Montreal's Top Employers (2021)

M.PEKIC/GETTY

21

ers

Mont

loy

r

é

o p T E s ’ m l a p

0 2

ct100.ca/mtl

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

B Y ADJUSTING TO THE PANDEMIC:

Agile employers put employees first MEDIACORP

4

THE COMPLETE LIST:

Montreal’s Top Employers (2021)

6

BUILDING STAFF PRIDE:

Helping the community during the pandemic

12

Discover the search engine

that brings you thousands of direct-employer jobs every

day – plus exclusive employer reviews from the editors of

Montréal’s Top Employers.

Each year, millions of

Canadians use Eluta.ca to find the latest job

postings in their field.

†

Visit us today on your

laptop or smartphone.

Now find new work-from-home jobs on Eluta!

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

† For the 12 months ended August 31, 2020,

Eluta.ca received 4,008,381 unique visitors (desktop and mobile), who performed 24,805,902 searches. Source: Google Analytics.

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

3

MONTRÉAL’S TOP EMPLOYERS 2021

NESTLÉ

l ’s T o p E m

21

ye r s

Mon

t

plo

réa

20

16 th Annual Edition

MONTRÉAL’S TOP EMPLOYERS 2021 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, JUNIOR EDITOR

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT EXPERIENCE LEAD

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Brian Bergman Jane Doucet Patricia Hluchy D’Arcy Jenish Bruce McDougall Nora Underwood Barbara Wickens

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

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

 During the pandemic, Nestlé Nespresso Canada provided employees with a subsidy of $200 to help with work-from-home set-up costs, plus $75 per month for home Internet and other expenses.

United in purpose: Placing employees and community first

I

t shouldn’t come as a surprise that the pandemic has focused all of us on what is important in life.

For employers in Montréal, this has meant doubling down on taking care of employees and the communities where they operate. They have been united in purpose, doing everything possible to make sure their staff and communities make it through.

The best of these stories have been recognized in this year’s Montréal’s Top Employers list, which you will find in this magazine. This year’s winners comprise 60 employers from across Greater Montréal that offer a host of forward-thinking initiatives, including: support for mental health; flexible time-off policies; paid sick days in the event of illness; and engaging employees to support the community, with many also offering paid time off to volunteer.

From the first edition of Montréal’s Top Employers in 2005, we noticed that organizations that take a broader view of their responsibility to the community almost always turn out to be better places to work. These employers’ remarkable stories of supporting the

community during the pandemic can be found in the pages of this magazine and our editors’ reasons for selection, released today at: www.ct100.ca/mtl

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

Our application period for next year’s competition begins later this month. If your organization would like to be considered, please contact our editors at:

ct100@mediacorp.ca

– Tony Meehan

4

CLARINS

MONTRÉAL’S TOP EMPLOYERS 2021

 Lionel Uzan, general manager at Clarins Canada, says once the COVID-19 pandemic was declared, the company quickly cancelled business travel for employees and had as many staff as possible work from home.

C

Agile companies put employees first as they adjust to pandemic OVID-19 has presented challenges for workplaces unlike anything previously experienced, but top businesses are managing

their way.

Looking back on the past year and the one ahead, some of the province’s leading companies, named among Montréal’s Top Employers of 2021, reflected on how they successfully navigated the obstacles and dangers presented by the novel coronavirus.

Topping the list of concerns has been – and continues to be – the health and safety of employees, says Richard Yerema, managing editor at Mediacorp Canada Inc., the company behind the annual Montréal’s Top Employers and Canada’s Top 100 Employers competitions, which evaluate participating companies based on eight different categories. The 2021 winners in Montréal were announced on Feb. 9.

“The pandemic has shown what leading employers can do” amid challenging times, says Yerema. “And supporting their people and the community are the first steps.”

Many leading employers quickly implemented protocols for worker safety, including Clarins Canada.

“Back in February … we sensed that this was going to be bad,” says Lionel Uzan, general manager at Clarins Canada, a subsidiary of the Paris-based, family-owned skin-care company.

It immediately cancelled business travel for its entire Canadian team.

“People were shocked at first,” he says, before adding that after the pandemic was declared, and a tsunami of COVID-19 cases hit hospitals in Europe and then New York and Montréal, workers appreciated management’s quick implementation of clear health and safety protocols.

Wherever possible, staff were sent to

work from home. In this respect, they were already well-prepared as Clarins had an ongoing “digital fitness” program in place to accommodate more flexible working arrangements and promote a better work-life balance.

“So, it was not too disruptive for us; we quickly had everybody working from home,” he says. “But the warehouse, of course, was more challenging because you can’t have people work remotely.”

To protect on-site staff, Clarins rearranged shifts to reduce worker interaction while keeping specific cohorts together to further cut transmission risk.

Personal protective equipment (PPE) was also provided. Clarins even manufactured its own sanitizer in Paris, which was then shipped to Montréal for staff and to use in hospitals.

Worker health and safety were also top of mind at Keurig Canada Inc., which

employs 450 people at its head office and coffee manufacturing facility in St. Michel.

Suffice to say, the pandemic created a soaring demand for java.

“People have been consuming coffee quite a bit, yes,” says Pina Piccolo, vice-president of human resources at Keurig Canada Inc. “We have been running the plant at full force.”

Gloves, masks, hand sanitizer and temperature checks of workers quickly became the norm at the company, considered an essential service. So was regular communication about operations and the pandemic.

They put in place a six-point safety protocol for employees and included additional safety pay for workers on site.

“It was really about making them feel safe at work,” she says.

Similarly, Lowe’s Canada — which has

5

MONTRÉAL’S TOP EMPLOYERS 2021

its headquarters and warehouse in Montréal — quickly adjusted its already robust health and safety measures.

“Health and safety of our associates and customers have always been No. 1,” says Marc Macdonald, senior vice-president of human resources at Lowe’s Canada. “We came from a strong base — it’s part of the culture.”

As a supplier of home improvement and renovation supplies, Lowe’s — which includes Rona, Reno Depot and Dick’s Lumber stores — was well-positioned to adjust the workplace to account for COVID restrictions. For protective plexiglass at the checkout and customer service counter, for instance, “we simply took that off the shelves and installed it ourselves,” Macdonald says.

Lowe’s also had administrative staff working from home, and like other Top Employers, it was an easy adjustment because the company had already been moving in that direction.

“We already had a flexible policy with their work-life balance needs, so we just opened that policy right up.”

While much of the operational strategy at Lowe’s focused on keeping workers safe from COVID-19, Macdonald adds that another priority was employees’ overall well-being.

“We put our money where our mouth is,” he says, noting that therapy and other mental-health benefits were expanded.

A sense of togetherness among staff can also be important for well-being. With so many employees working at home, companies came up with creative uses for video conferencing, including casual get-togethers. Clarins, for example, moved its Christmas party online, which afforded the opportunity to recognize employees who had reached years-of-service milestones in 2020. They also had a crazy hat contest, Uzan adds.

A return to in-person social events is top of mind for businesses as the pandemic recedes and life returns to normal. But this year’s Top Employers also recognize the workplace is probably forever changed — though certainly not for the worse.

“Many of these trends (like working from home) were already happening; COVID just accelerated them,” Uzan says.

“So, what was expected to take years instead happened in just a few months.”

– Joel Schlesinger

D.PAGE/CSL

(CONT.)

 Early in pandemic, CSL Group began hosting regular virtual ‘office chats’ with the company’s CEO and established a new social media chat group to keep all its staff connected.

CCM HOCKEY

AGILE EMPLOYERS

 CCM Hockey in Saint-Laurent quickly adapted its production lines early in the pandemic to make visors and medical hoods needed by healthcare workers and donated a half-million masks.

6

ABB

MONTRÉAL’S TOP EMPLOYERS 2021

r

p

21

ers

Mont

To p E m

loy

’s éal

20

2021 WINNERS  With over 4,000 employees, ABB Canada provides technology and services that keep critical industries in Canada operational during the pandemic.

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

A

BB CANADA, Saint-Laurent.

Engineering and technology services; 4,139 employees. As part of their health benefits plan, employees have access to online medical services along with free virtual fitness classes for those working offsite.

AIR CANADA, Saint-Laurent. Air transportation; 31,215 employees.

Employees have access to the Upgrade to a Better You well-being platform, which includes an extensive health risk assessment and resources to support positive mental health.

AJW TECHNIQUE, Saint-Laurent.

Aircraft maintenance services; 200 employees. Helps employees balance their work and personal lives through a variety

of alternative working options, including flex hours and working from home.

B

EACONSFIELD, CITY OF, Beaconsfield. Municipal governments; 87 employees. To encourage healthy living, hosted weekly communications from the health committee to promote physical fitness and wellness activities.

BEHAVIOUR INTERACTIVE INC., Montréal. Game developers; 576 employees. Continued to create new jobs last year and offers employee referral bonuses for successful hires, from $500 to $3,000.

BELL CANADA, Verdun. Communications; 37,528 employees. Introduced new safety protocols for employees working onsite and leveraged its technology to ensure most employees could work from home.

BELL TEXTRON CANADA LTD., Mirabel. Aircraft manufacturing; 1,213 employees. Organizes internal career weeks twice a year and offers tuition subsidies for employees interested in pursuing additional education.

BLUE CROSS CANASSURANCE GROUP, Montréal. Health and medical insurance carriers; 520 employees. Helps employees plan confidently for the longer term with contributions to a defined benefit pension plan.

BROADSIGN CANADA COMPANY, Montréal. Computer systems design services; 157 employees. Increased the wellness allowance by an additional $200 to help cover the costs of home office furniture for employees working from home.

BUSINESS DEVELOPMENT BANK OF CANADA, Montréal. Secondary

market financing; 2,409 employees.

Increased employee wellness account to $750 (from $250) to spend in ways that would enhance their work-from-home experience.

C

AE INC., Saint-Laurent.

Aviation and defence systems; 4,727 employees. Supports employee development with in-house training and tuition subsidies and manages a rotational leadership development program for university grads.

CANADIAN NATIONAL RAILWAY, Montréal. Railroad transportation; 18,126 employees. Supports employee development through apprenticeships, leadership training and generous tuition subsidies to $4,000.

CAREBOOK TECHNOLOGIES INC., Montréal. Specialized Computer software; 37 employees. Implemented

7

MONTRÉAL’S TOP EMPLOYERS 2021

2021 WINNERS

(CONT.)

work-from-home early and offered an additional $150 for items that support their overall productivity.

CCM HOCKEY, Saint-Laurent. Sporting goods; 338 employees. Quickly adapted to begin manufacturing needed medical materials such as visors and medical hoods and donated half a million masks to health care workers.

CIUSSS WEST-CENTRAL MONTREAL, Montréal. Healthcare services; 6,147 employees. Front-line employees received bonuses in the early part of the pandemic and over 2,000 new employees have been hired since March of last year.

BDC

CHARLES RIVER LABORATORIES MONTRÉAL ULC, Senneville. Medical research and development; 2,201 employees. Purchased additional laptops and equipment to ensure employees could work from home along with the flexibility to accommodate additional family responsibilities.

 Business Development Bank of Canada / BDC provided a $500 allowance to help employees transition to work from home.

D.PAGE/CSL

CLARINS CANADA INC., Laval.

Cosmetics manufacturing; 191 employees.

Offers new moms maternity leave top-up payments to 100 per cent of salary for up to 10 weeks and offered interest-free loans to assist employees during the pandemic.

CONCORDIA UNIVERSITY, Montréal.

Post-secondary education; 2,992 employees. Created a virtual support network called “CU at Home” to help keep employees connected during the pandemic and offers a range of workshops and activities.

CROESUS FINANSOFT, Laval.

Financial management software; 195 employees. Matches charitable donations up to $1,500 annually and offers employees one paid day off to volunteer with their favourite community initiative.

CSL GROUP INC., Montréal. Marine shipping and transportation; 684 employees. Hosts regular virtual “office chats” with the company’s president and CEO for all employees and established a new social media group chat to keep everyone connected.

 Keeping a lookout from the bridge of the CSL St-Laurent, a 36,364-tonne bulk carrier operated by CSL Group.

8

MONTRÉAL’S TOP EMPLOYERS 2021

2021 WINNERS

D

(CONT.)

FAIRSTONE

ANONE CANADA, Boucherville. Food manufacturing; 516 employees. Has an employee “Feel Good” manager that champions employee wellness initiatives to encourage in-house and online physical and mental health activities.

 Fairstone Financial provided $60,000 to six hospitals to support mental health programs for front-line healthcare workers.

DASSAULT SYSTÈMES CANADA INC., Montréal. Software developers; 267 employees. Supports a variety of wellness initiatives, including access to telehealth services and up to $300 per year for fitness activities or weight loss programs.

F

AIRSTONE FINANCIAL INC., Montréal. Financial services; 1,387 employees. Donated $20,000 with an additional company matching donation of $20,000 to the local United Way campaign’s pandemic response and relief fund.

FEDNAV LIMITED, Montréal. Deep sea freight transportation; 200 employees.

Established a new partnership with Dialogue as part of their health benefits plan to provide employees with access to virtual health care services.

FRESCHE SOLUTIONS INC., Montréal. Computer systems design services; 181 employees. Encourages employees to volunteer with one paid volunteer day along with generous matching employee donations to a maximum of $5,000 annually.

G LAROCHELLE

ENETEC INC., Saint-Laurent.

Custom Computer programming services; 896 employees.

Hosts daily online fitness classes as well as weekly online cooking classes that are hosted by the office’s bistro team to help employees stay connected.

 An employee from Larochelle Groupe Conseil wrapping gifts for a charity helping isolated people affected by HIV/AIDS.

H

UMANIA ASSURANCE INC., Saint-Hyacinthe.

Insurance; 180 employees.

Helps employees balance their work and personal lives with telecommuting, shortened work weeks, flexible hours and reduced summer hour options.

I

BWAVE SOLUTIONS INC., Saint-Laurent. Computer software; 100 employees. As part of their health plan, employees have a $500

9

MONTRÉAL’S TOP EMPLOYERS 2021

2021 WINNERS

(CONT.)

health spending account to purchase or top-up additional coverage to suit their personal needs.

IMPERIAL TOBACCO CANADA LTD., Montréal. Cigarette manufacturing; 486 employees. Supports families every step of the way, from generous IVF subsidies to maternity and parental leave top-up payments to onsite child care.

INSIGHT CANADA, INC., Montréal.

Technology consulting; 902 employees.

Launched the dedicated “Together but Apart” campaign to encourage employees to connect online, share photos and keep in touch over the past year.

IVANHOÉ CAMBRIDGE INC., Montréal. Real estate investment and management; 1,055 employees. Supports ongoing employee development with generous tuition subsidies as well as up to two paid study days per course, to a maximum of six days per year.

LAURENTIDE CONTROLS LTD., Kirkland. Process control equipment; 276 employees. Launched an online platform to help keep employees connected, hosting everything from virtual yoga classes to virtual coffee breaks and happy hours.

L’ORÉAL CANADA INC., Montréal.

Cosmetics manufacturing; 1,468 employees. Hosted dedicated “At home” sessions on mental health, mindfulness and well-being, including weekly online Yoga@ home classes.

LOWE’S CANADA, Boucherville. Retail; 12,948 employees. Offered temporary pay premiums for some employees along with paid leave options for those with childcare responsibilities and for those at higher risk of illness.

LUDIA INC., Montréal. Video game developers; 377 employees. Offers generous referral bonuses for employees

K L

LAURENTIDE

ANDRY ET ASSOCIÉS, Montréal. Computer systems design services; 15 employees. Hosted virtual activities including lunch and learns, mindfulness sessions and the monthly “Gateau & Bulles” and sending cakes to each employee’s home.

LAURENTIAN PILOTAGE AUTHORITY, Montréal. Marine pilotage and support services; 50 employees.

Provides maternity and parental leave top-up payments and offers employees the option to extend their leave into an unpaid leave of absence.

LUNDBECK CANADA INC., Saint-Laurent. Pharmaceutical research; 154 employees. As part of their health plan, employees can access coverage for mental health support services, up to $1,000 annually.

M

APLES GROUP, Montréal.

Investment services; 144 employees. Moved most employees to work-fromhome arrangements and introduced a voluntary return to work program in the summer for those wanting to work onsite.

MCGILL UNIVERSITY, Montréal.

Post-secondary education; 6,555 employees. Organizes monthly wellness challenges with great incentives to encourage employee participation, including FitBits, sustainable lunch kits

and even free cooking classes.

MCKESSON CANADA, Saint-Laurent.

Healthcare services and supplies; 3,746 employees. As part of their health plan, employees receive up to 10 paid sick days annually along with generous coverage for mental health services if needed.

N

ESTLÉ NESPRESSO CANADA, Montréal. Coffee supplies and equipment; 469 employees. Provided a monthly reimbursement of $75 for home internet use along with $200 to help employees set up comfortable home offices.

NORTON ROSE FULBRIGHT CANADA LLP, Montréal. Law firms; 1,679 employees. Supports its new moms with maternity leave top-ups and offers the option to extend their leave into an unpaid leave of absence.

q Employees at Laurentide Controls attending a summer retreat at the beautiful Manoir Richelieu, near La Malbaie.

EURIG CANADA INC., Montréal. Coffee distribution and brewing equipment; 1,445 employees. Offered salary premiums for manufacturing employees and has made coffee and in-kind donations to Breakfast Club of Canada and Food Banks Canada over the past year.

LAROCHELLE GROUPE CONSEIL INC., Montréal. Information technology consulting services; 113 employees.

Provided necessary resources to help employees work from home and created a unique COVIDCHAT bot to help the public access helpful information.

who help recruit their friends, up to $5,000 per successful hire.

10

2021 WINNERS

MONTRÉAL’S TOP EMPLOYERS 2021

(CONT.)

NUANCE COMMUNICATIONS CANADA, INC., Montréal. Software publishers; 428 employees. Provides employees with two paid volunteer days off and offers generous matching charitable donations to over $1,000 annually.

O P

NESPAN CANADA INC., Montréal. Software publishers; 264 employees. Encourages employees to save for the longer term with matching RSP contributions.

FIZER CANADA ULC, Kirkland. Pharmaceutical manufacturing; 927 employees.

Offers an online mental health support and coaching platform as well as 24/7 access to a virtual health care service for employees and their families.

wellness committee to work alongside a wellness coordinator in addressing employee health and wellness issues.

R

ICHTER LLP, Montréal.

Accounting firms; 515 employees. As part of their health plan, employees can tap into a wellness spending account that can be used for everything from pottery classes to sports activities.

RIO TINTO, Montréal. Diversified mining and metals manufacturing; 10,829 employees. Directed its charitable fund to support local community efforts in response to the pandemic, including equipment donations and support for individuals and families.

RODEO FX INC., Montréal. Visual effects studios; 558 employees. Offers paid internships and apprenticeships for students and recent graduates, including a new internship specifically for emerging artists.

S

OLLIO COOPERATIVE GROUP, Montréal. Agriculture and food cooperatives; 15,360 employees. Charitable focus is on food, children, health, sports and disadvantaged groups, and matches employee donations with no set maximum.

T

RACKTIK SOFTWARE INC., Montréal. Computer software; 157 employees. Quickly moved employees to work-from-home arrangements and even partnered with a

moving company to deliver desks and chairs to employees’ homes.

U

KG / ULTIMATE KRONOS GROUP, Montréal. Computer software; 293 employees.

Breaks with tradition and offers a unique “Mytime” policy that lets employees manage their own time-off, whether vacation, personal days or sick days.

UNIVERSITÉ DE MONTRÉAL, Montréal. Post-secondary education; 5,502 employees. Offers generous maternity and parental leave top-ups for moms, dads and adoptive parents along with the convenience of onsite child care.

– Richard Yerema & Kristina Leung

q Taking advantage of the weekly on-campus farmers’ market, running from July to October, at McGill University.

PHARMASCIENCE INC., Montréal.

Pharmaceutical manufacturing; 1,446 employees. In recognition of the disruptions of the past year, the company let employees carry over up to five unused vacation days into this year.

POMERLEAU INC., Montréal.

Construction services; 2,006 employees.

Launched the new “Love is an Essential Service” initiative to help health care and organizations supporting vulnerable populations affected by the pandemic, donating over $600,000.

PSB BOISJOLI LLP, Mont-Royal.

Accounting firms; 210 employees. Starts new employees with three weeks of paid vacation, moving to four weeks after just four years, along with extra paid time off during the summer and winter months.

PUBLIC SERVICES AND PROCUREMENT CANADA, Québec region, Montréal. Federal government, government support services; 16,128 employees. Recently created a dedicated

MCGILL

PUBLIC SECTOR PENSION INVESTMENT BOARD / PSP INVESTMENTS, Montréal. Pension funds; 851 employees. Offers generous maternity and parental leave top-ups for mothers and recently extended the benefit to include fathers and adoptive parents.

11

B.SEROPIAN/UdeM

MONTRÉAL’S TOP EMPLOYERS 2021

1. Montréal-based Sollio Cooperative Group matches employee donations to local charities.

2. Benjamin Augereau, an employee in the communications and public relations office at the Université de Montréal, attending an event.

3. Mihaela Iordanova, associate professor of psychology at Concordia, and her undergraduate student Etienne Maes conducted a series of experiments that clarified the role of the neurotransmitter dopamine in learning.

L.GRAVES/CONCORDIA

F.PERRAS/SOLLIO

PHOTOS (CLOCKWISE FROM TOP):

12

LOWE’S

MONTRÉAL’S TOP EMPLOYERS 2021

 Marc Macdonald is senior vice-president of human resources at Lowe’s Canada.

T

Helping the community during the pandemic brings sense of pride

he pandemic has brought much uncertainty to peoples’ lives. But it has also fostered a sense of pride in employees who are helping make Canadians’ lives better.

If Pfizer Inc. was a relatively unknown name among the general public a few months ago, it’s hardly that now.

Pfizer is one of the world’s leading pharmaceutical companies — something few Canadians likely gave much thought to prior to the pandemic.

Of course, Pfizer today is on the lips of everyone as it co-developed and manufactures one of the approved COVID-19 vaccines. For the employees at Pfizer Canada in Montréal, the fact the company is playing a lead role in the battle against the novel coronavirus is a great source of

satisfaction.

“They are critically engaged in the important work of bringing the Pfizer-BioNTech COVID-19 vaccine to Canadians,” says Laura Larbalestier, vice-president of human resources at Pfizer Canada. “We are so fortunate to work in an industry that can make a difference, and we all feel a responsibility to be part of the solution for those counting on us.”

One of Montréal’s Top Employers for 2021, Pfizer provides more than just financial rewards to employees, Larbalestier says.

“I believe that competitive total rewards, including compensation and benefits, are necessary to build the strong foundation of a good employer,” she says. “However, it is the culture of an organization that truly

makes it a great place to work.”

Central to culture are the people, their values and, most critically in recent months, their sense of purpose. “(Culture) is all about our Pfizer Canada colleagues who bring their best to work every single day because our patients are counting on us.”

That calling has involved not just the rollout of the vaccine. It’s also about the many other life-saving treatments Pfizer provides to millions of Canadians.

“Working diligently to ensure business continuity and availability of our medicines to the Canadian health-care system and to patients” has meant Pfizer workers have often gone above and beyond what’s called on them, she says.

Employees at Lowe’s Canada, another

2021 Top Employer in Montréal, have also stepped up in the past year, as nationwide lockdowns have spurred Canadians to take up a wide variety of projects around the house.

“Home improvement retail right now is an exciting place to be,” says Marc Macdonald, senior vice-president of human resources at Lowe’s Canada. “We’ve been hiring coast to coast.”

This growing focus on the home as an oasis in the pandemic has brought Lowe’s employees a heightened sense of purpose, he adds.

“We’re helping them realize what they want to accomplish with their homes,” Macdonald says. “It’s really meaningful for us.”

– Joel Schlesinger

13

PFIZER

MONTRÉAL’S TOP EMPLOYERS 2021

BELL

KDPC

 Employees from Pfizer Canada volunteering at Moisson Montréal during the food bank’s ‘Give A Hand Day’ before the pandemic.

 Bell Canada employees at the company’s ‘Let’s Talk’ day for mental health.

 Keurig Canada staff fundraising for charity at a 24-hour ski-a-thon.

14

MONTRÉAL’S TOP EMPLOYERS 2021

ABB’s first priority is caring for its people

W

hen Moneeb Durrani needed a prescription filled last March, he ran into a roadblock.

His pharmacist said it had expired, leaving him stuck. Fortunately, his employer, ABB Inc., had added a 24/7 telemedicine service to cover emergencies like this during the pandemic.

“Within two hours, I connected with a doctor online to renew my prescription,” says Durrani, a technical sales specialist for electric vehicle charging infrastructure at the global technology company.

“I was grateful I didn’t have to go to a clinic. That was huge added value.”

Durrani says ABB has gone above and beyond to keep its people healthy, physically and mentally. He took a lesson in ergonomics training before setting up his home office and bought a desk with the one-time lump sum he received from ABB. He no longer works out in the company’s on-site gym but can stay fit and alleviate stress through virtual classes or yoga videos on ABB TV. Plus, he connects virtually with his team on recurring lunchtime walks.

Given his one-hour commute to work, Durrani really appreciates that ABB recently announced a new flexible work policy allowing employees to work remotely on some days. As an essential service, ABB offices have remained open on a limited basis and are safe and secure.

“I’d like a hybrid approach,” says Durrani. “Flexibility and wellness are connected because it can give you a better life balance.

Wellness is a little bit personal, but your employer also needs to give

INSIDE ABB'S OFFICE SPACE ON ITS MONTRÉAL CAMPUS

We’re a pioneering company – it’s in our roots.” you the tools to be able to do it.”

Sophie Langley, human resources business partner, says flexible work arrangements are the new way of working and what employees want.

“Like many companies, ABB recognizes the need for well-being in the workplace,” says Langley.

“So, it was our role in HR to provide training and support to our managers during the pandemic, and quickly put a flexible work

— Sophie Langley Human Resources Business Partner arrangement policy in place. After the pandemic, employees can discuss with their managers how they choose to return to work.”

The company recently conducted a global employee engagement survey, which resulted in an engagement rate of 78, a five-point increase over the previous year.

“This shows that our efforts have

been appreciated and have had a positive impact on our employees,” says Langley.

“We’re a pioneering company – it’s in our roots,” she says. “Our leaders showed courage in making those decisions and introducing these new policies. I think it will attract more talent and propel the company forward.” 

15

MONTRÉAL’S TOP EMPLOYERS 2021

3,000

FULL-TIME EMPLOYEES

20,600 JOB APPLICATIONS RECEIVED LAST YEAR

50%

OF EXECUTIVE TEAM ARE WOMEN

ABB EMPLOYEES PARTICIPATING IN A MEETING PRIOR TO THE PANDEMIC

143

CHARITIES ASSISTED LAST YEAR

— A better world begins with you FIND OUT MORE

16

MONTRÉAL’S TOP EMPLOYERS 2021

An environment of sensitivity at Air Canada

D

aniel Lapensée knows all about the value of sensitivity.

In his off time in the past, he spent a lot of time volunteering in bereavement counselling and visiting people in hospital. Now, at Air Canada, he is estates and third-party requests manager, which means he oversees the airline’s interactions with the estates of employees who have died, or its responses to inquiries about staff or retirees from banks, insurance companies and the like.

“There is the administrative aspect of what we do, and there is a human aspect,” he says. “And it's always important to be aware of the human aspect. This is what gives a lot of purpose to what we do.”

It’s an unusual job, but Lapensée has had an unusual career. He started in IT in Montréal as a programmer analyst, then went back to school for civil law, becoming a notary. When he saw the job at Air Canada in 2017, involving both bereavement and legal processes, he jumped at it. “I just love my work, and now I’m the manager of the team,” he says.

Today, he deals with Air Canada families whose lives have been affected by COVID-19, requiring even more sensitive handling than usual. “Sometimes, people will call us and talk a little bit about what they’re going through,” he says.

“And we have to take the time just to listen.”

The COVID-19 pandemic has, of course, had a devastating effect on all airlines, since there is so little demand for flights. Air Canada furloughed thousands of unionized staff according to contract protocols and let go many management people as well – some 20,000 peo-

AIR CANADA DANIEL LAPENSEE, EMPLOYEE CARE MANAGER - ESTATES

It's always important to be aware of the human aspect. This is what gives a lot of purpose to what we do.”

— Daniel Lapensée Estates and Third-Party Requests Manager

ple have been affected. Lapensée was not involved in the process, but what he observed, he says, was carried out “with professionalism and care.”

Mark Olivier, senior director, talent, employee engagement and diversity, was directly involved with the management group. It

was “gut wrenching,” he says, but the airline went out of its way to be sensitive to the needs of the people who were affected. “In our HR core team, we said, How can we do this in the most human way we can? I had a lot of tearful nights.”

Air Canada continues to fly

limited routes, and it is keen to welcome back furloughed people as soon as travel returns. It is also hiring in some tech positions involving its advances in artificial intelligence. Overall, notes Olivier, “that talent is well worth its weight in gold to bring back.” 

17

MONTRÉAL’S TOP EMPLOYERS 2021

17,000 FULL-TIME STAFF

55

YEARS, LONGESTSERVING EMPLOYEE

45%

OF EMPLOYEES ARE WOMEN

305

AIR CANADA, MARK OLIVIER – SENIOR DIRECTOR, TALENT, EMPLOYEE ENGAGEMENT & DIVERSITY

CHARITIES HELPED LAST YEAR

WE’RE FLYING HIGH

TOUJOURS PLUS HAUT

We’re proud to be named one of Montreal’s Top Employers and recognized for our commitment to excellence in everything we do.

Nous sommes fiers de figurer parmi les meilleurs employeurs de Montréal et d’être reconnus pour notre engagement à viser l’excellence dans tout ce que nous faisons.

18

MONTRÉAL’S TOP EMPLOYERS 2021

Bell continues to adapt – and support employees

C

ynthia Lapointe was one of thousands of Bell Canada employees who began working from home in March as part of the company’s coordinated response to COVID-19, working to keep her clients connected at a critical time.

“I was supporting customers in the health sector who rely on our networks and contact centre solutions,” says Lapointe, senior manager - technical architect.

“Helping them manage the crisis was our top priority.”

Whether working remotely or keeping Canadians connected as part of Bell’s retail, field services, network and other customer-facing teams, the company moved quickly to find safe, innovative solutions.

“Overall, it was a smooth transition,” says Marie-Josée Boivin, vice president, human resources, organizational development. “We provided the tools and support for employees to stay safe while maintaining business continuity.”

Founded in Montréal in 1880, Bell is Canada’s largest communications company and remains at the heart of Québec’s innovation sector, leading investment in communications infrastructure and research and development, in the province and across the country.

Even with COVID-19, Bell was able to launch major service enhancements. In June 2020, Bell’s initial 5G wireless network was made available in Montréal and other major centres, and the company also continues to expand its Wireless Home Internet service to rural communities across Québec.

Bell’s track record of innovation translates to a wide range of job options and career growth.

FROM HER HOME OFFICE IN MONTRÉAL, CYNTHIA LAPOINTE SUPPORTS CUSTOMERS IN THE HEALTH SECTOR WHO RELY ON BELL CANADA’S NETWORKS

Lapointe has pursued opportunities that she hadn’t anticipated when she joined the company more than 25 years ago.

“I’ve moved from residential services to business markets, learning management skills, and English, along the way,” says Lapointe, who studied electrical engineering at Laval University. “When I started my career, I thought I’d have to change companies to gain that experience. I’ve been able to do it all with Bell in Montréal.”

Bell has a variety of resources to support employees. Many of which have been adapted in response to COVID-19, while others are new. An established program, the Employee and Family Assistance Program (EFAP), provides support

We’re constantly reviewing the needs of our team members, whether it’s work environment or benefits and health resources. So when faced with the COVID-19 crisis, there was no delay.”

— Marie-Josée Boivin Vice President, Human Resources, Organizational Development

for work, health and life issues, including mental health counselling and COVID resources. A new virtual health program offers employees and their families 24/7 access to nurses and doctors for medical consultations and specialist referrals.

“We’re constantly reviewing the needs of our team members, whether it’s work environment or benefits and health resources,” says Boivin. “So when faced with the COVID-19 crisis, there was no delay. We were prepared to provide the support needed.” 

19

MONTRÉAL’S TOP EMPLOYERS 2021

BELL PROVIDES THE TOOLS AND SUPPORT TO KEEP EMPLOYEES SAFE AND CONNECTED

50,000+ STAFF

$155M

COMMITMENT TO MENTAL HEALTH INITIATIVES

37,000+ HOURS OF SELF-DIRECTED LEARNING CONTENT

3,850+

CHARITIES ASSISTED LAST YEAR

Give your career a boost.

Join a winning team.

Apply today at bell.ca/careers Follow us @bell_jobs

your career just got better

20

MONTRÉAL’S TOP EMPLOYERS 2021

Keeping spirits soaring at Bell Textron Canada

W

hen Québec Premier François Legault announced on March 13 that all companies except for essential services were shutting down because of the pandemic, Bell Textron Canada Ltd. president Steeve Lavoie had to quickly determine what his company’s status was – and then respond accordingly.

“It was determined we were essential,” says Lavoie of the company that manufactures commercial helicopters, “so very quickly we had to adjust everything – re-adapt how many shifts we were operating, sending people home to work remotely.”

As always, the company leadership worked with employees to find solutions, to determine everything from staffing and shifts to how to reorganize the cafeteria. “It was fantastic the way they responded and collaborated,” says Lavoie.

Communication was key from day one, and the company produced regular newsletters to keep everyone up to date. “They were designed to reduce the anxiety among the employees about what was happening inside but also outside in the community,” he adds.

Even before the pandemic, the company was recognized as one that cared about the well-being of all its employees, according to Marie St-Aubin, a senior contracts lawyer. As a regular part of her job, St-Aubin travels frequently but since March she has been home almost exclusively.

“It’s a real change in life,” she says. “But we’re well-supported with tools to make sure we’re working ergonomically. We have

BELL TEXTRON CANADA'S FACILITY IN MIRABEL

I found a family here and I know I’m not the only one.” daily information meetings and a dedicated mental health resource person for employees.” The company has also just opened an on-site wellness centre.

But still, Lavoie adds, “we understand that sometimes the anxiety and stress is there.” To that end, employees are encouraged to drop by the plant, talk to their co-workers and feel connected again. “Stress is a real factor after eight months of operating from

— Marie St-Aubin Senior Lawyer, Contracts

home,” he says. “It’s not always easy.”

And the pandemic has not prevented the company from honouring its trainee program for university students – something Lavoie is very proud of. “We knew that many training programs have been jeopardized so we kept everything going, working remotely and sometimes on-site,” he says. “Even

for the trainees, it was a surprise and there was big appreciation.”

St-Aubin says the company culture is renowned, with some employees approaching 40 years of service. “It’s rare today to see this, and it’s not without reason,” she adds. “We have busy weeks, daily challenges and a committed workforce. I found a family here, and I know I’m not the only one.” 

21

MONTRÉAL’S TOP EMPLOYERS 2021

1,174

FULL-TIME EMPLOYEES

5

WEEKS, MAXIMUM VACATION ALLOWANCE

50%

OF EXECUTIVE TEAM ARE WOMEN

EMPLOYEE IN BELL TEXTRON'S COMPOSITE MATERIAL CENTER

CANADA’S VERTICAL LIFT COMPANY bellflight.com/ca

75

CHARITIES HELPED LAST YEAR

22

MONTRÉAL’S TOP EMPLOYERS 2021

Broadsign lights up its people by displaying support

O

ne of the many ways Broadsign employees have stayed connected while working from home during COVID-19 is through a channel on Broadsign's workplace chat system called “Critters,” where some 50 staff members post pictures of their pets.

A regular participant is Tomas Morton, a software development team lead who has a rescue dog, Copper, and two cats, Chewy and Blackjack. “It’s a nice way to relax and connect with other people in the company,” says Morton. “I also help out people asking for advice. My wife used to work as a vet technician and has a lot of knowledge about animals.”

Morton says that channel, which was created before the pandemic, is typical of how the company and its employees value camaraderie, something that has proven very important amid the isolation of working remotely. Broadsign specializes in out-of-home marketing technology, connecting advertisers and media publishers with audiences in the world’s airports, shopping malls, health clinics, transit systems and the like through about 425,000 signs, including 187,000 digital screens, in 82 countries.

“We have evolved because of COVID-19, but we started from a very similar base and set of values,” Morton says. “Everyone on the management team and all the way down is really connected and social. A lot of that comes from our leader, Burr Smith, and the way he refers to the company as his family, and how everybody is important as a person as opposed to just being a resource.”

Smith, Broadsign’s St. Louis, Mo.-based president and CEO,

BROADSIGN EMPLOYEES ENJOYING A SOCIAL DISTANCED PICNIC AT A PARK

says that at the beginning of the pandemic, “we basically had to look at whether we could survive as a business. And from there, how we might adapt to the changing times to come out stronger.”

Amid the uncertainty, the executive team went out of its way to make it easier for staff to cope with isolation and continue delivering superb service to clients. “We tried to be very generous on allowances for what employees needed in the way of IT equipment at home, and

We recognize that our very talented employees have a choice of whether they want to work with us, and we try to make sure they always want to work with us.”

— Burr Smith President, Chairman and CEO to support them in maintaining their well-being and health,” says Smith. “Also, some of our employees have children at home, so we try to be flexible about work hours and things like that.”

All that and more, says Smith,

reflects Broadsign’s strong commitment to staff. “We recognize that our very talented employees have a choice of whether they want to work with us, and we try to make sure they always want to work with us.” 

23

MONTRÉAL’S TOP EMPLOYERS 2021

BROADSIGN EMPLOYEES AT THEIR SUMMER BBQ IN 2019

157

FULL-TIME EMPLOYEES IN CANADA

5,000

JOB APPLICATIONS RECEIVED LAST YEAR

4

WEEKS, STARTING VACATION ALLOWANCE

4%

EMPLOYER CONTRIBUTION TO MATCHING RRSP PLAN

24

MONTRÉAL’S TOP EMPLOYERS 2021

There’s a culture of innovation at BDC

V

isiting clients as an account manager in the technologies group for the Business Development Bank of Canada (BDC) in Montréal, Marc-André Maheu often discovered that they had worked as sub-contractors for the bank on its mobile applications.

Their involvement with BDC didn’t surprise him. “Word gets around about BDC’s emphasis on technology development,” he says.

A Crown corporation and national development bank owned by the Government of Canada, BDC’s mandate is to help create and develop Canadian entrepreneurs through financing and advisory services, with a focus on small and mid-sized businesses.

The bank operates business centres across Canada on behalf of 62,000 clients, and leading-edge technology plays a big role in its ability to support them.

“BDC invests a lot of its budget and resources in technology development,” says Lisa To, head of the IT performance office in Montréal. “We’re determined to create efficient lending products and tools that go beyond our client’s expectations.”

One such initiative was the automation of small loan processing, whereby entrepreneurs could apply for a loan of under $100,000 and have it authorized in real time.

Today, BDC’s online lending enables accelerated loan processing, and almost every step, from verifying eligibility to adjudicating credit and exchanging e-signatures, is now automated – the first digital offering of its kind to market in Canada.

“There’s a culture of innovation

BDC'S INNOVATIVE TECHNOLOGY ALLOWED EMPLOYEES TO TRANSITION SEAMLESSLY FROM IN-OFFICE WORK TO REMOTE WORK

at BDC,” says Maheu. “The bank provides good systems, great tools and technology, and continuous learning so we can do our work well.”

Many of BDC’s innovations in technology originate with employees, says To. “A lot of new ideas come from our teams, with the support of senior management. It motivates people when their ideas are given credibility.”

“You can feel a sense of purpose here at BDC,” says Maheu, who was recently promoted to regional director, technology industry, for Ontario. “It’s a very dynamic

You can feel a sense of purpose here at BDC. It’s a very dynamic environment, working on projects to help our clients grow their businesses.”

— Marc-André Maheu Regional Director, Technology Industry

environment, working on projects to help our clients grow their businesses.”

BDC’s collaborative approach, supported by leading-edge technology, encourages employees to put the client at the centre of everything they do. In fact, this approach attracted Maheu in 2014, after he’d spent two of his three co-op terms at the bank while

studying for his bachelor’s degree in finance at Concordia University.

Helping entrepreneurs find ways to succeed is more important than ever. “Before the pandemic, digital transformation might have seemed conceptual to some people, but we have seen how it can improve the process for our clients – and why ongoing investments in it are so important,” adds To. 

25

MONTRÉAL’S TOP EMPLOYERS 2021

2,400

FULL-TIME EMPLOYEES

41,615 JOB APPLICATIONS RECEIVED LAST YEAR

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

BDC EMPLOYEES VISITING THE 'TECH CAFÉ' FOR IT SUPPORT

Join the bank that invests in people’s talent.

53%

OF EMPLOYEES ARE WOMEN

No other bank is doing what we do.

We are devoted to Canadian entrepreneurs.

We’re also dedicated to our employees.

We’re hiring. bdc.ca/careers

26

MONTRÉAL’S TOP EMPLOYERS 2021

Supporting a sustainable career track at CN

I

n 1997, when Chantale Després was invited to interview for a management position at Montréalbased Canadian National Railway, she wasn’t looking for a new job or to leave Moncton.

But after CN flew her to Montréal to discuss the role, she couldn’t refuse.

“I met my future manager, who was warm and passionate,” says Després, now CN’s director of sustainability. “She was also a senior executive in a male-dominated industry. I admired her right away and saw that there would be opportunities for me to learn from her.”

Hired to run CN’s customersatisfaction survey program, Després was soon promoted to director of marketing, communications and customer value. After she had spent a decade in that role, CN started getting questions from its freight customers about its sustainability practices and carbon emissions. The company didn’t have comprehensive sustainability policies then.

In 2007, Després attended a life-changing climate-change workshop in Montréal led by Al Gore. “I went home and wrote my own job description, making the case for change,” she says. “I’ve carved my own path by following my passion and collaborating with key stakeholders.”

In 2012, Després made an impression on Bikram Singh Sidhu, an intern in CN’s sustainability office who was studying ecology at Concordia University. After finishing his degree, he moved home to India to resume his career there, but he soon returned to Canada – and to CN, as coordinator of sustainability employee engagement.

BIKRAMJEET SINGH SIDHU, COORDINATOR, SUSTAINABILITY EMPLOYEE ENGAGEMENT AT CN

“I knew I’d be joining a great team, with Chantale as a mentor,” he says. “It’s important that I work with people who are passionate about what they do.” Sidhu was part of the team’s launch of the EcoConnexions employee-engagement program, which aims to conserve energy, reduce waste and improve sustainability practices at CN’s railyards and offices.

Most of the office staff, including Sidhu, are working remotely due to COVID-19. However, the

It’s important that I work with people who are passionate about what they do.”

— Bikramjeet Singh Sidhu Coordinator, Sustainability Employee Engagement

trains have never stopped moving and “our front line employees are out there keeping the economy going,” says Després. “Our priority has been balancing business with keeping all employees safe.”

Sidhu misses seeing his co-workers in person but enjoys leveraging

technology to connect virtually.

When it was safe to do so with proper safety protocols, he began taking weekly tennis lessons with a teammate. “CN’s efforts to connect us help morale and make us feel more valued – and that’s the best way to engage people.” 

27

MONTRÉAL’S TOP EMPLOYERS 2021

18,126 FULL-TIME STAFF

17

WEEKS, MATERNITY LEAVE TOP-UP PAY

6

WEEKS, MAXIMUM VACATION ALLOWANCE

CHANTALE DESPRÉS, DIRECTOR OF SUSTAINABILITY AT CN

1,231

CHARITIES HELPED LAST YEAR

Get your career moving cn.ca/careers

28

MONTRÉAL’S TOP EMPLOYERS 2021

Carebook puts a priority on engaging employees

A

s a father of three young children, Marc-André Jacques initially found working from home due to COVID-19 a delicate and, at times, stressful balancing act. Fortunately, says Jacques, a product manager with Carebook Technologies, he received plenty of support from his employer.

“You want to be a good father and a good employee,” says Jacques. “I never felt any pressure from management or from my peers.”

Carebook is a small but fast-growing company that creates engaging, customer-centric digital solutions for pharmacies, insurance providers, individuals, governments, and employers.

Vice-president of operations Stephanie Saheb says that even as the company grows, the leadership team puts its people first.

“Our CEO, Pascale Audette, believes that a highly functional team should be happy, engaged, and have a good work-life balance,” says Saheb. “Our office and work environment foster innovation. It is also a place to enjoy your time with your colleagues.”

Leadership relies on a software program developed by a Montréal company to keep close tabs on the engagement of its employees. The program issues a set of questions monthly to measure things such as an employee’s relationship with a manager or colleagues, work satisfaction, alignment and wellness.

Carebook holds a semi-annual staff meeting to review those metrics and share comments and recommendations, which can be posted anonymously.

“We keep moving with the rhythm of the company,” says

CAREBOOK STAFF DELIVERING OFFICE MATERIALS TO MAKE THEIR EMPLOYEES' WORK-FROM-HOME SET-UPS MORE COMFORTABLE

Saheb. “We value people’s ideas.

We’re never complacent when it comes to keeping employees happy.”

The company has been extra vigilant with almost everyone working from home. “The most important thing for me was having a flexible schedule,” says Jacques.

“We have an unwritten rule that you shouldn’t book meetings before 9:30 or after four. They recognize that people have lives outside the office.”

Apart from flexible hours, Carebook has launched several initiatives that help address issues

We value people’s ideas. We’re never complacent when it comes to keeping employees happy.”

— Stephanie Saheb Vice-President of Operations that may arise from working at home – including productivity, health and wellness. Employees are receiving a $50 per month wellness/productivity allowance that can be spent on meditation lessons, yoga lessons, exercise equipment, and ergonomic equipment, among other things.

The company has also introduced a twice-weekly, 30-minute

break that it calls a “movement moment.” It is an extension of the lunch hour and employees can use the time to pursue a wellness activity of their choosing.

Meanwhile, Carebook has reopened its offices for those who struggle with the isolation of working from home. “We’re adhering to all the government guidelines,” says Saheb. 

29

MONTRÉAL’S TOP EMPLOYERS 2021

37

FULL-TIME STAFF

37

YEARS, AVERAGE AGE OF ALL EMPLOYEES

55%

OF EXECUTIVE TEAM ARE WOMEN

A TYPICAL OFFICE CHAT AMONG CAREBOOK TECHNOLOGY COLLEAGUES BEFORE THE PANDEMIC

100%

JOB RELATED TUITION SUBSIDIES

30

MONTRÉAL’S TOP EMPLOYERS 2021

Charles River staff help create healthier lives

W

hen John Youssef began working in the toxicology operations support team at Montréal-based Charles River Laboratories, he had no idea that two years later, a promotion to inhalation assistant technician would have him collecting data for various COVID-19 studies.

Because COVID-19 created a new population of patients waiting for testing and treatment, Charles River’s work quickly pivoted to studies for several vaccines and therapeutics. “I’m very proud that our company is discovering new medicines for this virus,” says Youssef. “We play an important role in society by helping people around the world.”

Because Youssef works in a lab, he wasn’t among the staff who were sent home to work remotely.

New safety protocols – a sign-in schedule, surgical masks that must be worn at all times except when eating, hand sanitizer everywhere, strict physical distancing – help him feel safe. If necessary, employees have been offered paid time off work to care for ill relatives.

In October, the company celebrated Laboratory Technician Week virtually instead of in person, when Youssef and his fellow technicians received a gift basket of food from their supervisors. “It made us feel valued,” he says. “I work with such smart, dedicated people who are always learning and supporting each other.”

Michel Provence, vice president of safety assessment for Canada/ Pennsylvania, is striving to maintain that supportive culture and to connect those who are working from home. “We ask everyone

CRL LAB TECHNICIANS COLLABORATING TO HELP IN THE DISCOVERY OF IMPORTANT MEDICINES

We’re developing drugs for the future, which is extremely motivating and rewarding work.” to turn on their cameras during video calls,” he says. “Making eye contact is very important so you’re not staring at a blank screen, you’re looking at someone you work with.”

A PhD in chemistry and an interest in supporting research led Provence to Charles River in his native France, where his first role was marketing manager for that country in 2004. “If you’re into science and collaborating with a diverse group of people, this is a

— Michel Provence Vice President, Safety Assessment, Canada/Pennsylvania wonderful place to work,” he says.

“We have employees from all over the world.”

Since then Provence has been promoted six times, moving to the Montréal office in 2012. “It has been quite a journey,” he says.

“I’m a good example of the career growth and support that’s offered here.”

Provence is extremely proud of their COVID-19 research – and because of its urgent nature, he has never felt such a strong mission to improve public health. “We aren’t the frontline workers, but we are on the second line,” he says.

“We’re developing drugs for the future, which is extremely motivating and rewarding work.” 

31

MONTRÉAL’S TOP EMPLOYERS 2021

2,201 FULL-TIME STAFF

37,177 JOB APPLICATIONS RECEIVED LAST YEAR

60%

OF EXECUTIVE TEAM ARE WOMEN

CHARLES RIVER COLLEAGUES CELEBRATING SUCCESSES TOGETHER IN JANUARY WITH FUN ACTIVITIES

85

CHARITIES HELPED LAST YEAR

jobs.criver.com

32

MONTRÉAL’S TOP EMPLOYERS 2021

Top marks for engagement at Concordia University

W

ith its commitment to research and innovation, Concordia University is precisely where you’d expect to find lots of creative problem-solving – especially when it’s needed most.

Take, for example, Elizabeth Miller, a professor and internationally acclaimed documentary maker who teaches in the Department of Communication Studies. In March 2020, the COVID-19 pandemic limited access to campus and abruptly halted a field course she and her colleague, MJ Thompson of the Department of Art Education, were planning.

The course was originally designed as a seven-day intensive involving cycling, camping, researching, and documenting “wastescapes,” Miller says. But with strict limitations on group encounters, the course needed to be rethought. Fifteen syllabus iterations later, the course became a series of self-guided cycling tours and Zoom “camp fires.”

In the end, the students explored the problems of waste, cycling pathways and zero-waste practices.

Students grasped the spirit of the project, Miller says. “They got outside and thought about creative solutions to some of our most complex waste problems.”

Keeping students safe, healthy and engaged was among the wide range of challenges confronting Concordia as it adapted to the pandemic.

President Graham Carr says research is a key societal mission for the university so it has re-opened 230 of its research labs under strict health and safety protocols. Libraries have also re-opened on a more

ELIZABETH MILLER IS FOSTERING A POSITIVE VIRTUAL STUDENT EXPERIENCE AT CONCORDIA UNIVERSITY

limited basis.

At the same time, Carr says, it was important to maintain a sense of community among Concordia’s 60,000 stakeholders, most of whom are now working or studying from home. Consequently, the university introduced virtual town halls for faculty and staff, plus other measures. Initiatives include virtual home rooms where first-year students can meet new friends, and adopting teaching schedules that suit international students who’ve returned home.

Carr credits positive employee relations for how well the

We’ve been able to accomplish so much because of the strong level of community and trust that’s been established. People are willing to go the extra mile.”

— Graham Carr President

university has functioned throughout the pandemic.

“We’ve been able to accomplish so much because of the strong level of community and trust that’s been established,” he says. “People are willing to go the extra mile.”

That’s been her experience, Miller says. While Concordia’s workplace atmosphere has always

been collegial, she and her colleagues have made a concerted, collective effort to acquire the knowledge and skills to meaningfully engage their students online.

“We have been thinking deeply about what matters most in our teaching,” Miller says. “It helps to feel that we are all in this together.” 

33

MONTRÉAL’S TOP EMPLOYERS 2021

2,992

FULL-TIME EMPLOYEES

58

YEARS, LONGESTSERVING EMPLOYEE

4

WEEKS, STARTING VACATION ALLOWANCE

CONCORDIA UNIVERSITY CONTINUES TO DELIVER MOST OF ITS ACADEMIC PROGRAMS REMOTELY

56%

OF MANAGERS ARE WOMEN

NEXT-GEN. NOW.

CONCORDIA .CA / JOBS

34

MONTRÉAL’S TOP EMPLOYERS 2021

CSL sails safely through the COVID-19 pandemic

I

t’s been a tumultuous time for Matthew Taylor. He interviewed for his job as quality, health, safety and environmental manager for global shipping company CSL Group Inc. from the delivery room where his wife was giving birth.

Then, after starting in January 2020, he moved his family from Ontario to Québec on March 12, just as everyone was being sent home due to COVID-19.

“A new baby, a new province and starting a health and safety job as a global pandemic comes down,” Taylor laughs, rescuing his daughter as she wakes from her nap. “The most challenging thing about working from home is the limitation of getting onboard the vessels to personally build relationships. The best is a standing lunch meeting with my baby girl.”

Because of CSL’s international reach, Taylor says its COVID-19 contingency team was already in place before the virus arrived here and before its 17 ships started operating in Canada in late March.

It was fortunate that vessels that transport cargo on the Great Lakes are laid up during the winter months.

“The key elements of the plan were to get our seafarers to the vessels safely, COVID-free, and then maintain a bubble on board the ship,” says Taylor. “CSL actually chartered flights for our crew members from across Canada who were scheduled to join ships in Montréal. Then we have to keep them safe on board and keep anybody off that doesn’t absolutely need to be there.”

As an essential service, the company didn’t miss a beat with office staff working remotely, says president and CEO Louis Martel.

CSL CREW MEMBER ON BOARD MV THUNDER BAY

Because of the nature of the business, CSL ships travel around the Great Lakes and throughout the globe.

“We were basically up and running, as if we were all in the office,” says Martel. “Everybody already has a laptop and we can all connect.”

He says the biggest challenge was finishing maintenance on the ships, making sure all the necessary controls were in place, and that

The key elements of the plan were to get our seafarers to the vessels safely, COVID-free, and then maintain a bubble on board the ship.”

— Matthew Taylor Quality, Health, Safety & Environmental Manager

anyone coming on board followed strict protocols. So crews wouldn’t risk contamination going ashore to shop, the company created a centralized system for delivering whatever they needed to the ship – from shaving soap to prescriptions.

Martel also increased communi-

cations between ship and shore to make sure people were supported and informed. In this new environment, a hybrid of working from home may be the future.

“COVID has and will change how we work,” says Martel. “It’s about finding the right balance.” 

35

MONTRÉAL’S TOP EMPLOYERS 2021

CSL EMPLOYEES AT THEIR MONTRÉAL OFFICE PRIOR TO COVID-19

684

FULL-TIME STAFF

39

YEARS, LONGESTSERVING EMPLOYEE

44%

OF EXECUTIVE TEAM ARE WOMEN

34

CHARITIES HELPED LAST YEAR

36

MONTRÉAL’S TOP EMPLOYERS 2021

Dassault Systèmes focuses on the future – in 3D

I

n her 15 years at Dassault Systèmes, Camille Lerat has rarely known a dull moment, thanks to the career opportunities available to her and the breadth of the company’s 3D software products.

“You can look at a lot of different roles,” says Lerat, a sales senior manager. “The diversity for me is very stimulating and motivating.”

Dassault Systèmes creates 3D virtual software solutions for an array of businesses and industries, including aerospace and defence, construction, transportation, energy and life sciences, to name a few.

“Our company is focusing on the future of the planet and the future of mankind,” says Francois Bouffard, Canada area leader. “That really motivates our employees.”

Lerat agrees. “What I like is the vision of our leadership,” she says.

“They’re always thinking 10 years ahead.”

Dassault Systèmes goes to great lengths to support the growth and development of its employees through its 3DEXPERIENCE University, which offers an array of learning resources. Employees can tap into modules on the company’s products and on project management, team building, presentation skills and working collaboratively.

Under normal circumstances, when employees are working in the office, Dassault Systèmes helps out with the cost of commuting by providing a rebate on transit fares and now, because of the pandemic, covering the cost of monthly passes to access Montréal’s BIXI bicycle service.

When the COVID-19 pandemic hit in mid-March, the company immediately closed its office, but has supported employees in a

DASSAULT SYSTÈMES EMPLOYEES ENJOYING TIME TOGETHER AT THE 2019 HOLIDAY PARTY

What I like is the vision of our leadership. They’re always thinking 10 years ahead.” number of ways as they adapted to working from home. “We are encouraging employees who see each other regularly at the office and socialize together to do it virtually through video conference sessions,” says Bouffard. “We want to make sure they continue to see each other and have an opportunity to chat.”

When provincially imposed restrictions were eased over the summer, allowing businesses to re-

— Camille Lerat Sales Senior Manager

open, Dassault Systèmes adopted rigorous return-to-work protocols that included wearing masks, frequent use of hand sanitizers and a prohibition on non-employees entering the premises.

The company also applied its expertise in virtual universes to develop airflow modelling of its office space. “We ran a simulation of the ventilation system so we could

see how the air is moving inside the building and which areas had a higher risk of particle deposit,” says Lerat.

Throughout the pandemic, Dassault Systèmes has encouraged its employees to contribute to their communities, says Bouffard, and they responded by helping out at food banks and participating in a number of charitable events. 

37

MONTRÉAL’S TOP EMPLOYERS 2021

267

FULL-TIME EMPLOYEES

39

YEARS, LONGESTSERVING EMPLOYEE

3

WEEKS, STARTING VACATION ALLOWANCE

DASSAULT SYSTÈMES EMPLOYEES PARTICIPATING TO THE PEDAL FOR KIDS EVENT IN 2019

For more information, visit us at 3DS.COM

45%

OF EXECUTIVE TEAM ARE WOMEN

38

MONTRÉAL’S TOP EMPLOYERS 2021

Fairstone supports mental health for the frontline

L

ast spring, as Montréal became the epicentre of the pandemic’s first wave in Canada, employees of Fairstone Financial Inc. began hearing about the heavy toll on hospitals and health care workers.

Deemed an essential service, the financial services company had already ensured the health and safety of employees with protective measures in place for its business operations across the country.

Now the leadership team was looking for a way to make a positive difference in the communities they served.

“We wanted to be impactful,” says Scott Wood, president and CEO. “Everyone’s thought was around physical health because of the virus, but there was also a tremendous impact on mental health.

So we focused on supporting the mental health of healthcare workers – frontline staff, physicians, administrators and others – which wasn’t necessarily being addressed early on.”

The company, which operates over 240 locations across Canada, created a fund internally of one large donation of $60,000, but split it up among six hospitals across the country. All donations were earmarked for hospital workers’ mental health support programs.

“One foundation created a fund specifically for support services for their frontline workers, using our money as the leadership donation to kick off their fundraising campaign,” says Fiona Story, vice president, corporate affairs & culture and a member of the COVID-19 internal response committee. “This fund was a direct result of our initial funding and was sustained throughout the

FAIRSTONE EMPLOYEES COLLABORATING ON A PROJECT AT MONTRÉAL HEAD OFFICE

pandemic. We were really pleased to be able to make a difference.”

When United Way deployed its COVID-19 relief fund in April, the company also donated $20,000, directing the funds to food banks, as food insecurity had become an issue, as well as for the elderly and the most vulnerable across Canada.

“This was a good way to get money into the hands of those most impacted by COVID-19,” says Wood. “We also put in place

The directive for all managers was to have the utmost flexibility, to be understanding and empathetic to everybody’s individual circumstances.”

— Fiona Story Vice President, Corporate Affairs & Culture

an employee donation matching program and ended up contributing an additional $13,000 to United Way.” Story explains that a key part of Fairstone’s culture is being community oriented, but also family oriented from an employee perspective. For example, all

employees received five extra personal days this year.

“The directive for all managers was to have the utmost flexibility, to be understanding of everybody’s individual circumstances and situations,” says Story. “Flexibility and empathy were very big themes for us throughout the pandemic.” 

39

MONTRÉAL’S TOP EMPLOYERS 2021

1,387 FULL-TIME STAFF

42

YEARS, LONGESTSERVING EMPLOYEE

3

WEEKS, STARTING VACATION ALLOWANCE

FAIRSTONE EMPLOYEES COLLECTING NON-PERISHABLES FOR FOOD BANKS DURING COMPANY'S 'COMMUNITY MATTERS' MONTH

67%

OF EMPLOYEES ARE WOMEN

40

MONTRÉAL’S TOP EMPLOYERS 2021

Fresche takes employee collaboration to the next level

M

ontréal-based tech company Fresche Solutions prides itself on its collaborative and transparent culture. So, amid concerns early last year that the COVID-19 pandemic would affect the organization, Fresche reached out to employees for their input.

Fresche helps companies running legacy applications on the IBM Power Systems IBM i platform to modernize, innovate and take advantage of modern technologies, such as open source and the cloud.

It’s a firm that truly cares about its people. When COVID-19 surfaced, Fresche’s HR team provided a daily bulletin that covered the state of the company and other pertinent information.

“Employees told me that keeping communications open helped ease some anxiety during an uncertain time,” says chief human resources officer Mathieu Alarie. At Fresche, our biggest asset is our people, and it was critical for us to come up with a creative way to maintain their well-being and health, along with the company’s – all while preserving jobs as we weathered the storm together.”

As an international company with employees and consultants around the world, Fresche also jumped into gear quickly to extend the full cost of its Employee and Family Assistance Program. “We immediately invested to ensure the well-being of all of our teams,” says Alarie.

“Employees are bound to experience challenges in their personal lives, and the company is committed to celebrating the good times and supporting them through tough ones,” he continues.

FRESCHE EMPLOYEES ENJOY CAREER ADVANCEMENT AND BEING PART OF A WORLD LEADER IN IT MODERNIZATION SOLUTIONS

For example, Fresche recognizes birthdays, anniversaries and other life events. When an employee was diagnosed with terminal cancer in 2019, Fresche and its employees rallied together to create a trust fund for his young daughter.

Fresche also provides support for employee development by covering up to $1,000 a year in tuition fees. Dimary Leak, project support lead, was able to take advantage of this by signing up for courses in Agile software.

“I started five years ago in a junior position where I had a

— Mathieu Alarie Chief Human Resources Officer manager who also acted as my coach,” she says. “She believed in me when I doubted myself, to the point where I was ready for a bigger challenge. It’s been a game-changer for me and helps me deliver projects faster.”

Fresche is always looking for people who have a desire for life-

long learning, says Alarie. “When somebody at any level demonstrates a passion for developing their career and contributing to the greater good of the organization, we collaborate to build a plan that supports their career aspirations – and then we help them achieve it.” 

41

MONTRÉAL’S TOP EMPLOYERS 2021

181

FULL-TIME STAFF IN CANADA

330

EMPLOYEES WORLD-WIDE

3

WEEKS, STARTING VACATION ALLOWANCE

FRESCHE SOLUTIONS' ANNUAL KICKOFF MEETING PRIOR TO COVID-19

$1,000

ANNUAL TUITION SUBSIDY

42

MONTRÉAL’S TOP EMPLOYERS 2021

Flexibility is the new normal at Imperial Tobacco Canada

W

hen the Government of Québec announced a province-wide shut down on March 13, Imperial Tobacco Canada was ready. Its business continuity team had been meeting for weeks, revising and updating plans.

The company, say continuity team members, had one guiding principle: the well-being of its employees and their families.

“We turned on a dime,” says Elisa Di Bello, director of trade marketing and operations, and a member of the team. “We ramped up technology overnight to allow our employees to work from home seamlessly. Since then, we have provided them with everything they need.”

The company has gone the extra mile. Imperial Tobacco knew that in order to keep its business going throughout this massive and unprecedented disruption, its people had to be motivated, connected and engaged.

The company has sent out “wellness boxes,” provided home offices subsidies, given days off, and hosted a series of activities designed to bring employees together virtually.

It organized a “wellness week,” which included a talk by a doctor and psychologist who specializes in workplace resilience. The company has also started “Meal Prep Mondays” and “Wellness Wednesdays” to provide employees with ideas for healthy meals and ideas to remain active at home.

In addition, the leadership team has held bi-weekly virtual business updates followed by question and answer sessions.

“We really challenged ourselves when the pandemic hit,” says Lito

IMPERIAL TOBACCO EMPLOYEES TAKING A WELLNESS BREAK AND PRACTICING YOGA AT THEIR ONSITE FITNESS CENTRE

Charet, vice-president human resources. “We said whatever we do is all about our employees, their families and their communities.”

Imperial Tobacco also has a dynamic career planning and development program, which is evident from the fact that 85 per cent of positions are filled internally, Charet notes. “We invest a lot in developing our people,” she says. “We coach and guide them to their career destination.”

That won’t change, but some things will. Indeed, leadership is working on what it calls the “better

It’s about empowerment. We’re allowing people to choose how, when and where they work and putting our focus on outcomes.”

— Lito Charet Vice-President, Human Resources new normal.” “The pandemic has expedited change and our comfort level with working differently,” says Di Bello. “I don’t think being at the office from nine to five Monday to Friday will be the reality after this. It’s going to bring to the forefront a blended working reality.”

An employee survey conducted in August revealed that 85 per cent of employees felt as productive, or more so, working from home.

“It’s about empowerment,” says Charet. “We’re allowing people to choose how, when and where they work and putting our focus on outcomes.” 

43

MONTRÉAL’S TOP EMPLOYERS 2021

IMPERIAL TOBACCO EMPLOYEES CAME TOGETHER REMOTELY TO SAY FAREWELL TO THEIR FORMER CEO

486

FULL-TIME STAFF

18

WEEKS, MATERNITY LEAVE TOP-UP PAY

36

YEARS, AVERAGE AGE OF ALL EMPLOYEES

41

YEARS, LONGESTSERVING EMPLOYEE

careers.bat.com

44

MONTRÉAL’S TOP EMPLOYERS 2021

At Insight, values are more than a sign on a wall

A

s if working from home with two small children during a pandemic weren’t enough, Lyndsey O’Keeffe, a client solutions representative at Insight Canada Inc., one day tripped and knocked herself out. For two months, she was out of commission with a severe concussion, and her husband, who was also working from home, was left to look after everyone.

“People from the office sent food to my house to make sure my husband didn’t spend all his time cooking, and my teammates kept telling me they’d take care of business and not to rush back,” says O’Keeffe. “I’ve never worked for a company that has taken such good care of its employees.”

None of this surprises senior vice-president and general manager John Dathan, who was drawn to the third-largest technology solutions provider in no small part because of its culture. Insight’s core values are hunger, heart and harmony, and both Dathan and O’Keeffe agree those values are much more than just a sign on a wall. Through the pandemic, Dathan says, “I’ve seen what I’ve always known about our culture – just more vividly in our new hybrid workplace.”

The first thoughts when COVID-19 was declared a pandemic were for the employees, who were sent home with everything they needed to work. The company quickly implemented telemedicine, providing employees with free access to health care providers around the clock, and paid extra attention to any employees who were living alone. In addition, Insight temporarily increased the

INSIGHT WELCOMING NEW TEAMMATES FROM AN ACQUISITION

hourly rate of the staff who had to work from the office during lockdown.

The same care has been given to clients and community. PreCOVID, Insight furnished a technology room for Summit School, for children with special needs, with new computers, keyboards and accessories. When the pandemic hit, the company and one of its partners donated 25 laptops so that teachers could continue to connect with their students from home.

With another partner, Insight

I’ve seen what I’ve always known about our culture – just more vividly in our new hybrid workplace.”

— John Dathan Senior Vice-President and General Manager

was also able to quickly supply an eldercare company with preconfigured iPads so that its residents would still be able to be in touch with family members.

“Our website says our purpose is to make meaningful connections to help our clients work smarter,” says Dathan, whose company is

currently developing some nifty COVID-19-related technology.

“When I began at Insight, I didn’t fully grasp the power of this statement. But what I’ve learned is that we have incredible relationships with our partners that influence the strong outcomes we have with our clients.” 

45

MONTRÉAL’S TOP EMPLOYERS 2021

902

FULL-TIME EMPLOYEES

23

CHARITIES HELPED

3

WEEKS, STARTING VACATION ALLOWANCE

IN 2019, INSIGHT FURNISHED A TECHNOLOGY ROOM FOR SUMMIT SCHOOL WITH NEW COMPUTERS AND ACCESSORIES

9,221

PEER RECOGNITIONS ON ITS RECOGNIZE! PLATFORM

Our teammates embrace the hunger to challenge, the heart to create meaningful solutions and the harmony to work together to achieve transformation.

We deliver Insight Intelligent Technology Solutions™.

Learn more >

46

MONTRÉAL’S TOP EMPLOYERS 2021

The Laurentian Pilotage Authority runs a tight ship

C

hantal Lavoie knew what she wanted to do when she joined the Laurentian Pilotage Authority (LPA) as an intern in the early 2000s. And the LPA gave her an opportunity to do it.

As a student at the Institut maritime du Québec in Rimouski, Lavoie had spent two years studying navigation before changing her focus to the logistics of transportation. The LPA required her skills in both fields.

“LPA brought together two of my passions,” she says, “maritime transport and logistics.”

A federal Crown corporation, the LPA provides marine pilotage and related services to ships on the St. Lawrence and Saguenay Rivers as well as the Gulf of St. Lawrence, covering more than 500 km of navigable water. Every year, some 8,000 ships pass through this area on their way to and from Canadian ports.

“A captain from a foreign country may not be aware of the navigational difficulties,” says CEO Fulvio Fracassi. “A pilot has to know all characteristics of the river.”

To ensure safe passage, shipping companies, through their agents, give an LPA dispatcher in Montréal advance notice about the movement of their vessels and then confirm the schedule four hours before the designated hour.

The dispatcher assigns a pilot, who meets the ship at the scheduled time. In addition, the team of marine captains at the LPA provide the pilots with the necessary support to assist them in conducting their work safely and efficiently.

“We conduct almost 25,000 pilot missions a year,” says Fracassi,

LPA DISPATCHERS HELP ENSURE SAFE PASSAGE OF VESSELS

“with about 200 contract pilots, 24 dispatchers and pilot boat crews. We run a pretty tight ship.”

While safety is the LPA’s first priority, timeliness is a critical factor, as well.

“If we can’t supply a pilot, a ship has to wait,” says Fracassi. Depending on the type of vessel and its cargo, a delay can have serious consequences for the efficiency of the marine transportation system.

Thanks to employees like Lavoie, the LPA conducts more than 99 per cent of its missions on schedule and without incident.

— Fulvio Fracassi CEO Joining the LPA in 2004, Lavoie worked for more than five years as a dispatcher before she became a billing agent for the organization.

In 2017, she became the organization’s supervisor for accounts and billing.

“I’ve been able to evolve within the organization,” says Lavoie.

Even working from the LPA’s

headquarters in downtown Montréal, Lavoie appreciates the critical contribution that the organization makes to the maritime industry along the St. Lawrence and beyond.

“Some of my family members are sailors,” she says, “so that world has always been a part of my life.” 

47

MONTRÉAL’S TOP EMPLOYERS 2021

51

FULL-TIME EMPLOYEES

18

WEEKS, MATERNITY LEAVE TOP-UP PAY

43

YEARS, AVERAGE AGE OF ALL EMPLOYEES

THE LPA PROVIDES MARINE PILOTAGE AND RELATED SERVICES TO SHIPS, COVERING MORE THAN 500KM OF NAVIGABLE WATER

4

WEEKS, STARTING VACATION ALLOWANCE

48

MONTRÉAL’S TOP EMPLOYERS 2021

Lowe’s Canada builds talent to serve their communities

I

n early March 2020, Melissa St-Pierre was satisfied that Lowe’s Canada was well prepared for the April 2020 launch of one of its major annual fundraising campaigns. Since 2018, the home improvement retailer has partnered with the Children’s Miracle Network and Opération Enfant Soleil to raise money for 14 children’s hospitals nationwide.

The arrival of the COVID-19 pandemic, however, meant the in-store activities that employees throughout Canada had organized to collect donations had to be cancelled. Instead, Lowe’s Canada quickly transitioned the campaign online, says St-Pierre, senior adviser, community relations. “We really wanted to be there for our non-profit partners at a time when so many of them are experiencing difficulties.”

Isabelle Laliberté, regional vice-president of operations, notes that Lowe’s Canada has always been committed to building stronger communities. “It’s part of who we are,” she says. “We’ve adopted different strategies this year, but our natural instinct to help our associates and our communities is now more important than ever.”

To that end, the organization made an $800,000 corporate donation to another of its major campaigns, Lowe’s Canada’s Heroes, in which associates support a local non-profit organization or public school of their choice. This was in addition to an earlier $1-million philanthropic investment which included funding earmarked for each corporate store to set up a $1,000 food pantry so associates facing difficulties could help themselves.

With more than 470 corporate and affiliated dealer stores oper-

LOWE'S CANADA'S HEAD OFFICE OFFERS AMENITIES SUCH AS A GYM AND DAYCARE CENTRE

Our natural instinct to help our associates and our communities is now more important than ever.” ating under the Lowe's, RONA, Reno-Depot and Dick's Lumber banners, plus several distribution and store support centres, Lowe’s Canada offers a wide range of career paths. In addition to its friendly, team-oriented environment, it offers employees training and development opportunities and a benefits package that can be tailored to each individual’s needs.

Considered an essential service, the stores kept serving their customers throughout the pandemic

— Isabelle Laliberté Regional Vice-President, Operations with all appropriate health and safety protocols in place. They’ve been so busy, in fact, that Lowe’s Canada has continued to hire via virtual job fairs. “With so many Canadians working from home, customers are looking to us to help make their space more functional and comfortable,” Laliberté explains.

Like others in the Boucherville

head office, St-Pierre has been working from home over the past few months. Throughout all the changes 2020 brought, the supportive workplace culture that Lowe’s Canada has always offered remained as real as ever, she says.

“All the proper tools are in place to keep us engaged and continue to make a difference in people’s dayto-day lives.” 

49

MONTRÉAL’S TOP EMPLOYERS 2021

LOWE'S CANADA ASSOCIATES GETTING INVOLVED IN THEIR COMMUNITIES WITH THEIR HEROES CAMPAIGN

13,000

FULL-TIME EMPLOYEES

49

YEARS, LONGESTSERVING EMPLOYEE

250+

CHARITIES HELPED LAST YEAR

$500 UP TO

INCENTIVE FOR RETURNING STUDENTS

You’ve got the talent, we’ve got the tools!

BECOME PART OF THE FAMILY

50

MONTRÉAL’S TOP EMPLOYERS 2021

Lundbeck Canada gives employees room to grow

A

fter earning a degree in medical biology, Evelyne Daoust was determined to pursue a career in the pharmaceutical industry because she wanted to make a difference in the lives of patients.

And she has – since joining Lundbeck Canada, a company with a suite of prescription medicines that treat brain diseases.

“We are providing solutions for mental health patients,” says Daoust, a senior product manager. “We are always happy to hear from patients and see the difference we’re making.” Lundbeck is dedicated to restoring brain health, so every person can be their best.

This includes talking openly about mental health and advocating for access to treatment and community support.

Daoust says the organization has supported her growth and development through leadership training and external coaching. “People management was something I wanted to do,” she says. “Two years after I started, I was offered a national business manager position with a brand-new sales team to launch a new medication.”

Every Lundbeck employee has a personal development plan, says Catherine Baril, senior director of human resources. “Our personal growth and talent programs are very dynamic,” she says. “We’re always trying to bring new ideas to the way we do employee development.”

Lundbeck Canada is a relatively small organization, which also benefits employees. “We give our people a lot of latitude and autonomy,” says Baril. “They perform a variety of tasks and that gives them opportunities to learn and develop.”

LUNDBECK CANADA EMPLOYEES VOLUNTEERING TO PLANT VEGETABLES AT SUNYOUTH'S GARDEN DURING 'INSPIRATION DAY' IN MAY 2019

The company has introduced a number of measures to help its employees adjust to the challenges presented by the COVID-19 pandemic. “We’ve provided webinars and virtual lunch and learns,” says Baril. “We’ve had doctors and mental health experts speak about building resilience while working remotely because it hasn’t necessarily been easy.”

Daoust can attest to that. “I’ve always been in contact with people

We give our people a lot of latitude and autonomy. They perform a variety of tasks and that gives them opportunities to learn and develop.”

— Catherine Baril Senior Director of Human Resources

my entire career, whether as a sales rep, a trainer or a sales manager,” she says. “Meeting people virtually is okay, however human contact is missing for me.”

Lundbeck had to adapt to the various provincial public health instructions and directives implemented during the pandemic. The

company re-opened its office on Sept. 8 and allowed a limited number of employees to return to work each day.

“Some employees who came back said they needed the change,” says Baril. “Others didn’t feel secure and stayed home and we respected that.” 

51

MONTRÉAL’S TOP EMPLOYERS 2021

154

FULL-TIME EMPLOYEES

66%

OF EMPLOYEES ARE WOMEN

65%

OF MANAGERS ARE WOMEN

LUNDBECK EMPLOYEES STAND TO CREATE THEIR STARFISH LOGO SHAPE

71%

OF EXECUTIVE TEAM ARE WOMEN

Click here to learn more about Lundbeck Canada

52

MONTRÉAL’S TOP EMPLOYERS 2021

Maples Group leverages Montréal’s diverse talent

A

few months after Venezuelan lawyer Magda Mendoza immigrated to Canada in 2016, the Montréal office of the Maples Group hired her as an investor services administrator. “I saw there was a great opportunity to reinvent myself here,” she says.

The young married mother of a then eight-month-old baby joined an internal mentoring program to carve out her path at the firm, which offers a comprehensive suite of services to hedge funds, private equity funds and institutional investors around the world. Over the last four years, Mendoza has progressed from an entry-level position to her current role as a vice president within the anti-money laundering team.

“When you come to a new country, there can be challenges with having to start over,” says Mendoza. “The Maples Group has helped me navigate my career path, giving me a home and a work family while supporting my professional development.”

Montréal’s diversity has played a key role in the success of this office, which operates under the International Financial Centre program sponsored by Finance Montréal. This is evident from the fact that 72 per cent of employees were born outside of Canada, hailing from 35 countries.

Tyler Kim, global head of fund services, was born and raised in Hawaii. After a career in management consulting and working with investment managers, he joined the Maples Group in 2009 to launch its Montréal office and establish it as both a fund services hub and a technology centre of excellence.

He recognizes the strategic im-

MAPLES GROUP'S CORE VALUES INCLUDE EXCELLENCE, INTEGRITY, TEAMWORK AND PEOPLE

portance of the Montréal office’s contribution to the firm’s global business.

“We’re trying to find great people from all over the world to work for the Maples Group,” says Kim, “In Montréal, we can do this in one city.”

Not only has the Maples Group’s Montréal office grown each year since its establishment, the firm has also hired more than 30 per cent of its current complement of

The Maples Group has helped me navigate my career path, giving me a home and a work family while supporting my professional development.”

— Magda Mendoza Vice President, Anti-Money Laundering Team

employees since the onset of the pandemic.

Though COVID-19 has impacted the way Mendoza, Kim and their colleagues are able to interact, the Maples Group has ensured that they are able to not only work effectively remotely but also

reconnect and relax. Maintaining the firm’s culture, sense of community and status as an employer of choice has remained a key focus.

“We’ve had to pivot from jet-boating events and bagel days to virtual pub quizzes and virtual team lunches,” says Kim. 

53

MONTRÉAL’S TOP EMPLOYERS 2021

THE MAPLES GROUP IS PROUD OF ITS DIVERSE AND INCLUSIVE COMPANY CULTURE

205

FULL-TIME STAFF

10,277

APPLICATIONS LAST YEAR FOR 60 POSITIONS

33

YEARS, AVERAGE AGE OF ALL EMPLOYEES

20%

OF EMPLOYEES PROMOTED IN 2019

OPPORTUNITÉS ILLIMITÉES POUR LES FUTURS LEADERS ENDLESS OPPORTUNITIES FOR FUTURE LEADERS maples.com/careers

54

MONTRÉAL’S TOP EMPLOYERS 2021

Norton Rose Fulbright again shows how it cares

H

er voice cracking with emotion, Helma Kwedi recalls how her boss and colleagues at Norton Rose Fulbright Canada LLP rallied to her support when she told them of her son’s autism diagnosis. “They really helped me through that period,” recalls Kwedi, a legal assistant at the global law firm and a single mom.

“They told me, ‘We are here for you.’

“My boss even took it upon himself to find autism resources I could use. It was just wonderful.”

When Kwedi came from another law firm seven years ago, she realized that her new office environment was strikingly different.

“Right away, I felt welcomed,” she says. “I wasn’t a number. People were more respectful, more considerate. They cared about me.”

“At Norton Rose Fulbright, I’m part of the team. I can speak up and be heard.”

Years later, when COVID-19 drove the firm’s people from their spacious Place Ville Marie offices to their homes, Kwedi felt the added responsibility of looking after her son. Fortunately, senior management had responded to the pandemic with a flex program that allowed business-services employees to reduce their work week by up to 40 per cent, or even take a leave of absence.

Kwedi opted to take off one day a week. “It removed the pressure,” she says. “And it was presented in such a way that no one felt guilty.”

The Montréal office’s managing partner, Solomon Sananes, says he and the firm recognized that everyone was facing pandemic-related difficulties. “We immediately focused on the safety and well-

HELMA KWEDI ENJOYED NORTON ROSE FULBRIGHT SOCIAL FUNCTIONS BEFORE COVID-19 RESTRICTIONS

being of people and very quickly shut down our offices,” he says.

“Our lawyers are used to working flexible hours, but we introduced our flex program so that the business-services employees could take time off when needed to deal with family issues.”

The firm made sure everyone had computer access at home, established a wellness committee focused on mental health, and

— Helma Kwedi Legal Assistant provided a $500 credit for people to equip their home offices. To encourage people to stay in touch, it introduced a mental-health initiative pairing people to meet virtually for informal conversation, while two lawyers hosted a popular national weekly trivia night.

Sananes says Norton Rose Fulbright’s response was driven by its caring culture, an assessment wholly endorsed by Kwedi. “As a Black woman and an immigrant,” she says, “I feel that I am in an environment that celebrates diversity and emphasizes equality.” 

55

MONTRÉAL’S TOP EMPLOYERS 2021

1,679

FULL-TIME EMPLOYEES

53

YEARS, LONGESTSERVING EMPLOYEE

66%

OF MANAGERS ARE WOMEN

NORTON ROSE FULBRIGHT INTERNATIONAL WOMEN’S DAY EVENT, ONE WEEK BEFORE PANDEMIC CLOSURES

Norton Rose Fulbright is proud to be one of Montréal’s Top Employers 2021.

Norton Rose Fulbright est fier de figurer parmi les meilleurs employeurs de Montréal 2021.

Law around the world nortonrosefulbright.com

Le droit à l’échelle mondiale nortonrosefulbright.com

250

CHARITIES HELPED LAST YEAR

56

MONTRÉAL’S TOP EMPLOYERS 2021

Pfizer’s true colours shine through in adversity

I

n her communications to employees of Pfizer Canada ULC at the beginning of the pandemic, Laura Larbalestier reminded colleagues that they were all fortunate to work in an industry that can make a difference and that she felt a responsibility to those counting on them – the patients.

“Each employee is contributing by keeping their focus on our business priorities,” the vice-president of human resources wrote. “The necessity of having to operate differently gives us all the opportunity to focus on what it is we can do.”

Within 48 hours of pivoting to remote work, Pfizer had introduced telemedicine and had made available additional mental health support to its existing employee assistance program. The company also doubled coverage for psychologist expenses and provided financial sessions for employees anxious about the pandemic’s effect on the stock markets and, ultimately, their retirement funds.

“It was incredible how quickly our company was able to turn around and offer services to colleagues, always trying to be understanding that every individual was going through their own process,” says Ranjita Banerjee, a portfolio marketing manager. “It’s very true to the Pfizer culture.”

Banerjee leads a diversity and inclusion committee of 15 people of various backgrounds and functions, designed to improve representation in the company. Even during the pandemic, leadership support for the group’s work was constant and Banerjee was able to roll out new initiatives. “The importance of this was never lost on any of us,” she says.

Meanwhile, Pfizer offered paid

PFIZER EMPLOYEES EXPERIENCING WHEELCHAIR BASKETBALL AS PART OF A 'PARATOUGH' ACTIVITY LAST YEAR

I’m blessed to be part of an organization that is putting its people first – I have never been prouder to be a part of Pfizer.” leave to any employees with scientific or medical backgrounds who wanted to volunteer in clinics, testing centres and hospitals. And beyond its regular philanthropic efforts, the company contributed to causes that needed extra support during the pandemic.

Employees alone raised about $45,000 for organizations providing COVID-19-related services, and the company gave over $500,000 to various groups,

— Laura Larbalestier Vice-President of Human Resources including the Breakfast Club of Canada, Innovative Medicines Canada (for personal protective equipment) and, in its own neighbourhood, West Island Community Shares, among many others.

Through the pandemic, Larbalestier says, employees have shown tremendous courage and resilience.

“I’m blessed to be part of an organization that is putting its people first – I have never been prouder to be a part of Pfizer,” she adds.

“Because patients are counting on us, everything we do every day has an impact, and our employees have continued to deliver – and then some.” 

57

MONTRÉAL’S TOP EMPLOYERS 2021

PFIZER EMPLOYEES ATTENDING BIOPHARMA GLOBAL TOWNHALL LAST YEAR

901

FULL-TIME STAFF

11,880 JOB APPLICATIONS RECEIVED LAST YEAR

3

WEEKS, STARTING VACATION ALLOWANCE

62%

OF MANAGERS ARE WOMEN

Science Will Win

™

58

MONTRÉAL’S TOP EMPLOYERS 2021

Helping others is part of the DNA at Pharmascience

O

n March 12, 2020, Emmanuelle Rensonnet was at a restaurant and had no idea that her life, like everyone else’s around the world, was about to change completely. By the time she got into work at Pharmascience the next morning, the whole country had gone into a state of emergency.

For Rensonnet, IT team lead for quality systems for the pharmaceutical company, that meant ensuring even better technological support for the 800 of the 1,500 employees now having to work remotely.

The priority for Pharmascience was to keep all its employees safe. “If we couldn’t manufacture our products, there would be a drug shortage on the market,” says chief financial officer Sonia Girolamo. “So we sent employees home, ensured they had all the IT equipment they needed and then focused on our on-site production workers and what we could do to protect them.”

With additional physical protection measures put in place, the focus remains on keeping employees healthy physically and mentally. In addition to its Employee Assistance Program, the company still offers webinars about stress and mental health. It also provided employees with a free, temporary virtual 24/7 walk-in clinic where they could speak with a doctor.

Within the organization, virtual events are offered: yoga, cocktail parties and cooking classes, to name a few. Every morning, Rensonnet hosts a 15-minute informal virtual meeting to connect with her teammates and catch up over a coffee. “We laugh, talk about what we did last night – we just want to make sure we stay

A PHARMASCIENCE EMPLOYEE DEMONSTRATES THE IMPORTANCE OF VOLUNTEERING DESPITE THE PANDEMIC

When the need comes, we address it.”

— Sonia Girolamo Chief Financial Officer

close as a team,” she says.

Pharmascience has also stepped up more than once to help the community. It maintained its Community Partnership Day, and its Pendopharm division organized a volunteer program through which employees could sign up to help local organizations – delivering groceries and prescriptions,

supporting literacy programs, even setting up a community garden.

“When the need comes, we address it,” says Girolamo. “Pharmascience's values of community involvement have always been very strong. With the pandemic, we had to rethink our ways of doing things and helping others in need, but it was important for us to maintain

our activities at this level.”

Pharmascience also strives to be involved at several other levels.

The organization is working in collaboration with the Montreal Heart Institute Research Centre in a study called ColCorona. The main objective of the study is to prevent the complications associated with COVID-19. 

59

MONTRÉAL’S TOP EMPLOYERS 2021

1,446

FULL-TIME EMPLOYEES

2,616

STAFF VOLUNTEER HOURS LAST YEAR

48%

OF EMPLOYEES ARE WOMEN

SOME OF PHARMASCIENCE'S PRODUCTION EMPLOYEES LEARNING ABOUT LEAN INITIATIVES

PHARMASCIENCE AND YOU:

A chemistry that changes lives

18

WEEKS, MATERNITY LEAVE TOP-UP

60

MONTRÉAL’S TOP EMPLOYERS 2021

Pomerleau blends old-fashioned values with innovation

W

hen Pomerleau talks about treating staff like family, those aren’t hollow words. Just ask civil and infrastructure engineer Charles-Etienne Bergeron.

In 2009, when he had been with Pomerleau for only two years, he went through a difficult personal situation. “Pomerleau took care of me as if I’d been with the company for 20 years,” says Bergeron.

“They did everything to support me.”

Even now that Pomerleau is one of Canada’s top construction companies, operating from coast to coast, that family atmosphere persists, says Bergeron. Pomerleau also offered him the opportunity to grow and develop his career. After working in the Montreal office for nine years, he was relocated to Victoria, where today at 37, he is the project director of a multi-million dollar project.

Francis Pomerleau, the chief executive of talent, culture and leadership, co-owns – with his brother, Pierre – the firm their father started in 1964. As he likes to say, theirs is “the only construction company in the world that identifies love as one of its values.”

A case in point: every year the firm sends maple syrup to staff, clients and friends, a tradition that goes back to the company’s origins in Saint-Georges, south of Quebec City, a region known as the “land of the maple.”

“We’re a big construction company and, yes, we work with concrete and steel and heavy machinery,” says Pomerleau, “but it’s much more than that – we’re a family that does fun things together.”

Those fun things include a major

THE USE OF THE LATEST TECHNOLOGY ALLOWS FOR GREATER COLLABORATION ON POMERLEAU CONSTRUCTION SITES

physical challenge every few years.

Bergeron was among employees who cycled from Ottawa to Halifax in 2010 and four years later, ran from Montreal to New York.

Last year, because of COVID-19, the company organized a virtual challenge. In recognition of their employees’ participation, Pomerleau donated $625,000 to 14 charities supporting those affected by COVID-19. Part of that amount included personal donations from the owners.

Another thing Bergeron ap-

Pomerleau took care of me as if I’d been with the company for 20 years.”

— Charles-Etienne Bergeron Project Director

preciates is Pomerleau’s focus on innovation. “We’re the leaders in Canada in using building information modelling, a collaborative approach for centralizing, managing, sharing and visualizing project data. And we were the first in the world to have Spot, the robot from Boston Dynamics, on our con-

struction sites taking 360-degree photos, allowing us to see how work is progressing.”

“Our commitment to innovation is very appealing for people joining us,” says Pomerleau. “They feel they are empowered to transform not only the company but the industry as well.” 

61

MONTRÉAL’S TOP EMPLOYERS 2021

2006

FULL-TIME STAFF IN CANADA

100%

JOB RELATED TUITION SUBSIDIES

45

YEARS, LONGESTSERVING EMPLOYEE

POMERLEAU IS A LEADER IN USING THE LATEST INNOVATION ON ITS CONSTRUCTION SITES

150

CHARITIES HELPED LAST YEAR

62

MONTRÉAL’S TOP EMPLOYERS 2021

PSB Boisjoli prides itself on its sense of community

W

hen the Montréalbased accounting firm PSB Boisjoli LLP (PSBB) held its annual Halloween contest and fundraiser last fall, the winner got to wear a Batwoman costume while the runner-up dressed as a baby replete with diaper and pacifier.

But the purpose of the competition – in which staff members voted, with their contributions, for which of two PSBB partners deserved to don a superhero costume – was not to exalt the victor and humiliate their competitor (though the laughs were plenty). Instead, it was to raise money for the local charity ALPABEM, which supports family members and friends who are caregivers of people suffering from mental illness.

The company chooses an organization for the funds each year, and after COVID-19 had turned everything upside-down, it deemed ALPABEM a worthy recipient. “It felt very relevant because with the pandemic, people with mental illness are particularly vulnerable,” says Alina Ghitulescu, principal of the firm’s Corporate Business Group and a member of its philanthropy committee, which organized the event.

Despite the committee’s fears that, because of the pandemic, the fundraiser might be only a modest success, says Ghitulescu, “the results and the virtual turnout were actually better than in a normal year, and we raised a record $20,596.”

In another community initiative involving Ghitulescu, PSBB’s 36-member Women’s Leadership Group donated meals for COVID

PSB BOISJOLI STAFF AT ITS HALLOWEEN EVENT IN 2019

health-care workers at Montréal’s Hôpital Maisonneuve-Rosemont in June to thank them for their efforts.

Amid the pandemic, PSBB also came up with innovative ways to make its summer experience more enriching for their interns.

Senior auditor David Picarella, who helped organize the program, created a new feature he called 15-Minute Thursdays, in which each of the articling students was matched with four or five staff

— David Picarella Senior Auditor members every week to communicate informally via Microsoft Teams.

“It really allowed them to get a feel about who we are and what we do,” says Picarella, who’s been with the company for four years.

“Although they were working from home, alone, they really felt connected to the staff at PSBB.”

In general, says Picarella, one of the many things he loves about the firm is its openness to, and support for, employees’ ideas. “I get to go home and brag about how PSB Boisjoli was on board with something I proposed, and how I think it’s going to be a success. I don’t know if I could find that anywhere else.” 

63

MONTRÉAL’S TOP EMPLOYERS 2021

210

FULL-TIME EMPLOYEES

28

YEARS, AVERAGE AGE OF ALL EMPLOYEES

48

YEARS, LONGESTSERVING EMPLOYEE

INTERNSHIP STUDENTS HAVING LUNCH WITH PSB BOISJOLI'S HR REPRESENTATIVES LAST SUMMER

WHERE LEADERS ARE CREATED,

AND RESULTS ARE ACHIEVED.

1,540

STAFF VOLUNTEER HOURS LAST YEAR

64

MONTRÉAL’S TOP EMPLOYERS 2021

PSP Investments supports and values all voices

S

ince Marie-Astrid Séka joined Montréal-based Public Sector Pension Investment Board (PSP Investments) in 2012 as a business analyst, she has been promoted five times. “I like to learn, so when a position opens and I think I can help the team and it will help my career, I apply,” she says.

Séka, now senior manager, digital business solutions – capital markets, feels fortunate to have had multiple opportunities to evolve. “Not everyone has a chance to change roles so often, and I’m grateful for my managers’ support,” she says.

Three maternity leaves haven’t taken Séka off the promotion track, either. Not once has she worried that being a mother would hinder her growth at PSP Investments. “For a woman, that’s really important,” she says.

It was also important that Séka and her fellow Black co-workers were heard when the Black Lives Matter movement gained momentum, when she presented at an anti-racism panel about inclusion and diversity. “Although PSP Investments has a great diversity program, we felt there wasn’t enough awareness around racism,” she says.

As a result, the Cultural and Religious background affinity group was renamed Anti-Racism, Culture and Religion. “We were met with open ears,” says Séka, who is a member, “and we started discussions on how to address racism here.”

“To show our support, we signed the BlackNorth Initiative,” says Giulia Cirillo, PSP Investments’ senior vice president and chief human resources and global commu-

AT PSP, EMPLOYEES TAKE THE TIME TO SHARE A LAUGH AMONGST COLLEAGUES

nications officer. The national initiative acknowledges the existence of anti-Black systemic racism and the need to create opportunities for Black people within organizations.

Valuing all voices – and connecting employees – has never been more important than while people work remotely during COVID-19, says Cirillo. “Because we aren’t shaking hands or making eye contact in person, we’re learning how to maintain and sustain the relationships and values we had with our employees and partners before.”

Not everyone has a chance to change roles so often, and I’m grateful I’ve had my managers’ support.”

— Marie-Astrid Séka Senior Manager, Digital Business Solutions – Capital Markets

Senior leaders recognize that completely remote work isn’t optimal long term. They are having rich discussions to determine how to engage in a more flexible, autonomous work environment through a hybrid work model. “As social beings, we need some personal interaction, so we’re trying to keep an open mind,” says Cirillo.

As always, the health, well-being and safety of PSP Investments’ employees is top priority. “We’re learning every day about the best ways to reach our people, to ask how they and their families are doing,” says Cirillo. “It’s all about leveraging our learnings from COVID-19 to sustain those important connections.” 

65

MONTRÉAL’S TOP EMPLOYERS 2021

AT PSP, EMPLOYEES SHARPEN THEIR EDGE BY CONNECTING, COLLABORATING AND LEVERAGING INTERNAL NETWORKS

851

FULL-TIME EMPLOYEES

26

WEEKS, MATERNITY LEAVE TOP-UP PAY

38

YEARS, AVERAGE AGE OF ALL EMPLOYEES

4,500+ STAFF VOLUNTEER HOURS LAST YEAR

66

MONTRÉAL’S TOP EMPLOYERS 2021

Richter invests in supporting its people

W

hen Jenna Schwartz was an articling law student, she discovered that she missed using her commerce degree skill set – and that lawyers and tax accountants often collaborate. Because she enjoys working with numbers, she thought joining Montréal-based business advisory and family office services firm Richter LLP would be a good fit for her career.

“What I liked best about corporate law was closing deals for clients,” says Schwartz, who joined the firm as an associate in 2012.

“Richter has a wonderful reputation generally but also for having a strong group of tax professionals.

I still get to work with clients and put together deals for them but through the lens of tax and numbers, which I love.”

Schwartz, now senior manager (tax), has been promoted twice and praises the partners’ investment in their people. “I’ve always had clear dialogue and access to the partners,” she says. “I’ve been given a lot of trust in my roles, so I’ve never felt boxed in.”

In response to COVID-19, Schwartz was part of the team that helped navigate the new government subsidies, translating the rules into plain language for clients. She adapted well to working remotely after employees were sent home in March and still felt connected to her team members. “I like collaborating with my co-workers, because I work with smart, motivated, friendly people.”

Partner Mindy Mayman sits on the firm’s COVID-19 response team, which was created in mid-February. “Our goal was that if something was going to come our

RICHTER CELEBRATES ITS TEAM MEMBERS WHO EARNED DESIGNATIONS AND PASSED THE CFE IN JANUARY 2020

I’ve been given a lot of trust in my roles, so I’ve never felt boxed in.”

— Jenna Schwartz Senior Manager (Tax) way, it would happen quickly, and we wanted to be thoughtful and put a plan in place,” she says. “We had a flexible work-at-home policy before, but it wasn’t fully utilized to this extent.”

With two teenagers at home, Mayman appreciates working remotely and only goes into the office occasionally. “I still engage with a wide variety of people

virtually every day, which is good for me because that’s what I thrive on,” she says. Senior leaders stay in close touch with their teams to check on their mental health, and the firm doubled its insurance coverage of mental health support this year.

Recruiting is still occurring, although virtually. “The firm always

needs young staff so we can train them and develop their careers – and they need a place to apply their knowledge in a practical way,” says Mayman. “We recognize they want access to senior leadership to give them insight into the firm’s purpose and strategy and to show them how their role fits into the bigger picture.” 

67

MONTRÉAL’S TOP EMPLOYERS 2021

RICHTER TEAM MEMBERS CELEBRATING THE YEAR END AT THE FIRM’S ANNUAL FESTIVE PARTY IN 2019

512

FULL-TIME EMPLOYEES

36

YEARS, AVERAGE AGE OF ALL EMPLOYEES

57.5%

OF EMPLOYEES ARE WOMEN

46%

OF MANAGERS ARE WOMEN

68

MONTRÉAL’S TOP EMPLOYERS 2021

Rio Tinto offers opportunity and strong values

A

s part of his job at Rio Tinto, Joey Kairala analyses business decisions related to ELYSIS, a joint venture the global mining and metals company is pursuing with Alcoa, in partnership with Apple and the governments of Canada and Québec. The partnership is further developing a new technology that eliminates direct carbon emissions from the aluminum production process.

The work combines two key factors that drew Kairala to Rio Tinto – innovation and a commitment to environmental stewardship.

“Working for a company with these values is very important to me. We’ve announced clear emission abatement targets and are working towards them,” says Kairala, a senior advisor, strategy & business analysis, at Rio Tinto’s Montréal Hub. Values, along with a wealth of opportunities, are points Kairala stresses when asked to speak to recent graduates.

“I tell them to look at the opportunity to grow and what a company stands for,” says Kairala.

“From day one at Rio Tinto, you are put in a new grad program and assigned a ‘buddy’ to mentor you.

You learn about different aspects of the business in ways that help you choose a career path.”

In addition to producing aluminium, iron ore, titanium and diamonds across Canada, Rio Tinto operates in 36 countries. Montréal is one of its three global hubs, supporting the Americas, Europe and Africa, and is home to Rio Tinto’s Processing Centre of Excellence.

As part of an essential industry, Rio Tinto continued to operate throughout the COVID-19

AS PART OF ITS COVID-19 RELIEF EFFORTS, RIO TINTO DONATED 140,000 MASKS TO THE SACRÉ-COEUR HOSPITAL IN MONTRÉAL

pandemic. Employees not required on site worked from home. On-site employees follow the highest standard of safety protocols, in accordance with government guidance, including health questionnaires, temperature checks at the gate and social distancing.

Across North America, Rio Tinto pledged US$10 million to community-based pandemic relief efforts, including support for food banks and women’s shelters. The company also donated tens of thousands of masks and personal

I’m very proud of what our company and employees have done to help those most in need.”

— Alf Barrios Country Head for Canada

protection equipment to hospitals, RCMP detachments and fire stations.

In Québec, Rio Tinto supported new initiatives by groups such as Alloprof, an organization that provides digital tutoring resources to students and their parents.

In Saguenay–Lac-St-Jean, the company distributed $25 gift cards to all of its employees to be used

in local shops and restaurants, infusing $100,000 into the regional economy.

“This situation has reinforced the importance of staying connected and supporting those around us,” says Alf Barrios, Rio Tinto’s country head for Canada. “I’m very proud of what our company and employees have done to help those most in need.” 

69

MONTRÉAL’S TOP EMPLOYERS 2021

10,829 FULL-TIME STAFF

53

YEARS, LONGESTSERVING EMPLOYEE

100%

HEALTH PLAN PREMIUM & FAMILY COVERAGE

RIO TINTO DONATED $10,000 TO THE FONDATION SANTÉ URBAINE TO SET UP A SPECIAL UNIT AT THE ROYAL VICTORIA HOSPITAL TO ACCOMMODATE HOMELESS PEOPLE WHO HAVE TESTED POSITIVE FOR COVID-19

Engineering is full of growth opportunities for women willing to invest in a sustainable future for generations to come.”

Gabrielle Milot, Process Coordinator

You never know where a career at Rio Tinto will take you. riotinto.com/careers

200

CHARITIES HELPED LAST YEAR

70

MONTRÉAL’S TOP EMPLOYERS 2021

At Sollio Cooperative Group, mutual support is a way of life

W

hen Canada reacted in March 2020 to COVID-19, Sollio Cooperative Group was in the midst of a rebranding exercise.

The exercise aimed primarily “to support our international growth,” says Isabelle Leclerc, senior vice president, human resources and internal communications. “We needed to modernize our brand and strengthen the relevance of our cooperative model across Canada.”

Created in 1922 as la Coopérative fédérée de Québec, the organization was intended to enable Quebecers to fight poverty and give farming families the means to produce and grow, based on the business model of cooperatism.

Almost 100 years later, the same objectives continue to inform Sollio.

“I was looking for a workplace that aligned closely with my values,” says Julie BertrandVillemure, communications adviser, who joined Sollio in 2019. “It’s a close-knit community and an inspiring cooperative model, and I’m working for an entire network that strives every single day to feed the world.”

The same qualities impressed Leclerc when she joined the organization in 2016. “A co-op is organized so that everyone supports each other,” she says. “In my initial interview, I sensed the honesty and humility of our leadership team and their human approach to our work.”

Supported by these values, Sollio reacted to COVID-19 by ensuring that its more than 15,000 employees in Canada remained safe, whether they worked in essential industries like food transformation,

SOLLIO COOPERATIVE GROUP CONTRIBUTES TO THE SUSTAINABILITY OF FARM FAMILIES

slaughter houses or retail stores or held administrative jobs that they could do from home.

Depending on the type of work involved, Sollio adopted measures such as physical distancing, distributed personal protective equipment and provided meals for employees working on shifts.

Administrative employees working from home were given an opportunity to retrieve their computers, chairs, headsets or any needed office equipment.

“We want to make sure that people feel comfortable, physically but also mentally. Our caring culture

It’s a close-knit community and an inspiring cooperative model, and I’m working for an entire network that strives every single day to feed the world.”

— Julie Bertrand-Villemure Communications Adviser

really showed up as a great value” says Leclerc.

With this in mind, says Bertrand-Villemure, Sollio refocused its internal communications during the pandemic. The organization built a dedicated website that gives employees access to a range of tools, webinars and videos, from mental health support to yoga classes.

“We really wanted to be there for employees as they adapted to their new routines and home offices,” she says.

Months after Sollio made its initial adjustments, the organization is operating as usual, says Leclerc.

“Some operations were affected, some more than others, but we have adapted and we’re now up and running as normal.” 

71

MONTRÉAL’S TOP EMPLOYERS 2021

15,360 FULL-TIME STAFF

122,000 MEMBERS

$11M

INVESTED ANNUALLY IN TALENT DEVELOPMENT AND TRAINING SOLLIO COOPERATIVE GROUP REFOCUSED ITS INTERNAL COMMUNICATIONS DURING THE PANDEMIC

$550,000

GIVEN IN FOOD & CASH VIA FROM US TO YOU INITIATIVE

Making our world shine.

We produce here, we transform here, and we’ve been participating in the local economy for 100 years.

Together, let’s set the table for tomorrow.

sollio.coop

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 Montréal’s Top Employers. Now entering its 22nd year, our national project is Canada’s longest-running and best-known editorial competition for employers.

For information on next year’s application process, visit:

CanadasTop100.com/2022 Applications for our 2022 competition will be released in February and must be returned by April.

22

ye r s

t

Mon

’s T o p E m plo

l réa

20