paid personal days annually, which can be used at their discretion.

BRITISH COLUMBIA LOTTERY CORPORATION / BCLC, Kamloops.

Gambling and gaming industries; 941 employees. Helps employees prepare for life after work with retirement assistance planning and health benefits that extend to retirees, with no age limit and 100 per cent premium coverage.

BRITISH COLUMBIA MARITIME EMPLOYERS ASSOCIATION / BCMEA, Vancouver. Industry associations; 81

 The annual NXT Challenge, where BCAA employees pitch innovative solutions for member and customer problems.

8

Continued

employees. Supports continuing education with generous tuition subsidies for job-related courses, to a maximum of $22,000.

T.KIM/CAPILANO

2022 WINNERS

BC’S TOP EMPLOYERS 2022

BRITISH COLUMBIA UTILITIES COMMISSION, Vancouver. Provincial utilities regulation; 80 employees. Helps employees take time for themselves with a generous time-off policies, including four weeks of starting vacation allowance and 10 paid personal days each year.

C

ALABRIO, INC., Vancouver.

Software developers; 53 employees. Manages a Calabrio Balance committee that organizes a range of wellness initiatives, from sports clubs to mental health resources to flu shot and virtual wellness clinics.

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

CANFOR CORPORATION, Vancouver.

Forest products; 3,725 employees. Created a pandemic response committee, which is responsible for developing a plan to address flexible work options post-pandemic.

 An employee receives an ‘extended’ award for 40 years of service at a drive-through ceremony from Paul Dangerfield (right), the president of Capilano University in North Vancouver.

CAPILANO UNIVERSITY, North Vancouver. Post-secondary education; 602 employees. Makes the transition back to work a little easier for new parents with onsite child care and a variety of flexible work options.

CAPITAL REGIONAL DISTRICT, THE / CRD, Victoria. Municipal governments; 652 employees. Offers phased-in retirement work options for employees nearing retirement along with a defined benefit pension plan.

CHARTERED PROFESSIONAL ACCOUNTANTS OF BRITISH COLUMBIA / CPABC, Vancouver. Professional organizations; 140 employees. Enhanced mental health supports in response to the pandemic and created a dedicated wellness newsletter to help employees prioritize their well-being.

CLIO, Burnaby. Computer software; 523 employees. Provides ongoing mental health support through its employee

CLIO

CLEARLY, Vancouver. Vision care; 209 employees. Encourages employees to adopt an ownership mentality through a share purchase plan, available to all.

 Employees at Burnaby-based software developer Clio working in one of the company’s flexible office workspaces.

9

BC’S TOP EMPLOYERS 2022

2022 WINNERS

Continued

assistance program and offers coverage of $2,000 per year for mental health practitioners as part of its benefits plan.

COAST CAPITAL SAVINGS FEDERAL CREDIT UNION, Surrey. Credit unions; 1,589 employees. Encourages employees to give back to their community through the Help Heroes program, which provides paid time for employees to volunteer during work hours.

COAST MENTAL HEALTH, Vancouver.

Individual and family services; 369 employees. Encourages employees to put their health first with up to 18 paid sick days annually.

COLLEGE OF PHYSICIANS AND SURGEONS OF BRITISH COLUMBIA, THE, Vancouver. Professional organizations; 156 employees. Implemented a permanent hybrid working model, with options for employees to work remotely from different locations, in order to extend vacations.

COMMUNITY LIVING BC, Vancouver.

Community services; 579 employees.

Provides excellent maternity and parental leave top-up payments for new mothers, to 75 per cent of salary for a full year.

DOUGLAS COLLEGE, New Westminster.

Post-secondary education; 1,108 employees. Cultivates a culture of recognition with a number of award categories for a job well done and encourages managers to offer small thanks with e-cards and certificates.

DP WORLD (CANADA) INC., Burnaby.

Deep sea freight transportation; 261 employees. Helps employees take ownership of their well-being with health metric screenings, regular wellness challenges and a generous wellness spending account of up to $1,000 per year.

E F

NGINEERS AND GEOSCIENTISTS BC, Burnaby.

Professional organizations; 97 employees. Conducted virtual ergonomic assessments to ensure employees had proper home office set-ups.

AMILY INSURANCE SOLUTIONS INC., Vancouver.

Insurance agencies and brokerages; 70 employees.

Considers previous work experience when setting starting vacation entitlements for newly hired experienced employees.

FINNING INTERNATIONAL INC., Vancouver. Heavy equipment dealers; 4,596 employees. Extends the financial success of the company to employees through share purchase and profit-sharing plans, varying by employee group.

FIRST CREDIT UNION, Powell River.

Credit unions; 63 employees. Encourages employees to adopt healthy habits with healthy eating challenges that feature recipes, cook-alongs, nutrition talks and support from a registered holistic nutritionist.

FRASER HEALTH AUTHORITY, Surrey.

Hospitals; 13,200 employees. Supports ongoing employee development through in-house and online training initiatives along with tuition subsidies for courses taken externally.

FRESH PREP FOODS INC., Vancouver.

Food processing; 199 employees. Supports new mom, dads and adoptive parents with

generous maternity and parental top-up payments, to 100 per cent of salary for up to 24 weeks.

G

EOCOMPLY SOLUTIONS INC., Vancouver. Computer systems; 47 employees. Encourages employees to save for the future through a matching RSP contribution program.

GREATER VANCOUVER FOOD BANK, Burnaby. Food banks; 52 employees.

Provides maternity leave top-up for employees who are new mothers, to 100 per cent of salary for up to 17 weeks.

GREAT LITTLE BOX COMPANY, THE, Richmond. Corrugated and solid fibre box manufacturing; 421 employees. Recognizes two top-performing employees with an “Award of Excellence” each month, which includes a $500 donation to the charity of their choice.

H

ATFIELD CONSULTANTS LLP, North Vancouver. Environmental consulting services; 145 employees. Encourages employees to recruit from their personal networks with new employee referral bonuses, ranging from $250 to $2,000 depending on the position.

q Volunteers from Vancouver-based law firm DLA Piper (Canada) providing free legal advice to low-income residents of the community at an annual ‘advice-a-thon’ event.

CONCERT PROPERTIES LTD., Vancouver. Real estate development; 525 employees. Invests in ongoing employee development through tuition subsidies for courses taken externally.

COPPERLEAF TECHNOLOGIES INC., Vancouver. Specialized computer software; 240 employees. Offers generous referral bonuses as an incentive for employees to recruit friends, to $2,500 per successful new hire.

COQUITLAM, CITY OF, Coquitlam.

Municipal governments; 927 employees.

Helps employees prepare for life after work with retirement planning services and contributions to a defined benefit pension plan.

D

DLA PIPER

ELTA POLICE DEPARTMENT, Delta. Police service; 276 employees. Employees can access generous coverage for mental health practitioners as part of their benefits plan, to $3,600 annually.

DLA PIPER (CANADA) LLP, Vancouver.

Law firms; 506 employees. Offers development opportunities for individuals at various stages of their careers, from paid internships for those just starting out, to career planning services for more experienced personnel.

FINANCIALCAD CORPORATION / FINCAD, Surrey. Computer software; 72 employees. Repurposed its monthly transit allowance to help employees cover the costs of working from home, from increased internet to additional coffee and tea purchases.

10

2022 WINNERS

BC’S TOP EMPLOYERS 2022

Continued

HEMMERA

HEMMERA ENVIROCHEM INC., Burnaby. Environmental consulting services; 196 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; 1,276 employees.

Cultivates a culture of learning through a variety of in-house and online training initiatives, including apprenticeships.

I

CBC / INSURANCE CORPORATION OF BRITISH COLUMBIA, North Vancouver.

Automobile insurance; 5,525 employees. Supports parents with older kids through an academic scholarship program for children of employees up to $2,000 per child per year.

INDUSTRY TRAINING AUTHORITY / ITA, Richmond. Industry training and certifications; 125 employees. Supports its new moms with generous maternity and parental leave top-up payments for a full year along with parental leave top-up for new dads and adoptive parents.

INTERIOR HEALTH AUTHORITY, Kelowna. Hospitals; 10,285 employees.

Starts new employees with a minimum of four weeks of paid vacation allowance and considers previous work experience when setting vacation for experienced candidates.

IQMETRIX, Vancouver. Computer software; 349 employees. Supports new families with a generous $25,000 subsidy for IVF treatments if required along with generous maternity and parental leave top-up payments.

J K

ACOB BROS CONSTRUCTION INC., Surrey. Construction; 297 employees. In celebration of their fifth anniversary of employment, and every fifth anniversary thereafter, employees can choose between a trip for two, an RRSP contribution or a cash reward.

ABAM GAMES, Inc., Vancouver.

Game developers; 531 employees.

As part of the flexible health benefits plan, employees can transfer unused credits to a health spending account, a personal spending account or long-term savings.

KNIGHT PIÉSOLD LTD., Vancouver.

Engineering consulting services; 160 employees. Supports ongoing employee development through a number of programs including a unique global career

 An employee from Hemmera Envirochem canoes on Widgeon Creek near Pitt Lake on a field work assignment. development program that lets employees work at other locations around the world.

KWANTLEN POLYTECHNIC UNIVERSITY, Surrey. Post-secondary education; 1,319 employees. Employees can plan securely for life after work with a defined benefit pension plan and may also take advantage of phased-in work options as they near retirement.

L

ANDSURE SYSTEMS LTD., Vancouver. Electronic land registration and information systems; 64 employees. Starts new employees with three weeks of paid vacation and offers the option to purchase an additional week of paid time off.

LAND TITLE AND SURVEY AUTHORITY OF BRITISH COLUMBIA, Victoria. Land title and land survey systems; 111 employees. Helps employees plan securely for life after work with generous contributions to a defined benefit pension plan.

LAW SOCIETY OF BRITISH COLUMBIA, THE, Vancouver.

Professional associations; 203 employees.

Supports new parents with maternity and parental leave top-up payments, ranging from 10 weeks to 50 weeks for new mothers.

LAWSON LUNDELL LLP, Vancouver. Law firms; 334 employees. Provides maternity and parental leave top-up for new parents and offers an option for employees to phase in their return to work.

LEDCOR GROUP OF COMPANIES, Vancouver. Construction; 4,965 employees.

Supports ongoing employee development through co-op placements, apprenticeships, formal mentoring programs and tuition subsidies.

M

ACROHEALTH CANADA, Vancouver. Information technology services; 62 employees. Lets employees determine their needed levels of health coverage through a generous health spending account of $4,000 annually.

MOSAIC FOREST MANAGEMENT CORP., Vancouver. Sawmills; 149 employees. Encourages employees to get involved in their community with paid volunteer time as well as matching financial donations to their favourite charities, up to $300 per year.

MOTT MACDONALD CANADA LTD., Vancouver. Engineering services; 231 employees. Encourages employees to recruit their friends with generous new employee referral bonuses, ranging up to

N

$2,500 for each successful hire.

ATURE’S PATH FOODS, INC., Richmond. Food manufacturing; 190 employees. As part of their health benefits plan, employees can take advantage of a “Get Fit” subsidy of $500 that can be used for fitness activities or the purchase of home fitness equipment.

NICOLA WEALTH MANAGEMENT LTD., Vancouver. Investment management; 291 employees. Adapted a formal health and well-being action plan to include virtual one on one well-being coaching, yoga and meditation programs.

NORTH VANCOUVER, CORPORATION OF THE DISTRICT OF, North Vancouver.

Legislative bodies; 552 employees. Helps employees balance their day-to-day commitments with number of flexible working arrangements along with a formal earned days off program.

O

PPENHEIMER GROUP, Coquitlam. Fresh fruits and vegetable distribution; 136 employees. Set up a mental health micro-site on the corporate intranet that offers employees a range of free online resources, webinars and access to counselling and referral services.

11

BC’S TOP EMPLOYERS 2022

P

2022 WINNERS

Continued

ERKINS&WILL CANADA ARCHITECTS CO., Vancouver.

Architectural services; 215 employees. Supports ongoing professional employee development with tuition subsidies for courses both related and not directly related to their current position.

PLENTY OF FISH, Vancouver. Dating websites; 130 employees. Offers generous referral bonuses for employees who recruit candidates from their personal networks, ranging from $5,000 to $10,000.

PRETIUM RESOURCES INC., Vancouver.

Mining; 848 employees. Supports employee development with generous tuition subsidies for job-related courses to $2,500 annually.

 Dylan, an employee at the District of North Vancouver, takes advantage of the district’s cycling opportunities.

POF

Q R

HR TECHNOLOGIES INC., Kelowna. Computer systems design services; 540 employees.

Lets everyone share in the company’s success with year-end bonuses and a share purchase plan that is available to all employees.

S.JANE/DNV

PROVIDENCE HEALTH CARE, Vancouver. Hospitals; 4,466 employees. Starts most new employees with four weeks of paid vacation allowance and up to five paid personal days to help balance their day-to-day responsibilities.

ECYCLESMART SOLUTIONS INC., Richmond. Waste treatment and disposal; 67 employees. Helped employees stay connected virtually over the past year hosting online happy hours, coffee dates, games nights, trivia nights and fitness challenges.

R.F. BINNIE & ASSOCIATES LTD., Burnaby. Engineering services; 241 employees. Starts its newest employees with four weeks of paid vacation and considers previous work experience when setting vacation entitlements for experienced candidates.

S

AANICH POLICE DEPARTMENT, Victoria. Police services; 242 employees. Supports its parents with older kids through an academic scholarship program, up to $1,000 per child annually.

SAP CANADA INC., Vancouver. Custom computer programming services; 3,316 employees. Supports new families with a $25,000 lifetime allotment to cover the costs of fertility treatments as well as offering an adoption subsidy to $10,000 for those looking to adopt.

 Aniqa, Eshia and Denise enjoying the photo booth during the staff Valentine’s Day party at the Vancouver head office of Plenty of Fish shortly before the pandemic.

12

PHOTOS (CLOCKWISE FROM TOP): 1. During the pandemic, Interior Health has needed additional medical lab technologists (MLTs), who perform a variety of duties such as routine and complex tests, validating and reporting test results, preparing solutions and maintaining instruments.

CAMUS/PRETIUM

INTERIOR HEALTH

BC’S TOP EMPLOYERS 2022

2. Employees carefully pour gold bars at the Brucejack Mine in Northern B.C., operated

by Pretium Resources.

K.LIGHT/SPD

3. A bike patrol officer from Saanich Police Dept. at a local shopping centre.

13

BC’S TOP EMPLOYERS 2022

2022 WINNERS

Continued

SAVE-ON-FOODS LIMITED PARTNERSHIP, Vancouver. Supermarkets and grocery stores; 11191 employees.

Supports ongoing employee development with tuition subsidies for job-related courses and offers academic scholarships for children of employees, up to $3,000 per child annually.

SILVERCHEF RENTALS INC., Vancouver.

Commercial equipment wholesalers; 45 employees. Helped employees stay connected through themed virtual weekly challenges, monthly happy hours and holiday celebrations.

U.VIC.

SIMON FRASER UNIVERSITY, Burnaby.

Post-secondary education; 3,362 employees. Helps employees prepare for life after work with contributions to a defined benefit pension plan and health benefits that extend to retirees.

SOPHOS INC., Vancouver. Custom computer programming services; 331 employees. Supports its new moms with maternity leave top-up to 100 per cent of salary for up to 12 weeks and offers parental top-ups for fathers and adoptive parents for up to six weeks.

SRK CONSULTING (CANADA) INC., Vancouver. Engineering services; 213 employees. Helps employees save for the future with RSP contributions and lets employees share in the company’s successes through share purchase and profit-sharing plans.

ST. GEORGE’S SCHOOL, Vancouver.

Elementary and secondary schools; 247 employees. Supports parents with school aged children with academic scholarships ranging up to $9,000 per child per year.

SURREY SCHOOL DISTRICT NO. 36, Surrey. Elementary and secondary schools; 10,258 employees. Supports new parents to be through a generous subsidy for IVF treatments if necessary, up to $20,000.

T

ALK SHOP MEDIA INC. / TSM, Vancouver. Public relations; 37 employees.

Encourages employees to recruit their friends with generous new employee referral bonuses, ranging up to $1,000 for each successful hire.

TECK RESOURCES LIMITED, Vancouver. Mining; 8,371 employees. Helps employees plan ahead with retirement planning services, a defined contribution pension plan as well as phased-in work options when close to retirement.

 Qwul’sih’yah’maht Robina Thomas is the first associate vice-president Indigenous at the University of Victoria.

TELUS COMMUNICATIONS INC., Vancouver. Telecommunications; 25,014 employees. Introduced a pandemic related benefit that included a dedicated expense allowance of $1,000 to help employees create comfortable home offices.

TRANSLINK (SOUTH COAST BRITISH COLUMBIA TRANSPORTATION AUTHORITY), New Westminster. Public transit; 7,742 employees. Helped to keep employees engaged through a variety of virtual events, including coffee chats, meditation sessions, stretch breaks, trivia games and other team building activities.

TYBO CONTRACTING LTD., Langley.

Construction; 138 employees. Offers up to two paid volunteer days off along with matching charitable donations and matching cash donations for volunteer time.

U

BC / UNIVERSITY OF BRITISH COLUMBIA, Vancouver. Post-secondary education; 14,477 employees.

Offers a range of flexible work options to help employees balance their work and personal lives, from flexible hours to shortened and compressed work weeks.

UNIVERSITY OF NORTHERN BRITISH COLUMBIA, Prince George. Postsecondary education; 569 employees.

Encourages employees to continue their education with tuition subsidies for programs related and not directly related to their positions.

UNIVERSITY OF THE FRASER VALLEY / UFV, Abbotsford. Post-secondary education; 861 employees. As part of their health plan employees receive a $1,000 spending account for additional coverages with the option to transfer unused credits to their savings accounts.

UNIVERSITY OF VICTORIA, Victoria.

Post-secondary education; 3,224 employees. Manages a comprehensive health and wellness strategy and recently launched virtual memberships to its on campus fitness facility to help employees stay fit.

V

ANCOUVER, CITY OF, Vancouver. Municipal governments; 7,648 employees.

Reaches out to the next generation of employees through paid internships, summer employment and extensive apprenticeship opportunities for students and recent grads.

VANCOUVER COASTAL HEALTH, Vancouver. Hospitals; 18,564 employees.

Helps provide longer term peace of mind for employees with contributions to a defined benefit pension plan.

VANCOUVER COMMUNITY COLLEGE / VCC, Vancouver. Post-secondary education; 758 employees. Established a mental health and well-being steering committee and offers employees a generous mental health practitioners as part of their health plan.

VANCOUVER FOUNDATION, Vancouver. Non-profit grantmaking foundations; 54 employees. Supports its new moms, dads and adoptive parents with generous maternity and parental leave top-up payments, to 95 per cent of salary for 61 weeks.

VANCOUVER FRASER PORT AUTHORITY, Vancouver. Port authorities; 438 employees. Conducted regular pulse surveys over the past year to gauge employee’s experience working remotely to better understand the impacts of the pandemic.

VANCOUVER ISLAND UNIVERSITY, Nanaimo. Post-secondary education; 916

14

VIU

BC’S TOP EMPLOYERS 2022

 Chef Debbie Shore instructs students in the culinary arts program at Vancouver Island University, prior to the pandemic.

2022 WINNERS

Continued

employees. Encourages employees to focus on their overall health through weekly “THRIVE Here” communications that address physical, mental, social, nutritional, intellectual and spiritual health issues.

VARD MARINE INC., Vancouver. Marine engineering; 99 employees. Helps employees balance their day-to-day responsibilities with flexible work hours and up to 10 paid personal days per year.

VENTANA CONSTRUCTION CORPORATION, Burnaby. Commercial construction; 163 employees. Supports employee development throughout their careers, from apprenticeship programs to tuition subsidies to support for professional accreditation.

VICTORIA AIRPORT AUTHORITY, North Saanich. Airport operations; 51 employees. Encourages employees to focus on their overall health through a variety of activities hosted during an annual Healthy Workplace Month.

W

ESGROUP EQUIPMENT LP, Surrey. Industrial machinery and equipment distribution; 161 employees. Encourages employees to recruit their friends with generous new employee referral bonuses ranging from $1,500 to $3,000.

WEST FRASER TIMBER CO. LTD., Vancouver. Sawmills; 5,793 employees.

Helps employees save securely for life after work with contributions to a defined benefit pension plan.

WORKSAFEBC, Vancouver. Human

resource programs; 3,425 employees.

Encourages employees to put their health and wellness first with a mental health practitioner benefit of up to $2,400 annually as part of their health plan.

Z

YMEWORKS INC., Vancouver.

Biopharmaceutical research and development; 224 employees.

Health plan features a lifestyle spending account that can be used for a variety expenses, ranging from family wellness to education to fitness.

– Richard Yerema & Kristina Leung

15

B.KWASNEY/BCPC

BC’S TOP EMPLOYERS 2022

 The executive team at BC Pension Corp., which has adopted a hybrid work schedule that lets employees work from home and the organization’s Victoria campus.

B.C.’s Top Employers are in a “war for talent” The high B.C. cost of living has driven recruiters to work harder than ever to acquire top talent

I

n the battle for talent, B.C. presents unique challenges for some of Canada’s largest employers, as they are forced to hire out of some of the country’s least affordable municipalities. As a result, the province’s employers have been driven to work hard — and to above all listen — to keep their roles filled with top quality employees.

Over the past year, that quest seems to have pushed B.C. employers to adapt more powerfully than ever, adopting a wide

array of strategies to entice top talent — including looking outside of the province, itself.

This year’s BC’s Top Employers competition shows that in the struggle for employees, the most successful companies found ways to maintain efficiency while transitioning to a remote or hybrid work model. Among the province’s top employers, there is a trend toward not just better compensation, but a better work-life balance overall.

w B.C.’s workers are taking any solution

they can get

Kristina Leung, senior editor for the BC’s Top Employers competition says that B.C. is “an increasingly diverse industry base, and so the impacts of COVID-19 have been as varied as the industries themselves. From software firms to forestry companies, the impacts and responses reflect the nature of their businesses.”

Companies seem to be looking for ways

to differentiate themselves to workers who often consider applying for jobs outside the region.

Lak Chahal, president and CEO at Vancouver’s Binary Stream Software, says that his company has had to scramble to figure out the most enticing benefits for top B.C. programmers. “There’s a war for talent, and we are hiring,” he says. “Offering competitive pay, benefits, flexible work and opportunities for growth and

Match your degree or diploma with employers that recruit new grads with your academic background Published annually since 1992, The Career Directory is Canada’s longest-running and best-loved career guide for new graduates.

Each year, our editorial team reviews thousands of employers to determine the academic qualifications they seek in younger job-seekers.

The result is a wonderful, free guide that helps new graduates find student jobs that make the most of their university degree or college diploma.

CareerDirectory.ca Match your degree or diploma with employers that actively recruit new grads with your educational qualifications!

2022

17

BC’S TOP EMPLOYERS 2022

WORKING FURTHER AFIELD

Cont.

development are all part of our package.

[In Greater Vancouver], it’s a global marketplace, and we are on a global growth journey.”

“We’ve found

Arrow Transportation Systems has implemented an extensive suite of benefits aimed at helping employees plan financially, and to achieve their goals as they progress through the company. This support starts with contributions made to employees’ retirement funds but extends to educational and tuition funding for professional development.

It turns out that, facing real difficulties

that can be eased with meaningful support from an employer, B.C. workers show loyalty to companies that show loyalty to them. That means that even as workers move physically away from Vancouver and other densely populated work hubs, they stay on as a company’s best, most experienced employees.

In the past year, what helped employers retain talent in B.C. was the same thing

that helped companies retain talent everywhere: a respect for the fact that the most talented applicants and workers are the most likely to leave for greener pastures. Across the country, the only solution has been to grow the company’s emphasis on worker happiness — and B.C. is no exception.

– Graham Templeton

AQI

that [our staff] enjoy not just affordability, but also that they’re after that more small-town atmosphere,” — Siobhan O’Beirne, HR Business Partner, Aquatic Informatics w Affordability is the biggest issue for

B.C. workers

The cost of living, and in particular housing, seems to powerfully affect B.C.’s workers, and through them the labour market in general. Chahal says that his company has “seen more people wanting to move out to the suburbs, and sometimes even further out, for housing affordability.”

Siobhan O’Beirne, human resources business partner at Aquatic Informatics in Vancouver, says that remote work has allowed some employees to buy homes further from the city’s high prices. She says they’ve had employees move to Squamish, for instance. “We’ve found that they enjoy not just affordability, but also that they’re after that more small-town atmosphere,” O’Beirne says. w Creative benefits are the answer

It’s clear that employers that can offer hybrid or remote-work lifestyles can help to push back on the impact of a high cost of living — but what about when fully remote workers aren’t an option?

 Employees at Vancouver-based Aquatic Informatics raising their hands on International Women’s Day to recognize the contribution of women in the water protection field.

18

BC’S TOP EMPLOYERS 2022

Amazon Canada delivers opportunities for its people employees the opportunity to upgrade skills required to do in-demand jobs, both at Amazon and elsewhere. The company pays up to 95 per cent of tuition for eligible employees and holds many of the classes – in fields like IT, transportation and logistics – in its own classrooms.

It’s a great place to grow your career.

— Michael Weeks Senior Human Resources Leader, Vancouver Tech Hub

 Amazon's operations network offers opportunities for employees to 'upskill.'

T

his year, Amazon Canada added a new leadership principle to the list of beliefs that guide everything they do and that drive the culture: “Strive to be Earth’s best employer.”

“We want to instil in each of our employees the importance of safety, diversity, empathetic leadership,” says Michael Weeks, senior human resources leader at

the company’s Vancouver Tech Hub. At the Vancouver Tech Hub – one of two in Canada, with more than 3,500 employees – career growth is the hallmark. And the possibilities are practically endless, considering all the businesses that Amazon is in – Devices, Amazon Web Services, Consumer and Operations, among them.

“It’s a great place to grow your

career,” says Weeks. “You need to really invest in where you are.

So we built that breadth and depth of opportunities.”

Sparrow Shailaja has worked as an associate in the Amazon fulfilment centre in Delta since August 2020. Currently, she is studying web development through one of the company’s unique programs.

Called Amazon Career Choice, the program is designed to give

“They want you to grow,” says Shailaja. “When you show that you're interested, they make sure that you know about the opportunities that are there.”

Amazon job portals publicize openings, and mentors help employees develop so they can take advantage of those openings.

“There’s always something more to learn,” she adds. “There's always a new path.”

In addition to the upskilling programs and job opportunities across its businesses, the company puts a lot of energy into its promotion process. “That is to ensure our employees are set up to be successful at the next level,” says Weeks.

The company also has a deep sense of responsibility to the communities it serves. Amazon’s employee affinity groups drive partnerships with outside initiatives. In Vancouver, Amazon is a sponsor of the Pride Parade; its sustainability committee organizes such events as beach

19

BC’S TOP EMPLOYERS 2022

25,838 full-time staff in Canada

100%

employer-paid health plan, with family coverage

95%

of tuition covered by Career Choice upskilling program

14

 Amazon's corporate office on 402 Dunsmuir has a welcoming environment for in-person collaboration.

clean-ups; and the company brought in First Nations speakers to talk about the importance of the National Day of Truth and Reconciliation, among many other initiatives.

Closer to home, the company launched the Canadian edition of its Amazon Future Engineer

program, the aim of which is to inspire children and young people from underserved and under-represented communities to pursue education and careers in computer science.

From a benefits perspective, says Weeks, Amazon Canada is also shooting for the stars in

its mission to be Earth’s Safest Place to Work. In 2021, the company launched Working Well, a program that provides Operations employees with physical and mental activities, wellness exercises and healthy eating support.

There are also many ways to

facilities in B.C.

be involved, which helps to keep things interesting. Shailaja is an “engagement ninja” with a mandate to provide warehouse staff with company updates. “I have had a chance to do a lot of things,” says Shailaja. “And it’s fun, to be very honest. I enjoy coming to work.” 

20

BC’S TOP EMPLOYERS 2022

Serious fun drives Aquatic Informatics employees with our core values,” says James Reyes, vice president, sales.

“We’ve created a collegiate, collaborative atmosphere where people can be at their best and truly value and enjoy working with their teammates. And we don’t take for granted that we get to work with really smart teammates to build amazing technology that matters.”

The company is aligned with my values of protecting life on the planet.

— Jacqueline Gullion Team Lead, User Experience

 Aquatic Informatics employees returning to the office to welcome new employees to the team.

acqueline Gullion loves that she can put a smile on her customers’ faces, help save the earth and still have fun while working at Aquatic Informatics.

As team lead, user experience, Gullion is responsible for ensuring that a user’s experience with the company’s cutting-edge software is hassle-free.

“My job is super fun – it feels great to make it easy for workers testing water quality to do their

jobs and the company is aligned with my values of protecting life on the planet,” says Gullion.

Aquatic Informatics is headquartered in Vancouver and provides software that addresses critical water data management, analytics and compliance challenges in the rapidly growing water industry. The company provides solutions that help organizations ranging from small towns to national monitoring agencies.

The work may be fun, but the company’s purpose is serious.

With two million deaths and over four billion illnesses caused every year from water-related diseases and disasters, the need for accurate water data is critical.

That gives Aquatic Informatics’ corporate culture a strong sense of mission.

“At the end of the day, what holds our culture together is having people who care about what they do and who identify

Aquatic Informatics grew significantly when the company recently acquired Sedaru, a leading provider of water utility management software. To keep growing and remain innovative, the company focuses on recruiting and retaining people though a holistic approach to employee support.

“To attract people, it’s not just about the salary. It’s about flexibility and authenticity. We also support our employees to excel through diversity and inclusion initiatives as well as education and training,” says Reyes.

“It’s really about the people and what drives them. We know that by supporting our employees

21

BC’S TOP EMPLOYERS 2022

86

full-time staff in Canada

66%

increase in global head count in 2021

45%

of managers are female

6

weeks, maximum vacation allowance

 The Aquatic Informatics sales team meet for the first time at WEFTEC after working remotely for 18 months.

in this way, we can innovate and achieve more.”

Giving back is another strong thread woven deep into the company’s DNA. Through its Ripple Effect program, Aquatic Informatics donates its software to communities and organizations to help them better manage

and protect their watersheds.

Employees volunteer to assist those projects and also give their time to shoreline cleanups and water conservation initiatives.

Aquatic Informatics also uses constant communication to keep employees connected. Each week is capped by an online huddle

Empowering innovation in water management.

Our dedication to unlocking water data for greater insights is what makes us a BC Top Employer.

meeting with updates on how different departments are doing and on new company initiatives.

Employee recognition plays a big part in the huddle and Gullion knows just how motivating that can be, especially for those new to the company.

“I have two student interns and

both of them recently got kudos at a big company meeting with 150 people watching. How cool is that?” says Gullion.

“We’re really clear that we value individual people and their unique contributions and backgrounds.

That’s part of why I say this is the best job I’ve ever had.” 

Help us achieve our mission: aquaticinformatics.com/careers

22

BC’S TOP EMPLOYERS 2022

Focusing on possibilities at BC Centre for Ability him to the manipulate the mallets used to strike its keys. “He’s very musical and he’s going to be an awesome musician,” she says.

Focusing on possibilities and not just problems that need fixing helps her maintain a positive outlook, Slen says, adding that that sort of reframing is also beneficial for individuals and families.

We offer people careers that satisfy their desire to help others.

— Colin Hearne Leader, People and Culture

 In 2021, BCCFA implemented digital internal processes, making services more convenient and accessible.

B

efore she joined the BC Centre for Ability (BCCFA) in 2005, Sarah Slen had switched employers every few years. But after she heard good things from friends about the positive workplace culture at BCCFA, “the stars aligned,” Slen says, and she’s never looked back.

“The people I work with are absolutely phenomenal,” says Slen, an occupational therapist (OT) who helps children with disabilities manage their school

day activities. “We’re making a real difference in people’s lives.”

Established in 1969, the Vancouver-based organization provides a continuum of care to children, youth and adults who have physical, neurological or developmental disabilities. As well as OTs like Slen, physiotherapists, social workers, speech-language pathologists and others bring an interdisciplinary, evidence-based approach to designing and delivering a variety of services.

Depending on a person’s needs, this can range from counselling

and early intervention services for pre-school children to brain injury rehabilitation and employment programs.

At BCCFA, clients are seen as people who, with the right supports, can be active participants in their own lives, in family life and in their communities. “It’s a totally different way of thinking about people’s diverse abilities,” Slen says.

She describes helping one little boy to play the xylophone by adjusting the height of the instrument and making it easier for

Still, some disappointments are inevitable and team members can be counted on to buoy up one another, she says, adding the supportive environment starts at the top with leaders who care about their employees as much as their clients.

Colin Hearne, leader, people and culture, says the caring culture is in keeping with BCCFA’s mission and values, which focus on kindness, empathy, inclusivity and hope for the future. “We offer people careers that satisfy their desire to help others.”

Since the start of the pandemic, the centre’s staff has delivered uninterrupted services to their clients, in some cases virtually.

At the same time, BCCFA has doubled down on its health and safety measures, Hearne says, paying particular attention to employees’ mental health.

Measures include augmenting

23

BC’S TOP EMPLOYERS 2022

90

full-time staff in Canada

36

years, average age of all employees

60%

of executive team are women

100%

health plan premium and family coverage

 BCCFA is committed to fostering a diverse and inclusive workplace.

counselling services offered through the employee benefit plan; holding virtual lunch and learns that focus on topics such as self-care and compassion; and providing access to mindwell. ca, an online wellness program designed to help health-care workers build resilience and

improve overall well-being.

“It’s about empowering people,” Hearne says. “The overall message is that we know you’re a big asset to us and we appreciate all that you do.”

Employee feedback indicates that the messaging is well received. And something as simple

as acting on a staff suggestion to install child height handrails on the stairs indicates leaders are listening too.

Some of that two-way dialogue has turned to the future. Hearne says BCCFA recognizes that many have adapted to their new working lives and some pandemic

adjustments are likely permanent.

Slen, for one, appreciates the ability to provide services virtually because eliminating travel time means she can see more clients.

But whatever happens, she knows some things for certain: “We do meaningful work – and it’s never boring.” 

bc-cfa.org/support

24

BC’S TOP EMPLOYERS 2022

There’s a full fleet of opportunities at BC Ferries tools and support they need to be able to execute their jobs in the best way they can for the benefit of our customers.”

That commitment to excellence was tested at the onset of the COVID-19 crisis. As an essential service, BC Ferries had to find ways to keep ships sailing and people moving in the wake of the pandemic. Rigorous cleaning and sanitation plans for vessels and terminals were implemented.

Plexiglas partitions were installed to reduce the risk to employees and customers. Masks and vaccinations for employees are mandatory.

 BC Ferries' deck officers aboard the Malaspina Sky.

W

hen she started working as a teenage ticket agent at BC Ferry Services, Brittney Sylvester had no intentions of signing up for the long-haul. Now, 10 years later, she’s risen to the position of Tsawwassen terminal manager and is a lifetime member of the crew.

“When I start working at BC Ferries it was just a summer job to pay for college,” says Sylvester.

“People at work say that’s a familiar story and those kind of people usually end up being lifers.

Now that’s me.”

One of the largest ferry operators in the world, BC Ferries moves over 60,000 customers and 23,000 vehicles throughout coastal British Columbia every day. Headquartered in Victoria, its fleet of 35 vessels operates out of 47 terminals to serve 25 routes.

Its over 5,000 employees work on shore and onboard as deckhands, engineers, terminal attendants, cooks and a multitude of other roles.

As Sylvester discovered, there’s plenty of room to grow and advance careers while receiving the financial, educational and

mentoring support needed to succeed. Sylvester has had six different positions at BC Ferries and earned her diploma and received professional training along the way. She describes the leadership courses she took in preparation for her terminal manager job as life changing.

“There are lots of great opportunities at BC Ferries, from terminal operations to catering and shoreside administration and so many other roles,” says Captain Jamie Marshall, vice president shipbuilding and innovation.

“We invest a lot in our employees to provide them with all the

I’ve been going to work here since I was 17 years old and I’ve had a smile on my face almost every day of my career.

— Brittney Sylvester Tsawwassen Terminal Manager

Throughout the pandemic, BC Ferries has maintained a corporate culture of cooperation, safety and trust to provide the highest level of service possible to the 22 million passengers who use the system every year, says Marshall.

“We’re a customer-focused organization – it’s in the DNA of our employees,” he says.

“There are so many stories about how, for instance, our

25

BC’S TOP EMPLOYERS 2022

3,397

full-time staff in Canada

50

years, longest-serving employee

50%

of executive team are women

8

 BC Ferries moves over 60,000 customers and 23,000 vehicles throughout coastal British Columbia every day.

employees will offer customers a ride home when they arrive after the last sailing and there’s no one to pick them up. Those sorts of things happen quite regularly because it’s in our culture that our employees go above and beyond for our customers.”

Constant communication

also keeps things at BC Ferries sailing smoothly. Managers like Sylvester check in with their teams daily and have one-on-one conversations, offering support if needed. The pandemic has also led the corporation to increase its emphasis on mental health awareness and services.

Despite the squalls the pandemic has thrown at them, BC Ferries employees continue to enjoy a work atmosphere that has an upbeat, family-feel where close relationships are forged at all levels.

“BC Ferries is a very positive place to work – I can honestly say

weeks, maximum vacation allowance

I’ve been going to work here since I was 17 years old and I’ve had a smile on my face almost every day of my career,” says Sylvester.

“The people you work with can really make or break your job. I’ve met some really amazing people who are like family, so I’ve always really enjoyed it here.” 

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.

26

BC’S TOP EMPLOYERS 2022

A sense of mission helps you feel at home at BC Housing approach, whether that be in our service delivery or in supporting our employees.”

To keep its employees connected and continuously learning during COVID-19, BC Housing shifted most of its educational and engagement programs online.

Our employees really care deeply about the work they do and about each other.

— Stacey Lee Vice President, Human Resources

 BC Housing team members taking part in the Vancouver Pride Parade.

W

hen the pandemic hit and Corrina Hayden started working from home, she found her normal schedule conflicting with her family life. So her other family at the BC Housing Management Commission stepped up and helped find a way for her to give quality time to her child while still getting her job done.

“When my son got home from school at 3 p.m., he really needed my time. I was able to shift my start to 5 a.m. so when he got home, I was done work,” says

Hayden.

“I’m really grateful for the flexibility BC Housing gave me – it was worth its weight in gold and it’s been a lifesaver.”

BC Housing serves the homeless, those at risk of homelessness and victims of domestic violence and many others across the province by providing a range of housing. It manages and administers multiple subsidized housing options, licenses residential builders and helps over 117,800 households in more than 200 communities.

As director, operational services, Hayden works closely with

building managers, health workers and tenant support staff as well as program planners to coordinate the wide range of services BC Housing provides. There may be a lot of different employees with vastly varying jobs, but they’re all united by a common sense of purpose.

“No matter their role, all our employees have an amazing amount of connection and pride in the meaningful work that BC Housing does,” says Stacey Lee, vice president, human resources.

“We’re very passionate and committed to what we do and to being people-centric in our

Hayden appreciates the IT training she received on how to stage and facilitate virtual workshops, an essential skill for managers during the pandemic.

BC Housing has also enhanced its online social and mental health programming to help employees connect with each other and cope with the pressures of the pandemic. Regular online meet-ups feature speakers discussing how to stay mentally fit and deal with stress, augmented by partnerships with external organizations that provide further wellness programming.

That comprehensive, people-first approach gives BC Housing’s employees the resources they need to connect with the communities they serve.

Whether it’s through the People, Plants and Homes program that encourages tenants to develop

27

BC’S TOP EMPLOYERS 2022

950

full-time staff in Canada

60%

of executive team are women

17

weeks, maternity leave top-up pay

120

charities helped last year

 BC Housing team members are committed to sustainability.

their green thumbs, or the sustainability programs that help them create more energy-efficient homes, employees are dedicated to making a direct difference in the lives of the people they serve.

“Our employees really care deeply about the work they do and about each other. That’s

what makes BC Housing such an attractive place to work because there is that extra level of kindness and caring and an incredible level of commitment,” says Lee. A transparent and collegiate corporate culture makes it easy for employees like Hayden to approach anyone at any level in

the organization to brainstorm solutions and deliver services to the clientele. A sense of camaraderie forges close relationships among employees and makes Hayden’s job easier.

“The minute I started at BC Housing, I felt at home. All my supervisors have all been

incredibly supportive,” says Hayden.

“To work in this industry, you have to be a special type of person with a sense of mission – it’s not just a job. We know exactly why we’re here and that’s to help British Columbians to have warm, safe, affordable housing.” 

We’re proud of our professional,

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

bchousing.org

28

BC’S TOP EMPLOYERS 2022

BC Pension Corporation leads with a caring culture representative, Crone took a temporary position as a client service manager before settling into his current role of benefit specialist. “It’s been fruitful not just in terms of advancement but for opportunities to learn and develop new skills,” he says.

We’re trying to think not only about who you are as an employee but who you are as a citizen in B.C.

— Erika Taylor Vice-President of People and Culture

 BC Pension Corporation's employees out for a break on campus.

T

o many people, the purpose of joining BC Pension Corporation in Victoria is to serve the citizens of the province – the very definition of public service.

In fact, the organization, one of the largest professional pension service providers in the country, pays out over $5 billion a year to more than 212,000 retirees.

Opportunities for professional and personal development start from day one at BC Pension Corporation. Indeed, one objective of Pension Corporation’s recently launched nine-year

strategic plan is focused on people and culture and how the organization supports employees’ achievement.

“We’re setting them up for success,” says Erika Taylor, vice-president of people and culture. All pension administrators start with six weeks of job-specific training “before they even hit the floor,” and all employees have access to scholarships and training to drive their development and encourage them to thrive.

Leaders are engaged in Lead Now, a development program for leaders at all levels of the organization to ensure they are

equipped with the skills to best support their teams.

“We want people to come here and be supported to develop and grow in their careers,” Taylor adds. “But we also want to make sure they’re actually progressing and they’ve got opportunities for growth and the ability to move into new roles.”

Blake Crone has been with Pension Corporation for just over two years. He was drawn to help people financially with retirement and has kept engaged by experiencing different parts of the business.

Starting as a client service

“The leadership group is always encouraging you to look around within the corporation,” he adds.

“And when things do come up that they think you're a good fit for, they'll proactively get in touch with you. It's really great having leadership that looks out for your best interests.”

The company also focuses on what Taylor calls micro-learning, with speakers who talk to employees about topics such as resiliency, building a hybrid mindset, and equality, diversity and inclusion.

“We’re trying to think not only about who you are as an employee but who you are as a citizen in B.C.,” she says. “And how we can support your learning with an overall holistic view.”

BC Pension Corporation has shifted to a hybrid work model

29

BC’S TOP EMPLOYERS 2022

631

full-time staff in Canada

64%

of managers are women

1,000

charities helped last year

7

 BC Pension Corporation's hybrid work model enables employees to work both at home and on campus.

where employees are supported to balance their lives and work part time from home and part time in the office. The organization strongly believes that supporting a culture of flexibility, performance and strong organizational community results in improved engagement, productivity, and

overall employee and member experience.

Despite the COVID-19 reality of remote work, Taylor says there is still a strong connection among employees. “We do events with our staff so we can keep them informed of our progress; we really help engage them in our purpose

and why Pension Corporation exists,” she adds. “There’s a strong focus on communication across the organization to make sure staff are connected and involved in everything that’s going on.”

And leadership regularly reaches out to staff for feedback about how they are doing, what

weeks, maximum vacation allowance

they need and how they can help. “If you lead with caring, so many things come back in return because people know you have their best interests at heart,” says Taylor. “Our employees are such a key part in enabling us to deliver services. Without them, we really can’t do anything.” 

30

BC’S TOP EMPLOYERS 2022

Best Buy is out to exceed employee expectations life-long learning has been central to Aghvami’s and other employees’ career success. In-house training programs and educational resources are supplemented by 100 per cent tuition subsidies for job-related courses. Aghvami is being sponsored by the company to take part in the Sauder School of Business Mini-MBA program.

We have never let go of our value of having fun while being the best.

— Chris Taylor Chief Human Resources Officer

 Sara Aghvami, director, Best Buy Health.

W

hen Sara Aghvami first started working at an entry-level job at Best Buy Canada in 2000, she never dreamed she’d stay so long, travel so far or achieve so much.

But it just seemed that every time she turned around, there was someone there to mentor her, an exciting new challenge to be met and great people to work with.

Now as director, Best Buy Health, Aghvami can’t imagine working anywhere else.

“I’ve stayed here because while they offer you encouragement and support, they let you write your own career prescription,” says Aghvami.

“They put their employees in a position where they can operate at their best because they care about people. I feel they care about me every day I show up for work.”

Best Buy Canada is the country’s largest consumer electronics dealer, operating the Best Buy, Geek Squad, Best Buy Mobile, Best Buy Health and Best Buy Business brands. With over 160

stores coast to coast, it’s Canada’s most visited multichannel retailer, with over 250 million visits instore and on BestBuy.ca annually.

Aghvami and her team are responsible for finding ways to use technology to empower older adults to live independent lives. Working with Best Buy departments as well as health-care professionals, policy makers and community leaders, they develop high-tech solutions to help the “silver tsunami” of seniors to age in place.

Best Buy’s commitment to

“Whether it’s supporting their education or wellness, we want to exceed the employees’ expectations,” says Chris Taylor, chief human resources officer.

“Whatever you need, we’ll take care of you. You need to travel or take some time off, or you need a service but you’ve used all your coverage, I’ve told my entire team we’ll find a way to solve the problem. We don’t let our policies get in the way of treating employees right.”

Born in Iran, Aghvami appreciates Best Buy’s commitment to inclusiveness and diversity as core company values.

“Inclusive is the key word I would use in describing our environment. Everyone appreciates each other, even though we may think differently and take different approaches,” says Aghvami.

31

BC’S TOP EMPLOYERS 2022

5,223

full-time staff in Canada

100%

tuition subsidies for jobrelated courses

15

weeks, maternity leave top-up pay

500+

charities helped last year

 Inclusion and diversity are core values at Best Buy Canada.

“As someone born outside of Canada, I know how important it is to embrace different cultural backgrounds in a workplace and Best Buy does that – every fibre of me believes in that.”

Employees like Aghvami are also encouraged to connect with the community. Best Buy gives

them opportunities to work on farms to collect fresh produce for food banks, partner with schools and youth groups to provide tech training, or counsel students looking for a career in the industry.

It’s a time of big changes at Best Buy with the headquarters moving from Burnaby to central

Proud to be one of BC’s Top Employers.

Vancouver in early 2022, and the company shifting to keeping most of its head office employees working remotely in future. But that’s all positive for Taylor.

“We’ve seen lots of things evolve and transform, especially with COVID-19, but while it’s been a tough ride for nearly two

years, we have never let go of our value of having fun while being the best,” says Taylor.

“We’re constantly recognizing what’s wonderful,” he says. “We want the leaders and teams to have fun, let loose and celebrate shamelessly because they do great work every single day.” 

32

BC’S TOP EMPLOYERS 2022

Binary Stream Software focuses on employee learning Chahal says he wants to create a structure where employees can move into new areas if they are interested. “What we do is very specialized. So it is difficult to hire someone with all of the necessary skills,” says Chahal. “We have found that the best growth happens with the people we have, to educate them and give them an opportunity to learn and grow.”

It makes me want to go above and beyond for this company even more because they care about my career goals.

— Ashlee Zhang Quality Assurance Analyst

 Binary Stream Software employees having fun playing a board game during lunch.

T

he highly technical requirements of building software create a steep learning curve for new employees at Binary Stream Software Inc. Ashlee Zhang mentioned to her team that she wanted to create a way to simplify the process.

The next day, Binary Stream CEO Lak Chahal came to see Zhang. They sat down together and worked to resolve the issue

and make things easier for new employees. Zhang, who is a quality assurance analyst, also suggested creating a new role dedicated to this area and said she was interested in taking it on.

Chahal agreed and worked with Zhang’s direct manager to create a detailed plan for her to progress toward that goal. Eighteen months later, Zhang has worked on many projects and completed training courses, paid for by Binary Stream. She expects to

take on her new position soon at the company, which produces enterprise resource planning (ERP) software.

“They’ve been doing everything they can to help me transition to that role,” Zhang says.

“I am thrilled with the opportunity. It has really made me feel important and like my voice is being heard. It makes me want to go above and beyond for this company even more because they care about my career goals.”

To support this strategy, Binary Stream created learning plans.

Each employee develops such a plan with their manager, which they review at least every six months. They map out the skills and training they need to reach their goals.

This supportive environment extends to everyday tasks too.

“The first day I joined the company, I realized we really thrive upon open communication,” Zhang says. “We always work as a team and have daily stand-up meetings to connect with our team members.”

Binary Stream also holds week-

33

BC’S TOP EMPLOYERS 2022

86

full-time staff in Canada

100%

employer-paid health plan, with family coverage

6

weeks, maximum vacation allowance

40

years, average age of all employees

 Binary Stream Software team exploring Stanley Park seawall by e-bike.

ly check-ins, called pulse checks, team games and company-wide get-togethers, such as hiking or attending sporting events or going to movies. Since the pandemic began, Binary Stream has held the weekly pulse checks to give employees a chance to ask questions and stay connected.

While this supportive, collaborative approach helps employees, it is also helping the company succeed, says Chahal, who started Burnaby-based Binary Stream in 1999 using his son’s bedroom as his office. It is now one of the most innovative ERP solution providers in Canada and is build-

20+ years of innovation in business software

Join our global growth journey and propel your career forward View our open opportunities: careers.binarystream.com

ing a worldwide presence. Over the past year, Microsoft acquired the exclusive licensing rights for one of Binary Stream’s solutions and recognized Binary Stream as a finalist for its Partner of the Year award.

“You need to be agile and you need to be resilient, especially in

the technology sector,” Chahal says. “You need to have the right people to scale and grow. We have had an amazing amount of success, which we’re all proud of as a company and I’m extremely proud of the team. If you have the right people, it makes the journey much, much easier.” 

34

BC’S TOP EMPLOYERS 2022

BCAA drives forward to change the way it works Betty is a leader in how we do that.”

In March 2021, BCAA launched the Change Hub, which works to ensure employees are involved in designing and implementing major changes.

“I am excited and proud to be part of the Change Hub,” Han says.

They make me feel valued and appreciated, that I am doing important work for the organization.

— Betty Han Change Lead, People & Development  BCAA offers career opportunities on the road, in office, and at home.

O

ne of the things Betty Han loves about working at BCAA is the opportunity for growth and development.

“They really value employees,” says Han, change lead, people & development. “There are lots of opportunities for growth, and leaders will support you if you work hard.”

Han should know. She started in the BCAA call centre about eight years ago before deciding she wanted management

experience. Her supervisor at the time offered opportunities for her to learn.

“I told them my background was in marketing, so I did job shadowing,” Han says.

A couple of months later, she landed a marketing position.

“They make me feel valued and appreciated, that I am doing important work for the organization,” Han says.

The 115-year-old organization is currently transforming its business, with investments into technology and systems,

exploring new services such as electric cars and e-bikes, and fundamentally changing the way it runs, including more roles that offer hybrid or remote working.

While customer experience will always be important, employees are equally important, says Eric Hopkins, president and CEO. “Business transformation involves changing the way we do work,” Hopkins says. “It’s a mindset shift that leads to better experiences for our customers, while also empowering and enabling team members. And

As part of her job, Han ensures employees know what is going on within the organization and have a voice at the table.

She uses the example of the rollout of a new customer relationship management system.

In the past, employees would be informed of the new system and asked to adapt to it.

This time, employees attended workshops and participated in test groups so they could try the technology and offer their feedback and suggestions before it was implemented. Those suggestions were accepted quickly, with the result that employees feel heard,

35

BC’S TOP EMPLOYERS 2022

1,221

full-time staff in Canada

18.5%

internal promotion rate

56%

of leaders are women

3,000

employee volunteer hours last year

 BCAA offers a variety of training options and diverse career paths.

Han says.

Employees are BCAA’s biggest asset, says Hopkins. “We focus on the consumer experience, but we put the employee at the centre of everything.”

It is investing in, and inspiring, team members, he adds. “BCAA is an organization that genuinely

and authentically cares about our employees.”

In addition to training and support, BCAA offers a robust benefits plan including a pension, a thorough onboarding experience and a wide-ranging employee assistance program. “We look after our people and support them

at different stages of their life,” Han says.

That also includes ensuring BCAA is in tune with the community it serves.

“Inclusion and diversity are fundamental for our success,”says Hopkins. “BCAA reflects and serves all the people and commu-

nities of B.C. We believe it’s important that our team reflects the diversity of our province.”

For Han, BCAA offers a sense of purpose and a connection to her community. “Every day I am proud to be at BCAA,” she says.

“I wake up every day excited to go to work. I am passionate.” 

36

BC’S TOP EMPLOYERS 2022

BCIT faces the pandemic with innovation and creativity the past 12 months, BCIT has vastly increased the number of COVID-safe work-study and residence spaces.

That’s a testament to BCIT’s values and to staff from across the school who stepped up to rethink the way education can be delivered, says Ana Lopez, vice president of human resources & people development.

The concepts of teamwork and collaboration are really important to our culture.

— Ana Lopez Vice President of Human Resources & People Development

 BCIT instructor guides students to build and restore a real-life wetland.

H

ands-on learning is integral to the British Columbia Institute of Technology.

Unlike many other postsecondary institutions, instruction at BCIT is often concentrated in labs and workshops, giving students applied skills training in everything from health sciences and trades to business and computing.

So when the pandemic hit, staff were faced with a critical – and gargantuan – undertaking: adapt

a large number of facilities to keep students on campus and support as much of the applied learning as possible.

Carmen Cottini’s team had its own particular challenges. The assistant director of housing in Student Services had to accommodate students in residence who could not easily leave the campus.

“As you can imagine, running a housing operation during a pandemic is difficult,” Cottini says.

To keep students feeling safe and connected in their dorms,

Cottini’s team had to make a lot of changes. In addition to instituting COVID-19 protocols, they set up a new software system and added mental-health supports.

Luckily, Cottini was able to tap the vast skills of the resilient staff across the tight-knit organization.

“As students faced more complex challenges, we’ve managed to have more complex care for those students,” she says.

The response of BCIT employees meant that the polytechnic never had to fully stop in-person learning. And in

“The concepts of teamwork and collaboration are really important to our culture,” Lopez says.

“The resilience, creativity and innovation that we saw from our instructors, and from those that supported them in every way, was really quite remarkable.”

In turn, BCIT took care of its faculty and staff during the pandemic by pushing on with popular employee supports and wellness initiatives. Another key was keeping lines of communication among staff flowing, especially for those people who worked remotely, Lopez says.

“The message during these challenging times is you have to continue communicating in

37

BC’S TOP EMPLOYERS 2022

2,014

full-time staff in Canada

62%

of managers are women

52

weeks maternity leave top-up pay

100

 BCIT Specialty Nursing Nephrology students work with experienced faculty in their field.

many different ways with the community,” she says.

BCIT also maintained its leadership and employee development programs through the pandemic, Lopez says. As part of the polytechnic’s DNA, BCIT provides staff with a wide variety of in-house and online training

options.

Cottini says the opportunities for staff to continue higher learning while keeping their jobs is one of the greatest perks. In addition to the training sessions run by Human Resources, employees can take courses at BCIT or another institution.

“There’s lots of opportunity because BCIT has so many different programs,” Cottini says.

“And because of our part-time studies offerings, you can pick courses one by one, which is a huge benefit.”

But what has really kept Cottini so impressed with BCIT

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

staff volunteer hours last year

is the work culture, which she says attracts and keeps a remarkable group of dedicated people involved throughout the organization.

“Relationship building is huge here,” Cottini says. “The fact that we do have so many long-standing employees really speaks to that.” 

38

BC’S TOP EMPLOYERS 2022

The LDB continues to grow and nurture its people can work well and efficiently, and still have time for the rest of your life.”

Fisher’s Indian heritage has informed her perspective on diversity throughout her career in planning and logistics, and she notes that the LDB also goes to great lengths to support an inclusive workplace that emphasizes diversity and inclusion.

 LDB employees exemplify their vision of ‘Service. Relationship. Results’ at their workplace.

I

t was the scale of the BC Liquor Distribution Branch (LDB) operations that encouraged Zoe Patko, director of marketing, e-commerce and customer care, to join the organization in early 2021.

“With an operations network that spans the province, I’m incredibly proud to work for an impactful organization that benefits people, communities and a large industry network,” says Patko.

Established in 1921, the LDB is one of two branches of government responsible for the wholesale distribution and public retail sale of beverage alcohol and non-medical cannabis. Its network of almost 200 BC Liquor

Stores, over 30 BC Cannabis Stores, including an e-commerce channel, and wholesale and distribution channels contribute more than $1 billion annually to the province, providing financial support for vital public services.

Upon onboarding to the organization, Patko learned that the LDB works as hard to support its people as it does the communities it serves.

Within her first six months at the organization, Patko participated in the LDB’s employee development program, My Peak Performance Plan, one of the many training and development programs that the LDB provides.

“The program begins with a strengths-finder assessment and then focuses on how employees

can develop these strengths and apply them to career goals.” Patko says of the My Peak Performance Plan.

Other development programs across the LDB support employees by building knowledge about the product they sell and distribute, as well as by growing their technical, leadership and interpersonal skills. The LDB also supports continued education by providing tuition subsidies for qualified employees.

Sairose Fisher, the LDB’s executive director of wholesale operations, also values the support the LDB provides to its people, specifically noting the work-life balance it provides.

“This is what working life should be like,” says Fisher. “You

With an operations network that spans the province, I’m incredibly proud to work for an impactful organization that benefits people, communities and a large industry network.

— Zoe Patko Director of Marketing, E-commerce and Customer care

“The LDB has done a great job of bringing diversity to the forefront,” says Fisher. “They’ve given us an opportunity to learn and have made us better citizens.”

The LDB hosts training programs that build cultural competence and agility, including

39

BC’S TOP EMPLOYERS 2022

5,000 staff in Canada

1,891

jobs available last year

50%

of employees are women

50%

 Tarah Jordan is an integral team member at the LDB Kamloops Distribution Centre.

a course titled Respect Matters, designed to further build a respectful workplace, and a course titled Building Bridges: Through Understanding the Village, an experiential workshop focused on increasing cultural competency as it relates to Indigenous peoples.

In addition to training programs,

the LDB promotes a wide number of diversity and inclusion events across the entire organization, including The Moose Hide Campaign, Pink Shirt Day, Lunar New Year, Pride, Orange Shirt Day and National Indigenous Peoples Day, to name a few.

To recognize these important

Join Our Team https://www.bcldb.com/careers

events, employees are encouraged to participate in several engagement and knowledge-building activities, and signage and marketing materials are displayed throughout the LDB’s BC Liquor and BC Cannabis Stores to publicly demonstrate the organization’s support.

of executive team are women

Half of LDB employees are women, including those within the LDB’s executive. “I’m proud to be part of an executive team comprised of a number of female peers, and to lead a diverse team,” says Fisher. “I’m proud to work at the LDB.” 

40

BC’S TOP EMPLOYERS 2022

Serving B.C. keeps staff energized at the BCUC do. We’re here on behalf of British Columbians.”

The BCUC employs a diverse group of professionals, including accountants, administrators, engineers, economists, actuaries, lawyers and those with a public policy background. Bienert says the BCUC generally hires senior level people with both professional and life experience.

We make a big impact to the economic well-being of British Columbia.

That drives us.

— Viki Vourlis Fisher Executive Director, Corporate Services

 Since the beginning of the pandemic, the BCUC has hired more than 30 new employees.

W

hile TGIF has entered the lexicon to signal the end of the work week, Kristine Bienert is more of a TGIM kind of person – thank goodness it’s Monday and the start of another week at the Vancouver-based British Columbia Utilities Commission (BCUC).

“I don’t get the Sunday evening jitters about having to go to work in the morning,” says Bienert, executive director, energy supply,

compliance and mandatory reliability standards. “No two days are the same which makes you excited, energetic and positive about going to work each day.”

The BCUC has a broad mandate to regulate public energy utilities, the Insurance Corporation of B.C., common carrier pipelines, the customer choice program and the Mandatory Reliability Standards program. The BCUC is also the administrator for the Fuel Price Transparency Act. “We make a big impact to the economic

well-being of British Columbia,” says Viki Vourlis Fisher, executive director, corporate services. “That drives us.”

It also helps attract top-tier talent. Charlene de Boer was grateful to join the BCUC in mid-2020 when she relocated to Vancouver after a successful career in Ontario’s and Massachusetts’ public utilities sectors.

“I was looking to continue to contribute on behalf of utility customers and continue to be in public service,” says de Boer, manager, energy. “I love what we

But even though many arrive with solid track records in both spheres, BCUC provides what Vourlis Fisher calls a “continuous learning environment.” The BCUC supports employees pursuing executive training, project management designations and other advanced educational opportunities.

For the most part though, learning takes other less structured but no loss relevant forms. The BCUC encourages employees to attend conferences devoted to new and leading-edge practices in regulation and the utilities sectors.

“Our team is exposed to cutting-edge knowledge from the best people in the world who come together to explain what’s

41

BC’S TOP EMPLOYERS 2022

80

full-time staff in Canada

39

years, average age of all employees

60%

of managers are women

4

weeks, vacation allowance

 Employees at the BCUC enjoy collaborative work.

new,” says Bienert.

The BCUC also brings in leading academic researchers who deliver talks and share the results of their work. “There’s technical knowledge we need that’s always changing,” says Vourlis Fisher.

“It’s challenging, but that’s what makes it exciting.”

Sheena Zyp, director, people, culture and procurement, says that since the start of the pandemic, the BCUC has hired over 30 new employees including Melissa Mah, a receptionist and administrative assistant, who joined the organization remotely.

However, that was no

impediment – just the opposite in fact. “I’ve felt very supported,” says Mah, “Anytime I have a question for someone in the organization, they will stop what they’re doing to assist me.”

Although the office was open through most of the pandemic, in September the BCUC formally

welcomed staff back to its offices and began rolling out its new hybrid working model. Within the hybrid framework, employees may continue to work remotely or in the BCUC’s office, or a combination of both, based on arrangements worked out with their managers. 

Want meaningful work that impacts all British Columbians?

Consider joining our dynamic, fun and collaborative team! bcuc.com

42

BC’S TOP EMPLOYERS 2022

At CRD, supporting the community is what motivates staff most leadership training and initiatives to help them feel connected and recognized. During the pandemic, almost all of the organization’s offices and exterior sites stayed open, but safety measures like physical barriers, masks and educational programs were implemented, as well as flexibility in accommodating employees facing unforeseen circumstances.

CRD employees really appreciate the impact they have on the quality of life in the region, and take pride in the services we deliver.  Capital Region District staff at Spencer Close, one of their many properties offering affordable housing.

W

hen Deanna Fowler is asked why she’s worked at the Capital Regional District (CRD) for more than 30 years, her answer is simple: “I really believe in what we do here. We help people.”

Fowler is the tenant services coordinator for the Regional Housing division of the CRD, the regional government for 13 municipalities and three electoral areas on southern Vancouver

Island and the Gulf Islands. Based in Victoria, it provides a range of services from parks and recreation to water supply, wastewater treatment and affordable housing.

“The stories I hear from people who get housing – how much they appreciate it, how it’s changed their lives – that’s why I stay,” she says. “And I’ve been lucky to work with people who are committed to what they do and are as passionate about housing as I am.”

Bob Lapham, the CRD’s

chief administrative officer, says Fowler is not alone in feeling that way. “Our tagline is ‘Making a Difference Together,’ and I think CRD employees really appreciate the impact they have on the quality of life in the region, and take pride in the services we deliver,” he says. “They can see the contribution we make in terms of enabling growth and development, environmental protection and effective service delivery.”

CRD employees are supported in their roles with extensive

— Bob Lapham Chief Administrative Officer

The organization also has a corporate climate action strategy that encourages employees to consider active transportation and switch to bicycling. “We have many staff members who ride their bikes to work year-round, and we provide facilities to make it easy for them, like bike storage, showers and secure parking areas,” Lapham says.

The CRD’s employee benefits package provides a maternity leave top-up and extended resources through the organization’s employee assistance program,

43

BC’S TOP EMPLOYERS 2022

715

full-time staff in Canada

49%

of employees are women

17

weeks, maternity leave top-up pay

6.5

 The Capital Regional District established an emergency operating centre during the pandemic to ensure efforts were coordinated and services were not disrupted.

including counselling services. “If a staff member is struggling – and it doesn’t have to be work-related, it could be personal – you can have five sessions with a counsellor,” says Fowler. “There’s a phone number you can access through our internal employee resource site. You call and they’ll

get back to you. It’s a really good benefit, and totally private.”

Fowler also appreciates the CRD’s long-standing support of charities like the United Way and Santas Anonymous, which collects holiday gifts for disadvantaged kids. “The CRD staff is very involved in raising money for

our communities,” she says. “We have staff events and bake sales for the United Way, and contests with prizes, like a day off with pay.”

The CRD recently passed the remarkable milestone of contributing $1 million to the United Way. “We run the campaign

weeks, maximum vacation allowance

around Halloween, with costume contests and an online auction,” says Lapham. “And we make sure to inform employees of the benefits of contributing and how that money is invested in the community to improve the lives of others, in perfect alignment with our values as an organization.” 

Join our team! www.crd.bc.ca/careers

44

BC’S TOP EMPLOYERS 2022

Employees can count on well-being at CPABC and inclusion (EDI). While that has translated into various initiatives to bring awareness to EDI issues, it’s also meant looking at all the organization’s policies and procedures to make sure they align with that commitment.

Collectively learning together helps to build that sense of inclusiveness and belonging.

— Lori Mathison President and CEO

 Members of the external affairs and communications team at CPABC (L-R): Aaron Aerts, Kim Taniguchi, Vivian Tse, and Vince Kanasoot.

C

reating a safe and inclusive workplace to foster a sense of belonging has long been the focus at Chartered Professional Accountants of British Columbia (CPABC), and that never wavered — even during the pandemic when everyone was working from home.

“In the COVID-19 world, we have really prioritized engaging with staff, both socially as well as from an organization perspective,”

explains president and CEO Lori Mathison. “It stems from the idea that CPABC is our people.”

As the pandemic began to ease, CPABC introduced a hybrid working model that was due to start in early 2022. “It’s really about us embracing the idea that we are all working and it’s just a question of where,” Mathison says. “There’s an important place for office attendance, but it needs to be purposeful, to help employees enhance how they do their jobs.”

For communications manager Vivian Tse, the move to hybrid work sends an important message to staff – that their well-being is prioritized. “For the short term, we know that everyone’s comfort level around coming into the office is different,” she says. “And longer-term hybrid work recognizes that the team has valued the flexibility and work-life balance it offers, which is a good step for the culture and for the organization.”

Closely related is the company’s commitment to equity, diversity

A number of lunch and learn sessions have focused on topics such as B.C. Black history, Asian heritage month, gender and sexual diversity, the importance of land acknowledgements and the impact of residential schools.

“Collectively learning together helps to build that sense of inclusiveness and belonging,” says Mathison.

Those lessons have been meaningful to Tse. “They help us learn about and honour the diversity of our workplace and the community,” she says. “How do we ensure we’re being as inclusive as we should be? I’m looking forward to what that means in the long run.”

Throughout the pandemic, communication became even more important than ever. The company’s social committee quickly pivoted staff events to online, doing everything from

45

BC’S TOP EMPLOYERS 2022

140

full-time staff in Canada

15

lunch & learn sessions in 2021

75%

of executive team identify as female

17

weeks, maternity/parental leave top-up pay

 CPABC staff showing their support for Vancouver Pride 2021.

demonstrating quick recipes to learning how to meditate. Regular newsletters with tips on how to navigate the challenging times and burn-out check-ins from managers have also helped employees feel supported, Tse says.

“We recognize that the pandemic has taken a toll on

every single one of us, and every one of our staff members could be experiencing mental wellness challenges,” adds Mathison. “It’s something people talk openly about. We want people to talk about the challenges that we’re all facing and how we’re all in it together.”

CPABC also places real importance on the growth of each of its employees. An optional Individual Development Plan serves as a road map for each person’s longer-term career goals.

Tse identified her desire to take the Minerva BC program for up-and-coming women leaders.

Both bosses told her to go for it.

“Something my boss has said all the time is, ‘We want to help you grow for as long as you’re in the organization so that if and when you do leave, you’re leaving as an ambassador of CPABC,” Tse says.

“And that really resonated with me.” 

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

Work with us bccpa.ca/jobs

46

BC’S TOP EMPLOYERS 2022

Making a difference in people’s lives at CLBC including by quickly equipping many to work from home and by providing online sessions on how to manage stress and remain resilient. CLBC promoted team social times and a competition between provincial offices to stay active.

My work is very rewarding because it’s like opening up a gift every day.

— Manon Gelinas Facilitator

 Bryan Oulton, facilitator, connects with Cheryl Fryfield, head office afternoon receptionist at CLBC.

M

anon Gelinas loves working at Community Living BC (CLBC) because she feels empowered as an employee to enrich the lives of the people she serves in a supportive, collaborative culture of caring.

“I really like connecting with people, helping them create a good life and sharing with them the tools they need to make a difference in their journey,” says Gelinas, a facilitator.

“It’s really nice to be in a

culture where you can come to work and know that no matter what your day is like, there’s support for you at all levels.”

Community Living BC is a provincial government Crown corporation that works with individuals, families, service providers and other partners to support approximately 25,000 adults in B.C. with developmental disabilities, including people with autism and fetal alcohol syndrome who need support for daily living.

CLBC contracts and monitors services to help them get jobs, find

homes and achieve their goals.

Gelinas helps families and individuals plan different life transitions, such as going from high school to work or living without parents. Each case is unique and Gelinas connects people with the resources they need to enhance their lives. It’s rewarding, but also very demanding work, especially in the face of the COVID-19 crisis.

CLBC enhanced its wellness support for employees to help them cope with the added challenges posed by the pandemic,

“We emphasize the importance of personal wellness because we need our employees to be strong now and into the future – this kind of work requires a healthy mindset as well as a healthy body,” says CEO Ross Chilton.

“We have to be at our best because not only are our employees facing these issues, but they’re also dealing with individuals, families and providers that are very stressed as well and we have to help them get through a very challenging time.”

While CLBC has had to shift much of its internal staff work to online, there has been an investment in supporting employees through new remote working tools such as Microsoft Teams and the launch of a new intranet and leadership development program. Continuous learning and promoting from within are deeply engrained in CLBC culture.

Inclusion and diversity are

47

BC’S TOP EMPLOYERS 2022

579

full-time staff in Canada

47%

of managers are women

50

weeks, maternity & parental top-up pay

7

weeks, maximum vacation allowance

 Members of CLBC’s finance team connect at a staff event.

two other key pillars supporting CLBC culture. Special emphasis is placed on cultural sensitivity, respect and understanding of people’s individual circumstances.

Every employee’s contribution is valued, from front-line staff to the people working behind the scenes in accounting and other provincial

support functions.

“If you leave CLBC, whether you were with us five years or 20 years, you’ll be able to speak about how that was a good time in your life, of how proud you are of what you did and that it changed you in good ways and made you a better person,” says Chilton.

Community Living BC staff across the province help create lives filled with possibilities for adults with developmental disabilities.

Apply to join our team: CommunityLivingBC.ca/Careers

It’s a dynamic, collegial atmosphere where each day is different and always engaging for employees like Gelinas.

“My work is very rewarding because it’s like opening up a gift every day. You never know who you’re going to meet or what kind of surprises or challenges will

present themselves and invite you to grow,” says Gelinas.

“You don’t always have the answer, but together, we unpack it and figure it out. There’s always something new to learn.

I always feel like every day I’ve made a little bit of a difference in someone’s life.” 

48

BC’S TOP EMPLOYERS 2022

Concert is building a people-first company by 2050 and ensuring all new developments are zero carbon by 2026.

“Sixty per cent of greenhouse gas emissions emerge from the built environment. So we know that we have a significant role to play in the future of carbon reduction,” McCauley says.

 Concert staff celebrate completion of new garden and play area for the Oak Street Easter Seals House.

K

athy Snelling says employees at Concert Properties Ltd. are deeply committed to the company’s values – and she should know.

“The reason I have been working here for 30 years is the core value of the company, building environmentally and socially sustainable communities,” says Snelling, senior manager of information systems. “I feel that the company has such a positive impact.”

Concert builds and manages rental apartments, condominiums, office and industrial properties and seniors’ communities, and invests in, develops and manages public infrastructure projects across Canada. Owned by an array of Canadian union and management pension funds,

Concert was designed to create sustainable returns and value for its owners while giving back to the communities in which it works.

President & CEO Brian McCauley says employees want to contribute toward this purpose. “The reason people enjoy working at Concert is that they believe there's a higher purpose for what we're doing,” McCauley says. “Two challenges society will continue to face are housing affordability and climate change. We are focused on those initiatives, where we can make a difference. Our team is very passionate about building better, socially inclusive communities.”

The company is working with all levels of government to find ways to improve housing affordability. Outside of work, many employees are involved in

groups finding creative solutions in this area, including McCauley, who served as an industry representative on the Expert Panel on the Future of Housing Supply and Affordability.

Concert donates staff time, as well as funds and resources, to address poverty, hunger, homelessness and cancer research.

It also collaborates with colleges, institutes and community organizations to help fund trades training programs, with more than $4.2 million raised to date.

In 2021, the company formed the Concert Foundation, a charitable organization created to support initiatives like trades training that are focused on giving back to the community.

In the area of environmental sustainability, Concert has committed to reducing its corporate greenhouse gas emissions to zero

The reason I have been working here for 30 years is the core value of the company, building environmentally and socially sustainable communities.

— Kathy Snelling Senior Manager of Information Systems

Their tagline, 'building a people-first future', speaks to their vision of building more livable, inclusive communities.

This includes access to amenities, accessible suites and opportunities for residents to build social connections through Connecting Our Communities, a companywide program where volunteer coordinators organized by Concert staff plan social activities to bring neighbours together with the goal of reducing loneliness.

49

BC’S TOP EMPLOYERS 2022

550

full-time staff in Canada

2,500

job applications received last year

47%

of employees are women

18

 Concert employees checking out the bee hives which are located at various rental property locations and head office.

For its employees, Snelling says Concert creates a supportive culture through programs including in-house and online training initiatives, as well as tuition subsidies, which helped Snelling move from her original role in accounts payable to information systems and technology.

With the onset of the COVID19 pandemic, the company introduced a weekly wellness calendar and kept in constant communication with employees to keep them connected and motivated. “I think one of the challenges we’ve had coming through COVID-19 is that many

people may not feel that same sense of purpose when they’re not able to be around other people.

We have worked hard to re-instill that,” McCauley says.

When the pandemic hit, McCauley started CEO Chats, where each department meets bi-weekly with him to ask

charities helped last year

questions and share ideas. “That is unusual, a CEO reaching out to each department for everybody to talk to him face to face,” Snelling says.

“It is one of the ways the company makes you feel valued.

When I say I work at Concert, I feel a lot of pride in that.” 

50

BC’S TOP EMPLOYERS 2022

Copperleaf thrives by creating collaborative space you add that’s not monetary,” Lupini says. “It’s about how you feel, how you act and interact every day, and that’s our culture.”

Copperleaf is a fast-growing company that operates in 25 countries across the Americas, Europe and the Middle East, and Asia Pacific. It creates sophisticated enterprise software powered by artificial intelligence that helps companies managing critical infrastructure make investment decisions that deliver the highest business value.

 Copperleaf employees at the company's IPO party

F

or a quintessential example of how Copperleaf Technologies Inc. engages its employees, consider the case of Sarah Ziegler.

After the Queens University engineering graduate started at the Vancouver-based decision analytics software provider, she was bubbling up with opinions and ideas – except at big company gatherings.

“My manager noticed that and they set me up with a mentor,” recalls Ziegler, who started at Copperleaf in 2018. That mentor, director of finance Jody Kidd, and Ziegler came up with an “actionable plan,” which called for Ziegler to follow Kidd’s lead at a subsequent company meeting.

“I saw her raise her hand and ask a question,” says Ziegler, now a company consultant. “And I was able to say to myself, oh, Jody just asked the question, she was not freaking out, I can do it myself.

I’ve really improved my confidence throughout that program.”

Getting your employees to speak up is one thing; listening to them is another. Ziegler found that the latter was also the case at a regular company group meeting called Women in Tech, where she recommended that the mentorship program should be formalized across all parts of Copperleaf. Her idea was so well-received that she was asked to help spearhead a company-wide drive to expand the initiative.

Copperleaf is always looking for

ways to improve the experience of employees, whom the company likes to call Copperleafers, says Linda Lupini, global vice president of employee experience.

“The word ‘employee’ sounds odd to us,” Lupini says. “We’re just kind of all partners working collaboratively within the company.”

Copperleaf strives to create an environment where anybody can put forward or challenge an idea.

The company also ensures all staff get to vote on important matters.

And if a plan impacts an employee significantly, they can veto that decision, regardless of their hierarchy at the company.

“Once you pay people reasonably well at market, what keeps employees engaged is a premium

What keeps employees engaged is a premium you add that’s not monetary. It’s about how you feel, how you act and interact every day, and that’s our culture.

— Linda Lupini Global Vice President of Employee Experience

Copperleaf puts the same commitment into giving its clients a positive experience as it does its employees, Lupini says.

When COVID-19 restrictions hit, the company was able to move most of its people seamlessly to working from home, while

51

BC’S TOP EMPLOYERS 2022

240

full-time staff in Canada

18

weeks, leave top-up for birthing/non-birthing parents

3

weeks, starting vacation allowance, & 1-week holiday break

5%

non-matching RRSP contribution

 Create Joy is one of Copperleaf's cultural tenets

continuing as many activities in person as possible. To further ease the pandemic burden, Copperleafers get a budget to buy things they need to work more comfortably at home, like a standing desk. Staff also get a wellness allowance, while the benefits program was upgraded to

include more funding for mental health benefits.

Copperleaf invests in helping local communities through initiatives it whimsically labels Random Acts of Delight. And, in true Copperleaf fashion, it allows employees to vote on causes to support. One recent beneficiary

has been Aunt Leah’s Place, which provides housing and resources for youth transitioning out of foster care.

Another focus has been the company’s commitment to diversity, equity and inclusion.

DE&I initiatives are close to the heart of staff like Ziegler.

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

“They promote an environment of openness, trust and vulnerability, a place where everyone’s opinions and contributions are valued regardless of their background,” Ziegler says. “The emphasis on DE&I here at Copperleaf creates a collaborative atmosphere which drives our company’s success.” 

52

BC’S TOP EMPLOYERS 2022

At the City of Coquitlam, it’s about people and growth long-service awards, Cordova points to intangibles, like the time a manager visited the aquatics centre and thanked him for his good work. “He said, a lot of what happens on the front lines is because of you guys,” Cordova recalls. “Your team is the face of the city.”

We want employees to feel they have a purpose, and our purpose is serving the community.

— Renzo Del Negro Director Human Resources

 Outdoor fitness programs hosted by the City of Coquitlam.

G

iven its appealing location in the Metro Vancouver region and innovative employee programs, it’s easy to see why the City of Coquitlam is an attractive place to work. But for a fuller explanation of why the City is able to keep its staff year after year, consider Chris Cordova.

Now a recreation facility supervisor, Cordova started as a parttime lifeguard and swim instructor in 2001 to help support himself through university. That led to an opportunity to successfully

apply for full-time jobs including a head lifeguarding position, a co-ordinator role in aquatics, and a stint as a supervisor on the “dry side” supporting camps and arts programs.

When a supervisory position came up at a 50-plus recreation centre, Cordova wasn’t sure he would apply. A manager convinced him he had the basic skillset needed, and would learn the rest on the job with the City’s help.

“Coquitlam has so much nature and beauty around it,” says Cordova, who oversees operations

at Glen Pine Pavilion. “But what I’ve really appreciated here is the opportunity for growth and the ability to be challenged.”

Coquitlam is B.C.’s sixth-largest city and one of the fastest growing in the Lower Mainland. To attract and retain employees, the City offers internal courses and mentorship, Cordova says. Employees also have access to training that allows them to go to conferences or take outside courses to support their work.

There is a lot of employee recognition too. In addition to the annual summer picnic and

Coquitlam thrives because it strives to treat people fairly, says Renzo Del Negro, director human resources.

“We want employees to feel they have a purpose, and our purpose is serving the community,” he says. “People have really gotten behind that.”

To keep employees engaged, the City provides a series of professional development initiatives, from leadership programs to “mentoring pop-ups,” where employees from different business areas meet and interact with senior managers.

It also runs sessions like lunch and learns, where a speaker gives what Del Negro likens to “a mini TED talk.” Another series is called Purposeful Popups, which are staff engagement activities that could be anything from

53

BC’S TOP EMPLOYERS 2022

960

full-time staff in Canada

46

years, longest-serving employee

17

weeks, maternity leave top-up pay

6

weeks, maximum vacation allowance

 City of Coquitlam's parks team showing their support on Pink Shirt Day.

a fitness challenge to a call to decorate the city at Halloween.

“We know that compensation alone is not what keeps employees at an organization,” Del Negro says. “We want to make sure that we match employees’ values.”

When the pandemic hit, the City launched a remote work

policy and put a greater focus on mental wellness. These efforts continue to evolve with new initiatives, such as the Mental Health Champions program.

Scheduled to launch later this year, employees will be trained on how to talk to peers about mental health.

For Cordova, the pandemic response provided an example of how well the City treats staff.

He and some co-workers were worried about their jobs after facilities had to close at the start of the crisis.

The City found other ways to deliver its services. Aside from

moving programs to virtual or outdoor settings, staff set up systems to deliver meals to seniors’ homes or to reach out for chats by phone.

“We found that the City was very supportive,” Cordova says.

“It provided a positive environment where we could all work together.” 

54

BC’S TOP EMPLOYERS 2022

Finning pulls forward on equality of opportunity company where 70 per cent of the staff is unable to work from home.

“I was quite proud of how we handled it,” says Fewer. “We did an analysis of our branch and determined who needed to be on site, like the technicians and safety supervisors, and anybody who could work from home did.

We also had a plan called Reset Restart that established protocols like frequent cleaning of hightouch surfaces, limited capacity in meeting rooms and mask wearing for when people came back. We did a lot, and it kept us safe.”

 Finning is the world's largest dealer of Caterpillar-brand machines and heavy equipment.

W

hen Amanda Fewer started her job as a service manager at Vancouver-based Finning International Inc., she was given an important resource: a female mentor. To Fewer, who runs the service department in the Surrey branch of Finning – the world’s largest dealer of Caterpillar machines and heavy equipment – it was a sign that the company intended to support her role as a woman leader in a mostly male workplace.

“Finning has taken a position

to be a leader in inclusion and diversity, and that’s something I truly appreciate,” she says.

“The company is great in terms of providing opportunities for employees and supporting their growth. And for me it’s been really good to have a mentor who has likely been in many of the situations I experience to bounce ideas off and support me.”

“Increasing gender equality and representation is a big mandate,” says Michelle Dupont, vice-president of human resources at Finning Canada. “We’re focused on creating awareness: What’s the value of having diverse voice and

experiences? What biases do we all have, and how do we become more comfortable challenging them?”

One step the company took was reprogramming its talent management program. “It’s about aligning our process to look more broadly for talent,” Dupont says. “For example, making sure we have a female candidate in the candidate pool, and having diverse interview panels. Our employees have also started employee resource groups that support better representation and outcomes.”

The COVID-19 pandemic presented extra challenges for a

Once you’re working with this organization, the sky’s the limit. They’ll do everything to support you in whatever your career endeavour might be.

— Amanda Fewer Service Manager

Finning also introduced measures to help employees deal with pandemic-related stress.

“We created more awareness and utilization of the Lifeworks app, which provides real-time access to a deep professional network,” says Dupont. “It enhances employee

55

BC’S TOP EMPLOYERS 2022

4,596 full-time staff in Canada

49

years, longest-serving employee

6

weeks, maximum vacation allowance

70+

 Finning recently redesigned its talent management program to look more broadly for talent.

well-being and mental health, and helps people feel more comfortable about asking for help.”

The company is set to launch a redesigned benefits program that offers employees greater flexibility and choice on where their benefit dollars are spent, and has started an initiative called Courage to

Care to increase employees’ psychological safety.

“One of the outcomes has been reducing the stigma around talking about mental health and well-being,” says Dupont.

“People talk about the Finning Family, and it really is a tight-knit community where people care for

each other.”

Fewer agrees. “There’s no one who is not approachable, from the person working next to you to the CEO,” she says. “There are quarterly town halls where the executive team gives everyone updates and takes questions, and answers every one of them live.

BUILDING AND POWERING A BETTER WORLD Join our team at Finning.com/CA/careers

charities helped last year

It’s great to get that interaction with the senior leadership.

“I look at Finning as the land of opportunity,” she adds. “Once you’re working with this organization, the sky’s the limit. They’ll do everything to support you in whatever your career endeavour might be.” 

56

BC’S TOP EMPLOYERS 2022

First CU invests in people, communities, and the planet 18 years ago as a part-time teller when she was 18. She completed her post-secondary education, including her certified financial planner designation, while working full time, with all tuition paid for by First Credit Union.

Our ability to support our community is core to who we are and one of the reasons I love being here.

— Katryna Lawry Certified Financial Planner

 Katryna Lawry, a certified financial planner at First Credit Union.

E

ach year, First Credit Union spends $75 per employee to throw a holiday party. When the COVID-19 pandemic halted the gathering, employees asked the company to redirect that budget to help local families.

“Each team chose how they wanted to spend their money and supported donated gift hampers and food banks,” says Linda Bowyer, CEO of the communityowned financial institution with branches in Powell River, Texada, Cumberland, Courtenay, Bowen Island, Union Bay, Bowser, and Hornby Island. “This made me very proud of our employees.”

To Bowyer, this also showed how employees have taken to heart First Credit Union’s commitment to community. For example, the organization contributes about 10 per cent of its operating income each year to a fund to develop programs that support its communities. It also partnered with two other organizations to form the Community Response Fund to provide relief to groups serving vulnerable populations affected by the pandemic.

The organization also focuses on financial literacy, which is a passion for Katryna Lawry, a certified financial planner. Lawry loves visiting community groups and especially high schools to

discuss the subject.

“I love being able to work with young adults and encourage them to be more involved in their finances. That can really help lead to financial success in their future,” Lawry says, adding that she appreciates that First Credit Union provides employees with the technology and time out of their workday to do that.

“Our ability to support our community is core to who we are and one of the reasons I love being here – being able to give back, not only during the good times but also the challenging times.”

Support for education and learning is also directed within First Credit Union. Lawry started

“To be able to do that has been amazing,” Lawry says. “Now I get to share that experience and that knowledge with other staff, which I love being able to do.”

This support for its people is part of First Credit Union’s “triple bottom line” approach, with a focus on people, planet and prosperity.

“Our goal is to generate profits through means that positively impact our people and the environment and then use those profits to improve the prosperity of our communities,” Bowyer says.

Other ways the organization supports its people include a wellness allowance, 100 per cent coverage of mental health counselling up to $1,000 a year, in addition to access to free counselling through an employee assistance program and allowing many non-customer-facing employees options to work remotely or in an office.

57

BC’S TOP EMPLOYERS 2022

67

full-time staff in Canada

50%

of executive team are women

$

250

annual spending account for wellness

45

 First Credit Union CEO, Linda Bowyer, and vice-president, social impact & marketing, Tara Chernoff, in Powell River.

“We care about our employees beyond work. Their home and health are equally important to us,” Bowyer says. “I think if they know that you care, they're certainly a lot more engaged. Any time you have healthy, vibrant, engaged employees, you have a better company.”

On the planet front, First Credit Union offers e-bike loans interest-free to employees and purchased an e-bike for many branches. It also completed a greenhouse gas emissions audit and is working to improve its score. And it offers environmentally responsible investments to its

members.

For its focus on prosperity, the organization provides tools to help members with financial planning and budgeting. For example, First Credit Union is working with the City of Powell River on its poverty reduction strategy, providing programs such as

MAKE A DIFFERENCE WITH US. Apply at firstcu.ca/careers

Powell River | Courtenay | Cumberland | Union Bay | Bowser | Bowen Island | Texada Island | Hornby Island

charities helped last year

savings matching and interest-free loans to households who may face eviction.

“It is all linked to financial inclusion,” Bowyer says. “It’s about giving people the tools they need to make better financial decisions and improve their own prosperity.” 

58

BC’S TOP EMPLOYERS 2022

Fraser Health thrives on trust and transformation something we need to focus on because at times, especially being in health care, we take care of people but can forget to take care of ourselves.”

Education and training are especially critical. Lee is proud Fraser Health has managed to maintain and enhance health services even during the worst of the pandemic. Shifting learning online, the authority worked internally and with community partners to continue to up-skill teams to achieve improved patient care.

 Fraser Health's emergency nurse (RN) at the Abbotsford Regional Hospital and Cancer Centre.

T

he public usually sees only a fraction of the 40,000 staff, medical staff and volunteers who work together at Fraser Health. Doctors, nurses and health-care teams in the intensive care units (ICU) and emergency departments have been in the spotlight, especially since the onset of the COVID-19 crisis.

But to president and CEO Dr. Victoria Lee, everyone at Fraser Health is valued and key to fighting the pandemic and delivering health services.

“From contact tracers to those working the vaccination centres, to the teams providing clean laundry and disposing of medical

waste – every member of the Fraser Health family is crucial when it comes to taking care of patients,” says Lee. Headquartered in Surrey, the Fraser Health team has worked tirelessly through the pandemic to deliver hospital and community-based health-care services to over 1.9 million people in 20 communities from Burnaby to Fraser Canyon.

To ensure continuous delivery of health services while protecting its people, Fraser Health has developed a comprehensive strategy. Stringent health and safety protocols, personal protective equipment and inhouse education help support and protect those providing care.

Mental wellness is just as big a priority. Fraser Heath is the only health authority in B.C. that provides online cognitive-based therapy and preventive mental health support, including a confidential service to help manage stress and anxiety. The in-house critical incident stress management team has provided over 850 interventions in the past year to support over 6,000 staff and medical staff.

“I think Fraser Health really understands how to take care of employees,” says Premdeep Saran, client partner for violence prevention and a former licensed practical nurse.

“There are definitely a lot of good programs in place, which is

What we do is more than a job, it’s a calling – a calling to protect and improve the health of patients, families and communities.

— Dr. Victoria Lee President and CEO

By fostering a culture of trust and collaboration, Fraser Health has been able to harness ideas and innovations from staff and medical staff who are encouraged to communicate openly, Lee says.

The intense shared experience of the pandemic has deepened and enriched relationships and trust.

“We’ve come together a lot more than we have in the past

59

BC’S TOP EMPLOYERS 2022

13,566 full-time staff in Canada

10,230

jobs available last year (including casual positions)

56%

of board of directors are women

17

weeks, maternity leave top-up pay

 Fraser Health Authority's COVID-19 testing centre in Surrey, BC.

to work collectively with an open-mindedness from every level that helps us to thrive and be on the same page,” says Saran.

“This is really my second family, especially at this time of pandemic. We feel like we’re all in this together and here for a reason.

That gives me hope and puts

me in a very good and healthy position. I’m thankful for that.”

Fraser Health is further enriched by having a multigeneration employee culture.

Many employees like Saran had parents and relatives who were health-care workers before them.

Some are third generation. The

tradition has been a source of strength in challenging times and allows health care to benefit from history as well as the spirit of innovation and transformation brought by new generations.

“What we do is more than a job, it’s a calling – a calling to protect and improve the health of

patients, families and communities,” says Lee. “Throughout the pandemic and most recently with extreme weather events, we’ve witnessed how the Fraser Health family cares for each other and our patients when they need us most.

That’s what makes us special.” 

Fraser Health Authority fraserhealthcareers

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.

FHcareer FHcareer

Apply today | careers.fraserhealth.ca

60

BC’S TOP EMPLOYERS 2022

Career growth and social impact drive GeoComply least half a billion devices worldwide. But Sainsbury – who won the 2021 RBC Canadian Women Entrepreneur Award – says the company’s motivation is “less financial and more about really solving problems for our clients and serving society.”

I’m very grateful for the huge growth opportunities I’ve had here, and I see that sentiment across the organization.  Anna Sainsbury, CEO (right) and Ahmad Erfan, chief of staff (left), at GeoComply.

F

or Ahmad Erfan, chief of staff at Vancouverbased GeoComply, one of the firm’s many strengths is a commitment to developing talent – which sometimes involves them taking on challenges outside of their comfort zone.

Erfan himself started his career as a lawyer and shifted into the business world in 2014. For several years, he worked in various leadership roles at Lululemon.

Erfan joined GeoComply in May 2021 after serving on the company’s advisory board for two years. In his current position, he leads the corporate strategy, HR, training and legal functions.

“So, I haven’t practised law

for several years, and I’m not your traditional HR professional, but our executive team saw the potential for me to lean in and make an impact on the culture and performance of these departments,” says Erfan. “I’m very grateful for the huge growth opportunities I’ve had here, and I see that sentiment across the organization. We hire exceptional people and give them the tools needed to perform at their best, serve our customers and help our organization grow.”

GeoComply’s mission is to empower the future of digital trust through its market-leading geolocation and anti-fraud technologies. The company was co-founded in 2011 by now-

CEO Anna Sainsbury, who describes GeoComply as a group of activists working to solve critical issues online to improve trust and decrease exploitation.

“As more people are communicating, banking, paying taxes, potentially even voting online, there’s a real need for services like ours,” observes Sainsbury.

“For now, most of our clients are in gaming, fintech, crypto, lottery, film and TV, but we believe we can make an impact in any vertical that involves online interactions.”

GeoComply, which operates internationally, has been termed a “unicorn” – a startup valued at more than US$1 billion. Its software has been installed on at

— Ahmad Erfan Chief of Staff

This sense of social responsibility is a core part of GeoComply's identity. The company's IMPACT division focuses on philanthropic initiatives, including supporting local communities, advancing equality and harnessing its resources to protect children.

It partners with the Metro Vancouver YWCA to help female immigrants and refugees search for jobs and improve their skills.

And it has created a YWCA scholarship fund for women interested in tech careers.

As well, Sainsbury says, the company collaborates with groups including the U.S.-based National Center for Missing and Exploited Children and the Child

61

BC’S TOP EMPLOYERS 2022

74

full-time staff in Canada

31

years, average age of all employees

51%

of employees in North America are women

100%

employer-paid health plan, with family coverage

 GeoComply has a very rigorous internship and graduate training program.

Rescue Coalition. “We donate our technologies and resources to help these organizations combat child exploitation.”

To further support team members’ career growth, GeoComply offers exceptional training programs. They have access to one month of their salary (up to a

maximum of $10,000) for professional development. As well, the company has partnered with the University of Oxford to provide teams with a customized training program in leadership, strategic planning and organizational health.

“We currently have 50 members

enrolled and are in the process of launching our 2022 program next month,” Erfan notes. “Plus, we have a very rigorous internship program: in 2021, we hired 50 interns across various technical and non-technical roles.”

For Sainsbury, what it all comes down to is balancing a high stan-

dard of excellence with deep devotion to the people who contribute to GeoComply’s success. “We spend a lot of time envisioning the kind of organization we want to build, because we ultimately believe that the human side of business is what brings meaning to all that we do.” 

BUILD IT BETTER · BIGGER · RIGHT geocomply.com/careers

62

BC’S TOP EMPLOYERS 2022

A passion for games is Kabam’s common denominator humility at Kabam,” she says, “working with people who are incredibly smart and who choose to work together in games to create amazing things.”

In addition to engineers and designers, Kabam hires individuals with a wide range of skill sets, says Molyneux. Each of them brings a unique perspective to a project, resulting in a better product.

They could work in nuclear power or aerospace, but they’ve chosen games because that’s where their passion is.

— Aynsley Tanner Senior Development Director  Kabam features an open concept office (photo taken before the pandemic).

D

esign director Tim Molyneux joined Kabam Games in 2013 when the company employed about 30 people to create and developed computer games like “Fast & Furious 6: The Game.”

More than eight years later, Kabam’s staff has grown to more than 530 focused primarily on mobile games, but many of the qualities that attracted Molyneux to the company haven’t changed.

“We’re a big studio with the heart of a small studio,” he says.

“We’re less defined by skill set, more by values.”

Founded in 2006, with headquarters in Vancouver and offices in San Francisco and Austin, Texas, in the U.S. and Montréal and Charlottetown in Canada, Kabam creates, develops and publishes massively multiplayer social games such as “Marvel Contest of Champions” and “Transformers: Forged to Fight” for mobile devices.

“We have a lot of fun,” says Aynsley Tanner. “We don’t take ourselves too seriously. We

recognize when it’s time to work hard and when it’s time to enjoy ourselves.”

In her role as senior development director, Tanner monitors the progress of the company’s design teams to “see how things are going and make sure we’re all on the same page.”

She joined Kabam in July 2020, after more than eight years in the technology industry and four years at the University of Victoria earning her bachelor’s degree in English.

“As an English major, you learn

“We look for some universal qualities but also at the unique value that they add,” he says.

“The goal is to have enough cohesive vision so that things line up while allowing people to take an autonomous approach to their contribution.”

The result, adds Tanner, is a culture where anyone can make an impact, whether their background is investment banking or psychology. “We’re all free to be ourselves,” she says.

The common denominator among all employees is their passion for games. “They could work

63

BC’S TOP EMPLOYERS 2022

531

full-time staff in Canada

239

jobs available last year

35

years, average age of all employees

100%

health plan premium and family coverage

 The nap pod is one of the key features at all of the Kabam offices.

in nuclear power or aerospace, but they’ve chosen games because that’s where their passion is,” she says.

Considering the wide variety of individuals who join Kabam, diversity and inclusion are fundamental to its culture. From panel discussions related to International

Women’s Day to engaging in marathon gaming sessions to raise money for the Children’s Wish Foundation, Kabam encourages employees to “leverage what they like to do and share it with other people,” says Tanner.

Regardless of its culture, Kabam operates in a fiercely competitive

global environment, developing games with a wide range of complexity and scale. Some may take three months, others may take three years.

To minimize anxiety and pressure and maintain a buoyant atmosphere, the company makes sure that employees focus on their

immediate task.

“We break each project down into small steps,” says Molyneux, “so that everyone has a small chunk of the goal that they can own. Instead of focusing on the ultimate objective, they ask themselves, what’s my goal for this week?” 

64

BC’S TOP EMPLOYERS 2022

Serving in the public interest drives the LTSA Schlossberger. “Individual colleagues also stepped up to cover off some of my duties, which made a huge difference, because I’m someone who takes a lot of pride in keeping my commitments.”

The realworld impacts of our work are a deep source of pride for everyone here.

— Cristin Schlossberger Surveyor General of B.C.

 Cristin Schlossberger is the first woman to hold BC's surveyor general position at LTSA.

C

ristin Schlossberger has little trouble defining why the work she does at the Land Title and Survey Authority of British Columbia (LTSA) is meaningful.

“We understand that what we do underpins the economy of British Columbia,” says Schlossberger, who joined the LTSA as a deputy surveyor general in 2009 and has served as the province’s surveyor general since 2019 – the first woman to hold that position. “The real-world impacts of our work are a deep

source of pride for everyone here.”

Headquartered in Victoria, the LTSA delivers secure land titles through the registration of land title interests and survey records – an essential service that provides the foundation for all private and public land transactions and property ownership in the province.

As surveyor general, Schlossberger is responsible for overseeing the quality and integrity of British Columbia’s land survey systems, a mandate she and her team take very much to heart.

“Values like integrity and res-

pect were what drew me to the LTSA in the first place,” she says.

“We strive to serve the public interest and we show respect and support for each other as we do so.”

The depth of that support became clear to Schlossberger six years ago when she was involved in a serious traffic accident.

Struck by a vehicle while cycling, she suffered broken bones, whiplash and a concussion.

“I received organization-wide support that allowed me to work from home and ease back into full-time work as I healed,” says

The LTSA is also distinguished by the degree to which it had moved very much into the digital realm well before the COVID-19 pandemic made that kind of transition look prescient.

Of the over five million LTSA transactions conducted annually, some 97 per cent are done online.

Al-Karim Kara, LTSA president and CEO, credits that progress to the statutory corporation’s distinct workplace culture.

“We take an agile, entrepreneurial approach to what we do,” says Kara. “We are also very innovative in how we leverage technology to drive positive change.”

After the provincial government identified condo-flipping as a significant concern a few years ago, the LTSA quickly built a condominium integrity registry that helped inform the province’s policy decisions going forward.

65

BC’S TOP EMPLOYERS 2022

111

full-time staff in Canada

47%

of employees are women

100%

health plan premium and family coverage

7

weeks, maximum vacation allowance

 Al-Karim Kara, LTSA president and CEO.

Recently, the LTSA introduced a new Land Owner Transparency Registry – the first of its kind in North America – to better track hidden ownership. From concept to delivery, the LTSA managed to deliver this business solution in a mere 18 months.

The LTSA’s commitment to

digital technology and solutions stood it in good stead when the pandemic hit; by all accounts, the move to working remotely was relatively seamless.

At the same time, the organization stepped up efforts to keep its disparate staff connected virtually through online town halls, “all

hands” meetings and a quarterly “A Conversation With” during which Kara conducts a half-hour discussion with an employee that typically covers matters well beyond the workplace.

As the pandemic eases, the LTSA is moving to a hybrid model that allows significant

flexibility for employees to work from the office and home.

“We’re trying to be very proactive by making sure that when our managers bring people into the office, they do so with a purpose,” says Kara. “We want to make sure it’s a valuable and enjoyable experience for all involved.” 

66

BC’S TOP EMPLOYERS 2022

LandSure combines entrepreneurship and public service Columbians.”

Core values for LandSure and its parent company include innovation, continuous improvement and accountability.

“We want to understand how we can better serve our stakeholders,” says Cutler. “Our constant drive is to make the system more efficient and transparent for the benefit of all current and potential property owners in B.C.”

We are very conscious about never wanting to erode that sense of trust in what we do.

— Rob Cutler Vice President, Business Innovation, and Chief Product Officer  Rob Cutler, VP business development & chief product officer at Landsure Systems.

A

s the person responsible at LandSure Systems Ltd. for overseeing the customer-facing technologies that enable land transactions in British Columbia, Rob Cutler has coined a phrase to describe how his employer of the past 13 years functions.

“I like to say we are not your father’s land title office,” says Cutler, vice president, business innovation, and chief product officer. “We are significantly more efficient and entrepreneurial. We are also world-leading in applying

technology.”

Headquartered in downtown Vancouver, LandSure is a wholly-owned subsidiary of the Land Title and Survey Authority of British Columbia (LTSA).

LandSure develops and operates the technologies that have streamlined and modernized the land transaction system in the province.

Today, fully 60 per cent of all B.C. land transactions are completely automated. The LandSure team also helped develop the recently launched Land Owner Transparency Registry. The first

of its kind in North America, the registry helps track examples of hidden property ownership – a top-of-mind public policy concern in the province.

“The work we do is incredibly important,” says Cutler. “If the land titles system doesn’t operate, people don’t buy or sell properties, they don’t create wealth, banks don’t loan money and governments can’t properly oversee land transactions. We are proud we get to use leading-edge technologies to do work that is fundamental to the B.C. economy and the well-being of all British

Employees, he adds, also take considerable pride in the verity of the information they provide.

“Banks, governments and purchasers all rely on us to be the reliable and trusted source when it comes to land-related transactions,” says Cutler. “We are very conscious about never wanting to erode that sense of trust in what we do.”

Because of its focus on technology, LandSure was well-equipped to make a seamless transition to remote working at the outset of the COVID-19 pandemic and to support the LTSA to do the same.

Still, it’s been a challenging time.

“The last 18 months have been

67

BC’S TOP EMPLOYERS 2022

64

full-time staff in Canada

41%

of managers are women

52

weeks, maternity & parental top-up pay

6

 Roger Lines (second from right) with colleagues Jenny Lee and Eric Liu, are building technology solutions in the public interest at Landsure Systems.

an incredibly busy period in real estate with volumes of transactions that were unprecedented,” says Cutler. “The resiliency of our employees throughout has been really impressive.”

Roger Lines is among those who have navigated the challenges of the pandemic; he onboarded

with LandSure about a year ago as director, product management, and has spent much of the intervening months learning about the organization and his new colleagues through a computer screen.

“It’s been an interesting process,” says Lines. “But I’ve

been really impressed by the level of human resource investment at LandSure and the commitment they’ve shown to communication and keeping people connected.”

Coming from a background in the commercial software sector, Lines says he was attracted by the unique combination of

weeks, maximum vacation allowance

entrepreneurship and public service he saw at LandSure.

“You can have an impact here that goes well beyond just selling more product,” says Lines. “Real estate has such a huge influence on day-to-day life, especially in B.C. I feel we are helping to deliver a public good.” 

68

BC’S TOP EMPLOYERS 2022

An old culture embraces a new world at Lawson Lundell at our firm, are now showing real results.”

In the seven years since Kressock articled at the firm, Lawson Lundell has continued to emphasize diversity in its recruitment efforts.

 Managing partner, Cliff Proudfoot at Lawson Lundell LLP making a welcome speech at their 2021 Pride Courtyard BBQ.

B

efore he graduated from law school at the University of British Columbia in 2014, Paul Kressock identified several firms in Vancouver where he might want to article, but he chose Lawson Lundell LLP. “From the perspective of a student looking for the best place to build a career, the recruitment process can feel like a crapshoot,” he recalls. “Everyone’s website looks the same. All law firms say they emphasize things like collegiality and a culture of respect. But Lawson Lundell means it. They walk the talk.”

Founded in Victoria in 1886, Lawson Lundell is a full-service

business law firm with offices in Vancouver, Calgary, Yellowknife and Kelowna employing a staff of more than 300 people.

“Culture is everything here,” says managing partner Cliff Proudfoot. “It’s based on trust, respect and teamwork.”

Lawson Lundell had thrived on its culture for more than 100 years when Proudfoot joined the firm in 1991, and it has prevailed to this day even as the firm embraces a changing world.

“When I joined, there were five or six courtly men running the place,” Proudfoot says. “They were calm and respectful in a crisis, and they treated people well.

My generation has tried to maintain that culture and pass it on.”

As part of that effort, Lawson Lundell has incorporated diversity and inclusion into its hiring practices. Since Proudfoot’s early days, for example, when the firm had more men than women in the partnership, the ratio of men to women has now become more balanced.

Such changes don’t happen by accident. “You can’t fake it, and you can’t do it overnight,” says Kressock, a gay commercial litigation associate on the partnership track. “It takes hiring, retaining and promoting the development of diverse legal talent so that those individuals want to stay at the firm and ascend to positions of leadership. They are long-term investments in diversity, which

All law firms say they emphasize things like collegiality and a culture of respect. But Lawson Lundell means it. They walk the talk.

— Paul Kressock Associate

“I have always felt welcome here, and it’s gratifying to me that the firm is vocal in its support of the LGBTQ+ community,” he says. “We’re a sponsor of both Vancouver Pride and Pride at Work Canada, which is a valuable expression of support for our sexual and gender diverse lawyers and staff.”

Those efforts accelerated, he says, when Proudfoot became managing partner in 2016 and added the title of chief inclusiveness officer, whose role, along with the firm’s diversity and inclusiveness committee, involves monitoring progress and implementing programs to improve

69

BC’S TOP EMPLOYERS 2022

334

full-time staff in Canada

65%

of employees are women

17

weeks, maternity leave top-up pay

$

10K+

referral bonuses

 Lawson Lundell LLP staff gather for their 2021 Pride Courtyard BBQ.

understanding among its diverse workforce and clients.

Lawson Lundell’s investment in diversity has not only contributed to the firm’s culture, it has also paid dividends for its business operations. In 2017, the firm formed its China Group to serve Canadian clients looking to

do business in China, as well as Chinese investors looking to do business in Canada.

“About one quarter of the litigation work I do serves Mandarin speakers,” says Kressock. “I don’t speak Mandarin myself, but the Mandarin-speaking talent we have at the firm puts us in

a unique position among large firms in Vancouver to serve this community.”

Because of Lawson Lundell’s culture of respect and understanding, turnover at the firm remains relatively low.

“A lot of our partners have spent their whole careers as lawyers

UNPARALLELED. Leading Western and Northern Canadian business law firm known for its practical and strategic approach.

Vancouver | Kelowna | Calgary | Yellowknife

lawsonlundell.com

with the firm, and that’s a testament to the quality of the work, the clients and the culture,” says Kressock.

“I never pegged myself as one of those people that would stay in one place for the long haul,” he adds, “but seven years later, here I am.” 

70

BC’S TOP EMPLOYERS 2022

Mosaic is all about sustainability and community Another important pillar of Mosaic’s culture is a commitment to environmental stewardship, adds Bender. “We plant two trees for every tree we harvest and grow and plant over 10 million seedlings every year. Everything we do, we do in a sustainable way, which is why we recently appointed a director of sustainability.”

Mosaic’s commitments to sustainability are critical for the work I do.

— Pam Jorgenson Land Use Forester

 Mosaic Forest Management is committed to sustainable forest stewardship from the ground up.

O

n Canada’s inaugural National Day for Truth and Reconciliation last September, Vancouver-based Mosaic Forest Management decided to do something pro-active. It hosted a Zoom meeting with Dr. Evelyn Voyageur, inviting all its staff, contractors and their families to hear about her life and work.

Voyageur, a residentialschool survivor from the Kwakwaka’wakw Nation of the Dzawadainox tribe, is a registered nurse who also has a PhD in psychology. She has developed nursing curricula at the University

of Victoria and North Island College. Among many other things, she has worked with the Residential School Society and won numerous awards.

That decision, says Louise Bender, Mosaic’s vice president, people & administration reflects the commitment of the company to optimal relationships with the Indigenous – and other – communities it works in. The company manages forests on Vancouver Island for TimberWest and Island Timberlands, using thousands of contractors.

“We pride ourselves on working with Indigenous partners across the island,” says Bender, who

works out of Nanaimo. “And in 2020, we became the first forestry company in B.C. to have achieved silver-level certification within the Progressive Aboriginal Relations framework, which is about building partnerships in a culturally, environmentally and economically sensitive way.”

Bender notes that Mosaic has an executive who oversees relationships with First Nations.

In 2020, the company spent over $12.5 million with Indigenousowned businesses and suppliers and awarded more than $90,000 in scholarships, bursaries and training for Indigenous learners and workers.

That is a source of pride, too, for Mosaic land use forester Pam Jorgenson, also based in Nanaimo.

“We have several third-party, regularly audited environmental certifications that go above and beyond legislation,” she observes.

“They include the Sustainable Forestry Initiative, which guides all our forestry work. There are specific objectives that we have to meet relating to everything from water and biodiversity to research and education.”

“We also have a certification with the U.K. Carbon Trust, which is related to tracking our organizational carbon footprint.

This is something that we feel really good about, because when we know how much carbon that we as a company, with all our activities, emit, and how much carbon within our forest land resources we sequester, we know where we’re at today and we can set realistic goals for

71

BC’S TOP EMPLOYERS 2022

149

full-time staff in Canada

41

years, longest-serving employee

6

weeks, maximum vacation allowance

50+

charities helped last year

 Mosaic Forest Management’s professional foresters, biologists and engineers in the working forest.

and how we are measuring our carbon footprint and designing ways to do even better is hugely beneficial.”

Another strength of the Mosaic culture is its collaborative, nonhierarchical atmosphere, Jorgenson adds. “I am empowered by senior staff to be independent,

WOULDN’T YOU RATHER WORK ON VANCOUVER ISLAND? Visit MosaicForests.com/careers

and I feel trusted to make decisions. That said, when there are challenging programs or projects, senior-level managers from a range of departments will put their heads together to brainstorm and figure out the best path forward. We’re all a team, which is something I really value.”

@M osaic Fore sts

improvements in the future.”

Part of Jorgenson’s job is bridging the gap between industry practices and public understanding, which means “Mosaic’s commitments to sustainability are critical for the work I do,” she says. “Being able to show the rigour we have in our programs

Mosaic’s continuing-education program is also something she values. “My manager has been strongly encouraging me to find a program that interests me and will help me grow in my role. I am looking forward to building more skills in the areas where I want to further develop my career.” 

72

BC’S TOP EMPLOYERS 2022

Mentoring yields dividends at Nicola Wealth which includes check-ins after 30, 60 and 90 days.

“People get the tools and information they need to get up to speed as quickly and efficiently as possible,” says Claridge. In addition to external hiring, Nicola Wealth is committed to career growth for their people and offers comprehensive talent development initiatives.

There’s a feeling of community and a spirit of collaboration here that is unique.  Nicola Wealth started a one-year internship last year for financial planning associates.

C

am Smith caught the investment bug as a 12-year-old growing up in Vermilion, Alta., when he acquired his first mutual fund, albeit with a little help from his parents. “I had a graph on the fridge to track the value of it,” says Smith, who, all these years later, is director of advisory services with Vancouver-based Nicola Wealth Management Ltd. “I’ve always had a passion for the markets.”

Nicola Wealth provides financial planning and asset management, primarily to individual investors, through its head office in Vancouver and branch offices

in Richmond and Kelowna as well as three in the Greater Toronto Area.

Smith joined Nicola Wealth in August 2020 as a seasoned, mid-career professional who hosted two radio morning shows in Edmonton before entering the financial services business in 2006 as an entry-level assistant.

“It’s very attractive to work for an independent firm like Nicola Wealth that’s growing quickly,” says Smith, who works closely with the company’s team of more than 40 advisors. “There’s a feeling of community and a spirit of collaboration here that is unique.”

Nicola Wealth’s employee head

count has grown 56 per cent since January 2020, says Heather Claridge, senior vice-president, people and culture. The firm has formed new functional groups, such as its private capital and business transformation teams, as well as significantly expanding existing functions. All the new hires have had to join virtually but that has happened seamlessly due to the company’s two-step onboarding process.

Every newcomer goes through a corporate orientation that introduces them to the organizational structure as well as the people, culture and practices. From there, they receive functional specific onboarding with their manager,

— Cam Smith Director of Advisory Services

Historically, the company has hired people with business degrees or at least three years’ experience in the financial services industry for many of the company’s roles.

In 2021, Nicola Wealth started a one-year financial planning associates’ internship for new graduates with the goal of having them join afterwards as full employees.

Associates work closely with financial advisors, most of whom are highly accredited with both Financial Planning and Investment Management designations.

Associates complete research, prepare for client meetings and often attend meetings themselves.

Most associates work toward

73

BC’S TOP EMPLOYERS 2022

365

full-time staff in Canada

100%

employer-paid health plan, with family coverage

17

weeks, maternity leave top-up pay

$

143,000+

 Founder, Chairman, and CEO, John Nicola shares his vision for the future and growth at Nicola Wealth.

acquiring the accreditations that allow them to become advisors.

Nicola provides tuition support as well as allowing study days and matching them with mentors and internal study groups.

Nicola has advisors of varying levels of tenure and expertise.

Tenured advisors tend to partner

with clients that have extremely complex needs in areas such as investment management, taxation, retirement, insurance, and estate planning. The company matches advisors with complementary experience and capabilities to ensure that clients are well served.

“The two-advisor model fosters

Looking for a place to develop your career?

Nicola Wealth’s team has strategically grown by 78% since January 2020 nicolawalth.com/careers

Vancouver | Kelowna | Richmond | Toronto

mentorship and the cascading of knowledge,” says Smith. “That speaks to our philosophy of sharing thought leadership.”

Claridge points to another advantage. “As our client base grows, this model ensures continuity of client experience,” she says. “It allows us to grow without

donated by employees to charity in 2021

sacrificing personalized service.”

The company is planning to bring employees back to its offices in a hybrid model in the first quarter of 2022. “We’ve heard loud and clear from our folks that they really value the flexibility and want a hybrid solution,” says Claridge. 

74

BC’S TOP EMPLOYERS 2022

People come first at the District of North Vancouver where they’d previously started their shifts.

Chief administrative officer David Stuart says that a number of inventive solutions for delivering services and safeguarding health came from the employees themselves. That’s how the District led the region, for instance, in installing plexiglass barriers to separate occupants in its work vehicles.

 DNV staff handed out over 200 trees to residents as part of its first annual 'Urban Tree Canopy' giveaway.

L

ike other conscientious employers, the District of North Vancouver (DNV) moved quickly at the start of the COVID-19 pandemic to protect the health and safety of its employees. It soon became clear, however, that the mutating coronavirus made long-term safety planning difficult, if not impossible.

Nevertheless, the municipality wanted to provide staff with as much certainty as possible in uncertain times, says Carolyn Grafton, manager, strategic communications and community relations. So, for instance, DNV maintained safety measures when other organizations lifted theirs,

only to have to reinstate them later.

Surveys show employees value this intentionally cautious approach to workplace safety, Grafton says. “People need to feel safe to do good work,” she adds. “They feel that we really do care about their health and well-being.”

Twenty months into the pandemic, the organization could report it had had no employment-related transmissions of COVID-19. It was a mighty achievement given the challenges involved in protecting the health and safety of a highly diverse workforce engaged in disparate activities in wide-ranging settings.

DNV employs everyone from

administration staff and labourers to librarians and engineers. They provide the municipality’s 90,000 residents with services as varied as issuing permits, improving crucial infrastructure and maintaining natural attractions like Lynn Canyon Park and its popular suspension bridge and surrounding trails.

As a result, DNV had to make a wide range of adjustments – and it had to do so quickly, says Grafton. “I’m proud the organization put people first,” she adds.

“That’s public service in action.”

Many inside employees switched to working from home, while outside workers began reporting directly to the job site rather than the operations centre

People need to feel safe to do good work.

They feel that we really do care about their health and well-being.

— Carolyn Grafton Manager, Strategic Communications & Community Relations

“One thing we had in our favour going into the pandemic is that we have a well-established corporate culture of encouraging our people to be innovative and collaborative,” Stuart says.

The leadership was determined to take a consistent, open and transparent approach to internal communications so that, whatever their occupations, employees were all on the same page, he adds.

After more than 45 employees took an early retirement incentive when it was offered in 2020, DNV was able to announce there would be no layoffs. Other

75

BC’S TOP EMPLOYERS 2022

552

full-time staff in Canada

6

weeks, maximum vacation allowance

100%

job-related tuition subsidies

200

staff volunteer hours last year

 DNV employee using newly created shared service desks at District Hall.

initiatives included building a special employee-only website where staff could turn for trusted, timely information about a range of pandemic-related topics from any internet-enabled device.

DNV also hired a COVID-19 coordinator whose responsibilities included working with supervisors

in the field to ensure everyone was up to date. Since large in-person meetings were no longer possible, creative solutions were needed to ensure consistent communication for staff in the field, such as visits directly to job sites.

Listening has been just as important and, increasingly, the

focus has turned to the future.

Employee feedback indicates many have grown accustomed to the flexibility of the schedules and technology they’ve adopted during the pandemic.

Consequently, some of the changes will be lasting and DNV will continue to have a distributed

workforce, Stuart says.

Residents can still expect the same high levels of service, he adds. “Most people who go to work for a municipality do so because they want to serve. When you give people the opportunity to do the right thing, it’s been my experience that they do it.” 

76

BC’S TOP EMPLOYERS 2022

Pretium digs deep to keep its people protected environmental permits from the provincial and federal governments to proceed.

Construction of the mine and a 57-kilometre transmission line connecting the site to the B.C. power grid was completed by mid-2017 when commercial operations began. Since then, the mine has produced over 1.4 million ounces of high-grade gold.

Pretium’s number one value is safety first.

Everything we do is about making sure we get our people back home to their families after each rotation.

 Pretium employee operating mill at the Brucejack Mine.

A

ustin Stedeford, a journeyman millwright with Pretium Resources Inc. was encouraged to become a millwright by a high school teacher who saw his potential. It was a good choice for the mechanically minded teen who a decade later enjoys keeping Pretium’s conveyor belts, crushing equipment and other mine machinery working efficiently.

Like other workers at Pretium’s Brucejack Mine, Stedeford applies his trade every day for two weeks, followed by two weeks off. He’s a big fan of the rotation system because having two

consecutive weeks off suits his lifestyle.

His journey to the mine, located approximately 65 km north of Stewart in northwestern B.C., starts with a one-hour flight from his home in Prince George to Terrace. Once there, he boards a bus with other employees on the same four-week rotation.

They may include cooks and housekeepers as well as geologists and heavy equipment operators – in short, a variety of tradespeople and professionals who contribute to the safe and smooth functioning of the remote site.

With the onset of the COVID-19 pandemic, Pretium

upgraded its travel procedures.

This includes chartering airplanes instead of using commercial flights and hiring enough buses so everyone can keep a safe distance apart while en route. Stedeford appreciates the changes. “It’s great everyone has a row to themselves for that long bus drive to the mine,” he says.

Starting in the 1960s, various companies explored the Brucejack area, but only after additional drilling in 2009 showed promising results was a mine ultimately developed. Pretium was formed in 2010 to acquire and develop the Brucejack property and by 2016 had received all the necessary

— Irene Bidinger Vice President, Human Resources

In early 2022, Pretium will become part of the portfolio of assets owned by Melbourne-based Newcrest Mining Ltd., one of the world’s largest gold mining companies (subject to regulatory approval). That should lead to enhanced career and growth opportunities, says Irene Bidinger, Pretium’s VP of HR who is based in the Vancouver head office.

She adds that the companies have overlapping values and similar philosophies with respect to safety, the environment, caring about and developing people,

77

BC’S TOP EMPLOYERS 2022

904

full-time staff in Canada

64

charities helped last year

40

years, average age of all employees

3

weeks, starting vacation allowance

 Pretium employees managing water quality at the Brucejack Mine.

engaging with local communities and other key matters. Topping that list is safety.

“Our number one value is safety first,” says Bidinger. “Everything we do is about making sure we get our people back home to their families after each rotation.”

Safety initiatives at the

Brucejack site include continual on-the-job training on topics ranging from basic first aid to workplace hazardous materials to avalanche preparedness. Other measures include the purchase of electric vehicles to reduce emissions underground and giving employees the option to be tested

for COVID-19 before they return home.

Since Stedeford joined Pretium in June 2019, he’s twice experienced the company’s most dramatic safety measure: the declaration of a level-three emergency due to bad weather.

Given the impossibility of getting

an injured employee to the nearest hospital – a one-hour helicopter flight to Stewart – Pretium called a halt to all activities on site. “We weren’t taking any risks,” he says.

“It’s the best job I’ve ever had,” he says. “I can see working here for the life of the mine, which is least another 20 years.” 

78

BC’S TOP EMPLOYERS 2022

RecycleSmart’s team has a green sense of purpose During the past two years, the company developed its own wireless sensors, which are now being implemented. “We can manage them from our computers, and they can tell us a whole bunch of cool things, such as when the container got picked up the last time,” says McPhadden.

“Is there contamination in the bin? How full is the bin? It takes a picture so we can see what’s in the container.

 RecycleSmart improves waste diversion and recycling for its customers through better decisions.

W

hen Tegan Bojahra joined RecycleSmart in March 2020, she was astonished by how much access she had to the Richmond-based company’s senior executives. “On my first day, I was introduced to the owners and did a site visit with one of them so that I could see how we work, and that it was a place where they really care about everybody,” says Bojahra, the firm’s billing manager.

“Any day, I can go and knock on the door of our CEO, Rob Duthie, and say, ‘Hey, I have a question about this,’ or ‘I saw something about that and don’t agree with it – what do you

think?’ It’s very collaborative, which is fantastic. I hadn’t experienced anything like that in my previous work elsewhere.”

Co-founder and chief administrative officer Jaclyn McPhadden has heard such remarks before.

“People here tell me that they feel like coming to work is spending time with their second family,” she says. “We’re just very supportive.”

RecycleSmart was born in 2008 over the kitchen table of wife-and-husband team McPhadden and Colin Bell. It managed waste for businesses in Metro Vancouver, specializing in the hospitality industry.

The firm was able to expand further after Graeme Dobinson,

who had run a Calgary waste business, invested in RecycleSmart in 2013. It expanded to serving other sectors, including restaurants, manufacturing, property management and multi-location retail.

It also became smarter by becoming the first Canadian company to introduce technology to collect and leverage data related to clients’ recycling and garbage needs (the company contracts the collection of waste to vendors across the country while providing customer service, billing and technology platforms).

It installed cameras in clients’ bins, eventually upgrading to sensors purchased from Europe and the U.S.

The reason why people come to work at RecycleSmart is because of the positive impact that we make on the environment every day.

— Jaclyn McPhadden Chief Administrative Officer

“That means we can be more efficient with the collection schedules, which means fewer garbage or recycling trucks on the road, which means less emissions.

So, first and foremost, we’re a purpose-driven company. The reason why people come to work at RecycleSmart is because of the positive impact that we make on the environment every day.”

That sense of mission definitely galvanizes Bojahra. “When we onboard clients,” she says, “we

79

BC’S TOP EMPLOYERS 2022

81

full-time staff in Canada

53%

of managers are women

3

weeks, starting vacation allowance

500

staff volunteer hours last year

 Collaboration and sustainability are key core values at RecycleSmart.

look holistically at what we can do to save them money, which is obviously a version of sustainability. But our goal, always, is to improve their waste programs and to educate them.

“We figure out if they’re doing any recycling and, if so, are they separating recyclables into

cardboard, bottles and plastics, seeing where there are opportunities for diversion from landfills.

And, hopefully, that influences them at home and within their communities.”

The company’s overall strategy has meant RecycleSmart is in “sustained hyper-growth mode,”

says McPhadden. In the past five years, the number of sites it manages across Canada has almost tripled, to 6,000, and top-line revenue has doubled, to close to $40 million in 2021.

That growth has allowed Bojahra to move up from workorder co-ordinator to her current

position in billing in a short period of time. That advancement was also abetted by the company’s $750 annual professionaldevelopment fund, which she has used to gain new skills.

“Definitely,” she says, “the sky's the limit for me, which is very exciting with this company.” 

Driven By Purpose, Powered By People

Smart Works Here.

Join Our Team. www.recycle-smart.com

80

BC’S TOP EMPLOYERS 2022

Save-On-Foods is loyal to its people, inside and out Chain and was one of the first companies to sign up for a Rotary Club program that provides breakfast, lunch and dinner over the week to school children and their families. The Chilliwack stores also sponsor the Chilliwack Chiefs, a BCHL farm team.

At Haig’s store, members of the Salvation Army come daily to pick up totes filled with food trimmings, day-old bread, storemade goodies, produce, meat, dented cans and other food that may go to waste. The food is then distributed.

We always want to be a good neighbour in every community we support.

— Heidi Ferriman Senior Vice President of People & Corporate Affairs

 Save-On-Foods creates hundreds of local jobs at new stores.

A

mazing teammates and a company that cares for its staff and the communities it serves are some of the reasons why Dawn Haig, store manager for a Save-On-Foods LP location in Chilliwack, says she has stayed with the company for 20 years.

“It’s been quite the ride,” says Haig, who started at Save-OnFoods as a 17-year-old bagging groceries. “My story is a bit unique.”

She worked at the company for about four years before leaving to go backpacking and then managing a resort. Eventually she

came back and worked her way up to store manager, most recently for Cottonwood, one of four stores in Chilliwack.

While her path may have been unique, working your way up is not, she says. “We are loyal to our people. We try to promote from within as much as possible.”

For Haig, as long as she continues to grow, she is happy.

“You never know where Save-On-Foods will take you,” she says. “I love being a store manager. I love inspiring the team, building trust, taking care of our customers, and giving the best shopping experience.”

Taking care of customers also

means taking care of their communities. It’s one of Save-OnFoods’ top priorities, says Heidi Ferriman, senior vice president of people & corporate affairs.

“Before we go outside the community, we help our local one,” Ferriman says. Save-On-Foods purchases goods from more than 2,000 local growers and suppliers.

“We always want to be a good neighbour in every community we support.”

While Save-On-Foods supports children’s hospitals and food banks, each of the store managers decides how they want to support their own community.

Haig’s store supports Kindness

And all 185 stores take part in food recovery programs, which look to decrease food waste.

“Our principle is to divert all potentially wasted food to best and highest use: first people, then farms, then compost,” Ferriman says. The food recovery programs will ensure that Save-On-Foods reaches its target of zero food waste to landfill by 2022.

“A great team, that is our strength,” Ferriman says. “We have amazing people who think outside of the box.”

Without the team, the 106-year-old company wouldn’t be a success, she says. “Customers

81

BC’S TOP EMPLOYERS 2022

11,191

full-time staff in Canada

1,975

jobs available last year

36

years, average age of all employees

1,000+

grassroots causes helped every year

 Save-On-Foods offers online shopping in every community it serves.

are first. When we say that, we don’t just mean the shopper, we mean the internal customer, our teammates. We’re here to help each other.”

Haig says Save-On-Foods offers employees a family atmosphere with a great work-life balance, a flexible schedule and competitive

pay. They are also surrounded by people who care about each other and their community.

During the flooding in B.C. last fall, Save-On-Foods employees and stores were impacted by road closures and load restrictions, particularly the Hope location.

When it was safe to do so,

Save-On-Foods loaded up 18 of its ecommerce online shopping vans to bring necessary supplies.

“If the community needs us, we will be there,” Ferriman says.

The response on social media was quick with employees posting how proud they were to work at the company.

Ferriman says leaders are equally proud of their employees and the work they do. “Our team members come to work every day to support the community and do what they can do to ensure the customer remains safe and their co-workers remain safe. Our team members are outstanding.” 

proud to be one of BC’s Top Employers SaveOnFoods.com/join-our-team

82

BC’S TOP EMPLOYERS 2022

Cooking up a supportive culture at SilverChef SilverChef also came up with a Test Kitchen, where employees could submit ideas to improve business. Out of that came Customer Reconnect Day, where the sales team reached out to alumni customers with a promotion. “It was such a concentration of energy and focus with a specific purpose, which resulted in new business from previous customers for SilverChef,” Zalunardo says.

“It was a great success.”

 Onboarding buddies pass on valuable knowledge to younger team members.

osh Stapelmann has advice for people starting a career at Vancouver’s SilverChef Rentals Inc.: work hard. “Everyone is so supportive,” says the market leader – west for SilverChef, which provides funding for commercial kitchen equipment. “Put your best effort in, and opportunities will come.”

SilverChef was Stapelmann’s first job after completing his economics degree three years ago.

He started in credit solutions, working his way up to his current position, which he began about a year ago.

“Throughout the organization there is a culture of recognition,” Stapelmann says. “Part of SilverChef’s focus is really on inclusion. Everyone feels involved,

like family.”

Sandra Zalunardo, vice president, people and culture – Canada, agrees. “We need to take care of our employees. They are important to our business.

We need to treat employees as being as important as customers.”

To achieve this, she says, representatives from each department meet biweekly to discuss all things culture – what’s working and changes that can be made.

When the pandemic forced people to work from home, Zalunardo says staff were provided with items from the office so they could continue to perform their tasks ergonomically. When she noticed staff were being impacted mentally by the pandemic, the company gave everyone a self-care day off with pay.

As a B Corp organization – a business that balances profit and purpose – “we try to make the world a better place, starting with employees,” she says.

Despite the hospitality industry being impacted by COVID-19, SilverChef didn’t lay off staff. The company held weekly “Connect Canada” meetings where employees met weekly to learn about business news, receive answers to questions asked anonymously through surveys, and play games.

“The games were a great way to keep connected and keep information flowing so no one felt in the dark,” Zalunardo says.

“In fact, in a recent employee engagement survey, 86 per cent of employees said SilverChef did a great job of supporting them during the pandemic.”

We need to take care of our employees. They are important to our business.

We need to treat employees as being as important as customers.

— Sandra Zalunardo Vice President, People and Culture – Canada

SilverChef also focused on learning development opportunities during the pandemic.

Those currently in leadership roles, as well as those who showed an interest in growing into a leadership role, participated in a 12-week workshop.

Stapelmann says he learned how to build a team and receive

83

BC’S TOP EMPLOYERS 2022

51

full-time staff in Canada

4

weeks starting vacation

$750

per year health and lifestyle account

12

 At SilverChef, employees from each department meet biweekly to discuss ways of improving workplace culture.

feedback. Employees took part in sales, credit and finance training as well as career development.

It was a good mix of people who had leadership experience and those who did not, he says.

“The takeaway is how supportive everyone in the company is.

It was really a stepping stone

strategy to give me confidence as a market leader.”

Stapelmann says the company acknowledged not everyone would stay at SilverChef, yet everyone participated by building plans that offered tools and resources they would need for success.

We are proud to be one of BC’s Top Employers for 2022

He points to more reasons why he loves working at SilverChef: the focus on employee development; benefits, including the RRSP match up to five per cent and a study leave for students working in the company; SilverChef’s commitment to helping Opportunity International,

weeks of maternity leave top-up

which provides loans to those living in poverty to grow their business; and how it helped its customers during COVID-19 by quickly rolling out a hardship program.

Employees are everything, Zalunardo says. “I am so proud of this team.” 

84

BC’S TOP EMPLOYERS 2022

St. George’s staff look after students and each other Young moved from Ontario to join the school in July 2021.

“Every student is known by name, everybody’s inquiring as to things the students are doing, and it’s lovely to see. That extends to each other, too,” he says. “It can be an awkward thing to be new, but it’s been the opposite experience here. People know each other and look after each other, and that has included me and my wife.”

 St. George's is a place that provides a sense of belonging.

S

itting at the reception desk on St. George’s School’s junior campus in Vancouver, Louise Jones sees everything.

It ranges from nervous parents visiting campus for the first time, trying to decide if it’s right for their sons, all the way through to the boys’ Grade 7 move up to the St. George’s Senior School and all the good and bad days in between. Over her 17 years at the school, Jones has gotten to know the students and their families as they come to the desk, sharing their triumphs and setbacks, leaning on Jones for commiseration and support.

“I see the whole story and

watch their progress. It’s a huge honour,” Jones says. “You have to be the safe place. Because if something awful happens, I want them to come to me and share it with me so I can help them.”

Jones, whose husband also works for St. George’s as the Senior School’s head of math, says the sense of purpose and commitment to the school’s young charges is shared among all employees.

“It’s an incredible place for young students to grow and change because of the people working at St. George’s,” she says. “We’re all here because we care about the students.”

Human resources director

Karen Potter says that commitment comes from all employees understanding how their role contributes to the school’s mission of building fine young men, one boy at a time. Internal surveys indicate school staff understand that link.

“School leadership has also worked hard to ensure staff feel that they’re of equal standing and value, and well attended to,” says Potter. The school emphasizes all-employee social and special events so everyone can get to know each other, whether virtually or live.

School head David Young has been the beneficiary of St. George’s welcoming culture.

It’s an incredible place for young students to grow and change because of the people working at St. George’s. We’re all here because we care about the students.

— Louise Jones Receptionist, Junior School

Jones, too, says she feels deeply supported by the school. “In my journey over these years various things have happened to me.

When things topple, they say, ‘We’ve got you. We’re going to help you through this.’”

Much as the school has built its internal community, it also encourages students to engage

85

BC’S TOP EMPLOYERS 2022

267

full-time staff in Canada

47

years, longest serving staff member

11

years listed as one of BC’s Top Employers

100%

retiree health premium

 St. George provides a collaborative educational environment.

with the broader Vancouver community, Young says. Its global stewardship program connects students with experiential learning initiatives, community engagement projects, and volunteer placements.

Every year, ahead of the holiday season, the school holds a Hamper

Drive in support of schools and organizations it partners with for a variety of initiatives. Student volunteers work to create hampers with household goods and grocery gift cards while learning about food insecurity and the working poor.

“It’s a school-wide endeavour

BUILDING FINE YOUNG MEN. ONE BOY AT A TIME.

on service,” Young says. “We’re building fine young people, and that means people who will always support their community.”

Jones says those initiatives, and the community values St. George’s works to instill in students, have had a profound impact.

“Coming to the school has changed my outlook on life and how I behave as a human being,” she says. “In an institution where people are being taught we need to look after our planet and each other, it’s easy for the adults to understand how important that is.” 

www.stgeorges.bc.ca

86

BC’S TOP EMPLOYERS 2022

A sustainable, safe culture supports Teck employees development initiatives like the ‘Leading for the Future’ program that Sherven credits for helping her to work more closely with her team and be a more empathetic leader.

Safety is paramount in Teck’s culture and covers both the physical and mental well-being of employees. In addition to rigorous health and safety protocols at work sites and offices, the pandemic prompted the company to enhance its mental health benefits and programming, such as access to virtual health care.

That comprehensive approach also means making employees feel comfortable and accepted in Teck’s many workplaces.

 Teck Resources employees working at the company's steelmaking coal operations in Elkford, B.C.

F

or Taylor Sherven, the best thing about working for Teck Resources is being at the heart of a network of talented fellow employees, feeding off their energy and finding new ways to drive improvement.

“There are so many great people within the company who want Teck to succeed and when you bring talented people together, they come up with innovative ideas,” says Sherven, Teck’s water management lead.

“I love being at the hub of those conversations.”

Headquartered in Vancouver, Teck is one of Canada’s leading mining companies with operations in Canada, the U.S., Chile and Peru. It's focused on the production of copper, zinc, steelmaking coal and investments in energy assets.

Sherven has a strategic planning role where she supports teams of experts to develop plans to optimize water management at Teck’s work sites that meet the company’s high sustainability standards as well as its operational needs.

It’s the latest of several roles she has had with the company. No matter the assignment, she’s felt

supported and given the resources she needs to succeed.

“We’re committed to empowering our employees to continue to move the company forward,” says Jackie Scales, director, inclusion and diversity. “It’s their innovation and ideas to solve problems that helps us provide the resources the world needs, while meeting our commitment to sustainability.”

Education and training play key roles in enabling Teck employees to advance their careers. In addition to tuition subsidies and apprenticeship programs, the company has leadership

We’re committed to empowering our employees to continue to move the company forward.

— Jackie Scales Director, Inclusion and Diversity

“We take a holistic view because it’s super important in creating an inclusive environment for our employees,” says Scales.

“Our values of equity, diversity and inclusion help to create safe spaces and open dialogue and we want to continue to build on that.”

Teck is committed to giving female employees the support and opportunities they need to

87

BC’S TOP EMPLOYERS 2022

8,371

full-time staff in Canada

775

jobs available last year

55

years, longest-serving employee

843

 Taylor Sherven, lead water management at Teck's steelmaking coal operations in Elkford, B.C.

reach leadership positions and fill non-traditional roles in the company workforce. One of Sherven’s assignments was as a mine operations supervisor, where she coordinated and supervised the site’s blasting crews among other tasks.

Teck also connects with the

communities it operates in, with employees supporting over 800 local charities and the company matching their financial contributions to organizations like food banks. As well, Teck puts its resources into larger initiatives like the ‘Mining for Miracles’ program that supports BC Children’s

Hospital, UNICEF Canada and UN Women.

Working together in the community to do good mirrors Teck employees’ commitment to excellence on the job. Sherven says she loves the culture of collaboration and collegiality that fosters a spirit of innovation to

charities helped last year

keep the company evolving.

“We have a very strong team atmosphere across the work sites and in the corporate offices with everyone rowing in the same direction,” says Sherven.

“I am proud to be part of a company so focused on sustainability and continual improvement.” 

88

BC’S TOP EMPLOYERS 2022

A shared ethic builds engagement at TransLink oversees SkyTrain, echoes Nielsen’s appreciation for the supportive culture, saying the main reason he enjoys his work is his team. “We have about 15 people in the safety department, and we’re a unit,” he says.

“When one person struggles, we know how to collectively help each other to overcome that.

And it’s a fun environment to work in.”

TransLink does a great job of giving me the tools, techniques and training I need.

— Ralf Nielsen Director of Enterprise Sustainability

 Translink's SkyTrain attendants at one of their stations.

R

alf Nielsen faced a number of challenges when he started his job as director of enterprise sustainability at New Westminster-based TransLink (South Coast British Columbia Transit Authority) in the middle of the pandemic.

As well as the larger task of helping to make TransLink’s public transit operations for Greater Vancouver – which

include a network of buses as well as the SeaBus passenger ferry, SkyTrain and the West Coast Express commuter rail – greener and more efficient, Nielsen faced more immediate challenges, like settling in to his new role and getting to know his colleagues while working from home. But he was encouraged by the amount of support he received.

“TransLink does a great job of giving me the tools, techniques

and training I need,” he says.

“When I joined, people would either start or end a meeting with me by saying, ‘How can I help you?’ It’s awesome to come into an organization where people want to put their virtual arms around you and ask how they can help you be more successful.

It’s been fantastic.”

Environmental officer Kevin Matsuo, who works for BC Rapid Transit Company, a subsidiary of TransLink that

Matsuo also values the support he’s received in his professional development. “They give you an opportunity to grow your career,” he says, “and they provide classes to take so you can be a more effective employee.”

In Matsuo’s case, that has included training to help him make better presentations, as well as more specific courses related to his role. “I look for courses that will make me more effective in my position,” he says. “For example, I took an auditing course, so now I can audit our environmental management system, look for gaps and make sure we’re compliant.”

89

BC’S TOP EMPLOYERS 2022

8,027

full-time staff in Canada

51

years, longest-serving employee

3,803

long-serving employees (10+ years)

7

weeks, maximum vacation allowance

 Translink staff collaborating at their Sapperton head office.

Matsuo has recently expanded his role to encompass emergency management, so he’s been taking courses in that field as well. “It’s all paid for, which is a huge thing for me,” he says. “And now I’m slowly being exposed to the emergency management side of the company.”

Nielsen has also been able to take advantage of TransLink’s suite of professional development programs. “I participated in a three-hour workshop on negotiation and working toward agreement, and some great materials and techniques came out of that,” he says. “I also

did a full-day workshop on strategic thinking, which was really helpful – I’m using those techniques already.”

But for Nielsen, the most important thing is to work for a company whose values are aligned with his own. “I’ve been impressed with the openness of

the leadership team at all levels of management,” he says. “And there’s an alignment with Planning and Policy and Communications and Public Affairs based on this ethic that everybody shares – we’re all trying to do the right thing for the people in the region.” 

90

BC’S TOP EMPLOYERS 2022

VCC is passionate about its students and community automotive departments.

Founded in 1965, publicly funded VCC – the largest and oldest community college in the province – offers 78 certificate programs, eight diploma programs and three bachelor’s degrees, and and has some 26,000 students each year.

Pretty much everyone who works here is contributing to Vancouver, which warms my heart.

— Kate Dickerson Vice-President, People Services  VCC's automotive repair programs count on industry for instructors and advice on curriculum.

W

hen Kate Dickerson was researching Vancouver Community College (VCC) and going through the application process to join its staff in the spring of 2021, it felt like she would be “coming home to a place I was discovering for the first time,” she says. The institution’s vice-president of people services, who says community engagement is all-important to her, recalls that “all my friends, family and professional network had a connection to VCC.” To wit: “The cook at my favourite brunch spot was apprenticing through VCC. The physio I go to, when he came to Canada, took

his English at VCC. My friend’s grandparents, who are in their 90s, remember their romantic dates over the decades at the fine-dining restaurant JJ’s, which is run by students and instructors in VCC’s culinary arts program.

Another friend’s son who was in high school couldn’t wait to enter the college’s graphic-arts program.”

Dickerson adds that being a vital part of its home city is paramount for VCC. “Pretty much everyone who works here is contributing to Vancouver, which warms my heart.” And staffers’ commitment to the community has been apparent – and crucial – since the advent of COVID-19, she notes.

At one point, use of the college’s

main parking lot was donated to Vancouver Coastal Health so that it could set up free COVID-19 testing and immunization sites.

Another example: for 12 weeks in 2020, VCC’s culinary and food-services departments, partnering with the city and province, prepared 72,000 meals for impoverished residents of Vancouver’s Downtown Eastside.

Employees also raised $55,000 to help international students, who make up eight per cent of its attendees, affected by the pandemic.

To support students learning from home in traditionally handson trades, the college worked to incorporate GoPro cameras in the culinary programs and virtual-reality welding and painting in the

VCC’s primary goal is to be “a first choice for innovative and experiential learning for life,” says Dickerson, noting that its programs also include hair and esthetics, hospitality, American Sign Language, dental hygiene and both practical and registered nursing.

Danielle Gannon, the college’s student-recruitment specialist, works mostly on outreach to prospective applicants who are still in high school. “We put on an on-campus event called Try a Trade, in which we have students come to try different trades programs,” she says. “They get to see the different facilities, and they get some hands-on experience. We really encourage curiosity and collaboration at every level. Everything we do is

91

BC’S TOP EMPLOYERS 2022

758

full-time staff in Canada

7,447

job applications received last year

50%

of executive team are women

17

weeks, maternity leave top-up pay

 VCC nursing students getting hands-on experience.

centred around students.”

VCC’s community impact goes beyond trades and career programs with its strong focus on free adult basic education and English as an additional language program. VCC is also a leader in education for students with disabilities, and offers

career-oriented programs in adult special education and courses that meet the needs of deaf, hard of hearing and visually impaired students.

VCC has also made a strong commitment to truth and reconciliation and decolonization.

And it has a vibrant Indigenous

Education and Community Engagement department which provides academic and personal support and referrals, cultural workshops, Elder support and Indigenous gathering spaces.

“Our music department now has an Indigenous vocal ensemble,” says Dickerson, “and it’s so

cool to hear the music resonate throughout the whole building.”

Rounding out the VCC experience are benefits including parental-leave top-up payments, on-site childcare, flexible work arrangements and 17 days of vacation to start plus five days during the winter holidays. 

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

92

BC’S TOP EMPLOYERS 2022

Community is at the heart of Vancouver Foundation equity, diversity and inclusion in its work and shift power from the foundation’s boardroom to community members.

In 2021, the organization launched an Indigenous Priorities Granting Program to provide funding to Indigenous-led organizations for initiatives that encourage community inclusiveness, belonging and healing, with the program being overseen

by Indigenous staff members and advisors from First Nations communities across B.C.

 Vancouver Foundation President & CEO Kevin McCort (left) with one of the organization's grant advisors, Crecien Bencio.

S

equels are rarely as good as the original.

But Jennifer Nguyen’s return to Vancouver Foundation, after a three-year stint at a Crown corporation, has felt like a blockbuster success.

Nguyen, the senior manager of finance, worked for the foundation for five years until she returned from her second maternity leave at the end of 2016. Logistical challenges for her family prompted her to take a new job in Richmond, where her husband works and her children attended daycare, but she was “heartbroken” to leave.

“I really did enjoy what I was doing. We had a really great team,” she says.

Last year, a position at the foundation opened up at the right time: one of Nguyen’s children was in school in Vancouver, her employer was struggling with remote work in the early days of the pandemic, and she found herself missing the “collaborative spirit” of her old workplace. So when her former boss offered her the job – which she could do remotely – Nguyen took the leap.

“I missed my team, I missed that community-driven spirit that everyone tries to work towards,” Nguyen says. “I was gone for three years but it felt comfortable coming back.”

President and CEO Kevin McCort says a commitment to community is a key part of Vancouver Foundation’s culture

and something it has worked hard to instill in employees. The foundation administers grants and funding to thousands of charities in arts and culture, education, community health, social development and more.

“We’re really trying to build the idea that we are all in this together,” says McCort. “It doesn’t matter if you’re in finance, HR or granting, you really are a part of a team of 54 people with a common set of goals. So put those goals first and realize how you can contribute to them from your particular vantage point in the organization.”

That commitment has taken on a new dimension in the past two years, he says, as the foundation has made a greater effort to centre

We’re really trying to build the idea that we are all in this together. It doesn’t matter if you’re in finance, HR or granting, you really are a part of a team of 54 people with a common set of goals.

— Kevin McCort President and CEO

“We’re trying to work in ways that decisions about what gets funded are made by community members, rather than the foundation itself,” McCort says.

93

BC’S TOP EMPLOYERS 2022

54

full-time staff in Canada

40%

of executive team are women

61

weeks, maternity leave top-up pay

3

week minimum annual paid vacation, and up to 2 weeks personal time off

 Jennifer Nguyen is senior manager of finance at Vancouver Foundation.

That focus on equity hasn’t just been outward looking. McCort says employees have championed using the organization’s purchasing power to support Black-and Indigenous-led businesses, and leadership is encouraging staff to share their creative ideas for ways to embed its principles in other

parts of the organization.

The foundation also launched a justice, equity, diversity and inclusion committee to educate staff and hold the organization accountable to its anti-racist commitments made in response to the mid-2020 protests that demanded action on systemic

racism. The committee has held web talks with guest speakers and encourages employees to learn on their own by providing resources such as videos and podcast episodes to discuss together.

Nguyen says the committee’s work has demonstrated the foundation’s commitment to its

values and helped her feel closer to her colleagues.

“We’re striving and we’re learning together. It’s not just telling you what you should know, it’s like let’s go on this learning journey together,” she says. “It’s not just a value that’s spoken of, it’s a value they demonstrate.” 

94

BC’S TOP EMPLOYERS 2022

Advancing sustainability at the Port of Vancouver way,” he says.

The sustainability vision is also a source of pride for Ram Chungh, who joined the port authority as a community relations team member in 2007 and progressed through several roles to her current position as advisor on the municipal and stakeholder relations team.

Canadians across the country rely on the cargo that moves through the Port of Vancouver.  Vancouver Fraser Port Authority employees working at the corporate office.

W

hether building Canada’s trade infrastructure to support Canadians’ access to goods, or advancing world-leading environmental work, employees at the Vancouver Fraser Port Authority say they’re proud to work for the benefit of Canada and all Canadians.

The port authority is an arms-length federal agency that oversees the lands and waters of the Port of Vancouver, Canada’s largest port and its gateway to trade with more than 170 countries.

The port authority’s role is to enable Canada’s trade through the port, while protecting the

environment and considering the needs of local communities.

“Canadians across the country rely on the cargo that moves through the Port of Vancouver,” says president and CEO Robin Silvester. “The port puts food on our shelves, brings in every car built in Asia (headed for Canada), and handles every imaginable product in between.”

Over the last decade, the port authority has also pursued an aspirational vision: for the Port of Vancouver to be the world’s most sustainable port.

“Sustainability is part of our DNA,” Silvester says. “For us, it’s about a combination of generating economic prosperity though trade for Canadians, while sustaining a healthy environment and

supporting thriving communities where we live and work.

Balancing those three things is a complex challenge, but one we are up for.”

Among many environmental initiatives led by the port authority is the world-leading Enhancing Cetacean Habitat and Observation (ECHO) Program, aimed at reducing underwater noise and other impacts from ships on at-risk whales.

For U.K.-born, now Canadian Silvester, who can sometimes be found scuba diving in Howe Sound, such projects are a personal as well as professional passion.

“I get to live in one of the most beautiful parts of the world and I’m very motivated to keep it that

— Robin Silvester President and CEO

“The port authority’s vision is quite ambitious and I appreciate that,” Chungh says. “I like working at an organization that reflects my values and implements those values by working with communities and focusing on environmental performance. We really walk the talk and that’s what’s kept me here for almost 15 years.”

Chungh values the tangible positive impacts the port authority delivers, whether it’s resolving regional transportation bottlenecks or giving back directly to communities.

“I’ve participated on the committee that helps allocate community investment funds and it has been really rewarding to learn not only what projects and programs are important to

95

BC’S TOP EMPLOYERS 2022

438

full-time staff in Canada

6

weeks vacation allowance (up to), plus 4 personal days

13

days additional leave available through Earned Time Off program

53

 Vancouver Fraser Port Authority's employees collaborating at the meeting table.

communities but also how we can support them,” she says.

The other big motivating factor for Chungh is the calibre of people she gets to work with.

“Everyone brings a strong knowledge base and is very respectful of each other,” she says.

“It’s a great team environment

where we’re all working towards the same goals.”

She adds that the port authority offers attractive compensation packages, which is important to employees.

“With the costs of housing and, for some of us, raising families, it really makes a difference,” she

says.

Silvester notes that the port authority also places a strong focus on diversity and inclusion, including efforts to improve gender parity in the traditionally male-dominated transportation sector and increasing opportunities for people with disabilities.

charities helped last year

Silvester is co-chair of the Presidents Group, a volunteer network of B.C. business leaders who are championing more accessible and inclusive workplaces.

“The only way workplaces become more diverse is by paying attention to it and consciously removing barriers,” he says. 

96

BC’S TOP EMPLOYERS 2022

Innovation and stakeholder experience fuel WorkSafeBC for continuous improvement opportunities for the teams building the tools,” says Ruiz. “We do this work to help ensure that the services we provide to workers, employers and health-care providers are easy to navigate, effective at helping stakeholders achieve their goals, and enable an overall positive experience.”

 Laura Ruiz, experience design coordinator at WorkSafeBC, contributes to a positive stakeholder experience.

W

hen Laura Ruiz joined WorkSafeBC, she was following a passion that propelled her through a bachelor of science program in cognitive systems at the University of British Columbia.

“I was always passionate about leveraging knowledge of human behaviour to build better applications,” says Ruiz, who completed an internship with WorkSafeBC and joined full time after she graduated in May 2020.

As an experience design coordinator, Ruiz conducts usability testing on WorkSafeBC’s products and services, evaluating people’s response to tools such as online portals that serve the needs of workers, employers, and health care providers.

As the provincial agency dedicated to promoting safe and

healthy workplaces in British Columbia, WorkSafeBC supports businesses, workers and industry in understanding their responsibilities and upholding safety regulations. While its mandate has remained the same since its creation in 1917, the pace of economic and technological change in recent years has required the organization to be agile, to focus on innovation, and to capitalize on the diversity of thought its employees bring to work every day, says Todd Yule, head of innovation & technology and chief digital officer.

“Through initiatives like our test kitchen, we are changing the way our employees can participate in and lead innovation,” says Yule.

“We’ve accelerated the development of tools and engagement to continuously improve service to workers and employers.”

With this in mind, Ruiz works

with teams from the organization’s prevention, assessments, and claims and rehabilitation divisions, to evaluate how users interact with new features and functions in their products and services.

To assess new improvements to WorkSafeBC’s online portal for example, she selects a group of users by age and geographical region, among other attributes, then evaluates their experience when logging in to check information related to their claim or business.

“From the log-in process and navigation, to clear language and overall experience, it’s important we test every aspect of our systems,” she says, explaining that ensuring ease and effectiveness of the tools are but two components of evaluating the overall experience.

“Feedback collected through these engagement sessions allows

When we support our employees to adapt and innovate, we can deliver a better stakeholder and employee experience that also encourages positive workplace health and safety outcomes.

— Todd Yule Head of Innovation & Technology and Chief Digital Officer

That commitment to both innovation and continuous improvement is shared not just by the teams she works with but by the organization’s 3,400-plus employees, says Yule.

“We’re here to serve the workers and employers of B.C.,” he says. “That’s our mission, and it’s reinforced whether you’re on the front line or in a support role.

Everyone has a role to play in

97

BC’S TOP EMPLOYERS 2022

3,425

full-time staff in Canada

22,060

job applications received last year

128

charities supported in 2020

62%

 WorkSafeBC encourages innovation through employee training, mentorship, and skills development.

making a difference.”

The organization also pays close attention to its own employees, assessing their needs and striving to address their concerns.

“We have a team dedicated to understanding employees’ needs,” says Yule. “We value continuous feedback, and we give employees

various tools to help them influence and shape our culture.

Investing in our team is key to our success.

“We’re a knowledge-based organization,” he adds. “When we support our employees to adapt and innovate, we can deliver a better stakeholder and employee

experience that also encourages positive workplace health and safety outcomes.”

WorkSafeBC has increased course offerings focused on developing an innovative mindset to support employees. For Ruiz, WorkSafeBC’s emphasis on training, mentorship and skills

of managers are women

development was one of many reasons why she came to the organization.

“I was surprised at how passionate people are about making workplaces in B.C. healthy and safe. I’ve always wanted to work in a role where I can make a difference.” 

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 23rd year, our national project is Canada’s longest-running and best-known editorial competition for employers.

For information on next year’s application process, visit:

CanadasTop100.com/2023 Applications for our 2023 competition will be released in February and must be returned by April.

2023

BC’s Top Employers