Canada's Top 100 Employers (2020) by Canada's Top 100 Employers

HOUSE OF COMMONS

CANADA’S TOP 100 EMPLOYERS 2020 Winners

S Special anniversary: The competition at twenty years

Methodology: How our editors chose the winners

The complete list: Canada’s Top 100 Employers (2020)

CO-PUBLISHED BY:

ct100.ca MEDIACORP

Peering behind the curtain at the House of Commons, one of this year’s winners

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SHOPIFY

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CANADA’S TOP 100 EMPLOYERS 2020 Magazine

Taking a moment to brainstorm in beautiful surroundings at the recently built Shopify office in downtown Toronto

Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT SUPPORT COORDINATOR

Vishnusha Kiruz,

JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Sheldon Gordon Simon Hally Don Hauka Patricia Hluchy D’Arcy Jenish Bruce McDougall John Schofield Nora Underwood Barbara Wickens

It was twenty years ago today...

here was no Sgt. Pepper or even a band to play, but until November 1999 the Canada’s Top 100 Employers project had been little more than an idea sketched on the back of an envelope. Over the course of many months, the competition took shape until November of that year, when the first edition of the paperback appeared at bookstores. In those days, Richard Yerema and I wrote longhand narratives describing why each winner was selected. For some chapters, it was a worthwhile charitable project in the community that we hoped other employers might emulate in another part of the country. For other employers, we wrote about progressive family-friendly benefits like vacation allowance and paid time-off that helped employees balance their work and family commitments. Some of the narratives in our first edition waxed a little long, with wistful stories on one employer’s power lines across the Saskatchewan countryside or another’s storied history as a financial institution decades before there was a Canada. Although the gloss was sometimes heavy, the subtext for each chapter was unmistakeable: the book and the competition it chronicled shone a light on the employers that did exceptional things for the people who worked there, noteworthy initiatives that other employers could copy and improve upon. There was another aspect of the project that we didn’t anticipate twenty winters ago: writing reasons for selection explaining why the winners were selected not only made the competition fair and transparent – but it also provided job-seekers with a ‘catalogue of best practices’ when it came to pro-

gressive workplace policies and HR initiatives. For the first time, these best practices could be found in black-and-white, so that everyone could discover who was at the forefront of an industry. There was another effect that we didn’t anticipate in 1999, which continues to build the project to this day. We’ve always been careful about how the winning employers display the modest logo for Canada’s Top 100 Employers. There are rules around its usage – for example, employers display the logo only during the competition year for which they have been selected – to ensure the public has confidence when they see the logo. What we did not anticipate is that the employers themselves would be the most enthusiastic supporters of the competition. This year, we saw a record number of employers apply to be considered. We also see a growing number of organizations focusing on the 18 other regional and special-interest ‘top employer’ competitions that have grown with the national competition. Last but not least, more than a word of appreciation is owed our media partners at The Globe and Mail and over two dozen other newspapers and magazines across the country. Their unfailing support over the years has helped us build the project into a household name in every corner of Canada. More than 15 million Canadians now read about our work each year in print and especially online thanks to their support. It’s an unwise scribe who tries to predict the next 20 years, but thanks to your support I know that our project’s best years are ahead. – Tony Meehan

BEST BUY

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Employees at the Burnaby, B.C. head office of Best Buy Canada Ltd.

INTRODUCTION Who are Canada’s Top 100 Employers? Quite simply, they are the best that set the standard for doing business in Canada. They have built exceptional organizations where best practices are the norm, where progressive and innovative programs push the boundaries to make the workplace better for their people. For instance, Export Development Canada in Ottawa features a new wellness program offering staff free confidential health screenings and Vancouver-based Telus Corp. is piloting an emotional support app enabling employees to connect with trained professionals 24/7. Top employers treat their employees well.

All 100 invest in their employees’ individual growth by offering opportunities for career development with in-house training and support for ongoing learning. For many employers, this extends to tuition subsidies at outside institutions, such as Verafin Inc. in St. John’s that offers grants for courses both related and unrelated to an employee’s current role.

Why does this competition matter? Through example, the leading 100 encourage other Canadian organizations to continually evolve in their day-to-day operations. Contestants are judged to a high standard in multiple categories against peers in their own industry. Increasingly, that

higher standard is what millennials and Gen Z already expect from employers. It’s not enough to pay lip service to diversity, community involvement and work-life balance. You must be authentic. Especially, with the growing awareness of environmental concerns, there is a demand that organizations mitigate the impact of their business as well. Younger workers want an employer that goes beyond the required minimums.

Why enter Canada’s Top 100 Employers? Certainly, winning enhances an employer’s public reputation and attracts investors. The competition

is also invaluable as a recruiting tool for top talent in a tightening market. Discerning job seekers will seek out your organization as a place where they can launch and secure a career, not just land a job. The time and effort involved offer huge rewards. – Diane Jermyn

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2020

winners

THE FULL LIST: CANADA’S TOP 100 EMPLOYERS (2020) 3M CANADA CO., London, Ont. Technology manufacturing; 1,931 employees. Offers a variety of events and celebrations organized by its volunteer social club, including an in-house Amazing Race event and outdoor movie nights.

BORIGINAL PEOPLES TELEVISION NETWORK INC./ APTN,Winnipeg. Television broadcasting; 142 employees. Introduced bi-weekly onsite visits by a reflexologist, massage therapist and cranial sacral therapist.

ACCENTURE INC., Toronto. Professional services; 5,122 employees. Invests in the development of its workforce, spending approximately $3,100 per person on training in the past year.

ADOBE SYSTEMS CANADA INC., Ottawa. Software publishers; 321 employees. Offers formal mentoring and a Women’s Executive Shadow Program giving female employees an opportunity to shadow a key leader in the company for the day. AGRICULTURE FINANCIAL SERVICES CORP. / AFSC, Lacombe, Alta. Financial services; 522 employees. Provides up to 10 paid days off each year for elder care, family illness and travel and for personal leave time.

Employees at one of the Montreal offices of Bell Canada work in a variety of comfortable spaces BELL

ACCORHOTELS, Toronto. Hotels; 9,655 employees. Supports families with older kids through a generous academic scholarship program, up to $5,000 per child.

AIR CANADA, Saint-Laurent, Que. Air transportation; 28,889 employees. Offers travel discount plans that extend to family members and friends. ALBERTA HEALTH SERVICES / AHS, Edmonton. Healthcare; 47,204 employees. Offers access to a fully equipped onsite fitness facility complete with an indoor track, indoor climbing wall and an outdoor court for sports. ARCELORMITTAL DOFASCO G.P., Hamilton. Iron and steel mills;

5,149 employees. Supports long-term personal and professional development through generous tuition subsidies (up to $24,000) for courses related and unrelated to an employee’s current position.

ANK OF CANADA, Ottawa. Central bank; 1,745 employees. Offers retirement planning assistance, a defined benefit pension plan and a health benefits plan that includes retiree premium coverage and no age limit.

BASF CANADA INC., Mississauga. Chemical manufacturing; 1,189 employees. Offers the convenience of an onsite daycare facility, operated by an independent daycare provider, for head office employees. BC PUBLIC SERVICE, Victoria. Provincial government; 30,283 employees. Invests in ongoing employee development with tuition subsidies for job-related courses as well as subsidies for professional accreditation.

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2020 WINNERS

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BELL CANADA, Verdun, Que. Telecommunications; 38,606 employees. Helps employees prioritize their own health and wellness with a dedicated site on the companyâ&#x20AC;&#x2122;s intranet providing related articles, videos and training. BEST BUY CANADA LTD., Burnaby, B.C. Retail; 5,600 employees. Maintains a charitable program connecting youth with technology to benefit their education, awarding over $210,000 in grants to 25 schools across Canada last year. BRITISH COLUMBIA INVESTMENT MANAGEMENT CORP. / BCI, Victoria. Portfolio management; 475 employees. Offers secure and heated parking for cyclists, day-use lockers, and a Zen room on each floor where employees can take a quiet break. BUSINESS DEVELOPMENT BANK OF CANADA, Montreal.

Secondary market financing; 2,338 employees. Launched a three-year mental health and wellness strategy in partnership with the Canadian Mental Health Association.

ANADA ENERGY REGULATOR, Calgary. Federal government, regulation of oil, gas and electric utility industries; 485 employees. Offers new moms a full year of maternity and parental leave top-up payments as well as 35 weeks for new dads and adoptive parents. CANADA REVENUE AGENCY/ CRA, Ottawa. Federal government; 43,577 employees. Offers a variety of alternative work options, including flexible hours, telecommuting, shortened and compressed workweeks. CANADIAN NATIONAL RAILWAY, Montreal. Railroad transportation; 18,116 employees. Cultivates an ownership mentality through a share purchase plan, available to all employees.

CANADIAN NUCLEAR LABORATORIES LTD., Chalk River, Ont. Nuclear technology, construction and engineering support services; 3,258 employees. Encourages employees to get involved in the community with paid volunteer time. CAPITAL ONE CANADA, Toronto. Credit card issuing; 1,383 employees. Offers a variety of health and wellness initiatives, including regular health risk assessments and lunch and learn sessions on topics such as stress and healthy eating. CARGILL LTD., Winnipeg. Food and agricultural products; 7,522 employees. Supports ongoing personal and professional development with tuition subsidies for courses taken at outside institutions. CBC/ RADIO-CANADA, Ottawa. Broadcasting; 7,287 employees. Offers the option to apply for self-funded leaves of absence, up to 12 months in duration.

CIBC, Toronto. Banking; 35,826 employees. Takes a leadership role in organizing national initiatives such as the Canadian Cancer Society CIBC Run for the Cure. CISCO SYSTEMS CANADA CO., Toronto. Computer and equipment manufacturing; 1,784 employees. Supports an employee-led civic council, which is a cross-functional team of employees who direct volunteer work and charitable giving across Canada. COLLEGE OF PHYSICIANS AND SURGEONS OF BRITISH COLUMBIA, The, Vancouver. Professional organizations; 133 employees. Encourages employees to keep fit with free access to a fully equipped shared-use fitness facility. CWB NATIONAL LEASING INC., Winnipeg. Sales financing; 402 employees. Inspires employees with over 230 pieces of original art throughout head office as well as visiting artists creating new works onsite.

CISCO

Employees at the new $100 million Cisco Systems Canada Global Innovation Centre in Toronto

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2020 WINNERS

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ANONE CANADA, Boucherville. Food manufacturing; 498 employees. Encourages employees to become recruiters for the company with new employee referral bonuses.

DIAMOND SCHMITT ARCHITECTS INC., Toronto. Architecture; 286 employees. Encourages employees to be active in their local communities by providing matching charitable donations along with paid time off to volunteer. Wildinette Paul, a journalist at CBC/ Radio-Canada

DIAMOND SCHMITT

DIGITAL EXTREMES LTD., London, Ont. Software publishers; 305 employees. Maintains a busy social calendar to engage employees with one another including Friday morning breakfasts with the president.

MERA INC., Halifax. Electric power generation and distribution and gas distribution; 2,342 employees. Offers an onsite full-service cafeteria and a rooftop patio and seating overlooking the Harbour. EMPLOYMENT AND SOCIAL DEVELOPMENT CANADA, Gatineau. Federal government; 26,460 employees. Offers subsidized onsite daycare for employees working at the organization’s Gatineau head office. ENBRIDGE INC., Calgary. Natural gas distribution; 8,152 employees. Builds tomorrow’s workforce through in-house apprenticeships and skilled trades and mentoring programs. ESIT ADVANCED SOLUTIONS INC., Victoria. Computer systems design services; 480 employees. Encourages employees to leave the car at home by offering a secure bicycle storage lock-up.

CBC/RADIO CANADA

DESJARDINS GROUP / MOUVEMENT DES CAISSES DESJARDINS, Lévis. Que. Credit union; 40,137 employees. Helps employees prepare for life after work with retirement planning assistance and phased-in retirement work options when nearing retirement.

Employees of Diamond Schmitt Architects Inc. meeting at the company’s office in downtown Toronto

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2020 WINNERS

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EXPORT DEVELOPMENT CANADA, Ottawa. International trade financing and support; 1,699 employees. Constructed its 18-storey head office to meet LEED Gold standards and designed it with employee feedback in mind.

IDELITY CANADA, Toronto. Portfolio management; 1,084 employees. Offers a generous IVF subsidy when required and follows-up with exceptional maternity and parental leave top-up payments, including adoptive parents.

IRVING

Employees at Enbridge inspecting some of the company’s heavy industrial equipment

ENBRIDGE

FINNING INTERNATIONAL LTD., Vancouver. Heavy equipment dealers; 5,364 employees. Offers free memberships to an onsite shared-use fitness facility that features instructor-led classes such as yoga. FORD MOTOR COMPANY OF CANADA, LTD., Oakville, Ont. Automobile manufacturing; 7,641 employees. Offers generous discounts on new vehicles through a formal new vehicle purchase plan.

ALVANIZE, Vancouver. Custom computer programming services; 284 employees. Head office provides over 125 alternative workspaces and options to encourage movement as well as employee collaboration and communication. GRAHAM GROUP, Calgary. Industrial construction; 1,099 employees. Provides new employees with three weeks of paid vacation to start and considers previous work experience when setting individual vacation entitlements.

Kallie Touchbourne is a chemical technologist in the Blending and Packaging unit at Irving Oil in Saint John, N.B.

GSK / GLAXOSMITHKLINE INC., Mississauga. Medicinal and botanical manufacturing; 2,116 employees. Has a defined contribution pension plan as well as a matching RSP program, profit sharing for some employees and a year-end bonus program.

ATCH LTD., Mississauga. Engineering; 3,165 employees. Hosts an annual health and wellness day every November

featuring a variety of exhibitors and onsite clinics. HOSPITAL FOR SICK CHILDREN, The, Toronto. Hospitals; 5,877 employees. Offers longserving employees up to a maximum of seven weeks of paid vacation. HOUSE OF COMMONS ADMINISTRATION, Ottawa. Legislative bodies; 2,021 employees. Offers in-house and online training initiatives as well as full tuition subsidies for courses at outside institutions.

NNOVATION, SCIENCE AND ECONOMIC DEVELOPMENT CANADA, Ottawa. Federal government; 5,374 employees. Launched an interdepartmental pilot project at their head office, supporting the development of the federal public service’s mental health strategy. IRVING OIL, Saint John. Petroleum refining, distribution and retail; 2,802 employees. Manages flagship community programs in support of families, the environment and education. ISM CANADA, Regina. Information technology services; 801 employees. Helps its employees plan for life after work through defined benefit and defined contribution pension plans. IVANHOÉ CAMBRIDGE INC., Montreal. Real estate investment and management; 1,083 employees. Offers a formal wellness program that provides everything from financial planning sessions to online discussions with nutrition experts.

ELLOGG CANADA INC., Mississauga. Breakfast cereal manufacturing; 320 employees. Supports employee affinity groups, such as the Diversity and Inclusion Council and Women of Kellogg that organize their own company sponsored events. KEURIG DR PEPPER CANADA, Montreal. Coffee distribution and brewing equipment; 1,481 employees. Launched a new in-house automated learning system designed to let employees more easily manage their own career development.

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KEYERA CORP., Calgary. Crude petroleum and natural gas extraction; 1,065 employees. Offers a health spending account equivalent to 4.5 per cent of their salary plus an additional $3,500 each year. KPMG LLP, Toronto. Accounting; 7,648 employees. Maintains a Working Parents Network for parents with young children and recently launched a Special Parents Network to support parents of children with special needs. K+S POTASH CANADA GP, Saskatoon. Potash mining; 418 employees. Provides indoor bicycle storage and shower stalls along with heated underground parking for car commuters.

ABATT BREWING COMPANY LTD., Toronto. Breweries; 3,500 employees. Features at head office include the 20,000-square foot John Labatt Hall, with table hockey, dartboards, multiple big screen TVs, gaming consoles and great views over Lake Ontario. LAURENTIDE CONTROLS LTD., Kirkland, Que. Process control equipment and services; 252 employees. Offers the next generation opportunities to gain career-level experience through paid internships, summer student roles and co-op placements. LEFT TECHNOLOGIES INC., Maple Ridge, B.C. Software development; 45 employees. Actively encourage employees to use their vacation days or lose them and offers an unlimited number of community service days. LOBLAW COMPANIES LTD., Brampton, Ont. Supermarkets and grocery stores; 27,488 employees. Donated over 900 kilograms of food and over $3.4-million to food banks across the country last year. L’ORÉAL CANADA INC., Montreal. Cosmetics manufacturing; 1,479 employees. Updated its flexible work policies to including up to four days of working from home each month and introduced a new work

from “anywhere” policy with corresponding new supporting technology.

ARS INC., Bolton, Ont. Food manufacturing; 1,502 employees. Offers a bring your dog to work policy including Pet-ernity leave, allowing employees up to eight hours off for a new cat or dog. MATTAMY HOMES LTD., Toronto. Real estate; 1,375 employees. Features an onsite daycare at head office that also offers emergency short-term daycare services. MCCARTHY TÉTRAULT LLP, Toronto. Law firm; 1,509 employees. Allows employees to leave one hour early every Friday from the May long weekend through to Labour Day. MÉDECINS SANS FRONTIÈRES / DOCTORS WITHOUT BORDERS (MSF) CANADA, Toronto. Medical relief organization; 239 employees. Offers employees a generous health spending account, up to $5,000, and maintains in-house wellness programming.

Employees at the Vancouver office of Labatt Breweries

MODERN NIAGARA GROUP INC., Kanata, Ont. Engineering; 2,369 employees. Provides a range of social activities, including ski days, dragon boat racing and an annual province-wide hockey tournament between the company’s various offices.

AV CANADA, Ottawa. Air traffic control; 5,201 employees. Manages a Points of Pride program to recognize the company’s exceptional performers. NUTRIEN, Saskatoon. Agriculture fertilizer manufacturing; 5,734 employees. Supported over 2,500 charities and community organizations in the past year, focusing on food solutions, youth and education, health and safety and community building.

CL CONSTRUCTION, Edmonton. Commercial and institutional construction; 2,854 employees. Provides a variety of learning opportunities, including the PCL College

Employees from Mattamy Homes reviewing construction blueprints onsite

MATTAMY

2020 WINNERS

LABATT

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10 ( C O N T. )

TD BANK

2020 WINNERS

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of Construction, in-house apprenticeships, formal mentoring, and the PCL Leadership Academy. PEMBINA PIPELINE CORP., Calgary. Natural gas distribution; 1,879 employees. Offers a health and wellness spending account, allowing employees to adjust levels of coverage to suit their personal needs. PEPSICO CANADA, Mississauga. Soft drink and food manufacturing; 10,17 employees. Manages a number of awards programs for exceptional performance, including the Lean Forward Awards for employees who excel in demonstrating the companyâ&#x20AC;&#x2122;s five core behaviours. PROCTER & GAMBLE INC., Toronto. Consumer product manufacturing; 1,619 employees. Cultivates a culture of appreciation through an award program where employees can recognize others instantly through a mobile app and give peer-to-peer awards.

ESMED HALIFAX ULC, Halifax. Custom computer programming services; 214 employees. Allows employees to balance personal and professional commitments with telecommuting and flexible work hour options. R.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering; 235 employees. Encourages employees to recruit their friends with generous new employee referral bonuses. RIO TINTO, Montreal. Diversified mining and metals manufacturing; 10,581 employees. Offers the convenience of onsite daycare at its head office. ROGERS COMMUNICATIONS INC., Toronto. Telecommunications, cable, publishing and subscription programming; 22,482 employees. Introduced a phased return-to-work program for new parents, allowing a modified schedule for the first five weeks while receiving 100 per cent of their salary. ROYAL BANK OF CANADA, Toronto. Banking; 56,575 employees. Published the RBC Blueprint for

Employees from TD Bank Group sharing a lighter moment outside the bankâ&#x20AC;&#x2122;s iconic head office in downtown Toronto

Mental Health and Wellbeing, which outlines its vision for promoting the mental health and well-being of all employees. RSA CANADA GROUP, Toronto. Insurance; 2,787 employees. Offers a Wellness Club, which organizes everything from office stretch breaks to wellness seminars and nutrition and weight consultations.

ALESFORCE, Toronto. Customer relationship management (CRM) services; 1,417 employees. Increased maternity and parental leave top-up payments for mothers, fathers and adoptive parents and offers adoptive parents a subsidy to help cover related costs. SAMSUNG ELECTRONICS CANADA INC., Mississauga. Communications equipment; 577 employees. Organizes an annual Wellness Fair to promote healthy, balanced living as well as a number of mental health awareness campaigns. SANOFI CANADA, Laval, Que. Pharmaceutical manufacturing, 1,957 employees. Offers a variety of flexible working arrangements

including compressed work weeks, telecommuting and paid personal days off. SASKTEL, Regina. Telecommunications; 2,839 employees. Manages a unique Helping Our Own People program to support employees whose needs cannot be addressed by traditional health benefits plans. SCHNEIDER ELECTRIC CANADA INC., Mississauga. Industrial automation and controls; 2,067 employees. Organizes a dedicated Learning Week featuring classroom and online training on topics such as retirement planning, company products, and mental health at work. SEKISUI DIAGNOSTICS PEI LTD., Charlottetown. Medical diagnostic products; 130 employees. Offers tuition subsidies for job-related courses and subsidies for professional accreditation. SHOPIFY INC., Ottawa. Multichannel commerce platform; 3,667 employees. Offers a basic health benefits plan plus an additional $5,000 which can be put towards a health or wellness spending account,

a charitable giving account or retirement savings. SIMON FRASER UNIVERSITY, Burnaby, B.C. Universities; 3,105 employees. Offers resources to help create awareness of diversity and inclusion on campus, including training on intercultural foundations, gender identity and gender expression, and unconscious bias. STRYKER CANADA ULC, Waterdown, Ont. Medical equipment and supplies wholesalers; 396 employees. Offers training and development opportunities at every career stage, from global mentoring to a future leaders academy for high potential individuals. SUNCOR ENERGY INC., Calgary. Crude petroleum and natural gas extraction; 11,618 employees. Extends its health benefits plan to retirees, with no age limit and 100 per cent premium coverage.

D BANK GROUP, Toronto. Banking; 52,060 employees. Maintains a Flexible Work Options Business Committee for each line of business to help

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( C O N T. )

ensure appropriate work options are implemented and supported across the company. TECK RESOURCES LTD., Vancouver. Mining; 8,433 employees. Helps employees prepare for the future with a defined contribution pension plan, retirement planning assistance, and phased-in work options where operationally feasible.

Offers a variety of on-campus amenities including a cafeteria with healthy and special diet menus, a quiet room and subsidized access to its state-of-the art fitness facility. UNIVERSITY OF TORONTO, Toronto. Universities; 10,116 employees. Provides workshops, discussion groups and access to a wide range of resources through a dedicated Family Care Office.

TELUS COMMUNICATIONS INC., Vancouver. Telecommunications; 22,812 employees. Utilizes health risk analytics to provide specific support to employees based on job function, age and gender, generation, stage of life and population health risks.

THOMSON REUTERS CANADA LTD., Toronto. Publishers; 1,327 employees. Manages an enterprise-wide recognition program called Appreciate to celebrate employee achievements in four categories: effort, milestones, results and spotlight excellence.

TORONTO, CITY OF, Toronto. Municipal government; 22,002 employees. Offers onsite daycare at City Hall when new parents return to work as well as a variety of flexible working arrangements. TOYOTA MOTOR MANUFACTURING CANADA INC./ TMMC, Cambridge, Ont. Automobile manufacturing; 9,722 employees. Encourages employees to volunteer in the community with paid time off, matching employee charitable donations and financial donations for employees who volunteer their time.

NIVERSITÉ DE MONTRÉAL, Montreal. Universities; 5,418 employees. Organizes the peer-nominated Rector’s Awards to recognize employees in five categories, including inspiration, initiative, commitment, collaboration and diversity. UNIVERSITY OF NEW BRUNSWICK/ UNB, Fredericton. Universities; 1,754 employees.

UNB

2020 WINNERS

ERAFIN INC., St. John’s. Specialized financial software; 384 employees. Encourages ongoing learning and development with tuition subsidies for courses both related and unrelated to an employees’ current role.

EST FRASER TIMBER CO. LTD., Vancouver. Sawmills; 5,622 employees. Designates a portion of its pre-tax profits to charitable and community giving and follows a “give where we live” approach. WORLD VISION CANADA, Mississauga. Charitable organizations; 481 employees. Offers new employees three weeks of paid vacation to start and allows employees to purchase up to 10 additional vacation days.

EROX CANADA LTD., Toronto. Computer technology and services; 2,376 employees. Helps address workforce representation and employee concerns and needs through its Diversity Council and seven Caucus groups, including The Women’s Alliance and GALAXe Pride at Work.

UKON, GOVERNMENT OF, Whitehorse. Territorial government; 4,694 employees. Allows new parents to apply to extend their leave into an unpaid leave of absence. – Diane Jermyn

Amanda Reid Rogers named Piluwitahasuwin (assistant vice-president Indigenous engagement) at UNB

METHODOLOGY While the selection process to choose the winners of Canada’s Top Employers continually evolves to include new questions that reflect changes in the workplace, the underlying methodology has not changed significantly since the project began in 2000. The competition is and remains a catalogue of best practices. To select the winners, the editors of Canada's Top 100 Employers compare each organization's policies to others in their industry and region and examine their leadership qualities. Each employer's application is judged by rigorous criteria in eight key areas: (1) physical workplace; (2) work atmosphere and social; (3) health, financial and family benefits; (4) vacation and time off; (5) employee communications; (6) performance management; (7) training and skills development; and (8) community involvement. Canada’s Top 100 Employers is an annual national competition. Any employer with its head office or principal place of business in Canada may apply regardless of size, whether private or public sector. – Diane Jermyn

A STUNNING TRANSFORMATION This 20th edition of Canada's Top 100 Employers highlights how much has changed in the workplace over two decades. – Berton Woodward

HATCH

Hatch employees inspecting one of the engineering firm’s mining projects deep underground

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f you recently came into the workplace as a young recruit at one of Canada’s Top 100 Employers, you’re probably very familiar with such phrases as “bring your whole self to work” and “employee wellness” and “parental leave top-ups”. You may even think these ideas have been around forever. But in that case, ask some of your older colleagues when they first heard those words. Almost surely, they will talk about some point in the last 20 years. So much has changed in employment practices in the last two decades that a staffer from the year 2000 might only barely recognize the workplace of today. But she or he would definitely like it better. All of these trends have been faithfully charted in the annual Canada’s

Top 100 Employers list, which was first published in 2000. This is the 20th edition in the series, a cause for celebration and for looking forward. “The amount of change is truly stunning,” says Richard Yerema, who has served as managing editor of the Mediacorp Canada project since that first issue. “If I were to review an employer today from 20 years ago, I would probably be asking, why are there so many holes in their data set? Why is this applicant missing so many policies?” Yerema says that over the years, incrementally, Canadians have seen the workplace transformed as employers have adapted to changes in society to ensure they can attract a continuing flow of top talent. “Look at the evolution in how we work,” he says. “When we used to write about work-

ing at home, that was a novelty – we called it telecommuting. Now you have the flexibility to work wherever you happen to be sitting. That has changed many professions and how people function and even think about work – the interconnectedness of our jobs and how they integrate with our lives.” Or take vacation time. “When we started, a lot of employers would have two weeks minimum to start,” he says. “That's now unheard of among the annual winners.” Today’s table stakes are easily three weeks to start, with some employers offering four weeks – or even no limit. Perhaps most dramatic has been the evolution in family friendly policies. “In the early editions, we would write about a six-month maternity leave for a new mom, and top-up

was an almost unknown concept,” says Yerema. “Now we see generous maternity and parental leave policies that extend to new dads and adoptive parents. Some of the top-ups provide 90 per cent of salary for 52 weeks.” Yerema says the progressive family policies have contributed to the continuing rise in the number of women in the workplace. “Twenty years ago, it was almost a penalty if you were going to decide to raise a family and have a career,” he notes. At the same time, top employers have supported a wide range of measures to boost the proportion of women in senior positions, from specialized leadership training to employee resource groups. In fact, the spread of ERGs – internal networking groups based on a common identity or interest – has helped advance the enlightened

ROGERS

Employees working in a redesigned loft space at Rogers Communications

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A S T U N N I N G T R A N S F O R M AT I O N

(C O N T.)

PCL

diversity and inclusion policies that now are embedded in every Top Employer. The visibility and strong support of LGBTQ+ people has blossomed in recent years, particularly as organizations embraced the inclusive idea of “bring your whole self to work”. Workplaces themselves are changing as well, with open, collaborative spaces, often a lot of light, and all those wellness programs, from inhouse yoga to personal counselling. Today, many employers say they use Canada’s Top 100 Employers to benchmark what they need to offer to compete for the best people.

“Through this project you can actually see what the best vacation policies are, what the best parental leave policies are, and how they're changing,” says Yerema. “We have witnessed employers discovering where they could improve, making changes, and becoming part of the list themselves.” And, of course, the list – and its coveted logo – has been a critical tool for Canadian job-seekers for two decades. “Whether you’re starting out or looking for a change,” says Yerema, “this has always been the place to get a detailed look inside the best employers across Canada, see where you’re likely to fit in and perhaps find a spot to spend your career.” ¢

SUNCOR

IRVING

Selassie Agbaku is a supply planning engineer at Irving Oil in Saint John, N.B.

An employee from PCL Construction strikes a balance at a team-building event

Sandra Nguyen (right) a co-op student in the Enterprise Business Intelligence unit of Suncor Energy in Calgary

( 2020 )

AFSC cultivates employee-led innovation for farmers “What came out of all these meetings was a single message,” says Melanie Ducholke, senior manager, continuous improvement. “AFSC was really complicated and the delivery of our programs was complex. We decided we needed to simplify what we do in order to improve the delivery of our services.” The consultation with producers led to a leadership training program. It started at the top with the executive team before being rolled out to senior managers and supervisors and then INFORMATION CENTRE TRAINING WITH THE CONTINUOUS adapted slightly so IMPROVEMENT TEAM AT AFSC that every employee in the organization went through it. rystal Sydora grew up Over the past 12 months, AFSC “We trained every one of our emon a family farm – a has launched a series of initiatives ployees so that everybody is speaking mixed grain and cattle aimed at creating a more engaged the same language,” says chief people operation – and the and empowered workforce in order officer Karla Kochan. “The staff has experience has shaped to improve its delivery of services to responded really well.” Alberta’s farm community. It began her career and her thinking. “Farmers AFSC has also launched a conwhen senior leadership consulted feed the world, but farming is a tough tinuous improvement department to with farmers across the province and business,” she says, “I feel privileged encourage employee-driven innoreceived a proverbial earful. to be able support the farmers of vation and change. “We’re looking Alberta and to help them manage at ways to improve from a process their risks.” perspective,” says Kochan. “We want When employees feel Sydora is able to do that through employees to look at ways to take heard and when their her role as a team coordinator in redundancies out of their work and to ideas are accepted, it the Lacombe, AB district office of enhance the delivery of our services.” increases engagement and the Agriculture Financial Services The key to this program is the Corporation, a provincial agency that commitment. information centre, in which team provides hail, crop and livestock inmembers in all 44 AFSC offices surance, loans, and risk management gather each morning for a 15-minute – Melanie Ducholke programs through a province-wide meeting to discuss improvement opSenior Manager, network of 44 offices. portunities within their group. “The Continuous Improvement

objective is to get everyone focused on improving our processes in order to enhance the client experience,” says Ducholke. “We’re empowering our employees to identify where we need to simplify things. When employees feel heard and when their ideas are accepted, it increases engagement and commitment.” Sydora supervises 15 employees located in three branches. Those employees completed information centre training in July and their morning meetings were set to begin in the fall. However, in meetings with fellow team coordinators and area managers, Sydora already saw the benefits. “Our group became closer and stronger through that daily connection and we’ve been able to act quickly,” she says. “We’ve had a few quick wins and we’re still working on the bigger wins.” The meetings have validated another key objective of the continuous improvement program. “It’s not about individuals, it’s about developing a real team approach,” says Ducholke. “It is to everyone’s benefit to support each other and accomplish things together.” 

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( 2020 )

Air Canada advanced the way it manages talent “We started with a mantra – we bought it, let’s not break it,” she says. “We knew that what we were really buying was a lot of knowledge. So, we didn’t just put people in a box based on what they were doing before. We were much more creative than that. We made homes for as much of that great talent we were acquiring as possible.” It was an important exercise for Air Canada, because the airline recently announced an additional agreeEMPLOYEES AT AIR CANADA NOW TAKE PART IN QUARTERLY CONVERSATIONS ment to acquire Air ON PERFORMANCE IMPROVEMENT INSTEAD OF ANNUAL REVIEWS Transat, Canada’s third-largest airline, pending regulatory approvals. “It’s all hen his U.K.Lynch-Roche. “From the beginning, about how we integrate new membased loyalty I felt very welcomed.” bers into the family,” says Meloulsolutions company It was not just Lynch-Roche. AcWechsler. offered Jonathan cording to Arielle Meloul-Wechsler, Lynch-Roche was part of the AeroLynch-Roche Air Canada’s senior vice president plan integration, which included the the opportunity to transfer from people, culture & communications, considerable onboarding, known as London, England, to Montreal, he the airline was able to bring across Arrivals Connection, that Air Canada never expected he would end up, 100 per cent of front-line employees, organizes for new employees. “We seamlessly, working at Air Canada. such as call-centre workers, and a had sessions where the senior leaders Nor did he expect he would be wide swathe of management people. would visit and answer questions,” helping to bring big changes to It's meant to be much more he says. “It was nice to see there was the airline’s approach to talent such senior buy-in. It made us feel of a holistic conversation management. they really cared, and this was someIn Montreal, Lynch-Roche was about the individual's thing they had thought hard about.” working for Aimia, the company that development and Air Canada also made some changthen owned Aeroplan, Air Canada’s aspirations than a tick-thees to its traditional culture for the loyalty program. In 2018, the Monbox exercise of how you're newcomers, modernizing or relaxing treal-based airline made headlines by doing on this particular task. some of its policies to be more in line buying Aeroplan back. So what to do with those of a smaller marketing with all those employees? – Arielle Meloul-Wechsler “Thankfully, they offered me a company than those of a larger airline. Senior Vice President People, Culture & Communications position on their talent team,” says Now Lynch-Roche is heavily

involved, as employee experience advisor, in a revamp of Air Canada’s talent management process. No longer will there be an emphasis on the traditional year-end performance review, with detailed rankings based on results. “We are moving to quarterly conversations, with a change in focus,” he says. “Instead of rating the past, you are learning from the past and looking at how you can impact the future. What can you do differently, are there any opportunities to get involved with other projects, other client groups? Are there any new skills and competencies you need to get there?” Employees are also encouraged to talk about their “stretch goals” – where they hope to end up within the organization, he says. Adds Meloul-Wechsler: “It's meant to be much more of a holistic conversation about the individual's development and aspirations than a tick-the-box exercise of how you’re doing on this particular task.” Ultimately, says Lynch-Roche, “if we want to become a top 10 global airline in everything we do, we need a workforce that is thinking this way, and is high-performing.” 

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ACHIEVING NEW HEIGHTS TOGETHER We’re proud to have been chosen as one of Canada’s Top 100 Employers and recognized for our efforts to #FlyTheFlag in everything we do.

ENSEMBLE VERS DE NOUVEAUX SOMMETS Nous sommes fiers d’avoir été classés parmi les 100 meilleurs employeurs au Canada, fiers que nos efforts constants pour porter #HautLeDrapeau soient ainsi reconnus.

( 2020 )

Innovation saves lives at Alberta Health Services When you talk about innovation, Yiu says the AHS planners were very deliberate in how they built teams. Their approach became CoACT, a collaborative care program that supports local teams to deliver quality care and where inter-professional teams work together to achieve optimal outcomes. “We were very purposeful in developing leadership supports to really help build teams so they can work seamlessly together,” says Yiu. “It’s very much centred on the local front-line manager who builds the culture for collaborative practice. REGISTERED NURSES KRISTA MCINTYRE AND NICOLE ROBINSON A team is not just about HELP YOUNG PATIENTS AT ALBERTA CHILDREN'S HOSPITAL a group of people who are put together. A team requires people who know each other, f you’re going to have a stroke, responsible for delivering health serknow each other’s roles and responyou might want to do it in vices to over four million Albertans. Alberta. Thanks to clinical There are AHS employees at work 24 sibilities and who trust and respect each other.” innovations developed by hours a day, 365 days a year in both Krista McIntyre leads a front-line Alberta Health Services rural and urban communities taking team of nurses as unit manager of the care of patients and families. Innova(AHS), the stroke response time for Inpatient Unit & Clinical Research tion is second nature throughout its injecting clot-busting drugs dropped Unit, Hematology/Oncology/Blood operations, supported by a passion to from 70 minutes to 40 minutes across & Marrow Transplant Program at constantly improve health outcomes the province. That time puts AHS the Alberta Children’s Hospital in and health experiences as well as staff among the best in the world. Calgary. opportunities for continuous learning. “Innovation directly benefits As a registered nurse, she’s had lots patients, but also makes us more effiof educational and career opportunicient,” says Dr. Verna Yiu, president ties in her 13 years at AHS, proA team requires people and CEO of AHS. “Not only have we gressing from a bedside nurse to the who know each other, improved outcomes and saved lives management position she’s held for know each other's roles by shortening our stroke response the past six years. time through innovations in cliniand responsibilities and “I’m very proud of the team that cal care, we have saved 40,000 bed I help lead,” says McIntyre. “I also who trust and respect days and $40 million because of the manage the research team here that each other. improved quality of care.” supports our whole program by openAs Canada’s first province-wide, ing up more and more standard-of– Dr. Verna You care studies so that every child who fully integrated health system, AHS is President and CEO

Together, we do amazing things every day.

comes to us for treatment has access to the best care every time. We see our chemotherapy protocols changing and our survival rates improving every year. I see innovation daily in my job.” One example she’s seen grow from its inception is the Hospital at Home program, which is different from regular pediatric home care because it provides chemotherapy and other oncology specific nursing care to pediatric cancer patients right in their home. It gets the patients out of the hospital earlier and decreases the amount of time that they have to go back to the hospital for out-patient care. “It’s a wonderful program that empowers the kids,” says McIntyre. “We’ve heard so much positive feedback back from our patients and families who say how much they appreciate it, how it’s made their diagnosis easier and how they’ve really enjoyed being at home for the extra time. “The parents haven’t had to take as much time off work, the kids have been able to stay in school longer and it hasn’t impacted their siblings as much,” she says. “It’s been great to hear those comments coming in.” 

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( 2020 )

BASF Canada offers better living through diversity able to do in their daily role.” While WIB’s group events have always been open to all employees, a few years ago the group decided to encourage men to join as committee members as well. “It’s been terrific to have a more inclusive approach, angle and feedback in our committee,” says Van Hoek. “One result was that a male committee member spearheaded a video on the benefits of paternity leave at BASF, something he felt very passionate about after taking paternity leave himself. Having men contribute changed the dynamic in a positive BASF CANADA’S WOMEN IN BUSINESS GROUP CELEBRATES way, bringing in more INTERNATIONAL WOMEN’S DAY perspective.” Raja Ramanathan, a human resources business partne of the first things tee member, then chair, of WIB and ner, is an enthusiastic participant in Marian Van Hoek did is currently the executive sponsor. discussions in the WIB forum. As part “The great part about this employafter joining chemical of the HR team, he makes an effort to ee resource group is that committee producer BASF get men involved. members are really empowered if they Canada in 2015 was “Perhaps in building inclusivehave an idea and want to drive that attend a Women in Business (WIB) ness, the most important thing is forward and organize it themselves,” event in the staff lunchroom on recognizing diversity of thought,” says Van Hoek. “Management is how to use social media to promote says Ramanathan. “It’s a much aware this is a good development yourself and your company. more effective dialogue when we opportunity. It’s a way to engage Van Hoek, who works as general have different viewpoints – men and employees but also allow our internal counsel and chief compliance officer talent to develop certain skills and net- women, people coming with different at BASF Canada’s Mississauga, Ont. backgrounds and experiences. Then works that they may not otherwise be headquarters, thought it interesting it’s not just one group talking by itself that it was a very inclusive topic apPerhaps in building saying, these are our problems.” plicable to anyone in the organization, inclusiveness, the most The global structure of the BASF but had been identified as of special important thing is to organization adds even more diinterest to women employees. versity. With WIB chapters locatShe quickly realized that WIB, one recognizing diversity of ed throughout the world, BASF of several diverse employee groups, thought. Canada’s WIB chapters, based in was an excellent place to extend her – Raja Ramanathan Windsor, Ont. and Mississauga, can network and be involved with issues Human Resources significant to her and her colleagues. collaborate across borders. As well, She immediately became a commitemployees across Canada including Business Partner

remote workers can attend events and sessions hosted by the chapters online and by phone. That’s important as more than 40 per cent of BASF Canada’s employees work remotely, including many women. To help them counter the social isolation, BASF Canada created an additional employee resource group called the Offsite Employees Resource Group. “We purposely and consciously ensure we’re inclusive of our remote colleagues,” says Terri Howard, director of human resources. “They meet in person and online discussing things like overcoming potential barriers around inclusion and connectivity. Engagement is very important to us.” Another way HR tries to increase remote workers’ visibility is by featuring them in its weekly newsletter, posting a picture and short bio describing their professional and personal interests. That helps people recognize them when they visit the office. “Building those personal relationships and seeking to understand each other’s viewpoints builds trust and that’s key to the culture,” says Howard. “That makes us stronger as a company and ultimately more sustainable in the future.” 

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Constant transformation, constant learning at Bell

EMPLOYEES AT BELL CANADA ARE ENCOURAGED TO BUILD NEW CAPABILITIES THROUGH CONSTANT LEARNING

eing prepared for the future is always top of mind at Bell Canada. With the rapid pace of changes in the communications industry, the company is always seeking ways to innovate – which makes constant learning a priority. As one of 8,000 individuals responsible for designing, building and operating the company’s broadband fibre, wireless, satellite and media networks, Lesa Hills knows that first-hand. “We focus on building people’s capabilities,” says Hills, the network unit’s senior manager of operational excellence, “and set them up for success in the future.” With this in mind, Hills recently helped lead the development and implementation of the largest learning strategy rollout within the company. Encompassing Bell’s transformational values, the strategy combined online

training and materials with traditional classroom methods and focused on improving processes, agility and upskilling to meet emerging challenges. As part of the initiative, Hills had to educate herself about the company’s advancing technologies, including 5G, the Internet of Things, Smart City technology, machine learning and artificial intelligence. “If I’m supporting my team to succeed, I need to know where the business is going,” she says. “Coming from a background in biology and research, I had little

Team members have access to a wide variety of opportunities and resources, making Bell an exciting place to build your career. – Bernard le Duc Executive VP, Corporate Services

Give your career a boost. Join a winning team. Apply today at bell.ca/careers Follow us @bell_jobs

knowledge of Bell’s technology,” she continues. “I learned about telecommunications on the job. I took extra time to see things first hand, spending time with field technicians and technology leaders, learning the fundamentals of mobile and fibre technologies.” With more than 50,000 team members, Bell Canada provides mobile phone, TV, broadband Internet and business services across the country. To sustain the high-performance corporate culture that drives it forward, the company strongly supports diversity in its workforce, continuous learning, innovative workplace mental health initiatives and award-winning programs for team-member engagement. “Our industry environment is changing all the time,” says Bernard le Duc, executive vice-president, corporate services. “So we have to reinvent ourselves continually. “We leverage our organization’s scale and reach,” le Duc explains, “so team members have access to a wide variety of opportunities and resources, making Bell an exciting place to build your career. We encourage employees to create a career development plan and support them in moving out of their comfort zone.” Le Duc himself has done that several times since joining Bell in 2001. “I came into the company as a strategic planner,” he says, “moved into finance and now I’m in corporate services. Employees from different backgrounds bring unique perspectives and solutions to our business. There’s a real benefit.” That open-mindedness led to one of the company’s proudest initiatives, Bell’s Let’s Talk. With its promotion

of mental health in the workplace, the program has become a model for organizations across the country and delivered a significant return on investment for Bell. “Before we launched our workplace mental health program, the first thing we did was make sure our internal policies and support resources were in place,” le Duc says, “so our employees could see the program was genuine.” A commitment to authenticity characterizes the Bell experience. For Hills, the personal growth of her team members keeps her passionate about organizational change and development. “With new projects and new technologies, you need the right skills,” she says. Bell understands the importance of upskilling in a rapidly changing industry – expanding people’s capabilities and bridging the gap between today’s needs and the workforce of the future. “The technology changes so quickly,” says Hills. “We’re on a continual learning curve. I’ve been here 11 years, but sometimes I still think of myself as a new employee. “That’s the great thing about Bell,” she concludes. “Whether you’re just starting out or well into your career, the future is here.” 

52,000 9,074

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your career just got better

( 2020 )

Learning to be the best at Best Buy Canada

BEST BUY CANADA ENCOURAGES A FUN AND SUPPORTIVE ENVIRONMENT FOR ITS EMPLOYEES

any people work their way through college or university, but Roopsy Sharma chose a different route to her postsecondary education, acquiring it on the job at Best Buy Canada. “There’s so much formal leadership development, so many programs to help your career and personal development, both in the stores and corporate offices, that I truly believe Best Buy is an educational institution,” she says. Sharma started with Best Buy in 2006 while still in high school, taking a part-time customer service role in a Vancouver store. “I loved it,” she says. “It was so much fun that when I finished school, I took a full-time position. I’ve found the company really does put people first: customers and

employees. Whether you’re part-time or full-time, managers take the time to get to know you and help develop your skills.” In the 13 years since then, she has worked in seven different stores, progressed through a variety of positions and in February 2019 became a district leader responsible for the financial performance, talent development and community involvement of 11 of Best Buy’s 22 stores in B.C.

The two most distinctive things about Best Buy are our fun and supportive environment and our innovative multi-channel approach to retail. –Ron Wilson President, International

The company places a high value on having fun. “The two most distinctive things about Best Buy are our fun and supportive environment and our innovative multi-channel approach to retail,” says Ron Wilson, president, international, who leads the Minneapolis-based company’s operations in Canada and Mexico. “Our values – have fun while being the best; show respect, humility and integrity; learn from challenge and change; and unleash the power of our people – are the four pillars that drive our culture,” he says. “What makes us different is that everyone on our team is headed in the same direction. We weave our values into everything we do.” Like Sharma, Wilson started his career in the front lines, at a Future Shop store in Edmonton 28 years ago. (Best Buy acquired Future Shop in 2001.) Then he moved through a succession of leadership roles in different areas of the company before becoming president and chief operating officer of Best Buy Canada in 2013 and reaching his current position in 2018. In its stores, Best Buy encourages certification in a range of specialty courses and has recently introduced a program to train employees so they can dedicate themselves to becoming experts in specific brands or technology categories. Associates hired as sales advisors are fully trained in professional selling techniques, while all store leaders go through leadership training. Education also features strongly

in Best Buy’s approach to supporting its local communities, notes Wilson: “From instructing at Geek Squad Academies – which we host in schools to help develop our next generation of technology professionals – to being part of the selection committee for our school tech grants to raising and donating funds, our philosophy is to give back to our communities, and it’s felt powerfully throughout the organization.” Along with the educational opportunities and community engagement, Best Buy offers an extensive range of financial and health benefits, perks and flexible work options. “Our people ultimately drive the decision-making behind our HR investments,” Wilson says. “We seek input and feedback through many channels. We also host a number of forums and participation sessions to encourage thought and discussion around diversity, mental health and other topics that we want to address together.” Sharma adds: “For me, one of the best things about working here has been the one-on-one coaching from my supervisors to support my career development. Now I mentor and coach my people while I’m still being mentored myself.” 

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( 2020 )

Growth means opportunity at people-driven BCI the corporation handles over $153.4 billion of managed assets. It provides clients with portfolio, consulting and investment operation services. The corporation is experiencing significant growth that allows employees like Coulson to take on new challenges while being supported by a comprehensive compensation and benefits package and working in a state-of-the-art facility in downtown Victoria. The physical workplace is complemented by benefits that include a full year of pregnancy and parental leave top-up pay and four weeks starting vacation CO-OP STUDENTS AT THE VICTORIA HEAD OFFICE OF BCI TAKE THE allowance. 'BREEZEWAY' TO A NEARBY COFFEE SHOP “We want to give as much support as possible nce Jennifer Coulson “A big part of it for me is being able for everyone to excel in their roles because we feel that translates into finishes biking to to give people challenging projects better decisions that people are makwork and gets into that stretch their abilities and gets ing in the workplace and, of course, her day at British them to think a bit more strategically. better investments for our clients,” Columbia Investment I really enjoy that because it’s a way to step out of your day-to-day respon- says Norine Hale, BCI executive vice Management Corporation (BCI) president, human resources. sibilities and think bigger picture.” headquarters in Victoria, she has “What really sets us apart, though, BCI is a leading provider of investthe opportunity to pop into one is the many opportunities that have ment management services for British of the quiet rooms to prepare for Columbia’s public sector. One of the come from all the growth and expana presentation, drop by one of the largest asset managers in Canada, sion that we’ve experienced in the cafeterias to check in with her fellow past several years.” employees, and maybe meet with a That growth has transformed BCI, colleague to give them an exciting We have an amazing group founded in 2000, into a dynamic and new project. That’s all before hitting of smart, approachable, innovative corporation competing the gym downstairs for her afternoon hard-working professional with the best investment firms in boxing class. people that are motivated the world to deliver returns for their And the key word for the BCI vice clients. president of ESG is “opportunity.” and show initiative “We’ve been a bit like a new For herself and for everyone she every day. start-up company in a lot of ways for works with. – Norine Hale the past several years,” says Hale. “We’re a growing corporation and Executive Vice President, “We’re offering our employees a lot that just opens up a ton of opportunity of challenges because everything is for employees,” says Coulson. Human Resources

new, but we’re also giving them a voice to play a part in that change and transformation. That’s really exciting to our people.” BCI has also committed to focusing on diversity and inclusion as it has expanded its workforce. Some 34 per cent of the company’s managers are women, as are 33 per cent of the senior management team. It also has a large co-op program that helps bring in prospective employees on the ground floor. “We have a commitment within the organization and our board to align our company’s culture with our values and a real focus on diversity and inclusion,” says Hale. “We have an amazing group of smart, approachable, hard-working professional people that are motivated and show initiative every day.” That’s created a people-driven corporate culture that encourages Coulson and her fellow employees to work together in a spirit of collegiality and mutual support. “The culture is really driven by the people you work with,” says Coulson, “Because at the end of the day, if you don’t enjoy that, you’re just not going to enjoy work, period, right?” 

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( 2020 )

Employees are at the heart of BDC's success get to the next level. All employees have the opportunity for training, including temporary employees. While the bank provides the infrastructure for employees to put their individual development plan in place and pairs them with a coach, there’s always room for individual initiative. Rutherford decided to go back to school for an MBA in Technology and Innovation while continuing his job responsibilities. That meant juggling classes and BDC EMPLOYEES CELEBRATING THE COMPANY'S 75TH ANNIVERSARY rush-hour traffic AT THEIR HEAD OFFICE IN MONTRÉAL to downtown Toronto. The agreement he had with his managers was s Canada’s only says. “I was paired with a coach as that as long as he covered the bases at financial institution well as put into a cohort with five work, he could have flexibility with devoted exclusively other people and we learned together his work schedule, which helped him to entrepreneurs, as we went through our training. The cope with the challenge. the Business role I’m in right now was something “I recognized BDC was a great orthat I put in my individual developDevelopment Bank of Canada ganization but I wanted to contribute ment plan at the two-year mark.” (BDC) is a different kind of bank. in a different capacity at some point,” As part of its career development But while BDC is openly passionate says Rutherford. “There was quite a program, BDC asks employees what about helping entrepreneurs, the bit happening in terms of implementtheir aspirations are for their career. bank is equally passionate about the ing new technologies and I thought Then manager and employee craft success of its employees. the MBA would give me the skills to a plan together to enrich their job or When Jamohl Rutherford, senior do that. It definitely was part of the advisor of strategy implementation, I know that the consideration for my current role.” started at BDC, one of the things that “Professional training and develorganization that I'm a part struck him was the onboarding and opment are top priorities because the of places a lot of value on level of training he received right from financial industry evolves so quickly,” my wellness. the get-go. explains Marie-Chantal Lamothe, “I was new to banking, so it took – Jamohl Rutherford BDC’s chief human resources officer some time to know how things Senior Advisor, at headquarters in Montreal. worked in the banking world,” he Strategy Implementation “With all the digital transfor-

Join the bank for risk takers

mation, the bank wants to support employees, so we need to make sure they have the right tools, right skills and right mindset.” Every employee at BDC has the opportunity to access a multitude of programs tailored for them. “We’re in a business where our employees are the foundation,” says Lamothe. “We’re not selling a product; we’re selling the knowledge of our employees. In every action that we do, our employees are at the heart of the success of BDC.” While everyone who works at BDC is very dedicated to the bank’s mandate to support Canadian entrepreneurs, Rutherford says it’s also the people who inspire him, the fact that folks take an interest in each other. “I enjoy what I do but I also know that the organization I’m a part of places a lot of value on my wellness, such as enabling people to work from home,” he says. “Much of the technology that’s been put into place is to give people that kind of flexibility. There’s a keen interest internally in ensuring that everyone is engaged and happy with what they’re doing and that they have some balance outside of work as well.” 

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No other bank is doing what we do. At BDC, we’re devoted to Canadian entrepreneurs. We’re also dedicated to our employees. Adaptable. Inspiring. Different. BDC isn’t just a great place to work – it’s a great place to reach your potential. We’re hiring. bdc.ca/careers

JOB APPLICATIONS RECEIVED LAST YEAR OF MANAGERS ARE WOMEN

( 2020 )

CN is building the digital railway of the future safely and effectively across CN’s coast to coast to coast network. As an example, Bhat cites the organization’s Autonomous Track Inspection Program, which utilizes the latest sensor and AI technology to inspect track. That system improves the frequency and accuracy of track oversight and yields automated alerts to maintenance engineers whenever potential issues arise. Saskia Roukema is part of a team of more than 24,000 people supporting the technological evolution taking place at CN. As an expert in business architecture, she is TH CN EMPLOYEES CELEBRATING THE COMPANY'S 100 ANNIVERSARY tasked with understandIN JUNE 2019 ing the needs of the railway and finding the latest Data is the new gold – along create a future-proof technology road technical and digital with talent, it’s the most map so that CN continues to beat solutions to address them. “Whether precious commodity out there industry numbers.” it’s for HR, finance, marketing or optoday,” declares Mohit Bhat, Bhat arrived at CN in December erations,” she says, “I get to be very assistant vice-president of creative and find new, better, faster, 2018 after 16 years working for contechnology, strategy and architecture safer ways for people to work.” sulting firms, focused on modernizing at CN. And Roukema, who has been with and digitizing transportation and Bhat leads a team of 200-plus peothe company for 25 years, says its energy-management companies. He ple charged with bringing innovation focus on teamwork, training and denotes that data and technology are and cutting-edge technology to all velopment, and grooming talent have used in every step of moving trains areas of CN, North America’s only kept her engaged at CN since she transcontinental railway and a leading joined after getting a master’s degree Data is the new gold – supply-chain service company. And in transportation and logistics. along with talent, it's the he says data is at the very core of this “People work as one team and are most precious commodity vast evolution. very supportive of each other,” she out there today. We are “We are becoming a data-driven notes. “So, for example, I trained as becoming a data-driven organization, not just a process-driva train conductor and was sent to organization, not just a en organization,” says Bhat, whose Prince George, B.C., in the winterprocess-driven organization. group works out of the 100-year-old time. To be out in the field, in a yard, __ Mohit Bhat company’s Montreal headquarters. and then out along the track, at night“Data allows us to prepare a platform time, that definitely put me outside Assistant Vice-President so that we become agile, flexible and Technology, Strategy and my comfort zone. But I was with an Architecture nimble to business needs, and also to experienced train conductor, and he

made sure that I was safe and doing everything the correct way. “There's a camaraderie that builds up, and because so many people at CN are very proud of working here, you build relationships with people you respect and trust and you continue to benefit from those relationships throughout your career.” Both Bhat and Roukema point out that CN cares about employees’ personal issues. The company has an Employee and Family Assistance Program through which staff can get counsel on personal, legal or financial issues for free. “There was an employee on my team whose wife was very sick and needed a spinal cord operation,” Bhat recalls. “He had to take some time off so he could take care of the family. He got a lot of counselling from that program and he got paid 100 per cent while he was off-duty.” “CN strives for a family culture,” Bhat continues. “So it’s not just you come, you do a job and you leave. It has created an ecosystem that connects work and home so that we all really want to work here.” 

“

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YEARS, AVERAGE AGE OF ALL EMPLOYEES OF EMPLOYEES ARE ALSO CN SHAREHOLDERS

CN.ca/careers

( 2020 )

Capital One takes a holistic approach to engagement management, chair yoga, mindfulness and meditation. Associates also enjoy visits from service dogs, mental health webinars, and even baskets of fresh fruits are delivered every week. In a reversal of traditional corporate culture, Capital One executives don’t get the window seats. The very few executive offices are situated within the interior of each floor. Associates occupy the balance of the space. “Our associates enjoy an open and collaborative environment, and all the natural light benefits the entire JENNIFER R. JACKSON, PRESIDENT OF CAPITAL ONE CANADA, WITH MARK floor, as opposed to CAUWELS, CHIEF TECHNOLOGY OFFICER, AND ANDREA COTRONEO, GENERAL a few executives,” COUNSEL AND CHIEF COMPLIANCE OFFICER, AT THE TORONTO PRIDE PARADE says Brown. The bank fosters a culture of inclusion through business career in banking was 2018, Lewis was impressed with the resource groups that organize social, never in the cards collegial and collaborative atmocultural and professional networking when Steven Lewis sphere, which is a reflection of the events. The groups reflect the divercompleted law school. bank’s culture and workspace. sity of the bank’s workforce. Some In fact, he began his Capital One occupies five floors of examples: a Women in Tech group, legal career in government, but that an office tower in Toronto’s financial a 1in5 group with a focus on mental changed after he spotted a posting for district. “We have a beautiful new faa position with Capital One Canada. cility,” says chief people officer Diana health, a VOICES group for black associates and an OutFront group for “I thought it would be a weird jump Brown. “We believe the environment LGBTQ associates. for me until I met the team,” says we work in is very important.” Lewis, who is co-lead of OutFront, Lewis, who is now the bank’s employAssociates, as employees are called, says the company sponsors entries ment and litigation counsel. “It was a work at sit/stand desks and have in the Toronto and Montreal Pride really great group of people.” access to a variety of health and wellParades and much of the executive The position itself was interesting ness initiatives including lunch-andsuite – from the president on down – enough, but that was not what sold learn sessions on topics such as stress marches with their colleagues. him on Capital One. “They offered OutFront also sponsored a Uganto expand the position and change Our associates enjoy an it based on my interests,” he recalls. dan refugee who spent three years in open and collaborative “They highlighted projects that I a Kenyan refugee camp and made his environment. could lead outside of my role which way to Canada with help from the – Diana Brown really did excite me.” Rainbow Railroad, an international Chief People Officer After accepting the offer in May charity that helps LGBTQ people

escape state-sponsored violence. “It’s real, legitimate support,” says Lewis, who adds that the bank has allowed six associates to help out by locating an apartment, assist in navigating government programs, socialization and job hunting, among other things. Capital One operates customer support centres in Montreal and North York. The president and senior executives visit both sites throughout the year, including an annual day dedicated to sharing the strategic imperatives for the upcoming year and to hear feedback directly from associates. The bank also holds quarterly training sessions for leaders. “This year we brought all our leaders together, for a full day of learning and development,” says Brown. “We want our people leaders to be as equipped as possible to include, empower, and inspire their associates.” “Capital One cultivates a workplace where associates feel a sense of belonging and are empowered to bring to work their own passions, ideas and unique life experiences,” Brown adds. Associates like Lewis are examples of how that approach and environment encourage people to explore opportunities beyond their roles. 

1,380

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3.5

WEEKS, STARTING VACATION ALLOWANCE

CHARITIES HELPED LAST YEAR

CO-OP STUDENTS HIRED LAST YEAR

( 2020 )

Employees drive careers at CWB National Leasing manager, talent acquisition. “We want to make this so much more than a 9 to 5 gig. We want you to challenge yourself to take on projects that challenge you and that contribute to our success.” It’s an approach that encourages employee engagement and has proved validating for new hires as well as long-term employees. Janice Boulet, senior vice-president centralized services, started 27 years ago as a summer student and has stayed for a reason. “The company has allowed me STAFF AT CWB NATIONAL LEASING DUNK THE BOSS AT A to work in different CHARITY FUNDRAISER areas and I’ve done that,” says Boulet. “I’ve worked in nearly every departarett Deegan hadn’t trusted me to shape and develop a ment. I’ve been able to learn about heard of Winnipeglot of the processes for the position, the leasing business from all sorts of based CWB National which was very rewarding.” perspectives. It’s almost like getting Leasing until last May, That is how they do things at another job.” when he was looking CWB National Leasing, a company CWB National Leasing places that finances equipment for farmers, for a summer job and came across a a great deal of emphasis on career construction companies, hospitals, posting for a newly-created position development. Employees can take golf courses, dental clinics and an as a digital sales and marketing advantage of an array of in-house array of other businesses. “One of the coordinator. “I started reading the learning materials but that isn’t the promises we make to our employees is posting, then checked some of their only approach. “Career development we’re going to empower you to make social media material and thought: is employee-driven,” says Jubinville. decisions,” says Laine Jubinville, Wow, this sounds like a company “We want you to develop expertise with a great corporate culture,” says outside your area of expertise. We Deegan. One of the promises we give our employees the opportunity to And he wasn’t disappointed. He make to our employees is take on new challenges. We want you was hired as a summer student and to be curious and to get comfortable we're going to empower has since had his contract extended. with being uncomfortable.” you to make decisions. “The internship didn’t feel like a typThe company works hard to proical internship where you push paper mote camaraderie and create a team – Laine Jubinville or observe others,” he says. “They atmosphere – something that struck Manager, Talent Acquisition

Does this sound like you? CWBNATIONALLEASING.COM/CAREERS

newcomer Deegan right off the bat. He met all the other student students as soon as he was hired, competed in the company’s summer ball hockey league and was part of a team of students who hosted a barbecue in May for all head office staff. “They make it very challenging not to feel part of things around here,” he says. That, too, is a key component of the corporate culture, says Jubinville. “Our head office is just a beautiful space,” she says. “It’s a one-storey building with skylights everywhere. We have a gym, a fitness studio and a Zen zone where you can go reflect, pray, meditate or do yoga if you’ve had a tough day.” For those who like sports, the company sponsors hockey, basketball and baseball teams, among others, but there are also activities available for those with different interests. For instance, there is a knitting club as well as a gardening committee that grows herbs in front of the building each summer and maintains raspberry patches along the sides. “There’s a little bit of something for everyone at our company,” says Jubinville. 

402

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLPOYEES

YEARS, LONGESTSERVING EMPLOYEE

58%

OF MANAGERS ARE WOMEN

( 2020 )

Employees are shaping the future of Danone Canada framework used to bring Danone’s vision to life. Lebel also notes that the need for compensation, while important, is not at the heart of why people choose to work at Danone. “People join Danone because they are drawn to the purpose that leads this company,” she says. “Danone’s ‘One Planet. One Health’ vision, a belief that the health of the people and the planet are interconnected, conveys the rich history of our founders and leaders throughout the THE PRESIDENT & CEO OF DANONE CANADA, DAN MAGLIOCCO (CENTRE), WITH years who were, HIS SON AND GENERAL SECRETARY ISABELLE RAYLE–DOIRON AT THE OPEN-HOUSE and still are, truly DAY FOR FAMILY AND FRIENDS AT THE COMPANY'S BOUCHERVILLE, QC HEAD OFFICE purpose-driven and eager to change the way people eat and drink A major reason why Person, One Voice, One Share” modfor the better.” Danone Canada, one of el gives each employee the opportuFor Neda Esmailzadeh, senior legal the country’s largest food nity to share their views to help shape counsel for Danone Canada, the beneand beverage companies, the future of the company. fits are super-competitive and unique. has great employees is that This future is defined around an “Danone offers flexible time off, integrated agenda, both business they can come in, be who they which means you can take and manand sustainability, aligned with the are at work, thrive and develop age your vacations yourself around United Nations’ Sustainable Develthemselves,” explains Mélanie Lebel, your personal and professional comopment Goals. They form Danone’s vice-president human resources. mitments,” she says. “Danoners love own 2030 goals and are the global “We’ve created a highly collaborative this program not only because of the environment where people can be flexibility it allows, but also because their true selves.” it reflects the company’s commitment We've created a highly This all starts, she says, with and trust in its employees.” collaborative environment Danone’s willingness to entrust its Like a lot of people who go on paemployees with creating a new future. rental leave, Esmailzadeh was anxious where people can be their The company’s innovative goverabout whether her job might change true selves. nance and employee engagement when she returned to work. “If model allows staff, as co-owners of anything, I had even more merit and – Mélanie Lebel the company, to co-build Danone’s respect,” she says. “I was entrusted Vice-President with a lot more files once I got back. Human Resources agenda. Created in 2018, the “One

“

The whole company just wanted me to succeed.” Another plus for parents: Danone tops up their government parental benefits for 26 weeks. It’s one of the many company policies that helped it earn the B Corp certification from the non-profit organization B Lab, recognizing organizations that use business as a force for good. That certification also recognized Danone’s many environmental sustainability policies and its extensive work in the community, especially as a founding partner of the Breakfast Club of Canada. “This partnership is a great example of how Danone lives its mission to bring health through food to as many as people as possible,” says Lebel. “We absolutely want to deliver financial results and surpass ourselves, but in a socially responsible way.” In October, there was an open house for employees’ families and friends at the Boucherville, Que., plant and head office, and Esmailzadeh’s husband and daughter attended. “I feel so proud to be part of this company,” she says, “and I had the opportunity to share it with my family that day.” 

498 46 47% 1,218

join a leader where you can lead danone.ca/careers

FULL-TIME STAFF IN CANADA YEARS, LONGESTSERVING EMPLOYEE OF MANAGERS ARE WOMEN VOLUNTEER HOURS LAST YEAR

( 2020 )

Desjardins is driven by more than just the numbers that address prevention as well as curative solutions to health; and a health spending account, which employees can use the way that suits them best, among other things. “It’s feeling supported, feeling that you’re valued as a person,” says Keith Fernandes, a training program designer for Desjardins’ insurance operations. “We’ve gone from being an organization that really only looked at numbers to now, when even our metrics are coming down to behaviours and who we are as people.” Communication between all levels is encouraged, and DESJARDINS EMPHASIZES TEAMWORK, INNOVATIVE COMMUNICATIONS AND A there are feedSTRONG FOCUS ON EMPLOYEE DEVELOPMENT FOR HIGH EMPLOYEE ENGAGEMENT back surveys that employees can fill out as often as they want. Teams also ver the past couple of ered important with what staff valued have weekly 20-minute meetings to years, senior leadership and building from there. In fact, the talk about any issues. “It’s there we at Desjardins Group company has rebranded to emphasize can identify what we’re working on has turned its focus the importance of its people. More and areas where we might need some back on employees and than 2,000 employees volunteered to help,” says Fernandes. “Teamwork what’s important to them. And that be part of the launch of the new camis encouraged, and you can really paign, “There’s a Difference.” has translated into a series of new see that peers are stepping up to help That has led, in part, to more initiatives at the country’s leading other peers.” robust health and wellness initiatives: cooperative financial group. Employees are encouraged to pur“Talent is no longer just a hutelemedicine that gives employees sue opportunities within the company man resources challenge,” explains access to healthcare professionals – even ones they hadn’t considered. Marc-André Malboeuf, vice-president without visits to Emergency or a Years ago, when Fernandes wanted of HR solutions development. “It’s clinic; improved benefits packages to try a job in a different part of the a business challenge. We’ve adapted company, he was turned down. When how we approach employees and how Whether you're new in a role he requested feedback, the hiring we position ourselves and how we or you've been in the role for manager said that his profile instead can show that Desjardins is different 10 years, you're constantly suggested a good fit with the training from other employers – that we are a developing. you're constantly area of the company. “When I learned cooperative that gives back and is not supported, not just by your more about it, I felt it did fit me just driven by our numbers.” manager but by your peers. better,” he says. “I’ve been there ever Some of its latest programs have since, so that conversation ended up in been redeveloped with that mindset, – Keith Fernandes a very positive change in my career.” Training Program Designer reconciling what the company consid-

We don’t offer you a job. We offer you job satisfaction. There’s a difference.

At Desjardins’ new “internal marketplace,” employees are able to learn from others with similar work backgrounds and skills but who have gone off in sometimes surprising directions. “It enables them to not necessarily follow a traditional career path, but more of an intuitive one,” Malboeuf explains. A mentorship program partners junior with senior people, and newcomers get a godparent to help them get oriented. “We also have the managers who we’re asking to play a role as ambassador and catalyst to help people grow their careers,” he adds. “We think it’s the employer’s responsibility, the manager’s responsibility, but an equal share is also the employee’s responsibility to help themselves grow.” The employee-focused initiatives have only increased the sense of belonging at Desjardins. “Whether you’re new in a role or you’ve been in the role for 10 years, you’re constantly developing, you’re constantly supported, not just by your manager but by your peers,” says Fernandes. “You feel like you’re making a difference with the work that you do, not just for our customers but for our community as well.” 

40,137

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WEEKS, STARTING VACATIONS ALLOWANCE

68.7%

OF EMPLOYEES ARE WOMEN

59%

OF MANAGERS ARE WOMEN

Find out for yourself. Join the Desjardins family. desjardins.com/careers

( 2020 )

It's business with purpose at Export Development Canada Canadian companies with the information and resources they need, she did indeed have a lot to contribute. She had spent the preceding 10 years in account management, working closely with Canadian entrepreneurs. The experience had given Carter indepth knowledge of their “pain points,” the biggest problems they’d encountered in trying to do business abroad. Familiar with their most frequently asked questions, she had keen insight into what information would be most helpful. Carter says she’d also EXPORT DEVELOPMENT CANADA EMPLOYEES PARTICIPATE IN A learned through experiCOMMUNITY INVESTMENT DAY FOR CHARITY ence that help would be available if she needed it. EDC offers training trade-related intelligence in the prohen a director programs to ensure its employees can cess. But tracking down a sought-afshe’d worked acquire the skills their job demands ter nugget of information somewhere with previously and it fosters a culture where colin the many studies, intelligence reat Export leagues support one another. ports and other data can be difficult, Development EDC is a Crown corporation with a situation the Ottawa-based export Canada asked Melanie Carter to a private-sector bent. Financially credit agency was about to rectify. switch teams two years ago – to join a self-sufficient, it operates much like EDC launched its Knowledge challenging new digital venture – she a commercial institution and collects Business team with a mandate to craft didn’t let her lack of technical skills interest on loans and premiums on digital tools to allow its "intel" and hold her back. its insurance products. In addition connections to be easily accessible to “Each of us has a perception about to finance, commerce and actuarial anyone seeking a reliable source of what we think we’re good at, but othexperts, EDC also requires individuexpertise in fields relating to exporter people can see you quite differentals from disciplines as diverse as risk ing and foreign investment. Carter ly,” says Carter. “So when somebody management, IT and environmental quickly realized that in her new taps you on the shoulder and says ‘I sciences. role as lead on the team providing think you’d be fantastic at this’, it’s a That’s the starting point. Patricia real eye opener. I’ve always been open Vincent, vice-president of talent, It really matters to our to trying new things and this was an learning & culture, says that beyond employees who we are opportunity I couldn’t pass up.” a resume showing cutting-edge skills and what we do. Since 1944, EDC has helped and an aptitude for sharp thinking, __ Patricia Vincent Canadian companies of all sizes meet EDC also looks for fit. This includes Vice President of Talent, their international business goals an entrepreneurial, customer-focused Learning & Culture outlook and soft skills that will help – and accumulated vast realms of

them thrive in the organization’s team-oriented culture. “We can’t deliver our services if we operate from silos,” says Vincent. “We often work in large, multi-disciplinary groups, so fit is important. We have a diverse and inclusive workplace where diversity of thought is important to our success, so an atmosphere of trust and mutual respect is essential.” Employees also share a strong passion for the work they do. Many, in fact, are drawn to EDC in the first place because they want to make a difference for Canada. “It really matters to our employees who we are and what we do,” says Vincent, a mid-career executive who herself joined EDC two years ago for that very reason. Carter shares that enthusiasm. Sure, she appreciates EDC’s focus on career development and its culture of encouraging employees to take on new internal opportunities. Ultimately, however, Carter attributes the immense job satisfaction she derives from working for EDC to one key factor: “Our mandate. It keeps me motivated every day.” 

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31,293

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OF MANAGERS ARE WOMEN

PROUD TO BE ONE OF CANADA’S TOP 100 EMPLOYERS. FIÈRE D’ÊTRE AU RANG DES 100 MEILLEURS EMPLOYEURS DU CANADA.

( 2020 )

A culture of respect and innovation at Fidelity Canada to what you have to say – even if you've just been there six months.” People are also very helpful to each other, he says. “There is a real mentorship with your co-workers,” he says. “In a fun way, you're competing with each other for promotions and accolades, but everybody is trying to rise together. It’s a supportive environment – everyone’s trying their best to make Fidelity better. And I think that's a unique environment to work in.” Indeed, says Diana Godfrey, senior vicepresident, human FIDELITY CANADA EMPLOYEES ENCOURAGE COLLABORATION resources, “it’s a TO DEVELOP NEW IDEAS AND CONTINUED INNOVATION culture of respect. We talk about culture a lot. Our corporate values on Knowles had only community and a brand new hire,” he – integrity, partnership, commitment says. “They’ve given me full rein to been with Toronto-based and balance – guide what we do and use all the resources that Fidelity has Fidelity Canada for a few how we communicate with each to get this team up and running.” months when he proposed other. Everybody is respectful of To Knowles, an investment analyst an idea to his manager. everybody, and conversations are had in the mutual fund company’s instiHow about joining the using EQ, not just IQ.” tutional group, Fidelity’s response is 2018 Ride to Conquer Every employee, in fact, gets trainCancer? He got the green light almost part of its broader corporate culture. ing in EQ – emotional intelligence “They're open to new ideas, both at immediately, and that summer some – to bolster their communication work and in extracurricular activiseven cyclists raised over $19,000 for skills and ensure their conversations ties,” he says. “If you have an idea, if Toronto’s Princess Margaret Cancer or their tone in an email do not have you see an inefficiency, people listen Centre. But Knowles wasn’t done. unintended consequences. “If you “It was a great start – a kid just start everybody from the same place, out of school with this crazy idea,” They're open to new it’s much easier to create a positive he says, “but in 2019 we managed environment,” Godfrey says. ideas, both at work and in to get 19 people and we raised over As for openness to ideas and extracurricular activities. If $52,000. Now it has become a innovation, she notes that Fidelity you have an idea, if you see snowball that I’m just trying to keep has a Voice of the Employee program an inefficiency, people listen up with. that includes an annual award for the to what you have to say “It’s been really cool to see best idea of the year. The company __ Jon Knowles Fidelity, an enormous global also pulls people in from various parts Investment Analyst organization, support both the of the organization to brainstorm

Awards are good. Our employees are great. careers.fidelity.ca

innovations. “That allows us to have a variety of opinions coming to the table on a project, beyond the traditional ones,” she says. When Knowles joined Fidelity, he went through the SalesPath program, now known as the Business Development Program, which ensures that sales staff gain experience in the key areas of client services and operations as well as training in how best to promote Fidelity’s mutual funds, ETFs and solutions to Canadian financial advisors and institutions. “I got a real nitty-gritty understanding of how things worked,” says Knowles. “I would say that that's been pivotal to my career progression and development.” Sales staff are also based in Vancouver, Calgary and Montreal, which also offers client services. In addition, Toronto is host to research analysts and portfolio managers who work on Canadian, U.S. and international investments, part of Fidelity’s worldwide network of investment professionals. To Knowles, it all makes for a place where he loves to come to work. “If you’re open to it, the world is your oyster at Fidelity,” he says. 

1,084

FULL-TIME STAFF IN CANADA

APPLICATIONS 26,203 JOB RECEIVED LAST YEAR

WEEKS, MATERNITY LEAVE TOP-UP PAY

YEARS, AVERAGE AGE OF ALL EMPLOYEES

STAY AHEAD

( 2020 )

Finning has a powerful pull on its employees created a workforce where generations of families have worked for Finning – not surprising given that the longest-serving employee has been there 47 years. “We have multi-generational families working at Finning, which is a really positive thing for the business,” says Chad Hiley, chief human resources officer. “It’s something that reminds us of our past and enables our future. You can see the past carry through in terms of great core values like collaboration and passion, and then the new skills that are coming in with new workers, particularly in innovation and digital JUD OVERTON, FINNING BRANCH MANAGER, TOURS STUDENTS enterprise. It’s a great AROUND A SHOP FLOOR TO INSPIRE CAREER PATHS IN STEM journey.” Finning creates a supportive workplace, giving employworld’s largest Caterpillar dealer, s a Finning product ees the knowledge and skills needed operating on three continents, it reliability performance to succeed and empowering them to manager, Darryl retains the “family-first” philosophy Osachoff was used to it started with when founded in 1933. continuously develop their careers. Last year the company invested being a professional Headquartered in Vancouver, Finning $15 million in training services, trouble-shooter, everyone’s go-to sells, rents and provides parts and including a leadership development person when a problem needed service for equipment and engines program. It also has a partnership solving. But when he found himself to customers in industries such as with Actua, a Canadian science, on the other side of that equation mining, construction, petroleum and technology, engineering and math because of a family health crisis, the forestry as well as a range of power (STEM) outreach organization that company stepped up right away. systems applications. engages 35,000 youth per year, in“My dad had about six weeks to The company’s commitment to cluding more than 11,000 Indigenous live so I told Finning, ‘I need to be supporting and caring for its employyouth in communities across Western home right now.’ They said, ‘Darryl, ees over eight-and-a-half decades has Canada. go. Don’t worry about work – go be We feel that by making our Employees receive a comprehenwith your family.’ They didn’t hesisive wage and benefits package that employees owners, they're tate,” says Osachoff. includes extended health care, dental “I’d always been on the other side, more invested in the success and orthodontic coverage, a health helping others, but in this case, I of the business, and ultimately spending account and wellness proneeded somebody to help me, which if the company does well, grams. It also features a progressive, was quite different. And Finning then they do well also. flexible work arrangement policy. came through.” __ Chad Hiley “The health care benefits are great Osachoff’s story illustrates how and very important in providing a Chief Human Resources Officer while Finning may now be the

sense of stability in the workplace,” says Osachoff, who works in Finning’s Elkford, B.C. offices. “The company also helps you plan for your financial future.” As part of that financial planning, many employees take advantage of the company’s share ownership plan, which offers partial dollar matching for those who buy its stock. “Our employees really appreciate our share ownership plan,” says Hiley. “We feel that by making our employees owners, they’re more invested in the success of the business, and ultimately if the company does well, then they do well also.” Safety is another key aspect of Finning’s support network. Working with massive equipment like mining trucks, hydraulic shovels and complex power systems presents risks and the company is committed to maintaining the highest safety standards for everyone from senior managers to the newly-hired apprentice in the field. “We feel that every employee deserves to go home safe and healthy every day,” says Hiley. “We have a set of life-saving rules that are consistent across our global enterprise, and safety is part of our core corporate values.” 

5,364

FULL-TIME STAFF IN CANADA

75%

OF EMPLOYEES ARE SHAREHOLDERS

YEARS, LONGEST SERVING EMPLOYEE

100

CHARITIES HELPED LAST YEAR

FINNING IS PROUD TO BE ONE OF CANADA’S TOP EMPLOYERS FOR 2020. Join us as we work together to build and power a better world. www.finning.com

( 2020 )

At GSK, values are more than words on a page “GSK is the first company I’ve worked for that lives its culture,” says Nicole Stuart, human resources country head, who joined the company eight years ago after more than a decade of HR experience with other organizations. “I’ve seen GSK employees go above and beyond for one individual, and I’ve seen this happen more than once. GSK employees are motivated to do the right thing, even if it’s hard.” Colton joined GSK with an honours bachelor of science degree from Queen’s University in Kingston, Ont., and a master’s in biotechnology from the GSK EMPLOYEES PACK KITS FOR FIRST NATIONS CHILDREN IN SUPPORT OF University of Toronto, SAVE THE CHILDREN, AN ANNUAL EVENT ORGANIZED BY THE COMPANY which included a oneyear co-op placement with a pharmaceutical company. hen a consulting That’s one of the reasons why “When you go into science at physician Colton joined GSK almost five years university,” she says, “it’s not always contacted ago. “We’re like a family,” she says. clear what options there are if you Emilie Colton “People are here to support each don’t want a career in academia or to inquire about other.” as a healthcare professional. The a pre-clinical trial conducted by With about 2,000 employees in master’s program introduced me to GlaxoSmithKline (GSK), she Canada, GSK is a science-led global the business of healthcare. GSK stood wondered how she could help him. healthcare company that researches, “Then I remembered a person I’d develops and manufactures innovative out because of its values.” With more than 80 members in the met once before who worked on our pharmaceutical medicines, vaccines medical division, Colton works on a R&D team in the U.S.,” says Colton, and consumer healthcare products. variety of projects, often as a partner a scientific advisor on respiratory In pursuing its objectives, GSK puts on cross-functional teams, advancing biologics in the company’s medical great emphasis on the values and GSK’s research toward commercialdivision in Mississauga, Ont. expectations that define its culture. ization. Colton’s U.S. contact not only “One of the things I do is help to replied quickly to her request for GSK employees are make sure our medical science liaisons information, he also sent her query to motivated to do the right have the most up-to-date information other researchers within the company. to share with healthcare professionals “Now I have a thread of seven or thing, even if it's hard. about the efficacy and safety of our eight people trying to help me,” she – Nicole Stuart says, “so I can go back to the clinical products,” she says. “I also work with Human Resources investigator with the information he external physicians on the science of Country Head needs.” our products to make sure our deci-

Virginie Technicienne de Laboratoire, Vaccines R&D, Belgium

sions are aligned with the needs and expectations of Canadians." “When I joined GSK, I wanted to stay close to the science and how we can help improve people’s lives by helping to improve healthcare professional’s understanding of the medicines available for their patients,” she continues. “For me, it’s about ensuring that the patient is at the forefront of what we do.” “Often a company’s mission and values are words on a web page or a poster, and you don’t feel it in reality, but at GSK it’s different,” adds Stuart, who has championed the development of two employee resource groups, one to support LGBTQ+ employees in Canada and the other, a Women’s Leadership Initiative, to accelerate the personal development and professional advancement of women and men through transformational learning and leadership opportunities and experiences. “Since day one, I’ve felt the GSK values and expectations through the words that employees speak, the way they make decisions and in the purpose with which they work every day,” she says. “And it makes a difference.” 

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APPLICATIONS 22,859 JOBS RECEIVED LAST YEAR

61%

OF MANAGERS ARE WOMEN

43%

OF EXECUTIVE TEAM ARE WOMEN

A healthcare company with a special purpose Today millions of people have no access to basic healthcare, millions more suffer from everyday ailments and there are thousands of diseases without adequate treatments. So we’re working to develop tomorrow’s treatments and to find new ways to get today’s treatments to those who need them.

ca.gsk.com

( 2020 )

Why philosophers are valued consultants at Hatch core,” he says. “And we work in three major sectors – mining and metals; energy, which for us is oil & gas and power generation; and infrastructure, which is all about building the new cities of the world.” This means the employee-owned firm, with international headquarters in Johannesburg, South Africa, Santiago, Chile, and Brisbane, Australia, in addition to Mississauga, casts a wide net for people. “We need much more than just engineers and scientists and technologists, although they remain at our core,” HATCH EMPLOYEES IN VANCOUVER, CALGARY AND TORONTO says Bianchini. “ToAT A CHARITY FUNDRAISER TO END AVOIDABLE BLINDNESS day we need accountants, management t’s unusual to find the STEM – adding the A for “arts” to consultants, finance professionals, chairman and CEO of a global science, technology, engineering and anthropologists, philosophers, climate company as well versed in math. Hatch is all about diversity change specialists. We need all kinds the latest human resources and inclusion, he notes. And oh, yes, of professionals, because the chalconcepts as John Bianchini is, experiential learning. lenges that we resolve on behalf of our but then, that’s one of the differences Bear in mind, this firm handles clients are complex. They need much, about Mississauga, Ont.-based some of the toughest hands-on projmuch more than just technology.” technical consultancy Hatch. ects in the world. “I like to say that Okay, but philosophers? “Some “We have a lot of Hatch-isms,” says we’re a professional services firm that of them make the best advisors and Bianchini, “and one of them is that has engineering and technology at its consultants, because they’ve got this the leadership of the company is the broad view of the world,” he says. front-line HR department. Of course, “They typically have a second and We need all kinds of we do have HR coaches, who act as third degree as well.” professionals, because the a team of professionals who advise us. Jennifer Donnelly is happy with challenges that we resolve But they are not the front line.” her electrical engineering degree from on behalf of our clients So Bianchini is happy to talk the University of Ottawa, which she are complex. They need about how Hatch is working on uses in Hatch’s Sudbury, Ont. office boosting EQ – emotional intelligence much, much more than just to help design power distribution – among employees and putting into projects. And as an intermediate electechnology. place unconscious bias training. In trical engineer in training, she’s very – John Bianchini recruiting, he says, the firm prefers plugged in to the corporate culture. the newer term STEAM to oft-used Chairman and CEO “It’s pretty great,” she says. “We

Forge your future

have open dialogue. Even though we're in Sudbury, we get a lot of communication and support from corporate in Mississauga, and we are very flat company. There’s no big staircase we have to climb to work with senior people. That fosters good communication and a very supportive environment.” Even though she was one of only three women in her class of 55, she finds that “one of the other great things about Hatch is that they give equal opportunity to everybody, whether it be race or gender or whatever.” Bianchini notes that Hatch’s goal is to be 40 per cent female by 2023. Donnelly is also inspired by the idea that she could work almost anywhere in the world through Hatch. She has already spent a few days working in Finland. Indeed, Bianchini says that at any one time, some 400-700 staffers are working away from their home office, whether in Canada or overseas. “To make that happen is hard work,” he says. “It’s why we don’t have an org chart – we don’t want people saying, you can’t go there because you’re in oil and gas instead of environment.”

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Tradition meets innovation at the House of Commons enabling them to access “a wide range of services without knocking on a lot of doors,” Daigle says. Her team, for instance, has spent the past year developing an innovative orientation program for new MPs. “In the past, onboarding consisted of generic information sessions,” says Ismail Albaidhani, one of three senior learning advisors engaged in this initiative. “We try to improve how we onboard members with every new parliament. So, leading up to this election, we conducted a ‘design thinking’ exercise A PLANNING SESSION AT HOUSE OF COMMONS LED BY ISMAIL ALBAIDHANI focused on MPs, not (RIGHT) WITH ROBYN DAIGLE (LEFT) AS THE TEAM PREPARES FOR THE us, to respond to their LAUNCH OF THE MEMBERS’ NEW DIGITAL LEARNING PLATFORM needs better during this critical period. We also contacted other parliaments in Canaong before the general on the Hill and also in their ridings,” da and around the world to assess best election in October she explains. onboarding practices.” 2019, Robyn Daigle The House Administration has The new program created by Aland her team at the more than 2,000 employees, all dedibaidhani and his colleagues includes House of Commons cated to providing the assistance MPs a full-service digital learning platform need to do their parliamentary work. Administration were busy preparing that MPs can access whenever they Under its new strategic plan adopted to ensure newly elected MPs would want, from anywhere in Canada. For in April 2019, a key priority is to be able to start their work in Canada’s the first time, staff in constituency deliver improved support to mem43rd Parliament as quickly and offices in all 338 ridings across the bers, by anticipating their needs and efficiently as possible. “I’ve been country will have equal access to here for 13 years and have been the learning content, and in another through four elections,” she says. “It’s The culture is uniquely first, once the orientation process is always an exciting time with a new agile and fluid. completed, the learning platform and parliament and new members.” Leadership happens at content will be transformed into a As a director within the human continuous professional development all levels, and the focus is resources department, Daigle is reprogram for members and their staff always on the MPs that sponsible for supporting MPs in their throughout their parliamentary lives. we serve. role as employers. “In addition to A separate, smaller orientation proserving as legislators and representing gram has also been launched as a pilot – Ismail Albaidhani their constituents, members have to to update returning MPs on recent Senior Learning Specialist, changes they need to know. Members' HR Services set up their offices and hire staff here

Albaidhani came to the House of Commons a year ago after working for the United Nations in Geneva and for other international organizations. “I wanted to support my country and our democracy in a direct way,” he says. “Now I feel lucky to be here. It’s far less hierarchical than other places I’ve worked, which is very attractive to me. The culture is uniquely agile and fluid. Leadership happens at all levels, and the focus is always on the MPs we support.” Daigle also mentions the idea of leadership at all levels: “I look to Ismail and all my team for ideas to drive change, to take ownership of their files. We help to define the vision and our employees articulate it. We all learn something new every day.” What makes the House of Commons Administration different from other workplaces, she adds, is a combination of tradition and innovation plus an intense sense of purpose and pride. “We work at the heart of our democracy. I do think this sets us apart. There are a lot of exciting places to work, but this one is exceptional.” 

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Work where history is made ourcommons.ca/en/employment

( 2020 )

Spreading good energy at Irving Oil program has been to help inspire employees to do more of what they really love to do in giving back in so many ways,” says executive vice-president Sarah Irving. Employees can take part in corporate giving-related activities as well. Irving Oil’s Fuel the Care program has helped to cover the fuel costs of more than 65,000 families who are required to travel for their children’s medical care. And one day each year, employees volunteer at Irving Oil retail locations pumping gas, cleaning windshields and thanking customers for their business. IRVING OIL EMPLOYEES VOLUNTEER AT THE SAINT JOHN “I may not be able REGIONAL HOSPITAL TO PROVIDE FREE PARKING FOR VISITORS to be out there every time to do what I want oving from her way in helping me with my own goals to do,” says Eguavoen, “but Irving Oil provides the opportunity for me home in Nigeria to and needs,” she says. “Irving Oil has to spread my good energy in my Saint John, N.B., in many community outreach programs, community.” 2016 for an MBA and so for me it’s a good fit.” Irving Oil also offers its staff plenty program could Through the company’s workplace of ways in which to further their cahave made for some serious culture giving program, Good Energy in reers. Every year, the company hosts shock. But for Erica Eguavoen, Action, employees are given a day off an Inspiration Day, where employees the transition was painless. For one every year to volunteer at the charity learn about other areas of the business thing, she found Saint John to be of their choice. And while Irving and explore potential opportunities. completely welcoming to immigrants. Oil has a generous corporate giving “We encourage employees to continAnd for another, within a year of program, it also matches employees’ ue to grow and change careers within landing there, Eguavoen was offered donations to their chosen charities Irving Oil,” says Irving. “There are an internship at Irving Oil, an up to $100 per year. “The core of the many opportunities to gain knowlinternational refining and marketing edge across the business, and to company. There are many continually learn from one another.” Three important pillars for opportunities to gain Teamwork is key at Irving Oil, happiness for Eguavoen are family, knowledge across the evidenced by the company’s new work and volunteering. Irving Oil, 11-storey home office in Saint John, where she now works full time as a business and to continually with multiple collaboration spaces contract and procurement specialist, learn from one another. throughout the building, including a takes care of two of them. “I believe – Sarah Irving helping people and giving back to café and terrace. my community actually goes a long And employees’ specific needs are Executive Vice-President

It takes a team. Our people are what make us great. Proud to be one of Canada’s Top 100 Employers.

taken seriously. “People matter at Irving Oil,” says Jennifer Beach, chief human resources officer. “We live by that every day and we consider our employees’ input and needs as we’re designing our programs, such as our programs for benefits, training and employee experience.” For instance, this year the company implemented a new flex benefits program. “Every employee is unique, and their benefits should be flexible to suit their needs throughout their employment journey,” Beach adds. “Our program allows employees to select benefits that they need each year – as they have children, as they get married, as they get closer to retirement.” Similarly, Irving Oil’s diversity and inclusion council, with input from across the company, rolled out a mandate called All In. The council represents all lines of business in three countries where the company operates, with members from various age and minority groups. “Our culture is one of inclusivity, and respect for one another, where people really matter,” Irving notes. “We’re thankful for the wonderful team we have and the good energy that they bring every day.” 

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( 2020 )

Keurig Canada offers ‘best-in-class’ work experiences fee, but it really puts into perspective the importance of business initiatives like our commitment to responsibly source 100 per cent of our coffee by 2020. As we improve livelihoods and help increase farmers’ resiliency, we’re also ensuring that quality coffee can be enjoyed for generations to come.” In an extremely competitive industry, the organization is working hard to maintain its leadership. Its U.S.-based parent was created last year as a result of a merger between Keurig Green Mountain and Dr Pepper Snapple Group and boasts annual revenues of about US $11 billion. Its Canadian entities, KEURIG CANADA EMPLOYEES JOINING FORCES TO BUILD A BRAND Keurig Canada Inc. and CanaNEW PLAYSPACE IN MONTREAL'S ST-MICHEL NEIGHBOURHOOD, IN THE da Dry Mott’s Inc., combined CONTEXT OF THE COMPANY'S LET'S PLAY INITIATIVE forces and now operate under the Keurig Dr Pepper Canada business name. With 1,500 employees tion here, and that’s really helped my s a program manager located in Montreal, Mississauga and motivation day-to-day.” for Montreal-based across Canada, the two companies When it comes to employee enKeurig Canada Inc., gagement, the organization goes above came together to grow iconic Canadian Gabrielle Poirierbrands such as Keurig®, Canada Dry®, and beyond. In what it calls “source Saumure has become Van Houtte®, Schweppes®, Timotrips,” Keurig Canada’s parent coma coffee connoisseur in her own right. thy’s® and Mott’s Clamato®. pany, Keurig Dr Pepper, sends about But she gets most of her stimulation Glorieux is introducing high-per60 employees each year to spend from her career – not caffeine. formance teams and a brand-new a week with coffee farmers on the The business and project managecommercial group, while promoting ground in coffee-growing regions. ment graduate from the Université collaboration and forward thinking. “People come back transformed,” du Québec à Montréal joined the says company president Stéphane Glo- “We’re striving to be best-in-class,” company in 2016 and was quickly he explains. rieux. “Not only do they experience promoted to her current position. In This includes encouraging emfirst-hand the incredible effort that the past year, she’s helped the comployees to explore new professional goes into growing and producing cofpany develop new partnerships with challenges. “Giving people new some major brands and diversify its Giving people new responsibilities makes them better, product portfolio. responsibilities makes them more holistic leaders,” he says. “We’re “There are challenges, but I see better, more holistic leaders. always looking for people who are those as opportunities,” says PoirWe're always looking for builders – people who have a constant ier-Saumure. “I’m grateful for the people who are builders. desire to learn and make a difference.” possibility to try different things and Keurig Canada also puts an emphago outside my comfort zone. Career – Stéphane Glorieux President sis on giving back to the community development is part of daily conversa-

and on work-life balance. On the community side, it offers volunteer opportunities and a donation-match program. Its benefits program also includes on-site workout facilities and credits that can be put towards additional health benefits, physical activity programs, or the company’s group retirement savings plan, depending on each employee’s preferences. “There is a true desire,” says Poirier-Saumure, “to make sure employees have a well-balanced life, and that they feel supported at all levels.” The company is also deeply committed to improving its environmental footprint, and has adopted ambitious goals to do so. At the end of 2018, its K-Cup pods became 100-per-cent recyclable across Canada. It is now aiming to ensure that all its packaging is 100-per-cent recyclable or compostable and contains at least 30-per-cent post-consumer recycled content by 2025. “Sustainability really is part of our thought and business process,” says Poirier-Saumure. “That was one of the things that really stood out to me at the beginning, and that continues to make me proud of being a part of the company. 

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( 2020 )

Keyera Corp. creates 'lifer' loyalty in its people “The more you include and engage people about what you’re doing as an organization, the more they become proponents of what you’re trying to achieve. This year, we formalized our Cultural Behaviours, but we didn’t go out and create a new corporate culture. We just continue to reinforce the things that are important to us.” That inclusive culture makes Keyera employees feel not only appreciated in their own jobs but valued in the overall organization, leading to a high level of KEYERA EMPLOYEES WORK TOGETHER TO CONDUCT BUSINESS SAFELY, retention in the HONESTLY AND WITH INTEGRITY AND TRUST competitive oil and gas industry. inelle Smud works for like propane and butane. It has grown Employees receive a comprehenKeyera Corp. in Fort from a tight-knit, mid-sized company sive wage and benefits package that Saskatchewan, north to a much larger organization and yet includes three weeks starting vacation of Edmonton – a small still retains that family feeling that’s allowance. The company also dot on the map of the essential to success. provides a health spending account, For Bradley Lock, senior vice-pres- access to fitness facilities and health company’s vast network of pipelines, ident and chief operating officer, the natural gas processing plants and and nutrition programs to help keep key to maintaining that family culture other operations that range from employees like Smud healthy. is engaging employees and ensuring Alberta to Texas. But she still feels “I’m a shift worker, so they really they feel included in the company’s connected to her 1,000-plus fellow encourage a healthy balance of work overall direction. employees all along the line. life and family life,” she says. “It comes down to a couple words “It’s wonderful – we’re a team and Keyera also encourages its em– engagement and inclusion,” says it feels like you’re working with famiployees to give where they live. The Lock. ly,” says Smud, a facility operator for company contributed to 150 charities the Calgary-headquartered company. last year, making a point of giving as It comes down to “Everyone’s there to help with any locally as possible. Whether they’re a couple words — question you have, everyone’s willing volunteering in their local soup kitchengagement and to contribute to help get the job en or a school, Keyera employees done.” receive company support to give back inclusion. Keyera is one of the largest comto their communities. — Bradley Lock panies in Canada’s midstream oil and “Because we have quite diverse Senior Vice-President and gas sector, processing natural gas, locations like Drayton Valley, Rocky natural gas liquids and by-products Chief Operating Officer Mountain House and Fort Saskatch-

DELIVERING MIDSTREAM SOLUTIONS

At Keyera, you are part of a team; one that demonstrates respect, transparency and hard work in everything we do. Together, we face our challenges and celebrate our successes. Learn more at keyera.com

ewan, we try to support charities that are important to our employees in the field,” says Lock. “We give back to all the communities in which we operate, not just Calgary, and get our employees involved in volunteering as well.” But perhaps the most important part of the Keyera culture is safety. Lock appreciates that Smud and many of her fellow employees work with a variety of equipment and run pipeline operations in remote locations. So his daily mantra is, “Let’s all get home safely to our families every day.” “I reiterate that daily and include it in every email and phone message I send out,” says Lock. “I have a family I want to go home to and see every night and my number one objective is for all of our employees to do the same.” That safety-first mentality – as well as feeling valued as an employee – is a big part of why Smud is committed to staying at Keyera. “I like running the plant, making those products and going out in the field. I like checking on the equipment – I love it all. I really love it here. I’m definitely a lifer.” 

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( 2020 )

KPMG bets early developing its future stars The innovative academy involved a trio of three-day modules over five months. The first was held at headquarters in Toronto, where participants met with senior leaders and also got to know each other, quite deeply. “That was where we started learning the power of vulnerability,” says Chan, “when you have the courage to share your stories and step out of your comfort zone. You really start to build genuine relationships.” Module two was held at various locations in Silicon Valley, where ELSA CHAN (LEFT) WITH FELLOW KPMG LLP LEADERSHIP ACADEMY Chan met a product PARTICIPANT EXPLORING SAN FRANCISCO DURING THEIR MODULE IN manager at Google SILICON VALLEY and learned about design thinking from a or Elsa Chan, leadership currently in Finance Transformation. Stanford University professor, among has a whole new, headIn her fourth year in that role, the other high-fliers. “A common theme spinning meaning. As firm included her among 60 people among these innovators was when a young management in the early stages of their careers they fail, they don't fall back and say consultant at KPMG at KPMG in Canada to enter the ‘oh, my gosh, I failed’,” says Chan. 2019 Leadership Academy, held in LLP in Toronto, she was selected “They take these learning lessons and collaboration with a leading U.S. for the professional services firm’s keep moving forward. It was very university. “This is one of the ways first Leadership Academy, held inspiring.” we are investing in the leaders of with experts in three locations The final module focused on how tomorrow,” says Linda Speedy, chief across North America, including top to build trust and on the characteristalent officer. thinkers in Silicon Valley. “It was a tics of a good leader. “Everyone was For Chan, it was an investment that really, really amazing experience,” trying to find the leadership style that has already paid off. “It has made me she says. works for them,” says Chan. “That feel a lot more confident,” she says. Chan is a classic example of how is my goal now – building my own “I try to step out of my comfort zone people can grow and develop at leadership story.” and do something different.” KPMG in Canada. Joining the firm For Speedy, that is the sound of after graduating with a BBA in mansuccess in helping KPMG develop We are investing in the agement accounting from the Univerits people to the fullest. “Typically, leaders of tomorrow. sity of Toronto, she spent four years organizations would look at people __ Linda Speedy in tax and audit before switching, after 10 years to see if they had potenChief Talent Officer with the firm’s support, to consulting, tial to be in a leadership position, and

Big plans and even bigger career opportunities. Let’s do this. kpmg.ca/careers

then start making the big investments in them. But we’re making that bet earlier now.” She notes that KPMG in Canada is also ramping up its digital capabilities in a big way, which means it is hiring more people with digital expertise across all its practices and enhancing the skills of its existing people. For auditors there is Digital University, which can lead to a degree in data analytics in collaboration with Simon Fraser University. “Again, this is providing opportunities for our emerging talent,” says Speedy. And everyone at KPMG in Canada has access to a program called Digital Now. “We’re increasing the digital fluency of all of our people to be more comfortable with data and analytics, digital transformation and emerging technology so they can recognize how these are disrupting our clients,” says Speedy. To Chan, such initiatives underline the flat, open culture at KPMG and the “unlimited opportunities” it offers. “KPMG is truly a place where you are empowered to bring your most authentic self to work.” 

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( 2020 )

At Labatt, pride bubbles throughout the company

hen employees of Labatt Brewing Company Limited were invited to participate in Toronto’s Pride Parade in June, it didn’t surprise Natalie Lucas when close to 200 co-workers showed up. “That’s almost equivalent to our entire head-office staff,” says Lucas, director of marketing for the company’s light beer brands. Labatt has been involved in Pride activities for more than 20 years and, for an even longer period, has supported the Canadian Foundation for AIDS Research. But employees rallied to the cause in even greater numbers this year, after the formation in March of an employee resource group (ERG) called Lesbians and Gays Everyone Respected (LAGER). “Diversity and inclusion are key

priorities at Labatt,” says Lucas, who’s co-chair of LAGER, “especially for young people. And their input is important in developing new initiatives that connect employees to communities in and beyond the company. But until this year, there’s never been a platform to enable people to socialize, support and exchange information about LGBTQ+ issues.” In addition to LAGER, Labatt also formed two other ERGs this year, Pacific Asia and Women in Beer and It's important for people to know that organizations are open and inclusive, that there's a space for everyone at the table, whether you work at head office or on the brewery floor. – Hardeep Singh Financial controller for regional logistics

Beyond, both of which help employees share their unique experiences and perspectives. Run entirely by employee volunteers, these groups support and promote a more diverse, welcoming and inclusive workplace at company facilities throughout Canada. They also provide employees with opportunities for networking, enhance their access to senior leaders and increase members’ sense of engagement. “It’s important for people to know that organizations are open and inclusive, that there’s a space for everyone at the table, whether you work at head office or on the brewery floor,” says Hardeep Singh, financial controller for regional logistics at the company’s head office in Toronto. A chemical engineer, Singh joined the company three years ago after graduating from the University of Toronto’s Faculty of Applied Science and Engineering. In addition to supporting efficient and cost-effective supply-chain processes and the movement of Labatt products to the customer in his day-to-day work at Labatt, Singh is also the employee chair of LAGER. “I was very involved in LGBTQ+ initiatives while I was at UofT,” he says. “When the chance came to lead the ERG here, I just raised my hand.” In its first few months, LAGER attracted a network of members and allies from Labatt operations across the country, providing, as Singh says, “a welcoming, safe space where people can talk about things.”

It also sponsored luncheon sessions and other activities across the country to inform employees about issues and initiatives such as the Rainbow Railroad, a Canadian charitable organization that helps lesbian, gay, bisexual, and transgender individuals escape violence and persecution in their home countries. Through its Bud Light brand, Labatt has donated almost $100,000 to help Rainbow Railroad relocate LGBTQ+ people to safe havens in North America and Europe. “I was overwhelmed and humbled by the interest and support we received,” says Singh, noting that this backing extends across the company. “We’re a group of 60 people,” he says. “Maybe six are LGBTQ+. The other 54 are allies.” The response to the company’s ERG initiatives comes as no surprise to Lucas, who joined Labatt in 2015 after working in marketing positions for several other companies. “Every company has principles,” she says, “but at Labatt those principles are brought to execution. “When you work here, people feel their contribution matters, and they take results personally. We’re a company of owners.” 

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( 2020 )

Mattamy Homes builds communities – and careers

hen he was in high school, Steve Schnurr spent three summer holidays working for Mattamy Homes Canada on various landscaping crews at sites across the Greater Toronto Area (GTA). He enjoyed it so much he figured the logical next step was to attend a community college where he could learn more about the building trades. And how did that go? Schnurr lasted barely three months before deciding the classroom was too slow-paced for him. He returned to Mattamy full time – and that’s when the education he’d sought really began, he says. Mattamy Homes extends a mixture of learning opportunities to all employees, offering courses in-house and via third parties on topics ranging

from technical and interpersonal skills to financial acumen. The company’s team-oriented culture also lends itself to plenty of informal on-the-job training, Schnurr says, thanks to co-workers and supervisors who support one another. Eleven years on, Schnurr is a senior builder with Mattamy Homes in

Our focus is equally on what's happening right now as well as on what we'll be doing five to 10 years from now, and that sends a powerful message to both our employees and homebuyers that we will be there for them. __ Brad Carr CEO of Mattamy Homes Canada

Ottawa, a supervisory role where his responsibilities include passing along his accumulated knowledge. After progressing his career at many different locales in the GTA, he’d jumped on the opening when the position became available in the nation’s capital. “Ottawa is one of our newer divisions and I was excited by the possibilities,” Schnurr says. “I saw room for growth and not only personal growth. Community is a core value at Mattamy Homes and I really appreciate the opportunity to help a new community to grow." Founded by Peter Gilgan in 1978, the company has evolved into North America’s largest privately held home builder. In all, more than 90,000 homeowners live in hundreds of Mattamy communities in Ontario, Alberta, North and South Carolina, Arizona and Florida. Brad Carr, CEO of Mattamy Homes Canada, says the company’s emphasis on innovation plays a key role in its ongoing stability and growth. “We’re huge believers in looking out the windshield, not in the rear-view mirror,” he explains. “Our focus is equally on what’s happening right now as well as on what we’ll be doing five to 10 years from now, and that sends a powerful message to both our employees and homebuyers that we will be there for them.” Mattamy also offers employees excellent benefits, including a healthy work-life balance. Then there’s the

inherent satisfaction of playing a part in helping homeowners’ dreams come true, says Carr, who notes it’s not only front-line workers who feel that way. “Whether they’re in construction, sales, design services or our corporate offices, employees feel a real attachment to our product,” he says. “For our big sales launches, incredible numbers of volunteers come out to help in any way they can.” Mattamy also encourages employees to be active volunteers in their own communities. It provides one paid day off per year to help staff members support a non-profit organization of their choice. Plus it offers up to $200 annually to match charitable donations or a $500 grant if an employee is an active volunteer. Over the years, Schnurr has contributed his time and skills to many volunteer activities and now willingly approves team members’ requests to do the same. “Whether participating in one of the many fundraising events, giving back to the community or just on a daily basis, there is something you can connect with at a deeper level,” Schnurr says. “I feel extremely proud to say that I am a part of our local community, and that is possible through Mattamy.” 

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Build dreams. Experience exciting possibilities. Belong to an extended family.

THIS IS OUR HOUSE

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( 2020 )

At Modern Niagara Group, there's a special recipe ny. “The company core values are family values. That’s what I fell in love with and that’s why we work so hard to preserve that culture. That’s what drew all of us here and keeps us here.” Preserving that culture comes down to the company’s core values and to its SMAC recipe. The SMAC (specific, methodical and consistent) recipe is a list of 11 things – “raise your hand and ask for help” is one – that everyone at the company is committed to doEMPLOYEES FROM MODERN NIAGARA AT A CALGARY STAMPEDE EVENT ing 100 per cent of the time. “We said, what are or as long as he can been a part of me that way forever.” the things we’ve done over the last 60 remember, Brad Flash forward — through summer years that have made this company McAninch could hardly jobs at Modern Niagara, an engineersuccessful?” McAninch explains. “We wait to work on a ing degree and working in American work at preserving that, and it’s very commercial job site. By general contracting firms – and the easy to preserve because people want younger McAninch is CEO of Modthe time he was almost 16, he got it to be preserved. Nothing makes me ern Niagara, now a national multihis chance, working as a labourer happier than hearing someone say, I trade construction company. “There – though only on residential jobs – wish I’d come here 10 years ago.” was a pull back both to Canada and cleaning up and digging trenches for Even though Modern Niagara has to Modern,” says McAninch of his pipes. It’s hardly a surprise that it offices across the country, energy 2001 decision to rejoin the compameant so much to him. After all, the solutions manager George Mikhael industry is practically in his blood. agrees that every local office feels like His father, John, had joined what a family environment, and employees’ Nothing makes me is now Modern Niagara Group Inc. commitment to both the company happier than hearing when it was a plumbing services shop and the industry is evident. someone say, I wish I'd in Ottawa in 1970 – three years beAnd that comes from the top fore his son was born. “Growing up, I down. “The CEO is very passionate come here 10 years ago. idolized my dad and knew that he did about energy and saving emissions –Brad McAninch something construction-related for a and being good stewards of the living,” says McAninch. “It’s kind of CEO environment,” says Mikhael. That

means creative energy solutions for the roughly 3,000 buildings Modern Niagara works on each year as well as help for employees on saving energy at home. In a pilot Energy Week in June, employees received points for each thing they did at home to conserve energy, with prizes for the winners. It was a big success and will likely be expanded next year. The company is also committed to its employees’ professional development, reimbursing them for upgrading courses or certifications related to their careers. Mentorship programs and opportunities to work in different roles help employees gain experience in other parts of the company. And, Mikhael adds, employees feel listened to and appreciated. Recently, staff filled out a survey on company benefits, and the company took the suggestions to heart by improving and expanding the benefit packages. “It’s great to work in an environment where the leadership group is listening to the employee and always trying to better the experience,” he says. “And there’s good recognition here. People are always happy to let you know how well you’re doing.” 

2,369

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLOYEES

YEARS, LONGESTSERVING EMPLOYEE

WEEKS MATERNITY & PARENTAL LEAVE TOPUP PAY

( 2020 )

NAV CANADA goes full throttle on peer support and promotion, agrees. “Being able to point co-workers in the right direction is a very satisfying experience,” she says. Employees are able to talk to a colleague who can provide support based on shared experience and in confidence. Peer support programs address mental health issues (Light the Way), substance addictions and critical-incident stress. In the Critical Incident Stress Management program, when an employee experiences a traumatic event that causes strong physical or emotional stress, they are put in contact with a peer who has been through NAV CANADA EMPLOYEES CATHERINE BOUCHER AND ALEXANDRE GRENIER a similar experience WITH PRESIDENT AND CEO NEIL WILSON (LEFT) AT A CHARITY FUNDRAISER to help them cope and recover. “We have a just culture at NAV CANADA,” says ment, both at work and in their adar identified, Wilson. “We don’t blame or ostracize – communities.” atmospheric distortion, we learn from mistakes.” The key to workplace enrichment squawk ident, timeAs a peer supporter, Henderat NAV CANADA is the growing based separation – for son has helped “light the way” for number of wellness and peer supNAV CANADA colleagues struggling with personal or employees, technical lingo is a mother port programs, which promote the family mental health challenges. For physical, psychological and financial tongue. It's all part of their dedicated example, as the mother of a son with well-being of employees (and their efforts to keep aircraft separated and ADHD, she supported a co-worker in families). safely crossing our skies. similar circumstances. She also helped “If you ask our employees about Based in Ottawa with sites around our peer support programs,” says Wil- a colleague who was transitioning the country, the privately run, back to work and experiencing physison, “they would – to a person – say non-profit corporation owns and cal and psychological challenges. they have been very effective.” operates Canada’s civil air naviNAV CANADA has recently introHeather Henderson, director, corgation system. It coordinates the duced a program called Thrive, which porate safety planning, performance safe, efficient movement of aircraft is a support and mentoring program in Canadian domestic airspace and for employees involved in training in international airspace assigned to We have a just culture at air traffic services. It has also impleCanadian air-traffic control. NAV CANADA. We don't mented a “financial wellness” program “We want employees who wish to blame or ostracize — we that advises participants on various be part of a world-leading organizalearn from mistakes. financial topics, like goal setting, tion,” says Neil Wilson, president and __ Neil Wilson retirement planning and investment. CEO. “We are committed to giving The organization helps employees President and CEO those people a supportive environ-

benefit their communities, too. In 2018-19, it supported more than 300 charities across the country. In September, it relaunched its charitable contributions program as NAV CANADA Cares. The employees annually identify the causes they wish to support and the employer matches their individual contributions. Managers also make allowance for staff to take time off work to volunteer with charities. Last year, a team of employees ran the 260-km Banff Jasper relay, raising $72,500 for the Brain Tumour Foundation of Canada. The organization sponsored golf tournaments last year in Gander, Montreal, Toronto and Vancouver. These events raised over $900,000 for Hope Air, a charity that provides Canadians in financial need with free travel to medical care far from home. In Ottawa, the major beneficiaries are the Children’s Hospital of Eastern Ontario and the Ottawa Hospital Foundation in support of cancer research. Says Henderson: “One of the great things about working for NAV CANADA is there are so many opportunities to make a difference, both inside and outside the company.” 

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( 2020 )

Nutrien believes in helping its people grow it comes to their own well-being, Nutrien provides staff with a comprehensive wellness program, including an on-site fitness centre at the company’s Saskatoon head office as well as its Calgary location. There they can enjoy a wide range of free services, from a dietitian consultation and wellness coach to yoga classes. On a corporate level, Nutrien directly supports not-for-profits in the more than 160 communities across Canada where its employees are located. In Saskatchewan, for example, Nutrien last year matched the first $500,000 in a NUTRIEN EMPLOYEES JOIN THE 'ROCK YOUR ROOTS' WALK province-wide food bank FOR RECONCILIATION IN SASKATOON, SK fundraiser. Corporate community engagement also includes a dedicated or the past five years, The company also matches employAboriginal strategy that focuses on whether outdoors in ee direct charitable contributions, up to the areas of hiring, education and spring, summer and fall $5,000 per year. Says Michael Webb, training, scholarships and internships, or indoors in winter, executive vice-president & chief procurement, and supplier support. Justin Stade has been human resources and administrative As well, Nutrien has invested some officer: “Our people know best where volunteering up to four nights a $20 million in Aboriginal commuthe needs are in the communities week – and some weekends – to nities as part of its overall efforts where they live and work. And if they coach soccer for little kids. “I love to support the important work of seeing people, and children, learn and are prepared to spend their own dollars, reconciliation. then the employer should as well.” grow,” says Stade, the Saskatoon“When we are contributing to the If they want to donate time for based senior manager, digital community, our employees feel proud transformation for Nutrien, one of the community work, Nutrien gives of where they work,” says Webb. world’s largest crop nutrient and retail them a day off with pay. And when Stade agrees. “The Nutrien name services organizations. appears everywhere you go,” he says. When we are contributing Nutrien encourages and celebrates “It’s pretty impressive.” to the community, our that sort of employee community For Stade, Nutrien’s charitable employees feel proud of engagement. Indeed, it calculates giving strategy is simply “evidence of the value of Stade’s commitment in where they work. how the company listens to its employorder to make an equivalent financial ees – it’s always open to new ideas.” — Michael Webb contribution to a charity of his choice. Even when it comes at a cost. A Executive Vice-President & “That’s just one example of how recent employee survey turned up Chief Human Resources and Nutrien supports what its employees recommendations for changes to some Administrative Officer care about,” he says. benefit programs. The company

responded positively. “Now, it’s more expensive for us,” says Webb, “but it’s money well spent.” He adds: “We know we’re not perfect; we make mistakes. And the only way to rectify those errors is through employee feedback. We really are keen on listening.” Last year, Stade asked for more responsibility at work. His bosses listened. He ended up with even more than he asked for – and a promotion. “Nutrien is focused on professional development, especially for people interested in excelling,” he says. In the past, Stade benefited from corporate-sponsored training and mentoring, both formal and informal, to develop his skills. But the best way to grow at Nutrien, he says, is being immersed in a corporate culture that is “exciting, challenging and purposeful.” Going forward, Nutrien’s mission is to ensure there is sufficient food to feed the almost 10 billion people expected to inhabit the planet by 2050. “If you want to help shape the future, this is the place for you,” says Webb. “Employees want a clear purpose and a noble goal, beyond a reliable pay cheque. We even offer the chance of an international posting. Nutrien has it all." 

5,734

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831

JOBS AVAILABLE LAST YEAR

39,492 43

JOB APPLICATIONS RECEIVED LAST YEAR AVERAGE AGE OF ALL EMPLOYEES

We’re honoured to be recognized as one of Canada’s Top 100 Employers

nutrien.com/careers

( 2020 )

Employee-owned PCL Construction builds the future program (almost 90 per cent of salaried staff). Virtually every employee is literally invested in the company’s success. “I’ve seen in other places where people will do their job and leave,” he says. “They don’t care if anyone else needs help. Here, everyone has a stake in my performance, as well as their own.” Like Virk, many employees first experience PCL’s spirit of teamwork on student work terms. The privately-held company offers over 600 placements a ALMOST 90% OF SALARIED STAFF AT EDMONTON-BASED PCL year for students from CONSTRUCTION OWN SHARES IN THEIR EMPLOYER more than 50 different post-secondary institutions across Canada. Virk has played important roles in business trip to the In essence, PCL Construction’s a wide variety of projects, includWorld of Concrete workplace culture is all about building ing a hospital in Kelowna, B.C., an last year helped careers, building projects and building addition to the Vancouver Aquarium, cement Amrit communities, says Mike Olsson, a waste-water treatment plant and a Virk’s dedication to vice-president of human resources Edmonton-based PCL Construction. large reservoir. and professional development. The truth is the company captured For a young civil engineer like “We feel it really is the responsibilVirk’s heart early on – during his two Virk, spending four days in Las Vegas ity of the company to create opporwork terms there as a co-op engineerat one of the world’s largest and cuttunities for growth and development ing student from the University of ting-edge construction trade shows through our projects, mentoring and British Columbia. Employee ownerwas like a trip to Disneyland – and training programs,” he says. ship at PCL makes all the difference, just another example of the amazing One of the company’s hallmark he explains. career growth he’s experienced at initiatives is its demanding E3 leadCompany profits are shared PCL. ership program, which is open to all annually among those participating “The fact that you’re always learnemployees through the PCL Leadin PCL’s employee share ownership ing is the most gratifying part,” says ership Academy. E3-100 focuses on the 29-year-old project superintendeveloping personal leadership qualiThe fact that you're dent in PCL’s Richmond, B.C. office. ties, E3-200 on the art and science of always learning is the “I can’t see myself going anywhere leading others, and E3-300 on leading most gratifying part. else and getting the kind of experithe business. Each segment takes a __ Amrit Virk ence I’ve gotten here.” year to complete. Project Superintendent Since joining PCL in mid-2012, Olsson says that PCL looks for

people who are ready to live out the spirit of ownership from day one. “They’re excited about building,” he adds. “They’re focused on learning, they’re focused on growing, and they’re focused on helping our colleagues and clients succeed.” At an employee-owned company like PCL, he explains, inclusion is a fundamental value. “We’re choosing to include everyone, and that means making sure everyone’s voice is heard.” A recent employee survey also highlighted how employees at PCL derive a huge amount of pride from the many hours and dollars they contribute to national and local charities. Every year, individual employees and the company as a whole donate more than $8 million to causes such as the Red Cross, the United Way, Habitat for Humanity and MS Bike. “But it’s not just the money, it’s the time,” says Olsson. “Our community work generates a strong sense of unity and pride because there is something really special in giving back and making a difference.” 

2,909

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22%

OF EMPLOYEES ARE UNDER 30

623

IN PCL'S CANADA STUDENT PROGRAM

STUDENTS BECAME FULL-TIME EMPLOYEES LAST YEAR

Watch us build at PCL.com

( 2020 )

Pembina empowers its people amid rapid growth Fewer layers help, among other things, to keep lines of communication open. Chen notes, for instance, that regular meetings with her supervisors provide support, feedback and positive suggestions for improvement. As well as mentoring, the supervisors ensure employees get the training they need to perform their current and future jobs. For Paul Murphy, senior vice president & corporate services officer, Pembina’s ongoing investment in its employees’ career development simply makes sense. “We realize that we will be continually changing into the foreseeable future,” he says. “A workforce with the right LAI CHEN, SENIOR MANAGER OF INTEGRATION, AT PEMBINA PIPELINE skills and training will CORPORATION help us thrive.” A variety of internal and external training here’s no shortage of provider that has served North Amerprograms are open to all employees. advice on how to get ica’s energy industry since 1954. At As well, Pembina reimburses the cost ahead in the workplace. a time when many Canadian energy of courses related to an employee’s Even so, the formula companies have experienced tough accountabilities. For Chen that meant that Lai Chen says times, Pembina has undergone rapid helping her achieve her Chartered has helped advance her career at growth through acquisitions and Professional Accountant (CPA) Pembina Pipeline Corporation may investment in capital projects. In the designation. strike some as unorthodox. last three years, its full-time workThe company also facilitates hands“Let the work speak for itself,” she force has nearly doubled. on experiential learning. In addition to says. “You don’t have to be a shameStill, Pembina’s culture remains internal rotations, multi-skilled work less self-promoter. If you deliver, it distinctive, says Chen. “Even though teams help employees broaden their will be noticed.” we’re growing so fast, Pembina is practical knowledge and learn from In nine years with Calgary-based determined to maintain its roots as those in other professions and trades. Pembina, Chen has held five posia family-style workplace,” she says. A well-structured leadership tions, furthering her understanding of “Management is not top-heavy, so it’s program extends professional develits various functions with each internal not hierarchical here.” opment opportunities from emergrotation and promotion. That knowling leaders on up. “Our year-long edge is clearly an asset in her current A workforce with the leadership cohort training has been role. As senior manager of integration, right skills and training very successful,” Murphy says. “We Chen is responsible for ensuring the will help us thrive. smooth amalgamation of Pembina’s continue to develop leadership capaci– Paul Murphy latest multi-billion-dollar acquisition. ty both with current and future leaders Pembina is a leading energy Senior Vice President & through ongoing coaching and worktransportation and midstream service shops offered throughout the year.” Corporate Services Officer

Dynamic growth. Dynamic people. Build your career with Pembina. Learn more at pembina.com/careers

Part of Pembina’s training and team-building opportunities includes showcasing its culture of caring. And in a period of rapid growth when people are working especially hard, maintaining Pembina’s core values is a top priority, says Murphy. This includes carrying on with its long tradition of giving back to the communities where Pembina employees live and work. In addition to being one of the top corporate donors to United Way in Calgary, Pembina supports employees in their own philanthropic efforts. This includes matching employee donations to an eligible registered charity. Pembina also uses its internal website to make it easy to find a wide range of volunteer opportunities and like-minded volunteers. That’s how Chen and 13 co-workers came together to spend a morning assembling furniture at a mental health facility, work that the facility manager said would otherwise have taken weeks with their limited staff. Her team benefitted as well, says Chen. “We had the opportunity to spend time with people from across Pembina that we might not have met otherwise,” she explains. “It was a bonding experience.” 

1,879 41 3 783

FULL-TIME STAFF IN CANADA YEARS, LONGESTSERVING EMPLOYEE WEEKS, STARTING VACATION ALLOWANCE CHARITIES HELPED LAST YEAR

( 2020 )

Rio Tinto mines the latest workplace trends is manager of operations and maintenance at the iron ore division’s port in Sept-Iles, Quebec, a position that came with fresh challenges. “I had some basic French when I first moved to SeptIles, but I had to throw myself into the position, be productive and learn the language at the same time,” says MacFarlane. Such opportunities are more the norm than the exception at Rio Tinto these days – in both traditional roles and exciting new research-intense fields like data science and artificial intelligence. AMY MACFARLANE (FAR RIGHT) AND RIO TINTO TEAM MEMBERS “In the past, metals and DISCUSS THE DAY'S PLAN ON SITE mining could be seen as extremely traditional,” says Maxime Savignac, the Montrealn the summer of 2005, Amy and throughout the family home. based vice-president human resources MacFarlane packed her “There are a lot of opportunities to with the company’s aluminum belongings into a Honda Civic grow within the business,” says Macbusiness. “But we have really evolved and left Halifax for the remote Farlane. “If you raise your hand and over the past decade.” mining town of Labrador City, want to take on more responsibility, The transition is evident in N.L. She had a degree in mechanical there’s always a positive response.” workplace policies and the workplace engineering from Dalhousie As a recent graduate, she served as itself at the company’s Montreal University and a position in the a team lead in charge of 40 mechangraduate development program at Rio ics, welders and electricians at the office, now a global hub supporting Tinto’s huge open pit Labrador City Labrador mine. She later progressed Rio Tinto’s operations around the iron ore mine. “As a young graduate from junior to senior to chief engineer world. “We moved three and a half coming out of school, it was a big within the Sept-Iles engineering years ago into a modern, LEEDchallenge,” says MacFarlane. department, which meant overseeing certified building,” says Savignac. And although far removed from her a team of her peers. Currently, she “We all have open-space workstations youth in small-town New Brunswick, and collaborative spaces as well. We If you raise your hand and MacFarlane has never regretted the aim to compete with the Googles want to take on more move. Rio Tinto is a big, diverse of the world in terms of working responsibility, there's company which produces aluminum, environment.” iron ore, titanium and diamonds from Employees in Montreal, who face always a positive response. sites in Labrador, Quebec, British commuting issues or childcare obli– Amy MacFarlane Columbia and the Northwest Terrigations, have the option of working Manager, Port Operations tories. Its materials can be found in remotely when necessary. “We’re smartphones, planes, cars, hospitals and Maintenance empowering our people to make sure

Engineering is full of growth opportunities for women willing to invest in a sustainable future for generations to come.” Gabrielle Milot, Process Coordinator You never know where a career at Rio Tinto will take you. riotinto.com/careers

they have control over what they have to deliver on,” he adds. Employee well-being is also a high priority at Rio Tinto. Those who work in Montreal enjoy subsidized gym memberships and have access to lunch-time yoga classes. Safety has always been the top priority at all sites, but more recently employee well-being has come to include mental health, among other things. “We have joint management-union well-being committees at all our sites,” says Savignac. “We tackle a range of issues that matter to employees, such as overtime within the blue-collar workforce. Or how do we improve the working conditions?” Rio Tinto has a well-developed talent management program that includes onboarding and career planning. Managers are also encouraged to provide continuous feedback to their employees rather than relying solely on annual performance reviews. Mentoring tends to be informal, but it proved beneficial to MacFarlane. “One of our senior leaders took me under his wing,” she says. “He always told me ‘Think things through. If you’re clear on why you made a decision, I’ll always support you.’ And he always did.”  STAFF 10,581 FULL-TIME IN CANADA

1,057 50 3

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( 2020 )

Rogers Communications powers up employee engagement began in the 1920s with a single Toronto radio station has advanced into nationwide wireless communications, cable television, telephone, Internet connectivity, along with significant media assets. The passion, energy and vision of its entrepreneurial leader continue to inspire the company, while its culture has evolved to reflect the needs of its customers and its 26,000 across the country. “When Ted was here everything was implicit,” says Reid, who joined the company in 2011. “Without his EMPLOYEES AT ROGERS COMMUNICATIONS CHATTING IN THE RADIO CAFÉ presence, we needed to come back to our core purpose and values and define antiago Castro takes about two critical values at Rogers. who we are and what we stand for.” 30 minutes to ride his “We’re on a mission to deliver an “We had to create an overall archibike to work at Rogers experience for our customers,” says tecture for change. The first step in Communications in the company’s chief human resources this exercise was determining what not downtown Toronto. officer, Jim Reid, “and we do this by to change, identifying those elements When he gets there, he joins a team connecting them to the moments and that are foundational to our success, of web designers, project managers people that matter most in their lives, five, 10 and even 50 years out.” and developers who turn their full every single day.” The company’s strategy, priorities attention to creating rewarding Since the death of Ted Rogers in and culture had to change, as well, to interactions between the company 2008, the company that his father adapt to changing customer needs. and visitors to its website, “One of the things I value most is Rogers.com. teamwork,” says Castro, who grew “We ask, how will it look? How My team trusts me. I up in Colombia and graduated with a will it feel? How will it help our have an influence on bachelor’s degree in human-centred customers fulfill their needs?” says what we do, and I get design from the University of the AnCastro, a visual designer at Rogers. feedback. It helps me to des before moving to Canada in 2017. “We’re always brainstorming to see have a voice in my work. Through judicious networking, what works, what doesn’t – always trying to understand what works best Castro joined Rogers in the fall of – Santiago Castro for our customers.” 2018 when the company needed a Visual Designer, User The focus by Castro and his teamvisual designer in the user experience mates on the customer reflects at least team. Experience & Designer

“I work here with great people,” he says. “The team trusts me. I have an influence on what we do, and I get feedback. It helps me to have a voice in my work.” Castro’s enthusiasm validates the approach taken by Reid and the company’s C-suite executives to develop a high-performing corporate culture at Rogers. The results are apparent. In the last five years, for example, the company’s employee engagement metric has risen steadily, hitting 85 per cent last year. Supported by the focus and commitment of employees like Castro, Rogers has attracted more than 10 million customers in Canada. “We have a team that’s going places and that starts with our people,” says Reid. “If you join Rogers, our commitment to you is that every day you can play to your strengths and passions. We will get behind you and your development and help you build a rewarding career with us.” All of which confirms Reid’s philosophy of management: “Get the culture right, you’ll get the customer experience right, and the financial results will follow.” 

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Together, we make more possible. See why we’re one of Canada’s Top 100 Employers for the 7th year in a row at jobs.rogers.com

( 2020 )

Building a future-ready workforce at RBC employees to respond. “We are building a future-ready workforce,” says Leona McCharles, vice president, workforce strategy and enablement. “New tools and technologies like automation and artificial intelligence are transforming the workplace, but they’re also creating new opportunities. We’re helping employees build new skills and capabilities with an emphasis on continuous, life-long learning.” The speed of change will impact different workers in different ways. But odds are that no matter their career path, all employees will need digital literacy skills at some point. McCharles cites the example of RBC’s recruiters LEONA MCCHARLES (LEFT) WORKING WITH A GROUP OF EMPLOYEES who use artificial intelliAT RBC’S TORONTO OFFICES gence to scan 2,000 resumes in an hour, a labour-intensive chore that formerly would have ince graduating from world for me – the tech side of HR. slowed down the hiring process. university five years ago I’m not only building and developing By turning data into valuable inwith a degree in economics, applications, I’m building my career.” formation, recruiters now have more Karishma Alam has worked Being agile and adaptable are her way into three very clearly assets in a world of work that is time to focus on the applicants themselves, McCharles adds. It’s a holistic different jobs. The career-enhancing constantly changing in unpredictable approach where the human touch and moves, however, did not require a ways. With teams like OMNI using tech skills complement one another. change of address. Alam has been design thinking and agile methodoloThat’s why foundational skills will with RBC all along. gies to identify business problems and always be important, she notes. RBC She even stayed within the same create solutions that can reach clients looks for people who think creatively department. Alam followed up an enfaster than ever before, RBC is on and critically and are good communitry-level coordinator’s position in HR the leading edge of the technological cators. The bank also wants people to with a stint as a recruitment analyst. revolution - and in how it is helping be empathetic and strong collaborators. Given her educational background, “We can teach people new tech that seemed like a logical progression, New tools and technologies skills as the technology changes,” says she says. like automation and McCharles. “Foundational skills repSo she was surprised when she artificial intelligence resent a set of values and behaviours was tapped for promotion to product are transforming the that employees can rely on throughmanager. “As a numbers person I unworkplace, but they're also out their careers.” derstood the need for analyzing data, creating new opportunities. RBCx is one of several initiatives but I didn’t know a role like ‘product that illustrates how RBC is reinventmanager’ even existed within HR,” – Leona McCharles ing tools and training techniques. says Alam. Vice President, Workforce Strategy and Enablement For nine intensive weeks, employees “This has opened up a whole new

throughout Canada step out of their day jobs to form a cross-functional team tasked with solving a real problem facing RBC. As participants collaborate, they are exposed to diversity of thought and quickly build new skills, says McCharles. Becoming familiar with colleagues in other disciplines can also introduce them to new careers and opportunities they might not have considered otherwise, she adds. Moreover, RBC has adopted many of the solutions the participants brought forward. Then there’s Spark!, an online gig platform designed to enable employees to connect and work on projects that may normally be outside their job description. For example, a team that needs a new logo may get help from someone in another department who no one realized had graphic design skills. Among other responsibilities, Alam now oversees Spark! She’s thrilled that hundreds of employees have found help from someone down the hall – or in an RBC office across the globe. Aside from increased efficiency, she sees another very tangible benefit: “People are bringing their whole selves to work.” 

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23,448

JOBS AVAILABLE LAST YEAR

37%

OF PAST YEAR'S HIRES WERE INTERNAL CANDIDATES

93%

OF EMPLOYEES BELIEVE THEY'LL LEARN NEW SKILLS AS JOB CHANGES

We’re proud to be recognized as one of Canada’s Top 100 Employers. For more than 150 years, RBC has been at the centre of people’s lives, making a difference for our clients and communities. Imagine what comes next at jobs.rbc.com

( 2020 )

RSA Canada has lots of BWOW - better ways of working tivity have improved. RSA Canada is dedicated to creating a workplace culture that is supportive, diverse, and inclusive – knowing that happy employees will extend that same level of care to customers. As part of its diversity and inclusion initiative, it is actively working to promote more women, LGBTQ+, minority and disabled employees into positions of leadership. Currently, 42 per cent of senior managers are women. The senior executive team set the 2020 diversity and inclusion targets and reports on progress quarterly to its entire Canadian staff. RSA EMPLOYEES WITH MUSICIAN ALAN DOYLE (IN LEATHER “Being inclusive and JACKET) KICKING OFF A FUNDRAISER FOR MENTAL HEALTH supportive really allows employees to come to t could have been a business The company has created the tech- work and be their best selves,” says disaster. Just over a year nological infrastructure to enable staff Ince. “That’s a real focus for us, and ago, RSA Canada moved its members to work from home, while it’s vital to a successful organization.” Ontario regional office from remaining completely connected to RSA Canada is also working to southwest Mississauga, just RSA Canada’s core computer and promote employee mental health telecommunications systems, their west of Toronto, to a location less through its Not Myself Today procolleagues and customers. Fully 60 accessible by transit on the outskirts gram, which aims to raise awareness per cent of its personal underwriting of the suburb. through special events and other team members now work from home “We were really concerned when measures. In addition, employees are on a full-or part-time basis. As a rewe were planning the move that we supported with one of the best benefit sult, both staff retention and producwere at risk of losing a lot of our programs in the industry. very experienced underwriters,” says Vacation time starts at three weeks Being inclusive and Donna Ince, senior vice-president of annually, plus 10 personal days. Emsupportive really allows personal insurance for the venerable, ployees are entitled to two volunteer employees to come to U.K.-based insurance firm, which has days a year to help a charity of their work and be their best operated in Canada since 1833. choice, and two development days To help retain its prized talent, selves. That's a real focus to contribute to ongoing professional RSA Canada introduced its BWOW development. The firm also subsidizes for us, and it's vital to a program – a catchy acronym for Better tuition for work-related education to successful organization. Ways of Working. “What that means,” an annual total of $4,500. – Donna Ince For Alistair Taylor, one of the most explains Ince, “is that employees can Senior Vice-President meaningful signs of the company’s determine how they want to work and concern for employees came during where they want to work.” of Personal Insurance

RSA Canada is proud to be recognized as one of Canada’s Top 100 Employers. Thanks to our employees, we are making things better together every day for our customers. Learn more @ rsagroup.ca/careers

a dinner last year. The insights and continuous improvement partner with RSA Canada’s Johnson Insurance division in St. John’s, Nfld., found himself sitting with senior executives who were on a site visit to the St. John’s office. Discreetly and almost unnoticed, the executive sitting next to him turned Taylor’s name card outwards so the other senior leaders at the table could see his name. “I only realized afterwards what she had done,” says Taylor, 30. “That kind of support and caring for employees, our customers and communities – it's at a very individual level here, and that’s what makes me most proud to work here.” As a new dad, Taylor says he particularly appreciates RSA Canada’s emphasis on work-life balance, the importance of family, and its excellent health and dental benefits. On a professional level, he adds, he’s inspired by the company’s commitment to continuous improvement and serving customers. “Almost every company has a charter of values they put on paper,” observes Taylor. “But the way RSA puts its values into action is unparallelled to any organization I’ve encountered before.” 

2,787 17 3 52%

FULL-TIME STAFF IN CANADA WEEKS, MATERNITY LEAVE TOP-UP PAY WEEKS, STARTING VACATION ALLOWANCE OF MANAGERS ARE WOMEN

( 2020 )

TD empowers its colleagues to adapt and succeed align with their goals and aspirations. What’s good for them is good for us as a business.” Ashley Greenberg is making the most of TD’s readiness to support her own distinctive career journey, which began in 2010 when she joined the bank as a customer service representative in a Toronto branch, developing into the role of manager, customer service. “In the branch world there are so many ways to get involved – opportunities to talk to people at any level, to reach out to others and find out what’s going on in the organization,” she says. A turning point AT TD BANK, TRAINING AND DEVELOPMENT ALSO TAKES PLACE IN came in 2015 when REAL TIME FOR LIFELONG CONTINUOUS LEARNING she left the bank to satisfy an urge to see the world. After leading tourist n a world of rapid and complex of support available to our colexcursions in Europe, she returned to change, the nature of work is leagues, both through formal training Toronto in 2017 and started learning constantly evolving and career opportunities and our comprehensive new skills as an agent in TD’s loss paths may take unexpected self-directed learning offerings. These prevention department. turns. That’s why TD Bank resources allow our colleagues to truly “I always knew I’d come back to own their careers and learn in a way supports lifelong learning and career TD because it felt like home,” she that best suits them. development for all its employees, says. “I think my experience leading “We support them to grow in their says Kenn Lalonde, executive vice trips made me a better employee, and roles and make career moves that president, human resources. when I rejoined the bank, I made sure “Preparing for the future through I was carving out the career path I continual upskilling has become the We want our people to wanted. I was lucky that TD encournew normal,” he says. “We want ages this way of thinking.” feel ready for potential our people to feel ready for potential When she expressed an interest in shifts in their careers and shifts in their careers and confident taking on a more educational role, confident in their ability in their ability to succeed. Building a Greenberg’s managers encouraged her to succeed. Building culture of lifelong learning is critical. to begin coaching and mentoring new We encourage our colleagues to stay hires. This experience was a catalyst a culture of lifelong curious – to continuously evolve their to gain new skills in preparation for her learning is critical. skill sets and explore their interests. current role as a learning and develop“Everyone is on their own personal – Kenn Lalonde ment facilitator at TD’s new contact journey,” Lalonde continues. “At Executive Vice President, centre in Moncton, N.B. Since JanuTD, we have an incredible amount ary 2019, she has been training newly Human Resources

TD is proud to be one of Canada’s Top 100 Employers.

hired employees in the telephone banking and credit card channels. Meanwhile, to equip herself for future career changes, she’s pursuing her MBA at the University of Fredericton. “We share a responsibility with our colleagues to help them develop the skills, know-how and capabilities needed to excel today and prepare for tomorrow,” Lalonde says. “We empower colleagues through on-thejob learning as well as tools such as TD Thrive, our personalized learning and development platform, which is helping us revolutionize our approach to learning at the bank.” Using TD Thrive at work, at home or on their mobile devices, employees can engage in continuous learning with curated content that is directly aligned with self-identified areas of interest and development. “At TD, our unique and inclusive culture is what makes us special,” says Lalonde. “We recognize that as the type of work changes across many industries, supporting lifelong learning and career development is an important differentiator for great organizations. And TD is a great organization.” 

52,060

FULL-TIME STAFF IN CANADA

11,164

EXTERNALLY POSTED ROLES LAST YEAR

$91.7

MILLION INVESTED IN EMPLOYEE TRAINING LAST YEAR

2.3

MILLION ONLINE TRAINING COURSES COMPLETED ANNUALLY

( 2020 )

TELUS connects with leaders at every level exciting challenges.” Continuous leadership development is a high priority for TELUS at all levels of the organization, says Sandy McIntosh, executive vice-president, people and culture, and chief human resources officer. “As well as programs for emerging or high-potential leaders, we make a significant investment in our most senior leaders – vice-president and above – every 18 months to two years for learning and leadership development,” she says. “Our last senior leadership development forum was on-site at Harvard. It was so successful we adapted it for directors, TELUS DAYS OF GIVING, TELUS’ SIGNATURE GLOBAL VOLUNTEER MOVEMENT, and then again for our ALLOWS TEAM MEMBERS TO ACTIVATE VOLUNTEERISM AND CHARITABLE managers across the GIVING IN THEIR COMMUNITY. country. Having shared learnings and alignment cascade throughout the organization n 2011, when Alessia Yaworsky is now senior project is very powerful for the culture and Yaworsky graduated from the manager, corporate citizenship and sustainment of the concepts.” University of British Columbia communications, at the company’s In another initiative launched over with a bachelor of commerce Vancouver headquarters, part of what a decade ago, the company rotated all degree majoring in marketing, she calls “a small but mighty team of its senior leaders, and then all direcshe was unsure where it would five” people responsible for govertors and managers, through the front take her. She applied for several nance of corporate citizenship and lines of the business to experience positions in various industries before communications across TELUS. interactions with customers for a day. accepting an offer with the leadership “When I think about my career “The response was amazing,” says development program at TELUS progression, it has been organic and McIntosh. “It was a tremendous Communications. Eight years later, fast-paced,” she says. “There’s real she has no regrets. flexibility here to move about, discov- learning experience for all our team “The real appeal for me was the er your passion and advance rapidly. members and senior leaders. Our flexibility the program provided to I’ve had amazing opportunities and front-line team member engagement explore potential career paths,” she I’m constantly working on new, scores increased significantly the next says. “It was super-interesting – we few years. This practice still exists There's real flexibility here to rotated through different departthroughout the organization and move about, discover your ments, starting in a call centre, which across our onboarding process, as our passion and advance rapidly. was a very valuable experience. It priority continues to be putting our wasn’t long before I knew where I team members and customers first. – Alessia Yaworsky wanted to be, and I started working “Innovation is at the core of Senior Project Manager, my way up in the internal communieverything we do,” she adds, citing Corporate Citizenship and cations department.” the company’s Work Styles program, Communications

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a flexible work-from-home initiative that allows employees to work when and where they will be most effective. “This was a progressive concept when we introduced it 13 years ago but we knew the future of work was changing and were committed to our sustainability goals of reducing our carbon emissions. We continue to shape how Canadians work in a way that allows them to bring their best self to work.” Yaworsky enjoys the flexibility of Work Styles and also likes the company’s attention to mental well-being in the workplace. For instance, this year TELUS increased its mental health-related benefits for team members from $1,500 to $5,000 annually. “We’re a social purpose leader,” McIntosh says. “Our company, in partnership with our team members, is addressing health, education, environmental and social inequities. We’ve contributed $1.2 billion in value globally through financial support and volunteerism since 2000. “This is one of the ways our amazing people set us apart. They’re committed, talented and customer-focused – and that makes TELUS a very attractive and rewarding place to work, for those just starting out their careers or at any level of the organization.” 

25,983

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLOYEES

YEARS, LONGESTSERVING EMPLOYEE

$150M

TOTAL CHARITABLE DONATIONS LAST YEAR

Happy employees have 31% higher productivity!* As leading organizations make employee happiness a top priority; we are here to support them! WorkPerks®, our exclusively designed discount program, will enrich your employee’s lifestyle and extend their experience beyond the workplace. Talk to us today about how we can help create a happy workplace.

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* Achor, Shawn. “The Happiness Dividend.” Harvard Business Review, 23 June 2011.

productive

( 2020 )

Tell us your story If you are an exceptional employer with progressive human resources programs and initiatives, consider applying for next year’s edition of Canada’s Top 100 Employers. Now entering its 21st year, our project is the nation’s longestrunning and best-known editorial competition for employers. For more information on next year's application process, visit: CanadasTop100.com/2021 Applications for our 2021 competition will be released in February and must be returned by April.

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