National Capital Region's Top Employers (2024)

HÔPITAL MONTFORT

p Medical staff on a

cross-disciplinary team meet with a patient at Hôpital Montfort, one of this year's winners.

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

MEDIACORP

B Y

PEOPLE-FIRST STRATEGIES:

LIST OF WINNERS:

TOP TALENT:

Top employers up their game to attract talent

National Capital Region's Top Employers (2024)

Public sector and tech drives economic growth

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024) SPONSOR CONTENT

NATIONAL CAPITAL REGION'S TOP EMPLOYERS 2024 MAGAZINE Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung,

B.FINDLEY/U.OTTAWA

EDITOR

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Juliane Fung, RESEARCH EDITOR

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All rights reserved. NATIONAL CAPITAL REGION'S TOP EMPLOYERS is a registered trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

 The University of Ottawa provides employees with a generous mental health practitioner benefit as part of their health benefits plan, to $3,000 annually.

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ith an unemployment rate of just 4.6%, the National Capital Region has long been one of Canada’s most competitive employment markets. Employers in the Ottawa-Gatineau area, both public sector and private, are familiar with dealing with challenges when it comes to recruiting and retaining employees.

When we launched the National Capital Region’s Top Employers competition 19 years ago, our editorial focus was very much on the HR best practices that public-sector employers were noticing and adapting from the region’s growing technology sector, and vice-versa. The region has always been a highly competitive labour market and its employers have long realized they needed to compete with the best organizations, both private and public sector.

Today, however, there is an additional challenge for employers: like much of Canada, the working age population in the region is declining as more people retire and leave the workforce. Ottawa-Gatineau has done better than other areas to offset this demographic shift – immigration accounts for a whopping 75% of new entrants to the region’s labour force in recent years — but these efforts unfortunately are eclipsed by the magnitude of the demographic shift.

For employers in the National Capital Region, the coming years will bring profound change in how people

think about their employers and, in particular, what the best employers are doing to respond to these demographic changes. Younger job-seekers and others of working age will have vastly more options when it comes to choosing an employer.

In the pages of this year’s announcement magazine, you can see what the National Capital Region’s Top Employers are already doing to prepare for these demographic changes.

Employers are doubling down on efforts to help young people advance in their careers, especially through training and internships that introduce them to a variety of possible occupations.

For experienced workers, the region’s best employers are improving their HR policies and benefits as their staff enter the second half of their careers. More attention is being paid to phased-in retirement, formalizing skills transfer and keeping retirees connected to their former colleagues both socially and financially. More employers provide healthcare benefits and coverage to retirees, with no age limit, and pay for their premiums.

The short answer is that there isn’t a magic bullet or single initiative for employers to overcome the coming demographic challenges. But the game is clearly changing: this year’s National Capital Region’s Top Employers recognize this and are leading the way by example.

–Tony Meehan

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

ESDC

SPONSOR CONTENT

 Employment and Social Development Canada piloted a career mobility program to organize discussions between employees and their supervisors on career development paths, employee aspirations, and their readiness to move from their current role.

National Capital Region’s public, private sector employers upping their game to attract, retain talent

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Nimble organizations are putting people at the centre of their recruiting strategies he National Capital Region (NCR) benefits from a large, stable public sector workforce, and a large talent pool for tech-based enterprises. The number of workers employed by the federal public service in the NCR grew by more than 10,000

between 2022 and 2023, according to Statistics Canada. A 2023 study by CBRE Canada also reveals that tech talent in Ottawa makes up a growing 13.3 per cent of total employment, the highest of 50 North American cities. It’s no wonder that both public and private sector employers are upping their game to attract and retain

talented workers.

These employers vie for recognition in the National Capital Region’s Top Employers competition, now entering its 19th season.

The competition is organized by the editors of the Canada’s Top 100 Employers project, who annually recognize companies that excel in recruitment and

retention. As with the national competition, the editors of NCR’s Top Employers annually release their picks for best employers. The NCR winners are chosen based on the same criteria, including: the work environment; work and social atmosphere; health, financial and family friendly benefits; vacation and time off;

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024) SPONSOR CONTENT

employee communications; performance management; training and skills development; and community involvement.

The competition is fiercer than ever, according to Richard Yerema, executive editor at Canada’s Top 100 Employers: “No one is resting on their laurels. Some of the common priorities among this year’s winners are flexible work options, robust time-off policies, inclusive parental leave programs and mental health support.”

First-time winners of NCR’s Top Employers include tech company Bandzoogle, a platform offering musicians an all-in-one solution to build a website and online store where they can sell their music, merchandise, and tickets, commission-free.

While the company has focused on a robust employee acquisition and retention effort, Bandzoogle’s general manager Stacey Bedford notes that the application to NCR’s Top Employers wasn’t submitted by management.

“One of our staff members entered a submission for Bandzoogle into the program,” she says. “That makes it that much more meaningful for myself and the whole team.”

Adobe Systems Canada Inc., is a 10-plus-year winner of NCR’s Top Employers. Mike Scott, senior director of customer care and Ottawa site leader, notes that the company was founded on three core principles: great ideas can come from anywhere; its people are its greatest assets; and its leaders must build a company where they’d want to work themselves.

“We constantly strive to deliver an employee experience where our people feel supported personally and professionally, empowering them to create the future,” he says.

Kristina Leung, managing editor at Canada’s Top 100 Employers, says she was impressed by the agility of organizations coming out of the pandemic, who moved quickly to facilitate remote work and increase benefits coverage.

“They really understand that in their workforce, every individual is dynamic and has different needs,” she says. “The expectation going forward is that organizations can make changes very quickly with the right incentives and the right motivations, which is always that their people are at the heart of their decisions.”

– Peter Kenter

ADOBE

Continued

 Adobe Systems Canada helps employees who are hoping to start a family with adoption subsidies ($25,000 per child) and fertility drug coverage (lifetime max of $20,000).

CADTH

UPPING THEIR GAME

 Canadian Agency for Drugs and Technologies in Health offers up to five paid days of life leave annually to help employees take care of unexpected events.

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

PARKS CANADA

SPONSOR CONTENT

2024 WINNERS  Parks Canada helps employees improve their training and skills development with tuition subsidies and in-house training programs.

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

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DOBE SYSTEMS CANADA INC., Ottawa. Software publishers; 396 employees.

Supports all pathways to parenthood with generous adoption subsidies, to $25,000 per child, and coverage for fertility drugs, to a lifetime max of $20,000.

ALGONQUIN COLLEGE OF APPLIED ARTS & TECHNOLOGY, Ottawa. Post

secondary schools, colleges; 1,517 employees. Increased the duration of its top-up program for new mothers, providing maternity and parental leave top-up of 93 per cent of salary for up to a full year.

ALTERNA SAVINGS AND CREDIT UNION LIMITED, Ottawa. Credit unions; 748 employees. Contributed more than $1.2-million in sponsorships, donations, and charitable community support over the past year.

ASSENT INC., Ottawa. Software publishers; 450 employees. Offers

employees with successful employment referrals a donation to the charity of their choice.

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ANDZOOGLE, Ottawa. Music publishing platforms; 41 employees. Supports a workforce that is 100 per cent distributed and offers flexible work hours as well as unlimited time off for family appointments.

BANK OF CANADA, Ottawa. Central bank; 2,237 employees. Offers a $500 wellness spending account as part of its benefits plan that can be used for

traditional Indigenous healing treatments and medicines.

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ABLE PUBLIC AFFAIRS CHANNEL / CPAC, Ottawa.

Specialized public broadcasting; 71 employees. Maintains a CPAC Bravo award program, enabling employees to recognize colleagues who have gone above and beyond their regular duties.

CANADA DEPOSIT INSURANCE CORPORATION / CDIC, Ottawa.

Financial deposit insurance; 192 employees. Supports lifelong learning with generous tuition subsidies for

2024 WINNERS

Continued

job-related courses, to $10,000 per year.

CANADA REVENUE AGENCY / CRA, Ottawa. Federal government, general economic programs; 59,786 employees.

Supports an extracurricular Quarter Century Club that organizes social events and activities to help current and former employees stay connected.

CANADIAN AGENCY FOR DRUGS AND TECHNOLOGIES IN HEALTH / CADTH, Ottawa. Healthcare consulting support services; 277 employees. Offers five paid days of life leave to help employees manage unexpected circumstances.

CANADIAN FOOD INSPECTION AGENCY, Ottawa. Federal government, food inspection and regulation; 7,141 employees. Extends health benefits to retirees, providing 80 per cent premium coverage and no age limit.

CANADIAN INTERNET REGISTRATION AUTHORITY / CIRA, Ottawa. Information technology services; 114 employees. Offers coverage for mental health care as part of its benefits plan, to a maximum of $2,500 per year.

CANADIAN TRANSPORTATION AGENCY, Gatineau. Federal government, transportation programs; 290 employees.

Offers the convenience of onsite child care at its head office as well as dedicated time off for family appointments.

CARLETON UNIVERSITY, Ottawa. Post secondary schools, universities; 2,738 employees. Helps employees rest and reset with a minimum of four weeks of starting vacation allowance and paid time off during the winter holidays.

CBC / RADIO-CANADA, Ottawa. Public broadcasters; 6,597 employees. Encourages employees to save for the future with contributions to a defined benefit pension plan.

CHILDREN'S AID SOCIETY OF OTTAWA / CASO, Ottawa. Children and youth support services; 411 employees.

Offers a health spending account of $1,250 per year, allowing employees to top up coverage to suit their personal needs.

CHILDREN'S HOSPITAL OF EASTERN ONTARIO / CHEO, Ottawa. Hospitals; 2,613 employees. Encourages employees to continue their education with generous tuition subsidies for job-related courses, to a maximum of $8,000 per year.

CO-OPERATIVE HOUSING FEDERATION OF CANADA, Ottawa.

Co-operative housing; 35 employees. Helps employees balance their home and work responsibilities with up to 22 paid days of leave per year, covering illness, medical appointments, and caregiving responsibilities.

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ASSENT

NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024) SPONSOR CONTENT

COLLEGES AND INSTITUTES CANADA / CICAN, Ottawa. Professional organizations; 151 employees. Supports employees who want to start a family with maternity and parental leave top-up, phased-in return to work, and flexible work arrangements.

COMMUNICATIONS SECURITY ESTABLISHMENT / CSE, Ottawa. Federal government, national security; 3,254 employees. Offers onsite access to accredited counsellors who offer individual counselling, mediation and facilitated discussion, and support for stress management.

CPCS TRANSCOM LIMITED, Ottawa.

Transportation consulting services; 87 employees. Lets everyone share in the fruits of their labour with a formal profit-sharing plan, available to all employees.

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AIRY FARMERS OF CANADA / LES PRODUCTEURS LAITIERS DU CANADA, Ottawa. Business associations; 93 employees. Makes the commute to work a little easier with transit allowance of up to $150 per month for public transit or $200 per month to subsidize parking expenses.

DEPARTMENT OF FINANCE CANADA, Ottawa. Federal government, general economic programs; 861 employees. Offers a pre-retirement transition leave option for employees within two years of retirement.

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GG FARMERS OF CANADA, Ottawa. Business associations; 63 employees. Supports hybrid work options and provides a home office benefit of $500 to help cover related expenses.

EMPLOYMENT AND SOCIAL DEVELOPMENT CANADA, Gatineau.

Federal government, social development, employment insurance, passport services; 41,639 employees. Launched a career mobility pilot to formalize discussions around career development paths, employee aspirations, and their readiness

 A community-minded employer, software publisher Assent provides employees who successfully refer a new employee with a donation to the charity of their choice.

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

CBC

SPONSOR CONTENT

PHOTOS (CLOCKWISE FROM TOP): 1. A panel during the 'Celebrating Accessibility' event in Ottawa last year, hosted by CBC / Radio-Canada.

2. A Canadian Internet Registration Authority employee on Bring Your Dog to Work Day, which raises funds for a local Ottawa-based rescue, Sit With Me.

CIRA

CFIA

3. Canadian Food Inspection Agency extends health benefits to retirees, with premium coverage and no age limit.

NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024) SPONSOR CONTENT

Continued

CPAC

2024 WINNERS

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to move from their current role.

ENGINEERS CANADA, Ottawa.

Professional organizations; 53 employees.

Hosted a number of mental health and wellness events called “stress busting luncheons” over the past year, including massage sessions, yoga and tai chi classes.

EVOLUGEN, Gatineau. Renewable energy generation and services; 253 employees.

Provides maternity and parental leave top-up for new mothers, to 80 per cent of salary for up to 26 weeks.

EXPORT DEVELOPMENT CANADA, Ottawa. International trade financing and support services; 2,128 employees. Offers employees the option to purchase up to five additional days off through its flexible health benefits plan.

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ENOME CANADA, Ottawa.

Genomics research and technologies; 35 employees.

Provides exceptional maternity and parental leave top-up for new parents, to 82 per cent of salary ranging from 35 to 52 weeks, depending on the employee.

EALTH CANADA / SANTÉ CANADA, Ottawa. Federal government, administration of public health programs; 9,937 employees. Honours employees who have made exemplary contributions to the department through instant awards and deputy minister awards for excellence in a variety of categories.

 In the control room with Esther Bégin, French anchor at CPAC.

HEALTH STANDARDS ORGANIZATION / HSO, Ottawa.

Professional organizations; 217 employees.

Helps employees balance personal and professional commitments with six paid personal days per year, which can be scheduled as needed.

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NNOVATION, SCIENCE AND ECONOMIC DEVELOPMENT CANADA, Ottawa. Federal government, industry and economic development programs; 6,899 employees.

Created an ombudsman for mental health and well-being to provide employees with impartial, voluntary, independent and confidential professional services.

EFOC

HYDRO OTTAWA, Ottawa. Electric power distribution; 681 employees. Adapted its mental health and wellness programming to reflect employee feedback, focusing on physical activity and mindfulness events such as yoga and guided meditation.

 Egg Farmers of Canada supports hybrid work options and provides employees with an annual home office benefit of $500.

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Continued

INAXIS INC., Ottawa. Software developers; 747 employees.

Cultivates an ownership culture through a share purchase plan, available to all employees.

A CITÉ, Ottawa. Post secondary schools colleges; 535 employees.

Offers free access to the college's fitness facilities, which includes bootcamp, yoga, spinning, and TRX classes.

LIBRARY OF PARLIAMENT, Ottawa.

Federal government, library and archives; 370 employees. Employs a senior advisor of diversity, equity, and inclusion and created a dedicated DEI strategy over the past year, incorporating feedback from employees.

LUMENTUM OTTAWA INC., Ottawa.

Specialty manufacturing; 367 employees.

Supports hybrid work options and provides a quarterly reimbursement of $105 for home internet expenses.

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ONTFORT HOSPITAL / HÔPITAL MONTFORT, Ottawa. Hospitals; 1,098 employees. Celebrates exceptional performance through distinction awards and the Montfort Angels recognition, awarded to employees by patients or their families.

MULTIVIEW FINANCIAL, Ottawa.

Financial software; 91 employees. Offers four weeks of starting vacation allowance and provides additional paid time off during the winter holidays.

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ATIONAL CAPITAL COMMISSION, Ottawa.

Federal government, land and building management; 496 employees. Recognizes employee contributions through formal awards in four categories, including client service and support, leadership, diversity and inclusion, and teamwork.

NELLIGAN O'BRIEN PAYNE LLP, Ottawa. Law firms; 118 employees. Helps employees save for retirement with matching RSP contributions.

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FFICE OF THE SUPERINTENDENT OF FINANCIAL INSTITUTIONS OF CANADA, Ottawa. Federal government, regulation of financial institutions; 1,132 employees. Offers long term peace of mind with health benefits

that extend to retirees, with 50 per cent premium coverage and no age limit.

ORANGUTECH INC., Ottawa. Computer software and consulting services; 32 employees. Makes the commute to work a little easier with transit subsidies, subsidized parking and sheltered bicycle parking for two-wheeled commuters.

NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

HEALTH CANADA

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2024 WINNERS

SPONSOR CONTENT

OTTAWA, CITY OF, Ottawa. Municipal governments; 13,072 employees. Offers comprehensive development opportunities for the next generation, including an extensive summer student jobs program as well as formal mentoring and coaching programs.

OTTAWA COMMUNITY HOUSING CORPORATION, Ottawa. Administration of housing programs; 423 employees.

Provides retirement planning assistance to help employees plan for life after work.

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ARKS CANADA, Gatineau.

Federal government, heritage sites and parks management; 6,436 employees. Supports lifelong learning with tuition subsidies and in-house training programs.

PERLEY-ROBERTSON, HILL & MCDOUGALL LLP / S.R.L., Ottawa. Law firms; 110 employees. Provides compassionate leave top-up for employees who are called upon to care for loved ones, to 100 per cent of salary for up to 20 weeks.

PYTHIAN SERVICES INC., Ottawa.

Computer systems design and support services; 128 employees. Provides an annual allowance for self-directed education and development that can also be used to expense wellness-related purchases.

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LIKTECH CORPORATION, Ottawa. Computer software; 174 employees. Provides generous referral bonuses for employees who successfully refer a candidate, ranging from $3,000 to $9,500.

OSS VIDEO LTD., Ottawa.

Audio and video communications technology; 964 employees.

Helps new parents transition back to work with phased-in work options.

ROYAL CANADIAN MINT, The, Ottawa.

Federal government, physical currency production and distribution; 1,119 employees. Invests in the education of the next generation with academic scholarships for children of employees, to $3,000 per year per child.

 A Health Canada scientist inspects pharmaceutical products in the warehouse.

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J.HARRINGTON/LIBRARY OF PARLIAMENT

NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024) SPONSOR CONTENT

PHOTOS (FROM TOP TO BOTTOM): 1. Library of Parliament created a dedicated DEI strategy over the past year, incorporating feedback from employees.

HÔPITAL MONTFORT

2. A physician at Hôpital Montfort consults with a patient via telehealth.

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

NCC

SPONSOR CONTENT

PHOTOS (CLOCKWISE FROM TOP): 1. National Capital Commission recognizes employee contributions with awards in client service and support, leadership, diversity and inclusion, and teamwork.

2. The Royal Canadian Mint provides academic scholarships for children of employees, to $3,000 per year per child.

ROYAL CANADIAN MINT

ROSS VIDEO

3. Audio and video production specialist Ross Video encourages employees to become shareholders with a share purchase program.

NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024) SPONSOR CONTENT

2024 WINNERS

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Continued

ROYAL OTTAWA HEALTH CARE GROUP, Ottawa. Specialty hospitals; 1,048 employees. Manages a Good Catch Award program to recognize employees who identify a patient care issue and make the appropriate changes in a timely manner.

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TATISTICS CANADA / STATISTIQUE CANADA, Ottawa.

Federal government, national statistics agency; 6,502 employees.

Helps employees develop their career prospects by providing different work experiences through an internal fast-track resourcing service.

SYNTRONIC RESEARCH AND DEVELOPMENT CANADA INC., Ottawa.

Engineering consulting services; 457 employees. Offers progressive time-off policies, providing four weeks of starting vacation allowance and moving to five weeks after only three years.

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ELESAT CANADA, Ottawa.

Satellite technology and operations; 379 employees.

Matches charitable donations made by employees dollar-for-dollar, to a maximum of $5,000 per employee per year.

THALES CANADA INC., Ottawa.

Aerospace systems; 1,032 employees.

Organizes a number of events throughout the year to help foster connection, including quarterly virtual cocktail parties, a golf tournament, and a boat cruise.

TREND MICRO CANADA TECHNOLOGIES INC., Ottawa. Software development; 372 employees. Celebrates new parents by providing a one-time taxable benefit of $1,000 per eligible child to an established RESP account in the child's name.

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UNIVERSITY OF OTTAWA, Ottawa. Post secondary schools, universities; 5,266 employees. Offers a generous mental health practitioner benefit as part of their health benefits plan, to $3,000 annually.

– Richard Yerema & Kristina Leung

SYNTRONIC

NIVERSITIES CANADA / UNIVERSITÉS CANADA, Ottawa. Professional organizations; 85 employees.

Grants employees up to 35 hours of special leave each year that can be used for rest, family commitments or other matters related to well-being.

 Consulting engineering firm Syntronic Research and Development Canada provides four weeks of starting vacation, increasing to five weeks after only three years.

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

KINAXIS

SPONSOR CONTENT

 Supply chain software developer Kinaxis offers generous referral bonuses for recommending new employees, as well as a share purchase plan available to all staff.

Knowledge-based firms are driving economic growth in the National Capital Region

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The region’s tech companies must go head-to-head with the public sector to recruit top talent

he National Capital Region (NCR) is unique in that the nation’s largest concentration of federal public servants exists side-by-side with a world-class hub of global innovation and technology. A 2023 study by CBRE Canada reports that Ottawa employed 94,100 tech workers — but that more than 42 per cent of them were employed by government. Vying with the public sector, the region’s private sector tech companies are working hard to attract and retain the

workers they need, not only by offering competitive benefits, but also by creating an authentic culture of openness and innovation, as well as providing professional development opportunities to promote career advancement.

Richard Yerema, executive editor at Canada’s Top 100 Employers, notes that the public sector has had a head start, building benefit programs over generations through collective bargaining.

“How do high-tech employers compete against that,” he asks. “It’s not enough just

to simply say we're a dynamic, cool work environment that has all these bells and whistles. They also have to up their game in terms of benefits.”

National Capital Region Top Employer Orangutech is a tech consultant inspiring enterprise transformation and driving user adoption of software solutions and services centred around Microsoft 365.

“Tech employers hold an inherent advantage when it comes to competing with the public sector to recruit and retain excellent talent,” says Corey Bainerman,

vice-president of people and culture at Orangutech. “The best talent wants to work in the most cutting-edge companies with the best resources and tools.”

However, the company also offers “extreme transparency”, opportunities for career advancement and values alignment to attract, engage and retain top talent.

“It’s crucial for leadership teams to be open, honest and to confidently bring employees along on the journey,” says Bainerman. “Employees should clearly understand everything from company

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024) SPONSOR CONTENT

TOP TALENT

Continued

The NCR’s post-secondary institutions are an integral contributor to the ecosystem that drives local innovation.

National Capital Region Top Employer Algonquin College works with partners, including an extensive network of program advisory committees, to guide programming to provide graduates who can help to populate the region’s tech talent pipeline.

But Algonquin College must also compete with the tech community to attract and retain top-tier faculty, support and administrative talent. While offering its employees a dynamic and innovative workplace culture, the hiring mission begins with a meticulous process that views benefits as part of a holistic offering.

“Our comprehensive process fosters a deep understanding of the specific needs and key competencies essential for the success of any prospective faculty member and all prospective employees,” says Diane

McCutcheon, vice-president of human resources at Algonquin. “By aligning HR expertise with the insights of the hiring manager, we ensure a nuanced and strategic approach. This collaboration enables us to not only identify qualified candidates effectively but also to devise a fair and competitive offer structure.”

Kristina Leung, managing editor at Canada’s Top 100 Employers, notes that the competitive hiring environment of the National Capital Region is driving a significant cross-pollination of approaches to hiring and retention in both the public and private sector.

“We see tech companies trying to adopt traditional benefits that a public sector employer would offer and vice versa,” she says. “It creates an interesting relationship in the NCR. I think you could make the case that it's the best of both worlds.”

– Peter Kenter

TELESAT

strategy to the compensation philosophy.”

Orangutech also trains managers to understand each individual and to provide the appropriate opportunities to close the gap between their current state and their aspirations.

Values alignment is important to all employees, but particularly to the Gen Z workforce, Bainerman says.

“They are more selective than any prior generation about who they choose to work with. Great employers need to have a positive and unique impact on their communities and on society. They need to stand for something. That means having a clear mission and vision for the impact they seek to accomplish in the world.”

As one of the world’s largest global satellite operators, National Capital Region Top Employer Telesat inspires its employees by offering them the

opportunity to contribute to the largest space program in Canada’s history: Telesat Lightspeed. The company’s next-generation low-earth-orbit satellite network will help to expand the reach of 5G networks, and enable affordable, broadband data connectivity anywhere on the planet.

“In addition to offering competitive compensation and benefits, successful tech employers focus on hiring, engaging and incentivizing top talent for innovation,” says France Teasdale, vice-president of people with Telesat.

“Companies that create a culture that encourages collaboration, taking informed risks, and rewarding employee innovation contributions will have an advantage.

Companies that are willing to invest in employees with robust training and skills development, aligned to their career interests, will have a highly-engaged workforce that will drive future innovation.”

 Employees at satellite operator Telesat Canada are able to plan for life after work with retirement planning assistance and health benefits that extend to retirees (including premium coverage with no age limit).

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

Algonquin College highlights employee well-being

ara McNeil, acting equity, diversity and inclusion specialist, says her role has expanded to include a new idea for employees at Algonquin College of Applied Arts & Technology, based in Ottawa.

“These days we’re calling EDI by the acronym for inclusion, diversity, equity and accessibility, or IDEA,” McNeil says. “It’s about as important a goal as it gets.”

Creating an equitable, diverse and inclusive work environment is one of three goals outlined in the college’s 2022-2025 Strategic Plan.

Our focus is really on creating an inclusive environment for all employees.

CEO of the college, couldn’t agree more.

“Algonquin College consistently upholds its commitment to delivering an exceptional work environment to our valued employees,” he says. “By providing an equitable, rewarding and respectful workplace, inclusive of flexible work options and a dedicated focus on employee well-being, we advance towards achieving our objectives in the pursuit of employee and learner excellence.”

The college distributes psychological health employee engagement surveys with questions such as, “What can I do to enhance psychological protection?”

“We continue to measure all metrics from our survey so we can really analyze and tailor our

human resources programming as related to wellness and abilities of our employees,” says Langevin.

The IDEA Blueprint is also anchored in programs and initiatives across Algonquin College.

“We’re making this a place where we all belong and have access to what we need to succeed.

We believe in taking a very integrated approach to bridging gaps and barriers,” McNeil says. “We’re ensuring those barriers are broken down.”

As an example, the college recently launched affinity group conversations.

“I’m already so encouraged by how big a deal it is for our people to find they have shared livedexperiences,” says McNeil. “These are the kinds of programs where

we normalize everyone showing up and being themselves at work.”

Another inclusion gesture and annual tradition is having the college participate in Ottawa’s Capital Pride parade.

“Raising the progressive pride flag across all of our campuses and lighting up the Woodroffe pedestrian bridge in beautiful rainbow lights makes sure there’s no question about our commitment to inclusion,” McNeil says.

“We stand so very much behind the safety and respect of our 2SLGBTQ+ community.”

The college had a mental health awareness campaign that ran in the autumn.

“We’ve also recently launched a mental health training program called the ‘Working Mind,’” says

— Erin Langevin Director of Employee and Labour Relations

“We all have a part to play in building and bettering and sustaining our culture of inclusion,” says McNeil. “I expect every step ahead we take will be brisk but measured.”

Another key component of inclusion is employee well-being, which includes a psychologically safe workplace as well as mental well-being.

“We call it our employee well-being project because we want to look at all aspects of employee health,” says Erin Langevin, director of employee and labour relations. “Our focus is really on creating an inclusive environment for all employees.”

Claude Brulé, president and

 Algonquin College of Applied Arts & Technology employees at its Corporate Training Centre, which provides courses for professional development.

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024) SPONSOR CONTENT

 The wellness and abilities team at Algonquin College of Applied Arts & Technology educates employees on psychological safety.

Langevin. “The wellness and abilities team is structured to educate, in order to empower and enhance the psychological safety and employee well-being at the college.”

The college is expanding an

all-encompassing human resources program across campus.

“We want to focus on the financial, physical, mental and social well-being of our employees,” Langevin adds. “We clearly want to continue a culture of employee

well-being and that requires a lot of ongoing work.”

McNeil hopes to connect with as many people as possible in the equity groups.

“I hope all employees and especially those who identify as

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full-time staff in Canada

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are eligible for Employee Family Assistance Program

100%

are eligible for Absence and Accommodation Program

81%

feel equity groups are treated with respect

belonging to equity-deserving groups can continue to do the beautiful work they do to transform learners’ hopes and dreams into lifelong success,” says McNeil, with clear passion. “I’m having a blast every day.” 

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CPAC keeps its lens on a culture of diversity

n 1996, Christa Dickenson joined Ottawa-based public-service broadcasting company Cable Public Affairs Channel (CPAC) as a manager of post-production.

Eighteen months later, she left to pursue another opportunity, but she didn’t stay away for good. In 2022, she returned to CPAC as its CEO. “It felt like coming home,” she says.

To retain great talent, you have to make your organization an excellent place to work.

anti-Black racism.

In 2022, Dickenson hired Michael Serapio, a FilipinoCanadian news anchor to host the organization’s live programming and its nightly show, ‘PrimeTime Politics.’ “Diversity is a passion of mine,” she says. “We have a pretty diverse staff base, but there’s always more work to be done.”

Retention is as much of a priority as recruitment. “To retain great talent, you have to make your organization an excellent place to work,” says Patricia Hutton, director of finance and administration. She joined CPAC in 2001 as a controller and cites a healthy

work-life balance as one reason she has stayed. “We’re kind here – we’re professional and we have policies, but we can be flexible and provide accommodations if someone needs that.”

A flexible work schedule is one way of accommodating individual needs. Although there are teams who need to work together in the newsroom in person, from producers to anchors to makeup artists, other employees can work from home when they need to. “We make accommodations for those who are immunocompromised or have immunocompromised spouses, for example, because families

come first,” says Dickenson.

CPAC also invests in professional development, including leadership coaching, language training in both French and English, writing and technology workshops and Indigenous awareness training. Formal and informal mentoring also play a valuable role. “I absolutely love mentoring,” says Dickenson, who has done so through Women in Film and Television, as well as for a university student majoring in political science.

Producing deadline-driven shows about politics can be stressful, but because everyone works

— Patricia Hutton Director, Finance and Administration

CPAC is an independent, not-for-profit, commercial-free, bilingual media organization that connects Canadians to the processes of democracy. Its core programming includes televised proceedings of Canada’s Parliament and in-depth coverage of key political events and public-policy debates. “The broadcasting industry is at an unbelievable inflection point, and it’s CPAC’s time to shine – to reach more audiences and really resonate with our content,” says Dickenson.

A senior leader in a typically male-dominated industry, Dickenson says it’s important to her to develop and support female leadership, as well as the talents and skills of those employees who are visible minorities. She’s proud of CPAC’s partnership with the Black Screen Office, which works to make Canada’s screen industries equitable and free of

 At Cable Public Affairs Channel, employees have opportunities for professional development through leadership coaching, language training and workshops.

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 Michael Serapio, news anchor, hosts live programming and ‘PrimeTime Politics’ at Cable Public Affairs Channel.

hard and enjoys their work, the atmosphere is collegial, not cutthroat. “I can go to Christa’s office and have a laugh,” says Hutton.

“You can approach anybody for help – if I have a tech issue, I can pop into our IT person’s office and

he’ll come right away.”

Dickenson’s approachability is apparent by the status of her office door. “If I’m busy, I’ll shut my door but keep it a little bit ajar – those subtle signs send a message,” she says. “People drop in to chat and

to suggest ideas because they feel comfortable doing so.”

With fewer than 100 employees, CPAC offers more opportunities to quickly take on new roles and responsibilities than a larger organization might. “We’re the

full-time staff in Canada

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little engine that could competing with the big broadcasters,” says Hutton. “We put out a great product that we’re really proud of because we’re nimble, fast, efficient and we work well together.” 

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CDIC fosters a culture of acceptance and belonging

W

hen it comes to DEI, Manuel Gómez loves to put the E first so it becomes EDI – equity, diversity and inclusion.

“I think equity is actually at the core,” says Gómez, senior business partner, people & culture, at Canada Deposit Insurance Corporation (CDIC).

CDIC is an organization where I feel that I belong, where my contributions are valued and where I’m treated in a respectful manner.

resources, Gómez joined CDIC in April 2022, impressed that the organization includes diversity, equity and inclusion as one of the goals in its corporate plan. Gómez says the organization is intentional in attracting, developing and retaining a workforce that truly represents Canada’s diversity, with a demonstrated commitment to an inclusive hiring process that is fair and unbiased.

“I want to be part of that story as it continues to evolve,” says Gómez. “I’m fully committed to advocating for equity, diversity and inclusion in CDIC. We’re achieving that through training and

educational programs to promote awareness, including sessions with guest speakers, available both on-site and online because we’re a hybrid environment and want to include everyone.

“We’re also engaged in promoting the journey to true reconciliation. As a federal Crown corporation, that’s very important for Canada and First Nations, as well as for me now that I’m Canadian and Canada is my new country.”

In a recent employee engagement survey at CDIC, overall, 90 per cent of employees rated inclusion and diversity as

favourable, a source of pride for both Gómez and CDIC CEO Leah Anderson.

“When we got the survey back, that 90 per cent number just warmed my heart,” says Anderson.

“The survey was conducted by a well-respected organization that surveys thousands of organizations across Canada. They said we were off the charts in terms of DEI benchmarks.”

“But DEI is never one and done.

It’s a very individual thing in terms of what a person needs to feel valued and respected – a day-today lived experience. We continue to work at it.”

— Manuel Gómez Senior Business Partner, People & Culture

“I’m a member of the LGBTQ+ community, I’m a racial minority, originally from Mexico and I’m dyslexic. All of these things are very important for me, but that doesn't change my capacity of who I am, or my knowledge and professionalism, or what I can deliver to the team.

“CDIC is an organization where I feel that I belong, where my contributions are valued and where I’m treated in a respectful manner.”

Ottawa-based CDIC is a federal Crown corporation established in 1967 to serve the public by protecting their insured deposits.

CDIC also contributes to financial stability by safeguarding more than $1 trillion in eligible deposits at more than 85 member institutions.

Passionate about human

 CDIC focuses on building an equitable and inclusive workplace through educational programs and guest speakers that promote awareness.

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$

 At CDIC, employees are encouraged to take care of their mental well-being, with activities such as yoga.

Anderson says that making DEI a priority at CDIC didn’t just happen, but is a result of a number of programs and initiatives put in place over the last few years. The key one was the establishment of an inclusion

advisory panel in 2021, now in its second incarnation, which advises her and her leadership team on DEI opportunities and what CDIC could do better.

Anderson also sees a strong alignment between DEI and

We put people first. Be part of something bigger. Join us!

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employees’ mental health – because DEI is really about people feeling respected.

“When people feel respected, they feel valued – and if they don’t feel respected and valued, their mental health suffers,” says

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Anderson. “That underlying inclusion is critical to fundamentally support a person’s well-being and mental health. It also creates a positive work culture where people can accomplish much greater things.” 

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Carleton University offers growth as well as learning

W

hen she graduated from Carleton University in 2019, Rebecca Drodge didn’t have to look far for a job – it turns out she was already where she wanted to be.

Drodge, who’s now a leadership and professional development officer with the university’s Office of Quality Initiatives, was still a student when she first started working in its Student Experience Office.

city of Ottawa – is a word that comes up often when people talk about why they enjoy working at Carleton. The campus is described as tight-knit, welcoming and supportive – a place where people care about each other.

“Community is at the core of the Carleton culture,” says Drodge, who contributed to the university’s ‘Strategic Plan for Community Engagement’ that was unveiled last year.

And interim president and vice-

chancellor Jerry Tomberlin agrees.

Tomberlin says that when he moved to Ottawa to become dean at the Sprott School of Business 15 years ago, he noticed Carleton had a “stronger sense of community.” And it still does.

“Every time we do a strategic planning exercise – when we sit around and do word association – community is always there. It’s always really important,” says Tomberlin.

Carleton, he says, has earned a

reputation as a “communityengaged institution.”

“Part of it is that Carleton actually comes from the community, so I think it’s deep in its DNA,” he says.

At every stage of her career at Carleton, Drodge says she has been able to build her skill set, and in her new role she will have the chance to work with faculty and staff to help them pursue their leadership and development goals.

“I benefited from those types of

Every time we do a strategic planning exercise, community is always there. It’s always really important.

— Jerry Tomberlin Interim President and Vice-Chancellor

“I worked on mentorship and leadership development initiatives – such as peer-to-peer mentorship, ‘Connections’ programs, leadership development conferences – which are my passion,” recalls Drodge, who graduated with a combined honours degree in biology and humanities. “From there, I found my way into a variety of different roles that really allowed me to grow.”

After working in different departments, including the University Secretariat and the deputy provost’s office, Drodge, who grew up in Ottawa, spent two years working in the Centre for Community Engagement.

Community – within the university but also with the

 Carleton University honours its employees at an annual 'Service Excellence' awards ceremony.

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 The ‘Black Entrepreneurship Knowledge Hub’ at Carleton University conducts research to help small businesses and entrepreneurs.

opportunities before I moved into this portfolio, so I’m really happy to actually get to work on them now as a staff member,” she says.

Drodge says that she was always encouraged by supervisors and colleagues to further her

development.

“People do a better job in their roles, feel a greater sense of satisfaction, and collaborate better with that training. That’s one of the things that I love about working at Carleton – that the

Empowering our community to

university as a whole really values and empowers its community to take on those opportunities whenever possible,” Drodge says.

She believes that those opportunities have not just helped her further develop her career and

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skill set, but also herself. It also has given her a sense of belonging and has inspired her.

“I've grown a lot and I know that I have so much more to go,” Drodge says, “and that, to me, is very exciting.” 

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Everyone at CSE pulls together to keep Canada safe

ebecca Henfrey joined Ottawa-based Communications Security Establishment (CSE) in 2018 as a co-op student while studying political science in the city. After spending two semesters working there, she was hired in 2019. “It’s a unique, supportive and fulfilling place to work,” she says.

CSE is Canada’s agency responsible for foreign signals intelligence, cyber operations and cyber security. It defends national security and works to keep the Government of Canada’s information secure and protect Canadians from cyber threats. Henfrey’s first position was as operations coordinator at the Canadian Centre for Cyber Security, which provides cyber security advice and guidance.

the safe, supportive workplace culture has been vital to her career growth. A young person of colour, she’s also part of the organization’s Pride network and the ‘Women in Cyber and Intelligence’ group.

“This is one of the most diverse places I’ve ever worked – we really embody, celebrate and champion our diversity,” she says.

When Samantha McDonald joined CSE as deputy chief of innovative business strategy and research development in 2023, she took 17 training courses, including in equity, diversity and inclusion (EDI). “It’s important to create a safe, positive space for EDI initiatives and critical to our mission,” she says. “We’re a

work in progress, but we have the framework and an open mindset that will evolve over time.”

McDonald was drawn to CSE by its leadership, in particular Caroline Xavier, who was appointed chief in 2022. “Caroline reached out, and because we had worked together previously, I knew she had an exemplary career in government and that she fostered excellence in both work and culture, which is rare and extraordinary.”

Employees work at one of two ‘campuses,’ including one with high-level security referred to as the “top secret” campus, which has a 2014 LEED gold designation.

“It’s a beautiful open-concept

space that promotes collaboration,” says McDonald. “There’s a piano, a gym, a sports field and a cafeteria, and people use all of them.”

Because teams are working on solving serious security problems, it’s important for them to take care of their physical and mental health. Henfrey appreciates the hybrid work schedule of two days at home and three in the office. She has also taken fitness classes and yoga at the on-site gym, played volleyball and lifted weights.

When it comes to mental health, Henfrey points to an “amazing” counselling program, as well as coaching sessions on topics such

We really embody, celebrate and champion our diversity.

— Rebecca Henfrey Senior Operational Coordinator

“I was interested in public policy, but I didn’t have a technical or engineering background,” says Henfrey. “CSE fostered my development in tech knowledge, and my manager recognized that my natural curiosity and communication skills were suited to operations roles. Very quickly, I was asked to think about big security challenges and how to handle them.”

Today, Henfrey is a senior operations coordinator, and

 A display at CSE in recognition of National Day for Truth and Reconciliation.

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of managers are women

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weeks, maximum vacation allowance

 Caroline Xavier, chief (middle) at CSE, alongside awardees for their ‘Being Black in Canada’ presentation.

as conflict management and leadership training. “There’s an incredible sense of community around such a strong mission,” she says. “Everyone wants to support each other so we can all be successful.”

Henfrey was surprised when her managers encouraged her to apply for interesting roles at CSE. “I’ve never worked for an organization so interested in pushing you to pursue new opportunities on other teams,” she says. “Everyone

is generous with their time and knowledge, both personally and professionally.”

McDonald adds that people pull together to solve problems quickly – and due to the challenging nature of the work, they

The most important organization you've never heard of.

constantly have to adapt plans.

“No one is stagnant and doing the same work every day,” she says.

“It’s incredible to work for an organization with such a defined and important mandate, which is to make Canada a safer place.” 

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Dairy Farmers of Canada are hungry for excellence

ndrée-Anne Vincent, a regional director, nutrition program, at Dairy Farmers of Canada (DFC), takes the organization’s virtues of hungry, humble and smart closely to heart.

“It puts into words how to be an ideal co-worker and how to work on these virtues and refine them in our jobs,” says Vincent. “You always want to be better.”

Hungry, humble and smart comes from “The Ideal Team Player” by Patrick Lencioni, a favourite of CEO Jacques Lefebvre.

Lefebvre sought ways to incorporate these virtues into DFC’s corporate culture.

Canada’s gross domestic product.

Despite its national presence, working at DFC means being part of a close-knit team.

“You really feel part of this organization because we have similar values at heart and that culture is established,” says Vincent. “You are part of a broader team and everyone is looking in the same direction.”

Vincent manages a team of dietitians in Québec. “I oversee nutrition activities and program development so they align with the organization’s objectives,” she says. Part of the program’s mandate is developing resources based on Canada’s Food Guide.

“Our main mission is to promote healthy eating in education sectors,” says Vincent. “So we provide tools to teachers and educators to use with children.”

Lefebvre says the mission of healthy eating ties directly to DFC’s vision of looking after one another in a healthy, sustainable manner.

“We work hard each day to play our part in ensuring all Canadians have the chance to share a healthy, sustainable future. So that is completely aligned with teamwork,” Lefebvre says. “And the attributes of hungry, humble and smart are foundational to teamwork at DFC.”

Those attributes are expected from new hires through to leadership – everyone gets a copy of “The Ideal Team Player.”

“Everybody is expected to read it and we’ve done some training with the representative for the Patrick Lencioni group in Canada,” says Lefebvre. “That is the culture we’re building as an organization.”

There’s provision for professional development as well. People can take courses or attend seminars.

“It goes from purchasing a book all the way to supporting you financially in your higher education in a relevant discipline,” Lefebvre says.

Vincent agrees that the

Our employees understand that we’re there for a greater good for our dairy farmers but for society as well.

— Jacques Lefebvre CEO

“What I mean by hungry is we want people to strive for the best for the organization and for the team. Humble is about the organization – if it succeeds, people will recognize you, but that is a collateral benefit of being humble,” Lefebvre says. “Smart is being able to understand the environment and the team concept.”

DFC is a national organization representing farmers on almost 10,000 dairy farms. The sector supports 195,000 full-time equivalent jobs in farming, processing and related services and contributes $19 billion annually to

 Dairy Farmers of Canada fosters collaborative discussions among its employees.

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 The culture and work environment at Dairy Farmers of Canada encourages fun and dynamic engagement opportunities.

organization is supportive and says the attributes DFC aspires to have helped build her career.

“These three virtues, hungry, humble and smart, really resonated in me and I’ve come a long way since I started as an intern 15

years ago. I grew and developed in different roles from project to program manager and now I’m a regional director,” says Vincent.

“The organization really got me hungry on the professional growth aspect.”

Working toward a common goal, and helping farmers feed the nation, means staff at DFC can feel they are contributing to a bigger picture while they grow their own careers. This is reflected in DFC’s commitment for the industry to be

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full-time staff in Canada

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weeks maternity and parental leave topup pay

100%

employerpaid group benefits

9%

maximum match in defined contribution pension plan

carbon neutral by 2050.

“Our employees understand that we’re there for a greater good for our dairy farmers but for society as well,” Lefebvre says. “Then there’s passion. I see it every single day I come to work.” 

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Evolugen renews the energy in the workplace, too

abrina Vieira says she will never forget the mentorship she received from her very first day at Evolugen.

“My senior director at the time took me under her wing and gave me the ins and outs of the business and I was able to get so much knowledge on that first day,” says Vieira, chief financial officer.

“She mentored me throughout my career and was pivotal in my growth here. Even when I no longer reported to her, I was able to lean on her. It was wonderful to have that organic mentorship.”

says. “I have a young daughter so I appreciate the flexibility to take care of a sick child or other commitments that may disrupt a typical workday. They are flexible, and it’s comforting to know I have the support of the company.”

Vandervelde says the company also encourages professional and personal development, including through company-sponsored, job-related training. He is enrolled in a course to further develop his program management skills.

“I appreciate the encouragement and support. I have expressed a desire to grow with the team and the company, and management has embraced that. They encourage growth and leadership,” he says. “Evolugen is really focused on ensuring the overall wellness of its employees.”

Vandervelde is also grateful to work for a company that shares his values. Evolugen, which owns and operates renewable assets across the country, provides

sustainable solutions designed to accelerate the transition to a low-carbon future in Canada.

Reflecting on his nearly 14 years in the renewable energy sector, Vandervelde emphasizes his passion for making a difference in the industry. “It’s easy to work for a company that’s aligned with your own path.”

Vieira says one of the major reasons she loves working at Evolugen is its people. “There has always been camaraderie around

Evolugen is really focused on ensuring the overall wellness and wellbeing of its employees.

— Tyler Vandervelde Manager, Major Overhauls

Vieira joined the Gatineaubased renewable energy company eight years ago as director of financial reporting and strategic initiatives. She moved to the financial planning and analysis team before becoming vice-president of finance and then CFO. Tyler Vandervelde, manager, major overhauls, has also felt supported at Evolugen since day one. He appreciates the flexibility Evolugen provides as a resultsoriented organization, which means team members are measured by their performance and results.

“The company emphasizes and supports flexible work-life balance as long as you’re meeting your performance targets,” Vandervelde

 At Evolugen, employees have opportunities for professional and personal development through companysponsored training.

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 Evolugen encourages a feeling of connectedness among employees both in the office and at its social activities.

the teams that I’ve worked on and a lot of good laughs and inside jokes,” she says. “There is a natural cohesion and connectedness.”

This is further encouraged by the many events the social committee plans throughout the

year. A group of employees recently attended an Ottawa Senators game together and the company regularly holds family days and holiday parties. Throughout the summer, they take breaks for ice cream and barbecue lunches.

“I think these activities are incredibly important because when you’re at work, you want to feel comfortable. You want to feel like you’re able to be yourself,” Vieira says. “When you make the environment welcoming by having

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activities and having positive relationships, it makes the experience much more positive.

We spend a lot of our time at work. So, it is important to find some joy and fun at the same time.” 

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The Library of Parliament is about more than books

iam Meagher had a keen interest in federal politics while growing up in Ottawa. He studied political science at university and then found the ideal place to indulge his passion for the cut and thrust of electoral politics – he joined the staff of the Library of Parliament.

“I was always very interested in politics and Parliament Hill,” says Meagher, manager of current awareness. “I wanted to work for a non-partisan, politics-adjacent institution, so I joined the Library of Parliament. You can watch the game from up close without being on the ice, so to speak.”

Senate, the House of Commons, and their committees as well as parliamentary associations.”

That support comes in many forms, including the Library’s nearly 100 analysts and policy experts who are subject matter experts serving some 60 parliamentary committees and associations including multilateral associations such as Canada-NATO. “We answer many thousands of requests for research and analysis that come in from our clients,” says Lank.

Meagher’s team compiles daily packages of press clippings from

domestic newspapers and magazines as well as international news outlets, while librarians manage five branches and maintain a collection of over to 900,000 items. The Library also offers services to the public, including welcoming hundreds of thousands of visitors to Parliament each year, and offering educational resources about Parliament.

As a knowledge-based institution, the Library prides itself on its commitment to professional development. Lank says the organization invests in conference attendance, webinars, seminars

and subsidized tuition for outside courses related to a person’s work.

“We have training programs to develop project management skills, strategic analysis skills and managing in a virtual capacity, which has been very helpful to me,” say Meagher. “We’re committed to allowing people to build on the strengths they have and then use those to find different opportunities, whether within your own section or other parts of the Library.”

Library employees are supported in keeping abreast of emerging trends. “Issues are always

The breadth of what we do is far beyond what people would normally associate with a library. We’re right at the centre of Canadian parliamentary democracy.

— Heather Lank Parliamentary Librarian

Not all employees have an interest in politics – there’s much else to like about the Library, including a collegial workplace, interesting work, and plenty of potential to grow, develop professionally and enjoy a rewarding career.

“The breadth of what we do is far beyond what people would normally associate with a library,” says parliamentary librarian Heather Lank, the organization’s chief executive. “We’re right at the centre of Canadian parliamentary democracy. We support the

 Heather Lank, parliamentary librarian (left) and Liam Meagher, manager of current awareness, at the Library of Parliament.

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 At the Library of Parliament, employees have opportunities to expand their expertise by having guest speakers present on subjects of interest.

changing so we need to develop expertise in new areas,” says Lank.

“For example, as artificial intelligence becomes more important, we need to develop our expertise in that area.”

The Library also has an

employee-led learning program called Food for Thought.

Employees arrange for guest speakers on subjects of interest to them. There have been sessions on living with disabilities and Canada’s contribution to the

First World War, among others.

“We’ve had some fantastic presentations from people both inside and outside the Library,” says Lank.

The Library has adopted what Lank describes as a “well-

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developed hybrid work model.”

The organization also puts a premium on ensuring that its employees can maintain a healthy work-life balance and offers flexible work schedules, which include reduced summer hours. 

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Montfort embraces key values to care for its staff

ominic Giroux became president and CEO of Hôpital Montfort, Ottawa’s francophone academic hospital, last July, and right away he was impressed by the way everyone seemed to have fully embraced the organization’s central values of compassion, excellence, respect, accountability and mutual support.

“In my first 100 days, I met with many team members, and what surprised me was that most know our values by heart – they don’t need to be prompted,” he says.

“They’ll say things like, ‘Because of our value of compassion, I’d like to pay tribute to a nurse who really went above and beyond.’ To me that’s very inspiring.”

hospital,” Giroux says. “We care for our patients, and we also care for each other. It speaks to the collegiality in our workplace.”

Giroux notes that hospital leaders check in with team members monthly to make sure everyone is supported and connected.

“We’re a tight-knit organization with a very diverse workforce, and collaboration is strong between the departments,” he says.

“Montfort is a high-performing academic hospital, and there’s a

Our team is pretty creative at finding ways to enhance joy in a high-stress environment like a hospital. We care for our patients, and we also care for each other.

— Dominic Giroux President and CEO

The values are reflected in a number of initiatives the hospital has introduced to support its staff through the pandemic and beyond, including sleep and relaxation pods, an on-site gym and 24/7 food options for shift workers.

There is even a year-end comedy revue presented by staff members.

“Our team is pretty creative at finding ways to enhance joy in a high-stress environment like a

 A physician at Hôpital Montfort.

great sense of pride about that.”

Montfort also has its own knowledge institute that provides research and education programs for employees. “It allows research and innovation opportunities to be integrated in all our care teams, so we’re always learning,” Giroux says.

Opportunities for innovation and education have been key for Kim Lortie, who has had lots of different roles since starting as a nurse in Montfort’s family birthing

centre 17 years ago. She’s been able to pursue her interests in learning, teaching and practising bedside.

“While I was at the birthing centre I completed my master’s degree, and then I got an opportunity to do an advanced clinical fellowship with a nursing association,” she says. “I led a project to get nurses aligned with best practices in breastfeeding, and Montfort gave me the chance to share what I’d learned with my colleagues, which was exciting.”

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full-time staff in Canada

66%

of employees are women

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weeks maternity and parental leave topup pay

2,090

annual spend on training per full-time employee

$  A nurse caring for a mom-to-be in the family birthing unit at Hôpital Montfort.

Lortie went on to work as a clinical nurse specialist, then as an advanced practice nurse and manager of professional practice and informatics.

“My portfolio included best practices, policies and procedures

for the surgical and mental health units,” she says. “But I started missing the connection with patients, so I went to critical care.

It was the opposite of everything I knew, but they needed a leader with a nursing background, and

it’s a great fit.”

Now clinical manager of the intensive care and stepdown unit, Lortie appreciates all the opportunities she has been given to explore different paths and collaborate with her colleagues.

“One of the best things about this organization is the connections we make with people,” she says. “We’re small enough to consider ourselves a family, but big enough to improve, do research and reach new heights.” 

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Multiview employees believe in doing better

ust over three years ago, Julianne Bernard had begun to tire of the cyclical nature of her financial month-end and year-end work as a financial analyst and wondered about moving to a position in a technology-based company. “I felt a bit like I was living Groundhog Day,” says Bernard, who is now an implementation consultant at Multiview Financial.

Multiview’s financial software solution focuses on automation and providing a single financial point of truth across an organization. The company’s vision is to end the month-end processes that take financial professionals anywhere from days to weeks to complete.

I get to work with clients from different industries, all over North America,” says Bernard.

“A lot of people might see us as a technology company,” says president and CEO Michael Johnson. “We actually consider ourselves a people company, and that starts with how we take care of our employees."

Multiview has programs to support employees to be well rounded in work and life.

Employees can access an online learning platform to improve or develop work-related skills, or they can access the platform on their own time to learn a language

or pursue an artistic hobby.

Rather than having sick days, Multiview employees start with eight wellness days. They are encouraged to take these days off to do whatever keeps them emotionally, physically or mentally well. They are also encouraged to use their four weeks of vacation every year. “We want our employees to live a fulfilled life, so our policy is that unused vacation will eventually expire,” says Johnson.

Another benefit offered is parental leave that provides a 100per-cent top-up to regular base salary over government sources for six months. This leave

is available to all staff with a new family member, including adoptions.

Johnson believes that shared values are key to the culture of teamwork. “We hold our leaders accountable for making decisions through the lens of our values,” he says. “These aren’t just words painted on a wall.”

The multi-year strategic plan is shared with all staff and Johnson says every employee has objectives that connect to the company’s goals. The executive team hosts quarterly virtual town hall meetings, and the first annual in-person, all-staff meeting was

A lot of people might see us as a technology company.

We actually consider ourselves a people company, and that starts with how we take care of our employees.

— Michael Johnson President and CEO

Bernard started at Multiview in September 2020 as a system consultant, which she likens to being a builder for new clients on Multiview’s platform. After two years, she let her manager know she was interested in becoming an implementation consultant. She was encouraged to apply for the position that would allow her to apply new skills – and she got the job.

“It’s more the design end of the work, and my favourite part is that

 Multiview Financial flew employees from across North America to gather together at its all-staff meeting in Ottawa.

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94

full-time staff in Canada

26

weeks, parental and adoption leave topup pay

100%

employerpaid health plan, with family coverage

1,500

maximum referral bonuses

$  At Multiview Financial, leaders listen to employee feedback on policies and experiences through direct meetings and a semi-annual questionnaire.

held in Ottawa this year. “We flew everyone in,” says Johnson.

“It was amazing to be with this great group,” says Bernard of the all-staff meeting. The team-building and speakers were high on her list of great sessions, and she

enjoyed dinner with colleagues at a restaurant with a golf simulator.

“We asked to get together and they listened,” she says.

Bernard says that the leaders at Multiview truly listen to what employees say. There is an

anonymous, semi-annual questionnaire to gain staff feedback, and all executive leaders also meet directly with team members. The company updates policies and processes based on employee input.

Stronger Together At Multiview, we believe that the single biggest contributor to our current and future success is our amazing people.

Look for your opportunity at www.multiviewcorp.com/careers

Johnson says if he were to talk with a candidate for a position at Multiview, he’d say it’s an organization full of people who genuinely care. “People here are passionate self-starters with the commitment to drive great results.” 

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

Nelligan O’Brien Payne does things differently

amish Mills-McEwan became acquainted with some of his future colleagues at Nelligan O’Brien Payne LLP when he encountered them in court – sometimes arguing against them, sometimes as co-plaintiffs in personal injury cases.

The ease with which he developed relationships with Nelligan lawyers convinced him to jump to the firm in the fall of 2021 – a move he’s happy he made. “The big thing here is respect,” says MillsMcEwan. “A lot of the partners I work with have been practising for decades. They respect my opinion, which isn’t a given when you’re a junior in the law.”

“The board wanted someone with an entrepreneurial background, which shows that the partners are quite innovative and willing to do things differently.”

One of her priorities, she says, was to “democratize” the firm.

“We’re a team with many different folks providing services and solutions to clients,” she says. “We have all kinds of professions and skill sets. Apart from lawyers, we have accountants and marketing and IT professionals, as well as

paralegals, legal assistants and clerks.”

Hempey has put her stamp on the firm in part by establishing several employee-led committees.

“Our equity, diversity and inclusion committee is the most important one,” she says.

“Additionally, we had an initiative that was focused on the future of the firm. We created a committee of employees to help us with that.”

She also introduced quarterly

town halls. “Everyone’s invited and everyone comes,” says MillsMcEwan. “We get updated on the firm’s finances, what our plans and goals are and events that are coming up. It makes the firm feel like a community where we’re all on a common mission.”

Hempey says there are plenty of opportunities to grow and develop at Nelligan. “Our lawyers can become a practice group leader or take on a leadership role on a committee,” she says. “We have

The big thing here is respect. A lot of the partners I work with have been practising for decades. They respect my opinion, which isn’t a given when you’re a junior in the law.

— Hamish Mills-McEwan Lawyer

He has also been impressed by the firm’s CEO, Mia Hempey, who has a business rather than a legal background. “Mia is able to focus on things that a busy partner with a full practice wouldn’t necessarily focus on,” he says.

Hempey was a partner in an IT training company for about 10 years before selling her interest in the business. “It is very unusual to have a CEO of a law firm with no legal background,” says Hempey.

 Nelligan O’Brien Payne employees at its annual staff retreat, where administrative professionals gather for a day of professional development.

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 At Nelligan O’Brien Payne, there is a dedicated committee that reviews emerging technologies, such as artificial intelligence, and how employees can use them.

provided training for legal assistants and have promoted them to become clerks or paralegals.

We also have people who were in administrative roles whom we have promoted to become legal assistants.”

Nelligan has also proved adept at adopting technology. Hempey has created a committee to look at emerging technologies like artificial intelligence and how to use them. Meantime, the firm has its own in-house virtual courtroom

and the technology needed to conduct trials remotely through video links.

“The firm has become very good at doing things remotely with younger clients who are tech savvy,” says Mills-McEwan.

full-time staff in Canada

100%

of executive team are women

12

personal paid days off

26

weeks, maternity leave topup pay

“Others don’t want to be in their homes and on their laptops at a court proceeding. We bring them into the office and into a room that is set up to look exactly like an actual courtroom. We have a virtual link to the court itself.” 

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Growth opportunities abound at the City of Ottawa

n 1995, Wendy Stephanson responded to a newspaper job ad for an overpayment recovery coordinator, a new role in financial services at the City of Ottawa. Armed with a commerce degree from Carleton University, she was well positioned to move up through the organization. “It’s absolutely a place to grow your career,” she says.

In the nearly three decades since, Stephanson has done exactly that. “There are so many opportunities in so many different areas, and I’ve pursued many of them,” she says. After moving into an auditor role, which gave her a broader view of the organization, Stephanson held various leadership positions, including chief financial officer for four years before becoming city manager in 2023.

hospital management in France, then moved to Ottawa in 2014 as an adventure with her young son.

After attending a City of Ottawa job fair, she successfully applied for a human resources service centre representative position in 2018.

“It was an entry-level position at the call centre, but it was the best decision ever because it was a good way to learn about the City’s 110 business lines,” says Fahmi, now an outreach and recruitment specialist. “I could see that there were many opportunities for growth, and I continue to learn and have the flexibility

to move into different roles and departments.”

As an immigrant, Fahmi felt comfortable from her very first interview. “Everyone was so friendly and welcoming that I didn’t feel like a stranger,” she says. “There’s a very strong diversity and inclusion mandate here – it’s not just a slogan.”

Hearing stories like that makes Stephanson happy. “We strive for a respectful, equitable workforce that reflects the community we serve,” she says. “We’re making a lot of progress to create a safe space for everyone to feel comfortable at work. Breaking

down barriers is very important to us, right from our hiring practices on up.”

Both formal and informal mentoring contribute to employees’ success and career development.

“It’s one of the best things you can do for yourself, whether you’re a mentor or a mentee,” says Stephanson, who adds that she learns as much from her mentees as they do from her. In fact, when one employee she was mentoring had finished her CPA designation, it motivated Stephanson to earn hers.

“Lifelong learning and innovation are so important, and

Lifelong learning and innovation are so important, and we encourage and support both here.

— Wendy Stephanson City Manager “I saw right away that my work has a direct impact on the community, and I love that,” says Stephanson. “If you live and work in the city, you partake in the services. Everyone who works at the City of Ottawa is bettering the services that impact us, our families and our communities.”

Noha Fahmi is one of those community members and employees. Originally from Egypt, she had finished a degree in public

 Waiss Wacays, service representative, working to provide each client with a positive customer experience at the City of Ottawa.

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13,123

full-time staff in Canada

52

years, longestserving employee

54%

of managers are women

7

weeks, maximum vacation allowance

 Outreach and communications staff showcasing City of Ottawa services at community events.

we encourage and support both here,” she says. “You’re never too old to learn and grow. We invest in our employees in many ways, including helping them further their learning, through both formal and informal opportunities.”

Fahmi has benefited from career-development training in project management and coaching to learn how to better facilitate discussions with her internal and external clients. She continues to do online training and checks

in with her supervisors regularly for feedback. “I’m not shy to ask questions – it’s a very supportive, collaborative environment with open communication,” she says.

Above all, Fahmi enjoys connecting with potential job

candidates by doing presentations at community partners, such as schools. “I love working with people and attracting the right talent to the right positions,” she says. “It brings me a sense of purpose – it’s why I’m here.” 

A place to

grow your career Faites progresser

ottawa.ca/careers ottawa.ca/emplois

votre carrière avec nous

2023-576

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

Ottawa Community Housing builds better futures

s chief development officer with the Ottawa Community Housing Corporation (OCH), Cliff Youdale is overseeing the organization’s most ambitious building project in decades. Over the next five years, OCH will work with community partners to build 2,500 new affordable homes and create mixed-income communities.

At the same time, Youdale’s asset management team is working hard to preserve and update its existing portfolio of 15,000 homes in high-rises, seniors’ buildings, townhomes and houses. With an average age of close to 50 years, the housing stock needs both ongoing preventative maintenance and significant capital repairs.

development and construction sectors, welcomes the challenge.

For one thing, it’s an opportunity to tackle the climate crisis as well as the housing crisis. Youdale says OCH is committed to reducing its carbon footprint so in addition to building greener, OCH has already started retrofitting its existing homes to be more energy efficient.

The refurbished buildings are also more cost-effective and more comfortable for residents, he says.

And ultimately, serving tenants’ needs is what OCH is all about.

“This is the most inspiring job I’ve ever had,” Youdale says. “It’s easy to get up in the morning when you’re doing good work for a

good purpose.”

Cindy Newell, vice president, people, culture and strategy, says all employees – herself included – are drawn to OCH’s purpose.

After working in human resources in four different industries, she says, the opportunity to serve her community motivated her to sign on.

OCH offers more than safe, affordable housing. Employees work with tenants to foster community engagement and social inclusion. They also help residents navigate external support systems and OCH services.

“We pride ourselves on providing more than homes,” Newell says. “It is at the heart of the work

we do every day. We are dedicated to delivering great services across all communities. And that’s true for everybody who works at OCH, not only those who work directly with the residents.”

While a strong social purpose drives recruitment and supports retention, employees stay for other reasons as well, she says. This includes a work environment that embodies CARE, the acronym for the organization’s core values of collaboration, accountability, respect and excellence.

Newell says the new 2024-2027 strategic plan, which refreshes OCH’s long-term strategic priorities, helps make its mission more real with the motto ‘More than a

We pride ourselves on providing more than homes. It is at the heart of the work we do each and every day.

— Cindy Newell Vice President, People, Culture and Strategy

OCH provides social, affordable and subsidized housing to about 32,000 tenants representing communities with diverse languages, ethnicities and cultures. It’s the largest social housing provider in Ottawa and the second-largest housing provider in Ontario.

Given both an uncertain economic climate and a labour shortage in the skilled trades, OCH’s plan of action could face strong headwinds. Youdale, a professional engineer with extensive experience in the asset

 Ottawa Community Housing employees helped repair damage from the Derecho storm by planting 25 trees in the Strathcona Heights community.

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 During ‘Fire Prevention Week’, Ottawa Community Housing hosted a barbeque and gave tips on fire safety standards to people in the community.

home because we CARE.’ Indeed, an extensive consultation process of in-person interviews, surveys, feedback forms and focus groups ensured that employee insights helped inform the plan’s direction and

strategies, she says.

Tenants are now facing increasingly complex issues, including food insecurity and rising rates of mental health and addiction issues. The priorities spelled out in the strategic plan will further

enable employees to provide tenants with the support they need to live the lives they want, Newell says.

“We have the opportunity to do more at a time when it’s needed most,” she adds. “Over the next

423

full-time staff in Canada

894

staff volunteer hours last year

100%

employerpaid health plan, with family coverage

25

weeks, parental leave topup pay

four years, OCH aims to enhance its communities for tenants through action and intentional partnerships.

“We know we can do more together when we focus on outcomes and solutions.” 

MORE THAN A HOME BECAUSE WE CARE is at the heart of the work we do every day.

Ottawa Community Housing is proud to be one of the National Capital Region's Top Employers for the seventh year in a row.

www.och-lco.ca

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Qlik has ‘the people, the culture and the product’

tienne Dufresne worked hard to get to a company like Qlik.

He developed websites on the fly, for a variety of athletic races, that up to 50,000 people would visit in one weekend. And he wanted to take his career to the next level with access to the latest technologies.

“I came to Qlik eight years ago to help with the company’s transition to the cloud,” says Dufresne, now senior software engineer and team lead. “People were eager to support me and collaborate. Oh boy, did I learn!”

innovation where we treat each other with respect.”

Wry notes that amid challenging global events, such as the pandemic and various country conflicts, the company environment plays a crucial role in supporting employees. “We are constantly seeking ways to unite our team and bring people together.”

Employees were recently invited to form teams and engage with one another globally to focus on health and well-being, with the added opportunity for charitable giving, through an annual ‘Qlikathlon’ event. Employees accessed a Qlik platform to track

their progress on physical activities (walking, working out or even cooking and cleaning) to compete as teams for money to donate to their favourite charities.

As another example of its focus on mental well-being, Qlik gives employees and family members access to Modern Health, which provides healing circles, oneon-one coaching and an app to remind people to take a break or just breathe.

One development opportunity that Qlik obtained prior to the pandemic was Exec Online: The Business School Program, which gives employees access to

We have an environment of continuous learning and innovation where we treat each other with respect.

— Ruthann Wry Chief People Officer

Qlik, now bolstered by its recent acquisition of Talend, provides a modern architecture of data integration, data quality, data governance, data analytics, and AI/machine learning solutions to deliver trusted, business-ready data that enables companies to make more intelligent decisions, improve operational efficiency, and innovate.

“When we ask employees, ‘What do you like about Qlik?’, the answer always centers on the people, the culture and the product,” says Ruthann Wry, chief people officer.

“We have an environment of continuous learning and

 Employees gather together to celebrate the 30th anniversary of Qlik.

universities around the world. “It helped us to maintain our learning environment when people couldn’t go out to a class,” she says.

Much of Dufresne’s learning at the company has happened through his colleagues. “I’d overhear people talking about a problem they were working on and I’d go and find out more,” he says. “I’m curious. I try to get involved in areas outside my comfort zone and I am supported by my managers with the resources to do that.”

Dufresne says he was inspired by the vision of leaders at Qlik to

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full-time staff in Canada

1,018

charities helped last year

100%

employerpaid health plan, with family coverage

2,500

USD minimum referral bonuses

$  Qlik employees volunteering in an annual clean-up campaign to remove waste in Ottawa.

show that the team could execute on cloud native. “It drove me,” he says. “As a software engineer, I took on the role and responsibility of being a team leader before I was promoted.”

Recently, through the acqu-

isition of Talend, 1,400 employees joined Qlik and the company now has 3,100 employees internationally. To ensure a smooth company integration, an operational leadership team with key leaders from both companies is working

to bring the best of both together.

“This cross-functional team is working on how we operate as one company,” says Wry. “And it’s a great way for these leaders to gain broad experience within the company.”

Wry has seen a lot of transformation at Qlik over nine years and says that through it all, the company continues to retain – and value – its employees. “If there is one constant,” she says, “it’s the people.” 

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Telesat is changing the world with connectivity

f Hockey Night in Canada is mission-critical to you, then you already understand the importance of the satellite connectivity provided by Telesat Canada. It’s vital not only for television programming, but as support for many mission-critical services such as Canada’s Coast Guard, Department of National Defence and law enforcement – or for people just wanting to surf the internet from airplanes and cruise ships.

As one of the largest satellite operators in the world, Ottawabased, publicly traded Telesat provides satellite communications services throughout this country, as well as around the globe, and has been doing so for the past 54 years.

that isn’t enough, we’re embarking on the biggest space program in Canada’s history.”

Telesat is building an advanced low Earth orbit satellite network that will help tackle some of the world’s most difficult challenges – bridging the digital divide, monitoring climate change, connected agriculture and more. It’s a $6-billion investment that will deliver affordable, state-of-the-art broadband connectivity to every square metre of the planet.

“Our folks are extremely energized and excited about this incredibly cool network we’re building,” says Goldberg. “People love the mission in terms of the

empowering services it will deliver in Canada and everywhere else on Earth.

“But first and foremost, we’re recruiting for lots of different skill sets to help us build this advanced constellation. Beyond the right educational background and experience, we want people who are passionate about our purpose and working collaboratively on a team – people who like innovation and building things that involve space right in their own backyard.”

Ken Skublics shares that passion, but says the company culture is a big part of why he’s stayed. He credits how he’s been treated in his career and the opportunities

he’s had for growth and promotion – from starting as a co-op student from Waterloo University in 1988 to his current position as vice-president.

“This big, sophisticated project is on the leading edge of technology,” says Skublics. “We’re one of the few companies in the world embarking into this space so there’s this whole environment of creating something new and solving technical challenges at the forefront of the industry.

“Because we’re in a growth phase, it’s fairly flexible to be able to work in different departments,” he says. “The organization is ballooning substantially, creating

People love the mission in terms of the empowering services it will deliver in Canada and everywhere else on Earth.

— Dan Goldberg President and CEO

“Our people are passionate about delivering these missioncritical services and we do it – obviously – from space with our own satellites,” says Dan Goldberg, president and CEO. “We use rockets to launch our satellites, so a lot of our employees are space geeks as well – they love the rockets. We have a team here that works 24/7, 365 days a year, keeping our satellites in the right orbital positions, making sure they don’t collide with anything – and if

 At Telesat, employees can work together with colleagues within and across teams in its open collaboration spaces.

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$

379

full-time staff in Canada

6

weeks, maximum vacation allowance

2,000

(nonmanagerial) and $3,000 (managerial) referral bonuses

42

years, longestserving employee

 A Telesat satellite controller managing its satellite fleet in space.

more opportunities – both for people to come from outside and for people internally.”

Skublics says Telesat highly values collaboration and transparency within the organization, as well as diversity within its

workforce. Initiatives include scholarship programs for Women in STEM and Indigenous fellowships.

“There’s good communications from the top down,” he says.

“You’re not just a worker bee in the

Ignite the future of connectivity, today. www.telesat.com/careers

corner, you’re part of the company.

You understand your piece of the equation and how you’re contributing. Everybody gets a voice.”

Goldberg echos that feeling with his onboarding advice to new hires.

“Act like you own this company,” says Goldberg. “So if you saw something that didn’t seem right, you’d fix it or raise it with someone. If you do, then you’ll almost always go to the right place whenever you’re at a crossroads.” 

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

Innovation and opportunity are constants at Thales

hris Pogue spent almost 20 years in the Royal Canadian Air Force, first as a pilot, then in defence research and development. After another two decades in the industry, he could see that Ottawabased Thales Canada Inc. was an ideal fit, and for more than just its military connections.

Thales Canada offers leading capabilities in defence, civil aviation and digital identity and security. It’s the leading supplier of refit, repair and maintenance services for the Royal Canadian Navy. It also supports the delivery of Canada’s non-combatant fleets as the electronic systems integrator for the navy and the Canadian Coast Guard.

committed to enabling digital transformation.

“This is something I had talked about 20 years earlier, and now here’s a company doing it,” says Pogue. “I wanted to be part of this journey.” In 2020, he joined as vice president and managing director of defence and security, then became CEO the following year.

Pogue also discovered that Thales has a focus on investing in its people through training, coaching and mentoring. “We’re developing the next generation of leaders, which builds a deeper sense of trust,” he says. “That’s becoming our culture, one of trust

and collaboration.”

Dylan Kirkey has experienced that culture firsthand. In 2018, he joined the company as a configuration specialist, even though the role didn’t take full advantage of his background as a mechanical engineer.

“I wasn’t familiar with Thales, but I was interested in working for a large company,” he says. “I learned that Thales has an international footprint, and that I could have the opportunity to travel and work with people from around the globe. That appealed to me.”

Since then, two promotions have led to Kirkey’s current role as an

intermediate systems engineer, where he’s managing a project from his Ottawa office that’s building electronic systems on a coast guard vessel in a Vancouver shipyard. “Previously, I had worked on a project with naval vessels, with different customers and different ways of working,” he says. “Now that I’m managing people’s work, I asked for leadership coaching.”

Kirkey’s Vancouver-based manager coaches him remotely upon request. They also have biweekly meetings to discuss workload and morale, plus annual performance reviews. “We have a great work dynamic and a very

The ability to leverage so much knowledge across the company is incredible.

— Dylan Kirkey Intermediate Systems Engineer

“We’re serving people who serve our country,” says Pogue, Thales Canada’s CEO. “The ability to help them carry out their missions and return safely to their families is a priority and a privilege.”

In the late 1990s, Pogue was drawn to how the military was evolving with technology. “The idea of digitization would change every way in which we operated,” he says. That included cybersecurity, operating and communications systems and digital data sets. When he looked at Thales more recently, he saw that from the CEO down, the company was

 At Thales Canada, employees can learn and grow while enabling digital transformation for customers worldwide.

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 Thales Canada employees can grow their strengths and network with colleagues globally through diverse programs.

good relationship,” he says.

As part of the company’s six-month Talent Accelerator Program (TAP), which focuses on developing personal strengths, Kirkey spent a week in Paris in 2022 networking with global

colleagues. He returned to the City of Light in 2023 to mentor a new TAP cohort. “The ability to leverage so much knowledge across the company is incredible – there are so many people I can learn from,” he says.

Work isn’t Kirkey’s only priority, however. From 2020 to 2023, he led the company’s social committee, which during the pandemic donated more than $36,000 to charities, all from employee contributions from various initiatives.

1,032

full-time staff in Canada

6

weeks, maximum vacation allowance

100%

adoption leave topup pay

100%

employerpaid health plan, with family coverage

Recipients have included the Ottawa Food Bank, Nova Scotia SPCA, Veterans’ House Canada and David Suzuki Foundation (the provincial offices choose a local charity). “It feels good to help and support others,” says Kirkey. 

Say HI* to mastering technology *Human Intelligence

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At Trend Micro employee wellness is all-important

W

hen Bob Kedrosky joined Trend Micro Canada Technologies Inc. a decade ago, the career-long human resources professional was intrigued by what he had heard about the cybersecurity software firm. And even more impressed by what he found there.

It’s very much a family atmosphere here, all about how do we help everyone get to be the best part of who they are, have good career paths and gain different growth opportunities.

global basis.

“That’s why we want our benefits to be up there as high as possible, so our employees can focus on their work, with everything else getting looked after,” says Kedrosky. “Among many things, there’s great dental insurance, seven days of paid sick leave, help with finding eldercare or childcare, an adoption assistance program with up to $10,000 in subsidy, and a one-time $1,000 RESP contribution per child – I’ve used that one myself.

“In terms of mental health, we have a new program of six confidential one-on-one sessions with

a licensed therapist, totally free for employees and their families.

Another thing Trend Micro does is provide an employee $300 annually, net of taxes, for a personal health activity, like taking part in an organized fitness event.”

The benefits package is exceptional, agrees software developer Willem Gooderham, who joined Trend Micro in 2021 after graduating from Carleton University, where he also had a co-op stint with the company. “My wisdom teeth came in late after my parents no longer had insurance coverage for me,” Gooderham says. “Trend Micro covered the procedure,

which was great because a lot of companies wouldn’t.”

But benefits are not the main reason he and Kedrosky both say Trend Micro offers “the best work culture” they’ve experienced.

“This is a place where everyone cares about your success as well as the company’s,” says Gooderham.

“There are lots of opportunities for growth, and I have a say in shaping what I work on and what I think that product should do. I have the same manager as I did with my co-op work, and he has been wonderful in helping my growth, by saying, ‘Okay, I think now you should experience some

— Bob Kedrosky Senior Director, Human Resources

“I’d never worked with an organization based in the Far East,” Kedrosky says. “Trend Micro, with its headquarters in Tokyo and founders from Taiwan, does cool work in a fascinating corporate culture. It’s very much a family atmosphere here, all about how do we help everyone get to be the best part of who they are, have good career paths and gain different growth opportunities.”

Employee wellness, Kedrosky continues, is a crucial value for a company that relies on people who are not only exceptional coders and software developers rapidly expanding their expertise with artificial intelligence, but who also need to work with considerable flexibility on a

 During the summer, employees can enjoy snacks from food trucks at Trend Micro Canada Technologies.

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$  Trend Micro Canada Technologies celebrate employee appreciation day by making crepes for all of their employees.

of this, or perhaps some of this.’”

And Trend Micro’s globespanning operational needs mesh tightly with its core values, Gooderham says. “My partner, an Asian woman who also works in tech, has had bad experiences in

her workplaces, like diversity and inclusion training sessions that aren’t really followed up. It’s not that way here, in part because of the pair teams.

“With bigger projects, Trend Micro often has one team in

Canada and one in Taiwan working on the same product. At some point, they might switch locations for a period. I’ve worked closely here with people from Taiwan, and that sort of collaboration goes a long way as far as real inclusion

372

full-time staff in Canada

100%

job-related tuition subsidies

100%

employerpaid health plan, with family coverage

10,000

adoption assistance subsidy per child

and understanding in the workplace is concerned.”

“Care for all our diverse employees is not just lip service,” says Kedrosky. “it’s absolutely part and parcel of our culture and who we are.” 

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2024)

At Universities Canada, work and fun collide

eing in an environment that combines fun with your role is one of the many benefits of working at Universities Canada for Kate Richard, manager of accounting.

Being on the financial services team is critically important to the organization’s overall success, but having the opportunity to create some of the more lighthearted moments provides Richard with a great balance.

The people make the culture and we have great people dedicated to making that culture.

— Kim Glithero Director of Human Resources

As a member of the social activities committee, Richard collaborated with the green committee to put on a Halloween event that not only embraced the festive spirit but aligned with the organization’s climate initiative.

Staff were challenged to craft eco-friendly costumes, leading to creative displays such as a winning costume depicting various types of trash, compost and recycling. The event was a resounding success.

It’s one of many throughout the year.

“I’m doing numbers a lot, so it’s always fun to have that creative side as well,” says Richard. “Our organization is really busy. We do a lot of good work, so having an opportunity to gather with colleagues for a fun lunch puts a positive spin on your day. These

events have a strong impact on morale.”

Universities Canada is a non-governmental, non-profit membership association providing 97 university presidents with a unified voice for higher education, research and innovation.

The financial team Richard works on is part of corporate services, an umbrella of internal services that provide support to the organization as a whole.

“Our corporate services team, comprising translation, human resources, payroll, operations, and finance, collectively contributes to the organization’s excellence,” says Kim Glithero, director of human resources. “It’s all the people working behind the scenes that help make the organization the great

place it is.”

Corporate services people may not be as public-facing as the programs and partnerships team, who provide over $19 million in scholarships annually, or the government relations team that focuses on advocacy, but they are equally essential to the organization’s success.

“I think finance is kind of a faraway concept for some people, especially in the workplace,” says Richard. “We provide a number of financial services that alleviate the burden of financial intricacies, allowing staff to focus on their core responsibilities without concerns about monetary details.”

In a bilingual organization, translation holds paramount importance, ensuring all

communications are delivered in both official languages. Moreover, the team is pioneering inclusive writing in French, aligning communications with principles of equity, diversity and inclusion (EDI).

“We have a fantastic translation team,” says Glithero. “They work on hundreds, if not thousands of documents every year. The dedication of our translation team, ensuring gender-neutral communications in a genderbased language like French, is commendable.”

The HR team is actively revising organizational policies to integrate EDI principles comprehensively.

The organization’s growth has been enhanced by the expertise and commitment of its long-

 The social activities committee at Universities Canada leads initiatives and events, such as summer picnics, for employees to connect.

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 Universities Canada employees volunteering together in clean-up projects in Ottawa.

standing employees, who played an integral role in fostering a culture of continuity and excellence.

The team has also been finalizing details on new office space that will focus on modern, collaborative work environments.

The collaborative synergy among the corporate services teams remains a highlight for Richard. The accessibility and close-knit nature foster efficient interactions and collaborative, supportive efforts.

“If I have an HR question, it’s down the hall so I can quickly go over and connect,” says Richard.

“I like being able to interact faceto-face with people. It helps in getting things done efficiently and makes our different kinds of

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full-time staff in Canada

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weeks, maternity and parental leave topup pay

100%

job-related tuition subsidies

100%

employerpaid health plan, with family coverage

corporate services more collaborative as well.”

“It’s the teamwork and the people,” says Glithero. “The people make the culture and we have great people dedicated to making that culture.” 

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 National Capital Region's Top Employers.

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

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

CanadasTop100.com/2025 Applications for our 2025 competition will be released in February and must be returned by May.