BC's Top Employers (2024)

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q In a kayak off Nanaimo with an employee of Vancouver Island University, one of this year’s winners.

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

B Y HEATED COMPETITION:

MEDIACORP

Winning employers up their game

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LIST OF WINNERS:

BC’s Top Employers (2024)

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PURPOSE-DRIVEN:

Workplaces with a social purpose

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BC’S TOP EMPLOYERS (2024) SPONSOR CONTENT

MEC

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BC'S TOP EMPLOYERS 2024 MAGAZINE Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung, EDITOR

Chantel Watkins, ASSISTANT EDITOR

Juliane Fung, RESEARCH EDITOR

Sonja Verpoort, RESEARCH ASSISTANT

Cypress Weston, RESEARCH ASSISTANT

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

MANAGER, PUBLISHING

Chariemagne Kuizon, JUNIOR COORDINATOR

Vishnusha Kirupananthan,

SENIOR BRANDING & GRAPHIC DESIGNER

Sabrina Wu,

SENIOR CONTENT & PUBLISHING SPECIALIST

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bethune Deborah Bourk Abigail Cukier Mary Dickie Patricia Hluchy D’Arcy Jenish Diane C. Jermyn Sara King-Abadi

Allison Lawlor Tom Mason Michael McCullough Rick McGinnis Kelsey Rolfe Diane Sims Barbara Wickens Barb Wilkinson

© 2024 Mediacorp Canada Inc. and Postmedia.

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

 MEC Mountain Equipment Company offers twelve paid 'care days' for full-time staff each year (six for part-time staff) to offset income loss from illness, to stay healthy, feel good and pursue their passions.

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ore than twenty years ago, a self-help book burst onto the bestseller lists inviting readers to lead The Purpose Driven Life. Although the book was intended as a Bible study guide, it soon became a runaway success beyond the evangelical Christian community, selling over 50 million copies in 85 languages. The book’s central theme – that humans are hardwired to search for meaning – has been picked up by countless others, including many in the careers section of the library.

After the launch of our Canada’s Top 100 Employers project, nearly 25 years ago, I recall meeting Richard Bolles at an event we were hosting. Dick was an Episcopal minister from Berkeley, California, but was better known as the author of What Color is Your Parachute, which first appeared in print in 1970 and steadily climbed the New York Times’ bestsellers list. The Library of Congress later named it as one of the “25 Books That Have Shaped Readers’ Lives,” cementing the book’s place in the American self-help canon. Parachute became a favourite among career counsellors and job-seekers alike for its old-style mix of boot-camp rigour, practical advice and muted spirituality, to paraphrase the New York Times in Dick’s obituary.

The thread that runs through both of these consequential books is seen vividly in this year’s BC’s Top Employers project. Today, the search for meaning and purpose in one’s career has been joined by a new ally: the remarkable change taking place in Canada’s labour demographics.

Many readers are surprised to learn that, despite increasing immigration, Canada will have one of the oldest labour forces in the hemisphere by 2050.† To put it simply, there are increasingly fewer Canadians of working age to take up the jobs that a growing economy creates.

British Columbia employers are leaders in recognizing this change. In the pages of this year’s announcement magazine, you’ll discover inspiring examples of how this year’s winners weave a sense of purpose into what their staff — and prospective employees — take home from a day’s work.

It’s not just about providing a salary and stable place of employment anymore. BC employees want to know that their work is making a difference in the others’ lives and that it has a purpose. Employers that fail to take notice do so at their peril.

– Tony Meehan † “How a Vast Demographic Shift Will Reshape the World,” New York Times, 16 July 2023.

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BC’S TOP EMPLOYERS (2024)

NATURES PATH

SPONSOR CONTENT

 All employees at Richmond-based Nature's Path Foods are able to participate in a profit-sharing plan — the company also offers referral bonuses for successful hires.

For BC’s Top Employers 2024, “no one is resting on their laurelsˮ

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The winners of the annual project have been announced, and the competition this year is heated ven for companies such as Nature’s Path Foods that have earned the designation in the past, being named one of BC’s Top Employers is both an honour and an asset.

Terry Duncan, vice-president of people and culture at Nature’s Path, explains, “Competition for talent is especially fierce, so being cited as a Top Employer is

important from a marketing perspective as well as internally. It’s a great source of pride for everyone and plays a role in retention.”

The provincial competition is organized by the editors of Canada’s Top 100 Employers project, who every year name companies that excel in recruitment and retention.

The annual list recognizes organizations

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

involvement.

And singling out the best is no easy task.

“No one is resting on their laurels,” says Richard Yerema, executive editor at Canada’s Top 100 Employers.

Nature’s Path exhibits some of the common strategies among this year’s winners, including flexible work options, robust time off policies, inclusive parental leave programs and mental health

BC’S TOP EMPLOYERS (2024) SPONSOR CONTENT

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A.GRADINA/CITY OF BURNABY

HEATED COMPETITION

support. “Flexibility of work is especially important given the high cost of living,” Duncan says. “Plus, many prospective employees are attracted to purpose-driven companies such as ours, and this helps ensure their motivation and efficiency when working from home.”

Kristina Leung, managing editor at Canada’s Top 100 Employers, is particularly struck by the agility of organizations coming out of the pandemic and their recognition of individual employee needs. She believes they will continue to “make changes very quickly with the right incentives and motivations, which is always that their people are at the heart of their decisions.”

“Money isn’t everything; people want to be valued and have a sense of belonging.”

— Anita Bhandari Chief Human Resources Officer, City of Burnaby

That is certainly the case with the City of Burnaby, a first-time BC Top Employer.

“In the last two years we’ve really focused on developing a supportive culture that embraces diversity, equity and inclusion and is truly people-first oriented,” says Anita Bhandari, the city’s chief human resources officer.

Bhandari adds, “We are constantly evolving our practices to meet a competitive market, always by asking ‘What’s the right thing to do for our people?’ Because the bottom line is, money isn’t everything; people want to be valued and have a sense of belonging.”

This degree of concern for employee wellbeing is something Yerema believes separates good employers from truly great ones. “All organizations run if they're building something, making something, creating something,” he says. “But I think what top employers (show), and certainly the Top Employers project over the years shows, is that organizations can do right by their people and find ways to make them happier — and this is not counter to running a very successful organization.”

– Robin Brunet

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 Employees from the City of Burnaby working on a library outreach project in the community.

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BC’S TOP EMPLOYERS (2024)

DEXCOM

SPONSOR CONTENT

2024 WINNERS  Diabetes management equipment maker Dexcom Canada, based in Burnaby, awards equity in the company to employees who have demonstrated exceptional performance, in addition to offering a share purchase program.

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

monthly games nights and utilizes its in-office games lounge, with foosball, ping pong, Xbox and Jackbox.

CUITAS THERAPEUTICS, INC., Vancouver. Biotechnology research; 54 employees. Helps employees prepare for the future with matching RSP contributions and retirement planning assistance.

AME GROUP, Victoria. Engineering services; 167 employees. Supports hybrid and remote work options for eligible roles and offers an annual work from home allowance of $750.

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ADVANCED SOLUTIONS, Victoria.

Computer systems design services; 239 employees. Offers industry-leading top-up for new mothers, providing a top-up of 85 per cent of salary for 15 weeks followed by 75 per cent of salary for 35 weeks.

ARROW TRANSPORTATION SYSTEMS INC., Vancouver. Transportation, shipping and logistics; 1,125 employees. Rewards volunteer efforts of employees and their families with a donation to a charity of their choice, to a maximum of $1,000 for 50 volunteer hours.

ALIDA INC., Vancouver. Customer intelligence software; 258 employees. Hosts

AUSENCO, Burnaby. Engineering services; 574 employees. Launched a

Reconciliation Action Plan and rolled out mandatory Indigenous cultural awareness training, developed in collaboration with the First Nations University of Canada.

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C ASSESSMENT, Victoria.

Property tax assessments; 700 employees. Promotes well-being in the workplace with dedicated budgets for teams to enact wellness activities and organizes running and walking clubs.

BC CHILDREN’S HOSPITAL FOUNDATION, Vancouver. Social advocacy organizations; 110 employees.

Provides five paid days off per year for professional development and offers employees individual professional

development budgets, to $750 per year for non-management roles.

BC ENERGY REGULATOR, Fort St. John.

Provincial government, regulation of the oil, gas, and emerging energy sectors; 292 employees. Offers a dedicated reimbursement of $500 for health and wellness programs and products.

BC FINANCIAL SERVICES AUTHORITY / BCFSA, Vancouver. Provincial government, financial regulation; 329 employees. Eligible roles have the opportunity to “work from anywhere” for up to two weeks each year.

BC HOUSING MANAGEMENT COMMISSION, Burnaby. Provincial government, housing programs; 1,154

BC’S TOP EMPLOYERS (2024) SPONSOR CONTENT

2024 WINNERS

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employees. Encourages employees to grow in their roles with in-house coaching, mentoring, and leadership development programs.

BC HYDRO, Vancouver. Hydroelectric power generation; 7,050 employees.

Enables employees to take a little more time for themselves with the option to purchase additional time off using benefits credits.

BC INFRASTRUCTURE BENEFITS INC. / BCIB, Vancouver. Employment services; 87 employees. Ensures that employees can put their health first with up to 10 paid sick days per calendar year.

BC PENSION CORP., Victoria. Pension funds; 583 employees. Maintains excellent maternity and parental leave top-up policies, offering new mothers up to 75 per cent of salary for up to 50 weeks and up to 35 weeks for new fathers and adoptive parents.

BC PUBLIC SERVICE, Victoria.

Provincial government; 34,366 employees.

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

BC TRANSIT, Victoria. Public transit; 1,127 employees. Helps employees plan securely for the future with contributions to a defined benefit pension plan and retirement planning assistance.

BEST BUY CANADA LTD., Vancouver.

Retail; 4,978 employees. Offers an employee discount program on products sold at the retailer and vendor partners, from appliances to home internet plans.

BINARY STREAM SOFTWARE INC., Burnaby. Computer software; 94 employees. Encourages employees to adopt an ownership mentality through a share purchase plan, available to all employees.

BLACK & WHITE ZEBRA INDUSTRIES INC., Vancouver. Public relations agency;

7 29 employees. Supports all pathways to parenthood with a generous subsidy to help cover the costs of adoption, to $25,000 per child.

BOUGHTON LAW CORPORATION, Vancouver. Law firms; 128 employees.

Provides parental leave top-up for primary caregivers, to 100 per cent of salary for up to 17 weeks.

BRITISH COLUMBIA AUTOMOBILE ASSOCIATION / BCAA, Burnaby.

Professional organizations; 1,429 employees. Offers employees a paid day off each calendar year to take part in cultural, religious, ceremonial, or spiritual observances.

BRITISH COLUMBIA FERRY SERVICES INC. / BC FERRIES, Victoria. Passenger transportation services; 3,601 employees.

Reimburses health and wellness-related expenses such as gym memberships, sports equipment, fitness classes, and fitness trackers.

 BCAA employees receive a paid day off each year to take part in cultural, religious, ceremonial, or spiritual observances.

BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY / BCIT, Burnaby. Post secondary schools, college; 2,224 employees. Offers the convenience of subsidized onsite child care at its Burnaby campus.

BRITISH COLUMBIA INVESTMENT MANAGEMENT CORP. / BCI, Victoria.

Portfolio management; 689 employees.

Launched a "work from anywhere" program, enabling employees to work remotely from around the world for up to one month per year.

BRITISH COLUMBIA LIQUOR DISTRIBUTION BRANCH, Burnaby.

Liquor and cannabis distribution and retail; 3,017 employees. Employs a dedicated individual to help employees transition into retirement as well as navigate claims for their retirement benefits.

BRITISH COLUMBIA LOTTERY CORPORATION / BCLC, Kamloops.

Gambling and gaming industries; 1,137 employees. Helps to make mental health care services accessible with coverage of up to $3,000 per year as part of its benefits plan.

BRITISH COLUMBIA UTILITIES COMMISSION, Vancouver. Provincial utilities regulation; 103 employees.

Maintains generous time-off policies including four weeks of starting vacation and up to 10 paid personal days each year.

BCAA

BURNABY, CITY OF, Burnaby. Municipal governments; 1,864 employees. Offers discounted access to city fitness and recreation facilities, which feature group fitness classes, swimming pools, skating, racquetball and squash.

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ANFOR CORPORATION, Vancouver. Forest products; 3,899 employees. Launched a talent exchange program to enable employees to work temporarily at another Canfor location in North America or overseas.

CAPILANO UNIVERSITY, North Vancouver. Post secondary schools, university; 650 employees. Offers financial health workshops on a variety of topics including savings strategies, retirement planning, effective tax strategies, and pensions.

CENTURY GROUP LANDS CORP., New Westminster. Real estate development and management; 80 employees. Provided three $20,000 grants to grassroots

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organizations that focus on food security, homelessness, and at-risk youth over the past year.

CHARTERED PROFESSIONAL ACCOUNTANTS OF BRITISH COLUMBIA / CPABC, Vancouver.

Professional organizations; 141 employees.

Introduced a new flexible benefit of $500 that can be allocated between a health or wellness spending account.

CITYWEST, Prince Rupert.

Telecommunications; 115 employees.

Provides 10 wellness days per year that can be used to attend to family matters and allows employees to exchange up to five unused wellness days into vacation for the following year.

CLIO, Burnaby. Computer software; 811 employees. Maintains a "distributed by design" workforce model and provides a one-time work-from-home allowance of $500.

COLLEGE OF PHYSICIANS AND SURGEONS OF BRITISH COLUMBIA, THE, Vancouver. Professional organizations; 185 employees. Prioritizes the long-term welfare of its employees with a defined benefit pension plan and health benefits that extend to retirees.

COMMUNITY LIVING BC, Vancouver.

Community services; 640 employees.

Supports new parents with maternity and parental leave top-up as well as pre-placement adoptive leave for up to seven weeks.

CONCERT PROPERTIES LTD., Vancouver. Real estate development; 562 employees. Makes the commute to work a little easier with a public transit subsidy of up to $1,000 per year.

COPPERLEAF TECHNOLOGIES INC., Vancouver. Specialized computer software; 341 employees. Offers new parents the convenience of onsite child care at its head office, operated by a local YMCA chapter.

COQUITLAM, CITY OF, Coquitlam.

Municipal governments; 1,000 employees.

Encourages employees to put their health first with paid sick time of up to 18 days annually.

COVENANT HOUSE VANCOUVER, Vancouver. Social services and temporary housing; 178 employees. Hosts an annual Renewal day offsite to engage employees in health and wellness and provides free

subscriptions to meditation apps to help employees stay grounded.

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ELTA POLICE DEPARTMENT, Delta. Police services; 281 employees.

Organizes wellness activities throughout the year, including a Great Outdoors Photo Contest and a 12 Days of Wellness initiative to encourage employees to reflect on their health.

DEXCOM CANADA, CO., Burnaby.

Specialized medical equipment; 100 employees. Awards company shares to employees who have demonstrated exceptional performance and offers a stock purchase program to enable employees to purchase shares at a discount.

DIXON MITCHELL INVESTMENT COUNSEL INC., Vancouver. Investment management services; 36 employees.

Encourages employees to adopt sustainable practices with a transportation subsidy for public transit or bicycle locker expenses.

DLA PIPER (CANADA) LLP, Vancouver.

Law firms; 518 employees. Enables support employees to carry forward up to 15 days of unused vacation, or to be paid out for the accrued time.

BC FERRIES

Continued

BC’S TOP EMPLOYERS (2024)

 BC Ferries helps employees lead healthier lives by reimbursing eligible health and wellness-related expenses, such as gym memberships and equipment.

DOUGLAS COLLEGE, New Westminster.

Post secondary schools, college; 1,153 employees. On campus amenities include diverse food options, a multipurpose Aboriginal Gathering Place facility, regular therapy dog visits, and free access to the college's fitness facilities.

DP WORLD CANADA INC., Burnaby.

Deep sea freight transportation; 329 employees. Helps employees adopt healthy habits through regular wellness classes, sessions and challenges on topics such as nutrition, cooking, gut health, and exercise.

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BCI

2024 WINNERS

SPONSOR CONTENT

NGINEERS AND GEOSCIENTISTS BC, Burnaby.

Professional organizations; 132 employees. Recently increased its psychologist benefit from $500 to $2,000 and expanded coverage to include clinical counsellors.

IRST CREDIT UNION, Powell River. Credit unions; 75 employees. Introduced maternity and parental leave top-up for new parents, offering up to 85 per cent of salary for up to 15 weeks.

 Victoria-based BCI offers an interesting “work from anywhere” program, allowing employees to work remotely for up to one month per year.

BC’S TOP EMPLOYERS (2024) SPONSOR CONTENT

FIRST NATIONS FINANCE AUTHORITY, Westbank. Financial investment services; 22 employees.

Maintains generous time-off policies, offering four weeks of paid vacation after only two years on the job and up to 10 paid days off during the winter holidays.

FIRST WEST CREDIT UNION, Langley.

Credit unions; 1,200 employees.

Encourages employees to be active members of their local community with up to three paid days off to volunteer each year.

FORTISBC INC., Surrey. Electric power distribution; 2,570 employees. Offers tuition support to fund educational development as well as a number of in-house apprenticeships and skilled trades programs in a variety of roles.

FRESH PREP FOODS INC., Vancouver.

Food processing; 395 employees. Allows employees to take home leftover meal kits from the week's orders and provides a weekly cumulative credit of $15 that can be used for company products.

FULL CIRCLE STUDIO, Burnaby.

Software publishers; 117 employees.

Maintains dedicated "creative weeks" to enable core development employees to partake in non-scheduled work that benefits their professional growth.

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ROSVENOR CANADA LTD., Vancouver. Real estate development; 60 employees.

Offers a health spending account of $700 as part of its benefits plan as well as up to $600 to cover wellness-related expenses.

ATFIELD CONSULTANTS LLP, North Vancouver.

Environmental consulting services; 188 employees.

Introduced maternity and parental leave top-up in support of employees who are new parents, offering up to 70 per cent of salary for up to 15 weeks.

HOULE ELECTRIC LIMITED, Burnaby.

Electrical contractors; 1,092 employees.

Helps employees build long-term savings with matching RSP contributions.

HUDSON PACIFIC PROPERTIES, Vancouver. Real estate development; 26 employees. Offers generous referral bonuses as an incentive for employees to recruit candidates from their personal networks, ranging from $3,000 to $5,000

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for successful hires.

CENTURY

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CBC / INSURANCE CORPORATION OF BRITISH COLUMBIA, North Vancouver.

Automobile insurance; 5,751 employees. Helps employees plan securely for the future with a defined benefit pension plan and health benefits that extend to retirees, with 100 per cent premium coverage and no age limit.

INTERFOR CORP., Burnaby. Sawmills; 2,218 employees. Invests in the next generation of talent with academic scholarships for children of employees, to $2,000 per child.

IQMETRIX, Vancouver. Computer software; 207 employees. Matches employee donations to charitable initiatives in-kind, with no set limit on the company match.

ISLAND HEALTH, Victoria. Hospitals; 12,300 employees. Offers mentoring and leadership development programs for employees interested in advancing their careers.

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WANTLEN POLYTECHNIC UNIVERSITY, Surrey. Post secondary schools, university; 1,421 employees. Employees can access the university's athletic centre at subsidized rates as well as participate in fitness classes such as bootcamp, dance, cardio and kickboxing.

 New Westminster-based real estate developer Century Group Lands provided grants to grassroots organizations that focus on food security, homelessness and at-risk youth last year.

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ANDSURE SYSTEMS LTD., Vancouver. Electronic land registration and information systems; 94 employees. Supports employees who are new mothers with maternity leave top-up of 85 per cent of salary, followed by parental leave top-up of 75 per cent for 35 weeks.

LAND TITLE AND SURVEY AUTHORITY OF BRITISH COLUMBIA, Victoria. Land title and land survey systems; 116 employees. Helps employees plan securely for the future with generous contributions to a defined benefit pension plan.

DUET/CLIO

2024 WINNERS

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LAW SOCIETY OF BRITISH COLUMBIA, THE, Vancouver.

Professional associations; 229 employees.

Provides compassionate leave top-up for those who are called upon to care for a loved one, to 70 per cent of salary for up to 15 weeks.

LAWSON LUNDELL LLP, Vancouver. Law firms; 410 employees. Encourages

 Legal software developer Clio offers its distributed workforce a one-time allowance of $500 to offset the costs of working from home.

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SPONSOR CONTENT

2024 WINNERS

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employees to take care of their physical and mental well-being with paid sick time and coverage for mental health care, to a maximum of $1,250 per year.

LEDCOR GROUP OF COMPANIES, Vancouver. Construction; 9,138 employees.

Works to develop the next generation of employees through co-op placements, paid internships, apprenticeships and formal mentoring programs.

INTERFOR

LEGAL AID BC, Vancouver. Legal services; 223 employees. Offers variety of flexible work options and when commuting, employees receive transit subsidies as part of the TransLink Transit-Friendly Employer program.

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APLE RIDGE, CITY OF, Maple Ridge. Municipal governments; 462 employees.

Formal wellness committee organizes regular workshops and encourages employee participation in events such as the Vancouver Sun Run, Bike to Work Week, and more.

MCELHANNEY LTD., Vancouver.

Engineering, surveying and mapping services; 1,228 employees. As part of their health benefits plan, employees receive dedicated coverage for mental health practitioner care, up to $2,000 annually.

 Burnaby-based forest products company Interfor provides academic scholarships to children of employees, up to $2,000.

MEC MOUNTAIN EQUIPMENT COMPANY LTD., Vancouver. Retail stores; 679 employees. An industry leader that provides maternity and parental leave top-ups for all new parents, ranging up to 75 per cent of salary for 17 weeks for new mothers.

LTSA

MOSAIC FOREST MANAGEMENT CORP., Vancouver. Forestry; 166 employees. Encourages ongoing professional development with generous tuition subsidies for job-related programs, to $5,000 annually.

 An employee of Land Title and Survey Authority carefully handles historical documents from the organization's vault.

MOTT MACDONALD CANADA LIMITED, Vancouver. Engineering services; 317 employees. Encourages employees to become recruiters for the firm through generous new employee referral bonuses, up $2,500 depending on the position.

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ATURE’S PATH FOODS INC., Richmond. Food manufacturing; 224 employees. Head office employees can unwind in an outdoor gazebo and sitting area or practice their green thumbs in the organic fruit and

BC’S TOP EMPLOYERS (2024)

vegetable garden.

NICOLA WEALTH MANAGEMENT LTD., Vancouver. Investment management; 441 employees. Supports a formal employee-led wellness committee that organizes numerous events and activities for employees, including spring and summer fitness challenges.

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

Legislative bodies; 597 employees. Helps its employees plan for a secure future with retirement planning assistance services and contributions to a defined benefit pension plan.

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KANAGAN COLLEGE, Kelowna. Post secondary schools, college; 1,298 employees. Supports its new mothers with a full year of maternity and parental leave top-up and offers onsite child care services when they're ready to return to work.

OPPENHEIMER GROUP, Coquitlam.

Fresh fruits and vegetable distribution; 154 employees. Encourages healthy habits through regular seminars on a range of health-related subjects and even offers subsidized weekly onsite massage sessions for interested employees.

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AGEFREEZER SOFTWARE INC., Vancouver. Custom computer programming services; 77 employees. Offers a formal work from anywhere program and has returned to monthly in-person social events, from happy hours to yoga and painting classes to holiday celebrations.

PEDALHEADS, Vancouver. Children’s recreational programs; 48 employees.

Supports its new mothers with generous maternity and parental leave top-up payments, to 80 per cent of salary for up to 50 weeks.

PERKINS&WILL CANADA ARCHITECTS CO., Vancouver.

Architectural services; 227 employees.

Reintroduced many popular in-person social events last year, including a summer family picnic, rooftop movie nights and the annual golf day.

PETERSON INVESTMENTS (CANADA) INC., Vancouver. Real estate development and management; 194 employees. Provides charitable donations to a maximum of $2,500 to registered charities in the community and where employees have a personal interest.

BC’S TOP EMPLOYERS (2024) SPONSOR CONTENT

MCELHANNEY

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2024 WINNERS

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PLENTYOFFISH MEDIA ULC, Vancouver. All other personal services; 118 employees. Created a unique hybrid work program, offering a "Remote Month" last year where employees could choose to work from anywhere in the world during the month of August.

POWEREX CORP., Vancouver. Energy wholesalers; 203 employees. Offers employees free memberships to a shared-use fitness facility that's only open to tenants in the building and features instructor-led strength training and yoga classes.

PREVUE HR SYSTEMS INC., Vancouver.

Software; 26 employees. Offers flexible work options and offers the unique (and popular) Focus Fridays program that provides employees with every other Friday off.

PRINCE RUPERT PORT AUTHORITY, Prince Rupert. Port authorities; 87 employees. Reaches out to the next generation of employees through apprenticeships and paid internships along with leadership development programs.

 Employees of Vancouver-based engineering firm McElhanney conducting water sampling in Langley.

PROVIDENCE HEALTH CARE, Vancouver. Hospitals; 4,937 employees.

Helps employees plan for a secure future through retirement planning assistance services along with contributions to a defined benefit pension plan.

PROVINCIAL HEALTH SERVICES AUTHORITY / PHSA, Vancouver.

Healthcare services; 14,969 employees.

Welcomes all interested employees to the "Song-cology" employee choir that brings together physicians, nurses, researchers, analyst and retirees (no auditions required).

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NICOLA

HR TECHNOLOGIES INC., Kelowna. Computer systems design services; 580 employees.

Supports new parents with maternity and parental leave top-up payments, to 75 per cent of salary for up to 11 weeks of their leave.

 The wellness committee at Nicola Wealth Management organizes staff-wide activities such as spring and summer fitness challenges.

AYMOND JAMES LTD., Vancouver. Investment banking and securities dealing; 1,315 employees. Starts most new employees with four weeks of paid vacation and employees can also apply for unpaid leaves of absence for up to 18 months in duration.

R.F. BINNIE & ASSOCIATES LTD., Burnaby. Engineering services; 269 employees. Encourages employees to act as recruiters for the firm with new employee referral bonuses, from $250 to $5,000 depending on the position.

ROCKY MOUNTAINEER, Vancouver.

Rail tour operators; 391 employees. Offers employees the unique perk of complimentary rail passes (for two) and overnight accommodation after one year of employment.

RTS CANADA INC., Richmond. Waste management and recycling services; 81 employees. Provides new parents with maternity and parental leave top-ups for 20 weeks and offers the option to apply to extend their leave into an unpaid leave of absence.

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AANICH, DISTRICT OF, Victoria.

Municipal governments; 758 employees. Helps employees balance their work and personal lives with hybrid work, flexible hours, shortened work weeks and an earned days off program (up to 2 days each month).

SAANICH POLICE DEPARTMENT, Victoria. Police services; 238 employees.

Offers employees generous mental health coverage as part of their health benefits plan, to $5,100 annually.

SAP CANADA INC., Vancouver. Custom computer programming services; 3,110 employees. Encourages employee giving with one paid volunteer day, matching employee financial donations and financial donations to the charities where employees volunteer.

SILVERCHEF RENTALS INC., Vancouver.

Commercial equipment wholesalers; 47 employees. Starts all new employees with four weeks of paid vacation and lets employees purchase additional time off through payroll deductions.

SIMON FRASER UNIVERSITY, Burnaby.

Post secondary schools, university; 3,570 employees. Supports all new parents with maternity and parental leave top-up payments to 100 per cent of salary for 35 weeks.

SKILLEDTRADESBC, Richmond.

Industry training and certifications; 143 employees. Manages a healthy employee program that provides an annual spending allowance for items related to personal health, such as some fitness equipment and gym memberships.

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SPONSOR CONTENT

BC’S TOP EMPLOYERS (2024)

2024 WINNERS

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SKYBOX LABS INC., Burnaby. Video game developers; 271 employees.

Employees can unwind in a comfortable lounge that's complete with retro and modern video game collections along with comfy massage chairs.

SMYTHE LLP, Vancouver. Accounting; 188 employees. Offers very generous referral bonuses when employees successfully help recruit a new candidate, from $2,500 to $10,000, depending on the position.

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SOPHOS INC., Vancouver. Custom computer programming services; 422 employees. Maintains a remote-first work model that lets employees set their onsite work schedules with their teams.

ST. GEORGE'S SCHOOL, Vancouver.

Elementary and secondary schools; 261 employees. Along with their defined contribution pension plan, retiring employees can stay enrolled in their health benefits plan (with no age limit).

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ECK RESOURCES LIMITED, Vancouver. Mining; 9,453 employees. Helps employees plan ahead with retirement planning assistance services along with a defined contribution pension plan and a year-end bonus program.

 The District of North Vancouver helps employees plan for life after work with retirement assistance services and a valuable defined benefit pension plan.

TELUS COMMUNICATIONS INC., Vancouver. Telecommunications; 26,162 employees. Formal charitable program is guided by a “give where we live” philosophy and encourages volunteerism with paid volunteer time and matching charitable donations.

PETERSON

TOLKO INDUSTRIES LTD., Vernon.

Forest products manufacturing; 2,698 employees. Encourages head office employees to keep fit with $10 monthly memberships to its fully equipped onsite fitness facility and puts the fees towards the purchase of new gym equipment.

 Employees at real estate developer Peterson Investments connect during a Friday social at its Vancouver head office.

TRANSLINK (SOUTH COAST BRITISH COLUMBIA TRANSPORTATION AUTHORITY), New Westminster. Public transit; 7,878 employees. Focuses on early employee career development through co-op placements, apprenticeships and formal mentoring programs.

TYBO CONTRACTING LTD., Langley.

Construction; 188 employees. Supports new mothers-to-be with generous IVF coverage (to $15,000) and offers maternity and parental leave top-up payments for up to 50 weeks.

BC’S TOP EMPLOYERS (2024) SPONSOR CONTENT

ROCKY MOUNTAINEER

PEDALHEADS

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PHOTOS (CLOCKWISE FROM TOP): 1. Swim instructors share a laugh at Vancouver-based Pedalheads, which offers bike, swim, and trail programs for kids in Canada and the US. 2. Rocky Mountaineer provides employees with complimentary rail passes for two and overnight accommodations after one year of employment.

3. Employees review plans at the Geothermal Exchange Building on UBC's Okanagan campus.

UBC

TELUS

4. The charitable program at TELUS is guided by a “give where we live” philosophy.

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UFV

VCH

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PHOTOS (CLOCKWISE FROM TOP): 1. Employees connecting during the summer barbecue at University of the Fraser Valley.

2. Employees at Vancouver Coastal Health save on a variety of goods and services through a corporate discount program.

J.POH/VANCOUVER FOUNDATION

3. The Vancouver Foundation helps employees balance their lives outside work through alternative work options, including a 35-hour work week, flexible hours and a formal hybrid work program.

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2024 WINNERS

Continued

BC / UNIVERSITY OF BRITISH COLUMBIA, Vancouver. Post secondary schools, university; 16,308 employees. Along with subsidized access to extensive onsite fitness facilities, employees can enjoy a hike along the unique shoreline trail overlooking the Salish Sea. UNITED WAY BRITISH COLUMBIA, Burnaby. Charitable organizations; 183 employees. Encourages employees to “walk the talk” with up to four paid volunteer days annually and the formal "iVolunteer" program to help coordinate support for other initiatives.

UNIVERSITY OF NORTHERN BRITISH COLUMBIA, Prince George. Post secondary schools, university; 606 employees. Helps employees balance their personal and working lives through a number of alternative working arrangements, including flexible hours and two formal hybrid work options.

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recreation activities, to bike and car-sharing services.

the option to apply for an educational leave of absence.

VANCOUVER FOUNDATION, Vancouver. Non-profit grantmaking foundations; 65 employees. Supports new parents and families through generous maternity and parental leave top-up programs, to 95 per cent of salary.

VENTANA CONSTRUCTION CORPORATION, Burnaby. Commercial construction; 224 employees. Encourages employees to keep fit with free memberships to a fully equipped onsite fitness facility, which also offers yoga classes.

WEST FRASER TIMBER CO. LTD., Vancouver. Sawmills; 5,965 employees.

Designates a portion of its pre-tax profits to charitable and community giving and follows a "give where we live" approach with feedback from employees on where best to give.

VANCOUVER FRASER PORT AUTHORITY, Vancouver. Port authorities; 559 employees. Manages the dedicated in-house Thrive Committee that provides tips, advice and organizes activities focused on health and wellness-related topics.

VICTORIA AIRPORT AUTHORITY, North Saanich. Airport operations; 56 employees. Helps employees plan ahead with retirement planning assistance and generous contributions to a defined benefit pension plan.

WORKSAFEBC, Vancouver. Workplace health and safety programs; 3,823 employees. Offers back-up or emergency child care services with Kids & Company, including at locations across Canada when travelling.

VANCOUVER ISLAND UNIVERSITY, Nanaimo. Colleges, universities, and professional schools; 901 employees.

Offers full tuition subsidies for courses related and not directly related to an employee’s current position, along with

W

ESGROUP EQUIPMENT LP, Surrey. Industrial machinery and equipment distribution; 189 employees. Encourages employees to help recruit their new colleagues with generous referral bonuses, ranging from $1,500 to

$6,000, depending on the position.

Y

ULU PUBLIC RELATIONS INC., Vancouver. Public relations firm; 17 employees. A small employer leader that starts all new employees with 5 weeks of paid vacation.

– Richard Yerema & Kristina Leung

UNIVERSITY OF THE FRASER VALLEY / UFV, Abbotsford. Post secondary schools, university; 913 employees. Along with maternity and parental leave top-up programs, parents can apply to extend their leave into an unpaid leave of absence and phase in their return to work.

UNIVERSITY OF VICTORIA, Victoria.

Post secondary schools, university; 3,185 employees. Offers subsidized membership to its onsite fitness facilities which also feature a range of specialized inclusive programs, from wheelchair sports to inclusive dance.

V

ANCOUVER, CITY OF, Vancouver. Municipal governments; 8,375 employees.

Helps employees plan for the future with financial planning services along with matching RSP and defined benefit pension plan programs.

VANCOUVER COASTAL HEALTH, Vancouver. Hospitals; 14,289 employees.

Provides a corporate discount program that offers employees savings on everything from food services and

VICTORIA AIRPORT

VANCOUVER CITY SAVINGS CREDIT UNION, Vancouver. Credit unions; 2,559 employees. Helps employees save on the commute through a discounted transit pass program along with a cycling incentive and secure bike parking at the head office.

 Victoria Airport Authority environmental officer Allison tends to the ‘bee kind’ pollinator garden at Victoria International Airport.

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 BCLC helps make mental health care services accessible to employees by covering up to $3,000 per year as part of their health benefits plan.

Purpose is more important than ever for BC’s Top Employers

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Winners of the 2024 competition prioritize social good, inclusion and belonging, plus perks that support work-life balance

he cost of living is sky high, and labour shortages are more severe than ever. So, what strategies have winners of the 2024 BC’s Top Employers competition deployed to prevail in this climate?

While a wide range of initiatives seems

to be the solution, being a purpose-driven company is rapidly rising in prominence, especially among the Gen Z workforce.

Sandy Austin, chief people officer at the British Columbia Lottery Corporation (BCLC), says, “Companies embracing a social purpose are nothing new, but what’s relatively new is they’re being chosen by

prospective employees for that specific reason. Who they are and what they stand for is very important.”

Abi Coman-Walker, chief operating officer at Vancouver-based Acuitas Therapies (a first-time Top Employers winner), agrees. “Our purpose couldn’t be more attractive in that we’re a private

biotechnology company specializing in delivery systems for nucleic acid therapeutics,” she says. “Simply put, we’re dedicated to improving human health, including being involved in COVID-19 mRNA vaccine development. This continues to be beneficial to both our recruitment as well as retention.”

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B.C.’s forest industry is an example of an entire sector that has become purpose driven, having marketed itself as stewards of the environment by operating sustainably while supplying building materials for housing and other critical needs. This includes companies such as Tolko, a 2024 Top Employers winner and a leader in world-class forest products.

“Who they are and what they stand for is very important.”

— Sandy Austin Chief People Officer, British Columbia Lottery Corporation

In addition to Tolko creating stewardship and management plans that safeguard the Cariboo and Southern Interior regions in which it operates, it also gives back to communities within these regions, and it builds meaningful partnerships with First Nations. “It’s all part of what we call our ‘Culture to Care,’ and that in turn stems from being a 70-year-old family-run business which since its inception has valued our workforce as unique individuals,” says Michael Roberts, Tolko’s vice-president of people and services.

But being purpose driven is only one facet of the growing mosaic of recruitment and retention strategies undertaken at a time when labour shortages are critical. The B.C. competition is organized by the editors of Canada’s Top 100 Employers, and winners for both competitions are chosen for criteria including: the work environment; work and social atmosphere; health, financial and family-friendly benefits; vacation and time off; employee communications; performance management; training and skills development; and community involvement.

Many newer strategies undertaken by 2024’s winners directly address lifestyle concerns. Kristina Leung, managing editor at Canada’s Top 100 Employers, explains, “One of the top things Canadians worry about is their finances.

So when we talk about wellness (at work), it’s about giving people the tools they need to manage stress and build resilience.”

When asked to cite other trends driving Acuitas Therapies’ recruitment and retention strategies, Coman-Walker replies, “Inclusion and belonging continue to be huge factors in attracting new talent, and they can be easy to achieve. For example, we stage weekly staff-led meetings in which everyone, no matter who, discusses what they’re working on.

Ensuring everyone has a voice is a powerful tool.”

BCLC’s efforts to be inclusive include the recent introduction of a flexible holiday program that recognizes the various cultures of its workforce. “We are constantly adopting new strategies and refining existing ones, and in that regard we make a point to reach out to universities and other institutions to learn what new employees expect from employers as well as the elements of a company they find attractive,” Austin says.

Meanwhile, looking outside provincial borders for labour has resulted in a win for Roberts and his colleagues at Tolko.

“Our job postings for millwright jobs in the prairies remained open for two full years before we finally got 10 families from South Africa to relocate to Canada, and we couldn’t have asked for harder-working talent,” Roberts says.

He adds, “We hope the trend of recruiting internationally continues. It has to, given Canada’s shortages.

Another emerging trend we think is here to stay is extending safety programs to include health. At Tolko, we want our people to feel emotionally safe as well as physically safe, and the best way to achieve this is to speak to the issue, have conversations about it.”

Richard Yerema, executive editor at Canada’s Top 100 Employers, points out that whether making the most of a trend or evolving as a purpose-driven organization, the province’s Top Employers keenly appreciate that making their workforce’s needs a priority results in huge dividends.

“Engaging your people in meaningful ways and respecting their needs beyond just the paycheque is key to running a successful organization,” he says.

– Robin Brunet

POWEREX

Continued

 An employee from the gas management and trading team at Vancouver-based Powerex Corp.

PHSA

DRIVEN BY PURPOSE

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 Employees from BC’s emergency health services, which operates within Provincial Health Services Authority.

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Innovation + culture is the Acuitas winning formula

efore she discovered Acuitas Therapeutics, Inc. and then got a job at the biotech superstar, Polina Blagojevic believed that, she says, “The only real science happens in academia, and that in industry there wasn’t much room for being creative. I was so wrong!”

With a PhD in chemistry, she had spent more than 14 years as a professor in her native Serbia and then almost four years as a research associate at the University of British Columbia.

But joining Vancouver-based Acuitas as a research scientist in May 2022 was a revelation.

BioNTech in the development of its COMIRNATY mRNA vaccine for the disease.

Blagojevic joined the company after that accomplishment, but her research does involve designing new lipids. Acuitas is partnering with pharmaceutical, biotech, academic and non-government organizations in the development of therapeutics for traditionally challenging and underserved diseases such malaria, HIV and tuberculosis. It is also working with partners on therapies to treat cancer.

On an informal level, says Blagojevic, a caring atmosphere prevails at Acuitas, where staff

support each other beyond work-related issues. A short time into her tenure, she suffered the death of a cousin she was very close to. “One of my colleagues noticed that something was off, and I shared the story with her.

And for the next two months, she would come to my office almost every day to check up on me. This office is a community and feels like a very safe place.”

That positive culture is galvanized by the mission of Acuitas, says chief operating officer Abi Coman-Walker. “We are committed to doing good and making the world a healthier place for everybody, where people have a

better quality of life.”

It’s also abetted, she adds, by “a climate of collaboration and inclusiveness – not just diversity, but actually taking that diversity and making great use of it through innovation and making sure that we’re getting the best of everybody’s contribution to the organization. That doesn’t just mean in their work, but also in supporting them in their personal lives and recognizing that everybody has things going on. So, for example, we’re comfortable with hybrid working arrangements, and we have stellar benefits.”

The environment is a big reason

We do cutting-edge science and are making breakthroughs and moving boundaries. That gives you such a sense of purpose.

— Polina Blagojevic Research Scientist

“Being a scientist, I am someone who is pretty curious. And at Acuitas, we do want to explore and solve puzzles. We do cutting-edge science and are making breakthroughs and moving boundaries.

That gives you such a sense of purpose.”

Founded in 2009, Acuitas is the global leader in developing lipid nanoparticle (LNP) delivery technology for nucleic acid therapeutics. Its LNP technology serves as an essential vehicle to deliver medications to the body’s cells for an array of daunting ailments, most notably COVID-19: the firm partnered with Pfizer/

 Acuitas Therapeutics employees and their families at a Vancouver Canadians baseball game.

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 Acuitas Therapeutics scientists working to develop therapeutics for traditionally challenging and underserved diseases.

people stay, she notes. The staff retention rate since she joined the company two-and-a-half years ago is around 97 per cent.

That culture is also reinforced, she says, “by on-site and off-site team building, both at the

company level. But we also do it within the individual teams. We ensure that there’s a lot of crosscollaboration in our initiatives.

So, our annual objective-setting is done in a collaborative fashion.”

The firm invests intensively

in its staff, Blagojevic observes.

“Acuitas provides really good opportunities for personal and professional development. Last year, I was sent for a week of training at Drew University in New Jersey to learn about

full-time staff in Canada

50%

of executive team are women

100%

matching RRSPs

97%

talent retention rate

medicinal chemistry, which is not directly related to what I'm doing now. Acuitas sees the value of not limiting the team in gaining new experiences and knowledge because there is always benefit in that to the work that we do.” 

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Continuous improvement is a cornerstone at AME Group

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my Xu knows that her work has a real-world impact. Xu, a project manager for the building performance team at AME Group, works on energy models for buildings – looking at factors including the projected carbon emissions of a heating, ventilation and air conditioning system as well as insulation, lighting and windows to find ways to drive down a building’s energy footprint before it is built.

After her four years at AME, a Victoria-headquartered mechanical consulting engineering firm, she’s starting to see the fruits of her labour: housing projects in other parts of the country that she’s been part of have made it onto the news, and she sometimes walks by the construction site for a building in Victoria that she consulted on.

projects, affordable housing, education facilities and more, many with high energy-efficiency standards. It also does pro-bono work every year for community organizations as part of its commitment to give back a percentage of its revenues to the community.

“Having meaningful work is really important, and we feel like that’s an essential part of what we do,” he says. “We’re not just doing engineering, selling our time, settling bills. We feel like we’ve got a duty to give back to the community.”

In 2023, AME received its Just label from the International Living

Future Institute. The Just program is a transparency platform for organizations to disclose their performance on a number of metrics, including sustainability efforts and community investments, investment in employees and more.

As part of its work to attain the label, Besseling says the company reviewed and improved its workplace policies, including expanding its parental leave policy to include four months of top-up pay for both birth and non-birth parents; renewed its commitment to giving back, volunteering and charitable giving; outlined a

training and education budget; and more. Soon after the parental leave policies were implemented, two new moms and four new dads were able to take advantage of the program.

“We believe strongly in having an equitable, diverse workforce and also working directly in sustainability with our building designs, and we wanted to find a way we could track our progress,” Besseling says. “It helped guide us in a few areas with good ideas that we’ve implemented, and it gave us a roadmap for areas we can improve.”

One new area of focus is

Having meaningful work is really important, and we feel like that’s an essential part of what we do.

— Nic Besseling Principal and Human Resources Director

“I really like my line of work – it provides me with income, yes, but also a sense of meaning,” she says.

“When I go into a meeting, I know my suggestions will help shape a building in the future.”

Nic Besseling, principal and human resources director, says the impact of AME’s work resonates with employees. The company frequently works on municipal

 At AME, employees have opportunities to help build projects with high energy-efficiency standards.

BC’S TOP EMPLOYERS (2024) SPONSOR CONTENT

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$

167

full-time staff in Canada

50%

of employees are visible minorities

2,500

annual spend on training per full-time employee

16

weeks parental leave topup pay

 AME employees taking part in its annual corporate ‘Zero Emissions Challenge’.

improving workforce gender diversity, he says. Last year AME launched its first diversity survey.

It is also starting to focus on diversifying the talent pipeline for the industry broadly, by sending team members to high schools

to do career presentations and encourage more young women to consider a career in mechanical engineering.

After AME received the label, Xu says employees attended a town hall where the directors

shared not only the categories where the company had received top marks but also its areas for improvement.

“A lot of the time private companies want to focus on profit, and that’s fine,” she says. “But

AME cares about more than that – social responsibility, supporting employees. They set up an engagement survey and collect our feedback. They want to do more and they actually put in the effort to do it.” 

Our culture is built on Come build your legacy with us

Building Legacy. Since 2005.

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BC’S TOP EMPLOYERS (2024)

BC Assessment takes a holistic view of the workplace

f there’s a word that sums up working for BC Assessment, it’s “community,” says Susan Wood, vice president, people. “We have a vital connection to our community through the work we do,” she says.

“That connection is important for the people who work at BC Assessment.”

Our staff are professionals, united by a high standard for quality in our work.

It’s just who we are.

hours to allow employees to work earlier in the morning or later in the day, as well as split shifts, flex days and support for leaves such as cultural and Indigenous spiritual leaves.

“We also have a wellness spending account, providing reimbursement for wellness-related items or activities, and an expansive employee and family assistance program including counselling, lifestyle coaching, relationship counselling and health and wellness services, among many

others,” says Wood.

Kate Loomer is an appraiser 1 with BC Assessment. She appreciates the holistic approach that the company takes with its employees.

“I can leave work at the workplace and it doesn’t follow me home.

Because of that, when I go to work each day I am much more focused and enjoying the work that I do – because I do get that time away from work to have my own life.”

Support is the other side of the equation for Loomer – the support that BC Assessment gives her

in her life and career, including training and career development opportunities.

“There are career development tracks through various postsecondary institutions, and BC Assessment covers the cost of doing their courses,” she says. “BC Assessment invests the time and money in you, and you get the opportunity to develop your skills and further your career.”

BC Assessment recently developed a mentorship program called Emerging Leaders which matches

— Susan Wood Vice President, People

In 2024, the Crown corporation will be celebrating 50 years of supporting communities across the province. The company’s mandate is to provide unbiased, independent property valuations as the basis for communities to determine their property taxes – a significant job supported by staff from 13 offices spread across the province. The process provides communities with the foundation needed to build the roads, schools, parks, libraries and all the other things that governments provide through property taxes.

But community has more than one meaning, says Wood. “We have a strong community within BC Assessment as well,” she says.

“Our staff are professionals, united by a high standard for quality in our work. It’s just who we are.

Providing support for other aspects of people’s lives, however, allows us to bring that excellence while we’re at work.”

That support includes flexible

 BC Assessment encourages employees to connect with each other to further its sense of community across the organization.

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 At BC Assessment, employees are matched with suitable mentors to develop their skill sets through the ‘Emerging Leaders’ program.

employees with mentors to discuss their experiences and hone their skills. “We also have scholarship programs that reimburse academic tuition fees,” says Wood.

“And we do an extensive amount of in-house training, supported by

what we call a ‘performance and development plan.’ It allows our employees to address where they want to go in the organization and how they can get there.”

Loomer says the company has provided numerous channels for

feedback, giving employees the opportunity to speak about what they want and need. It’s an invaluable opportunity as she charts her own career goals.

“Being seen as a person and not just somebody who is needed to

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get work done means so much,” she says. “To have a company that’s here to support me as a whole person and not just for the work that I do makes me feel incredibly valued as an employee.

You can’t find that everywhere.” 

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BC’S TOP EMPLOYERS (2024)

The BC Energy Regulator powers successful careers

lot has changed in the 26 years since James Gladysz started working as a wells manager for the British Columbia Energy Regulator (BCER) in Fort St. John.

For one thing, the regulatory body had a different name in 1998 when the provincial government established the BC Oil and Gas Commission to “regulate oil and gas activities and pipelines in British Columbia.”

People here have a can-do approach to problem solving and getting things done.

Facility Regulation, he’s now part of an experienced team building the new regulatory framework for BCER’s expanded mandate.

But one thing has remained unchanged – Gladysz’s appreciation for all the people who have created such a welcoming, helpful and collegial workplace.

“The leadership leads by example with an innovative and cohesive vision and fosters a stable, supportive environment in this organization,” he says. “The people who come to work with us bring incredibly diverse background experiences, and quickly find a team-based atmosphere that is open to new ideas and opportunities to bring significant value to our work.”

CEO and commissioner Michelle Carr has seen many of the same things herself since she joined BCER in 2021.

“People here have a can-do approach to problem solving and getting things done,” she says. “I’m really enjoying the opportunity to work with so many smart and engaged people.”

She says she’s also impressed with how employees have adjusted to so many major changes, such as the transition to a new hybrid office model, and how well they handle complex matters such as implementing new agreements with First Nations.

BCER has seven offices – five in the northern part of the province where most natural gas and other

energy resources are found. The employees living there regularly engage with the public, landowners, Indigenous communities and industry.

Carr says those interactions enable employees to bring a deep understanding of, and connection to, the issues of importance, supporting the BCER’s mandate to operate in the public interest.

Connections between employees is also why Carr values being part of the BCER. “People really care about each other here,” she adds.

The commitment to safety is not only for the public and the industry BCER oversees, but for employees. There are joint occupational health and safety

— Michelle Carr CEO and Commissioner As the organization developed and matured, the energy mix grew to include manufacturing facilities, new refineries, and aspects of geothermal resources. Being renamed BCER in 2023 coincided with a major expansion of its mandate to include hydrogen, ammonia and methanol, as well as an expanded role in carbon capture and storage.

Today, BCER oversees the full life cycle of energy resource activities in the province, from initial concept to final site restoration, and all the years of exploration, site planning, development and operations in between.

Gladysz changed as well. BCER helped him acquire accreditation as a licensed professional engineer. After working on the recent development and implementation of the Oil and Gas Processing

 Michelle Carr is the CEO and commissioner at British Columbia Energy Regulator.

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 British Columbia Energy Regulator employees celebrating its 25th anniversary in Fort St. John.

committees in the Victoria, Fort St. John and Kelowna offices with 25 staff actively participating.

For staff working alone or out in the field, there is a cellular and satellite communication system in place that contacts the BCER if the

employee does not meet a regular check-in schedule. The BCER’s emergency officer then determines if emergency assistance is needed.

The regulator supports employees in other ways as well, whether

it’s flexible work schedules, training and development opportunities or celebrations that recognize them for their dedication in building an energy sector that benefits all British Columbians.

For Gladysz’s part, he’s gratified

JOIN OUR TEAM BC ENERGY REGULATOR

careers.bc-er.ca

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full-time staff in Canada

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to be working on the latest developments in BCER’s evolving regulatory model. “It’s exciting to have opportunities to keep growing professionally,” he says, adding, “What an exciting journey I’ve been on.” 

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BC’S TOP EMPLOYERS (2024)

BCFSA’s mission of protection inspires its people

nita Handregan has devoted her entire career to adult education, having worked for a number of private and public sector institutions and organizations across the province. In the spring of 2023, she joined BC Financial Services Authority (BCFSA) for a new challenge – and to make a difference in the lives of her fellow citizens.

What drives her is right there in BCFSA’s slogan: Protecting British Columbians. “We really make a difference in the lives of the people of B.C., especially as it relates to the biggest financial decisions they will make throughout their lives,” says Handregan, vice-president of education and licensing.

companies, insurance companies, credit unions and pension funds, which were previously handled within government departments.

Two years later, the corporation’s mandate was extended to the regulation of real estate professionals and mortgage brokers.

Bringing so many different functions under the umbrella of one organization has led to some exciting opportunities. “The stakeholder engagement team is quite new,” says Peters. “It didn’t exist prior to the establishment

of the Crown corporation. My team has done a lot of development work. A big part of our job is running consultations with stakeholders and consumers when BCFSA makes new rules or issues new guidelines.”

The corporate culture is being formed as the organization grows.

“There’s a collaborative energy at BCFSA, a willingness to share information and knowledge,” Peters adds. “We work together on a lot of projects that are really helping make positive changes

for the financial sectors that we regulate.”

Apart from that, BCFSA fosters a culture of collegiality through committees that sponsor social events within departments and across the entire organization. “We also sponsor coffee chats where leaders in the organization share their stories,” says Handregan.

“Our team members have an opportunity to ask questions and learn more about the leadership team.”

The organization has adopted

We really make a difference in the lives of the people of B.C., especially as it relates to the biggest financial decisions they will make throughout their lives.

— Anita Handregan Vice President, Education and Licensing

Marilee Peters shares that sentiment. “My job satisfaction comes from knowing that I work for an organization that is focused on the public good,” says Peters, director of stakeholder engagement. “We have a mandate to protect consumers and make a difference for British Columbians.”

BCFSA is a relatively new entity.

It was created as a Crown corporation in 2019 to regulate trust

 Committees at BC Financial Services Authority host social events for all employees to connect across and within departments.

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$  BC Financial Services Authority sponsors events for leaders to share their stories.

a flexible work policy that offers team members the latitude to choose where they work and how often they come to the office. “I have two school-age children so that is very attractive to me,” says Handregan. “It allows me to

balance work and home and avoid long commutes every day.”

Nevertheless, she goes to the office at least twice a week. “I enjoy the change of pace from working at home,” she says. “I also go in for team meetings and town

hall events.”

BCFSA is committed to ensuring that its employees have an opportunity to grow professionally throughout their careers. “We have a variety of development programs, including leadership

Find out why we are one of BC’s Top Employers. www.bcfsa.ca/careers

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development,” says Handregan.

“We offer tuition reimbursement for programs outside of our organization and team members can take advantage of the opportunity to continue their education.” 

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BC Housing builds pathways to rewarding careers

hris Lo was a veteran recruiter with an educational background in business administration and human resources when he landed a role at the Burnaby-based Crown corporation BC Housing Management Commission in the summer of 2022. There were, he says, two compelling reasons to join the organization.

There’s a lot of teamwork and support. We’re really a purpose-driven organization. Our mandate to deliver more homes that are affordable really resonates with employees.

The organization directly manages thousands of housing units, says CEO Vincent Tong.

“Our greatest impact is through our partnerships, as well as the significant recent investment into creating new affordable homes,” says Tong. “It’s why we have more homes underway than ever before.”

Since 2017, the province has either delivered or planned more than 77,000 homes, of which more than 35,000 are new affordable homes funded through BC Housing.

Apart from its head office in Burnaby, BC Housing has offices in Vancouver, Surrey, Victoria, Penticton and Prince George.

Despite being geographically

dispersed, the organization has a “great culture,” says Tong.

“There’s a lot of teamwork and support. We’re really a purpose-driven organization.

Our mandate to deliver housing and services really resonates with employees,” he says.

The organization employs a wide array of housing professionals, including program planners, construction project managers, property managers, maintenance and grounds specialists as well as community developers, tenant support and health care teams. It also employs corporate support teams such as finance, legal, communications, IT and human resources.

BC Housing provides its

— Vincent Tong CEO

“A couple of ex-colleagues from my previous employer said great things about the organization, especially the people,” says Lo, a recruitment specialist. “The mission and the values – basically making a difference in people’s lives by providing safe and affordable housing – were definitely attractions.”

BC Housing works with a wide range of partners, including the private and non-profit housing sectors, as well as provincial ministries and health authorities, other levels of government and municipalities, to provide a range of housing options. These include homelessness services, social housing, affordable housing, home ownership and rental assistance within the private market.

 BC Housing employees participating in a Pride parade together.

employees with pathways to career growth and mobility through its in-house skills training resources, as well as one-on-one mentoring. The organization also offers tuition reimbursement for external courses or certifications.

“There are opportunities to transfer to different teams, depending on where employees want to go with their careers and what they want to learn,” says Lo. Tong adds that the organization’s commitment to developing its employees is reflected in the fact that about 50 per cent of hiring is done internally. “We look for opportunities to train people and provide pathways to different roles,” he says. “We have an employee who was hired in

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1,220

full-time staff in Canada

3

paid days a year for volunteering

25

co-op placements throughout B.C. each year

35

weeks parental leave topup pay

 At BC Housing, employees have opportunities to volunteer together in their communities.

communications, which was her background. She was really interested in real estate development and so we supported her and now she’s one of our senior directors of development.”

Employee resource groups are

another vehicle for supporting employees, as well as giving them a voice in shaping programs and policies, says Tong. The organization has five of these groups including BIPOC, Indigenous gathering space, Pride 365, people

with disabilities, and a mental health and wellness group.

In the wake of the pandemic, BC Housing adopted a permanent hybrid work regimen. “We have employees working on site, from home and a mix of both,” Tong

says. “It all depends on the individual, their role, and the needs of their team. But no matter where we’re working, we’re all part of a team making our communities better in very real and measurable ways.” 

We’re proud of our professional,

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

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BCIB strives to make diverse staff feel they belong

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aking its workforce feel supported is a top priority for British Columbia Infrastructure Benefits (BCIB). The provincial Crown organization hires traditionally under-represented tradespeople such as First Nations individuals and women – preferably local – for some of B.C.’s largest public infrastructure projects. And it has created an accommodating and welcoming culture to make sure all employees feel good on the job.

We make a big effort toward creating the type of workplaces, both in our corporate environment and on our construction sites, where people feel respected and welcome.

part of the family.”

More than half – some 59 per cent – of BCIB’s corporate staff are women. On the construction sites, BCIB has twice the norm: women account for 9 per cent of tradespeople, while the industry average is 4.5 per cent.

“We make a big effort toward creating the type of workplaces, both in our corporate environment and on our construction sites, where people feel respected and welcome,” says president and CEO Irene Kerr.

She points out that BCIB’s corporate employees were born in, at last count, 27 countries. That

diversity is also seen in its skilled trades force. For example, among its tradespeople, up to 15 per cent are Indigenous, compared to the B.C. construction industry average of less than five per cent.

That reflects the organization’s unique collective agreement, which is committed to diversifying the skilled workforce through a mechanism called priority hiring, she says. “That means we look at each request from job contractors and look to see whether we can fill that with either a qualified woman, member of the Indigenous community or others who are qualified but

under-represented in projects.”

For Megan Haliburton, team lead of workforce operations for the Lower Mainland, being a woman at BCIB – she is involved with the replacement Pattullo Bridge, linking New Westminster and Surrey, and the Broadway subway project in downtown Vancouver – is inspiring.

“Most people associate a certain demographic – definitely male – with construction,” she says. “So, for me, there’s a sense of pride in being a female on a worksite.

You think, ‘Here’s a woman who’s carving out a path for the future,’ right?’”

— Irene Kerr President and CEO

Take, for example, the case of Suzannah Kelly, BCIB’s director of communications. Kelly works remotely from Victoria and travels to the corporate office in Vancouver when needed. She is also a single mom. Sometimes the travel schedules don’t line up with child-care schedules. But BCIB is happy for her to simply bring her daughter with her.

“I know a lot of working moms, and many of them abide by an unwritten policy that we shouldn’t talk about our kids at work,” says Kelly. “I never feel that way at BCIB. Not only is my daughter allowed to come to the office with me, but she’s made to feel like a

 BCIB prioritizes having women in more than half of its corporate roles and exceeding the industry average of women on construction sites.

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$  BCIB has site representatives who support its skilled trades workers on the job site.

The opportunity to continually learn new skills is also a boon of working at BCIB, she adds.

“I think a lot of people, like me, thrive in environments where we encounter new situations, or unique situations, or situations

you would never have to solve.

That keeps me engaged.”

Encouraging staff to learn and develop is a big part of BCIB’s work, notes Kerr. It offers a network of projects providing skills acquisition for its on-site workers.

“Some of our people come in as apprentices. Eventually they can move on to the journey level, and finally they acquire their Red Seal.

“But a number of apprentices get to a certain place and stop.

So, we’ve tried to provide an

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full-time staff in Canada

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of directors and above are women

10

paid sick days

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annual spend on training per full-time employee

environment of coming onto the site and, over time, completing your journey by getting your Red Seal, which means you can make the maximum income. We want our work-site people to reach their maximum potential.” 

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BC Pension Corporation invests in a culture of learning

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f the many career highlights Ilyana Rooke has enjoyed over 25 years at BC Pension Corporation, there’s a special one that truly spoke to her. It was when Rooke was given the opportunity to go out and deliver pension seminars throughout the province to the plan members. It brought home to her that her job had a purpose and that she loved being involved in that purpose.

We’ve created a safe space for people to explore, an environment where they can find purpose, and support for their career development. For me, that’s a perfect trifecta.

people are what’s kept me here.”

Recalling her earlier years, Rooke started as a client service assistant in the operations division, responding to member inquiries. From that entry point, she steadily worked her way up through the next levels, all in client-related services.

Along the way, Rooke was able to take advantage of the scholarship program offered at the corporation, which helped her upskill for the pension seminar assignment. Most recently, she took a class in quality management at the Northern Alberta Institute of Technology to support her current position.

To ensure employees continue to have the advanced knowledge and skills they need to excel, BC

Pension Corporation launched the Invested Scholarship program in 2019, which has provided more than 40 scholarships for employees.

“If there’s a skill an employee wants to develop, either related to their current role or not, they can apply for the Invested Scholarship program,” says Rooke. “We’ve created a safe space for people to explore, an environment where they can find purpose, and support for their career development. For me, that's a perfect trifecta.”

Erika Taylor, vice-president, people & culture, says the scholarships promote the use of formal continuing education, whether for an undergrad, master’s degree or other

professional certification.

“The awarded scholarships are aligned to help us achieve our organizational outcomes, acknowledging we need a diversity of skills and capabilities to deliver on our commitments,” says Taylor.

“What we request of recipients is a return of service, so they can take their learning and apply it here.

Then we both benefit from that investment in their education.”

Taylor says learning is a priority and available to every employee through a variety of options that best suit individual needs. That includes training for all new hires on topics such as pension basics, to bring them up to a level of capability and confidence when starting their career at the corporation. It also includes a

— Ilyana Rooke Assistant Director, Operational Enablement Services

“That was a big success and celebration in my career,” says Rooke, now assistant director of operational enablement services.

“When I was delivering that pension message, I could see the direct and immediate impact on individuals, the moment when they understood the pension benefit that they have, a benefit they’re entitled to, and understood the options.

“Our purpose here is a shared purpose – people are very conscious of it. I’m impressed daily by how much everyone throughout the corporation cares about serving the members. That and the

 At BC Pension Corporation, employees have opportunities for the continual development of their skills through its co-op program and scholarships.

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$

 BC Pension Corporation employees have access to self-directed learning resources and a formal corporate learning program.

variety of self-directed learning resources and a formal corporate learning program to build the knowledge, skills and competencies to help individuals and teams perform.

“Pensions are complex,” says

Taylor. “Learning is such an important part of our organization.

Whether it’s offering new knowledge or skills, our approach is to scale learning and build that into the flow of an employee’s work week, so they can conceptualize

and apply what they have learned right away.

“Staff may experience learning in team huddles, through curated learning paths or more formal learning,” she says. “We intentionally leverage different ways to

583

full-time staff in Canada

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weeks, maternity and parental leave topup pay

2,500

scholarship program for employees' children

1 IN 8

B.C. citizens belong to a public sector pension plan

build individual and team capabilities so they’re digestible learning moments they can action. We’re always trying to find opportunities to insert learning to help people continually grow and develop.” 

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Best Buy offers opportunity ‘pipelines’ – and fun

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hen Natasha Nikic says she grew up with Best Buy Canada, it’s not an exaggeration. After all, her 17-year career with the Vancouverbased electronics retailer started when she was 16 and got a parttime job in one of its stores.

Over the course of her career Nikic has worked in multiple Best Buy stores as a department manager and a store leader, moved into a district operations role that oversaw labour and inventory for all of the company’s B.C. stores, and is now running a team of more than 100 Geek Squad agents across western Canada.

right by me,” she says. “I give but I also get back, and that’s something you don’t always get in an employer.”

One of Best Buy’s four core values is to unleash the power of its people and their diverse talents.

Nilesh Bhagat, director of rewards and human resources information systems, says the company has been dedicating focus in recent years to helping employees understand how they can build their skills and grow within the organization.

Best Buy has three business units – its store network,

distribution centres and corporate – and Bhagat says the company wants to create “pipelines” for people to move across units, by identifying roles in each unit that require transferrable skills that employees from other units might have. Those roles put them in the position to learn and be successful in a new department, he says.

“We’ve had a few folks who started in our stores, did really well and became specialists in their areas, and found a path into HR through the shared services department. They made a splash and will have many more

opportunities to make an impact on their careers and on Best Buy,” he says. “There are established pipelines that folks tend to follow into different business units, so we’re trying to make those more visible and prominent.”

Bhagat, who has been with the company for just over 12 years, says the company also has formal training opportunities across all three business units, as well as voluntary opportunities for employees to learn more about their roles – such as education on Best Buy products for retail employees and training on

Whatever phase I was at in my life, the company’s always done right by me.

— Natasha Nikic Western Canada Regional Services Leader, Field Services Nikic says the company has more than earned her loyalty.

While she was in university for a degree in political science and sociology, her leaders helped her to fit her work schedule around her classes and were “so supportive” of her education. In her early 20s, one of her managers tapped her for a leadership job that put her on the management track.

And as she grew into progressively more senior roles, Nikic says she was given the “autonomy and trust” to lead in a way that felt authentic to her.

“Whatever phase I was at in my life, the company’s always done

 At Best Buy Canada, employees have opportunities to learn about other roles from their colleagues and use their transferrable skills to move across different units.

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4,978

full-time staff in Canada

1,000

mental health practitioner benefit for full-time employees

31

years, average age of all employees

500+

charities helped last year

$

 Best Buy Canada district leaders gathering together at its corporate office in Vancouver.

changing technology within the distribution centres.

Nikic has been able to take advantage of the company’s comprehensive leadership training while she was advancing in her career, and has been a part

of Best Buy’s mentorship program for women, called LIFT. But she says work has been about more than just advancement: it’s been plenty of fun, too.

From employee game and movie nights using one of the new

90-inch screens on the store floor to summer barbecues; from the company’s annual softball charity tournaments to the holiday toy drive, “we have a really good time.

“Some of my best friends now are people I met inside the

organization, and they became like family to me,” she says. “The soccer tournaments and the get-togethers with other stores and the summer barbecues, it’s just formed these friendships that have lasted me into my 30s.” 

See your future.

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Putting people first drives success at BCAA

hen Uminder Malhi arrived in Canada from India, she needed to find a job quickly. Instead, she found a career – with the British Columbia Automobile Association (BCAA).

“I just stumbled on BCAA. I was brand new to the country,” says Malhi, who has been with the organization for 31 years and is now manager at Vancouver’s Marine Gateway location. “I started with an entry-level position, and I never left because there are so many opportunities for growth and development. I felt so supported.”

planet and prosperity.

“The report measures the prosperity we’re able to reinvest into BC, the people we’re able to help and support, and the planet we’re working to protect,” says Hopkins.

BCAA is a people-first, purpose-led organization and its profits allow the 117-year-old organization to continue to evolve and make an impact.

“We’re very innovative,” says Malhi. “I think as an organization we listen to what people need out there and we are involved in introducing new services to our members. We are active in our community. We take pride in being a B.C.-based company and

helping our communities.”

BCAA keeps itself relevant, she says, by introducing new products, such as Evo Car Share – a first for an auto club in North America – or the new GO membership for younger people who want to stretch their dollar and don’t necessarily own a car.

“We’re actively looking for new products, services and initiatives that can reach more British Columbians,” says Hopkins. “We continue to challenge ourselves to look for underserved or overserved needs that BCAA can do better.”

A current project is an expansion into small business insurance,

and BCAA is also looking at developing a new platform to facilitate people selling goods and services, such as used cars, in a safe and more trusted environment.

“One of the things we say is, ‘We’re here to move British Columbians forward,’” says Hopkins. “But that’s not always just selling or delivering something. It’s making an impact all the time and that’s something I’m really happy to be a part of here.”

The BCAA team prides itself on jumping in to help during times of need. That can be simply through a direct cash donation or rallying its network of nearly 1.1-million members.

As we invest in our entire team, it raises the tide of talent and we’re able to do more, we’re able to explore more, to innovate more.

— Eric Hopkins President and CEO

Career training is a huge value for BCAA, says president & CEO Eric Hopkins.

“We want to bring in talented people and help them grow,” says Hopkins. “We want to challenge them and provide opportunities and resources for them to be their best. As we invest in our entire team, it raises the tide of talent and we’re able to do more, we’re able to explore more, to innovate more.”

How employees are doing is one of three key elements in BCAA’s annual impact report – people,

 BCAA focuses on helping employees grow through mentorship, coaching and succession planning.

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full-time staff in Canada

57%

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mental health practitioner benefit

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staff volunteer hours last year

$

 The Evolve E-Bike Share service created by BCAA provides a convenient option for short trips and contributes to the ongoing efforts to reduce emissions.

“But we’re also able to be more hands on,” says Hopkins. As an example, during the pandemic lockdown, BCAA offered free Evo Car Share vehicles to front-line health-care workers so they could get to work safely. And it offered

mobile response trucks to health authorities, which the Okanagan region used as vaccination clinics in remote areas.

Malhi says people may not know about everything that BCAA has to offer the community and to

Shape a brighter future with us bcaa.com/careers

its employees.

“Over my 31-year career I have seen how the organization has evolved. I feel really proud to talk to new employees about ‘Hey, we have opportunity in every area of the organization,’” says Malhi.

For her, it has come full circle at BCAA. “The favourite part of my job is working with team members who want to advance their careers, and helping them develop and grow.

That gives me a lot of pleasure.” 

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BC Ferries has oceans of career opportunities

ne of Kelsea Farley’s many duties as a deckhand with BC Ferries (BCF) is helping customers get safely onto the vessels. She could be on a walkway greeting foot passengers or on a car deck directing drivers to where they should park their vehicles.

“Mine is one of the first faces people see as they come onboard,” Farley says. “I love working with the public and I probably see a thousand different people every day, maybe even 1,600 when the larger ferries are fully loaded.”

is that it’s never the same two days in a row.”

She says she also appreciates that she’s had lots of learning and development opportunities.

Farley joined BCF in 2015 as a customer service attendant in the catering department before switching career paths to become a professional mariner.

Now in BCF’s officer development program, she’s working toward the next step in her career: certification as a watchkeeping mate. This is an internal program

offered to employees that meet Transport Canada’s requirements, including online courses, support and sea time opportunities to advance.

Marine-specific career paths are available in both the navigation and engineering specialties. Other shipboard positions include customer-facing positions such as food service and retail.

On shore, career opportunities range from terminal operations, ship repair, trades, and commercial drivers to many other

There’s a genuine commitment to our customers and to getting them safely where they want to go.

— Nicolas Jimenez CEO and President

Launched in 1960 with just two ferries providing service on a single route, BCF is now one of the largest ferry operators in the world. With 47 terminals and 39 ferries, BCF moves more than 22 million passengers and nine million vehicles a year.

Farley works out of the Tsawwassen terminal as a staffing pool employee, which means she could set sail to Victoria, Nanaimo and the southern Gulf Islands on any given day.

Working on several routes requires being knowledgeable about various ships, terminals and navigational routes. For Farley, that’s a decided plus. “One of the things I enjoy most about my job

 BC Ferries employees enjoying their office view at one of its 47 terminals.

marine industry roles such as shipbuilding. The head office in Victoria provides opportunities in professional and administrative functions.

For president and CEO Nicolas Jimenez, that points to lots of opportunities for job seekers. “If you have an interest in one of our career paths, we will provide you with the training you need for entry roles and the support to progress,” he says.

BCF, in fact, hired a record 1,200 employees in the last year and

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 BC Ferries terminal staff loading a ferry.

doubled its training budget. The numbers include individuals he’s met at new employee orientation sessions who are embarking on second and even third careers.

“It just shows that people don’t have to be starting out to see us

as a career opportunity,” Jimenez says.

There are also employment opportunities in multiple locations. Since he joined BCF in March 2023, Jimenez has visited a number of terminals, including

Careers on the coast Join the crew that keeps BC’s coast safe and moving

bcferries.com/careers

those on smaller coastal islands home to just a few hundred people.

Each location has its own special character and charm, he says.

But what unites BCF employees, regardless of their job or where

3,601

full-time staff in Canada

53

years, longestserving employee

8

weeks, maximum vacation allowance

100%

employerpaid health plan, with family coverage

they live, is their dedication to their communities and the work they do, Jimenez says.

“There’s a genuine commitment to our customers and to getting them safely where they want to go.” 

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Employee development is a top priority at BCIT

fter 22 years at the British Columbia Institute of Technology (BCIT), Steve Perry says he can’t imagine being this energized to go to work anywhere else.

“There is something super rewarding about working with students and helping them grow,” says Perry, dean, school of transportation. “I have had students cross the stage at convocation and hold onto my hand and say, ‘Thank you. Your help made all the difference to me.’ That is a huge motivator.”

to enter the transportation workforce.

The school offers the entry-level Bridge Watch Rating program, which is tuition-free for all Indigenous and women mariners.

“This provides flexible and customized training for these groups to help them get employment and it gives industry the confidence boost that these mariners are ready to work,” says Dhaval Shah, associate dean, marine.

Shah, who came to Canada as an immigrant from India 20 years ago, says doing this work is extra special for him.

Perry says he appreciates how BCIT helps its own employees. He received funding for tuition and books to take courses in financial management. He also received tuition funding to complete his master’s degree in education.

“This support has helped me take on different roles within BCIT.

Those are opportunities that would have been really hard to pursue had I not been here,” he says.

Ana Lopez, vice-president, people, culture, and inclusion, says BCIT makes employee development a priority. In addition to professional development funding, BCIT also offers an array of internal programs that focus on employee and leadership development and training.

There is something super rewarding about working with students and helping them grow.

— Steve Perry Dean, School of Transportation

Perry also relishes building long-term relationships with industry partners to help them attract and retain employees. “When a business wants to grow, they come to BCIT and we work out ways to interact with them, such as bringing them in to do career presentations, meet with student groups or to create internships.”

For example, due to a serious shortage of workers in the marine industry, Transport Canada is now recognizing credentials of foreign workers. BCIT is working with employers to bring in new workers and to help their existing workforce upskill to enable them to move into different roles.

BCIT also helps underrepresented groups, including Indigenous youth and women,

 BCIT supports training for under-represented groups, including Indigenous people and women, to help them enter in-demand industries in the workforce.

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 A BCIT instructor demonstrating medical procedures in the Health Sciences Centre, one of the largest health simulation spaces in Canada.

“We recognize that over the past few years, the ways in which we work, learn and connect have changed, and I’m proud that BCIT has remained committed to investing in employee development to ensure the community feels

valued, supported and engaged,” she says.

“We are intent in putting our people at the core of everything we do. Since we launched the BCIT People Vision in 2022, we have made significant progress in

our efforts to support employee development, build an inspiring workplace and honour our employees’ commitment to BCIT.” That commitment is evident every day, Perry says. “It’s just a wonderful place to work. When

2,224

full-time staff in Canada

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years, longestserving employee

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of managers are women

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job-related and unrelated tuition subsidies

you’re in meetings, you can see the passion people have,” he says.

“Everyone wants to support our students and support the employers that rely on our students. It is pretty amazing to be a part of that.” 

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BCI is committed to caring for the local community

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hen Shivi Lakhtakia was approached to help found the financial literacy committee at British Columbia Investment Management Corp. (BCI), focusing on bringing foundational financial skills to youth in the province, she jumped at the chance to expose people to a different face of finance.

Everybody is conscious of giving back and we feel privileged to be part of the Vancouver Island community.

— Shivi Lakhtakia Associate, Active Global Equities

“The cause resonated with me because this profession can come across as a little unapproachable when you come from different backgrounds or genders,” says Lakhtakia, an associate in active global equities. “This was an opportunity to reach out to young people to say, ‘You can do this,’ no matter your background or barriers you have encountered.”

Sharing the possibilities of a career in finance is only part of the equation of the financial literacy committee, which partners with JA British Columbia to deliver programs that teach money management skills from budgeting and taxes to how to use credit cards.

“There’s a responsibility to equip the youth with useful knowledge that they will probably need to manage their finances,” says Lakhtakia.

The public-sector investment management company, one of Canada’s largest with $233 billion in gross assets under management, is connected by a common goal of caring for the communities it serves, starting in Victoria, where it’s headquartered.

“Everybody is conscious of giving back and we feel privileged to be part of the Vancouver Island community,” Lakhtakia says.

It’s a drive that Tony Payne, senior vice president of technology and innovation and chief technology officer, sees nurtured from the top down.

“I think it starts with the organization and leadership philosophy,” says Payne, who sits on various non-profit boards

in Victoria, including the South Island Prosperity Partnership and Greater Victoria Housing Society.

“If your employer does not support community involvement, it’s going to limit an employee’s opportunity to do that.”

BCI encourages staff to give back with up to 14 hours of paid time annually for full-time employees to volunteer with the charity of their choice.

But what starts from a small city in B.C. ripples outward to strengthen the firm’s international draw, which has offices in Vancouver, London (U.K.) and New York City.

“We’re a global player and one of Canada’s largest asset managers, so BCI is really elevating Victoria’s

profile,” says Payne.

From a technological point of view, BCI is a full-service technology organization, providing everything the company needs internally, Payne explains. Even when it comes to new or emerging technologies like generative artificial intelligence or automation, BCI is already applying them in the technology, investment and finance fields.

“It allows us to attract both top investment and technology professionals,” Payne explains. “People tie that into our global footprint and see that BCI is an excellent place to work. That attracts great talent to Victoria, which enriches the whole community.”

Take, for example, the time

 The financial literary committee at BCI delivers programs that teach money management skills from budgeting and taxes to how to use credit cards.

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755

full-time staff in Canada

11,901

job applications received last year

100%

employerpaid health plan, with family coverage

900

staff volunteer hours in the past year

 BCI employees connecting in one of its lunchrooms.

when one of Payne’s cybersecurity team members volunteered to help students on the optical reference calibration satellite team for the University of Victoria to launch a CubeSat – a miniature satellite – into space.

“Having that opportunity for him to mentor and give back to the technology community was really rewarding,” says Payne. “It starts with the corporation embracing it and that’s what BCI is doing.”

Lakhtakia looks at her position

Delivering Investment Results for British Columbia's Public Sector

with BCI philosophically, both in her day-to-day work, investing globally for BCI’s public sector clients and their beneficiaries, and when it comes to giving back.

“I treat it like a quest for truth,” says Lakhtakia, who has been

building the same fund with the company since she first joined the team as a co-op student in 2018. “Sometimes it’s a mosaic getting everything together, which demands a considerable degree of creativity. It’s pretty exciting.” 

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CPABC invests in its people and their learning

argarida Patrao never stops looking for new ways to evolve in her job, even after working for the Chartered Professional Accountants of British Columbia (CPABC) and one of its legacy organizations for more than 40 years.

“We always have new projects on the go,” says the Vancouverbased manager of web content and production. “If it’s not technology that’s changing, it’s the apps that we’re using, or the analytics software or the web accessibility.

There’s always something big going on.”

tools and resources to learn and work efficiently.

“We are encouraged to put time aside to come up with ideas and new projects,” says Patrao. “They encourage us to grow to our full potential. If you want to grow, they will help you.”

President and CEO Lori Mathison is proud of her organization’s emphasis on continuous learning. For courses related to career goals, tuition subsidies up to 100 per cent, to a maximum of $5,000 per year, are available for employees.

“Our mandate at CPABC is to protect the public, and we do that by educating and regulating

our members,” says Mathison, adding that the organization is the training, governing and regulatory body for more than 39,000 CPAs and more than 6,000 candidates and students in B.C. “We also protect the public by investing in our employees.”

CPABC’s leadership team heard that staff wanted more career feedback. After gathering input, they recently implemented a streamlined performance review process. More hands-on than a traditional career review, the new process ensures employees meet regularly with managers, getting constant feedback and guidance.

“It is intended to provide that

one-on-one continuous connection with staff,” says Mathison.

“We’re really trying to make sure they are thinking about what they need to advance their careers.”

Patrao is grateful for the opportunities she’s had since graduating from high school and beginning her career in student services with the Certified General Accountants Association of BC, a CPABC legacy organization. This year, she took a six-month leadership training program with other managers.

“It was a wonderful learning experience,” she says. One key takeaway was to allow silence during meetings to give space for her colleagues to speak more.

They encourage us to grow to our full potential. If you want to grow, they will help you.

— Margarida Patrao Manager of Web Content and Production

Patrao and her team maintain CPABC’s two public-facing websites consisting of 3,000 pages.

Continuously looking for ways to improve, they ensure the websites are accessible to people with disabilities and recently upgraded their web analytics service.

When Google Analytics released its fourth version, Patrao took the initiative to find online learning courses for herself and her team to make the upgrade possible. Her eagerness to learn and to step into new challenges also led her to play a fundamental role in helping design and launch a new employee intranet. Launched last August, it provides employees with the best

 Margarida Patrao, manager of web content and production, helped design a new employee intranet with learning resources at CPABC.

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143

full-time staff in Canada

59%

of managers are visible minorities

100%

of executive team are women

10

paid sick days

 CPABC employees regularly collaborate to further their learning together.

Outside of her daily work, Patrao gives back to the community. Raised by Portuguese immigrants who arrived in Canada with little money, she knows how much kindness and generosity can help others. “When I see our organi-

zation wanting to get involved, I always volunteer,” she says.

Every November, she raises money for the United Way as part of an employee-run campaign.

Her efforts have included helping to organize a ‘Wine Survivor’

fundraiser. Employees are also encouraged to take part in an annual day of giving, where they spend the morning volunteering at a charity of their choice followed by a catered lunch.

“I’ve been here a long time, and

part of that is because CPABC aligns with my values. I like respect and professionalism – the things that CPABC stands for,” says Patrao. “I wouldn’t work for an organization that didn’t have those values.” 

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

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CityWest is connecting B.C. – and its employees

f you told Kim Verde even five years ago that in 2023 she’d be overseeing a team of 27 customer service agents, with plans to hire even more, she wouldn’t have believed you. Verde, the senior customer service manager at CityWest, has been with the company for 22 years, growing from a union member to supervisor and now to management, and remembers when the company had one office and a very small team.

board of directors gave it a new mandate to bring telecommunications services to more small and remote communities across B.C. The company is now in the midst of a project to place a subsea fibre-optic network that stretches from Prince Rupert to Vancouver and around Vancouver Island.

Its ‘Connected Coast’ project is expected to benefit 175,000 British Columbians in 139 communities, including several First Nations.

As part of that new mandate, CityWest doubled its employee

population within the last three years.

“Our team is proud of CityWest’s mandate to help serve more rural, remote and Indigenous communities, and of the partnerships we’ve built throughout B.C.,” says Tanya Jenkins, vice-president of peoples and markets. “By increasing our footprint to employ both in-office and remote employees, we’ve been able to recruit professionals across B.C. that are looking for career opportunities while living the CityWest values every day.”

Verde has taken advantage of the wider geographic footprint, as she was able to continue working for CityWest when her family moved to Campbell River. She notes having employees all over B.C. is beneficial for its customers, too. “I know that our customers really appreciate having local people service the area. They’re talking to their neighbour, potentially.”

With a more remote employee base, CityWest has doubled down on its employee engagement and inclusion efforts, Jenkins says.

Our team is proud of CityWest’s mandate to help serve more rural, remote and Indigenous communities, and of the partnerships we’ve built throughout B.C. — Tanya Jenkins Vice-President, People and Markets

The Prince Rupert headquartered telecommunications company has been going through an exciting period of growth and reinvention that has swelled its ranks and its geographic footprint in B.C. “But it hasn’t lost its core values,” says Verde. “We have such a diverse team now while still being able to hold onto that identity.”

It’s been local for more than 100 years. CityWest was founded in 1910 as the telephone company for the community of Prince Rupert, and over the past century slowly expanded to serve Terrace, Smithers, Vanderhoof and other communities in northern B.C. Five years ago, the CityWest

 At CityWest, employees work towards its mandate of expanding telecommunications services to rural, remote and Indigenous communities.

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 CityWest has employees across British Columbia so customers can interact with local people servicing their area.

The company holds many events throughout the year, in person and virtually. If employees can’t make it to an in-office event, like a holiday lunch, the company includes them in a variety of ways, such as mailing them a package

or gift card, or live-streaming the event. “It’s important for everyone to know they are part of the CityWest family.”

Verde says CityWest’s community involvement is particularly special. The company participates

in local events in many communities, like Prince Rupert’s annual Seafest, and this year served up lunch for the Northern Region Games, hosted by the Nuchatlaht Tribe in Zeballos, a community it will be serving in the near future.

115

full-time staff in Canada

50%

of executive team are women

100%

of employees added to the Municipal Pension Plan

100%

employerpaid health plan, with family coverage

“We have passionate staff who enjoy giving back and participating in community involvement,” says Verde. “It brings us closer together, both as a CityWest team and with the customers that we serve.” 

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Community Living BC empowers staff for reconciliation

H

ailing from the Gitxsan First Nation in the northwestern part of the province, Frankie Abel recently joined Community Living British Columbia (CLBC) as an Indigenous practice advisor on the Indigenous relations team.

“I think part of why I was hired was to bring a face to Indigenous communities,” Abel says. “They are more welcoming when they see somebody who looks like them. You’re more likely to build a relationship and trust.”

We want to be an employer of choice for Indigenous people because going forward we’re working and committed to take action to advance reconciliation.

CLBC. She’s passionate about her work.

“One of the main reasons I’m here is to help CLBC actively advance Indigenous reconciliation and we do that by aligning with the B.C. Declaration on the Rights of Indigenous Peoples Act and the Truth and Reconciliation Commission’s calls to action,” says Abel. “The commitment is integrated into the strategic plan.”

One key step in empowering staff has been to ensure CLBC is a culturally safe workplace.

“We want all people to feel spiritually, socially, emotionally and physically safe or worthy with their cultural beliefs,” Chilton says.

“It’s important that the services provided by CLBC are culturally

appropriate for Indigenous individuals and families.”

Abel lives in a rural area and all the communities she’s visited have been Indigenous.

“Part of my role and the things that I’ve been doing is bridging the gap between Indigenous communities and CLBC,” says Abel. “I’ve been going to different communities and sharing, providing them with the information on what CLBC is. The communities are usually on the outskirts of towns and don’t have accessible transportation. Many don’t know what CLBC is until I visit.”

CLBC has built tools, training and information to empower staff working alongside Indigenous individuals, families

and communities.

“First was our cultural safety policy,” Chilton says. “We also offer webinar training to help staff learn; we have Indigenous Truth and Reconciliation Day and all staff received a special orange shirt with art done by an Indigenous individual we serve.”

Land acknowledgement is also vital.

“Every time we visit a new community we always conduct land acknowledgement and we do land acknowledgement ceremonies as well,” says Abel.

As an Indigenous person, Abel has lived experience which is important to her role.

“From attending residential school a lot of my family members

— Ross Chilton CEO

CLBC, headquartered in Vancouver, is a provincial Crown corporation that funds and supports services for adults with developmental disabilities as well as individuals who have a diagnosis of autism or fetal alcohol spectrum disorder (FASD) and need support with daily tasks. Last year CLBC expanded its Indigenous relations team to eight members, up from one a few years ago.

“We want to be an employer of choice for Indigenous people because going forward we’re working and committed to take action to advance reconciliation,” says CEO Ross Chilton.

Abel was a regional and provincial rights advocate before joining

 The Indigenous relations team at CLBC connecting with Russell Casimir (centre), an Elder and Knowledge Keeper of the Tk’emlúps te Secwépemc First Nation.

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full-time staff in Canada

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years, longestserving employee

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weeks, maternity and parental leave topup pay

50%

of board of directors are women

 Frankie Abel is an Indigenous practice advisor at Community Living BC.

ended up with FASD,” she says.

“That is why I advocate and why I joined CLBC because I found a platform where I could use my voice to empower Indigenous communities.”

Moreover, says Abel, “I want

to empower the staff at CLBC to engage in Indigenous reconciliation and provide comprehensive cultural training when visiting communities.”

Chilton says this empowerment will be far-reaching.

“We also believe that in doing a better job of supporting Indigenous people we’ll do a better job of supporting everybody’s needs,” he says, “one where people are proud to work.”

Abel adds that CLBC values

The work of Community Living BC staff across the province helps adults with developmental disabilities build lives with connection in communities of belonging.

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like inclusion and diversity give her space to walk alongside the organization. “I’m super grateful for CLBC allowing me space and allowing me to use my voice in a safe, non-judgmental working environment.” 

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Concert Properties develops employees and communities

ust when Dennis Marchand thought he was out of the building operations game, Concert Properties pulled him back in. And nearly five years later, he says he’s so glad the Vancouver-based real estate company did.

After making a career change, Marchand wasn’t planning to return to building operations work. But when a recruiter at Concert Properties reached out, he liked what he heard – particularly the company’s commitment to sustainability and being an active part of the community.

We really listen to what people want and need to thrive at work.

as well because you get to engage with people outside of your work bubble,” he says. “It’s a chance to give back to the community and also connect with people within the company’s community.”

Founded in 1989 and owned by union and management pension plans and institutional investors representing over 200,000 Canadians, the company develops, owns and manages rental apartments and seniors’ active aging communities; develops condominiums; develops, acquires and manages commercial properties and invests in, develops and manages public infrastructure projects.

Aran Clarke, senior vice

president of people experience, says many employees are drawn to Concert Properties because of its reputation as a values-based organization – herself included.

“That’s a big differentiator for Concert Properties. The cofounder, David Podmore, OBC, instilled the values that are still alive today after almost 35 years,” says Clarke, who joined the company in 2019. “That was a big driver for me to come here and stay, and that’s actually a big driver for most people who join.”

Concert Properties’ signature community initiative provides funding to skilled trades training programs, and students, across Canada through its annual

corporate charity golf tournament – a tradition since 1995. “Hearing the impact stories from those who benefit from this funding is so meaningful to employees,” she says.

Clarke says the company’s most recent employee engagement survey affirmed the importance of Concert Properties’ founding principles and guiding values to employees. She was also heartened to see that 94 per cent of employees feel engaged, which she attributes to the company’s people-first culture.

“We really listen to what people want and need to thrive at work,” she says, noting that after employees highlighted the need for better

— Aran Clarke Senior Vice President, People Experience

Now, Marchand says the company has more than lived up to those ideals. As a building manager – who oversees Concert Properties’ head office tower – Marchand observes the company’s sustainability efforts in practice every day.

He notes that Concert Properties has been working to reduce its energy usage and gas consumption by adding occupancy sensors in its buildings, fully converting to LED lighting and adopting new artificial intelligence technology to help increase HVAC efficiency.

Marchand also appreciates the company’s volunteer opportunities, including serving food at Vancouver’s Oppenheimer Park in support of Union Gospel Mission’s annual summer barbecue.

“It’s not only good for the community, it’s good team-building

 Employees celebrating Easter together with social activities at Concert Properties.

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580

full-time staff in Canada

1,500

mental health practitioner benefit

100%

employerpaid health plan, with family coverage

1,000

fitness activity and class subsidy

$

$  Concert Properties employees participating in the annual 'Vancouver Sun Run' to support health and wellbeing.

mental health support, Concert Properties raised its benefit maximum for mental health providers from $500 per year to $1,500. The company is also in the third year of a threeyear diversity, equity and inclusion

strategy that was developed based on employee insights; it has included offering educational sessions on gender diversity and auditing its recruitment processes.

Marchand says that this employee-centred culture also

Building a people-first future

shows up in Concert Properties’ support for professional development, something that initially attracted him to the company.

When he started, it was in an entry-level position, and the company gave him time off to go

back to school for the engineering ticket he needed to be promoted.

“I don’t believe it stops here. I think there’s still room to grow,” he says. “They seem eager to keep me around and have me take on more responsibilities.” 

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The City of Coquitlam aims to cultivate leaders

he City of Coquitlam first hired Jamie Mahal as a unionized senior financial analyst. From there, she successfully landed a financial planning lead position, then a management role as a revenue planning specialist. Now, five years later, she’s a financial planning manager, leading the preparation of the municipal budget.

She credits Coquitlam’s support for internal development and ample learning opportunities – both formal and informal – for her rise in the organization.

Coquitlam places an emphasis on creating an environment of growth and learning, which helps keeps employees engaged.

as advancement to more senior positions across the organization.

“Coquitlam places an emphasis on creating an environment of growth and learning, which helps keep employees engaged,” says Renzo Del Negro, director of human resources.

“We put a lot of time and energy into helping people build their careers,” Del Negro says. “Our recently appointed general manager of planning and development started as a temporary planning assistant in 2008 before becoming a permanent planner in 2013 and in 2023 our head of department.”

Similarly, Coquitlam recently had a trades II mechanic advance

to a fleet services superintendent role. He has made numerous positive contributions to the works yard in his six years with the City.

The knowledge needed to advance is readily available in-house, both in structured professional development courses and informal formats. There’s a leadership book club, Indigenousled workshops on reconciliation and, with the recent hiring of an equity, diversity and inclusion manager, training in EDI. “We also do mentoring pop-ups throughout the year, days where senior executives and managers set aside time in their schedule.

Employees can sign up for

mentoring sessions and really get to know the organization’s leaders, as well as get advice on their own careers,” Del Negro says.

In addition to staff sessions on topics such as work-life balance and health and wellness, employees have the opportunity to include fitness and time outdoors in their work days. Walking meetings while strolling around Lafarge Lake near city hall are a popular way to reimagine traditional meetings, and staff have access to the City’s recreation centres for a workout before or after work.

“We are constantly adapting to provide people with more choice,

— Renzo Del Negro Director, Human Resources

“My manager suggested that I apply to the City’s 18-month leadership program, and I was accepted,” Mahal says. “It was an amazing opportunity. The program had courses focusing on different areas: core skills, having difficult conversations, people leadership and so on. We were a group of employees from all departments that met to learn, build connections and collaborate monthly.”

When people get hired by the City of Coquitlam, a growing community in the Metro Vancouver region, they have ample opportunity to shape their careers. This can come in the form of promotions within their departments as well

 The City of Coquitlam encourages employees to reimagine their work routines for their well-being with walking meetings and fitness sessions.

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 Jamie Mahal participated in the leadership program at the City of Coquitlam and is now its financial planning manager.

recognizing that everyone has a different lived experience and different values,” Del Negro says.

For Mahal, who lives in the community and has three small children, flex days – a day off in return for additional hours

worked – and the ability to work from home a few days a week are key benefits. It allows her to make it to soccer practices and spend more time with her family, an example of the City’s commitment to fostering an environment of

trust and respect.

“People used to be primarily interested in salaries, titles and moving up the ladder. Now values are as important as the financial remuneration,” Del Negro explains. “We know we

1,040

full-time staff in Canada

3

weeks minimum vacation allowance

17

weeks maternity leave topup

27

people currently enrolled in leadership programs

have to change our thinking and create a culture that people can value. It’s an exciting time to really listen and let our employees help shape what the future at the City looks like, and we’re making good progress.” 

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Wellness begins with compassion at First West

ince she started at First West Credit Union nearly 15 years ago, Amanda Wantke, senior advisor, leadership and talent development, says she’s “probably had more roles than years I’ve been with First West.”

To be able to experience different departments, expand my knowledge and collaborate with some really incredible people each day – that’s what’s helped me stay here.

First West employees “have the ability to control their career, to network, to take job shadowing opportunities and to ask for mentoring.”

Bailey-Connor puts it down to a robust culture of inclusion and physical and mental wellness at the company, which included its How We Work initiative in 2019 that introduced hybrid work to employees and turned out to be critical in the two years that followed.

At the core is First West’s Live Well program, which brought wellness efforts into sharp focus.

“If we do not have team members

flourishing, then the business is not going to flourish, communities are not going to flourish,” BaileyConnor says.

“It’s led us to take a very people-centric approach. I see companies putting a lot of this stuff into their employee-value proposition. They might have inclusive-looking job ads, good total rewards packages, but the kind of stresses that people are having to deal with every day now are different, and complex and require a different level of adaptability.”

Wantke says the emphasis on charity and volunteer work helps

strengthen the bond between employees, First West’s cooperative members and the larger community, with three paid volunteer days on top of personal days.

“For us, it’s not just the volunteering days and raising funds,” she says, “but proactive outreach when times are tough, and making sure our members know we’re there for them, too.”

She talks about the company’s Compassion Fund, where employees in financial distress can be nominated or self-nominate for assistance with groceries or rent in tough times. During the Kelowna fires, First West worked with

— Amanda Wantke Senior Advisor, Leadership and Talent Development

After starting as a part-time teller at the B.C. financial institution, Wantke says she’s been “a member experience advisor, led change management for enterprise-wide projects, a senior risk analyst, a manager for the talent attraction team, a central operations administrator and now I’m moving into a senior human resources business partner role.

“To be able to experience different departments, expand my knowledge and collaborate with some really incredible people each day – that’s what’s helped me stay here. It’s like getting a new career every few years, but with the added benefit of staying at an organization whose culture you already know and love.”

This is how it should be, says Liz Bailey-Connor, chief people and culture officer. With an internal promotion rate of over 60 per cent,

 At First West Credit Union, employees have opportunities to experience different departments and bond with members.

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1,200

full-time staff in Canada

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years, longestserving employee

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mental health practitioner benefit

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adoption leave topup pay for six weeks

$

 A First West Credit Union employee volunteering at a local soup kitchen on one of her three paid volunteer days.

business members who owned hotel chains to provide evacuated employees with a place to stay.

“We used to just talk about financial, mental and physical health and benefits programs,” says Bailey-Connor. “But now we

consider the environment, and how do we help team members adapt to what’s driving changes in the environment and social issues.

And we’ve had floods here, we had the wildfires in the summer, and these events created an

opportunity for us to demonstrate our whole-person approach. It goes beyond health and safety.”

She’s particularly proud of the company’s quick response during the floods and remembers the impact it had on team

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Divisions of First West Credit Union

members with many sending grateful emails.

“We’re proud of that program. It made a big impact on individuals.

It’s those little things that let employees know that we’re here for them and true partners.” 

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FortisBC cultivates talent, connections and community

D

uring Maral Lotfian’s seven years at FortisBC, she has helped to develop the company’s culture of belonging so much that now she can’t imagine working anywhere else.

“It is a very nurturing culture,” says the director of employee experience. “We want our people to be supported, to feel a sense of connection and to belong.”

We want our people to be supported, to feel a sense of connection and to belong.

— Maral Lotfian Director of Employee Experience

In 2016, Lotfian left the retail industry to join B.C.’s largest energy provider as an employee communication specialist. Her leaders encouraged her to take ownership of projects, develop her ideas and enrol in various development opportunities. Within two years she was promoted to manager. This year she became a director.

Lotfian doesn’t see her rapid rise at FortisBC as unique. “That is a testament to how as an organization we develop talent and look internally,” she says. “Everyone here wants to cultivate talent. We know our people are the energy behind shaping and leading B.C.’s clean energy transformation.”

As part of her work strengthening the company’s culture of belonging and employee experience, Lotfian and her team put out a call to employees earlier this year

to share their personal stories on the company’s intranet site. They wanted to spark discussions, as well as greater awareness, among employees about the diversity of their lived experiences outside of FortisBC. The response was overwhelming and resulted in an inspiring short video of employees speaking candidly about everything from their own experience growing up in poverty to suffering from depression to facing discrimination in a multi-racial marriage.

“The video was to get to know our employees and who we are,” says Andrea Cadogan, vice president, people. “It’s emotional.”

Across the province, FortisBC provides safe, reliable and

affordable renewable energy, natural gas, electricity and propane to more than 1.2 million customers, including to 58 First Nations communities. Its infrastructure crosses more than 150 traditional territories. “Our employees also live in those communities and are customers of FortisBC,” says Cadogan.

Living in the communities where they work and fostering strong connections is essential to the company’s work. That’s evident in the more than $4.5 million in grassroots initiatives it supported last year in 65 communities and its partnerships with First Nations.

“We have made a strong commitment to Indigenous relations,

and we will continue to build and strengthen those relationships,” says Cadogan.

FortisBC’s dedication to fostering strong relationships with Indigenous communities was publicly recognized in October when the company received a silver-level designation in progressive Aboriginal relations from the Canadian Council of Aboriginal Business.

“Getting recognition from the Indigenous community on the work that we do is something to be proud of,” says Cadogan.

FortisBC has a long history of engaging with First Nations. More than 20 years ago, the energy provider worked with Indigenous leaders to develop its statement of

 At FortisBC, employees are encouraged to advance their ideas and learn through its career development opportunities.

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2,653 60%

of board of directors are women

65

B.C. communities received employee donations and support last year

1,700

average annual spend on training per full-time employee

$  FortisBC employees tour the Renewable Natural Gas facility at Dicklands Farms in Chilliwack, British Columbia.

Indigenous principles, and since then has remained committed to fostering reconciliation.

Among several other initiatives, the company ensured that more than 90 per cent of its employees have now completed Indigenous

awareness training and that meeting measurable targets in Indigenous relations is now tied to corporate performance metrics and executive compensation.

Cadogan also takes pride in other initiatives to improve

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diversity, inclusion and equity at FortisBC. Last year, a target was set to have 90 per cent of employees attend a wellness workshop with a focus on mental health.

“We know it takes a diverse team of dedicated employees to lead the

full-time staff in Canada

transition to a lower-carbon energy future in B.C.,” says Cadogan.

“Whether it’s trades, finance, IT or engineering, we’re always looking for new diverse talent to join our collaborative and supportive work culture.” 

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LTSA offers people diversity, curiosity, even history

iona Osborne first discovered the Land Title and Survey Authority of British Columbia (LTSA) when she delivered packages there as a courier. “I found LTSA interesting,” says Osborne, who is now an examiner of title. “The people were engaging and seemed curious by nature.”

A few years later, Osborne saw a posting at LTSA and applied. “It’s such an interesting job,” she says.

“There is a lot of variety in the type of applications I review and sometimes I need to do historical research.”

company has been able to continually invest, even in challenging times. “Many of our positions are built on having a certain level of expertise,” she says. “For instance, it takes two years of in-house training to become an examiner.”

In the past two years, LTSA has undertaken foundational training on diversity, equity and inclusion, right across the province. This year, the company is focused on Indigenous awareness training through smaller group sessions.

“People are keen to learn,” says Mitchell.

In addition, employees are

invited to take part in lunchand-learn events, virtually and in-person. Some topics feature an outside expert, and some focus in on the business with an employee sharing knowledge with the larger group.

“We recently hosted our senior deputy surveyor general to speak about his role in agreements with First Nations,” says Mitchell. “And we’re always looking for how we can do things better.” The events also feature topics on well-being, such as mental health first aid, or life skills such as goal-setting.

Osborne says she has learned

the most from colleagues and mentors. “I was assigned a mentor as I worked through the examiner training, and then I had two more over two years as each was promoted to the next level,” she says.

“It speaks to the opportunities for growth in the organization.”

And Osborne appreciates the collaborative environment. “We have a knowledge management database and so many other resources,” she says. “Mentors share study materials and colleagues have a wealth of facts and experience. It’s a collective knowledge pool.”

The work that we do requires a level of respect, integrity and growth that drives the culture of the organization.

— Samantha Mitchell Vice President, Human Resources

Formed in 2005, the LTSA is a publicly accountable, statutory corporation responsible for operating the land title and survey systems of B.C. With offices in Victoria, New Westminster and Kamloops, LTSA delivers secure land titles through registration of land title interests and survey records.

“We’re proud of the work we contribute to the province,” says Samantha Mitchell, vice president, human resources. “The work that we do requires a level of respect, integrity and growth that drives the culture of the organization.”

At LTSA, one pillar of the company strategy is investing in people, and Mitchell says the

 Samantha Mitchell, vice president, human resources, celebrates opportunities and events for learning at LTSA.

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116

full-time staff in Canada

66%

of employees are women

50

weeks maternity and parental leave topup pay

100%

job-related tuition subsidies

 Fiona Osborne, examiner of title, has grown her career at LTSA through mentorship and training.

Helpful colleagues may be recognized at the annual, peernominated achievement awards.

There is also an annual customer service week to recognize the employees on the front line.

Both Mitchell and Osborne say

that LTSA, where people have access to private information, puts a high value on ethics. The company runs regular training on compliance, has a code of business conduct and also runs privacy training.

As for what’s next, Osborne checks in twice a year on career planning with her manager. “The goal I have now is to learn how to do some of the more complicated applications,” she says. As someone who’s been with the

organization for just two and a half years, she’s happy in her role as an examiner.

“There is such a level of trust in the organization,” says Osborne. “I am attracted to the people and the work, equally.” 

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At LandSure, employees innovate and improve

in Jiang has grown a lot in her five years with LandSure Systems Ltd., where she is director of research and development. “My career path is an example of what is possible here,” says Jiang, who began work as an individual contributor and currently leads a team of 25 employees. “Now mentoring talent has become my job.”

leadership over six months. “It was enlightening to do this with my team members,” says Jiang. “We’ve developed trust and a rapport with a common language and set of tools.”

As a manager, Jiang says she is now better equipped to share knowledge with her team. “If someone is struggling, I am able to give them a tool and a process and really show them their potential to achieve their goals.”

Jiang finds that her team is more engaged when they focus together on an employee’s challenge. “We look at it as our problem,” she says. “We don’t want people stuck doing things in the same way. We encourage them to find ways to innovate and improve.”

At LandSure, employees come together to brainstorm and reflect on successes and challenges. Jiang says her team talks about how to solve common issues. And it’s not

always about the work. Members of the team chat around the water cooler and take part in events like an outdoor lunch and ultimate Frisbee in the park.

As a team lead, Chan says the most important thing for him has been support from management.

“When I started, I was nervous to make changes,” says Chan, now application support development team lead. “But Xin let me know that I can make a decision and

LandSure has created an environment where employees feel empowered and equipped to contribute to the best of their ability.

— Xin Jiang Director, Research and Development

Vancouver-based LandSure is a subsidiary of the Land Title and Survey Authority of British Columbia (LTSA). It supports the LTSA to continually innovate and improve delivery of services in the public interest.

“My role is to promote innovation,” says Jiang. “LandSure has created an environment where employees feel empowered and equipped to contribute to the best of their ability.”

LandSure supports employee development, and one way is through a new leadership program. Jiang took the program with 15 colleagues, including Alex Chan, a relatively new leader who had been promoted from developer to team lead after less than two years at the company.

The two joined an interdepartmental group to work through four modules on aspects of

 Xin Jiang, director of research and development (right), takes pride in mentoring new leaders like Alex Chan, application support development team lead, at LandSure Systems.

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 Alex Chan (left) receives the employee achievement award for leadership from CEO Al-Karim Kara at LandSure Systems.

she will be behind me to support it. The CEO and directors are great to work with. Mistakes and problems are looked at as lessons.”

When Chan began working for LandSure, he found another family. “In my past work as a

contractor at other organizations, I felt like a number,” says Chan.

“At LandSure people care about one another. They step in to help if you’re struggling with workload or need to take a day to look after a family member.”

Chan was surprised to win the employee achievement award for leadership after just one year at the company. “I received the award from our CEO,” he says. “And at the ceremony, it was so cool to hear what other recipients had

94

full-time staff in Canada

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job-related tuition subsidies

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employerpaid health plan, with family coverage

done in areas like innovation and customer support.”

“Seeing people grow into calm, confident leaders is such a fulfilling and rewarding aspect of the job,” says Jiang. “It’s great to see them in the spotlight!” 

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Legal Aid BC innovates in helping navigate the law

M

aking a positive difference for marginalized individuals is the objective of Legal Aid BC. It was that mission which two years ago attracted Michael Bryant, who had already enjoyed a long and distinguished career in the law and politics.

“We’re a purpose-driven organization,” says Bryant who became CEO in early 2022. “People come on board here because they have either great compassion or great ambition for justice reform and anti-racism.”

Legal Aid BC is based in Vancouver but has nine offices across the province. “Much of what we do is to connect about 30,000 clients every year to about 800 lawyers in different parts of B.C.,” says Bryant. “The main work we do is criminal law, but we also do family law, child welfare law and handle applications for refugees seeking asylum in Canada.”

officer Salman Azam. “We want better outcomes for those clients, and have made that job number one.”

This past September, Legal Aid BC launched a new initiative aimed at enhancing the services it provides to those in need. The organization hired 12 new employees called navigators and expects to increase that number.

“Our navigators come from a mix of backgrounds,” says Bryant.

“Some have social work or legal experience, experience with the folks living on the streets and some speak multiple languages.

They have an ability to work with clients who are poor and dealing with mental illness, addiction or trauma in their lives.”

Azam adds: “Besides navigating a complex legal system, they’re helping clients find housing and medical care. As far as I know, there are very few jurisdictions doing what we are doing in the legal aid space. That’s a really exciting area for us.”

One of the strengths of the organization is the diversity of its workforce, which reflects the face of contemporary B.C. “There is racial, ethnic and

We’re a purpose-driven organization. People come on board here because they have either great compassion or great ambition for justice reform and anti-racism.

— Michael Bryant CEO

The organization employs 24 in-house lawyers, most of whom are based in nine Parent Legal Centres. “Our team of employees is laser-focused on our clients, most of whom are in serious legal distress,” says chief operating

 A Legal Aid BC manager leading a community feedback session.

gender diversity here, as well as diversity of thought and identity,” says Bryant. “More than half of the executives are Indigenous or racialized, and over 70 per cent of our managers are women.”

Legal Aid BC works hard to retain employees by supporting professional development and providing opportunities for advancement. Annual subsidies of up to $1,200 are available for employees pursuing accreditations through outside organizations or simply trying to keep pace with developments in the legal profession.

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$  Newly hired navigators alongside executives and the CEO at Legal Aid BC.

“We give people who join us the opportunity to advance,” says Bryant. “Somebody may start in a junior position. We want them to advance to supervisor, then to management and even to executive. That was my predecessor’s

experience and that of the last two vice-presidents of legal services and strategy.”

Azam cites the case of his executive assistant when he joined the organization. “She showed an aptitude for project

management,” he says. “We paid for a project management course, she was promoted internally, and she’s become a very good project co-ordinator for us.”

Legal Aid BC has begun some campus outreach to recruit talent,

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but Azam says it can be a challenge, especially for graduating law students who may see more lucrative opportunities elsewhere. “You come here to do good and to make a difference,” he says. 

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Listening to employees lifts the City of Maple Ridge

n his 30 years working for the City of Maple Ridge, located within Metro Vancouver, youth recreation coordinator Brian Patel has seen a lot of changes, but none as welcome as the City’s recent focus on a more collaborative workplace culture. “Our leadership has really pushed decision-making downwards,” says Patel.

We have been making organizational changes to empower our staff with the skills, tools and resources they need to do their jobs, while encouraging innovation and risk-taking.

our people working together,” she says.

As a result, the workplace has evolved quickly and in wideranging ways, continues Lewis.

Maple Ridge has re-emphasized its anti-discrimination and anti-racism policies, including its �SLGBTQI+ allyship, and established its first equity, diversity and inclusion committee.

“Mental health support has also been a priority, including employee and family assistance and access to clinical counsellors and other key health providers through its total rewards programming, as well as training some

staff to recognize signs of distress in co-workers,” Lewis says.

As well, the City aims to create more cross-functional departmental opportunities to collaborate through training, especially during onboarding for new employees. “Regardless of whether you work in operations or facilities or parks or fire or police service,” says Lewis, “we highlight that it’s all one organization.”

The changes are connected by what is now a workplace culture of listening, Lewis says, due to the results of an engagement survey. “It gave us a resounding view of how we were doing and where we need

— Michelle Lewis Executive Director, Human Resources

“They’re trusting us to make decisions because we’re the front line in interacting with the community, and they’re listening to us like we are listening to each other,” Patel says. “I’ve seen a lot of silos in a lot of cities, closed-off pockets that don’t really communicate, and Maple Ridge is breaking down those silos. If I have an issue, I can just go talk to the CAO (chief administrative officer). We’re now about relationships and connecting with people.”

Maple Ridge has been accelerating in that direction over the last four years with its people strategy, says Michelle Lewis, executive director, human resources.

“Basically, it’s meant caring for our people, developing our people, valuing our people and seeing

 City of Maple Ridge employees working with youth in the community.

to be going. We came out well on safety and diversity, but our staff really wanted more of a voice. Our CAO and his deputy have been going around at staff level, talking to people and asking, ‘What do you do? What’s your role? What can we do differently?’”

One of the things Maple Ridge managers heard from the staff was they had a lot of good ideas for dealing with City issues, but did not feel asked for their opinions nor heard, says Lewis.

As a result, City workers are now more empowered to bring their ideas forward, which is creating faster response times

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 City gardeners are often approached by residents with suggestions and have robust mechanisms to bring them forward to the City of Maple Ridge.

to citizen issues. “We have been making organizational changes to empower our staff with the skills, tools and resources they need to do their jobs, while encouraging innovation and risk-taking,” Lewis says.

“City gardeners working in a boulevard or park four or five hours at a time often have residents offer them ideas. Now those staff have a mechanism to report those suggestions directly.

We’ve cut a lot of the hierarchical

Bold by Nature Driven by Community People Focused mapleridge.ca/ourjobs

red tape out of those interactions, and workers can respond very quickly.”

Patel can only agree. “Where we are here in the youth centre is right next door to the leisure centre. For years I almost never

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went in there, nor did they come here. Now we’re in and out of both places – and the building department and other offices – talking, exchanging ideas, collaborating.

This is a wonderful place to work now.” 

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Safety is inclusive at North Vancouver District

s a driver-swamper for the Corporation of the District of North Vancouver, Andrew Merilees has experienced the District’s commitment to workplace safety.

When the 17-year North Vancouver veteran set out, in collaboration with an ergonomics specialist, to create a safety training program and manual for staff – which resulted in significantly reducing the number of injuries in the solid-waste team – managers supported him all the way. “The District really backs that up,” says Merilees. “There are a number of things I appreciate about this job, but that’s one of the biggest.

“‘Commit to safety’ is one of our core values,” says Saira Walker, general manager, corporate services. “For us, that means not just safety in the physical sense, it means cultivating a workplace culture where people feel safe to be who they are – where they feel welcome, included and valued.”

Navigating the pandemic highlighted the importance of the District’s core values.

“Our values played a key role in

guiding us through the pandemic.

They really were our North Star,” says Walker. “The safety of our staff and their health, in particular, became a critical focus for us.

Since then, our focus on safety has evolved beyond that.”

Merilees has seen first-hand how the District’s definition of safety has grown and evolved.

“Over the last few years, I’ve seen more of a focus on mental health,” he says. “There are

Our staff are what make the District such a fantastic place to work and we want to make sure we’re doing everything we can to support them.

— Saira Walker General Manager, Corporate Services

“They brought the specialist in as many times as I needed to go over things with her,” Merilees says, “and they gave me office time to write it up. When we as workers raise issues at monthly safety meetings, North Vancouver District management does not beat around the bush or pay lip service to safety, they actually deal with it.”

As an organization that values safety, that kind of support is not surprising.

 A District of North Vancouver section manager on site at a bridge project.

resources we can use confidentially, and management has been bringing in people to talk to staff.

There was a psychologist who told us to think of it like physical health – you hurt your foot, you’re going to take care of it, so if you struggle with your moods and feelings, take care of it. I thought it was a great way to de-stigmatize when talking to a bunch of blue-collar workers.”

To that end, the District offers

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 District of North Vancouver employees using a fire hose together in an initiative to raise awareness about workplace safety and health.

recently enhanced employee wellness benefits and hybrid and flexible work schedules, as well as in-house training and tuition subsidies, and diversity and inclusion training.

Core values, like a commitment

to safety, are the kind of things the new generation of workers is looking for, says Walker. “The newer generation is definitely looking for commitments that demonstrate the alignment between the work they do, their own values and the

District’s values.”

Among those commitments are moving forward on issues related to diversity and inclusion, and Indigenous reconciliation. “We are working very hard to create that alignment for staff, in part

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through education and training and by talking with our staff,” says Walker. “Our staff are what make the District such a fantastic place to work and we want to make sure we’re doing everything we can to support them.” 

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Okanagan College empowers people and communities

ach year, Okanagan College (OC) welcomes over 17,000 students to its four campuses in the southern interior of British Columbia. As the administrative co-ordinator in the international education office, Leanne Foster engages with many of the 1,600 who come from outside of Canada.

That’s due to her many varied and vital responsibilities. They include supporting OC’s international education team and their recruitment activities in dozens of countries, co-ordinating the efforts of other departments within the college, and collaborating on ways to help students settle in academically and socially, as they secure living arrangements, get to know the campus and the community, and more.

minimal possessions. Some need more adjustment time than others.

“We make sure we’re actively listening. At the end of the day, all of us at OC work together to support students – wherever they’re from – and make sure they have the experience they expect.

We have a great cohesive team and we all support one another as well.”

The college’s campuses in Penticton, Kelowna, Vernon and Salmon Arm offer a range of degree, diploma and certificate programs. With more than 1,200 employees, OC is one of the largest employers in the region.

Following widespread consultations, OC recently introduced its new, action-focused strategic plan,

Inspire. At its core is the college’s mission to transform lives and communities.

President Neil Fassina says the commitment to empowering individuals and communities in the region through exceptional learning experiences, applied research, and innovation is a holistic one that includes OC’s employees.

“We make sure there are wraparound supports so that all our faculty and staff can contribute to making positive change,” he says, referring to OC’s comprehensive range of programs and benefits.

For their health and wellness, including mental well-being, employees can access a variety of counselling, coaching and online resources. Flexible work

arrangements are also available to enhance employees’ work-life balance.

To help employees on the farflung campuses feel they’re part of one college community, OC hosts fun activities like bocce ball tournaments and Scrabble competitions throughout the school year, Fassina says.

He also holds his Ask Me Anything sessions at each campus several times a year. “I really mean ‘ask me anything,’” he says.

“I want to keep people informed and I want to hear about employees’ lived experiences. The only questions I can’t answer are ones where I don’t know the answer or if it’s personal.”

Similarly, Connections is an

We make sure there are wrap-around supports so that all our faculty and staff can contribute to making positive change.

— Neil Fassina President

Like many of her colleagues, however, Foster has been known to lend a helping hand beyond what’s spelled out in any job description. She recalls, for example, donating some of her daughter’s gently used winter clothing to a student who came from a country where it never snowed.

“We customize supports across a broad range,” Foster says. “Our international students leave family behind, and some arrive with

 Okanagan College provides learning experiences and spaces across its four campuses in Penticton, Kelowna, Vernon and Salmon Arm.

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 Students and employees across campuses at Okanagan College have opportunities to get together through social activities, workshops and common spaces.

annual employee-led event that brings colleagues from different departments and campuses faceto-face for two days through social activities and instructive workshops.

Fassina says that as a learning

organization, OC is committed to the professional development of its employees. To that end, the college offers tuition waivers for internal courses and funding for external courses, programs and conferences.

Foster is taking advantage of the opportunity and studying for a certificate in human resources business studies by the end of 2024. Her goal, she says, is to gain a better understanding of the theories, policies, and legislation

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pertaining to many of her tasks and duties.

“I feel I’m where I belong,” she adds. “The fact we help students transition into the rest of their lives makes me proud to part of the OC family.” 

Transforming lives and communities since 1963 okanagan.bc.ca

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Powerex sees a bright future with clean energy

decade ago, Jazz Sidhu took a risk accepting a position at Powerex Corp. But her bet paid off, and today she is the company’s credit risk manager.

“It took me a year applying to companies where they didn’t understand my international qualifications,” Sidhu says. “When I was offered a position at Powerex, an executive had seen my resume and understood my university and pushed for me to be interviewed.

That really made Powerex stand out to me compared to other companies.”

people convert from burning fossil fuels to using electricity.”

Sidhu has a broad and growing range of customers. “I oversee a team of analysts who are responsible for evaluating and monitoring the customers that we transact with on a daily basis. Customers range from large corporations and municipalities within the United States to regulated utilities such as BC Hydro,” she says. “We collectively manage a portfolio of over 230 customers.”

Bechard describes a prominent new customer. “We just signed a big, long-term deal with Microsoft

about six months ago to provide them with 24/7 clean energy for one of their server farms in Washington state. If customers don’t want a full suite of products, we can help them shape their own clean energy,” he says. “It’s a really good future for Powerex.”

It’s good for her team too, adds Sidhu. “Deals like that impact me and my team by really expanding our customer base. They open the door for Powerex to work with similar customers in the future and work collectively to reach corporate and government clean energy targets,” she says. “Powerex

has demonstrated that we have the capacity and ability to really help in those collective efforts.”

That the power sector has evolved and changes yearly is something else Sidhu sees in her position.

“That’s really what makes the job interesting because Powerex has always been in the forefront of these changes. It’s exactly what we’re doing now in developing products to meet the growing need for clean energy,” Sidhu says. “No one year is the same as another.”

Powerex’s office space is open concept. No one, not even the

It really means growth in our industry as people convert from burning fossil fuels to using electricity.

— Tom Bechard President and CEO

Sidhu had a background in corporate banking with a degree in economics from University College London in England.

As the exclusive marketer of BC Hydro’s surplus generating capabilities, Vancouver-based Powerex provides wholesale electricity, natural gas and energy-related environmental products. Almost 95 per cent of its business is in western North America.

“We see the future of energy as being really clean,” says president and CEO Tom Bechard. “Most of the energy that society uses today comes from burning fossil fuels, but we’re in the midst of transition where much of the energy is coming from electricity. That really means growth in our industry as

 The open floor plan at Powerex facilitates an approachable environment for employees to interact and collaborate.

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of profits stay in B.C.

 The RealTime desk at Powerex monitors and trades electricity on a 24/7 basis.

CEO, has an office.

“It’s really critical to our collaborative culture that we’re set up this way,” says Bechard.

“We work together to solve really difficult problems in ways few of our competitors can offer and this

allows us to offer our customers a full suite of clean electricity options. It’s not hierarchical and that’s kind of fun.”

Having that open environment contributes to the core collective structure, Sidhu adds.

“Having the kind of upper management and senior executives who are very approachable and having an open floor plan really builds the structure. People can go to anybody and ask a question and if they don’t know the answer,

they’ll point to the person who will,” she says. “Just having that flexibility takes off pressure.”

It's a smaller office and that offers lots of opportunity for open debate. “You get energy in the office,” says Bechard. 

Be a part of the future of energy.

Apply at powerex.com/careers

Photo by Michael Buchko, Powerex employee

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Purpose drives Prince Rupert Port Authority employees

A

dam Marcinkiewicz had already heard that the Prince Rupert Port Authority (PRPA) was the best employer in his hometown. When he returned last March to join the organization after a 20-year stint in Vancouver, he figured there’d be perks and a congenial corporate culture. What he didn’t expect was the sense of purpose it would give him.

“We’re a relatively small organization of 100 people but what we’re doing is huge for trade across Canada and the world,” Marcinkiewicz says. “It feels pretty cool to be part of something so big. It feels like the work I do matters.”

what we do.”

The port has been an increasingly important economic engine for Prince Rupert and for British Columbia, providing global access for many of the province’s export industries. It directly supports 3,700 well-paying jobs in the region. It’s also a key asset for the Canadian economy.

“We’re a big part of a small community and the things we do make a big difference,” Stevenson says.

About $2 billion in expansions are under way, including an export logistics complex and an energy export facility. Of the 2,000 jobs

the port supports in Prince Rupert, Stevenson adds, 39 per cent are filled by Indigenous people. “That is transformational for those communities that have largely been left on the sidelines of the economy in the past.”

Stevenson himself has been with the Port Authority for 26 years and has seen its impact grow. “I often quip I’m 26 years into a three-year plan, but it’s a common story of people who come to Prince Rupert with a plan to stay for a few years only to find a community and a lifestyle that keeps them for decades,” he says.

But he also recognizes that, being in a remote part of the country, the organization must tailor programs to employees’ circumstances. For example, many employers have introduced hybrid work policies since the pandemic. But for PRPA, it’s not about helping people avoid a long daily commute.

“A large portion of our team is not from Prince Rupert, so how do we create that opportunity for employees to connect with family that might reside elsewhere in Canada?” Stevenson asks.

The Port Authority decided to

We’re a big part of a small community and the things we do make a big difference.

— Shaun Stevenson President and CEO

Hired as a health and safety business partner, Marcinkiewicz conducts workplace inspections, develops programs and training, and liaises with health and safety committees at the Port Authority, which oversees Canada’s third-largest port. He found that people were willing to help him get up to speed and offer guidance.

That cooperative ethic is no accident. “It starts with having a really clear purpose,” says president and CEO Shaun Stevenson.

“Across the organization there is a very clear understanding of that purpose, and people are vested in it and recognize the importance of

 A Prince Rupert Port Authority harbour patrol captain looking over the third-largest port in Canada.

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 A receptionist enjoying the views outside of the waterfront offices at Prince Rupert Port Authority.

let workers work up to 10 days a month remotely, which often means while visiting family in places like the Okanagan, Vancouver or Toronto.

Marcinkiewicz, a competitive trail runner, makes use of a $750

annual health and wellness account and a $500 health spending account, which can be spent on fitness-related goods and services like gym memberships or a Peloton bike.

“I’ve pretty much maxed out

my health and wellness account paying for new runners and race entry fees,” he laughs. “It was like I was a PRPA-sponsored athlete this year.”

He also took part in employee events such as a kayaking and

seafood barbecue and a golf scramble. It’s a great opportunity to relax and get to know people in other departments, he says.

“But then we get back to work on Monday and we’re all systems go.” 

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How PHSA is creating a culturally safe workplace

ike every other public health organization, B.C.’s Provincial Health Services Authority (PHSA), which teams with regional and First Nations health authorities by providing a network of specialized services for the entire province, is rapidly evolving in the post-COVID-19 era.

“There is a lot going on here,” says president and CEO David Byres, citing developments in hybrid and remote work, and around employee psychological health and safety.

The foundation is based on six Coast Salish teachings – truth, good medicine, we are one, open your hearts and minds, make up your mind to be strong, and do your best.

purpose, vision and values.

“This time the foundation is based on six Coast Salish teachings – truth, good medicine, we are one, open your hearts and minds, make up your mind to be strong, and do your best – that were gifted to us by Coast Salish Knowledge Keeper Shane Pointe, Sulksun from the Musqueam Nation,” says the CEO. “It has been positively received by medical and other staff, with people thinking hard about how to incorporate the teachings into their daily work with their colleagues and patients,” Byres says. “Our refreshed vision statement centres on eliminating Indigenous-specific racism and creating culturally safe places and care for everyone who works here

and everyone we serve.”

Melody Markle, an Indigenous advisor with PHSA’s Indigenous recruitment and employee experience team, has seen fast-paced change in her 18 months there.

“The ground-breaking thing in creating a really welcoming culture across PHSA is that folks are now mandated to take Indigenous cultural safety training courses,” says Markle, an Algonquin Anishinaabe from Long Point, Winneway First Nation, in Ontario.

“That’s been a huge foundational step to creating pathways for prospective Indigenous employees. We have embedded culturally safe Indigenous interview questions that all hiring managers need to incorporate.”

The Sanya’kula, the Salish term for Markle’s team, is dedicated to implementing programs and services that support Indigenous employees’ experiences from the pre-hire stage through onboarding and weeks into their PHSA careers. Leaders and colleagues have provided strong support, adds Markle, including mandating that all PHSA employees take Indigenous-specific racism training and incorporating Sulksun’s teachings into the workplace.

“I’m definitely seeing the effects of that in the committees I sit on, sometimes as the only Indigenous person.”

And PHSA’s openness to remote and hybrid work has been a major boost to recruiting, Markle says.

“It allows Indigenous employees

— David Byres President and CEO

“That’s especially so with our paramedics, who continue to see a high number of calls related to overdoses and cardiac arrest,” Byres says. “We want to make sure we’re providing the right kind of support for them – from more formal programs, like counselling and access to health professionals, to training some paramedics as peer support for their colleagues.

The peer support has been highly successful.”

The most consequential change, with far-reaching effects on the PHSA workplace, may lie in what Byres calls a recent “refresh” of its

 PHSA’s BCEHS program of paramedics delivers both ground and emergency health service.

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 The supply chain team at PHSA secures and delivers vital supplies, prioritizing patient care by ensuring health authorities across the province have safe working products.

to work from their communities, so that they can stay close to their families. And that really matters, because they don’t want to be isolated.”

New in 2023 is five paid days for cultural leave to tend to

ceremonial and spiritual responsibilities. “I’m very excited about that,” Markle says, “because I can go back home to Ontario, attend a powwow and be with my family for ceremonies, which is pretty awesome.”

Join us to inspire and unite specialized teams in creating a healthier province for all.

The recent developments are now rooted in PHSA’s DNA, according to Byres. “For our staff there are great benefits, from the pension plan and the 2,000 in-house training programs to working for a province-wide

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organization that allows people to do that while staying in their own communities,” he says. “There’s just a deep commitment here to person- and patient-focused care and to the support we provide all our employees.” 

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Smythe aims for fulfilment in both life and career

W

hen Kiki Lee was in Portugal recently for a wedding, she recalls how one of her girlfriends kept having to call her law firm back home while getting ready for the event. It really resonated with Lee just how progressive her own employer, the professional services firm Smythe LLP, is compared to others in a traditional industry.

“I don’t need to bring my laptop with me on vacation,” says Lee, a manager on the audit team. “I like that Smythe is so supportive of our taking time to recharge because they understand how everyone needs that mental break. Plus, I know if something was to happen with a client, a partner or another manager would step in because we support each other.”

personal flexibility,” says Sanghera. “However, we also see a big value in collaborating and being in-person. Part of our business is very seasonal with tax filing deadlines, but we’ve tried to create better work-life integration than the traditional stereotype of an accounting firm.

“We want people to have fulfilment in both life and career at Smythe, so wellness has become a big priority over the last three years. That includes ensuring that the partners lead by example and take vacations so we’re not plugged in all the time.”

The firm had already invested in the technology for people to work from home before COVID-19 happened, so going to a remote environment was pretty seamless.

“The biggest thing was, we all embraced it,” says Sanghera. “We just adapted to how we communicated, with a video update every two weeks so people could ask questions. But I think the pandemic very quickly accelerated changes that would have taken much longer.”

Sanghera, who joined Smythe in 2004, says they’re not afraid to try different ideas.

We’re not afraid to listen to feedback and try new things, and I think that’s an important part of being a progressive firm in transformational times.

— Bob Sanghera Managing Partner

Smythe’s forward thinking includes a hybrid approach regarding when and where people work – something else Lee appreciates. The firm’s policy requires people to be in the office with their team for a minimum of two days a week, with core office hours between 10 a.m. and 3 p.m.

Bob Sanghera, managing partner, says it’s working well.

“We removed the traditional office hours to allow for more

 Kiki Lee, manager, coaching a colleague over coffee at Smythe.

“When I started, we were a very traditional accounting firm and now we offer different services, such as a cloud accounting group,” says Sanghera. “We welcome technology and are automating certain processes that allow everyone to be their best and enjoy what they do.”

The firm prides itself in being diverse in gender and race, with 62 per cent of female employees in management roles. Additionally, the firm has invested in wellness initiatives, group RRSP matching programs and parental and maternity leave top-up for employees.

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 Smythe employees enjoying food together at one of its summer picnics.

“We’re not afraid to listen to feedback and try new things, and I think that’s an important part of being a progressive firm in transformational times,” says Sanghera. “We’re committed to being technologically savvy and

having an innovative mindset with the innovations and ideas coming from the younger folks at the firm.

“We hire a lot of articling students so that’s also reshaping how we operate and communicate.

They play a critical role in our

future success.”

Success is important at Smythe which has instituted a “celebration culture” to recognize the large and small contributions and achievements of every staff member.

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“The culture really aligns with what I believe in,” says Lee. “We work hard in a very deadlinedriven business, but the firm truly celebrates all the wins, whether it’s an individual, a team or the entire firm.” 

Transforming tradition, defining tomorrow www.smythecpa.com/careers

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St. George’s School encourages employee engagement

tephen Sarmento attended Vancouverbased St. George’s School as a senior school student from 2001 until he graduated in 2006. That was long enough to appreciate the quality of education offered at this nearly 100-year-old independent institution.

In the fall of 2021, he returned to his alma mater as an associate faculty member. At the start of the 2022–23 academic year, he was appointed drama and visual arts teacher at St. George’s Junior School. “Honestly, it’s been fantastic,” says Sarmento. “I’ve had so many opportunities to grow and experience new things since coming back to St. George’s that I can see myself staying here for my entire career.”

admissions, advancement and operations (retail, security, custodial, maintenance, transportation and grounds) departments, among others. The school offers generous support for professional development to both faculty and staff.

“It depends on the aspirations of the individual,” says Young.

“Teachers or staff who want to pursue a master’s degree or PhD submit an application for funding.

If it makes sense for the school

and the individual, we will provide a funding model of support to them.”

Staff can attend conferences or take part in programs offered through national or international associations of independent schools with which St. George’s School is affiliated. “The professional development opportunities can be quite rich because there are so many equivalent organizations,” says Young.

Apart from that, St. George’s School supports the health and well-being of its employees in several ways. They can use the school’s fitness centre and swimming pool when not in use by students. The school offers weekly yoga, fitness and boxercise classes throughout the academic year, and supports outside initiatives such as BMO marathon and Gran Fondo long-distance cycling events, among others. “Wellness

When people come here, they tend to stay. They love it here. They love the environment, the students, and their colleagues.

— David Young Head of School

That sort of sentiment is more the norm than the exception.

“When people come here, they tend to stay,” says David Young, head of school. “They love it here.

They love the environment, the students, and their colleagues, and we want that passion to continue by building employee engagement, one employee at a time.”

As an independent institution, St. George’s School employs almost as many staff and administrators as teachers. It has its own finance, human resources,

 Stephen Sarmento, drama and visual arts teacher (left) and David Young, head of school, at St. George’s School (photo credit: Hayley Lohn).

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 St. George’s School employees and faculty enjoying an art evening event (photo credit: Hayley Lohn).

opportunities that can bring our employees together are readily supported,” says Young.

During past Administrative Professionals’ days in April, the school has hosted events such as an on-site mobile spa or provided

take-away charcuterie boxes to say thank you to support staff.

The school also attempts to build flexibility into what is otherwise rigid academic scheduling.

“If our faculty have time, we encourage them to work out, go

for a run or a walk in Pacific Spirit Park, a huge forest across the street,” says Young.

But for all that, what Sarmento likes is the professional autonomy he enjoys while at the same time being supported by the

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full-time staff in Canada

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weeks, maximum vacation based on tenure

47

years, longestserving employee

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of employees use sustainable commuting program

administration. “There are checks and balances, of course, but I can run the drama department the way I want to,” he says. “They let me contribute, and they value my contribution. There’s mutual respect.” 

BUILDING FINE YOUNG MEN. ONE BOY AT A TIME.

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At Teck, the right thing is the highest priority

hen Lauren Fenrich goes to work at the Teck Resources Highland Valley Copper mine in Logan Lake, B.C., she’s living a personal purpose rooted in giving back to the world in a meaningful way.

“Working in the copper industry aligns with my core value of contributing to society through a material essential for the world's progress and electrification,” says the superintendent, integrated production. “So having the ability to work in a company that also values that really resonates with me.”

production planning across the site. The perspective gives her an opportunity to see Teck prioritize sustainability commitments firsthand, such as when reclamation – the process of returning land to a reusable state post-mining – needs to be performed.

“We will actually pull a piece of equipment off a production area so that it can go do that reclamation, because that is the top commitment,” she says. “If we’re not doing it sustainably we don't do it at all. I see it play out like that all the time.”

“The people helping design the reclamation plans aren’t removed from the situation – they’re embedded in the community, live there and want the best for the region,” explains Kate Lafferty, director, corporate development.

“Having local offices and people involved ensures that the benefits of the mine are felt in the region while minimizing any negative impacts.”

Sharing the benefits of a mining operation with the regions in which Teck operates is part of the company’s purpose statement,

she says.

“Our mines are often in rural locations and there’s an understanding of needing to give back within the regions,” says Lafferty.

“We place a lot of importance on strong community relationships.”

Lafferty, who has been with Teck since 2007, has had the opportunity to work in a lot of different regions for the company and was always moved by people’s positive reactions within the community.

Now based in Vancouver and working from Teck’s head office,

We place a lot of importance on strong community relationships.

— Kate Lafferty Director, Corporate Development

When Fenrich first started out as a mining engineer, she was interested in pursuing a career that engaged her technical skills as well as enabled her to make an impact on society. “It goes back to the values piece of wanting to produce an essential resource for the world,” she says.

Fenrich observed the wide range of opportunities offered at Teck and, in 2016, was hired at its Cardinal River mine in Alberta before getting an opportunity to contribute her skills and experience at the Highland Valley Copper mine in B.C. Her work at Teck has also brought her closer to her personal sustainability goals. In her current role, Fenrich is responsible for

 Teck Resources employees working together in an open space at its Vancouver headquarters.

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9,500

full-time staff in Canada

51

years, longestserving employee

100%

employeepaid retiree health premium

2,500

mental health practitioner benefit

$  Teck Resources has local offices in its mining locations to ensure reclamation plans are not removed from the communities it operates in.

Lafferty not only enjoys having the mountains within her reach, but also witnessing the impact of Teck’s presence in the city.

“There used to be many more mining companies headquartered within Vancouver,” she says.

“We’re still very prominent in B.C. and try to give back locally, like with St. Paul’s Hospital.”

In 2021, Teck donated $10 million to St. Paul’s emergency centre, making it the largest corporate donation in the

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hospital’s history. When doors open in 2027, the new emergency department will also feature antimicrobial copper surfaces which will aid in the elimination of harmful bacteria and viruses while safeguarding the health

of patients, health workers and visitors.

“Teck gives a lot back into the places where the operations and headquarters are,” says Lafferty.

“It’s an important aspect of the company.” 

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TransLink moves people – in every way

ransLink (South Coast British Columbia Transportation Authority) is unique among North American transit agencies. With its broad mandate as Metro Vancouver’s regional transit authority, it’s responsible for planning, designing, funding and operating an integrated transportation system connecting communities by bus, rail, commuter rail, passenger ferry and on-demand transit services.

It also maintains pedestrian and cycling paths, the major road network and five bridges.

Currently, Freeman is responsible for the Bus Rapid Transit program. This program aims to deliver fast, frequent and reliable rapid transit to areas across Metro Vancouver – and it aims to do it quickly – as TransLink works to build the next generation of rapid transit projects to deliver for its growing ridership.

With nearly 8,000 employees across four companies that make up the TransLink enterprise, this huge organization not only offers the opportunity to make a difference in the communities it serves, but it also offers a wealth of career-building and educational

opportunities for its employees.

At BC Rapid Transit Company, a TransLink operating company, Sonya Ahmed has been a SkyTrain attendant and field operations instructor for most of her eight years of service. Now, she works in control operations where she helps monitor and operate the trains, tracks and stations from a central hub.

“Something I’ve always really appreciated is that they encourage personal growth and career advancement. There are lots of opportunities for training and advancement within the company,” Ahmed says.

“Despite the size of the TransLink enterprise, it’s a very collaborative environment,” she adds. “You’re not so far removed from your boss or your boss’s boss.”

In recent years especially, she’s noticed the organization further prioritizing safety and inclusivity with the introduction of key initiatives like its award-winning psychological health and wellness program, gender inclusive washrooms and employee recognition programs.

TransLink provides a comprehensive benefits package to its employees with flexible work

Something I’ve always really appreciated is that they encourage personal growth and career advancement. There are lots of opportunities for training and advancement within the company.

— Sonya Ahmed Control Operator, BC Rapid Transit Company

“I’ve been working at TransLink for almost two decades,” says Daniel Freeman, project director of Bus Rapid Transit and Bus Priority programs. “I feel as if I’ve had many different careers in that time, working in different parts of the organization and advancing my skills through a variety of work. It gives me a great deal of pride that I’ve had the opportunity to lead many projects where the service I’m implementing really has an impact on people’s daily lives.”

 The ‘Bus Rapid Transit’ program at TransLink works to deliver frequent and fast transportation to areas across Metro Vancouver.

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$

7,878

full-time staff in Canada

100%

employerpaid health plan, family coverage

2,000

mental health practitioner benefit

100%

job-related tuition subsidies

 At TransLink, employees in trades and beyond have opportunities for training and professional development.

hours, extended health care benefits and tuition support, coupled with training and professional development opportunities. And of course, getting an unlimited personal transit pass is an attractive perk.

But what really drives employees, right down to the front lines, is the sheer scale TransLink has for making an impact in the community. “This is an organization that is there to help the public,” Freeman says. “We’re in

the service of others.”

That TransLink is succeeding in that endeavour is evident in that it has one of the highest transit ridership rates across Canada and the U.S. and experienced one of the fastest recoveries

from the pandemic.

No matter where you sit in the organization, Freeman notes, “public transportation is at the heart of this region, connecting everyone to the people and places that matter most.” 

Join our team, we’re hiring!

Apply now | translink.ca/careers

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A shared mission deepens the culture at United Way BC

U

thpala Lekamge worked in human resources in Saudi Arabia for eight years before immigrating to Canada, where he was disappointed to find that most prospective employers only wanted to hear about Canadian work experience. When he applied to United Way British Columbia (United Way BC), however, Lekamge found the welcoming environment he was looking for.

We get people who are most motivated in life by helping others, and that’s a wonderful characteristic to build a staff team around.

istic to build a staff team around,” he says. “United Way exists to serve vulnerable people, and I can’t imagine a more motivating, stimulating, rewarding culture to work in. And that’s what I see and hear from our staff every day.”

McKnight is proud of the way his teams have responded to the intense challenges of the past few years, including floods, wildfires and the pandemic.

“The nature of the work means they’ve had to be out with people in high-risk situations, because kids needed to be fed and seniors needed to be checked on,” he

says. “So they stepped up, as they always do. And I think that commitment to being available to help our most vulnerable people in difficult times creates a deep culture.”

United Way BC has also stepped up to make sure employees are taken care of. “We look at our responsibility to our staff first, because if we can’t look after them, I don’t know how they can look after the community,” says McKnight.

So they are offered very generous sick leave, as well as family leave, flexible work schedules

and generous health benefits.

“I think we quadrupled the amount of mental health supports coming out of the pandemic, because we saw the impact of the stress on our communities and our staff,” McKnight says. “And this year we piloted a program to give everyone an extra Friday off on long weekends. We try to create as many supports as possible.”

Lekamge also values United Way BC’s commitment to diversity and inclusion, which is reflected in the way it hires, trains and advances employees, starting with an initial mentorship program

— Michael McKnight President and CEO

“They respected my whole experience,” says Lekamge, an administrator in the charity’s people and culture and payroll departments in its Burnaby head office. “They looked at my educational qualifications, my previous experience, the work I’d done and the projects I’d handled, and they really valued my expertise and my skills. It was wonderful.”

Michael McKnight, United Way BC’s president and CEO, says the organization’s supportive, inclusive culture is a result of the employees’ dedication to their mission, which is providing vital assistance to communities across the province.

“We get people who are most motivated in life by helping others, and that’s a wonderful character-

 United Way British Columbia employees gathering together at an ‘All Staff Meeting’.

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full-time staff in Canada

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weeks, maternity and parental leave topup pay

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weeks, maximum vacation allowance

100%

employerpaid health plan, with family coverage

 Employees and Seymour, the company mascot, at the Lower Mainland office of United Way British Columbia.

that made him feel like part of the team.

“New hires are paired with employees who have been here a long time to share their experience, understand the culture and collaborate effectively,” he says. “It

Here.

made me feel like I belong. And we have continuous training on how to respect people and value different perspectives that goes from top to bottom, so everyone feels like part of the organization’s strategy.”

Lekamge also received support in his bid to obtain his chartered human resource professional (CHRP) certification.

“When my manager asked about my future goals, I told her I wanted to pursue my CHRP,

and she gave me a plan,” he says.

“They assigned me multiple programs and guided me, and they’re reimbursing all the educational costs. I feel so valued here, and I’m really grateful for what they’ve done for me.” 

For brighter futures.

A United Way BC career gives you the opportunity to grow professionally while seeing firsthand that you are making a tangible difference in people’s lives. Join us!

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Employee care is key at Vancouver Coastal Health

s resident care coordinator at a longterm care home, Elva Bayla loves her role taking care of seniors at Vancouver Coastal Health (VCH), for a number of reasons.

“I see lots of opportunities here for my personal development,” says Bayla, who worked as a nurse in the Philippines before joining VCH in 2018. “Our leadership is very supportive, they’re always checking in to see how we are and what we need. And they offer lots of training, which has been great for me.”

munity, says that opportunities for growth and career advancement are major priorities for VCH, which operates health-care sites along the coast as far north as Bella Bella and Bella Coola.

“Across the organization, we have mentorship for new grads, and leadership training, education and skill-building right up to the CEO level,” he says.

Chapman has taken advantage of many of those opportunities himself. “I joined VCH in 1999

as a clinical supervisor, and I’ve worked in many different areas,” he says. “I’m a social worker, but I’ve worked in long-term care, risk management, home health and primary care. I think it’s important for our team to see leaders who have grown up in the organization and have a variety of experiences.

We look for opportunities for our people to evolve and grow their careers in this way, too.”

Besides her career advancement opportunities, Bayla is also

grateful for the organization’s flexible work schedules and attention to the health of caregivers as well as their patients.

“On my team, we have flexible time, so for example I can come in early and leave early to attend to my family’s needs,” she says.

“When we’re sick or emotionally upset, we’re encouraged to take time off to de-stress.”

Chapman says VCH leadership is continually working on ways to provide more flexibility and better

The training that VCH provided complemented the skills that I already had, helped me deal with everyday challenges in providing quality patient care and enabled me to grow my career.

— Elva Bayla Resident Care Coordinator Bayla was given the opportunity to be trained as a clinical educator, then get certified in gerontology, which has contributed to her current role at VCH’s Little Mountain Place.

“I’m a practising registered nurse,” she says, “and the training that VCH provided complemented the skills that I already had, helped me deal with everyday challenges in providing quality patient care and enabled me to grow my career.”

Bob Chapman, VCH’s vicepresident for Vancouver com-

 Elva Bayla is the resident care coordinator of a long-term care home at Vancouver Coastal Health (photo credit: Dan Palermo, DVision Films).

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14,289

 At Vancouver Coastal Health, employees have opportunities for skill-building in medicine and research while delivering care to more than 1.25 million British Columbians.

work-life balance for employees.”

“Right now, we’re subsidizing transit fares for staff and medical staff, with higher subsidy amounts for individuals who live farther away from work sites,” he says.

“It’s important because we want

to acknowledge the sustainability efforts of our team and to support those who have a longer commute.

This is part of our commitment to planetary health as well as attracting and retaining our talented and dedicated workforce.”

These initiatives are based on a set of values the organization’s leaders and staff have been developing for several years.

“VCH has three key values,” says Chapman. “We care for everyone, we’re always learning and we

73%

of executive team are women

100%

employerpaid health plan, with family coverage

2,800+

participants in leadership development workshops

strive for better results. I witness our people living these values every day. This is important and meaningful because our shared values drive the decisions we make and how we provide care for people every day.” 

While you’re there to support them, we’re here to support you.

Join a team that cares about the big and little things.

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Vancouver Foundation celebrates its diverse staff

ani Queiroz-Mckay is happy to be working for Vancouver Foundation (VF), an organization that supports not only her Indigenous identity but also the fact that they are a trans employee (Queiroz-Mckay uses both she and they pronouns).

Heiltsuk on her father’s side and Nisga’a on her mother’s, she is VF’s coordinator of Indigenous priorities. Their job entails managing the Thriving Indigenous Systems Fund, the organization’s multi-million-dollar grant earmarked for land-based First Nations and their non-profits.

According to the mission statement of Vancouver Foundation, created in 1943, its role is to “harness the gifts of energy, ideas, time and money to make meaningful and lasting impacts in communities.” It grants up to $75 million a year to B.C. organizations.

As a trans person, QueirozMckay is also delighted by VF’s recent shift to health insurance that provides aspects of genderaffirming care not covered by B.C.’s Provincial Health Services Authority – 80 per cent of the cost up to $10,000 a year and $40,000 in one’s lifetime.

“It means a lot to have my employer make a decision of changing our health benefits to be

more aligned with the things that we say we’re doing, like justice, equity, diversity and inclusion,” she adds. “This is somewhere I want to keep working; I believe that it will not just attract but also retain more trans people like me.”

VF’s employee assistance plans provide access to Indigenous Elders and Knowledge Keepers to support mental health “in a culturally safe way,” she points out.

“I think that’s a positive step in remedying some of the difficulties for Indigenous people in accessing health care, so I’m happy that it’s available for the growing Indigenous staff at Vancouver Foundation.”

For Hilary Statton, director of

people, culture and engagement, the decision to go with a new health-insurance plan springs from one of the organization’s core values. “We’re really striving for a trust-based approach to culture and employment, reflecting the fact that we have a very diverse team of individuals whose needs and wants are different,” she says.

“We want to provide them with as much agency as possible in how they approach their work and how they’re engaged with us as an employer.”

VF’s insurance, she notes, also covers costs related to fertility treatment, adoption and surrogacy for individuals struggling or unable to conceive children. And

We’re really striving for a trust-based approach to culture and employment, reflecting the fact that we have a very diverse team of individuals whose needs and wants are different.

— Hilary Statton Director of People, Culture and Engagement

“What that looks like,” says Queiroz-Mckay, who is based in Bella Bella, “is supporting our Indigenous priorities advisory council, which is made up of community members from the more than 200 First Nations throughout the province, and helping to inform them about our grant processes and outcomes, and then administering the grants. It’s great having a team that I can see myself reflected in.”

 Hilary Statton is the director of people, culture and engagement at Vancouver Foundation.

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 Qani Queiroz-Mckay is the coordinator of Indigenous priorities at Vancouver Foundation.

the organization provides up to a $2,500 reimbursement per family member for mental health support, plus a $1,000 reimbursement per family member for paramedical practitioners each year.

Statton says VF’s approach to

employee well-being is “holistic,” including meditation and physical fitness apps.

All those benefits are “grounded in having work that has purpose and meaning for people, providing opportunities where we can to

impact areas of equity and help, such as our ‘Youth Policy Program’ or our BIPOC (Black, Indigenous and People of Colour) granting,” adds Statton.

“These are things that our people can connect with

We love work-life harmony just as much as you do.

full-time staff in Canada

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weeks, adoption leave topup pay

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employerpaid health plan, with family coverage

personally and that give them a real sense of purpose in their day-to-day work, beyond the fact that we’re trying to create a good environment with good benefits and wages. I think that’s a really meaningful thing.” 

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WorkSafeBC strives to help its employees thrive

aureen Penn, a Kelowna-based vocational rehabilitation consultant for WorkSafeBC, is continually thankful for the emphasis her employer places on the health and well-being of its staff.

Initiatives to promote health and wellness include mental-health resilience training for all employees, virtual employee-assistance programs, an ongoing series of webinars featuring psychological health experts, and an annual $3,600 in coverage for mentalhealth practitioners.

from the investment of those premiums, administers the province’s workers’ compensation system and regulates occupational health and safety. It is dedicated to promoting safe and healthy workplaces, partnering with employers to prevent work-related injury and illness, and supporting workers to recover and return to work in a safe and timely way.

For her part, Penn facilitates vocational rehabilitation for workers who have sustained a permanent occupational injury, with the aim of securing them a modified or accommodated role at their current workplace – or helping them find

a new job.

Kerri Buschel, senior director of communications and marketing and chief experience officer, says her experience and insights teams work closely with the people and culture department to make sure the voices of employees are heard and understood.

“It’s important that our employees feel valued and supported,” she adds, “because the service they provide is often at a really pivotal moment in people’s lives.

A worker might have been injured and is concerned about their future. An employer might be building a health and safety plan

It’s important that our employees feel valued and confident, because the service they provide is often at a really pivotal moment in people’s lives.

— Kerri Buschel Senior Director of Communications and Marketing and Chief Experience Officer

Penn also credits benefits that have enabled her to grow her career in her field of choice while supporting her family.

“I have two small children at home and they’re in daycare fulltime,” she says. “When they get sick, they have to stay home, so I’m grateful that WorkSafeBC offers paid ‘child illness’ time. It’s benefits like this that allow me to have that work-life balance so I can be the best for my clients and for my family.”

Richmond-headquartered WorkSafeBC, which is funded by employer premiums and returns

 Maureen Penn is a vocational rehabilitation consultant at WorkSafeBC.

or supporting an injured worker’s return to work. Our ability to provide these critical services stems from the well-being of our own teams.”

The organization also supports its employees by offering robust training and professionaldevelopment programs, says Buschel. That has been a boon for Penn.

“The extent of training we receive as vocational rehabilitation consultants and the scope of mentorship are incredible,” she says. “I’ve never experienced anything like that in my career. It’s important because it speaks to the

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3,823

$

full-time staff in Canada

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of managers are women

215

charities helped last year

3,600

mental health practitioner benefit

 WorkSafeBC focuses on creating a supportive environment through diversity and inclusion training.

work that we do – we have to feel empowered and confident in our decision-making abilities.”

Penn also cites WorkSafeBC’s focus on equity, diversity and inclusion (EDI). “In my seven years here, diversity and inclusion

training has always been part of our education. It has to be, given that the population we serve is made up of individuals from various cultures and backgrounds, and their unique experiences. We have to meet people where they’re

at every day. Having that EDI lens is really important to the work that we do,” says Penn.

“Ultimately,” says Buschel, “our employees come to work here because they have shared values.

I recently interviewed three

long-standing employees – with 35 years or more each – for an internal podcast and was reminded of just that. People stay at our organization because of a shared passion to make a difference in the lives of British Columbians.” 

A career with a difference.

Join our team and help make B.C. workplaces healthy and safe.

Learn more at worksafebc.com/careers

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Now entering its 25th year, our project is the nation’s longest-running and best-known editorial competition for employers.

For information on next year’s application process, visit:

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