Manitoba's Top Employers (2024)

CO-PUBLISHED BY

INTRODUCTION:

The province’s top employers are thriving

4

LIST OF WINNERS: Manitoba’s Top Employers (2024)

6

METHODOLOGY:

How this year’s winners were chosen 10

I.MCCAUSLAND/U.MANITOBA

q Academic advisors at the University of Manitoba , which offers top-up for new moms and onsite daycare.

MANITOBA'S TOP EMPLOYERS

2024 MAGAZINE

Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung, EDITOR

Chantel Watkins, ASSISTANT EDITOR

Juliane Fung, RESEARCH EDITOR

Sonja Verpoort, RESEARCH ASSISTANT

Cypress Weston, RESEARCH ASSISTANT

Advertising Team:

Kristen Chow, MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe, MANAGER, PUBLISHING

Chariemagne Kuizon, JUNIOR COORDINATOR

Vishnusha Kirupananthan, SENIOR BRANDING & GRAPHIC DESIGNER

Sabrina Wu, SENIOR CONTENT & PUBLISHING SPECIALIST

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman

Brian Bethune

Deborah Bourk

Abigail Cukier

Mary Dickie

Jane Doucet

Patricia Hluchy

D’Arcy Jenish

Diane C. Jermyn

Sara King-Abadi

©

Once again this year, Manitoba finds itself in the enviable position of having the lowest unemployment rate of any province in Canada. At just 4.5%, the province is creating jobs faster than there are job-seekers to take up the available positions. Even with record migration into Manitoba, the number of job postings going unfilled continues to climb. The province’s highly diversified economy is, without a doubt, one of the strongest in Canada.

Canada will have the oldest population in the hemisphere.† Think about that for a moment: the number of working-age Canadians will decline over the next 26 years to such an extent that many economic activities we now take for granted will no longer be possible. There simply won’t be enough people entering the workforce.

Allison Lawlor

Tom Mason

Michael McCullough

Rick McGinnis

Kelsey Rolfe

Diane Sims

Nora Underwood

Barbara Wickens

Barb Wilkinson

Yet despite the good economic news, there’s a looming statistic that casts a shadow over the province’s economic prospects more than any other: Manitoba’s workforce is ageing rapidly. Although the province has the youngest population of any Canadian province, the proportion of residents aged 65 years or older is expected to increase by a whopping 49.8% by 2043. This means that, like the rest of Canada, there will be increasingly fewer residents of working age to take up available positions.

For many readers, it comes as a surprise that, despite historically high levels of immigration, Canada is running out of people of working age. Even with Manitoba’s recent expansion of its Provincial Nominee Program to attract more immigrants, there aren’t nearly enough entrants to the province’s workforce to offset the number of residents who are retiring or otherwise leaving.

Many readers are surprised to learn that by 2050,

For employers in Manitoba, this means that the competition for employees will continue to grow stronger. Attracting and retaining staff will become essential not just to ensure that businesses will grow, but just to make sure they can continue to operate.

The winners of this year’s Manitoba's Top Employers competition are already ahead of their peers in creating progressive workplaces with forward-thinking human resources policies. This year’s announcement magazine shines a light on how the province’s best employers are succeeding in attracting and retaining the talented employees they need.

Other employers in Manitoba would do well to pay close attention to these programs and initiatives. Increasingly, it will become difficult for them to attract and enough staff to continue their operations, let alone thrive and prosper.

– Tony Meehan

 Although Manitoba has the lowest unemployment rate of any Canadian province, employers need to prepare for the day when there won’t be nearly enough working-age residents of the province.

Introduction

It’s a welcoming province – just consider that “Friendly Manitoba” is engraved right on the licence plates – where big-city culture meets small-town friendliness and curling rivals hockey for popularity. It’s also a place where well-managed businesses thrive, given its wealth of natural resources, a well-educated, multi-cultural workforce and strategic location in the

heart of North America.

So it’s no surprise that Manitoba’s Top Employers 2024, selected by Mediacorp Canada Inc., are exceptional organizations, recognized for their progressive workplace initiatives and best practices. Looking at the winners, what stands out for Richard Yerema, executive editor at Mediacorp, is their remarkable stability along with a steady rate of growth.

“Year over year, it’s a very calm picture with companies evolving at a nice pace,” says Yerema. “There’s a quiet confidence that comes with that. On the employment side, you can be in any profession and find something here for you – it’s that diverse in terms of its economics.”

Manitoba’s rich diversity of industry ranges from high-tech manufacturing to finance, insurance, health care, education

and its popular credit unions. Add in the perks and policies offered by this year’s winners, such as flexible work options, continuous learning and generous parental leave top-ups, and you’ll find employers that are competitive with leading companies nationwide.

For instance, Turning Leaf Community Support Services, a non-profit organization providing crisis intervention and

 Manitoba Public Insurance supports birth mothers with generous maternity and parental leave top-up payments, to 93 per cent of salary for up to 31 weeks.

INTRODUCTION

treatment services for vulnerable people, offers competitive wages, a healthy benefits package and a strong focus on opportunities for growth and development.

“We’re constantly growing so there’s plenty of room for growth internally,” says Andrea Whittle, recruitment manager at Turning Leaf. “We prefer to look internally first to fill all our vacancies before searching externally. If people need to increase their skill set, we have a full training department, including internal courses for leadership.”

Whittle describes the organization’s culture as “very person-centered”, not only for participants enrolled in their programs, but for employees as well. That helped the organization manage the challenges of working throughout the pandemic and adapting to a post-pandemic environment.

“We already had a very strong culture, so the pandemic just made us more adaptable and resilient with all the changes,” says Whittle. “We even grew by 50 per cent in our Intensive Home Supports program. Early on, we gave tablets and cell phones to our community participants so we didn’t lose our connection with them and did social events online with staff to stay connected that way as well.

“Our current flexible arrangements are working out very well for employees,” she continues. “The flexibility increases morale and allows those with families and personal commitments to find more of a work-life balance. But for the most part, we try to do as much as we can in person to make that personal connection.”

With a vision focused on helping farmers succeed, the community for Canadian Canola Growers Association (CCGA) extends beyond Manitoba. For four decades, the organization has helped Western Canadian farmers better market their farm commodities and support the working capital needs of their farms by providing farmers access to cash advances. In addition, the association’s work in policy development and advocacy affects positive change in seven key policy areas affecting Canada’s 43,000 canola farmers.

“Agriculture is a very big part of Manitoba’s economy and our people are proud to be part of this vibrant sector,” says Larysa Motruk, vice president, human resources at CCGA. “Our new recruits are really inspired by what we do and how we show we care. As a relatively small

organization, we are creative in how we offer learning and career opportunities, and people appreciate that.”

When the pandemic hit, the organization had to quickly adjust to remote work – something its teams hadn’t done before. Today, CCGA has a hybrid policy, with employees working three days in the office and two at home, with flexible options.

“Adapting to hybrid work is a learning process and we continue to make adjustments to adapt to the business and employee needs,” says Motruk. “That may take some time to figure out – it might be completely different two or three years down the road. The key is to listen to what your employees are looking for and how that can work for the business, and then how we can merge those two things so we all benefit from it.”

Whatever tomorrow brings, it’s a fair observation that Manitoba’s Top Employers will still thrive. As Yerema notes, “provinces like Manitoba that are more community-oriented have fared much better in terms of the pandemic. It’s very hard to damage a solid community easily.”

– Diane Jermyn

 Turning Leaf Community Services offers a variety of flexible working options, including hybrid, flexible hours and 35-hour work weeks.

q Boeing employees celebrate long-service milestones at a special reception at the Assiniboine Park Zoo in Winnipeg.

202 4 WINNERS

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

ABORIGINAL PEOPLES

TELEVISION NETWORK INC.

/ APTN, Winnipeg. Television broadcasting; 145 employees. Offers a northern living allowance for employees living and working in the north and helps employees save through a defined contribution pension plan.

ACCESS CREDIT UNION LIMITED, Stanley. Credit unions; 701 employees. Offers a full suite of financial benefits,

including a defined contribution pension plan, year-end bonuses, and preferred mortgage and loan rates.

ARCTIC CO-OPERATIVES LIMITED, Winnipeg. Community co-operatives; 129 employees. Encourages employees to help recruit new candidates with generous new employee referral bonuses, up to $5,000 depending on the position.

ARTIS REIT, Winnipeg. Real estate investment trusts; 141 employees. Employee wellness committee organizes a healthy workplace month in the fall with wellness challenges and lunch and learns

on a range of health topics.

ASSINIBOINE CREDIT UNION LTD., Winnipeg. Credit unions; 486 employees. Supports its younger employees through an emerging leaders committee that arranges mentoring, career planning and leadership development programs.

BOEING CANADA OPERATIONS LTD., Winnipeg. Aircraft equipment manufacturing; 1,560 employees. Supports ongoing employee development with tuition subsidies and helps employees launch their careers through apprenticeships,

paid internships and mentoring.

CALM AIR INTERNATIONAL

LP, Winnipeg. Air transportation; 455 employees. Helps employees prepare for life after work with retirement planning assistance services and a defined contribution pension plan.

CANADA LIFE ASSURANCE COMPANY, THE, Winnipeg. Direct life insurance carriers; 10,982 employees. Manages a community volunteer grant program that encourages employee volunteerism with charitable donations where employees

 Staff at the Winnipeg head office of payroll software maker Payworks , one of this year's winners.

2024 WINNERS

volunteer their time.

CANADIAN CANOLA GROWERS ASSOCIATION, Winnipeg. Business associations; 83 employees. Supports its new parents with maternity and parental leave top-up payments, up to 90 per cent of their salary, along with a phased-in return to work option.

CARDINAL CAPITAL MANAGEMENT INC., Winnipeg. Investment management services; 82 employees. Offers generous referral bonuses when employees successfully help to recruit a new candidate, up to $2,000 depending on the position.

EMERGENT BIOSOLUTIONS CANADA INC., Winnipeg. Pharmaceutical manufacturing; 400 employees. Lets employees share in the company's financial successes through year-end bonus and stock option programs.

FUSION CREDIT UNION

LIMITED, Hamiota. Credit unions; 148 employees. Along with maternity leave top-up payments for six weeks, new parents have the option to extend their parental leave into an unpaid leave of absence.

IGM FINANCIAL INC., Winnipeg. Financial services; 4,018 employees. Encourages employees to become recruiters for the company with generous new employee referral bonuses, from $500 to $2,000 depending on the position.

JOHNSTON GROUP INC., Winnipeg. Insurance and group benefits; 336 employees. Offers generous mental health practitioner coverage as part of the health benefits plan, up to $2,500 annually.

MANITOBA BLUE CROSS, Winnipeg. Insurance and group benefits; 314 employees. Head office employees enjoy free access to an onsite fitness facility along with a lounge where employees can shoot a game of pool or play foosball.

MANITOBA HYDRO, Winnipeg. Hydroelectric power generation; 4,950 employees. Helps employees plan for life after work with retirement planning assistance services and offers the security of a defined benefit pension plan.

 APTN helps employees save for the future with a defined contribution pension plan.

 The senior leadership team at Arctic Co-operatives in Winnipeg.

PHOTOS (CLOCKWISE FROM TOP):

1. Cardinal Capital Management offers generous referral bonuses when employees successfully help to recruit a new candidate.

2. Manitoba Hydro helps employees plan for life after work with retirement planning assistance.

3. The benefit plan at Winnipegbased insurance provider Johnston Group includes generous mental health practitioner coverage.

JOHNSTON GROUP

MANITOBA HYDRO

2024 WINNERS Continued

MANITOBA PUBLIC INSURANCE, Winnipeg. Direct property and casualty insurance carriers; 2,045 employees. Supports birth mothers with generous maternity and parental leave top-up payments, to 93 per cent of salary for up to 31 weeks.

PAYWORKS INC., Winnipeg. Payroll services; 445 employees. Employees are encouraged to keep fit with an onsite fitness facility complete with regular yoga and Zumba classes.

RED RIVER CO-OP, Winnipeg. Grocery retail co-operatives; 287 employees. Encourages employees to recruit their friends though generous new employee referral bonuses, from $350 to $2,000 depending on the position.

RIVERVIEW HEALTH CENTRE INC., Winnipeg. Rehabilitation and long-term care; 243 employees. Offers subsidized memberships to an onsite fitness facility that includes monthly 30-minute massage therapy sessions.

ROQUETTE CANADA LTD., Portage la Prairie. Plant-based protein manufacturing; 130 employees. Encourages healthy snacking at the head office through a free healthy snack program that includes fresh fruit, protein shakes, yogurt and more.

ST.AMANT INC., Winnipeg. Child and youth services; 729 employees. Helps employees plan for a secure retirement with contributions to a defined benefit pension plan.

STANDARDAERO LTD., Winnipeg. Aircraft engine maintenance services; 1,780 employees. Supports ongoing employee development through generous tuition subsidies for courses at outside academic institutions, to $5,250 annually.

ST. JOHN'S-RAVENSCOURT SCHOOL, Winnipeg. Elementary and secondary schools; 145 employees. Supports new moms with maternity and parental leave top-up payments to 90 per cent of salary for 27 weeks.

TRANSCONA ROOFING LTD., Winnipeg. Roofing contractors; 65 employees. Offers employees three weeks of paid starting vacation along with a holiday shutdown between the Christmas and New Year's holidays.

 Through a business partnership, Payworks employees have free access to accountants, lawyers and other experts to provide professional advice.

 St. John's-Ravenscourt School helps employees plan ahead with retirement planning assistance and a defined benefit pension plan.

SJ-RAVENSCOURT

2024 WINNERS Continued

TRUE NORTH SPORTS + ENTERTAINMENT, Winnipeg. Sports and entertainment; 291 employees. Employees enjoy an active social calendar that includes a “learn to play hockey” program and an annual 3-on-3 hockey tournament.

TURNING LEAF COMMUNITY SUPPORT SERVICES INC., Winnipeg. Community support services; 356 employees. Helps employees balance their day-to-day responsibilities with a variety of flexible working options, including hybrid, flexible hours and 35-hour work weeks.

UNIVERSITÉ DE SAINTBONIFACE, Winnipeg. Post secondary schools, university; 219 employees. Employees enjoy numerous places to reset and unwind across the campus, from religious observance spaces and a student lounge to fitness facilities.

UNIVERSITY COLLEGE OF THE NORTH, The Pas. Post secondary schools, university; 291 employees. Along with full tuition subsidies for job-related programs, employees may apply for extended education leaves of absence.

UNIVERSITY OF MANITOBA, Winnipeg. Post secondary schools, university; 5,149 employees. Supports its new moms with maternity and parental leave top-up payments to 95 per cent of salary for 35 weeks and offers onsite

METHODOLOGY:

Fdaycare options when they return.

VIDIR SOLUTIONS, INC., Arborg. Storage systems; 234 employees. Offers generous referral bonuses when employees successfully help to recruit a new candidate, to $1,000 depending on the position.

WAWANESA MUTUAL INSURANCE CO., Winnipeg. Insurance; 3,379 employees. Supports employees through a number of in-house mental health initiatives along with a dedicated mental health benefit as part the health plan, up to $2,500 annually.

WESTOBA CREDIT UNION LTD., Brandon. Credit unions; 210 employees. Helps employees save through a defined contribution pension plan and retiring employees may be able to transition slowly with phased-in work options.

WINNIPEG AIRPORTS AUTHORITY INC., Winnipeg. Airport operations; 226 employees. Ensures employees can do their best work with free access to an onsite fitness facility and a wide range of options in the airport's food court.

WORKERS COMPENSATION BOARD OF MANITOBA, Winnipeg. Workplace health and safety programs; 598 employees. Helps employees balance their work and personal schedules through an earned days-off program that lets employees earn up to two days off each month.

– Richard Yerema & Kristina Leung

or the Manitoba's Top Employers competition, employers are evaluated by the editors of Canada's Top 100 Employers using the same eight criteria as the national competition: (1) Workplace; (2) Work Atmosphere & Social; (3) Health, Financial & Family Benefits; (4) Vacation & Time Off; (5) Employee Communications; (6) Performance Management; (7) Training & Skills Development; and (8) Community Involvement. Employers are compared to other organizations in their field to determine which offers the most progressive and forward-thinking programs.

Any employer with its head office or principal place of business in Manitoba may apply for this competition. Employers of any size may apply, whether private or public sector.

– Diane Jermyn

 Turning Leaf Community Support Services works in partnership with Indigenous communities in the spirit of reconciliation. This tipi was built for one of the organization's cultural events, led by the Elder at Turning Leaf.

3. Wawanesa Insurance employees at a United Way Winnipeg event to kick off the charity's annual fundraising campaign.

PHOTOS (CLOCKWISE FROM TOP):

1. There are numerous places to rest, unwind and connect across the Winnipeg campus of Université de Saint-Boniface .

2. A project coordinator reviews a drawing at Winnipeg Airports Authority.

Access Credit Union banks on committed employees

Since joining Access Credit Union four years ago as an assistant branch manager, Sukki Brar has been promoted to a managing partner, overseeing three of the organization’s Winnipeg branches.

“What I enjoy most about my work is the opportunity to make peoples’ lives better,” says Brar. “It can be about helping people deal with challenges, including financial distress or the loss of a loved one. Or helping them mark milestones, like weddings or the purchase of a first home. Through our regular interactions, we get to be a part of all that.”

We want to make a positive difference and we always want to get better.

— Larry Davey President and CEO

Access is the province’s largest credit union and the sixth-largest in Canada. After several recent mergers, Access now has 60 branches and more than 200,000 members.

“We’re a large organization, but we started out significantly smaller,” observes Brar. “We still collaborate and communicate in a very tight-knit, supportive way. It’s an environment where everyone is cheering for each other’s success. We know the success of one is really the success of the whole.”

Brar says she appreciates the emphasis Access places on both continuing education and community outreach.

Brar is one of many Access team members who is working towards

her MBA in her spare time, with the full financial support of the organization.

Access also gives her plenty of opportunities to volunteer and support organizations like Harvest Manitoba and Habitat for Humanity.

“It’s one of the best parts of my job,” says Brar. “It gives you the feeling that you are part of something bigger and helping improve peoples’ lives. For a lot of employees, it’s a sense of pride.”

Access president and CEO Larry Davey says support for continuing education and community

outreach encourages an employee base that’s engaged and committed.

It’s also rooted in the organization’s concisely stated four core values: do good, be better, own it and move forward.

“We want to make a positive difference and we always want to get better,” explains Davey. “At the same time, we want to own up to any mistakes we make and learn from them, and our focus is future-oriented.”

Davey is proud of the fact that some 25 team members either completed or were working on

their MBAs over the past six years.

“We are also proud of how well our team members have done in what’s called the young leader program for the credit union system, both provincially and federally,” says Davey. “We’ve had staff members chosen among the top young leaders in Canada, reflecting the strength of their understanding of our business and of leadership as well.”

As CEO, he adds, he takes great satisfaction in seeing team members grow their careers, observing that up to 40 per cent of staff have been promoted over the

past six years.

In terms of community outreach, Davey says “it’s part of our DNA.”

He estimates that over 95 per cent of staff get involved in volunteering and charitable

fund-raising.

Access makes significant donations to community initiatives, both small and large – including major support recently given to two separate Winnipeg hospital foundations to help build an

emergency centre and purchase new surgical equipment.

When it comes to new hires, Davey says Access looks for people who fit with the organization’s culture and values, and who are comfortable with change.

1,099

76% 100% 100%

full-time staff in Canada of employees are women employerpaid health plan, with family coverage job-related and unrelated tuition subsidies

“Credit unions are merging rapidly and changing the ways they deliver services and employ technology. We need people who are flexible and adaptable as we move forward through those changes.” 

 Access Credit Union employees volunteering at a Habitat for Humanity build.

Arctic Co-operatives does well by doing good

Afew years ago, Darlene Sass was the general manager at Issatik Co-op in Whale Cove, Nunavut, part of the Arctic Co-operatives Limited service federation. It was a busy, everchanging job and she thrived in it.

“I looked after the hotel, the co-op and the fuel station, the gas bar,” she says. “Every day you go to work and you don’t know what to expect.”

I don’t know if I’ve ever worked with an organization with such a long-term, tenured staff.

— Jack Ediger Vice-President of Operations

Eventually, Sass had to move south to Winnipeg for family reasons. For a while she took a receptionist job at another firm, but jumped at the chance to rejoin Arctic Co-operatives in its Winnipeg home office.

Seven years on, she is still bubbling with enthusiasm about her job.

“They have Welcome Wednesdays where everybody’s welcome to come down and meet the new people. There’s a game that goes on and so every week it’s something different. Coming back here is like coming home,” says Sass.

“The staff here, and how they support the teams up north, is really impressive,” she says. “What happens at the top definitely shows through the whole building. Leadership, I think, is a big

part of this.”

Arctic Co-operatives is owned and controlled by 33 co-operative businesses – dealing in everything from groceries and petroleum to hotels and Inuit and Dene art – throughout the three Arctic territories and Saskatchewan. By pooling their resources, Arctic Cooperatives gets the most product for the least amount of money.

Jack Ediger, vice-president of operations, knows that firsthand. “I initially was district support

advisor with Arctic Co-ops and then kind of moved into different roles throughout the years,” he says. “And so I do still get an opportunity to get into the Arctic and it’s truly a gift to be able to travel to the North.”

Ediger comes from a background in retail, including some of the major supermarket chains (“I like to refer to myself as a can-slammer”), so he has an appreciation of the effects of inflation on individual food

budgets, particularly in the North. By getting member co-ops profitable and returning those profits through patronage dividends, Arctic Co-operatives is nudging its member owners’ finances a little higher.

“I don’t know if I’ve ever worked with an organization with such a long-term, tenured staff,” says Ediger. “So I think they get our ‘why’ – and when our staff really understand our why and the great things that we do, then they tend

 Arctic Co-operatives employees participating in the Challenge for Life walk to raise funds for cancer research and care.

with us for a long period of time.”

To make sure that employees stick around, Arctic Co-operatives makes its home office headquarters as welcoming as possible.

“We do things like food trucks,

we celebrate different events throughout the year – everything from Indigenous Days or Pride Month or whatever it may be,” he says. “We try to do something for our staff on a regular basis.”

Arctic Co-operatives is also

alive to its employees’ work-life balance, offering a hybrid work model that lets staff work from home two days a week.

Ediger is mindful of the difference between corporate and co-operative cultures. “Although

146 $ 750

86%

100%

full-time staff in Canada annual health care and personal spending account of board of directors are Indigenous Peoples employerpaid health plan, with family coverage

the financial side is very important, it’s also very important to have that balanced approach of concern for community and concern for staff,” Ediger says. “And that little piece of membership is ownership, right?” 

 Employees helping to raise funds for food banks during the Arctic Co-operatives Jersey Days event. to stay

For Assiniboine, business is a force for good

Vatsal Shah was an international student working part-time as a cashier at a grocery store when he met the chief people & brand officer, Kim Champion Taylor, of Assiniboine Credit Union Ltd. Their conversation was just the beginning of Shah’s experience with the encouragement that the company gives to people – even if, as in his case, they’re not yet on staff.

“She gave me her card, and I was in touch with her for a year and a half,” says Shah, now a financial account manager trainee. “Even though I didn’t know her, she kept up that communication with me, and once the opportunity came up, she helped me out.”

We spend a lot of time mapping out where employees are today, where they want to get to and what it’s going to take to help move them along. It’s a very intentional effort.

— Kevin Sitka CEO

That kind of support, Shah says, is the norm at Assiniboine – something Shah has experienced again and again at the company. “We take the development of our very critical resource extremely seriously,” says CEO Kevin Sitka. “We spend a lot of time mapping out where employees are today, where they want to get to and what it’s going to take to help move them along. It’s a very intentional effort to ensure that happens.”

For Assiniboine, it all begins – as it did for Shah – with conversation, active listening and observational coaching. Employees are encouraged to participate in the company’s Emerging Leaders Committee, as well as the Credit Union Young Leaders of Manitoba. “It’s strengthening and building connections, deepening networks, developing leadership skills, ensuring knowledge and experience outside of the walls of our organization and obviously bringing those learnings back,” Sitka explains.

Assiniboine supports several

other employee-led initiatives, as well – groups devoted to Pride, Black history, eco excellence, wellness, Indigenous leadership and, of course, social events. “They’re a celebration of diversity, equity and inclusion and belonging at Assiniboine,” he adds.

The Indigenous Leadership Circle, for example, is “an integral part in helping us with our journey of reconciliation,” Sitka says. “We were an early signatory to the Winnipeg Indigenous Accord, and it’s a key part of our organization and who we are in the communities we serve. And the same is true

of the other committees as well.”

Assiniboine also has an extensive network of community partners so its employees can help outside of the organization. In one case, 25 employees are trained to deliver talks on basic financial skills as part of a financial literacy program in the wider community.

“They may even help people obtain their very first piece of official identification so they can gain access to financial services,” Sitka says. Some employees stay in contact with the people they have helped and watch how they progress. “It’s just so rewarding

 Kevin Sitka (third from the left), CEO at Assiniboine Credit Union, accepting a Chamber of Commerce Spirit of Winnipeg award.

for employees to know that they provided that access to people who might not have otherwise achieved it.”

Shah appreciates the “family environment” and the easy communication and willing help

from employees and leaders. And there are plenty of non-work opportunities with co-workers from all levels – from step challenges and Bike to Work events to regular potluck meals and free passes to community events.

“It’s not all work and no play here,” says Sitka. “There are many interesting things for employees to get involved in.” And, he adds, the company takes employee feedback seriously. Its annual survey leads to team-specific action plans on

486 $ 1,500 10

$ 1,020

full-time staff in Canada referral bonuses personal paid days off annual spend on training per full-time employee

which leaders must report at year-end. “We aim to create and continually enhance an environment of shared values here, where all employees find the supports that allow them to thrive.” 

 Vatsal Shah, financial account manager trainee, with colleagues at Assiniboine Credit Union.

Calm Air brings staff and communities together

When 20-year Calm Air International LP customer service agent Maria Amaral was recently faced with the bureaucratic hurdles involved in renewing the five-year pass that allows her access to restricted parts of airports, she paused to consider whether the trouble was worth it. “Am I really going to be doing this for another five years?” she recalls asking herself. “Darn right, I am,” came the instant answer.

“I enjoy my job,” Amaral explains, “but more, I love my colleagues and I love interacting with our customers, especially the long-term ones I’ve known for almost two decades. You can feel the mutual respect between them and us.”

The Winnipeg-based airline offers passenger, charter and cargo services to more than 20 communities in northern Manitoba and the Kivalliq Region of Nunavut.

I love my colleagues and I love interacting with our customers, especially the long-term ones I’ve known for almost two decades. You can feel the mutual respect between them and us.

— Maria Amaral Customer Service Agent

It’s dedicated to understanding and supporting those Indigenous communities in more than their travel needs. Calm Air’s job postings routinely note that Inuktitut language skills are an asset,

including in Winnipeg.

“We are committed to providing opportunities in the communities we serve because it is important to us that our staff are representative of those communities,” says Randi McCallum, acting vice president of human resources and payroll.

Calm Air has long held community feasts for youth and elders, two annually, on a years-long schedule that eventually reaches all the Nunavut communities it flies to. Since 2021, it has been proud to join its parent company, Exchange Income Corporation (EIC), and the CFL’s Winnipeg

Blue Bombers, in which EIC’s various northern airlines combine to bring 1,200-1,500 Indigenous northerners to a Bombers game around the time of the Sept. 30 National Day for Truth and Reconciliation. Calm Air’s part requires a major volunteer effort among its employees, which it never fails to get.

“The people who work here ask us so far in advance to take part that we have a waiting list and a system of rotation to give everyone a chance.” McCallum says. “And when you see everyone come together while working on

these special events, you realize what a family we have, not just within Calm Air, but with our communities.”

The airline’s family feel is also evident in its increasing emphasis on mental-health wellness in the wake of the pandemic, including enhanced benefits in the EAP (Employee Assistance Program) and a separate $1,000 mental health practitioner benefit. Calm Air has also made changes to its management training in that area.

“Mental health awareness and coaching managers on how to handle those types of situations

 Calm Air International flight attendants, Joyce and Monique.

with their teams has become a much larger part of how we train,” McCallum says. And because “we want staff to stay at Calm Air if we can nurture their goals,” she adds, that training is strongly focused on employee career advancement.

“In my five years here,” says McCallum, “Calm Air has provided amazing opportunities from the start, just letting me put my hand up to take on new things and allowing me to do and learn what I needed to advance.”

For Amaral, though, the greatest opportunity involved the company’s own product. The customer service agent has special appreciation for the free rides north that Calm Air provides employees. “A couple of

499

100%

131 $ 1,000

full-time staff in Canada job-related and unrelated tuition subsidies charities helped last year mental health practitioner benefit

co-workers and I went up to Coral Harbour in Nunavut, which was amazing because everybody and everything up there is lovely,” Amaral says. “Know what?” she adds with a laugh, “I really do love this job.” 

 Calm Air International employees Solomon and Savannah from Chesterfield Inlet, NU.

Community begins in the office at Canada Life

When an organization gets as big as Canada Life, with its services supporting one out of every three Canadians, it has to reflect the country it serves inside its offices.

“A big part of how we build our culture is by focusing on our purpose – to improve the financial, physical and mental well-being of Canadians. That’s really the driving force of what we do,” says Katrina Lee-Kwen, senior vice-president of non-participating insurance solutions at the company’s Winnipeg headquarters.

“We strive to be a company that reflects the diversity of our customers and Canada as whole, and we want our employees to be representative of that diversity.”

A big part of how we build our culture is by focusing on our purpose.

— Katrina Lee-Kwen Senior Vice-President, Non-Participating Insurance Solutions

Diversity, equity and inclusion has become a priority since the merger that brought together three companies under the Canada Life name nearly five years ago, resulting in a workforce of nearly 13,000 full-time employees in offices in five different cities.

For Ira Lester Reyes, a senior strategy analyst in the Winnipeg office, a big part of that inclusive culture is his involvement in three of the six employee resource groups (ERGs) created and

supported by Canada Life.

Designed to give a voice to employees from a variety of communities and cultures, ERGs are organized around common identities, interests or backgrounds and comprise both employees and executive management.

“I’m a member of multiple ERGs,” Reyes says, “including our Pride at Canada Life group. This year, I joined hundreds of my fellow employees walking in the Winnipeg Pride Parade to celebrate 2SLGBTQI+ diversity. It was an experience I’ll never forget.”

Lee-Kwen is the executive

sponsor of an ERG for Black and people of colour at Canada Life. “It provides an opportunity for employees to come together to network and share what’s on their mind,” she says. “It also provides support, education and awareness to our employees on topics such as microaggressions, to make sure everyone has perspectives on lived experiences.”

Reyes also talks about how Canada Life is focused on creating stronger communities, from annual charity drives in support of United Way agencies to a volunteer grant program that gives donations of up to $1,000

to charities and causes when employees volunteer at least 25-50 hours of their time.

“We’ve been in the vanguard of being engaged with community organizations and providing support,” Reyes says. “I haven’t seen that anywhere else.”

Canada Life also encourages employees to organize as teams for fundraising events, which the company sponsors by providing t-shirts and matching pledges up to $10,000, notes Lee-Kwen.

“Our corporate team program allows our employees to connect with co-workers and raise funds for a cause they care about.”

Ensuring employees develop to their fullest potential is another way Canada Life supports employees to be their best.

Lee-Kwen says that size is an advantage when it comes not just to offering

opportunities for advancement –she’s been at the company for over 30 years – but also in the resources it can provide.

“You can think of development as formal learning opportunities, but you can also think of it as

opportunities to get exposure in different areas, and working for a large company allows you to do that because there’s so many roles you can take on in your career,” she says.

“There’s no other place I’d like

Proud to be recognized as one of Manitoba’s Top Employers!

13,000

47

65%

8,220

full-time staff in Canada years, longestserving employee of employees are women employee volunteer hours last year

to be,” Reyes says. “There’s a real sense of accomplishment in the things we do, the opportunities provided to be engaged within the organization and the community, and my ability to be my authentic self.” 

 Canada Life Assurance Company employees holding a frame for Picture yourself in Our Promise campaign.

Emergent’s benefit to society drives its employees

Emergent BioSolutions does a lot of good in the world. “Our company’s mission is to protect and enhance life,” says Melanie Hiebert, vice-president and general manager of Emergent’s Canadian headquarters, “and here in Winnipeg we do that by manufacturing life-saving products and services that may make a meaningful difference.”

The company’s offerings are used to support global preparedness and treat public-health crises such as smallpox outbreaks and Anthrax poisoning. Emergent is also the Canadian distributor of NARCAN Nasal Spray, the widely used opioid overdose-reversal treatment.

Our company’s mission is to protect and enhance life, and here in Winnipeg we do that by manufacturing lifesaving products and services that may make a meaningful difference.

— Melanie Hiebert Vice-President and General Manager, Winnipeg

“Knowing we’re contributing to helping save lives every day is what gets me excited about work,” says project manager David Beauchamp. “Being able to respond to health threats keeps us sharp and motivated.”

All that, adds Hiebert, galvanizes employees and “contributes to our culture. It’s something that makes

it easy to get people on board.”

She also cites the “family feeling” at Emergent, whose Canadian staff work mostly out of Winnipeg. “Our people tend to stay. We have numerous individuals who have been with us for more than 20 years. You’ve worked with these people for so long that you know them and their families.

“And then that makes the work a lot easier,” she continues, “because when you partner with someone from another department on a project or an initiative, it's not simply a co-coworker you have a professional relationship with. That makes the work easier to achieve.”

Beauchamp notes that when his wife was ill a few years ago, his colleagues immediately rallied to

help him in whatever way they could and took on extra work so he could focus on his family.

Emergent is also committed to developing and offering opportunities for employee growth. In her nine-plus years with the organization, Hiebert held two positions before moving into her current one in 2020.

As for Beauchamp, who holds a master’s degree in chemistry, he started off in an entry-level job at the firm’s quality-control lab a decade ago but hoped to move into research and development. “The company was happy to support that progression,” he says.

“My manager at the time helped me make it happen. And that’s something that repeated itself when I expressed an interest in

moving to project management.

Whenever I wanted to experience new positions and departments, my managers worked to help me accomplish my goals, even if it meant extra work for them. I’ve seen this with other people in my position.

“Emergent,” he continues, “does a great job of actively encouraging and supporting employees in their professional development, as well as financial support for continuing education at post-secondary institutions.”

Emergent subsidized Beauchamp’s master’s certificate in project management, which he completed a few years ago. “It was instrumental in my development in this position,” Beauchamp says. “Emergent also supports

Emergent is committed to diversity, equity and inclusion (DEI), which are integral to its operations. Examples include

truth and reconciliation events and, because the company has a large contingent of employees with roots in the Philippines, an annual Filipino heritage celebration. The company believes its diverse workforce and inclusive

environment create an organization rich with ideas, perspectives and experiences.

Overall, says Hiebert, Emergent is fully committed to staff appreciation. “We try to ensure that’s part of our day-to-day and

380 0.9%

58% $ 5,200

full-time staff in Canada voluntary turnover rate last year of employees are women maximum annual tuition reimbursement

not just a once-a-year event. We always say that our success goes back to our people. We really feel we have the best team who bring their expertise and dedication to work every day, wanting to make a difference.” 

 Emergent BioSolutions volunteering on a build with Habitat for Humanity. colleagues who want to join professional associations and pursue industry certifications.”

From Fusion comes an infusion of community support

Before he joined Fusion Credit Union, Mike Csversko was an entrepreneur. He remembers the sleepless nights, the worries about whether his business would thrive. So it was very special to him to be able to stand on stage at the Provincial Exhibition building in Brandon in October and announce $30,000 worth of funding to five promising Manitoba entrepreneurs through his employer’s Community Infusion program.

“I’ve lived that, and I know those feelings,” says Csversko, Fusion’s business development and marketing manager and the lead of Community Infusion. “Seeing those people up on stage with the joy they have, it’s worth all the work we put in.”

Seeing those people up on stage with the joy they have, it’s worth all the work we put in.

— Mike Csversko Business Development and Marketing Manager

The Community Infusion program is an annual business ideas competition for entrepreneurs that concludes with a night of live pitches from the top five contestants. The group of employees who dreamed it up drew some inspiration from CBC’s Dragon’s Den, but unlike the cut-throat television show, all the finalists walk away winners.

“That final night is a lot of fun – we award the winners right there on the spot, and it’s a really satisfying end to the long journey

they go on,” he says.

At the pitch event in October, Csversko announced $20,000 for the winning contestant, the owner of a beauty studio and salon in southwestern Manitoba who wanted to use the funds to start a non-profit supporting women with postpartum depression. The runner-up received $4,000, and the other three finalists each received $2,000.

The competition, which has now run for three years and seen its applicant numbers steadily grow each year, emerged from Fusion’s commitment to community involvement, says Leanne DeVliegere, chief operations

officer. The credit union’s reputation for investing in communities was what initially appealed to DeVliegere when she joined seven years ago.

Fusion already gives back around $250,000 annually to the 18 Manitoba communities it operates in through its charitable donations and makes roughly $1 million in member payouts each year. It also has a strong culture of volunteering, with employees clocking a collective 7,700 volunteer hours in 2023. But DeVliegere says the credit union wanted to contribute in a new way, and turned to a group of roughly 25 employees to brainstorm ideas.

“Our communities are our lifeblood. They’re where our employees live and work, they’re where we send our kids to school, so we really want to support them,” she says. “If we can help small business owners flourish in their communities it creates jobs and more money flows into local economies. It really just keeps building everybody up.”

The competition is a major undertaking and requires support from across the organization –and people have been more than happy to pitch in, Csversko says. Employees with experience in commercial business banking and lending evaluate applications

 Fusion Credit Union employees volunteering at its golf tournament.

and the detailed business plans of semi-finalists, and often serve as judges at the final event. Others help to plan and promote the event itself. On the night-of, many Fusion employees come out to watch. “It’s a feel-good moment for

everybody involved,” he says.

DeVliegere says she sees Community Infusion as part of Fusion’s broader employee experience goals – providing its people with meaningful work, professional and personal development

and support for their health and well-being. She notes that people who help to plan and execute the event are either sharpening their existing skills or building new ones.

“It’s a huge opportunity for

148 $ 1,000

171

full-time staff in Canada maximum referral bonuses charities helped last year years, average age of all employees

38 employees to get involved, potentially learn new skills along the way and meet people they wouldn’t have otherwise,” she says. “It’s one of those aspects about Fusion that has driven pride in the organization.” 

 Fusion Credit Union employees participating in Jeans Day in Gilbert Plains, Manitoba to raise funds for local organizations.

Training and teamwork work hand in hand at IGM

Fiona Melville says she had never considered a career in the financial services sector until she had a practicum with IG Wealth Management (IG), one of the IGM Financial Inc. group of companies.

In 2017, the college where she was studying to become an administrative professional placed her with IG for the practical work experience she needed to complete her certificate program. Just as she was finishing up, the company had an opening in one of its administrative offices.

Although she hadn’t yet determined her ideal career path, Melville was grateful to land a fulltime job with one of Winnipeg’s largest and most established employers.

We appreciate everyone’s perspectives, and we’re all open to learning from one another. Collaboration is the essence of the company.

— Cynthia Currie Chief Human Resources Officer

“I had seen that there are lots of possibilities and opportunities,” she says. “There is room for both personal and professional growth.”

Two promotions later, Melville is an event manager with field and events marketing where her responsibilities include organizing and running employee events ranging from forums to holiday parties. She also supports the senior event leads on the team

with their programs, assisting with operational tasks such as developing websites for registration, creative asset management, and communications.

“I’m exactly where I want to be,” says Melville, who’s part of a 15-person team that includes colleagues from IG sister company Mackenzie Investments. “I am so fortunate to work with such a fantastic group of individuals who support and uplift one another every day.”

IGM is one of Canada’s leading wealth and asset management companies. It shares certain corporate functions with its subsidiaries, but the two companies operate separately.

When applying for what

Melville now calls her dream job, she realized she had acquired knowledge and skills over the years with IG that might give her an edge over an outside applicant with more event planning experience.

Her first job processing documents had familiarized her with the range of financial products, services and supports that IG offers its clients. In her next role as a vice president’s executive assistant, she learned more about IG’s operations – and discovered her passion for organizing activities for her colleagues.

Chief human resources officer Cynthia Currie says IGM always advertises job openings internally first. “Promoting and transferring

employees plays a key role in IGM’s career and succession planning,” she says, adding that employees also benefit when they try different things and are open to learning.

She points out that people leaders and employees work together to create development plans each year. These development plans primarily focus on what employees can learn on the job, including special projects and development assignments.

IGM also has seven employeeled volunteer communities known as business resource groups (BRGs). One of the benefits of BRGs is that they provide career development, mentoring and networking programs to their

members and allies.

While the BRGs offer intentional learning opportunities, countless other interactions take place organically as colleagues provide each other with informal mentoring and support.

Currie attributes that to IGM’s inclusive, mutually respectful culture. “We appreciate everyone’s perspectives, and we’re all open to learning from one another,” she says. “Collaboration is the essence of the company.”

Melville says that message is reflected in IG’s approach to remodelling its downtown Winnipeg head office building. The work on her floor is now complete, revealing an open-concept space where the leadership sits with

3,738

39,801

56%

7,487

full-time staff in Canada job applications received last year of employees are women staff volunteer hours last year

their teams instead of in offices.

“This allows for more interaction and collaboration among the different departments and leaders,” she says. “You can feel a strong sense of community throughout the floor.” 

IGM is proud to be recognized as one of Manitoba’s Top Employers

 IGM Financial employees enjoying its summer sizzle event.

Johnston Group cares about its people and society

For Kevin Reid, the philanthropy of Johnston Group Inc. is a key part of his job satisfaction. “I feel really proud to work for a company that is so engaged in the community,” says Reid, an administration specialist at the Winnipeg-based company’s life and disability claims office. “Few local firms are as involved to the extent that we are – we work with over 100 organizations.”

Our rallying cry is putting people at the centre of this organization, demonstrated by how we treat our employees and how that flows out into how we treat our customers and our community.

— Dave Angus President

Moreover, he adds, “Johnston Group really shows us how to walk the talk. It encourages employee volunteerism – sometimes during work time – and it shares the impact of all the community work we do.”

The group benefit plan administrator serves about 33,000 businesses across Canada, including 350 Indigenous organizations and communities, with more than $800 million in premiums under its administration. The community beneficiaries of its financial support and volunteerism include the United Way, UNICEF, Habitat for Humanity and the Children’s

Hospital Foundation of Manitoba. Johnston Group is also committed to the environment and battling climate change. A few years ago, management was quick to commit to Reid’s proposal of a staff-led environmental sustainability committee, which he still leads. “A few months after starting it, we launched an office composting program, and it’s been hugely successful,” he says.

“Last year, the committee focused on what staff can do at home as well as reducing printing in the office by about 75 per cent.”

All that, says Johnston Group’s president, Dave Angus, reflects the company’s insistence on showing it cares at a number of levels. “Our

rallying cry is putting people at the centre of this organization, demonstrated by how we treat our employees and how that flows out into how we treat our customers and our community.”

On the employee front, that concern about staff well-being includes a focus on diversity, equity and inclusion (DEI).

“We have a DEI advisor and a DEI committee who have been working with our senior staff for the past few years,” Angus says. “And we have reviewed all of our human resources policies to make Johnston Group more equitable and diverse.”

The company supports a number of employee resource groups

(ERGs) based on diversity, and it recognizes and celebrates their milestones.

One of those ERGs is for LGBTQ+ employees and their allies, and Reid is a member. He is also part of Johnston Group’s DEI committee and leads its Pride initiatives. The company is an official sponsor of Pride Winnipeg.

“Last year,” he recalls, “we had the president of Pride come in and do a lunch-and-learn session. We had a drag show over lunch hour during Pride week, and then we got a group of staff together to walk in the parade and represent the company.

“It means a lot to me that Johnston Group wants me to show

 Johnston Group employees volunteering with Habitat for Humanity to help build affordable housing.

them that part of myself. They really empower me to be part of these initiatives.”

Reid has also benefited from Johnston Group’s emphasis on professional development. Soon after he was hired almost eight

years ago, his manager encouraged him to pursue his certified employee benefits specialist designation. The firm paid for his online courses, which he was allowed to pursue during work hours. “It’s really helped my

career,” he says.

Angus points out that Johnston Group is also committed to truth and reconciliation. It has established a committee that organizes activities such as marking Canada’s National Day

336

71% $ 2,500

100%

full-time staff in Canada of managers are women mental health practitioner benefit job-related and unrelated tuition subsidies

of Truth and Reconciliation on Sept. 30. The company has planted a tree outside its Winnipeg lunchroom to commemorate children whose unmarked graves have been found near residential school sites. 

Proud to be selected as one of Manitoba’s Top Employers for 2024

Work Life Wonderful. Come join our team. johnstongroup.ca/careers

 Johnston Group employees at Ride Inside, a CancerCare Manitoba Foundation event, to raise funds for pediatric cancer research, programs and treatment.

There’s a family vibe at Manitoba Blue Cross

It didn’t take much to convince La-Toya Gibbons to come back to Manitoba Blue Cross after leaving due to a move.

Gibbons worked at the company from 2003 until 2006 before moving to Ontario. When she returned to Manitoba, she visited the office. “They said ‘Why don’t you come back?’ That’s really all it took,” says Gibbons, group service representative. “The people are one of a kind. There’s really a family vibe. It’s like home.”

It’s essential to us that employees know there is a bright future here and for the community. Not only do we provide volunteer opportunities, we focus on offering plenty of career opportunities.

— Benjamin Graham President & CEO

One of the aspects Gibbons appreciates most is the company’s community involvement. Though she regularly volunteers on her own time, Gibbons also takes advantage of the two paid days off Manitoba Blue Cross gives employees each year to support causes of their choice.

Gibbons also enjoys volunteering with co-workers, including fundraising for HSC Winnipeg Children’s Hospital and United Way Winnipeg. In 2011, she started a donation drive, inviting employees to regularly donate gently used clothes, toys and small appliances. The initiative is ongoing and whenever the collection gets large

enough, Manitoba Blue Cross gives Gibbons time during her work day to deliver the items to a local women’s resource centre.

President & CEO Benjamin Graham says working together to support the community is a winwin for everyone. "Volunteering helps to boost our camaraderie while we collectively impact the community in a positive way,” Graham says.

Manitoba Blue Cross bases its community contributions on three focus areas: wellness, diversity and community development. It supports many local organizations

like the Manitoba branch of MakeA-Wish®️ Canada and Winnipeg’s Bravestone Centre, which helps women and their children affected by domestic violence.

The company also recently secured naming rights to the Winnipeg Goldeyes’ baseball park. Manitoba Blue Cross will partner with the team’s Field of Dreams Foundation, which supports children’s charities. Graham says the company is hoping to use the field to run events and programming for disadvantaged children and will also provide free game tickets to families.

In addition to supporting the community, Graham says an equally important priority is to help employees develop in their careers. The company’s Manitoba Blue Cross University provides many training courses and employees can work with a career coach through its comprehensive career development program.

“It’s essential to us that our employees know there is a bright future here and for the community. Not only do we provide volunteer opportunities, we focus on offering plenty of career opportunities. That results in a lot of

 Manitoba Blue Cross employees beating the heat at the Winnipeg Pride Parade.

movement within the organization where employees take on new roles or responsibilities,” he says.

Gibbons has completed cross-training in different departments within the company,

her own, such as developing and processing claims.

“It was really helpful to me as someone in customer service,” she says. “If you are working with a client and they want to know what is happening and you also

Manitobans working for Manitobans

have claims experience, it provides context and you can better communicate with the client.”

The ability to provide support through her job makes Gibbons happy to work at Manitoba Blue

296

65% $ 2,000 15

full-time staff in Manitoba of managers are women mental health practitioner benefit hours paid time off per year to volunteer

the work you are doing,” Gibbons says. “If I can help clients and the community in some small way, that is what the job is all about. Manitoba Blue Cross believes that too. Working for a company that really cares resonates with me.” 

Learn more about a career with us at mb.bluecross.ca

 Manitoba Blue Cross employees and the company mascot enjoying the Santa Claus Parade in Winnipeg.

Employees at Manitoba Hydro take pride in service

Lindsay Melvin worked as a summer student at Manitoba Hydro after her first year of university. She joined the engineering-in-training (EIT) program and quickly found a permanent position as a system modelling engineer after graduate school. Nineteen years later, she is a director of integrated resource planning.

It’s not just how collaboratively Manitoba Hydro employees work together – we’re also passionate about the benefit we provide.

talent Jonathan Ryman. “We provide energy to every corner of the province, and our employees are also our customers.”

Manitoba Hydro provides a variety of development programs, from over 250 annual summer student and co-op placements to paid technical and trades-related training programs. Pre-placement programs for Indigenous Peoples and women offer paid academic upgrading and work experience to address systemic barriers.

And Ryman says the corporation has a charitable presence in the communities it serves, providing close to $450,000 to sponsor events. My Charity, a voluntary employee deduction plan,

provides another $500,000 in pledges from employees – which are matched by the corporation. Employees are active volunteers in their communities both in events, such as the annual Manitoba Hydro Santa Claus Parade, or in their own activities as Employee Champions.

Melvin volunteers with Engineers Geoscientists Manitoba, which governs and regulates the practice of professional engineering and professional geoscience in Manitoba.

“Manitoba Hydro is one of the largest employers of engineers in the province, so it makes sense for us to support the volunteers required for the self-regulation of

the profession,” she says. “I was president for a year and it really influenced my development as a manager, not to mention my understanding of the evolution of skills in engineering.”

Melvin also honed her leadership skills by taking a part-time MBA. Ten years after graduating as an engineer, Melvin credits her ability to take on the MBA program to the flexibility she was afforded at work. “I still got my work done, but I was able to take a vacation day if I needed it for class or study time,” says Melvin.

Since starting as a summer student, Melvin has had the opportunity to move through different areas of the corporation. A benefit

— Lindsay Melvin Director, Integrated Resource

Planning

Melvin had a placement every summer during university, and then Manitoba Hydro provided a stipend while she completed her MSc in engineering on a project related to the corporation. “Working here offers such a breadth of opportunity, and people are patient and generous throughout,” says Melvin. “It’s not just how collaboratively Manitoba Hydro employees work together – we’re also passionate about the benefit we provide.”

Manitoba Hydro is a provincial Crown corporation and one of the largest integrated electricity and natural gas distribution utilities in Canada. The corporation has its head office in Winnipeg with facilities and operations throughout the province.

“It all boils down to serving Manitobans,” says director of

 Manitoba Hydro employees working to provide integrated electricity and natural gas distribution services throughout the province.

of the integrated utility is that she can work with both gas and electricity, and from generation to transmission to distribution – all without leaving Manitoba Hydro.

“It’s so hard to move from any area because of the fantastic

people you meet,” says Melvin. “But I’ve learned so much. I’ve benefited from a broad systems view where I get to understand how the pieces interact.”

Melvin finds that she can reach out across the organization to

gain the benefit of someone else’s experience. And she is always excited to help out when a colleague reaches out to her. “The more we learn about how everything fits together, the better,” she says.

When asked why he came to

4,950

7 $ 400

100%

full-time staff in Canada weeks, maximum vacation allowance matching donation for every 50 staff volunteer hours employerpaid health plan, with family coverage

Manitoba Hydro, Ryman says he welcomed the opportunity to serve the community. “I noticed in a very short time that people here are open and supportive, with a sense of pride in giving back,” he says. 

 At Manitoba Hydro, employees have opportunities to get involved with charities and fundraising initiatives in its communities.

Payworks builds engagement with fun and flexibility

When Charli Champagne was hired at Payworks Inc. last August as manager of talent acquisition and diversity, equity, inclusion and belonging (DEIB), she knew she had a big job in front of her. But she quickly discovered that the Winnipeg-based workforce management company was going to make it as easy as possible for her.

“The whole onboarding process was fantastic, and all the friendly faces and the accommodations were like a breath of fresh air,” she says. “Everyone has a home-office setup and an office setup, and there’s a video that helps you set up your home office; it walks you through everything, and you feel like you’re ready to go on day one.”

I find myself coming in more often, just because the environment is so collaborative and welcoming and joyful.

— Charli Champagne Manager, Talent Acquisition and DEIB

Champagne’s job involves building a national strategy to address DEIB in Payworks branches across the country with a three-year action plan that includes new employee resource groups, activities on recognition days and virtual information sessions and get-togethers.

“I’m lucky to get to build that strategy and help create opportunities for our folks to learn and grow and engage,” she says. “One of the things I want to look at

going into the future is our hiring practices – engaging communities and figuring out how we can reach out to folks who are underrepresented.”

Jennifer Johnston, vicepresident of human resources, says DEIB is an integral part of the company’s newly launched leadership development program, which kicked off with a three-day summit last fall.

“It’s a multi-year program where all leaders will take courses around flexible leadership, essential conversations, resiliency

and diversity and inclusion,” she says. “We like to bring people together whenever we can, and launching the program at the summit provided a sense of connection.”

That was certainly true for Champagne. “We were put into cohorts where we learned alongside leaders from across Canada, which was cool,” she says. “I got to meet fellow leaders I’d otherwise not have had the opportunity to have one-on-one conversations with.”

The company also offers

employees an educational assistance program and help securing professional certifications and other relevant courses.

“We pay for many of those courses for employees and provide time to take them because they’re relevant to the jobs they’re doing,” says Champagne. “One of my team members is currently in a talent management program, and we’re working on how to support her in that.”

Both Champagne and Johnston appreciate Payworks’ supportive culture, with a flexible schedule

 Payworks employees bonding over table tennis in its office.

that allows many employees to work from home. “Payworks is very respectful of the work-life blend,” says Champagne, adding that she has flexibility in her work schedule.

In fact, the office atmosphere

is so friendly that many hybrid employees end up coming in more often than required anyway. “When I joined, I had spent the last two years working from home through the pandemic, and I thought I was good with that,” says

445

Johnston. “But I love being back in the office. It’s given me a new kind of energy, and it’s been great being able to connect with people around a table.”

Champagne agrees. “I find myself coming in more often, just

52%

879

100%

full-time staff in Canada of managers are women staff volunteer hours last year employerpaid health plan, with family coverage

because the environment is so collaborative and welcoming and joyful,” she says. “You’re always hearing laughing in the hallways –I noticed that coming in for my first interview. It’s a fabulous company.” 

When it comes to great people, there’s always room for one more.

 At Payworks, employees have the flexibility and support for both an office setup and a home-office setup.

Communication creates belonging at Red River Co-op

For Murray Dehn, vice-president of human resources at Winnipeg-based Red River Co-op, keeping the team members of the cooperative working well together comes down to one thing: communication.

“We have a really good, open communication model,” he says. “It’s just the way we do things. The senior leadership team is really in tune with what’s going on in the front lines, and we try to react as quickly as we can when there are issues that we need to address.”

The co-op consists of food stores and gas bars across the Winnipeg area and spread out as far as Gimli and Selkirk, and it has grown by leaps and bounds over the past decade – from 35 team members to some 900 on the payroll and 900 more through the co-op’s gas bar operators.

The senior leadership team is really in tune with what’s going on in the front lines, and we try to react as quickly as we can when there are issues that we need to address.

— Murray Dehn Vice-President, Human Resources

“With that kind of growth comes challenges, but I feel we’re able to navigate the communication side of things really well,” Dehn says. “We’re doing newsletters, and we have huddle meetings every day in many locations. Those are good ways to get our messaging out, and if there’s something a staff

member wants to bring up, we’ll include it.”

They also celebrate wins and sales achievements at those huddles, as well as birthdays and milestones. “It’s a friendly atmosphere,” says Dehn. “Staff feel comfortable. They find good friends in our co-op, and I think it helps that people find a place of belonging.”

Deb Choate, who’s been a cashier and supervisor at Red River’s Lagimodiere gas bar since it opened two years ago, agrees.

“What I really like about working here is the camaraderie,” she says. “There’s a good team effort,

and people really like each other. There are different age brackets, backgrounds and orientations –it’s a fun mix of people to work with.”

Choate also appreciates the co-op’s generous benefits program and opportunities for advancement and training. “If you’re interested in moving into a management position, you can get trained in your store,” she says. “And if they’re posting a job, they’ll always look in-house first to see if anybody’s interested. The opportunities are there.”

When it comes to professional development, the organization

uses a combination of internal and external programs.

“We’re really proud of the Elevate management training course we developed in-house,” says Dehn. “It’s a six-month program designed for front-line staff who want to become managers, and the training is done with our own leaders. That way they learn how to manage a department the co-op way, because it’s more focused on caring for staff.”

Red River is also developing a robust diversity and inclusion program. “We have a committee in place to provide guidance on the topics that staff should focus

 Red River Co-op employees joining the Pride Parade for the first time in 2023.

287 8

100%

Choate says. “I think a lot of people are looking for that local, community-level experience right

One important, and popular, community initiative is Red River’s volunteer program.

$ 2,000

full-time staff in Canada hours of paid volunteer time annually maximum job-related and unrelated tuition subsidies maximum referral bonuses

“We invest back into the community, and one way we do that is by paying staff members for up to eight hours of volunteering yearly,” says Dehn. “Our staff really appreciate that, and so does the community.” 

A safe workplace makes Riverview a thriving community

When Amy Schellenberg first joined Riverview Health Centre Inc. in Winnipeg, she was struck by the serenity of the 387-bed community health centre, with the Red River running behind it and deer crossing the grounds, but what cemented her love of the centre was the people.

“We’re a small facility so there are a lot of really great connections, which is how I prefer to work – with a focus on relationship building,” says the human resources manager and co-chair of the diversity, equity and inclusion (DEI) committee.

We’re one year in and haven't even scratched the surface. It’s a longterm culture change within the region, and a strong foundation will drive all of our work going forward.

— Amy Schellenberg Human Resources Manager and Co-Chair, Diversity, Equity and Inclusion Committee

That committee was launched in January 2023 and focuses on three pillars: truth and reconciliation, anti-racism and 2SLGBTQ+ inclusivity.

While the committee is only one year old, the team has been busy with education-focused events for Pride Month and Truth and Reconciliation Day in consultation

with Indigenous Health Services, as well as with DEI training for all senior leadership, managers and front-line supervisors.

“We’re one year in and haven’t even scratched the surface,” says Schellenberg. “It’s a long-term culture change within the region, and a strong foundation will drive all of our work going forward.”

The impact is already being felt on the Riverview community in the form of positive feedback about the centre’s DEI events and a high level of staff engagement, but one story has driven home the importance of this work for Schellenberg.

After taking anti-racism training, a staff member opened up and acknowledged they had more to learn.

“The fact that there was that recognition piece was huge,” says Schellenberg, adding that the dynamics of diversity within leadership can ripple out in ways that aren’t always recognized immediately.

“We realize that people don’t always see people who look like themselves in positions of power and until we bring it to light the impact may not be recognized,” she says. “We’ve committed to being uncomfortable for the next little while.”

Riverview takes a holistic approach to workplace safety, encompassing employee wellness both physically and psychologically.

“A safe work culture is about more than workplace injuries – it’s

psychological safety,” says chief human resources officer Sina Barkman. “It’s feeling that you can come to work and be your true self.”

That’s not to downplay physical safety. Working in partnership with the Workers Compensation Board of Manitoba, Riverview has seen a 33 per cent drop in total workers’ compensation claims cost year over year.

“We’ve seen a dramatic improvement for employees,” Barkman explains. “They’re back to work sooner, engaged in the workforce and feeling supported by their teams.”

Daily departmental safety huddles in all units, health benefits that include social worker and psychological care without a

 The equity, diversity and inclusion committee at Riverview Health Centre sharing information on 2SLGBTQ+ inclusivity during Pride week.

243

referral, an employee assistance program and the Positively Engaging People (PEP) team are just some additional ways that Riverview looks after all aspects of employee health.

“We’re trying to voice that it’s

okay not to be okay and that there are supports available,” says CEO Kathleen Klaasen. “Working in health care can be very psychologically impactful and it’s hard not to take that home when supporting families and patients go through

some of the most challenging times of their lives.”

While working in health care can be taxing, Riverview still makes space to keep things light. Once a week, additional co-workers are welcome in the office, like

88%

15

full-time staff in Canada of managers are women paid sick days weeks maximum vacation allowance

6 Barkman’s dog Piper or Potato the Pug, for Dog Fridays.

“After accepting this job and telling my previous co-workers, some of them said, ‘No way! That’s the place with Dog Fridays,’” Schellenberg laughs. 

 Employees gather daily for departmental safety huddles at Riverview Health Centre for support in psychological safety.

SJR embraces further education for its educators

Tanis Brown-Birch has never worked with such a dedicated group of people as she’s found in her three years at St. John’sRavenscourt School (SJR).

“The commitment, from the senior administration to the educational assistants, is fantastic; everyone is here to give their best,” says Brown-Birch, who is a kindergarten teacher and the lead teacher for kindergarten and Grade 1 classes at the K-12 independent school.

“Everyone is excited to be here every day, and it makes such a difference in the culture and the environment. You know everyone is going to step up and impressive things will happen.”

Three groups of people work together to make the school a standout, says head of school Jim Keefe.

Everyone is excited to be here every day, and it makes such a difference in the culture and the environment. You know everyone is going to step up and impressive things will happen.

— Tanis Brown-Birch Lead Teacher for Kindergarten & Grade 1

“What makes this school particularly special is the way three constituents – the students, the parents, and the faculty and staff – work collectively to make sure students fulfil their potential and achieve the best possible results.”

In the past few years, the school celebrated its 200th anniversary, worked to reinvigorate its campus and refurbish a sports facility, and grew the student population to just under 900 students, says Keefe. The 23-acre campus is situated on a beautiful spot along the Red River in Winnipeg and there’s often wildlife spotted, such as deer.

One of the priorities of the school is professional development (PD), says Keefe.

“PD is a crucial part of what we offer for both our faculty and our staff to advance their careers,” he says. SJR encourages teachers

to take master’s degrees and will help cover the cost of that. There are also programs available for those who may wish to move into leadership positions.

“And for staff on the support side, we’re keen to allow them to develop and study in areas that will enable them to enhance their careers and make a wider contribution to the organization. It’s not uncommon for them to support sports teams or to become involved in different parts of school life.”

The school also brings in a lot of guest speakers, says Brown-Birch, sometimes for the whole faculty

and often more specifically for smaller groups. “There’s lots of room to grow.”

She also appreciates the times when staff are able to enjoy some “re-charging activities” such as volleyball games, yoga, guided meditation and book studies.

“They have different things we can do with our colleagues and have fun. It’s really nice,” she says.

The administration is good at celebrating the staff, she says, and Brown-Birch herself led a Sunshine Club last year that aimed to make everyone feel appreciated and cared for at the school.

 St. John's-Ravenscourt School supports professional development by encouraging the pursuit of master's degrees and helping to cover its costs.

“We did presentations in front of the dining hall and talked about every grade and the wonderful things they’re doing. We brought hot chocolate for the teachers, and we put up posters. We found a way to build community so everyone

felt valued and respected. It was lovely.”

The school also celebrates diverse cultures and holidays, and as a Métis woman Brown-Birch appreciates seeing specific ways the Métis culture is included.

“I’ve never seen that at other schools and it made me feel very welcome.”

The school follows the four pillars of academic excellence, active healthy living, social responsibility and creative

145

27 $ 1,200

100% expression.

full-time staff in Canada weeks, maternity and parental leave topup pay  mental health practitioner benefit maximum job-related tuition subsidies

“It’s a really dynamic mix of academics, arts, sports and music. We’ve got a wonderful student body here. It’s a very happy school to be at,” says Brown-Birch. “It’s my dream job.” 

 At St. John's-Ravenscourt School, employees have opportunities to connect with each other during recharging activities and events that celebrate diverse cultures.

Transcona Roofing invests heavily in developing leaders

Matt Ferris started at Winnipegbased Transcona Roofing Ltd. as a general labourer 11 years ago. He’s now a production foreman who manages crews of six to 10 installers as well as co-ordinating the work of outside tradespeople such as plumbers, electricians and carpenters who may be required on a job.

“The personal and professional development courses that Transcona puts their people through is probably the biggest reason why I am where I am today,” says Ferris.

The 65-year-old company installs, repairs and maintains flat roof systems on industrial, commercial and institutional buildings. It has completed over $500 million worth of roofing and waterproofing projects in Manitoba.

The personal and professional development courses that Transcona puts their people through is probably the biggest reason why I am where I am today.

— Matt Ferris Production Foreman

“We’ve completed projects ranging from residential apartment buildings to car dealerships, water treatment plants and everything in between,” says company president Rich Marchetti. “Back in the day there was less of an emphasis on the importance of the building envelope and the efficiency of the building. Today’s roofing

standards require roofs to be built to handle extreme weather events and reduce operating costs. The attention to detail matters in the installation of high-performance roofing systems and we need foremen with a professional skill set.”

Marchetti adds that the construction industry has evolved rapidly over the past decade due to advances in technology and more detailed, complex plans, among other things, and Transcona has had to change to keep pace. The company has made a major commitment to training and development to ensure that its

employees have the right skill sets focusing on leadership development and continuous improvement.

“On average,” says Marchetti, “we spend over $100,000 annually on employee development, and we’re not a huge company.”

Transcona’s commitment to its employees begins with onboarding. For the past three years, new hires have completed the Gallup organization’s online talent assessment tool to identify an individual’s strengths. Career development plans are tailored to the individual based on the results.

“We try to make sure that the

position they’re in is suited to their strengths,” he says. “We’ve had a lot of success with it. We’ve had people move over a period of years from accounting to safety to operations and then into a management position.”

Ferris has taken a number of professional development programs. He completed the Transcona Roofing University program last year, a 12-course program which was developed for customer-facing employees who are working in leadership positions. He is currently working on his black belt certification in lean management and continuous

 Transcona Roofing tailors career developments to each employee based on the strengths identified in their talent assessment test.

improvement.

“It’s meant to turn installers into leaders,” he says. “They have courses on communications, project management and leadership. It provides the training that you need to get to the next level.”

Apart from training and development, Transcona is committed to ensuring that it has a diverse workforce and an inclusive working environment.

Marchetti points out that 24 per cent of its employees identify as

Indigenous and 43 per cent of the leadership team are female. The company is also planning to create an employee-ownership share program this year. “I want everyone I work with to be owners and feel that they’re part of the

65

39

24

$ 2,205

full-time staff in Canada years, average age of all employees weeks, maternity and parental leave topup pay for salaried employees annual spend on training per full-time employee

future of the company,” says Marchetti. “When they’re working on site with general contractors, I want our employees to be able to say, ‘I’m an owner of this company. This is why we put in the extra effort.’” 

 At Transcona Roofing, employees can develop their skills and learn about advances in technology through its in-house programs.

Community support is a winning goal for True North

Kory Harnum considers himself privileged to spend many working hours doing what he calls “feel-good stuff” in his capacity as manager of community relations with True North Sports + Entertainment, the organization that owns and operates the NHL’s Winnipeg Jets, among other business operations.

“It doesn’t always feel like a job in this position when you’re helping to create memories, fundraising and giving back to the community to make life better for people,” says Harnum.

Apart from that, there’s a collegial atmosphere that makes working for True North seem special. “One thing I always admire about this organization is the family feel,” he says. “When we’re not working, a lot of us are hanging out together. Pulling for our teams and our community makes us even closer and we share in many of those memories along with fans.”

It doesn’t always feel like a job in this position when you’re helping to create memories, fundraising and giving back to the community to make life better for people.

— Kory Harnum Manager of Community Relations

Although the Jets are the organization’s signature brand, True North is, in fact, a diverse organization with 10 entities within its corporate portfolio, including the Manitoba Moose of the AHL, Canada Life Centre,

the Burton Cummings Theatre, retail operation Jets Gear, the four-ice-pad hockey for all centre used by the Jets for practice, the not-for-profit True North Youth Foundation (TNYF) and True North Real Estate Development.

“Our workforce is equally diverse,” says Dawn Haus, vice-president, people and culture. “We have the usual range of business functions such as accounting, finance, legal, IT and analytics. We also have creative teams which produce social, digital and advertising content.”

The organization promotes camaraderie by organizing regular lunch-hour synergy sessions among other things. These are opportunities to learn more about

the work of different departments. “Everyone’s role is connected no matter how varied, and this knowledge-sharing bolsters collaboration and teamwork,” says Haus.

“True North is not a typical workplace,” says president and CEO John Olfert. “It’s a dynamic environment with a heavy schedule of events and the show must always go on. We all have a role to play in driving the fan experience. With team and community foundational to our workplace culture, we are relentless in making it the best possible.”

Besides delivering entertainment and professional sport, True North is equally committed to contributing to the communities it

serves. “What makes the organization great is we’re passionate about giving back to the community and understanding the role we can play in the city,” says Harnum.

“Our ownership has been passionate about that from day one and this commitment extends throughout the organization.”

The organization’s charitable arm, the TNYF, operates three unique programs – the Winnipeg Jets Hockey Academy, Project 11 and Camp Manitou – that support Manitoba youth with character and life-skill building programming and mental health education and awareness.

During Jets home games in November, True North raised over $100,000 for CancerCare

 Full-time employees at True North Sports + Entertainment kick off the 2023-24 season with a group photo at their annual TN Summit day of learning and development.

Manitoba Foundation by selling autographed merchandise. In December, fans were encouraged to donate toys to support local charities. The community relations team also organizes a number of events outside games,

such as taking Jets and Moose players to hospitals, shelters and local schools.

Harnum is directly involved in working with community partners to plan the many specialty games held during the season. These

WE ARE TRUE NORTH.

EVERY DAY WE STRIVE TO HOLD OUR VALUES AS INARGUABLE TRUTHS.

include cultural initiatives like WASAC Night recognizing Indigenous cultures, South Asian Heritage Night and Filipino Heritage Night.

“We layer in different aspects of these cultures for the whole

291

40

388

1,000+

full-time staff in Canada years, average age of all employees charities supported last year part-time/ casual employees

community to enjoy with the goal of showcasing hockey as a sport that everyone can get involved with as either a player or a fan,” says Harnum. “Or maybe it even jolts an interest in learning more about making a career out of it.” 

PROUD TO BE ONE OF MANITOBA ’S TOP EMPLOYERS

 True North Sports + Entertainment employees at an Orange Shirt Day learning event.

USB’s francophone mission makes employees proud

Université de SaintBoniface (USB) has a specific mission that unites employees and instills a sense of pride.

“The fact that we have a unique mandate within our francophone minority community makes USB a special place to work and I think this really brings us together as a group,” says president Sophie Bouffard.

USB is Western Canada’s only French-language university and, while aiming to develop the full potential of its students, the institution also works to ensure the francophone community is thriving in Manitoba.

The fact that we have a unique mandate within our francophone minority community makes USB a special place to work and I think this really brings us together as a group.

— Sophie Bouffard President

Part of the institution’s strategic plan is to be “a driving force for change” in education, in the community and beyond, and employees are encouraged to work with local, national and international organizations that support these goals. “I feel strongly about our impact in the community,” says Bouffard.

The goal is for USB to become a hub for all francophones, meaning all people willing to live, learn and work in French.

“We work with community organizations so we can help support

the well-being of its members,” says Bouffard. One example she notes is working collaboratively with local partner organizations to find ways to increase the number of early childhood education centres and trained educators.

Science professor Ibrahima Diallo has been working at USB since he arrived in Canada from Senegal in 1985. He held the position of dean for the faculties of arts, science, business administration and social work at USB from 2000 to 2010. He is amazed by all that the university has led him to accomplish.

“Although we are a relatively

small institution, we can be a player in the big leagues,” says Diallo, noting just some of his community work. “Being part of USB made it possible for me to be nominated as a member to work on a variety of committees, councils and organizations, both locally and nationally. That is an asset.” He is currently a member of the board of the Federation of Francophone and Acadian Communities and is the honorary consul of Senegal in Winnipeg.

In an employee survey conducted in the fall of 2022, 82 per cent of employees indicated that working at USB is a source of pride and 84

per cent said they find their work to be gratifying.

“We have a work environment that encourages our faculty and staff to take personal initiative and we approach decision-making in a very collaborative way,” notes Bouffard. “In addition, USB does whatever is in its means to support professional development.

“One recent initiative that has impacted employees and students,” she says, “is USB’s reconciliation engagement.” Bouffard and the Indigenous lead, a newly created position, have been facilitating a number of listening sessions with Indigenous

 Université de Saint-Boniface focuses on creating a supportive workplace for employees to collaborate and take personal initiatives.

 A professor and student in the chemistry lab at Université de Saint-Boniface community leaders. As a result, they have launched key initiatives to support the school’s approach to Indigenous education. “At USB, we have a special connection with the French-speaking Métis, which dates back to the beginnings of

our university over two centuries ago,” says Bouffard.

She just finished her first term as president, focusing on increasing the capacity of the university’s nursing and education programs. Bouffard was recently awarded a

second term and is enthusiastic about the next five years.

“We are on the right path to continue our upswing and I look forward to the next steps of USB’s continued success. It is a team effort to continue and sustain

219

61%

25%

100% that growth.”

full-time staff in Canada of employees identify themselves as women of executive team members are Indigenous employerpaid health plan, with family coverage

Diallo is nearing retirement, but he also marvels at the school’s potential.

“USB opens the door to the world,” he says. “It was the best decision of my life to come here.” 

University College of the North stresses flexibility

As a student recruiter for University College of the North (UCN), Melissa Constant travels all across Manitoba and into Saskatchewan doing what she loves – promoting higher education to the public.

“Education has always been my passion and now I get to do it as my job,” says Constant, who began working part-time for UCN in 2012 while still a student. “Before becoming a recruiter, I was very shy and really didn’t like being in the public spotlight. Now I can speak to 400 people at a women’s trade conference or one-on-one with anybody. I never thought I’d be doing these kinds of things.”

Everybody recognizes that they’re part of a team striving for a worthwhile goal and that their contribution is valued.

— Doug Lauvstad President and Vice-Chancellor

Located in northern Manitoba, UCN seeks to bring out the potential of its students and the local community, which consists of a young and growing population that’s more than 70 per cent Indigenous. What Constant appreciates most is the support and flexibility she’s given to do her job, as well as the institution’s shared purpose.

“UCN is small enough that we all know each other, so it feels like a family,” says Constant. “We have the flexibility to work in whatever way is best for us. They’re trusting of you and that you’re out there

doing your job.”

When she’s not travelling, Constant enjoys the welcoming atmosphere of the university’s updated facilities, featuring natural light, comfortable seating and USB ports in the main lobby and mezzanine.

“It’s a home away from home for me,” says Constant. “They’ve done a lot of renovations to make it more pleasant for students and staff. It’s just a great environment. I was always proud to be a student here before I became an employee and I’m still proud to wear their clothes.”

President and vice-chancellor

Doug Lauvstad says UCN has a very open and friendly feeling –when he walks the halls, everyone is waving to say hi.

“People are genuinely proud of the work they do here,” says Lauvstad. “We’re educating the future and that’s an important job. Everybody here has a role to play in that outcome, meaning that every occupation in the building contributes to making sure the student experience is positive.

“Clean classrooms, wellorganized schedules, good coffee in the cafeteria – those kinds of things are all part of an ethic. Everybody recognizes that they’re

part of a team striving for a worthwhile goal and that their contribution is valued.”

Since UCN provides educational services across northern Manitoba, teaching by distance is a fact of life. But while many employees work remotely or have hybrid work arrangements, Lauvstad believes instructors need to teach in person whenever possible.

“We’re very flexible; however, our students really want the teacher to be in the classroom,” says Lauvstad. “But we offer the option to work at home whenever it’s appropriate. I think it really



Doug Lauvstad, president and vice-chancellor, at the University College of the North.

While technology has streamlined a lot of things, Lauvstad encourages the kind of creative energy and interaction that comes from getting together face-to-

with speakers like Indigenous former cabinet minister Jody Wilson-Raybould.

“We’re a place where great people talk and share good ideas,” says Lauvstad. “We’ve got

such as one we’re doing for Indigenous women and technology, in partnership with Toronto Metropolitan and Waterloo universities and Dell – that’s been a real success story.

“We’re here as a very supportive

298

50%

52

full-time staff in Canada of employees are Indigenous Peoples weeks, maximum educational leave weeks, maximum vacation allowance

6 organization,” he says. “We’re going to get some students who have academic, financial and cultural challenges, so we tend to attract people who have that noble heart. Our mission is to help everybody succeed.” 

Proud to be named one of Manitoba’s Top Employers for 2024.

 Ramona Neckoway (centre), associate vice-president of Indigenous initiatives and reconciliation, works with Elders to preserve Indigenous language at the University College of the North. does improve the quality of life.”

Fun events help Vidir Solutions build community

Born and raised in São Paulo, Brazil, which has a metro area population of 23 million, Dimitri Caldeira now lives in Arborg, Man. – population 1,200 – where he works as director of engineering for Vidir Solutions Inc. It’s a different pace of life, but Caldeira wouldn’t have it any other way.

“Many places I lived before, I didn’t even know my neighbour,” he says. “But the feeling here is that you are part of the community and can make a difference. I love it.”

There’s always someone thinking about how to entertain, engage and embrace employees.

— Dimitri Caldeira Director of Engineering

That sense of community, he adds, is very much fostered by Vidir, a family-owned manufacturer of automated material-handling solutions that’s mainly based in Arborg and the nearby town of Teulon. Vidir sells products and solutions in over 40 countries and has performed over 40,000 installations, many for Fortune 500 companies.

The company hosts at least one social event monthly, including annual multicultural potlucks, where Vidir’s diverse employee base is encouraged to share recipes and culinary creations from their native countries. Caldeira will often contribute Brazilian dishes.

Other events include pool

parties, movie nights and the company’s hugely popular annual Christmas gala.

Vidir also strongly promotes service recognition, handing out awards for employees who have reached milestones of five-year increments, up to 30 years of service.

Caldeira recently received a five-year service award, which he sees as an example of a company that values and encourages a sense of mutual loyalty. “People and companies don’t often have that sense of long-term commitment anymore,” he observes. “To me, that’s priceless.”

Together with the regular social events, Caldeira is impressed by

the effort that’s made to keep employees connected and motivated. “That kind of mindset is unbelievable,” he says. “There’s always someone thinking about how to entertain, engage and embrace employees.”

One of those people is Carissa Rempel, Vidir’s program manager, human resources & public relations.

Rempel is responsible for planning the regular social events, at least six of which include employees’ families. She’s always looking for new ideas, like the chartered steam engine train ride the company sponsored last year from Winnipeg to a heritage village in rural Manitoba.

The event included a tour of the heritage village, a picnic and train-themed goodie bags for employees’ children.

Vidir’s annual Christmas party, held at Winnipeg’s historic Fort Garry Hotel, attracts some 500 attendees. The event includes a formal dinner, live entertainment and free accommodation at the hotel for employees and their families.

“We like to give people the opportunity to do something fun with their families and fellow employees,” says Rempel. “We’re also conscious that these are sometimes things they couldn’t afford to do on their own.”

Rempel notes that one of Vidir’s

 Vidir Solutions employees celebrate each other at its annual Christmas party last year.

core values is that “community creates meaning” and the regular

the people you work with and their families, it really makes a difference.”

The service recognition awards also foster community. Based on length of service, employees are offered an expanding scale of

compensation across a menu of options, including RRSP top-ups, financial support for their children’s post-secondary education, travel and gift cards.

The awards are given out during a cocktail reception at the annual

234 8

20

100%

full-time staff in Canada options for long service awards employee engagement events annually customized leadership development program for all leaders

Christmas party.

“It’s one of the ways we ensure everyone feels valued for the time they are putting in and the contributions they are making,” says Rempel. “That’s a big part of our culture.” 

 Vidir Solutions employees and their children enjoying one of its movie nights, featuring The Super Mario Bros. Movie.

Wawanesa’s new office enriches the employee experience

When Wawanesa Mutual Insurance Co. moved into its new headquarters in Winnipeg this winter, Amanda Hope saw the space as more than 21 floors of inspiring beauty and floorto-ceiling light. For her, it was another example of her employer continuing to exceed her expectations.

“The building offers an exceptional employee experience,” says the senior communications specialist who joined Wawanesa in 2019. “Bringing all our Winnipeg-based people into one building that was literally built for our employees, taking their needs into consideration, is making an already excellent company even better.”

I know the new building will empower people to work in the best way for them.

— Lisa Osachoff Senior Vice-President, Chief People and Culture Officer

The diversified, modern insurance company now occupies its own newly built tower in downtown Winnipeg, allowing close to 1,100 employees, who were previously spread throughout the city, to work under one roof.

Construction of the 21-storey building began in 2019 and from the start, the well-being of Wawanesa’s employees was at the heart of the project, says Hope.

“The whole building is open to

our employees,” she says. “Every type of workspace you could ever imagine is in that building. I have never seen anything like it.”

With floor-to-ceiling windows throughout the building, the atmosphere is bright and welcoming. Most of the office space is open concept and offers employees a variety of options, from standing desks, comfortable reclining chairs and couches to different kinds of collaborative meeting spaces. Employees can

book a space that serves their needs depending on their working day, says Hope.

The building also offers employees a wellness centre, a café that provides healthy options and an outdoor patio, as well as one floor dedicated to in-person training and learning. Future plans include the addition of a child-care centre.

“I know the new building will empower people to work in the best way for them,” says Lisa Osachoff, senior vice-president,

chief people and culture officer.

“There are so many different spaces for how people want to sit and collaborate and work. It’s going to really create that true day-to-day work experience that enriches an employee’s overall experience.”

Wawanesa continues to offer flexible hybrid work arrangements to best meet needs. While the company’s executive team spends three days a week in the office, employees and their managers work together to establish suitable

 Wawanesa Mutual Insurance employees volunteering together at a company event.

schedules that include two days a week in person.

Delivering valuable work experiences is what Wawanesa’s leadership team strives for daily.

“Recently, we had an increase in our employee engagement, and

I really believe that’s due to our employees seeing the value and importance of the work they do every day,” Osachoff says.

Working as a collective and staying true to the company’s pioneering roots remain at the

Proud to be selected as one of Manitoba’s Top Employers for 2024

heart of Wawanesa’s values and work culture, she says. Wawanesa was founded by two farmers in 1896 in the village of Wawanesa, southwest of Winnipeg.

“That value of ‘let’s help each other out’ has carried over to the

3,379

57%

14,502

100%

full-time staff in Canada of managers are women employee volunteer hours last year employerpaid group benefits for employees

company we are today with over 3,300 people across Canada, and yet we still have that vibe of caring and community,” says Hope. “Everyone is always willing to put up their hand and help someone out.” 

 The newly built headquarters of Wawanesa Mutual Insurance was designed to have different workspaces and facilities that suit the well-being of its employees.

Diversity is head of the line at Westoba Credit Union

Jackie Shoemaker has successfully put herself through the paces to become a branch manager with Westoba Credit Union Ltd. (WCU). She is also a proud Métis.

“I am a Métis citizen and member of the Pembina River local with roots to the Anishnaabeg Treaty 1 territory,” says Shoemaker. “I started my career as a member service representative.”

She moved through the financial consultant path and became a member services supervisor, then an assistant branch manager. Shoemaker is now manager of both the Pilot Mound and Swan Lake branches.

Diversity and inclusion to Westoba means celebrating the differences in the makeup of our employees and ensuring that everyone has the opportunity to participate equitably.

— Jim Rediger President and CEO

“I feel fortunate to have been able to learn all roles before starting in a leadership position because that experience has helped me be a better coach for my team,” Shoemaker says.

Westoba Credit Union is headquartered in Brandon with 13 branches across Manitoba. Its virtual services department provides digital support from anywhere to assist members with banking and

lending needs.

“Westoba is committed to ensuring fair access to all employment opportunities for everyone, regardless of diversity or difference,” says president and CEO Jim Rediger. “Diversity and inclusion to Westoba means celebrating the differences in the makeup of our employees and ensuring that everyone has the opportunity to participate equitably.”

The credit union’s new purpose, mission, vision and value statements all recognize diversity as an organization, with its members, employees and in its communities. “We value leading with integrity and are committed to treating all people with respect,” Rediger says.

There is a strong diversity, equity and inclusion (DEI) resource group, he adds.

“Our DEI working group, led by our employees, serves as a resource that seeks out, curates, manages and shares knowledge about theories and practices that encourage DEI within WCU,” says Rediger. “We promote an environment that supports and creates effective DEI practices by developing frameworks and raising awareness for the implementation of a range of initiatives to encourage a culture of equity, diversity and inclusion at WCU.” Diversity and inclusion are a very important part of Shoemaker’s life both personally and professionally.

“Being a diverse and inclusive organization means committing ourselves to treating all employees and members with the same level of respect and having transparent

communication,” Shoemaker says. “I am committed to fostering a positive work environment where we can celebrate all our differences and learn from them.”

Westoba’s DEI working group has helped Shoemaker with training opportunities and in the workplace.

“As a member of a marginalized community myself, I am grateful to be able to serve and give back to my community,” says Shoemaker. “I work alongside many different people with a variety of backgrounds and it’s empowering to see my colleagues embrace the opportunity to learn about our differences and how inclusive we have become as a team and as an organization.”

Shoemaker’s enthusiasm is infectious. “I love the excitement

 Westoba Credit Union employees celebrating Westoba Family Day.

and engagement that the DEI working group has brought to our staff and that they feel safe and open about discussing cultural differences and challenges.”

Members of the DEI working group, managers and senior

leadership completed training on unconscious bias and mindful communications. All employees were given the opportunity to complete a self-led course on celebrating diversity and 4 Seasons of Reconciliation.

“Most recently we have implemented a company-wide multicultural calendar to recognize important days of all major religions, cultural or heritage days and independence days of different countries,” Rediger says.

220

73% $ 1,000

full-time staff in Canada of workforce are women training allowance for all employees of staff participate in Westoba Inspire Fund Program

73% Shoemaker offers sage advice. “Using your lessons to educate one another and bring awareness is what needs to happen in our society and I am proud to work for an organization where that is encouraged.” 

 Westoba Credit Union employees walking in the Brandon Pride March.

Winnipeg Airports Authority aims to land the best

Teamwork is essential in any organization, but it’s critical for Winnipeg Airports Authority (WAA). Imagine the coordination required to keep the runways at Winnipeg Richardson International Airport clear and safe when a winter storm hits. All employees, whether on the airfield clearing snow or in the garage fixing equipment or in the terminal overseeing operations, need to be informed and able to do their duties while keeping out of each other’s way, ensuring passengers take off and land safely.

We want you to know you can go to somebody and not be judged. Instead, you’ll be supported. The organization has your back.

— Nick Hays President and CEO

“Everyone has to be on the same page,” says Steve Hoel, airfield services co-ordinator. “Every player on the airfield has a job. Everything runs smoothly.”

Fortunately, this is an area where WAA excels, and where it’s striving to get even better. When Nick Hays arrived to take on the position of president and CEO two years ago, he quickly got a sense of the dedication and expertise of airport staff. Ever since, he’s been spearheading an effort to take the organization to the next level.

“We’ve got people who are just so proud about what we do

here,” Hays says. “There was huge potential to be unlocked here by creating the right culture where people can be enabled and empowered to do their very best work.”

Beginning in 2022, WAA undertook a cultural assessment with the help of an independent consultant. That fed into a strategic review that included a new vision, a new mission, a set of refreshed values and a strategic plan with seven actionable priorities. Number one among them was a focus on people and culture consistent with the airport’s existing culture of safety

for passengers and employees alike.

How that focus translates into specific policies and behaviours is still a work in progress, but Rachael Wessman, who was hired into a new role as a training officer in 2022 to help develop training programs for different areas of operations, is already starting to see the results.

“I’ve worked with a lot of very knowledgeable people but it’s very rare that I’ve worked with people who have all those qualifications plus that additional emotional intelligence and compassion,” Wessman says. “We have a lot of

leaders here, leaders who listen, and that’s been something new to me.”

One of the policies WAA brought into place in recent years is flex days with pay – time employees can take off to stay home with a sick child, get their cable fixed or make a trip to a passport office without using vacation or sick time. While some employers have family days, Wessman likes the way flex time includes people who don’t have children.

There is also a more relaxed dress code. Employees can now dress casually if they don’t have any meetings on their agenda.

 Airfield maintenance specialists enjoying working together while carefully coordinating their duties to prepare snow clearing equipment at Winnipeg Airports Authority

That meshes with an effort to allow employees to express their individuality without fear of discrimination.

Another priority is mental health. The employer provides each worker $1,000 a year to

spend on mental health practitioner services if needed. But Hays points out there’s another side to fostering a mentally healthy workplace that WAA is also working on.

“Having a culture of safety, we

think immediately about physical safety. And that is very important. But what is sometimes less thought about is psychological safety and mental health as it relates to that,” he says. “We want to make our workplace a safe

234

100% $ 1,000 1,000+

full-time staff in Canada employerpaid health plan, with family coverage mental health practitioner benefit staff volunteer hours last year

space where you can say you’re not OK. It’s not a sign of weakness. We want you to know you can go to somebody and not be judged. Instead, you’ll be supported; the organization has your back – that is the culture we want to build.” 

 Winnipeg Airports Authority prioritizes fostering a supportive workplace with flex days, a relaxed dress code to express individuality and mental health practitioner benefits.

The WCB invests in its people to help Manitobans

For more than a century, the Worker’s Compensation Board of Manitoba (WCB) has been honing its core business – taking care of the needs of injured workers and improving workplace safety conditions in the province.

This focus takes dedication and hard work, says Sarah Wallace, director of communications and public relations. It starts with attracting, developing and retaining people.

At the end of the day we all recognize that we’re all here for the same purpose, one that’s very important: to support injured workers and their employers through difficult times.

— Genevieve Daly Manager of Payments and Medical Aid

“Not only does investing in staff provide employees with new opportunities for training, learning and growth, but these opportunities also lead to better customer service experiences for stakeholders,” she says. “Having a plan in place to ensure the correct people receive the proper training to grow and develop puts the WCB in a position to ensure the organization’s continued success in the future.”

Attending professional development courses and conferences is a key part of the mix, says Wallace. “Fostering professional growth and development is not just a goal

but a strategic commitment to our employees. Developing leadership skills is a top priority for us. New methodologies and assessment tools, cross-departmental training, access to formal training and university courses and other professional development are all important.”

The WCB has also introduced a leadership development program in collaboration with the Advanced Program in Management, Leadership and Strategy at the University of Manitoba’s Asper School of Business to develop the skills and knowledge necessary for success in leadership roles.

The WCB’s employee-centric policies become apparent as soon as a new employee settles into the office. New employees meet with an occupational therapist, who sets up a safe, comfortable workstation for every new employee to prevent injuries associated with repetitive stress and computer-based work. “Our ergonomic program is something I’ve never experienced before at other organizations,” says Wallace. “It’s unique. But for the WCB it’s a priority.”

There are other priorities as well. The WCB recognizes the importance of having a healthy balance between personal and

professional lives, says Wallace –supporting programs that include earned days off and flexible work hours. Employees can work extra minutes during the day to allow a shorter work week. Those who enjoy early mornings can schedule their workday to start as early as 6:55 a.m., while the more nocturnally oriented can start later in the day. “Having flexible work programs goes a long way to creating a healthy work environment.”

Genevieve Daly is the organization’s manager of payments and medical aid. She loves the work-life balance that’s part of her career.

 Workers Compensation Board of Manitoba leaders participating in the Executive Education Advanced Program in Management, Leadership and Strategy at the Asper School of Business, University of Manitoba.

598

51%

100%

full-time staff in Canada of managers are women

But the real job satisfaction, she says, comes from the people she works with every day – people who share a strong motivation to improve the lives of WCB clients. “At the end of the day we all recognize that we’re all here

for the same purpose, one that’s very important: to support injured workers and their employers through difficult times.”

Daly and Wallace are both relatively new employees – a fact that makes them unusual in an

office where many people count their service in decades. Wallace joined the organization just a year ago, drawn by its mission-driven culture and by the positive reputation that the WCB enjoys in the community.

1,000

job-related tuition subsidies staff volunteer hours last year

“You won’t find many employees as new as me, and that’s one of the things I love about the WCB,” she says. “We have staff who have been here more than 40 years. People stay here for their whole careers, and that says a lot.” 

 Sarah Wallace (left), director of communications and public relations, and Genevieve Daly, manager of payments and medical aid, at Workers Compensation Board of Manitoba

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 Manitoba's Top Employers.

Now entering its 25th year, our project is the nation’s longest-running and best-known editorial competition for employers.

For information on next year’s application process, visit: CanadasTop100.com/2025 Applications for our 2025 competition will be released in February and must be returned by May.